James Hardie Industries
Annual Report 2022

Plain-text annual report

It’s Possible™ Annual Report 2022 Global Business Overview James Hardie is the world’s number one manufacturer and marketer of fibre cement and fibre gypsum, and we create value by providing homeowners with endless design possibilities. James Hardie operates 19 manufacturing facilities across three regions and sells high-performance fiber cement and fiber gypsum products in over 20 countries. With James Hardie, It’s PossibleTM FY22 GROUP RESULTS NORTH AMERICA Net Sales US$3,614.7 million ^ 24% from FY21 Adjusted EBIT US$815.6 million ^ 30% from FY21 Adjusted Net Income US$620.7 million ^ 36% from FY21 Net Sales US$2,551.3 million ^ 25% from FY21 Adjusted EBIT US$741.2 million ^ 26% from FY21 Manufacturing Facilities Research and Development Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionOur Mission is to be a high-performance, global company that consistently delivers organic growth above market with strong returns. ASIA PACIFIC Net Sales US$574.9 million ^ 25% from FY21 Adjusted EBIT US$160.8 million ^ 25% from FY21 EUROPE Net Sales US$488.5 million ^ 19% from FY21 Adjusted EBIT US$62.9 million ^ 47% from FY21 Operating sites 19 Global R&D Centres 3 2022 Annual Report | 1 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationIn this Annual Report, pages 1-35, unless otherwise stated all items are denoted in U.S. dollars. Any financial metric referred to as “Adjusted” is a Non-GAAP Financial measure. The amounts denoted as “Adjusted” are done so consistently with the Company’s other financial reporting, please see Page 36, Financial Endnotes, for further explanation of Non-GAAP Financial Information. 2 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionLetter to Shareholders Global Results Summary North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Global Capacity Expansion Marketing Directly to Homeowners Global Innovation Environmental, Social & Governance 20-F Financials Board of Directors Management Team Shareholder Information 4 10 14 16 18 20 24 28 32 38 242 243 244 James Hardie acknowledges the traditional custodians of the lands on which our business and assets operate, and recognise their ongoing connection to land, waters and community. We pay our respects to the Indigenous Custodians on these lands before us, the Indigenous Peoples today, and the generations to come. 2022 Annual Report | 3 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationCHAIRMAN’S Letter to Shareholders Fiscal Year 2022 was our third consecutive year of substantial growth globally. Adjusted Net Income of US$620.7 million is more than two times the Adjusted Net Income result in Fiscal Year 2019. This transformational growth was delivered across all three regions. Over the three years since we unveiled our global strategy, group sales have increased 44% to over US$3.6 billion and adjusted net income grew 107% to $620.7 million. This exceptional growth is the result of the successful execution of our strategy by our 5,000 employees across the globe. I have been passionate about James Hardie’s growth for a long time, and as I sit here today, I can tell you I have never been more excited about the future for this business given what the Board and the James Hardie team have put in motion. 4 MICHAEL HAMMES Executive Chairman FISCAL YEAR 2022 OPERATING RESULTS Our North America segment is delivering a step change in growth underpinned by strong volumes and execution on our high value product mix strategy. Fiscal year 2022 net sales grew by 25% to over US$2.5 billion and were reinforced by a 10% improvement in Price/Mix. The growth in high value product mix is a testament to our improved partnering with customers, initial gains in marketing directly to the homeowner, and strong continued underlying demand for James Hardie’s fiber cement products. North American adjusted EBIT expanded by 26% to over US$740 million. Despite high inflation across the U.S. during a disruptive year for global supply chains, along with significant reinvestment in our business as we transform into a premier consumer branded company, the North American team was able to lift adjusted EBIT margins to 29.1% from 28.8% in fiscal year 2021. This is truly an impressive business. Our Asia Pacific segment continued to benefit from strong demand and a focus on a high value product mix strategy. Fiscal year 2022 net sales grew by 22% to over A$777 million. Execution on a high value product mix drove an improvement in Price/Mix of 5% and demand for our products resulted in volumes expanding 17%. Asia Pacific adjusted EBIT expanded 23% to over A$217 million with an impressive adjusted EBIT margin of 28.0%. Our European segment delivered strong results in fiscal year 2022, with net sales expanding 20% to over €420 million. Fiber cement sales grew 39% to over €65 million, a testament to the growing demand for our fiber cement products which ultimately supports our confidence in expanding our European presence. European adjusted EBIT expanded 51% to €54 million, an incredible result considering the massive inflationary pressures facing continental Europe. I would like to congratulate our team for a truly remarkable set of results in terms of sales and profit growth. Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionLetter to ShareholdersRECORD RESULTS IN FY22 Net Sales US$3.6 billion Adjusted Net Income US$620.7 million Dividends US$312 million +24% from FY21 +36% from FY21 +1% from FY21 Zero Harm and ESG I am pleased with our team’s achievement delivering James Hardie’s inaugural sustainability report in fiscal year 2022. We recognise that keeping environmental and social considerations at the core of everything we do is fundamental to our success, and the report represents a significant milestone in our sustainability journey. Global capacity expansion In fiscal 2022, we announced our global capacity expansion program that will result in new plants being built in all three of our operating regions. Now is the right time to undertake this significant investment. Demand for fiber cement is strong, supported by design trends as well as industry labour and skill shortages, which our products look to alleviate. In addition, as we begin to market directly to homeowners and start to expand our product offering beyond the wood-look category, we need to have the right capacity ahead of demand. Over the next four years, we are committed to a US$1.6-1.8 billion investment in capacity. Leadership Change On 7 January 2022, Mr. Harold Wiens was appointed as Interim CEO and I am pleased to report that the business has continued its strong performance, and I thank Mr. Wiens for his ongoing leadership. A comprehensive search for a new CEO is now well underway. I look forward to announcing a new CEO later this calendar year. Board Changes We remain committed to ensuring we have a strong, diverse, and independent Board, and I would like to thank my fellow Board members for their continued support and demonstrated leadership during the year. On 26 August 2021, Andrea Gisle Joosen retired from the board. On 5 November 2021, David Harrison retired from the Board. On 6 January 2022, Moe Nozari resigned from the Board and on 21 March 2022, Dean Seavers resigned from the Board. The Board would like to express its thanks to these four past Board members for their service and significant efforts during their respective tenures. We continue our Board refresh program and intend to add two to three new Board members in the next six months; I look forward to informing you of these exciting appointments. Towards the end of fiscal year 2022, I announced my intention to retire from the Board during fiscal year 2023. I have served you, the shareholders, the company, and the Board for over 14 years, and I am truly proud of what this company has achieved during my tenure. I believe the strategy we have put in place along with the talented and deep leadership team, will continue to drive further extraordinary growth for James Hardie. The Board and I plan to announce my successor later this fiscal year. Capital allocation and shareholder returns We remain committed to investing in organic growth, maintaining our ordinary dividend, and maintaining a strong balance sheet while having the capacity for strategic opportunities or additional shareholder returns. Our underlying confidence in the business enabled the Board to declare a first half dividend of US$0.40 cents per share and a second half ordinary dividend of US$0.30 cents per share, totaling US$312 million. Asbestos Injury Compensation Fund (AICF) Since inception of AICF, James Hardie has contributed A$1.9 billion to the fund. We at James Hardie remain committed to AICF and the terms of the Amended and Restated Final Funding Agreement. Annual General Meeting Details of this year’s AGM will be contained in the Notice of Meeting. Shareholders can participate via teleconference. Details regarding the matters to be acted upon at the 2022 AGM will be contained in the Notice of Meeting and related materials. Finally, I would like to thank our shareholders for their ongoing support of the Board and Management, and I look forward to speaking with you again at our AGM. Michael Hammes Executive Chairman 2022 Annual Report | 5 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationINTERIM CEO Letter to Shareholders HAROLD WIENS Interim Chief Executive Officer, Executive Director Dear shareholders, At James Hardie, our mission is to be a high-performance global company that consistently delivers organic growth above market with strong returns. In fiscal year 2022, the transformation of our company has accelerated as we become a premier, consumer branded company that consistently provides value to our customers, employees, and you — our shareholders. ZERO HARM AND ESG & THREE YEARS OF RESULTS Over the past three fiscal years, the James Hardie team has made significant progress on our global transformation. This would not have been possible without ongoing improvement in our processes, with a view that the decisions we make each day must also be environmentally and socially responsible to create sustainable value for our investors. The Group’s sustainability progress reflects the efforts of our global team. Their passion, expertise and capability drives the success of our business outcomes, and examples of our progress in fiscal year 2022 can be found in the Building Sustainable Communities section of this report. In addition to our relentless focus on Zero Harm and ESG, what is foundational to our organic global strategy to transform and enable consistent profitable growth globally is successful execution of the following initiatives: 1. World Class Manufacturing via LEAN The first transformation we undertook was to become a world class manufacturer through the execution of our LEAN manufacturing strategy. Our network of plants is on a continuous journey of improvement, which began in 2019 to reduce variation, increase efficiency and improve quality to serve our customers better every day. Exceptional progress has been made to date, as we have generated $215.1 million in cumulative global LEAN savings, including $150.4 million LEAN savings in North America. These ongoing efforts have enabled us to deliver premium quality products consistently and efficiently, improve service to our customers and mitigate inflationary pressures. 6 LEAN SAVINGS US$215.1 million cumulative global saving for 36 month period US$150.4 million cumulative NA savings for 36 month period 2. Partnership with Customers Over the past two years, we have made a concerted effort to be truly customer focused. We have taken direct steps to shift from an organization focused solely on demand creation with home builders and contractors, to partnering more closely with our customers enabling profitable growth for them as well as James Hardie. Instilling this true customer focused mindset throughout the company has been critical to driving growth above market while taking market share in all three geographies that we operate in. Over the last two fiscal years, this increased connectivity has helped our North America business to deliver more than 9% per annum volume growth. 3. Supply Chain Integration Another key component of our transformation has been the improved integration of our supply chain. This critical initiative ensures that we are able to continuously and seamlessly service our customers, providing them with the products they want, when they need them. This more integrated approach to actively manage the supply chain with our customers has led to more optimal working capital for both our customers and James Hardie. Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionLetter to ShareholdersRECORD RESULTS IN FY22 North America Adjusted EBIT US$741.2 million APAC Adjusted EBIT A$217.4 million Europe Adjusted EBIT €54.2 million +26% from FY21 +23% from FY21 +51% from FY21 FY23 AND BEYOND While the financial results delivered over the past three fiscal years have been exceptional, from where I sit, I am equally excited about how the foundations we have built will continue to drive even more profitable growth globally. There are three critical strategic initiatives that will enable us to leverage our scale going forward. 1. Marketing to Homeowners The first of our three critical initiatives began in early fiscal year 2022 with the evolution of James Hardie to become a premier, consumer branded company, and creating demand by marketing directly to the homeowner. Historically, James Hardie has been a trusted and appreciated brand that has resonated strongest with building professionals and contractors, by selling proven products that are durable, low maintenance, and non-combustible. While these attributes focus on the important functional aspects of our products, now is the time to extend the James Hardie brand to become a true household name. In early May 2021 we launched a 360 degree, fully integrated marketing campaign, empowering homeowners to achieve the home of their dreams by unlocking endless design possibilities and long-lasting beauty, while continuing to deliver the trusted protection they have come to expect from James Hardie. 2. Penetrating Existing and New Markets While historically we have had a strong business in the North American repair and remodel segment, the opportunity for future growth remains significant. Currently, 65-70% of our North American business is in the repair and remodel segment. According to the U.S. Census from 2021, approximately 40 million of the 80 million homes in the U.S. are 40 years or older, having been built before 1979. These homes represent a significant opportunity from which we can generate demand for James Hardie’s exterior products. We plan to amplify and accelerate demand creation by highlighting James Hardie’s trusted brand and premium products, which will enable homeowners to realize their dream homes with endless design possibilities. This same principle holds true in our other geographies, where opportunities exist to further penetrate and expand our repair and remodel businesses. Drive profitable growth globally 1 2 3 Market to homeowners to create demand Penetrate and drive profitable growth in existing and new segments Commercialize global innovations by expanding into new categories Continued execution and expansion of foundational initiatives: • LEAN Manufacturing • Customer Engagement • Supply Chain Integration Zero Harm & ESG “While the financial results delivered over the past three fiscal years have been exceptional, from where I sit, I am equally excited about how the foundations we have built will continue to drive even more profitable growth globally.” 2022 Annual Report | 7 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationAccording to the US census ONE in FIVE New homes are built using Fiber Cement as its primary cladding 3. Global Innovation In order to maintain the considerable momentum of the past three fiscal years, it is crucial that we continue introducing new innovative products to the market. Our approach to innovation is about developing market driven products that address unmet needs and contribute to profitable, organic growth. Our global innovation platform focuses on products that deliver endless design possibilities for the homeowner. This also extends to delivering the superior performance the market has come to expect from James Hardie’s unique fiber cement technology, including: • durability, • low maintenance, and • noncombustible. Fundamental to our long term global innovation strategy, is developing a product suite that allows us to participate in all exterior siding categories, not just the wood-look category. In February 2022, we launched the Hardie™ Architectural Collection at the International Builders’ Show in Florida. The Hardie™ Architectural Collection debuted with a brand-new suite of premium Hardie™ Architectural Panels in distinctive textures inspired by nature. We unveiled these new products in response to several megatrends in the industry, including labor shortages, consumers looking to personalize and modernize their homes, and demand for more sustainable exteriors that offer protection against damage from severe weather. These products extend James Hardie’s portfolio beyond the wood-look category and mark the company’s most significant product expansion to date. According to the U.S. census, 1 in 5 new homes is built using Fiber Cement as its primary cladding. This highlights the significant opportunity ahead of us now that we have the products to compete in the non-wood look category. The Hardie™ Architectural Collection is a significant proof point in our mission to transform the way the world builds and become a premier, consumer branded company. Our intent is to continue to evolve the HardieTM Architectural Collection, and launch even more design-forward exterior options, as we empower homeowners, architects, and homebuilders with endless design possibilities. 8 CLOSING It has been an exciting few months as your Interim CEO, and I could not be more proud of all my colleagues around the world for continuing to deliver excellent financial results. The successful execution of our global strategic plan has allowed James Hardie to deliver strong growth, with global sales up 13% pa and adjusted net income up 27% pa since fiscal year 2019. This step change in financial results has been remarkable. Harold Wiens Interim Chief Exective Officer, Executive Director Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionLetter to Shareholders2022 Annual Report | 9 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationGlobal Results Summary 1010 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionGlobal Results Summary2022 Annual Report 2022 Annual Report | 11 | 11 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationDriving Profitable Growth The James Hardie team’s execution of the strategy has delivered a step change in financial performance over the last 3 years. Net Sales Dollars in US millions Adjusted EBIT Dollars in US millions Adjusted Net Income Dollars in US millions ‘22 ‘21 ‘20 ‘19 ‘18 ‘17 ‘16 3 year CAGR 13% 3,615 2,909 2,607 2,507 2,055 1,922 1,728 ‘22 ‘21 ‘20 ‘19 ‘18 ‘17 ‘16 816 3 year CAGR 26% 629 487 405 398 354 351 ‘22 ‘21 ‘20 ‘19 ‘18 ‘17 ‘16 621 3 year CAGR 27% 458 353 301 291 249 243 Adjusted Diluted EPS US Dollars/share Adjusted ROCE % Operating Cash Flow Dollars in US millions 1.39 3 year CAGR 27% 1.03 0.79 0.68 0.66 0.56 0.54 ‘22 ‘21 ‘20 ‘19 ‘18 ‘17 ‘16 3 year CAGR 22% 51 40 31 28 32 31 31 ‘22 ‘21 ‘20 ‘19 ‘18 ‘17 ‘16 3 year CAGR 36% 451 304 309 383 223 757 787 ‘22 ‘21 ‘20 ‘19 ‘18 ‘17 ‘16 12 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionGlobal Results SummaryVolume (mmsf) Volume Growth Price/Mix Sales growth Europe Building Products EU€ Millions Net Sales Volume (mmsf) Volume Growth Price/Mix Sales growth Group 633.3 17% 5% 22% 420.5 952.6 9% 11% 20% 542 2% 1% 3% 350.6 876 6% -1% 5% US$ Millions Net Sales 3,614.7 2,908.7 Volume (mmsf) Volume Growth Price/Mix Sales growth 4,698.1 4,131.4 14% 10% 24% 8% 4% 12% FY22 FY21 FY22 FY21 Change (%) North America Fiber Cement US$ Millions US$ Millions Net Sales 2,551.3 2,040.2 North America Fiber Cement 2,551.3 2,040.2 Volume (mmsf) Volume Growth Price/Mix Sales growth 3,112.2 2,713.4 Asia Pacific Fiber Cement Europe Building Products 574.9 488.5 458.2 410.3 Global Net Sales 3,614.7 2,908.7 15% 10% 25% 9% 3% 12% Asia Pacific Fiber Cement A$ Millions Net Sales 777.7 635.2 Adjusted EBIT US$ Millions 25% 25% 19% 24% 26% 25% 47% 19% 14% 30% -17% -100% -300% 37% 41% 36% North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Research and Development 741.2 160.8 62.9 -34.4 588.0 128.2 42.7 -28.8 General Corporate -114.9 -101.1 Adjusted EBIT 815.6 629.0 Adjusted interest expense Loss on early debt extinguishment 40.2 0.0 48.3 13.1 Other expense (income) 0.2 -0.1 Adjusted income before income taxes 775.2 567.7 Adjusted income tax expense 154.5 109.7 Adjusted net income 620.7 458.0 Adjusted effective tax rate 19.9% 19.3% 0.6 pts Dividends declared US$ 0.70 0.70 0% 2022 Annual Report | 13 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationNorth America Fiber Cement In fiscal year 2022, our North America business has once again delivered exceptional results. By further integrating with our customers and simultaneously marketing directly to homeowners, the James Hardie North America team was able to drive significant market share gains and a higher average selling price, while servicing our customers and the end users seamlessly. In fiscal year 2022, North America sales increased 25%, with volumes up 15% and Price/Mix of 10%. During the fiscal year, our North America volumes increased by 15%, outpacing single family completions, which were up 3%. Our growth above market reflects both market share gains in single family new construction as well as increasing penetration in the repair and remodeling segment. In 2021, the U.S. census estimated that 22% of new homes used fiber cement as its primary cladding. This is up from 9% in 2005. There is long term momentum in the markets’ adoption of fiber cement, underpinned by the desirable characteristics of our substrate, including it being non-combustible, low maintenance, and its curb appeal. Looking forward, we are positively amplifying demand for fiber cement in the market by: 1) marketing directly to the consumer, 2) partnering with customers, and 3) delivering new innovations that take fiber cement beyond our historical focus on the wood-look category. In North America, we sell an increasingly high-value product mix into the repair and remodel and new construction markets. During the year, we improved this product mix by focusing on product with ColorPlus® TechnologyTM sales into the NorthEast and refining our go-to market strategy for backer boards and CemplankTM, to ensure only the right customers were accessing these products. Improving our high-value product mix drove price/mix growth of 10% for fiscal year 2022. Looking forward, we have identified our future state product mix (as shown on the right-hand side page), with the goal of increasing our exposure to high-value products, namely Innovation and product with ColorPlus® Technology.TM Our products enable the homeowner to create the home of their dreams with endless design possibilities. Amongst others, our high-value products include, (i) Hardie® brand planks, panels, trims and soffits, (ii) Hardie® brand planks, panels, trims and soffits with ColorPlus® Technology, and (iii) the recently introduced Hardie® Architectural Collection. This year also saw our network of plants across the U.S. continue to improve under the Hardie Manufacturing Operating System (HMOS), delivering LEAN performance improvements as well as savings. These benefits as well as our execution on product mix were crucial during the high inflationary environment experienced during the year, and allowed us to expand our EBIT margin to 29.1% for fiscal year 2022. Looking forward, all else equal, profitability is expected to improve further as we deliver on our targeted product mix. “Fiscal year 2022 has been another very successful year for the James Hardie North America fiber cement business. This was achieved through our ongoing focus on partnering with our customers, marketing directly to the homeowner and improving our LEAN execution.” Sean Gadd President, North America 14 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionGlobal Results SummaryOur North America team is focused on delivering Growth Above Market AND Strong Returns. GROWTH ABOVE MARKET • Net Sales exceeded $2.55 billion in FY22 • Net Sales increased +25% in FY22 • Volumes increased 15% • Price/Mix growth of 10% in FY22 STRONG RETURNS • Adjusted EBIT growth of 26% in FY22; following +25% growth in FY21 • Adjusted EBIT Margin expanded to 29.1% in FY22, up 30 basis points vs FY21 • Adjusted EBITDA Margin expanded to 33.5% in FY22, up 30 basis points vs FY21 Photo © 2021 Discovery or its subsidiaries and affiliates. All rights reserved. Segment Net Sales % of total JH Net Sales Dollars in US billions 70 1.68 1.82 2.04 2.55 FY19 FY20 FY21 FY22 Segment Adjusted EBIT1 % of total JH Adjusted EBIT Adjusted EBIT (US$M) Adjusted EBIT margin (%) 76 28.8 29.1 25.9 23.1 388 471 741 588 FY19 FY20 FY21 FY22 Core JH Market (%) Other R&R North America Volume Mix ColorPlus Hardie Brand Low End Innovation 65-70 FY21 A FY22 A FY23 PROJECTED FUTURE STATE 2022 Annual Report | 15 1. ^* of operating EBIT20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationAsia Pacific Fiber Cement In the Asia Pacific region, James Hardie sells high-value building materials into both the repair and remodel and new construction markets. These products provide homeowners with endless design possibilities without compromising on quality. Our high-value products are utilized in the exteriors and interiors of homes. Demand for our products remains strong, with volume growth of 17% in fiscal year 2022, and net sales increasing 22% to over A$777 million on top of robust 12% growth in fiscal year 2021. The team’s execution of the global strategy of driving a higher value product mix is evident in the price/mix growth of 5% for fiscal year 2022. The strong results were underpinned by solid operational performance with our Rosehill, Carole Park and Cabuyao manufacturing sites continuing to generate savings by further enhancing our LEAN manufacturing approach, increasing yield and reducing delay. This, coupled with several adjustments to our supply chain model, allowed us to simultaneously increase capacity and reduce working capital across the network. Innovation is a fundamental pillar of our future growth in Asia Pacific, and the teams have been leading the global roll out of James Hardie’s latest market led innovations. We have been in market with this new technology for over 12 months, and currently, over 3% of our revenue comes from our first-generation product marketed locally as Hardie™ Fine Texture Cladding. These high value products are quickly gaining traction with consumers and customers and are adding more depth to our portfolio of exterior cladding solutions. At James Hardie, our highly skilled, cross-functional teams are always leveraging opportunities to share and transfer knowledge we have gained in selling innovative products and systems in a given market. In this case we are using our learnings in Australia to drive our thinking and execution in our North America and Europe markets. James Hardie is progressively moving towards its stated aim of becoming a premier consumer branded company, and the rollout of the inaugural consumer marketing campaign in Australia this year has delivered significant early results from a brand health perspective. Three in four homeowners recalled our ‘It’s Possible™’ campaign that was launched earlier this year leading to increased specification and demand for James Hardie exterior solutions. These investments in the consumer space will continue to ramp up over the coming year, further building the James Hardie brand in our core markets. In conjunction with our global strategy to build and embed strong strategic partnerships with our customers, there has been significant work done to drive alignment and growth across our customer base in fiscal year 2022. “The ongoing execution of LEAN principles and a focus on driving a high-value product mix has resulted in strong revenue and EBIT growth in fiscal year 2022. The visibility we have on future demand creation across our ANZ markets has driven the need for a third manufacturing site in our ANZ network.” John Arneil General Manager, Asia Pacific 16 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionGlobal Results SummaryWe work with our channel partners to identify the right target market, segment and product within their local geographies. From here we then embark on extensive training to ensure our partners are both equipped and capable of capturing the increasing demand for James Hardie products. We are also investing in further integration of our respective supply chains to enable a more efficient market facing approach, getting the right product to the right locations at the right time. Our channel partners also play a key role in launching and driving sales of any new innovative products. We directly invest in demand creation for these new products through our integrated marketing campaigns, while working with our partners to get the new products in store, merchandised correctly and staff trained. The above initiatives have driven a strong result for the James Hardie APAC team in fiscal year 2022 with significant market share gains delivered at an adjusted EBIT margin of 28.0%. Our Asia Pacific team is focused on delivering Growth Above Market AND Strong Returns. STRONG RETURNS GROWTH ABOVE MARKET • Adjusted EBIT growth of 23% in FY22; • Net Sales of A$777.7 million in FY22 following +27% growth in FY21 • Adjusted EBIT margin of 28% in FY22 • Adjusted EBITDA of 30.3% in FY22 • Net Sales increased +22% in FY22 • Volumes increased 17% in FY22 • Price/Mix growth of 5% in FY22 Segment Net Sales % of total JH Net Sales Dollars in AUS millions 16 612 614 635 778 FY19 FY20 FY21 FY22 Segment Adjusted EBIT1 % of total JH Adjusted EBIT Adjusted EBIT (AUS$M) Adjusted EBIT margin (%) 17 28.0 28.0 22.3 22.7 137 139 217 177 FY19 FY20 FY21 FY22 2022 Annual Report | 17 1. ^* of operating EBITIn Australia, we have recently retrofitted shipping containers to provide an on-site customer experience which provides further education on James Hardie products to our customers, builders and consumers.20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationEurope Building Products Europe’s execution on the strategy drove another year of margin expansion. Our European team’s execution on the high-value product mix strategy drove a 20% increase in Net Sales to over €420 million. This was underpinned by an 11% growth in Price/Mix. This growth in Price/Mix was led by an exceptional 39% increase in fiber cement sales and a 17% increase in fiber gypsum sales. Key to fiber cement sales in fiscal year 2022 was demand for our Hardie VL PlankTM in the UK, France, Germany, Switzerland and Denmark. Hardie® VL Plank comes with a fantastic design for homeowners and architects as well as significant time savings for installers. Strong demand for our products is reflected in volumes lifting by 9% in fiscal year 2022. Momentum in our high-value product mix strategy translated clearly into margin performance. In fiscal year 2022, the team delivered an adjusted EBIT margin of 12.9%, up 250 basis points vs fiscal year 2021 and this was despite the business experiencing elevated levels of inflation in energy prices. The teams adjustments to these market dynamics saw the division achieve a 14.0% EBIT margin in Q4 fiscal year 2022. James Hardie® continues to leverage the Fermacell brand as we increase our market share in the European siding market through fiber cement sales growth. In Europe, we market and sell high-value exterior and interior building materials into the Repair and Remodel, New Construction, and Commercial markets. Our high-value products include Hardie® brand planks, trims and panels with ColorPlus® Technology, Fermacell® brand products utilized in interior wall and flooring applications, and our Aestuver® brand of products focused on fire protection. “The Europe business has again delivered a strong finish to the year. Despite unprecedented challenges in the macro environment, our team has diligently and successfully embedded the principles of HMOS into the business, while simultaneously driving greater end-user demand for our high-value products, which has culminated in our strong results.” Jörg Brinkmann General Manager, Europe 18 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionGlobal Results SummaryOur European team is focused on delivering Growth Above Market AND Strong Returns. GROWTH ABOVE MARKET • Net Sales exceeded €420 million in FY22 • Net Sales increased +20% in FY22 • Volumes increased 9% in FY22, Price/Mix growth of 11% in FY22 • Fiber Cement Net Sales increased +39% in FY22 • Fiber Gypsum Net Sales increased +17% in FY22 STRONG RETURNS • Adjusted EBIT growth of 51% in FY22 • Adjusted EBIT Margin of 12.9% in FY22, up 250 basis points vs FY21 • Adjusted EBITDA Margin of 19.0% in FY22, up 190 basis points vs FY21 Segment Net Sales % of total JH Net Sales Dollars in € million 14 318 334 351 421 FY19 FY20 FY21 FY22 Segment Adjusted EBIT1 % of total JH Adjusted EBIT Adjusted EBIT (€M) Adjusted EBIT margin (%) 7 12.9 54.2 10.4 35.9 4.5 14.9 2.7 9.1 FY19 FY20 FY21 FY22 2022 Annual Report | 19 1. ^* of operating EBIT20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationGlobal Capacity Expansion Prattville, Alabama 2020 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionGlobal Capacity Expansion2022 Annual Report | 21 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationGlobal Capacity Expansion As a high performance, global company, we expect to deliver growth above market and strong returns in all three of the regions we operate in. And, as we continue to ramp up sheet machines 1 and 2 in Prattville, we are implementing plans to double its capacity to 1.2 billion standard feet with the addition of Sheet Machines 3 and 4. Start-up is expected in the third quarter of fiscal year 2024. Beyond this, we are planning for a greenfield expansion in the U.S. to continue bolstering supply ahead of anticipated growing demand for our high-performance products. A location for this site is expected to be announced in fiscal year 2023 and its commissioning is planned for fiscal year 2026. NORTH AMERICA CAPACITY EXPANSION In fiscal year 2022, two new sources of capacity commenced. Firstly, in Prattville, Alabama, Sheet Machines 1 and 2 will add 600 million standard feet of nameplate production to our North American network once fully ramped up later in fiscal year 2023. Secondly, the restart of our Summerville facility in South Carolina began in late fiscal year 2022, which will add 190 million standard feet of nameplate at the end add “once fully ramped up later in fiscal year 2023. We are also adding additional ColorPlus® Technology finishing capacity in Massachusetts, which will be key to our long term product mix goals as we penetrate the repair and remodel segment. This finishing capacity is expected to start ramping up in the fourth quarter of fiscal year 2023. INVESTMENT IN CAPACITY EXPANSION FY23-26 US$1.6-1.8 billion “As we drive profitable growth in new and existing segments, it is imperative that we regularly add capacity to ensure supply is keeping ahead of demand. Our global capacity expansion program is an integrated plan that will ensure we take a standardised approach to new developments, which seeks to shorten the duration of developments and ramp ups.” Ryan Kilcullen Executive Vice President, Global Operations 22 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionGlobal Capacity ExpansionAPAC CAPACITY EXPANSION In late fiscal year 2022, we announced that James Hardie had entered into an agreement to purchase land in Melbourne, Australia, which will be the location for our third Australian operating site. As we continue our strategic focus on marketing directly to the homeowner and commercializing market-led innovations, this site will help us to not only meet growing demand in Australia and New Zealand, but enable the manufacturing of new innovations and existing high-value products. Additionally, in Australia, we will build brownfield capacity at our Carole Park facility in Brisbane, Australia, with start up expected in the fourth quarter of fiscal year 2023. EUROPE CAPACITY EXPANSION In Europe, we have additional brownfield fiber gypsum capacity planned at our site in Orejo, Spain, which is scheduled to be commissioned in fiscal year 2026. Similar to North America and Asia Pacific, we are planning to add our first fiber cement manufacturing capacity on continental Europe. We look forward to announcing a location in fiscal year 2023 ahead of commission in fiscal year 2026. APAC FY26 planned capacity 911 mmsf ^ 49% from FY22 Europe FY26 planned capacity 1,736 mmsf ^ 47% from FY22 2022 Annual Report | 23 North America FY26 planned capacity 5,826 mmsf^ 26% from FY2220-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationMarketing Directly to Homeowners 24 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionMarketing Directly to Homeowners2022 Annual Report | 25 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationMarketing Directly to Homeowners Building the Brand, Driving Demand. OUR FOUR PILLARS INSPIRE Application: James Hardie’s portfolio of products brings your dream home to life with endless design possibilities. How this comes to life: Inspirational and achievable examples that showcase James Hardie’s ability to create homes that are uniquely beautiful. COMMUNITIES Application: James Hardie makes life better locally and globally, benefitting our communities and the environment. How this comes to life: From innovation that builds stronger communities to sustainability, James Hardie is invested in the common good. “The evolution of James Hardie as a consumer brand, marketing directly to homeowners, continues to gain traction. The It’s Possible™ marketing campaign is resonating with homeowners, inspiring them to achieve their aspirational home with James Hardie products. This demand creation allows us to have richer engagement with homeowners, providing deeper insights into their attitudes, habits, and behaviors, enabling James Hardie to fulfill our promise of providing endless possibilities so homeowners can achieve their dream home exterior.” Atousa Ghoreichi Senior Vice President, North America Marketing, PR, and Communications 26 ENABLE AND EMPOWER Application: Hardie® products are the only choice for trusted protection and long-lasting beauty. How this comes to life: By humanizing our value propositions with innovative, real-world performance examples. OUR PEOPLE Application: Stories from the people behind the brand and products at James Hardie. How this comes to life: Company news and performance, thought leadership, and our inclusive and diverse global culture. THE HOMEOWNER: MEET CHRISTINE Hardie® products have been in the market for many years, and our knowledge with channel partners, installers, specifiers and architects has led to a strong brand within the industry. As we move towards extending our brand beyond our existing trade audience to become a premier consumer branded company, we are shifting our center of attention towards the homeowner. More specifically, the female homeowner, whom we have personified as ‘Christine’. Our insights reveal Christine is the key decision maker when it comes to the design and aesthetics of both the interior and the exterior of the home. Our goal is to have female design-oriented homeowners seek out James Hardie early in the re-side or remodel process, or aspire to incorporate Hardie® products in their future home plans, maintaining a focus on the exterior throughout the process. Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionMarketing Directly to HomeownersWe aim to fulfil Christine’s unmet needs and ultimately accelerate the purchase cycle. Now that we have identified our global prime target, we are communicating to Christine with a 360 degree, 24/7 integrated marketing campaign, showcasing the value that James Hardie can offer so she can confidently choose and demand our products for her home. As the global leader of fiber cement exterior solutions, James Hardie has a unique, ownable position that combines the best functional benefits with endless design possibilities. Our wide range of premium exterior solutions provides the flexibility for her to reflect her design preferences, from traditional to modern home styles. We will continue to direct Christine to high value products like ColorPlus® Technology in North America, as well as our future innovations, to show her how we can make her personal vision for her home a reality. Awareness: At the awareness phase, we will introduce her to the James Hardie brand with a deliberate focus to elevate the role the exterior plays in delivering curb appeal. We do this by leveraging broad-reaching media channels. Consideration: We are using targeted digital platforms, including our own websites and an ecosystem of influencers and social channels to prove that only James Hardie can fully empower her to bring her vision to life. Purchase: We are aiding Christine with planning her project by equipping her with the tools and information she needs to make final design and contractor selection. Amplification: We want to encourage her to share the unique vision she has built and achieved with her family, friends, and peer group set. 360 INTEGRATED MARKETING CAMPAIGN N n a t e r i s PLIFIC T I O A omeo w H M A t h e center of o A W A R E N u r a t t E S S e n t i o n P U W R C H A S E it h Ja mes Hardi e , ’ s P t I N E R ATIO o s sible.TM S I D C O N 3 KEY MARKETING METRICS FROM 3 TARGET AREAS IN THE NORTHEAST IN FISCAL YEAR 2022 This past year has seen the various components of the It’s Possible campaign develop traction across several key initiatives, including: New User web sessions 1.4 million +505% Year on year Marketing leads 33 thousand +209% Year on year Sales leads 6 thousand +102% Year on year 2022 Annual Report | 27 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationGlobal Innovation 28 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity Expansion2022 Annual Report | 29 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationGlobal InnovationTransforming the way the World Builds James Hardie is driven by innovation. We focus on market driven insights to deliver high-impact new products that address homeowners’ unmet needs and drive profitable organic growth. We focus on megatrends in the market and conduct in depth discovery and testing with homeowners to generate insights. We take these insights and prioritize product concepts that truly deliver on unfulfilled market needs and create value for all of our stakeholders including homeowners, customers, community, employees and shareholders. We leverage our global scale, know-how and collaborations with our world class research and development talents in our three innovation centers in north America, Asia Pacific and Europe. Our focus on innovation will allow us to transform the way the world builds. We create innovative products that provide superior performance, durability, low maintenance and non-combustibility, while also improving labor productivity for the installers and the builders. By combining these qualities the market has come to expect from James Hardie fiber cement products with lasting beauty and endless design possibilities, we believe that James Hardie can deliver both the ‘peace of mind’ protection homeowners need with the cutting edge design they want. In January 2022, James Hardie appointed Dr. Joe Liu as Chief Technology Officer. Dr. Liu joined James Hardie after an impressive 26-year career with 3M Company, where he held a variety of research & development, commercial and international management roles of increasing responsibility over the course of his career. His experience commercializing innovations based on insights regarding the end consumer is the perfect fit for our innovation strategy at James Hardie. Pictured: James Hardie booth at the International Builders’ Show in Florida in February 2022. “As James Hardie transitions to become a consumer brand, we are gaining richer insights to better understand the homeowners and the markets where we can successfully commercialize new products that provide more design opportunities. The Hardie™ Architectural Collection is a significant example of this and our mission to transform the way the world builds.” Dr. Joe Liu Chief Technology Officer 30 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionPictured: Hardie™ Architectural Panel - Sculpted Clay. Pictured: Hardie™ Architectural Panel - Sea Grass. IN FEBRUARY 2022 WE LAUNCHED THE HARDIE® ARCHIECTURAL COLLECTION The Hardie™ Architectural Collection debuted with a brand-new suite of premium Hardie™ Architectural Panels in distinctive textures inspired by nature. James Hardie debuted these new products in response to several megatrends in the industry, including labor shortages, consumers looking to personalize and modernize their homes, and demand for more sustainable exteriors that resist damage from severe weather. These products represent a significant proof point in our mission to transform the way the world builds. Our intent is to continue to evolve the Collection, and debut even more design-forward exterior options, as we empower homeowners, architects, and homebuilders with endless design possibilities. External Cladding in U.S. New Single Family Construction (%) Addressable with current JHX Product Portfolio Expansion Opportunity through innovation 51 49 The first generation of products in the Hardie™ Architectural Collection offers a modern, integrated solution of fiber cement panels and metal trims that deliver fresh looks with the trusted protection and lasting beauty of Hardie™ fiber cement technology. The first generation of Hardie™ Architectural Panels in the Collection are: Hardie™ Architectural Panel – Fine Sand Hardie™ Architectural Panel – Fine Sand-Grooved Hardie™ Architectural Panel – Mounded Sand Hardie™ Architectural Panel – Sea Grass Hardie™ Architectural Panel – Sculpted Clay “The Hardie™ Architectural Collection is James Hardie’s most significant expansion, to date, beyond wood-look designs. This HardieTM Architectural Collection will enable homeowners to reimagine the exterior of their home and express their personal style while enhancing the curb appeal of their home. The Collection also provides homebuilders and renovators installation efficiency compared to many traditional building materials.” Sean Gadd, North America President 2022 Annual Report | 31 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationGlobal InnovationEnvironmental, Social & Governance 3232 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionEnvironmental, Social & Governance 2022 Annual Report | 33 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationEnvironmental, Social & GovernanceBuilding Sustainable Communities In fiscal year 2022, James Hardie strengthened its investment in ESG by building internal capability and expertize, and by taking action to deliver progress against our goals. The Fiscal Year 2021 Sustainability Report can be found here, https://ir.jameshardie.com. au/esg/sustainability. It covers our sustainability performance progress for fiscal year 2021 across our global operations and also highlights our future priorities. As our sustainability program progresses, we are committed to aligning with best-practice reporting standards and frameworks, including those set forth by Global Reporting Initiative (GRI), the Sustainability Accounting Standards Board (SASB) and the Task Force on Climate-related Financial Disclosures (TCFD). Building on our credentials in ESG, in March of 2022, James Hardie appointed its first Chief Sustainability Officer, Jill Kolling, Vice President ESG and Chief Sustainability Officer. James Hardie looks forward to providing a detailed update on its ESG goals and performance metrics in the Sustainability Report for fiscal year 2022 due to be published in our second quarter of fiscal year 2023. OUR PILLARS COMMUNITIES With a global mindset, we carefully manage our business impact by employing, sourcing, delivering, and giving locally. ENVIRONMENT We seek to minimize our impact on the environment, and we prioritize the management of water, waste, energy, and emissions. INNOVATION We are committed to transforming new technologies into high-quality and sustainable products, solutions, and building practices. ZERO HARM With our Zero Harm culture, we seek to ensure the safety of our products, employees, partners, customers, and communities. “James Hardie is changing the way the world builds by providing homeowners with beautiful building products that are resource efficient and provide the foundation for resilient and sustainable communities. I am very excited for our future and the opportunity to further convert our strategic vision into tangible benefits for all of our stakeholders. Our 5,000 employees around the world are all committed to Building Sustainable Communities.” Jill Kolling - Vice President ESG and Chief Sustainability Officer 34 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionProgress in Fiscal Year 2022 BUILDING A BETTER ENVIRONMENT OUR ENERGY STRATEGY James Hardie has a three-pronged long-term strategy to improve energy efficiency and reduce emissions. ELIMINATE THE USE OF COAL IN OUR OPERATIONS TRANSITION TO RENEWABLE ENERGY INVEST IN ENERGY-EFFICIENCY PROJECTS OUR WATER STRATEGY We aim to maximize the efficient use of water, by conserving, reusing, and recycling water. IMPLEMENT ALTERNATIVE TECHNOLOGIES TO REDUCE CONSUMPTION MANAGE CONSUMPTION THROUGH RECYCLING PROPER MANAGEMENT OF EFFLUENT 2022 Annual Report | 35 Goal: James Hardie is committed to improving its sustainability performance and proactively managing its environmental impact, in line with the goal to reduce our scope 1 and 2 greenhouse gas intensity by 40% by 2030.Strategy: Eliminate the use of coal in our operations.Action Taken: In fiscal year 2022, the last coal fired boiler in APAC was decommissioned and replaced by two new natural gas boilers at our Carole Park facility in Queensland, Australia. In taking this action, James Hardie is reducing greenhouse gas emissions of the boiler by over 40%, removed coal from APAC operations, reducing water consumption associated with the boiler, created a safer work environment for employees and the local community, while delivering improved output from the autoclaves.Goal: James Hardie is driving water efficiency in our operations and working to deliver on our commitment of recycling an additional 20 million cubic feet of water.Strategy: Implement alternative technologies to reduce consumption.Action Taken: We have multiple pilot projects currently being implemented at different plants across the globe to find the best solutions. Last year we piloted a new water project at our plant in Pulaski, Virginia USA. In fiscal year 2022, we implemented a full-scale installation, which resulted in an additional 2 million cubic feet of water being recycled.20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationEnvironmental, Social & Governancein which James Hardie does business, including the effect and consequences of the novel coronavirus public health crisis; changes in interest rates, changes in inflation rates; changes in exchange rates; the level of construction generally; changes in cement demand and prices; changes in raw material and energy prices; changes in business strategy and various other factors. Should one or more of these risks or uncertainties materialize, or should underlying assumptions prove incorrect, actual results may vary materially from those described herein. These forward- looking statements are made as of the date of this Annual Report and James Hardie does not assume any obligation to update them, except as required by law. Investors are encouraged to review James Hardie’s Annual Report on Form 20-F, and specifically the risk factors discussed therein, as it contains important disclosures regarding the risks attendant to investing in our securities. Financial Endnotes Unless otherwise stated all items are in U.S. currency and financial information relates to fiscal year ended 31 March 2022. NON-GAAP FINANCIAL INFORMATION Pages 1-35 of this Annual Report contain financial measures that are not considered a measure of financial performance under US GAAP and should not be considered to be more meaningful than the equivalent US GAAP measure. Management has included such measures to provide investors with an alternative method for assessing its operating results in a manner that is focused on the performance of its ongoing operations. Additionally, management uses such non-GAAP financial measures for the same purposes. However, these non-GAAP financial measures are not prepared in accordance with US GAAP, may not be reported by all of James Hardie’s competitors and may not be directly comparable to similarly titled measures of James Hardie’s competitors due to potential differences in the exact method of calculation. For additional information regarding the non- GAAP financial measures presented in this Annual Report, including a reconciliation of each non-GAAP financial measure to the equivalent US GAAP measure, see the section titled “Glossary of Abbreviations and Definitions” in James Hardie’s Annual Report Form 20-F for the year ended 31 March 2022. FORWARD-LOOKING STATEMENTS Certain statements in this Annual Report may constitute “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995. James Hardie uses such words 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 James Hardie’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. Many factors could cause the actual results, performance or achievements of James Hardie to be materially different from those expressed or implied in this Annual Report, including, among others, the risks and uncertainties set forth in Section 3 “Risk Factors” in James Hardie’s Annual Report on Form 20-F for the year ended 31 March 2022; changes in general economic, political, governmental and business conditions globally and in the countries 36 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity Expansion2022 Annual Report | 37 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationEnvironmental, Social & Governance20-F Financials Page references within the following 20-F Financials refer only to this financial doccument. 38 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity Expansion2022 Annual Report | 39 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder Information20-F FinancialsTable of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 20-F (Mark One) ☐ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended 31 March 2022 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 OR ☐ SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Date of event requiring this shell company report For the transition period from to Commission file number 1-15240 JAMES HARDIE INDUSTRIES plc (Exact name of Registrant as specified in its charter) N/A (Translation of Registrant’s name into English) Ireland (Jurisdiction of incorporation or organization) Europa House, 2nd Floor Harcourt Centre Harcourt Street, Dublin 2, D02, WR20, Ireland (Address of principal executive offices) Joseph C. Blasko General Counsel & Company Secretary (Contact name) 353 1411 6924 (Telephone) 353 1479 1128 (Facsimile) Securities registered or to be registered pursuant to Section 12(b) of the Act: Title of each class: Common stock, represented by CHESS Units of Foreign Securities CHESS Units of Foreign Securities American Depositary Shares, each representing one unit of CHESS Units of Foreign Securities * Listed, not for trading, but only in connection with the registered American Depositary Shares, pursuant to the requirements of the U.S. Securities and Exchange Commission Trading Symbol: JHX JHX JHX Name of each exchange on which registered: New York Stock Exchange* New York Stock Exchange* New York Stock Exchange Table of Contents Securities registered or to be registered pursuant to Section 12(g) of the Act. None Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act. None Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the Annual Report: 445,348,933 shares of common stock at 31 March 2022 Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. ☒ Yes ☐ No If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934. ☐ Yes ☒ No Note — Checking the box will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 from their obligations under those Sections. Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days. ☒ Yes ☐ No Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). ☒ Yes ☐ No Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or an emerging growth company. See the definition of “large accelerated filer,” “accelerated filer” and “emerging growth company” in Rule 12b-2 of the Exchange Act. (Check one): Large accelerated filer Accelerated filer Non-accelerated filer Emerging growth company ☒ ☐ ☐ ☐ If an emerging growth company that prepares its financial statements in accordance with U.S. GAAP, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards† provided pursuant to Section 13(a) of the Exchange Act. ☐ † The term “new or revised financial accounting standard” refers to any update issued by the Financial Accounting Standards Board to its Accounting Standards Codification after 5 April 2012. Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report ☒ Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing: U.S. GAAP International Financial Reporting Standards as issued by the International Accounting Standards Board ☒ ☐ Other If “Other” has been checked in response to the previous question, indicate by check mark which financial statement item the registrant has elected to follow: ☐ Item 17 ☐ Item 18 ☐ If this is an Annual Report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). ☐ Yes ☒ No 2022 ANNUAL REPORT ON FORM 20-F Table of Contents James Hardie 2022 Annual Report on Form 20-F TABLE OF CONTENTS Form 20-F Cross-Reference Index Section 1 Introduction Information on the Company History and Development of the Company Business Overview Organizational Structure Property, Plants and Equipment Directors, Senior Management and Employees James Hardie Executive Team Board of Directors Remuneration Report Corporate Governance Report Section 2 Reading this Report Management's Discussion and Analysis Consolidated Financial Statements Notes to Consolidated Financial Statements Remuneration of Independent Registered Public Accounting Firm Section 3 Risk Factors Legal Proceedings Controls and Procedures Employees Listing Details Constitution Material Contracts Exchange Controls Taxation Quantitative and Qualitative Disclosures About Market Risk Section 4 SHARE/CHESS Units of Foreign Securities Information Glossary of Abbreviations and Definitions Exhibit List Signatures i Page(s) ii 1 1 2 2 3 10 11 14 14 20 26 66 90 90 92 107 114 149 150 150 162 164 166 166 169 169 169 170 178 180 180 182 189 195 Table of Contents James Hardie 2022 Annual Report on Form 20-F ii FORM 20-F CROSS REFERENCE PART 1 Item 1. Identity of Directors, Senior Management and Advisers Item 2. Offer Statistics and Expected Timetable Item 3. Key Information A. [Reserved] B. Capitalization and Indebtedness C. Reasons for the Offer and Use of Proceeds D. Risk Factors Item 4. Information on the Company A. History and Development of the Company B. Business Overview C. Organizational Structure D. Property, Plants and Equipment Item 4A. Unresolved Staff Comments Item 5. Operating and Financial Review and Prospects A. Operating Results B. Liquidity and Capital Resources C. Research and Development, Patents and Licenses, etc. D. Trend Information E. Critical Accounting Estimates Item 6. Directors, Senior Management and Employees A. Directors and Senior Management B. Compensation C. Board Practices D. Employees E. Share Ownership Item 7. Major Shareholders and Related Party Transactions A. Major Shareholders B. Related Party Transactions C. Interests of Experts and Counsel Item 8. Financial Information A. Consolidated Statements and Other Financial Information B. Significant Changes Item 9. The Offer and Listing A. Offer and Listing Details B. Plan of Distribution C. Markets D. Selling Shareholders E. Dilution F. Expenses of the Issue Page(s) Not applicable Not applicable Not applicable Not applicable Not applicable 150-161 2-3; 13; 177 3-9 3; 10 11-13; 104-105 None 95-102 102-105 8 105-106 92-95 14-25 26-65 20-25; 66-89 166 54-57; 62-65 180-181 80 Not Applicable 107-148; 169 None 166-168 Not Applicable 166-167 Not Applicable Not Applicable Not Applicable Table of Contents James Hardie 2022 Annual Report on Form 20-F iii PART 1 (continued) Item 10. Additional Information A. Share Capital B. Memorandum and Articles of Association C. Material Contracts D. Exchange Controls E. Taxation F. Dividends and Paying Agents G. Statement by Experts H. Documents on Display I. Subsidiary Information Item 11. Quantitative and Qualitative Disclosures About Market Risk Item 12. Description of Securities Other Than Equity Securities A. Debt Securities B. Warrants and Rights C. Other Securities D. American Depositary Shares PART II Item 13. Defaults, Dividend Arrearages and Delinquencies Item 14. Material Modifications to the Rights of Security Holders and Use of Proceeds Item 15. Controls and Procedures Item 16. [Reserved] Item 16A. Audit Committee Financial Expert Item 16B. Code of Ethics Item 16C. Principal Accountant Fees and Services Item 16D. Exemptions from the Listing Standards for Audit Committees Item 16E. Purchases of Equity Securities by the Issuer and Affiliated Purchasers Item 16F. Change in Registrant’s Certifying Accountant Item 16G. Corporate Governance Item 16H. Mine Safety Disclosure Not Applicable 169 169 169 170-177 Not Applicable Not Applicable 177 Not Applicable 178-179 Not Applicable Not Applicable Not Applicable 167-168 None None 164-165 Not Applicable 84 81-82 149 None None None 66-89 12 Item 16I. Disclosure Regarding Foreign Jurisdictions That Prevent Inspections Not Applicable PART III Item 17. Financial Statements Item 18. Financial Statements Item 19. Exhibits Not Applicable 107-148 189-194 Table of Contents James Hardie 2022 Annual Report on Form 20-F 1 SECTION 1 INTRODUCTION James Hardie Industries plc is a world leader in the manufacturing of fiber cement building solutions, and a market leader in Europe for fiber gypsum products. Our current primary geographic markets include the United States of America (“US,” “USA” or the “United States”), Australia, Europe, New Zealand and the Philippines. James Hardie Industries plc is a “public limited company,” incorporated and existing under the laws of Ireland. Except as the context otherwise may require, references in this Annual Report on Form 20-F (this “Annual Report”) to “James Hardie,” the “James Hardie Group,” the “Company,” “JHI plc,” “we,” “our” or “us” refer to James Hardie Industries plc, together with its direct and indirect wholly owned subsidiaries as of the time relevant to the applicable reference. For certain information about the basis of preparing the financial information in this Annual Report as well as an explanation of forward-looking statements and the risks, uncertainties and assumptions to which they are subject, see “Section 2 – Reading this Report.” Further, a “Glossary of Abbreviations and Definitions” has also been included under Section 4 of this Annual Report. The term “fiscal year” refers to our fiscal year ended 31 March of such year; the term “dollars,” “US$” or “$” refers to US dollars; the term “A$” refers to Australian dollars; and the term "EUR" or “€” refers to Euros. Information contained in or accessible through the websites mentioned in this Annual Report does not form a part of this Annual Report unless we specifically state that it is incorporated by reference herein. All references in this Annual Report to websites are inactive textual references and are for information only. Table of Contents James Hardie 2022 Annual Report on Form 20-F 2 INFORMATION ON THE COMPANY History and Development of the Company About James Hardie James Hardie Industries plc is incorporated and existing under the laws of Ireland. As an Irish plc, we are governed by the Irish Companies Act 2014 and we operate under the regulatory requirements of numerous jurisdictions and organizations, including the Australian Securities Exchange ("ASX"), Australian Securities and Investments Commission ("ASIC"), the New York Stock Exchange (“NYSE”), the United States Securities and Exchange Commission (“SEC”), the Irish Takeover Panel and various other rulemaking bodies. The address of our registered office in Ireland is Europa House, 2nd Floor, Harcourt Centre, Harcourt Street, Dublin 2, D02 WR20, Ireland. The telephone number is +353 1411 6924. Our corporate website is www.jameshardie.com. Our agent in the United States is CT Corporation. Its office is located at 28 Liberty Street - 42nd Floor, New York, New York 10005. The address of our registered office in Australia is Level 20, 60 Castlereagh Street, Sydney NSW 2000 and the telephone number is +61 2 9638 9205. Our share registry is maintained by Computershare Investor Services Pty Ltd. All inquiries and correspondence regarding holdings should be directed to: Computershare Investor Services Pty Ltd, Level 5, 115 Grenfell Street, Adelaide, SA 5000; telephone: +61 3 9415 4000 or toll free within Australia: 1300 855 080. Our American Depositary Receipt ("ADR") register is maintained by Deutsche Bank. All inquiries and correspondence regarding American Depositary Shares ("ADSs") should be directed to Deutsche Bank, 1 Columbus Circle Floor 17S, New York, New York 10019, United States; telephone 1-212-250-9100. Our History James Hardie was established in 1888 as an import business, listing on the ASX in 1951 to become a publicly owned company in Australia. After becoming a listed company, we built a diverse portfolio of building and industrial products. In the late-1970s, we pioneered the development of asbestos-free fiber cement technology and in the early-1980’s began designing and manufacturing a wide range of fiber cement building products that made use of the benefit that came from the products’ durability, versatility and strength. Using the technical and manufacturing expertise developed in Australia, we expanded into the United States, opening our first fiber cement plant in Fontana, California in February 1990. Since then, we have expanded our product portfolio and global footprint, with fiber cement manufacturing plants across the United States, Australia and the Philippines. In April 2018, we completed the acquisition of Fermacell, a market leader in fiber gypsum and cement-bonded boards, which has plants in Germany, the Netherlands and Spain. Our Agreement with Asbestos Injuries Compensation Fund Prior to 1987, ABN 60 Pty Limited (formerly James Hardie Industries Limited, then the ultimate parent company of the James Hardie Group) (“ABN 60”) and two of its former subsidiaries, Amaca Pty Limited (“Amaca”) and Amaba Pty Limited (“Amaba”) (collectively, the “Former James Hardie Companies”), manufactured products in Australia that contained asbestos. The manufacture and sale of these products has resulted in liabilities for the Former James Hardie Companies in Australia. In February 2007, our shareholders approved the Amended and Restated Final Funding Agreement (“AFFA”) entered into on 21 November 2006 to provide long-term funding to Asbestos Injuries Compensation Fund ("AICF") for the compensation of proven Australian-related personal injuries for which the Former James Hardie Companies are found liable. AICF, an independent trust, subsequently assumed ownership of the Former James Hardie Companies. We do not own AICF, however, we are Table of Contents James Hardie 2022 Annual Report on Form 20-F 3 entitled to appoint three directors, including the Chairman, and the New South Wales (“NSW”) Government is entitled to appoint two directors. Under the terms of the AFFA, James Hardie 117 Pty Ltd (the “Performing Subsidiary”) will make annual payments to AICF. The amount of these annual payments is dependent on several factors, including our free cash flow (as defined in the AFFA), actuarial estimations, actual claims paid, operating expenses of AICF, changes in the AUD/USD exchange rate and the annual cash flow cap. JHI plc owns 100% of the Performing Subsidiary and guarantees the Performing Subsidiary’s obligation. As a result, for US GAAP purposes, we consider JHI plc to be the primary beneficiary of AICF. Although we have no legal ownership in AICF, for financial reporting purposes, our interest in AICF is considered variable and we consolidate AICF due to our pecuniary and contractual interests in AICF as a result of the funding arrangements outlined in the AFFA. For additional information on our consolidation of AICF and asbestos-related assets and liabilities, see Note 1 to our consolidated financial statements in Section 2. Corporate Structure The following diagram summarizes our corporate structure at 31 March 2022: Business Overview General Overview of Our Business We are a world leader in the manufacture of fiber cement building materials. We market our fiber cement products and systems under various brand names, such as HardiePlank®, HardiePanel®, HardieTrim®, HardieBacker®, Hardie Architectural Collection®, and other brand names such as Aspyre Collection by James Hardie®, Artisan®, Reveal®, Cemplank®, Scyon® and Linea®. We are also a market leader in the European premium timber frame and dry lining business, especially in Germany, Switzerland and Denmark. We market our fiber gypsum and cement-bonded boards under the Fermacell® brand and our fire-protection boards under the AESTUVER® brand. The Company currently has three operating segments: North America Fiber Cement, Asia Pacific Fiber Cement and Europe Building Products. See Notes 2 and 18 to our consolidated financial statements in Section 2 for a description of our operating segments and a breakdown of our net sales by operating segment and geographic market for each of our last three fiscal years. Table of Contents James Hardie 2022 Annual Report on Form 20-F 4 Products We manufacture fiber cement, fiber gypsum and cement bonded boards. Our fiber cement building materials includes a wide-range of products for both external and internal use across a broad range of applications, including external applications: siding, cladding, trim, soffit; and internal applications: walls, floors, ceilings. While there are some market specific products, our core fiber cement products, planks and flat panels, are sold across all of the markets in which we operate. Our fiber gypsum and cement- bonded boards are used mainly for interior applications such as dry lining walls, walls in timber frame buildings and flooring solutions. In addition, our cement-bonded boards are used in exterior and industrial applications as well as for fire protection. Products Used in External Applications We developed a proprietary technology platform that enables us to produce thicker yet lighter-weight fiber cement products that are generally easier to handle than most traditional building products. Further, we believe that our fiber cement products provide certain durability and performance advantages leading to improved maintenance, while offering comparable aesthetics to competing products, such as wood and stucco, and superior aesthetics when compared to vinyl siding. Performance and design advantages: • Our fiber cement products exhibit resistance to the damaging effects of moisture, fire, impact and termites compared to natural and engineered wood and wood-based products; • Competing products do not duplicate fiber cement aesthetics; • Our fiber cement products provide the ability to imprint designs that closely resemble the patterns • and profiles of traditional building materials such as wood and stucco; The surface properties of our products provide an effective paint-holding finish, especially when compared to natural and engineered wood products, allowing for greater periods of time between necessary maintenance and repainting; and • Compared to masonry construction, fiber cement is lightweight, physically flexible and can be cut using readily available tools, making our products more appealing across a broad range of architectural styles, be it of timber or steel-framed construction. The benefits associated with our fiber cement products have enabled us to gain a competitive advantage over competing products. Products Used in Internal Applications Compared to natural and oriented strand board ("OSB") and wood-based products, we believe our product range for internal applications provide the same general advantages provided by our products for external applications. In addition, our fiber cement products for internal applications exhibit less movement in response to exposure to moisture and impact damage than many competing products, providing a more consistent and durable substrate on which to install tiles. Further, we believe our ceramic tile underlayment products exhibit better handling and installation characteristics compared to fiberglass mesh cement boards. We believe our fiber gypsum products offer superior stability, fire safety and sound insulation properties compared to OSB and gypsum plaster boards. Furthermore, we believe our fiber gypsum flooring solutions offer superior handling properties, especially in the modernization of existing buildings, compared to wet screed solutions. Table of Contents James Hardie 2022 Annual Report on Form 20-F 5 Significant New Products In North America, new products released over the last three years include HardieBacker® boards with Hydrodefense® Technology, an expanded ColorPlus® Technology offering the Dream CollectionTM and Statement CollectionTM, and higher ventilation VentedPlus® HardieSoffit® boards. through In Asia Pacific, we continue to expand our addressable market by extending our product portfolio in both wood look and non-wood look exteriors. In 2021, we launched Hardie™ Fine Texture Cladding in Australia to deliver the modern render look, which we now market as the Hardie Architectural Collection®. Prior to this, the range of Linea® and Linea® Oblique cladding products has been broadened to increase design versatility in line with modern design trends. In Europe, new fiber cement products released over the past three years include Hardie VL PlankTM, a solution that provides interlocking looks for facades of single family and multi-family homes. Principal Markets for Our Products Fiber Cement In the US and Canada, the largest application for fiber cement building products is in external siding for the residential building industry. Competition in this market comes primarily from substitute products, such as natural wood or OSB, vinyl, stucco and brick. We believe we can continue to increase our market share from these competing products through targeted marketing programs designed to educate customers and homeowners on our brand and the performance, design and cost advantages of our products. In the Asia Pacific region, we principally sell into the Australian, New Zealand and Philippines markets, with the residential building industry representing the principal market for fiber cement products. The largest applications of fiber cement across our three primary markets are in external applications: siding, cladding, trim, soffit; and internal applications: walls, floors, ceilings. In Australia, competition from imports and the locally based fiber cement manufacturer continues to be strong. Additionally, we have competition from natural and engineered wood, wallboard, masonry and brick products. In New Zealand and the Philippines, competitor fiber cement imports continue as manufacturers look to supplement their primary operating environments with additional markets. In Europe, our fiber cement building products are used in both residential and commercial building applications in the form of external siding, soffits and internal tile underlayment for walls and floors. Competition includes timber based products as well as other manufacturers of fiber cement. Fiber Gypsum and Cement-Bonded Boards Our European Fermacell brand products are sold into the residential repair and remodel, commercial and residential new construction markets. The Fermacell brand of products comprise fiber gypsum and cement-bonded boards, two complementary products in the high performance board space, mainly used in timber frame construction, commercial dry lining projects and repair and remodel. Cement bonded boards are also used for several fire protection projects including tunnels. Our key markets for Fermacell brand products in Europe include Germany, Switzerland, UK, Denmark, France, Belgium, Netherlands and Luxembourg, where we sell our products to residential and commercial new-build as well as to repair and remodel. In addition, our fire protection AESTUVER® boards are sold to projects worldwide. Table of Contents James Hardie 2022 Annual Report on Form 20-F 6 Seasonality We do not have significant seasonality, however our businesses typically follow activity levels in the building and construction industry. Raw Materials The principal raw materials used in the manufacture of our fiber cement products are cellulose fiber (wood-based pulp), silica (sand), Portland cement and water. The key raw materials used in the manufacture of our fiber gypsum products are gypsum, recycled paper and water. We have established supplier relationships for all of our raw materials across the various markets in which we operate, and we have supply agreements and plans in place to navigate a challenging supply environment. The purchase price of these raw materials and other materials can fluctuate depending on the supply-demand situation at any given point in time. We work hard to reduce the effect of both price fluctuations and supply interruptions by entering into contracts with qualified suppliers and through continuous internal improvements in both our products and manufacturing processes. Cellulose Fiber Reliable access to specialized and consistent quality pulp is critical to the production of fiber cement building materials. As a result of our many years of experience and expertise in the industry, we share our internal expertise with pulp producers in New Zealand, the United States, Canada and Chile to ensure they are able to provide us with a highly specialized and proprietary formula crucial to the reinforcing cement matrix of our fiber cement products. We have confidentiality agreements with our pulp producers, and we have obtained patents in the United States and in certain other countries covering certain unique aspects of our pulping formulas and processes that we believe cannot adequately be protected through confidentiality agreements. However, we cannot be assured that our intellectual property and other proprietary information will be protected in all cases. See “Section 3 – Risk Factors.” Silica High purity silica is sourced locally by the various production plants. In the majority of locations, we use silica sand as a silica source. In certain other locations, however, we process quartz rock and beneficiate silica sand to ensure the quality and consistency of this key raw material. Cement Cement is acquired in bulk from local suppliers. Water We primarily use local water supplies and process all wastewater to comply with environmental requirements. Gypsum The primary types of gypsum used in the production of our fiber gypsum products are natural and synthetic gypsum. Natural gypsum is extracted and processed in Germany and Spain. Synthetic gypsum is obtained from power plants in Germany and Poland. While synthetic gypsum will be phased out due to the coal power plant phase-out in the European Union, we are well positioned for the future with natural gypsum sources. Table of Contents James Hardie 2022 Annual Report on Form 20-F 7 Recycled Paper Recycled paper, utilized in the production of our fiber gypsum products in Europe, is generally sourced locally by the various production plants in Europe. Sales, Marketing and Distribution Our brand names, customer education in comparative product advantages, differentiated product range and customer service, including technical advice and assistance, provide the basis for our marketing strategy. In May 2021, the Company launched It's Possible™, a global integrated marketing campaign that seeks to empower homeowners to realize their dream home. The campaign is inclusive of television commercials, programmatic digital, social media, public relations, influencer and dynamic media partnerships, and more. We offer our customers support through a specialized sales force and customer service infrastructure in North America, Australia, New Zealand, the Philippines and Europe. Our customer service infrastructure includes inbound customer service support coordinated nationally in each country, and is complemented by outbound telemarketing capability. Within each regional market, we provide sales and marketing support to building products dealers and lumber yards and also provide support directly to the customers of these distribution channels, principally homebuilders and building contractors. We maintain dedicated regional sales management teams in our major sales territories who maintain relationships with national and other major accounts. Our various sales forces, which in some instances manage specific product categories, include skilled trades people who provide on-site technical advice and assistance. In North America, we sell our exterior fiber cement products for repair and remodel and new residential construction through a combination of distributors, dealers and lumber yards. Where sales are to distributors, they then sell these products to dealers or lumber yards. Our interior fiber cement products in North America are typically sold through the large home center retailers and specialist distributors or dealers. Our products are distributed across North America primarily by road and, to a lesser extent, by rail. In Australia and New Zealand, both new construction and repair and remodel products are sold through a combination of distributors, dealers and lumber yards. In the Philippines, a network of thousands of small to medium size retail outlets sell our fiber cement products to consumers, builders and real estate developers and DIY type stores. The physical distribution of our product in each country is primarily by road, rail or sea transport. In Europe, both new construction and repair and remodel products are primarily sold to builder’s merchants and DIY type stores. These customers then sell the products to applicators such as dry liners, timber frame companies, smaller applicators and end consumers. Our products are distributed across Europe primarily by road and rail and, to a lesser extent, by sea transport. Despite the fact that distributors and dealers are generally our direct customers, we also aim to increase primary demand for our products by marketing our products directly to homeowners, architects and builders. We encourage them to specify and install our products because of the quality and craftsmanship of our products. Table of Contents James Hardie 2022 Annual Report on Form 20-F 8 Geographic expansion of our fiber cement business has occurred in markets where framed construction is prevalent for residential applications or where there are opportunities to change building practices from masonry to framed construction. Expansion is also possible where there are direct substitution opportunities irrespective of the methods of construction. With the exception of our current major markets, as well as Japan and certain rural areas in Asia, and Eastern Europe, most markets in the world principally utilize masonry construction for external walls in residential construction. Accordingly, further geographic expansion depends substantially on our ability to provide alternative construction solutions and for those solutions to be accepted in those markets. Dependence on Trade Secrets and Research and Development (“R&D”) We pioneered the successful development of cellulose reinforced fiber cement and, since the early-1980s, have progressively introduced products developed as a result of our proprietary product formulation and process technology. The introduction of differentiated products is one of the core components of our global business strategy. This product differentiation strategy is supported by our significant investment in R&D activities. We view spending on R&D as the key to sustaining our existing product leadership position, by providing a continuous pipeline of innovative new products and technologies with sustainable performance and unique design advantages over our competitors. Further, through our investments in new process technology or by modifying existing process technology, we aim to keep reducing our capital and operating costs and to find new ways to make existing and new products. As such, we expect to continue allocating significant funding to these endeavors. Our current patent portfolio is based mainly on fiber cement compositions, associated manufacturing processes and the resulting products. Our non-patented technical intellectual property consists primarily of our operating and manufacturing know-how and raw material and operating equipment specifications, all of which are maintained as trade secret information. We have enhanced our abilities to effectively create, manage and utilize our intellectual property and have implemented a strategy that increasingly uses patenting and trade secret protection to protect and increase our competitive advantage. In addition, we have a variety of industrial, commercial and financial contracts relating to our proprietary manufacturing processes. While we are dependent on the competitive advantage that these items provide as a whole, we are not dependent on any one of them individually and do not consider any one of them individually to be material. We do not materially rely on intellectual property licensed from any outside third parties. However, we cannot assure that our intellectual property and other proprietary information will be protected in all cases. In addition, if our R&D efforts fail to generate new, innovative products or processes, our overall profit margins may decrease and demand for our products may fall. See “Section 3 – Risk Factors.” Governmental Regulation As an Irish plc, we are governed by the Irish Companies Act 2014 and are also subject to all applicable European Union level legislation. We also operate under the regulatory requirements of numerous jurisdictions and organizations, including the ASX, ASIC, the NYSE, the SEC, the Irish Takeover Panel and various other federal, state, local and foreign rulemaking bodies. See “Section 3 – Constitution” for additional information regarding the Irish Companies Act 2014 and regulations to which we are subject. Table of Contents James Hardie 2022 Annual Report on Form 20-F 9 Environmental, Health and Safety Regulation Our operations and properties are subject to extensive federal, state, local and foreign environmental protection, health and safety laws, regulations and ordinances governing activities and operations that may have adverse environmental effects. As it relates to our operations, regulated material, including wastewater and air emissions, may be produced at some of our manufacturing plants. The wastewater produced from our manufacturing plants is internally recycled and reused before eventually being discharged to publicly owned treatment works, a process which is monitored by us, as well as by regulators. In addition, we actively monitor air emissions and other regulated materials produced by our plants so as to ensure compliance with the various environmental regulations under which we operate. Some environmental laws provide that a current or previous owner or operator of real property may be liable for the costs of investigation, removal or remediation of certain regulated materials on, under, or in that property or other impacted properties. In addition, persons who arrange, or are deemed to have arranged, for the disposal or treatment of certain regulated materials may also be liable for the costs of investigation, removal or remediation of the regulated materials at the disposal or treatment site, regardless of whether the affected site is owned or operated by such person. Environmental laws often impose liability whether or not the owner, operator, transporter or arranger knew of, or was responsible for, the presence of such regulated materials. Also, third parties may make claims against owners or operators of properties for personal injuries, property damage and/or for clean-up associated with releases of certain regulated materials pursuant to applicable environmental laws and common law tort theories, including strict liability. In the past, from time to time, we have received notices of alleged discharges in excess of our water and air permit limits. In each case, and in compliance with our Environmental Policy, we have addressed the concerns raised in those notices, in part, through enhanced administrative controls and/or capital expenditures intended to prevent future discharges in excess of permitted levels and, on occasion, the payment of minor associated fines. Environmental compliance costs in the future will depend, in part, on continued oversight of operations, expansion of operations and manufacturing activities, regulatory developments and future requirements that cannot presently be predicted. Table of Contents James Hardie 2022 Annual Report on Form 20-F 10 Organizational Structure JHI plc is incorporated and domiciled in Ireland and the table below sets forth our significant subsidiaries, all of which are wholly-owned by JHI plc, either directly or indirectly, as of 30 April 2022. Name of Company James Hardie 117 Pty Ltd James Hardie Australia Pty Ltd James Hardie Building Products Inc. James Hardie Europe GmbH James Hardie Europe Holdings GmbH James Hardie Holdings Limited James Hardie International Finance Designated Activity Company James Hardie International Group Limited James Hardie International Holdings Limited James Hardie NL1 B.V. James Hardie NL2 B.V. James Hardie North America, Inc James Hardie Technology Holdings 1 Limited James Hardie Technology Holdings 2 Limited James Hardie Technology Limited James Hardie U.S. Investments Sierra Inc. RCI Holdings Pty Ltd Jurisdiction of Establishment Australia Australia United States Germany Germany Ireland Ireland Ireland Ireland Netherlands Netherlands United States Ireland Ireland Bermuda United States Australia Jurisdiction of Tax Residence Australia Australia United States Germany Germany Ireland Ireland Ireland Ireland Netherlands Netherlands United States Ireland Ireland Ireland United States Australia Table of Contents James Hardie 2022 Annual Report on Form 20-F 11 Property, Plants and Equipment We believe we have some of the largest and lowest cost fiber cement manufacturing plants across the United States, Australia and the Philippines, with our plants servicing both domestic and export markets. We also have six manufacturing plants in Europe. Our plants are ideally located to take advantage of established transportation networks, allowing us to distribute our products into key markets, while also providing easy access to key raw materials. Manufacturing Capacity We own all the manufacturing facilities listed below which we operate 24/7 year round with the exception of Siglingen. Plant Location United States fiber cement Cleburne, Texas Peru, Illinois Plant City, Florida Pulaski, Virginia Reno, Nevada Tacoma, Washington Waxahachie, Texas Fontana, California Summerville, North Carolina Prattville, Alabama Greenfield plant Total United States fiber cement Asia Pacific fiber cement Rosehill, New South Wales, Australia Carole Park, Queensland, Australia Greenfield - Melbourne, Victoria, Australia Cabuyao City, Philippines Total Asia Pacific fiber cement Europe fiber gypsum Münchehof, Germany Orejo, Spain Wijchen, the Netherlands Siglingen, Germany3 Total Europe fiber gypsum Total Europe fiber cement greenfield plant Other Calbe, Germany 2 Schraplau, Germany 2 31 March 2022 Nameplate Capacity (mmsf)1 31 March 2026 Planned Future Nameplate Capacity (mmsf)1 666 560 600 600 300 500 360 250 190 600 — 4,626 180 260 — 172 612 441 275 273 154 1,143 — 41 N/A 666 560 600 600 300 500 360 250 190 1,200 600 5,826 180 319 240 172 911 441 527 273 154 1,395 300 41 N/A Table of Contents James Hardie 2022 Annual Report on Form 20-F 12 ____________ The calculated annual nameplate capacity is based on management’s historical experience with our production process and is calculated assuming continuous operation, 24 hours per day, seven days per week, producing 5/16” medium density product at a targeted operating speed. No accepted industry standard exists for the calculation of our fiber cement, fiber gypsum and cement bonded board manufacturing facility nameplate, design and utilization capacities. Our Calbe, Germany plant produces cement bonded boards. Our Schraplau, Germany facility is a raw materials processing facility for our fiber gypsum plants. As a result, no annual nameplate capacity is available. For fiscal year 2022, capacity utilization at our Siglingen plant was 85%. 1 2 3 Mines In North America, we lease silica quartz mine sites in Tacoma, Washington and Reno, Nevada. The lease for our quartz mine in Tacoma, Washington expires in February 2027 (with additional options to renew). The lease for our silica quartz mine site in Reno, Nevada expires in January 2024. We also own property in Victorville, California which could be mined for silica. As of 30 April 2022, we have not begun to mine this site and have no immediate plans to do so. As a mine operator in the US, we are required by Section 1503(a) of the Dodd-Frank Wall Street Reform and Consumer Protection Act (the “Dodd-Frank Act”), and rules promulgated by the SEC implementing that section of the Dodd-Frank Act, to provide certain information concerning mine safety violations and other regulatory matters concerning the operation of our mines. During fiscal year 2022, we did not receive any notices, citations, orders, legal action or other communication from the US Department of Labor’s Mine Safety and Health Administration that would necessitate additional disclosure under Section 1503(a) of the Dodd-Frank Act. Similarly, we have not experienced any mining-related fatalities in our mining operations. There are currently no pending legal actions before the Federal Mine Safety and Health Review Commission related to our mining operations. Our Fermacell business has a license to make use of a mining facility in Schraplau, Germany as a storage site. No active mining is being undertaken, or allowed with respect to the former owner FELS- WERKE GmbH. We also have an investment in a natural gypsum mine in Spain. Table of Contents James Hardie 2022 Annual Report on Form 20-F 13 Capital Expenditures We utilize a mix of operating cash flow and debt facilities to fund our capital expenditure projects and investments. We continuously invest in safety, equipment maintenance and upgrades, and capacity to ensure continued environmental compliance and operating effectiveness of our plants. The following table sets forth our capital expenditures for the three most recent fiscal years: (US$ Millions) North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products R&D and Corporate Total Capital Expenditures 2022 2021 2020 $ $ 188.4 $ 46.9 18.7 3.8 257.8 $ 76.8 $ 18.3 13.5 2.1 110.7 $ 137.1 32.2 23.5 1.0 193.8 Significant active capital expenditures At 31 March 2022, the following significant capital expenditures remain in progress: Approximate Investment (In millions) Investment to date (US millions) Project Start Date Expected Commission Date US$ 65.0 $ 39.3 Q4 FY21 Project Description Prattville Trim finishing capacity Massachusetts ColorPlus® finishing capacity Prattville Greenfield expansion (sheet machines #3 and #4) Melbourne Greenfield expansion US$ 58.2 TBD TBD Orejo Brownfield expansion € 110.0 Europe Greenfield expansion TBD Significant completed capital expenditure projects 14.1 25.2 6.2 0.7 0.2 Q1 FY22 Q3 FY22 Q4 FY22 Q3 FY22 Q3 FY22 FY23 FY23 FY24 FY26 FY26 FY26 Expected Nameplate Capacity Increase (mmsf) N/A N/A 600 240 252 300 The following is a list of significant capital expenditure projects completed in the three most recent fiscal years: Project Description Tacoma Greenfield expansion Carole Park Brownfield expansion Prattville Greenfield expansion (sheet machines #1 and #2) Summerville restart Capital Divestitures $ Total Investment (US Millions) 147.0 22.0 241.2 11.1 Fiscal Year of Expenditure FY17 - FY20 FY19 - FY21 FY18 - FY22 FY21 - FY22 During the three most recent fiscal years, we did not make any material capital divestitures. We do not consider the exit from our Penrose, New Zealand plant a material divestiture but a strategic decision to shift to an import sales model. Table of Contents James Hardie 2022 Annual Report on Form 20-F 14 DIRECTORS, SENIOR MANAGEMENT AND EMPLOYEES James Hardie Executive Team Our management is overseen by our executive team, whose members cover the key areas of finance, human resources, investor relations, legal, manufacturing, marketing, operations, production, R&D and sales. Members of our management executive team at 30 April 2022 are: Harold Wiens BS Interim Chief Executive Officer, Executive Director Age 75 Harold Wiens was appointed Interim Chief Executive Officer ("CEO") of James Hardie in January 2022. Prior to this Mr Wiens was serving as an independent non- executive director since May 2020. Experience: Mr Wiens worked at 3M Company (3M) for thirty-eight years. He served as Executive Vice President, Industrial Business and Transportation Business from 1998 until his retirement from 3M in 2006. It is 3M’s largest and most diverse business serving many different end markets ranging from electronic to automotive and aerospace manufacturing. During this time, Mr Wiens restructured the business, leading a global implementation of Six Sigma that drove significant international growth. Prior to holding this position, Mr Wiens served as Executive Vice President, Sumitomo 3M, 3M’s largest subsidiary, headquartered in Tokyo, Japan, from 1995 to 1998 and served as Data Storage Business Leader and Vice President from 1988 to 1995 and as Memory Technologies Group Manufacturing Manager from 1983 to 1988. Mr Wiens began his career with 3M in 1968 and held many positions of increasing responsibility over his first fifteen years with 3M. Directorships of listed companies in the past five years: Current – Director of Bio-Techne Corporation (since 2014). Other: Resident of the United States. Last elected: November 2020 Term expires: August 2023 Table of Contents James Hardie 2022 Annual Report on Form 20-F 15 Jason Miele BA Chief Financial Officer Age 45 Jason Miele was appointed as Chief Financial Officer (“CFO”) in February 2020. As CFO he oversees the Company’s overall financial activities, including accounting, tax, financial operations, information systems, and investor and media relations. treasury, performance and competitor analysis, internal audit, Mr Miele has over 15 years of experience with James Hardie and has served in a number of important roles during his tenure, including most recently, as Vice President – Investor and Media Relations, a position he held from February 2017. In that role, Mr Miele had responsibility for overseeing James Hardie’s investor relations strategy and communicating James Hardie’s business strategy and its financial performance to various stakeholders including shareholders, investment analysts, and the financial media. Prior to that, Mr Miele served in a variety of roles of increasing responsibility, in finance functions such as Treasury, Controllership and Operational Finance, including reporting to the CFO as the Global Treasurer and later the Global Controller. Mr Miele has supported the James Hardie business during his tenure, working in multiple geographies including Dublin, Ireland, Amsterdam, Netherlands, Mission Viejo, California and Chicago, Illinois in the United States and most recently, Sydney, Australia. Mr Miele has a Bachelor’s Degree from the University of California at Santa Barbara, where he graduated with a degree in Business Economics with an emphasis in Accounting. Joe Liu BS, PhD Chief Technology Officer Age 59 Dr Joe Liu joined James Hardie as Senior Vice President and General Manager, Asia Pacific, in December 2021 and was appointed Chief Technology Officer in January 2022. Before joining James Hardie, Dr Liu concluded an impressive 26-year career with 3M Company, where he held a variety of R&D, Commercial and International Management roles of increasing responsibility over the course of his career. Early assignments in technical roles across multiple 3M product lines led to progression to Vice President R&D of 3M International Operations, Vice President & Managing Director of 3M Southeast Asia Region, to Dr Liu's most recent role of Senior Vice President, R&D and Commercialization of 3M Global Consumer Business Group. Dr Liu utilizes his vast and deep experiences across R&D, Commercial and General Management to help drive the commercialization of innovative new products. Dr Liu has a Bachelor of Science and a PhD in Thermal Energy and Power Engineering from Xi’an Jiaotong University in China as well as an additional PhD in Mechanics from the University of Minnesota. Table of Contents James Hardie 2022 Annual Report on Form 20-F 16 James Johnson II BA, MBA Chief Information Officer Age 50 James Johnson II joined James Hardie as Chief Information Officer (“CIO”) in December 2021. Mr Johnson is responsible for all aspects of information technology and cyber security globally. Mr Johnson and his team will drive a focused Information Technology vision and strategy which integrates with, and helps enable, the JHX global strategic plan. Mr Johnson brings over 25 years of relevant and progressive IT experience, including 15 years as CIO for businesses in a variety of industries, including chemicals and metals industries. Most recently, Mr Johnson held the role of CIO at Carpenter Technology since 2013. Prior to joining Carpenter Technology, Mr Johnson held previous IT roles with Honeywell International, Performance Fibers and Trinseo. Mr Johnson has a proven track record of developing effective, leading-edge technology solutions that create business value. Mr Johnson holds a Bachelor of Arts degree in Economics from the University of Virginia and a Master of Business Administration degree with an emphasis in Marketing and Strategic Management from the University of Maryland. Joe Blasko BSFS, JD General Counsel, Chief Compliance Officer and Company Secretary Age 55 Joe Blasko joined James Hardie as General Counsel and Chief Compliance Officer in June 2011 and was appointed Company Secretary in June 2020. Mr Blasko has responsibility for the Company's legal and regulatory compliance, corporate governance, enterprise risk management, corporate security and government relations. Before joining James Hardie, Mr Blasko was Assistant General Counsel, and later, the General Counsel at Liebert Corporation, an Emerson Network Power Systems company and wholly-owned subsidiary of Emerson Electric Co. In his four years with Liebert/Emerson, Mr Blasko was responsible for establishing the legal department in Columbus, Ohio, managing and overseeing all legal matters and working closely with the executive management team. In this role, Mr Blasko also had global responsibilities which required expertise across multiple jurisdictions. From 2004 to 2006, Mr Blasko was Associate General Counsel at The Scotts Miracle-Gro Company, serving as the effective “general counsel” to numerous corporate divisions within the organization. From 1997 to 2004, Mr Blasko gained considerable regulatory and litigation expertise working at Vorys, Sater, Seymour and Pease LLP in Ohio. Mr Blasko has a Juris Doctor from Case Western Reserve University in Cleveland, Ohio, USA and a Bachelor of Science in Foreign Service from Georgetown University, USA, with a specialty in International Relations, Law and Organizations. Table of Contents James Hardie 2022 Annual Report on Form 20-F 17 Sean Gadd BEng, MBA President, North America Age 49 Sean Gadd joined James Hardie in 2004 as a Regional Engineering Manager for the Asia Pacific business, and progressed to Plant Manager for both the Carole Park and Rosehill facilities in Australia. Mr Gadd then moved to the US in 2006 to take the role of Manufacturing Manager for Trim and various manufacturing facilities across the US. In 2009, Mr Gadd ran the US trim business for James Hardie with responsibility for both Manufacturing and Sales, followed by a brief assignment leading Supply Chain. In 2012, Mr Gadd was promoted to the role of Vice President of Sales for Western USA and Canada. Over the next year, his role was expanded to include the Midwest and Northeast of the USA. Mr Gadd was appointed Executive General Manager in September 2013 with full responsibility for the Northern Division and in October 2015, he was appointed Executive Vice President, Markets and Segments, North America with responsibility for Strategic Marketing and Development. In December 2018, Mr Gadd was appointed Executive Vice President, North America Commercial with responsibility for sales, products, segments and marketing. In January 2022, Mr Gadd was appointed President, North America, with responsibility for running the companies’ North America activities. Mr Gadd has a Bachelor of Engineering in Manufacturing Management and an executive MBA from the Australian Graduate School of Management, Australia. Table of Contents James Hardie 2022 Annual Report on Form 20-F 18 Ryan Kilcullen BSc, MS Executive Vice President, Global Operations Age 41 Ryan Kilcullen joined James Hardie in 2007 as a PcI/PdI Engineer. Since then, Mr Kilcullen has worked for the Company in various manufacturing and supply chain roles including Process Engineer, Production Manager, and Supply Chain Engineer. In 2012, Mr Kilcullen became Supply Chain Manager, ColorPlus® Business Unit, responsible for the end-to-end design and performance of our ColorPlus® product line supply chain. In 2013, Mr Kilcullen became responsible for North American Supply Chain operations, with responsibilities that included Procurement, Network Planning, Production Planning, Transportation, Distribution Management, Customer Service, and Inside Sales. In June 2015, Mr Kilcullen was appointed Vice President – Central Operations, responsible for the Company’s Supply Chain Operations and Centralized Manufacturing functions. In August 2016, Mr Kilcullen was appointed Executive Vice President – North America Operations, responsible for the Company's Supply chain, Manufacturing Engineering and Environmental, Health & Safety Operations. In November 2020, Mr Kilcullen was appointed Senior Vice President – North America Supply Chain Operations with responsibility for the Company’s production planning, procurement and logistics operations. In January 2022, he was appointed Executive Vice President, Global Operations in this newly developed role. Mr Kilcullen's experience in the areas of supply chain operations, including engineering, construction and lean/HMOS will transition regional functions into world class, seamlessly integrated and globally focused functions. Mr Kilcullen has a Bachelor of Science in Industrial Engineering from Rensselaer Polytechnic Institute and a Master of Engineering in Logistics from Massachusetts Institute of Technology. Jörg Brinkmann MS, PhD General Manager, Europe Age 43 Dr Jörg Brinkmann joined James Hardie as General Manager, Europe in April 2018 as part of the Fermacell GmbH acquisition. In this role he is responsible for running the Company’s European activities, which are headquartered in Düsseldorf, Germany. Before joining James Hardie, Dr Brinkmann held several German as well as international leadership roles in Sales and Marketing at the Xella Group (the former owner of the Fermacell business) starting in 2005. In 2014 Dr Brinkmann was appointed CEO of the former Fermacell Company with responsibility for the entire business. Under his leadership, the company achieved significant profitable growth. Dr Brinkmann holds a Masters degree (“Diplom-Kaufmann”) from the University of Duisburg-Essen as well as a PhD from the University of Hohenheim, Germany. Table of Contents James Hardie 2022 Annual Report on Form 20-F 19 John Arneil, BBUS, MBA General Manager, Asia Pacific Age 42 John Arneil joined James Hardie as a graduate in 2002 and has gained extensive business and leadership experience having worked across James Hardie’s European, North American and Asia Pacific businesses in a variety of commercial and operational roles. This has included time as Country Manager UK and Ireland, Country Manager Canada, Sales and Marketing Director for Australia and most recently Country Manager for Australia and New Zealand where Mr Arneil was responsible for all manufacturing and market activities in this region. This experience has given Mr Arneil exposure to multiple markets in different phases of business maturity and complexity enabling him to fully understand value creation from a consumer and customer perspective and how this translates end-to-end through Innovation, manufacturing, commercialization and supply chain. This coupled with deep industry relationships has enabled Mr Arneil to deliver record results for the Australian and New Zealand businesses year-over-year while running these business units. Mr Arneil was appointed to General Manger, Asia Pacific in January 2022 where he is responsible for running the company’s Asia Pacific activities which are headquartered in Sydney, Australia Mr Arneil has a Bachelor of Business Management from The University of Queensland in Australia and a Masters of Business Administration from The University of Leicester in the UK. Table of Contents James Hardie 2022 Annual Report on Form 20-F 20 Board of Directors James Hardie’s Board of Directors (the "Board") have widespread experience, spanning general management, finance, manufacturing, marketing and accounting. Each non-executive director also brings valuable international experience that assists with James Hardie’s growth. For additional information, see "Section 1 - Corporate Governance Report" of this Annual Report. Members of the Board of Directors (the “Board”) at 30 April 2022 are: Michael Hammes BS, MBA Age 80 Michael Hammes was elected as an independent non-executive director of James Hardie in February 2007. He was appointed Chairman of the Board in January 2008 and Executive Chairman in January 2022. Experience: Mr Hammes has extensive commercial experience at a senior executive level. He has held a number of executive positions in the medical products, hardware and home improvement, and automobile sectors, including CEO and Chairman of Sunrise Medical, Inc. (2000-2007), Chairman and CEO of Guide Inc. Corporation (1998-2000), Chairman and CEO of Coleman Company, (1993-1997), Vice Chairman of Black & Decker Corporation (1992-1993) and various senior executive roles with Chrysler Corporation (1986-1990) and Ford Motor Company (1966-1986). Directorships of listed companies in the past five years: None. Other: Resident of the United States. Last elected: August 2021 Term expires: August 2024 Table of Contents James Hardie 2022 Annual Report on Form 20-F 21 Persio V. Lisboa BS Age 56 Persio Lisboa was appointed as an independent non-executive director of James Hardie in February 2018. He is Chairman of the Remuneration Committee and a member of the Nominating and Governance Committee. Experience: Mr Lisboa has extensive senior executive experience. He recently served as President and Chief Executive Officer of Navistar, Inc. (Navistar), a leading manufacturer of commercial trucks, buses, defense vehicles and engines, a position he held from July 2020 to September 2021, when he decided to retire. Prior to that position, Mr Lisboa served as the Executive Vice President and Chief Operating Officer of Navistar from March 2017 to July 2020. Prior to that, Mr Lisboa served as President, Operations of Navistar from November 2014 to March 2017. Prior to that, Mr Lisboa served as Senior Vice President, Chief Procurement Officer of Navistar from December 2012 to November 2014, as Vice President, Purchasing and Logistics and Chief Procurement Officer of Navistar from October 2011 to November 2012, and as Vice President, Purchasing and Logistics of Navistar from August 2008 to October 2011. Prior to these positions, Mr Lisboa held various management positions within Navistar’s North American and South American operations. Mr Lisboa began his career at Maxion International Motores Brasil, followed by a move to International Engines Argentina S.A., and then to MWM-International South America. Directorships of listed companies in the past five years: Former - Director of Broadwind Energy, Inc. (2016-2018). Other: Resident of the United States. Last elected: August 2021 Term expires: August 2024 Table of Contents James Hardie 2022 Annual Report on Form 20-F 22 Anne Lloyd, BS, CPA Age 60 Anne Lloyd was appointed as an independent non-executive director of James Hardie in November 2018. During fiscal year 2020, Ms Lloyd served as a member of the Audit Committee until 26 August 2019, at which time she stepped down from such position concurrent with her appointment as Interim CFO. Effective 26 August 2019, Ms Lloyd was appointed as Interim CFO, a position she held until 25 February 2020. Effective 1 June 2020, Ms Lloyd became a member of the Audit Committee and was appointed Chair of the Audit Committee, effective 8 August 2020. Ms Lloyd also currently serves as Lead Independent Director and is a member of the Remuneration Committee. Experience: Ms Lloyd, an experienced corporate and finance executive, served as Chief Financial Officer of Martin Marietta Materials, Inc. a leading supplier of aggregates and heavy building materials, for over 12 years from June 2005 until her retirement in August 2017. She joined Martin Marietta in 1998 as Vice President and Controller and was promoted to Chief Accounting Officer in 1999. She was subsequently appointed Treasurer (2006-2013) and promoted to Executive Vice President in 2009. Earlier in her career, Ms Lloyd spent 14 years with Ernst & Young LLP (1984-1998), latterly as a senior manager and client service executive for the natural resources, mining, insurance and healthcare industries. Directorships of listed companies in the past five years: Current - Director of Insteel Industries, Inc (since 2019); Director of Highwoods Properties, Inc. (since 2018). Former - Director of Terra Nitrogen Company, L.P. (2009-2018). Other: Director of New Frontier Materials LLC (since November 2021); resident of the United States. Last elected: August 2019 Term expires: August 2022 Table of Contents James Hardie 2022 Annual Report on Form 20-F 23 Rada Rodriguez MSc Age 63 Rada Rodriguez was appointed as an independent non-executive director of James Hardie in November 2018. She is a member of the Nominating and Governance Committee and the Remuneration Committee. Experience: Ms Rodriguez serves as Chief Executive Officer of Signify DACH, part of the Signify Group, a world leader in connected LED lighting systems, software and services, since May 2021. She previously served as Chief Executive Officer of Schneider Electric GmbH, part of Schneider Electric Group, a global energy management and automation company and served as Senior Vice President, Corporate Alliances until 2021. On joining the company in 1999, she held a progression of senior roles including Head of International Research and Development for Schneider Electric Sweden, and Senior Vice President and Zone President, Central and Eastern Europe. Prior to joining Schneider Electric GmbH, she worked at Lexel Group (later acquired by Schneider) and before that she worked for 5 years at Colasit Scandinavia AB, a Swiss industrial machinery manufacturer. She started her career with K-Konsult AB, a Swedish technical consulting firm with a focus on installation technology where she worked for 5 years as a design engineer. Directorships of listed companies in the past five years: None. Other: Director of Messe Berlin GmbH (since 2019); Director of ZVEI (since 2014); resident of Germany. Last elected: August 2019 Term expires: August 2022 Table of Contents James Hardie 2022 Annual Report on Form 20-F 24 Suzanne B Rowland MS, BS Age 60 Suzanne B Rowland was appointed as an independent non-executive director of James Hardie in February 2021. She is a member of the Audit Committee and the Remuneration Committee. Experience: Ms Rowland has extensive senior executive experience leading complex global materials and industrial businesses. She most recently served as Group Vice President of the Industrial Specialties business at Ashland Global Holdings Inc. from 2016 to 2019 where she aligned commercial and asset strategies driving focused profitable growth. Prior to this, Ms Rowland served in separate Vice President and General Manager roles in Tyco International plc between 2009 and 2015 where she led significant improvement in customer relationships, market position, and operational execution. Before joining Tyco, Ms Rowland worked for Rohm and Haas Company for over twenty years, where she held multiple senior executive roles including leading the global Adhesives division and Procurement & Logistics for the company.. Directorships of listed companies in the past five years: Current – Director of Sealed Air Corporation (since 2020); Director of L.B. Foster Co. (since 2008). Former - Director of SPX Flow, Inc. (2018-2022). Other: Resident of the United States. Last elected: August 2021 Term expires: August 2024 Table of Contents James Hardie 2022 Annual Report on Form 20-F 25 Nigel Stein CA, BSc Age 66 Nigel Stein was appointed as an independent non-executive director of James Hardie in May 2020. He is the Chairman of the Nominating and Governance Committee and is a member of the Audit Committee. Experience: Mr Stein has extensive experience in the global automotive and manufacturing sectors. He currently serves as Chairman of Inchcape plc (Inchcape), an automotive distribution, retail and financing company, a position he has held since May 2018. Mr Stein joined Inchcape as a non-executive director in October 2015. Prior to holding this position, Mr Stein served as Chief Executive Officer of GKN plc (GKN) from January 2012 to December 2017. He joined the automotive and aerospace components supplier in 1994 and during his time with GKN held various senior positions in general management and finance including six years as Group Chief Financial Officer. Earlier in his career, Mr Stein held senior finance positions with Laird plc and Hestair plc. From 2003 until 2011, he served as an independent non-executive director on the Board of Ferguson (formerly Wolseley) plc, the leading specialist distributor of plumbing and heating products in North America and the UK. Mr Stein is a member of the Institute of Chartered Accountants of Scotland. Directorships of listed companies in the past five years: Current – Director of Inchcape plc (since 2015). Former – Director of GKN plc (2001-2017). Other: Resident of the United Kingdom. Last elected: November 2020 Term expires: August 2023 Table of Contents James Hardie 2022 Annual Report on Form 20-F 26 Remuneration Report This Remuneration Report describes the executive remuneration philosophy, programs and objectives of the Remuneration Committee and the Board of Directors (the “Board”), as well as the executive remuneration plans and programs implemented by James Hardie. We are not required to produce a remuneration report under applicable Irish, Australian or US rules or regulations. However, taking into consideration our significant Australian and US shareholder bases and our primary listing on the Australian Securities Exchange (“ASX”), we have voluntarily produced a remuneration report consistent with those provided by similarly situated companies for non-binding shareholder approval since 2005. This Remuneration Report outlines the key remuneration plans and programs and share ownership information for our Board of Directors and certain of our senior executive officers (Chief Executive Officer (“CEO”), Chief Financial Officer (“CFO”) and the other three highest paid executive officers based on total compensation that was earned or accrued for fiscal year 2022) (“Senior Executive Officers”) in fiscal year 2022, and also includes an outline of the key changes for fiscal year 2023. Further details of these changes are set out in the 2022 Notice of Annual General Meeting (“AGM”). For fiscal year 2022, our senior executive officers are: • Jason Miele, Chief Financial Officer; • Sean Gadd, President, North America; • • Ryan Kilcullen, Executive Vice President, Global Operations; and • Dr Jack Truong, Former Chief Executive Officer (through 6 January 2022). Joe Blasko, Chief Legal and Compliance Officer and Corporate Secretary; As previously announced, on 6 January 2022, Dr Jack Truong was terminated as CEO and Executive Director and Mr Harold Wiens was appointed as interim CEO. As compensation for his service as interim CEO, Mr Wiens receives a temporary exertion fee of US$130,000 per month for the period he is in the interim CEO role. The exertion fee is in addition to his regular board fees as a director. Reasonable expenses associated with relocation and other costs incurred during this period because of undertaking this role are also compensated. The compensation Mr Wiens receives for his service as our interim CEO does not reflect our normal remuneration practices with respect to our executive compensation program due to his service as CEO being interim in nature. As such, Mr Wiens does not participate in the STI and LTI plans and programs that are discussed throughout the remainder of this Remuneration Report. This Remuneration Report has been adopted by our Board on the recommendation of the Remuneration Committee. Table of Contents James Hardie 2022 Annual Report on Form 20-F 27 EXECUTIVE SUMMARY Fiscal Year 2022 Business Highlights1 Our operating results for fiscal year 2022 reflected strong and disciplined financial performance, highlighted by adjusted net income of US$621 million and adjusted earnings before interest and taxes (“EBIT”) of US$816 million, an increase of 36% and 30%, respectively, compared to fiscal year 2021. In addition, we achieved net sales of US$3.6 billion, an increase of 24% compared to fiscal year 2021, and US$1.39 adjusted diluted earnings per share. The following graphs show our performance for key financial measures during fiscal year 2022, with a comparison to prior corresponding periods: ____________ 1 Please see the "Glossary of Abbreviations and Definitions" in Section 4 of this Annual Report for a reconciliation of non-GAAP financial measures used in this Remuneration Report to the most directly comparable US GAAP financial measure. Table of Contents James Hardie 2022 Annual Report on Form 20-F 28 Fiscal Year 2022 Compensation Highlights Our fiscal year 2022 compensation continued to reflect and promote our pay-for-performance philosophy and our stated goal to position Senior Executive Officer fixed base salary and benefits at the median and total target direct remuneration (comprising fixed and target variable remuneration) at the 75th percentile of our Peer Group (defined herein), if stretch short- and long-term target performance goals are met. The following is a summary of the key aspects and events that occurred relative to the Company’s remuneration policies, programs and arrangements during the course of fiscal year 2022: • The core plan design for our Short-Term Incentive program in fiscal year 2022, which is comprised of both the Company Performance Plan ("CP Plan") and Individual Performance Plan ("IP Plan"), did not change. The CP Plan continues to measure both Growth and Returns when assessing Company performance and shareholder value creation. In the unprecedented and unpredictable market conditions related to the COVID-19 pandemic, we maintained the simplified structure and plan metrics we established in Fiscal Year 2021, which strengthened the connection between consistent revenue growth and strong returns. A complete description of the CP Plan for fiscal year 2022 is set out in the section titled “Incentive Arrangements” later in this Remuneration Report. • No changes were made to the design of the Long-Term Incentive ("LTI") Plan for fiscal year 2022. The LTI plan remains similar to the fiscal year 2021 plan with updated financial targets. A complete description of the LTI program, including the applicable performance hurdles, is set out in the section titled “Incentive Arrangements” later in this Remuneration Report. Fiscal Year 2022 Total Target Compensation Remuneration packages for Senior Executive Officers reflect our remuneration philosophy and comprise a mixture of fixed base salary, benefits and variable performance-based incentives. The Remuneration Committee seeks to appropriately balance fixed and variable remuneration in order to align our total compensation structure with our pay-for-performance philosophy. The following chart summarizes total target compensation awarded to each Senior Executive Officer in fiscal year 2022: Summary of Fiscal Year 2022 Senior Executive Officer Target Compensation Senior Executive Officer FY2022 Annual Base Salary (US$) FY2022 STI Target Value (US$) FY2022 LTI Target Value (US$) J Miele S Gadd J Blasko R Kilcullen J Truong 500,000 577,830 471,398 380,544 300,000 346,698 282,839 228,326 600,000 800,000 500,000 400,000 1,000,000 1,250,000 5,750,000 FY2022 Total Target Compensation (US$) 1,400,000 1,724,528 1,254,237 1,008,870 8,000,000 In January 2022, Messrs Miele, Gadd and Kilcullen received base salary and STI target increases as noted under on page 35. Table of Contents James Hardie 2022 Annual Report on Form 20-F 29 Results of 2021 Remuneration Report Vote In August 2021, our shareholders were asked to cast a non-binding advisory vote on our remuneration report for the fiscal year ended 31 March 2021. Although we are not required under applicable Irish, Australian or US laws or regulations to provide a shareholder vote on our executive remuneration practices, the Board believes that it is important to engage shareholders on this important issue and we have voluntarily submitted our remuneration report for non-binding shareholder approval on an annual basis since 2005 and currently intend to continue to do so. At our 2021 Annual General Meeting, our shareholders approved our remuneration report, with 96.7% of the votes cast in support of our remuneration program. The Remuneration Committee considered the results of this advisory vote, together with investor feedback and other factors and data associated with strategic priorities discussed in this Remuneration Report, in determining our executive remuneration policies, objectives and decisions and related shareholder engagement efforts for fiscal year 2021. APPROACH TO SENIOR EXECUTIVE REMUNERATION Remuneration Philosophy As our largest operating business and all of our Senior Executive Officers are located in the US, our remuneration philosophy is to provide our Senior Executive Officers with an overall package that is competitive with Peer Group companies exposed to the US housing and consumer durables market. Within this philosophy, the executive remuneration framework emphasizes operational excellence and shareholder value creation through incentives that link executive remuneration with the interests of shareholders. Our remuneration plans and programs are structured to enable us to: (i) attract and retain talented executives; (ii) reward outstanding individual and corporate performance; and (iii) align the interests of our executives to the interests of our shareholders, with the ultimate goal of creating long- term value for our shareholders. This pay-for-performance system continues to serve as the framework for executive remuneration, aligning the remuneration received with the performance achieved. Composition of Remuneration Packages In line with our remuneration philosophy, our goal is to position Senior Executive Officer fixed base salary and benefits at the median and total target direct remuneration (comprising fixed and target variable remuneration) at the 75th percentile of our Peer Group, if stretch short- and long-term target performance goals are met. Performance goals for target variable performance-based incentive remuneration are set with the expectation that we will deliver results in the top quartile of our Peer Group. Performance below this level will result in variable remuneration payments below target (and potentially zero for poor performance). Performance above this level will result in variable remuneration payments above target. Table of Contents James Hardie 2022 Annual Report on Form 20-F 30 Relative Weightings of Fixed and Variable Remuneration The charts below detail the relative weightings of fixed versus variable remuneration for our former CEO and other Senior Executive Officers for fiscal year 2022. Fixed remuneration includes base salary and variable remuneration is comprised of target Short-Term Incentive ("STI") awards and the following three LTI components: (i) Relative Total Shareholder Return ("TSR") Restricted Stock Units ("RSUs"); (ii) Return on Capital Employed ("ROCE") RSUs; and (iii) Scorecard LTI at target, each of which are discussed in more detail in this Remuneration Report. Setting Remuneration Packages Remuneration decisions are based on the executive remuneration philosophy and framework described in this Remuneration Report. The Remuneration Committee reviews and the Board approves this framework each year. Remuneration packages for Senior Executive Officers are evaluated each year to make sure that they continue to align with our compensation philosophy, are competitive with our Peer Group and developments in the market, and continue to support our business structure and objectives. In making decisions regarding individual Senior Executive Officers, the Remuneration Committee takes into account both the results of an annual remuneration positioning review provided by the Remuneration Committee’s independent advisers and the Senior Executive Officer’s responsibilities and performance. All aspects of the remuneration package for our CEO and CFO are determined by the Remuneration Committee and ratified by the Board. All aspects of the remuneration package for the remaining Senior Executive Officers are determined by the Remuneration Committee on the recommendation of the CEO. Table of Contents James Hardie 2022 Annual Report on Form 20-F 31 Remuneration Committee Governance The remuneration program for our Senior Executive Officers is overseen by our Remuneration Committee, the members of which are appointed by the Board. As prescribed by the Remuneration Committee Charter, the duties of the Remuneration Committee include, among other things: (i) incentive compensation and equity-based administering and making recommendations on our remuneration plans; (ii) reviewing the remuneration of directors; (iii) reviewing the remuneration framework for the Company; and (iv) making recommendations to the Board on recruitment, retention and termination policies and procedures for senior management. The current members of the Remuneration Committee are Persio Lisboa (Chairman), Rada Rodriguez and Suzanne Rowland, all of whom are independent non-executive directors. A more complete description of these and other Remuneration Committee functions is contained in the Remuneration Committee’s Charter, a copy of which is available on our Investor Relations website (ir.jameshardie.com.au). Summary of Executive Compensation Practices The following table summarizes certain of the key governance practices employed by the Remuneration Committee relative to our executive compensation practices, including those practices which we believe are important drivers of both short- and long-term corporate performance and those practices which we believe are not aligned with the long-term interests of our shareholders: Compensation Practices We Employ ü ü ü ü ü ü ü Retain independent compensation advisers reporting directly to the Remuneration Committee Pay for performance model, with approximately 88% of our CEO’s total target compensation being performance-based “at risk” compensation and an average of approximately 64% total target compensation being performance-based “at risk” compensation for our other Senior Executive Officers Circuit breaker on annual STI awards to ensure that no annual incentive awards are paid unless minimum North America growth and corporate performance levels are achieved Set share ownership requirements for all directors and Senior Executive Officers Broad clawback policy on performance-based compensation Set performance-based vesting conditions for all equity grants to Senior Executive Officers Provide the Remuneration Committee with ability to exercise “negative” discretion when determining the vesting and payout of our LTI programs û û û û û û û Prohibition on hedging of stock held by executives and directors Limited employment agreements and severance arrangements Limited change-in-control benefits No dividends paid on unvested equity awards Limited perquisites and other benefits No annual time-based LTI equity grants to Senior Executive Officers No excessive retirement or deferred compensation arrangements Table of Contents James Hardie 2022 Annual Report on Form 20-F 32 Remuneration Advisers As permitted by the Remuneration Committee Charter, the Remuneration Committee re-evaluated its independent advisors and appointed FW Cook (in the US) and Guerdon Associates (in Australia) as its independent advisers for matters regarding remuneration for fiscal year 2022. The Remuneration Committee reviews the appointment of its advisers each year. Both FW Cook and Guerdon Associates provided the Remuneration Committee with written certification during fiscal year 2022 to support their appointment. In those certifications, the advisers: (i) confirmed that their pay recommendations were made without undue influence from any member of our management; and (ii) provided detailed responses to the six independence factors a Remuneration Committee should consider under relevant NYSE rules, and confirmed their independence based on these factors. The Remuneration Committee reviewed these certifications before appointing FW Cook and re- appointing Guerdon Associates for fiscal year 2022. Benchmarking Analysis To assist the Remuneration Committee in making remuneration decisions, the Remuneration Committee evaluates the remuneration of our Senior Executive Officers against a designated set of companies (the “Peer Group”). The Peer Group, which is reviewed by the Remuneration Committee on an annual basis, consists of companies that are similar to us in terms of certain factors. The Remuneration Committee believes that US based companies are a more appropriate peer group than Australian based companies, as they are exposed to the same macroeconomic factors in the US housing market as those we face. For fiscal year 2022, the factors used to review and define the Peer Group included: • Size (revenue and market cap); Industry (builders and suppliers); • • Exposure to the US housing market; • Operates and services global markets; and • Focus on innovation and intellectual property as a differentiating factor for the business. As result, Apogee Enterprises, Inc., Eagle Materials, Inc., Mueller Water Products, Inc., and Quanex Building Products Corporation were eliminated and A.O. Smith Corporation, Builders FirstSource, Inc., NVR, Inc., Newel Brands, Inc., The Toro Company and The Toll Brothers were added to the peer group. Set forth below are the names of the 23 companies comprising the Peer Group, which was used to benchmark the remuneration of our Senior Executive Officers in fiscal year 2022. A.O. Smith Corporation Lennox International, Inc Simpson Manufacturing Co., Inc Acuity Brands, Inc Louisiana-Pacific Corp The Toro Company American Woodmark Corp Martin Marietta Materials, Inc Toll Brothers, Inc. Armstrong World Indus, Inc Masco Corporation Trex Co., Inc Builders FirstSource, Inc. Mohawk Industries, Inc Valmont Industries, Inc Carlisle Companies Incorporated NVR, Inc. Vulcan Materials Co Cornerstone Building Brands, Inc. Newell Brands, Inc. Watsco, Inc Fortune Brands Home & Security Owens Corning Table of Contents James Hardie 2022 Annual Report on Form 20-F 33 Performance Linkage with Remuneration Policy During its annual review, the Remuneration Committee assessed our performance in fiscal year 2022 against: • • • • our historical performance; our Peer Group; the goals in our STI and LTI variable remuneration plans; and the key objectives and measures the Board expects to see achieved, which are set forth in what is referred to as the “Scorecard” and further discussed later in this Remuneration Report. Based on that review, the Board and the Remuneration Committee concluded that management’s performance in fiscal year 2022, during a continuing pandemic, had on the whole extraordinary results of net sales growth and EBIT growth: (i) significantly above target on growth measures and significantly above target on return measures, resulting in STI variable remuneration outcomes above target for fiscal year 2022; and (ii) when taken together with performance in fiscal years 2020 and 2021, at approximately the 90th percentile of our Peer Group TSR performance is significantly above expectations on ROCE performance, and met or exceeded expectations on long-term strategic measures included in the Scorecard, resulting in LTI variable remuneration being on average above target for fiscal years 2020-2022. More details about this assessment are set out below in this Remuneration Report. Table of Contents James Hardie 2022 Annual Report on Form 20-F 34 DESCRIPTION OF 2022 REMUNERATION ELEMENTS Base Salaries and Other Fixed Remuneration Benefits Base salary provides a guaranteed level of income that recognizes the market value of the position and internal equities between roles, as well as the individual’s capability, experience and performance. Annual base salary increases are not automatic. Base salaries for Senior Executive Officers are positioned around the market median for positions of similar responsibility and are reviewed by the Remuneration Committee each year. In addition, Senior Executive Officers may receive certain other limited fixed benefits, such as medical and life insurance benefits, car allowances, participation in executive wellness programs and an annual financial planning allowance. For fiscal year 2022, the base salary and value of other fixed benefits for each of our Senior Executive Officers is provided in the Base Pay and Other Benefits columns of the remuneration table in the section titled “Remuneration Paid to Senior Executive Officers”. Retirement Plan In every country in which we operate, we offer employees access to pension, superannuation or individual retirement savings plans consistent with the laws of the respective country. In the US, we sponsor a defined contribution plan, the James Hardie Retirement and Profit Sharing Plan (the “401(k) Plan”). The 401(k) Plan is a tax-qualified retirement and savings plan covering all US employees, including our Senior Executive Officers, subject to certain eligibility requirements as defined by the Internal Revenue Service (the "IRS"). In addition, we match employee contributions dollar for dollar up to a maximum of the first 6% of an employee’s eligible compensation. Non-Qualified Deferred Compensation Plan As of 1 January 2021, we sponsor a non-qualified deferred compensation plan, the James Hardie Executive Deferred Compensation Plan (the "Deferred Compensation Plan"). Participation in the Deferred Compensation Plan is generally limited to individuals whose annual salary exceeds the Internal Revenue Service ("IRS") limits applicable to our qualified plans or are participants in our Long-Term Incentive Plan (the "LTIP"). The Deferred Compensation Plan allows participants to elect to defer receipt of some or all of their salary or earned cash incentive to a later date. The Deferred Compensation Plan also restores matching employee contributions up to a maximum of the first 6% of an employee's eligible compensation that would not be eligible in the 401(k) Plan due to IRS contribution limits so long as the participant defers eligible compensation to the Deferred Compensation Plan. Table of Contents James Hardie 2022 Annual Report on Form 20-F 35 Incentive Arrangements In addition to the base salary and other fixed benefits provided to our Senior Executive Officers, the Remuneration Committee reviews and approves a combination of both short-term and long-term variable incentive programs on an annual basis. For fiscal year 2022, our variable incentive plans for Senior Executive Officers were as follows: Duration Plan Name Amount Form Incentive Paid STI (1 year) LTI (3 years) IP Plan CP Plan LTIP 20% of STI Target 80% of STI Target Cash Cash 25% of LTI Target ROCE RSUs 25% of LTI Target TSR RSUs 50% of LTI Target Cash (Scorecard LTI) STI Plans On an annual basis, the Remuneration Committee approves an STI target for all Senior Executive Officers, expressed as a percentage of base salary, which is allocated between individual goals and Company goals under the IP and CP Plans, respectively. For fiscal year 2022, the STI target percentage for Dr Truong was 125% of base salary and 60% for Messrs Miele, Gadd, Blasko and Kilcullen, with 80% allocated to the CP Plan and 20% allocated to the IP Plan for all Senior Executive Officers. In January 2022, Mr Gadd received a STI target increase to 70% of base salary due to his promotion to President, North America, Mr Kilcullen received a STI target increase to 65% of base salary due to his promotion to EVP, Global Operations and Mr Miele received a STI target increase to 70% to bring him closer to the median of the peer group. CP Plan For fiscal year 2022, the core plan design was the same as prior years. We continue to measure both Growth and Returns when assessing Company performance and shareholder value creation. For fiscal year 2022, the metrics for all regions (North America, Asia Pacific and Europe) are the same as fiscal year 2021 and are a net revenue measure (Growth) and a profit measure (Returns). The metrics are each set with a threshold, target and maximum payout scale. Similar in concept to the matrices used previously and in order to incentivize exceptional company performance in an uncertain and highly volatile market, both net revenue and profitability must be achieved together to derive a payout within the payout scale, reinforcing shareholder value creation. The maximum payout is 3.0x of target. All Senior Executive Officers continued to be tied to the NA multiple either in part or in whole. Executives with NA responsibility are linked only to the NA multiple (Mr Gadd and Mr Kilcullen). For executives with global responsibility (Dr Truong and Messrs Miele and Blasko), their STI is based on the metrics for North America and the Global net income of the Company. IP Plan Under the IP Plan, the Remuneration Committee approves a series of one-year individual performance goals which, along with our leadership behaviors, are used to assess the performance of our Senior Executive Officers. The IP Plan links financial rewards to the Senior Executive Officer’s achievement of specific objectives aligned with the strategic plan and contributions to shareholder value, but are not captured directly by financial measures in the CP Plan. Each Senior Executive Officer can receive Table of Contents James Hardie 2022 Annual Report on Form 20-F 36 between 0% and 150% of their STI target allocated to the IP Plan with Board discretion to award up to 300% of target for members of the Executive Leadership Team (ELT). The Remuneration Committee has reserved for itself discretion to change the STI paid. An example of when the Remuneration Committee would consider exercising this discretion includes external factors outside of management’s control, such as, a general shift in the housing market that is considered to have a sufficiently material impact on results. The Remuneration Committee will disclose the reasons for any such exercise of its discretion. The Remuneration Committee believes that the payout scales are appropriate because they provide management with an incentive to achieve overall corporate goals, balance growth with returns, recognize the need to flexibly respond to strategic opportunities, and incorporate Remuneration Committee discretion to ensure appropriate outcomes. STI Plan Performance for Fiscal Year 2022 Our CP Plan results and the subsequent STI payouts for fiscal year 2022 were significantly above target as a result of: • • • The North America business performing significantly above target for both Net Revenue and EBIT The Asia Pacific business performing above target driven by both strong Net Revenue and EBIT growth in Australia and New Zealand and significantly above target for performance in the Philippines. The EU business performing significantly above target on Net Revenue and above target on EBIT and EBIT Margin. In regards to the IP Plan, the Senior Executive Officers’ performance and the subsequent STI payouts for fiscal year 2022 were at or above target based on each Senior Executive Officer’s achievement of fiscal year 2022 one-year individual performance and core organizational values and leadership behavior goals. For fiscal year 2022, the amount to be paid to each of our Senior Executive Officers under the STI Plans is provided in the STI Award column of the remuneration table, in the section titled “Remuneration Paid to Senior Executive Officers.” LTI Plans Each year, the Remuneration Committee approves an LTI target for all Senior Executive Officers. The approved target is allocated between three separate components to ensure that each Senior Executive Officer’s performance is assessed across factors considered important for sustainable long-term value creation: • ROCE RSUs are used as they are an indicator of high capital efficiency required over time; • Relative TSR RSUs are used as they are an indicator of our performance relative to our US Peer Group; and • Scorecard LTI is an indicator of each Senior Executive Officer’s contribution to achieving our long- term strategic goals. Table of Contents James Hardie 2022 Annual Report on Form 20-F 37 Awards issued under the LTI are issued pursuant to the terms of the LTIP. During fiscal year 2022, our Senior Executive Officers were granted the following awards under the LTIP: J Miele S Gadd J Blasko R Kilcullen J Truong ROCE RSUs TSR RSUs Scorecard LTI Units 8,594 11,459 7,162 5,729 13,619 18,158 11,349 9,079 25,782 34,376 21,485 17,188 82,358 130,513 247,075 RSUs issued under our LTI programs will be settled upon vesting in CHESS Units of Foreign Securities ("CUFS") on a 1-to-1 basis. Unless the context indicates otherwise, when we refer to our common stock, we are referring to the shares of our common stock that are represented by CUFS. ROCE RSUs (25% of target LTI for Fiscal Years 2022-2024) The Remuneration Committee introduced ROCE RSUs in fiscal year 2013 because the US housing market had stabilized to an extent which permitted the setting of multi-year financial metrics. The Remuneration Committee believes ROCE RSUs remain an appropriate component of the LTI Plan because they: • • • tie the reward’s value to share price which provides alignment with shareholder interests; promote that we earn appropriate returns on capital invested; reward performance that is under management’s direct influence and control; and focus management on capital efficiency as the necessary precondition for the creation of additional shareholder value; Consistent with recent prior years, the maximum payout for the ROCE RSUs is 2.0x target LTI. ROCE is determined by dividing Adjusted EBIT by Adjusted Capital Employed2. The ROCE hurdles will be indexed for changes to US and Asia Pacific addressable housing starts. The resulting Adjusted Capital Employed for each quarter of any fiscal year will be averaged to better reflect capital employed through a year rather than at a single point in time. ROCE hurdles for the ROCE RSUs are based on historical results and take into account the US housing market and better optimization of our manufacturing plants. The three-year average ROCE for fiscal years 2019, 2020 and 2021 was 33.0%. Table of Contents James Hardie 2022 Annual Report on Form 20-F 38 The hurdles for ROCE RSUs granted in fiscal year 2022 (for performance in fiscal years 2022 to 2024) were increased from fiscal year 2021 as shown in the table below: Fiscal Years 2022-2024 ROCE Amount of Target to Vest < 35.0% ≥ 35.0%, but < 37.0% ≥ 37.0%, but < 38.5% ≥ 38.5%, but < 40.0% > 40.0% 0.0x 0.5x 1.0x 1.5x 2.0x At the conclusion of this three-year performance period, the Remuneration Committee will review management’s performance based on the quality of the returns balanced against management’s delivery of market share growth and performance against the Scorecard. Following this review, the Remuneration Committee can exercise negative discretion to reduce the number of shares received on vesting of the ROCE RSUs. This discretion can only be applied to reduce the number of shares which will vest. ____________ 2 For purposes of ROCE RSU vesting, “Adjusted EBIT” and “Adjusted Capital Employed” will be calculated as follows: “Adjusted EBIT” will be calculated as (i) EBIT as reported in our financial results; adjusted by (ii) excluding the earnings impact of legacy issues (such as asbestos adjustments); and (iii) adding back asset impairment charges in the relevant period, unless otherwise determined by the Remuneration Committee. “Adjusted Capital Employed” will be calculated as total assets minus current liabilities as reported in our financial results; adjusted by: (i) excluding balance sheet items related to legacy issues (such as asbestos adjustments), dividends payable and deferred taxes; (ii) adding back asset impairment charges in the relevant period, unless otherwise determined by the Remuneration Committee; (iii) adding back leasehold assets for manufacturing facilities and other material leased assets; and (iv) deducting all greenfield construction-in-progress, and any brownfield construction-in-progress projects involving capacity expansion that are individually greater than US$20 million, until such assets reach commercial production and are transferred to the fixed asset register ROCE RSUs Vesting in Fiscal Year 2022 (for Fiscal Years 2020-2022) As a component of the fiscal year 2020 LTI Plan, we granted ROCE RSUs in August 2019. The ROCE RSUs comprised 25% of each Senior Executive Officer’s LTI target and were granted assuming 2.0x target. Vesting of the ROCE RSUs is dependent on the average ROCE performance for fiscal years 2020-2022 and is subject to the Remuneration Committee’s negative discretion based on its judgment regarding the quality of returns balanced against management’s delivery of market share growth. The ROCE performance hurdles for this grant were approved as follows: ROCE Performance Level Amount of Target to Vest < 24.0% ≥ 24.0%, but < 26.0% ≥ 26.0%, but < 27.5% ≥ 27.5%, but < 28.5% ≥ 28.5% 0.0x 0.5x 1.0x 1.5x 2.0x Based on the average ROCE result for fiscal years 2020-2022 of 40.9% and negative discretion applied to the results, 1.25x target of the ROCE RSUs granted will vest on 17 August 2022. Table of Contents James Hardie 2022 Annual Report on Form 20-F 39 Relative TSR RSUs (25% of target LTI for Fiscal Years 2022-2024) The Remuneration Committee believes that Relative TSR RSUs continue to be an appropriate component of the LTI Plan because they provide alignment with shareholders. Even if macro-economic conditions create substantial shareholder value, Senior Executive Officers will only receive payouts if the TSR of our shares exceeds a specified percentage of our Peer Group over a performance period. Relative TSR RSUs have been a component of our LTI since fiscal year 2009. Consistent with recent prior years, the maximum payout for Relative TSR RSUs granted in fiscal year 2022 is 2.0x target LTI. Relative TSR measures changes in our share price and the share prices of our Peer Group; and assumes all dividends and capital returns are reinvested when paid. For fiscal year 2022, our relative TSR performance will be measured against the Peer Group over a three-year performance period from grant date, with no re-testing. To eliminate the impact of short-term share price changes, the starting point and test date are measured using a 20 trading-day average closing price. Relative TSR RSUs will vest based on the following straight-line schedule: Performance against Peer Group Amount of Target to Vest < 40th Percentile 40th Percentile 0.0x 0.5x > 40th, but < 60th Percentile Sliding Scale 60th Percentile 1.0x > 60th, but < 80th Percentile Sliding Scale ≥ 80th Percentile 2.0x The Remuneration Committee will continue to monitor the design of the Relative TSR RSU component of the LTI Plan for Senior Executive Officers with the aim of balancing investor preferences with the ability to motivate and retain Senior Executive Officers. TSR RSUs Vested in Fiscal Year 2022 TSR RSUs Vested for Fiscal Years 2019-2021 As part of the fiscal year 2019 LTI Plan, in August 2018 we granted three-year Relative TSR RSUs to senior executives. Vesting of these Relative TSR RSUs was dependent on our TSR performance relative to the Peer Group in place at that time, based on the following schedule: Performance against Peer Group Amount of Target to Vest < 40th Percentile 40th Percentile 0.0x 0.5x > 40th, but < 60th Percentile Sliding Scale 60th Percentile 1.0x > 60th, but < 80th Percentile Sliding Scale ≥ 80th Percentile 2.0x Table of Contents James Hardie 2022 Annual Report on Form 20-F 40 In August 2021, the first and only test of Relative TSR performance was completed, resulting in our TSR performance at the 95.0 percentile of the Peer Group in place at that time. As a result, 2.0x of target outstanding Relative TSR RSUs vested. Scorecard LTI (50% of target LTI for Fiscal Years 2022-2024) Scorecard LTI has been a component of our LTI Plan since fiscal year 2010. Each year, the Remuneration Committee approves a number of key management objectives and the results it expects to see achieved in relation to these objectives. These objectives are incorporated into that year’s grant of Scorecard LTI. At the end of the three-year performance period, the Remuneration Committee assesses our Senior Executive Officers’ collective performance on each key objective and each individual Senior Executive Officer’s contribution to those achievements and the Board reviews this assessment. Senior Executive Officers may receive different ratings depending on the contribution they have made during the three-year performance period. Although most of the objectives in the Scorecard have quantitative targets, we consider some of the targets to be commercial-in-confidence. Consistent since fiscal year 2010, the maximum payout for Scorecard LTI is 3.0x target LTI. The Remuneration Committee believes that the Scorecard LTI continues to be an appropriate component of its LTI Plan because it: • • • allows the Remuneration Committee to set targets for and reward executives on a balance of longer-term financial, strategic, business, customer and organizational development goals which it believes are important contributors to long-term creation of shareholder value; ties the reward’s value to our share price over the medium-term; and allows flexibility to apply rewards across different countries, while providing Senior Executive Officers with liquidity to pay tax or other material commitments at a time that coincides with vesting of shares (via the other components of the LTI Plan), as payment is in cash. No specific weighting is applied to any single objective and the final Scorecard assessment reflects an element of judgment by the Board. The Board may only exercise negative discretion (i.e., to reduce the amount of Scorecard LTI that will ultimately vest). It cannot enhance the maximum reward that can be received. The amount received by Senior Executive Officers is based on both our share price performance over the three-year performance period and the Senior Executive Officer’s Scorecard rating. At the start of the three-year performance period, we calculate the number of units each Senior Executive Officer could have acquired if they received a maximum payout on the Scorecard LTI at that time (based on a 20 trading-day average closing price). Depending on the Senior Executive Officer’s performance, between 0.0x and 3.0x of the Senior Executive Officer’s Scorecard LTI awards will vest at the end of the three-year performance period. Each Senior Executive Officer will receive a cash payment based on our share price at the end of the period (based on a 20 trading-day average closing price) multiplied by the number of units they could have acquired at the start of the performance period, adjusted downward in accordance with their Scorecard rating. Further details related to the Scorecard for fiscal year 2022, including the method of measurement, historical performance against the proposed measures and the Board of Director’s expectations, were previously set out in our Remuneration Report included in our Annual Report filed in May 2021. An assessment of our Scorecard performance for fiscal years 2020-2022 is set out below. We will provide an explanation of the final assessment of performance under the Scorecard for fiscal years 2022-2024 at the conclusion of fiscal year 2024. Table of Contents James Hardie 2022 Annual Report on Form 20-F 41 Scorecard LTI Vesting in Fiscal Year 2022 (for Fiscal Years 2020-2022) After fiscal year 2022, the Remuneration Committee reviewed our performance over fiscal years 2020-2022 against the Scorecard objectives set forth in fiscal year 2020, and the contribution of individual Senior Executive Officers towards the achievement of such objectives. As a result of this evaluation, the Remuneration Committee determined that Senior Executive Officers would receive a weighted average Scorecard rating between 0.75x and 3.0x of target with an average weighted target of 1.8x. Performance Measure/Rationale PDG (Primary Demand Growth) Performance Metric/Results Goal: APAC: 1% - 6%; NA: 2% -8 % Organic Revenue Growth Goal: Europe: 5% - 12% Result: APAC: 1.5%; NA: 5.1% Result: 10% Board Assessment for the Three-year Period Performance exceeded expectations Performance exceeded expectations EBIT Margin Goal: APAC: 20% - 25%; Europe: 11% - 15%; NA 21% - 26% Performance exceeded expectations Lean - Cumulative over 3 years Goal: APAC: USD 19MM; Europe: USD 20MM; USD NA 100MM Performance exceeded expectations Result: APAC: 26.4%; Europe: 10.4% NA: 21.6% Zero Harm The safety of our employees is an essential objective of the Company Performance met expectations Result: APAC: USD 34MM; Europe USD 31MM; NA: USD 150MM Goal: APAC: Safe Start Program; Driver/Fleet Safety Program; Days Away, Restricted or Transferred ("DART") rate: 0.17 Europe: Replicate systems from NA and APAC; Safe Start Implementation NA: 5S World Class Facilities; Energy Control Program; DART rate: 0.75 Result: APAC and Europe completed their Safe Start and Driver/Fleet Safety programs. APAC DART rate is 0.17. NA completed their 5S program and is continuing to work on the Energy Control Program. DART rate was at 0.75 Table of Contents James Hardie 2022 Annual Report on Form 20-F 42 Board Assessment for the Three-year Period Performance exceeded expectations Performance exceeded expectations Performance met expectations Performance Measure/Rationale Innovation Performance Metric/Results Commercial-in-confidence metrics for products and process efficiencies Environment, Social & Governance People and Culture . Goal: Establish team to globally drive ESG reporting improvement; develop ESG reporting and showing a clear plan on how to address the Task Force For Climate Change Disclosure; show improvement in all areas management flagged in FY21 report; receive zero negative shareholder votes across any resolution whereby the shareholder notes the vote was due to lack of clarity on ESG initiatives Result: Achieved all ESG deliverables and received significant positive feedback from proxy firms and investors. Importantly, have significant momentum to further integrate ESG into the business Goal: 3-Year average turnover: APAC: 12%; Europe 8%; NA: 15% Develop Leadership behaviors; and Hire key executive Roles Result: Turnover: APAC: 11%; Europe: 8%; NA: 17% Leadership behaviors were developed and rolled out to employees. Key executive hires were offered. NA turnover was higher than the 3-year goal due to higher turnover in 2021 due to impact of COVID on the job market Table of Contents James Hardie 2022 Annual Report on Form 20-F 43 CHANGES TO REMUNERATION FOR FISCAL YEAR 2023 Remuneration for Fiscal Year 2023 During our February and May 2022 meetings, the Board, with the assistance of the Remuneration Committee and its independent remuneration advisers, undertook its annual review of our existing remuneration policies, programs and arrangements and determined to implement certain changes for fiscal year 2023. Other Senior Executive Officer Compensation Base pay, target STI and LTI increases in fiscal year 2022 for the CFO and other Senior Executive Officers are as follows: Name J Miele S Gadd J Blasko R Kilcullen Base Salary Target STI LTI Target Fiscal Year 2022 (US$) Fiscal Year 2023 (US$) Fiscal Year 2022 (US$) Fiscal Year 2023 (US$) Fiscal Year 2022 (US$) Fiscal Year 2023 (US$) 500,000 577,830 471,398 380,544 550,000 650,000 471,398 435,000 60% 60% 60% 60% 70% 70% 60% 65% 600,000 800,000 500,000 400,000 865,000 1,000,000 500,000 600,000 Mr Miele is receiving a 10% market increase in his base salary to bring base salary to slightly above the 25th percentile off the peer group of other CFOs. In addition, Mr Miele is receiving an increase in his STI and LTI targets since he is currently below the 25th percentile of the peer group. Mr Gadd received a base salary, STI and LTI target increase due to his promotion in January 2022 to President, North America. Mr Kilcullen's base salary, STI and LTI targets are also being increased due to his promotion to EVP, Global Operations; otherwise, there are no other target LTI changes for the Senior Executive Officers for fiscal year 2023. Base salary increases, if any, are made in line with our annual compensation review guidelines and were adjusted as required to maintain positioning relative to market merit increase levels. STI Plans For fiscal year 2023, the plan design will continue to be the same as fiscal year 2022. We will continue to measure both Growth and Returns when assessing Company performance and shareholder value creation. We will continue to use the same the plan metrics, and continue to strengthen the connection between consistent revenue growth and strong returns. As in fiscal year 2022, the metrics for all regions (North America, Asia Pacific and Europe) will be a net revenue measure (Growth) and a profit measure (Returns). The metrics are each set with a threshold, target and maximum payout scale. The metrics and scales will incentivize exceptional company performance in a unpredictable market; both net revenue and profitability must be achieved together to derive a payout within the payout scale reinforcing shareholder value creation. The maximum payout will be 3.0x of target. For fiscal year 2023, Mr Gadd will continue to be tied to the North America multiple. For executives with global responsibility (Messrs Miele, Kilcullen and Blasko), their bonus will be based on the metrics for North America and the net income of the Company. There will be no material change to the operation of the IP or CP Plans (STI Plans) for fiscal year 2023. Table of Contents James Hardie 2022 Annual Report on Form 20-F 44 LTI Plan The Remuneration Committee believes the three components of the LTI Plan continue to (i) align management objectives with shareholder interests (Relative TSR RSU component), (ii) promote the appropriate internal management behaviors related to operating efficiency and the profitability of the Company's assets (ROCE RSU component), and (iii) emphasize strategic long-term priorities (Scorecard LTI component). As such, the fiscal year 2023 LTI Plan is consistent with the plan for fiscal year 2022 with updates to ROCE target measures and the Scorecard objectives. The 2022 Notice of AGM will contain further details on the Relative TSR RSU and ROCE RSU grants for fiscal year 2023. For fiscal year 2023, the Remuneration Committee has set the following eight Scorecard goals for each region (for the performance period in fiscal years 2023 to 2025) to ensure alignment with our strategic priorities: Zero Harm Organic revenue growth EBIT Margin Supply Ahead of Demand APAC Europe North America • Empower all employees to be Zero Harm Leaders • Develop and implement SAFE SYSTEMS to reduce risks and enable SAFE PEOPLE and SAFE PLACES • DART rate: • FY23=0.08; FY24= 0.08; • Empower all employees to be Zero Harm Leaders • Develop and implement SAFE SYSTEMS to reduce risks and enable SAFE PEOPLE and SAFE PLACES • DART Rate: . • FY23=0.47; FY24= 0.45; • Empower all employees to be Zero Harm Leaders • Develop and implement SAFE SYSTEMS to reduce risks and enable SAFE PEOPLE and SAFE PLACES • DART rate: • FY23=0.79; FY24= 0.76; FY25=0.07 FY25=0.43 FY25=0.73 11%+ 27% - 32% 6%+ 13% - 18% 11%+ 27% - 32% • LEAN (Net Hours: 149/150/151 RTY: 92.4%/92.7%/92.9%) • EBIT margin expansion through continued LEAN savings • Enable additional capacity through continued LEAN performance improvements Capacity Expansion • FY23: Execute timely ramp up of brownfield expansion • FY24 - FY26: Develop, build and construct greenfield facility with commissioning in late FY26 • LEAN (Net Hours: 146/148/150) • EBIT margin expansion through continued LEAN savings • Enable additional capacity through continued LEAN performance improvements • LEAN (Net Hours: 146/148/150 RTY: 94.1%/94.4%/94.7%) • EBIT margin expansion through continued LEAN savings • Enable additional capacity through continued LEAN performance improvements Capacity Expansion • FY24 - FY25: Complete Capacity Expansion brownfield expansion with commissioning in late FY25 • FY23: Execute timely ramp up of two additional sheet machines • FY24 - FY26: Develop, • FY23 - FY24: Develop, build and construct greenfield facility with commissioning in FY27 build and construct two-line brownfield facility with commissioning in late FY24 • FY24 - FY26: Develop, build and construct greenfield facility with commissioning in late FY26 Innovation • Commercial-in-confidence metrics for products and process efficiencies • Commercial-in-confidence metrics for products and process efficiencies • Commercial-in-confidence metrics for products and process efficiencies Table of Contents James Hardie 2022 Annual Report on Form 20-F 45 APAC Europe North America High Value Product Mix Innovation Volume as Percent of Mix: Annual improvement with FY25 at 8+% Fiber Cement Revenue Growth: 25%+ ColorPlus Volume Growth: 15+% Innovation Volume as Percent of Mix: Annual improvement with FY25 at 4+% People & Culture • Turnover: <10% • Turnover: <8% • Turnover: <14% Environment, Social & Governance ("ESG") • • • Uphold and/or emulate the Company’s Code of Conduct, Leadership Behaviors and Values, including Operate with Respect Attract, develop and retain great talent, increasing proportion of diverse talent in leadership roles Advance Talent Management capabilities and processes; developing and maintaining clear succession plans for key leadership roles FY23: • • • FY24: • • • FY25: • • • Strengthen CDP disclosures with TCFD recommendations Refresh materiality assessment with expanded stakeholder groups FY23 ESG Report shows improvement across areas reported on Improved CDP reporting with progress towards goals Expanded Task Force for Climate Change Disclosure (TFCD) reporting FY24 reporting shows improvement & PDCA as required based on stakeholder feedback Evolve social impact strategy and goals. Develop strategy for reduction of Scope 3 (value chain) greenhouse gas emissions. ESG efforts support consumer brand strategy Table of Contents James Hardie 2022 Annual Report on Form 20-F 46 OTHER EXECUTIVE COMPENSATION PRACTICES Clawback Provisions The Remuneration Committee has established an executive performance-based compensation clawback policy in connection with performance-based compensation paid or awarded to certain executives. The clawback policy provides that the Board may, in all appropriate circumstances, recover from any current or former executive regardless of fault, that portion of any performance-based compensation erroneously awarded: (i) based on financial information required to be reported under applicable US or Australian securities laws or applicable exchange listing standards that would not have been paid in the three completed fiscal years preceding the year(s) in which an accounting restatement is required to correct a material error; or (ii) during the previous three completed fiscal years as a result of any errors or omissions in objective, calculable performance measures contained in formal papers presented to and relied upon by the Board for purposes of determining compensation to be paid or awarded, where the absence of such errors or omissions would have resulted in there being a material negative impact on the amount of performance-based compensation paid or awarded. The clawback policy applies to any person designated as a participant by the Board in the annual LTI Plan and applies to any compensation that is granted, earned or vested based wholly or in part upon the attainment of any financial or other objective, calculable performance measure under any incentive, bonus, retirement or equity compensation plan maintained by the Company, including, without limitation, the STI Plan and LTI Plan. Salaries, discretionary bonuses, time-based equity awards and bonuses or equity awards based on subjective, non-financial measures, including strategic or personal performance metrics, are excluded. The excess compensation requiring recovery shall be the amount of performance-based compensation that an executive received, based on the erroneous data, less the amount that would have been paid to the executive based on the restated or corrected data. All recoverable amounts shall be calculated on a pre-tax basis. For equity awards still held at the time of the recovery, the recoverable amount shall be the amount vested in excess of the number that should have vested under the restated or corrected financial reporting measure. For vested equity awards which have already been sold, the recoverable amount shall be the sale proceeds the executive received with respect to the excess number of shares. In addition, all fiscal year 2022, LTI grants made to Senior Executive Officers are subject to a specific clawback provision for violation of a limited non-compete provision that specifically prohibits executives from working for designated competitors or for any company that may enter the fiber cement market within two years of departure. For fiscal year 2023, all LTI grants made to Senior Executive Officers will be subject to the clawback provision. Stock Ownership Guidelines The Remuneration Committee believes that Senior Executive Officers should hold a meaningful level of our stock to further align their interests with those of our shareholders. We have adopted stock ownership guidelines for the CEO and other Senior Executive Officers, respectively, which require them to accumulate holdings of three times and one times their base salary, respectively, in our stock over a period of five years from the effective date of the guidelines (1 April 2009) or the date the Senior Executive Officer first becomes subject to the applicable guideline. Until the stock ownership guidelines have been met, Senior Executive Officers are required to retain at least 75% of shares obtained under our LTI Plans (net of taxes and other costs). Once Senior Executive Officers have met or exceeded their stock ownership guidelines, they are required to retain at least 25% Table of Contents James Hardie 2022 Annual Report on Form 20-F 47 of shares issued under our LTI Plans through the vesting of RSUs (net of taxes and other costs) for a period of two years (by way of a holding lock), after which time those shares can be sold (provided the Senior Executive Officer remains at or above the stock ownership guideline). As of 31 March 2022, all Senior Executive Officers have either achieved the minimum share ownership threshold or are within the initial five year accumulation period. Equity Award Practices The fiscal year 2022 annual equity awards under the LTI Plan were approved by the Remuneration Committee in May with awards generally issued in August of each year. We do not time the granting of equity awards to the disclosure of material information. For details of the application of our insider-trading policy for equity award grant participants, including our prohibition on employee hedging transactions, see the “Insider Trading” section of this Annual Report. Loans We did not grant loans to Senior Executive Officers during fiscal year 2022. There are no loans outstanding to Senior Executive Officers. Employment and Severance Arrangements During fiscal year 2022, we maintained employment or severance agreements with Dr Truong and each of Messrs Gadd and Miele. Other than as provided under the terms of their respective employment agreements, no other termination payments are payable, except as required under the terms of the applicable STI or LTI plans. Employment Agreement with Dr Jack Truong Below is a summary of the key terms of Dr Truong’s employment agreement, which was in effect prior to his termination: The Employment Agreement is effective 31 January 2019 providing for service as CEO. • • Dr Truong is an employee-at-will and either he or the Company may terminate his employment at any time or for any reason. • Base salary at an initial annual rate of US$800,000, subject to annual review and approval by the Remuneration Committee. • Participation in the Company’s annual STI and LTI Plans, with a minimum STI target of 100% of his annual base salary, as established by the Company’s Board. • • Participation in the Company’s benefit, health and welfare plans and certain fringe benefits made generally available to Senior Executive Officers in accordance with his agreement and Company policies. In the event that Dr Truong’s employment is terminated by the Company for any reason other than for “Cause”, or if Dr Truong voluntarily terminates his employment for “Good Reason”, in addition to those benefits that would be considered standard for any employee at termination (i.e., unpaid base salary, accrued vacation, unreimbursed business expenses and the payment of any earned but unpaid annual incentive award) Dr Truong will be entitled to receive the following benefits: ◦ An aggregate amount equal to the sum of: (i) two times Dr Truong’s base salary plus (ii) two times Dr Truong’s target annual incentive, payable in substantially equal periodic installments over the two year period following the date of termination; Table of Contents James Hardie 2022 Annual Report on Form 20-F 48 ◦ An amount, if any, with respect to the annual incentive award opportunity for the fiscal year in which termination of employment occurs, as determined under the terms and conditions of annual incentive program(s) then in-effect; ◦ All outstanding equity awards will be subject to the terms and conditions of the applicable equity incentive plan and any corresponding award agreement(s); provided, however, that (i) if the date of termination occurs prior to 21 August 2022, any service-based vesting criteria on the long-term incentive awards granted to Dr Truong on 21 August 2017 that were designated as retention awards will be deemed satisfied in full (but any performance criteria then still applicable to those awards will remain in effect); ◦ Monthly payments for a period of up to 24 months following the date of termination equal to the premium Dr Truong would be required to pay for continuing coverage under the Company’s health benefit plans; and ◦ Reasonable professional outplacement services for a period of up to 24 months following the date of termination. Offer of Employment with Jason Miele Below is a summary of the key terms provided in Mr Miele's Offer of Employment, which was entered into in conjunction with his promotion to Senior Vice President, Chief Financial Officer effective 25 February 2020: • Mr Miele is an employee-at-will and either he or the Company may terminate his employment at any time or any reason. • Base salary at an initial annual rate of US$400,000, subject to annual review and approval by the Remuneration Committee. • Participation in the Company’s annual STI and LTI Plans, with a STI target of 60% of his annual base salary. • • Participation in the Company’s benefit, health and welfare plans and certain fringe benefits made generally available to Senior Executive Officers in accordance with his agreement and Company policies. In the event that Mr Miele is terminated by the Company without "Cause" or terminated by Mr Miele for "Good Reason", in addition to those benefits that would be considered standard for any employee at termination (i.e., unpaid base salary, accrued vacation, unreimbursed business expenses and the payment of any earned but unpaid annual incentive award) Mr Miele will be entitled to receive the following benefits: ◦ Salary continuation for the one year period following the date of termination, provided the aggregate amount of such continuation payments shall be equal to the sum of (i) one times the base salary plus (ii) one times the annual incentive award opportunity, as then in- effect; ◦ All outstanding equity awards under the Company's equity incentive plans will be subject to the terms and conditions of the applicable plan and any corresponding award agreement(s); ◦ Monthly payments for a period of 12 months following the date of termination equal to the premium Mr Miele would be required to pay for continuing coverage under the Company’s health benefit plans; and ◦ Reasonable professional outplacement services for a period of up to 12 months following the date of termination. Table of Contents James Hardie 2022 Annual Report on Form 20-F 49 Severance Agreement with Sean Gadd During fiscal year 2019, we entered into a severance agreement with Mr Gadd in order to provide him with certain severance benefits under various termination scenarios. In the event of termination by the Company without cause or by the executive for good reason or death and disability, these benefits would be in addition to what would be considered standard for any employee at termination (i.e., lump sum unpaid base salary, accrued vacation, unreimbursed business expenses and the payment of any earned but unpaid annual incentive award) and would include: • Salary continuation for one and one-half years provided the aggregate amount of such payments is equal to the sum of (a) one and one-half times the executive’s base salary, plus (b) one times the executive’s annual incentive opportunity, as then in effect; • Monthly payments for a period of 18 months following termination equal to the premium the executive would be required to pay for COBRA continuation coverage under the Company’s health benefit plans based on the level of coverage the executive has immediately prior to termination. Executive is not required to purchase COBRA continuation coverage or use these payments towards any payment of applicable premiums for COBRA continuation coverage; and • Reasonable outplacement services through a provider of the Company’s choice. Services terminate when the executive finds other employment and may not continue for more than 12 months following termination. Table of Contents James Hardie 2022 Annual Report on Form 20-F 50 REMUNERATION PAID TO SENIOR EXECUTIVE OFFICERS Total Remuneration for Senior Executive Officers Details of the remuneration for Senior Executive Officers in fiscal years 2022, 2021 and 2020 are set out below: (US dollars) Primary Post- employment Equity Awards Other Name Base Pay1 STI Award2 Other Benefits3 401(k) Ongoing Vesting 4 Mark-to Market5 J Miele TOTAL Relocation Allowances, and Other Nonrecurring6 Fiscal Year 2022 487,000 1,462,785 42,480 17,400 1,291,915 148,071 — 3,449,651 Fiscal year 2021 411,692 648,960 111,469 17,100 533,914 754,806 283,744 2,761,685 Fiscal Year 2020 292,840 269,233 39,384 18,076 255,805 (3,427) 382,089 1,254,000 S Gadd Fiscal Year 2022 597,487 1,403,340 Fiscal year 2021 573,299 901,415 Fiscal Year 2020 558,038 747,252 J Blasko Fiscal Year 2022 468,302 921,239 Fiscal year 2021 457,472 717,444 Fiscal Year 2020 447,347 489,117 R Kilcullen Fiscal Year 2022 398,627 650,278 Fiscal year 2021 379,030 593,649 Fiscal Year 2020 371,038 476,898 J Truong7 Fiscal Year 2022 802,664 — Fiscal year 2021 873,077 3,037,500 Fiscal Year 2020 800,000 2,160,000 TOTAL 62,027 38,808 35,249 54,350 71,350 54,088 45,927 33,788 26,046 57,406 73,377 75,038 17,400 2,443,365 503,632 17,100 1,438,684 3,082,202 — 5,027,251 — 6,051,508 18,230 1,347,237 (29,332) — 2,676,674 19,913 17,100 714,513 193,341 609,857 1,129,200 — 2,371,658 — 3,002,423 17,012 568,651 11,022 — 1,587,237 18,922 1,232,884 205,533 12,453 635,010 1,132,357 — 2,552,171 — 2,786,287 18,022 552,189 (11,661) — 1,432,532 20,381 — — 17,100 5,740,243 9,973,788 — 880,451 — 19,715,085 17,366 3,329,423 (316,615) 3,051 6,068,263 Fiscal Year 2022 2,754,080 4,437,642 262,190 94,016 5,682,677 1,050,577 — 14,281,182 Fiscal Year 2021 2,694,570 5,898,968 328,792 80,853 8,957,708 16,072,353 283,744 34,316,988 Fiscal Year 2020 2,469,263 4,142,500 229,805 88,706 6,053,305 (350,013) 385,140 13,018,706 ____________ 1 2 3 4 Base pay for fiscal years 2022, 2021 and 2020 includes salary paid to Senior Executive Officers for the 26 bi-weekly paychecks received during the fiscal years. For further details on STI awards payable for fiscal year 2022, see “Incentive Arrangements” above in this Remuneration section. Amounts reflect actual STI awards to be paid in June 2022 and paid in June 2021 and 2020, for fiscal years 2022, 2021 and 2020, respectively Includes the aggregate amount of all other benefits received in the year indicated. Examples of benefits that may be received include medical and life insurance benefits, car allowances, membership in executive wellness programs, and financial planning and tax services. Includes equity award expense for grants of Scorecard LTI awards, relative TSR RSUs and ROCE RSUs. Relative TSR RSUs are valued using a Monte Carlo simulation method. ROCE RSUs and Scorecard LTI awards are valued based on the Company’s share price at each balance sheet date adjusted for the fair value of estimated dividends as well as the Remuneration Committee’s current expectation of the amount of the RSUs or awards which will vest. The fair value of equity awards granted are included in compensation over the periods in Table of Contents James Hardie 2022 Annual Report on Form 20-F 51 5 6 7 which the equity awards vest. For ROCE RSUs and Scorecard LTI awards, this amount excludes adjustments to the equity award expense in previous fiscal years resulting from changes in the Company’s share price, which is disclosed separately in the Equity Awards “Mark-to-Market” column. The amount included in this column is the equity award expense in relation to ROCE RSUs and Scorecard LTI awards resulting from changes in fair market value of the US dollar share price during the fiscal years 2022, 2021 and 2020 as well as adjustments to performance ratings based on review by Executive Management and the Board of Directors. During fiscal year 2022, there was a 0.3% increase in our share price from US$30.28 to US$30.38. During fiscal year 2021, there was a 164.7% increase in our share price from US$11.44 to US$30.28. Includes the aggregate of non-recurring payments or other benefits received in the year indicated. Examples include one-time signing bonus or other limited payments connected to initial retention, one-time discretionary bonus payments, relocation allowances and costs and severance payments. For Dr Truong, amounts reflect compensation received during fiscal year 2022 up though his date of termination. Dr Truong's base pay includes US$157,729 in fiscal year 2022, which a portion is allocated for tax purposes to his services on the Company’s Board. As a result of his termination, all previously issued LTI awards granted in fiscal year 2022 have lapsed resulting in a negative Ongoing Expense of US$6,211,796 and a Mark to Market change of US$1,748,274. Additional Summary Remuneration Table This table shows the compensation provided to the executive that more closely reflects the amount of pay earned during each fiscal year reported. The footnotes below the table define each compensation component. The main difference between the two tables is the equity incentives. This table shows the value of the LTI Scorecard payout (not shown in previous table) in the Non-Equity Incentive Plan Compensation column, which also includes the annual STI payout. The Stock Awards column shows the value of the fiscal years 2022-2024 equity awards that were granted to each executive. Table of Contents James Hardie 2022 Annual Report on Form 20-F 52 Name Base Pay1 Bonus2 J Miele Stock Awards3 Options Awards4 Non-Equity Incentive Plan Compensation5 Fiscal year 2022 487,000 600,000 300,003 Fiscal year 2021 411,692 Fiscal Year 2020 292,840 — — 225,005 124,997 S Gadd Fiscal year 2022 597,487 400,000 400,003 Fiscal year 2021 573,299 Fiscal Year 2020 558,038 — — 399,998 399,999 J Blasko Fiscal year 2022 468,302 200,000 250,006 Fiscal year 2021 457,472 Fiscal Year 2020 447,347 R Kilcullen Fiscal year 2022 398,627 Fiscal year 2021 379,030 Fiscal Year 2020 371,038 J Truong7 — — — — — 249,993 250,000 199,993 199,999 200,003 Fiscal year 2022 802,664 — 2,874,989 Fiscal year 2021 873,077 — 1,737,499 Fiscal Year 2020 800,000 — 1,049,998 TOTAL Fiscal Year 2022 2,754,080 1,200,000 4,024,994 Fiscal Year 2021 2,694,570 — 2,812,494 Fiscal Year 2020 2,469,263 — 2,024,997 ____________ — — — — — — — — — — — — — — — — — — 1,289,402 795,901 312,260 2,349,680 2,095,596 933,695 1,121,185 1,056,239 618,197 1,076,895 985,476 548,614 8,071,587 5,983,696 2,160,000 13,908,749 10,916,908 4,572,766 Change in Pension Value and Nonqualified Deferred Compensation Earnings All Other Compensation6 Total — — — — — — — — — — — — — — — — — — 59,880 2,736,285 412,313 1,844,911 439,550 1,169,647 79,427 3,826,597 55,907 3,124,800 53,479 1,945,211 74,263 2,113,756 88,450 1,852,154 71,101 1,386,645 64,849 1,740,364 46,241 1,610,746 44,068 1,163,723 77,787 11,827,027 90,477 8,684,749 95,455 4,105,453 356,206 22,244,029 693,388 17,117,360 703,653 9,770,679 1 2 3 4 5 6 7 Base pay for fiscal years 2022, 2021 and 2020 includes salary paid to Senior Executive Officers for the 26 bi-weekly paychecks received during the fiscal years. Includes non-performance bonuses such as a special award for retention or a sign-on bonus for a new hire. Messrs Miele, Gadd and Blasko received special bonuses for their work due to the departure of the CEO in the amounts of US$600,000, US$400,000 and US$200,000, respectively. Shows the value on the date of grant for the TSR RSUs and ROCE RSUs granted to the executive during each fiscal year. Relative TSR RSUs are valued using a Monte Carlo simulation method. ROCE RSUs are valued based on the Company’s share price on the grant date. The TSR RSU valuation for fiscal year 2022 is US$22.03 and ROCE RSU 20-day average share price of US$34.91. We do not grant stock options to executives. For further details on STI awards paid for fiscal year 2022, see “Incentive Arrangements” above in this Remuneration section. Amounts reflect actual STI awards to be paid in June 2022 and paid in June 2021 and 2020, for fiscal years 2022, 2021 and 2020, respectively. In addition, the LTI Scorecard cash payouts are included that were paid in August 2021, 2020 and 2019. Includes the aggregate amount of all other benefits received in the year indicated. Examples of benefits that may be received include medical and life insurance benefits, 401(K) company match, car allowances, membership in executive wellness programs, and financial planning and tax services. J Truong's base pay includes US$157,729 in fiscal year 2022, which a portion is allocated for tax purposes to his services on the Company’s Board. Table of Contents James Hardie 2022 Annual Report on Form 20-F 53 Variable Remuneration Payable in Future Years Details of the accounting cost of the variable remuneration for fiscal year 2022 that may be paid to Senior Executive Officers in future years are set out below. The minimum amount payable is nil in all cases. The maximum amount payable will depend on the share price at time of vesting, and is therefore not possible to determine. The table below is based on the fair value of the RSUs and Scorecard LTI according to US GAAP and our estimate of the rating to be applied to Scorecard LTI. Scorecard LTI1 (US dollars) FY2022 FY2023 FY2024 FY2025 TOTAL 70,367 126,521 126,868 48,182 371,938 93,822 168,695 169,157 64,243 495,917 58,636 105,429 105,718 40,150 309,933 46,911 84,347 84,579 32,121 247,958 — — — — — 269,736 484,992 486,322 184,696 1,425,746 ROCE RSUs2 (US dollars) FY2022 FY2023 FY2024 FY2025 TOTAL 33,423 60,095 60,260 22,886 176,664 44,564 80,127 80,347 30,514 235,552 27,850 50,075 50,212 19,069 147,206 22,276 40,054 40,164 15,253 117,747 — — — — — 128,113 230,351 230,983 87,722 677,169 Relative TSR RSUs3 (US dollars) FY2022 FY2023 FY2024 FY2025 TOTAL 64,775 116,467 116,786 44,353 342,381 86,363 155,283 155,709 59,135 456,490 53,978 97,054 97,320 36,960 285,312 43,182 77,642 77,854 29,568 228,246 — — — — — 248,298 446,446 447,669 170,016 1,312,429 J Miele S Gadd J Blasko R Kilcullen J Truong J Miele S Gadd J Blasko R Kilcullen J Truong J Miele S Gadd J Blasko R Kilcullen J Truong ____________ 1 2 Represents annual SG&A expense for Scorecard LTI granted in fiscal year 2022. The fair value of each award is adjusted for changes in JHI plc’s common stock price at each balance sheet date until the final scorecard rating is applied in August 2024 at which time the final values are based on the Company’s share price and the senior executive’s scorecard rating at time of vesting. Represents annual SG&A expense for the ROCE RSUs granted in fiscal year 2022. The fair value of each RSU is adjusted for changes in JHI plc’s common stock price at each balance sheet date until August 2024 when ROCE results are known and the Remuneration Committee makes a determination on the amount of negative discretion to be applied and some, all or none of the awards become vested. Table of Contents James Hardie 2022 Annual Report on Form 20-F 54 3 Represents annual SG&A expense for the Relative TSR RSUs granted in fiscal 2022 with fair market value estimated using a binomial lattice model that incorporates a Monte Carlo simulation. OUTSTANDING EQUITY AWARDS HELD BY SENIOR EXECUTIVE OFFICERS The following tables set forth information regarding outstanding equity awards held by our Senior Executive Officers as of 30 April 2022. Options As of 30 April 2022, no Senior Executive Officers held stock options. Table of Contents James Hardie 2022 Annual Report on Form 20-F 55 Restricted Stock Units Name J Miele S Gadd J Blasko R Kilcullen Grant Date 17-Aug-183 17-Aug-184 17-Aug-193 17-Aug-194 25-Feb-205 25-Feb-205 17-Aug-203 17-Aug-204 17-Aug-213 17-Aug-214 21-Aug-175 21-Aug-176 17-Aug-183 17-Aug-184 17-Aug-193 17-Aug-194 17-Aug-203 17-Aug-204 17-Aug-213 17-Aug-214 17-Aug-183 17-Aug-184 17-Aug-193 17-Aug-194 17-Aug-203 17-Aug-204 Release Date 17-Aug-21 17-Aug-21 17-Aug-22 17-Aug-22 17-Aug-22 17-Aug-22 17-Aug-23 17-Aug-23 17-Aug-24 17-Aug-24 21-Aug-20 21-Aug-20 17-Aug-21 17-Aug-21 17-Aug-22 17-Aug-22 17-Aug-23 17-Aug-23 17-Aug-24 17-Aug-24 17-Aug-21 17-Aug-21 17-Aug-22 17-Aug-22 17-Aug-23 17-Aug-23 17-Aug-214 17-Aug-183 17-Aug-184 1-Mar-197 17-Aug-193 17-Aug-194 17-Aug-203 17-Aug-204 17-Aug-213 17-Aug-214 17-Aug-24 17-Aug-21 17-Aug-21 9-Dec-19 17-Aug-22 17-Aug-22 17-Aug-23 17-Aug-23 17-Aug-24 17-Aug-24 Holding and Unvested at 2021 Granted Total Value at Grant¹ (US$) Vested Lapsed Holding and Unvested at 30 April 2022 Fair Value per RSU2 (US$) 11,335 11,335 $ 98,969 (11,335) 6,111 6,111 $ 88,881 (6,111) 16,599 16,599 $ 177,277 8,993 8,993 $ 125,093 6,676 6,676 $ 90,660 4,767 4,767 $ 85,186 16,457 16,457 $ 239,778 10,636 10,636 $ 236,226 — — 13,619 $ 342,382 8,594 $ 309,298 — — — — — — — — 32,920 49,380 $ 376,809 (16,460) — — — — — — — — — — — — $ — $ 16,599 $ 8,993 $ 6,676 $ 4,767 $ 16,457 $ 10,636 $ 13,619 $ 8,594 $ 16,460 $ 8.73 14.54 10.68 13.91 13.58 17.87 14.57 22.21 25.14 35.99 7.63 18,192 27,288 $ 387,269 (5,685) (3,411) 9,096 $ 14.19 45,342 45,342 $ 395,895 (45,342) 24,442 24,442 $ 355,494 (24,442) 53,117 53,117 $ 567,290 28,779 28,779 $ 400,316 29,256 29,256 $ 426,260 18,908 18,908 $ 419,947 — — 18,158 $ 456,492 11,459 $ 412,409 — — — — — — 28,339 28,339 $ 247,436 (28,339) 15,276 15,276 $ 222,113 (15,276) 33,198 33,198 $ 354,555 17,987 17,987 $ 250,199 18,285 18,285 $ 266,412 11,817 11,817 $ 262,456 — 7,162 $ 257,760 22,671 22,671 $ 197,947 (22,671) 12,221 12,221 $ 177,747 (12,221) 2,719 8,159 $ 99,213 (2,719) 26,559 26,559 $ 283,650 14,390 14,390 $ 200,165 14,628 14,628 $ 213,130 9,454 9,454 $ 209,973 — — 9,079 $ 228,246 5,729 $ 206,187 — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — $ — $ 53,117 $ 28,779 $ 29,256 $ 18,908 $ 18,158 $ 11,459 $ — $ — $ 33,198 $ 17,987 $ 18,285 $ 11,817 $ 8.73 14.54 10.68 13.91 14.57 22.21 25.14 35.99 8.73 14.54 10.68 13.91 14.57 22.21 11,349 $ 25.14 7,162 $ 35.99 — $ — $ — $ 26,559 $ 14,390 $ 14,628 $ 9,454 $ 9,079 $ 5,729 $ 8.73 14.54 12.16 10.68 13.91 14.57 22.21 25.14 35.99 17-Aug-213 17-Aug-24 — 11,349 $ 285,314 Table of Contents James Hardie 2022 Annual Report on Form 20-F 56 Restricted Stock Units (continued) Name J Truong Grant Date 21-Aug-175 21-Aug-176 17-Aug-183 17-Aug-184 6-Sep-183 6-Sep-184 9-Aug-193 9-Aug-194 17-Aug-193 17-Aug-194 17-Aug-203 17-Aug-204 27-Aug-213 27-Aug-214 Release Date 21-Aug-20 21-Aug-20 17-Aug-21 17-Aug-21 17-Aug-21 17-Aug-21 17-Aug-21 17-Aug-21 17-Aug-22 17-Aug-22 17-Aug-23 17-Aug-23 17-Aug-24 17-Aug-24 Holding and Unvested at 1 April 2021 Granted Total Value at Grant¹ (US$) Vested Lapsed Holding and Unvested at 30 April 2022 Fair Value per RSU2 (US$) 41,151 61,726 $ 471,019 (20,576) (20,575) 22,740 34,110 $ 484,086 (7,106) (15,634) 56,677 56,677 $ 494,864 (56,677) 30,553 30,553 $ 444,375 (30,553) 49,381 49,381 $ 334,255 (49,381) 25,385 25,385 $ 343,817 (25,385) 18,518 18,518 $ 138,885 (18,518) 9,519 9,519 $ 131,933 (9,519) — — — — — — 139,432 139,432 $ 1,489,134 — (139,432) 75,545 75,545 $ 1,050,831 — (75,545) 127,083 127,083 $ 2,365,015 — (127,083) 82,131 82,131 $ 2,104,196 — (82,131) — — 130,513 $ 3,177,992 — (130,513) 82,358 $ 2,949,240 — (82,358) — $ — $ — $ — $ — $ — $ — $ — $ — $ — $ — $ — $ — $ — $ 7.63 14.19 8.73 14.54 6.77 13.54 7.50 13.86 10.68 13.91 18.61 25.62 24.35 35.81 ____________ 1 2 3 4 5 6 7 Total Value at Grant = Fair Value per RSU multiplied by number of RSUs granted. The number of RSUs granted are at maximum achievement. The Fair Value of TSR RSUs is estimated on the date of grant using the binomial lattice model that incorporates a Monte Carlo simulation. The Fair Value for all other RSUs is the share price on the date of grant adjusted for the fair value of estimated dividends as the RSU holder is not entitled to dividends over the vesting period. Relative TSR RSUs granted under the LTIP. These RSUs are subject to performance hurdles. ROCE RSUs granted under the LTIP. These RSUs are subject to performance hurdles as well as the potential application of negative discretion. Special one-time retention grant of Relative TSR RSUs granted under the LTIP. These RSUs are subject to performance hurdles and service-based vesting criteria. Special one-time retention grant of ROCE RSUs granted under the LTIP. These RSUs are subject to performance hurdles and service-based vesting criteria as well as the potential application of negative discretion. Special one-time retention grant of time-based RSUs granted under the 2001 Equity Incentive Plan ("2001 Plan"). These RSUs vested one-third in December 2019, 2020 and 2021. Table of Contents James Hardie 2022 Annual Report on Form 20-F 57 Scorecard LTI Name J Miele Grant Date Release Date Holding at 1 April 2021 Granted Vested1 Lapsed Holding at 30 April 20222 17-Aug-18 17-Aug-21 18,332 18,332 (12,221) (6,111) 17-Aug-19 25-Feb-204 17-Aug-22 17-Aug-22 26,980 26,980 14,301 14,301 17-Aug-20 17-Aug-23 31,907 30,907 — — — — — — — — S Gadd 17-Aug-21 21-Aug-173 17-Aug-24 21-Aug-20 — 25,782 54,576 81,865 (13,826) (13,462) 17-Aug-18 17-Aug-21 73,327 73,327 (24,442) (48,885) 17-Aug-19 17-Aug-22 86,337 86,337 17-Aug-20 17-Aug-23 56,724 56,724 17-Aug-21 17-Aug-24 — 34,376 — — — J Blasko 17-Aug-18 17-Aug-21 45,829 45,829 (45,829) 17-Aug-19 17-Aug-22 53,961 53,961 17-Aug-20 17-Aug-23 35,452 35,452 17-Aug-21 17-Aug-24 — 21,485 R Kilcullen 17-Aug-18 17-Aug-21 36,663 36,663 17-Aug-19 17-Aug-22 43,169 43,169 17-Aug-20 17-Aug-23 28,362 28,362 J Truong 17-Aug-21 21-Aug-173 17-Aug-24 21-Aug-20 — 17,188 68,220 102,331 (34,110) (34,110) 17-Aug-18 17-Aug-21 91,659 91,659 (91,659) 6-Sep-18 17-Aug-21 76,155 76,155 (76,155) 31-Jan-19 17-Aug-21 28,558 28,558 (28,558) — — — 17-Aug-19 17-Aug-22 226,636 226,636 — (226,636) 17-Aug-20 17-Aug-23 246,394 246,394 — (246,394) 17-Aug-21 17-Aug-24 — 247,075 (247,075) — — — — — — — — — — — — — — — — — — — 26,980 14,301 31,907 25,782 27,288 — 86,337 56,724 34,376 — 53,961 35,452 21,485 36,663 43,169 28,362 17,188 — — — — — — — ____________ 1 Represents the number of Scorecard LTI awards vesting after the Remuneration Committee’s application of the Scorecard in respect of fiscal years 2018-2021. A detailed assessment of the reasons for the Scorecard ratings was set out in the fiscal year 2021 Remuneration Report. 2 3 4 Scorecard LTI awards in respect of fiscal years 2020-2022 will vest on 17 August 2022. A detailed assessment of the Remuneration Committee’s assessment of management’s performance is set out on pages 41 to 42 of this Remuneration Report. Special retention award grant of Scorecard LTI awards granted under the LTIP, which are also subject to service-based vesting criteria. Granted upon promotion to SVP, CFO; performance period ends 17 August 2022 with vesting one-third on 17 August 2022, 2023 and 2024. Table of Contents James Hardie 2022 Annual Report on Form 20-F 58 REMUNERATION FOR NON-EXECUTIVE DIRECTORS Fees paid to non-executive directors are determined by the Board, with the advice of the Remuneration Committee’s independent external remuneration advisers, within the maximum total amount of base and committee fees pool approved by shareholders from time-to-time. Shareholders at the 2019 AGM approved the current maximum aggregate base and committee fee pool of US$3.8 million per annum. Remuneration Structure Non-executive directors are paid a base fee for service on the Board. Additional fees are paid to the person occupying the positions of Chairman and Board Committee Chairmen, as well as for attendance at ad-hoc sub-committee meetings. There was no increase to the non-executive director fees in fiscal year 2022. Position Chairman Board member Audit Committee Chair Remuneration Committee Chair Nominating & Governance Committee Chair Ad-hoc Board sub-committee attendance1 ____________ 1 Fee is payable in respect of each ad-hoc Board sub-committee attended. Fiscal Year 2022 (US$) 420,794 205,734 20,000 20,000 20,000 3,000 During fiscal year 2016, the Remuneration Committee reviewed and approved changes to its remuneration policy for non-executive directors, in order to ensure that the Company continues to attract highly qualified persons to serve on the Board irrespective of their tax residence. In accordance with the policy, the Company will ensure that each non-executive director does not have an increased income tax liability as a direct result of their appointment to the Board. Accordingly, non-executive directors who are resident outside of Ireland may receive supplemental compensation depending on their country of residence, if Irish income taxes levied on their director compensation exceed net income taxes owed on such compensation in their country of tax residence, assuming it had been derived solely in their country of tax residence. On occasion, the Nominating and Governance Committee (previously the Remuneration Committee) may approve special exertion fees in the event of an extraordinary workload imposed on a director in special circumstances. For example, as previously announced in January 2022: (1) Mr Hammes currently receives a temporary exertion fee of US$40,000 per month for the period he is in the Executive Chairman role; and (2) as compensation for his service as interim CEO, Mr Wiens currently receives a temporary exertion fee of US$130,000 per month for the period he is in the interim CEO role. For both Messrs Hammes and Wiens, the exertion fees are in addition to their regular board fees as a director. Reasonable expenses associated with relocation and other costs incurred during this interim period for both Messrs Hammes and Wiens are also compensated. the focus of the Board is on maintaining the Company’s long-term direction and well-being, there is no direct link between non-executive directors’ remuneration and the Company’s short-term results. Table of Contents James Hardie 2022 Annual Report on Form 20-F 59 Board Accumulation Guidelines Non-executive directors are encouraged to accumulate a minimum of 1.5 times (and two times for the Chairman) the non-executive director base fee in shares of the Company’s common stock (either personally, in the name of their spouse, or through a personal superannuation or pension plan). The the guidelines and non-executive directors’ Nominating and Governance Committee reviews shareholdings on a periodic basis. In fiscal year 2021, the Company introduced a Non-Executive Director Equity Plan whereby non-executive directors could elect to receive some or all of their base fee in the form of ADRs, which was approved by shareholders at the 2020 Annual General Meeting. Each calendar year, approved non-executives may make a share election to designate a portion of their fees that they wish to apply to acquire shares. During fiscal year 2022, a total of 7,568 ADRs were issued under the Non-Executive Director Equity Plan. Director Retirement Benefits We do not provide any benefits for our non-executive directors upon termination of their service on the Board. Table of Contents James Hardie 2022 Annual Report on Form 20-F 60 Total Remuneration for Non-Executive Directors for the Years Ended 31 March 2022 and 2021 The table below sets out the remuneration for those non-executive directors who served on the Board during the fiscal years ended 31 March 2022 and 2021: (US dollars) Name M Hammes Fiscal Year 2022 Fiscal Year 2021 B Anderson Fiscal Year 2022 Fiscal Year 2021 D Harrison Fiscal Year 2022 Fiscal Year 2021 R Chenu Fiscal Year 2022 Fiscal Year 2021 A Gisle Joosen Fiscal Year 2022 Fiscal Year 2021 P Lisboa Fiscal Year 2022 Fiscal Year 2021 A Lloyd Fiscal Year 2022 Fiscal Year 2021 R Rodriguez Fiscal Year 2022 Fiscal Year 2021 M Nozari Fiscal Year 2022 Fiscal Year 2021 N Stein Fiscal Year 2022 Fiscal Year 2021 H Wiens Fiscal Year 2022 Fiscal Year 2021 S Rowland Fiscal Year 2022 Fiscal Year 2021 D Seavers Fiscal Year 2022 Fiscal Year 2021 Primary Directors’ Fees1 Other Payments2 Other Benefits3 TOTAL 429,794 432,794 — 129,950 132,395 231,734 — 122,993 89,300 217,734 210,401 217,093 228,734 221,777 217,734 217,734 158,301 205,734 231,734 190,072 211,665 181,430 205,734 31,565 205,734 31,565 254,566 703,651 — — 110,208 112,498 — — — — — — — — — — — 12,937 — — 364,839 — — — — — 5,729 3,873 690,089 1,140,318 — — 724 1,195 — — — — — — — — — — — — — — — — — — — — — 129,950 243,327 345,427 — 122,993 89,300 217,734 210,401 217,093 228,734 221,777 217,734 217,734 158,301 218,671 231,734 190,072 576,504 181,430 205,734 31,565 205,734 31,565 Total Compensation for Non-Executive Directors Fiscal Year 2022 Fiscal Year 2021 2,321,526 2,432,175 729,613 829,086 6,453 5,068 3,057,592 3,266,329 Table of Contents James Hardie 2022 Annual Report on Form 20-F 61 ____________ 1 2 Amount includes base, Chairman and Committee Chairman fees, as well as fees for attendance at ad hoc sub-committee meetings. Amount for M Hammes for fiscal year 2022 relates to: (i) a supplemental compensation payment of US$142,308 in relation to income for the calendar year ended 31 December 2021 in circumstances where Irish income taxes levied on director compensation exceeded net income taxes owed on such compensation in their country of tax residence and paid in accordance with the remuneration policy for non-executive directors; and (ii) an exertion fee of US$112,258 for his Executive Chairman role. Mr Hammes receives a temporary exertion fee of US$40,000 per month for the period he is in the Executive Chair role. Amount for D Harrison for fiscal year 2022 relates to a supplemental compensation payment of US$110,208 in relation to income for the calendar year ending 31 December 2020 in circumstances where Irish income taxes levied on director compensation exceeded net income taxes owed on such compensation in their country of tax residence and paid in accordance with the remuneration policy for non-executive directors. Amount for H Wiens for fiscal year 2022 relates to a supplemental compensation payment of US$364,839 in relation to his service as interim CEO. Mr Wiens currently receives a temporary exertion fee of US$130,000 per month for the period he is in the interim CEO role. 3 Amount includes the cost of non-executive directors’ fiscal compliance in Ireland and other costs connected with Board-related events paid for by the Company. Director Remuneration for the years ended 31 March 2022 and 2021 For Irish reporting purposes, the breakdown of director’s remuneration between managerial services (which only relate to Dr Truong) and director services is: (In US dollars) Managerial Services1 Director Services2 Years Ended 31 March 2022 722,721 423,151 1,145,872 $ $ 2021 19,509,351 3,472,063 22,981,414 $ $ ____________ 1 2 Includes cash payments, non-cash benefits (examples include medical and life insurance benefits, car allowances, membership in executive wellness programs, financial planning and tax services), 401(k) benefits, and amounts expensed for outstanding equity awards for former CEO J Truong. Includes compensation for all non-executive directors, which includes base, Chairman, supplemental compensation fees (as described in footnote 2 of the table above which sets out the remuneration for non-executive directors), Committee Chairman fee and cost of non- employee directors’ fiscal compliance in Ireland. It includes costs connected with Board-related events paid for by the Company and it includes a proportion of the former CEO's remuneration paid as fees for his service on the JHI plc Board in fiscal years 2022 and 2021. Table of Contents James Hardie 2022 Annual Report on Form 20-F 62 SHARE OWNERSHIP AND STOCK BASED COMPENSATION ARRANGEMENTS As of 30 April 2022 and 30 April 2021, the number of CUFS and RSUs beneficially owned by Senior Executive Officers is set forth below: Name CUFS at 30 April 2022 CUFS at 30 April 2021 RSUs at 30 April 2022 RSUs at 30 April 2021 J Miele S Gadd J Blasko R Kilcullen J Truong 41,022 140,419 122,957 42,331 279,383 29,997 89,216 98,578 21,875 61,669 86,341 185,233 99,798 79,839 — 81,574 250,956 124,902 102,642 678,114 As of 30 April 2022 and 30 April 2021, the number of CUFS and RSUs beneficially owned by non- executive directors is set forth below: Name CUFS at 30 April 2022 CUFS at 30 April 2021 43,109 5,412 18,167 1,230 2,000 4,573 10,841 44,109 3,089 18,000 270 2,000 3,653 6,633 M Hammes 1 P Lisboa 2 A Lloyd 3 R Rodriguez 4 S Rowland 5 N Stein 6 H Wiens 7 ____________ 1 2 3 4 5 6 7 35,109 CUFS held in the name of Mr and Mrs Hammes and 8,000 CUFS held as ADSs in the name of Mr and Mrs Hammes. 5,412 CUFS held as ADSs in the name of Mr Lisboa. 18,000 CUFS held as ADSs in the name of Ms and Mr Lloyd and 167 CUFS held as ADSs in the name of Ms Lloyd. 1,230 CUFS held as ADSs in the name of Ms Rodriguez. 2,000 CUFS held as ADSs in the name of Ms Rowland. 3,400 CUFS held in the name of Mr Stein and 1,173 CUFS held as ADSs in the name of Mr Stein. 7,370 CUFS held as ADSs in the name of Mr and Mrs Wiens and 3,471 CUFS held as ADSs in the name of Mr Wiens. Based on 445,348,933 shares of common stock outstanding at 30 April 2022 (all of which are subject to CUFS), no director or Senior Executive Officer beneficially owned 1% or more of the outstanding shares of the Company at 30 April 2022 and none of the shares held by directors or Senior Executive Officers have any special voting rights. As of 30 April 2022, there were no options outstanding under any of the Company’s stock-based compensation arrangements. Individual’s holding RSUs have no voting or investment power over these units. Stock-Based Compensation Arrangements At 31 March 2022, we had the following equity award plans: • • the LTIP; and the 2001 Plan. Table of Contents James Hardie 2022 Annual Report on Form 20-F 63 LTIP The Company uses the LTIP as the plan for LTI grants to Senior Executive Officers and selected members of executive management. Participants in the LTIP receive grants of RSUs and Scorecard LTI, each of which is subject to performance goals. Participants and award levels are approved by the Remuneration Committee based on local market standards, and the individual’s responsibility, performance and potential to enhance shareholder value. The LTIP was first approved at our 2006 AGM, and our shareholders have subsequently approved amendments to the LTIP in 2008, 2009, 2010, 2012, 2015, 2018 and 2021. The LTIP provides for plan participants’ early exercise of certain benefits or early payout under the plan in the event of a “change in control,” takeover by certain organizations or liquidation. For RSUs, a “change of control” is deemed to occur if (1) a takeover bid is made to acquire all of the shares of the Company and it is recommended by the Board or becomes unconditional, (2) a transaction is announced which would result in one person owning all the issued shares in the Company, (3) a person owns or controls sufficient shares to enable them to influence the composition of the Board, or (4) a similar transaction occurs which the Board determines to be a control event. On a change of control, the Board can determine that all or some RSUs have vested on any conditions it determines, and any remaining RSUs lapse. RSUs - From fiscal year 2009, the Company commenced using RSUs granted under the LTIP. RSUs issued under the LTIP are unfunded and unsecured contractual entitlements and generally provide for settlement in shares of our common stock, subject to performance vesting hurdles prior to vesting. Additionally, the Company has on occasion issued a small number of cash settled awards. As of 31 March 2022, there were 782,326 RSUs granted and outstanding under the LTIP, as follows: Restricted Stock Units Vested as of 31 March 2022 Outstanding as of 31 March 2022 Grant Type TSR - Retention Grant Date August 2017 ROCE - Retention August 2017 TSR ROCE TSR ROCE TSR ROCE TSR ROCE August 2019 August 2019 February 2020 February 2020 August 2020 August 2020 August 2021 August 2021 Granted 246,903 136,440 496,497 268,491 6,676 4,767 294,574 190,376 223,469 141,015 79,627 27,118 18,518 9,519 — — — — — — Total Outstanding 16,460 5,685 240,292 130,190 6,676 4,767 139,919 90,426 90,686 57,225 782,326 Scorecard LTI - From fiscal year 2010, the Company commenced using Scorecard LTI units granted under the LTIP. The Scorecard LTI is used by the Remuneration Committee to set strategic objectives which change from year to year, and for which performance can only be assessed over a period of time. The vesting of Scorecard LTI units is subject to the Remuneration Committee’s exercise of negative discretion. The cash payment paid to award recipients is based on JHI plc’s share price on the vesting date (which was amended from fiscal year 2012 to be based on a 20 trading-day closing average price). Table of Contents James Hardie 2022 Annual Report on Form 20-F 64 As of 31 March 2022, there were 875,124 Scorecard LTI units granted and outstanding under the LTIP, as follows: Scorecard LTI Grant Date August 2017 August 2019 February 2020 August 2020 August 2021 Grant Type Scorecard - Retention Scorecard Scorecard Scorecard Scorecard Granted and Outstanding as of 31 March 2022 27,288 390,576 14,301 271,280 171,679 875,124 For additional information regarding the LTIP and award grants made thereunder, see Note 16 to our consolidated financial statements. 2001 Plan The 2001 Plan is intended to promote the Company’s long-term financial interests by encouraging management below the senior executive level to acquire an ownership position in the Company and align their interests with our shareholders. Selected employees under the 2001 Plan are eligible to receive awards in the form of RSUs, nonqualified stock options, performance awards, restricted stock grants, stock appreciation rights, dividend equivalent rights, phantom stock or other stock-based benefits. Award levels are determined based on the Remuneration Committee’s review of local market standards and the individual’s responsibility, performance and potential to enhance shareholder value. The 2001 Plan was first approved by our shareholders and Board in 2001 and reapproved to continue until September 2021 at the 2011 AGM. In August 2021, the plan was reapproved at the 2021 AGM for another three years. An aggregate of 45,077,100 shares of common stock were made available for issuance under the 2001 Plan, subject to adjustment in the event of a number of prescribed events set out on the 2001 Plan. Outstanding RSUs granted under the 2001 Plan generally vest at the rate of 25% on the 1st anniversary of the grant, 25% on the 2nd anniversary date and 50% on the 3rd anniversary date. The 2001 Plan is administered by our Remuneration Committee, and the Remuneration Committee or its delegate is authorized to determine: (i) who may participate in the 2001 Plan; (ii) the number and types of awards made to each participant; and (iii) the terms, conditions and limitations applicable to each award. The Remuneration Committee has the exclusive power to interpret and adopt rules and regulations to administer the 2001 Plan, including a limited power to amend, modify or terminate the 2001 Plan to meet any changes in legal requirements or for any other purpose permitted by law. The purchase or exercise price of any award granted under the 2001 Plan may be paid in cash or other consideration at the discretion of our Remuneration Committee, including cashless exercises. The exercise price for all options is the market value of the shares on the date of grant. The Company may not reduce the exercise price of such an option or exchange such an option or stock appreciation right for cash, or other awards or a new option at a reduced exercise price without shareholder approval or as permitted under specific restructuring events. Table of Contents James Hardie 2022 Annual Report on Form 20-F 65 No unexercised options or unvested RSUs issued under the 2001 Plan are entitled to dividends or dividend equivalent rights. The 2001 Plan also permits the Remuneration Committee to grant stock options, performance awards, restricted stock awards, stock appreciation rights, dividend equivalent rights or other stock based benefits. The 2001 Plan provides for the automatic acceleration of certain benefits and the termination of the plan under certain circumstances in the event of a “change in control.” A change in control will be deemed to have occurred if either (1) any person or group acquires beneficial ownership equivalent to 30% of our voting securities, (2) individuals who are currently members of our Board cease to constitute at least a majority of the members of our Board, or (3) there occurs the consummation of certain mergers (other than a merger that results in existing voting securities continuing to represent more than 5% of the voting power of the merged entity or a recapitalization or reincorporation that does not result in a material change in the beneficial ownership of the voting securities of the Company), the sale of substantially all of our assets or our complete liquidation or dissolution. Options - Until fiscal year 2008, the Company issued options to purchase shares of our common stock issued under the 2001 Plan. As of 31 March 2022, there were no options outstanding under the 2001 Plan. RSUs - Since fiscal year 2009, the Company has issued restricted stock units under the 2001 Plan, which are unfunded and unsecured contractual entitlements for shares to be issued in the future and may be subject to time vesting or performance hurdles prior to vesting. On vesting, restricted stock units convert into shares. We granted 233,433 restricted stock units under the 2001 Plan in the fiscal year ended 31 March 2022. As of 31 March 2022, there were 414,675 restricted stock units outstanding under this plan, divided as follows: Restricted Stock Units Vested as of 31 March 2022 Outstanding as of 31 March 2022 Grant Date June 2020 August 2020 December 2020 February 2021 June 2021 August 2021 December 2021 Granted 330,961 32,628 7,792 425 216,220 7,122 10,101 80,439 14,659 1,951 171 1,122 1,271 — Total Outstanding 203,427 1,957 5,841 127 191,179 2,043 10,101 414,675 For additional information regarding the 2001 Plan and award grants made thereunder, see Note 16 to our consolidated financial statements. Table of Contents James Hardie 2022 Annual Report on Form 20-F 66 CORPORATE GOVERNANCE REPORT Corporate Governance Statement The Company believes strong corporate governance is essential to achieving both its short and long-term performance goals and to maintaining the trust and confidence of investors, employees, regulatory agencies, customers and other stakeholders. The Board follows, both formally and informally, corporate governance principles designed to assure that the Board, through its membership, composition, Board committee structure and governance practices, is able to provide informed, competent and independent guidance and oversight and thereby promote long-term shareholder value. This Corporate Governance Statement (this “Statement”) describes the key aspects of the Company’s corporate governance framework. During fiscal year 2022, the Board evaluated the Company’s corporate governance framework and practices and approved this Statement. This Statement is current as at 30 April 2022. Overall Approach to Corporate Governance The Company operates under the regulatory requirements of numerous jurisdictions, including those of its corporate domicile (Ireland) and its principal stock exchange listings (Australia and the United States). In presenting this Statement, the Board has evaluated the Company’s corporate governance framework in relation to the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations (4th Edition) (the “ASX Principles”), as well as the NYSE Corporate Governance Standards (the “NYSE Standards”). ASX Principles Pursuant to ASX Listing Rule 4.10.3, the Company is required to disclose in this Annual Report the extent to which it has followed the ASX Principles for fiscal year 2022 and must identify any areas where the Company has determined not to follow the ASX Principles and provide the reasons for not following them. NYSE Standards As a foreign private issuer with ADSs listed on the NYSE, the Company is required to disclose in this Annual Report any significant ways in which its corporate governance practices differ from those followed by domestic companies under NYSE listing standards. Based on the requirements of the NYSE Standards, the Company believes that its corporate governance framework and practices were consistent with the NYSE Standards during fiscal year 2022, except as otherwise noted below: • Generally, in the United States, an audit committee of a public company is directly responsible for appointing the company’s independent registered public accounting firm, with such appointment being subsequently ratified by shareholders. Under Irish law, the independent registered public accounting firm is directly appointed by the shareholders where there is a new appointment. Otherwise, the appointment is deemed to continue unless the firm retires, is asked to retire or is unable to perform their duties; and • NYSE rules require each issuer to have an audit committee, a compensation committee (equivalent to a remuneration committee) and a nominating committee composed entirely of independent directors. As a foreign private issuer, the Company does not have to comply with this requirement; however, the Board committee charters reflect Australian and Irish practices, in that such Board committees have a majority of independent directors, unless a higher number or percentage is mandated. As of the date of this Statement, the membership of each of the Audit, Remuneration and Nominating and Governance Committee is comprised solely of independent directors. Table of Contents James Hardie 2022 Annual Report on Form 20-F 67 Availability of Key Governance Documents This Statement, as well as the Company’s Constitution, Board committee charters and the other key governance and corporate policies referenced in this Statement, as updated from time to time, are available on the Company’s investor relations website (ir.jameshardie.com.au) or by requesting a copy from the Company Secretary at the Company’s corporate headquarters, Europa House, 2nd Floor, Harcourt Centre, Harcourt Street, Dublin 2, D02 WR20, Ireland. The Board committee charters and other key governance and corporate policies referenced in this Statement were reviewed by the Board during fiscal year 2022. Discussion of Corporate Governance Framework and Practices The following discussion of the Company’s corporate governance framework and practices incorporates the disclosures required by the ASX Principles, and generally follows the order of the ASX Principles. Principle 1: Lay Solid Foundations for Management and Oversight The Role of the Board and Management The principal role of the Board is to promote and protect shareholder value by providing strategic guidance to management and overseeing management’s implementation of the Company’s strategic goals and objectives. On an annual basis, the Board reviews the Company’s strategic priorities with management, including the Company’s business plan, and leads discussions on execution strategy, including budgetary considerations, to ensure that the Company has the appropriate resources to deliver the agreed strategy. The Board also monitors management, operational and financial performance against the Company’s goals on an ongoing basis throughout the year. To enable it to do this, the Board receives operational and financial updates at every scheduled Board meeting. The Board is accountable to shareholders by whom they are elected for delivering long-term shareholder value. To achieve this, the Board ensures that the Company has in place a framework of controls, which enables management to appraise and manage risk effectively with oversight from the Board, through clear and robust procedures and delegated authorities. In accordance with the provisions of the Company’s Constitution, the Board committee charters and other applicable governance and corporate policies, the Board has delegated a number of powers to Board committees and responsibility for the day-to-day management of the Company’s affairs and the implementation of corporate strategy to the CEO1. The responsibilities delegated to the CEO are established by the Board and include limits on the way in which the CEO can exercise such authority. In addition, the Board has also reserved certain matters to itself for decision, including: • • • • • • appointing, removing and assessing the performance and remuneration of the CEO and CFO; the appointment and removal of the Company Secretary; succession planning for the Board and the CEO and defining the Company’s management structure and responsibilities; approving the overall strategy for the Company, including the business plan and annual operating and capital expenditure budgets; ensuring that the Company has in place an appropriate risk management framework and that the risk appetite and tolerances are set at an appropriate level; ensuring that the Company has in place an appropriate framework for relevant information to be reported by management to the Board; 1 References to CEO in this Corporate Governance Report include any person acting as the CEO in an interim capacity or otherwise. Table of Contents James Hardie 2022 Annual Report on Form 20-F 68 • • • • • • • • • • the dividend policy and convening and monitoring the operation of shareholder meetings and approving matters to be submitted to shareholders for their consideration; approving annual and periodic reports, results announcements and related media releases, and notices of shareholder meetings; approving recommendations to shareholders regarding the annual dividend; reviewing the authority levels of the CEO and management; approving the remuneration framework for the Company; overseeing corporate governance matters for the Company; approving corporate-level Company policies; considering management’s recommendations on various matters which are above the authority levels delegated to the CEO or management; oversight of sustainability-related topics and strategy; and any other matter which the Board considers appropriate to be approved by the Board. interim dividends and, when appropriate, making In discharging its duties, the Board aims to take into account, within the context of the industry in which the Company operates, the interests of the Company (including the interests of its employees), shareholders, and other stakeholders, and where possible, aligns its activities with current best practices in the jurisdictions in which the Company operates. The full list of those matters reserved to the Board is formalized in our Board Charter. The Board Charter is available on our investor relations website (ir.jameshardie.com.au). Board Committees In order to ensure that the Board properly discharges its responsibilities and fulfills its oversight role, the Board has established the following standing Board committees: • Audit Committee; • Remuneration Committee; and • Nominating and Governance Committee. Additionally, from time to time, the Board may establish ad hoc Board committees to address particular matters. Each standing Board committee meets at least quarterly and has scheduled an annual calendar of meetings and discussion topics to assist it to properly discharge all of its responsibilities. Each Board committee Chair reports to the Board at each scheduled Board meeting on their activities. Each of the standing Board committees operates under a written charter adopted by the Board. On an annual basis, each committee, with the assistance of the Nominating and Governance Committee, undertakes a review of its charter for consistency with applicable regulatory requirements and current corporate governance principles and practices. Each of the standing Board committee charters is available on our investor relations website (ir.jameshardie.com.au). Full discussions of the role and oversight responsibilities for each standing committee are provided below under Principle 2 (Nominating and Governance Committee), Principle 4 (Audit Committee) and Principle 8 (Remuneration Committee). Table of Contents James Hardie 2022 Annual Report on Form 20-F 69 Board and Board Committee Meetings The Board and each of the standing Board committees meet formally at least four times a year and on an ad hoc basis as deemed necessary or appropriate. Scheduled Board meetings are normally held over a period of one or two days, with Board committee meetings also taking place during such time. This meeting structure enhances the effectiveness of the Board and the Board committees. Board and Board committee meetings are generally held at the Company’s corporate headquarters in Ireland with the exception of unforeseen circumstances such as the global pandemic when certain meetings were held virtually. At each scheduled meeting, the Board meets in executive session without management present for at least part of the meeting. Prior to each scheduled Board or Board committee meeting, directors are provided timely and necessary information by Company management to allow them to fulfill their duties. The Nominating and Governance Committee periodically reviews the format, timeliness and content of information provided to the Board and Board committees. All directors receive access to all Board committee materials and may attend any Board committee meeting, whether or not they are members of such committee. Directors also receive the minutes of each committee’s deliberations and findings, as well as oral reports from each Board committee Chair, at each scheduled Board meeting. In discharging their duties, directors are provided with direct access to executive management and outside advisors and auditors. The Board has regular discussions with the CEO and executive management regarding the Company’s strategy and performance, during which Board members formally review the Company’s progress. During the year, the Board and each Board committee develop and review an annual work plan created from the standing Board committee charters so that the responsibilities of each Board committee are addressed at appropriate times throughout the year. Table of Contents James Hardie 2022 Annual Report on Form 20-F 70 The following table provides the composition of each standing Board committee during fiscal year 2022, as well as sets out the number of Board and Board committee meetings held, and each director’s attendance: Board Audit Remuneration Nominating & Governance Member • • C • • • H 3 2 4 4 4 4 A 6 3 2 6 6 3 6 6 5 6 6 A 3 2 4 4 4 4 Member • •* C* • • •* H 5 3 6 6 1 5 Member • • • • C H 3 4 3 4 4 A 5 3 6 6 1 5 A 3 4 3 4 4 Name M Hammes1 D Harrison2 A Gisle Joosen3 P Lisboa A Lloyd M Nozari4 R Rodriguez S Rowland D Seavers5 N Stein H Wiens6 ____________ H 6 3 2 6 6 3 6 6 5 6 6 ● C * H A 1 2 3 4 5 6 Board Committee member Board Committee chair D Harrison, P Lisboa and H Wiens held the Remuneration Committee chair position during the fiscal year. Number of meetings held during the time the director held office or was a member of the Board committee during the fiscal year. Number of meetings attended during the time the director held office or was a member of the Board committee during the fiscal year. Non-committee members may also attend Board committee meetings from time to time; these attendances are not shown. Effective January 2022, M Hammes is no longer a member of the Remuneration Committee or Nominating and Governance Committee. D Harrison retired as director in November 2021. A Gisle Joosen retired as director at our 2021 Annual General Meeting. M Nozari resigned as director in January 2022. D Seavers resigned as director in March 2022. Effective January 2022, H Wiens is no longer a member of the Remuneration Committee or Nominating and Governance Committee. Company Secretary The Company Secretary is accountable to the Board through the Chair of the Board on all matters relative to the proper functioning of the Board. The Company Secretary is also responsible for ensuring that Board procedures are complied with. All directors have access to the Company Secretary for advice and services. The Board appoints and removes the Company Secretary. The duties required of the Company Secretary include: advising the Board and its committees on governance matters; • • monitoring that Board and committee policy and procedures are followed; • • coordinating the timely completion and dispatch of Board and committee papers; ensuring that the business at Board and committee meetings is accurately captured in the minutes; and helping to organize and facilitate the induction and professional development of directors. • Table of Contents James Hardie 2022 Annual Report on Form 20-F 71 Evaluation of Director Candidates Before appointing a director or nominating a candidate to shareholders for election as a director, the Company typically undertakes background checks, including checks as to the candidate’s education, experience, criminal history, bankruptcy and character. To facilitate shareholders making an informed decision on whether or not to elect or re-elect a director, the Board details in the Notice of Meeting all material information it possesses relevant to the decision. This information includes biographical details, relevant qualifications and experience and the skills they bring to the Board and details of any other material directorships currently held by the candidate as well as the term of office currently served by the director, and if the Board considers that the director is independent. In addition, when a director is being elected for the first time, the following information will be presented in the Notice of Meeting: • material adverse information revealed by the checks the Company has performed about the director; details of any interest, position, association or influence in a material respect; and if the Board considers that the candidate if elected, will qualify as an independent director. • • Agreements with Directors and Senior Executives Each incoming director receives a letter of appointment setting out the key terms and conditions of his or her appointment and the Company’s expectations of them in that role. No benefits are provided to our non-executive directors upon termination of appointment. The Company has executive agreements in place with certain senior executives where it is in the Company’s strategic interest. The letter of appointment includes: • • • • • • • a requirement to disclose directors’ interests and any matters which could affect the director’s independence; the requirement to comply with key corporate policies, including the Company’s Code of Conduct, its Anti-Bribery and Corruption Policy and its Insider Trading policy; the requirement to notify the Company of, or to seek the Company's approval before accepting, any new role that could impact upon the time commitment expected of the directors or give rise to a conflict of interest; the Company’s policy on when directors may seek independent professional advice at the expense of the Company; indemnity and insurance arrangements; ongoing rights of access to corporate information; and ongoing confidentiality obligations. Management Performance Evaluations On an annual basis, the Remuneration Committee, and subsequently the Board, review the performance of the CEO against performance measures approved by the Board and Remuneration Committee. The CEO reviews the performance of each of the CEO’s direct reports throughout the year, assessing their performance against performance measures approved by the Remuneration Committee and the Board and reports to the Board through the Remuneration Committee on the outcome of those reviews annually. Performance evaluations for fiscal year 2022 were conducted in accordance with the process outlined above in April and May 2022. Further details on the assessment criteria for the CEO and other senior executive officers are set out in “Section 1 – Remuneration Report” of this Annual Report. Table of Contents James Hardie 2022 Annual Report on Form 20-F 72 Board & Board Committee's Performance Evaluation The Nominating and Governance Committee oversees the Board and Board committee's evaluation process and makes recommendations to the Board. During fiscal year 2022, the process, which was undertaken in March 2022, involved the completion of purpose-designed surveys by each director and a private discussion between the Chair of the Board and each director, and the results were reviewed and discussed by the Nominating and Governance Committee and the Board. Further, during fiscal year 2022, the Chair of the Nominating and Governance Committee discussed with the Board, the Chair’s performance and contribution to the effectiveness of the Board as well as the performance of each of the Board committees. The Board also has responsibility for overseeing and evaluating the Nominating and Governance Committee. Workplace Diversity James Hardie is fully committed to becoming an inclusive and globally diverse workplace, free from any form of discrimination, prejudice, inequality or injustice, with a workforce that reflects the communities we operate in and the markets we serve. We believe fostering an environment where employees have a sense of belonging, feel comfortable and are able to do their best work, is part of our overall commitment to employee wellbeing. We recognize the value of the diverse perspectives, experiences, skills and capabilities of our global team and expect each of our employees will always be treated with respect whether in the plant, office or at a customer / vendor site and unequivocally reject any form of intolerance. The Workplace Diversity Policy, which is located on the Company’s investor relations website (ir.jameshardie.com.au), applies to all individuals recruited or employed by the Company and reflects the organization’s inclusive view of diversity, which embraces individual differences related to race, gender, age, national origin, religion, sexual orientation or disability. The Board, with assistance from management, is responsible for approving and monitoring the Company’s diversity policy and measurable objectives in the context of the Company’s unique circumstances and industry. The Board assesses the policy and objectives annually and the Company’s progress in achieving them. The Board has delegated responsibility to the Nominating and Governance Committee for monitoring the effectiveness of this policy to the extent it relates to diversity of the Board’s composition, senior leadership, management, and the organization as a whole and for reviewing and recommending any updates to this policy, as deemed necessary. Table of Contents James Hardie 2022 Annual Report on Form 20-F 73 Details of diversity composition across various levels of the organization at the end of fiscal year 2022 are set out below: Level James Hardie Board1 US BUSINESS 2 Senior leadership positions3 All management positions Total workforce NON-US BUSINESSES 4 Senior leadership positions3 All management positions Total workforce ____________ Percentage of female employees 43% (3 of 7) Percentage of employees with diversity characteristics 43% (3 of 7) 22% (42 of 191) 18% (83 of 454) 36% (68 of 191) 35% (159 of 454) 14% (486 of 3,542) 43% (1,532 of 3,542) 17% (8 of 48) 19% (62 of 319) 17% (338 of 2,046) 1 2 3 4 Includes gender and race diversity characteristics for the Board. CEO is reported with US Business Senior leadership positions. Includes US employees with diversity characteristics including gender, race or national origin. Senior Leaders are defined as individuals at senior manager and director level and above who participate in the Company and Individual Performance (CIP) Plan (collectively known as the Short-Term Incentive Plans). Race/national origin diversity characteristics vary between countries and are therefore not captured in aggregate for Non-US businesses. The Board has a goal to maintain: diversity characteristics in excess of 30%; and • • women more than 20% among Senior Leadership positions. Table of Contents James Hardie 2022 Annual Report on Form 20-F 74 Regarding the Company’s senior leadership, management, and the organization, the following table outlines the organization’s five primary objectives in promoting diversity during fiscal year 2022, the actions in place or undertaken to achieve these objectives, the progress made against these objectives during fiscal year 2022 and the fiscal year 2023 plans. Objectives To promote a culture of inclusion and diversity (which includes ethnicity, gender, skills, experience, and other elements that reflect a broad representation of individuals with various backgrounds). FY22 Actions and Outcomes • Continued to develop and expand our global inclusion and diversity programs. Objectives are to align and refine our culture, define employee value proposition, grow and develop talent, and improve our hiring processes. Introduced and launched new Employee Resource Group in North America for Asian American employees. • • Our new North American Headquarters have a “mother’s/ wellness room” with appropriate accommodations and refrigeration for lactating working mothers. • An employee engagement survey was launched, and results reviewed with eye towards development of programs and initiatives to improve engagement, support diversity and further enhance our culture. • Asia Pacific region will be implementing localized specific country plans for inclusion and diversity with a focus on education across the three countries. Install new locker rooms in Wijchen Netherlands plant as gender diversity at facility has progressed. • FY23 Plans • Continue to develop and expand our global inclusion and diversity programs. Objectives are to align and refine our culture, define employee value proposition, grow, and develop talent, and improve our hiring processes. • Continue to use tools like engagement and/or pulse surveys to development of programs and initiatives to improve engagement, support diversity and further enhance our culture. • Asia Pacific introduced its first Employee Resource Group ("ERG") specifically for women with a second ERG in the planning. A calendar of events is in place recognizing days of cultural importance across Asia Pacific. To ensure that recruitment and selection processes are based on merit. • Continued showcasing diverse talent on LinkedIn and other recruiting platforms to attract more diverse talent into the organization. • North America’s EDP hired 23 individuals for FY23’s class, eleven of whom (48%) were either female and/or diverse. • As of the end of FY22 total new hires in North America were 14% female, with 42 out of 191 (22%) open Leadership roles filled by women. • Results for North America’s Engineering Development • Continue showcasing diverse talent on LinkedIn and other recruiting platforms to attract more diverse talent into the organization. Program ("EDP") recruits, 10 out of 28 (35%) hires were either female and/or diverse. • Recruitment of diverse candidates for management roles will continue to be a focus across all global locations including requirements to have diverse candidates interview as part of each leadership opening globally. • Require our temporary employee agency partners in APAC to have a diverse and balanced shortlist for all roles in their service contract. • Across APAC 38% of all new salaried hires in FY22 were • women. Introduced a scholarship program for high school students local to our operations in North America with diversity characteristics as one of the selection criteria to create a pipeline of local talent for our organization. • The expectation is that all slates of candidates for positions manager and above are diverse (race and gender). • Recruitment of diverse candidates for management roles will continue to be a focus across all global locations including requirements to have diverse candidates interview as part of each leadership opening globally. • Require our temporary employee agency partners in APAC to have a diverse and balanced shortlist for all roles in their service contract. • Continue the scholarship program for high school students local to our operations in North America with diversity characteristics as one of the selection criteria, to create a pipeline of local talent for our organization. To provide talent management and development opportunities which provide equal opportunities for all current employees. • Conducted global talent and organizational review • Continue the global talent and organizational • • processes, including succession planning throughout the organization including levels below senior leadership. Introduce employee development opportunities for corporate and office staff according to balanced gender ratio in Europe. Introduce a women’s network in Europe and APAC, including outside speakers, development, and networking opportunities. review processes, including succession planning throughout the organization including levels below senior leadership. • APAC Women’s network introduced with an event on International Woman’s Day and the next event is planned for May. Table of Contents James Hardie 2022 Annual Report on Form 20-F 75 Objectives To reward and remunerate employees fairly across the globe. FY22 Actions and Outcomes • Launched a global job structure and market-based pay review to standardize job levels and job titles across the organization. Review includes evaluating compensation and incentive levels to ensure we are competitive with the local markets where we operate. • Asia Pacific will extend the Workplace Gender Equity Agency ("WEGA") gender pay review and analysis across all countries to identify any gender pay gaps and establish an action plan to address any issues identified. FY23 Plans • Complete the global job structure and market- based pay review to standardize job levels and job titles across the organization. Review will include evaluating compensation and incentive levels to ensure we are competitive with the local markets where we operate. • Global focus on employee well-being (physical, financial, emotional, and social). Continue to promote & expand local programs as needed. Review regional best practice & programs that could be expanded globally. To provide flexible work practices across the globe. Introduce and implement new and updated paid time off, family, and parental leave programs in North America. • Flexible working arrangements will continue to be offered across all global locations post- COVID as job requirements allow and continue to be discussed with employees throughout the organization. • Improve part time employment opportunities within and • across certain roles in Europe. • Review and update the APAC Hardie Families Policy as it has been in place for 24 months. • Flexible working arrangements and pandemic pay were offered across all global locations as job requirements allowed due to COVID-19 and continue to be discussed with employees throughout the organization. • Paid Time-Off (PTO), family and parental leave programs were reviewed and evaluated in North America, with updated program proposed to better align with market and current best practices in FY22. • In Asia Pacific, developed and launched Hardie Flex, a policy and guidelines to allow for flexible working arrangements where job requirements allow. • Provided family services and employee assistance to assist in balancing work life for women and emergency cases in Europe. Principle 2: Structure the Board to Add Value Composition of the Board As of the date of this Annual Report, the Board comprises five non-executive directors and two executive directors (being the Interim CEO and Executive Chair). In accordance with the Company’s Constitution, the Board must have no less than three and not more than twelve directors, with the precise number to be determined by the Board. Director Michael Hammes Harold Wiens Persio Lisboa Anne Lloyd Board tenure 7 February 2007 14 May 2020 Independence Executive Chair Interim Chief Executive Officer and executive director 2 February 2018 4 November 2018 Independent non-executive director Lead independent director Rada Rodriguez 13 November 2018 Independent non-executive director Nigel Stein 14 May 2020 Independent non-executive director Suzanne B Rowland 4 February 2021 Independent non-executive director For additional information on each director, see “Section 1 – Directors, Senior Management and Employees” of this Annual Report. Ms Andrea Gisle Joosen and Mr David Harrison each retired as a non-executive director of the Board on 26 August 2021 and 5 November 2021, respectively. These retirements were in line with the Board’s ongoing succession plan. In addition, Mr Moe Nozari resigned as a non-executive director of the Board Table of Contents James Hardie 2022 Annual Report on Form 20-F 76 on 7 January 2022, Mr Jack Truong was terminated as Chief Executive Officer and Executive Director on 6 January 2022 and Mr Dean Seavers resigned as a non-executive director of the Board on 21 March 2022. Directors may be elected by the Company's shareholders at general meetings or appointed by the Board and elected at the next general meeting if there is a vacancy. A person appointed as a director by the Board must submit him or herself for election at the next AGM. The Board and our shareholders have the right to nominate candidates for the Board. Directors may be dismissed by the Company's shareholders at a general meeting. In accordance with the Company’s Constitution and the ASX Listing Rules, no director (other than the CEO) shall hold office for a continuous period of more than three years without being re-elected by shareholders at an AGM. The Company’s Constitution provides for a classified Board structure and the Board is divided into three classes (excluding the CEO). Upon the expiration of the term of a class of directors at an AGM, each director in that class may, if willing to act and if the Board so recommends, put themselves forward for re-election at that same AGM to serve from the time of re- election until the third AGM following his or her re-election. The Board’s overriding desire is to maximize its effectiveness by appointing the best candidates for vacancies and closely reviewing the performance of directors subject to re-election. Directors are not automatically nominated for re-election. Nomination for re-election is based on a number of factors, including an assessment of their individual performance, independence, tenure, and their skills and experience relative to the needs of the Company. The Nominating and Governance Committee and the Board discuss the performance of each director due to stand for re-election at the next AGM before deciding whether to recommend their re-election. As part of the appointment process, the Nominating and Governance Committee, in consultation with the Board, considers the size and composition of the Board, the current range of skills, competencies and experience and the desired range of skills, as well as Board renewal, succession and diversity plans. The Nominating and Governance Committee identifies suitable candidates, with assistance from an external consultant, where appropriate, and a number of directors meet with those candidates. Prior to the Board selecting the most suitable candidate (based on a recommendation from the Nominating and Governance Committee), the Board, with the assistance of external consultants, conducts appropriate background and reference checks. During fiscal year 2022, the Nominating and Governance Committee continued to execute its forward- looking plan for Board and Committee succession, to ensure orderly succession to key posts (including for the Chair of the Board and the CEO), effective recruitment and smooth onboarding of new members (including any required transition). The plan is under regular review by the Board supported by updates and reports to the Board from the Nominating and Governance Committee. Board changes continued in fiscal year 2022 with the retirement/resignation of four non-executive directors. It is anticipated that during fiscal year 2023, the Board will be renewed with at least two new non-executive directors and a new CEO. Table of Contents James Hardie 2022 Annual Report on Form 20-F 77 Director Independence In accordance with applicable listing standards and its Board and committee charters, the Company requires that a majority of directors on the Board and the Board committees be independent, unless a greater number is required to be independent under the rules and regulations of the ASX, the NYSE or other applicable regulatory body. Additionally, the Company's board and committee charters provide that the Chair of the Board and each committee must also be independent, non-executive directors, except in unusual circumstances. In January 2022, in conjunction with the appointment of Harold Wiens as interim CEO, Mr Hammes was appointed as Executive Chair on an interim basis while the Board undertakes its CEO succession process. With Mr Wiens and Mr Hammes both taking on executive, non-independent responsibilities, Anne Lloyd was also appointed as Lead Independent Director in January 2022. In this role, Ms Lloyd has the responsibility of ensuring proper governance of the Board and the independence and objectivity of the Board in its stewardship of the Company. All directors are expected to bring their independent views and judgment to the Board and Board committees and must declare any potential or actual conflicts of interest. For a director to be considered independent, the Board must determine the director does not have any direct or indirect business or other relationship that could materially interfere with such director’s exercise of independent judgment. In assessing the independence of each director, the Board considers the standards for determining director independence set forth in the ASX Principles and the NYSE Standards and evaluates all potential conflicting relationships on a case-by-case basis, considering the materiality of each potential or actual conflict of interest. During fiscal year 2022, the Board, with the assistance of the Nominating and Governance Committee, undertook an independence assessment of each director. The Board determined that, with the exception of Harold Wiens, as Interim CEO of the Company and Michael Hammes, as Executive Chair of the Company, each of Persio Lisboa, Anne Lloyd, Rada Rodriguez, Suzanne B. Rowland and Nigel Stein is independent. In assessing Mr Wiens' independence, the Board considered his role as interim Chief Executive Officer of the Company from 6 January 2022 to date and determined that Mr Wiens is not independent given the executive nature of his role. In assessing the independence of Mr Hammes, the Board considered his expanded role as Executive Chair of the Company for the period from 6 January 2022 to date, and determined that Mr Hammes is not independent given the executive nature of his role. Director Qualifications and Board Diversity The Board seeks to achieve a mix of skills, experience and expertise to maximize the effectiveness of the Board and utilizes a skills matrix in reviewing Board composition and in succession planning. The following lists the mix of skills, experience and diversity the Board has and is looking to achieve, taking into consideration the strategic objectives of the Company. Table of Contents James Hardie 2022 Annual Report on Form 20-F 78 Key Board Skills and Experience Skill and Experience Executive leadership Definition • Successful business history at a senior executive level, including international business management. Board experience Succession planning • Experience as a non-executive director of a listed company. • Experience in identifying and growing talent to fill leadership and business-critical positions. Strategy • Demonstrable ability to develop and implement successful business strategy. Governance • Experience in overseeing management for the delivery of strategic objectives. • Awareness of global governance practices and trends. • Experience in the identification and resolution of regulatory issues across a wide range of jurisdictions. Financial acumen/ Corporate finance • Experience in financial accounting and reporting and evaluating financial risks and the adequacy of financial controls. • Understanding of key financial drivers of business and corporate finance. • Understanding of capital markets. Risk management • Experience in anticipating, evaluating and managing risks across various countries, regulatory systems or business environments. Global experience • Experience in developing and implementing successful and sustainable operational/ Health, safety and environmental Human resources and executive remuneration governance structures in new geographies and jurisdictions. • Exposure to different political, cultural and regulatory business environments. • Experience in a role with responsibility for the health and safety of employees. • Experience implementing and improving health and safety processes/ management systems. • Experience with social responsibility issues. • Experience leading large, diverse and geographically distributed teams, promoting inclusion and diversity. • Experience in talent management and culture. • Senior executive role or board experience of remuneration frameworks that aim to attract and retain high caliber of executives and other employees. Manufacturing • Senior executive experience or technical experience in the manufacturing sector, including end-to-end supply chain and LEAN Manufacturing. Market experience/ Customer Centricity/Innovation • Experience in next generation insight, digital and customer experience. • Experience in technical innovation and new product development. Commercial Brand Management/ Marketing • Experience in retail industry and merchandise expertise. • Industry knowledge. • Australian market and investor base experience. • Experience in brand building and consumer marketing. • Experience in new products commercialization. The Board regularly reviews its skills matrix to make sure it covers the skills needed to address existing and emerging business and governance issues relevant to the Company. During the year, we identified a number of areas that could be strengthened on the Board, including (i) executive leadership, (ii) financial acumen/corporate finance, and (iii) Australian market and investor base experience. Each of these areas are key considerations as part of the Board renewal process and are aligned with the Company's strategic plan. Information regarding Board diversity can be found in the “Workplace Diversity” section above. Directors must be able to devote a sufficient amount of time to prepare for, and effectively participate in, Board and Board committee meetings. The Nominating and Governance Committee reviews the other Table of Contents James Hardie 2022 Annual Report on Form 20-F 79 commitments of directors annually and otherwise, as required. In fiscal year 2022, the Nominating and Governance Committee noted that Ms Lloyd, who is considered a financial expert by virtue of her qualifications and previous experience, serves on a total of three public company audit committees (including the Company’s Audit Committee). The Board has determined that such simultaneous service does not impair the ability of Ms Lloyd to effectively serve as Chair of the Company’s Audit Committee. Biographical information for each member of the Board, along with the skills, qualifications, experience and relevant expertise for each director, and his or her date and term of appointment, are summarized in the Board biography section of this Annual Report and also appear on the Company’s investor relations website (ir.jameshardie.com.au). Nominating and Governance Committee Director Committee tenure Independence Nigel Stein – Committee Chair 21 October 2020 Independent non-executive director Rada Rodriguez Persio Lisboa 13 November 2018 Independent non-executive director 21 October 2020 Independent non-executive director The Board has established the Nominating and Governance Committee to identify and recommend to the Board individuals qualified to become members of the Board, develop and recommend to the Board a set of corporate governance principles, and perform a leadership role in shaping the Company’s corporate governance policies. The duties and responsibilities of the Nominating and Governance Committee include: • • identifying and recommending to the Board individuals qualified to become directors; overseeing the evaluation of the Board and senior management and formulating succession plans for the CEO, CFO and senior executives; assessing the independence of each director; reviewing the remuneration of directors; reviewing the conduct of the AGM; and performing a leadership role in shaping the Company’s culture and corporate governance policies. • • • • A more complete description of these duties and responsibilities and other Nominating and Governance Committee functions is contained in the Nominating and Governance Committee’s Charter, a copy of which is available on the Company’s investor relations website (ir.jameshardie.com.au). Management Succession Planning The Board, together with the Nominating and Governance Committee, has developed, and periodically reviews with the CEO, management succession plans, policies and procedures for the CEO and certain other members of executive management. Retirement and Tenure Policy The Company does not have a retirement and tenure policy. The length of tenure of individual directors is one of many factors considered by the Board when assessing the independence, performance and contribution of a director, in succession planning, and as part of the Board’s decision-making process when considering whether a director should be recommended by the Board for re-election. Table of Contents James Hardie 2022 Annual Report on Form 20-F 80 Related Party Transactions Other than the compensation arrangements with our executive officers and directors, which are disclosed in “Section 1 – Remuneration Report” of this Annual Report, the Company has not entered into any related party transactions requiring disclosure during fiscal year 2022. Induction and Continuing Development The Company has an induction program for new directors, tailored to their existing skills, knowledge and experience, to position them to discharge their responsibilities effectively and to add value. The program includes an overview of the Company’s governance arrangements and directors’ duties in Ireland, the United States and Australia, plant and market tours to understand the Company’s strategic plans and impart relevant industry knowledge, briefings on the Company’s risk management and control framework, financial results and key risks and issues, and meeting other directors, the CEO and members of management. New directors are also provided with comprehensive orientation materials including relevant corporate documents and policies. The Nominating and Governance Committee regularly assesses whether the directors as a group have the skills, knowledge and experience to deal with new and emerging business and governance issues and professional development is provided for identified gaps. For example, training on key accounting matters is provided through internal and external sources for directors with little accounting skills or knowledge. In addition, the Company regularly schedules time at Board meetings to develop the Board’s understanding of the Company’s operations, regulatory environment and material developments in laws, including updates on topical developments from management and external experts. Board Leadership Structure As discussed above, the Company's Board charter provides that the Chair of the Board will be an independent, non-executive director. However, due to the need for Mr Hammes to provide additional 'operational' assistance to Mr Wiens and the broader executive leadership team while the Company undertakes its CEO succession process, Mr Hammes was appointed as Executive Chair (on an interim basis) in January 2022. In order to ensure proper governance of the Board during this interim period, Ms Lloyd was appointed as Lead Independent Director in January 2022. As the Lead Independent Director, Ms Lloyd is involved in, amongst other things, leading executive session discussions of the independent directors, briefing Mr Hammes on issues arising in executive sessions of the independent directors, acting as a liaison between Mr Hammes and Mr Wiens and the independent directors of the Board on key issues and collaborating with Mr Hammes on Board and committee agendas. While the Board continues to believe that the role of Board Chair should be held by an independent, non-executive director, due to the extraordinary nature of the leadership changes that occurred during fiscal year 2022, the Board believes that its current governance structure is best positioned to allow the Board to provide independent oversight and stewardship of the Company, while also maintaining a high functioning management team focused on promoting the Company's continued operational excellence and long-term growth. Remuneration For a detailed discussion of the Company’s remuneration policies for directors and executives, and the link between remuneration and overall corporate performance, see “Section 1 – Remuneration Report” of this Annual Report. Table of Contents James Hardie 2022 Annual Report on Form 20-F 81 Board Accumulation Guidelines Non-executive directors are encouraged to accumulate up to 1.5 times (and 2 times for the Chair of the Board) the base Board member fee in the Company’s shares (either personally, in the name of their spouse, or through a personal superannuation or pension plan) over a reasonable time following their appointment. The Nominating and Governance Committee reviews the guidelines and non-executive directors’ shareholdings on a periodic basis. Details of the Company's Non-Executive Director Equity Plan are set out in “Section 1 – Remuneration Report” of this Annual Report. Independent Advice and Access to Information In addition to their access to the Company Secretary and senior management, the Board, the Board committees and individual directors may all seek independent professional advice at the Company’s expense for the proper performance of their duties. Indemnification The Company’s Constitution provides for indemnification of any person who is (or who was) a director, the Company Secretary, or an employee or any other person deemed by the Board to be an agent of the Company, who suffers any loss as a result of any action in discharge of their duties, in the absence of a willful act or default and subject to the provisions of the Irish Companies Acts. The Company and certain of its subsidiaries have provided Deeds of Access, Insurance and Indemnity to directors and executives who are directors or officers of the Company or its subsidiaries. Principle 3: Instill a culture of acting lawfully, ethically and responsibly The Company’s values and leadership behaviors are integral to our business and express the standards and behaviors expected of directors, senior executives and employees: Thrive on Competition – we will execute our business strategy by never accepting the status quo and continuously striving to be better than we were yesterday; Build on Organizational Advantage – we will win by recruiting, engaging and developing the right people through a culture that promotes innovation, high performance and growth; Embrace Step Change – we will seek and support opportunities that drive toward the Company Mission by deviating from established practices; Operate with Respect – we will behave with professionalism and regard toward our internal and external stakeholders, fostering a diverse environment of candid communication and ideas. Global Code of Business Conduct The Company seeks to maintain high standards of integrity and is committed to ensuring that the Company conducts its business in accordance with high standards of ethical behavior. The Company requires its employees to comply with both the spirit and the letter of all laws and other statutory requirements governing the conduct of the Company’s activities in each country in which the Company operates. The Company has adopted a Global Code of Business Conduct (the “Code of Conduct”) which applies to all of the Company’s employees and directors. The Code of Conduct covers many aspects of corporate policy and addresses compliance with legal and other responsibilities to stakeholders. All directors and employees of the Company worldwide are required to review the Code of Conduct on an annual basis. As part of its oversight functions, the Audit Committee oversees the Code of Conduct and Table of Contents James Hardie 2022 Annual Report on Form 20-F 82 reviews the policy on an annual basis. A copy of the Code of Conduct is available in the Corporate Governance section of the Company’s investor relations website (ir.jameshardie.com.au). The Company did not grant any waivers from the provisions of the Code of Conduct during fiscal year 2022. Complaints/Ethics Hotline The Code of Conduct provides employees with advice about who they should contact if they have information or questions regarding potential violations of the policy. Globally, the Company maintains an ethics hotline operated telephonically by an independent external provider which allows employees to report anonymously any concerns. All Company employees worldwide are reminded annually of the existence of the ethics hotline. All complaints, whether to the ethics hotline or otherwise, are initially reported directly to the General Counsel and Chief Compliance Officer, Employment Counsel, Chief Human Resources Officer and the Director of Internal Audit (except in cases where the complaint refers to one of them). The material complaints are referred immediately to the Chair of the Board and the Audit Committee. Less serious complaints are reported to the Audit Committee on a quarterly basis. Interested parties who have a concern about the Company’s conduct, including accounting, internal accounting controls or audit matters, may communicate directly with the Company’s Chair of the Board, directors as a group, the Chair of the Audit Committee or Audit Committee members. These communications may be confidential or anonymous, and may be submitted in writing to the Company Secretary at the Company’s corporate headquarters or submitted by phone on +1 312 705 6164. All concerns will be forwarded to the appropriate directors for their review and will be simultaneously reviewed and addressed by the Company’s General Counsel, Chief Compliance Officer and Company Secretary in the same way that other concerns are addressed. The Company’s Code of Conduct, which is described above, prohibits any employee from retaliating or taking any adverse action against anyone for raising or helping to resolve a concern about integrity. Insider Trading All directors and employees of the Company are subject to the Company’s Insider Trading Policy. Under the Insider Trading Policy, employees and directors may generally conduct transactions in the Company’s securities during a four week period beginning two days after the announcement of quarterly or full year results, or such other periods as may be designated by the Board provided that such persons are not in possession of material, non-public information. The Insider Trading Policy also contains preclearance requirements for certain designated employees and directors, as well as general prohibitions on hedging activities or selling any shares for short-swing profit. There is a general prohibition on hedging unvested shares, options or RSUs. The Board recognizes that it is the individual responsibility of each director and employee to ensure he or she complies with the Insider Trading Policy and applicable insider trading laws. A copy of the Insider Trading Policy is available on the Company’s investor relations website (ir.jameshardie.com.au). Table of Contents James Hardie 2022 Annual Report on Form 20-F 83 Anti-Bribery and Corruption James Hardie is committed to ensuring a workplace free from bribery and corruption. This zero tolerance is endorsed and supported by senior management and the Board. All employees must comply with the Company's Anti-Bribery and Corruption Policy. All complaints are initially reported directly to the General Counsel and Chief Compliance Officer, Employment Counsel, Chief Human Resources Officer and the Director of Internal Audit (except in cases where the complaint refers to one of them). The material complaints are referred immediately to the Chair of the Board and the Audit Committee. Less serious complaints are reported to the Audit Committee on a quarterly basis. A copy of the Anti-Bribery and Corruption Policy is available on the Company’s investor relations website (ir.jameshardie.com.au). Principle 4: Safeguard Integrity in Corporate Reporting Audit Committee Director Anne Lloyd – Committee Chair Committee tenure 4 November 2018 - 26 August 2019, 1 June 2020; Chair since 7 August 2020 Independence Lead Independent Director Nigel Stein 1 June 2020 Independent non-executive director Suzanne B Rowland 6 February 2021 Independent non-executive director The Board has established the Audit Committee to oversee the adequacy and effectiveness of the Company’s accounting and financial policies and controls. The Audit Committee provides advice and assistance to the Board in fulfilling its responsibilities and, amongst other matters: • • • • • • • overseeing the Company’s financial reporting process and reports on the results of its activities to the Board; reviewing with management and the external auditor the Company’s annual and quarterly financial statements and reports to shareholders; discussing earnings releases as well as information and earnings guidance provided to analysts; reviewing and assessing the Company’s risk management strategy, policies and procedures and the adequacy of the Company’s policies, processes and frameworks for managing risk to include strategic, operational, financial, treasury and IT/cybersecurity risk; exercising general oversight of the appointment and provision of all external audit services to the Company, the remuneration paid to the external auditor, and the performance of the Company’s internal audit function; reviewing the adequacy and effectiveness of the Company’s internal compliance and control procedures; reviewing the Company’s compliance with legal and regulatory requirements; and establishing procedures for complaints regarding accounting, internal accounting controls and auditing matters, including any complaints from whistle-blowers. To ensure the appropriateness and integrity of any periodic corporate records, the Audit Committee also reviews this Annual Report, together with other reports and materials provided to stakeholders, including annual and half-yearly financial statements, quarterly results materials and our Sustainability Report, and recommend them to the Board for approval. This ensures any estimates, judgments and disclosures made by management are materially accurate and balanced. Table of Contents James Hardie 2022 Annual Report on Form 20-F 84 A more complete description of these and other Audit Committee functions is contained in the Audit Committee’s Charter, a copy of which is available on the Company’s investor relations website (ir.jameshardie.com.au). The Audit Committee meets at least quarterly in a separate executive session with the external auditor and internal auditor, respectively. The Chair of the Audit Committee reports to the full Board following each Audit Committee meeting. As part of such report, the Chair of the Audit Committee will inform the Board of any general issues that arise with respect to the quality or integrity of the Company’s financial statements, the Company’s compliance with legal or regulatory requirements, the Company’s risk management framework, the performance and independence of the external auditor, or the performance of the internal audit function. All members of the Audit Committee are financially literate and have sufficient business, industry and financial expertise to act effectively as members of the Audit Committee. In addition, in accordance with the SEC rules, the Nominating and Governance Committee and the Board have determined that Ms Lloyd and Mr Stein qualify as “audit committee financial experts". The skills, qualifications, experience and relevant expertise for each member are summarized in the Board biography section of this Annual Report. Internal Audit The Vice President of Internal Audit heads the internal audit department. It is the role of the internal audit department to provide assurance, independent of management, that the Company’s internal processes, controls and procedures are operating to provide an effective financial reporting and risk management framework. The Internal Audit Charter sets out the independence of the internal audit department, its scope of work, responsibilities, and audit plan. The internal audit department’s work plan is approved annually by the Audit Committee. The Vice President of Internal Audit reports to the Chair of the Audit Committee and meets quarterly with the Audit Committee in executive sessions. External Audit Ernst & Young LLP has served as the Company’s external auditor since fiscal year 2009. The external auditor reviews each quarterly and half-year consolidated financial statements and audits the full year consolidated financial statements. The external auditor attends each meeting of the Audit Committee, including an executive session where members of the Audit Committee are present. The Audit Committee has approved policies to ensure that all non-audit services performed by the external auditor, including the amount of fees payable for those services, receive prior approval. The Audit Committee also reviews the remuneration paid to the external auditor and makes recommendations to the Board regarding the maximum compensation to be paid to the external auditor and concerning their reappointment as external auditor. The lead audit engagement partner is required to rotate every five years. The Audit Committee reviews and approves management representations made to the external auditor as part of the audit of the full year results. Representatives of Ernst & Young LLP are present at each AGM to make a statement if they desire to do so and are available to respond to appropriate questions from shareholders. Table of Contents James Hardie 2022 Annual Report on Form 20-F 85 Management Representations Consistent with applicable SEC rules, the CEO and CFO of the Company have provided the certifications required by Section 302 and 906 of the Sarbanes Oxley Act 2002, which, among other things, certify that to the best of each individual’s knowledge: • • the financial statements, and other financial information included in this Annual Report, fairly present in all material respects the financial condition, results of operations and cash flows of the Company as of, and for, the periods presented in this Annual Report; and this Annual Report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this Annual Report. Principle 5: Make Timely and Balanced Disclosure Continuous Disclosure and Market Communication The Company strives to comply with all relevant disclosure laws and listing rules in Australia (ASIC and ASX) and the United States (SEC and NYSE). The Company’s Continuous Disclosure and Market Communication Policy aims to ensure timely communications so that investors can readily: • • • understand the Company’s strategy and assess the quality of its management; examine the Company’s financial position and the strength of its growth prospects; and receive any news or information that might reasonably be expected to materially affect the price or market for the Company securities. Furthermore, the Company releases any new and substantive investor or analyst presentation on the ASX Market Announcements Platform ahead of the presentation. The CEO is responsible for ensuring the Company complies with its continuous disclosure obligations. A Disclosure Committee comprised of senior management (CEO, CFO, General Counsel and the Vice President – Investor and Media Relations) is responsible for all decisions regarding market disclosure obligations outside of the Company’s normal financial reporting calendar. The Nominating and Governance Committee reviewed the Continuous Disclosure and Market Communication policy and the Audit Committee reviewed the Company’s disclosure practices under the Continuous Disclosure and Market Communication policy during fiscal year 2022. A copy of the Continuous Disclosure and Market Communication policy is available on the Company’s investor relations website (ir.jameshardie.com.au). Principle 6: Respect the Rights of Security Holders Communication The Company is committed to communicating effectively with the Company’s shareholders and engaging them through its dedicated investor relations program that includes: • making management briefings and presentations accessible via a live webcast and/or teleconference following the release of quarterly and annual results; audio webcasts of other management briefings and the annual shareholder meeting; a comprehensive investor relations website that displays all announcements and notices (promptly after they have been cleared by the ASX), major management and investor road show presentations; site visits and briefings on strategy for investment analysts; regular engagement with institutional shareholders to discuss a wide range of governance issues; • • • • Table of Contents James Hardie 2022 Annual Report on Form 20-F 86 • • an email alert service to advise shareholders and other interested parties of announcements and other events; and equality of access for shareholders and investment analysts to briefings, presentations and meetings and equality of media access to the Company, on a reasonable basis. Shareholders can also elect to receive communications from the Company and its share registry, by electronic means. In addition, shareholders can communicate directly with the Company and its registry via the Company’s investor relations website (ir.jameshardie.com.au). Annual General Meeting The 2021 AGM was held in Ireland and shareholders were able to participate in the AGM via teleconference of proceedings. The Company currently anticipates that the 2022 AGM will be held virtually, and shareholders who wish to participate in the meeting, including asking questions about the management of the Company, can do so via teleconference. In addition, shareholders have the opportunity to submit questions to the Company online or by returning the question form enclosed with the Notice of Meeting in advance of the meeting. Questions received from shareholders will be collated and the Chair of the Board will address as many questions as possible at the meeting. Shareholders also have the opportunity to ask questions of the external auditor at the AGM about the conduct of the audit and the preparation of the auditor’s report. Notices of Meeting are accompanied by explanatory notes which provide clear and concise information regarding the business to be transacted at the meeting. Further details regarding the 2022 AGM will be set out in the 2022 AGM Notice of Meeting. This will be available electronically to all shareholders and made available on the Company’s website. Each shareholder (other than an ADS holder) has the right to: attend the AGM virtually, in person or by proxy; speak at the AGM; and exercise voting rights, including at the AGM, subject to their instructions on the Voting Instruction Form. • • • While ADS holders cannot vote directly, ADS holders can direct the voting of their underlying shares through the ADS depositary. At any general meeting, and as provided in the Company’s constitution, a resolution put to the vote of the meeting shall be decided on a poll. Principle 7: Recognize and Manage Risk Risk Management Objectives The Company believes that sound risk management policies, procedures and controls produce a system of risk oversight, risk management and internal control that is fundamental to good corporate governance and compliance and creation of shareholder value. The objective of the Company’s risk management policies, procedures and controls is to ensure that: • • • • the Company’s principal strategic, operational and financial risks are identified and assessed; the Company’s risk appetite for each risk is considered; effective systems are in place to monitor and manage risks; and reporting systems, internal controls and arrangements for monitoring compliance with laws and regulations are adequate. Table of Contents James Hardie 2022 Annual Report on Form 20-F 87 Risk management does not involve avoiding all risks. The Company’s risk management policies seek to strike a balance between ensuring that the Company continues to generate financial returns while simultaneously managing risks appropriately by setting appropriate strategies, objectives, controls and tolerance levels. The Company’s business, operations and financial condition are subject to various risks and uncertainties, including risks related to economic and regulatory concerns. For additional information, see “Section 3 – Risk Factors” of this Annual Report which outlines the significant factors that may adversely affect the Company’s business, operations, financial performance and condition or industry, and information as to how the Company manages a number of these risks. Risk Management Framework The Board and its standing Board committees oversee the Company’s overall strategic direction, including setting risk management strategy, processes, tolerance and parameters. Generally, the Audit Committee is responsible for oversight of the Company’s risk management strategy, policies, procedures and controls. As there is currently no separate Risk Committee at Board level, the Audit Committee reviews, monitors and discusses these matters with the CEO, CFO, General Counsel, Vice President of Internal Audit and other senior business leaders. The Audit Committee, CEO, CFO and General Counsel report periodically to the Board on the Company’s risk management policies, processes and controls. The Audit Committee and the Board review and evaluate the Company’s risk management strategies and processes on an on-going basis throughout the course of each fiscal year. The Audit Committee is supported in its oversight role by the policies put in place by management to oversee and manage material business risks, as well as the roles played by internal risk management committees, as described below, and internal and external audit functions. The internal and external audit functions are separate from and independent of each other and each has a direct reporting line to the Audit Committee. The CEO and the CEO’s direct reports are the primary management forum for risk assessment and management within the Company. Consistent with its oversight functions, the Audit Committee reviewed the Company’s risk management framework and internal controls during fiscal year 2022. As part of the review, information was reported by management to the Audit Committee to enable it to assess the effectiveness of the Company’s risk management and internal control systems. In addition, consistent with the requirements of Section 404 of the Sarbanes-Oxley Act of 2002, during fiscal year 2022, management assessed the effectiveness of the Company’s internal controls over financial reporting and the effectiveness of the Company’s internal control over financial reporting has been audited by Ernst & Young LLP. Based on its assessment, management concluded that the Company’s internal controls over financial reporting were effective as of 31 March 2022. For additional information, see “Section 3 – Controls and Procedures” of this Annual Report. Risk Management Committee in which The Company maintains management level risk committees that focus on operation-related risks in the regions the Company operates and corporate-related risks (the “Risk Management Committees”). The Risk Management Committees comprise a cross-functional group of employees who review and monitor the risks facing the Company from the perspective of their particular business region and area of responsibility. The Risk Management Committee is coordinated by the General Counsel. The Vice President of Internal Audit and the General Counsel also provide quarterly reports to the Audit Committee on key risks and the procedures in place for mitigating them. Table of Contents James Hardie 2022 Annual Report on Form 20-F 88 Financial Statements Disclosure Committee The Financial Statements Disclosure Committee is a management committee comprised of senior finance, accounting, compliance, legal, tax, treasury and investor relations executives in the Company, which meets with the CEO, CFO and General Counsel prior to the Board’s consideration of any quarterly or annual results. The Financial Statements Disclosure Committee is a forum for the CEO, CFO and General Counsel to discuss, and, on the basis of those discussions, report to the Audit Committee, about a range of risk management procedures, policies and controls, covering the draft results materials, business unit financial performance and the current status of legal, tax, treasury, accounting, compliance, internal audit, complaints and disclosure control matters. Policies for Management of Material Business Risks • • • Management has put in place a number of key policies, processes and independent controls to provide assurance as to the integrity of the Company’s systems of internal control and risk management. In addition to the measures described elsewhere in this Annual Report, the more significant policies, processes or controls adopted by the Company for oversight and management of material business risks are: • engagement with members of the Risk Management Committee, at least quarterly, to assess the key strategic, operations, reporting and compliance risks facing the Company, the level of risk and the processes implemented to manage each of these key risks over the upcoming twelve months; quarterly reporting to executive management, the Audit Committee, and annual reporting to the Board, of the Risk Management Committee’s assessment regarding the key strategic, operations, reporting and compliance risks facing the Company; a program for the Audit Committee to review in detail each year the Company’s general risk tolerance and all items identified by the Risk Management Committee as high focus risks; quarterly meetings of the Financial Statements Disclosure Committee to review all quarterly and annual financial statements and results; an internal audit department with a direct reporting line to the Chair of the Audit Committee; regular monitoring of the liquidity and status of the Company’s finance facilities; • • • maintaining an appropriate global insurance program; • maintaining policies and procedures in relation to treasury operations, including the use of financial derivatives and issuing procedures requiring significant capital and recurring expenditure approvals; and implementing and maintaining training programs in relation to legal and regulatory compliance issues such as trade practices/antitrust, insider trading, foreign corrupt practices and anti-bribery, employment law matters, trade secrecy and intellectual property protection. • The Company has a steering committee in place to address matters relating to Environmental, Social and Governance ("ESG"). In July 2021, the Company released its first global sustainability report, Building Sustainable Communities, which outlined its sustainable future, company commitments and significant progress made to date in four key areas: Communities, Environment, Innovation, and Zero Harm. The Company's sustainability strategy, which was formalized in fiscal year 2021, is integrated with its global strategy for value creation and operational performance. In July 2022, the Company intends to publish its FY22 sustainability report. Limitations of Control Systems Due to the inherent limitations in all control systems and the fact that there are resource constraints in the design of any control system, management does not expect that the Company’s internal risk management and control systems will prevent or detect all error and all fraud. No matter how well it is designed and operated, no evaluation of controls can provide absolute assurance that misstatements due Table of Contents James Hardie 2022 Annual Report on Form 20-F 89 to error or fraud will not occur or that all control issues and instances of fraud, if any, within the Company have been detected. The inherent limitations in all control systems include the realities that judgments in decision making can be faulty and that breakdowns can occur because of simple error or mistake. Controls can also be circumvented by the individual acts of some persons, by collusion of two or more people, or by management override of the controls. The design of any system of controls is based in part on certain assumptions about the likelihood of future events, and there can be no assurance that any design will succeed in achieving its stated goals under all potential future conditions. Projections of any evaluation of controls’ effectiveness to future periods are subject to risks. Over time, controls may become inadequate because of changes in conditions or deterioration in the degree of compliance with policies or procedures. Principle 8: Remunerate Fairly and Responsibly Remuneration Committee Director Persio Lisboa – Committee Chair Anne Lloyd Committee tenure 9 August 2018 Chair since 6 January 2022 Independence Independent non-executive director 26 October 2020 Lead Independent Director Rada Rodriguez 21 April 2022 Independent non-executive director Suzanne B Rowland 21 April 2022 Independent non-executive director The Remuneration Committee oversees the Company’s overall remuneration structure, policies and programs, assesses whether the Company’s remuneration structure establishes appropriate incentives for management and employees, and approves any significant changes in the Company’s remuneration structure, policies and programs. Amongst other things, the Remuneration Committee: • administers and makes recommendations on the Company’s incentive compensation and equity- based remuneration plans for senior management; reviews the remuneration framework for the Company; and • • makes recommendations to the Board on the Company’s recruitment, retention and termination policies and procedures for senior management. A more complete description of these and other Remuneration Committee functions is contained in the Remuneration Committee’s Charter, a copy of which is available on the Company’s investor relations website (ir.jameshardie.com.au), and in “Section 1 – Remuneration Report” of this Annual Report. In addition, details of the Company’s remuneration philosophy, policies, plans and procedures during fiscal year 2022 are disclosed in "Section 1 – Remuneration Report" of this Annual Report. Table of Contents James Hardie 2022 Annual Report on Form 20-F 90 SECTION 2 READING THIS REPORT Forward-Looking Statements This Annual Report 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 discontinuance of LIBOR and transition to any other interest rate benchmark; statements regarding the effect and consequences of the COVID-19 public health crisis; 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 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 or housing market conditions in the regions in which we operate, including but not limited to, 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 Table of Contents James Hardie 2022 Annual Report on Form 20-F 91 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 this Annual Report, 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 funding and the effect of currency exchange rate movements on the amount recorded in the Company’s financial statements as an asbestos liability; 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; 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; dependence on residential and commercial construction markets; the effect of adverse changes in climate or weather patterns; use of accounting estimates; risk and uncertainties arising out of the COVID-19 public health crisis, including the impact of COVID-19 on our business, sales, results of operations and financial condition 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. Table of Contents James Hardie 2022 Annual Report on Form 20-F 92 MANAGEMENT’S DISCUSSION AND ANALYSIS The following discussion of our financial condition and results of operations should be read in conjunction with our consolidated financial statements and the related notes, including the accounting policies affecting our financial condition and results of operations, which are fully described in Note 1 to our consolidated financial statements, presented later in this Annual Report. In the following discussion and analysis, we intend to provide management’s explanation of the factors that have affected our financial condition and results of operations for the fiscal years covered by the financial statements included in this Annual Report, as well as management’s assessment of the factors and trends which are anticipated to have a material effect on our financial condition and results of operations in future periods. Our Management's Discussion and Analysis is presented in the following sections and should be read in conjunction with our consolidated financial statements and the related notes, presented later in this Annual Report: • Critical Accounting Estimates • Operating Results • Liquidity and Capital Allocation • Outlook and Trend Information Critical Accounting Estimates As stated in Note 1 to our consolidated financial statements, the preparation of our financial statements requires management to make estimates and judgments that affect the reported amounts of assets and liabilities, the disclosure of contingent liabilities at the date of the financial statements and the reported revenue and expenses during the periods presented therein. We have identified the following most critical accounting policies under which significant judgments, estimates and assumptions are made and where actual results may differ from these estimates under different assumptions and conditions and may materially affect financial results or the financial position reported in future periods: Accounting for the AFFA The amount of the asbestos liability has been recognized by reference to (but not exclusively based upon) the most recent actuarial estimate of projected future cash flows as calculated by KPMG Actuarial (“KPMGA”). Based on their assumptions, KPMGA arrived at a range of possible total future cash flows and calculated a central estimate, which is intended to reflect a probability-weighted expected outcome of those actuarially estimated future cash flows projected by the actuary to occur through 2073. We recognize the asbestos liability in the consolidated financial statements on an undiscounted and uninflated basis. We considered discounting when determining the best estimate under US GAAP. We have recognized the asbestos liability by reference to (but not exclusively based upon) the central estimate as undiscounted on the basis that it is our view that the timing and amounts of such cash flows are not fixed or readily determinable. We considered inflation when determining the best estimate under US GAAP. It is our view that there are material uncertainties in estimating an appropriate rate of inflation over the extended period of the AFFA. We view the undiscounted and uninflated central estimate as the best estimate under US GAAP. Table of Contents James Hardie 2022 Annual Report on Form 20-F 93 Adjustments in the asbestos liability due to changes in the actuarial estimate of projected future cash flows and changes in the estimate of future operating costs of AICF are reflected in the consolidated statements of operations and comprehensive income during the period in which they occur. Claims paid by AICF and claims-handling costs incurred by AICF are treated as reductions in the asbestos liability balances. In estimating the potential financial exposure, KPMGA has made a number of assumptions, including, but not limited to, assumptions related to the peak period of claims, total number of claims that are reasonably estimated to be asserted through 2073, the typical cost of settlement (which is sensitive to, among other factors, the industry in which a plaintiff claims exposure, the alleged disease type, the age of the claimant and the jurisdiction in which the action is brought), the legal costs incurred in the litigation of such claims, the rate of receipt of claims, the settlement strategy in dealing with outstanding claims and the timing of settlements. Changes to the assumptions may be necessary in future periods should mesothelioma claims reporting escalate or decline. An updated actuarial assessment is performed as of 31 March each year. Any changes in the estimate will be reflected as a charge or credit to the consolidated statements of operations for the year then ended. Inventory Inventories are recorded at the lower of cost or net realizable value. In order to determine net realizable value, management regularly reviews inventory quantities on hand and evaluates significant items to determine whether they are excess, slow-moving or obsolete. The estimated value of excess, slow- moving and obsolete inventory is recorded as a reduction to inventory and an expense in cost of sales in the period in which it is identified. This estimate requires management to make judgments about the future demand for inventory and is therefore at risk to change from period to period. If our estimate for the future demand for inventory is greater than actual demand and we fail to reduce manufacturing output accordingly, we could be required to record additional inventory reserves, which would have a negative impact on our gross profit. Accrued Warranty Reserve We have offered, and continue to offer, various warranties on our products. Because our fiber cement products have only been used in North America since the early 1990s, there is a risk that these products will not perform in accordance with our expectations over an extended period of time. A typical warranty program requires that we replace defective products within a specified time period from the date of sale. We record an estimate for future warranty-related costs based on an analysis by us, which includes the historical relationship of warranty costs to installed product at an estimated remediation cost per standard foot. Based on this analysis and other factors, we adjust the amount of our warranty provisions as necessary. Although our warranty costs have historically been within calculated estimates, if our experience is significantly different from our estimates, it could result in the need for additional reserves. Accounting for Income Tax We recognize deferred tax assets and deferred tax liabilities for the expected tax consequences of temporary differences between the tax bases of assets and liabilities and their reported amounts using enacted tax rates in effect for the year in which we expect the differences to reverse. We record a valuation allowance to reduce the deferred tax assets to the amount that we are more likely than not to realize. We must assess whether, and to what extent, we can recover our deferred tax assets. If we cannot satisfy a more-likely-than-not threshold for full or partial recovery, we must increase our income tax expense by recording a valuation allowance against the portion of deferred tax assets that we cannot Table of Contents James Hardie 2022 Annual Report on Form 20-F 94 recover. If facts later indicate that we will be unable to recover all or a portion of our net deferred tax assets, our income tax expense would increase in the period in which we determine that recovery does not meet the more-likely-than-not threshold. We evaluate our uncertain tax positions in accordance with the guidance for accounting for uncertainty in income taxes. Positions taken by an entity in its income tax returns must satisfy a more-likely-than-not recognition threshold, assuming that the positions will be examined by taxing authorities with full knowledge of all relevant information, in order for the positions to be recognized in the consolidated financial statements. Each quarter we evaluate the income tax positions taken, or expected to be taken, to determine whether these positions meet the more-likely-than-not threshold. We are required to make subjective judgments and assumptions regarding our income tax positions and must consider a variety of factors, including the current tax statutes and the current status of audits performed by tax authorities in each tax jurisdiction. To the extent an uncertain tax position is resolved for an amount that varies from the recorded estimated liability, our income tax expense in a given financial statement period could be materially affected. Goodwill and Other Intangible Assets Goodwill is the excess of purchase price over the fair value of tangible and identifiable intangible net assets acquired in various business combinations. Goodwill is not amortized but is tested at the reporting unit level for impairment annually, or more often if indicators of impairment exist. Factors that could cause an impairment in the future could include, but are not limited to, adverse macroeconomic conditions, deterioration in industry or market conditions, decline in revenue and cash flows or increases in costs and capital expenditures compared to projected results. A goodwill impairment charge is recorded for the amount by which the carrying value of the reporting unit exceeds the fair value of the reporting unit. Intangible assets from acquired businesses are recognized at their estimated fair values at the date of acquisition and consist of trademarks, customer relationships and other intangible assets. Finite-lived intangibles are amortized to expense over the applicable useful lives, ranging from 2 to 13 years, based on the nature of the asset and the underlying pattern of economic benefit as reflected by future net cash inflows. We perform an impairment test of intangibles annually, or whenever events or changes in circumstances indicate their carrying value may be impaired. Impairment of Long-Lived Assets Long-lived assets, such as property, plant and equipment, are evaluated each quarter for events or changes in circumstances that indicate that an asset might be impaired because the carrying amount of the asset may not be recoverable. These include, without limitation, a significant adverse change in the extent or manner in which a long-lived asset or asset group is being used, a current period operating or cash flow loss combined with a history of operating or cash flow losses, a projection or forecast that demonstrates continuing losses associated with the use of a long-lived asset or asset group and/or a current expectation that it is more likely than not that a long-lived asset or asset group will be sold or otherwise disposed of significantly before the end of its previously estimated useful life. Identifying these events and changes in circumstances, and assessing their impact on the appropriate valuation of the affected assets requires us to make judgments, assumptions and estimates. When such indicators of potential impairment are identified, recoverability is tested by grouping long-lived assets that are used together and represent the lowest level for which cash flows are identifiable and distinct from the cash flows of other long-lived assets, which is typically at the production line or plant facility level, depending on the type of long-lived asset subject to an impairment review. Table of Contents James Hardie 2022 Annual Report on Form 20-F 95 Recoverability is measured by a comparison of the carrying amount of the asset group to the estimated undiscounted future cash flows expected to be generated by the asset group. If the carrying amount exceeds the estimated undiscounted future cash flows, an impairment charge is recognized at the amount by which the carrying amount exceeds the estimated fair value of the asset group. The methodology used to estimate the fair value of the asset group is typically based on a discounted cash flow analysis or a relative, market-based approach based on purchase offers or appraisals received from third parties, that considers the asset group’s highest and best use that would maximize the value of the asset group. In addition, the estimated fair value of an asset group also considers, to the extent practicable, a market participant’s expectations and assumptions in estimating the fair value of the asset group. If the estimated fair value of the asset group is less than the carrying value, an impairment loss is recognized at an amount equal to the excess of the carrying value over the estimated fair value of the asset group. In estimating the fair value of the asset group, we are required to make certain estimates and assumptions that include forecasting the useful lives of the assets, selecting an appropriate discount rate that reflects the risk inherent in future cash flows, forecasting market demand for our products and recommissioning idle assets to meet anticipated capacity constraints in the future. We have not made any material changes in the accounting methodology we use to assess impairment loss during the past three fiscal years. However, if actual results are not consistent with our estimates and assumptions used in estimating future cash flows and asset fair values, we may be exposed to material impairment losses in future periods. Operating Results Overview James Hardie Industries plc is a world leader in the manufacturing of fiber cement building solutions, and a market leader in fiber gypsum and cement-bonded boards in Europe. Our fiber cement building materials include a wide-range of products for both external and internal use across a broad range of applications. We have four reportable segments: North America Fiber Cement, Asia Pacific Fiber Cement, Europe Building Products and Research and Development. Year ended 31 March 2022 compared to year ended 31 March 2021 Financial Highlights US$ Millions (except per share data) Net sales Gross margin (%) Selling, general and administrative expenses Operating income Operating income margin (%) Net income Earnings per share - basic Earnings per share - diluted FY22 FY21 Change $ 3,614.7 $ 2,908.7 36.3 461.2 682.6 18.9 459.1 $ $ 1.03 $ 1.03 $ 36.2 389.6 472.8 16.3 262.8 0.59 0.59 24% 0.1 pts 18% 44% 2.6 pts 75% Table of Contents James Hardie 2022 Annual Report on Form 20-F 96 Net sales increased 24% to US$3,614.7 million, driven by Price/Mix growth of 10% as we continue to execute our global strategy of driving high value product mix, and volume growth of 14%. Our Price/Mix is the result of 1) enabling our customers to drive an increase in revenue by selling more James Hardie products and, 2) marketing directly to homeowners to create demand for our high value products through our customers. Gross margin increased 0.1 percentage points to 36.3% On a global basis, the shift to driving growth with a high value product mix combined with the continued execution of LEAN, enabled us to absorb high input cost pressures in fiscal year 2022. Selling, general and administrative ("SG&A") expenses increased 18% primarily due to our global strategy to invest significantly in marketing, innovation and talent capabilities, compared to global cost containment actions taken in the prior year. Operating income increased 44% to US$682.6 million primarily due to a 25% increase in gross profit and lower restructuring expenses, partially offset by the 18% increase in SG&A expenses. Our critical strategic initiatives for the next three years remain unchanged and our global management team is committed to continuing to execute on these strategies which include: (1) marketing directly to homeowners to accelerate demand creation, (2) penetrating and driving profitable growth in existing and new segments, especially Repair and Remodel, and (3) commercializing global innovations by expanding into new categories. As part of our global strategic initiatives, we announced the release of the following new products in fiscal year 2022: our Hardie™ Architectural Collection and Hardie® VL Plank in Europe. Our fiscal year 2022 consolidated results delivered strong results and growth above market, as we are continuing to deliver on these stated strategic goals. North America Fiber Cement Segment Operating results for the North America Fiber Cement segment were as follows: US$ Millions unless otherwise noted Volume (mmsf) FY22 FY21 Change 3,112.2 2,713.4 15% Fiber cement net sales Gross profit Gross margin (%) Operating income Operating income margin (%) Restructuring expenses Operating income excluding restructuring expenses Operating income margin (%) excluding restructuring expenses 2,551.3 2,040.2 741.2 29.1 — 741.2 29.1 585.5 28.7 2.5 588.0 28.8 25% 26% 0.3 pts 27% 0.4 pts (100%) 26% 0.3 pts Table of Contents James Hardie 2022 Annual Report on Form 20-F 97 FY22 vs FY21 Net sales increased 25% on the strength of exteriors volume growth of 17% and an increase in our Price/ Mix of 10% resulting from the execution of our strategy to drive a high value product mix combined with our strategic pricing increases during the year. Gross margin increased as a result of the following components: Higher average net sales price Higher production and distribution costs Total percentage point change in gross margin 5.2 pts (4.9 pts) 0.3 pts Higher production and distribution costs resulted from higher input costs, primarily pulp, freight costs and start-up costs related to our Prattville and Summerville plants. SG&A expenses increased 27%, driven by our strategy to market directly to homeowners and strategic investments in growth initiatives, compared to cost containment actions taken in the prior year. As a percentage of sales, SG&A expenses increased 0.1 percentage point. Restructuring expenses of US$2.5 million in the prior year consist solely of severance costs related to a reduction in headcount across the region in order to strategically realign our resources. Operating income margin increased 0.4 percentage points to 29.1%, driven by higher gross margin and lower restructuring expenses. Asia Pacific Fiber Cement Segment The Asia Pacific Fiber Cement segment is comprised of the following regions: (i) Australia; (ii) New Zealand; and (iii) the Philippines. Operating results for the Asia Pacific Fiber Cement segment in US dollars were as follows: US$ Millions unless otherwise noted Volume (mmsf) Fiber cement net sales Gross profit Gross margin (%) Operating income Operating income margin (%) Restructuring expenses Operating income excluding restructuring expenses Operating income margin (%) excluding restructuring expenses FY22 FY21 Change 633.3 574.9 160.8 28.0 — 160.8 28.0 542.0 458.2 124.8 27.2 3.4 128.2 28.0 17% 25% 29% 0.9 pts 29% 0.8 pts (100%) 25% — pts Table of Contents James Hardie 2022 Annual Report on Form 20-F 98 Operating results for the Asia Pacific Fiber Cement segment in Australian dollars were as follows: A$ Millions unless otherwise noted Volume (mmsf) Fiber cement net sales Gross profit Gross margin (%) Operating income Operating income margin (%) Restructuring expenses Operating income excluding restructuring expenses Operating income margin (%) excluding restructuring expenses FY22 vs FY21 (A$) FY22 FY21 Change 633.3 777.7 217.4 28.0 — 217.4 28.0 542.0 635.2 172.4 27.2 4.9 177.3 28.0 17% 22% 26% 0.9 pts 26% 0.8 pts (100%) 23% — pts Net sales increased 22%, driven by volume growth of 17% and Price/Mix growth of 5%. All three regions experienced strong volume growth, compared to lower volumes in the prior year due to the COVID-19 government enforced lockdowns in the Philippines and New Zealand. The 5% growth in Price/Mix was driven by our execution of our high value product mix strategy in Australia and New Zealand where Price/ Mix increased 10%. This was offset by geographic mix, as a higher proportion of our sales were in the Philippines which has a lower average net sales price. Volumes in the Philippines increased 28%. The increase in gross margin can be attributed to the following components: Higher average net sales price Higher production and distribution costs Total percentage point change in gross margin 2.8 pts (1.9 pts) 0.9 pts Higher production and distribution costs were driven by higher input costs, and higher manufacturing costs related to producing a high value product mix. This increase was partially offset by favorable plant performance including LEAN manufacturing savings in Australia, the efficiencies realized from shifting to an import model for the New Zealand region and a higher proportion of sales in the Philippines which have a lower cost. SG&A expenses increased 36%, primarily driven by higher marketing expenses and our investment in additional headcount to drive growth. As a percentage of sales, SG&A expenses increased 0.9 percentage points. In the prior year, restructuring expenses of A$4.9 million consist solely of severance costs, primarily associated with our strategic decision to shift our New Zealand regional production to our two Australia based plants, and a reduction in headcount across the region to realign our resources. Operating income margin of 28.0% represents an increase of 0.8 percentage points, primarily driven by higher gross margin and lower restructuring expenses, partially offset by higher SG&A expenses as a percentage of sales. Table of Contents James Hardie 2022 Annual Report on Form 20-F 99 Europe Building Products Segment The Europe Building Products segment is comprised of: (i) Europe Fiber Cement and (ii) Europe Fiber Gypsum. Operating results for the Europe Building Products segment in US dollars were as follows: US$ Millions unless otherwise noted Volume (mmsf) Fiber cement net sales Fiber gypsum net sales1 Net sales Gross profit Gross margin (%) Operating income Operating income margin (%) Restructuring expenses Operating income excluding restructuring expenses Operating income margin (%) excluding restructuring expenses ____________ 1 Also includes cement bonded board net sales. FY22 FY21 Change 952.6 76.3 412.2 488.5 62.9 12.9 — 62.9 12.9 876.0 55.3 355.0 410.3 37.6 9.2 5.1 42.7 10.4 9% 38% 16% 19% 13% (1.5 pts) 67% 3.7 pts (100%) 47% 2.5 pts Operating results for the Europe Building Products segment in Euros were as follows: € Millions unless otherwise noted Volume (mmsf) Fiber cement net sales Fiber gypsum net sales1 Net sales Gross profit Gross margin (%) Operating income Operating income margin (%) Restructuring expenses Operating income excluding restructuring expenses Operating income margin (%) excluding restructuring expenses ____________ 1 Also includes cement bonded board net sales. FY22 vs FY21 (€) FY22 FY21 Change 952.6 65.6 354.9 420.5 54.2 12.9 — 54.2 12.9 876.0 47.2 303.4 350.6 31.4 9.2 4.5 35.9 10.4 9% 39% 17% 20% 14% (1.5 pts) 73% 3.7 pts (100%) 51% 2.5 pts Net sales increased 20%, driven by increases in fiber cement and fiber gypsum of 39% and 17%, respectively. The increase in net sales is attributed to our continued execution of our push/pull strategy, Table of Contents James Hardie 2022 Annual Report on Form 20-F 100 the introduction of our new Hardie® VL Plank product and low volumes in Q1 of the prior year resulting from the COVID-19 government enforced shutdowns in the UK and France. Price/Mix increased 11%, due to our shift to a higher value mix in both our fiber cement and fiber gypsum product lines. The decrease in gross margin is attributed to the following components: Higher average net sales price Higher production and distribution costs Total percentage point change in gross margin 5.0 pts (6.5 pts) (1.5 pts) Higher production and distribution costs were driven by higher input costs (primarily energy, paper and packaging costs). The unfavorable impact of energy costs, mainly related to the hyperinflation in natural gas, was approximately €9.4 million. SG&A expenses decreased from prior year primarily due to the favorable impact of reversing a bad debt allowance, and a focus to moderate spending to neutralize the higher energy costs. These decreases more than offset our spend related to our growth initiatives, including talent and marketing. As a percentage of sales, SG&A expenses decreased 3.9 percentage points. In the prior year, restructuring expenses of €4.5 million consist solely of severance costs, primarily associated with the reduction of headcount across the region to strategically realign our resources. Operating income margin of 12.9% increased 3.7 percentage points, driven by the 14% increase in gross profit, lower SG&A expenses as a percentage of sales and lower restructuring expenses. General Corporate Results for General Corporate were as follows: US$ Millions General Corporate SG&A expenses Asbestos: Asbestos adjustments loss AICF SG&A expenses General Corporate costs FY22 FY21 Change % $ $ 114.9 $ 131.7 1.3 247.9 $ 101.1 143.9 1.2 246.2 14 (8) 8 1 General Corporate SG&A expenses increased US$13.8 million primarily due to legal reserves recorded in the fourth quarter, investment in global growth initiatives, including talent and marketing investments, partially offset by lower stock compensation expenses. Asbestos adjustments primarily reflect the annual actuarial adjustment recorded in line with KPMGA's actuarial report, as well as the non-cash foreign exchange re-measurement impact on asbestos related balance sheet items, driven by the change in the AUD/USD spot exchange rate from the beginning balance sheet date to the ending balance sheet date, for each respective period. In addition, these amounts are partially offset by gains and losses on foreign currency forward contracts related to future AICF payments. Table of Contents James Hardie 2022 Annual Report on Form 20-F 101 The AUD/USD spot exchange rates are shown in the table below: FY22 FY21 31 March 2021 31 March 2022 Change ($) Change (%) 0.7601 31 March 2020 0.7482 31 March 2021 (0.0119) Change ($) (2) Change (%) 0.6177 0.7601 0.1424 23 Asbestos adjustments recorded by the Company were made up of the following components: US$ Millions Change in estimates Effect of foreign exchange on Asbestos net liabilities Loss (gain) on foreign currency forward contracts Other Asbestos adjustments loss $ $ FY22 FY21 140.9 $ (13.2) 5.3 (1.3) 131.7 $ 32.5 123.0 (11.7) 0.1 143.9 The increase in the actuarial adjustment for fiscal year 2022 is due to the annual inflation adjustment, increased claims sizes and expected mesothelioma claims activity. Changes to the assumptions may be necessary in future periods should mesothelioma claims reporting escalate or decline. Potential variation in the estimated peak period of claims has an impact much greater than the other assumptions used to derive the discounted central estimate. In performing the sensitivity assessment of the estimated incidence pattern reporting for mesothelioma, if the pattern of incidence was shifted by two years, the central estimate could increase by approximately 21% on a discounted basis. Readers are referred to Note 12 to our consolidated financial statements for further information on asbestos. The following is an analysis of claims data for the fiscal years ended 31 March: Claims received Direct claims Cross claims Actuarial estimate for the period Difference in claims received to actuarial estimate Average claim settlement (A$) Actuarial estimate for the period (A$) Difference in claims paid to actuarial estimate FY22 FY21 Change % 555 411 144 573 (18) 314,000 312,000 2,000 545 392 153 624 (79) 248,000 296,000 (48,000) 2 5 (6) (8) 27 5 For the fiscal year ended 31 March 2022, we noted the following related to asbestos-related claims: Total claims received were 3% below actuarial expectations and 2% higher than prior year; • • Mesothelioma claims reported were 1% above actuarial expectations and 3% higher than prior year; • Number of claims settled were 1% below actuarial expectations and 5% below prior year; • Average claim settlement was 1% above actuarial expectations and 27% above prior year; and • Average mesothelioma claim settlement sizes were higher than expected for three of the four age groups for direct claims and lower than expected for all age groups for cross claims. Table of Contents James Hardie 2022 Annual Report on Form 20-F Interest, net US$ Millions Gross interest expense Capitalized interest Interest income Net AICF interest income Interest, net FY22 FY21 Change % $ $ 42.2 $ (1.9) (0.1) (0.9) 39.3 $ 58.0 (9.5) (0.2) (0.5) 47.8 102 (27) (80) (50) 80 (18) Gross interest expense decreased US$15.8 million, primarily due to the redemption of our 2025 senior unsecured notes in the fourth quarter of fiscal year 2021. The decrease in capitalized interest is due to a lower average amount of accumulated capital expansion project spend, primarily due to the commissioning of our Prattville, Alabama plant. Income Tax Expense Income tax expense (US$ Millions) Effective tax rate (%) FY22 FY21 184.0 28.6 149.2 36.2 The effective tax rate decreased 7.6 percentage points, primarily due to Asbestos, partially offset by tax adjustments. Year ended 31 March 2021 compared to year ended 31 March 2020 Readers are referred to the "Management's Discussion and Analysis" in Section 2 our fiscal year 2021 Form 20-F filed with the SEC on 18 May 2021 for comparative analysis relating to fiscal years 2021 and 2020. Liquidity and Capital Allocation Overview Our treasury policy regarding liquidity management, foreign exchange risk management, interest rate risk management and cash management is administered by our treasury department which is centralized in Ireland. The policy is reviewed annually and is designed to ensure that we have sufficient liquidity to support our business activities and meet future business requirements in the countries in which we operate. We aim to mitigate certain risks associated with fluctuations in interest rates and foreign currency. Our strategies to reduce such risks may result in us entering into non-speculative interest rate swaps and foreign currency forward contracts. For a more detailed discussion on our financial instruments, see Note 13 to our consolidated financial statements. For a more detailed discussion on foreign currency exchange rate and interest rate risks, see ‘Quantitative and Qualitative Disclosures About Market Risk’ in Section 3 of this document. Our cash position decreased by US$83.5 million, from US$208.5 million at 31 March 2021 to US$125.0 million at 31 March 2022. Table of Contents James Hardie 2022 Annual Report on Form 20-F 103 Our gross debt balance increased from US$868.3 million at 31 March 2021 to US$886.4 million at 31 March 2022. During the third quarter of fiscal year 2022, we entered into a new US$600.0 million revolving credit facility maturing in December 2026, which replaced the prior revolving credit facility which was set to expire in December 2022. The new facility includes two optional one year extension periods. At 31 March 2022, we had outstanding borrowings of US$40.0 million, and US$7.5 million of issued but undrawn letters of credit and bank guarantees. These letters of credit and bank guarantees relate to various operational matters including insurance, performance bonds and other items, leaving the Company with US$552.5 million of available borrowing capacity under the revolving credit facility. Readers are referred to Note 10 of our 31 March 2022 consolidated financial statements for further information on our borrowings. Sources of Liquidity During fiscal year 2022, we met our liquidity and capital requirements through a mix of external debt facilities, cash reserves and cash flows from operations. These internal and external sources of liquidity were primarily used to fund: • • • • expansion, renovation and maintenance of production capacity; our annual contribution to AICF in accordance with the terms of the AFFA; the payment of a special and ordinary dividend; and our working capital requirements. There are certain restrictions that are either imposed upon us as an Irish plc operating under Irish law, or imposed upon us as a party to the AFFA, which may restrict the ability of subsidiaries to transfer funds to us in the form of cash dividends, loans or advances. For more detailed discussion on these restrictions, see “Section 3 – Risk Factors.” Even with these restrictions, based on our existing cash balances, together with anticipated operating cash flows and unutilized credit facilities, we anticipate we will have sufficient funds to meet our planned working capital and other expected cash requirements for the next twelve months. Table of Contents James Hardie 2022 Annual Report on Form 20-F 104 Cash Flow US$ Millions FY22 FY21 Change Change % Net cash provided by operating activities $ 757.2 $ 786.9 $ (29.7) Net cash used in investing activities Net cash used in financing activities 348.2 449.6 120.4 540.2 227.8 (90.6) (4) 189 (17) Significant sources and uses of cash during fiscal year 2022 included: • Cash provided by operating activities: ◦ Higher net sales and profitability in each of our regions led to net income, adjusted for non- cash items, of US$849.9 million; ◦ Working capital increased by US$1.5 million; and ◦ Asbestos claims paid of US$118.8 million. • Cash used in investing activities: ◦ Capital expenditures of US$257.8 million, including the following capacity expansion projects: Prattville Trim line, Prattville Sheet Machines #3 and #4, Massachusetts ColorPlus® finishing line, the Summerville restart and a deposit on land in Melbourne, Australia; and ◦ AICF net investments of US$88.5 million. • Cash used in financing activities: ◦ Dividend payments of US$484.0 million; ◦ Partially offset by US$40.0 million net drawdowns on our revolving credit facility. The 4% decrease in net cash provided by operating activities is primarily related to the US$64.8 million US Coronavirus Aid, Relief, and Economic Security Act ("CARES Act") tax refund received in the prior year. Capital Expenditures and Lease Obligations Our total capital expenditures for fiscal years 2022 and 2021 were US$257.8 million and US$110.7 million, respectively. We are investing in a transformational global capacity expansion program, including brownfield and greenfield expansions in all three regions. Through the end of fiscal year 2026, we expect to commission the following: North America Trim finishing capacity in Prattville, Alabama • • ColorPlus® finishing capacity in Westfield, Massachusetts • • Sheet Machines #3 and #4 in Prattville, Alabama Fiber Cement greenfield capacity (location TBD) Asia Pacific • • Brownfield expansion in Carole Park, Australia Fiber Cement greenfield capacity in Melbourne, Australia Table of Contents James Hardie 2022 Annual Report on Form 20-F 105 Europe • • Fiber Gypsum brownfield expansion in Orejo, Spain Fiber Cement greenfield capacity (location TBD) Over the next four years we anticipate investing between US$1.6 billion to US$1.8 billion in capital expenditures. Refer to “Section 1 – Property, Plants and Equipment – Capital Expenditures” for further discussion and a listing of our significant capital expenditures in fiscal years 2022 and 2021. Refer to Note 8 of our 31 March 2022 consolidated financial statements for our future lease payments for non-cancellable leases at 31 March 2022. Capital Management We periodically review our capital structure and capital allocation objectives and expect the following capital management focus in the short term: • Preserve and enable strong liquidity position and financial flexibility; • Invest in organic growth: capacity expansion, market driven innovation and marketing directly to the homeowner; • Maintain leverage ratio of 1-2x; and • Return capital to shareholders: ◦ Returned US$309.9 million through special dividend in April 2021; and ◦ Returned US$174.1 million through ordinary half-year dividend in December 2021. AICF Funding We funded US$248.5 million (A$328.2 million) to AICF during fiscal year 2022, as provided under the AFFA. From the time AICF was established in February 2007 through the date of this Annual Report, we have contributed approximately A$1,899.2 million to the fund. In accordance with the terms of the AFFA, the Company anticipates that it will contribute approximately A$157.5 million (US$117.8 million based on the exchange rate at 31 March 2022) to AICF during the fiscal year ending 31 March 2023. Readers are referred to Notes 1 and 12 to our consolidated financial statements for further information on asbestos. Outlook and Trend Information James Hardie continues to assess the impacts and the uncertainties of the COVID-19 pandemic on the geographic locations in which we operate, and the continuing impact of the pandemic on James Hardie’s business and future financial performance still remains uncertain. We expect growth in US residential end markets to continue into fiscal year 2023. A number of external factors will impact underlying demand for our products including, the aging stock of homes, the backlog of homes to be completed, changes in GDP, low levels of unemployment, record home equity, changing consumer preferences, changing interest rates, home prices and new household formation. Internal Table of Contents James Hardie 2022 Annual Report on Form 20-F 106 factors that will impact demand include, new capacity, customer integration, marketing directly to homeowners and new innovations. Our expanded focus for fiscal year 2023 and beyond is to execute on the three strategic initiatives that we introduced in February 2021. This includes 1) Marketing directly to homeowners to create demand, 2) Penetrate and drive profitable growth in existing and new segments and 3) Commercializing global innovations by expanding into new categories. In addition, we continue to focus on extending the James Hardie brand from a premium professional brand into a market-leading consumer brand. We are on or ahead of plan for each of these initiatives. We are the largest fiber cement producer in North America with ten plants. The scale of our operations and manufacturing capabilities improves our position with distributors who continue to experience increased demand for fiber cement products and seek a partner whom can manufacture and deliver the volume required on a timely basis. Our plants are positioned near attractive markets in the United States to help minimize transportation costs for product distribution and raw material sourcing. Input costs including raw materials, labor and freight costs have fluctuated year over year and we are actively engaged in mitigating actions to moderate any future increases. In Australia, it is anticipated that our addressable underlying market will increase in fiscal year 2023 compared to fiscal year 2022. Net sales from our Australian business are expected to trend above the average growth of the domestic repair and remodel and single family detached housing markets in the eastern states of Australia. We expect our Europe Building Product segment to achieve year on year net sales and operating income margin growth. Table of Contents James Hardie Industries plc - Consolidated Financial Statements INDEX Report of Independent Registered Public Accounting Firm (PCAOB ID:42) Consolidated Balance Sheets as of 31 March 2022 and 2021 Consolidated Statements of Operations and Comprehensive Income for the Fiscal Years Ended 31 March 2022, 2021 and 2020 Consolidated Statements of Cash Flows for the Fiscal Years Ended 31 March 2022, 2021 and 2020 Consolidated Statements of Changes in Shareholders’ Equity for the Fiscal Years Ended 31 March 2022, 2021 and 2020 Notes to Consolidated Financial Statements 107 Page 108 110 111 112 113 114 Table of Contents Report of Independent Registered Public Accounting Firm 108 Report of Independent Registered Public Accounting Firm To the Shareholders and the Board of Directors of James Hardie Industries plc Opinion on the Financial Statements We have audited the accompanying consolidated balance sheets of James Hardie Industries plc (the Company) as of 31 March 2022 and 2021, the related consolidated statements of operations and comprehensive income, changes in shareholders' equity and cash flows for each of the three years in the period ended 31 March 2022, and the related notes (collectively referred to as the “consolidated financial statements”). In our opinion, the consolidated financial statements present fairly, in all material respects, the financial position of the Company at 31 March 2022 and 2021, and the results of its operations and its cash flows for each of the three years in the period ended 31 March 2022, in conformity with U.S. generally accepted accounting principles. We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of 31 March 2022, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) and our report dated 17 May 2022 expressed an unqualified opinion thereon. Basis for Opinion These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on the Company’s financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB. We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion. Critical Audit Matter The critical audit matter communicated below is a matter arising from the current period audit of the financial statements that was communicated or required to be communicated to the audit committee and that: (1) relates to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective or complex judgment. The communication of the critical audit matter does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates. Table of Contents Report of Independent Registered Public Accounting Firm 109 Description of the Matter Asbestos Liability Valuation At 31 March 2022, the aggregate asbestos liability was US$1,143.7 million. As disclosed in Note 12 to the consolidated financial statements, the liability relates to an agreement to provide long-term funding to the Asbestos Injuries Compensation Fund (“AICF”), a special purpose fund established to provide compensation of proven Australian-related personal injuries. Auditing management’s estimate of the asbestos liability is challenging because the estimation process is based on actuarial estimates of projected future cash flows which are inherently uncertain. The projected cash flows are complex and use subjective assumptions including the projected number of claims, estimated cost of settlement per claim, inflation rates, legal costs, and timing of receipt of claims and settlements. How We Addressed the Matter in Our Audit We obtained an understanding, evaluated the design and tested the operating effectiveness of the Company's internal controls over the identification of claims, review of calculations performed by the Company’s third-party actuary and management’s review of the use of historical claim data and actuarial assumptions mentioned above to project the future liability. To evaluate the estimate of the asbestos liability, our audit procedures included, among others, testing the underlying claims data used in the calculation to internal and external data on a sample basis. We involved our actuarial specialists to assist in evaluating the methodologies and key assumptions mentioned above to independently develop a range for the asbestos liability and compared that range to management’s recorded liability. We also assessed the adequacy of the related disclosures in the Company’s consolidated financial statements. /s/ Ernst & Young LLP We have served as the Company’s auditor since 2008. Irvine, California 17 May 2022 Table of Contents James Hardie Industries plc - Consolidated Balance Sheets (Millions of US dollars) Assets Current assets: Cash and cash equivalents Restricted cash and cash equivalents Restricted cash and cash equivalents - Asbestos Restricted short-term investments - Asbestos Accounts and other receivables, net Inventories Prepaid expenses and other current assets Insurance receivable - Asbestos Workers’ compensation - Asbestos Total current assets Property, plant and equipment, net Operating lease right-of-use-assets Finance lease right-of-use-assets Goodwill Intangible assets, net Insurance receivable - Asbestos Workers’ compensation - Asbestos Deferred income taxes Deferred income taxes - Asbestos Other assets Total assets Liabilities and Shareholders’ Equity Current liabilities: Accounts payable and accrued liabilities Accrued payroll and employee benefits Operating lease liabilities Finance lease liabilities Accrued product warranties Income taxes payable Asbestos liability Workers’ compensation - Asbestos Dividends payable Other liabilities Total current liabilities Long-term debt Deferred income taxes Operating lease liabilities Finance lease liabilities Accrued product warranties Income taxes payable Asbestos liability Workers’ compensation - Asbestos Other liabilities Total liabilities Commitments and contingencies (Note 14) Shareholders’ equity: Common stock, Euro 0.59 par value, 2.0 billion shares authorized; 445,348,933 shares issued and outstanding at 31 March 2022 and 444,288,874 shares issued and outstanding at 31 March 2021 Additional paid-in capital Retained earnings Accumulated other comprehensive loss Total shareholders’ equity Total liabilities and shareholders’ equity 31 March 2022 31 March 2021 $ 125.0 $ 5.0 141.9 119.7 398.4 279.7 43.2 7.9 3.2 1,124.0 1,457.0 57.8 2.3 199.5 162.8 37.8 18.6 819.2 360.1 4.1 110 208.5 5.0 104.9 26.6 333.2 218.3 38.9 6.6 1.6 943.6 1,372.3 46.4 2.7 209.3 173.9 42.9 20.3 906.8 367.4 3.4 $ $ $ 4,243.2 $ 4,089.0 458.0 $ 116.6 12.5 1.1 6.7 9.5 132.9 3.2 — 29.4 769.9 877.3 86.9 63.1 1.5 31.0 2.3 1,010.8 18.6 48.9 2,910.3 232.1 230.4 892.4 (22.0) 1,332.9 4,243.2 $ 307.0 112.5 7.8 1.0 6.0 6.6 122.2 1.6 303.7 32.7 901.1 858.6 86.3 53.3 1.9 33.6 4.7 1,013.6 20.3 54.8 3,028.2 231.4 224.6 611.4 (6.6) 1,060.8 4,089.0 The accompanying notes are an integral part of these consolidated financial statements. Table of Contents James Hardie Industries plc - Consolidated Statements of Operations and Comprehensive Income 111 (Millions of US dollars, except per share data) Net sales 2022 2021 2020 $ 3,614.7 $ 2,908.7 $ Years Ended 31 March Cost of goods sold Gross profit Selling, general and administrative expenses Research and development expenses Restructuring expenses Asbestos adjustments loss Operating income Interest, net Loss on early debt extinguishment Other expense (income) Income before income taxes Income tax expense Net income Income per share: Basic Diluted Weighted average common shares outstanding (Millions): Basic Diluted Comprehensive income, net of tax: Net income Pension adjustments Currency translation adjustments Comprehensive income 2,301.2 1,313.5 461.2 38.0 — 131.7 682.6 39.3 — 0.2 643.1 184.0 1,857.0 1,051.7 389.6 34.3 11.1 143.9 472.8 47.8 13.1 (0.1) 412.0 149.2 $ $ $ $ $ 459.1 $ 262.8 $ 1.03 $ 1.03 $ 444.9 445.9 0.59 $ 0.59 $ 443.7 445.4 459.1 $ 262.8 $ (0.7) (14.7) (0.4) 55.9 443.7 $ 318.3 $ 2,606.8 1,673.1 933.7 415.8 32.8 84.4 58.2 342.5 54.4 — 0.1 288.0 46.5 241.5 0.55 0.54 442.6 444.1 241.5 0.8 (32.6) 209.7 The accompanying notes are an integral part of these consolidated financial statements. Table of Contents James Hardie Industries plc – Consolidated Statements of Cash Flows 112 (Millions of US dollars) Cash Flows From Operating Activities Net income Adjustments to reconcile net income to net cash provided by operating activities: Years Ended 31 March 2022 2021 2020 $ 459.1 $ 262.8 $ 241.5 Depreciation and amortization Lease expense Deferred income taxes Stock-based compensation Asbestos adjustments loss Excess tax benefits from share-based awards Restructuring expenses Loss on early debt extinguishment Other, net Changes in operating assets and liabilities: Accounts and other receivables Inventories Lease assets and liabilities, net Prepaid expenses and other assets Insurance receivable - Asbestos Accounts payable and accrued liabilities Claims and handling costs paid - Asbestos Income taxes payable Other accrued liabilities Net cash provided by operating activities Cash Flows From Investing Activities Purchases of property, plant and equipment Proceeds from sale of property, plant and equipment Capitalized interest Purchase of restricted short-term investments - Asbestos Proceeds from restricted short-term investments - Asbestos Net cash used in investing activities Cash Flows From Financing Activities Proceeds from credit facilities Repayments of credit facilities Repayment of senior unsecured notes Call redemption premium paid to note holders Debt issuance costs Proceeds from issuance of shares Repayment of finance lease obligations and borrowings Dividends paid Taxes paid related to net share settlement of equity awards Net cash used in financing activities Effects of exchange rate changes on cash and cash equivalents, restricted cash and restricted cash - Asbestos Net (decrease) increase in cash and cash equivalents, restricted cash and restricted cash - Asbestos Cash and cash equivalents, restricted cash and restricted cash - Asbestos at beginning of period Cash and cash equivalents, restricted cash and restricted cash - Asbestos at end of period Non-Cash Investing and Financing Activities Capital expenditures incurred but not yet paid Supplemental Disclosure of Cash Flow Activities Cash paid during the year for interest Cash payment (refund) during the year for income taxes, net Cash paid to AICF 161.8 23.2 49.8 9.0 131.7 (2.4) — — 17.7 (70.9) (64.3) (19.2) (5.7) 8.3 136.7 (118.8) 0.2 41.0 135.0 17.0 85.8 18.0 143.9 (3.5) — 13.1 20.3 46.4 98.7 (19.1) (14.2) 5.8 25.0 (106.4) (14.7) 73.0 757.2 $ 786.9 $ 131.5 18.1 64.0 10.3 58.2 (0.4) 77.4 — 17.2 (118.6) 3.2 (15.6) (2.6) 7.6 45.1 (105.6) (11.0) 30.9 451.2 (257.8) $ — (1.9) (114.6) 26.1 (348.2) $ 390.0 $ (350.0) — — (2.1) 0.3 (1.0) (484.0) (2.8) (449.6) $ (110.7) $ (193.8) 1.6 (9.5) (25.0) 23.2 8.0 (9.5) (75.5) 67.0 (120.4) $ (203.8) — $ (130.0) (400.0) (9.5) — 0.1 (0.8) — — 330.0 (350.0) — — — — (0.4) (158.6) — (540.2) $ (179.0) (5.9) $ 6.3 $ (6.2) (46.5) 318.4 132.6 185.8 62.2 123.6 271.9 $ 318.4 $ 185.8 32.3 $ 18.0 $ 8.3 37.0 $ 92.7 $ 248.5 $ 56.4 $ (3.7) $ 153.3 $ 61.5 52.5 108.9 $ $ $ $ $ $ $ $ $ $ $ The accompanying notes are an integral part of these consolidated financial statements. Table of Contents James Hardie Industries plc – Consolidated Statements of Changes in Shareholders’ Equity 113 (Millions of US dollars) Common Stock Additional Paid-in Capital Retained Earnings Accumulated Other Comprehensive (Loss) Gain Total Balances as of 31 March 2019 $ 230.0 $ 197.6 $ 577.1 $ (30.3) $ Net income Other comprehensive loss Stock-based compensation Adoption of ASU 2016-02 Dividends declared — — 0.6 — — — — 9.7 — — 241.5 — — 0.2 (159.3) — (31.8) — — — Balances as of 31 March 2020 $ 230.6 $ 207.3 $ 659.5 $ (62.1) $ Net income Other comprehensive gain Stock-based compensation Issuance of ordinary shares Dividends declared — — 0.8 — — — — 17.2 0.1 — 262.8 — — — (310.9) — 55.5 — — — 974.4 241.5 (31.8) 10.3 0.2 (159.3) 1,035.3 262.8 55.5 18.0 0.1 (310.9) Balances as of 31 March 2021 $ 231.4 $ 224.6 $ 611.4 $ (6.6) $ 1,060.8 Net income Other comprehensive loss Stock-based compensation Issuance of ordinary shares Dividends declared — — 0.7 — — — — 5.5 0.3 — 459.1 — — — (178.1) — (15.4) — — — 459.1 (15.4) 6.2 0.3 (178.1) Balances as of 31 March 2022 $ 232.1 $ 230.4 $ 892.4 $ (22.0) $ 1,332.9 The accompanying notes are an integral part of these consolidated financial statements. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements 114 1. Organization and Significant Accounting Policies Nature of Operations James Hardie Industries plc ("JHI plc") manufactures and sells fiber cement, fiber gypsum and cement- bonded building products for interior and exterior building construction applications, primarily in the United States, Australia, Europe, New Zealand and the Philippines. Basis of Presentation The consolidated financial statements represent the financial position, results of operations and cash flows of JHI plc and its wholly-owned subsidiaries and variable interest entity (“VIE”). Unless the context indicates otherwise, JHI plc and its direct and indirect wholly-owned subsidiaries and VIE (as of the time relevant to the applicable reference) are collectively referred to as “James Hardie”, the “James Hardie Group” or the “Company”. The consolidated financial statements are prepared in accordance with accounting principles generally accepted in the United States of America (“US GAAP”). All intercompany balances and transactions have been eliminated in consolidation. Summary of Significant Accounting Policies Variable Interest Entities A VIE is an entity that is evaluated for consolidation using more than a simple analysis of voting control. The analysis is based on: (i) what party has the power to direct the most significant activities of the VIE that impact its economic performance; and (ii) what party has rights to receive benefits or is obligated to absorb losses that are significant to the VIE. The analysis of the party that consolidates a VIE is a continual assessment. In February 2007, the Company’s shareholders approved the Amended and Restated Final Funding Agreement (the “AFFA”), an agreement pursuant to which the Company provides long-term funding to Asbestos Injuries Compensation Fund (“AICF”), a special purpose fund that provides compensation for the Australian-related personal injuries for which certain former subsidiary companies of James Hardie in Australia (being Amaca Pty Ltd (“Amaca”), Amaba Pty Ltd (“Amaba”) and ABN 60 Pty Limited (“ABN 60”) (collectively, the “Former James Hardie Companies”)) are found liable. JHI plc owns 100% of James Hardie 117 Pty Ltd (the “Performing Subsidiary”), which, under the terms of the AFFA, has an obligation to make payments to AICF on an annual basis subject to the provisions of the AFFA. JHI plc guarantees the Performing Subsidiary’s obligation. Additionally, the Company appoints three AICF directors and the New South Wales (“NSW”) Government appoints two AICF directors. Although the Company has no ownership interest in AICF, for financial reporting purposes, the Company consolidates AICF, which is a VIE as defined under US GAAP, due to its pecuniary and contractual interests in AICF as a result of the funding arrangements outlined in the AFFA. The Company’s consolidation of AICF results in AICF’s assets and liabilities being recorded on its consolidated balance sheets and AICF’s income and expense transactions being recorded in the consolidated statements of operations and comprehensive income. These items are Australian dollar-denominated and are subject to remeasurement into US dollars at each reporting date. For the fiscal years ended 31 March 2022, 2021 and 2020, the Company did not provide financial or other support to AICF that it was not previously contractually required to provide. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 115 Use of Estimates The preparation of financial statements in conformity with US GAAP requires management to make estimates and assumptions. These estimates and assumptions affect the reported amounts of assets and liabilities and the disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the reporting period. Actual results could differ from these estimates. Foreign Currency Translation/Remeasurement All assets and liabilities are translated or remeasured into US dollars at current exchange rates while revenues and expenses are translated or remeasured at average exchange rates in effect for the period. The effects of foreign currency translation adjustments are included directly in other comprehensive income in shareholders’ equity. Gains and losses arising from foreign currency transactions are recognized in income. The Company has recorded on its balance sheet certain foreign assets and liabilities, including asbestos- related assets and liabilities under the terms of the AFFA, that are denominated in foreign currencies and subject to translation (foreign entities) or remeasurement (AICF entity and Euro denominated debt) into US dollars at each reporting date. Unless otherwise noted, the Company converts foreign currency denominated assets and liabilities into US dollars at the spot rate at the end of the reporting period; while revenues and expenses are converted using an average exchange rate for the period. The Company records gains and losses on its Euro denominated debt which are economically offset by foreign exchange gains and losses on loans between subsidiaries, resulting in a net immaterial translation gain or loss which is recorded in the Selling, general and administrative expenses in the consolidated statements of operations and comprehensive income. Restricted Cash and Cash Equivalents Restricted cash and cash equivalents, other than those amounts directly related to the AICF, generally relate to amounts subject to letters of credit with insurance companies, which restrict the cash from use for general corporate purposes. Accounts Receivable The Company evaluates the collectability of accounts receivable on an ongoing basis based on historical bad debts, customer credit-worthiness, current economic trends and changes in the Company's customer payment activity. An allowance for doubtful accounts is provided for known and estimated bad debts. Although credit losses have historically been within expectations, the Company cannot guarantee that it will continue to experience the same credit loss rates that it has had in the past. Inventories Inventories are valued at the lower of cost or net realizable value. Cost is generally determined under the first-in, first-out method, except that the cost of raw materials and supplies is determined using actual or average costs. Cost includes the costs of materials, labor and applied factory overhead. On a regular basis, the Company evaluates its inventory balances for excess quantities and obsolescence by analyzing demand, inventory on hand, sales levels and other information. Based on these evaluations, inventory costs are adjusted to net realizable value, if necessary. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 116 Property, Plant and Equipment Property, plant and equipment are stated at cost. Property, plant and equipment of businesses acquired are recorded at their estimated fair value at the date of acquisition. Depreciation of property, plant and equipment is computed using the straight-line method over the following estimated useful lives: Buildings Buildings Improvements Leasehold Improvements Machinery and Equipment Leases Years 10 to 50 1 to 40 1 to 40 1 to 30 At lease commencement, which is generally when the Company takes possession of the asset, the Company records a lease liability and a corresponding right-of-use ("ROU") asset. Lease liabilities represent the present value of minimum lease payments over the expected lease term, which includes options to extend the lease when it is reasonably certain those options will be exercised. Determining the lease term and amount of lease payments to include in the calculation of the ROU asset and lease liability for leases containing options requires the use of judgment to determine whether the exercise of an option is reasonably certain, and if the option period and payments should be included in the calculation of the associated ROU asset and liability. In making this determination, the Company considers all relevant economic factors that would compel the Company to exercise an option. The Company’s leases generally do not provide a readily determinable implicit borrowing rate. As such, the discount rate used to calculate present value is the lessee’s incremental borrowing rate, which is primarily based upon the periodic risk-adjusted interest margin and the term of the lease. Minimum lease payments include base rent as well as fixed escalation of rental payments. In determining minimum lease payments, the Company separates non-lease components such as common area maintenance or other miscellaneous expenses that are updated based on landlord estimates for real estate leases. Additionally, many of the Company’s transportation and equipment leases require additional payments based on the underlying usage of the assets such as mileage and maintenance costs. Due to the variable nature of these costs, the cash flows associated with these costs are expensed as incurred and not included in the lease payments used to determine the ROU asset and associated lease liability. ROU assets represent the right to control the use of the leased asset during the lease term and are initially recognized as an amount equal to the lease liability. In addition, prepaid rent, initial direct costs, and adjustments for lease incentives are components of the ROU asset. Over the lease term, the lease expense is amortized on a straight-line basis beginning on the lease commencement date. ROU assets are assessed for impairment as part of the impairment of long-lived assets, which is performed whenever events or changes in circumstances indicate that the carrying amount of an asset or asset group may not be recoverable. A ROU asset and lease liability are not recognized for leases with an initial term of 12 months or less, and the lease expense is recognized on a straight-line basis over the lease term. Depreciation and Amortization The Company records depreciation and amortization under both Cost of goods sold and Selling, general and administrative expenses, depending on the asset’s business use. All depreciation and amortization related to plant building, machinery and equipment is recorded in Cost of goods sold. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 117 Goodwill and Other Intangible Assets Goodwill is the excess of purchase price over the fair value of tangible and identifiable intangible net assets acquired in various business combinations. Goodwill is not amortized but is tested at the reporting unit level for impairment annually, or more often if indicators of impairment exist. Factors that could cause an impairment in the future could include, but are not limited to, adverse macroeconomic conditions, deterioration in industry or market conditions, decline in revenue and cash flows or increases in costs and capital expenditures compared to projected results. A goodwill impairment charge is recorded for the amount by which the carrying value of the reporting unit exceeds the fair value of the reporting unit. Intangible assets from acquired businesses are recognized at their estimated fair values at the date of acquisition and consist of trademarks, customer relationships and other intangible assets. Finite-lived intangibles are amortized to expense over the applicable useful lives, ranging from 2 to 13 years, based on the nature of the asset and the underlying pattern of economic benefit as reflected by future net cash inflows. The Company performs an impairment test of goodwill and intangibles annually, or whenever events or changes in circumstances indicate their carrying value may be impaired. During the third quarter of fiscal year 2022, the Company performed its annual test noting no impairment. Impairment of Long-Lived Assets Long-lived assets, such as property, plant and equipment, are evaluated each quarter for events or changes in circumstances that indicate that an asset might be impaired because the carrying amount of the asset may not be recoverable. These include, without limitation, a significant adverse change in the extent or manner in which a long-lived asset or asset group is being used, a current period operating or cash flow loss combined with a history of operating or cash flow losses, a projection or forecast that demonstrates continuing losses associated with the use of a long-lived asset or asset group and/or a current expectation that it is more likely than not that a long lived asset or asset group will be sold or otherwise disposed of significantly before the end of its previously estimated useful life. When such indicators of potential impairment are identified, recoverability is tested by grouping long-lived assets that are used together and represent the lowest level for which cash flows are identifiable and distinct from the cash flows of other long-lived assets, which is typically at the production line or plant facility level, depending on the type of long-lived asset subject to an impairment review. Recoverability is measured by a comparison of the carrying amount of the asset group to the estimated undiscounted future cash flows expected to be generated by the asset group. If the carrying amount exceeds the estimated undiscounted future cash flows, an impairment charge is recognized at the amount by which the carrying amount exceeds the estimated fair value of the asset group. The methodology used to estimate the fair value of the asset group is based on a discounted cash flow analysis or a relative, market-based approach based on purchase offers or appraisals received from third parties, that considers the asset group’s highest and best use that would maximize the value of the asset group. In addition, the estimated fair value of an asset group also considers, to the extent practicable, a market participant’s expectations and assumptions in estimating the fair value of the asset group. If the estimated fair value of the asset group is less than the carrying value, an impairment loss is recognized at an amount equal to the excess of the carrying value over the estimated fair value of the asset group. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 118 Accrued Product Warranties An accrual for estimated future warranty costs is recorded based on an analysis by the Company, which includes the historical relationship of warranty costs to installed product at an estimated remediation cost per standard foot. Based on this analysis and other factors, the adequacy of the Company’s warranty provision is adjusted as necessary. Debt The Company’s debt consists of senior unsecured notes and an unsecured revolving credit facility. Each of the Company's debt instruments is recorded at cost, net of any original issue discount or premium, where applicable. The related original issue discount, premium and debt issuance costs are amortized over the term of each respective borrowing using the effective interest method. Debt is presented as current if the liability is due to be settled within 12 months after the balance sheet date, unless the Company has the ability and intention to refinance on a long-term basis in accordance with US GAAP. See Fair Value Measurements below and Note 13 for the Company’s fair value considerations. In addition, the Company consolidates AICF which has a loan facility, which is included in Asbestos- related Accounting Policies below. Revenue Recognition The Company recognizes revenues when the requisite performance obligation has been met, that is, when the Company transfers control of its products to customers, which depending on the terms of the underlying contract, is generally upon delivery. The Company records estimated reductions in sales for customer rebates and discounts including volume, promotional, cash and other discounts. Rebates and discounts are recorded based on management’s best estimate when products are sold. The estimates are based on historical experience for similar programs and products. Management reviews these rebates and discounts on an ongoing basis and the related accruals are adjusted, if necessary, as additional information becomes available. A portion of the Company’s revenue is made through distributors under vendor managed inventory agreements whereby revenue is recognized upon the transfer of title and risk of loss to the distributors. Advertising Costs Advertising costs are expensed as incurred and were US$53.7 million, US$27.2 million and US$44.6 million for the fiscal years ended 31 March 2022, 2021 and 2020, respectively. Income Taxes The Company accounts for income taxes under the asset and liability method. Under this method, deferred income taxes are recognized by applying enacted statutory rates applicable to future years to differences between the tax bases and financial reporting amounts of existing assets and liabilities. The effect on deferred taxes of a change in tax rates is recognized in income in the period that includes the enactment date. The realization of the US deferred tax assets is affected primarily by the continued profitability of the US business. A valuation allowance is provided when it is more likely than not that all or some portion of deferred tax assets will not be realized. Income taxes payable represents taxes currently payable which are computed at statutory income tax rates applicable to taxable income derived in each jurisdiction in which the Company conducts business. Interest and penalties related to uncertain tax positions are recognized in Income tax expense on the consolidated statements of operations and comprehensive income. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 119 The Company accrues for tax contingencies based upon its best estimate of the taxes ultimately expected to be paid, which it updates over time as more information becomes available. Such amounts are included in taxes payable or other non-current liabilities, as appropriate. If the Company ultimately determines that payment of these amounts is unnecessary, the Company reverses the liability and recognizes a tax benefit during the period in which the Company determines that the liability is no longer necessary. The Company records additional tax expense in the period in which it determines that the recorded tax liability is less than the ultimate assessment it expects. Taxing authorities from various jurisdictions in which the Company operates are in the process of reviewing and auditing the Company’s respective jurisdictional tax returns for various ranges of years. The Company accrues tax liabilities in connection with ongoing audits and reviews based on knowledge of all relevant facts and circumstances, taking into account existing tax laws, its experience with previous audits and settlements, the status of current tax examinations and how the tax authorities view certain issues. Financial Instruments The Company calculates the fair value of financial instruments and includes this additional information in the notes to the consolidated financial statements. The estimated fair value amounts have been determined by the Company using available market information and appropriate valuation methodologies. However, considerable judgment is required in interpreting market data to develop the estimates of fair value. Accordingly, the estimates presented herein are not necessarily indicative of the amounts that the Company could realize in a current market exchange. The use of different market assumptions and/or estimation methodologies may have a material effect on the estimated fair value amounts. Periodically, forward exchange contracts are used to manage market risks and reduce exposure resulting from fluctuations in foreign currency exchange rates. Changes in the fair value of financial instruments that are not designated as hedges are recorded in earnings within Asbestos adjustments loss, Other expense, net and Selling, general and administrative expenses at each measurement date. The Company does not use derivatives for trading purposes. Fair Value Measurements Assets and liabilities of the Company that are carried or disclosed at fair value are classified in one of the following three categories: Level 1 Quoted market prices in active markets for identical assets and liabilities that the Company has the ability to access at the measurement date; Level 2 Observable market-based inputs or unobservable inputs that are corroborated by market data for the asset or liability at the measurement date; Level 3 Unobservable inputs that are not corroborated by market data used when there is minimal market activity for the asset or liability at the measurement date. Fair value measurements of assets and liabilities are assigned a level within the fair value hierarchy based on the lowest level of any input that is significant to the fair value measurement in its entirety. The carrying amounts of Cash and cash equivalents, Restricted cash and cash equivalents, Trade receivables, Trade payables and the revolving credit facility approximates their respective fair values due to the short-term nature of these instruments. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 120 Stock-based Compensation Stock-based compensation expense represents the estimated fair value of equity-based and liability- classified awards granted to employees and is recognized as an expense over the vesting period. Forfeitures of stock-based awards are accounted for as they occur. Stock-based compensation expense is included in the line item Selling, general and administrative expenses on the consolidated statements of operations and comprehensive income. Equity awards with vesting based solely on a service condition are typically subject to graded vesting, in that the awards outstanding generally vest as follows: 25% at the first anniversary date of the grant; 25% at the second anniversary date of the grant; and 50% at the third anniversary date of the grant. For equity awards subject to graded vesting, the Company has elected to use the accelerated recognition method. Accordingly, each vesting tranche is valued separately, and the recognition of stock-based compensation expense is more heavily weighted earlier in the vesting period. Stock-based compensation expense for equity awards that are subject to performance or market vesting conditions are based upon an estimate of the number of awards that are expected to vest and typically recognized ratably over the vesting period. The Company issues new shares to award recipients when the vesting condition for restricted stock units (“RSUs”) has been satisfied. For RSUs subject to a service vesting condition, the fair value is equal to the market value of the Company’s common stock on the date of grant, adjusted for the fair value of estimated dividends as the restricted stock holder is not entitled to dividends over the vesting period. For RSUs subject to a performance vesting condition, the vesting of these units is subject to a return on capital employed (“ROCE”) performance hurdle being met and is subject to negative discretion by the Board. The Board’s discretion will reflect the Board’s judgment of the quality of the returns balanced against management’s delivery of market share growth and a scorecard of key qualitative and quantitative performance objectives. For RSUs subject to a market vesting condition, the vesting of these units is based on James Hardie’s performance against its Peer Group for the 20 trading days preceding the test date. The fair value of each of these units is estimated using a binomial lattice model that incorporates a Monte Carlo simulation (the “Monte Carlo” method). For cash settled units ("CSUs"), compensation expense is recognized based upon an estimate of the number of awards that are expected to vest and the fair market value of JHI plc’s common stock on the date of the grant. The expense is recognized ratably over the vesting period and the liability is adjusted for subsequent changes in JHI plc’s common stock price at each balance sheet date adjusted for the fair value of estimated dividends as the restricted stock unit holder is not entitled to dividends over the vesting period. Loss Contingencies The Company recognizes a liability for asserted and unasserted claims in the period in which a loss becomes probable and estimable. The amount of a reasonably probable loss is dependent on a number of factors including, without limitation, the specific facts and circumstances unique to each claim, the existence of any co-defendants involved in defending the claim, the solvency of such co-defendants (including the ability of such co-defendants to remain solvent until the related claim is ultimately resolved), and the availability of claimant compensation under a government compensation scheme. To the extent that it is probable and estimable, the estimated loss for these matters, incorporates assumptions that are subject to the foregoing uncertainties and are principally derived from, but not Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 121 exclusively based on, historical claims experience together with facts and circumstances unique to each claim. If the nature and extent of claims in future periods differ from historical claims experience, the Company's assessment of probable and estimable liability with respect to current asserted claims changes and/or actual liability is different to the estimates, then the actual amount of loss may be materially higher or lower than estimated losses accrued. Asbestos-related Accounting Policies Asbestos Liability The amount of the asbestos liability has been recognized by reference to (but not exclusively based upon) the most recent actuarial estimate of projected future cash flows as calculated by KPMG Actuarial (“KPMGA”), who are engaged and appointed by AICF under the terms of the AFFA. Based on their assumptions, KPMGA arrived at a range of possible total future cash flows and calculated a central estimate, which is intended to reflect a probability-weighted expected outcome of those actuarially estimated future cash flows projected by KPMGA to occur through 2073. The Company recognizes the asbestos liability in the consolidated financial statements by reference to (but not exclusively based upon) the undiscounted and uninflated central estimate. The Company considered discounting when determining the best estimate under US GAAP. The Company has recognized the asbestos liability by reference to (but not exclusively based upon) the central estimate as undiscounted on the basis that the timing and amounts of such cash flows are not fixed or readily determinable. The Company considered inflation when determining the best estimate under US GAAP. It is the Company’s view that there are material uncertainties in estimating an appropriate rate of inflation over the extended period of the AFFA. The Company views the undiscounted and uninflated central estimate as the best estimate under US GAAP. Adjustments in the asbestos liability due to changes in the actuarial estimate of projected future cash flows and changes in the estimate of future operating costs of AICF are reflected in the consolidated statements of operations and comprehensive income during the period in which they occur. Claims paid by AICF and claims-handling costs incurred by AICF are treated as reductions in the Asbestos liability balances. Insurance Receivable The insurance receivable recorded by the Company has been recognized by reference to (but not exclusively based upon) the most recent actuarial estimate of recoveries expected from insurance policies and insurance companies with exposure to the asbestos claims, as calculated by KPMGA. The assessment of recoveries is based on the expected pattern of claims against such policies less an allowance for credit risk based on credit agency ratings. The insurance receivable generally includes these cash flows as undiscounted and uninflated, however, where the timing of recoveries has been agreed with the insurer, the receivables are recorded on a discounted basis. The Company records insurance receivables that are deemed probable of being realized. Adjustments in the insurance receivable due to changes in the actuarial estimate, or changes in the Company’s assessment of recoverability are reflected in the consolidated statements of operations and comprehensive income during the period in which they occur. Insurance recoveries are treated as a reduction in the insurance receivable balance. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 122 Workers’ Compensation An estimate of the liability related to workers’ compensation claims is prepared by KPMGA as part of the annual actuarial assessment. This estimate contains two components - amounts that will be met by a workers’ compensation scheme or policy and amounts that will be met by the Former James Hardie Companies. The estimated liability is included as part of the asbestos liability and adjustments to the estimate are reflected in the consolidated statements of operations and comprehensive income during the period in which they occur. Amounts that are expected to be paid by the workers’ compensation schemes or policies are recorded as workers’ compensation receivable. Adjustments to the workers’ compensation liability result in an equal adjustment in the workers’ compensation receivable recorded by the Company and have no effect on the consolidated statements of operations and comprehensive income. Restricted Cash and Cash Equivalents Cash and cash equivalents of AICF are reflected as restricted assets, as the use of these assets is restricted to the settlement of asbestos claims and payment of the operating costs of AICF. Since cash and cash equivalents are highly liquid, the Company classifies these amounts as a current asset on the consolidated balance sheets. Restricted Short-Term Investments Restricted short-term investments of AICF consist of highly liquid investments held in the custody of major financial institutions and are classified as available for sale. These restricted short-term investments are recorded in the financial statements at fair value based on quoted market prices using the specific identification method. Unrealized gains and losses on the fair value of these investments are included as a separate component of Accumulated other comprehensive loss. Realized gains and losses on these investments are recognized in Asbestos adjustments loss on the consolidated statements of operations and comprehensive income. Short-Term Debt AICF has access to a secured loan facility (the “AICF Loan Facility”) made available by the NSW Government, which can be used by AICF to fund the payment of asbestos claims and certain operating and legal costs of AICF and Former James Hardie Companies (together, the “Obligors”). Interest accrues daily on amounts outstanding, is calculated based on a 365-day year and is payable monthly. AICF may, at its discretion, elect to accrue interest payable on amounts outstanding under the AICF Loan Facility on the date interest becomes due and payable. Deferred Income Taxes The Performing Subsidiary can claim a tax deduction for its contributions to AICF over a five-year period commencing in the year the contribution is incurred. Consequently, a deferred tax asset has been recognized equivalent to the anticipated tax benefit over the life of the AFFA. Adjustments are made to the deferred income tax asset as adjustments to the asbestos-related assets and liabilities are recorded. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 123 Asbestos Adjustments loss in loss reflected The Asbestos adjustments the consolidated statements of operations and comprehensive income reflect the net change in the actuarial estimate of the asbestos liability and insurance receivables, and the change in the estimate of AICF claims handling costs. Additionally, as the asbestos-related assets and liabilities are denominated in Australian dollars, the reported values of these asbestos-related assets and liabilities in the Company’s consolidated balance sheets in US dollars are subject to adjustment depending on the closing exchange rate between the two currencies at the balance sheet dates, the effect of which is also included in Asbestos adjustments loss in the consolidated statements of operations and comprehensive income. Further, changes in the fair value of forward exchange contracts entered into to reduce exposure to the change in foreign currency exchange rates associated with AICF payments are recorded in Asbestos adjustments loss. Accounting Pronouncements Adopted in Fiscal Year 2022 In December 2019, the Financial Accounting Standards Board ("FASB") issued Accounting Standards Update ("ASU") No. 2019-12, Income taxes (Topic 740). The amendments in the standard were issued to simplify the accounting for income taxes and were effective for fiscal years and interim periods within those fiscal years, beginning after 15 December 2020 with early adoption permitted. The Company adopted ASU No. 2019-12 starting with the fiscal year beginning 1 April 2021 and the adoption of this standard did not have a material impact on the Company's condensed consolidated financial statements. Earnings Per Share Basic earnings per share ("EPS") is calculated using net income divided by the weighted average number of common shares outstanding during the period. Diluted EPS is similar to basic EPS except that the weighted average number of common shares outstanding is increased to include the number of additional common shares calculated using the treasury method that would have been outstanding if the dilutive potential common shares, such as stock options and RSUs, had been issued. Basic and dilutive common shares outstanding used in determining net income per share are as follows: (Millions of shares) Basic common shares outstanding Dilutive effect of stock awards Diluted common shares outstanding Years Ended 31 March 2022 2021 2020 444.9 1.0 445.9 443.7 1.7 445.4 442.6 1.5 444.1 There were no potential common shares which would be considered anti-dilutive for the fiscal years ended 31 March 2022, 2021 and 2020. Unless they are anti-dilutive, RSUs which vest solely based on continued employment are considered to be outstanding as of their issuance date for purposes of computing diluted EPS and are included in the calculation of diluted EPS using the Treasury Method. Once these RSUs vest, they are included in the basic EPS calculation on a weighted-average basis. RSUs which vest based on performance or market conditions are considered contingent shares. At each reporting date prior to the end of the contingency period, the Company determines the number of contingently issuable shares to include in the diluted EPS calculation, as the number of shares that would be issuable under the terms of the RSU arrangement, if the end of the reporting period were the end of Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 124 the contingency period. Once these RSUs vest, they are included in the basic EPS calculation on a weighted-average basis. Potential common shares of 0.7 million, 0.9 million and 1.5 million for the fiscal years ended 31 March 2022, 2021 and 2020, respectively, have been excluded from the calculation of diluted common shares outstanding as they are considered contingent shares which are not expected to vest. 2. Revenues The following represents the Company's disaggregated revenues: (Millions of US dollars) Fiber cement revenues Fiber gypsum revenues Total revenues (Millions of US dollars) Fiber cement revenues Fiber gypsum revenues Total revenues (Millions of US dollars) Fiber cement revenues Fiber gypsum revenues Other revenues Total revenues Year Ended 31 March 2022 North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Consolidated $ $ 2,551.3 $ 574.9 $ 76.3 $ 3,202.5 — — 412.2 412.2 2,551.3 $ 574.9 $ 488.5 $ 3,614.7 Year Ended 31 March 2021 North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Consolidated $ $ 2,040.2 $ 458.2 $ 55.3 $ 2,553.7 — — 355.0 355.0 2,040.2 $ 458.2 $ 410.3 $ 2,908.7 Year Ended 31 March 2020 North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Other Businesses Consolidated $ 1,816.4 $ 418.4 $ 48.0 $ — $ 2,282.8 — — — — 323.4 — — 0.6 323.4 0.6 $ 1,816.4 $ 418.4 $ 371.4 $ 0.6 $ 2,606.8 The process by which the Company recognizes revenues is similar across each of the Company's reportable segments. Fiber cement and fiber gypsum revenues are primarily generated from the sale of siding and various boards used in external and internal applications, as well as accessories. Fiber gypsum revenues also includes the sale of cement-bonded boards in the Europe Building Products segment. The Company recognizes revenues when the requisite performance obligation has been met, that is, when the Company transfers control of its products to customers, which depending on the terms of the underlying contract, is generally upon delivery. The Company considers shipping and handling activities that it performs as activities to fulfill the sales of its products, with amounts billed for such costs included in net sales and the associated costs incurred for such services recorded in cost of sales, in accordance with the practical expedient provided by Accounting Standards Codification ("ASC") 606. Certain of the Company's customers receive discounts and rebates as sales incentives, amounts which are recorded as a reduction to revenue at the time the revenue is recognized. These amounts are an estimate recorded by the Company based on historical experience and contractual obligations, the underlying assumptions of which are periodically reviewed and adjusted by the Company, as necessary. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 125 The Company’s contracts are generally short-term in nature, generally not exceeding twelve months, with payment terms varying by the type and location of products or services offered; however, the period between invoicing and when payment is due is not significant. 3. Cash and Cash Equivalents, Restricted Cash and Restricted Cash - Asbestos The following table provides a reconciliation of Cash and cash equivalents, Restricted cash and Restricted cash - Asbestos reported within the consolidated balance sheets that sum to the total of the same such amounts shown in the consolidated statements of cash flows: (Millions of US dollars) Cash and cash equivalents Restricted cash Restricted cash - Asbestos Total cash and cash equivalents, restricted cash and restricted cash - Asbestos 4. Accounts and Other Receivables Accounts and other receivables consist of the following components: (Millions of US dollars) Trade receivables Income taxes receivable Other receivables and advances Provision for doubtful trade receivables Total accounts and other receivables 31 March 2022 2021 125.0 $ 5.0 141.9 271.9 $ 208.5 5.0 104.9 318.4 31 March 2022 2021 336.4 $ 29.8 35.6 (3.4) 398.4 $ 296.7 25.4 17.2 (6.1) 333.2 $ $ $ $ The following are changes in the provision for doubtful trade receivables: (Millions of US dollars) Balance at beginning of period Adjustment to provision Write-offs, net of recoveries Balance at end of period 2022 31 March 2021 2020 $ $ 6.1 $ (2.2) (0.5) 3.4 $ 4.4 $ 3.1 (1.4) 6.1 $ 2.9 1.7 (0.2) 4.4 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 126 5. Inventories Inventories consist of the following components: (Millions of US dollars) Finished goods Work-in-process Raw materials and supplies Provision for obsolete finished goods and raw materials Total inventories 6. Goodwill and Other Intangible Assets Goodwill The following are the changes in the carrying value of goodwill: (Millions of US dollars) Balance - 31 March 2020 Foreign exchange impact Balance - 31 March 2021 Foreign exchange impact Balance - 31 March 2022 Intangible Assets 31 March 2022 2021 $ 187.3 $ 149.9 16.2 82.1 (5.9) 279.7 $ 17.9 60.4 (9.9) 218.3 $ Europe Building Products $ $ $ 196.9 12.4 209.3 (9.8) 199.5 The following are the net carrying amount of indefinite lived intangible assets other than goodwill: (Millions of US dollars) Tradenames Other Total 31 March 2022 2021 $ $ 115.0 $ 7.4 122.4 $ 120.6 7.4 128.0 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 127 The following are the net carrying amount of amortizable intangible assets: (Millions of US dollars) Customer Relationships Total (Millions of US dollars) Customer Relationships Other Total Gross Carrying Amount Year Ended 31 March 2022 Accumulated Amortization Net Carrying Amount 52.9 $ 52.9 $ (12.5) $ (12.5) $ 40.4 40.4 Gross Carrying Amount Year Ended 31 March 2021 Accumulated Amortization Net Carrying Amount 55.2 $ 10.9 66.1 $ (9.3) $ (10.9) (20.2) $ 45.9 — 45.9 $ $ $ $ The amortization of intangible assets was US$3.5 million, US$2.6 million and US$3.1 million for the fiscal years ended 31 March 2022, 2021 and 2020, respectively. At 31 March 2022, the estimated future amortization of intangible assets is as follows: Years ended 31 March (Millions of US dollars): 2023 2024 2025 2026 2027 $ $ $ $ $ 4.1 4.4 4.6 4.7 5.0 7. Property, Plant and Equipment Property, plant and equipment consist of the following components: (Millions of US dollars) Land Buildings Machinery and equipment Construction in progress Property, plant and equipment, at cost Less accumulated depreciation Property, plant and equipment, net 31 March 2022 2021 $ $ 83.6 $ 530.6 1,880.0 167.9 2,662.1 (1,205.1) 1,457.0 $ 85.2 512.8 1,775.5 91.8 2,465.3 (1,093.0) 1,372.3 Depreciation expense for the fiscal years ended 31 March 2022, 2021 and 2020 was US$155.6 million, US$129.6 million and US$125.4 million, respectively. The amount of capitalized interest was US$1.9 million and US$9.5 million for the years ended 31 March 2022 and 2021, respectively. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 128 Impairment of Property, Plant & Equipment The Company performs an asset impairment review on a quarterly basis in connection with its assessment of production capabilities and the Company’s ability to meet market demand. The following table summarizes the impairment charges: (Millions of US dollars) North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Charges recorded to Restructuring expenses North America Fiber Cement segment Years Ended 31 March 2021 2020 2022 $ $ 0.4 $ — — 0.4 $ 2.0 $ — — 2.0 $ 44.0 15.0 5.5 64.5 For the fiscal year ended 31 March 2020, impairment charges of US$41.2 million were recorded in the North America Fiber Cement segment. Included in this total is US$12.0 million related to the Company's decision to shut down its Summerville, South Carolina facility. This decision resulted from the potential impact of COVID-19 on future fiber cement sales volume. Assets were grouped and evaluated for impairment at the level for which there are identifiable cash flows, which in the case of the Summerville plant included the manufacturing equipment, land, building and right of use assets. In accordance with the applicable accounting guidance, the Company recorded an impairment charge for the difference between the carrying value of the asset group of US$22.1 million and the fair value, based on a third party appraisal of land and buildings, less costs to sell of US$10.1 million. The remaining impairment charges of US$29.2 million is related to a variety of non-core assets located at four plants across the network which will no longer be used and will be disposed. Due to the unique nature of the non-core fixed assets and the lack of history of selling manufacturing assets, management believes that there will be no future cash flows nor salvage value related to these assets and fully impaired them as of 31 March 2020. Asia Pacific Fiber Cement segment For the fiscal year ended 31 March 2020, the Company recorded impairment charges of US$14.0 million in the Asia Pacific Fiber Cement segment due to the decision to shift to an import sales model rather than continue manufacturing in New Zealand, and US$1.0 million due to its decision to exit the James Hardie Systems business on the determination that it no longer fits within the Company's core business. The US$14.0 million charge relates to the full write-down of most of the machinery and equipment at the Penrose plant and the related excess spare parts which will not be utilized prior to shutdown. All the equipment and spare parts are unique to the Company and have immaterial resale or salvage values. The remaining net book value of the Penrose plant’s assets at 31 March 2020 is US$2.6 million. Europe Building Products segment For the fiscal year ended 31 March 2020, impairment charges of US$5.5 million were recorded in the Europe Building Products segment relating to a variety of non-core assets which no longer provide economic benefit to the Company. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 129 Charges recorded to Cost of goods sold Other impairment charges in the North America Fiber Cement segment related to individual assets totaled US$0.4 million, US$2.0 million and US$2.8 million during fiscal years ended 31 March 2022, 2021 and 2020, respectively. 8. Leases The Company's lease portfolio consists primarily of real estate, forklifts at its manufacturing facilities and a fleet of vehicles primarily for sales representatives. The lease term for all of its leases includes the non- cancellable period of the lease plus any additional periods covered by either an option to extend (or not to terminate) the lease that the Company is reasonably certain to exercise, or an option to extend (or not to terminate) the lease controlled by the lessor. ASC 842 requires a lessee to discount its unpaid lease payments using the interest rate implicit in the lease or, if that rate cannot be readily determined, its incremental borrowing rate. The following table represents the Company's ROU assets and lease liabilities: (Millions of US dollars) Assets: Operating leases, net Finance leases, net Total right-of-use assets Liabilities: Operating leases: Current Non-Current Total operating lease liabilities Finance leases: Current Non-Current Total finance lease liabilities Total lease liabilities 31 March 2022 2021 57.8 $ 2.3 60.1 $ 12.5 $ 63.1 75.6 $ 1.1 $ 1.5 2.6 $ 46.4 2.7 49.1 7.8 53.3 61.1 1.0 1.9 2.9 78.2 $ 64.0 $ $ $ $ $ $ $ Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 130 The following table represents the Company's lease expense: (Millions of US dollars) Operating leases Short-term leases Variable leases Finance leases Interest on lease liabilities Total lease expense Years Ended 31 March 2021 2020 2022 $ $ 21.6 $ 1.7 — 1.0 0.1 24.4 $ 17.0 $ 18.4 2.1 — 0.9 0.1 1.0 0.1 0.3 0.1 20.1 $ 19.9 The weighted-average remaining lease term of the Company's leases is as follows: (In Years) Operating leases Finance leases The weighted-average discount rate of the Company's leases is as follows: Operating leases Finance leases 31 March 2022 2021 8.0 3.2 7.8 3.5 31 March 2022 2021 4.3 % 4.1 % 4.6 % 4.5 % The following are future lease payments for non-cancellable leases at 31 March 2022: Years ended 31 March (Millions of US dollars): 2023 2024 2025 2026 2027 Thereafter Total Less: imputed interest Total lease liabilities Operating Leases Finance Leases Total $ 14.6 $ 1.1 $ 15.7 11.3 9.5 5.7 37.4 0.6 0.5 0.3 — — $ 94.2 $ 2.5 $ $ Supplemental cash flow and other information related to leases were as follows: (Millions of US dollars) Cash paid for amounts included in the measurement of lease liabilities: Operating cash flows used for operating leases $ Operating cash flows used for finance leases Financing cash flows used for finance leases Non-cash ROU assets obtained in exchange for new lease liabilities Non-cash remeasurements reducing ROU assets and lease liabilities Years Ended 31 March 2022 2021 23.8 $ 0.1 1.0 31.8 1.3 15.7 16.3 11.8 9.8 5.7 37.4 96.7 18.5 78.2 19.2 0.1 0.8 26.0 (5.1) Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 131 9. Accounts Payable and Accrued Liabilities Accounts payable and accrued liabilities consist of the following components: (Millions of US dollars) Trade creditors Accrued interest Accrued customer rebates Other creditors and accruals Total accounts payable and accrued liabilities 10. Long-Term Debt (Millions of US dollars) Senior unsecured notes: 31 March 2022 2021 $ $ 273.6 $ 4.6 126.2 53.6 458.0 $ 174.0 4.5 80.0 48.5 307.0 31 March 2022 2021 Principal amount 3.625% notes due 2026 (€400.0 million) $ Principal amount 5.000% notes due 2028 Total Unsecured revolving credit facility Unamortized debt issuance costs: Total Long-term debt $ 446.4 400.0 846.4 40.0 (9.1) 468.3 400.0 868.3 — (9.7) 858.6 $ 877.3 $ Weighted average interest rate of Long-term debt Weighted average term of available Long-term debt 4.2 % 5.0 years 4.3 % 4.5 years Fair value of Senior unsecured notes (Level 1) $ 845.1 $ 904.7 Senior Unsecured Notes 2025 Senior Unsecured Notes On 15 January 2021, the Company redeemed US$400.0 million aggregate principal amount of its 4.750% senior notes due 2025 (the “2025 Notes”) and recorded a loss on early debt extinguishment of US$13.1 million, which included US$9.5 million of call redemption premiums and US$3.6 million of unamortized financing costs associated with these notes. On 18 January 2021, the 2025 Notes were delisted from the Global Exchange Market which is operated by Euronext Dublin. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 132 Unsecured Revolving Credit Facility In December 2021, James Hardie International Finance Designated Activity Company (“JHIF”) and James Hardie Building Products Inc. (“JHBP”), each a wholly-owned subsidiary of JHI plc, entered into a new US$600.0 million revolving credit facility with certain commercial banks and HSBC Bank USA, National Association, as administrative agent. The size of the revolving credit facility may be increased by up to US$250.0 million through the exercise of an accordion option. The revolving credit facility, which will mature in December 2026 and may be extended for two additional one year terms, replaces the prior credit facility agreement of US$500.0 million which was scheduled to mature in December 2022. Debt issuance costs in connection with the revolving credit facility will be amortized as interest expense over the stated term of five years. Borrowings under the revolving credit facility bear interest at per annum rates equal to, at the borrower’s option, either: (i) the London Interbank Offered Rate (“LIBOR”) plus an applicable margin for LIBOR loans; or (ii) a base rate plus an applicable margin for base rate loans. For LIBOR Loans, the applicable margin ranges from 1.25% to 2.00%, and for base rate loans it ranges from 0.25% to 1.00%. Included in the revolving credit facility is a benchmark provision for the migration from LIBOR, which will be in effect no later than June 2023. The Company also pays a commitment fee of between 0.20% and 0.35% on the actual daily amount of the unutilized revolving loans. Guarantees and Compliance The indenture governing the senior unsecured notes contain covenants that, among other things, limit the ability of the guarantors and their restricted subsidiaries to incur liens on assets, make certain restricted payments, engage in certain sale and leaseback transactions and merge or consolidate with or into other companies. These covenants are subject to certain exceptions and qualifications as described in the indenture. At 31 March 2022, the Company was in compliance with all of its requirements under the indenture related to the senior unsecured notes. The senior unsecured notes are guaranteed by JHIGL, JHBP and JHTL, each of which are wholly-owned subsidiaries of JHI plc. The revolving credit facility agreement contains certain covenants that, among other things, restrict JHIGL and its restricted subsidiaries’ ability to incur indebtedness and grant liens other than certain types of permitted indebtedness and permitted liens, make certain restricted payments, and undertake certain types of mergers or consolidations actions. At 31 March 2022, the Company was in compliance with all covenants contained in the revolving credit facility agreement. The revolving credit facility is guaranteed by each of JHIGL and James Hardie Technology Limited ("JHTL"), each of which are wholly-owned subsidiaries of JHI plc. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 133 Off Balance Sheet Arrangements As of 31 March 2022, the Company had a total borrowing base capacity under the revolving credit facility of US$600.0 million with outstanding borrowings of US$40.0 million, and US$7.5 million of issued but undrawn letters of credit and bank guarantees. These letters of credit and bank guarantees relate to various operational matters including insurance, performance bonds and other items, leaving the Company with US$552.5 million of available borrowing capacity under the revolving credit facility. 11. Product Warranties The Company offers various warranties on its products, including a 30-year limited warranty on certain fiber cement siding products in the United States. A typical warranty program requires the Company to replace defective products within a specified time period from the date of sale. It is possible that future warranty costs could differ from those estimates. The following are the changes in the product warranty provision: (Millions of US dollars) Balance at beginning of period Increase in accrual Settlements made in cash or in kind Balance at end of period 12. Asbestos 2022 31 March 2021 2020 $ $ 39.6 $ 1.9 (3.8) 37.7 $ 42.4 $ 2.4 (5.2) 39.6 $ 46.6 0.8 (5.0) 42.4 The AFFA was approved by shareholders in February 2007 to provide long-term funding to AICF. For a discussion of the AFFA and the accounting policies utilized by the Company related to the AFFA and AICF, see Note 1. Asbestos Adjustments loss included The Asbestos adjustments comprehensive income comprise the following: loss in the consolidated statements of operations and (Millions of US dollars) Change in estimates: Change in actuarial estimate - asbestos liability Change in actuarial estimate - insurance receivable Change in estimate - AICF claims-handling costs Subtotal - Change in estimates Effect of foreign exchange on Asbestos net liabilities Loss (gain) on foreign currency forward contracts Other Asbestos adjustments loss Years Ended 31 March 2022 2021 2020 $ $ 145.6 $ (5.3) 0.6 140.9 (13.2) 5.3 (1.3) 131.7 $ 33.0 $ (2.0) 1.5 32.5 123.0 (11.7) 0.1 143.9 $ 133.8 (5.7) (0.1) 128.0 (69.0) (0.8) — 58.2 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 134 Actuarial Study; Claims Estimate AICF commissioned an updated actuarial study of potential asbestos-related liabilities as of 31 March 2022. Based on KPMGA’s assumptions, KPMGA arrived at a range of possible total cash flows and calculated a central estimate, which is intended to reflect a probability-weighted expected outcome of those actuarial estimated future cash flows. The following table sets forth the central estimates, net of insurance recoveries, calculated by KPMGA as of 31 March 2022: (Millions of US and Australian dollars, respectively) Central Estimate – Discounted and Inflated Central Estimate – Undiscounted but Inflated Central Estimate – Undiscounted and Uninflated Year Ended 31 March 2022 US$ A$ 1,213.8 1,499.1 1,040.0 1,622.3 2,003.6 1,389.9 The asbestos liability has been revised to reflect the most recent undiscounted and uninflated actuarial estimate prepared by KPMGA as of 31 March 2022. In estimating the potential financial exposure, KPMGA has made a number of assumptions, including, but not limited to, assumptions related to the peak period of claims, total number of claims that are reasonably estimated to be asserted through 2073, the typical cost of settlement (which is sensitive to, among other factors, the industry in which a plaintiff claims exposure, the alleged disease type, the age of the claimant and the jurisdiction in which the action is brought), the legal costs incurred in the litigation of such claims, the rate of receipt of claims, the settlement strategy in dealing with outstanding claims and the timing of settlements. Changes to the assumptions may be necessary in future periods should mesothelioma claims reporting escalate or decline. Due to inherent uncertainties in the legal and medical environment, the number and timing of future claim notifications and settlements, the recoverability of claims against insurance contracts, and estimates of future trends in average claim awards, as well as the extent to which the above named entities will contribute to the overall settlements, the actual liability could differ materially from that which is currently recorded. The potential range of costs as estimated by KPMGA is affected by a number of variables such as nil settlement rates, peak year of claims, past history of claims numbers, average settlement rates, past history of Australian asbestos-related medical injuries, current number of claims, average defense and plaintiff legal costs, base wage inflation and superimposed inflation. The potential range of losses disclosed includes both asserted and unasserted claims. A sensitivity analysis was performed by KPMGA to determine how the actuarial estimates would change if certain assumptions (i.e., the rate of inflation and superimposed inflation, the average costs of claims and legal fees, and the projected numbers of claims) were different from the assumptions used to determine the central estimates. The sensitivity analysis performed in the actuarial report is directly related to the discounted but inflated central estimate and the undiscounted but inflated central estimate. The actual cost of the liabilities could be outside of that range depending on the results of actual experience relative to the assumptions made. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 135 The following table summarizes the results of the analysis: (Millions of US and Australian dollars, respectively) Discounted (but inflated) - Low Discounted (but inflated) - High Undiscounted (but inflated) - Low Undiscounted (but inflated) - High As of 31 March 2022 US$ A$ 932.8 1,914.8 1,131.5 2,471.2 1,246.7 2,559.1 1,512.2 3,302.8 Potential variation in the estimated peak period of claims has an impact much greater than the other assumptions used to derive the discounted central estimate. In performing the sensitivity assessment of the estimated incidence pattern reporting for mesothelioma, if the pattern of incidence was shifted by two years, the central estimate could increase by approximately 21% on a discounted basis. Claims Data The following table shows the activity related to the numbers of open claims, new claims and closed claims during each of the past five years and the average settlement per settled claim and case closed: Number of open claims at beginning of period Number of new claims Direct claims Cross claims Number of closed claims Number of open claims at end of period 2022 360 411 144 550 365 For the Years Ended 31 March 2021 393 392 153 578 360 2020 332 449 208 596 393 2019 336 430 138 572 332 2018 352 422 140 578 336 Average settlement amount per settled claim Average settlement amount per case closed 1 A$314,000 A$282,000 A$248,000 A$277,000 A$262,000 A$253,000 A$225,000 A$245,000 A$234,000 A$217,000 Average settlement amount per settled claim Average settlement amount per case closed 1 1 The average settlement amount per case closed includes nil settlements. US$232,000 US$208,000 US$178,000 US$162,000 US$189,000 US$191,000 US$196,000 US$167,000 US$171,000 US$168,000 During fiscal year 2022, mesothelioma claims reporting activity was 1% above actuarial expectations and 3% unfavorable compared to the prior corresponding period. Average claim sizes were higher than expectations for direct claims and lower than expectations for cross claims. Net cash outflow was 1% below actuarial expectations. Under the terms of the AFFA, the Company has rights of access to actuarial information produced for AICF by the actuary appointed by AICF, which is currently KPMGA. The Company’s disclosures with respect to claims statistics are subject to it obtaining such information, however, the AFFA does not provide the Company an express right to audit or otherwise require independent verification of such information or the methodologies to be adopted by the approved actuary. As such, the Company relies on the accuracy and completeness of the information provided by AICF to the approved actuary and the resulting information and analysis of the approved actuary when making disclosures with respect to claims statistics. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 136 The following is a detailed rollforward of the Net Unfunded AFFA liability, net of tax, for the fiscal year ended 31 March 2022: (Millions of US dollars) Asbestos Liability Insurance Receivables Restricted Cash and Investments Other Assets and Liabilities Net Unfunded AFFA Liability Deferred Tax Assets Income Tax Payable Net Unfunded AFFA Liability, net of tax Opening Balance - 31 March 2021 $ (1,135.8) $ 49.5 $ 131.5 $ (1.9) $ (956.7) $ 367.4 $ 35.2 $ (554.1) Asbestos claims paid1 Payment received in accordance with AFFA AICF claims-handling costs incurred (paid) AICF operating costs paid - non claims-handling Change in actuarial estimate Change in claims handling cost estimate Impact on deferred income tax due to change in actuarial estimate Insurance recoveries Movement in income tax payable Other movements 117.6 — 1.2 — (145.6) (0.6) — — — — — — — — 5.3 — — (8.3) — — (117.6) 248.5 (1.2) (1.3) — — — 8.3 — — — — — — — — — — — 248.5 — (1.3) (140.3) (0.6) — — — — — — — — — 42.3 — (43.3) (7.4) 1.0 (6.4) 0.1 Effect of foreign exchange 19.5 (0.8) 0.8 (0.2) 19.3 (6.4) — — — — — — — — 8.4 — 0.3 — 248.5 — (1.3) (140.3) (0.6) 42.3 — (34.9) (6.3) 13.2 Closing Balance - 31 March 2022 $ (1,143.7) $ 45.7 $ 261.6 $ (1.1) $ (837.5) $ 360.1 $ 43.9 $ (433.5) ___________ 1 Claims paid of US$117.6 million reflects A$159.1 million converted at the average exchange rate for the period based on the assumption that these transactions occurred evenly throughout the period. AICF Funding In accordance with the terms of the AFFA, the Company anticipates that it will contribute approximately A$157.5 million (US$117.8 million based on the exchange rate at 31 March 2022) to AICF during the fiscal year ending 31 March 2023. the fiscal years ended 31 March 2022, 2021 and 2020, During the Company contributed US$248.5 million (A$328.2 million), US$153.3 million (A$220.9 million) and US$108.9 million (A$156.7 million), respectively, to AICF. Restricted Short-Term Investments AICF invests its excess cash in time deposits, which are classified as available-for-sale investments until maturity. The following table represents the investments entered into or maturing during the fiscal year ended 31 March 2022: Date Invested January 2022 January 2022 October 2021 October 2020 Maturity Date Interest Rate A$ Millions 25 January 2024 25 January 2023 6 October 2023 2 July 2021 1.41% 0.79% 0.60% 0.59% 30.0 100.0 30.0 35.0 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 137 At 31 March 2022, AICF’s short-term investments were revalued resulting in a mark-to-market fair value adjustment of nil. AICF – NSW Government Secured Loan Facility AICF may borrow, subject to certain conditions, up to an aggregate amount of A$320.0 million (US$239.4 million, based on the exchange rate at 31 March 2022). The AICF Loan Facility is guaranteed by the Former James Hardie Companies and is available to be drawn for the payment of claims through 1 November 2030, at which point, all outstanding borrowings must be repaid. At 31 March 2022 and 2021, AICF had no amounts outstanding under the AICF Loan Facility. 13. Derivative Instruments Foreign Currency Forward Contracts The Company’s foreign currency forward contracts are valued using models that maximize the use of market observable inputs including interest rate curves and both forward and spot prices for currencies and are categorized as Level 2 within the fair value hierarchy. Derivative Balances The following table sets forth the total outstanding notional amount and the fair value of the Company’s derivative instruments held at 31 March 2022 and 2021: (Millions of US dollars) Derivatives not accounted for as hedges Foreign currency forward contracts Notional Amount 31 March 2022 31 March 2021 Fair Value as of 31 March 2022 31 March 2021 Assets Liabilities Assets Liabilities $ 251.0 $ 456.1 $ 2.0 $ 1.9 $ 5.5 $ 8.3 The following table sets forth the gain and loss on the Company’s foreign currency forward contracts recorded in the Company's consolidated statements of operations and comprehensive income as follows: (Millions of US dollars) Asbestos adjustments loss (gain) Selling, general and administrative expenses Total loss (gain) $ $ 2022 31 March 2021 2020 5.3 $ (2.1) 3.2 $ (11.7) $ 7.2 (4.5) $ (0.8) 1.3 0.5 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 138 14. Commitments and Contingencies Legal Matters The Company is involved from time to time in various legal proceedings and administrative actions related to the normal conduct of its business, including general liability claims, putative class action lawsuits and litigation concerning its products. Although it is impossible to predict the outcome of any pending legal proceeding, management believes that such proceedings and actions should not, individually or in the aggregate, have a material adverse effect on the Company’s consolidated financial position, results of operations or cash flows, except as they relate to asbestos and New Zealand weathertightness claims as described in these consolidated financial statements. New Zealand Weathertightness Claims Since fiscal year 2002, the Company’s New Zealand subsidiaries have been joined in a number of weathertightness claims in New Zealand that relate to residential buildings (single dwellings and apartment complexes) and a small number of non-residential buildings, primarily constructed from 1998 to 2004. The claims often involve multiple parties and allege that losses were incurred due to excessive moisture penetration of the buildings’ structures. The claims typically include allegations of poor building design, inadequate certification of plans, inadequate construction review and compliance certification and deficient work by sub-contractors. Historically, the Company’s New Zealand subsidiaries have been joined to these claims as one of several co-defendants, including local government entities responsible for enforcing building codes and practices, resulting in the Company’s New Zealand subsidiaries becoming liable for only a portion of each claim. In addition, the Company’s New Zealand subsidiaries have had access to third-party recoveries to defray a portion of the costs incurred in resolving such claims. In 2015, the Company and/or its subsidiaries were named as the sole defendants in four claims on behalf of multiple defendants, two of which are still pending and each of which allege that the New Zealand subsidiaries’ products were inherently defective. The Company believes it has substantial factual and legal defenses to these claims and is defending the claims vigorously. Cridge, et al. (Case Nos. CIV-2015-485-594 and CIV-2015-485-773), In the High Court of New Zealand, Wellington Registry (hereinafter the “Cridge litigation”). From August to December 2020, the trial of phase one of the Cridge litigation was held in Wellington, New Zealand solely to determine whether the Company’s New Zealand subsidiaries had a duty to the plaintiffs and breached that duty. In August 2021, the Wellington High Court issued its decision finding in favor of the Company on all claims (the “Cridge Decision”). In September 2021, plaintiffs filed a notice of appeal of the trial court’s decision, and subsequently the appellate court set an appeal hearing date in August 2022 scheduled for 10-days. The Company anticipates the appellate court to issue its decision no sooner than December 2022. As of 31 March 2022, the Company has not recorded a reserve related to the Cridge litigation as the chance of loss remains not probable following the Cridge Decision. Waitakere, et al. (Case No. CIV-2015-404-3080), In the High Court of New Zealand, Auckland Registry (hereinafter the “Waitakere litigation”). The trial in the Waitakere litigation is currently not scheduled to begin until May 2023 in Auckland, New Zealand. As of 31 March 2022, the Company has not recorded a reserve related to the Waitakere litigation as the chance of loss is not probable and the amount of loss, if any, cannot be reasonably estimated. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 139 The other two claims filed in 2015 were resolved in the Company’s favor. The litigation known as “The Hub” was voluntarily discontinued by the plaintiffs. The “White litigation” was settled on 3 August 2021 on terms favorable to the Company. The resolution of one or more of the litigation matters by way of a court decision or settlement has the potential to impact the accounting treatment regarding the probability of a potential loss and the Company’s ability to reasonably estimate a reserve with regards to the other litigation matters discussed above. Furthermore, an adverse judgement in one or more of these litigation matters could have a material adverse impact on our consolidated financial position, results of operations or cash flows. Readers are referred to Note 1 for further information related to our policies related to asserted and unasserted claims. Environmental The operations of the Company, like those of other companies engaged in similar businesses, are subject to a number of laws and regulations on air, soil and water quality, waste handling and disposal. The Company’s policy is to accrue for environmental costs when it is determined that it is probable that an obligation exists and the amount can be reasonably estimated. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 140 15. Income Taxes Income tax expense includes income taxes currently payable and those deferred because of temporary differences between the financial statement and tax bases of assets and liabilities. Income tax expense consists of the following components: (Millions of US dollars) Income before income taxes: Domestic Foreign Income before income taxes: Income tax expense: Current: Domestic Foreign Current income tax expense (benefit) Deferred: Domestic Foreign Deferred income tax expense Total income tax expense $ $ $ Years Ended 31 March 2022 2021 2020 295.0 $ 241.9 $ 348.1 170.1 643.1 $ 412.0 $ 209.6 78.4 288.0 44.4 $ 53.9 98.3 9.4 76.3 85.7 38.5 $ (8.6) 29.9 1.4 117.9 119.3 $ 184.0 $ 149.2 $ 31.1 (39.8) (8.7) 4.5 50.7 55.2 46.5 Income tax expense computed at the statutory rates represents taxes on income applicable to all jurisdictions in which the Company conducts business, calculated at the statutory income tax rate in each jurisdiction multiplied by the pre-tax income attributable to that jurisdiction. Income tax expense is reconciled to the tax at the statutory rates as follows: (Millions of US dollars) Income tax expense computed at the statutory tax rates US state income taxes, net of the federal benefit Asbestos - effect of foreign exchange Expenses not deductible Stock and executive compensation Foreign taxes on domestic income Prior year tax adjustments Taxes on foreign income US net operating loss carryback Other items Total income tax expense Effective tax rate Years Ended 31 March 2022 2021 2020 $ 109.7 $ 58.1 $ 9.2 (3.5) 1.9 (0.8) 55.2 (1.2) 9.9 — 3.6 8.0 36.8 2.0 5.5 49.8 (5.9) 1.6 (4.9) (1.8) $ 184.0 $ 149.2 $ 38.7 5.7 (20.9) 5.5 1.7 43.5 0.4 (2.7) (25.5) 0.1 46.5 28.6 % 36.2 % 16.1 % Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 141 Deferred tax balances consist of the following components: (Millions of US dollars) Deferred tax assets: Intangible assets Asbestos liability Tax credit carryforwards Other provisions and accruals Net operating loss carryforwards Total deferred tax assets Valuation allowance Total deferred tax assets net of valuation allowance Deferred tax liabilities: Depreciable and amortizable assets Other Total deferred tax liabilities Total deferred taxes, net 31 March 2022 2021 $ $ 958.2 $ 360.1 118.7 73.3 66.2 1,576.5 (261.2) 1,315.3 (164.0) (59.0) (223.0) 1,092.3 $ 1,038.7 367.4 122.1 62.2 61.0 1,651.4 (262.7) 1,388.7 (151.7) (49.1) (200.8) 1,187.9 At 31 March 2022, the Company had tax loss carry-forwards in Australia, New Zealand, Europe and the US of US$66.2 million, that are available to offset future taxable income in the respective jurisdiction. Carry-forwards in Australia, New Zealand and Europe are not subject to expiration. The Australian net operating loss carry-forwards primarily result from current and prior year tax deductions for contributions to AICF. James Hardie 117 Pty Limited, the performing subsidiary under the AFFA, is able to claim a tax deduction for its contributions to AICF over a five-year period commencing in the year the contribution is incurred. At 31 March 2022, the Company recognized a tax deduction of US$144.8 million (A$195.8 million) for the current year relating to total contributions to AICF of US$715.9 million (A$979.1 million) incurred in tax years 2018 through 2022. The Company establishes a valuation allowance against a deferred tax asset if it is more likely than not that some portion or all of the deferred tax asset will not be realized. At 31 March 2022, the Company had foreign tax credit carry-forwards of US$113.9 million that are available to offset future taxes payable and against which there is a 100% valuation allowance. The Company also had US tax credit carry-forwards of US$4.8 million that are available to offset future taxes payable which expire between tax years 2022 through 2025, and against which there is a partial valuation allowance of US$4.0 million. In determining the need for and the amount of a valuation allowance in respect of the Company’s asbestos related deferred tax asset, management reviewed the relevant empirical evidence, including the current and past core earnings of the Australian business and forecast earnings of the Australian business considering current trends. Although realization of the deferred tax asset will occur over the life of the AFFA, which extends beyond the forecast period for the Australian business, Australia provides an unlimited carry-forward period for tax losses. Based upon managements’ review, the Company believes that it is more likely than not that the Company will realize its asbestos related deferred tax asset and that no valuation allowance is necessary as of 31 March 2022. In the future, based on review of the empirical evidence by management at that time, if management determines that realization of its asbestos related Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 142 deferred tax asset is not more likely than not, the Company may need to provide a valuation allowance to reduce the carrying value of the asbestos related deferred tax asset to its realizable value. During the fiscal year ended 31 March 2022, total income tax and withholding tax paid, net of refunds received, was US$92.7 million. The US Coronavirus Aid, Relief, and Economic Security Act ("CARES Act") was enacted in March 2020 providing wide ranging economic relief for individuals and businesses. One component of the CARES Act provides the Company with an opportunity to carryback US net operating losses (“NOLs”) arising during the years ended 31 March 2021 and 2020 to the prior five tax years. The Company has utilized and intends to further utilize these carryback provisions to obtain tax refunds. At 31 March 2022, the Company recorded current taxes receivable of US$29.6 million. The Company or its subsidiaries files income tax returns in various jurisdictions including Ireland, the United States, Australia and various jurisdictions in Europe and Asia Pacific. Due to the size and nature of its business, the Company is subject to ongoing audits and reviews by taxing jurisdictions on various tax matters, including by the Australian Taxation Office in Australia and the Internal Revenue Service ("IRS") in the US. The Company is no longer subject to general tax examinations in Ireland for the tax years prior to tax year 2018, Australia for tax years prior to tax year 2016 and in the US for tax years prior to tax year 2014. Unrecognized Tax Benefits For the fiscal years ended 31 March 2022, 2021, and 2020, the total amount of penalties and interest recorded in Income tax expense related to unrecognized tax benefits were immaterial. The liabilities associated with uncertain tax benefits are included in Other liabilities on the Company’s consolidated balance sheets. At 31 March 2022, the total amount of unrecognized tax benefits and the total amount of interest and penalties accrued by the Company that, if recognized, would affect the effective tax rate were US$0.7 million. 16. Stock-Based Compensation Total stock-based compensation expense consists of the following: (Millions of US dollars) Liability Awards Equity Awards Total stock-based compensation expense Years Ended 31 March 2022 2021 2020 $ $ 3.2 $ 9.0 12.2 $ 21.7 $ 18.0 39.7 $ 2.8 10.3 13.1 As of 31 March 2022, the unrecorded future stock-based compensation expense related to outstanding equity awards was US$10.4 million and will be recognized over an estimated weighted average amortization period of 1.5 years. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 143 2001 Equity Incentive Plan Under the Company’s 2001 Equity Incentive Plan (the “2001 Plan”), which was amended and restated in August 2021 and approved by shareholders, the Company can grant equity awards in the form of nonqualified stock options, performance awards, restricted stock grants, stock appreciation rights, dividend equivalent rights, phantom stock or other stock-based benefits such as restricted stock units. Long-Term Incentive Plan 2006 The Company’s shareholders approved the establishment of a Long-Term Incentive Plan in 2006 (the “LTIP”) to provide incentives to certain members of senior management (“Executives”). The Company determines the conditions or restrictions of any awards, which may include requirements of continued employment, individual performance or the Company’s financial performance or other criteria. Currently, the plan only allows for RSUs to be granted under the LTIP. The following table summarizes the Company’s shares available for grant as options, RSUs or other equity instruments under the LTIP and 2001 Plan: Balance at 31 March 2020 Granted Balance at 31 March 2021 Granted Balance at 31 March 2022 RSUs Shares Available for Grant 22,944,379 (856,756) 22,087,623 (597,927) 21,489,696 The Company estimates the fair value of RSUs on the date of grant and recognizes this estimated fair value as compensation expense over the periods in which the RSU vests. The following table summarizes the Company’s RSU activity: (Units) Service Vesting (2001 Plan) Performance Vesting (LTIP) Market Conditions (LTIP) Outstanding at 31 March 2020 Granted 520,632 371,806 864,165 190,376 1,777,640 294,574 Total 3,162,437 856,756 Vested Forfeited (245,385) (174,356) (722,156) (1,141,897) (53,567) (153,897) (63,136) (270,600) Outstanding at 31 March 2021 Granted 593,486 233,443 726,288 141,015 1,286,922 223,469 2,606,696 597,927 Vested Forfeited (313,641) (248,202) (565,878) (1,127,721) (98,613) (327,397) (450,480) (876,490) Outstanding at 31 March 2022 414,675 291,704 494,033 1,200,412 Weighted Average Fair Value at Grant Date (A$) 14.64 26.56 13.03 17.05 19.01 41.73 14.96 27.73 27.83 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 144 The following table includes the assumptions used for RSU grants (market condition) valued: Vesting Condition: Date of grant Dividend yield (per annum) Expected volatility Risk free interest rate Expected life in years JHX stock price at grant date (A$) Number of restricted stock units Scorecard LTI – CSUs Market FY22 Market FY22 Market FY21 Market FY21 27 Aug 2021 9 Sep 2021 15 Sep 2020 5 Nov 2020 2.0 % 40.0 % 0.4 % 3.0 52.66 130,513 2.0 % 40.2 % 0.4 % 2.9 52.12 92,956 — % 39.2 % 0.2 % 2.9 30.33 1.3 % 40.1 % 0.2 % 2.8 37.24 167,491 127,083 Under the terms of the LTIP, the Company grants scorecard LTI CSUs to executives and the vesting of awards is based on the individual's performance measured over a three year period against certain performance targets. These awards provide recipients a cash incentive based on an average 20 trading- day closing price of JHI plc’s common stock price and each executive’s scorecard rating. The following represents the activity related to the CSUs: Granted Vested Cancelled FY22 FY21 423,051 433,872 1,292,934 571,132 377,506 607,253 For the fiscal years ending 31 March 2022, 2021 and 2020, US$15.2 million, US$8.2 million and US$2.0 million, respectively, was paid in cash upon vesting of CSU units. 17. Dividends The following table summarizes the dividends declared or paid during the fiscal years 2022, 2021 and 2020: (Millions of US dollars) FY 2022 first half dividend FY 2021 special dividend FY 2020 first half dividend FY 2019 second half dividend US Cents/Security US$ Millions Total Amount Paid 0.40 0.70 0.10 0.26 174.1 309.9 44.7 113.9 Announcement Date Record Date Payment Date 9 November 2021 19 November 2021 17 December 2021 10 February 2021 19 February 2021 30 April 2021 7 November 2019 18 November 2019 20 December 2019 21 May 2019 6 June 2019 2 August 2019 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 145 18. Operating Segment Information and Concentrations of Risk The Company reports its operating segment information in the format that the operating segment information is available to and evaluated by the Chief Operating Decision Maker. The North America Fiber Cement segment manufactures fiber cement interior linings, exterior siding products and related accessories in the United States; these products are sold in the United States and Canada. The Asia Pacific Fiber Cement segment includes all fiber cement products manufactured in Australia and the Philippines, and sold in Australia, New Zealand, Asia, the Middle East and various Pacific Islands. The Europe Building Products segment includes the Fermacell business and fiber cement product manufactured in the United States that is sold in Europe. The Other Businesses segment ceased to be an operating and reportable segment effective 31 March 2020 due to the Company's completion of its exit of its non-fiber cement manufacturing and sales activities in North America, including fiberglass windows. The Research and Development segment represents the cost incurred by the research and development centers. General Corporate primarily consist of Asbestos adjustments loss, officer and employee compensation and related benefits, professional and legal fees, administrative costs and rental expense on the Company’s corporate offices. The Company does not report net interest expense for each segment as the segments are not held directly accountable for interest expense. Operating Segments The following is the Company’s operating segment information: (Millions of US dollars) North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Other Businesses Worldwide total (Millions of US dollars) North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Research and Development Segments total General Corporate Total operating income $ $ $ Net Sales Years Ended 31 March 2022 2021 2020 2,551.3 $ 574.9 488.5 — 3,614.7 $ 2,040.2 $ 1,816.4 458.2 410.3 — 418.4 371.4 0.6 2,908.7 $ 2,606.8 Operating Income Years Ended 31 March 2022 2021 2020 741.2 $ 160.8 62.9 (34.4) 930.5 (247.9) 682.6 585.5 $ 124.8 37.6 (28.9) 719.0 (246.2) 472.8 429.3 58.5 11.2 (27.0) 472.0 (129.5) 342.5 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) (Millions of US dollars) North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Other Businesses General Corporate Research and Development Total (Millions of US dollars) North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Research and Development Segments total General Corporate 1 Worldwide total Depreciation and Amortization Years ended 31 March 2022 2021 2020 $ $ 114.4 $ 13.6 29.8 — 2.8 1.2 161.8 $ 89.1 $ 13.9 28.0 — 2.8 1.2 146 88.7 12.7 25.6 0.2 3.2 1.1 135.0 $ 131.5 Total Identifiable Assets 31 March 2022 2021 $ $ 1,434.8 $ 429.1 745.2 13.5 2,622.6 1,620.6 4,243.2 $ 1,273.9 371.0 762.1 10.3 2,417.3 1,671.7 4,089.0 The following is the Company’s geographical information: (Millions of US dollars) North America 2 Australia Germany New Zealand Other Countries 3 Worldwide total (Millions of US dollars) North America 2 Australia Germany New Zealand Other Countries 3 Segments total General Corporate 1 Worldwide total Net Sales Years Ended 31 March 2022 2021 2020 $ $ 2,551.3 $ 391.7 165.0 115.9 390.8 3,614.7 $ 2,040.2 $ 1,817.0 321.9 143.0 81.9 321.7 290.4 135.7 72.2 291.5 2,908.7 $ 2,606.8 Total Identifiable Assets 31 March 2022 2021 $ $ 1,442.7 $ 314.4 503.7 48.9 312.9 2,622.6 1,620.6 4,243.2 $ 1,279.4 256.7 527.6 46.3 307.3 2,417.3 1,671.7 4,089.0 Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 147 ____________ 1 2 3 Included in General Corporate are deferred tax assets for each operating segment that are not held directly accountable for deferred income taxes and Asbestos-related assets. The amounts disclosed for North America are substantially all related to the USA. Included are all other countries that account for less than 5% of net sales and total identifiable assets individually, primarily in the Philippines, Switzerland and other European countries. Research and development expenditures are expensed as incurred and are summarized by segment in the following table. Research and development segment operating income also includes Selling, general and administrative expenses of US$4.1 million, US$2.9 million and US$3.0 million in fiscal years 2022, 2021 and 2020, respectively. (Millions of US dollars) North America Fiber Cement Asia Pacific Fiber Cement Europe Building Products Research and Development Years Ended 31 March 2022 2021 2020 $ $ 5.3 $ 1.5 0.9 30.3 38.0 $ 5.6 $ 1.1 1.6 26.0 34.3 $ 5.3 1.8 1.7 24.0 32.8 The following represents the Asset impairments by segment for the fiscal year ended 31 March 2020: (Millions of US dollars) Property, plant and equipment 1 Right-of-use assets 2 Intangible assets Inventories 3 Goodwill Asset Retirement Obligations 4 Other ____________ North America Fiber Cement $ 41.2 $ Asia Pacific Fiber Cement Europe Building Products General Corporate Total — — — — — — 15.0 $ 11.2 — 2.9 0.2 5.8 1.2 5.5 $ — $ — — — — — — — 1.4 — — — — 61.7 11.2 1.4 2.9 0.2 5.8 1.2 $ 41.2 $ 36.3 $ 5.5 $ 1.4 $ 84.4 1 2 3 4 Excludes US$2.8 million of impairment charges in North America Fiber Cement segment on individual assets that were included in Cost of goods sold. Refer to Note 7 for further details. Relates to the closure of the Penrose, New Zealand plant. The US$2.9 million charge primarily relates to the estimated costs associated with pallets and raw materials, with the closing of the New Zealand plant and exit of James Hardie Systems. The total Asset Retirement Obligation balance at 31 March 2020 of US$8.0 million is recorded in the Asia Pacific Fiber Cement segment in Other liabilities - non-current and relates to the New Zealand plant. This balance is inclusive of the impairment amount above. Table of Contents James Hardie Industries plc – Notes to Consolidated Financial Statements (Continued) 148 Concentrations of Risk The distribution channels for the Company’s fiber cement products are concentrated. The Company has one customer who has contributed greater than 10% of net sales in each of the past three fiscal years. The following represents net sales generated by this customer, which is from the North America Fiber Cement segment: (Millions of US dollars) Customer A 2022 418.3 $ Years Ended 31 March 2021 347.3 12.0 % $ 12.0 % $ 2020 306.0 12.0 % Approximately 33%, 33% and 34% of the Company’s net sales in fiscal year 2022, 2021 and 2020, respectively, were from outside the United States. Consequently, changes in the value of foreign currencies could significantly affect the consolidated financial position, results of operations and cash flows of the Company’s non-US operations on translation into US dollars. 19. Accumulated Other Comprehensive Loss Accumulated other comprehensive loss is comprised of the following at 31 March 2022: (Millions of US dollars) Balance at 31 March 2021 Other comprehensive (loss) gain Balance at 31 March 2022 20. Employee Benefit Plan Cash Flow Hedges Pension Actuarial Gain (Loss) Foreign Currency Translation Adjustments $ $ 0.2 $ — 0.2 $ 0.4 $ (0.7) (0.3) $ (7.2) $ (14.7) (21.9) $ Total (6.6) (15.4) (22.0) In the United States, the Company sponsors a defined contribution plan, the James Hardie Retirement and Profit Sharing Plan (the “401(k) Plan”) which is a tax-qualified retirement and savings plan covering all US employees, including the Senior Executive Officers, subject to certain eligibility requirements. In addition, the Company matches employee's contributions dollar for dollar up to a maximum of the first 6% of an employee’s eligible compensation. For the fiscal years ended 31 March 2022, 2021 and 2020, the Company made matching contributions of US$14.1 million, US$11.1 million and US$11.1 million, respectively. In January 2021, the Company established a deferred compensation plan for its executives whereby the plan assets are held in a rabbi trust. The deferred compensation is funded to the rabbi trust which holds investments directed by the participants and are accounted for as held for sale. The Company will match up to a maximum of the first 6% of an employee's eligible compensation that would not be eligible in the 401(k) Plan due to IRS contribution limits so long as the participant defers eligible compensation to the deferred compensation plan. As of 31 March 2022, the assets held in trust and related deferred compensation liability recorded in the accompanying consolidated balance sheets are immaterial. Table of Contents James Hardie 2022 Annual Report on Form 20-F 149 REMUNERATION OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM (UNAUDITED, NOT FORMING PART OF THE CONSOLIDATED FINANCIAL STATEMENTS) Fees billed for each of the last three fiscal years for professional services provided by our independent registered public accounting were as follows: Description of Service Audit fees1 Audit-related fees2 Tax fees All other fees ____________ FY22 US$ Millions FY21 FY20 $ $ 6.1 $ 0.1 — — $ 5.6 $ — — — $ 5.7 — — — 1 2 Audit Fees include the aggregate fees for professional services rendered by our independent registered public accounting firm. Professional services include the audit of our annual financial statements and services that are normally provided in connection with statutory and regulatory filings. Audit-Related Fees include the aggregate fees billed for assurance and related services rendered by our independent registered public accounting firm. Our independent registered public accounting firm engaged one temporary employee to participate in a minor portion of the audit of our consolidated financial statements for fiscal year 2022. In fiscal years 2021 and 2020, no temporary employees were used to conduct the audits of our consolidated financial statements. Audit Committee Pre-Approval Policies and Procedures In accordance with our Audit Committee’s policy and the requirements of the law, all services provided by our independent registered public accounting firm are pre-approved from time to time by the Audit Committee. Pre-approval includes a list of specific audit and non-audit services in the following categories: audit services, audit-related services, tax services and other services. Any additional services that we may ask our independent registered public accounting firm to perform will be set forth in a separate document requesting Audit Committee approval in advance of the service being performed. All of the services pre-approved by the Audit Committee are permissible under the SEC’s auditor independence rules. To avoid potential conflicts of interest, the law prohibits a publicly traded company from obtaining certain non-audit services from its independent registered public accounting firm. We obtain these services from other service providers as needed. Table of Contents James Hardie 2022 Annual Report on Form 20-F 150 SECTION 3 RISK FACTORS Our business, operations and financial condition are subject to various risks and uncertainties. We have described below significant factors that may adversely affect our business, operations, financial performance and condition or industry. Readers should be aware that the occurrence of any of the events described in these risk factors, elsewhere in or incorporated by reference into this Annual Report, and other events that we have not predicted or assessed, could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Business and Operational Risks The COVID-19 pandemic may adversely impact our business, sales, results of operations and financial condition. Our operations expose us to risks associated with pandemics and other public health emergencies, such as the continuing COVID-19 pandemic. There have been, and in some jurisdictions continue to be, extraordinary and wide-ranging actions taken by international, federal, state and local public health and governmental authorities to contain and combat the outbreak and spread of COVID-19. Although some restrictions have eased in many jurisdictions, certain regions across the world continue to impose or are re-imposing restrictions. We operate facilities around the world that are subject to being affected by this pandemic. The continued health and productivity of our employees throughout the COVID-19 pandemic remains a key priority and we continue to monitor developments and update our practices in accordance with applicable workplace safety and health standards. Additionally, the ongoing COVID-19 pandemic could negatively impact our future manufacturing operations, as well as adversely affect our supply chain and transportation networks. This may result in continued disruptions or delays in the availability and shipments of certain materials or equipment. We have engaged with supply chain partners to mitigate disruptions and delays; however, if we are unable to successfully mitigate, then such disruptions or delays may impact our ability to meet market demand for our products. Our business may also be negatively impacted if the disruptions related to COVID-19 decrease new home building and remodeling activity, precipitate a prolonged economic downturn and/or lead to an extended rise in unemployment, any of which could lower demand for our products. The inherent uncertainty surrounding COVID-19 makes it more challenging for our management to estimate the future performance of our business and the economic impact of the COVID-19 pandemic. Accordingly, future developments in the COVID-19 pandemic may materially impact our business and current estimates. The impact of COVID-19 could also have the effect of heightening certain of the other risks described in the “Risk Factors” section of this Annual Report. Table of Contents James Hardie 2022 Annual Report on Form 20-F 151 Our business is dependent on the residential and commercial construction markets. Demand for our products depends in large part on the residential construction markets and, to a lesser extent, on commercial construction markets. The level of activity in residential construction markets depends on residential remodeling projects and new housing starts, which are a function of many factors outside our control, including general economic conditions, the availability of financing, regulatory changes, mortgage and other income and wage growth, unemployment, the inventory of unsold homes, the level of foreclosures, home resale rates, housing affordability, demographic trends, gross domestic product growth and consumer confidence in each of the countries and regions in which we operate. inflation, household interest rates, Any slowdown in the markets we serve would likely result in decreased demand for our products and cause us to experience decreased sales and operating income. In addition, deterioration or continued weaknesses in general economic conditions, such as higher interest rates, high levels of unemployment, restrictive lending practices, restricted covenants, heightened regulation and increased foreclosures, could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Substantial and increasing competition in the building products industry would likely materially adversely affect our business. Competition in the building products industry is based largely on price, quality, performance and service. Our products compete with products manufactured from natural and engineered wood, vinyl, stucco, masonry, brick, gypsum and other materials, as well as fiber cement and fiber gypsum products offered by other manufacturers. Some of our competitors may have greater product diversity, greater financial and other resources, and better access to raw materials than we do and, among other factors, may be less affected by reductions in margins resulting from price competition. Increased competition in any of the markets in which we compete would likely cause pricing pressures in those markets. Any of these factors would likely have a material adverse effect on our financial position, liquidity, results of operations and cash flows. We may experience unforeseen delays and/or cost overruns in our planned capital expenditures in future periods, and such delays and/or cost overruns could result in additional expenses and impairment charges. Unforeseen delays may also impact our ability to add additional manufacturing capacity at the appropriate time. We have incurred significant levels of capital expenditures in the past and we expect to incur significant capital expenditures in future periods on facility upgrades and expansions, equipment to ensure regulatory compliance, the implementation of new technologies and to improve efficiency. We may incur unforeseen delays and/or cost overruns due to a variety of factors, including, but not limited to, a decline in general economic conditions, a downturn in the principal markets in which we operate, the entrance of a key competitor, increased costs resulting from tariffs or other international trade disputes or an adverse change in the regulatory environment impacting our business. Any one or combination of these or other factors could have a significant adverse effect on the nature, timing, extent and amount of our planned capital expenditures, and may also result in potential additional expenses and a write-down in the carrying value of our capital projects and other existing production assets. Such delays, cost overruns and asset impairment charges could have a material adverse effect on our financial position, results of operations and liquidity. Table of Contents James Hardie 2022 Annual Report on Form 20-F 152 As a result of unforeseen delays, we may also fail to achieve the levels of additional manufacturing capacity we have forecasted for our plants, as described elsewhere in this Annual Report. We cannot provide assurances that these additional manufacturing capacities will be achieved or that the related projects will be completed as anticipated or at all or that such additional capacities will operate at their expected utilization rate. These projections are based on our current estimates, but they involve risks, uncertainties, assumptions and other factors that may cause actual results to be materially different from our estimates. Neither our independent auditors nor any other independent auditors have examined, compiled or performed any procedures with respect to these projections, nor have they expressed any opinion or any other form of assurance on such information or their achievability. Although management believes these estimates and the assumptions underlying them to be reasonable, they could be inaccurate, and investors should not place undue reliance upon them. We may experience adverse fluctuations in the supply and cost of raw materials and energy supply necessary to our business, which could have a material adverse effect on our business. Cellulose fiber (wood-based pulp), silica, cement and water are the principal raw materials used in the production of fiber cement, and the availability and cost of such raw materials are critical to our operations. Our fiber cement business periodically experiences fluctuations in the supply and costs of raw materials, and some of our supply markets are concentrated. Gypsum, paper, water and cement are the principal raw materials used in the production of fiber gypsum, and the availability and cost of such raw materials are critical to our operations. Our fiber gypsum business periodically experiences fluctuations in the supply and costs of raw materials, and some of our supply markets are concentrated. Price fluctuations, significant cost inflation, or material delays may occur in the future due to lack of raw materials, suppliers, or supply chain disruptions. The loss or deterioration of our relationship with a major supplier, an increase in demand by third parties for a particular supplier’s products or materials, delays in obtaining materials, or significant increases in fuel and energy costs, including continued significant inflation of key energy prices in Europe which may be exacerbated by ongoing conflict in the region, could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Our reliance on third-party distribution channels could impact our business. We offer our products directly and through a variety of third-party distributors and dealers. Changes in the financial or business condition of these distributors and dealers could subject us to losses and affect our ability to bring our products to market and could have a material adverse effect on our business, financial position, liquidity, results of operations and cash flows. Further, our ability to effectively manage inventory levels at distributor locations may be impaired under such arrangements, which could increase expenses associated with excess and obsolete inventory and negatively impact cash flows. Severe weather, natural disasters and climate change could have an adverse effect on our overall business. Natural disasters and widespread adverse climate changes that directly impact our plants or other facilities could materially adversely affect our manufacturing or other operations and, thereby, harm our overall financial position, liquidity, results of operations and cash flows. Additionally, we rely on a continuous and uninterrupted supply of electric power, water and, in some cases, natural gas, as well as the availability of water, waste and emissions discharge facilities. Any Table of Contents James Hardie 2022 Annual Report on Form 20-F 153 future shortages or curtailments could significantly disrupt our operations and increase our expenses. While our insurance includes coverage for certain “business interruption” losses (i.e., lost profits) and for certain “service interruption” losses, any losses in excess of the insurance policy’s coverage limits or any losses not covered by the terms of the insurance policy could have a material adverse effect on our financial condition. Any future material and sustained interruptions in our ability to continue operations at our facilities could damage our reputation, harm our ability to retain existing customers or obtain new customers and could result in lost revenue, any of which could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Financial Risks Warranty claims relating to our products and exceeding our warranty reserves could have a material adverse effect on our business. We have offered, and continue to offer, various warranties on our products. We accrue for such warranties within “Accrued product warranties” on our consolidated balance sheet and have disclosed the movements in our consolidated warranty reserves in Note 11 to our consolidated financial statements in Section 2. Although we maintain reserves for warranty-related claims that we believe are adequate, we cannot assure you that warranty expense levels will not exceed our reserves. Costs significantly exceeding our warranty reserves could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Because we have significant operations outside the United States and report our earnings in US dollars, unfavorable fluctuations in currency values and exchange rates could have a material adverse effect on our business. Because our reporting currency is the US dollar, our non-US operations face the additional risk of fluctuating currency values and exchange rates. Such operations may also face hard currency shortages and controls on currency exchange. Approximately one third of our net sales in fiscal years 2020, 2021 and 2022 were from sales outside the United States. Consequently, changes in the value of foreign currencies (principally Australian dollars, New Zealand dollars, Philippine pesos, euros, UK pounds and Canadian dollars) could have a material adverse effect on our business, results of operations and financial condition. We evaluate and consider foreign exchange risk mitigation by entering into contracts that require payment in local currency, hedging transactional risk, where appropriate, and having non-US operations borrow in local currencies. We enter into such financial instruments from time to time to manage our foreign exchange risks. There can be no assurance that we will be successful in these mitigation strategies, or that fluctuation in foreign currencies and other foreign exchange risks will not have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Legal and Regulatory Risks Our ability to sell our products is influenced by local building codes and ordinances which may hinder our ability to compete effectively in certain markets and to increase or maintain our current market share for our products. Most countries, states and localities in the markets in which we sell our products maintain building codes and ordinances that determine the requisite qualities of materials that may be used to construct homes and buildings for which our products are intended. Our products may not qualify under building codes and ordinances in certain markets, prohibiting our customers from using our products in those markets. This may limit our ability to sell our products in certain markets. In addition, ordinances and codes may change over time and any such changes may, from the time they are implemented, prospectively limit or prevent the use of our products in those markets, causing us to lose market share for our products. Although we Table of Contents James Hardie 2022 Annual Report on Form 20-F 154 keep up to date on the current and proposed building codes and ordinances of the markets in which we sell or plan to sell our products and, when appropriate, seek to become involved in the ordinance and code setting process, our efforts may be ineffective, which could have a material adverse effect on our financial condition, liquidity, results of operations and cash flows. Losses and expenses relating to ongoing New Zealand product liability litigation could have a material adverse effect on our business. Since 2015, our New Zealand subsidiaries (as well as certain other members of the James Hardie Group) have been and continue to be involved in a number of large construction defect and/or product liability claims in New Zealand that relate to weathertightness claims in residential buildings and a number of non-residential buildings, primarily constructed from 1998 to 2004. The claims allege generic defects in certain fiber cement products and systems and breach of certain legal duties related to the testing, warnings and marketing of those products and systems. Losses incurred in connection with defending and resolving New Zealand weathertightness claims could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. For additional information, see Notes 1 and 14 to our consolidated financial statements in Section 2 and Legal Proceedings in Section 3. We may incur significant costs, including capital expenditures, in complying with applicable environmental and health and safety laws and regulations. In each jurisdiction, we are subject to environmental, health and safety laws and regulations. Under these laws and regulations, we may be held jointly and severally responsible for the remediation of regulated materials at our or our predecessors’ past or present facilities and at third-party waste disposal sites. We may also be held liable for any claims, penalties or fines arising out of human exposure to regulated materials, other environmental damage, including damage to natural resources, or our failure to comply with applicable environmental regulations. Many of our products contain crystalline silica, which can be released in a respirable form in connection with the manufacturing of our fiber cement products or while cutting our fiber cement products during installation or demolition. The inhalation of respirable crystalline silica at high and prolonged exposure levels is identified as a carcinogen by certain governmental entities and is associated with certain lung diseases, including silicosis, which has been the subject of tort litigation. Many jurisdictions, including the United States, Australia and New Zealand, have recently adopted or are considering adopting regulations that significantly reduce the occupational exposure limit to respirable crystalline silica, as well as imposing additional training, exposure monitoring and recordkeeping requirements. It is possible that these regulations could have additional impacts on our business as a result of further increased compliance efforts and associated costs, if any, for our manufacturing operations, as well as those of our business partners (e.g., suppliers, home builders, distributors, installers, etc.); and, as such, the rule changes may possibly have a material adverse effect on our financial position, liquidity, results of operations, and cash flows. The costs of complying with environmental and health and safety laws relating to our operations or the liabilities arising from our failure to comply may result in us making future expenditures that could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Such regulations and laws may also increase the cost to procure energy or other products necessary to our operation, thereby increasing our operating costs. In addition, we cannot make any assurances that the laws currently in place that directly or indirectly relate to environmental liability will not change. Such Table of Contents James Hardie 2022 Annual Report on Form 20-F 155 changes could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Because our intellectual property and other proprietary information may become publicly available, we are subject to the risk that competitors could copy our products or processes. Our success depends, in part, on the proprietary nature of our technology, including non-patentable intellectual property, such as our process technology. To the extent that a competitor is able to reproduce or otherwise capitalize on our technology, it may be difficult, expensive or impossible for us to obtain adequate legal or equitable relief. Also, the laws of some foreign countries may not protect our intellectual property to the same extent as do the laws of the United States. In addition to patent protection of intellectual property rights, we consider elements of our product designs and processes to be proprietary and confidential and/or trade secrets. To safeguard our confidential information, we rely on employee, consultant and vendor nondisclosure agreements and contractual provisions and a system of internal and technical safeguards to protect our proprietary information. However, any of our registered or unregistered intellectual property rights may be subject to challenge or possibly exploited by others in the industry, which could materially adversely affect our financial position, liquidity, results of operations, cash flows and competitive position. Cybersecurity risks related to the technology used in our operations, as well as security breaches of company, customer, employee, or vendor information, could result in a major disruption or failure of our information technology systems, which could adversely affect our business and operations. We rely on information systems to run most aspects of our business, including manufacturing, sales and distribution, raw material procurement, accounting and managing data and records for employees and other parties. Like other large business organizations, we face numerous and evolving cyber risks of increasing scale and volume. Despite the significant investments we have made to maintain our information systems and careful security and controls design, implementation, updating, and internal and independent third-party assessments, our systems and facilities, as well as those of third parties with which we do business, are targeted by those seeking to gain unauthorized access to technology systems and may be vulnerable to security breaches, cyber-attacks, employee theft or misconduct, computer viruses and malware infections, misplaced or lost data, programming and/or human errors or other similar events. Network, system, and data breaches could result in misappropriation of sensitive data or significant operational disruptions, including interruption to systems availability and denial of access to and misuse of applications required by our customers to conduct business with us. In addition, misuse of internal applications, theft of intellectual property, trade secrets, or other corporate assets, and inappropriate disclosure of confidential information could stem from such incidents. Theft of personal or other confidential data and sensitive proprietary information could also occur as a result of a breach in cybersecurity, exposing us to costs and liabilities associated with privacy and data security laws in the jurisdictions in which we operate. Furthermore, we face additional cybersecurity risks related to some of our employees continuing to work remotely as a result of the COVID-19 pandemic. Although we strive to have appropriate security controls in place, prevention of all computer security incidents cannot be assured. Any security breach involving the misappropriation, loss or other unauthorized disclosure of our confidential information, whether by us or by third parties with which we do business, could result in losses, damage to our reputation, risk of litigation, significantly disrupt our operations and have a material adverse effect on our business, results of operations and financial condition. We may be required to Table of Contents James Hardie 2022 Annual Report on Form 20-F 156 expend additional resources to continue to enhance our security measures or to investigate and remediate any security vulnerabilities. Privacy and data security concerns and regulation could result in additional costs and liabilities. As a global organization, we are subject to various regulations regarding privacy, data protection and data security, including those set forth in the European Union’s General Data Protection Regulation (“GDPR”), the California Consumer Privacy Act ("CCPA"), and the California Privacy Rights Act (“CPRA”). The GDPR became effective in May 2018 and regulates the collection, processing, storing, and transfer of personal data and imposes substantial penalties for non-compliance. The CCPA, which took effect on 1 January 2020, gives California consumers certain rights similar to those provided by the GDPR. The CPRA amends and expands CCPA and most provisions will become operative in 2023. Laws such as the GDPR, CCPA and CPRA place limitations on how companies can process customer data, which increases compliance complexity and related costs. Our efforts to comply with GDPR, the CCPA and other privacy and data protection laws may impose significant costs and challenges that are likely to increase over time, and we could incur costs, penalties, reputational harm, or litigation expenses due to violations of existing or future data privacy laws and regulations. Asbestos-Related Risks Our wholly-owned Australian Performing Subsidiary is required to make payments to a special purpose fund that provides compensation for Australian asbestos-related personal injury and death claims for which certain Former James Hardie Companies are found liable. These payments may affect our ability to grow the Company. On 21 November 2006, JHI plc, AICF, the NSW Government and the Performing Subsidiary entered into the AFFA to provide long-term funding to AICF, a special purpose fund that provides compensation for Australian asbestos-related personal injury and death claims for which the Former James Hardie Companies are found liable. The initial funding was made to AICF in February 2007 and annual or quarterly payments are to be made each year, subject to the terms of the AFFA. The amounts of these annual payments are dependent on several factors, including our free cash flow (as defined in the AFFA), actuarial estimations, actual claims paid, operating expenses of AICF and the Annual Cash Flow Cap set forth in the AFFA. Our obligation to make future payments to AICF continues to be linked under the terms of the AFFA to our long-term financial success, especially our ability to generate net operating cash flow. As a result of our obligation to make payments under the AFFA, our funds available for capital expenditures (either with respect to our existing business or new business opportunities), repayments of debt, payments of dividends or other distributions have been, and will be, reduced by the amounts paid to AICF, and consequently, our financial position, liquidity and cash flows have been, and will be, reduced or materially adversely affected. Our obligation to make these payments could also affect or restrict our ability to access equity or debt capital markets. Table of Contents James Hardie 2022 Annual Report on Form 20-F 157 Potential escalation in proven claims made against, and associated costs of AICF could require an extension of the period of time that the Company is obliged to make annual funding payments of up to 35% of its free cash flow, as defined in the AFFA, beyond the currently anticipated expiration date of that obligation, which may cause us to have to increase our asbestos liability in the future. The amount of our asbestos liability is based, in part, on actuarially determined, anticipated (estimated) future annual funding payments to be made to AICF on an undiscounted and uninflated basis. Future annual payments to AICF are based on updated actuarial assessments that are to be performed as of 31 March of each year to determine expected asbestos-related personal injury and death claims to be funded under the AFFA for the financial year in which the payment is made and the next two financial years. Estimates of actuarial liabilities are based on many assumptions, which may not prove to be correct, and which are subject to considerable uncertainty, since the ultimate number and cost of claims are subject to the outcome of events that have not yet occurred, including social, legal and medical developments, as well as future economic conditions. If future proven claims are more numerous or the liabilities arising from them are larger than that currently estimated by AICF’s actuary, KPMGA, it is possible we will be required to pay to AICF our current annual funding payments for an extended period of time. If this occurs, we may be required to increase our asbestos liability, which would be reflected as a charge in our consolidated statements of operations and comprehensive income at that date. Any such changes to actuarial estimates which require us to increase our asbestos liability could have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Even though the AFFA has been implemented, we may be subject to potential additional liabilities (including claims for compensation or property remediation outside the arrangements reflected in the AFFA), because certain current and former companies of the James Hardie Group previously manufactured products that contained asbestos. Prior to 1987, ABN 60, which is now owned and controlled by AICF, manufactured products in Australia that contained asbestos. In addition, prior to 1987, two former subsidiaries of ABN 60, Amaca and Amaba, which are now also owned and controlled by AICF, manufactured products in Australia that contained asbestos. ABN 60 also held shares in companies that manufactured asbestos-containing products in Indonesia and Malaysia, and held minority shareholdings in companies that conducted asbestos-mining operations based in Canada and Southern Africa. Former ABN 60 subsidiaries also exported asbestos-containing products to various countries. AICF is designed to provide compensation only for certain claims and to meet certain related expenses and liabilities, and legislation in New South Wales, Australia in connection with the AFFA seeks to defer all other claims against the Former James Hardie Companies. The funds contributed to AICF will not be available to meet any asbestos-related claims made outside Australia, or claims made arising from exposure to asbestos occurring outside Australia, or any claim for pure property loss or pure economic loss or remediation of property. In these circumstances, it is possible that persons with such excluded claims may seek to pursue those claims directly against us. Defending any such litigation could be costly and time consuming, and consequently, our financial position, liquidity, results of operations and cash flows could be materially adversely affected. that contained asbestos. Prior to 1988, a New Zealand subsidiary in the James Hardie Group manufactured products in New the majority of asbestos-related disease Zealand compensation claims are managed by the state-run Accident Compensation Corporation (“ACC”). Our New Zealand subsidiary that manufactured products that contained asbestos contributed financially to the ACC fund as required by law via payment of an annual levy while it carried on business. All decisions relating to the amount and allocation of payments to such claimants in New Zealand are made by the ACC in accordance with New Zealand law. The Injury Prevention, Rehabilitation and Compensation Act In New Zealand, Table of Contents James Hardie 2022 Annual Report on Form 20-F 158 2001 (NZ) bars compensatory damages for claims that are covered by the legislation which may be made against the ACC fund. However, we may be subject to potential liability if any of these claims are found not to be covered by the legislation and are later brought against us, and consequently, our financial position, liquidity, results of operations and cash flows could be materially adversely affected. Because the asbestos liability is denominated in Australian dollars and payments pursuant to the AFFA are made in Australian dollars, we may experience unpredictable volatility in our reported results due to changes in the US dollar compared to the Australian dollar. Payments pursuant to the AFFA are required to be made to AICF in Australian dollars. In addition, annual payments to AICF include calculations based on various estimates that are denominated in Australian dollars. To the extent that our future obligations exceed Australian dollar cash flows from our Australian operations and we do not hedge this foreign exchange exposure, we will need to convert US dollars or other foreign currency into Australian dollars in order to meet our obligations pursuant to the AFFA. In addition, because our results of operations are reported in US dollars and the asbestos liability is based on estimated payments denominated in Australian dollars, fluctuations in the AUD/USD exchange rate will cause unpredictable volatility in our reported results. The AFFA imposes certain non-monetary obligations. Under the AFFA, we are also subject to certain non-monetary obligations that could prove onerous or otherwise materially adversely affect our ability to undertake proposed transactions or pay dividends. For example, the AFFA contains certain restrictions that generally prohibit us from undertaking transactions that would have a material adverse effect on the relative priority of AICF as a creditor, or that would materially impair our legal or financial capacity and that of the Performing Subsidiary, in each case such that we and the Performing Subsidiary would cease to be likely to be able to meet the funding obligations that would have arisen under the AFFA had the relevant transaction not occurred. Those restrictions apply to dividends and other distributions, reorganizations of, or dealings in, share capital which create or vest rights in such capital in third parties, and non-arm’s length transactions. While the AFFA contains certain exemptions from such restrictions (including, for example, exemptions for arm’s-length dealings; transactions in the ordinary course of business; certain issuances of equity securities or bonds; and certain transactions provided certain financial ratios are met and certain amounts of dividends), implementing such restrictions could materially adversely affect our ability to enter into transactions that might otherwise be favorable to us and could materially adversely affect our financial position, liquidity, results of operations and cash flows. The AFFA does not eliminate the risk of adverse action being taken against us. There is a possibility that, despite certain covenants agreed to by the NSW Government in the AFFA, adverse action could be directed against us by one or more of the NSW Government, the government of the Commonwealth of Australia, governments of the other states or territories of Australia or any other governments, unions or union representative groups, or asbestos disease groups, with respect to the asbestos liabilities of the Former James Hardie Companies or other current and former companies of the James Hardie Group. Any such adverse action could materially adversely affect our financial position, liquidity, results of operations and cash flows. Table of Contents James Hardie 2022 Annual Report on Form 20-F 159 The complexity and long-term nature of the AFFA and related legislation and agreements may result in litigation as to their interpretation. Certain legislation, the AFFA and related agreements, which govern the implementation and performance of the AFFA, are complex and have been negotiated over the course of extended periods between various parties. There is a risk that, over the term of the AFFA, as has already occurred, some or all parties may become involved in disputes as to the interpretation of such legislation, the AFFA or related agreements or the terms of the AFFA may change. We cannot guarantee that no party will commence litigation seeking remedies with respect to such a dispute, nor can we guarantee that a court will not order other remedies not previously anticipated which may materially adversely affect us. There is no certainty that the AICF Loan Facility will remain in place for its entire term. Drawings under the AICF Loan Facility are subject to satisfaction of certain specified conditions precedent and the NSW Government (as lender) has the right to cancel the AICF Loan Facility, require repayment of money advanced and enforce security granted to support the loan in the various circumstances prescribed in the facility agreement and related security documentation. There are also certain positive covenants given by, and restrictions on the activities of, AICF and the Former James Hardie Companies which apply during the term of the loan. A breach of any of these covenants or restrictions may also lead to cancellation of the AICF Loan Facility, early repayment of the loan and/or enforcement of the security. As such, there can be no certainty that the facility will remain in place for its intended term. If the AICF Loan Facility does not remain in place for its intended term, AICF may experience a short-term funding shortfall. A short-term funding shortfall for AICF could subject us to negative publicity. Such negative publicity could materially adversely affect our financial position, liquidity, results of operations and cash flows, as well as employee morale and the market prices of our publicly traded securities. We may have insufficient Australian taxable income to utilize tax deductions. We may not have sufficient Australian taxable income to utilize the tax deductions resulting from the funding payments under the AFFA to AICF. Further, if as a result of making such funding payments we incur tax losses, we may not be able to fully utilize such tax losses in future years of income. Any inability to utilize such deductions or losses could materially adversely affect our financial position, liquidity, results of operations and cash flows. Certain AFFA tax conditions may not be satisfied. Despite Australian Taxation Office (“ATO”) rulings for the expected life of the AFFA, it is possible that new (and adverse) tax legislation could be enacted in the future. It is also possible that the facts and circumstances relevant to operation of the ATO rulings could change over the life of the AFFA. We may elect to terminate the AFFA if certain tax conditions are not satisfied for more than 12 months. However, we do not have a right to terminate the AFFA if, among other things, the tax conditions are not satisfied as a result of the actions of a member of the James Hardie Group. Under certain circumstances, we may still have an obligation to make annual funding payments on an adjusted basis if the tax conditions remain unsatisfied for more than 12 months. If the tax conditions are not satisfied in a manner which does not permit us to terminate the AFFA, our financial position, liquidity, results of operations and cash flows may be materially adversely affected. The extent of this adverse effect will be determined by the nature of the tax condition which is not satisfied. Table of Contents James Hardie 2022 Annual Report on Form 20-F 160 Risks Related to Ireland Irish law contains provisions that could delay or prevent a change of control that may otherwise be beneficial to you. Irish law contains several provisions that could have the effect of delaying or preventing a change of control of our ownership. The Irish Takeover Rules would generally (subject to certain very limited exceptions) require a mandatory cash offer to be made for our entire issued share capital if, because of an acquisition of a relevant interest (including interests held in the form of shares of our common stock, CUFS or ADSs) in such shares, the voting rights of the shares in which a person (including persons acting in concert with that person) holds relevant interests increase: (i) from below 30% to 30% or more; or (ii) from a starting point that is above 30% and below 50%, by more than 0.05% in a 12-month period. However, this prohibition is subject to exceptions, including acquisitions that result from acceptances under a mandatory takeover bid made in compliance with the Irish Takeover Rules. Although the Irish Takeover Rules may help to ensure that no person acquires voting control of us without making an offer to all shareholders, they may also have the effect of delaying or preventing a change of control that may otherwise be beneficial to you. In addition to the operation of the Irish Takeover Rules, we may, from time to time, put in place appropriate retention arrangements to ensure that we retain our key employees during periods of corporate change. Our ability to pay dividends and conduct share buy-backs is dependent on Irish law and may be limited in the future if we are not able to maintain sufficient levels of distributable profits. Under Irish law, in order to pay dividends and/or conduct a buy-back of shares, an Irish company requires sufficient distributable profits which are determined under the Irish Companies Act 2014 and applicable accounting practices generally accepted in Ireland. We believe that our current corporate structure has allowed us to maintain sufficient levels of distributable profits to continue paying dividends in accordance with our publicly disclosed dividend policy, which is updated from time to time, and to conduct share buy- backs. However, transactions or events could cause a reduction in our distributable profits, resulting in our inability to pay dividends on our securities or to conduct share buy-backs, which could have a material adverse effect on the market value of our securities. Risks Related to Taxation We are subject to risks related to taxation in multiple jurisdictions. We operate in multiple jurisdictions and pay tax on our income according to the tax laws of these jurisdictions. Various factors, some of which are beyond our control, determine our effective tax rate. The primary drivers of our effective tax rate are the tax rates of the jurisdictions in which we operate, the level and geographic mix of pre-tax earnings, intra-group royalties, interest rates and the level of debt which gives rise to interest expense on external debt and intra-group debt, and the value of adjustments for timing differences and permanent differences, including the non-deductibility of certain expenses, all of which are subject to change and which could result in a material increase in our effective tax rate. Such changes to our effective tax rate could materially adversely affect our financial position, liquidity, results of operations and cash flows. Tax laws are dynamic and subject to change as new or revised laws and treaties are passed and new interpretations are issued or applied. Due to the nature of our historic and current operations, we are exposed to potential tax risks in a number of jurisdictions, including, without limitation, Ireland, the United States, Australia, New Zealand, the Netherlands and various parts of Europe. For example, many countries are actively considering making changes to existing tax laws and treaties, which could alter or Table of Contents James Hardie 2022 Annual Report on Form 20-F 161 increase our tax obligations, could materially affect our business, financial condition or results of operations and could potentially have a material adverse impact on holders of our securities. Exposure to additional tax liabilities due to audits and reviews could materially adversely affect our business. Due to our size and the nature of our business, we are subject to ongoing audits and reviews by authorities, including the Internal Revenue Service in the United States and the Australian Taxation Office in Australia, on various tax matters, including challenges to various positions we assert on our income tax and withholding tax returns. We accrue for tax contingencies based upon our best estimate of the taxes ultimately expected to be paid, which we update over time as more information becomes available. Such amounts are included in taxes payable or other non-current liabilities, as appropriate. We record additional tax expense in the period in which we determine that the recorded tax liability is less than the ultimate assessment we expect. The amounts ultimately paid on resolution of reviews by taxing jurisdictions could be materially different from the amounts included in taxes payable or other non-current liabilities and result in additional tax expense which could materially adversely affect our financial position, liquidity, results of operations and cash flows. Tax benefits are available under the US-Ireland Income Tax Treaty to US and Irish taxpayers that qualify for those benefits. Our eligibility for benefits under the US-Ireland Income Tax Treaty is determined on an annual basis and we could be audited by the Internal Revenue Service (“IRS”) for this issue. If during a subsequent tax audit or related process, the IRS determines that we are not eligible for benefits under the US-Ireland Income Tax Treaty, we may not qualify for treaty benefits. As a result, our effective tax rate could significantly increase and we could be subject to a 30% US withholding tax rate on payments of interest and dividends from our US subsidiaries to our Irish resident subsidiaries. We believe that interest and dividends paid by our US subsidiaries to our Irish resident subsidiaries qualify for treaty benefits in the form of reduced withholding tax under the US-Ireland Income Tax Treaty. We believe that, under the limitation on benefits (“LOB”) provision of the US-Ireland Treaty, no US withholding tax applies to interest that our US subsidiaries paid to our Irish resident subsidiaries. The LOB provision has various conditions of eligibility for reduced US withholding tax rates and other treaty benefits, all of which we believe are satisfied. If, however, we do not qualify for benefits under the US- Ireland Income Tax Treaty, those interest payments would be subject to a 30% US withholding tax. We believe that, under the US-Ireland Income Tax Treaty, a 5% US withholding tax applies to dividends paid by our US subsidiaries to our Irish resident subsidiaries. The LOB provision of the US-Ireland Income Tax Treaty has various conditions of eligibility for reduced US withholding tax rates and other treaty benefits, all of which we believe we have satisfied. If, however, we do not qualify for benefits under the US-Ireland Treaty, dividend payments by our US subsidiaries would be subject to a 30% US withholding rate. Our eligibility for benefits under the US-Ireland Tax Treaty is determined on an annual basis and we could be audited by the IRS for this issue. If during a subsequent tax audit or related process, the IRS determines that we are not eligible for benefits under the US-Ireland Income Tax Treaty, we may not qualify for treaty benefits. As a result, our effective tax rate could significantly increase beginning in the fiscal year that such determination is made and we could be liable for taxes owing for calendar year 2019 and subsequent periods, which could adversely affect our financial position, liquidity, results of operations and cash flows. Table of Contents James Hardie 2022 Annual Report on Form 20-F 162 LEGAL PROCEEDINGS Legal Matters The Company is involved from time to time in various legal proceedings and administrative actions related to the normal conduct of its business, including general liability claims, putative class action lawsuits and litigation concerning its products. Although it is impossible to predict the outcome of any pending legal proceeding, management believes that such proceedings and actions should not, individually or in the aggregate, have a material adverse effect on the Company’s consolidated financial position, results of operations or cash flows, except as they relate to asbestos, tax contingencies, New Zealand weathertightness claims and the matters described in the sections below. For further details, see “Section 3 – Risk Factors” of this Annual Report. Tax Contingencies Due to our size and the nature of our business, we are subject to ongoing audits and reviews by taxing authorities, including the Internal Revenue Service in the United States and the Australian Taxation Office in Australia, on various tax matters. We accrue for tax contingencies based upon our best estimate of the taxes ultimately expected to be paid, which we update over time as more information becomes available. Such amounts are included in taxes payable or other non-current liabilities, as appropriate. If we ultimately determine that payment of these amounts is unnecessary, we reverse the liability and recognize a tax benefit during the period in which we determine that the liability is no longer necessary. We record additional tax expense in the period in which we determine that the recorded tax liability is less than the ultimate assessment we expect. We file income tax returns in various jurisdictions, including Ireland, the United States, Germany, the Netherlands, Spain, Australia, New Zealand and the Philippines. New Zealand Weathertightness Claims Since fiscal year 2002, the Company’s New Zealand subsidiaries have been joined in a number of weathertightness claims in New Zealand that relate to residential buildings (single dwellings and apartment complexes) and a small number of non-residential buildings, primarily constructed from 1998 to 2004. The claims often involve multiple parties and allege that losses were incurred due to excessive moisture penetration of the buildings’ structures. The claims typically include allegations of poor building design, inadequate certification of plans, inadequate construction review and compliance certification and deficient work by sub-contractors. Historically, the Company’s New Zealand subsidiaries have been joined to these claims as one of several co-defendants, including local government entities responsible for enforcing building codes and practices, resulting in the Company’s New Zealand subsidiaries becoming liable for only a portion of each claim. In addition, the Company’s New Zealand subsidiaries have had access to third-party recoveries to defray a portion of the costs incurred in resolving such claims. In 2015, the Company and/or its subsidiaries were named as the sole defendants in four claims on behalf of multiple defendants, two of which are still pending and each of which allege that the New Zealand subsidiaries’ products were inherently defective. The Company believes it has substantial factual and legal defenses to these claims and is defending the claims vigorously. Table of Contents James Hardie 2022 Annual Report on Form 20-F 163 Cridge, et al. (Case Nos. CIV-2015-485-594 and CIV-2015-485-773), In the High Court of New Zealand, Wellington Registry (hereinafter the “Cridge litigation”). From August to December 2020, the trial of phase one of the Cridge litigation was held in Wellington, New Zealand solely to determine whether the Company’s New Zealand subsidiaries had a duty to the plaintiffs and breached that duty. In August 2021, the Wellington High Court issued its decision finding in favor of the Company on all claims (the “Cridge Decision”). In September 2021, plaintiffs filed a notice of appeal of the trial court’s decision, and subsequently the appellate court set an appeal hearing date in August 2022 scheduled for 10-days. The Company anticipates the appellate court to issue its decision no sooner than December 2022. As of 31 March 2022, the Company has not recorded a reserve related to the Cridge litigation as the chance of loss remains not probable following the Cridge Decision. Waitakere, et al. (Case No. CIV-2015-404-3080), In the High Court of New Zealand, Auckland Registry (hereinafter the “Waitakere litigation”). The trial in the Waitakere litigation is currently not scheduled to begin until May 2023 in Auckland, New Zealand. As of 31 March 2022, the Company has not recorded a reserve related to the Waitakere litigation as the chance of loss is not probable and the amount of loss, if any, cannot be reasonably estimated. The other two claims filed in 2015 were resolved in the Company’s favor. The litigation known as “The Hub” was voluntarily discontinued by the plaintiffs. The “White litigation” was settled on 3 August 2021 on terms favorable to the Company. The resolution of one or more of the litigation matters by way of a court decision or settlement has the potential to impact the accounting treatment regarding the probability of a potential loss and the Company’s ability to reasonably estimate a reserve with regards to the other litigation matters discussed above. Furthermore, an adverse judgement in one or more of these litigation matters could have a material adverse impact on our consolidated financial position, results of operations or cash flows. Readers are referred to Note 1 to our consolidated financial statements in Section 2 for further information related to our policies related to asserted and unasserted claims. Environmental Our operations, like those of other companies engaged in similar businesses, are subject to a number of laws and regulations on air, soil and water quality, waste handling and disposal. Our policy is to accrue for environmental costs when it is determined that it is probable that an obligation exists, and the amount can be reasonably estimated. Table of Contents James Hardie 2022 Annual Report on Form 20-F 164 CONTROLS AND PROCEDURES Management’s Annual Report on Internal Control Over Financial Reporting Evaluation of Disclosure Controls and Procedures We carried out an evaluation, under the supervision and with the participation of management, including our Interim Chief Executive Officer and Chief Financial Officer, of the effectiveness of the design and operation of our disclosure controls and procedures (as defined in Rule 13a-15(e) under the Exchange Act) as of the end of the period covered by this Annual Report. In designing and evaluating our disclosure controls and procedures, our management recognizes that any controls and procedures, no matter how well designed and operated, can provide only reasonable assurance of achieving the desired control objectives and are subject to certain limitations, including the exercise of judgment by individuals, the difficulty in identifying unlikely future events, and the difficulty in eliminating misconduct completely. Based upon that evaluation, our Interim Chief Executive Officer and Chief Financial Officer have concluded that, our disclosure controls and procedures were effective at a reasonable assurance level as of 31 March 2022, to ensure the information required to be disclosed in the reports that we file or submit under the Exchange Act were recorded, processed, summarized and reported within the time periods specified in the rules and forms of the SEC and that such information was accumulated and communicated to our management, including our Interim Chief Executive Officer and Chief Financial Officer, to allow for timely decisions regarding required disclosures. Management’s Report on Internal Control over Financial Reporting Management is responsible for establishing and maintaining adequate internal control over financial reporting as defined in Rule 13a-15(f) of the Exchange Act. Because of its inherent limitations, internal control over financial reporting may not prevent or detect all misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate. We assessed the effectiveness of our internal control over financial reporting as of 31 March 2022. In making this assessment, we used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission in Internal Control – Integrated Framework (2013). Based on our assessment using those criteria, we concluded that our internal control over financial reporting was effective as of 31 March 2022. The effectiveness of our internal control over financial reporting as of 31 March 2022 has been audited by Ernst & Young LLP, an independent registered public accounting firm, as stated in their report below. Changes in Internal Control over Financial Reporting There were no changes in our internal controls over financial reporting that occurred during the period covered by this Annual Report that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting. Table of Contents James Hardie 2022 Annual Report on Form 20-F 165 Report of Independent Registered Public Accounting Firm To the Shareholders and the Board of Directors of James Hardie Industries plc Opinion on Internal Control Over Financial Reporting We have audited James Hardie Industries plc’s internal control over financial reporting as of 31 March 2022, based on criteria established in Internal Control—Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, James Hardie Industries plc (the Company) maintained, in all material respects, effective internal control over financial reporting as of 31 March 2022, based on the COSO criteria. We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheets of the Company as of 31 March 2022 and 2021, the related consolidated statements of operations and comprehensive income, changes in shareholders’ equity and cash flows for each of the three years in the period ended 31 March 2022, and the related notes and our report dated 17 May 2022 expressed an unqualified opinion thereon. Basis for Opinion The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying Management’s Annual Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB. We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion. Definition and Limitations of Internal Control Over Financial Reporting A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements. Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate. /s/ Ernst & Young LLP Irvine, California 17 May 2022 Table of Contents James Hardie 2022 Annual Report on Form 20-F 166 EMPLOYEES During each of the last three fiscal years, we employed the following average number of people: Fiscal Years Ended 31 March 2021 2020 2022 Fiber Cement United States and Canada Europe Building Products Fiber Cement Australia Fiber Cement New Zealand1 Fiber Cement Philippines Research & Development, including Technology General Corporate Total Employees ____________ 3,014 935 583 53 362 186 63 5,196 2,662 937 580 116 348 155 63 4,861 2,563 972 597 180 340 156 61 4,869 1 In fiscal year 2021, based on our strategic decision to move to a regional model for the manufacture and supply of fiber cement products for the New Zealand market, we ceased all manufacturing of products in New Zealand and shifted manufacturing from New Zealand to Australia. As of the end of 31 March 2022, of the 5,196 average number of people employed, approximately 902 employees have their employment conditions determined by collective agreements negotiated with labor unions (approximately 654 and 248 employees in Europe and Australia, respectively). Under European law, employees that are part of a collective agreement are not required to inform their employer if they are a member of a labor union. In Australia, it is a matter of individual choice whether an employee in a collective agreement is a member of a union. As such, it is possible that some of our employees covered by collective agreements in Europe and Australia may not be members of a union. In accordance with Australian law, we do not keep records of union membership. Our management believes that we have a satisfactory relationship with these unions and there are currently no ongoing labor disputes. We currently have no employees who are members of a union in the United States. LISTING DETAILS Trading Markets As a company incorporated under the laws of Ireland, we have listed our securities for trading on the ASX, through the Clearing House Electronic Subregister System (“CHESS”), via CHESS Units of Foreign Securities (“CUFS”). CUFS are a form of depositary security that represent a beneficial ownership interest in the securities of a non-Australian corporation. Each of our CUFS represents the beneficial ownership of one share of common stock of JHI plc, the legal ownership of which is held by CHESS Depositary Nominees Pty Ltd ("CDN"). The CUFS are listed and traded on the ASX under the symbol “JHX.” We have also listed our securities for trading on the NYSE. We sponsor an ADS program, whereby beneficial ownership of CUFS is represented by ADS. These ADSs trade on the NYSE in the form of ADRs, under the symbol “JHX.” Deutsche Bank Trust Company Americas (“Deutsche Bank“) has acted as the depository for our ADS program. Unless the context indicates otherwise, when we refer to ADSs, we are referring to ADRs or ADSs and when we refer to our common stock we are referring to the shares of our common stock that are represented by CUFS. Table of Contents James Hardie 2022 Annual Report on Form 20-F 167 We cannot predict the prices at which our shares and ADSs will trade or the volume of trading for such securities, nor can we assure you that these securities will continue to meet the applicable listing requirements of these exchanges. Trading on the Australian Securities Exchange The ASX is headquartered in Sydney, Australia, with branches located in each Australian state capital. Our CUFS trade on the ASX under the symbol “JHX.” The ASX is a publicly listed company with trading being undertaken by brokers licensed under the Australian Corporations Act. Trading principally takes place between the hours of 10:00 a.m. and 4:00 p.m. Australian Eastern Standard Time on each weekday (excluding Australian public holidays). Settlement of trades in uncertificated securities listed on the ASX is generally effected electronically. This is undertaken through CHESS, which is the clearing and settlement system operated by the ASX. Trading on the New York Stock Exchange In the United States, our ADSs trade on the NYSE under the symbol “JHX.” Trading principally takes place between the hours of 9:30 a.m. and 4:00 p.m. Eastern Time on each weekday (excluding US public holidays). All inquiries and correspondence regarding ADSs should be directed to Deutsche Bank, 1 Columbus Circle Floor 17S, New York, New York 10019, United States. To speak directly to a Deutsche Bank representative, please call 1-212-250-9100. You may also send an e-mail inquiry to adr@db.com or visit the Deutsche Bank website at https:\\www.adr.db.com. Fees and Charges Payable by Holders of our ADSs The following is a summary of the fee provisions of our deposit agreement with Deutsche Bank. For more complete information regarding our ADS program, investors are directed to read the entire amended deposit agreement, a copy of which has been filed as Exhibit 2.1 and 2.2 to this Annual Report. Service Issuance of ADSs, including issuances resulting from a distribution of shares or rights or other property Cancellation of ADSs Distribution of cash dividends or other cash distributions Operational and maintenance costs Fees Up to US$0.05 per ADS issued Up to US$0.05 per ADS issued Up to US$0.05 per ADS issued An annual fee of US $0.05 per ADS held on the applicable record date established by the depositary Additionally, under the terms of our deposit agreement, Deutsche Bank is entitled to charge each registered holder the following: • • • • • • taxes and other governmental charges; registration fees as may from time to time be in effect for the registration of transfers of CUFS generally on the CHESS; expenses for cable, telex and fax transmissions and delivery services; expenses incurred for converting foreign currency into US dollars; fees and expenses incurred in connection with compliance with exchange control regulations and other regulatory requirements applicable to CUFS, deposited securities, ADSs and ADRs; and fees and expenses incurred in connection with the delivery or servicing of CUFS on deposit. If any tax or other governmental charge becomes payable with respect to any security on deposit, such tax or other governmental charge is payable by the ADS holder to Deutsche Bank. Deutsche Bank may Table of Contents James Hardie 2022 Annual Report on Form 20-F 168 refuse to affect any transfer or withdrawal of a deposited security until such payment is made. Deutsche Bank may withhold any dividends or other distributions or may sell for the account of the ADS holder any part or all of the deposited securities, and may apply such dividends, other distributions, or proceeds of any such sale in payment of such tax or other governmental charge and the ADS holder will remain liable for any deficiency. Generally, Deutsche Bank collects its fees for delivery and surrender of ADSs directly from investors depositing shares or surrendering ADSs for the purpose of withdrawal or from intermediaries acting for them. Additionally, Deutsche Bank collects fees for making distributions to investors by deducting those fees from the amounts distributed or by selling a portion of distributable property to pay the fees. Deutsche Bank may collect its annual fee for depositary services by deductions from cash distributions or by directly billing investors or by charging the book-entry system of accounts of participants acting for them. Deutsche Bank may generally refuse to provide fee-attracting services until its fees for those services are paid. As part of its service as depositary, Deutsche Bank has agreed: (i) to arrange for the local custody of the underlying shares and absorb the costs of servicing the same; (ii) to make certain annual reimbursements to us based on a percentage of net revenues collected for ADS issuance and cancellation fees, net of custody costs, which we will use toward investor relations expenses and other expenses related to the maintenance of the ADS program (we received US$30,820 in reimbursements of this type in fiscal year 2022); (iii) to waive the cost associated with administrative and reporting services under the ADS program, such costs being valued at US$60,000 per year; and (iv) to waive the access charges to www.adr.db.com, such costs being valued at US$10,000 per year. Table of Contents James Hardie 2022 Annual Report on Form 20-F 169 CONSTITUTION Our corporate domicile is in Ireland and our registered office is located at Europa House, 2nd Floor, Harcourt Centre, Harcourt Street, Dublin 2, D02 WR20, Ireland. We are registered at the Companies Registration Office of the Department of Jobs, Enterprise and Innovation in Dublin, Ireland under number 485719. Copies of our Memorandum of Association and our Articles of Association are filed as Exhibits 1.1 and 1.2 to this Annual Report. A description of each class of securities registered under Section 12 of the Securities Exchange Act of 1934 is included in Exhibit 2.17 to this Annual Report and is incorporated herein by reference. MATERIAL CONTRACTS Other than the contracts that are described elsewhere in this Annual Report, including, without limitation, the AFFA and related agreements, our revolving credit facility, the indentures governing our senior unsecured notes, the deposit agreement governing our ADS program, our executive compensation and equity incentive plans and certain material employment contracts described in “Section 1 – Remuneration Report” and any material contracts that have been entered into in the ordinary course of business, the Company does not have any material contracts otherwise requiring disclosure in this Annual Report. EXCHANGE CONTROLS The European Union ("EU") has imposed financial sanctions on a number of countries throughout the world that are suspected of being involved in activities such as terrorism or repression of its citizens. Ireland has given effect to these sanctions through the implementation of regulations and statutory instruments. We do not have any subsidiaries located in countries with imposed financial sanctions by the EU. In addition, we do not conduct business or other revenue-generating activities in these countries. Except for restrictions contained in the regulations or statutory instruments referred to above, there are no legislative or other legal provisions currently in force in Ireland or arising under our Constitution restricting the import or export of capital, including the availability of cash and cash equivalents for use by JHI plc and its wholly owned subsidiaries, or remittances to our security holders not resident in Ireland. In addition, except for restrictions contained in the regulations or statutory instruments referred to above, cash dividends payable in US dollars on our common stock may be officially transferred from Ireland and converted into any other convertible currency. There are no limitations, either by Irish law or in our Constitution, on the right of non-residents of Ireland to hold or vote our common stock. Table of Contents James Hardie 2022 Annual Report on Form 20-F 170 TAXATION The following summarizes the material US and Irish tax consequences of an investment in shares of our common stock. This summary does not address every aspect of taxation relevant to a particular investor subject to special treatment under any applicable law and is not intended to apply in all respects to all categories of investors. In addition, except for the matters discussed under “Irish Taxation”, this summary does not consider the effect of other foreign tax laws or any state, local or other tax laws that may apply to an investment in shares of our common stock. This summary assumes that we will conduct our business in the manner described in this Annual Report. Changes in our organizational structure or the manner in which we conduct our business may invalidate all or parts of this summary. The laws on which this summary is based could change, perhaps with retroactive effect, and any law changes could invalidate all or parts of this summary. We will not update this summary for any law changes after the date of this Annual Report. This discussion does not bind either the US or Irish tax authorities or the courts of those jurisdictions. Except where outlined below, we have not sought a ruling nor will we seek a ruling of the US or Irish tax authorities about matters in this summary. We cannot assure you that those tax authorities will concur with the views in this summary concerning the tax consequences of the purchase, ownership or disposition of our common stock or that any reviewing judicial body in the United States or Ireland would likewise concur. investors should consult Prospective tax consequences of acquiring, owning and disposing of shares of our common stock, including the effect of any foreign, state or local taxes. tax advisors regarding the particular their United States Taxation The following is a summary of the material US federal income tax consequences generally applicable to “US Shareholders” (as defined below) who beneficially own shares of our common stock and hold the shares as capital assets. For purposes of this summary, a “US Shareholder” means a beneficial owner of our common stock that is: (1) an individual who is a citizen or resident of the United States (as defined for US federal income tax purposes); (2) a corporation or other entity created or organized in or under the law of the United States or any of its political subdivisions; (3) an estate whose income is subject to US federal income taxation regardless of its source; or (4) a trust if (i) a court in the United States can exercise primary supervision over the administration of the trust, and one or more United States persons can control all of the substantial decisions of the trust, or (ii) the trust has in effect a valid election to be treated as a United States person for US federal income tax purposes. If a partnership (including for this purpose any entity treated as a partnership for US federal tax purposes) is a beneficial owner of a share of our common stock, the US federal tax treatment of a partner in the partnership generally will depend on the status of the partner and the activities of the partnership. A holder of our common stock that is a partnership and partners in that partnership should consult their own tax advisers regarding the US federal income tax consequences of holding and disposing of those shares. This summary does not comprehensively describe all possible tax issues that could influence a current or prospective US Shareholder’s decision to buy or sell shares of our common stock. In particular, this summary does not discuss: (1) the tax treatment of special classes of US Shareholders, like financial institutions, life insurance companies, tax exempt organizations, tax-qualified employer plans and other tax-qualified or qualified accounts, investors liable for the alternative minimum tax, dealers in securities, shareholders who hold shares of our common stock as part of a hedge, straddle or other risk reduction arrangement, or shareholders whose functional currency is not the US dollar; (2) the tax treatment of US Shareholders who own (directly or indirectly by attribution through certain related parties) 10% or more of our voting stock; and (3) the application of other US federal taxes, like the US federal estate tax. The Table of Contents James Hardie 2022 Annual Report on Form 20-F 171 summary is based on the Internal Revenue Code (the “Code”), applicable US Department of Treasury regulations, judicial decisions and administrative rulings and practice, all as of the date of this Annual Report. Treatment of ADSs For US federal income tax purposes, a holder of an ADS is considered the owner of the shares of stock represented by the ADS. Accordingly, except as otherwise noted, references in this summary to ownership of shares of our common stock includes ownership of the shares of our common stock underlying the corresponding ADSs. Taxation of Distributions Subject to the passive foreign investment company rules discussed below, the tax treatment of a distribution on shares of our common stock held by a US Shareholder depends on whether the distribution is from our current or accumulated earnings and profits (as determined under US federal income tax principles). To the extent a distribution is from our current or accumulated earnings and profits, a US Shareholder will include the amount of the distribution in gross income as a dividend. To the extent a distribution exceeds our current and accumulated earnings and profits, a US Shareholder will treat the excess first as a non-taxable return of capital to the extent of the US Shareholder’s tax basis in those shares and thereafter as capital gain. See the discussion of “Capital Gain Rates” below. Notwithstanding the foregoing described treatment, we do not intend to maintain calculations of our current and accumulated earnings and profits. Dividends received on shares of our common stock will not qualify for the inter-corporate dividends received deduction. Distributions to US Shareholders that are treated as “qualified dividend income” are generally subject to a maximum rate of 20%. “Qualified dividend income” includes dividends received from a “qualified foreign corporation.” A “qualified foreign corporation” includes (1) a foreign corporation that is eligible for the benefits of a comprehensive income tax treaty with the United States that contains an exchange of information program and (2) a foreign corporation that pays dividends with respect to shares of its stock that are readily tradable on an established securities market in the United States. We believe that we are, and will continue to be, a “qualified foreign corporation” and that dividends we pay with respect to our shares will qualify as “qualified dividend income.” To be eligible for the 20% tax rate, a US Shareholder must hold our shares un-hedged for a minimum holding period (generally, 61 days during the 121-day period beginning on the date that is 60 days before the ex-dividend date of the distribution). Although we believe we presently are, and will continue to be, a “qualified foreign corporation,” we cannot guarantee that we will so qualify. For example, we will not constitute a “qualified foreign corporation” if we are classified as a “passive foreign investment company” (discussed below) in either the taxable year of the distribution or the preceding taxable year. In addition, the net investment income (including dividend income) of certain taxpayers are subject to an additional 3.8% tax rate. Distributions to US Shareholders that are treated as dividends are generally considered income from sources outside the United States and, for purposes of computing the limitations on foreign tax credits that apply separately to specific categories of income, foreign source “passive category” income or, in the case of certain holders, “general category” income. In addition, special rules will apply to determine a US Shareholder’s foreign tax credit limitation if a dividend distributed with respect to our shares constitutes “qualified dividend income” (as described above). See the discussion of “Credit of Foreign Taxes Withheld” below. The amount of any distribution we make on shares of our common stock in foreign currency generally will equal the fair market value in US dollars of that foreign currency on the date a US Shareholder receives it. A US Shareholder will have a tax basis in the foreign currency equal to its US dollar value on the date Table of Contents James Hardie 2022 Annual Report on Form 20-F 172 of receipt and will recognize ordinary US source gain or loss when it sells or exchanges the foreign currency. US Shareholders who are individuals will not recognize gain upon selling or exchanging foreign currency if the gain does not exceed US$200 in a taxable year and the sale or exchange constitutes a “personal transaction” under the Code. The amount of any distribution we make with respect to shares of our common stock in property other than money will equal the fair market value of that property on the date of distribution. Credit of Foreign Taxes Withheld Under certain conditions, including a requirement to hold shares of our common stock un-hedged for a certain period, and subject to limitations, a US Shareholder may claim a credit against the US Shareholder’s federal income tax liability for the foreign tax owed and withheld or paid with respect to distributions on our shares. Alternatively, a US Shareholder may deduct the amount of withheld foreign taxes, but only for a year for which the US Shareholder elects to deduct all foreign income taxes. Complex rules determine how and when the foreign tax credit applies, and US Shareholders should consult their tax advisers to determine whether and to what extent they may claim foreign tax credits. Sale or Other Disposition of Shares Subject to the passive foreign investment company rules discussed below, a US Shareholder will recognize capital gain or loss on the sale or other taxable disposition of shares of our common stock, equal to the difference between the US Shareholder’s adjusted tax basis in the shares sold or disposed of and the amount realized on the sale or disposition. Individual US Shareholders may benefit from lower marginal tax rates on capital gains recognized on shares sold, depending on the US Shareholder’s holding period for the shares. See the discussion of “Capital Gain Rates” below. Capital losses that do not offset capital gains are subject to limitations on deductibility. The gain or loss from the sale or other disposition of shares of our common stock generally will be treated as income from sources within the United States for foreign tax credit purposes, unless the US Shareholder is a US citizen residing outside the United States and certain other conditions are met. Capital Gain Rates Long-term capital gains of certain US individual Shareholders are subject to a maximum rate of 20%. In addition, the “net investment income” (including long and short-term capital gain income) of certain taxpayers is subject to an additional tax of 3.8%. Passive Foreign Investment Company (“PFIC”) Status Special US federal income tax rules apply to US Shareholders owning capital stock of a PFIC. A foreign corporation will be a PFIC for any taxable year in which 75% or more of its gross income is passive income or in which 50% or more of the average value of its assets is “passive assets” (generally assets that generate passive income or assets held for the production of passive income). For these purposes, passive income excludes certain interest, dividends or royalties from related parties. If we were a PFIC, each US Shareholder would likely face increased tax liabilities upon the sale or other disposition of shares of our common stock or upon receipt of “excess distributions,” unless the US Shareholder elects (1) to be taxed currently on its pro rata portion of our income, regardless of whether the income was distributed in the form of dividends or otherwise (provided we furnish certain information to our shareholders), or (2) to mark its shares to market by accounting for any difference between the shares’ fair market value and adjusted basis at the end of the taxable year by either an inclusion in income or a deduction from income (provided our ADSs, CUFS or common shares satisfy a test for being regularly traded on a qualified exchange or other market). Because of the manner in which we operate our business, we are not, nor do we expect to become, a PFIC. Table of Contents James Hardie 2022 Annual Report on Form 20-F 173 Controlled Foreign Corporation Status If more than 50% of either the voting power of all classes of our voting stock or the total value of our stock is owned, directly or indirectly, by citizens or residents of the United States, United States domestic partnerships and corporations or estates or trusts other than foreign estates or trusts, each of which owns 10% or more of the total combined voting power of all classes of our stock entitled to vote, which we refer to as “10-Percent Shareholders,” we could be treated as a Controlled Foreign Corporation (“CFC”), under the Code. This classification would, among other consequences, require 10-Percent Shareholders to include in their gross income their pro rata shares of our “Subpart F income” (as specifically defined by the Code) and our earnings invested in US property (as specifically defined by the Code). In addition, gain from the sale or exchange of our common shares by a United States person who is or was a 10-Percent Shareholder at any time during the five-year period ending with the sale or exchange is treated as dividend income to the extent of the earnings and profits attributable to the stock sold or exchanged. Under certain circumstances, a corporate shareholder that directly owns 10% or more of our voting shares may be entitled to an indirect foreign tax credit for income taxes we paid in connection with amounts so characterized as dividends under the Code. US Federal Income Tax Provisions Applicable to Non-United States Holders A Non-US Holder means a beneficial owner of our common stock that is (1) a non-resident alien of the United States for US federal income tax purposes; (2) a corporation created or organized in or under the law of a country, or any of its political subdivisions, other than the United States; or (3) an estate or trust that is not a US Shareholder. A Non-US Shareholder generally will not be subject to US federal income taxes, including US withholding taxes, on any dividends paid on our shares or on any gain realized on a sale, exchange or other disposition of the shares unless the dividends or gain is effectively connected with the conduct by the Non-US Shareholder of trade or business in the United States (and is attributable to a permanent establishment or fixed base the Non-US Shareholder maintains in the United States if an applicable income tax treaty so requires as a condition for the Non-US Shareholder to be subject to US taxation on a net income basis on income related to the common stock). A corporate Non-US Shareholder under certain circumstances may also be subject to an additional “branch profits tax” on that type of income, the rate of which may be reduced pursuant to an applicable income tax treaty. In addition, gain recognized on a sale, exchange or other disposition of our shares by a Non-US Shareholder who is an individual generally will be subject to US federal income taxes if the Non-US Shareholder is present in the United States for 183 days or more in the taxable year in which the sale, exchange or other disposition occurs and certain other conditions are met. US Information Reporting and Backup Withholding Dividend payments on shares of our common stock and proceeds from the sale, exchange or redemption of shares of our common stock may be subject to information reporting to the Internal Revenue Service and possible US backup withholding at a current rate of 24%. Backup withholding will not apply to a shareholder who furnishes a correct taxpayer identification number or certificate of foreign status and makes any other required certification or who is otherwise exempt from backup withholding. United States persons who are required to establish their exempt status generally must provide that certification on a properly completed Internal Revenue Service Form W-9 (Request for Taxpayer Identification Number and Certification). Non-US Shareholders generally will not be subject to US information reporting or backup withholding. However, Non-US Shareholders may be required to provide certification of non- US status in connection with payments received in the United States or through certain US related financial intermediaries. Table of Contents James Hardie 2022 Annual Report on Form 20-F 174 Backup withholding is not an additional tax. Amounts withheld as backup withholding may be credited against a shareholder’s US federal income tax liability, and a shareholder may obtain a refund of any excess amounts withheld under the backup withholding rules by filing the appropriate claim for refund with the Internal Revenue Service and furnishing any required information. Irish Taxation The following is a summary of the material Irish tax consequences generally applicable to shareholders who invest in shares of our common stock, who are neither tax resident, nor ordinarily resident in, Ireland. This summary does not contain a detailed description of all of the Irish tax consequences for all shareholders, which depend on that shareholder’s particular circumstances, and should not be a substitute for advice from an appropriate professional adviser in relation to all of the possible tax issues that could influence a prospective shareholder’s decision to acquire shares of our common stock. This summary is based on Irish tax legislation, relevant Irish case law, other Irish Revenue guidance and published opinions and administrative pronouncements of the Irish tax authorities, income tax treaties to which Ireland is a party, and such other authorities as we have considered relevant, all as in effect and available as at the date of this Annual Report, any of which may change possibly with retroactive effect. Treatment of ADSs In general, for Irish tax purposes, an owner of depositary receipts is considered the owner of the shares of stock represented by depositary receipts. Accordingly, except as otherwise noted, references in this Annual Report to ownership of shares of our common stock includes ownership of the shares underlying the corresponding ADSs. Irish Dividend Withholding Tax Distributions made by us to non-Irish resident shareholders will, subject to certain exceptions, be subject to Irish dividend withholding tax at a standard rate of income tax (which, from 1 January 2020 is 25% and prior to this was 20%) unless you are a shareholder who falls within one of the categories of exempt shareholders referred to below. Where dividend withholding tax applies, we will be responsible for withholding the dividend withholding tax at source. For dividend withholding tax purposes, a dividend includes any distribution made by us to our shareholders, including cash dividends, non-cash dividends and additional shares taken in lieu of a cash dividend. Dividend withholding tax is not payable where an exemption applies provided that we have received all necessary documentation required by the relevant legislation from our shareholders prior to payment of the dividend. Certain of our non-Irish tax resident shareholders (both individual and corporate) are entitled to an exemption from dividend withholding tax. In particular, a non-Irish tax resident shareholder is not subject to dividend withholding tax on dividends received from us where the shareholder is: • • • an individual shareholder resident for tax purposes in either a member state of the EU (apart from Ireland) or in a country with which Ireland has a double tax treaty, and the individual is neither resident nor ordinarily resident in Ireland; a corporate shareholder not resident for tax purposes in Ireland nor ultimately controlled, directly or indirectly, by persons so resident and which is resident for tax purposes in either a member state of the EU (apart from Ireland) or a country with which Ireland has a double tax treaty; a corporate shareholder that is not resident for tax purposes in Ireland and which is ultimately controlled, directly or indirectly, by persons resident in either a member state of the EU (apart from Ireland) or in a country with which Ireland has a double tax treaty; Table of Contents James Hardie 2022 Annual Report on Form 20-F 175 • • • a corporate shareholder that is not resident for tax purposes in Ireland and whose principal class of shares (or those of its 75% parent) is substantially and regularly traded on a recognized stock exchange in either a member state of the EU (including Ireland where the Company trades only on the Irish stock exchange) or in a country with which Ireland has a double tax treaty or on an exchange approved by the Irish Minister for Finance; or a corporate shareholder that is not resident for tax purposes in Ireland and is wholly-owned, directly or indirectly, by two or more companies the principal class of shares of each of which is substantially and regularly traded on a recognized stock exchange in either a member state of the EU (including Ireland where the Company trades only on the Irish stock exchange) or in a country with which Ireland has a double tax treaty or on an exchange approved by the Irish Minister for Finance; and provided that, in all cases noted above, the shareholder has made the appropriate non-resident declaration to us prior to payment of the dividend. Where the shareholder is not the beneficial owner, we will be required to withhold Irish dividend withholding tax at an income tax rate of 25% unless the shareholder is a qualifying intermediary under Irish law and that shareholder has received all necessary documentation required by the relevant legislation, as described above, from the beneficial owner prior to payment of the dividend. Where our shareholders hold ADSs, they may not be required to submit an appropriate declaration in order to receive dividends without deduction of Irish dividend withholding tax provided their registered address is in the US. Shareholders must complete and send to us a non-resident declaration form in order to avoid Irish dividend withholding tax. If the appropriate declaration is not made, these shareholders will be liable for Irish dividend withholding tax of 25% on dividends paid by us and may not be entitled to offset this tax. In this case, it will be necessary for shareholders to apply for a refund of the withholding tax directly from the Irish Revenue authorities. Shareholders that do not fulfill the documentation requirements or otherwise do not qualify for one of the withholding tax exemptions outlined above may be able to claim treaty benefits under a double taxation convention. In this regard, where a double taxation convention is in effect between Ireland and the country of residence of a non-resident shareholder, depending on the terms of that double taxation convention, such a non-resident shareholder may be eligible for a full or partial exemption resulting in a lower dividend withholding tax rate than 25%. For example, under the US-Ireland Treaty, certain US corporate shareholders owning directly at least 10% of our voting power, are eligible for a reduction in withholding tax to 5% with respect to dividends that we pay, unless the shares of common stock held by such residents form part of the business property of a business carried on through a permanent establishment in Ireland. The same exception applies if the beneficial owner of the shares, being a citizen or resident of the United States, performs independent personal services from a fixed base situated in Ireland and the holding of the shares of common stock in respect of which the dividends are paid pertains to such fixed base in Ireland. A shareholder of our common stock, other than an individual, will be ineligible for the benefits of the US- Irish Treaty unless the shareholder satisfies certain tests under the LOB provisions of Article 23 of the US-Ireland Treaty. To prevent so-called dividend stripping, Irish law generally denies the treaty benefit of a reduced dividend withholding tax rate for any dividend paid to a recipient who is not the “beneficial owner” of the dividend. Table of Contents James Hardie 2022 Annual Report on Form 20-F 176 Irish Taxes on Income and Capital Gains Shareholders who are neither tax resident of, nor ordinarily resident in, Ireland should not be subject to any Irish taxes in respect of dividends distributed by us (other than the dividend withholding tax described above) or capital gains realized on the disposition of shares of our common stock unless such shares are used, held or acquired for the purposes of a trade carried on in Ireland through a branch or an agency. An individual who is temporarily a non-resident of Ireland at the time of the disposal may, under anti- avoidance legislation, still be liable to Irish taxation on any chargeable gains realized (subject to the availability of exemptions). Capital Acquisitions Tax Irish capital acquisitions tax (“CAT”) applies to gifts and inheritances. Subject to certain tax-free thresholds (which are determined by the relationship between the donor and successor or donee), gifts and inheritances are liable to tax at the rate of 33%. Gifts and inheritances passing between spouses are exempt from CAT. Where a gift or inheritance is taken under a disposition made on or after 1 December 1999, it will be within the charge of CAT: • to the extent that the property of which the gift or inheritance consists is situated in Ireland at the date of the gift or inheritance; • where the person making the gift or inheritance is or was resident or ordinarily resident in Ireland at the date of the disposition under which the gift or inheritance is taken; or • where the person receiving the gift or inheritance is resident or ordinarily resident in Ireland at the date of the gift or inheritance. Please note that the charge to CAT in respect of appointments from a discretionary trust can be different and as a result, specific advice should be taken in this regard. A non-Irish domiciled individual will not be regarded as resident or ordinarily resident in Ireland for CAT purposes on a particular date unless they are resident or ordinarily resident in Ireland on that date and have been resident in Ireland for the five consecutive tax years immediately preceding the year of assessment in which the date falls. A gift or inheritance of our common stock will be within the charge of CAT, notwithstanding that the person from whom or by whom the gift or inheritance is received is domiciled or resident outside Ireland. The Estate Tax Convention between Ireland and the United States generally provides for CAT paid on inheritances in Ireland to be credited against US federal estate tax payable in the United States and for tax paid in the United States to be credited against tax payable in Ireland, based on priority rules set forth in the Estate Tax Convention. The Estate Tax Convention does not apply to CAT paid on gifts. Irish domestic legislation also provides for a general relief from double taxation in respect of gifts and inheritances. Irish Stamp Duty Any electronic transfers of shares through the CHESS or the ADR system will not be regarded as transfers of interests in securities and will not be brought within the charge to Irish stamp duty. If a shareholder undertakes an off-market transaction involving a transfer of the underlying shares, this will be subject to Irish stamp duty at a rate of 1% of market value or consideration paid, whichever is greater and will not be able to be registered until duly stamped. An off-market transfer of CUFS will also, where evidenced in writing, be subject to the 1% Irish stamp duty. In addition, a conversion of shares into CUFS Table of Contents James Hardie 2022 Annual Report on Form 20-F 177 or ADSs or a conversion of CUFS or ADSs into underlying shares will be liable to 1% Irish stamp duty where the conversion is on a sale or in contemplation of a sale. In each case, payment of this stamp duty will be the responsibility of the person receiving the transfer. Documents Available for Review We are subject to the reporting requirements of the Exchange Act applicable to “foreign private issuers” and in accordance therewith file reports, including annual reports, and other information with the SEC. Such reports and other information have been filed electronically with the SEC since 4 November 2002. The SEC maintains a site on the Internet, at www.sec.gov, which contains reports and other information regarding issuers that file electronically with the SEC. In addition, such reports may be obtained, upon written request, from our company secretary at our corporate headquarters in Ireland or our Investor Relations department in Australia. Such reports and other information filed with the SEC prior to November 2002 may be inspected and copied at prescribed rates at the public reference facilities maintained by the SEC at 100 F Street N.E., Washington, D.C. 20549, or obtained by written request to our company secretary. Although, as a foreign private issuer, we are exempt from the rules under the Exchange Act prescribing the furnishing and content of proxy statements and annual reports to shareholders and the quarterly reporting requirements of the Exchange Act, we: • • furnish our shareholders with annual reports containing consolidated financial statements examined by an independent registered public accounting firm; and furnish quarterly reports for the first three quarters of each fiscal year containing unaudited consolidated financial information in filings with the SEC under Form 6-K. Table of Contents James Hardie 2022 Annual Report on Form 20-F 178 QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK Cash and cash equivalents include amounts on deposit in banks and cash invested temporarily in various highly liquid financial instruments with original maturities of three months or less when acquired. We have operations in foreign countries and, as a result, are exposed to foreign currency exchange rate risk inherent in purchases, sales, assets and liabilities denominated in currencies other than the US dollar. We also are exposed to interest rate risk associated with our long-term debt, foreign exchange risk relative to our AFFA liability and our Euro denominated long-term debt and commodity price risk relative to changes in prices of commodities we use in production. Periodically, interest rate swaps and forward exchange contracts are used to manage market risks and reduce exposure resulting from fluctuations in interest rates, commodity prices and foreign currency exchange rates. Our policy is to enter into derivative instruments solely to mitigate risks in our business and not for trading or speculative purposes. There can be no assurance that we will be successful in these mitigation strategies or that fluctuation in interest rates, commodity prices and foreign currency exchange rates will not have a material adverse effect on our financial position, liquidity, results of operations and cash flows. Foreign Currency Exchange Rate Risk We have significant operations outside of the United States and, as a result, are exposed to changes in exchange rates which affect our financial position, results of operations and cash flow. In addition, payments to AICF are required to be made in Australian dollars which, because the majority of our revenues are produced in US dollars, exposes us to risks associated with fluctuations in the US dollar/ Australian dollar exchange rate. See “Section 3 – Risk Factors” of this Annual Report. For our fiscal year ended 31 March 2022, the following currencies comprised the following percentages of our net sales, expenses and liabilities: Net sales Expenses2 Liabilities (excluding borrowings)2 US$ A$ Euros NZ$ Other1 66.6 % 63.5 % 25.3 % 10.8 % 13.7 % 61.7 % 13.5 % 14.8 % 10.0 % 3.2 % 3.4 % 2.4 % 5.9 % 4.6 % 0.6 % For our fiscal year ended 31 March 2021, the following currencies comprised the following percentages of our net sales, expenses and liabilities: Net sales Expenses2 Liabilities (excluding borrowings)2 ____________ US$ A$ Euros NZ$ Other1 66.5 % 61.0 % 32.2 % 11.1 % 15.7 % 55.6 % 14.1 % 15.4 % 9.2 % 2.8 % 3.4 % 2.3 % 5.5 % 4.5 % 0.7 % 1 2 Comprised of Philippine pesos and Canadian dollars. Liabilities include A$ denominated asbestos liability, which was initially recorded in the fourth quarter of fiscal year 2006. Expenses include cost of goods sold, SG&A expenses, R&D expenses and adjustments to the asbestos liability. See “Section 3 – Risk Factors,” and Note 12 to our consolidated financial statements further information regarding the asbestos liability. Table of Contents James Hardie 2022 Annual Report on Form 20-F 179 We purchase raw materials and fixed assets and sell some finished product for amounts denominated in currencies other than the functional currency of the business in which the related transaction is generated. Further, in order to protect against foreign exchange rate movements, we may enter into forward exchange contracts timed to mature when settlement of the underlying transaction is due to occur. For further information, see Note 13 to our consolidated financial statements in Section 2. Funding Under the AFFA The Australian dollar to US dollar assets and liabilities rate moved from 0.7601 as of 31 March 2021 to 0.7482 as of 31 March 2022, a 2% movement, resulting in a US$13.2 million favorable impact on our fiscal year 2022 net income. Assuming that our unfunded net AFFA liability in Australian dollars remains unchanged at A$579.4 million and that we do not hedge this foreign exchange exposure, a 10% movement in the Australian dollar to US dollar exchange rate (at the 31 March 2022 exchange rate of 0.7482) would have approximately a US$43.4 million favorable or unfavorable impact on our net income. For fiscal year 2021, assuming that our unfunded net AFFA liability in Australian dollars remains unchanged at A$729.0 million and that we do not hedge this foreign exchange exposure, a 10% movement in the Australian dollar to US dollar exchange rate (at the 31 March 2021 exchange rate of 0.7601) would have approximately a US$55.4 million favorable or unfavorable impact on our net income. Interest Rate Risk We have market risk from changes in interest rates, primarily related to our revolving credit facility. As of 31 March 2022 and 2021, our revolving credit facility was subject to variable interest rates. Assuming all loans were fully drawn, each one percentage point change in interest rates would result in a US$6.1 million change in annual cash interest expense under the revolving credit facility. At 31 March 2022 and 31 March 2021, we had US$40.0 million and nil outstanding under our revolving credit facility exposing us to market risk due to changes in the rate at which interest accrues. Commodity Price Risk We are exposed to changes in prices of commodities used in our operations, primarily associated with energy, fuel and raw materials. While we expect to continue operating in tight markets for these commodities, we do enter into various sourcing arrangements in an effort to minimize additional working capital requirements caused by rising prices. These arrangements provide discounts on the prices of such commodities in relation to market prices and indices, however, if such commodity prices do not continue to rise, these fixed pricing arrangements may negatively impact our cost of sales over the longer-term. We have assessed the market risk of our core commodities and believe that a +/- 10% change in the average cost of these materials for the year ended 31 March 2022 would have resulted in +/- US$55.9 million or 2.4% impact on our cost of sales for fiscal year 2022. For fiscal year 2021, we have assessed the market risk of our core commodities and believe that a +/- 10% change in the average cost of these materials for the year ended 31 March 2021 would have resulted in +/- US$32.8 million or 1.8% impact on our cost of sales for fiscal year 2021. Table of Contents James Hardie 2022 Annual Report on Form 20-F 180 SECTION 4 SHARE/CHESS UNITS OF FOREIGN SECURITIES INFORMATION As of 30 April 2022, JHI plc had 445,348,933 CUFS issued over ordinary shares listed on the ASX and held by CHESS Depositary Nominees Pty Ltd (“CDN”) on behalf of 31,745 CUFS holders. Each CUFS represents the beneficial ownership of one ordinary share and carries the right to one vote. Each CUFS holder can direct CDN on how to vote the ordinary shares on a one vote per CUFS basis. RSUs issued by the Company carry no voting rights. At 30 April 2022, to our knowledge, we are not directly or indirectly owned or controlled by another corporation, by a foreign government or by any other natural or legal persons severally or jointly, and we are not aware of any arrangements the operation of which may at a subsequent date result in a change in control of the Company. Geographic Distribution of Beneficial Ownership of James Hardie Industries plc The following table shows the geographic distribution of the beneficial holders of our CUFS at 31 March 2022 and 2021: Geographic Region Australia United States United Kingdom Europe (excluding the United Kingdom) Asia Other 31 March 2022 31 March 2021 56.02 % 18.73 % 6.17 % 4.75 % 4.81 % 9.52 % 60.32 % 15.93 % 3.65 % 6.26 % 4.49 % 9.35 % As of 30 April 2022, 0.07% of the outstanding shares of our common stock was held by 74 CUFS holders with registered addresses in the United States. In addition, as of 30 April 2022, 1.37% of the outstanding shares of our common stock was represented by ADSs held by 8 holders, all of whom have registered addresses in the United States, except 2 holders having registered addresses in Germany and the United Kingdom. A total of 1.44% of our outstanding capital stock was registered to 80 US holders as of 30 April 2022. Distribution Schedule of James Hardie Industries plc The following table shows a distribution of the holders of our CUFS at 30 April 2022: Size of Holding Range Holders CUFS Holdings Total % 1-1,000 1,001-5,000 5,001-10,000 10,001-100,000 100,001 and over Totals 24,497 7,441,898 6,094 12,766,035 690 410 4,891,924 9,170,178 54 411,078,898 31,745 445,348,933 1.67 2.87 1.10 2.06 92.30 100.00 Options Holders - Holdings - - - - - - - - - - - Table of Contents James Hardie 2022 Annual Report on Form 20-F 181 Based on the closing price of A$41.54 on 30 April 2022, there were 449 CUFS holders that held less than a marketable parcel of shares. Substantial CUFS holders of James Hardie Industries plc As at 30 April 2022, the Company had received notification of the following interests in its share capital, which were equal to, or in excess of, 3%: CUFS holder AustralianSuper Pty Ltd Blackrock, Inc OppenheimerFunds, Inc. Bennelong Funds Management Group Pty Ltd Commonwealth Bank of America The Vanguard Group, Inc. KKR Entities Challenger Limited Mitsubishi UFJ Financial Group, Inc. Schroders plc Shares Beneficially Owned 31,061,184 29,902,153 23,564,091 22,359,348 22,198,835 20,182,692 19,730,075 18,918,753 17,451,381 14,529,189 Percentage of Shares Outstanding Date became substantial shareholder 6.97 % 2 September 2019 6.71 % 16 October 2014 5.29 % 30 June 2016 5.02 % 16 December 2020 4.98 % 15 August 2014 4.53 % 17 August 2018 4.43 % 1 December 2021 4.25 % 3.92 % 3.26 % 23 May 2018 2 August 2019 1 June 2015 James Hardie Industries plc 20 largest CUFS holders and their holdings as of 30 April 2022 Name HSBC Custody Nominees (Australia) Limited J P Morgan Nominees Australia Pty Limited Citicorp Nominees Pty Limited National Nominees Limited BNP Paribas Noms Pty Ltd BNP Paribas Nominees Pty Ltd Citicorp Nominees Pty Limited Australian Foundation Investment Company Limited HSBC Custody Nominees (Australia) Limited BNP Paribas Nominees Pty Six Sis Ltd BNP Paribas Nominees Pty Ltd CS Third Nominees Pty Limited HSBC Custody Nominees (Australia) Limited Netwealth Investments Limited BNP Paribas Nominees Pty Ltd Argo Investments Limited Millenium Pty Ltd Carlton Hotel Limited Djerriwarrh Investments Limited BNP Paribas Noms Pty Ltd TOTAL CUFS Holdings 155,916,130 101,056,344 59,742,048 26,498,381 13,890,691 12,890,949 11,502,831 4,400,000 4,099,258 2,733,458 2,068,338 1,111,643 1,074,729 989,069 697,000 691,000 630,000 625,362 593,920 545,869 401,757,020 Percentage Rank 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 35.01 % 22.69 % 13.41 % 5.95 % 3.12 % 2.89 % 2.58 % 0.99 % 0.92 % 0.61 % 0.46 % 0.25 % 0.24 % 0.22 % 0.16 % 0.16 % 0.14 % 0.14 % 0.13 % 0.12 % 90.21 % Table of Contents James Hardie 2022 Annual Report on Form 20-F 182 GLOSSARY OF ABBREVIATIONS AND DEFINITIONS Abbreviations 2001 Plan ADR ADS AFFA AGM AICF ASC ASIC ASU ASX ATO CARES Act CCPA CDN CEO CFO CIO CHESS CP Plan CUFS EPS ESG FASB GDPR IP Plan IRS KPMGA LIBOR LOB LTI LTIP NOLs NSW NYSE OSB PDG R&D ROCE 2001 Equity Incentive Plan American Depositary Receipt American Depositary Share Amended and Restated Final Funding Agreement, as amended from time to time Annual General Meeting Asbestos Injuries Compensation Fund Accounting Standards Codification Australian Securities and Investments Commission Accounting Standards Update Australian Securities Exchange Australian Taxation Office US Coronavirus Aid, Relief, and Economic Security Act California Consumer Privacy Act CHESS Depositary Nominees Pty Ltd Chief Executive Officer Chief Financial Officer Chief Information Officer Clearing House Electronic Subregister System Company Performance Plan CHESS Units of Foreign Securities Earnings Per Share Environmental, Social and Governance Financial Accounting Standards Board General Data Protection Regulation Individual Performance Plan Internal Revenue Service KPMG Actuarial London Interbank Offered Rate Limitation on Benefits Long-Term Incentive Long-Term Incentive Plan 2006 US net operating losses New South Wales New York Stock Exchange Oriented Strand Board Primary Demand Growth Research and Development Return on Capital Employed Table of Contents James Hardie 2022 Annual Report on Form 20-F 183 RSU SEC SG&A STI TSR Definitions Restricted Stock Unit United States Securities and Exchange Commission Selling, General and Administrative Short-Term Incentive Total Shareholder Return This Annual Report contains financial measures that are considered to be non-US GAAP, but are consistent with those used by Australian companies. Because the Company prepares its consolidated financial statements in accordance with US GAAP, the following cross-references each US GAAP financial measure as used in the Company’s consolidated financial statements to the equivalent non-US GAAP financial measure listed. EBIT - Earnings before interest and tax is equivalent to the US GAAP financial statement line item Operating income (loss). EBIT margin - EBIT margin is defined as EBIT as a percentage of net sales. EBIT margin is equivalent to the US GAAP terminology Operating income (loss) margin. EBITDA - Earnings before interest, tax, depreciation and amortization is equivalent to the US GAAP financial statement line item Operating income (loss), plus depreciation and amortization expenses. EBITDA margin - EBITDA margin is defined as EBITDA as a percentage of net sales. Other Financial Measures mmsf – million square feet, where a square foot is defined as a standard square foot of 5/16” thickness. msf – thousand square feet, where a square foot is defined as a standard square foot of 5/16” thickness. Price/Mix – The percentage growth in revenue attributable to price increases and shift in mix of products sold. Price/Mix is calculated as the Net Sales growth percentage less the Volume growth percentage. Energy Inflation (Europe) – Hyperinflation in energy costs is defined as the increase in energy costs above normal energy inflation. Normal Energy Inflation – Calculated based on average rates per unit from April 2021 - July 2021, compared to average rates per unit for the prior corresponding period. Energy Hyperinflation – Calculated based on average rates per unit from August 2021 - March 2022, less Normal Energy Inflation (as defined above). Table of Contents James Hardie 2022 Annual Report on Form 20-F 184 Non-GAAP Financial Information Derived from GAAP Measures This Annual Report includes certain financial information to supplement the Company’s consolidated financial statements which are prepared in accordance with accounting principles generally accepted in the United States (“US GAAP”). These financial measures are designed to provide investors with an alternative method for assessing our performance from on-going operations, capital efficiency and profit generation. Management uses these financial measures for the same purposes. These financial measures include: • Adjusted operating income; • Adjusted net income; • Adjusted diluted earnings per share; • Adjusted Return on Capital Employed ("ROCE"); • Adjusted interest, net; • Adjusted income before income taxes; • Adjusted income tax expense; • Adjusted effective tax rate; • North America Fiber Cement Segment Adjusted operating income; • Asia Pacific Fiber Cement Segment Adjusted operating income; • Europe Building Products Segment Adjusted operating income; • North America Fiber Cement Segment Adjusted operating income margin; • Asia Pacific Fiber Cement Segment Adjusted operating income margin; • Europe Building Products Segment Adjusted operating income margin; • North America Fiber Cement Segment Adjusted EBITDA margin; • Asia Pacific Fiber Cement Segment Adjusted EBITDA margin; and • Europe Building Products Segment Adjusted EBITDA margin. These financial measures are or may be non-US GAAP financial measures as defined in the rules of the U.S. Securities and Exchange Commission and may exclude or include amounts that are included or excluded, as applicable, in the calculation of the most directly comparable financial measures calculated in accordance with US GAAP. These financial measures are not meant to be considered in isolation or as a substitute for comparable US GAAP financial measures and should be read only in conjunction with the Company’s consolidated financial statements prepared in accordance with US GAAP. In evaluating these financial measures, investors should note that other companies reporting or describing similarly titled financial measures may calculate them differently and investors should exercise caution in comparing the Company’s financial measures to similar titled measures by other companies. Table of Contents James Hardie 2022 Annual Report on Form 20-F 185 Adjusted operating income (Millions of US dollars) Operating income Excluding: Asbestos: FY22 FY19 $ 682.6 $ 472.8 $ 342.5 $ 351.6 $ 229.2 $ 393.2 $ 354.0 FY21 FY20 FY18 FY17 FY16 Asbestos adjustments loss (gain) AICF SG&A expenses 131.7 1.3 143.9 1.2 58.2 1.7 84.4 — 22.0 1.5 156.4 1.9 (40.4) 1.5 (5.5) 1.7 29.5 — — 10.0 — — — — — — 11.1 — Restructuring and product line discontinuation expenses Fermacell acquisition costs New Zealand weathertightness claims Adjusted operating income — 0.5 $ 815.6 $ 629.0 $ 486.8 $ 404.6 $ 397.5 $ 354.3 $ 350.7 — — — — — Adjusted net income (Millions of US dollars) Net income Excluding: Asbestos: Asbestos adjustments loss (gain) AICF SG&A expenses AICF interest (income) expense, net Restructuring and product line discontinuation expenses Fermacell acquisition costs New Zealand weathertightness claims Loss on early debt extinguishment Tax adjustments1 Adjusted net income FY22 FY19 $ 459.1 $ 262.8 $ 241.5 $ 228.8 $ 146.1 $ 276.5 $ 244.4 FY21 FY17 FY20 FY16 FY18 131.7 1.3 (0.9) 143.9 1.2 (0.5) 58.2 1.7 (1.4) 22.0 1.5 (2.0) 156.4 1.9 (1.9) (40.4) 1.5 1.1 (5.5) 1.7 0.3 — — — — 29.5 — — 0.5 — 1.5 $ 620.7 $ 458.0 $ 352.8 $ 300.5 $ 291.3 $ 248.6 $ 242.9 84.4 — — — (31.6) — 10.0 — 26.1 (47.3) 11.1 — — — 39.5 29.5 — — 1.0 19.7 — — — — 9.9 1. Includes tax adjustments related to the amortization benefit of certain US intangible assets, asbestos, and other tax adjustments Adjusted diluted earnings per share Adjusted net income (millions of US dollars) Weighted average common shares outstanding - Diluted (millions) Adjusted diluted earnings per share (US dollars) FY22 FY21 FY20 FY19 FY18 FY17 FY16 $ 620.7 $ 458.0 $ 352.8 $ 300.5 $ 291.3 $ 248.6 $ 242.9 445.9 445.4 444.1 443.0 442.3 443.9 447.2 1.39 1.03 0.79 0.68 0.66 0.56 0.54 Table of Contents James Hardie 2022 Annual Report on Form 20-F 186 Adjusted Return on Capital Employed ("Adjusted ROCE") (Millions of US dollars) Numerator Adjusted operating income Adjustments to operating income1 Adjusted operating income for ROCE Denominator Gross capital employed (GCE) Adjustments to GCE2 Adjusted gross capital employed Adjusted ROCE FY22 FY21 FY20 FY19 FY18 FY17 FY16 $ 815.6 $ 629.0 $ 486.8 $ 404.6 $ 397.5 $ 354.3 $ 350.7 — — — (7.3) — — — 815.6 629.0 486.8 397.3 397.5 354.3 350.7 (56.4) 1,653.9 1,780.8 1,753.7 1,492.7 1,272.0 1,107.6 1,102.7 40.5 $ 1,597.5 $ 1,587.2 $ 1,558.2 $ 1,415.3 $ 1,247.7 $ 1,157.9 $ 1,143.2 30.7% 28.1% 51.1% 31.9% 30.6% 31.2% 39.6% (195.5) (193.6) (77.4) (24.3) 50.3 1 Adjustments as calculated according to ROCE stock compensation plan documents 2 Calculated as Total Assets minus Current Liabilities as reported in our financial results; adjusted by (i) excluding balance sheet items related to legacy issues (such as asbestos adjustments) dividends payables and deferred taxes; (ii) adding back asset impairment charges in the relevant period, unless otherwise determined by the renumeration committee; (iii) adding back leasehold assets for manufacturing facilities and other material leased assets (FY16-FY19) and (iv) deducting all greenfield construction-in-progress, and any brownfield construction-in-progress projects involving capacity expansion that are individually greater than US$20 million, until such assets reach commercial production and are transferred to the fixed asset register Asia Pacific Fiber Cement Segment Adjusted operating income (Millions of US dollars) Asia Pacific Fiber Cement Segment operating income Excluding: Restructuring expenses Asia Pacific Fiber Cement Segment Adjusted operating income Asia Pacific Fiber Cement segment net sales Asia Pacific Fiber Cement Segment Adjusted operating income margin Europe Building Products Segment Adjusted operating income (Millions of US dollars) Europe Building Products Segment operating income Excluding: Restructuring expenses Europe Building Products Segment Adjusted operating income Europe Building Products segment net sales Europe Building Products Segment Adjusted operating income margin FY22 FY21 $ 160.8 $ 124.8 $ $ $ — 160.8 $ 574.9 28.0% 3.4 128.2 458.2 28.0% FY22 FY21 62.9 $ 37.6 — 62.9 $ 488.5 12.9% 5.1 42.7 410.3 10.4% Table of Contents James Hardie 2022 Annual Report on Form 20-F 187 Adjusted interest, net (Millions of US dollars) Interest, net AICF interest income, net Adjusted interest, net FY22 FY21 39.3 $ 47.8 (0.9) 40.2 $ (0.5) 48.3 $ $ Adjusted effective tax rate (Millions of US dollars) Income before income taxes Asbestos: Asbestos adjustments loss AICF SG&A expenses AICF interest income, net FY22 FY21 $ 643.1 $ 412.0 131.7 1.3 (0.9) — 775.2 $ 184.0 (29.5) 154.5 $ 28.6% 19.9% 143.9 1.2 (0.5) 11.1 567.7 149.2 (39.5) 109.7 36.2% 19.3% Restructuring expenses Adjusted income before income taxes $ Income tax expense Tax adjustments1 Adjusted income tax expense Effective tax rate Adjusted effective tax rate $ 1 Includes tax adjustments related to the amortization benefit of certain US intangible assets, asbestos, and other tax adjustments North America Fiber Cement Segment Adjusted operating income (Millions of US dollars) Operating income Excluding: FY22 FY21 FY20 FY19 $ 741.2 $ 585.5 $ 429.3 $ 382.5 Restructuring and product line discontinuation expenses North America Fiber Cement Segment Adjusted operating income North America Fiber Cement segment net sales North America Fiber Cement Segment Adjusted operating income margin — 2.5 41.2 5.4 $ 741.2 $ 588.0 $ 470.5 $ 2,551.3 2,040.2 1,816.4 387.9 1,676.9 29.1% 28.8% 25.9% 23.1% Table of Contents James Hardie 2022 Annual Report on Form 20-F 188 Asia Pacific Fiber Cement Segment Adjusted operating income (Millions of Australian dollars) Operating income Excluding: Restructuring expenses FY22 FY21 FY20 FY19 A$ 217.4 A$ 172.4 A$ 80.8 A$ 136.5 Asia Pacific Fiber Cement Segment Adjusted operating income Asia Pacific Fiber Cement segment net sales A$ Asia Pacific Fiber Cement Segment Adjusted operating income margin — 4.9 58.3 — 217.4 A$ 777.7 177.3 A$ 635.2 139.1 A$ 614.1 136.5 612.2 28.0% 28.0% 22.7% 22.3% Europe Building Products Segment Adjusted operating income (Millions of Euros) Operating income Excluding: Restructuring expenses Europe Building Products Segment Adjusted operating income Europe Building Products segment net sales Europe Building Products Segment Adjusted operating income margin FY22 Segment Adjusted EBITDA margins FY22 FY21 FY20 FY19 € € 54.2 € 31.4 € 10.0 € — 4.5 4.9 54.2 € 420.5 35.9 € 350.6 14.9 € 334.2 12.9% 10.4% 4.5% 9.1 — 9.1 318.0 2.7% (In Millions) Operating income Excluding: North America Fiber Cement $ 741.2 A$ Asia Pacific Fiber Cement Europe Building Products 217.4 € 54.2 Depreciation and amortization Segment Adjusted EBITDA Segment net sales Segment Adjusted EBITDA margin $ 114.4 855.6 A$ 2,551.3 33.5% 18.4 235.8 € 777.7 30.3% 25.7 79.9 420.5 19.0% Table of Contents James Hardie 2022 Annual Report on Form 20-F 189 EXHIBIT LIST Exhibit Number Exhibit Description 1.1 1.2 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 Memorandum of Association of James Hardie Industries plc, as amended (filed as Exhibit 1.1 to the Company’s Annual Report on Form 20-F filed on 18 May 2021 (Commission File 001-15240) and incorporated by reference herein) Articles of Association of James Hardie Industries plc (filed as Exhibit 1.2 to the Company’s Annual Report on Form 20-F filed on 18 May 2021 (Commission File 001-15240) and incorporated by reference herein) Amended and Restated Deposit Agreement, by and among James Hardie Industries plc, Deutsche Bank Trust Company Americas, as depositary, and the holders and beneficial owners of American depositary shares evidenced by American depositary receipts issued thereunder (filed as Exhibit 99.A to the Company’s Registration Statement on Form F-6 filed on 25 September 2014 (Commission File Number 333-198928) and incorporated by reference herein) Form of Amendment No. 1 to Amended and Restated Deposit Agreement (filed as Exhibit 99(A)(2) to the Company’s Post-Effective Amendment No. 1 to Form F-6 filed on 03 September 2015 (Commission File Number 333-198928) and incorporated by reference herein) Guarantee Trust Deed, dated 19 December 2006, by and between James Hardie Industries N.V. and AET Structured Finance Services Pty Limited (filed as Exhibit 4.12 to the Company’s Post-Effective No. 1 to Form F-4 filed on 17 June 2010 (Commission File Number 333-165531) and incorporated by reference herein) Performing Subsidiary Undertaking and Guarantee Trust Deed, dated 19 December 2006, by and between James Hardie 117 Pty Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 4.14 to the Company’s Post-Effective No. 1 to Form F-4 filed on 17 June 2010 (Commission File Number 333-165531) and incorporated by reference herein) Intercreditor Deed, dated 19 December 2006, by and among The State of New South Wales, James Hardie Industries N.V., Asbestos Injuries Compensation Fund Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 10.34 to the Company’s Post-Effective No. 1 to Form F-4 filed on 17 June 2010 (Commission File Number 333-165531) and incorporated by reference herein) Letter Agreement, dated 21 March 2007, amending the Intercreditor Deed, dated 19 December 2006, by and among The State of New South Wales, James Hardie Industries N.V., Asbestos Injuries Compensation Fund Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 10.35 to the Company’s Post-Effective No. 1 to Form F-4 filed on 17 June 2010 (Commission File Number 333-165531) and incorporated by reference herein) Performing Subsidiary Intercreditor Deed, dated 19 December 2006, by and among The State of New South Wales, James Hardie 117 Pty Limited, Asbestos Injuries Compensation Fund Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 10.37 to the Company’s Post-Effective No. 1 to Form F-4 filed on 17 June 2010 (Commission File Number 333-165531) and incorporated by reference herein) Letter Agreement, dated 21 March 2007, amending the Performing Subsidiary Intercreditor Deed, dated 19 December 2006, by and among The State of New South Wales, James Hardie 117 Pty Limited, Asbestos Injuries Compensation Fund Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 10.38 to the Company’s Post-Effective No. 1 to Form F-4 filed on 17 June 2010 (Commission File Number 333-165531) and incorporated by reference herein) Table of Contents James Hardie 2022 Annual Report on Form 20-F 190 Exhibit Number Exhibit Description 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 Amending Deed to Guarantee Trust Deed, dated 6 October 2009, by and between James Hardie Industries N.V. and AET Structured Finance Services Pty Limited (filed as Exhibit 2.10 to the Company’s Annual Report on Form 20-F filed on 30 June 2010 (Commission File 001-15240) and incorporated by reference herein) Amending Deed to Performing Subsidiary Undertaking and Guarantee Trust Deed, dated 6 October 2009, by and between James Hardie 117 Pty Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 2.12 to the Company’s Annual Report on Form 20-F filed on 30 June 2010 (Commission File 001-15240) and incorporated by reference herein) Amending Deed (Intercreditor Deed), dated 23 June 2009, by and among The State of New South Wales, James Hardie Industries N.V., Asbestos Injuries Compensation Fund Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 4.36 to the Company’s Annual Report on Form 20-F filed on 30 June 2010 (Commission File 001-15240) and incorporated by reference herein) Amending Deed (Performing Subsidiary Intercreditor Deed), dated 23 June 2009, by and among The State of New South Wales, James Hardie 117 Pty Limited, Asbestos Injuries Compensation Fund Limited and AET Structured Finance Services Pty Limited (filed as Exhibit 4.39 to the Company’s Annual Report on Form 20-F filed on 30 June 2010 (Commission File 001-15240) and incorporated by reference herein) Indenture, dated 13 December 2017, by and among James Hardie International Finance Designated Activity Company, the guarantors named therein and Deutsche Bank Trust Company Americas (filed as Exhibit 2.13 to the Company’s Annual Report on Form 20-F filed on 22 May 2018 (Commission File 001-15240) and incorporated by reference herein) Form of 5.000% Senior Note due 2028 (filed as Exhibit 2.15 to the Company’s Annual Report on Form 20-F filed on 22 May 2018 (Commission File 001-15240) and incorporated by reference herein) Indenture, dated 4 October 2018, among James Hardie International Finance Designated Activity Company, the guarantors listed therein, Deutsche Bank Trust Company Americas, as Trustee and Registrar and Deutsche Bank AG, London Branch, as Paying Agent and Transfer Agent (filed as Exhibit 99.8 to the Company’s Report on Form 6-K filed 8 November 2018 (Commission File Number 001-15240 and incorporated by reference herein) Form of 3.625% Senior Notes due 2026 ((filed as Exhibit 99.8 to the Company’s Report on Form 6-k filed 8 November 2018 (Commission File Number 001-15240 and incorporated by reference herein) Description of Securities Registered Under Section 12 of the Securities Exchange Act of 1934 (filed as Exhibit 2.19 to the Company’s Annual Report on Form 20-F filed on 18 May 2021 (Commission File 001-15240) and incorporated by reference herein) 2.18* Credit and Guaranty Agreement, dated 21 December 2021, by and among James Hardie International Finance Designated Activity Company and James Hardie Building Products Inc., as borrowers, James Hardie International Group Limited and James Hardie Technology Limited, as guarantors, James Hardie Industries plc, as parent, HSBC Bank USA, National Association, as administrative agent, and the other lender parties thereto 4.1* Amended and Restated James Hardie Industries SE 2001 Equity Incentive Plan 4.2* Amended and Restated James Hardie Industries plc Long Term Incentive Plan 2006 4.3 4.4 4.5 Form of Joint and Several Indemnity Agreement among James Hardie N.V., James Hardie (USA) Inc. and certain indemnitees thereto (filed as Exhibit 4.15 to the Company’s Annual Report on Form 20-F filed on 7 July 2005 (Commission File 001-15240) and incorporated by reference herein) Form of Joint and Several Indemnity Agreement among James Hardie Industries N.V., James Hardie Inc. and certain indemnitees thereto (filed as Exhibit 4.16 to the Company’s Annual Report on Form 20-F filed on 7 July 2005 (Commission File 001-15240) and incorporated by reference herein) Form of Deed of Access, Insurance and Indemnity between James Hardie Industries N.V. and supervisory board directors and managing board directors (filed as Exhibit 4.9 to the Company’s Annual Report on Form 20-F filed on 8 July 2008 (Commission File 001-15240) and incorporated by reference herein) Table of Contents James Hardie 2022 Annual Report on Form 20-F 191 Exhibit Number Exhibit Description 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 Form of Indemnity Agreement between James Hardie Building Products, Inc. and supervisory board directors, managing board directors and certain executive officers (filed as Exhibit 4.10 to the Company’s Annual Report on Form 20-F filed on 8 July 2008 (Commission File 001-15240) and incorporated by reference herein) Form of Irish law-governed Deed of Access, Insurance and Indemnity between James Hardie Industries SE, a European Company registered in Ireland, and its directors, company secretary and certain senior employees thereto (filed as Exhibit 10.10 to the Company’s Registration Statement on Form F-4 filed on 23 June 2009 (Commission File 333-160177) and incorporated by reference herein) Form of Deed of Access, Insurance and Indemnity between James Hardie Industries plc, and certain indemnitees thereto (filed as Exhibit 4.9 to the Company’s Annual Report on Form 20-F filed on 21 May 2015 (Commission File 001-15240) and incorporated by reference herein) Deed of Release - Unions and Banton, dated 21 December 2005, by and among James Hardie Industries N.V., Australian Council of Trade Unions, Unions New South Wales, and Bernard Douglas Banton (filed as Exhibit 4.23 to the Company’s Annual Report on Form 20-F filed on 29 September 2006 (Commission File 001-15240) and incorporated by reference herein) Deed of Release, dated 22 June 2006, by and between James Hardie Industries N.V. and The State of New South Wales (filed as Exhibit 4.25 to the Company’s Annual Report on Form 20-F filed on 29 September 2006 (Commission File 001-15240) and incorporated by reference herein) Amended and Restated Final Funding Agreement, dated 21 November 2006, by and among James Hardie Industries N.V., James Hardie 117 Pty Ltd, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of the Asbestos Injuries Compensation Fund (filed as Exhibit 99.4 to the Company’s Report on Form 6-K filed on 05 January 2007 (Commission File 001-15240) and incorporated by reference herein) Asbestos Injuries Compensation Fund Amended and Restated Trust Deed, dated 14 December 2006, by and between James Hardie Industries N.V. and Asbestos Injuries Compensation Fund Limited (filed as Exhibit 4.22 to the Company’s Annual Report on Form 20-F filed on 6 July 2007 (Commission File 001-15240) and incorporated by reference herein) Second Irrevocable Power of Attorney, dated 14 December 2006, by and between Asbestos Injuries Compensation Fund Limited and The State of New South Wales (filed as Exhibit 4.26 to the Company’s Annual Report on Form 20-F filed on 6 July 2007 (Commission File 001-15240) and incorporated by reference herein) Deed of Accession, dated 14 December 2006, by and among Asbestos Injuries Compensation Fund Limited, James Hardie Industries N.V., James Hardie 117 Pty Limited and The State of New South Wales (filed as Exhibit 4.27 to the Company’s Annual Report on Form 20-F filed on 6 July 2007 (Commission File 001-15240) and incorporated by reference herein) Amendment to Amended and Restated Final Funding Agreement, dated 6 August 2007, by and among, James Hardie Industries NV, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of the Asbestos Injuries Compensation Fund (filed as Exhibit 4.22 to the Company’s Annual Report on Form 20-F filed on 8 July 2008 (Commission File 001-15240) and incorporated by reference herein) Deed Poll, dated 11 June 2008, amendment of the Asbestos Injuries Compensation Fund Amended and Restated Trust Deed (filed as Exhibit 4.27 to the Company’s Annual Report on Form 20-F filed on 8 July 2008 (Commission File 001-15240) and incorporated by reference herein) Amendment to Amended and Restated Final Funding Agreement, dated 8 November 2007, by and among, James Hardie Industries NV, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of the Asbestos Injuries Compensation Fund (filed as Exhibit 4.23 to the Company’s Annual Report on Form 20-F filed on 8 July 2008 (Commission File 001-15240) and incorporated by reference herein) Table of Contents James Hardie 2022 Annual Report on Form 20-F 192 Exhibit Number Exhibit Description 4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 Amendment to Amended and Restated Final Funding Agreement, dated 11 June 2008, by and among, James Hardie Industries NV, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of the Asbestos Injuries Compensation Fund (filed as Exhibit 4.24 to the Company’s Annual Report on Form 20-F filed on 8 July 2008 (Commission File 001-15240) and incorporated by reference herein) Amended and Restated Final Funding Agreement - Address for Service of Notice on Trustee, dated 13 June 2008 (filed as Exhibit 4.25 to the Company’s Annual Report on Form 20-F filed on 8 July 2008 (Commission File 001-15240) and incorporated by reference herein) Amendment to Amended and Restated Final Funding Agreement, dated 17 July 2008, by and among, James Hardie Industries NV, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of the Asbestos Injuries Compensation Fund (filed as Exhibit 10.27 to the Company’s Registration Statement on Form F-4 filed on 23 June 2009 (Commission File 333-160177) and incorporated by reference herein) Deed of Confirmation, dated 23 June 2009, by and among James Hardie Industries N.V, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of the Asbestos Injuries Compensation Fund (filed as Exhibit 10.37 to the Company’s Registration Statement on Form F-4/A filed on 10 July 2009 (Commission File 333-160177) and incorporated by reference herein) Amending Agreement (Parent Guarantee), dated 23 June 2009, by and among Asbestos Injuries Compensation Fund Limited, The State of New South Wales and James Hardie Industries N.V. (filed as Exhibit 4.30 to the Company’s Annual Report on Form 20-F filed on 30 June 2010 (Commission File 001-15240) and incorporated by reference herein) Deed to amend the Amended and Restated Final Funding Agreement and facilitate the Authorized Loan Facility, dated 9 December 2010, by and among James Hardie Industries SE, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of each of the Compensation Funds (filed as Exhibit 4.25 to the Company’s Annual Report on Form 20-F filed on 29 June 2011 (Commission File 001-15240) and incorporated by reference herein) AICF facility agreement, dated 9 December 2010, by and among Asbestos Injuries Compensation Fund Limited, ABN 60 Pty Limited, Amaca Pty Ltd, Amaba Pty Ltd and The State of New South Wales (filed as Exhibit 4.40 to the Company’s Annual Report on Form 20-F filed on 29 June 2011 (Commission File 001-15240) and incorporated by reference herein) Fixed and Floating Charge, dated 9 December 2010, by and among Asbestos Injuries Compensation Fund Limited, ABN 60 Pty Limited, Amaca Pty Ltd, Amaba Pty Ltd and The State of New South Wales (filed as Exhibit 4.41 to the Company’s Annual Report on Form 20-F filed on 29 June 2011 (Commission File 001-15240) and incorporated by reference herein) Deed to amend the Amended and Restated Final Funding Agreement, dated 29 February 2012, by and among James Hardie Industries SE, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of each of the Compensation Funds (filed as Exhibit 4.27 to the Company’s Annual Report on Form 20-F filed on 2 July 2012 (Commission File 001-15240) and incorporated by reference herein) Deed to amend the Amended and Restated Final Funding Agreement, dated 28 March 2012, by and among James Hardie Industries SE, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of each of the Compensation Funds (filed as Exhibit 4.28 to the Company’s Annual Report on Form 20-F filed on 2 July 2012 (Commission File 001-15240) and incorporated by reference herein) Summary of Amendments to Amended and Restated Final Funding Agreement, dated 20 December 2013, by and among, James Hardie Industries NV, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee of the Asbestos Injuries Compensation Fund (filed as Exhibit 4.37 to the Company’s Annual Report on Form 20-F filed on 26 June 2014 (Commission File 001-15240) and incorporated by reference herein) Table of Contents James Hardie 2022 Annual Report on Form 20-F 193 Exhibit Number 4.29 4.30 4.31 4.32 4.33 4.34 Exhibit Description Deed of Amendment, dated 27 February 2015, by and among Asbestos Injuries Compensation Fund Limited, ABN 60 Pty Limited, Amaca Pty Ltd, Amaba Pty Ltd and The State of New South Wales (filed as Exhibit 4.32 to the Company’s Annual Report on Form 20-F filed on 21 May 2015 (Commission File Number 001-15240) and incorporated by reference herein) Sale and Purchase Agreement related to XI (DL) Holdings GmbH, dated 7 November 2017, by and among Xella International S.A., as seller, Platin 1391. GmbH (now known as James Hardie Germany GmbH) as purchaser, and James Hardie International Group Limited, as guarantor (filed as Exhibit 4.30 to the Company’s Annual Report on Form 20-F filed on 22 May 2018 (Commission File 001-15240) and incorporated by reference herein) Deed of Amendment, Amended and Restated Final Funding Agreement, dated 19 December 2017, by and among James Hardie Industries plc, James Hardie 117 Pty Limited, The State of New South Wales and Asbestos Injuries Compensation Fund Limited in its capacity as trustee for each of the Compensation Fund (filed as Exhibit 4.31 to the Company’s Annual Report on Form 20-F filed on 22 May 2018 (Commission File 001-15240) and incorporated by reference herein) Amendment to Sale and Purchase Agreement, dated 13 December 2017, by and among Xella International S.A., as seller, Platin 1391. GmbH (now known as James Hardie Germany GmbH) as purchaser, and James Hardie International Group Limited, as guarantor (filed as Exhibit 4.32 to the Company’s Annual Report on Form 20-F filed on 22 May 2018 (Commission File 001-15240) and incorporated by reference herein) Second Amendment and Accession Agreement to the Sale and Purchase Agreement related to XI (DL) Holdings GmbH, dated 3 April 2018, by and among Xella International S.A., James Hardie Germany GmbH, James Hardie International Group Limited and James Hardie International Finance Designated Activity Company (filed as Exhibit 4.33 to the Company’s Annual Report on Form 20-F filed on 22 May 2018 (Commission File 001-15240) and incorporated by reference herein) James Hardie Industries plc 2020 Non-Executive Director Equity Plan (filed as Exhibit 4.34 to the Company’s Annual Report on Form 20-F filed on 18 May 2021 (Commission File 001-15240) and incorporated by reference herein) 8.1* List of significant subsidiaries of James Hardie Industries plc 12.1* Certification of the Chief Executive Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002 12.2* Certification of the Chief Financial Officer pursuant to Section 302 of the Sarbanes-Oxley Act of 2002 13.1* Certification of the Chief Executive Officer and Chief Financial Officer pursuant to Section 906 of the Sarbanes-Oxley Act of 2002 15.1* Consent of Ernst & Young LLP, independent registered public accounting firm 15.2* Consent of KPMG Actuarial 101.INS* Inline XBRL Instance Document (the instance document does not appear in the Interactive Data File because its XBRL tags are embedded within the Inline XBRL document) 101.SCH* Inline XBRL Taxonomy Extension Schema Document 101.CAL* Inline XBRL Taxonomy Extension Calculation Linkbase Document 101.DEF* Inline XBRL Taxonomy Extension Definition Linkbase Document Table of Contents James Hardie 2022 Annual Report on Form 20-F 194 Exhibit Number Exhibit Description 101.LAB* Inline XBRL Taxonomy Extension Labels Linkbase Document 101.PRE* Inline XBRL Taxonomy Extension Presentation Linkbase Document 104* Cover Page Interactive Data File (formatted as Inline XBRL and included as part of the Exhibit 101 Inline XBRL Document Set) ____________ * Filed herewith Table of Contents James Hardie 2022 Annual Report on Form 20-F 195 SIGNATURES The registrant hereby certifies that it meets all of the requirements for filing on Form 20-F and that it has duly caused and authorized the undersigned to sign this Annual Report on its behalf. Date: 17 May 2022 JAMES HARDIE INDUSTRIES plc By: /s/ HAROLD WIENS Harold Wiens Interim Chief Executive Officer This Annual Report has been approved by the Board of Directors of James Hardie Industries plc. Date: 17 May 2022 JAMES HARDIE INDUSTRIES plc By: /s/ MICHAEL N. HAMMES Michael N. Hammes Executive Chairman Securities registered or to be registered pursuant to Section 12(g) of the Act. None Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act. None Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the Annual Report: 445,348,933 shares of common stock at 31 March 2022 Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. ☒ Yes ☐ No If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934. ☐ Yes ☒ No Note — Checking the box will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 from their obligations under those Sections. Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports) and (2) has been subject to such filing requirements for the past 90 days. ☒ Yes ☐ No Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). ☒ Yes ☐ No Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or an emerging growth company. See the definition of “large accelerated filer,” “accelerated filer” and “emerging growth company” in Rule 12b-2 of the Exchange Act. (Check one): Large accelerated filer Accelerated filer Non-accelerated filer Emerging growth company ☒ ☐ ☐ ☐ If an emerging growth company that prepares its financial statements in accordance with U.S. GAAP, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards† provided pursuant to Section 13(a) of the Exchange Act. ☐ † The term “new or revised financial accounting standard” refers to any update issued by the Financial Accounting Standards Board to its Accounting Standards Codification after 5 April 2012. Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report ☒ Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing: U.S. GAAP International Financial Reporting Standards as issued by the International Accounting Standards Board ☒ ☐ Other If “Other” has been checked in response to the previous question, indicate by check mark which financial statement item the registrant has elected to follow: ☐ Item 17 ☐ Item 18 ☐ If this is an Annual Report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). ☐ Yes ☒ No 2022 Annual Report | 241 Board of Directors James Hardie’s directors have widespread experience, spanning general management, innovation, finance, manufacturing, marketing, and accounting. MICHAEL HAMMES (BS, MBA) Executive Chairman Michael Hammes was elected as an independent non-executive director in February 2007. He was appointed Chairman of the Board in January 2008 and Executive Chairman in January 2022. SUZANNE ROWLAND (MS, BS) Non-executive Director Suzanne Rowland was appointed as an independent non-executive director in February 2021. She is a member of the Audit Committee and the Remuneration Committee. NIGEL STEIN (CA, BSC) Non-executive Director Nigel Stein was appointed as an independent non-executive director in May 2020. He is Chairman of the Nomination and Governance Committee and a member of the Audit Committee. ANNE LLOYD (BS) Lead Independent Director Anne Lloyd was appointed as an independent non-executive director in November 2018, and became the Lead Independent Director in January 2022. She is a member of the Remuneration Committee and Chair of the Audit Committee. RADA RODRIGUEZ (MSC) Non-executive Director Rada Rodriguez was appointed as an independent non-executive director in November 2018. She is a member of the Nominating and Governance Committee, and the Remuneration Committee. PERSIO LISBOA (BS) Non-executive Director Persio Lisboa was appointed as an independent non-executive director in February 2018. He is Chairman of the Remuneration Committee and a member of the Nominating and Governance Committee. 242 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity ExpansionManagement Team Our management team covers the key areas of general management, commercial marketing, innovation, manufacturing and operations, finance, human resources, and legal. HAROLD WIENS (BS) Interim CEO Harold Wiens was appointed Interim CEO of James Hardie in January 2022. He remains a member of the Board of Directors. SEAN GADD (BENG, MBA) President, North America Sean Gadd joined James Hardie in 2004 and was appointed Executive Vice President, North America Commercial in December 2018 with responsibility for sales, products, segments and marketing. He was appointed North America President in January 2022. JOE BLASKO (BSFS, JD) General Counsel, Chief Compliance Officer and Company Secretary JAMES JOHNSON II (BA, MBA) Chief Information Officer BOB STEFANSIC Interim CHRO Bob Stefansic joined James Hardie in July 2020 as Executive Vice President, North America, End to End Supply Chain with responsibility for driving operational efficiencies and improvements across the supply chain, with emphasis on delivering business value via the Hardie Manufacturing Operating System. In early 2022, he took the position of Interim Chief Human Resources Officer. JASON MIELE (BA) Chief Financial Officer RYAN KILCULLEN (BSC, MS) Executive Vice President, Global Operations Ryan Kilcullen joined James Hardie in 2007 and was appointed Senior Vice President, Supply Chain Operations in November 2020 with responsibility for the company’s production planning, procurement and logistics operations. He was appointed Executive Vice President, Global Operations in January 2022 and is overseeing the global capacity expansion program. DR. JOE LIU (BS, PHD) Chief Technology Officer JOHN ARNEIL General Manager, Asia Pacific John Arneil joined James Hardie in 2002 and was appointed Country Manager, Australia in 2018. He is responsible for running the company’s Australian activities, which are headquartered in Sydney, Australia. JÖRG BRINKMANN (MS, PHD) General Manager, Europe 2022 Annual Report | 243 Joe Blasko joined James Hardie as General Counsel and Chief Compliance Officer in June 2011 and was appointed Company Secretary in June 2020. Mr. Blasko has responsibility for the company’s legal and regulatory compliance, corporate governance, enterprise risk management, corporate security, and government relations.Dr. Jörg Brinkmann joined James Hardie in April 2018 as part of the Fermacell acquisition. He is responsible for running the company’s European activities, which are headquartered in Düsseldorf, Germany.Dr. Joe Liu joined James Hardie as Senior Vice President and General Manager, Asia Pacific , in December 2021 and was appointed Chief Technology Officer in January 2022. Before joining James Hardie, Dr. Liu concluded an impressive 26-year career with 3M Company, where he held a variety of R&D, Commercial and International Management roles.James Johnson II joined James Hardie as Chief Information Officer (CIO) in December 2021. He is responsible for all aspects of information technology and cyber security globally, and will drive a focused IT vision and strategy.Jason Miele joined James Hardie in 2007 and was appointed as CFO in February 2020. As CFO he oversees the company’s overall financial activities, including accounting, tax, treasury, performance and competitor analysis, internal audit, financial operations, information systems, and investor and media relations.20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationBoard of DirectorsManagement TeamShareholder Information 244 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity Expansion2022 Annual Report | 245 20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationShareholder InformationShareholder Information 2022 Key dates and calendar 1 Share/Cufs Registry 17 May FY22 Fourth Quarter and Full Year results and management presentation 12-13 September Global Investor Day 16 August FY23 First Quarter results and management presentation 8 November FY23 Second Quarter and Half-Year results and management presentation 1. AUS time and future dates are indicative only and are subject to change. James Hardie Industries plc’s registry is managed by Computershare. All enquiries and correspondence regarding holdings should be directed to: Computershare Investor Services Pty Ltd Level 5, 115 Grenfell Street Adelaide SA 5000 Or GPO Box 2975 Melbourne VIC 3001 Telephone within Australia: 1300 850 505 Telephone outside Australia: +61 (0) 3 9415 4000 Website: www.computershare.com James Hardie Industries plc (ARBN 097 829 895) Incorporated in Ireland with its registered office at Europa House, 2nd Floor, Harcourt Centre, Harcourt Street, Dublin 2, D02 WR20, Ireland and registered number 485719. The liability of its members is limited. ™ or ® denotes a trademark or Registered mark owned by James Hardie Technology Ltd. Corporate Headquarters Europa House, 2nd Floor Harcourt Centre (Block 9) Harcourt Street, Dublin 2, D02 WR20, Ireland Telephone +353 1 411 6924 Facsimile +353 1 479 1128 Annual General Meeting (AGM) Details of the 2022 AGM of James Hardie Industries plc will be set out in the Notice of Annual General Meeting 2022. 246 Marketing Directly to HomeownersLetter to ShareholdersGlobal Results SummaryGlobal Capacity Expansion20-F FinancialsBoard of DirectorsManagement TeamGlobal InnovationEnvironmental, Social & GovernanceShareholder InformationShareholder Information© 2022 James Hardie Building Products Inc. All Rights Reserved. TM, SM, and ® denote trademarks or registered trademarks of James Hardie Technology Limited. HS2218 05/22 2022 Annual Report jameshardie.com 

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