Vining Ivy
PPG1148-62022 ESG Report
Visit ppg.com/sustainability

Pollination
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Brainstorm
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Intrigue
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Visionary
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Acceleration
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Curious
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Contents
At PPG, safety is our most important core value. All images and videos within this report have been obtained prior to the COVID-19
pandemic or while adhering to our safety phases and protocols for the location at the time the image/video was taken.

Sustainability @ PPG

04
07
08
10
11
14
15

To Our Stakeholders
About PPG
2022 Progress and Highlights
Strategic Milestones
Recognition and Awards
Sustainability Vision,
Values and Approach
Priority Issues

Social

64
66
74
78
83
92
95

People Overview
Diversity, Equity and Inclusion
Engagement
Learning and Leadership Development
Safety and HealthWellness
Community Engagement

02 | PPG ESG Report 2022

Products

18
19
23
25

Products Overview
Sustainably Advantaged Products
Research Partnerships
Product Stewardship

Governance

102 Governance Overview
109 Human Rights
112 Supplier Sustainability
117 Responsible Minerals Sourcing
118 Cybersecurity and Data Privacy

Environmental

33
35
41
46
52
56

Environmental Overview
Waste
Water
EnergyEmissions
Climate-Related Risks
and Opportunities
60 Transportation

Transparency

120 About this Report
121 Data Index
129 GRI Index
141 SASB Index
144 TCFD Index
150 Sustainable Development Goals Index
154 Stakeholder Engagement
160 Previous Reports
160 Annual Report & Form 10K
162 Forward-Looking Statements

To skip to a particular sectionof this report, please click on
the desired section. To navigate
within the document, please use
the menu text and navigation
buttons at the top of each page.

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03 | PPG ESG Report 2022

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A Message from our President and CEO
To our valued stakeholders,
In 2022, PPG remained resilient and committed todelivering on our purpose, creating value for ourcustomers, meeting the needs of our people andsupporting the communities where we operate.

To OurStakeholders

04 | PPG ESG Report 2022

While sustainability has been a critical componentof our strategy for over a decade, we’re continuously
looking to the future. As part of our promise to deliveron our purpose – We Protect and Beautify the World– we’ve set new, ambitious 2030 environmental,social and governance (ESG) goals that will guideour continued efforts. We’ve established a stronger
focus on decarbonization, including emissions
reduction targets that have been validated by the
Science Based Targets initiative (SBTi). These targets
include PPG’s first scope 3 emissions reduction
target, an ambitious goal that will require working withpartners throughout our value chain to collaborate on
greenhouse gas reduction strategies. The full set of2030 targets are outlined in more detail in this report.

We succeed by helping our customers succeed,
partnering with them to create industry-leading
sustainable innovations that help improve productivity.
For example, we’re working alongside Steelcase,an American manufacturer of architecture, furnitureand technology products, to identify new uses for
waste from our industrial coatings and support thecircular economy. Last year, we made approximately
250,000 pounds of recycled coatings from powder
coatings used by Steelcase by reclaiming overspraythat would have otherwise been sent to a landfill.
While we’ve recently partnered with customers on
new, industry-leading technologies, our sustainable
innovations span decades. For nearly 20 years, the
PPG B1:B2™ process has helped automakers aroundthe world halve their energy consumption in the mostenergy intensive areas of their manufacturing facilities- the paint shop - by eliminating a step in the curing
process.
Sustainably advantaged products and processes
made up 39% of PPG’s sales last year, and we
expect that they will comprise half of our productsales by 2030. Throughout this report, you will see
countless examples of PPG’s products that are
making tangible contributions to a more sustainable
tomorrow - extending the useable lifespan of bridges
and buildings; reducing energy use and greenhousegas emissions by eliminating curing stages for our
automotive coatings and sealants; enabling aluminum
food and beverage packaging to be infinitely
recyclable; and even improving the fuel efficiency of
airplanes and cargo ships.

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These innovations don’t happen without the
dedication of PPG People. That’s why we continue
to invest in people strategies that enable our morethan 50,000 PPG People to deliver exceptional
performance. We know that diverse teams performbetter - period. One of our core focus areas is building
and supporting a more diverse, equitable and inclusive
PPG. We made strong progress toward our DE&I goals
in the last year, increasing non-frontline headcount of
U.S. Black employees by 19%, Latino employees by
16% and Asian employees by 8%. Our representationof non-frontline female professionals reached 31%,
and we engaged 34% of our global workforce inour global Employee Resource Networks and DE&I
capability-building programs. Learn more in thediversity, equity and inclusion section of this report.
We know that our impact extends beyond PPG to thecommunities where we live, work and play. Our global
community giving totaled more than $16.2 million in
2022 to support the communities where we operate,funding educational programming that advances
racial equity throughout the U.S. and promotes
education in science, technology, engineeringand math (STEM). PPG has also completed 473
COLORFUL COMMUNITIES® projects around theworld since 2015, transforming schools, community
support organizations and public spaces with PPG
products and employee volunteers.

05 | PPG ESG Report 2022

SocialGovernanceTransparency

As we go forward, we will continue to focus ondeveloping innovative solutions to help our customers
achieve their sustainability aspirations, and remain areliable, collaborative partner along the value chain.
I encourage you to learn more about PPG’s progressin our 2022 ESG Report. Thank you for your continued
collaboration, partnership and interest in PPG.

Tim Knavish
PPG president and chief executive officer

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Environmental

A message from our Vice President, Global
Sustainability
To our valued stakeholders,
For decades, sustainability has been strategicallyembedded in how we do business. Today, it’s a key
component of our enterprise growth strategy and thevalue we provide to our stakeholders. From operating
safe and healthy facilities and advancing equity in ourcompany and communities, to developing sustainableproducts and solutions that further our customers’sustainability ambitions, PPG is committed todelivering positive impact through our continued
focus on meeting our environmental, social andgovernance (ESG) commitments.
In 2022, we continued to make strong progressagainst our ESG strategy while reporting measurable
improvements in key priority areas. We delivered
continued improvement against our 2025
sustainability and diversity, equity and inclusion (DE&I)
targets, furthered our work to understand our value
chain emissions footprint, and determined priority
emissions reduction pathways. We also conducted aprioritization assessment to define focus areas basedon their capacity to impact people, the economy
and the environment, while identifying risks oropportunities that may disrupt or support growth. The
key findings of our prioritization assessment, which
are included in this report, were the foundation that
informed our 2030 ESG targets and will help guideour actions moving forward.

SocialGovernanceTransparency

Our new, ambitious 2030 sustainability targets further
our focus on decarbonization and challenge us in theareas that are most impactful to our business and our
stakeholders. Our 2030 objectives include scope 1,
2, and 3 greenhouse gas emissions targets, whichhave been validated according to climate sciencethrough the Science Based Targets initiative (SBTi).
These targets will provide a clear pathway to a low
carbon future, aligning with the Paris Agreement
and the emissions reductions required for a 1.5
degrees C future for our scope 1 and 2 greenhousegas emissions and a well below 2 degrees C futurefor our scope 3 emissions. With validated sciencebased targets, we plan to invest additional resources
to support an ambitious and consistent reduction inemissions from our own operations (scope 1 and 2).
We are also planning to devote additional funding to
renewable energy sources and identifying cleaner
energy solutions. Our efforts to reduce greenhousegas emissions across our value chain will include
evaluating more circular and renewable raw materials,
collaborating with suppliers to lower their emissions
footprint, and innovating new lower fossil carbon
solutions for our customers.

By placing emphasis on sustainability in our corebusiness strategy planning, we are able to be better
informed of our customer priorities, and use them asa guide to reach our 2030 targets. We remain focusedon delivering against the sustainability needs of ourcustomers and are building a pipeline of sustainable
solutions to meet changing customer demands.
As we deliver against our targets in the coming years,
we are committed to engaging stakeholders acrossour value chain and transparently reporting on our
progress.
Thank you for reading our 2022 ESG Report. We lookforward to sharing additional progress and welcome
your feedback and collaboration.

To support our enterprise growth strategy andcommitments, we have continued to integrate ESG
throughout PPG. In 2022, we assembled a global
sustainability organization that is embedded within
our businesses and functions in order to educate,motivate and activate the organization to deliver on oursustainability ambitions. We are also further integrating
ESG into our business strategies and objectives.
Diane Kappas
PPG vice president, global sustainability

06 | PPG ESG Report 2022

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2022 Financial Performance:$17.7B$6.05

About PPG
We Protect and Beautify the World®

$963MMAt PPG, we work every day to develop the paints,
coatings and specialty materials that our customers
trust. For 140 years, we have been solving ourcustomers’ biggest challenges through dedication,
creativity and collaboration.
PPG is a global industry leader, with manufacturing
facilities and affiliates supplying customers inconstruction, consumer products, industrial andtransportation markets in more than 70 countries.
Learn more at PPG.com

07 | PPG ESG Report 2022

8%

reported
net sales

adjusted earnings
per diluted share fromcontinuing operations

full-year
operatingcash floworganic sales
growth driven byhigher selling prices

The world and our industry faced great challenges in
2022, including unprecedented inflation, increases in
the costs of materials, pandemic-related shutdowns
in China, and a war in Europe. Each of these issues
tested our business and required a rapid, strategic
response from our people.
Thanks in large part to the resilience and flexibility of
the global PPG team, we achieved record sales of $17.7
billion in 2022, up 5% from the previous year. This was
driven by organic growth of 8% and timely integrationof recent strategic acquisitions.
Our team’s work throughout the year has enabled us tocontinue to reward our shareholders by extending ourannual dividend payments, which have been awarded
every year for 123 years. In 2022, we raised our annual
per share dividend payout for the 51st successive year.
Learn more about our performance in our 2022
Annual Report.

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Since our first set of sustainability goals in 2012, we have focused our efforts where we can make the mostsignificant impact. Over the last year, we reviewed our goals and developed more ambitious 2030 targets thatalign with our growth strategy. These updated goals focus our efforts on areas that have the most important
impacts on our business and stakeholders, and have been informed by global collaborations such as theUnited Nations Sustainable Development Goals and the Science Based Targets initiative (SBTi).
See our progress through 2022 against our existing goals below, as well as our new 2030 targets, which we willreport against moving forward. We will continue to report against our 2025 DE&I goals, which were announced
last year in our DE&I report.

2022 Progressand Highlights

Issue area

2025 goals

2022 progress

Updated targets
all goals are by 2030 with a 2019baseline, unless otherwise noted)

Sustainably
advantaged
products

40% of sales from sustainably
advantaged products by 2025

39% of sales from sustainably
advantaged products

50% of sales from sustainably
advantaged products

Waste

25% reduction in total waste disposal
intensity by 2025 from a 2017 baseline

13% reduction in total waste disposal
intensity

25% reduction in
waste intensity

Achieve zero landfill status fromprocess waste at 35% of PPG
manufacturing and research anddevelopment locations by 2025

32% of PPG manufacturing andresearch and development locations
have achieved zero landfill status

Drive to 100% process waste toreuse, recycle and recovery.

On our path to eliminating spills,
ensure that we achieve at least a 65%
improvement in our spills and releases
rate by 2025 from a 2017 baseline

20% improvement in our spills andrelease rate

5% annual improvement in spills
and releases at our facilities

20% reduction in water consumption
intensity by 2025 from a 2017 baseline

0.7% increase in water consumption
intensity

15% reduction in water intensity
at priority sites in water scarcecommunities

For more than a decade, PPG has been working
toward public sustainability goals that focus on
key challenges for us, our customers and society
at large.

Water

Supplier
sustainability
Wellness

08 | PPG ESG Report 2022

100% of key suppliers are assessed tosustainability and social responsibility
criteria
Active wellness programs at 100% of
PPG facilities globally by 2025

61% of our sites have active wellness
programs

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Issue area

2025 goals

2022 progress

Updated targets
all goals are by 2030 with a 2019baseline, unless otherwise noted)

Energy and
GHG Emissions

Reduce energy consumption intensity
by 15% by 2025 from a 2017 baseline

3% increase in energy consumption
intensity

Increase renewable energy to 25%
of total electricity usage exclusive ofgreenhouse gas (GHG) reductions by
2025

23% of total electricity usage fromrenewable sources

50% reduction in GHG emissions
from our own operations (scope 1 and2 emissions), validated by SBTi andaligned with the emissions reductions
required for a 1.5 degrees C future.

Reduce GHG emissions intensity by
15% measured in total tons discharged
by 2025 from a 2017 baseline

6% reduction in GHG emissions
intensity

Invest $20MM by 2025 to advance
racial equity in the U.S. by funding
educational pathways for Black
communities and people of color

70% toward $20MM goal to advance
racial equity in the U.S.

Invest $20MM by 2025 to advance
racial equity in the U.S. by funding
educational pathways for Black
communities and people of color

34-36% representation of nonfrontline, global female professionals
by 2025

31% representation of non-frontline,
global female professionals

34-36% representation of nonfrontline, global female professionals
by 2025

45-55% increase in headcount ofBlack, Latino and Asian employees
across non-frontline, U.S.-based
employee population by 2025

Achieved a 19% increase of ournon-frontline headcount for Black
employees, 16% increase in nonfrontline Latino employees and
8% increase in non-frontline Asian
employees.

45-55% increase in headcount ofBlack, Latino and Asian employees
across non-frontline, U.S.-based
employee population by 2025

50% global employee resource
network and DE&I capability-building
participation by 2025

34% global employee resource
network and DE&I capability-building
participation

50% global employee resource
network and DE&I capability-building
participation by 2025

Safety and
HealthZero injuries. On our path to zero
injuries, ensure that we achieve an
improvement of at least 5% per year in
our injury and illness rate

Achieved an annual I&I reduction
rate of 0.7% compared to the 2017baseline

100% of employees go home safely
each day. On our way, drive at least
5% annual improvement in injury andillness rate

Communities

Invest at least $10 million by 2025
through the Colorful Communities
initiative$11.2 million invested through the
Colorful Communities initiative$5 million additional commitment toColorful Communities projects globally,
with all projects incorporating anelement of sustainability, making thetotal investment $15 million since 2015

Implement the community
engagement framework globally by
2025

70% of facilities met requirementsof the Community Engagement
Framework in 2022

Diversity, equity
and inclusion

09 | PPG ESG Report 2022

Governance

30% reduction in GHG emissions in
our value chain (scope 3 emissions),
validated by SBTi and aligned with theemissions reductions required for awell below 2 degrees C future.

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MarchAnnounced commitments to employee diversity, equity
and inclusion (DE&I) and unveiled first DE&I report.
Learn more.
Opened new European Central Powder Coatings
Research and Development (R&D) Center in Milan, Italy.
Learn more.

Strategic
Milestones
Acquisitions, achievements
and investments in 2022

In 2022, we achieved the following critical
milestones aligned to our environmental, socialand governance (ESG) and corporate strategic
objectives.
January
PPG and The Home Depot, HD Supply expanded theirrelationship with the launch of a professional paintassortment at all U.S. locations. Learn more.
Announced $10 million investment to expand productionof automotive OEM coatings at the Weingarten,
Germany, facility. Learn more.

10 | PPG ESG Report 2022

April
Acquired the powder coatings manufacturing businessof Arsonsisi, an industrial coatings company based in
Milan, Italy. Learn more.
Installed the 1,000th PPG MOONWALK™ automatedrefinish paint mixing system, an innovation that saves
labor, reduces waste and transforms the refinish mixing
room into a cleaner and safer environment. Learn more.
Announced $17 million investment to build anaerospace application support center in Toulouse,
France. Learn more.
May
Shareholders voted to replace the supermajority voting
requirements, further modernizing PPG’s governance.
Learn more.
Committed to setting science-based targets to reducegreenhouse gas emissions in line with climate sciencethrough the Science Based Targets initiative (SBTi).
Learn more.

June
Introduced the PPG ENVIROCRON LUM™ coating,which is the industry’s first commercial retroreflective
powder coating. The patent-pending coating isengineered to help improve visibility and safety at nightand during low-light conditions. Learn more.
AugustLaunched PPG INNOVEL® PRO, an enhanced internal
spray coating that uses no bisphenol-A (BPA) or
bisphenol starting substances and provides morerobust application properties for infinitely recyclable
aluminum beverage cans. Learn more.
Announced $9 million investment to expand an existingproduct line at our Temple, Texas, architectural coatings
facility. Learn more.
Announced $11 million investment to double theproduction capacity of our powder coatings plant in
San Juan del Rio, Mexico. Learn more.
September
Announced the impact results of PPG’s New Paint fora New Start initiative, part of our Colorful Communities
program, transforming 36 schools globally with morethan 1,000 employee volunteers and community
partners. Learn more.
October
Named Tim Knavish PPG president and chief
executive officer (CEO), effective Jan. 1, 2023.
Learn more.

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PPG company rankings

ESG ratings and rankings#1 on Coatings World’s Top 100
Companies list

• AA rating by MSCI for environmental, 		social and governance practices for thethird consecutive year

#90 on IndustryWeek’s U.S. 500

Recognition
and Awards
Recognitions and awards from the past
year provide independent validation of ourachievements and help us benchmark our
performance.

As a leader in ESG, we’ve earned thefollowing recognitions and awards,
acknowledging our efforts and informing
how we can enhance our approach as
expectations evolve.

#218 on the FORTUNE® 500• 100% score from the Human Rights 			Campaign’s 2022 Corporate Equality Index#689 on the FORBES® Global 2000
#4 in the Chemicals Industry on the2023 Fortune World’s Most Admired
Companies list, our 15th consecutive
year on the list
• #16 in the Materials and Chemicals category of 		
Newsweek Magazine’s America’s Most 			Responsible Companies 2023, and #114 on theoverall list
• 90% on the 2022 CPA-Zicklin Index of Corporate 		
Political Disclosure and Accountability, earning the 		“Trendsetter” ranking• #20 in the chemicals industry on JUST Capital’s 		2023 list of America’s Most JUST Companies

11 | PPG ESG Report 2022

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Employer awards

ESG recognition

Product and process awards• Gallup Exceptional Workplace Award 2023

EcoVadis, a leading provider ofbusiness sustainability ratings,
awarded PPG a Gold Rating in
corporate social responsibility
for the second consecutive
year. PPG earned high scores for its environmental,
ethics and sustainable procurement practices,and scored higher than 92% of evaluatedcompanies.

R&D World’s
R&D® 100 Awards
recognized PPG for
COPPER ARMOR™
antimicrobial
paint by PPG with Corning® Guardiant®
technology and COMEX® VINIMEX® TOTAL
antiviral and antibacterial paint. PPG has earned
34 R&D 100 Awards through the years.

The Ohio Chemistry Technology Council (OCTC)
recognized five PPG facilities for programs thatare advancing sustainability, health and safety.
The facilities earned a total of seven awards fromthe OCTC for their work to reduce waste, water
consumption and energy use, as well as theirefforts to improve employee health and safety.
Learn more.

HOMAX® Tex>>Pro™ texture system wasselected as a winner for the FacilitiesNet Vision
Award in the Interior Furnishings and Materials
category and a winner for the Golden Hammer
Awards, hosted by HBS Dealer. Its innovative
system is built to be 60% lighter than traditional
sprayers when full and features a two-handed
grip that allows for greater ease of use. The
Homax Tex>>Pro product makes texture
application a one-person job, helping withjobsite productivity and efficiency.

• #72 on Forbes’ list of America’s Best Employers for
Veterans 2022
• #350 on Forbes’ list of Mexico’s Best Employers 		2022• Recognized as a Best Place to Work for Disability 		Inclusion by Disability:IN and the American 		
Association of People with Disabilities• Forbes’ America’s Best Large Employers 2022
and 2023• #19 on ComputerWorld’s Best Places to Work in IT,
which considers a range of topics including 		benefits, career development and diversity, equity 		and inclusion

FTSE4Good named PPG to the FTSE4Good
Index Series for the fourth consecutive year. The
index measures the performance of companies
demonstrating strong environmental, social andgovernance practices.

• #44 in the American Opportunity Index, which 		recognizes companies for workers’ access to role,wage and career advancement

12 | PPG ESG Report 2022

2022 BCF Coatings Care
Progress Award given to SteyportLtd, PPG’s Industrial Coatings
Runcorn site.

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Employee Recognition

Michael McGarry, PPG executive chairman, wasnamed Industrialist of the Year by the Western
Pennsylvania Chapter of the Society of Industrial
and Office Realtors. The award recognizes businessleaders for their positive contributions across theirindustry, community, and the region. Learn more.

13 | PPG ESG Report 2022

Diane Kappas, PPG vice president, Global
Sustainability was named to the Pittsburgh Business
Times’ 2022 Women of Influence list. The annual
listing honors the Pittsburgh region’s most influential
women across every industry and profession witha strong track record of performance that havemade a difference in Western Pennsylvania and its
communities. Learn more.

Terry Sutherland, regulatory compliance consultant for
PPG’s Global Regulatory & Emerging Issues ProductStewardship Center of Excellence, received The Roy
Kennedy Award from the Canadian Paint and Coating
Association (CPCA). The award is given to an individualthat has demonstrated an outstanding contribution to
CPCA, and who epitomizes Roy Kennedy’s dedication
to the association, its members and the paint andcoatings industry.

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ValuesSustainability
Vision, Values
and Approach
Our sustainability vision, values andapproach ladder up to our greater purpose:
We Protect and Beautify the World.

• Operate safe, healthful workplaces, promote
teamwork and reward performance by trusting ourpeople every day in every way• Cultivate a sense of belonging for all of ouremployees and harness the power of diversity toignite innovation and performance• Conduct business and operations in an ethical andcompliant manner• Minimize the impact of our operations on theenvironment• Deliver innovative products and solutions, andpartner with our customers to create mutual valuethat enables them to maximize the performance of
their assets and preserve and protect theenvironment• Partner with suppliers and customers to create value• Deliver positive change in the communities where
we operate and conduct business

VisionSustainability approach
To fulfill our purpose to Protect and Beautify theWorld, we are committed to delivering lasting value
for all stakeholders. As One PPG, we operate withintegrity, work safely, protect the environment for
current and future generations, create a diverse,
equitable and inclusive workplace, and engage andsupport the communities where we operate.

PPG takes a broad approach to sustainability.
Our sustainability organization is responsible fordeveloping and advancing environmental, socialand governance (ESG) goals, policies, programs andprocedures throughout our company and value chain.
Our dedicated sustainability organization works
alongside internal and external stakeholders tounderstand the environmental and social impacts of ourbusiness, and seeks opportunities to have a positive
impact with our people, products and processes.

14 | PPG ESG Report 2022

In 2022, we developed a new set of public goals
that illustrate our ambitions through the year 2030.
These goals, which are detailed in the 2022 Progressand Highlights section, include scope 1, 2, and 3
greenhouse gas emissions targets that have beenvalidated by the Science Based Targets initiative.
These targets align our decarbonization efforts withthe goal laid out by the Paris Agreement to limit global
warming to 1.5 degrees Celsius for our scope 1 and 2
goal, and well below 2 degrees Celsius for our scope
3 goal. Our targets also cover sustainably advantaged
products, waste, water, supplier sustainability, DE&I,
safety and health and community investments.
Our sustainability approach and public reporting arecontinuously evolving in response to feedback fromour stakeholders, including customers, investors
and regulators. We also take into account activities
of market leaders and developing ESG reporting
frameworks to ensure that we stay ahead of market
expectations. This year, we have formatted this reportto clearly separate our progress over the last year
and standing information related to our management
approach. We hope that this structure makes it easierfor our stakeholders to find useful information on
PPG’s progress.
PPG intends to refresh our sustainability vision andvalues, as part of the company’s broader work toalign our efforts with the new 2030 targets and ourenterprise growth strategy. While this work is ongoing,
the vision and values included above are relevant forthe 2022 reporting period.

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Our Priority Issues

ESG issue (in no particular order)

We updated our assessment in 2022 and identified
the priority issues. We also started work on a new ESG
roadmap and strategy, which has been informed by
the priority topics identified by this assessment. This
work also informed our new 2030 ESG targets.

• Addressing chemical-related social andenvironmental impacts, real and perceived• Upholding human rights in PPG’s supply chain• Fostering a diverse, equitable and inclusive
workforce• Managing interactions with water as a sharedresource• Ensuring safe work environments and promoting
employee well-being• Maintaining positive community relationships• Decarbonizing PPG operations, supply chain andcustomer emissions• Using circular economy principles to reduce
impacts from materials and waste• Providing ESG training and career progression
pathways for our people• Effectively prioritizing and deploying technologicalimprovements• Attracting and retaining talent in a post-COVID world• Building climate change resilience in physical assets• Understanding and communicating the financial
importance of ESG to PPG and how PPG contributes
to economic, social, and environmental outcomes

Priority
IssuesWe focus on what matters most to ourbusiness and stakeholders.

Our formal prioritization assessment
identifies the ESG risks, opportunities andimpacts that are essential considerations fordeveloping PPG’s strategy and reporting.

15 | PPG ESG Report 2022

Our updated assessment prioritized issues basedon their capacity to impact people, the economy, theenvironment (stakeholder impact) or their capacity
to create or erode enterprise value (financial impact).
Some ESG issues have been prioritized based solely
on their stakeholder or financial impacts, while otherissues are included because of their impact on bothstakeholders and PPG.

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Our Prioritization Assessment process
Identifying PPG impacts

Evaluating and prioritizing impacts

We identified our impacts based on a range ofsources, including:• Analysis of global megatrends impacting PPG• Interviews with PPG executives and external
stakeholders, including industry representatives• Formal and informal feedback received from
customers and employees• Strengths, Weaknesses, Opportunities and Threats(SWOT) analyses of PPG’s current position• Review of internal strategy papers, policies andpublic disclosures• ESG reporting frameworks and standards, including
surveys shared by external ratings organizations• Media coverage of PPG and the broader paints andcoatings industry

We assessed PPG’s sustainability-related risks,
opportunities and impacts using the dual lenses ofimpacts on stakeholders and risks and opportunities
for the company’s financial position. This approachensures our strategy and reporting meets the
expectations of investors interested in the long-term
success of our business, as well as the expectationsof stakeholders interested in our contribution tosustainable development objectives. Our prioritizationassessment reflects guidance from global ESG
standard setting organizations, including the
Global Reporting Initiative (GRI) and Sustainability
Accounting Standards Board (SASB).

See our Stakeholder Engagement section for more
information on the variety of ways that we engage with
PPG stakeholders outside of this process.

16 | PPG ESG Report 2022

Based on our research and a series of internal andexternal interviews, we developed a shortlist ofissues that are most likely to be impactful for PPG
and its stakeholders. The list of issues was refinedat a workshop with PPG’s senior leadership, where
each issue’s relative impact was considered. Issues
were deemed to be a priority based on a combinationof desk research, perceptions of key stakeholders,peer review, and discussion with PPG’s seniorleadership. The results of this assessment were thendisseminated to everyone that had participated in
the process, including the Board of Directors, PPG’ssustainability committee and interview participants,
including functional and business leaders.

In addition to focusing on the priority topics identified
by this exercise, PPG works to continuously improve
our corporate governance and compliance program.
This includes covering important issues, including
corporate governance and ethics, data privacy,
regulatory compliance and maintaining a productive
relationship with our workforce and labor unions.
Learn more in the Governance section.

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Products

Products

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Our product highlights in 2022

Products
Overview
We develop industry-leading sustainable
innovations that support our customers’sustainability ambitions.

Our approach to developing safe and sustainably
advantaged products is built upon more than acentury of expertise. The result is a broad portfolioof paints, coatings and specialty materials thattransform everything from the places we work to thevehicles we drive. Learn more about PPG’s history
of innovation at PPG.com.

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39%

of sales from sustainably
advantaged products

87%

of PPG products evaluatedfor sustainable attributes

In 2022, we expanded our efforts to incorporate
safety and sustainability into product development.
We used our systematic review process to evaluate
approximately 87% of products at PPG for sustainableattributes (an 8% increase from 2021), enabling us
to define our full portfolio of sustainably advantaged
products. Learn more about our process and current
portfolio of products in the Sustainably Advantaged
Products section.
We invest in partnerships that make our products andour customers’ products safer, stronger and more
efficient. We partner with stakeholders, including
customers, suppliers, academic institutions and otherpublic and private entities to advance sustainable
initiatives and technologies. Learn more about how
we work with organizations from all sectors in the
Research Partnerships section.
We work to minimize adverse human health andenvironmental impacts of our products. We review
the ingredients and impacts of our products, remove
substances of concern through reformulation andpublicly communicate transparent, comparable
information about our products through our productstewardship processes. Learn more about how we’readdressing health and environmental impacts atevery stage of the product lifecycle in the ProductStewardship section.

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Our sustainably advantaged producthighlights in 2022

Goal: 40% of sales from sustainably
advantaged products by 2025

Sustainably
Advantaged
Products
Our products, tools, and processes help
make our customers – and the world –more sustainable.

PPG has been an industry leader for 140 years,
providing customers with inventive paints, coatingsand specialty materials. Across our business, we arecontinuing to partner with our customers to develop
innovative new products that address their greatest
challenges and achieve their objectives.

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39%

170,000+of sales are fromsustainably advantaged
products

products evaluated against
our sustainably advantaged
product methodology in2022

We have a comprehensive methodology, informed by
the United Nations Sustainable Development Goals(UNSDGS) and industry best practices, to designate
which of our product lines are considered sustainably
advantaged, which we finalized in 2021. Since thattime, we have expanded the application of thismethodology to 87% of all PPG products, and 100%of our paint and coatings products. Evaluating moreof our products helps us understand the full scopeof our sales from sustainably advantaged products,
and enables us to further highlight the benefits of oursustainable product offerings to customers.
In 2022, 39% of our total sales came from sustainably
advantaged products. We are constantly innovating
new products and intend to continue expanding oursales of sustainably advantaged products in linewith our ambitious 2030 target. We have worked
throughout the year to incorporate sustainability
into our research and development (R&D) innovation
pipeline. Evaluating the benefits of our products atearlier stages in the R&D process helps us invest
resources in those products that we feel will have thegreatest impact for our sustainability goals and ourcustomers’ goals.

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Our sustainably advantaged products approach
Product sustainability is an integral part of ourenterprise sustainability strategy. We aim to invest in
sustainable solutions to solve our customers’ greatest
challenges through new and existing innovations. We
support our customers’ contributions to global goals
and minimize the environmental impacts associatedwith the application and use of our products. We also
evaluate our existing product portfolio to understandwhere and how there are opportunities to make themmore sustainable.
Sustainably advantaged products methodology
Given the breadth of our product line, we havedeveloped a universal scoring system to assesseach PPG product and identify those that support
environmental or social objectives in some way. We
refer to products that support a more sustainable
future as sustainably advantaged products.
We developed an industry-leading methodology
to classify which of our products are consideredsustainably advantaged. First, we performa systematic review of product attributes tounderstand how the product contributes to improved
environmental outcomes. We evaluate products
based on energy efficiency, emissions reductions,
toxicity reductions, resource efficiency, and a paint or
coating’s useful lifetime. We consider a combinationof data on the resource use and efficiency of
manufacturing the product and a product’s relative
improvements over industry benchmarks for efficiency
and useful lifetime.

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We then review each product’s contributions to theUnited Nations Sustainable Development Goals(SDGs). We consider how closely aligned a product isto the SDGs, as well as the magnitude of the product’s
contribution to meeting the goals.

PPG’s sustainably advantaged products extend theuseable lifespan of bridges and buildings, reduceenergy use and GHG emissions by eliminating curing
stages for our automotive coatings and sealantsystems, make food and beverage containers safer
and longer lasting, and even help improve the fuelefficiency of airplanes and cargo ships.

Our methodology to identify
sustainably advantaged products
Minimize harm: Systemic review
of product attributes• Energy use• Emissions• Toxicity• Resource use• Useful lifetime
Optimize positive impact:
Value contribution to UN SDGs
• Energy• Infrastructure and cities• People and Health• Water• FoodSustainability @ PPG

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Learn more about some of our most recent sustainably advantaged products
Reducing environmental impact of shipping

Using waste as an input

Supporting customer use of recycled materials

Around 80% of global trade by volume is carriedby sea. PPG antifouling paints help keep ships
clear of barnacles and other growth that cause
damage and reduce fuel efficiency , while helping
customers achieve their targets imposed by
Maritime regulations. We recently introduced PPG
SIGMAGLIDE® 2390, a biocide-free antifouling paintthat uses PPG HYDROSET TECHNOLOGY™, which
modifies the coating when it is immersed in water tocreate a super-smooth, almost friction-free surface
that marine organisms cannot adhere to. This enables
vessels to maintain a clean hull and reduce drag,achieving power savings of up to 20%, a speed
loss performance of less than 1%, and up to 35%
reduction in CO2 emissions compared to traditional
antifouling. PPG Sigmaglide 2390 is suitable forelectrostatic spray application, enabling high transfer
efficiency, less paint consumption, and emission andwaste savings.

Most industrial processes create waste. We work withpartners around the world to find innovative ways to
re-use valuable resources and move the world toward
a more circular economy. Under our Tikkurila brand,acquired by PPG in 2021, we launched a range of biobased wood oils designed to protect wooden decks
and terraces. We’re promoting circularity by taking talloil, a waste product from the paper industry, and using
it as a key ingredient in the new coatings. Tikkurila was
the first in their market to launch bio-based coatings
that do not rely on fossil fuels.

Aluminum is one of the most recycled materials in
the world, and we’re doing our part to enable thecontinued use of recycled aluminum.

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In 2022, we launched PPG Innovel PRO, a nonbisphenol/non-BPA coating that provides improved
application properties for recyclable aluminum
beverage cans. Our coatings ensure minimal spoilage
and protect both the can and beverage integrity. In
addition to its improved performance, the coating
helps our customers fulfill evolving regulations toremove bisphenols from food contact coatings, andenables the continued use of recyclable cans.
PPG Innovel PRO
beverage can coatingreceived a Cradleto-Cradle Certified
Material Health
Certificate™ at thePlatinum Level.

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Helping reduce emissions from automotive
manufacturing

Supporting the low-carbon transition with paints andcoatings

Electric vehicles (EVs) are key enablers of thetransition to a low-carbon economy. PPG isworking alongside some of the most powerful EV
manufacturers to develop innovative products andservices that will ease the transition to meet theunique requirements of the EV market.

As businesses move to mitigate climate change,
they will need to rely on innovation across their value
chains to reduce the negative environmental impactsof their operations. Many of PPG customers have set
their own greenhouse gas (GHG) emission reduction
targets, and we aim to support our customers’ targets
by reducing the GHG emissions associated with thelifecycle of PPG products. We consider sustainability
throughout our R&D process, to ensure that a highvolume of products in our portfolio offer the rightcombination of high performance and reduced
environmental impact.

Historically, the paint shop was the most energy
intensive areas of automotive OEM facilities. One ofour most recent innovations under the eCoat lineup,
the PPG ENVIRO-PRIME® EPIC 300 product, can beapplied to EV assemblies with heavier metal massusing less energy and heat, resulting in savings of
20kWh of energy per vehicle produced and 4kg
CO2. The product is also water-based and generates
minimal waste due to its application efficiency.

Select examples of PPG products that help ourcustomers reduce their scope 1, 2 and 3 GHG
emissions are included below.
• Streamlining customer operations: PPG 			CORASEAL™ 4-Wet Sealer allows automotive 		
manufacturers to streamline the application and 		
curing process, and reduces CO2 generation by up
to 6kg per vehicle.
• Products with lower embodied carbon:
SEIGNEURIE™ EVOLUTEX™ Bas Carbone by PPG,an architectural coating launched in France, uses
a bio-based binder and has a 20% lower carbon
footprint than previous coatings.

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Bio-based primer formulation

ResearchPartnerships
We believe in advancing sustainability
through collaboration.

We partner with customers, academic institutions
and other public and private entities to advancesustainable initiatives and technologies.
Beyond our research partnerships, PPG engages
broadly with a number of industry associations andstakeholders around the world. Learn more in the
Stakeholder Engagement section.

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Many of our research projects focus on enhancing
the positive and reducing the potentially negativeenvironmental impacts of paints, coatings andspecialty materials. This includes projects toincorporate renewable and bio-based materials into
our products, improving recyclability or reusability,
or removing potentially harmful compounds.
Our commitment to responsible research anddevelopment applies to all legacy and recently
acquired product lines.
Through our research partnership with the U.S. Army
Combat Capabilities Development Command Army
Research Laboratory (DEVCOM ARL) and Rowan
University, we have identified combinations of
bio-based molecules that bring superior performance
properties to our coatings, and are working toincorporate these compounds into our products.
As one example, the combination of DFDA, a
furan-based diamine, and EVAC, a phenolic-based
diepoxy, has been shown to improve performanceof our aerospace-graded corrosion mitigation
primers. We’re working with researchers at Rowan
University to better understand how these bio-based
molecules lead to increased performance, scale up
the researchers’ capacity to manufacture DFDA and
EVAC, and expand the family of renewably sourced
resins that incorporate these molecules for superior
performance characteristics.

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Making coating systems last longer

Fostering collaboration across the industry

Our approach to research partnerships

We work directly with the U.S. Army’s Combat
Capabilities Development Command Ground Vehicle
Systems Center (DEVCOM GVSC) and Tank-automotive
and Armaments Command Watercraft Inspection
Branch (TACOM WIB) to identify combinations ofpaints and coatings that offer increased durability andperformance under strenuous conditions. Over the lastyear, we have been working with researchers to identify
technologies that would extend the maintenancecycles on Army watercraft. Our goal is to develop adual-purpose coating that would provide both improved
abrasion resistance and antifouling properties whenapplied to both steel and aluminum hulls.

PPG participates in conferences, industry
associations, and related meetings to advancesustainable practices. Our participation not only helps
PPG people stay abreast of the newest developmentsin the industry, but also gives our employees
opportunities to explore innovative new collaborations
with other industry leaders to solve sustainability
challenges.

External partnerships help us develop more effective
and sustainable products to protect and beautify theworld.

The current coating stacks used on underwater hullsof Army watercraft are frequently degraded by silt, gritand debris blown over the flat bottom of the boat. Boatsneed to be temporarily taken out of service to re-apply
these coatings, which takes time, materials and labor.
Extending the maintenance cycle on these coatings
will help reduce the upkeep costs and time spent reapplying coatings over the long term.
To this end, our researchers are surveying available
technologies and identifying any that could be an
improvement over the current state of the art. Throughcollaborative analytical and modeling efforts, we areconducting research to understand structure-property
relationships and address shortfalls in performance.
Where they have been identified, we are testingpromising combinations of coatings to ensure thatthe expected increases in performance and durability
come through in a real-world setting.

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As an example, in 2022 we hosted a symposium atthe 26th Green Chemistry & Engineering Conference
titled “Incorporating sustainable components into
existing manufacturing systems.” The PPG hosted
symposium included speakers from academia andindustry and featured a presentation from Se Ryeon
Lee, PPG group leader, on bringing sustainablecoatings science to the automotive battery industry.
HY Zhou, Scientist, also presented a talk on
incorporation of bio-based materials for adhesive
development.

PPG’s external funding team, within our science andtechnology organization, explores opportunities
for PPG to participate in research projects withgovernmental and educational institutions. Ultimately,
our goal in these partnerships is to solve problems
in the real world and solve our customers’ greatest
pain points. We take insights developed through ourwork with external partners and incorporate them into
PPG’s internal research and development processes.
Across all our partnerships, we focus on developing
more effective and sustainable paints and coatings.
We approach our portfolio of research projects
and partnerships in much the same way that we
do other parts of our R&D processes. We work to
identify partnerships that focus on developing paints
and coatings that would be considered sustainably
advantaged according to our internal methodology.
We are currently implementing formal processes
to consider sustainability throughout our research
pipeline. Learn more about our methodology in the
Sustainably Advantaged Products section.

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Our product stewardship highlights in 2022

22,302training courses completed
on product stewardship topics
through our professional
development system

147

products have been certified
with Environmental ProductDeclarations (EPDs)

65

total products declared
through Health ProductDeclaration Collaborative(HPDC)

4

product stewardship audits
were completed globally

Product
Stewardship
We take responsibility for minimizing adverse humanhealth and environmental impacts of our products atevery stage of the product life cycle.

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In 2022, we continued to enhance our productstewardship processes and systems. Highlights
include:• Realigned our Environmental Health & Safety Product Stewardship Management System byrewriting our Product Stewardship Implementation
Tools (PSITs). PSITs are the core of our management
system and were restructured from a series ofnine interconnected requirements to four simple
documents that summarize the requirements
relevant in each phase of the product life cycle(PLC). The new PLC format is better matched with
employee responsibilities and is easier for ourpeople to use effectively. Through heightened
employee awareness and management leadershipand commitment, we can create an organizational
culture that reflexively engages in a continuous
cycle of self-evaluation, correction and improvementof our operations and processes as it relates to
product compliance globally.
• Created 17 additional Substance of Interest
Scorecards, which track hazards and regulatory
requirements. By the end of 2022, we had a total of
180 scorecards tracking 253 substances.
• 15 new substances added to the Restricted
Substances List (RSL). The RSL now includes 1,147
substances that are restricted for all uses, and 390
substances that are restricted for specific uses.

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Environmental• Assessed our products according to the United
Nations Globally Harmonized System forClassification and Labeling (UN GHS) for category
1 and/or 2 for hazard warnings on products. Of the
products scored globally, 33% were not classified
with hazards under UN GHS category 1 or 2, and
75% of the products scored were produced in the
EMEA and USCA regions. We consciously choose
lower hazards, especially in architectural coatings
products due to their heavy use in consumer,commercial and residential projects.
• Increased accessibility of product specific carbon
footprint information to enable our business teams
to collaborate with customers on ways in which
PPG can innovate lower carbon solutions for ourcustomers.
• Initiated supplier collaborations to assemble lower
carbon raw material information to introduce
new formulations that are designed according
to sustainability principles. Raw materials withalternative renewable feedstocks or recycledcontent are currently being evaluated for further
consideration in our industrial and consumer
products. An example of this initiative in action
is our Seigneurie Evolutex Bas Carbone by PPG,an architectural coating launched in France. The
product uses a bio-based binder and has a 20%
lower carbon footprint than previous coatings.

SocialGovernanceTransparency

Our approach to product stewardship

Focus areas

We take a multifaceted approach to productstewardship that covers each stage of the productlifecycle: product development, manufacturing,
distribution and customer use and disposal.

Toxicology
Toxicology is an integral component of sustainableproduct development. We endorse the principles ofgreen toxicology, which describe the application ofpredictive toxicology in the design, manufacture, use
and disposal of new materials and chemicals.

Our Product Stewardship organization is a centralized
function that provides information, tools and support
to employees, customers, regulators and otherstakeholders. The organization is made up of threemain groups:• Community of Expertise (CoE)• Regional Product Stewardship Operations• Product Stewardship Business Partners
Our CoE groups monitor for regulatory and emerging
issues and develop company requirements andtools to support the regional operations teams andbusiness partners. These teams respond directly tointernal and external customer inquiries using thetools developed by our CoE. The product stewardshipbusiness partners have an intimate knowledge of
product portfolios and requirements, and work directlywith our businesses to drive business growth throughimproved product stewardship.
Our product stewardship organization also engages
external stakeholders, including government advocacy
and trade associations. Learn more in the Stakeholder
Engagement section.

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Green toxicology broadly supports green chemistryby providing tools to assess hazards so that moresustainable, less-toxic products can be developed.
Green toxicology directly applies to principles 3, 4
and 10 of green chemistry – less hazardous chemical
synthesis, designing safer chemicals and design for
degradation.
To achieve these goals, chemists must have tools
and processes to evaluate hazards. We use validated
hazard assessment methods that can be applied
early in product development. We use three toxicology
processes to evaluate and monitor substances usedin our products – Early R&D (ERD) Hazard Screen,
Substance of Interest (SOI) Scorecard and PPG
RSL. Driven by global, cross-functional committees,
these three processes facilitate the monitoring andmanagement of health and environmental risksof raw materials throughout the development andcommercialization of our products.

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Food packaging coatings and food contact
Aluminum is one of the most widely used andrecyclable packaging options, and PPG coatings help
keep aluminum packaging safe for consumers andenable its infinitely recyclable attributes. State-of-theart analytical science, risk assessments and computer
simulated toxicological assessments support ourinnovative coating portfolio.
The PPG SAFEASSURE™ program, part of our
Packaging Coatings product development process,prescribes stringent protocols for screening
starting chemicals and those migrating into food orbeverages. It builds a dossier of key information toallow the onward supply chain to conduct appropriate
risk assessments and build confidence in food orbeverage products released to the market. The
PPG SafeAssure program goes beyond the legal
compliance requirements for packaging coatings to
support the market in demonstrating food safety.
The PPG Global CoE for food contact regulatorycompliance aligns with our approach to standardize
processes and procedures in support of many ofour businesses. For example, the food contact
CoE supports the Kitchen and Industrial Bakeware
segment within our Industrial Coatings business to
obtain food contact compliance on new cookware
coatings. The Food Contact CoE also monitors new
regulations related to the Green Deal/CSS to ascertain
any impacts to the business.

SocialGovernanceTransparency

The CoE works closely with our research anddevelopment teams, the PPG SOI program, the RSL
program and other stakeholders.
Circular economy
We review opportunities to reuse residual product thatwould otherwise be shipped for disposal and increase
the use of post-consumer recycled (PCR) plastic in
our packaging, ultimately contributing to the circular
economy.
We foster partnerships with organizations focusedon circularity and waste reduction, including the
PAINTCARE™ program in the U.S., ProductCarein Canada, the ECO-PEINTURE™ non-profit inQuebec, and PaintBack in Australia, all of which allow
consumers to recycle leftover or unwanted paint. We
are exploring additional paint recycling opportunities
globally where available.
Some of our architectural coatings product packaging,excluding the handle and lid, contain up to 100%
recycled content in the U.S. and in Europe. We are
currently testing packaging that uses recycled content
for the lid. Learn more in the Waste section.
Green Construction
Coatings are used extensively in the building andconstruction market for protective and decorative
purposes on the building itself and as part ofcomponents or machinery installed in the building.
We leverage data from our systems to produce
declarations that support the requirements ofgreen building schemes. These include the U.S.

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Green Building Council’s Leadership in Energy andEnvironmental Design (LEED®), Europe’s Building
Research Establishment Environmental Assessment
Methodology (BREEAM®) and the WELL BUILDINGSTANDARD®. Our life cycle assessment capabilities
allow the in-house production of environmental
product declarations (EPDs), which declare theenvironmental impact of the product over its entire life
cycle. To support LEED Material Ingredients reporting,
we generate Health Product Declarations (HPDs),
which outline the substances present and indicate
the results of screening these substances against the
HPD Priority Hazard Lists and the GREENSCREENFOR SAFER CHEMICALS®. We also support substancescreening and declarations for Cradle-to-Cradle
certification of products.
We provide regulatory volatile organic compound(VOC) content data and support in obtaining external
emission testing certifications, both of which are partof the green construction programs requirements
for identifying products which have a low impact
on indoor air quality. As well as supporting therequirements of green construction schemes, theseassessments and certifications enable users to makeinformed choices on the products they choose inrelation to the chemicals used, the impact on indoor
air quality and the broader environmental impacts.
Where PPG coatings are incorporated into products
destined for the construction sector, we provide
declarations of substance composition and life cycle
assessment information of the coatings to support ourcustomers in achieving certifications and declarationsof their products required by green building schemes.

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Training
Our product stewardship organization creates andimplements training for all company stakeholders(technical, marketing, leadership), including a range ofoptional and assigned training modules on all aspects
of product stewardship. Our Product Stewardship
Training Matrix identifies more than 45 training
elements, and the majority are available on-demand
from our Evolve learning platform. Learn more about
training at PPG in the Learning and Leadership
Development section.
Continuous improvement
We conduct an annual management review ineach of PPG’s business units to drive continuous
improvement. We benchmark against industry peers,and ensure that any critical gaps are closed by arobust action plan. We supplement this peer review
with compliance assurance audits that focus on key
business risks. All businesses are audited on a threeto five-year cycle.
Processes, systems and tools
We have built our product stewardship resources
over many years, and we continue to evolve to meetchanging business needs.

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PS Pulse
Product Stewardship Pulse (PS Pulse) is our central
product stewardship workflow tool. PS Pulse is acollaborative site for PPG users to submit requests
to members of the product stewardship teams
and escalate requests based on level of expertise
required for response. PS Pulse also serves as acentral location for self-help materials education onvarious product stewardship topics.
Chemist’s EHS Toolbox
Our Chemist’s EHS Toolbox is a resource on our
intranet making it easy for users to access the rightproduct stewardship tools. The Chemist’s EHS
Toolbox offers a roadmap of resources for chemists
and formulators to support product stewardshipneeds at every level of product development – fromnew raw material introduction to formulation or usechanges in existing products. The toolbox makes
it easy for our technical community to understandregulatory compliance requirements. Chemists
use the toolbox to determine if their formulation iscompliant for shipment to a particular country, findwhether a substance in the formulation will likely bedeselected from the marketplace and identify those
substances that require hazard warnings on a safety
data sheet and label.

Global Product Stewardship system
Our centralized Global Product Stewardship (GPS)system manages the data required to author hazard
communication documents.
The Globally Harmonized System for Classificationand Labeling (GHS), an internationally agreed-uponstandard managed by the United Nations, classifies
substances for health, physical and environmental
hazards. In accordance with GHS classification
principles, we use a global hazard evaluation(GHE) process to assess and review 100% of ourraw materials prior to them being used to safely
manufacture our products and before we develop
safety data sheets (SDS) and labels. Our GHE processreviews a raw material’s impact on human health,physical and chemical properties, environmental
impact and compliance with global regulations
and PPG policies. Each PPG product formula isautomatically transferred to our GPS system, whichthen provides a GHS-compliant SDS and a hazard
warning label. These SDS and labels are available
in many languages and meet the regulations of themore than 70 countries where we do business.
We leverage the GPS data to support many othercompliance and customer requirements. These
include chemical inventory, PPG and customer
restricted substances lists, and customer requests
to support their sustainability programs. Using global
data allows us to quickly respond to customers andidentify any potentially problematic or concerning
substances. The system is used frequently
throughout PPG, including by product stewardship,
product development, supply chain, manufacturingand marketing.

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STAN
The SDS Transmission and Notification (STAN) system
is our automated email distribution for SDS based on
customer orders for our products around the world.
STAN supports region-specific SDS distribution while
offering increased functionality. This includes theability to distribute an SDS for non-PPG manufactured
products, automated distribution for the latest SDS
after a major version change, and distribution of an
SDS to multiple email addresses for customers.

Regulatory and emerging issues management tools
In parallel to our GPS system, we maintain a simpleto-use matrix that details regulatory requirements for
all countries where we do business. This is supported
by detailed procedures for compliance, including
customer use requirements. Examples include foodcontact, restriction of hazardous substances (RoHS),
VOC emissions and items intended for use by children.

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Our emerging issues tool helps us stay up to dateon compliance and other regulatory issues. The tool
helps us anticipate regulatory and non-regulatory
concerns to capitalize on business opportunities
while driving early compliance with regulations.
When we receive inquiries from customers, nongovernmental organizations (NGOs) or
agencies, or when social interest is detected, PPG
employees can enter an issue in our emerging
issues tool for review. Members of the EHS ProductStewardship team analyze the issues to determine
its risk and potential impact on PPG. From there,
the team develops a monitoring or action plan that
may include advocacy with trade associations or
governmental agencies. Plans can also include
business, technical or manufacturing activities
to help PPG maintain compliance or explore new
business concepts. For high impact issues, we have
implemented strategic management plans to reduce
impacts to PPG related to substance deselection,
regulatory changes and end-use restrictions.
Continuous monitoring of emerging issues and global
regulatory changes is part of our standard businessplanning process. Alongside a project management
process to implement changes to our compliance
procedures, the use of our emerging issues tool helps
avoid business interruptions.

Animal testingWe support global efforts to reduce animal testing,as described further in our animal welfare policy on
ppg.com
Chemical Inventory ComplianceTo ensure we remain in compliance withapplicable regulations, we maintain a robust
central management system for notifications
to regulatory authorities, including those thatoversee Registration, Evaluation, Authorization andRestriction of Chemicals in Europe (EU-REACH) andthe Classification, Labelling and Packaging (CLP)
Regulation.
Much of our technical leadership is based on thedevelopment of polymers. Our regulatory team works
closely with our polymer chemists, advising them on
the design of polymers for regulatory compliance andproviding support at all stages of the development
process. This early involvement allows us to complete
the registration process in any of the countries that
require polymer notification well ahead of productlaunch, enabling us to get our products in-market
faster.

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ERD hazard screen and SOI Scorecard
During a new product’s R&D phase, we assess thehazard of raw materials and potential byproducts
using a hazard screen process. Following a product’scommercialization, we may develop a SOI Scorecard
incorporating this assessment and any new hazard
information to further guide our businesses.
SOI Scorecards include a visual for forecasting thehazards, regulatory status and stakeholder concerns
for substances that are critical to our businesses.
Their purpose is to guide responsible use andhandling of any potentially hazardous materials.
We update our SOI Scorecards with new regulatory,
scientific and market developments. When updated,
we review substances for placement on the PPG
Restricted Substances List (RSL). Linking the twoprocesses enables our technical community to begin
the process of product reformulation prior to theinclusion of a substance on the PPG RSL.

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PPG Restricted Substances List
The PPG RSL establishes our current requirements
for and restrictions on the use of certain hazardous
substances in our products. PPG’s RSL Programis based on the principle of addressing the healthand environmental risks of substances that we use,
produce and sell. We identify substances for inclusion
on PPG’s RSL based on international conventions,country-specific requirements and substancespecific information. When substances are added to
PPG’s RSL, a target date for restriction or prohibitionis established and the affected businesses work toeliminate the substances prior to the target date.
Progress towards the target date is tracked at least
twice per year.
PPG’s RSL applies to all PPG products globally,
including those sold in geographies that do not havechemical regulation programs.
PPG’s RSL Program evaluates substances for addition
to the list and regularly incorporates information
about substances already on the list. We conduct
assessments of our RSL Program at least twice per
year to ensure that it is being implemented in all of ourbusinesses globally.
PPG’s RSL includes all substances covered by
the Stockholm Convention on Persistent Organic
Pollutants and industrial substances on the Rotterdam
Convention Prior Informed Consent (PIC) list. Since
PPG’s RSL is applied to all PPG products globally, evenin areas of the world where there are no chemical
regulation programs, it goes beyond regulatorycompliance.

30 | PPG ESG Report 2022

The elimination of lead as an intentionally added
ingredient in any PPG products is an example of
PPG’s RSL Program in action. For many years, leadhas not been intentionally added to any of PPG’s
consumer products and in 2019, we achieved our goalof eliminating lead from all non-consumer products.
PPG’s non-consumer products contained lead as
an intentionally added ingredient solely to meet theunique specifications of PPG’s customers. Overthe course of several years, PPG worked with thosecustomers to develop alternative formulations that do
not contain lead but achieve the same performance
characteristics. We are now focusing on ensuring thatlead is not used as an intentionally added ingredient in
new products developed, as well as products that areadded to PPG’s portfolio through acquisitions.

Sustainability @ PPG

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Environmental

Life Cycle Assessment
A life cycle assessment (LCA) is a recognizedmethod for assessing the environmental and humanhealth impact of products – from the extraction of
raw materials to the disposal of a product at theend of its useful life. An LCA covers a wide range ofenvironmental and human health impacts, including
most commonly reported impact categories such as
climate change, measured by kg CO2 equivalent perfunctional unit.
PPG’s Product Sustainability (PS) CoE serves all
businesses globally, facilitating rigorous calculationof the environmental and human health impact ofour products. The CoE is focused on increasing
LCA and Product Sustainability Assessment
capabilities at the corporate level, through our
R&D community and in our business units.
At the corporate level, the PS CoE engages withmultiple software vendors and explores new tools toenable the automation of life recycle assessments for
our large portfolio of products, such as an automated
LCA tool that can be integrated with everyday
business processes and report LCA information at
the product level to our customers. As the chemicalindustry faces increasing demand for product-specific
LCA information along a company’s value chain, PPG
strives to become an early adopter to apply stateof-the-art system solutions that enhance productsustainability.

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SocialGovernanceTransparency

The PS CoE supports PPG’s R&D community tounderstand a product’s environmental and humanhealth impacts during the product development stage.
Our recipe screening tool makes it easy for users toassess a formulation’s environmental and humanhealth impacts. Product developers can enter up to
four formulations into the application and compare
the life cycle impact across important environmental
and human health indicators. They can integrate life
cycle analysis into their product design and choose aproduct formulation with the lowest life cycle impact.
The PS CoE also supports our businesses toquantify a product’s life cycle benefits attributableto customer operations or customer use of our
products. This insight enhances our developmentof sustainably advantaged products and avoids
shifting environmental burdens to other parts of thevalue chain. The PS CoE’s core capabilities related tocustomer support include generating Environmental
Product Declarations (EPD) and Health ProductDeclarations (HPD). Our EPDs and HPDs are used tosupport our customers’ sustainability efforts aroundthe globe.

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Environmental

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SocialGovernanceTransparency

Sustainability @ PPG

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Our environmental highlights in 2022

Environmental
Overview

13%

reduction in waste
disposal intensityfrom a 2017 baseline

20%

reduction in spill andrelease rate from a2017 baseline

We are committed to using resources
efficiently and minimizing environmental
impacts throughout our value chain.

6%
We continue to strengthen our efforts across allareas of our footprint, including water, waste, energy
and emissions. Beyond our own operations, we takeresponsibility for minimizing the environmental
impact of our entire value chain. We work with
our suppliers, contractors and customers to drive
sustainability initiatives, and offer sustainable
solutions to help our customers meet their goals.

33 | PPG ESG Report 2022

reduction in greenhousegas emissions intensityfrom a 2017 baseline

Key advances in our environmental approach
include:• Defined our 2030 ambitions and set new
ESG targets• Submitted our scope 1, 2 and 3 GHG emissions
reduction targets to the Science Based Targets
initiative for approval• Expanded our use of the Task Force on Climaterelated Financial Disclosures framework in our
strategic planning process to better understandrisks and opportunities
While we continued to work toward our 2025
environmental goals over the last year, one of our major
accomplishments in 2022 was defining our ambitionsfor 2030. Learn more about our 2030 targets in the2022 Progress and Highlights section. We will begin
reporting against the 2030 targets in our next report.

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Our waste reduction initiatives support the transition
toward a circular economy. We evaluate our own
operations and work closely with customers to
identify waste streams that can be reused or recycled.
Increasing raw material efficiency, operational
improvements, and recycling manufacturingbyproducts and unused products all have positive
impacts on our bottom line in addition to reducing theamount of waste that we produce. Learn more in the
Waste section.

SocialGovernanceTransparency

Over the last year, we have expanded our climate
scenario analysis, which we use to understandphysical and transition risks and opportunities. We
have evaluated more of our product portfolio tounderstand the number of our products that qualify
as sustainably advantaged, and worked to further
integrate consideration of sustainability into ourstrategic planning processes. Learn more in the
Climate-related Risks and Opportunities section.

Our water reduction and efficiency programs havealso expanded over the last year. We understandthat water is a shared resource and that we havea responsibility to protect water supply for ourcommunities. PPG’s water risk evaluation process
helps us target water reduction efforts in the areasthat are most impacted by drought or water scarcity
and maximize the positive impacts of our work. Learn
more in the Water section.
Our energy use and emissions reductions are closely
linked. Improvements in our energy efficiency andrenewable energy sourcing drive reductions in PPG’s
greenhouse gas (GHG) emissions, and help mitigate
climate change. We are taking steps to reduce ourenergy use and emissions by implementing new andinnovative energy solutions, sourcing renewable energy,
and making our production processes more efficient.
Learn more in the Energy and Emissions sections.

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The PPG Environment, Health and Safety (EHS) Policy
provides the guidelines under which we manufacture,market and distribute products globally in a mannerthat protects our people, neighbors, customers andthe environment. The policy incorporates elementsfrom several voluntary global industry initiatives inwhich we are a participant, including the International
Council of Chemical Associations (ICCA)/ American
Chemicals Council (ACC) RESPONSIBLE CARE®
program, the British Coatings Federation (BCF)
COATINGS CARE® initiative and the American
Coatings Association (ACA) PaintCare program.

We ensure consistent operations in line with our EHS
standards, sustainability goals and strategies throughour global EHS management system, which is aligned
to ISO 14001. PPG has 58 sites that are certified to
ISO 14001, which are audited by a third party against
their conformance to the PPG EHS management
system. The system requires locations to conform toenvironmental regulatory requirements and global
requirements for air emissions, energy management,water discharge, waste management, spill eliminationand plant footprint. The EHS management systemenables us to track our progress on a location,business and global level, with metrics reported
monthly to facilitate frequent performance monitoring.
We also conduct periodic internal audits that checkeach of our sites for compliance against regulatory
and PPG requirements. Learn more in the Safety and
Health section.
Financial data for capital projects related toenvironmental expenditures are tracked through ourfinancial systems rather than the EHS management
system.

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Our waste highlights in 2022

Goal: A 25% reduction in total waste disposal
intensity (waste produced per 100 metric tonsof production) from a 2017 baseline by 2025.
Achieved 13% reduction in waste disposal
intensity in 2022 versus 2017 baseline.

Waste
We are committed to reducing,reusing and recycling our waste.

PPG recognizes the importance of moving toward
a circular economy. We work to reduce waste andits associated impacts from our products andprocesses, starting in the design of our products. We
use raw materials as efficiently as possible, minimize
our waste generated from operations and promotereuse and recycling throughout our value chain.
Beyond the environmental benefits, reducing waste
helps lower our costs.

35 | PPG ESG Report 2022

Goal: Achieve zero landfill statusfrom process waste at 35% of PPG’s
manufacturing and research and development(R&D) locations by 2025.
Achieved 32% of PPG’s manufacturing and
R&D with zero landfill status in 2022.
Goal: 65% improvement in our spills andreleases rate by 2025 from a 2017 baseline
Achieved 20% decline in spills and releases
in 2022 versus 2017 baseline

Our efforts to reduce spills and releases are driven
by employee engagement activities, operational
improvements and self-assessments. Our median spillin 2022 was 26.4 pounds, with 99% of spills contained
onsite. We had four significant spills during the yearthat totaled 17,750 gallons (67,187 liters).
Given the range of our operations and production
processes, we empower management at each of oursites to implement waste reduction measures as theysee fit. Over the past year, we have implemented newprocesses to:• Reduce packaging waste associated withtransporting raw materials and finished products• Reduce production waste by finding new uses for
byproducts of our manufacturing processes• Reduce raw material use by incorporating recycledmaterials in products and packaging• Take back and repurpose unused products from
customers• Reformulate products to enable reuse and recyclingat their end of life
Although we are still on track to reach our waste
goals by 2025, we faced challenges at one of ourlargest production facilities in 2022 that impacted theamount of material accounted for as waste.

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One of our manufacturing processes at our Lake
Charles, Louisiana, facility produces an inert, nonhazardous material that has historically been reused
as a filler material. However, in 2022 the partnerthat reused the material paused operations, and thematerial had to be sent to landfill. We were able tosecure a new agreement at the end of 2022 to keep
the material out of the landfill, but over the courseof the year 30,000 metric tons of this material wasclassified as waste. This raised our waste intensityfrom 2.07 to 2.79, and added significant waste haulingcost over the course of the year.
We also seek to reduce the total amount of waste
sent to landfills by incorporating recycled materials
in our product packaging. Some of our architectural
coatings product packaging, excluding the handle
and lid, contain up to 100% recycled content in the
U.S. and in Europe. We are currently testing packaging
that uses recycled content for the lid and plan toincrease the amount of recycled content in our
packaging as we move forward.

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SocialGovernanceTransparency

Rethinking waste inpartnership with Steelcase
Through our customer relationship with Steelcase, an American manufacturer of architecture, furnitureand technology products, we are creating new and innovative uses for waste from our industrial coatingsand supporting the circular economy. When Steelcase applies PPG coatings to their products, theoverspray is collected and sent back to us. These powder coatings typically cannot be reused for thesame purpose and would historically be sent to a landfill. We have developed processes to recycle
the powder into new coatings, which Steelcase uses on brackets, inside drawers and other less visible
surfaces in their products.
Last year, we made around 250,000 pounds of recycled coatings from powder coatings used by
Steelcase. The process has completely removed this waste stream for our customer, reducing theirenvironmental impact and saving them thousands of dollars in waste handling fees. The collaboration has
opened the door for more innovative recycling and circularity initiatives, and we are continuing to develop
products that use reclaimed materials.
“Steelcase is delighted to collaborate with suppliers like PPG, who are eager to collectively
push forward best practices in sustainability,” said Kaila Bryzgalski, Steelcase product sustainability
marketing manager. “This project was a reinforcement of how when we responsibly choose and use
materials and apply them in the design of our products, we can create better futures for people
and the planet.

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Supporting customer
use of recycled materials
Aluminum is one of the most recycledmaterials in the world, and we’re doing ourpart to enable the continued use of recycled
aluminum.
In 2022, we launched PPG Innovel PRO,a non-bisphenol/non-BPA coating thatprovides improved application properties
for recyclable aluminum beverage cans.
Our coatings ensure minimal spoilage andprotect both the can and beverage integrity.
In addition to its improved performance, thecoating helps our customers fulfill evolving
regulations to remove bisphenols from foodcontact coatings, and enables the continued
use of recyclable cans.
PPG Innovel PRO
beverage cancoating received a
Cradle-to-Cradle
Certified Material
Health Certificate™
at the Platinum Level.

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SocialGovernanceTransparency

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Multi-year data highlights
Total Waste Disposal
Intensity(metric tons per 100
metric tons of production)

Disposed(thousand metric tons)

2017

3.21

153.08

2018

3.02

2019

2.46

Spills and Releases Rateper 1,000 employees

Solid Waste
Thousand metric tons
Generated

Recycled

Disposed

2017

1.84

2017

244.7491.65

153.082018

1.32

144.892018

232.6387.75

144.892019

1.25

112.492019

194.62

82.13

112.49

2020

1.24
1.28
1.5

2020

2.10

89.68

2020

164.39

74.71

89.68

2021

2021

2.05

90.18

2021

170.15

79.97

90.18

2022

2022

2.79

116.702022

188.1771.47

116.70Total waste disposed includes landfilled, incinerated and treated waste.
Excludes waste associated with a 2017 furnace rebuild at our Lake
Charles, Louisiana, plant, which is an infrequent event that occurs every
7 to 10 years. Data changes from prior reporting reflect adjustments foracquired and divested locations from the 2017 baseline onward.

Waste Generated/Recycled
Non-hazardous Waste

Disposed waste does not include waste that is recycled, reclaimed
or incinerated for energy recovery. Data changes from prior reportingreflect adjustments for acquired and divested locations from the 2017baseline onward.			

Waste Generated/Recycled
Hazardous Waste

Generated(thousand metric tons)

Recycled(percent)

Disposed(thousand metric tons)

Generated(thousand metric tons)

Recycled(percent)

Disposed(thousand metric tons)

2017

123.6624%

93.61

121.08

51%

59.47

2018

115.8425%

86.32

116.79

50%

58.56

2019

81.96

35%

52.90

112.66

47%

59.59

2020

70.69

37%

44.40

93.70

52%

45.28

2021

74.03

38%

46.26

96.12

54%

43.91

2022

100.56

25%

75.30

87.61

53%

41.40

Data for hazardous waste recycled include waste that was used to generate energy through direct incineration. We report our hazardous waste datausing the regulatory framework of each country where we operate. Data changes from prior reporting reflect adjustments for acquired and divested
locations from the 2017 baseline onward.

38 | PPG ESG Report 2022

Sustainability @ PPG

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Our approach to waste management
Our paints and coatings extend the useable
lifespan of products across industries, improve
the performance of existing products, and refreshthem so they can remain in use for many years. In
this way, waste reduction is inherent to our purpose
to protect and beautify the world. We also work to
reduce waste from our operations as part of our wider
environmental performance management.
Improving resource efficiency
Our focus on operational efficiency reduces our waste
footprint, resulting in both environmental and financial
benefits.
PPG acquires raw materials from suppliers and ourmanufacturing process converts these materials
into finished products. These products are thentransported to customers in the construction,
consumer products, industrial and transportationindustries. Typical waste streams resulting from these
activities include process waste from equipment
cleaning, substandard product, by-products andpackaging.
We track waste produced at our facilities around theworld, and manage each waste stream according tointernal and legal standards. Waste that is shipped
off-site for disposal is reported into a central datasystem, allowing us to monitor performance, identify
areas for improvement and share best practices.

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SocialGovernanceTransparency

Our global waste stewardship process covers all waste
contractors that provide waste treatment, storage,
disposal or recycling services. These contractors
are rigorously evaluated through our waste auditing
process, ensuring alignment to regulatory and PPG
waste handling requirements. Once approved, weapply our commercial requirements and communicate
the status to our sites.
Facility management works to reduce or eliminate
waste streams one source at a time. We prioritize
waste reduction work based on criteria that includes
hazard profile, volume and cost. For anything thatcannot be eliminated by increasing our efficiency, we
search for options to reuse and recycle materials.
We also drive waste reductions beyond manufacturing,
including by focusing on product formulation and raw
material management. Learn more about how we’redesigning out waste and factoring in environmental
impacts in our Sustainably Advantaged Products andSupplier Sustainability sections.
We also foster partnerships with organizations
focused on circularity and waste reduction, including
the PAINTCARE™ program in the U.S., ProductCarein Canada, the ECO-PEINTURE™ non-profit inQuebec, and PaintBack in Australia, all of which allow
consumers to recycle leftover or unwanted paint. We
are exploring additional paint recycling opportunities
globally where available.

Avoiding spills and releases
We recognize that even small spills can lead toenvironmental impacts, and risk exposing ourbusiness to clean-up costs, future liabilities andreputational risks. Our facilities have management
practices in place to prevent spills and releases.
Our corporate spill elimination standard requires
each facility to establish a spill elimination programand assess program performance each year. The
program consists of an assessment of the facility’s
past performance and prioritized risks. Our EHS
Management system requires that each of our sites
assesses their environmental performance on anannual basis. PPG also performs periodic compliance
audits, which are conducted by either internal experts
or third-party consultants. Where necessary, facilities
are provided with a corrective action plan that
includes defined milestones for improvement.

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All facilities conduct regular environmental and spill
control training, as well as spill elimination workshops.
During these events, employees from various
functions assess their facilities to identify areas for
immediate improvement and opportunities for longer
term actions.

Remediation
Some of our past waste disposal methods, whichwere once authorized and accepted industry
practices, can require environmental remediationor land reclamation to meet current regulations, ourinternal standards or stakeholder expectations.

We prioritize interventions at our highest risk sites
to further reduce the risk of spills. All of our sites are
required to implement the following controls:

We follow regulatory guidance and rules to assess
and manage environmental issues and impacts at ourfacilities. This commonly includes a site assessment,
which is conducted at various stages of a remediation
project lifecycle and provides an environmental
evaluation according to standard industry practices.
The assessment determines what, if any, remediation
activities or restrictions will be implemented to meetour goal of leaving each facility in a condition in which
it can be reused safely and productively.

• Overflow protection for stationary processes andstorage vessels• Clear labeling of all lines and connections with
contents and destination• Securing portable tanks and loose containers on
pallets when transported around the facility
We identify issues before they become significant
through strict internal spill reporting requirements.
Reporting thresholds vary by material andgovernment-reportable levels, with the lowest
threshold at 11 pounds (5 kilograms). Our internalreporting requirements include specific data related
to each spill. This data allows a site to define andimprove the process for material and producthandling and movement to avoid future spills.

40 | PPG ESG Report 2022

To learn more about our remediation efforts, pleaserefer to our 2022 Form 10-K, beginning on page 61.

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Our water highlights in 2022

Goal: 20% reduction in water intensity
by 2025 from a 2017 baseline.

0.7% increase in water intensityfrom a 2017 baseline.

Water

12%

reduction in total
water withdrawal
from a 2017 baseline

We optimize water use and reduce
our environmental impact throughconservation and reuse.

1.8MM
We recognize that water is a finite, shared resource
and minimize water use in all of our facilities throughconservation, innovation and reuse. We consider
our impacts on the entire water basin, and take into
account the local environmental, regulatory andsocioeconomic context of each of our sites.

41 | PPG ESG Report 2022

gallons of water reusedthrough our Zero
Discharge ProjectIn 2022, our water intensity was 4.24 cubic meters per
metric ton of production, an increase of 0.7% fromour 2017 baseline. We withdrew 17.73 million cubic
meters of water during the year, a 11.8% reduction
compared to the 2017 baseline.
The increase in our total water intensity over the lastyear has largely been driven by our Lake Charles,
Louisiana, facility, which had to produce its own steam
for a portion of 2022 due to issues with an external
utility provider. Our product mix has also shifted since2017 in response to changing customer demand,and reductions in some of our least water-intensive
processes have driven our total water intensity higher.
We continue to explore and scale water efficiency
measures across our operations. However, we
recognize that our water use in water-stressedregions has a more significant impact on other usersof the water basin. We are prioritizing water-efficiency
measures in areas with high water scarcity risk, rather
than focusing on bringing down our overall water
intensity.
In 2022, we continued to improve our cleaningand production processes to reuse water without
sacrificing the quality of our finished products.
Our water reduction measures are closely tied toour efforts to reduce waste. We have continued toreduce both waste production and water usage
through resource efficiency improvements, including
replacing fresh water with wash water in production
runs where appropriate. PPG’s Zero Discharge Project
has continued to expand in the United States, Canada
and Mexico, and has led to water reuse or reduction
projects at eight sites.

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Impact of PPG’s Zero
Discharge Project in East
Point, Georgia
During our production processes, somepaint gets left behind in the drums used tomix ingredients and the pipes used to move
paint. We clean out the system between
batches with water to keep it running properly
and avoid cross contamination between
batches. Historically, we have sent the washwater to a municipal water treatment facility
to be cleaned and released back into the
local water system.
In 2022, we updated the cleaning processes
at our East Point facility to reduce waste
associated with the production of textured
paint. We added a tank to collect wastematerial from the washing process and reuse
it in future paint batches. This system allows
us to reuse wash water in place of fresh water
as an ingredient, saves the raw materials thatwould have otherwise become waste, andultimately reduces our waste handling anddisposal costs.
This single program reduces the waste
intensity for our architectural coatingsbusiness in the U.S. and Canada by 3%,
and will save more than 60,000 gallons ofwastewater per year.

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SocialGovernanceTransparency

We’ve also enhanced our focus on the areas of ouroperations where water is scarce. Through our annual
process of reviewing water scarcity and risk, we
identified 26 facilities that we designated as priority
sites. Priority sites either use more water or are
situated in areas with high water stress. We will befocusing our water conservation efforts on these sites
in the future to enable the greatest possible impact
on our water footprint.

Reducing water used for
irrigation in San Juandel Rio, Mexico
As our facilities work to reduce total wateruse, we frequently need to look beyond
improvements to our production processes.
San Juan del Rio is a city in the Querétaro
state of Mexico. The area has high water
stress, meaning that the demand for safe,
useable water exceeds the supply. The stressis caused by a country wide drought, andworsened by heavy users such as the state’s
agricultural sector.
Following a review of their water use on site,
our team in San Juan del Rio realized that
almost a quarter of their total water use wasfor irrigation of the landscape around thefacility. While the site does not use a lot ofwater in their production processes, we havebeen able to significantly reduce water use
by cutting back on irrigation. The reduction
was achieved by developing a work planfor gardening personnel and establishingschedules for irrigation, which saved 55,000
cubic meters of water.

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Multi-year data highlights
Water usage in water-stressed regions

Water intensity
Cubic meters per metric ton of production

2022 water withdrawn – All sources
Million cubic meters

2017

4.21

Source2018

3.99

Surface water

4.96

2019

4.09

Groundwater

2020

3.57

2021
2022

Percent of
total withdrawn

Percent of
total consumed

2017

8%

15%

6.81

2018

9%

22%

Seawater

0

2019

9%

20%

4.03

Produced water

0

2020

11%

53%

4.24

Third-party water

5.96

2021

10%

29%

2022

9%

28%

Data changes from prior reporting reflect adjustments for acquired
and divested locations from the 2017 baseline onward.

Withdrawn

Discharged

2022 freshwater consumption
Million cubic meters
SourceWater consumption – All Sources
Million cubic meters
Net consumption(withdrawn minus
discharged)

Amount withdrawn

Amount withdrawn

Municipal water withdrawn

6.00

Fresh surface water withdrawn

5.00

Fresh groundwater withdrawn

6.80

2017

20.09

14.09

6.01

Water discharged

14.64

2018

19.15

14.57

4.58

Net freshwater consumption

3.16

2019

18.73

13.87

4.86

2020

15.28

13.29

1.99

2021

17.72

14.38

3.35

2022

17.73

14.64

3.09

Total may not equal the sum due to rounding.
Water withdrawal and water discharge data are provided by eachlocation on a monthly basis using the best available data, including
direct measurements when possible. Data changes from priorreporting reflect adjustments for acquired and divested locations fromthe 2017 baseline onward.

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Included facilities are in North America, South America, Europe,
Australia and Asia. Data changes from prior reporting reflect
adjustments for acquired and divested locations from the 2017baseline onward and updated water-stress analysis.

Water Non-Compliances
Number
2017

5

2018

3

2019

6

2020

7

2021

6

2022

10

Data cover non-compliances associated with water quality permits,standards and regulations and is based on the year that PPG isnotified of the non-compliance by a governmental authority.
Water non-compliances are typically minor deviations from existing
discharge permits. These incidents are thoroughly investigated andcorrective actions are implemented to minimize reoccurrence.

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Our approach to water management

Other factors that we consider are:We use water in a wide variety of ways: as aningredient, as a coolant, for washing machinery, toirrigate the land around our facilities, and even to help
control air pollution. We track water use across ouroperations and work to reduce our total impact on thewater system.

• Seasonal rainfall variability• Water quality• Local water restraints, especially in water
stressed regions• Regulatory and financial impacts, including
constraints from other water users, the ability
to obtain water rights and permits, andregulatory restrictions

Mapping water usage and risks
Our water management approach is based on a
global mapping process that enables us to identify
relative water withdrawal and discharge risks in our
portfolio.
Our operations withdraw water from varying sources
depending upon availability in the areas in which
they are located. These sources include municipal
water, surface water and groundwater. We use theWorld Resources Institute’s Aqueduct Water Risk
Atlas to evaluate water risks at our locations globally.
Water risks considered by the Aqueduct Water Risk
Atlas include the frequency and severity of flooding,drought and water stress.

We rank our sites based on water usage, scarcity risk
and other factors. Rankings are updated annually
to reflect operational changes and sites that are
acquired or sold.
Reducing and reusing water
Our water reduction strategy involves updating our
production facilities and processes to reduce andreuse water. We focus our reduction efforts on thesites with the highest absolute water use and thosethat have been judged to have high water risk throughour global water risk mapping process.
Many of the tactics that we use to reduce water use
are specific to a single facility or business unit, but weshare best practices and lessons across the company
to identify scalable improvements.

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Most of our operations have low water use and are
not subject to usage constraints. However, we use
water in many stages of our production processes,
including cleaning and cooling machinery and as aningredient in our products. As part of our sustainability
efforts, we have increased our production of waterbased products for customers, while balancing
our efforts to conserve water. Water consumption
is closely managed and monitored at the site leveland periodic reports that evaluate this progress areshared with executive leaders. Water consumption
metrics are included in each plant’s environmental
scorecard to encourage continuous improvement.

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At many PPG sites, equipment cleaning makes
up a significant percent of water use. We focus
on improving processes to minimize equipment
cleaning and water use while maintaining highquality production standards. Where possible, we
also replace older water cooled equipment withnewer technologies. These improvements canhave an outsized impact on a site’s water use while
also providing cleaner, safer environments for our
employees.
To supplement our water efficiency efforts, we look foropportunities for water reuse and recycling. Throughour Zero Discharge Project, we work to reduce waste
intensity and increase the reuse of wash water inour processes and products. At our Architectural
Coatings facilities in the U.S. and Canada, we savethe water used to wash the drum and piping after abatch of paint is made and recycle the water in the
production of future paint batches. The wash water
recycling lowers the cost of paint production by
reducing raw material waste and water treatment anddisposal costs, without impacting the end product’s
performance. We share best practices from thisprogram across our business, with the intention offinding opportunities to reduce water use in our otherbusiness lines and geographic areas.

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Wastewater treatment and discharge
We discharge most of our wastewater to municipal
treatment facilities in compliance with local
regulations. We monitor and report water quality
as needed. In some cases, we are required totreat discharged water prior to release. We look foropportunities to reduce discharge across our productformulations and entire production process.
We ensure each location complies with our internal
water discharge management guidelines, which
include:• Identifying, characterizing and documenting all
water discharge sources according to regulatory
requirements• Identifying and documenting regulatory
requirements for water discharge• Demonstrating compliance with all regulatory
requirements at the facility• Identifying and documenting operational control
procedures and maintaining a written preventive
maintenance program for all critical water
management equipment at the facility• Training personnel in accordance with regulatory
requirements and facility compliance• Maintaining documentation and records pertaining
to the water discharge management program
according to regulatory requirements

Some of our operations are located near waterways,
such as rivers or streams. To address and mitigate
pollution risk, we focus on spill elimination and spill
control and response. Learn more about our efforts toeliminate spills in the Waste section.

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Our energy highlights in 2022

Goal: 15% reduction in energy consumption
intensity by 2025 from a 2017 baseline
Goal: 25% of purchased electricity
comes from renewable sources by 2025
23% of purchased electricity came fromrenewable sources in 2022

EnergyWe are creating a culture of energy
innovation and conservation.

PPG is committed to reducing the environmental
impact of our operations. We work to reduce ourenergy usage, improve energy efficiency across ouroperations and increase the energy that we sourcefrom renewable power generation. These efforts
minimize our greenhouse gas (GHG) emissions,lower operating costs and maximize resource
efficiency.

We consumed 12.71 million gigajoules of energy in2022, which was a 10% decrease from 2021. Despite
our focus on reducing our overall energy use, ourenergy intensity increased 3% due to a change inproduct mix driven by changing customer demand.
Our energy intensity was 3.04 gigajoules per metricton of production – a 3% increase over the prior year.
Our direct energy intensity increased 4%, and ourindirect energy intensity increased 2% since 2017.
We completed the rollout of an energy management
assessment at the majority of our large facilities
in 2022. This evaluation supports our goal tocontinuously improve our energy efficiency efforts. We
continue to improve the accessibility and usability ofthese evaluations to ensure that our facility managers
benefit from them.

We also expanded our renewable energy sourcing
efforts over the past year. In 2022, 6% of our totalenergy consumed came from renewable sources. Of
the electricity that we purchased, 23% was generated
by renewable sources in 2022. We continued towork with partners to evaluate on-site renewable
opportunities and to secure renewable energy
through power purchase agreements (PPAs). PPAs
guarantee renewable energy supplies for years in the
future, and help us lock in a fixed rate for electricity.
As part of our 2030 goals, we have announced
decarbonization targets that have been approved by
the Science-Based Targets initiative. As we prepare
for the next phase of our decarbonization journey,
we will be partnering with clean energy solutions
providers to define a comprehensive global strategy
for renewable and clean energy sources to our
network of facilities around the world.
See the following case studies for specific examplesof our work to improve energy efficiency in 2022.

46 | PPG ESG Report 2022

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Increasing energy efficiencyof our IT infrastructure

Purchasing renewableenergy in Adrian, Michigan

Reducing energy and water
use in Zhangjiagang, China

Data centers are important enablers of ouroperations, as they allow for the electronicstorage, processing, and dissemination ofdata and applications.

While we can reduce our energy intensity byincreasing the efficiency of our operations,
we rely on external vendors to meet
our renewable energy goal. In one suchpartnership, we entered into a new powerpurchase agreement (PPA) with Constellation
to supply renewable energy equivalent tothe annual usage of our facility in Adrian,Michigan. The 12-year agreement will help
PPG purchase 3,500 megawatt hours ofenergy per year from the Double Black
Diamond solar project, and will help reduce
our GHG emissions by more than 2,400
metric tons per year.

Last year, our automotive coatings facility
in Zhangjiagang, China, installed a newheating recovery unit (HRU) and pipelines
to reuse steam condensate for heating
the site and cooling water replenishment.
Not only does the HRU make the facility’s
heating system more energy efficient, it also
reduces the need to bring in fresh water tocool equipment. The new HRU and pipelines
are expected to avoid as much as 1,000
metric tons (MT), or 264,170 gallons, of water
withdrawals from the local water basin eachmonth and will save PPG approximately$75,000 in heating and water costs annually.

We began transitioning from PPG dedicatedphysical, standalone data centers and hostservers to large cloud providers like AWS
and Azure in 2022. These cloud providers
are 3.6 times more energy efficient than the
median U.S. enterprise data center, whichhelps reduce the overall environmental
impact of our operations. By the end of 2024,
we expect the transition away from physicaldata centers to reduce our annual energy
consumption by 1,681 mWh and save 852
metric tons of CO2 emissions.

47 | PPG ESG Report 2022

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Multi-year data highlights
Energy consumption
Million gigajoules

Energy intensity
Gigajoules per metric ton of production
Total

DirectIndirect

Total

DirectIndirect

14.07

8.15

5.92

2017

2.95

1.71

1.24

2017

2018

2.96

1.74

1.22

2018

14.24

8.37

5.87

2019

2.94

1.70

1.23

2019

13.45

7.80

5.65

2020

2.60

1.48

1.13

2020

11.12

6.31

4.81

2021

2.94

1.75

1.19

2021

12.92

7.70

5.23

2022

3.04

1.77

1.27

2022

12.71

7.41

5.30

Total may not equal the sum due to rounding.
Energy intensity includes all types of energy consumed within theorganization related to manufacturing and research and development.
Data changes from prior reporting reflect updated data andadjustments for acquired, divested and closed locations from the2017 baseline onward.

Energy Costs
Millions of dollars
2017

149

2018

165

2019

146

2020

125

2021

177

2022

263

Data changes from prior reporting reflect updated data andadjustments for acquired, divested and closed locations from the2017 baseline onward.

48 | PPG ESG Report 2022

Total may not equal the sum due to rounding.
Direct energy consumption is the amount of primary energy wecombust on-site. Our direct energy sources may include coal, naturalgas, fuel distilled from crude oil, propane, biofuels, ethanol andhydrogen. Indirect energy refers to the energy we consume that is
generated by external suppliers. We consume indirect energy throughelectricity, heat, steam and electricity generated from renewableenergy sources, such as solar and wind. Data changes from priorreporting reflect updated data and adjustments for acquired, divested
and closed locations from the 2017 baseline onward.

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Energy consumption by source
Million gigajoules/percent of total energy consumption
2017

2018

2019

2020

2021

2022

Milliongigajoules

Percent

Milliongigajoules

Percent

Milliongigajoules

Percent

Milliongigajoules

Percent

Milliongigajoules

Percent

Milliongigajoules

Percent

Nonrenewable fuelspurchased andconsumed

8.15

57.92%

8.37

58.80%

7.80

57.98

6.31

56.72

7.70

59.55%

7.41

58.30%

Nonrenewableelectricity purchased

3.18

22.58%

3.14

22.09%

2.94

21.87

2.67

23.97

2.73

21.13%

2.69

21.16%

Steam/heating/cooling and othernonrenewableenergy purchased

2.06

14.66%

2.02

14.19%

2.00

14.86

1.45

13.07

1.70

13.14%

1.83

14.42%

Total renewableenergy purchased or
generated

0.68

4.84%

0.70

4.93%

0.71

5.28

0.69

6.24

0.80

6.17%

0.78

6.13%

Total nonrenewableenergy sold

0.00

–%

0.00

–%

0.00

–%

0.00

–%

0.00

–%

0.00

–%

Total nonrenewableenergy consumption

13.38

95.16%

13.54

95.07%

12.74

94.72

10.43

93.76

12.12

93.83%

11.93

93.87%

Total may not equal the sum due to rounding.
Data changes from prior reporting reflect updated data and adjustments for acquired, divested and closed locations from the 2017 baseline onward.

49 | PPG ESG Report 2022

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Our energy approach
To fulfill our purpose to protect and beautify the world,
we recognize the need to reduce our environmental
impacts. We have committed to:• Reduce our annual energy consumption throughimplementation of innovative energy solutions• Increase our use of renewable energy across ouroperations• Ensure reliable supply of energy and contingency
measures in the event of a power failure or gaps inrenewable energy generation• Replace technologies that use fossil fuels (coal, oiland natural gas) with those that use electricity as anenergy source
To enable these actions, we are focused on
developing an energy-conscious culture throughout
PPG. We build awareness across the company
through frequent communication, developing energy
management requirements for our facilities, andfocusing our efforts and resources on locations withthe highest energy use.

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Energy management
Most of our coatings are produced at ambient
temperatures and pressures, and most of our
production processes are not energy intensive. We
focus on identifying the processes that require themost energy and making them more efficient. For
example, we are working to improve the efficiencyof the milling process, where ingredients such as
pigments are broken down to the correct particle
size for use in our paints and coatings, by improving
production processes and upgrading technology in
our facilities. We also work to shorten cycle times, andincrease the efficiency of those processes that may
require heating or cooling.
At our most energy intensive facilities, we establish
energy management requirements based on the ISO
50001 Energy Management Standard. We regularly
update and improve these requirements based on
feedback from our facility managers, to support
continuous improvement throughout the organization.
Key aspects of these energy management
requirements include:• Identification and characterization of energy usage• Documentation of and compliance with all
regulatory requirements for energy usage• Documentation of operational practices to reduceenergy consumption, including identificationof equipment with high energy use, a written
preventative maintenance program and energyreduction processes• Training on energy use and minimization• Documentation and records of energy usage
on the site

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We have an internal portal for sharing energy
management performance data. The portal provides
management with timely information on their sites’
energy performance compared to goals, previous
years and similar facilities. This allows us to identify
areas of high energy use and evaluate the impact ofefficiency improvements as they are implemented.
We conduct full-scale audits at our facilities that
consume the most energy and make efficiency
improvements based on these findings. We areundertaking these improvements over time to
optimize the impact, focusing on the projects with thegreatest improvement opportunities for the resource
investment required. Efficiency improvements may
include:• Process changes to reduce the energy required to
manufacture our products• Upgrading outdated equipment such as boilers,chillers and air compressors• Switching to LED lighting• Electrification of processes that use fossil fuels
We also use our energy audit process to look foropportunities to implement renewable energy
generation on site at our facilities, including rooftop
and freestanding solar panels.

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Renewable energy sourcing
Most power generation still relies on burning
fossil fuels, which are not renewable and releasegreenhouse gases. We work with external suppliers toincrease the percentage of our electricity that comesfrom renewable sources. We source renewableenergy through a variety of means, including direct
investment, PPAs, renewable energy certificates andgreen tariffs.
Much of our renewable energy is sourced through
PPAs, which allows us to purchase electricity at a
fixed cost for anywhere from 10-25 years, and helps
developers build renewable energy infrastructure.
These agreements are key in supporting ourdecarbonization commitments. Learn more in the
Emissions section.

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Our emissions highlights in 2022

Goal: 15% reduction in GHG intensity
scope 1 and 2) from 2017 baseline by 2025
Achieved 6% reduction in GHG intensityfrom 2017 baseline
Achieved 17% reduction in absolute
direct and indirect GHG emissions

Emissions
We are committed to reducing
greenhouse gas emissions across
our operations and value chain.

In 2022, we achieved a 6% reduction in GHG
emissions intensity and a 17% reduction in absolute
direct (scope 1) and indirect (scope 2) GHG emissions
from the 2017 baseline. Emissions intensity
measures the amount of greenhouse gases relative
to production levels or economic output, which wasadversely impacted in 2022 due to our product mix.
Absolute emissions refers to the total quantity of GHG
emissions. For more information on energy related
projects that have contributed to GHG emissions
reduction, see the Energy section.

In early 2022, we committed to setting near-term
company-wide emission reductions targets throughthe Science Based Targets initiative (SBTi). The SBTi
is a partnership between CDP, the United Nations
Global Compact, World Resources Institute andthe World Wide Fund for Nature that defines andpromotes best practice in emissions reductions
in line with climate science. The SBTi provides
companies with independent assessment andvalidation of GHG emissions reduction targets.
Our SBTi-approved targets, which cover our direct(scope 1), indirect (scope 2) and value chain (scope 3)
emissions, formed the basis for our new 2030 energy
and emissions goals.
Moving forward, we will focus on reducing emissions
in these categories:• Direct emissions (scope 1)• Indirect emissions (scope 2)• Purchased goods and services, including raw
materials and packaging (upstream)• Customer processing of sold products(downstream)• End-of-life treatment of sold products
While we do not report hazardous air pollutants(HAPs) on a global level, we do track those emissions
at our U.S. facilities. In 2022, our U.S. operations
emitted 223 metric tons of HAPs. As we reformulate
products to make them more sustainable, our use andtherefore the emissions of hazardous air pollutants
should decrease.

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Increasing efficiency
at Quattordio, Italy

Reducing scope 2
emissions in Tianjin, China

We are committed to identifying andimplementing new processes that increase
our energy efficiency and decrease related
emissions. We recently installed a highefficiency power generation facility at our
automotive paint and coatings manufacturingsite in Quattordio, Italy. We partnered with
Grastim, a developer of high-efficiency
energy-generation solutions that include
trigeneration and cogeneration, to installand operate the power generation facility.
Trigeneration is a process that increases
energy efficiency by combining cooling,heating and power generation.

Our coatings manufacturing facility in Tianjin,
China, uses a chilled-water cooling system
in some of their production processes. The
facility installed an automatic control system
in 2022, which can adjust temperaturesat the optimal time to avoid unnecessaryenergy consumption and product variation
caused by unstable cooling temperatures.

We will purchase energy through a powerpurchase agreement, which helps lower ourenergy costs over the next seven years, inaddition to reducing our scope 2 emissions.
The trigeneration system is expected tocontribute to a 13% reduction in total energy
costs and a 10% reduction in CO2 emissions
related to power generation. Although thesystem is powered primarily by natural gas,
it is designed to be powered with a mix ofnatural gas and clean hydrogen fuel. With
future investment, the system can be adapted
to use anywhere from 20% to 60% hydrogen.

53 | PPG ESG Report 2022

Historically, the system was manuallycontrolled, meaning that employees had tostart and stop a large number of equipment
and valves at various stages of the process
to maintain the optimal temperature. The
automatic control system removes manual
work at this phase and ensures a stable, coolwater supply in our production process. The
upgrade is estimated to save more than 2.2
million kilowatt hours (kWh) of electricity eachyear, which in turn helps reduce our scope 2
greenhouse gas emissions. It is estimatedthat this will also lead to more than $275,000
in annual energy cost savings for PPG.

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Multi-year data highlights
Greenhouse gas emissions intensity
Metric tons of emissions per metric ton of production
Total

Direct(scope 1)

Indirect(scope 2)

2017

0.22

0.09

0.13

2018

0.21

0.09

0.13

2019
2020
2021
2022

0.21
0.19
0.20
0.21

0.09
0.08
0.09
0.09

0.12
0.11
0.11
0.11

Total intensity data include direct and indirect emissions. We reportgreenhouse gas as carbon dioxide equivalents for carbon dioxide,
methane and nitrous oxide. Data changes from prior reporting reflect
updated data and adjustments for acquired and divested locations
from the 2017 baseline onward. Total may not equal the sum of direct
and indirect due to rounding.

Greenhouse gas emissions
Million metric tons of carbon dioxide equivalents

Air emissions
Metric tons

Total

DirectIndirect

2017

1.05

0.41

0.64

2018

1.03

0.42

0.61

2019

0.96

0.40

0.56

2020

0.80

0.32

0.48

2021

0.87

0.40

0.47

2022

0.87

0.39

0.48

Our plants are not significantly impacted by emission-limiting and/or
emissions reporting-based programs or regulations. In 2022, we had
zero direct emissions that were covered under an emissions-limiting
regulation or program. Data changes from prior reporting reflect
updated data and adjustments for acquired and divested locations
from the 2017 baseline onward.

Particulates

Volatileorganic
compounds

NitrogenoxidesSulfurdioxide2017

372.842014.33

1117.43

68.91

2018

415.752260.34

1291.67

74.62

2019

364.932555.83

1057.52

74.14

2020

274.86

1855.33

613.16

47.07

2021

339.791910.81821.61

35.35

2022

299.101797.15840.8438.76

Data changes from prior reporting reflect updated data andadjustments for acquired and divested locations from the 2017baseline onward.

Air emissions intensity
Metric tons of emissions per 1,000 metric tons of production
Particulates

Volatileorganic
compounds

NitrogenoxidesSulfurdioxide

2017

0.08

0.42

0.23

0.01

2018

0.09

0.47

0.27

0.02

2019

0.08

0.56

0.23

0.02

2020

0.06

0.43

0.14

0.01

2021

0.08

0.43

0.19

0.01

2022

0.07

0.43

0.20

0.01

Data changes from prior reporting reflect updated data andadjustments for acquired and divested locations from the 2017baseline onward.

54 | PPG ESG Report 2022

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Our approach to reducing our emissions
We reduce air emissions globally through improved
operating practices, product reformulations and,
where necessary, emissions control equipment.
Greenhouse gas emissions
The sources of our emissions vary by facility due
to the different types of energy used used across
our operations. We take a facility-level approach to
reducing our direct emissions, focused on the sitesthat release the most greenhouse gasses (GHGs).
Our approach to reducing scope 1 and 2 GHG
emissions is closely tied to our energy management
efforts, which focus on improving our energy
efficiency and sourcing more renewable energy.
Beyond improved environmental outcomes, improving
energy efficiency also reduces our operations costs.
Learn more in the Energy section.
Scope 3 emissions come from sources that PPG
does not own or control, including the extraction or
production of raw materials, use of sold products, andproduct end-of-life. We work with our suppliers andcustomers to evaluate and reduce these emissions
in our value chain. Learn more about how we improve
environmental performance across our value chain in
the Supplier Sustainability section.

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Other air emissions
We work to reduce the air pollutants released byour operations, particularly those that are regulated
by government agencies, such as volatile organic
compounds (VOCs) and particulate matter. In the
United States, we measure and report U.S. EPA
hazardous air pollutants (HAPs) from our facilities.
We use a range of solutions to reduce our air
emissions, including technological and process
improvements in our facilities. We also reformulate
our products to reduce harmful compounds, including
those designated as HAPs and VOCs. Learn more in
our Product Stewardship section.

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Climate-related risks and opportunities in 2022
Physical changes, such as rising sea levels andchanging weather patterns, create significant risks
that need to be identified, assessed and mitigated. At
the same time, the transition to a low-carbon economy
will present both risks and opportunities for PPG.

Climate-Related
Risks and
Opportunities
We use a systematic approach to manage
climate risks.

The effects of climate change are already being
felt around the world, and will continue to impact
generations to come.

261

total PPG sites evaluated forphysical climate risk across
six continents.

To advance our approach to managing climaterelated risks and opportunities in 2022, we:• Improved the climate risk modeling used in our risk
assessment process• Completed in-depth analysis of climate risks at
key sites• Continued to expand sales of sustainably 		
advantaged products to capture climate-related 		
opportunities• Worked with business units to incorporate climate
risk into decision making processes• Developed targets for scope 1, 2 and 3 emissions 		
and submitted the targets to the Science Based 		
Targets initiative (SBTi) for approval

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PPG products support the
low-carbon transition
As businesses move to mitigate climate change,
they will need to rely on innovation across theirvalue chains to reduce the negative environmental
impacts of their operations. Many of PPG customers
have set their own greenhouse gas (GHG) emission
reduction targets, and we aim to support ourcustomers’ targets by reducing the GHG emissions
associated with the lifecycle of PPG products.
We consider sustainability throughout our R&D
process, to ensure that a high volume of products
in our portfolio offer the right combination of highperformance and reduced environmental impact.
Select examples of PPG products that help ourcustomers reduce their scope 1, 2 and 3 GHG
emissions are included below.
Streamlining customer operations: PPG Coraseal
4-Wet Sealer allows automotive manufacturers to
streamline the application and curing process, andreduces CO2 generation by up to 6kg per vehicle.
Reducing customer energy use: The expandedbake PPG ENVIRO-PRIME® EPIC coating used in
manufacturing electric vehicles requires less timeand energy to cure.
Products with lower embodied carbon: Seigneurie
Evolutex Bas Carbone by PPG, an architectural
coating launched in France, uses a bio-based
binder and has a 20% lower carbon footprint thanprevious coatings.

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Our approach to climate-related risks andopportunities
Understanding climate risks and opportunities
To expand our understanding of likely impacts
and refine our response to climate change, PPG
proactively undertakes climate scenario analysis, risk
assessment and planning activities. These activities
reflect guidance from the Task Force on Climaterelated Disclosures (TCFD).
We conduct climate scenario analysis regularly toconsider the resilience of our strategy against arange of possible future scenarios. Climate scenario
analysis is a well-established method for developing
and testing strategic plans. Our last scenario analysis
was undertaken in 2021, and included input from
more than 700 participants representing a wide
range of business units and functions across PPG.
We developed a range of possible climate scenarios
based on well-established, publicly available
resources including:• International Energy Agency Sustainable 		Development Scenario• Principles for Responsible Investment Inevitable 		
Policy Response (Forecast Policy Scenario)• Intergovernmental Panel on Climate Change
RCP 8.5• Intergovernmental Panel on Climate Change
RCP 6.057 | PPG ESG Report 2022

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1

Engage key stakeholders
Identify and engage all relevant internal stakeholders, gather input on key issues,and identify additional stakeholders to participate in the analysis.

2

Assess climate-related risk priorities
Evaluate technology shifts, reputation and physical risks and policy and legal
standards to understand PPG’s potential exposures to climate-related risks.

3

Identify and define a range of scenarios
Use scenarios to identify our risks and opportunities.

4

Evaluate business impacts
Capture potential effects on the organization’s operations and financial position.

5

Identify potential responses
Identify realistic adjustments to strategic and financial plans to manage therisks and opportunities.

6

Document and disclose
Throughout the process, document, communicate to relevant parties anddisclose our key inputs and responses.

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In addition to our scenario analysis work, we conduct
risk assessments to understand our exposure tophysical impacts of climate change. Our physicalclimate risk assessment starts with a high-level,
qualitative perspective on climate change stressors
with potential to affect PPG’s global portfolio offacilities. We evaluate sites across our portfolio tounderstand their exposure to these stressors andassign relative risk scores based on site-specificdata. Working with a third party, we use global climate
models to assess the relative risk of each facility
against six climate change stressors: drought,
flooding potential, extreme heat, extreme seasonal
precipitation, sea level rise and high wind speeds.
PPG personnel can explore the outcomes of thisanalysis through an interactive dashboard, which
can be filtered by type of risk, business unit, region,
country and type of facility.
Sites with high relative risk scores and those thatare most important to our continued operations areincluded in a more thorough risk assessment. This
assessment includes more refined climate modelingand detailed site information, including site plans andinformation on critical infrastructure. Results of theclimate risk assessment are reviewed with regionaland global operations management teams. We arecontinuing to build on these efforts by defining actionplans for at-risk locations, prioritizing sites with thenearest-term risks.

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Environmental, social and governance risks are also
considered through our mainstream enterprise risk
management processes. Learn more about PPG’sapproach to risk management in our TCFD Index.
We have formal processes in place throughout PPG
to ensure we identify and capture climate-related
opportunities. For example, we hold structured
regular meetings with our customers to understandhow PPG can help them meet their environmental
objectives – through our existing products andthrough research and development to address
unmet customer needs. Each of PPG’s businesses
has a dedicated sustainability subject matter expert
to ensure that sustainability considerations areintegrated into customer engagement across our
product lines. This process helps us identify newmarkets for our existing products, and ensures that
we are developing the right technologies to meet ourclients’ needs.
Learn more about how we develop products to help
our customers meet their environmental goals in the
Sustainably Advantaged Products section.

Managing risks and opportunities in our operations
We regularly update our emergency and crisis
management processes to account for climaterelated risks. Through these processes, we
coordinate the efforts of our local emergency
management teams at each location with our
regional and global crisis management leadership.
Global, regional and local plans consider the riskof natural disaster, infectious disease, supply chaininterruptions, employee safety, asset protection,customer impacts and other business continuity
requirements.
Each year, the local emergency management teamat our facilities around the world must review andupdate its emergency response plan to reflectcurrent conditions and changes in risk. Emergency
preparedness and response is a key element of PPG’s
EHS Management System. This includes assuring
employees are properly trained and equipment
needed to respond to emergencies is available. Eachsite also performs an emergency response exercise,and our global leadership monitors conformance withthese requirements through an internal corporate
auditing process. Our regional and global crisis
management teams conduct similar crisis response
exercises annually.

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Transition risks arise from action taken to transition
the economy away from fossil fuels through policy,
technology change and shifts in market or consumer
preferences. These risks also present opportunities
for companies focused on supporting the low-carbon
transition through enhanced resource efficiency. We
focus on resource efficiency through activities toreduce our environmental impact and establishingemissions reduction targets expected to be certified
by the Science Based Targets initiative. Accompanying
these emissions targets are other environmental
targets designed to support the long-term success ofthe business and reduce our impacts.
Learn more about how we’re acting on opportunities
to improve our resource efficiency in the Energy,
Water, and Waste sections.
Managing risks and opportunities in our value chain
We’re also focused on opportunities to support
decarbonization along our value chain. We pursue
supplier management strategies that help us makemore sustainable choices in what we buy and fromwhom. We work with EcoVadis to evaluate andimprove our suppliers’ environmental performance,
recognizing that efficiency improvements throughout
our value chain represent opportunities for saving
costs and reducing our environmental impacts.
PPG has also analyzed tier one suppliers’ carbon
emission contribution and reduction potential of top
raw materials which contribute to scope 3 emissions.
This analysis provides insights on potential scope 3
reductions and also sets the basis for further analysis
on upstream value chain transitional risks related toshifting to a low carbon economy. Learn more about
our work in the Supplier Sustainability section.

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Our products, processes and innovations can help
consumers live more sustainably and help industries
reduce their impact on the planet. We identify
products in our research and development pipelinethat are sustainably advantaged, and are constantly
working to increase the percentage of our sales thatcome from sustainable products. Learn more in the
Sustainably Advantaged Products section.
Creating sustainably advantaged products andsupporting more responsible processes along our
supply chain are just a couple of the tools that we
use to combat climate change. Industry-wide change
and legislative support are important magnifiersof these efforts. Through our Government Affairs
department and membership with trade associations
and coalitions, we engage directly and indirectly
on an ongoing basis with policymakers at the local,
state and national levels on issues related to climatechange. Two key focus areas are energy efficiency
and clean energy generation. We support an “all-ofthe-above” approach to energy generation, which
includes clean energy generation methods suchas wind and solar. We believe that clean energy
generation must occur in a measured way, without
significant price fluctuations and without harming our
production, suppliers and business customers.

We are constantly exploring ways to better support
the growing industries that will aid the transition awayfrom fossil fuels. As a producer of advanced coatings
that go into clean energy generation, we closely
follow the advanced energy manufacturing industry.
We frequently support the advocacy efforts of wind,solar and other clean energy stakeholders. We also
work with alternative energy providers to source more
renewable electricity for our operations. Learn more
about our use of low emission energy sources in the
Energy section.

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Our transportation highlights in 2022

Transportation
Internal experts, mandatory practices
and effective processes help ensure
our products are transported safely.

Each day, our products are transported by land,sea and air around the world. We work to ensure
they arrive at their destination safely and minimize
the environmental impact of transportation.

60 | PPG ESG Report 2022

Transportation incidents
In 2022, there were 288 incidents reported via a U.S.
DOT 5800 incident report or PPG transportation
incident report — a 48% decrease compared to2021. Twelve of these required immediate notice
to a governmental authority, and were therefore
considered significant according to our internal
criteria and that of the Sustainability AccountingStandards Board (SASB). Of these 12, seven occurred
outside the U.S. and five were within the U.S.
Transportation emissions
To reduce the emissions associated with moving our
products, we integrated language that communicates
our efficiency goals into supplier agreements for the
first time in 2022. All suppliers are encouraged toquote for “green solutions” which use alternative fuels
and release less CO2 into the atmosphere.
We use a range of tools to track emissions in our value
chain. In 2022, we launched a dashboard to help
track supplier emissions related to transportation.
The dashboard is based on EcoTransIT World, an
industry-standard solution for calculating emissionsof freight transportation, and supports analysis of
CO2 emissions by shipping lane and carrier. Using
the dashboard, we can identify how factors suchas distance, transport mode and fill rate of vehicles
impact transportation-related emissions. These
insights help us identify improvement opportunities
and inform how we engage with our carriers to
improve their environmental impact by changing
shipping patterns, processes or types of vehicles.

Reducing transportationrelated emissions in
Stowmarket, UK
As part of our effort to reduce our direct (scope 1)
emissions, we have been exploring ways toreplace our fleet of gas- and diesel-powered
vehicles with electric vehicles and bicycles. At our
automotive refinish coatings site in Stowmarket,
UK, we piloted a program to replace diesel
vans used within the facility with a fleet of cargobicycles. The bikes are being used to move tools
and equipment around the mile-long facility, andhave been embraced by the staff on site.

“ We’ve just begun piloting the bikes andthey’re already a huge hit. They’re efficient,easy to maneuver and a great way to getsome workday exercise. They really get thejob done.”
Richard Hallett, PPG senior supply chain analyst

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Our approach to transportation
Globally, about 85% of our transportation is by truck.
While we have a small fleet of company-owned trucks
and vans for local delivery from our stores, the vast
majority of our shipments are handled by third parties.
We work with these carriers to ensure our products aretransported safely and compliantly.
Before engaging the services of a third-party transport
provider or renewing an existing contract, we assess thecompany’s safety record, financial security and otherfactors. We do not contract with any company that does
not meet our requirements.

SocialGovernanceTransparency

Each carrier we engage must sign our transportationagreement, which includes specific requirements
related to safety and valid operating authority. In addition
to complying with all applicable safety laws, PPG
requirements, facility operating procedures, and anyother policies in effect at PPG or customer facilities,
these include:• Maintaining a “satisfactory” U.S. DOT safety rating or
its foreign equivalent. Should a carrier’s safety ratingchange, the carrier must notify us in writing within
five days of receiving notification from the respective
government authority.
• Ensuring drivers and employees are fully trained
and hold the qualifications, permits and licenses 		required by law or regulation to perform theservices.
• Training drivers in the proper handling of our 		
shipments from point of origin to point of delivery.
• Promptly reporting any incidents to PPG and, when 		required, governmental agencies.
We perform additional assessments, evaluations
and reviews for carriers that transport hazardous
materials or dangerous goods. We manage this legal
requirement through our transportation of dangerous
goods management system, which establishes criteria
for reporting significant incidents via our EHS incident
reporting system. We investigate each significant
incident and implement appropriate corrective actions
to minimize the likelihood of recurrence.

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In addition to the safe transportation of our products
to their destination, we are committed to identifying
actions we can take to make our transportation moresustainable. Key aspects of our approach to loweringtransportation emissions include:• Operating a localized manufacturing model –meaning our products are often sold in the same 		market where they are manufactured• Continuously looking for ways to manufacture 		products closer to our customers• Improving the efficiency of our operations andsupply chain• Encouraging high truck utilization• Moving raw materials and finished goods by train 		transport where possible

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Depending on availability in the market in which they
operate, we encourage our supply chain teams topursue efficiency measures above and beyond our 		
company-wide standards. Examples include:• Providing additional training on safe and fuelefficient driving• Monitoring efficient driving performance for PPG
fleets within our Refinish business in Europe on a
weekly basis• Grouping shipments into a smaller number of larger
trucks to reduce the cost and carbon emissions
associated with transportation. This initiative, which
has been taken up in many of our other businesses
and geographies, helped avoid the release of
the equivalent of 156 metric tons of CO2 from ourautomotive business in Brazil.
• Using electric vehicles to deliver products to ourindustrial customers in Bangalore, India. Thisinitiative avoided burning more than 2,500 liters ofdiesel fuel each year.

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Our people highlights in 2022

PeopleOverview

52,000PPG Employees acrossmore than 70 countries
around the world

19%

increase of our U.S.
non-frontline headcount forBlack employees

7,500

members in our eight
Employee Resource
Networks

16%

increase in U.S. non-frontline
Latino employees

faster engagement growththan comparable companies

8%

increase in U.S. non-frontline
Asian employees

PPG people make it happen.

3x
Our people strategies provide the foundation for ourteam members to thrive, deliver and grow, enablingthem to deliver exceptional performance and live our
purpose to protect and beautify the world. We remaincommitted to being a purpose-driven organization
where our entire diverse workforce is engaged andcan bring their best self to work.

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By creating and fostering an inclusive culture
throughout PPG, we continue to become a moreinnovative, productive and competitive company. We
know that diverse teams perform better, which is why
we work to enable all employees to show up as theirbest selves. Learn more in our Diversity, Equity andInclusion section.
The PPG Way defines the values we live by, andhelps cultivate our company culture of ownership,
empowerment and inclusiveness. It helps enable
and engage employees to deliver world-classperformance. In 2022, we introduced The PPG Way
to Lead, a science based behavioral competencymodel based on the six tenets of The PPG Way. Thismodel identifies specific behaviors that employees
at all levels can use to become better leaders. We
have formally incorporated The PPG Way to Lead
into our talent processes, starting with performance
management, assessment and hiring. Learn more
about how we are improving our leadership at every
level of the company in the Learning and Leadership
Development section.
Our employee recognition and development
programs drive employee engagement and help
retain our best talent at PPG. Over the past year,
we leveraged our employee listening strategy tounderstand employee sentiment related to hybrid
work. We deployed multiple surveys and focus
groups to gauge effectiveness, drive productivity anddetermine how best to support people leaders and all
employees. We plan to expand our listening strategy
to other business priorities in the coming years. Learn
more in the Engagement section.

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Our world-class safety and wellness programs protect
the overall well-being of our people. Last year, we
expanded our Employee Assistance Program (EAP)
offering to all employees. We also launched our firstglobal Financial Wellness program designed to help
employees understand their finances so they are able
to achieve or retain financial security. We continued
to embed a culture of safety throughout the company
in 2022 by leveraging our global environmental
health and safety management system, supported
by a series of initiatives that address the uniqueenvironments of our operations. Learn more in our
Safety and Health and Wellness sections.
We extend our efforts into the communities where we
operate, to Protect and Beautify the World beyond thescope of our operations. Over the last year, we havecollaborated with global colleagues, communities andneighbors to help our communities thrive. Learn morein the Community Engagement section.

Multi-year data highlights
Number of employees

2022 employees by region
Asia
Pacific

52,0002021

49,3002020

46,9002019

47,6002018

47,300

Numbers are average for the full year and include PPG joint ventures.

Total

Female

1,727

5,493

2,205

5,041

14,466

Male

5,219

12,156

6,386

12,83436,595

Non-binary

0

0

0

16

16

Not specified

0

57

4

0

61

6,946

17,706

8,595

17,891

51,138

Total

Numbers are as of Dec. 31, 2022.

2022 Employees by Employment Type
Full-TimePart-Time

Female13,679787

Male

36,032563

Non-binary

15

1

Not specified

60

1

49,786

1,352

Total
2022

Europe,Latin
U.S. andMiddle America Canada
East andAfricaNumbers are as of Dec. 31, 2022.

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Our diversity, equity and inclusion highlights
in 2022

Diversity, Equity
and Inclusion

30,000global participants in
Employee Resource Network(ERN) events in 2022

+1.80

point improvementin global non-frontline
female representation

5,279

people managers andemployees trained on
unconscious bias
since 2020

$20MM

committed by 2025 toadvance racial equity

One of PPG’s greatest strengths is thediversity of our people.

A diverse workforce and inclusive culture promote
employee well-being and are intrinsically linked tostronger company performance. PPG is consistently
working to find new ways to amplify the voices of
our underrepresented employees and help all of ouremployees bring their best selves to work.

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In 2022, we continued to cultivate a sense of
belonging for all of our employees. Our commitments
and key highlights from the past year are summarizedon the following page (all achievement figures as ofDecember 2022 unless otherwise noted). This section
focuses on performance during 2022. For more
information about our approach to DE&I, see ourapproach to diversity, equity and inclusion.

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2025 Commitments

2022 Progress

Achieve 34% to 36% representation of non-frontline global
female professionals by 2025.

Achieved 31% representation of non-frontline global female
professionals.

Increase the headcount of Black, Latino and Asian
employees by 45% to 55% across our non-frontline,
U.S.-based employee population (using January 1, 2021,
as our baseline).

Achieved a 19% increase of our non-frontline headcountfor Black employees, 16% increase in non-frontline
Latino employees and 8% increase in non-frontline
Asian employees.

Reach total global employee resource network andDE&I capability-building participation of 50% by 2025.

Achieved 34% employee participation, including morethan 7,500 PPG employees that are members of the
global Employee Resource Networks.

Black + Latino Employee Network Day
Our Employee Resource Networks (ERNs) organize flagship events for their members throughout theyear, and come together with other ERNs to network, build connections and learn from one another. Last
year, our Latino Employee Network and our Black Employee Network worked together to host a Black +Latino Employee Network Day (BLEND). The event, which took place at PPG’s Aerospace plant in Mojave,
California, highlighted the importance of building new connections among PPG’s employees and the broader
community. BLEND brought together more than 300 employees and several local businesses to share theirexperiences and explore similarities between Black and Latino cultures. Events like BLEND help employees,
especially those in manufacturing plants and distribution centers, celebrate diversity and create stronger
understanding of each other’s lived experiences.
“ The event exceeded all expectations, as it
was the perfect blend of company, culture
and community,” said Edith Hayes, PPG plant
manager, Aerospace, Mojave, and Black ERN
cultural awareness pillar lead. “I’m proud of
how our employees displayed their prideand embraced learning about others.”

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“ Partnering with other ERNs, like BLEND,
help employees, especially those in our
manufacturing plants and distribution
centers, celebrate diversity and create astronger appreciation for each other,”said Mariana Molinolo, PPG customer service
manager, Aerospace, and Latino ERN co-chair.

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In support of our DE&I strategy and commitments, our eight Employee Resource Networks (ERNs) are designed to be a catalyst where diverse employees throughout the world
will realize their full potential at PPG. The ERNs empower all employees to shape their careers, strengthen their communities, make an impact to PPG’s business strategies whilecelebrating their diverse culture, background and experiences. Highlights from the past year are included below.

The Abilities First Network aims toprovide individuals with special abilities
opportunities to reach their full potential
by creating educational experiences andfostering an inclusive environment. In
2022, the ERN made available the PPG
Autism Color Palette, a guide for selecting
colors that help reduce stimulation andcreate calm spaces for autistic persons.
In addition, the network achieved a 100
rating on the Disability:IN Equality Index
and was recognized as a “Best Place toWork for Disability Inclusion.”
The Black Employee Network works toenhance the personal and professional
development of Black employees,
represent PPG through community
outreach and serve as a key resource indriving business growth for the company.
Last year the network hosted a firesidechat with Dr. Bernice A. King, daughter ofthe late Dr. Martin Luther King Jr. and an
African Ancestry reveal event “Unlocking
the Power of our African roots” tocelebrate Juneteenth.

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The Lesbian, Gay, Bisexual, Transgender,
Queer (LGBTQ+) Network works to create
an environment that recognizes andsupports LGBTQ+ employees, assists
in PPG’s efforts to promote diversity andinclusion, and helps identify best practices
in a variety of areas affecting LGBTQ+
team members. This year, the network
raised awareness of the importance ofpronouns in the workplace, helped launcha template to make it easy for employees
to add pronouns to their email signatures,and featured influential advocates of the
LGBTQ+ Community, including Tegan &Sara from the Tegan & Sara Foundation
and Judy Shepard, the mother of the late
Matthew Shepard.
The Women’s Leadership Network fosters
an appreciation of the value of women in
the workplace and creates an inclusive
work environment that attracts, retains
and advances women. The network
continued their work on the Men as Allies
campaign, encouraging men to support
women’s careers in the workplace, andorganized a “50 ways to Break the Bias”
workshop.

The Asian Employee Network works
to connect Asian employees acrossthe globe, inspire Asian and Asiandescent employees to share their unique
heritages, educate non-Asian employees,
help employees grow and give back tothose in need. In one example of theirwork over the last year, the network hosted
a session with Dr. Russell Jeung, founderof Stop AAPI Hate.
The Latino Employee Network works tocreate an environment that celebrates
and embraces the diversity of the Latino
community, generates additional careerdevelopment opportunities for members
and empowers members to leverage anddemonstrate their insights and passions.
In 2022, the network organized an English
as Second Language mentoring program
to help increase confidence in speaking
English in the workplace.

The Veterans Employee Network
aims to provide veterans with support
and networking opportunities, such as
mentoring, community outreach, careerdevelopment and cultural awarenessactivities. Among their other activities
in 2022, the network organized veteran
recruiting events and guest speakers
featuring Charles McCaffrey from
Paralyzed Veterans of America andsinger and Army veteran Keni Thomas. In
addition, PPG was ranked #72 among thebest 200 U.S. companies on Forbes Top
Places to Work for Veterans.
The Young Professional Network is
focused on driving improved engagement
and retention of PPG employees with afocus on those who are new to PPG and/or early in their careers by organizing
events that align with four strategicpillars: careers for career advancement,commerce to accelerate business growth,community to strengthen community
presence and culture to increase
engagement. The network hosted an
event with Ryan Jenkins, bestselling
author and speaker, focused on reducing
isolation and loneliness in the workplace.

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Data highlights

Social“Other” category includes employees who are two
or more races, Native Hawaiian or Pacific Islander
and Native American or Native Alaskan.
Frontline and select support employees
encompass a wide range of critical operationalroles. These include plant and manufacturing
employees, store employees, custodial
employees, clerks, assistants, customer service
representatives, electricians, technicians, drivers,
color matchers, among others.

75%

Non-frontline employees cover a variety of roles,
including chemists, engineers, corporate function
employees, managers, directors, executives,among others.
Management team comprises employees who arevice presidents and above.				

8%

17%

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Transparency

2022 U.S. Employee Race and Ethnicity Representation
Percent

Our DE&I strategy was developed using a data-driven
approach, and we will continue to rely on data tounderstand our performance and progress over time.
Our actions work toward achieving a comprehensive
set of aspirational goals, and we continue to evolve toaddress gaps and capture emerging opportunities.
This data does not include all employees who joined
our company through recent acquisitions. Numbers
may vary in past and future reports as we continue tointegrate new employees into our human resource
systems and as employees continue to provide or
update their self-identification status. Additional fields
have been added for U.S. employees to self-identify
their gender identify and sexual orientation in 2022.

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2022 Total Global Gender Representation
As of December 31, 2022

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2022 U.S. Non-Frontline Black, Latino and Asian Employee Headcount Changes
As of December 31, 2022

+19%

Black

+16%

Latino

+8%

Asian

75%

2022 Total Global Generational Overview
As of December 31, 2022

7%

Generation Z (1997 and onwards)

42%

Generation Y / MIllennials (1981 - 1996)

39%

Generation X (1965 - 1980)

12%

Baby Boomers (1946 - 1964)

25%

Silent Generation (1928 - 1945)

0%

U.S. EEO-1 Reporting
While we do not use the Federal Employer Information Report EEO-1 to guideour progress, our 2020 and 2021 U.S. EEO-1 reports are available on PPG.com.

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Our approach to diversity, equity and inclusion
Our DE&I efforts are guided by our DE&I Vision
Statement:
At PPG, we aim to champion all employees,
empowering them to show up as their authentic selves,
and allowing everyone to reach their full potential.
We know that diverse teams perform better – period.
Providing equitable experiences for all our people
results in better engagement, increased businessperformance and more opportunities for all. We willcontinue to elevate and celebrate underrepresented
communities while combating intolerance in all forms,
both inside and outside of our workplaces. We do sowith a spirit of humility, authenticity and vulnerability.
We may not always get it right, but we aim to do better
today than yesterday – every day.
Our DE&I Strategy
Serving as both a roadmap and means to measure
our performance, our DE&I commitments andstrategy extend across our colleagues, value chain
and communities.
We approach DE&I as we do any other business
opportunity. We leveraged a data-driven approachto develop our strategy, analyzing company data
to better understand demographic and culturalgaps and opportunities across our workforce.
We benchmark against best-in-class processes,
programs and partnerships to help accelerate our
impact. Our holistic DE&I strategy ties directly to thecommitments detailed earlier in this report.

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Colleagues
We work to embed DE&I throughout every aspectof PPG.
• Continue updating our DE&I scorecard and embedaccountability mechanisms to drive results. We
assign people managers and employees throughout
PPG DE&I responsibilities and measure progressagainst key performance indicators over time.
• Enhance our recruiting processes with a DE&I lens,
including scaling our diverse-slates process
globally for non-frontline roles.
• Foster partnerships with external organizations
hat will diversify our talent pool.
• Nurture a DE&I ambassador group composed ofsenior leaders who serve as change agents for our
strategic business units and functions.
• Build and execute a strategy to grow DE&I
capabilities for all employees globally. Learn
more about how we develop DE&I capabilities
in our employees in the Learning and Leadership
Development section.
• Grow and elevate our ERNs to support careerdevelopment and provide business value.
• Build and launch site-activation kits to allow
our frontline employees to participate in global
ERN events.
• Develop and deploy a mentoring circle programfor our ERN members.
• Scale a sponsorship program for women,
Black, Latino and Asian non-frontline top talent
to build a more diverse leadership pipeline.

• Engage in regular global employee selfidentification campaigns to validate employee
representation data, identify gaps and informfuture tactics.
• Develop and share DE&I data and an impact
summary internally and externally on an annual
basis.

Customers and Suppliers
We combat intolerance in all forms while we elevateand celebrate underrepresented communities
throughout our value chain.
• Further embed DE&I into our environmental,social and governance and stakeholder
engagement strategies.
• Share and collaborate with our suppliers andcustomers on our respective DE&I journeys,
including our ERN events to celebrate diversity andrespective community outreach efforts .
• Review and enhance our Supplier Diversity Programon a regular basis.

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Communities
We work with a wide variety of stakeholders toadvance racial equity in the U.S.
• Execute a community engagement strategy toadvance racial equity by helping to address the raceand gender gaps in science, technology,
engineering and mathematics (STEM) educationand career paths. Learn more about how wesupport our communities and neighbors.
• Continue our global Colorful Communities program
to unite the power of our paint products and our
employee volunteers to brighten neighborhoods
and transform the way people think and feel about
their surroundings and experiences. See more on
how we transform diverse communities around theworld.
• Leverage PPG’s Risk and Reputation Committee(RRC), a cross-functional team that convenes toproactively address external events that intersectwith PPG’s commitment to DE&I. The RRC uses
a data-driven approach to assess options for
PPG to act and respond to, with the support of
PPG leadership.

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DE&I Governance and Leadership
Our DE&I efforts are championed by our president
and chief executive officer and have full and complete
support from our Board of Directors and Operating
Committee. We report our DE&I progress and metrics
to the PPG Board of Directors at least once per year.
Our global head of DE&I is responsible for designing,leading and executing our global DE&I vision andstrategy and leveraging data-driven insights toaccelerate our agenda. This position is supported by
our DE&I team, which reflects the diversity in gender,
race, age, ethnicity, religion, sexual orientation andmore that we aim to achieve across our workforce.
We hold biannual DE&I scorecard discussions witheach of our strategic business units and functions
to identify trends and develop solutions to address
any gaps. Our most senior business leaders are held
accountable to initiating real, demonstrated progress,
and their results are a consideration in their year-end
performance evaluations.
Our 26 DE&I Ambassadors act as change agentsacross the company. Ambassadors are members of
our strategic business unit and function leadershipteams. They are charged with helping to embeda sense of belonging for all throughout PPG, andencourage participation in optional DE&I efforts
throughout the company. Ambassadors and humanresource business partners are provided withscorecards and metrics on a regular basis to evaluate
current performance and continue to drive DE&I
efforts in their organizations.

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DE&I Programming
We host a range of programs for our employees that
support the implementation of our DE&I strategy. We
host active listening sessions, global town halls andregular surveys to learn how to better support ouremployees and create a more inclusive organization.
We offer ongoing training on unconscious bias for
employees, with a primary focus on management.
The program supports our inclusion efforts and helps
employees learn and unlearn social stereotypes thatare formed outside of their own conscious awareness.
We also provide DE&I Listen and Learn toolkits on
an ongoing basis to support leaders and managers
in having authentic conversations around bias,
discrimination and inclusion. These conversations
support a culture of belonging in our teams. Our vicepresidents and above host sessions quarterly within
their respective business units and functions.

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Our eight global employee resource networks(ERNs) are a cornerstone of our DE&I strategy. They
provide employees of diverse backgrounds with agreater voice and more pathways for connection
and understanding. Members can participate in ERN
events or lead efforts to drive career advancement,
foster empathy through personal storytelling,organize volunteer events in their local communities
or offer solutions on PPG’s business challenges. Just
as important, they provide an opportunity for all our
employees to step up as allies, gain cultural dexterity,and build and strengthen relationships. Our ERNs
also aim to harness our employees’ creativity andinnovation to drive business value. Membership andparticipation in the ERNs are open to all employees
in all countries and at all levels. Members are offered
opportunities to participate in ERN events or leadefforts to drive career advancement, foster empathy
through personal storytelling, organize volunteer
events in their local communities or offer solutions on
PPG’s business challenges.
We recognize that the expectations of our employees
and other stakeholders are constantly evolving. As
we work toward meeting the near-term DE&I goals
we have set for our colleagues, value chain andcommunities, we are committed to continuously
improving our approach to making PPG a morediverse, equitable and inclusive company.

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Our engagement highlights in 2022

275,401

Engagement

87%

unique awards through the
One PPG Recognition and
Rewards Program

participation in Gallup
Employee Voice surveys

PPG people do better today than yesterday,
every day.

3x

faster engagement growththan comparable companies

The productivity, motivation and engagementof our workforce has direct impact on PPG’sfinancial performance.
We know that engaged employees produce
better business outcomes and we view employee
engagement as an important element that is directlytied to our overall success. Through the guiding
principles of The PPG Way, we create a company
where everyone can thrive, deliver and grow.

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One way that we measure engagement is through our
Employee Voice surveys. Employees are encouraged
to voice their opinions through these regular surveys,
which solicit feedback on a wide range of topics
including employee well-being, safety, and diversity,
equity and inclusion.
Our Employee Voice surveys are administered by
Gallup, an organization that helps companies define,measure and improve employee engagement. We
began measuring engagement through Gallup in
2014. Since then, PPG has continued to strengthen
our enterprise engagement approach, as proven by
the introduction of The PPG Way and The PPG Way toLead, greater manager accountability for engagement,
and a stronger focus on diversity, equity and inclusion.
Our 2022 Employee Voice Survey had record
participation, with 87% of employees voicing theiropinions. Our participation rate was higher than the
average Gallup Benchmark. We also achieved ourhighest ever engagement score, aligning PPG’s
engagement growth rate with the top 25% ofGallup’s clients.
As validation of the efforts we have made to measureemployee engagement and act on the results, PPG
was recognized with a 2023 Gallup Exceptional
Workplace Award. This award is designed to celebrateorganizations that position the engagement of
their people at the center of their business strategy
and weave that commitment throughout theirorganizational culture.

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In addition to our engagement surveys, we have aconstant pulse on our employees’ needs, listening andlearning from our employees during town halls andleadership roundtables where senior leaders discussand answer employees’ top questions.
Based on our surveys and other employee feedback,
we recognize that our people value flexibility in theirworking environment, now, more than ever. We offer
opportunities for remote and hybrid work where
possible, and continued to optimize hybrid and flexible
working arrangements in 2022. Noting that many of
our employees in production, distribution and retailare location-bound, we also piloted programs in 2022
to offer flexibility in scheduling and working hours forthese employees.
In 2022, we introduced the PPG Way to Lead — our
new leadership competency model, which connects
our leadership behaviors to our values. The PPG
Way to Lead is a science-based model with specificbehaviors that employees at all levels can use to
become better leaders. In 2022, we introduced the
new leadership index as part of our engagement
survey to track how we are growing our leadershipskills. Learn more about our approach to developing
leadership capabilities in the Learning and Leadership
Development section.

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We also expanded our One PPG Recognition
and Rewards platform beyond The PPG Way andmilestone achievements, such as birthdays and PPG
anniversaries, and incorporated The PPG Way to Lead.
This global recognition program allows employees torecognize their colleagues with a simple thank you andrewards points that employees can redeem for giftcards or other items. Nominations are tied to The PPG
Way tenants or The PPG Way to Lead competencies toshow how an employee is living our core values.
Despite these successes, PPG was not immune to theretention issues that many companies and industries
have been experiencing. Our voluntary turnover rate
remained higher than pre-pandemic levels.
Turnover remained highest among our frontline
employees in retail and manufacturing - environmentsthat were most impacted by the pandemic. These
employee groups are less likely to benefit from flexible
work arrangements because of the nature of theirpositions, which means that they may face challenges
balancing personal and home care responsibilities.
Recognizing these challenges, over the past year
we looked at segments of the workforce who havebeen most impacted by the current economic
environment, launching a global analysis of the wagesof these segments. By the end of 2023, we will havereviewed the wages of our frontline workers globally.
Additionally, we evolved our onboarding program toquickly prepare new hires for success. We continue
to monitor our employee turnover and look foropportunities to improve the employee experience.

Turnover Rate Percent			
Overall

Voluntary

Involuntary

2019

18.16

13.02

5.14

2020

17.61

11.74

5.87

2021

20.00

15.20

4.80

2022

22.80

17.40

5.40

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Our approach to employee engagement
Culture: The PPG Way
The PPG Way aims to enable, empower andencourage each employee to embrace our company
culture. The six core tenets of the PPG way embody
a culture of ownership, empowerment, andinclusiveness. They serve as a cultural roadmap for
all employees as we strive to achieve our purpose ofprotecting and beautifying the world. The PPG Way
was launched in 2019, and has consistently guided
our efforts since its introduction.
We have an ongoing focus on the six tenets of The
PPG Way throughout the organization through trainingthat helps inspire and align our people. We recognize
the critical influence that leadership has on culture,and emphasize that our people leaders should
embody The PPG Way. We also translate our culture
into concrete leadership skills and behaviors throughthe PPG Way to Lead.

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The PPG Way
Every single day at PPG:
We partner with customers to create
mutual value.
We are insightful, dedicated and proactive.
We have intimate knowledge of the market
and our customers. We focus on practicalsolutions that make a difference.
We are “One PPG” to the world.
We are better and stronger together. We leverage
our scale to reach new markets and introduce
innovative technologies as we differentiate anddisrupt our markets.
We trust our people every day, in every way.
We enable and empower our people to make theright decisions. We are inclusive, transparent andrespectful. Our feedback is clear and actionable.

We make it happen.
We have a passion for winning. We achieve.
We deliver with discipline and integrity. We bringour best energy to our work. We decide and act
intelligently and quickly.
We run it like we own it.
We respect one another by being responsible
and accountable. We always act in thebest interest of our company, customers,
shareholders and our communities.
We do better today than yesterday – every day.
We continuously learn. We develop our people togrow our businesses.

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Listening to our people

Attraction and retention

We believe that a highly engaged workforce isbest created and sustained through candid andcontinuous dialogue. Our listening strategy includes avariety of methods to collect company-wide feedback
throughout the year, including regular surveys. We usean annual Gallup Employee Voice survey and a brief,
annual pulse survey to understand trends within theorganization and measure individual performanceof our people leaders. Results are shared with teamleaders with key insights to continue to improve
employee engagement.

We take a holistic view of employee attraction andretention, recognizing that engagement, benefits,compensation, working environment, growth
opportunities, diversity, equity, inclusion and more
influence the decision-making of prospective andcurrent employees. PPG leverages many forms ofrecruitment, including working with external agencies,
to attract talent. We offer competitive and attractive
compensation packages and work to understand thehiring landscape to remain competitive in our search
for talent.

Employee Voice survey results are also used toscore our managers’ performance using a variety of
metrics, including a leadership accountability index
and an inclusion index. Internal research has shownthat the factors measured by these indices havedirect impacts on employee engagement. Resultsof the leadership accountability index and inclusionindex are incorporated into people managers’ annual
performance reviews to ensure accountability.

Turnover rate is another measure that we consider
alongside the results of our engagement surveys. We
work to understand the causes of voluntary turnoverand remedy issues where they arise.

Recognition
We understand that recognition is an important
contributor to employee engagement. To recognize
employees for the impact of their contributions, wehave a range of formal awards programs focused on
excellence in sales, sustainability, health, wellness
and other core areas.
Our formal employee recognition program, theOne PPG Recognition & Rewards Program, allows
employees to show their appreciation for theircolleagues. Employees receive either a simple thankyou message or rewards points that can be redeemed
for gift cards and other items.

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Our learning and leadership development highlights in 2022

Learning andLeadership
Development

54,655

total learning courses
available to PPG employees

15,240employees participatedin The PPG Way to Leadmicro-learnings

1,214

employees participatedin Inclusion 2.0 training

27,938

total hours of training
through LinkedIn Learning

82

employees participatedin the Emerge Leadershipprogram

10,308

total hours of training
through Udemy Business

1,000

managers participatedin The PPG Way to Lead
leader roundtables

72,146

total hours of training
through Rosetta Stone84%

of eligible employees
participated in our
performance review process

Our people are our most importantcompetitive advantage.

When we provide opportunities for our people todevelop their capabilities and advance their careers,
we increase employee engagement and fulfillment
with their work. Furthermore, our ability to increase
our global footprint, grow organically and create
breakthrough innovations is built on the diverse
knowledge, skills and commitment of our people
living The PPG Way.

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The PPG Way to LeadOur training and development programs aim to instill The PPG Way throughout our workforce (learn more about The PPG Way here). We introduced The PPG Way to Leadin 2022, which establishes a consistent understanding of leadership knowledge, skills, and abilities that applies to every PPG employee. We introduced this framework toprovide additional clarity and consistent guidance for what great leadership looks like at PPG. The PPG Way to Lead defines six core competencies for all employees and three
additional competencies for people leaders. Developing these competencies result in increased retention, stronger engagement, better business performance and helps our
employees grow their careers.

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As part of the launch, we made resources available toall employees so they could understand how The PPG
Way to Lead applies to their role and professional
development at each level of the company, including:• Releasing a series of micro-learning modules to
explain each competency in The PPG Way to Lead
• Facilitating sessions with managers and seniorleadership to explain how they bring The PPG Way
to Lead to life in their role
• Mapping existing training programs in the Learning
Management System (LMS) to the ninecompetencies of The PPG Way to Lead
• Creating the Global Learning Curriculum, an easyto-access and -navigate resource that houses alllearning and development programs offered to ourpeopleWe also laid the groundwork for the core competencies
defined in The PPG Way to Lead to be fully integrated
into our annual goal setting. This helps ensure that
employee advancement and career developmentaligns with the focus areas of The PPG Way to Lead,and keeps our people engaged.

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We focus on offering our people a mix of new
experiences, open platform mentoring & structured
coaching. We have been upgrading systems to new
ways of learning by adopting just-in-time materials& learning on-the-go tools. A few of our learning andleadership development highlights in 2022 include:• Inclusion 2.0: We launched our hybrid inclusion
workshop, Inclusion 2.0. The program combines
a self-paced virtual course with live discussions
sessions via Microsoft Teams that provide an open
and safe environment for participants to understandeach other’s lived experiences. Inclusion 2.0
is open to all PPG employees, and helps build
awareness of our conscious and unconscious
biases.
• Leader as a Coach: We launched a program
entitled Leader as a Coach to develop coachingcapabilities in our senior people leaders. The threemonth program equips our managers withtechniques that help drive employee performanceand engagement with a collaborative, coachingleadership style. Participants in the program learn
how to develop trust with their teams, improve theircoaching skills, increase their confidence as
leaders, and ultimately drive better businessperformance.
• LinkedIn Learning and Udemy Learning:
We integrated courses offered through LinkedIn
Learning and Udemy Business into the LMS. This
enables employees to search for development
topics through the LMS and automatically haveexternal digital resources populated from vetted
external vendors.

• Engagement Training: We developed three
engagement trainings aimed at increasing people
engagement scores. These included an allemployee training on accountability, and amanager’s primer and toolkit for engagement.
• Sustainability Learning: We released three
Sustainability 101 video modules, which areavailable to all employees through the LMS, tohelp them better understand core sustainability,
decarbonization and climate change concepts. The
videos were viewed more than 2,000 times. In early
2023, we also introduced 36 learning audiocaststhat cover topics ranging from mass balance tobiodiversity.

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Our approach to learning and leadershipdevelopment

Some highlights of our ongoing internal training
programs include:

Learning and skill development
We continuously invest in learning and skill
development initiatives to ensure our employees areproperly trained, productive and engaged at every
stage of their careers. Our global learning strategy,
built on The PPG Way and The PPG Way to Lead, isfocused on delivering training to the right people, atthe right place and at the right time. We leverage our
Performance Management process to ensure our
employees get to discuss with their managers anddocument their growth goals every year. This allows
them to explore new projects, leverage existing
programs, tools and resources to develop individual
needs and interests, and in turn develop organizationwide capabilities.

• DE&I capability building: As part of our efforts
to drive diversity, equity and inclusion throughout
PPG, we offer training through our LMS as well as
facilitated, interactive workshops on unconscious
bias to our people managers and employees. Our
virtual prerequisite is offered in 10 languages andin-person sessions are offered in 11 languages toensure that they are widely accessible to our staff.
The training focuses on understanding the harmful
prejudices that stem from the tendency to organizesocial worlds by categorizing groups and people.
• Developing sales capabilities: We offer a suiteof virtual training modules and virtual instructor-led
sessions based on our best-in-class sales training
programs. Anyone in our sales organization cantake Selling Skills to learn how to develop rapport
with clients, close sales and retain customers.
Managers are encouraged to take courses on
Professional Sales Coaching, which helps themdevelop their teams. This year, to drive One
PPG sales excellence and profitable growth, we
implemented The Selling Machine People Cog. This
allowed us to provide our sales organization witha full lifecycle development process to effectively
hire, develop and reward all sales employees
against a consistent framework.

Our ongoing offerings include a range of virtual
facilitator-led workshops, self-paced external learning
platforms and Evolve, our LMS available throughWorkday.
When employees complete a course across theseplatforms, we ask them to respond to a brief survey on
their experience. We calculate net promoter scores(NPS) based on these survey results and review any
programs that fall short of our expectations. We
also hold focus groups with program participants tounderstand the strengths and weaknesses of ourprograms. These feedback mechanisms give ourdedicated training team an indication of how we can
improve our suite of training modules over time.

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• Supporting professional development:
We offer all of our employees access to virtual
Career Growth Workshops to support theirprofessional development. The workshops guide
employees through the process of creating a careerdevelopment plan and preparing for effective
conversations with management about theirprofessional growth. We also provide training to ourpeople managers to ensure they understand how
to support their teams, including best practices for
empowering their staff and giving useful feedback.
We supplement our internally managed training by
providing access to external learning platforms.
Examples of the resources available to our employees
include:• LinkedIn Learning: LinkedIn Learning is one of theworld’s largest online learning platforms featuring
topic-specific content created by leading experts.
Courses offered cover many aspects of professional
and personal development, ranging from time
management and leadership skills to training on
specific software, such as Microsoft Excel.
• Rosetta Stone: Rosetta Stone is a series of best
in-class language programs that we use to offer
PPG employees eLearning and live tutorials in
24 languages. Many of our employees in Latin
America, Europe and the Middle East use Rosetta
Stone to take English language classes, whichhelps foster global collaboration across PPG.
• Udemy Learning: Udemy offers courses that covera range of topics including development, IT,
design, leadership, sustainability and marketing.
The platform includes personalized learningand actionable insights to help participants stayengaged and reach their educational goals.

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Leadership development
When filling leadership positions, we balance internal
promotions and external hiring to leverage the skills
already present across the enterprise while bringing
new talent and diverse ideas into the company. We
provide development opportunities across PPG
so our people can grow into effective leaders andadvance in their careers.
Our approach to leadership development focuses
on experience, exposure and education. We offer awide array of development opportunities that include
performance and learning plans, extensive on-thejob training, ongoing formal and informal feedback,structured development programs, peer learning
opportunities, coaching and mentoring.

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Highlights of our structured leadership development
programs include:• Essentials of Leadership: Our frontline leadershipprogram, Essentials of Leadership (EOL), focuses
on developing leaders and managers acrossthe organization. EOL provides new leaders withthe right mindset, skills, and tools to lead more
effectively, which ultimately builds engagementfrom participants and their teams. The programis delivered in six modules by virtual or in-person
sessions. EOL’s structured curriculum ensures
global alignment and consistent guidance fordeveloping managers and supervisors.
• Emerge: The Emerge Leadership Program helps
guide our future executives through an 11-12
month program. Participants are nominated forparticipation based on exemplary performancein a people leadership role and having potential
to grow into a larger scale role. The program isa series of four facilitated sessions focused on
peer coaching, mentorship from PPG’s leadershipteam and networking skills. Participants are given
opportunities to practically apply their insights toreal business challenges and learn from their peers.
• Leader as a Coach: The Leader as a Coachprogram aims to develop coaching capabilities
in our senior people leaders. Over three months,
participants in the program learn how to develop
trust with their teams, improve their coaching skills,
increase their confidence as leaders and ultimately
drive better business performance.

• Online mentoring and coaching: Any employee
at PPG can access our online One PPG Mentoring
program. The program aims to support insightful,respectful connections across PPG. Prospective
mentors take a mandatory series of e-learning
courses that determine if they are qualified to act
as a mentor, and then set up a profile with their
qualifications. Employees interested in signing up
as mentees can search through these profiles toselect the right mentor to support their personal
development.

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Our safety and health highlights in 2022

Goal: To ensure progress against our goalof zero injuries, we strive to achieve an
improvement of at least 5% per year in our
injury and illness rate.
Achieved an annual I&I reduction rate of
0.7% compared to the 2017 baseline

Safety and
Health229

PPG ERGO CUP®
submissions

58

sites covered by ISO 14001
integrated global certificate

60

sites audited forcompliance with EHS
management system, other
PPG requirements andgovernment regulations

The most important PPG core value is thesafety and health of all employees.

We seek to ensure that our employees andcontractors watch out for one another and returnhome safely each and every day.

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As a result of our continued focus on safety
and health, we experienced no fatalities of PPG
employees or PPG supervised contractors in 2022.
Despite improvements at individual sites, our overall
PPG illness and injury (I&I) rate increased in 2022
from 0.26 to 0.30. The increase was primarily driven
by a few legacy sites and our recent acquisitions.
These acquisitions include sites with higher injury
and illness rates than the PPG average. We begin
measuring PPG I&I rates from the date of acquisition,and do not recalculate our baseline to include newsites. As we implement our EHS management systemat the recently acquired sites, we expect injury andillness rates to decrease in line with the rest of ourbusiness. As an example, following PPG’s acquisitionof COMEX® in 2014, we saw a 95% reduction in their
I&I rate.
In 2022, we had 0.18 Tier I and 0.09 Tier II process
safety incidents per one million hours worked.
Around 48% of the 2022 incidents were primarily
caused by human error, which we resolved by making
procedural and system changes. A little over 25% of
the incidents resulted from malfunctioning equipment
while around 19% of incidents were caused by
improperly designed equipment. These incidents
were resolved by modifying inspection programs,
reviewing equipment design, and repairing or
replacing inadequate equipment.

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We have expanded our approach to measuring theEHS culture at every PPG site over the past year. We
added a safety index to our Gallup pulse surveys in
2022, which measures engagement of our employees
in EHS processes. We are using this information,in combination with progress in advancing leading
safety indicator performance measured at each of oursites, to create an EHS culture maturity index. Eachof our sites will be assigned a score that shows how
much progress they have made in implementing the
PPG EHS management system and how well they are
fostering an EHS culture. We are planning to roll out
the index in 2023.
Other key highlights from our work in 2022 include:• Industrial hygiene: In 2022, we completed an
upgrade to our industrial hygiene software acrossall of our sites. The new system helps PPG more
efficiently manage potential environmental hazards
to which PPG employees and contractors could be
exposed through their work.
• Human and Organizational Performance(HOP) Program: We launched our HOP program at
20 additional sites in 2022. The HOP program is
aimed at reducing manufacturing process errors,
which may result in impacts on product quality or
staff injuries. While many HOP principles are used
at our sites globally, at year’s end, more than 45
sites globally executed a full HOP implementation
to teach employees how to predict, prevent andidentify system improvement opportunities that
could otherwise result in errors. Approximately
13,600 employees were engaged in the HOP
implementations.

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SocialGovernanceTransparency• Injury prevention: We re-launched several
injury prevention training programs in 2022 that
had been impacted by the COVID-19 pandemic,
including behind-the-wheel driver safety training
for new employees, classroom training in large
groups and rapid improvement workshops aimed
at improving adherence to the implementation of
our EHS management system. We also launched anenhanced, multimedia training program to help ourstore employees avoid strains and sprains.
• Smart driving: We started to test a new mobile
phone application in the U.S. that uses a cell
phone’s built-in accelerometer to measure factorsof unsafe driving such as hard braking, fast
acceleration, hard turns and more. The application
provides PPG drivers with constructive feedback
after each trip to help them drive more safely.
• Safety and Health Awards: We presented PPG
Safety and Health Awards to 39 sites in 2022
as part of our overall Sustainability Awards
program. Safety and Health awards are given to
our facilities that achieve excellent safety andhealth performance through the implementationof our EHS management system. The award
criteria include both overall performance scoresand leading indicators which illustrate that allelements of the PPG EHS management system are
implemented well.

• PPG Ergo Cup Awards: Out of 229 global
nominations, our Architectural Coatings teamearned the 2022 PPG Ergo Cup Award for thedevelopment of a 5-gallon pail lift assist system.
The simple device helps to address significant
ergonomic risks associated with moving 5-gallon
paint pails – which typically weight approximately 50
pounds – by reducing stress and strain on the backand shoulders. Historically, these types of injuries
have contributed to the leading cause of injuries
throughout our global operation. Following its
development, the system has been installed in 40
stores in the U.S. and Canada with plans to expand
to all sites.

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Multi-year data highlights
Global health and safety performance
Employees and supervised workers
Fatalities

PPG Injury andIllness Rate

Total Recordable
Incident Rate

Lost Workday
Rate

Occupational
Disease Rate

Number

Rate

2022

0

0

0.30

1.45

0.59

0.40

2021

0

0

0.26

1.14

0.82

0.17

2020

0

0

0.26

0.99

0.37

0.12

2019

0

0

0.32

1.29

0.47

0.15

2018

1

0.0019

0.27

1.25

0.85

0.09

The fatality rate is the number of fatalities multiplied by 200,000 and divided by the number of work hours. A PPG injury and illness (I&I) is defined
as an injury or illness that is significant enough that it is unlikely to go unreported, regardless of the reporting culture in the region or site. PPG I&Is
include fatalities, fractures, surgeries, hospitalizations, 30 or more days of lost work and other similar criteria. The PPG I&I rate is the number of
injuries and illnesses that meet this definition multiplied by 200,000 and divided by the number of work hours. Total recordable incident rate is thenumber of Occupational Safety and Health Administration (OSHA) recordable injuries multiplied by 200,000 and divided by the number of work hours.
Lost workday rate is the number of injuries and illness that resulted in days away from work or restricted activity multiplied by 200,000 and divided by
the number of work hours. Occupational disease rate is the number of illnesses multiplied by 200,000 and divided by the number of work hours.

Process safety performance
Per million hours worked
Number of tier one
incidents

Tier one incidents per
million hours worked

Process safety total
incident rate

Process safety incident
severity rate

2022

21

0.18

0.27

1.19

2021

5

0.04

0.06

0.09

2020

13

0.02

0.07

0.07

Process safety total incident rate is the number of incidents multiplied by 1,000,000 and divided by the total annual hours worked by employees,
contractors and subcontractors. Process safety incident severity rate is the total severity score for all process safety incidents multiplied by 1,000,000
and divided by the total annual hours worked by employees, contractors and subcontractors.

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2022 health and safety performance by region
Employees and supervised workers
Fatalities

PPG Injury andIllness Rate

Total Recordable
Incident Rate

Lost Workday
Rate

Occupational
Disease Rate

Asia Pacific

0

0.18

0.90

0.60

0.38

Europe, Middle
East and Africa

0

0.18

0.91

0.70

0.11

Latin America

0

0.05

0.74

0.05

0.50

North America

0

0.64

2.66

0.81

0.62

Global

0

0.30

1.45

0.59

0.40

2022 contractor health and safety performance by region
Fatalities

PPG Injury andIllness Rate

Total Recordable
Incident Rate

Lost Workday
Rate

Occupational
Disease Rate

Asia Pacific

1

0.20

0.60

0.30

0.10

Europe, Middle
East and Africa

0

0.39

0.91

0.26

0.00

Latin America

0

0.97

2.13

0.39

0.00

North America

0

1.14

2.67

0.00

0.00

Global

1

0.51

1.21

0.27

0.04

Fatality was a non PPG supervised contractor.

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SocialGovernanceRoot Cause Pareto Chart for PSM Tier I & II
Incidents in 2022

Please see the data index section for a list of our process safety incidents in 2022.

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Our approach to safety and health
EHS Management System
We implement our EHS policy globally using the PPG
EHS management system, which was developedin accordance with Coatings Care, Responsible
Care and ISO standards. The system addresses
all personnel, including contractors who work at
PPG-owned and operated facilities, as well as PPG
employees working in third-party facilities. Our 12 EHS
elements form the cornerstone of the management
system and contain underlying principles and definedrequirements.
We hold an ISO 14001 integrated global certificate,
which covers 58 sites. Many of our sites are also
certified to the standard for their location-level
management systems.
Our EHS management system requires all locations toevaluate compliance with PPG and other requirements
through assigned self-assessment tools and thecompletion of risk assessments, including job safety
analyses, process hazard analyses and chemicalrisk assessments. These assessments must be
conducted by experienced personnel, including
experts outside of PPG, when appropriate.

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Our EHS management system also establishes a clear
expectation that all employees actively participate
in the implementation of the EHS management
system and be engaged in the EHS implementation
process, through interactions such as peer-to-peer
observations and membership in focus teams that arededicated to implementing or improving aspects ofthe EHS management system.
We use a global electronic data management system
for all EHS incidents. This EHS data system includes asuite of modules to streamline the collection, tracking
and dissemination of information related to life-criticalrequirements.

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Process Safety
PPG’s global EHS management system includes
elements of process safety management. Thisapproach provides a consistent set of requirements
to all facilities globally in addition to any applicableregulatory requirements.
When process safety incidents occur, the PPG teamworks to contain any impact to the surrounding
environment and thoroughly investigates the incident
to determine the root cause. The team ensurescorrective actions are applied systematically inresponse to each incident, which may include
redesigning processes, modifying maintenancemethods, working with our suppliers to improveequipment, or standardizing procedures and training
employees to utilize HOP principles. We analyze
incidents across the business each year to identify
common causes. The analysis is used to identify
improved methods and training to enhance our
performance.
We recognize the importance of training our workforce
to strengthen our culture of safety and health, and drive
risk recognition and accountability at all levels of theorganization. Plant managers and operations directors
globally are trained to recognize the importance ofa strong process safety culture and understand andabide by PPG’s requirements for process safety.
Through training courses, managers also assess
the process safety culture of their sites. Our training
courses offer pre-work and interactive in-class activities
to understand regulatory standards, process safety
management requirements and recognition elements,
and tools to sustain a healthy process safety culture.

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Preventing injury and illness
PPG tracks injuries and illnesses according to PPG’sinternal standard and according to U.S. Occupational
Safety and Health Administration (OSHA) requirements.
We also initiated tracking incidents according to the
ASTM E2920-19 record-keeping standard, whichallows PPG to easily benchmark performance against
peer companies. While our injury and illness rate isrelatively low compared to the majority of companies
we have benchmarked, we do have opportunities for
improvement, specifically in the areas of slips, trips,
falls and ergonomics.
Our EHS data system provides the tools to identify,
report, record and investigate incidents, analyze root
causes and trends, correct deficiencies and share andadopt relevant lessons learned.
Historically, motor vehicle accidents are one of our
injury risks with highest severity. PPG offers driversafety training and education programs in every
country in which we operate to ensure our teammembers have the tools and resources to effectively
manage this risk. Training includes driving coaching for
new employees, classroom training in large groups andrapid improvement workshops. We also ensure that allcompany vehicles have excellent crash ratings, and weinvest in advanced safety features such as collisionavoidance systems and backup cameras. Learn morein the Transportation section.
Strains and sprains are a frequent injury occurrence
among our employees. In addition to regular training
and monthly knowledge sharing sessions, PPG has
held an annual ERGO CUP® competition since 2004
which recognizes initiatives that minimize or eliminate
ergonomic risks in our operations. Projects are

submitted from all business units and functions across
PPG. Winners are determined from each business
unit, and an annual, global winner is selected. Top
entries compete in a national ERGO CUP® competition
presented by the Institute of Industrial and System
Engineers.
Safety 365, which is PPG’s safety awareness initiative,
continues to empower our employees to keep safety
as an important focus every day and to speak up if
they see something that could be made safer. The
program centers around a monthly safety theme that is
supplemented with weekly tips, which are reviewed at
all levels of the organization for application regardlessof location or activity.
In addition, we are working to implement Human andOrganization Performance (HOP) tools at our locations.
HOP tools teach employees how to predict, prevent,and manage errors that could result in injury, including:• A focus on high-risk tasks with a pre-task brief• Stop and seek help as a tool when one is unsure ofan activity in which they are to engage• Three-part communication to increase effectiveness• Procedure writing enhancements and step-by-stepprocedure adherence• Verbalize, point and touch as a tool to be used inconjunction with Walk-the-Line processes aimed at
reducing spills and releases
A HOP maturity matrix has been developed and will beincorporated into PPG’s standardized site scorecard
in 2023. This scorecard includes both leading andlagging EHS indicators, and each site must use a risk
prioritization tool annually to rank 80 EHS aspects andincorporate the top aspects into the following year’ssite work plan.

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COVID-19 Response
PPG has enacted enhanced protocols to manage
our business in the constantly evolving environment
created by COVID-19. We implemented proven, safe
operating processes based on local community data,and have provided ongoing guidance to facilities andemployees across the organization to ensure they arecompliant with local guidance. Across our operations,
we have implemented best practice hygiene
techniques, altered our processes to enable social
distancing, and launched systems to track employees
affected by COVID-19. Where possible, we haveintroduced tools and policies that enable our people
to work more flexibly, including working remotely andstaggering shifts and breaks.
PPG products continue to play an essential role in avariety of industries’ pandemic responses. Our paints,
coatings and specialty materials help create lifecritical products for the healthcare, defense, food andbeverage, hygiene, agriculture, energy, public works
and electronics industries, among others.
Industrial Hygiene
PPG protects the health of all employees andsupervised contractors through our comprehensive
industrial hygiene program, which has been in place
for more than 50 years. The program centers on the
anticipation, recognition, evaluation and control of longterm (chronic) and acute occupational health risks.

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PPG employs credentialed toxicologists and industrial
hygienists to oversee all aspects of our global
program, and we continually improve it as knowledgeof potential hazards and risk-control processes
evolve. We use formal processes to identify potential
occupational health hazards by reviewing andanalyzing information provided by suppliers of raw
materials used in our manufacturing processes, aswell as publicly available scientific literature. We also
regularly review changes to published exposure
limits from suppliers, governmental bodies andorganizations, such as the American Conferenceof Governmental Industrial Hygienists (ACGIH),
to determine the basis for assessing exposure
to chemical substances. We use exposure-limitchanges and risk assessments of process tasks todefine annual exposure monitoring plans for eachmanufacturing location.
PPG’s manufacturing facilities are required to assess
exposures to a defined list of substances andtasks where potential health risks are presented.
We evaluate the results of these assessments to
identify the need for improvements in manufacturing
processes, facilities, training, personal protective
equipment and medical surveillance.

PPG also works to eliminate substances of concern
from our products and processes. Additional
information can be found in the Product Stewardship
section. Our internal industrial hygiene laboratory
analyzes air monitoring samples and is accreditedby the American Industrial Hygiene Association(AIHA). We also use contract laboratories accreditedby AIHA or applicable national governmental
bodies. We maintain exposure measurement
results in a centralized data management systemused by our operations teams globally. This system
tracks compliance with the annual sampling plans,
results relative to applicable exposure limits andimplementation of any corrective actions necessary
to reduce exposures.

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Integrating acquisitions
When new facilities or companies join PPG throughan acquisition, PPG’s EHS and Product Stewardshipteams deploy a due diligence and integration
process, viewed as a best practices, to ensurealignment with and adoption of PPG EHS standards
and PPG’s EHS management system. Prior to thepurchase of an acquisition, the PPG team begins a
regimented, four-phase due diligence and integration
process to evaluate the acquired company’s EHS andproduct stewardship compliance practices as well as
their EHS maturity. We conduct an initial assessment
within 60 days of an acquisition and provide scoresto the site teams to help prioritize gaps between theirperformance and the expectations defined by the
PPG EHS management system.
From the initial assessment and after the purchase,a detailed action plan is developed to address any
deficiencies to PPG’s EHS management system andrelated programs. The implementation of the action
plan generally spans 24 months, with priority placedon regulatory compliance and key risk management
topics. At the end of the 24-month period, theacquired operations undergo a corporate EHS audit
to validate the integration plan effectiveness andverify compliance with any identified regulatory gaps.
After the first audit, new operations are incorporated
into the corporate audit cycle based on their risk
profile and EHS and product stewardship metrics
performance. As part of the acquisition integrationand ongoing corporate audit process, we identify andmonitor the need for capital expenditures to improve
compliance and reduce risks.

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PPG maintains an oversight audit plan conducted
as part of our Corporate Compliance Assurance
Program. Each of these efforts promotes a continuous
improvement process to protect employees, ourcommunities, customers and the environment and toachieve mature EHS performance levels.
EHS Governance and Oversight
To ensure the requirements in the PPG EHS
management system remain effective in protecting
our employees and the communities in which we
operate and to ensure they comply with current
regulations while incorporating evolving bestpractices from our facilities, we have establishedmore than 70 topic teams. Each team focuses ona specific requirement, with an expectation for theteam to meet at least two times per year. An internal
subject matter expert leads each topic team, which
comprises permanent members from each region
to maintain engagement with the site subject matterchampions. Ad hoc members are added to develop
and provide additional subject matter expertise.
The PPG EHS management system requires eachof our locations to have an active EHS leadershipteam that provides oversight, governs decisions
and drives continuous improvement regarding theimplementation of the EHS management systemand other PPG and legal requirements. This teamis expected to be led by top management, suchas business leaders and the plant manager, andhave cross-functional membership that includes
the location’s leadership team, department
representation and hourly employees. Ultimately, thisteam meets either on a monthly or quarterly basis toshape necessary plans and take required actions torealize our EHS policies and principles.

Our internal organizational structure includes EHS
directors in all four major regions in which PPG
operates. This organization ensures that our EHS
approach is consistent across our operations. The
regional directors, key business EHS directors andglobal center of excellence directors are charged
to continuously advance PPG’s EHS expertise andimplement our global EHS management system
consistently and efficiently. These directors report toour vice president of EHS, who has ultimate oversight.
Key leading and lagging indicators of our EHS
performance are distributed throughout PPG usinga Power BI dashboard. The Operating Committee,
Sustainability and Innovation Committee of the PPG
Board of Directors, and the PPG Board of Directors
regularly reviews EHS data.
Customer Health and Safety
PPG’s commitment to health and safety extends
to our customers. Our products are not only
manufactured safely in our facilities, but alsotransported, used and disposed of safely by ourcustomers. Safe use and disposal instructions andsafety data sheets are available for all products.
Our product stewardship and technical experts
are also available to provide consultation on safe
product use and disposal. We also have longstanding
partnerships with organizations focused on circularity
and waste reduction. To learn more, visit our ProductStewardship section.

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Our wellness highlights in 2022

Goal: Employ active wellness programs
at 100% of our facilities globally by 2025.

61%

of PPG locations
globally have active
wellness programs.

67%

of locations with active
wellness programs achieved
the highest level, diamond,on their Wellness Scorecard

26

languages in whichmonthly global wellness
newsletters are available

Wellness
PPG is committed to fostering a global
culture of health.

We are advancing our vision of creating a global
culture of health, enabling our employees and theirfamilies to prioritize mental and physical well-being
through a range of health and wellness activities.

One of PPG’s wellness priorities for 2022 was tobetter connect PPG as a global team, including EHS,
medical and HR representatives from each region
globally. This was done by updating the PPG Cultureof Health Strategy, which defines our vision, goals,
roles and responsibilities, and directives on how toachieve them. Our global wellness team also piloted
an ergonomics stretching challenge in each region,
which was well received.
92 | PPG ESG Report 2022

PPG also worked to ensure that the wellness
programs offered meet the unique needs of eachindividual location. We considered the number of
employees at each site and the nature of the businessactivities being undertaken. Based on this information,
we worked to tailor the wellness programs offeredbased on the unique conditions at each site. Ourlarger sites with more than 50 employees continue tobe evaluated using our Wellness Scorecard, while oursmallest sites, primarily company-owned stores, may
have only a small number of employees and require amore customized evaluation.

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Our approach to wellness

Mental health support in Australia
Mental health is a key component of overall
health and well-being. In addition to supporting
our employees’ mental health, PPG seeks
opportunities to leverage its reach and its products
to support wellness initiatives in the community.

The HHTS Roadshow attended a series of 24
industry events across Australia in 2022, where
it offered mental health support resources andpromoted education materials tailored to theneeds of the heavy vehicle and supply chain sector.

Having recognized mental health as a significant
issue for the Australian road transport,
warehousing and logistics industries, an outreachprogram called “Healthy Heads in Trucks & Sheds”(HHTS) is aiming to tackle it head on. HHTS
provides mental health resources and information
to truck drivers, warehousing, and distribution
center staff across the country. Launching a newoutreach program in 2022, the HHTS Roadshow
aimed to increase awareness and ensure theirresources were reaching their target audiences.
PPG’s Automotive Refinish business in Australia
and New Zealand and longstanding customer
Fleetmark Group​worked together to support the
project. Fleetmark played a key role in creating
branding for the HHTS Roadshow Truck, while PPG
provided the automotive refinish products required
to paint it.

For more information go to www.healthyheads.org.au

93 | PPG ESG Report 2022

PPG’s approach to wellness is based on Four Wellness
Absolutes – nutrition, exercise, health screenings andmindfulness/stress management – which research
identifies as key to overall well-being. Every wellness
program and tool we offer addresses one or more ofthese absolutes. Empowering people at each of our
locations to determine the best wellness initiatives
based on employee needs, sharing their successes
globally, and recognizing their achievements all
support our culture of wellness.
Wellness tools
PPG’s Wellness Culture of Health Catalog andProgram Strategy is a collection of wellness programs
offered at our sites around the world. The catalog
allows our employees to share successful ideas anddescribe how best to implement them and featuressections for each of the Four Wellness Absolutes.
Program examples include the hydration challenge(nutrition), stretching sessions (exercise), know yournumbers (health screenings) and massage therapy(mindfulness/stress management).
A critical component of wellness is mental health. PPG
values work-life balance and desires to support ourteam members as they navigate their varied work andhome responsibilities. To meet the evolving needsof our employees, we offer mental health initiatives,
including our Employee Assistance Program (EAP)
resources and well-being materials to support
employees and their families. Furthermore, our
Employee Resource Networks (ERNs) regularly usewellness tools to provide programming and otherresources to their members. For more information on
ERNs, see the Diversity, Equity and Inclusion section.

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Wellness Scorecard and awards
PPG’s sites can register their wellness activities andtrack progress over time using a Wellness Scorecard.
Sites receive a score based on the wellness programs
offered and employee participation in wellness
programs. Each location has the opportunity to earnpoints for programs in which their site participates. At
the end of each year, awards are given based on thewellness level achieved by each site, according to thefollowing range:
Bronze (300 points)
Silver (600 points)
Gold (900 points)
Diamond (1,200 points)
Eligible programs align with our Four Wellness
Absolutes, and include weight-loss challenges,
health screenings, fitness classes and better sleep
programs.
We recognize high-performing sites with our annual
Wellness Awards, part of PPG’s global SustainabilityAwards program. Wellness Awards are given basedon the number of points a site earns on the Wellness
Scorecard in each calendar year. Many regions alsooffer locally tailored awards, which can include gifts orother recognition for wellness activities.

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Wellness program governance
The Global Wellness Council and the Wellness
subcommittee of our corporate Sustainability
Committee sets the overall strategy and tracks ourprogress globally. The Global Wellness Council isa team of enthusiastic employee volunteers thatmeets monthly to develop wellness resources, shareleadership responsibilities and integrate wellness
throughout the company.
Our manager, occupational health and wellness,oversees the implementation of the company’s global
wellness programs. They work closely with our PPG
Benefits and Total Worker Rewards teams to create
programming and raise awareness for initiatives
aimed at improving the health and well-being of ouremployees.
PPG recognizes the importance of delivering wellness
programs and services in a way that allows everyone
at PPG to participate in our global culture of health.
Each of our sites is encouraged to maintain a wellness
committee, program and champion to communicate
our wellness messages and implement the various
global, regional and local programs. We also maintaina dedicated email address that offers support forwellness programs to any PPG employee.

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Our community engagement highlights in 2022

Community
Engagement
We bring color and brightness to ourneighbors and communities aroundthe world.

Our community engagement highlights in 2022
Our purpose to Protect and Beautify the World
guides our actions to serve our communities andneighbors. PPG and the PPG Foundation collaborate
with our global colleagues, community partners andother stakeholders to help our communities thrive.

95 | PPG ESG Report 2022

$16.2MMgiving by PPG and
the PPG Foundationin 202225,000+employee volunteer
hours in 2022

8.2MM

people impacted throughthe Colorful Communities
program from 2015- 2022

473

Colorful Communities
projects completed
from 2015-2022

46,500
gallonsof paint (176,000 liters)
donated from 2015-2022

2.6MM+

students reached byeducation programsin 2022650+

worldwide partners
in 2022

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In 2022, our efforts represented a continued focus
on advancing education, delivering community
sustainability and encouraging PPG employee
volunteerism. Visit the Communities section of the
PPG website for more information about how we are
creating vibrant communities around the world.

SocialGovernanceTransparency

Highlights in 2022 across our education priority area include:

Education
PPG has long been committed to supporting
education in the communities where we are active.
Diversity, equity and inclusion is integrated into all that
we do as we aim to accelerate pathways for diversity
in STEM fields. Our goal is to build the next generationof diverse and innovative science, technology,
engineering and math (STEM) leaders by inspiring
learning and cultivating careers for students of all ages.
In 2022, we reached more than 2.6 million students
across the education programs that we support.

96 | PPG ESG Report 2022

Science center support: Science centers play avital role in fostering a love of STEM by providing
opportunities for hands-on learning. We collaborate
with science centers around the world, supporting
color-related exhibits, special science exhibitions
and the development of on-site chemistry labs. This
year, we supported the opening of two new labs with
science center partners, including the PPG STEM
Lab at the Discovery World Museum in Milwaukee,
Wisconsin, and the PPG STEAM Studio at the Museumof Discovery in Little Rock, Arkansas.

Advancing diversity in STEM: In support of our
mission to inspire more women to work in STEMrelated fields, we worked with nonprofit Casa Hacker
to launch a new program in Sumaré, Brazil called
Girls in Tech. This program offers high school girls
an opportunity to participate in after school classes
on a range of technology-related subjects, including
computer programming, robotics and 3D printing. At
the University of Wisconsin-Madison, we supported
the Bridge to the Chemistry Doctorate Program
which aims to increase the number of students from
historically underrepresented groups who complete aPh.D. degree in chemistry.

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Highlights across our community sustainability efforts in 2022 include:

Hands-on learning: PPG partnered with Centrum
JongerenCommunicatie Chemie (C3), a Dutch
education nonprofit, to launch an online platformthat supports young students with chemistry
and life sciences and inspires future school andcareer choices in STEM. PPG also supported
the development of another C3 project in which
students create their own paint factory online, making
choices in categories such as raw materials, energy,
packaging and transportation that help them learn
about sustainability.
Community Sustainability
As an employer and a community partner, we play arole in protecting the communities of which we arepart. PPG helps meet essential needs, deliver disaster
relief, support equal opportunities, and brighten
community spaces through our Colorful Communities
program.

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Colorful Communities: PPG’s Colorful Communities
program unites the power of innovative PPG paint, ouremployee volunteers and monetary commitments tobrighten neighborhoods and make a positive impact.
Our employees completed 87 Colorful Communities
projects this year, bringing the total number of projects
completed to 473 since the program’s inception in
2015. Over the summer, we focused on transformingclassrooms into colorful and engaging environments
as a way to inspire students and staff as they returned
to learning spaces after the challenges presented by
the COVID-19 pandemic. This effort, our New Paint For
a New Start campaign, took place in July and reached
36 schools around the world, impacting more than
23,000 students and teachers.

• At Ciudad de Brasilia school in Santiago, Chile,
more than 115 volunteers helped 550 students 		
by painting the walls of the school’s courtyard and 		corridors, including a nature-themed mural madefrom a student’s drawing.
• At TEDA No.1 Kindergarten in Tianjin, China, PPG 		
volunteers created engaging spaces for students tolearn and grow and revitalized the building’s exterior
after it faced damage due to weathering.

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Delivering disaster relief: In response to the war
in Ukraine, we made a commitment to support
Ukrainian refugees, with a focus on humanitarianrelief and longer-term recovery support. PPG invested
more than $830,000 to support a variety of relief
organizations that impacted refugees mainly in
the Ukraine, Poland, the Czech Republic, Slovakia,
Hungary and Romania. These funds provided
direct relief and also helped schools, charities
and government entities expand their educational
infrastructure and provide additional after-school
care as families integrate into their new communities.
Our people have also made use of PPG Employee
Volunteer Grants (EVGs) to secure funds for morethan 35 charities and governmental entities where
they volunteered their time. The funding has helped
organizations provide food, shelter, necessities,
medical care, counseling, job placement and otherservices. In addition, dozens of local material
collections were organized in our locations in morethan 10 countries and more than 30 sites participated.
Equal opportunity communities: We support social
justice efforts that provide access to opportunities
across our communities, and work closely with
our Employee Resource Networks to identify
organizations that meet the needs of historically
excluded populations. This year, we continued ourrelationships with the NAACP Legal Defense Fund,
Chinese for Affirmative Action, Tegan and Sara
Foundation, Center for Policing Equity and Equal
Justice Initiative, among others.

98 | PPG ESG Report 2022

SocialGovernanceTransparency

Employee Engagement
We aim to activate the talent and time of ourglobal network of employees to make a difference
where they live, work and play. We encourage our
employees to support causes that they believe in,and inspire them to improve the lives of others in theircommunities.
Some highlights from our employee engagement
program include:
Applying our unique skills: PPG employees brought
their expertise to bear, including by participatingin career panels, mentoring opportunities andvolunteering in classrooms to foster a love of STEM.
As an example, in Texas, 35 PPG employee volunteers
from Aerospace and Architectural Coatings joined
partner STREAM Global Innovations for a full dayof interactive engineering-related activities at Sam
Rayburn STEAM Academy Elementary School. In
Brazil, more than 70 employees volunteered with longstanding partner Junior Achievement to help prepare
1,400 students for the workforce by sharing insights on
STEM career paths and workplace ethics.
Amplifying our employee efforts: We support PPG
employees who are making a positive impact in theircommunity by maximizing their impacts. In 2022,
we provided more than $825,000 in matching gifts
grants, including donations to 19 partner organizations
selected by employees to be a part of our Charity
Partner Program in EMEA. Learn more about other
employee programs here.

In 2017, we set a goal for 100% of sites to meet theCommunity Engagement Framework requirements
by 2025, which are outlined later in this section.
Over the years, PPG sites around the world haveconsistently improved how they have engaged with
their communities, and increasing numbers have met
the requirements of the Community Engagement
Framework (70% in 2022). We believe that our people
are well positioned to build on this strong foundation
without necessarily following the structure of the
Framework. As such, we will continue to encourageadherence to the Framework and provide tools andresources to help sites accomplish their community
engagement activities, but we will no longer report on
this goal.
For more detail on these programs and many others,
visit our PPG Community website.

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Data highlights

SocialGovernanceTransparency

Our approach to community engagement

2022 Giving by Priority Area
Education$9,100,000

Community Sustainability$6,100,000

Employee Engagement$930,000

2022 Community Investments
Community engagement-related marketing$345,000

Colorful Communities program$2,500,000

Business unit contributions$2,000,000

Global giving grants$2,500,000

PPG Foundation$8,500,000

Product donations$295,000

Employee volunteer hours

25,000Community Engagement Strategy
We contribute to communities around the world
through the unique talents of our employees andfinancial contributions from PPG and the PPG
Foundation. We align our giving and community
engagement resources in powerful ways across threepriority areas where we can make the greatest impact:• Education• Community sustainability• Employee engagement
We help students connect with science-related
inspiration and advanced learning, providing support
at various points of their education continuum. Our
funding aims to advance opportunities for STEM
learning through engaging, hands-on programmingfor young students and via vehicles for higher learning.

99 | PPG ESG Report 2022

In all that we do, we integrate and uphold our valuesof diversity, equity and inclusion. Together with ourcommunity partners, employees and investments,
we work to support underrepresented groups aroundthe world. Our community engagement support
helps elevate Black communities and people of color,veterans, women, LGBTQ+ populations, economicallydisadvantaged individuals and families, older adults
and people with special abilities. We have committed
to provide $20 million by 2025 to advance racial
equity in the U.S., and are committed to activating
our community engagement and grant opportunities
through a DE&I lens.
Our Colorful Communities initiative is the centerpieceof our community sustainability efforts. This global
program brings PPG paint and volunteers together totransform community spaces in need of a refresh.
Since the Colorful Communities program launched in2015, PPG employees have positively impacted morethan 8.2 million people and completed 473 projects
in nearly 50 countries. Our research report in 2020,“Exploring the Impact of Color on Classrooms” foundthat painting classrooms with colors intended toenhance learning can improve classroom experiencesand engagement for both students and teachers. As
a result, we have focused our efforts to ensure ourexpertise is supporting positive educational outcomesfor students around the world.

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Within employee engagement, we provide a wide
variety of structured volunteer events, funding
opportunities, and systems to support our people
and nonprofit partners. We provide matching gifts forour employee donations and additional funding toeligible organizations through our Matching Gifts and
GIVE volunteer grant programs. Eligible employees
can also access eight hours of paid time off forvolunteering per calendar year.

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SocialGovernanceTransparency

Community Engagement Framework

Community Engagement Governance

The PPG Community Engagement Framework setsout priority actions for community engagement that
our facilities and sites are expected to implement.
These actions are designed to develop and maintainrelationships with key community constituents,
governmental agencies and charitable organizations,as well as encourage employee involvement in our
local communities. The framework serves as botha policy document and practical resource for siteleaders.

Our global community engagement strategy isoverseen by the executive director of the PPG
Foundation and global corporate social responsibility.
The executive director also leads grantmaking
efforts in the U.S. through the PPG Foundation, withsupport from internal foundation agents who arebased in local communities. Global giving is directedby regional communications leaders in EMEA, Latin
America and Asia Pacific. They are supported by local,
in-country staff who execute the activities.

PPG sites are assigned one of four program levels
based on their size, type of operations and potential
impacts on their local communities. During the year, asite is asked to fulfill certain community engagement
actions that align with its corresponding level. For
each action, the framework provides suggestions
for implementation and resources to assist withexecution. Historically, we have surveyed our sites
annually to measure the degree to which they
implemented the items associated with eachprogram level.

The foundation is governed by a board of directors,
and global giving is governed by a committee
comprised of PPG’s CEO and leaders from thelegal, human resources, finance and science andtechnology functions and a business unit leader.
Local giving is overseen by PPG leaders in eachregion, and supported by local, in-country staff.

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Our governance progress in 2022

Governance
Overview

25%of Board members
are diverse by gender25%

of Board members
are diverse by racial
background10 of 12

Board members
are independent

33%

of Executive Committee
members are women(as of May 1, 2023)

35,000employees trained oncompliance topics

We have an unwavering commitment
to strong corporate governance,
ethics and compliance.

At PPG, we hold ourselves to a high standard ofintegrity and professional conduct. This means not
only ensuring compliance with the law, rules andregulations, but also upholding our values, code of
ethics and voluntary commitments.

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We review and update our policies regularly to ensure
they support us in meeting our high standards ofintegrity and professional conduct. Key policy updates
and other governance developments in 2022 include:• Board composition, refreshment: At our 2022 		
Annual Meeting, shareholders approved a
Board-sponsored proposal to amend PPG’s Articles
of Incorporation to provide for the annual election 		of all directors. The Board is currently comprised of 		
12 members, divided into three classes. Terms of 		the classes are staggered, with one class standing 		for election each year. Pursuant to our amended 		
Articles of Incorporation, all directors will beelected annually beginning at PPG’s 2025
Annual Meeting.
• Refreshed Code of Ethics:
Our refreshed Code of Ethics was adopted by our 		Board effective May 1, 2022. The updated Codeis easier for our employees to understand andnavigate. The updated document is available on
our website.
• Data privacy policies: We restructured the 		
governance of data privacy to ensure that we’re the 		
best possible stewards of sensitive information. The
Audit committee is now responsible for overseeing 		
PPG’s global data privacy policies and initiatives, andreceives updates on progress at least annually.
• IP Protection Executive Committee: We 			established a new management committee to 		ensure our intellectual property is being
appropriately safeguarded.

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Governance: Board oversight of ESG
Sustainability andInnovation Committee
Employee health and safety

PPG Boardof Directors

Product stewardship
Sustainability programs and performance
Climate change risks and opportunities

Human Capital Management
and Compensation Committee
Culture and purpose

SocialGovernanceNominating andGovernance Committee
Corporate governance oversight
Recommending new directors and executive officers

Environmental programs
Remediation activities

Environmental

Government affairs and political activities
ESG strategy
Succession planning

Shareholder engagement
ESG program governanceDiversity, equity and inclusion
Community engagement andcharitable programs

Audit Committee
Enterprise risk management

Employee engagement

Cybersecurity

Employee development

Data privacy

Executive compensation
Pay equity

50

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Multi-year data highlights
Investigations by Region

In 2022, we opened 711 investigations encompassing
1,034 allegations of employee misconduct. Of theallegations closed as of year’s end, 62% were
substantiated and resulted in 410 disciplinary actions.

Substantiation Rate (Percent)
2020

2021

2022

PPG

BenchmarkAsia Pacific

56

83

94

2022

62

52

Europe, Middle East and Africa

72

74

83

2021

56

45

Latin America

120

124

131

United States and Canada

335

376

403

Total

583

657

711

Anonymous Reports (Percent)Disciplinary Actions
2020

2021

2022

Warning

165

200

216

Counseling

155

119

N/A

Financial

6

7

10

Suspension

11

3

11

Termination

119

127

173

A single allegation may be made against multiple individuals andcould result in multiple disciplinary actions. The 2022 data include
only investigations closed as of Jan. 31, 2023.
We no longer report counseling as a disciplinary action resulting froman investigation. This reflects an ongoing evolution in our approachto disciplinary action. We are continuing to offer counseling whenever
it is warranted, but favor written disciplinary actions in instances ofsubstantiated allegations.

104 | PPG ESG Report 2022

Benchmarks represent comparisons to other manufacturing
companies with 50,000+ employees. Data for 2022 are as ofJan. 31, 2023.

PPG

Benchmark

2022

37

47

2021

36

47

Benchmarks represent comparisons to other manufacturing
companies with 50,000+ employees. Data for 2022 are as ofJan. 31, 2023.

Case Intake Method
Helpline

Proxy

2022

352

359

2021

326

331

2020

318

275

2019

282

268

50% of these reports came through the PPG Ethics
Helpline in the form of phone or internet submissions.
We received the remainder through internal sources,
including direct communications to the compliancedepartment, human resources and management.
In addition, we have implemented processes to better
track post-investigation corrective actions, including
piloting a survey to seek feedback from people
who reported an issue that was substantiated. The
survey’s intent is to focus on understanding reporters’satisfaction with the handling of the investigation
process. Specifically, the survey seeks to understand if
the reporters felt that they were treated with respect in
the process and that their concerns were handled in a
professional and timely manner.

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We received 62 responses to this survey in 2022. Of the responses we received:

77%

of survey participants feltthat their investigation wascompleted in a fair, unbiased
and confidential manner79%

of survey respondents said
that they were treated withrespect throughout theinvestigation

Our governance approach71%

of respondents said they
were satisfied with thetimeliness of the investigation

66%

of respondents said theywould recommend the
Helpline to a colleague

2022 APAC Compliance Knowledge Contest
In 2022, we redoubled our efforts to reach all PPG
employees with ethics and compliance training andencouraged regional and site-level initiatives to build
compliance culture. This enables managers to tailor
initiatives to their unique context and helps us identify
initiatives that we can scale across our global footprint.
The PPG China operations department and the Asia
Pacific compliance department worked together
to launch a knowledge contest for our operational
employees, who may not have regular access toelectronic training resources. The contest began with aknowledge sharing campaign that included distributing
informational posters, reviewing materials during daily
and weekly meetings, email outreach and promotions
through Yammer and WeChat.
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The contest encouraged employees to commit
PPG’s strict compliance requirements to memory,and rewarded the highest scoring participants withsmall gifts. More than 1,400 employees participatedacross the region, 94% of the total number of
eligible employees. A total of 288 participants
advanced to the final stage of the contest andearned a prize.
“ Compliance is always the foundation of
our corporate culture and the long-term
success of the company.”
James Dai,
PPG compliance director, Asia PacificCorporate Governance
PPG is governed by a Board of Directors inaccordance with our Corporate Governance
Guidelines. As of December 31, 2022, the PPG Boardof Directors was made up of 12 members. PPG’s Boardis actively engaged in developing our strategy andoverseeing its execution, including major businessand organizational initiatives, capital allocation
priorities and potential business development
opportunities. The Board uses its experiencein manufacturing, global business, science andtechnology, and marketing to oversee the executionof our strategy and capital allocation and works withsenior management to guide our strategy.

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Our compliance office is headed by our chiefcompliance officer (CCO), who reports to our senior
vice president and general counsel. The CCO
also reports to the Audit Committee two times per
year. Employees in our global compliance officeoversee general ethics and compliance matters,
investigations, export compliance, data privacy,
corporate security, ethics and compliance training
and more. They are supported by hundreds of
employees worldwide who help implement specificcodes, policies and initiatives.

Codes and policies
The PPG Global Code of Ethics, which is available in
32 languages, sets forth the principles that apply to all
employees – everywhere and in every circumstance.
Supplementing the code are specific policies
and procedures that include our Global Export
Control Policy, Gifts, Sponsorships and Charitable
Contributions Policy, Anti-Corruption Policy, Due
Diligence Procedure for Third Party Intermediaries,
Social Media Policy and Denied Country Policy.
Training and communications

Managing risk and compliance
The Executive Risk Committee (ERC), comprising the
Executive Committee and the director of corporate
audit services, leads our enterprise risk management
processes, including our annual risk assessment.
While the Audit Committee has primary responsibility
for overseeing enterprise risk management, our entire
Board is actively involved in risk management for PPG
by engaging periodically with company officers andother employees as appropriate.
The Audit Committee of the Board is also responsible
for overseeing ethics and compliance. We maintainan executive-level Global Ethics and Compliance
Committee chaired by our CEO, as well as regional
committees chaired by our regional business leaders.

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We conduct a global legal and compliance risk
assessment every two years. The most recent
assessment occurred in late 2021. We survey morethan 200 country, regional and global leaders
representing all our functions and business units
regarding 44 legal and compliance risks across ninerisk categories. We execute risk mitigation plans
for the top ten residual risks by region identified bythese assessments. The nine risk categories that we
considered in our most recent risk assessment are:
• Anti-corruption• Corporate compliance and culture• Safety and protection of assets• Export practices• Proprietary information• Employee relations• Records management/retention• Data privacy• Third-party management

Our employees have access to online trainings
in multiple languages through our Learning
Management System. These trainings cover, among
other topics, anti-corruption, competition law,
conflicts of interest, export compliance and the PPG
Global Code of Ethics. We also deliver in-person
training in every region, with particular focus in higherrisk regions and for higher-risk topics.
Our ethics intranet site provides information on
training resources, policies and procedures as well
as a mechanism for reporting ethics and complianceconcerns. We also communicate with all employees on
ethics and compliance topics throughout the year via:
• Virtual meetings highlighting ethics andcompliance topics• Manager toolkits including presentation materials 		
and discussion points• Topic-specific flyers and materials distributed to
U.S. manufacturing locations• Discussion guides designed to help managers lead
conversations on ethics and compliance topics.

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Reporting and investigations
The PPG Ethics Helpline is available for all employees
and third parties, including customers and suppliers,
to ask ethics and compliance questions or to reporta concern anonymously. The helpline is managed
by an independent, third-party firm with multilingual
representatives who are trained to listen carefully, ask
questions and document the situation accurately andanonymously.
Individuals also can contact several management
resources, including our human resources staff orchief compliance officer (CCO), to report concerns.
It is against PPG policy to retaliate against anyone formaking a good-faith report of a violation of law or the
PPG Global Code of Ethics.
Additionally, our “Speak Up Challenge” provides
a high-level review of our ethics and complianceinvestigations in the prior period, offers an in-depth
look at a specific ethics or compliance issue andencourages employees to report concerns. Past
topics have included diversity, equity and inclusion,
unprofessional behavior, workplace violence,
sexual harassment, and the value in speaking up/
investigation process.
We conduct two virtual roundtables each year withour businesses and functions to review the status of
the business’ and functions’ ethics and compliancetraining, ethics investigations, PPG Ethics helpline
activity and third-party due diligence program.

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Our compliance office handles all reported issues,
with each taken seriously and appropriately
addressed. Each case is assessed by anappropriately assigned functional or regional
investigator or team. Investigators review andpreserve relevant documentation, conduct interviews,
communicate relevant findings, prepare a final
report, and identify and ensure the completion of any
appropriate corrective actions. Disciplinary actions
are the responsibility of the human resources team in
conjunction with legal, compliance and the business.

Although the complexity of any allegation may
necessitate an extensive investigation, our goal is
to close the investigation and case report in a timely
manner. The person who reports the issue through the
helpline is given a case number to anonymously checkthe status of their report throughout the process. To
encourage involvement and promote transparency,
we provide data on reported ethics concerns to ouremployees throughout the year.
We track post-investigation corrective actions,
including by surveying people who reported
substantiated issues. Surveys focus on understanding
the reporter’s satisfaction with the handling of theirconcern to ensure that respondents are treated withrespect and that concerns are handled in a professional
and timely manner.

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Sustainability governance
Our Sustainability organization is responsible fordeveloping our corporate sustainability strategy andworking alongside our businesses and functions
to execute that strategy. The organization is led
by the vice president of global sustainability, andcollaborates with teams across PPG to drive ourenvironmental, social and governance (ESG) efforts,
including reducing the environmental impact ofoperations, mitigating climate change impacts,
identifying opportunities to increase sales ofsustainably advantaged products and growing PPG’s
positive impact on communities in which it operates.
The sustainability organization is assisted by ourmanagement-level Sustainability Committee, whichassists with creating action plans and ESG policies.
The vice president of global sustainability serves as
the risk owner for ESG, and is responsible for:• Working with other risk owners and across the 		organization to facilitate and drive action on
the top-tier ESG risks• Defining and monitoring appropriate leading and 		
lagging indicators associated with these risks• Bringing other insights that might be considered 		
relevant to the ERC for holistic, integrated
management of ESG risk across PPG

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SocialGovernanceTransparency

PPG’s programs, initiatives and activities in theareas of environment, health, safety, technology andsustainability are overseen by The Sustainability andInnovation Committee of the Board, with support
from other Board-level committees depending on theissues and risks involved. The Board engages withmanagement on ESG strategy, climate change risks
and opportunities, and has oversight of the trackingof our sustainability progress. The vice presidentof global sustainability reports progress to the
Sustainability and Innovation Committee three times
per year, and the full Board of Directors once per year.
To learn more about governance of our diversity,
equity and inclusion (DE&I) efforts, visit the DE&I
section.

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Our human rights highlights in 2022

Human
RightsWe respect the dignity andhuman rights of all people.

As stated in our Global Code of Ethics, we arecommitted to compliance with all laws pertaining
to freedom of association, privacy, collective
bargaining, immigration, working time, wages andhours in our operations throughout the world. We
also uphold laws prohibiting forced, compulsory
and child labor, human trafficking and employment
discrimination..

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Our approach to human rights in our operations

41%

of suppliers have agreed
to our Global Supplier Codeof Conduct since the launchof our eProcurement system
in 2021

We understand that upholding human rights extends
beyond avoiding oppression through issues such as
modern slavery or unsafe working conditions, andhave a comprehensive strategy to protect humanrights throughout our operations. Key componentsof our strategy are outlined throughout this report,
including:

700+

suppliers assessed
through ECOVADIS™

Diversity, equity and inclusion: We are committed
to valuing differences among us in experience,
perspective, background, race, age, national origin,religion, sex, sexual orientation, gender identity and/or expression, culture, interests, geography and style.
We strive for a collaborative environment in which
everyone is embraced for their differences and has
the chance to succeed. Learn more in the Diversity,
Equity and Inclusion section.

We engage with EcoVadis, a leading businesssustainability ratings company, to help understandour supplier performance and approach to managing
labor and human rights in their operations. The
average score of PPG suppliers in 2022 was above
EcoVadis’ market average score.
One of our focus areas in 2022 was incorporating
suppliers from our 2021 acquisition of Tikkurila into
our systems and processes. We have been working
to merge Tikkurila’s supplier platform with EcoVadis,
which helps promote consistency in how we measureand manage supplier performance. At the end of2022, 60% of rated Tikkurila suppliers had been
consolidated into PPG’s EcoVadis platform, andwe reached 100% in early 2023. Learn more in the
Supplier Sustainability section.

Equal opportunity: We base employment decisions
on job qualifications and merit, which include
education, experience, skills, ability and performance.
We give equal employment opportunity to – and will
not discriminate against – individuals on the basis ofany status protected by applicable laws.
Safety and health: A key PPG value is ensuring ourpeople return home safely each day. We are actively
working toward a goal of zero injuries by engaging
with our employees to improve our operating
practices around the world, investing in a safe work
environment and running our business with soundoperating practices. Learn more in the Safety and
Health section.

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Our approach to human rights in the value chain
We expect all of our contractors, suppliers andother business partners to respect and uphold ourcommitment to human rights in their operations.
Our suppliers are a core focus of our humanrights due-diligence process. We evaluate theircommitment and adherence to human rights throughour supplier onboarding process, assessments ofour high-risk suppliers globally and annual audits of
selected suppliers.
Community support: Our commitment extends into
the communities where we operate. We dedicate
financial contributions, apply our products and use
the power of our employee volunteers to address theneeds of our local communities and transform lives.
Learn more in the Community Engagement section.
Environmental impact: We are also committed topreserving and protecting the environment in which
we operate at all our locations around the world.
Minimizing the footprint of our operations is an
ongoing focus, and our locations are guided by oursustainability goals. Learn more in the Environmental
Overview section.
Product stewardship: Our vigorous productstewardship program aims to minimize the humanhealth and environmental impacts of our products
throughout their entire life cycle and to eliminate
substances of concern from our products. We havestandards and processes in place to help ensure our
products are developed, used and disposed of safely.
Learn more in the Product Stewardship section.

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Policies
Our Global Supplier Code of Conduct clarifies our
expectations in the areas of business integrity,labor practices, employee health and safety, andenvironmental management. Specific requirements
relating to human rights include:• Treating employees fairly, including with respect towages, working hours and benefits• Prohibiting all forms of forced or compulsory labor• Prohibiting the use of child labor• Respecting employees’ right to freedom of 		
association and collective bargaining, consistent 		
with local laws
• Providing safe and healthy working conditions• Complying with all applicable environmental laws 		
and regulations, and having processes in place 		to sustainably manage waste, air emissions, energy
consumption and water• Delivering products and services that meet 		applicable quality, health and safety standards

Our Supplier Sustainability Policy builds upon our
Global Supplier Code of Conduct by establishingexpectations for sustainability within our supply
chain. This policy reinforces our expectations that our
suppliers, as well as their subcontractors, will comply
with applicable laws and adhere to internationallyrecognized environmental, social and corporate
governance standards. Each supplier must evaluate
and maintain sustainable processes and raw material
sources throughout their supply chain. We encourage
our suppliers to innovate and develop products that
require less material and energy to produce.
Additional information about the steps we have taken
to ensure human rights are respected in our own
operations and our supply chain also can be foundin our California Transparency in Supply Chains Act
Statement and Modern Slavery and Human Trafficking
Statement.
We incorporate the supply base of any of our recent
acquisitions into our vendor management processes.
Our standard acquisition integration process includes
having suppliers attest to the Supplier Sustainability
Policy and ethics standards. This approach ensuresthat all PPG suppliers understand and meet our
expectations.

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Supplier engagement and management
Suppliers use our global eProcurement (ePro)platform’s supplier portal to do business with PPG. This
includes completing an electronic acknowledgementof our Global Supplier Code of Conduct and Supplier
Sustainability Policy and indicating compliance withdata privacy laws as they pertain to any relationshipwith PPG.
We engage with EcoVadis to leverage assessment
processes, tools, resources and insights to drive
sustainability standards and practices throughout our
global supply chain. Key assessment areas include
labor and human rights, which cover employee healthand safety, working conditions, child labor, forcedlabor, human trafficking, diversity, discrimination andharassment. EcoVadis sustainability intelligence
provides broad-scale supply chain risk screening andmapping, supplier sustainability metric scorecards
with actionable ratings, and audit and improvement
management capabilities. This information helps usalign our suppliers’ practices with PPG’s sustainability
commitments.
See the Supplier Sustainability section for additional
details on how we address human rights as part of our
procurement process.

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SocialGovernanceTransparency

Industry collaboration
Many human rights risks stem from industrywide challenges. We participate in many industry
collaborations to support a collective approach to
upholding human rights around the world.
We are a founding member of the RESPONSIBLE MICAINITIATIVE® (RMI), which aims to mobilize the supply
chain to eradicate child labor in India’s mica mines
through traceability efforts and community building
activities. RMI’s holistic approach focuses on threeprogram pillars:• Mica supply chain mapping and implementing 		workplace standards for mica collection
and processing• Community empowerment, including improving 		
educational resources and alternative means of 		livelihood, in villages that provide the mica workforce• Legal frameworks for the mica sector, including 		
advocacy for laws and regulations that support
workers and operators of mica mines, processors 		
and exporters
We participate in a range of other industry associations
and initiatives that support human rights. Learn more in
the Stakeholder Engagement section.

Ensuring Supplier Compliance
We expect suppliers to immediately report any
suspected violations of our Global Supplier Code of
Conduct through the PPG Ethics Helpline or otherspecified channels. In the event of any non-compliant
activity or violation of the Code, the supplier may berequired to provide a detailed corrective action plan
to address the deficiency. We reserve the right toterminate our relationship with any supplier that cannot
demonstrate compliance with the Code.
Employees, suppliers and other third parties cananonymously report suspected human rights violations
within our operations and those of our suppliers
through the PPG Ethics Helpline. The helpline ismanaged by an independent, third-party firm, and weinvestigate each allegation thoroughly and fairly.
Additional information on the helpline and our
expectations for a high standard of integrity andprofessional conduct for employees and business
partners can be found in the Governance Overview
section.

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Our supplier sustainability highlights in 2022

Supplier
Sustainability
We select suppliers that share oursustainability commitment and support
continued improvement throughout ourvalue chain.

In addition to our work to improve the efficiencyof our own operations, we work to understand theenvironmental and social impacts of our value chain
and reduce the negative impacts of our suppliers.

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3%

of additional diverse
spend identified throughexisting suppliers

70%

of invited suppliers have
responded to EcoVadis

In 2022, we spent over $10 billion withmore than 17,000 suppliers globally on raw
materials, indirect products and services,and the transportation of goods.

Over the last year, we continued to increase
our understanding of suppliers’ sustainability
performance and capabilities.
We launched a new internal Supplier Sustainability
Tracker in 2022, which helps identify ongoingsustainability programs and initiatives that support
improvements in supplier performance. Our Chief
Procurement Officer shares the most impactfulprograms identified through the tracker at quarterly
town hall meetings to increase awareness of leading
practices and identify opportunities to enhance thecapabilities of other suppliers.
We continued to expand the use of EcoVadis, aleading third-party ratings organization, to evaluate
our suppliers’ sustainability practices. As of the endof 2022, over 700 of our suppliers have responded tosurveys and been rated by EcoVadis.
In early 2023, our work has been focused on
onboarding suppliers from recent acquisitions toensure that our supplier management is consistentacross PPG. We have been working to merge
Tikkurila’s supplier platform with EcoVadis, whichhelps promote consistency in how we measure andmanage supplier performance. At the end of 2022,
60% of Tikkurila suppliers had been consolidated into
PPG’s EcoVadis platform, and we reached 100% in
early 2023.

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Our EcoVadis Program will continue to cover PPG’s
top-spend suppliers. In addition, we plan to extend
the scope of the program to suppliers that may
pose high risk, including country/geographical andindustry risks. Together with the EcoVadis team, we
are working to implement a tool for quick supplier risk
assessment.
Beyond the EcoVadis evaluations, we have shifted thefocus of our internal supplier evaluations to review ourmost critical and highest risk suppliers. We identify
suppliers for more in-depth review based on countryand industry-specific risks.
Through 2022, we worked with a third party topromote growth in our Supplier Diversity Program in
the U.S. Our partner helped us to identify an additional
3% of diverse spend through existing suppliers, andsourcing of potential new suppliers that meet thediverse supplier criteria.

SocialGovernanceTransparency

Excellent Supplier Awards
We recognize suppliers for performance thatconsistently exceeds our requirements with
the Excellent Supplier Awards, our highestlevel recognition for vendors. Our procurement,
business and functional teams evaluate
nominated suppliers for their quality, delivery
reliability, accurate documentation, innovation,
responsiveness, commercial value, compliance,service and sustainability. Suppliers are ultimately
recognized for performance in one of three
categories: competitive advantage & value,sustainability and supplier diversity. There wereeleven awardees in 2022.

Supply Chain Traceability
partnership with Porsche
Traceability is critical to confirming claims that
products are sourced and manufactured withminimal social and environmental harm. PPG
is working closely with partners to enhance
the accessibility of detailed information about
production processes throughout the supply
chain.
In one such partnership, PPG is the solecoatings company working with Porsche on a
project managed by Circularise, a transparency
and traceability start-up that uses blockchain
to track and share information across complex
supply chains. Circularise enables the secure
sharing of information related to carbon
emissions, lifecycle analyses, health & safety,
human rights, transportation informationand more. The company’s use of blockchain
is important because it allows participants
to share verifiable data without the threat of
exposing proprietary information about theirproduct composition or processes.
Circularise’s solution is built on Ethereum
blockchain, which uses the proof of stakemethod of validation. Proof of stake is lessenergy intensive than proof of work, which is themethod employed by some other blockchain
applications.

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Data highlights
Supplier sustainability audits by region		

Average EcoVadis score of suppliers
70

Supplier sustainability audits by region

60
50

On-site audits

Remote audits

40

Europe, Middle
East and Africa

26

1

30

U.S. and Canada

27

170

Asia Pacific71

Latin America

17

29

20
10
0
Overall

Environment

Labor &
Human
Rights

EthicsSustainable
Procurement

These audit results are in line with previous years and met
PPG’s expectations.

PPG Supplier Average Score
EcoVadis Average Score

Our approach to supplier sustainability
We expect our suppliers and their subcontractors to
fully comply with all applicable laws and to adhere
to internationally recognized environmental, socialand governance standards. We also expect our
suppliers to minimize the negative environmental
impacts from their operations and products, and tocontinuously improve their performance. Our Global
Code of Ethics, Supplier Sustainability Policy andGlobal Supplier Code of Conduct clearly state our
expectations for every supplier.

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Globally, we work to comply with evolving regulations
that impact our operations, and expect the same fromour suppliers. These regulations include the Modern
Slavery Act of 2015 in the UK; General Data Protection
Regulation (GDPR) in the EU; Registration, Evaluation,
and Restriction of Chemicals (REACH) in the EU;
and other third-party due-diligence screenings forcompliance purposes.
We are constantly working to improve our suppliersustainability programs. We benchmark our
performance against peers, improve our reportingand program visibility, consistently expand ourprograms and provide training to our staff. We
also create long-term plans on joint-sustainability
initiatives with third-party organizations to drive
future change.		
Visibility across the supply chain
Our procurement and sourcing teams use a standard
eProcurement (ePro) platform where all global
suppliers are registered. Within ePro, suppliers canacknowledge our Global Supplier Code of Conduct,
Sustainability Policy, and confirm compliance withdata privacy laws as they pertain to any relationshipwith PPG. Across our operations in the United States
and Canada (USCA) and Europe, Middle East andAfrica (EMEA) regions, we also use ePro for procure
to pay (P2P). We intend to extend ePro P2P into ouroperations in Latin America and Asia Pacific in the
future.

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We maintain an internal global spend visibility
database to help identify and manage potential highrisk suppliers throughout the supply chain. We assess
both our critical raw material, indirect, and logistics
suppliers, and high-risk suppliers throughout thevalue chain. Critical suppliers are identified based on
our total procurement spend, while high-risk suppliers
may be identified based on geographic position,industry and other factors. We evaluate and monitor
more than 1,000 suppliers based on these criteria
each year to gauge current or potential risks present
in our value chain.
PPG works with EcoVadis, a leading third-party ratingsorganization that assesses responsible practices ofmore than 60,000 companies worldwide, to evaluate
the sustainability of suppliers across our supply
base. EcoVadis evaluates suppliers across four key
segments:• Environment: Energy consumption, product use, 		customer health and safety, and biodiversity• Labor and human rights: Employee healthand safety, working conditions, child labor, forced 		labor, human trafficking, diversity, discriminationand harassment• Ethics: Corruption and anticompetitive practices• Sustainable procurement: Supplier environmental
and social practices

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SocialGovernanceTransparency

Suppliers receive an EcoVadis scorecard which
provides an overall corporate social responsibility
performance rating, and allows them to benchmark
their performance against peers in the same industry.
Our procurement organization uses these insights tomake sourcing decisions and drive improved supplierperformance.
We collaborate with external partners to incentivize
broader systemic action in particularly high-risk
geographic areas and industries. As an example,
we are founding members of the Responsible Mica
Initiative, which aims to enable a responsible andsustainable mica supply chain in India. Learn more in
the Human Rights section.

Monitoring supplier performance
Our Procurement organization works across ourdepartments, regions and businesses to identify,
assess and audit potential and existing suppliers
on an ad-hoc or scheduled basis.
Suppliers are selected for audits based on anassessment which may include factors such as
business impact, supply chain risk, product category,
supplier development, quality requirements andsustainability performance. We evaluate suppliers on
criteria which may include:• Product and process reviews• Production process: formulations, packaging
and shipping• Financial stability• Quality systems: key controls, inspection andtesting, abnormality reporting and continuous
improvement• Human rights and regulatory performance• Environmental, health and safety performance• Contamination prevention• Other: training, industry-specific certifications, 		sustainability processes and contingency plans
Suppliers that perform well are moved to or
maintained in PPG’s approved supplier pool. Low
scoring suppliers may be placed on a performance
improvement plan and face temporary suspension
or discontinuation of business, depending on theaudit findings.

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Supplier diversity
Our Supplier Diversity program aims to increase
opportunities for diverse suppliers, and ultimately
drive PPG spend to qualified diverse suppliers. Our
company and communities benefit when we provide
equal opportunities for diverse suppliers to compete
for our business.

Engaging with suppliers
Each year, we also recognize suppliers whose
performance consistently exceeds our expectations
with our Excellent Supplier Awards. Suppliers arenominated based on quantitative and qualitative
criteria, including commercial value, innovation,
service, sustainability, quality and compliance.
Awards are given to outstanding suppliers across our
suppliers, logistics providers and energy providers.

Our Supplier Diversity program supports this effort byworking across four focus areas:• Data and technology: Building data systems
and capabilities within PPG to identify qualified
suppliers• Operational program elements: Ensuring that 		
qualified suppliers are included in sourcing projects
and supported as needed• Resources to drive results: Facilitating leadershipand buyer awareness, support and collaboration• Effective outreach: Reaching out to qualified 		
suppliers, putting on events, and raising awarenessof the program internally and externally

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The diverse supplier program applies to the USCA
region of PPG, primarily in the United States. The
program is supported by our Procurement Centerof Excellence, which helps identify tools, suppliers
and best practices to share across the program
participants. To be considered for the Supplier
Diversity program, suppliers must meet requirements
laid out by certifying entities and government
agencies. Qualifying suppliers include U.S. owned andprivately held businesses that are owned by veterans,
minorities, members of the lesbian, gay, bisexual,
transgender and queer (LGBTQ+) community, people
with disabilities and women.

In addition to helping suppliers evaluate and improvetheir sustainability performance, we seek their help
in improving our own. We are increasingly gathering
detailed information on the sustainable attributesof the raw materials used in our formulations. We
identify products that contain bio-based materials,
recycled content and are lower toxicity chemicals.
Discussions with our largest suppliers regarding
areas of collaboration on sustainable raw materials
will continue to increase as we look to improve
the sustainability of our products. Expanding theinformation available to our procurement teams
helps us manage the environmental and social
impacts of our procurement decisions. Other
examples of supplier engagement include asking
suppliers to provide more environmentally conscious
products, recycling packaging used to ship materials
to our facilities and offering more fuel-efficienttransportation services.
Learn more in the Stakeholder Engagement section.

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Responsible
Minerals
Sourcing
PPG is committed to ethical businessconduct and responsible sourcing.

We work diligently with our global supply chain
partners to reduce the negative impacts on people
and communities associated with conflict minerals
or other minerals sourced from areas where there isa risk of human rights abuses in the supply chain of
these minerals.

SocialGovernanceTransparency

PPG is committed to ethical business conduct andresponsible sourcing. We work diligently with ourglobal supply chain partners to ensure our products
do not incorporate conflict minerals, cobalt, mica, andsilicon from entities that directly or indirectly financeconflict or may be linked to human rights abuses in an
attempt to support the development of economy incertain high-risk areas.
Many of the raw materials we use that contain conflictminerals pass through a variety of intermediaries
before reaching our company. We do not purchasedirectly from the smelters or the producers of theminerals in our raw materials. Therefore, we must rely
on our suppliers to identify the sources of the minerals
in our raw materials and to declare the conflict mineral
status of their products, as stated in our Responsible
Minerals Sourcing Policy.

Consistent with our commitment to social
responsibility and sustainability, we expect
each of our suppliers to:• Conduct due diligence on its supply chain in 		
accordance with the Organization for Economic		
Co-Operation and Development’s Due Diligence 		
Guidance for Responsible Supply Chains ofMinerals from Conflict-Affected and High-Risk Areas• Determine the source of any conflict minerals or 		
products containing conflict minerals that aresupplied to us• Provide the conflict minerals source information 		that is necessary to support our due diligence 		and reporting obligations under the SEC’s Conflict 		
Minerals rules• Notify us if a supplied product contains conflict 		
minerals originating in the Democratic Republic of 		
Congo (DRC) or surrounding countries
We also work with the suppliers of other minerals ofconcern to trace the origin of these minerals in aneffort to ensure that our suppliers are meeting their
obligations under PPG’s Supplier Code of Conduct.
Suppliers that are not able to provide adequate
information about the source of any conflict minerals
or other minerals of concern in the products supplied
to PPG shall be evaluated by our procurement
department and may be denied future PPG business.
To learn more, read our most current Conflict Minerals
Report.

117 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

Cybersecurity
and Data Privacy
Our security protocols and practices
ensures the protection of sensitive
information and systems.

We apply stringent cybersecurity and data privacy
protocols and practices throughout our systems.
Our approach ensures the protection of our
information, and that of our customers and others.
Cybersecurity
PPG’s cybersecurity program is designed to protect
and preserve the confidentiality, integrity andcontinued availability of all information that we own
or is in our care. Our program is based on the U.S.
National Institute for Standards and Technology (NIST)
standards and other applicable industry standards.

118 | PPG ESG Report 2022

SocialGovernanceTransparency

Our cybersecurity program includes:

Data Privacy• a cyber incident response plan that provides 		
controls and procedures for timely and accurate 		reporting of any material cybersecurity incident(s)• easy-to-use tools for employees to report potential
phishing emails• annual security training for employees, including
periodic phishing testing to ensure our employees
remain vigilant and compliant with our expectations• periodic testing of cybersecurity posture using
third parties

Our internal data privacy policies are designed toprevent unauthorized access to, and disclosure of,
personal information using a range of operational
and technological safeguards. Our employees also
receive training on data privacy concepts to prevent
any misuse of personal information. When we sharepersonal information with third parties, we takecontractual measures to ensure such information
is protected and processed in accordance withapplicable laws. We closely monitor evolving data
privacy and data protection legislation around theworld and update our policies and procedures tocomply with current regulations.

Our vice president and chief information officer (CIO)
oversees our cybersecurity program. The PPG Boardof Directors’ Audit Committee, which has oversightof cybersecurity risk, receives a bi-annual report andbriefing from the CIO and chief information security
officer (CISO) on cybersecurity matters. In addition,
the full Board receives periodic briefings from the CIO
on our cybersecurity program and any other relevantcybersecurity matters.
The full Board and the Audit Committee also
periodically receive updates about the results ofexercises performed by advisors that provide an
independent assessment of our cybersecurity
program and internal response preparedness.
We maintain insurance covering certain costs that we
may incur in connection with cybersecurity incidents.

We have a global data privacy manager responsible
for ensuring the ongoing compliance of PPG’s data
privacy and data protection policies and procedures,
who reports to our chief compliance officer (CCO).
The CCO oversees our data privacy program andprovides regular reports to the PPG Board of
Directors’ Audit Committee.
Our privacy notices and statements outline how
we collect, use and protect personal information
provided to PPG. When personal information is nolonger required, we destroy, anonymize or disposeof it using secure methods in accordance withapplicable requirements.
Learn more, access our Global Data Privacy
Statement and contact us at our privacy website.

Sustainability @ PPG

Products

Transparency

119 | PPG ESG Report 2022

Environmental

SocialGovernanceTransparency

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

This report has been prepared in accordance with
the newly updated Global Reporting Initiative (GRI)
Standards, the Sustainability Accounting Standards
Board (SASB) Chemical Industry Standard and theTask Force on Climate-Related Financial Disclosures(TCFD) Recommendations.

About thisReportWe are committed to transparent
reporting on our ESG performance.

PPG recognizes the importance of clear,accurate reporting on the ways that we manage
sustainability-related risks, act on opportunities andunderstand the impacts of our business on all of our
stakeholders. We aim to consistently advance ourdisclosure as we improve our approach to managing
sustainability-related issues.

Unless otherwise noted, the information and datacontained in this report cover all employees, PPG
locations and joint ventures where we maintain atleast 50% ownership. Monetary figures are U.S.
dollars unless otherwise noted.
In 2022, we once again engaged Lloyd’s Register
Quality Assurance to provide limited assuranceon our scope 1 and scope 2 greenhouse gas data.
We are confident our internal processes provide
sufficient oversight regarding the accuracy of all otherinformation we present, and we continue to explore
assurance options to provide independent verificationof our disclosure as expectations evolve.
This report, inclusive of the 2022 reporting year,
contains forward-looking statements that reflect ourcurrent views about our business plans, initiatives andobjectives, which may change based on subsequentdevelopments.
We encourage you to provide feedback on this reportand our sustainability performance via email, ashort online survey or a letter sent to PPG, One PPG
Place, Pittsburgh, PA 15272, Attention: Corporate
Communications.

120 | PPG ESG Report 2022

Sustainability @ PPG

Products

Data Index

121 | PPG ESG Report 2022

Environmental

SocialGovernanceTransparency

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Process Safety Incidents
Event type

Root cause(s)Corrective actions

Tier

Spill/release during non-bulk material movement

Human error

Training: Re-training of all affected employees

I

Work methods/work instructions - Vague guidance,
Correct methods or instructions not used

Change: Procedure/work practice change

Equipment/process - equipment malfunctioned

Change: Procedure/work practice change

Spill/release during manufacturing process

II

Warnings: Warning signs, lights, beacons, strobes, floor
markings
Eliminate/engineer: Engineering or process control that
IS monitored by process control circuitry, engineering orprocess control NOT monitored by process control circuitry
Other non-risk: Investigate or analyze the problem
Spill/release during manufacturing process

Equipment/process - improperly designed

Other non-risk: Investigate or analyze the problem

II

Repair: Repair only the equipment that failed and caused
the risk
Eliminate/engineer: Change to equipment/machine thateliminates the risk
Spill/release during manufacturing process

Equipment/process - improperly designed

Repair: Repair only the equipment that failed and caused
the riskWork methods/work instructions - work instructions
not correct

Other non-risk: Investigate or analyze the problem
Change: Procedure/work practice change
Guarding: Fence, guard, or proximity device (noninterlocked)
Inspection: Conformance to requirements or condition
monitored via management intervention process system
and/or routine inspect

122 | PPG ESG Report 2022

I

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Process Safety Incidents
Event type

Root cause(s)Corrective actions

Tier

Spill/release caused by equipment failure/offsite
environmental impact

Equipment/process - no or missed preventive maintenance

Other non-risk: Investigate or analyze the problem

I

Work environment - general environment (hot, cold, wet,tight places, etc.)

Inspection: Checklist, inspection, or add to preventative
maintenance schedule, inspect, and repair all related
equipment, and add to preventative maintenance program

Work methods/work instructions - vague guidance

Eliminate/engineer: Hazard reduction by substitution withlower hazard
Repair: Repair only the equipment that failed and caused
the risk
Guarding: Fence, guard, or proximity device (noninterlocked)

Spill/release during manufacturing process

Spill/release during non-bulk material movement

Human error

Inspection: Checklist, inspection, or add to preventative
maintenance schedule

Equipment/process - no or missed preventive maintenanceTraining: Re-training of all affected employees

Human error

Change: Procedure/work practice changeWork methods/work instructions - vague guidanceIntervention: Re-training of person involved

Work environment - congestion

Eliminate/engineer: Hazard elimination by change toprocess or materials

II

I

Other non-risk: Investigate or analyze the problem
Spill/release caused by equipment failure/Employee
injury with hospitalization and surgery

Work methods/work instructions - instructions not available,no, or inadequate training

Change: Procedure/work practice change

Equipment/process - equipment malfunctioned

Warnings: Warning signs, lights, beacons, strobes, floor
markings

I

Eliminate/engineer: Hazard elimination by change toprocess or materials
Spill/release during manufacturing process

Equipment/process - equipment malfunctioned

Conduct reliability testing on failed equipment
Other non-risk: Investigate or analyze the problem

123 | PPG ESG Report 2022

II

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Process Safety Incidents
Event type

Root cause(s)Corrective actions

Tier

Spill/release caused by equipment failure/employee injury
without hospitalization

Human error

Training: Re-training of all affected employees

I

Work methods/work instructions - work methods not correct

Other non-risk: Ancillary action with no risk reduction
capability
Change: Procedure/work practice change

Spill/release during manufacturing process

Equipment/process - equipment malfunctioned, excessive
wear and tearRepair: Repair only the equipment that failed and caused
the riskII

Spill/release during manufacturing process

Work environment - congestion

Warnings: Warning signs, lights, beacons, strobes, floor
markings

I

Human error

Training: Re-training of all affected employees

I

Equipment/process - improperly designed, no or missed
preventive maintenance

Change: Procedure/work practice changeWork methods/work instructions - no or inadequate training
Spill/release caused by equipment failure

Eliminate/engineer: Hazard elimination by change toprocess or materials, engineering or process control
that IS monitored by process control circuitry
Inspection: Checklist, inspection, or add to preventative
maintenance schedule

Spill/release during non-bulk material movement

Work environment - mobile equipment interface

Change: Procedure/work practice change

II

Spill/release during manufacturing process

Equipment/process - equipment malfunctioned

Repair: Repair only the equipment that failed and caused
the riskII

Spill/release caused by equipment failure

Equipment/process - equipment malfunctioned, improperly
designed

Eliminate/engineer: Change to equipment/machine thateliminates the risk

I

Work methods/work instructions - Work methods notcorrect

Guarding: Fence, guard, or proximity device (interlocked to
shut down equipment)
Change: Procedure/work practice change
Training: Re-training of all affected employees
Inspection: Inspect and repair all related equipment, andadd to preventative maintenance program
Conduct hazard and operability study (HAZOP)

124 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Process Safety Incidents
Event type

Root cause(s)Corrective actions

Tier

Spill/release during manufacturing process

Equipment/process - control logic failure

Eliminate/engineer: Engineering or process control that IS
monitored by process control circuitry

I

Change: Procedure/work practice change
Conduct hazard and operability study (HAZOP)
Spill/release during manufacturing process

Human error

Training: Re-training of all affected employees

I

Equipment/process - improperly designed

Eliminate/engineer: Change to equipment/machine thateliminates the risk

Spill/release during manufacturing process

Work methods/work instructions - vague guidance

Eliminate/engineer: Hazard elimination by change toprocess or materials

II

Spill/release during manufacturing process

Human error

Training: Re-training of all affected employees

I

Work methods/work instructions - vague guidance

Other non-risk: Ancillary action with no risk reduction
capability

Equipment/process - equipment malfunctioned

Repair: Repair only the equipment that failed and caused
the risk
Eliminate/engineer: Hazard elimination by change toprocess or materials

Spill/release during manufacturing process

Human error

Warnings: Warning signs, lights, beacons, strobes, floor
markings

Work methods/work instructions - vague guidance

Repair: Repair only the equipment that failed and caused
the risk

II

Intervention: Re-training of person involved
Other non-risk: Experimental solution - results unknown
Spill/release during manufacturing process

Work environment - congestion
Work methods/work instructions - vague guidance

125 | PPG ESG Report 2022

Training: Re-training of all affected employees

ISustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Process Safety Incidents
Event type

Root cause(s)Corrective actions

Tier

Spill/release during manufacturing process

Human error

Other non-risk: Investigate or analyze the problem

II

Intervention: Coaching/counselling of person involved
Spill/release during manufacturing process

Work methods/work instructions - instructions not available

Inspection: Checklist, inspection, or add to preventative
maintenance scheduleI

Spill/release during manufacturing process

Human error

Training: Re-training of all affected employees

I

Spill/release/chemical splash but no injury

Equipment/process - equipment malfunctioned

Repair: Repair only the equipment that failed and caused
the riskI

Spill/release/chemical splash but no injury

Human error

Change: Procedure/work practice change

II

Spill/release during manufacturing process

Human error

Other non-risk: Investigate or analyze the problem

I

Equipment/process - improperly designed, inadequate
alarms or warning system

Change: Procedure/work practice changeWork methods/work instructions - correct methods or
instructions not used, no or inadequate training, instructions
not available

Eliminate/engineer: Engineering or process control that IS
monitored by process control circuitry

Organizational/management causes - workplaceorganizational conditions

Training: Re-training of all affected employees

Spill/release during manufacturing process

Human error

Intervention: Discipline of person involved

I

Spill/release during manufacturing process

Human error

Inspection: Checklist, inspection, or add to preventative
maintenance scheduleI

126 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

Multi-year data highlights

SocialGovernanceTransparency

2018

2019

2020

2021

2022

Net sales (millions)$15,374$15,146$13,834$16,802$17,652

Net income from continuing operations (millions)$1,323$1,243$1,056$1,420$1,028Adjusted earnings per diluted share from continuing operations1

$5.92

$6.22

$6.12

$6.77

$6.05

Dividends per share

$1.86

$1.98

$2.10

$2.26

$2.42

Percent of sales from sustainably advantaged products

32%

33%

35%

38%

39%

Total waste disposed (thousand metric tons)

144.89112.49

89.68

90.18

116.70Waste disposal intensity (metric tons per 100 metric tons of production)

3.02

2.46

2.10

2.05

2.79

Hazardous waste generated (thousand metric tons)

117

113

94

96

88

Recycled or recovered hazardous waste (percent)

50%

47%

52%

54%

53%

Non-hazardous waste generated (thousand metric tons)

116

82

71

74

101

Recycled or recovered non-hazardous waste (percent)

25%

35%

37%

38%

25%

Water withdrawn (million cubic meters)

19.15

18.73

15.28

17.72

17.73

Net water consumption (million cubic meters)

4.58

4.58

1.99

3.35

3.09

Water intensity (cubic meters per metric ton of production)

3.99

4.09

3.57

4.03

4.24

Energy consumption (million gigajoules)

14.24

13.45

11.12

12.92

12.71

Total energy intensity (gigajoules per metric ton of production)

2.96

2.94

2.60

2.94

3.04

Direct energy intensity (gigajoules per metric ton of production)

1.74

1.70

1.48

1.75

1.77

Indirect energy intensity (gigajoules per metric ton of production)

1.22

1.23

1.13

1.19

1.27

Total greenhouse gas emissions(million metric tons of carbon dioxide equivalents)

1.03

0.96

0.80

0.87

0.87

Total greenhouse gas emissions intensity(metric tons of emissions per metric ton of production)

0.21

0.21

0.19

0.20

0.21

Direct (scope 1) greenhouse gas emissions intensity(metric tons of emissions per metric ton of production)

0.09

0.09

0.08

0.09

0.09

Economic					Environmental 					2127 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Multi-year data highlights

2018

2019

2020

2021

2022

Indirect (scope 2) greenhouse gas emissions intensity(metric tons of emissions per metric ton of production)

0.13

0.12

0.11

0.11

0.11

Spills and releases rate (total spills and releases per 1,000 employees)

1.32

1.25

1.24

1.28

1.50

Total employees (average)

47,30047,60046,90049,30052,000

Fatalities

1

0

0

0

0

PPG injury and illness rate

0.27

0.32

0.26

0.26

0.30

Sites implementing a wellness program (percent)(from 2018-2021 we reported percent of sites with 50 or more employees)

58%

70%

70%

90%

61%

Charitable contributions (millions)

$9.1

$11.8

$13.0

$13.3

$16.2

Sites implementing the PPG Community Engagement Framework (percent)

70%

65%

80%

80%

70%

Employee volunteer hours

24,80236,0003,587

11,75025,000Social3

1 Beginning in 2021, the Company reports adjusted earnings per diluted share excluding amortization expense relating to intangible assets from completed acquisitions. Adjusted earnings per diluted share for 2020 has been 		recast to exclude acquisition-related amortization expense. For detailed information regarding these adjustments, see the Regulation G Reconciliation in Item 7 of our 2022 Form 10-K.
2 Environmental data changes from prior reporting reflect adjustments for acquired and divested locations from the 2017 baseline onward. Energy data also include adjustments for closed locations.
3 Volunteer hours for 2018 are for our Colorful Communities program only. Data for 2019-2022 is for the Colorful Communities program and Charity Partner program in Europe, Middle East and Africa.

128 | PPG ESG Report 2022

Sustainability @ PPG

Products

GRI Index

129 | PPG ESG Report 2022

Environmental

SocialGovernanceTransparency

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

GRI Standard/Other Source

Disclosure2022 ESG Report Location

External Link

2-1 Organizational Details

About PPG

2022 Annual Report & Form 10-K

2-2 Entities included in theorganization’s sustainability
reporting

About PPG

2022 Annual Report & Form 10-K
(pages 3-9) Worldwide Operations

2-3 Reporting period, frequency
and contact point

About This Report

Additional Detail

Omission

General Disclosures
GRI 2:
General Disclosures 2022

PPG’s 2022 ESG Report covers
all of the entities included in its
consolidated financial reporting.

2-4 Restatements of information

Indicated, when necessary,throughout the report.

2-5 External assurance

Emissions

GHG Assurance

2-6 Activities, value chain andother business relationships

About PPG
Products Overview
Supplier Sustainability

2022 Annual Report & Form 10-K
(pages 3-9)

2-7 Employees

People Overview

2-8 Workers who are not
employees

2-9 Governance structure andcomposition

130 | PPG ESG Report 2022

This information is not available,
PPG does not track data on
workers who are not employees
at a global level.
Governance Overview

Board of Directors
2023 Proxy Statement(page 11-12)
Corporate Governance Guidelines

2-10 Nomination and selection of
the highest governance body

Nominating and GovernanceCommittee

2-11 Chair of the highest
governance body

Board of Directors

2-12 Role of the highest
governance body in overseeing
the management of impacts

Sustainability and Innovation
Committee

Sustainability @ PPG

Products

Environmental

SocialGovernance

GRI Standard/Other Source

Disclosure2022 ESG Report Location

2-13 Delegation of responsibility
for managing impacts

Governance Overview

Transparency

External Link

Additional Detail

General Disclosures
GRI 2:
General Disclosures 2022

2-14 Role of the highest
governance body in sustainability
reporting

Our ESG Report is reviewed by
our Board of Directors.

Corporate Governance Guidelines
Global Code of Ethics

2-15 Conflicts of interest

131 | PPG ESG Report 2022

2-16 Communication of criticalconcerns

Governance

2-17 Collective knowledge of thehighest governance body

Governance Overview

Our Sustainability Committee’s
work is reviewed by our Boardof Directors’ Sustainability
and Innovation Committee.
The Sustainability Committee
establishes policies, programs
and procedures, including
metrics, to help us better
understand and address
sustainability in our businesspractices in order to remain aleader in the business segments
in which we participate.

2-18 Evaluation of theperformance of the highest
governance body

Corporate Governance Guidelines

2-19 Remuneration policies

2023 Proxy Statement(pages 36-75)

2-20 Process to determine
remuneration

Human Capital Management
and Compensation Committee

2-21 Annual total compensation
ratio

2023 Proxy Statement(page 71)

Omission

Sustainability @ PPG

Products

Environmental

SocialGovernance

GRI Standard/Other Source

Disclosure2022 ESG Report Location

2-22 Statement on sustainable
development strategy

To Our Stakeholders
Sustainability Vision, Values,
Approach2-23 Policy commitments

Governance
Human Rights
Environment Overview

Transparency

External Link

Additional Detail

General Disclosures
GRI 2:
General Disclosures 2022

Safety and Health
Product Stewardship2-24 Embedding policy
commitments

Supplier Sustainability
Human Rights
Environment
Governance Overview
Safety and Health
Product Stewardship

Global Code of Ethics

2-25 Processes to remediate
negative impacts

Global Code of Ethics

2-26 Mechanisms for seeking
advice and raising concerns

PPG Ethics Helpline

2-27 Compliance with laws andregulations

132 | PPG ESG Report 2022

Global Code of Ethics
Code of Ethics for Senior
Financial Officers
Global Anti-Corruption Policy

Waste, Spills and Releases
Water, Water Non-Compliances

2022 PPG Annual Report & Form
10-K, Legal, Regulatory, Item
3. Legal Proceedings (page 13)
Environmental Matters(page 61-63)

Stakeholders and otherinterested parties may sendcommunications to the Board, theindependent directors (individuallyor as a group) or the lead director
in writing by sending them in careof our corporate secretary at PPG,
Inc., One PPG Place, Pittsburgh,
Pennsylvania 15272.

Omission

Sustainability @ PPG

Products

Environmental

SocialGovernance

GRI Standard/Other Source

Disclosure2022 ESG Report Location

2-28 Membership associations

Stakeholder Engagement

2-29 Approach to stakeholder
engagement

Stakeholder Engagement

Transparency

External Link

Additional Detail

General Disclosures
GRI 2:
General Disclosures 2022

2022 PPG Annual Report & Form
10-K, Human Capital(page 7)2-30 Collective bargaining
agreements

Material Topics
GRI 3: Material Topics 2022

3-1 Process to determinematerial topics

Priority issues

3-2 List of material topics

Priority issues

Decarbonizing PPG operations, supply chain, and customer emissions
GRI 3: Material Topics 2021

3-3 Management of material
topicsEnergyEmissions
Climate-related risks andopportunities

GRI 201: Economic Performance2016

201-2 Financial implications andother risks and opportunities due
to climate change

Climate-related risks andopportunities

GRI 302: Energy 2016302-2 Energy consumption
outside of the organization

Energy133 | PPG ESG Report 2022

Our global prioritizationassessment identified priority
issues from a stakeholder andfinancial impact perspective. For
the purpose of reporting to the
GRI, material topics have been
designated based on those withthe most significant impacts on
the economy, environment, andpeople, including impacts on their
human rights.

Omission

Sustainability @ PPG

Products

GRI Standard/Other Source

Disclosure

Environmental

SocialGovernance2022 ESG Report Location

Transparency

External Link

Additional Detail

Omission

Decarbonizing PPG operations, supply chain, and customer emissions
GRI 302: Energy 2016302-2 Energy consumption
outside of the organization

This information is not available,
PPG is unable to estimate energy
consumption outside of theorganization. PPG is working tounderstand electricity use in our
upstream and downstream value
chain.

303-3 Energy intensity

Energy302-4 Reduction of energy
consumption

Energy302-5 Reductions in energy
requirements of products andservices

GRI 305: Emissions 2016305-1 Direct (scope 1) GHG
emissions

Emissions

GHG Assurance

305-2 Energy indirect (scope 2)
GHG emissions

Emissions

GHG Assurance

305-3 Other indirect (scope 3)
GHG emissions

134 | PPG ESG Report 2022

This information is notaggregated at the company level.
We calculate the contribution toenergy reduction of individual
products, but have not beenable to calculate the overall
contribution of PPG products
and services.

This information is not available,
due to gaps in our understandingof GHG emissions in our value
chain. We are working with our
suppliers and customers tocomplete our scope 3 GHG
inventory, and intend to report
our indirect emissions in our
next ESG report, which will be
published in 2024.

Sustainability @ PPG

Products

GRI Standard/Other Source

Disclosure

Environmental

SocialGovernance2022 ESG Report Location

Transparency

External Link

Additional Detail

Omission

Decarbonizing PPG operations, supply chain, and customer emissions
GRI 305: Emissions 2016305-4 GHG emissions intensity

Emissions305-5 Reduction of GHG
emissions

Emissions

GHG Assurance

305-6 Emissions of ozonedepleting substances
305-7 Nitrogen oxides, sulfur
oxides, and other significant air
emissions
GRI 308: Supplier Environmental
Assessment

Emissions308-1 New Suppliers that werescreened using environmental
criteria
308-2 Negative environmental
impacts in the supply chain andactions taken

PPG does not have a global policy
for pre-screening suppliers forenvironmental criteria.
Supplier sustainability

Managing interactions with water as a shared resource
GRI 3: Material Topics 2021

3-3 Management of material
topicsWater

GRI 303: Water and Effluents2018

303-1 Interactions with water as ashared resource

Water

303-2 Management of water
discharge-related impacts

Water

303-3 Water withdrawal

Water

135 | PPG ESG Report 2022

Sustainability @ PPG

Products

GRI Standard/Other Source

Disclosure

Environmental

SocialGovernance2022 ESG Report Location

Transparency

External Link

Additional Detail

OmissionManaging interactions with water as a shared resource
GRI 303: Water and Effluents2018

303-4 Water discharge

Water

GRI 303: Water and Effluents2018

303-5 Water consumption

Water

GRI 306: Effluents and Waste

306-3 Significant Spills

Waste

Using circular economy principles to reduce impacts from materials and waste
GRI 3: Material Topics 2021

3-3 Management of material
topicsGRI 301: Materials 2016

301-1: Materials used by weightor volume

PPG does not report data on
the materials used to produce
and package our products
and services, as this data is
confidential.

301-2 Recycled input materials
used

PPG is unable to report a figure forthe total amount of recycled input
materials used to manufacture ourprimary products and services, as
this data is not aggregated at a
global level.

301-3 Reclaimed products andtheir packaging materials

PPG is unable to report anaggregate figure for reclaimed
products and packaging
materials, as this data is notaggregated at a global level.

GRI 306: Waste 2020

136 | PPG ESG Report 2022

Waste

306-1 Waste generation andsignificant waste-related impacts

Waste306-2 Management of significant
waste-related impacts

Waste306-3 Waste generated

Waste

306-4 Waste diverted from
disposalWaste

306-5 Waste directed to disposal

WasteSustainability @ PPG

Products

GRI Standard/Other Source

Disclosure

Environmental

SocialGovernance2022 ESG Report Location

Ensuring safe work environments and promoting employee well-being
GRI 3: Material topics 2021

3-3 Management of material
topicsSafety and Health

GRI 403: Occupational Healthand Safety 2018403-1 Occupational health andsafety management system

Safety and Health403-2 Hazard identification,risk assessment and incident
investigation

Safety and Health, Preventing
injury and illness
Governance, Codes and Policies

403-2 Hazard identification,risk assessment and incident
investigation

Safety and Health403-3 Occupational healthservices

Wellness403-4 Worker participation,
consultation and communication
on occupational health and safety

Safety and Health403-5 Worker training on
occupational health and safety

Safety and Health403-6 Promotion of worker health

Safety and HealthWellness403-7 Prevention and mitigationof occupational health andsafety impacts directly linked bybusiness relationships

Safety and Health403-8 Workers covered by an
occupational health and safety
management system

Safety and Health403-9 Work-related injuries

Safety and Health403-10 Work-related ill health

Safety and Health137 | PPG ESG Report 2022

Transparency

External Link

Additional Detail

Omission

Sustainability @ PPG

Products

GRI Standard/Other Source

Disclosure

Environmental

SocialGovernance2022 ESG Report Location

Transparency

External Link

Additional Detail

Omission

Maintaining positive community relationships
GRI 3: Material topics 2021

3-3 Management of material
topicsCommunity Engagement

GRI 413: Local Communities
2016413-1 Operations with local
community engagement, impact
assessments and development
programs

Community Engagement413-2 Operations with significant
actual and potential negative
impacts on local communities

Safety and Health
Product StewardshipCommunity Engagement

None of our operations had actual
significant negative impacts on
local communities during thereporting period. Our approachto managing potential negative
impacts is discussed throughout
this report.

Fostering a diverse, equitable and inclusive work force
GRI 3: Material topics 2021

3-3 Management of material
topicsDiversity, Equity and Inclusion

GRI 405: Diversity and Equal
Opportunity 2016405-1 Diversity of governancebodies and employees

Diversity, Equity and Inclusion

405-2 Ratio of basic salary andremuneration of women to men

GRI 406: Non-discrimination

138 | PPG ESG Report 2022

406-1 Incidents of discriminationand corrective action taken

2023 Proxy Statement, (page 11)
Diversity of Our Directors
EEO-1 (United States)
This data is not available at a
global level. We are working to
improve the quality of this dataand intend to report against thisindicator in the future.

Diversity, Equity and Inclusion
Governance Overview

Sustainability @ PPG

Products

GRI Standard/Other Source

Disclosure

Environmental

SocialGovernance2022 ESG Report Location

Transparency

External Link

Additional Detail

Omission

Addressing chemical-related social and environmental impacts, real and perceived
GRI 3: Material Topics 2021

3-3 Management of material
topics

Product Stewardship

GRI 416: Customer health andsafety 2016416-1 Assessment of the healthand safety impacts of product andservice categories

Sustainably Advantaged Products
Product Stewardship416-2 Incidents of noncompliance concerning the healthand safety impacts of products
and services
GRI 417: Marketing and Labeling2016417-1 Requirements for productand service information andlabeling

This data is not available at a
global level.

Product Stewardship417-2 Incidents of noncompliance concerning productand service information andlabeling

This data is not available at a
global level.

417-3 Incidents of noncompliance concerning marketing
communications

This data is not available at a
global level.

Providing ESG training and career progression pathways for our people
GRI 3: Material Topics 2021

3-3 Management of material
topicsGRI 404: Training and education
2016404-1 Average hours of training
per year per employee

139 | PPG ESG Report 2022

Learning and Leadership
Development
This data is tracked in adecentralized manner due tovariability in training across oursites and business units, andcannot be reported at a global
level.

404-2 Programs for upgrading
employee skills and transition
assistance programs

Learning and Leadership
Development

404-3 Percentage of employees
receiving regular performanceand career development reviews

Learning and Leadership
Development

Sustainability @ PPG

Products

GRI Standard/Other Source

Disclosure

Environmental

SocialGovernance2022 ESG Report Location

Transparency

External Link

Upholding human rights in PPG’s supply chain
GRI 3: Material Topics 2021

3-3 Management of material
topicsHuman Rights
Supplier Sustainability

GRI 407: Freedom of
Association and Collective
Bargaining 2016407-1 Operations and suppliers
in which the right to freedomof association and collective
bargaining may be at risk

Human Rights

GRI 408: Child Labor 2016408-1 Operations and suppliers
at significant risk for incidents ofchild labor

Human Rights

GRI 409: Forced or Compulsory
Labor 2016409-1 Operations and suppliers
at significant risk for incidents offorced or compulsory labor

Human Rights

GRI 414: Supplier Social
Assessment 2016414-1 New suppliers that werescreened using social criteria

Supplier Sustainability

GRI 414: Supplier Social
Assessment 2016414-2 Negative social impacts
in the supply chain and actions
taken

Supplier Sustainability
Human Rights

140 | PPG ESG Report 2022

Global Code of Ethics

Additional Detail

Omission

Sustainability @ PPG

Products

SASB Index

141 | PPG ESG Report 2022

Environmental

SocialGovernanceTransparency

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Topic

Accounting Metric

Category

CodeLocation/Response

Greenhouse Gas Emissions

Gross global scope 1 emissions, percentage covered under emissions-limiting
regulations

Quantitative

RT-CH-110a.1

Emissions

Discussion of long-term and short-term strategy or plan to manage scope 1
emissions, emissions reduction targets and an analysis of performance against
those targets

Discussion and Analysis

RT-CH-110a.2

Emissions

Air Quality

Air emissions of the following pollutants: (1) NOX (excluding N2O), (2) SOX, (3)volatile organic compounds (VOCs) and (4) hazardous air pollutants (HAPs)

Quantitative

RT-CH-120a.1

Emissions

Energy Management(1) Total energy consumed, (2) percentage grid electricity, (3) percentage
renewable, (4) total self-generated energy

Quantitative

RT-CH-130a.1

EnergyWater Management(1) Total water withdrawn, (2) total water consumed, percentage of each inregions with high or extremely high baseline water stress

Quantitative

RT-CH-140a.1

Water

Number of incidents of non-compliance associated with water quality permits,standards and regulations

Quantitative

RT-CH-140a.2

Water

Description of water management risks and discussion of strategies andpractices to mitigate those risks

Discussion and Analysis

RT-CH-140a.3

Water

Hazardous Waste Management

Amount of hazardous waste generated, percentage recycled

Quantitative

RT-CH-150a.1

Water

Community Relations

Discussion of engagement processes to manage risks and opportunities
associated with community interests

Discussion and Analysis

RT-CH-210a.1

Community Engagement

Workforce Health & Safety(1) Total recordable incident rate (TRIR) and (2) fatality rate for (a) direct
employees and (b) contract employees

Quantitative

RT-CH-320a.1

Safety and Health

Description of efforts to assess, monitor and reduce exposure of employees
and contract workers to long-term (chronic) health risks

Discussion and Analysis

RT-CH-320a.2

Safety and Health

Revenue from products designed for use-phase resource efficiency

Quantitative

RT-CH-410a.1

Sustainably Advantaged Products

Product Design for Use-phase Efficiency

142 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Topic

Accounting Metric

Category

CodeLocation/Response

Safety & Environmental
Stewardship of Chemicals(1) Percentage of products that contain Globally Harmonized System ofClassification and Labeling of Chemicals (GHS) Category 1 and 2 Health andEnvironmental Hazardous Substances, (2) percentage of such products thathave undergone a hazard assessment

Quantitative

RT-CH-410b.1

Product Stewardship

Discussion of strategy to (1) manage chemicals of concern and (2) develop
alternatives with reduced human and/or environmental impact

Discussion and Analysis

RT-CH-410b.2

Product Stewardship

Genetically Modified
Organisms

Percentage of products by revenue that contain genetically modified organisms(GMOs)

Quantitative

RT-CH-410c.1

Not applicable to PPG products.

Management of the Legal &Regulatory Environment

Discussion of corporate positions related to government
regulations and/or policy proposals that addressenvironmental and social factors affecting the industry

Discussion and Analysis

RT-CH-530a.1

As a global manufacturer of paints, coatingsand specialty materials, we operate in abusiness environment that includes risks.
To identify these risks, we annually employ
an enterprise risk assessment frameworkthat involves PPG executives and Board
members to prioritize the risks based on
magnitude and likelihood of occurrence.
Management is responsible for the development and execution of mitigation plans
for key risks on a continuous basis.
2022 Form 10-K, Item 1A (page 9)2023 Proxy Statement
Product Stewardship
Climate-Related Risks and Opportunities
Stakeholder Engagement
Government Affairs

Operational Safety, Emergency
Preparedness & Response

143 | PPG ESG Report 2022

Process safety incidents count (PSIC), process safety total incident rate (PSTIR)
and process safety incident severity rate (PSISR)

Quantitative

RT-CH-540a.1

Safety and Health

Number of transport incidents

Quantitative

RT-CH-540a.2

Transportation

Sustainability @ PPG

Products

TCFD Index

144 | PPG ESG Report 2022

Environmental

SocialGovernanceTransparency

Sustainability @ PPG

Products

Environmental

Requirement

SocialGovernanceTransparency

Link or reference

Additional detail

Governance (a) – Describe the board’s oversight ofclimate-related risks and opportunities

2023 Proxy statement, Framework for Board Oversightof ESG
Governance Overview

Governance (b) – Describe management’s role inassessing and managing climate-related risks andopportunities

2023 Proxy statement, Framework for Board
Oversight of ESG
Governance Overview
Environment Overview
Climate-related Risks and Opportunities
Sustainably Advantaged Products
Supplier Sustainability

Our Sustainability organization is responsible for developing our corporate sustainability strategy
and working alongside our businesses and functions to execute that strategy. The organizationis led by the vice president of global sustainability, and collaborates with teams across PPG todrive our environmental, social and governance (ESG) efforts, including assessing and managing
climate-related risks and opportunities.

Governance

PPG’s programs, initiatives and activities in the areas of environment, health, safety, technology
and sustainability are overseen by The Sustainability and Innovation Committee of the Board, withsupport from other Board-level committees depending on the issues and risks involved. The Board
engages with management on ESG strategy, risks and opportunities, and has oversight of the
tracking of our sustainability progress.

Strategy
Strategy (a) – Describe the climate-related risks andopportunities the organisation has identified over the
short, medium and long term

Examples of climate-related risks and opportunities withassociated strategies
Climate-related Risks and Opportunities

Strategy (b) – Describe the impact of climate-related risks
and opportunities on the organisation’s business, strategy
and financial planning

Climate-related Risks and Opportunities
Sustainably Advantaged Products
Supplier Sustainability

Strategy (c) – Describe the resilience of the organisation’s
strategy, taking into consideration different climaterelated scenarios, including a 2 degrees C or lower
scenario

Environment Overview
Climate-related Risks and Opportunities

145 | PPG ESG Report 2022

Our paints, coatings and specialty materials are key enablers of the transition to a low-carbon
economy. We sell a wide range of products in varied markets around the world, and the company
is well positioned to take advantage of climate-related opportunities. These factors help make ourbusiness resilient, and ensure that we will be able to respond appropriately to any climate-related
occurrences.
We have analyzed a range of climate scenarios and have incorporated important climate-relatedrisks and opportunities into our growth strategy. See more detail on our scenario analysis exercise
in the Climate-related risks and opportunities section.

Sustainability @ PPG

Products

Environmental

Requirement

SocialGovernanceTransparency

Link or reference

Additional detail

Risk Management (a) – Describe the organisation’s
processes for identifying and assessing climate-relatedrisks

Climate-related Risks and Opportunities

Risk Management (b) – Describe the organisation’s
processes for managing climate-related risks

Environment Overview
Climate-related Risks and Opportunities
Supplier Sustainability

PPG’s physical risk assessment process uses global climate models to assess the relative risk to
our facilities from six climate change stressors. The assessment identifies the most at risk PPG
sites for more detailed analysis and resiliency planning. Transition risks from climate change,
including market impacts, are considered at the business unit level. Each of our businesses
conduct a climate risk assessment to define priority risks and opportunities. This work is being
integrated into the overall business strategy process.

Risk Management

Climate-related risks are managed within the respective business or function based on theoutcomes of the ERM process, the results of our physical risk assessment and input from our
Sustainability function. This process is overseen by the Corporate Sustainability Committee.
The vice president, global sustainability serves as the risk owner for ESG within the ERM process
and is responsible for working across the organization to facilitate and drive action on many of theclimate-related risks that we have identified.
Our annual Enterprise Risk Management (ERM) process separately identifies business andenterprise risks that could be related to climate change. The Enterprise Risk Committee (ERC)
meets 3 times per year, and considers climate-related risk as one of many ESG-related risks.
Through the standard ERM process, the ERC identifies climate-related risks, determines thecompany’s priorities for addressing those risks, and monitors progress of addressing these risks
over time. We recognize that climate-related risks are also drivers of other risks, and are working
to improve our consideration of these interconnected risks in our ERM processes.
The vice president, global sustainability is accountable for reviewing the outcomes of the ERM
process with functional teams and business leadership. Specific key performance indicators areprovided to businesses and functions to mitigate greenhouse gas emissions from operations andfrom product solutions at customer sites.

Risk Management (c) – Describe how the processes for
identifying, assessing, and managing climate-relatedrisks are integrated into the organisation’s overall risk
management

146 | PPG ESG Report 2022

Governance Overview

Sustainability @ PPG

Products

Environmental

Requirement

SocialGovernanceTransparency

Link or reference

Additional detail

Metrics and Targets (a) – Disclose the metrics usedby the organisation to assess climate-related risks
and opportunities in line with its strategy and risk
management process

Data index
Environment Overview
Climate-related risks and opportunities
Sustainably advantaged products
Supplier sustainability

Our 2025 goals have guided our work since their publication in 2017. While we continue to work
toward these targets, we released our 2030 ESG targets in this report. By 2030, we aim to achieve
a 50% reduction in GHG emissions from our own operations (scope 1 and 2 emissions), and a 30%
reduction in GHG emissions in our value chain (scope 3 emissions). These targets are described in
the 2022 Progress and Highlights section.

Metrics and Targets (b) – Disclose scope 1, scope 2, and,if appropriate, scope 3 greenhouse gas (GHG) emissions,and related risks

Emissions
Climate-related risks and opportunities

Metrics and Targets (c) – Describe the targets used by
the organisation to manage climate-related risks andopportunities and performance against targets

2022 Progress and Highlights

Metrics and Targets

147 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Examples of climate-related risks and associated PPG strategies
Climate-related risk

Potential financial impact and associated strategy

Physical risks from increased severity and frequency of severe weather

Damage from increasingly frequent and severe weather may lead to disruption in our supply chain, production delays and increased costs
associated with remediating damage to our locations.
PPG undertakes detailed assessments to understand likely climate-related impacts on our facilities and the surrounding infrastructure.
We work with sites with the nearest-term risks to define action plans to remediate the risk. Read more in the Climate-related Risks andOpportunities section.

Risk of increased government regulation and carbon pricing

PPG’s is exposed to a range of government regulations across our global footprint. Where governments pass carbon pricing regulations,
we may be exposed to increased operating costs.
We are working to reduce our carbon emissions across our operations by increasing energy efficiency and working with partners to increase
our renewable electricity sourcing.

Market risksMarket demands may shift in response to regulation and changing consumer sentiment, including if PPG falls behind our competitors inour sustainable product offerings. Shifting market demands may result in reduced revenue from some of our products and services.
PPG invests resources in research and development of new products and services in markets that support the transition to a low-carbon
economy. We also work to find alternative markets for existing products by engaging with customers through regular strategic customer
meetings.

148 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Examples of climate-related opportunities and associated PPG strategies
Climate-related opportunity category

Potential financial impact and associated strategy

Resource efficiency

Using fewer natural resources to produce our products saves us money, and helps reduce competition for scarce resources.
We’re researching ways to make our products more efficient across their lifespan and improve circularity, which also helps us meetcustomer expectations to reduce environmental impact across the product lifecycle.
Learn more about our resource conservation work in the Environmental section.

Energy sources

Sourcing renewable energy offers opportunities to reduce our energy costs over time, and insulates us from price fluctuations ofconventional energy production.
We work with external suppliers to increase the percentage of our electricity that comes from renewable sources. We source renewableenergy through a variety of means, including direct investment, PPAs, renewable energy certificates and green tariffs.
Read our case study on purchasing renewable energy for our facility in Adrian, Michigan, in the Energy section.

Products and services

Creating new products with lower environmental impact and communicating the sustainable attributes of our products offers opportunities
to increase our revenue.
PPG has established processes to consider sustainability at each stage of our research and development pipeline. We also work withcustomers to identify their outstanding needs and help support their sustainability goals. We recognize that our customers are searchingfor new solutions and more sustainable products to help them reach their sustainability goals.
Read more in the Sustainably Advantaged Products section.

Markets

Capturing opportunities to reach new markets allows PPG to increase revenues from our existing product portfolio.
We develop paints and coatings that are key enablers to industries that support the transition to a low-carbon economy, including coatings
for batteries that are used in electric cars and for renewable power generation. Where we identify markets that will grow to support
adaptation needs, we invest time and resources in understanding how PPG paints, coatings and specialty materials can support theindustry. Our customer sustainability business partners meet regularly with our customers to identify new end uses for existing PPG
products, and identify needs for new innovations.
Read more in the Sustainably Advantaged Products, Governance Overview and Product Stewardship sections.

Resilience

PPG works to increase our business’ capacity to identify and adapt to impacts related to climate change, including those that stem fromphysical and transition risks. We consider climate-related risks in our enterprise risk management process and embed members of oursustainability organization throughout the business to help identify risks and opportunities.
Read more in Governance Overview and Climate-related Risks and Opportunities sections.

149 | PPG ESG Report 2022

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

PPG’s contributions to communities and societyalign closely with the United Nations Sustainable
Development Goals (SDGs). Our sustainability
approach underpins product innovation, customer
collaboration, resource efficiency and community
contribution – each of which supports progressagainst the SDGs in some way.

Sustainable
Development
Goals Index

150 | PPG ESG Report 2022

Our efforts also reflect the priorities captured in theChemical Sector SDG Roadmap, which articulates
how the sector can use its influence and innovation
to support progress toward the SDGs. The roadmap
is an initiative led by leading chemical companies
and industry associations, convened by the World
Business Council for Sustainable Development(WBCSD).
The table below shows the connections between
the SDGs and our public environmental and social
commitments, goals, policies and standards.

Sustainability @ PPG

SDG

Products

Environmental

SocialGovernanceTransparency

PPG interaction with the SDGs

Relevant PPG commitments, goals, policies and standards

Responsible employer: provide living wages and benefits
to employees
Investments and partnerships: strengthening andrevitalizing communities and improving infrastructure
Innovative products: support affordable and accessible
shelter and other basic goods

Our people strategy, community programs and partnerships, and innovative sustainably
advantaged products each contribute to alleviating global poverty.

Improve food distribution: extend lifetimes of food andfood packaging, maintain food quality and safety

PPG products are key enablers of safe, long term food packaging and storage.

Read about our work in the People Overview, Community Engagement, and Sustainably
Advantaged Products sections of this report.

Read more in the Sustainably Advantaged Products section of this report.

Product stewardship: increased availability of productswith health and safety benefits
Management of chemicals: safe production anddistribution

We take responsibility for minimizing adverse human health and environmental impacts of our
products at every stage of the product life cycle. We also have strict safety standards to minimize
the environmental impact of our operations.
Goal: On our path to eliminating spills, ensure that we achieve at least a 65% improvement in our
spills and releases rate by 2025 from a 2017 baseline
Learn more in the Product Stewardship and Waste sections of this report.

Promote science education: fostering a love of STEM andsupporting technical apprenticeships and skill building

PPG supports STEM education through our financial donations to educational programs andthrough our employee volunteer efforts in communities where we live, work and play.
Goal: Implement the community engagement framework globally by 2025
Read more in the Community Engagement section of this report.

Supporting women’s success: implementing programs
and management approaches that advance gender equity

Through our comprehensive DE&I strategy, we are working to improve equity and inclusion within
PPG and in our communities.
Goal: 34-36% representation of non-frontline, global female professionals by 2025
Learn more in the Diversity, Equity and Inclusion section of this report.

Water management: reducing water use and ensuring
responsible disposal

PPG ensures that water used at our facilities is treated and discharged responsibly. We are working
to reduce the absolute amount of water that we use across our operations, and the water intensitythat is required to produce our products.
Goal: 20% reduction in water intensity by 2025 from a 2017 baseline
Read more about our water management in the Water section of this report.

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Sustainability @ PPG

SDG

Products

Environmental

SocialGovernanceTransparency

PPG interaction with the SDGs

Relevant PPG commitments, goals, policies and standards

Supporting production of renewable energy: creatingproducts that support wind and solar industries
Addressing issue of climate change: Energy efficiency
measures and renewable energy sourcing to reduce our
impactBuilding adaptive capacity: working with our supply chain
to promote sustainable practices

PPG is supporting the transition to a low-carbon economy by creating new products, improving ourenergy sourcing and efficiency, and partnering with our suppliers to build adaptive capacity.
Goal: Reduce energy consumption intensity by 15% by 2025 from a 2017 baseline
Goal: Increase renewable energy to 25% of total electricity usage exclusive of greenhouse gas(GHG) reductions by 2025
Goal: Reduce GHG emissions intensity by 15% measured in total tons discharged by 2025 from a2017 baseline
Read more in the Energy, Emissions, Climate-Related Risks and Opportunities, and Supplier
Sustainability sections of this report.

Protecting quality of life: safe production andmanagement of chemicals for our employees andcommunities
Upholding human rights: meeting labor standards andrespecting human rights throughout our value chain

PPG works with EcoVadis, a leading business sustainability ratings company, to monitor
compliance with labor and environmental standards in our value chain.
Goal: Zero injuries. On our path to zero injuries, ensure that we achieve an improvement of at least
5% per year in our injury and illness (I&I) rate
All PPG suppliers are expected to comply with our Global Supplier Code of Conduct.
Read more in the People Overview and Human Rights sections of this report.

Promote resiliency: identifying new uses and products that
reduce resource use and negative environmental impacts

We are constantly working to identify new uses for our existing products, and create innovative
new products for our customers.
Goal: 40% of sales from sustainably advantaged products by 2025
Learn more in the Sustainably Advantaged Products and Climate-Related Risks and Opportunities
sections of this report.

Advocate for equality: global policies that support fairwages, safety and ethical standards

PPG is focused on becoming a more diverse and equitable company, and supports DE&I efforts
in our communities.
Goal: Invest $20 million by 2025 to advance racial equity in the U.S. by funding educational
pathways for Black communities and people of color
Goal: 34-36% representation of non-frontline, global female professionals by 2025
Goal: 45-55% increase in headcount of Black, Latino and Asian employees across non-frontline,
U.S.-based employee population by 2025
Goal: 50% global employee resource network and DE&I capability-building participation by 2025
Read more in the DE&I and Community Engagement sections of this report.

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Sustainability @ PPG

SDG

Products

Environmental

SocialGovernanceTransparency

PPG interaction with the SDGs

Relevant PPG commitments, goals, policies and standards

Supporting communities: paints and coatings protect
and beautify means of transportation, buildings and otherinfrastructure

Our community engagement efforts protect and beautify community spaces and infrastructurearound the world.
Goal: Invest at least $10 million by 2025 through the PPG Colorful Communities initiative
Read more in our Products Overview and Community Engagement sections of this report.

Improve efficiency of production processes: Increase
our efficiency, and enable resource efficiencies for ourcustomers in other industries

Efficiency of our operations is paramount for PPG, and we are always looking for resource
efficiency opportunities.
Goal: 25% reduction in total waste disposal intensity by 2025 from a 2017 baseline
Goal: Achieve zero landfill status from process waste at 35% of PPG manufacturing and researchand development locations
Goal: 35% of PPG manufacturing and research and development locations by 2025
Read more in the Waste and Sustainably Advantaged Products sections of this report.

Product stewardship: Improving product formulations anddesign to avoid negative environmental impacts

PPG’s Environment, Health and Safety Policy outlines our commitment to producing anddistributing products in a responsible manner.
Read more in the Product Stewardship section of this report.

Maintaining standards of ethical business conduct:
requiring compliance with PPG’s high ethical standards

Our Global Code of Ethics sets out the ethical principles that apply to all PPG people.
Learn more about our standards, for PPG operations and throughout our value chain, in the
Governance Overview and Supplier Sustainability sections of this report.

Collaboration: Working with NGOs and otherstakeholders to advance our management of
topics relevant to each goal

153 | PPG ESG Report 2022

We work with all of our stakeholders, both to understand how we can better contribute to reaching
the SDGs and to support our stakeholders in their own efforts. Learn more in the Stakeholder
Engagement section of this report.

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Each of our locations, businesses and functions is
expected to engage its stakeholders effectively andon an ongoing basis. In this section, we explain how
we establish and maintain productive relationships
with our key stakeholder groups, and the key
engagement topics.
PPG Engagement Strategy
Stakeholder Group: Employees
Typical engagement activities:

Stakeholder
Engagement
We actively engage with internal and external
stakeholders to understand the most important
issues impacting our company, industry and thecommunities where we operate. We consider astakeholder to be any individual or entity who canaffect or be affected by our actions, objectives andpolicies.

154 | PPG ESG Report 2022

• Company wide CEO, business unit and site
specific employee town hall meetings• Video and email messages and informal
question-and-answer sessions with leaders• Daily intranet articles, employee magazines andregional publications• Global employee engagement surveys andinitiatives• Training and development programs• Human Resources Service Center• Family-inclusive activities, such as open houses• Employee resource networks and diversity-focused
engagement events• Connections with employees through social
media channels• Wellness programs• Dispute-resolution programs• Open-door programs• Collective bargaining• Ethics helpline• Quality programs• Recognition events

Stakeholder Group: Customers
Typical engagement activities:• Ongoing relationship building• Strategic account management interaction• Trade shows and online events• Connections and updates through social
media channels• Industry gatherings• Technical and application support• Training sessions and workshops• Company-owned stores• Broad distribution channels• Customer service call centers• Advertising and marketing communications
Stakeholder Group: Suppliers
Typical engagement activities:• One-on-one meetings• Connections and updates through social media
channels• Industry and trade group involvement• PPG Supplier Network• Corrective Action Incident Reporting quality
communication• Supplier Sustainability Policy• Global Supplier Code of Conduct

Sustainability @ PPG

Products

Environmental

Stakeholder Group: Investors and analysts
Typical engagement activities:• Quarterly earnings announcements, conference
calls and presentation materials• News releases and U.S. SEC filings• Annual Report and overview presentations• Annual meeting of shareholders• PPG Industry Deep Dive Presentation• Presentations by PPG executives at financial andindustry conferences• One-on-one meetings• PPG Investor Center• Annual publication of detailed information about our
corporate governance and executive compensation
program in our Proxy Statement• Annual ESG outreach meetings with investors• Annual publication of ESG Report
Stakeholder Group: Government
Typical engagement activities:• Activities reported to select federal agencies• Visits with elected officials and agencies andinternational government officials• PPG’s employee political action committee (PAC)• Government affairs website• Industry and trade association involvement• Plant tours and site visits for government officials

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SocialGovernanceTransparency

Stakeholder Group: Philanthropies, nonprofitsand nongovernmental organizations
Typical engagement activities:

Stakeholder Group: Residents of communities
where PPG operates
Typical Engagement Activities• PPG Colorful Communities Program• PPG Foundation grants and charitable donations• Employee volunteering and giving programs• Global giving programs (Asia Pacific; Europe,
Middle East and Africa; and Latin America)• China corporate social responsibility committee
and program• Canadian charitable contributions and employee
programs• Disaster response• One-on-one meetings and site visits• Sponsorships• News releases and earned media coverage• Family programs• PPG Colorful Communities program• Charitable giving programs• Site visits by community emergency services• Local sponsorships• Public education support and interaction• Community boards• Open houses• Community meetings and events• Community volunteerism• Community steering committees• Local media relations• Industrial park membership• Community advisory panels• Hazardous waste collection events• Chamber of commerce memberships• State or city industrial association memberships• Permit hearings

Sustainability @ PPG

Products

Environmental

SocialGovernanceTransparency

Key topics raised 2022
Stakeholder Group

TopicsResponse

Employees

Attracting and retaining talent

We continue to invest in learning and leadership development to give our employees the knowledge and tools to beengaged at every stage of their careers. Learn more in the People Overview, Learning and Leadership Development
and Engagement sections.

Diversity, equity and inclusion (DE&I)

Our DE&I vision, structure and commitments guide our DE&I focus across the company. We continue to makeprogress against our goals and disclose comprehensive diversity data about our workforce. Learn more in the
Diversity, equity and inclusion section.

Safety and health

The safety and health of our employees is our most important core value. We are creating a global culture of safety
and health, where our people and their families can prioritize mental and physical well-being. Learn more in the
Safety and Health and Wellness sections.

Decarbonizing PPG operations, supply chain and customer emissions

While we’ve had an ongoing focus and goals for emission reduction in scope 1 and 2, in early 2022, we furthered
our efforts and committed to setting near-term company-wide emission reductions targets through the Science
Based Target initiative (SBTi). We have submitted targets to the SBTi for approval, which cover our direct (scope 1),
indirect (scope 2) and value chain (scope 3) emissions. Learn more in the Emissions section.

Sustainability across the value chain

We expect our suppliers and their subcontractors to fully comply with all applicable laws and to adhere
to internationally recognized environmental, social and governance criteria. Learn more in the
Supplier Sustainability section.

Environmental impacts

We take a multifaceted approach to product stewardship that covers each stage of the product lifecycle: productdevelopment, manufacturing, distribution and customer use and disposal. By the end of 2022, we had a total of
180 scorecards tracking 253 substances of interest. Our restricted substances list includes 1,147 substancesthat are restricted for all uses, and 390 substances that are restricted for specific uses. Learn more in the
Product Stewardship section.

Customers

We are having continued discussions with raw material suppliers to identify potential high carbon emitting raw
materials, partnering with these suppliers to identify more sustainable options.
Shareholders

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Shareholder returns

Despite the challenges presented throughout 2022, our net sales totaled approximately $17.7 billion. We continued
our legacy of returning cash to shareholders by extending our consecutive annual dividend payments to 123 years,
including raising our annual dividend payout for the 51st successive year. Learn more in the About PPG section.

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Stakeholder Group

TopicsResponse

Shareholders

ESG and sustainability progress

We look to our ESG and sustainability strategy to create value for PPG in the long term. We develop innovative,
sustainably advantaged products and solutions that support our stakeholders in reaching their own environmental
and social goals. Our progress is supported by our high standards of integrity and professional conduct.
Learn more in the 2022 Progress, Product Overview, Community Engagement and Governance sections.

Climate-related risks, building resilience in physical assets

In early 2022, we committed to setting near-term company-wide emission reductions targets through the Science
Based Target initiative (SBTi) We have submitted targets to the SBTi for approval, which cover our direct (scope 1),
indirect (scope 2) and value chain (scope 3) emissions. Learn more in the Emissions section.
In 2021, we conducted a climate scenario analysis to evaluate transitional and physical climate-related risks andopportunities. We have continued to expand our analysis of climate-related risks over the last year. To address
climate risks, we maintain systematic business continuity planning and crisis management processes. Learn morein the Climate-Related Risks and Opportunities section.

Suppliers

Continuation of operations, raw material supplies, health and safety

A number of global suppliers were impacted by the weather events in February 2021 and subsequent loss ofenergy supplies in Texas and other southern U.S. states. PPG continues to take an aggressive approach tosecuring materials and carriers to minimize the impact to our customers.
Throughout the ongoing pandemic, we have enacted and adjusted protocols to protect our people, attract andretain talent and manage our business in this new environment. Learn more in the Safety and Health and People
sections.

ESG and sustainability progress

PPG works with our suppliers around the world to encourage sustainability as a core value, aligned to ourhigh standards of integrity and professional conduct. Anything specific to scope 3 Learn more in the
Supplier Sustainability section.

Communities

Giving in priority areas: Education, community sustainability, employee
engagement, and diversity, equity and inclusion

We amplify the unique talents of our employees and the financial contributions from PPG and the PPG Foundation
to reach our global communities – helping students connect with STEM education and advanced learning,transforming communities with bright colors and addressing evolving, essential needs around the world.
Learn more in the Community Engagement section.

Government Agencies

Product stewardship

In compliance with all legal and ethical procedures, our Government Affairs team works closely withgovernment stakeholders at the local, state, federal and international level to discuss environmental
stewardship, sustainability, transportation, infrastructure, energy and environment related issues. Learn
more on the following pages and in the Product Stewardship section.

European Union Green Deal (EUGD)

The EUGD includes a broad range of policies that will help to aid in the transformation of the EU’s economy to be
more modern, resource efficient and competitive, with the ultimate goal of reaching climate neutrality by 2050.
PPG created its EU Green Deal Committee comprised of cross-functional experts who will evaluate and ultimately
respond to forthcoming policies and regulations. The team is monitoring more than 100 policies and evaluating
in detail more than 24 policies, including those on energy, circularity,​the use of certain substances like biocides,
chemicals of concern and more. The EUGD impacts business in the EU and its member states, but is also
projected to have global impact.

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Industry and other associations

Working with our stakeholders in East Point, Georgia
We take reports of potential off-site impacts fromour operations very seriously, so after receiving
odor reports from the community near our East
Point, Georgia, Architectural Coatings facility, PPG
took action. We moved quickly to understandthe source of the odors and implement control
measures.
A primary concern was the welfare of thecommunity, so we commissioned a healthrisk assessment that enabled environmental
professionals to evaluate air emissions fromthe facility. This risk assessment concluded
that emissions from the East Point plant did
not pose a concern of adverse health effects
to the community or its residents. As the risk
assessment was ongoing, we also worked withan external expert to study the potential causesof odors reported by the community. As part ofthis study, we developed a process for receiving
and monitoring for community feedback, whichallowed us to analyze the time and locationeach complaint for comparison against theplant’s processes and production schedules, aswell as and meteorological conditions, to fully
understand the source of the odors. We kept thecommunity updated on our findings, and hosted
community roundtable discussions to ensuretransparency.

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Based on the outcomes of these studies, PPG
invested $500,000 in structural and processchanges at the facility, which were successfully
implemented in 2022. As a result, we’ve seen adecrease in community odor reports.

We actively work with the following industry
associations by maintaining board and otherleadership positions:• American Chemistry Council (ACC)• American Coatings Association (ACA) (Michael
McGarry, PPG executive chairman and former CEO,served as Chair from April 2020 to April 2022)• Ethics & Compliance Officers Association
European Council of the Paint, Printing Ink andArtists’ Colours Industry (CEPE) (Roald Johannsen,
PPG vice president, Automotive OEM Coatings,
serves as Chair until September 2024)• Fédération des industries des peintures, encres,
couleurs, colles et adhesives (FIPEC)• The National Association of Manufacturers (NAM)
As members of these trade associations, PPG isan active participant in various environmental andsustainability committees within ACA and ACC.
We report sustainability metrics for some PPG
businesses to ACC on a regular basis. These metrics
are used to validate ACC’s sustainability metrics
development effort under Responsible Care®,and to help the industry identify thematic risks oropportunities to consider.
In addition, we are an active participant in the
RESPONSIBLE CARE® and COATINGS CARE®
initiatives.

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We also have employees that belong to and actively
engage with the following associations, which help
companies collaborate and share best practices
across industries:• The World 50 Sustainability 50• The Conference Board• Green Chemistry Council
Political Contributions
We do not make any political contributions as acompany to political parties or candidates.
In the United States, our employees have formed apolitical action committee (PAC). Under the umbrellaof this independent, voluntary, registered committee,
employees collect donations to politicians, politicalparties and associations and make decisions as
to how the funds will be used. The PAC Executive
Committee has broad employee representation andapproves all political contributions made on behalf of
the PAC. The PAC is governed by a series of internal
policies and adheres to a strict set of by-laws.
In 2022, total PAC contributions totaled $124,600 to
local, state and federal candidates for elected officerepresenting the Republican and Democratic politicalparties.

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SocialGovernanceTransparency

Our PPG PAC contributions included those made to
individual candidate political campaigns as well atother business PACs including our trade associations.
There was no spending on ballot measures orreferendums. The PPG PAC participates in politicalengagement on a case-by-case basis, guided by
the key issues important to PPG PAC members.
These issues include DE&I, energy and environment,
infrastructure, regulatory reform, tax and budget,
technology, and trade.

Our advocacy efforts are global and encompass
regulatory matters related to environment, health,safety and product stewardship. Our Regulatory
and Emerging Issues Process helps our businesses
track emerging issues and identify opportunities foradvocacy based on risk and financial impact. We work
closely with our businesses and technical community
to ensure strong two-way communications andengagement as advocacy issues develop.

A political contributions overview and more
information on political activities is provided on the
PAC website and our Government Affairs website.

The PPG Advocacy Steering Committee works topromote alignment among our businesses and toprovide direction on engagement. The committee
meets routinely to monitor the progress of current
advocacy efforts and review new initiatives. Though
there are numerous chemical specific advocacy efforts
underway, the following principles are applied to keep
our messaging consistent:

The largest public policy advocacy issues for the PAC
in 2022 included infrastructure investment, tax andtrade.

• Sound science• Risk-based approach• Practical solutions

Advocacy

We continue to engage with the U.S. Environmental
Protection Agency (EPA) on matters related to TSCA
implementation under the Lautenberg amendments,
such as workplace chemicals management andrisk assessment. In Europe, we are closely following
the Chemical Strategy for Sustainability under the
EU Green Deal to ensure we provide comments
to advocate for risk-based, sustainable solutions
supported by sound science. In other parts of theworld, such as Latin America, we are advocating fora risk-based chemicals management strategy as
countries prepare chemical inventories.

Political contribution receipts and disbursements arereported in detail and disclosed publicly on the U.S.
Federal Elections Commission website.

We engage with customers, nongovernmentalorganizations, government agencies and otherstakeholders to ensure that we understand theirrequirements and they, in return, understand our
position and requirements for efficient and sustainablebusiness operations. As an example, we advocate foreducation and availability of clean energy. In 2022, PPG
was a member of the steering committee and sponsorof the Clean Energy Action Forum held in Pittsburgh —our headquarters community.

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Previous
Reports

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2022

2021

2021

2020

Annual Report& Form 10K

ESG
ReportDiversity, Equity
and Inclusion
ReportSustainability
Report

2019

2018

2017

2016

Sustainability
ReportSustainability
ReportSustainability
ReportSustainability
Report

2015

2015

2014

2014

Sustainability
ReportExecutive
Summary

Sustainability
ReportExecutive
Summary

2013

2012

2011

Sustainability
ReportSustainability
ReportSustainability
Report2010
Sustainability
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2009

2008

Sustainability
ReportSustainability
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Forward-Looking
Statements
This ESG Report contains forward-looking statementsthat reflect PPG’s current views with respect to future
events and financial performance. These statements
involve risks and uncertainties. You can identify
forward-looking statements by the fact that they do
not relate strictly to current or historic facts. Forward
looking statements are identified by the use of thewords “aim,” “believe,” “expect,” “anticipate,” “intend,”“estimate,” “project,” “outlook,” “forecast” and otherexpressions that indicate future events and trends.
Many factors could cause actual results to differ
materially from PPG’s forward-looking statements.

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SocialGovernanceTransparency

Many factors could cause actual events to differ
materially from PPG’s forward-looking statements.
Such factors include statements related to the
expected effects on our business of COVID-19,
geopolitical events, global economic conditions,increasing price and product competition by ourcompetitors, fluctuations in cost and availability of
raw materials, energy, labor and logistics, the ability toachieve selling price increases, the ability to recover
margins, customer and PPG inventory levels, ourability to maintain favorable supplier relationships
and arrangements, the timing of and the realizationof anticipated cost savings from restructuringinitiatives, the ability to identify additional cost savings
opportunities, the timing and expected benefits of
our acquisitions, difficulties in integrating acquired
businesses and achieving expected synergies
therefrom, economic and political conditions in themarkets we serve, the ability to penetrate existing,developing and emerging foreign and domestic
markets, foreign exchange rates and fluctuations
in such rates, fluctuations in tax rates, the impactof future legislation, the impact of environmental
regulations, unexpected business disruptions, andthe unpredictability of existing and possible future
litigation. However, it is not possible to predict oridentify all such factors. Unlisted factors may present
significant additional obstacles to the realization of
forward-looking statements. While the list of factors
presented here is considered representative, notsuch list should be considered to be a complete
statement of all potential risks and uncertainties.

This ESG Report also includes forward-looking
statements regarding our sustainability; safety andhealth; cybersecurity; culture; diversity, equity andinclusion; community engagement; and related goals,
commitments and strategies.
Our actual future results, including the achievementof our targets, goals or commitments, could differ
materially from our projected results as the result ofchanges in circumstances, assumptions not being
realized, or other risks, uncertainties and factors.
Consequences of material differences in the resultscompared with those anticipated in the forward
looking statements could include, among otherthings, lower sales or income, business disruption,
operational problems, financial loss, reputationalharm, legal liability to third parties, other factors set
forth in the Risk Factors sections of our most recently
filed periodic reports on Form 10-K and Form 10-Q,
any of which could have a material adverse effecton PPG’s consolidated financial condition, results ofoperations or liquidity. Any forward-looking statement
speaks only as of the date on which such statement
is made, and PPG undertakes no obligation to update
any forward-looking statement, whether as a result of
new information, future events or otherwise. You areadvised, however, to consult any further disclosures
we make on related subjects in our reports to the
Securities and Exchange Commission.

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Please consider theenvironment before
printing this report.

The PPG logo, Colorful Communities, Coraseal, Enviro-Prime, Innovel, We protect and beautify the world are registered trademarks and B1:B2, Moonwalk, Envirocron Lum and PPG Safeassure are trademarks of PPG Industries
Ohio, Inc. Comex and Vinimex are registered trademarks of Consorcio Comex, S.A. de C.V. Homax is a registered trademark and Copper Armor and Homax Tex>>Pro are trademarks of PPG Architectural Finishes, Inc. Sigmaglide
and PPG Hydroreset Technology are trademarks of PPG Coatings Nederland B.V. Seigneurie and Evolutex are trademarks of PPG - AC France. Tikkurila is a registered trademark of Tikkurila Oyj. Alcro is a trademark of Tikkurila
Sverige AB. Ergo Cup is a registered trademark and Institute of Industrial and Systems Engineers, Inc. Ecovadis is a registered trademark of Covadis Société Par Actions Simplifiée (SAS). All company names and third-party
marks appearing in this report are property of their respective owners. © 2023 PPG Industries, Inc. All Rights Reserved.