People & Culture
Kirk Williams
Chief Human Resources Officer
Exhibit 99.6
PAGE
Agenda
– Overview
– Hiring Our Talent
– Developing Our Talent
– Retaining Our Talent
– Building a World-Class HR Organization
– Road to 2020: Big Bets & Early Wins
– Q&A
2
PAGE
People – Increasing Organizational Capability
We will refocus on optimizing our organizational
capability by:
• ensuring a safe work environment for
everyone
• developing and growing employees at all
levels
• attracting top external talent
• creating a culture of engagement
• delivering better employee retention
• being considered an Employer of Choice
3
PEOPLE
Continue to invest in
the
development and
growth of our people
Page 3
3
HIRING OUR TALENT
PAGE
New GMT Members
Kirk Williams, Chief Human
Resources Officer
Jack Truong, President
International Operations
Zean Nielsen, EVP Sales &
Marketing
• 18 years of global HR
leadership experience
• ADM, American Express,
Honeywell, Walmart
• BA, International Relations,
Kent State University
• JD, Chicago-Kent College of
Law
• Licensed attorney
• More than 25 years of global
GM and executive experience
• Husky Injections Electrolux,
3M, Polaroid
• Holds a BS, MS, and PhD in
Chemical Engineering from
the Rensselaer Polytechnic
Institute
• Fluent in English, Vietnamese,
and French
• More than 20 years of global
sales leadership experience
• Tesla Motors, Bang & Olufsen
• Graduate of the Herning
School of Business, HH,
Denmark
• Fluent in English and Danish
5
PAGE
Top 20 Key Roles – Progress Made
New to JH
SVP Corporate Finance
VP, HR – Operations
Sr. Director Talent Acquisition
Director, HR – Operations
Director, HR – Operations
Sr. Director, Finance APAC
Internal Promotions
VP, Talent Management
VP, Finance – Operations
GM – Windows
Product Manager, Prime Core
Returning Talent
SVP, Engineering
Director, Operations
Director, Operations
Director, Channel Strategy
6
PAGE
Additional Recruiting Projects
Recruiting for Remaining
Key Roles
Chief Technology Officer (GMT)
EVP, Manufacturing (GMT)
Sales and Strategic Accounts
Total Rewards
Material Flow
Quality
Trim
Affiliations
Transportation
Multi-Family Segment
Tacoma Plant Startup
~ 130 total employees at full
production
33% internal candidates
67% external candidates
7
DEVELOPING OUR TALENT
PAGE
Hi
g
h
P
o
ten
tia
l
“New in Role (0-6 mos)" "Rising Star" “Top Performer"
Action – Continue onboarding for new
employees
Action – Stretch for varied roles Action – Accelerate for significant movement
M
o
d
e
rate
P
o
ten
tia
l "Underachiever" "Key Performer" "High Achiever"
Action - Performance Improvement Plan Action – Challenge and test Action – Groom for next role
L
o
w
P
o
ten
tia
l
"Talent Concern" "Solid Contributor" “Expert"
Action - Performance Improvement Plan Action – Sustain and develop Action - Leverage expertise
Low Performer Solid Performer High Performer
Assessing our Talent – Consistent Approach
9
PAGE
Developing our Talent – New Programs
Emerging Leaders
Experienced
Leaders
Senior Leaders
Define what future success
looks like in order to identify
and close gaps.
Development Activities:
• Leadership potential assessment
• 360 assessment
• Debrief to review individual
assessment results
• Create targeted individual
development plan
• 1:1 coaching lead by certified
internal JH Coach
Target Audience:
• Currently managing others
• Potential to move up 1-3 levels
within the organization
Develop and enhance core
leadership skills.
Development Activities:
• Leadership potential
assessment
• 360 assessment
• 3 days of classroom training on
being an active leader
• Follow-up sessions via virtual
roundtables and accountability
teams
Target Audience:
• Managing managers or
influencing change in the
business
• Potential to become a direct
report to GMT member in 3-5
years
Provide high touch
assessments and executive
coaching for maximum impact.
Development Activities:
• 2 day senior executive
assessment
• 6 months of individual coaching
with check-ins 2-3 times per
month
• Alignment check-ins with coach
and manager
Target Audience:
• Managing organizations and
influencing change in the
business
• Potential to join the GMT or
become a direct report to GMT
member in <3 years
10
PAGE
Developing our Talent – New Programs
Individual
Executive Development
Individual development programs
tailored to specific executives and
their specific development needs.
Programs under Consideration:
• Harvard Program for Leadership
Development
• Korn Ferry Executive to Leader
Institute
• Center for Creative Leadership
• Kellogg Advanced Management
Program
Cohort
Programs
Partnering with top business
schools to consider
differentiated learning tailored
to JH needs.
Business Schools under
Consideration:
• Harvard Business School
• University of Illinois at
Urbana-Champaign
• University of Wisconsin at
Madison
• Northwestern University
11
RETAINING OUR TALENT
PAGE
North America Employee Retention - Summary
Observations:
• Sales turnover on a positive trend
• Voluntary turnover on a positive
trend
• High performer turnover on a
positive trend
2194
2831
FY15 FY16 FY17 FY18
Headcount
19.10%
18.20%
FY15 FY16 FY17 FY18
Turnover
17.7%
14.4%
Sales Turnover
13
BUILDING A WORLD CLASS HR ORGANIZATION
PAGE
Rethinking HR – Clear Objectives
15
PAGE
Organizing for the Future
HRBP
Plant
HR
HRSS
COE
• Strategic partner to GMT member
• Owner of Human Capital Plan
• Coach and counsel leadership teams
• Talent management execution
• Thought leadership &
innovation
• Expert analysis and
consultation
• Program and process
design
• Local talent planning
• Employee
development,
engagement and
advocacy
• Data analysis and reporting
• Payroll
• Technology strategy
• Process and service delivery
16
ROAD TO 2020 – BIG BETS & EARLY WINS
PAGE
Big Bets & Early Wins
Talent Acquisition Talent Management Total Rewards
Insourced recruiting to reduce cost and
improve candidate quality
Simplifying performance
management process to focus more
on development
Redesigning pay structure to
bring consistency, market
competitiveness, and simplicity
while promoting a pay for
performance culture
Developing an Employee Value
Proposition that tells the Hardie story in
a more effective and powerful way
Launched new leadership
development programs
Reassessing sales commissions
to align to business strategy
Creating a digital media strategy to
include LinkedIn, Glassdoor, Facebook,
etc.
Revamping succession and
development processes
Developing recognition
strategies for all employees
Working on improving diversity
representation in candidate pools
Deploying targeted development
programs for sales, manufacturing,
engineers, and hourly workforce
Rethinking assessment processes for
new hires and internal moves to be
more predictive of fit and success in role
Conduct current-state culture
assessment and refresh mission,
vision, values across the organization
18
PAGE
Key Messages
– Addressed GMT leadership gaps with addition of 3 key hires in
calendar 2017
– Continued focus on recruiting external talent where necessary
– Developing our people through new development programs
– Retention trends are moving in the right direction
– Building a world-class HR organization focused on helping the
company achieve its strategic goals by building capability at all levels
and improving our culture
19