MAKING THE DIFFERENCE
2023 OW EN S CORN IN G SUSTA IN A BIL ITY R E PO RT

TABLE OF CONTENTSINTRODUCTION
A Message from Our CEO and CSO
About Owens Corning
Summary and Highlights
Stakeholder Engagement and Material Sustainability Topics
United Nations Sustainable Development Goals Alignment (U.N. SDGs)
Board Leadership
Risk Management
Upholding Ethical Standards
Environmental Management and ComplianceTotal Productive Maintenance
PEOPLE
Safer Together
Health and Wellness
Employee Experience
Inclusion and Diversity
Community Engagement
Safeguarding Human Rights
PURPOSE
Responsible Supply Chain
Product Stewardship
Product Innovation
Product Transparency
Circular Economy
Leadership and Advocacy
Sustainable Growth
PLANET
Energy Efficiency and Sourcing Renewable Energy
Combating Climate Change
Waste Management
Responsible Water Sourcing and Consumption
Air Quality Management
Protecting Biodiversity
APPENDICES
A. About the Report
B. Workforce Data
C. Environmental Data
D. General Disclosures
E. TCFD Climate Risks & Opportunities
F. TCFD Index
G. SASB Index
H. GRI Index
I. Assurance Statements

Photo submitted by:Phil Casey | Ontario, Canada
Flowers in bloom in Canada.

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A MESSAGE FROMOUR CEO & CSO
Preparing this Sustainability Report
every year is an opportunity toreflect on our progress. As we dothis, one point is clear: our people’scommitment to sustainability
is unwavering as they take ourambitions and put them into action.
Our theme this year — Making the Difference — pays tribute to our approximately 18,000 employees around the world, who are
driving our mission to build a more sustainable future through material innovation and helping to ensure that we are living ourcore values, acting in ways that are global in scope and human in scale.
Owens Corning has five strategic sustainability priorities:
 Operationalize Sustainability

 Reinforce Our Foundation

 Build a Circular Economy Model Live Our Values Lead in Key Regions
Across our enterprise, our people have taken these priorities to heart, helping reduce waste and emissions. They’re also working
to help keep their colleagues safe, engaging with their communities, and creating inclusive workplaces.

Chief Sustainability Officer (CSO) Dave Rabuano (left) and CEO Brian Chambers.

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Our 2023 Progress

Safer Together

In our work to reduce our environmental impacts, we havemade significant achievements in two areas — reducing
greenhouse gas emissions and waste to landfill.

Our approach to sustainability extends beyond our efforts to reduce our environmental footprint. We also strive toprotect our employees by working to ensure their safety and well-being. One way we’re doing that is through Safer
Together, a refreshed safety identity created by our employees, for our employees. Safer Together reminds employees
and leaders of our expectations around safety, outlined in our refreshed safety commitment, which is as follows:

Reduce emissions. We are working to combat climatechange by reducing our greenhouse gas (GHG) emissions
across our operations, and we have made considerable
progress to date compared to our 2018 baseline. We have
reduced our absolute Scope 1 and Scope 2 GHG emissions
by 28% since 2018, which puts us more than halfway to
our goal of 50% by 2030. In addition, we reduced them byapproximately 6% compared to 2022. As it stands, we havea clear line of sight to how we can achieve the goal wehave set.
Reduce waste. Waste-to-landfill (WTL) is another criticalfootprint measure that must be addressed, and it’s one thathas proven to be a challenge over the years. In 2023, we
experienced a breakthrough — a 14% absolute reduction in
WTL compared to 2022. While there were some tailwinds in2023 related to production volume, progress was still madedue to such drivers as reduction, recycling, and diversion.
Although we recognize that we are still a long way from ourgoal of zero WTL, we believe we can repeat our performance
this year as we make our way to 2030.
Across the entire enterprise, people at every level are working
together to deliver the innovations that can help us continue
to reduce our environmental footprint. Their progress has
been inspiring, and it is a testament to the way theyembody our core values — caring, curious, collaborative,
and committed.

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I commit to work safely and to speak up when I see something unsafe. I will value yourfeedback and trust you will accept mine — because I know you care. Today, and every
day, we are committed to working safely for ourselves, our colleagues, and our loved
ones. We are Safer Together.
By continuing to invest in both our safety culture, and processes and systems, we are ensuring that our commitment tosafety permeates everything we do.

Looking Ahead
Our 2030 sustainability goals are growing ever closer, and we believe that the targets we have set for ourselves are wellwithin our reach. New insights and focus have given us confidence that we will be able to drive sustained performance
improvements as more of our solutions are tested, implemented, and continuously improved. Importantly, ouremployees consistently express unparalleled engagement and enthusiasm for our mission, as 77% of employees agree
that their work has a direct impact on achieving our sustainability goals.
As we strive to make continued progress and maintain our success, we recognize the need to attract, develop, andretain the best talent in the world. To do that, we must operate in an inclusive environment, one in which our people feel
connected, valued, and respected for what they bring to our company.
As it is every year, this report is filled with stories demonstrating our progress toward our 2030 goals for sustainability.
Behind every one of these stories is a team of Owens Corning employees coming together to help ensure a moresustainable future. This report is a celebration of their ingenuity, talent, and dedication.
We thank all our stakeholders for their continued interest in Owens Corning, and we hope that every reader of thisreport is inspired by the many ways that our people make a difference.

Brian Chambers			

David Rabuano

Chair and Chief Executive Officer

Senior Vice President and Chief Sustainability Officer

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ABOUTOWENS CORNING
Owens Corning is a global building
and construction materials leader
dedicated to leveraging our uniquematerial science, manufacturing, andmarket knowledge to provide durable,
sustainable, energy-efficient solutions
that help our customers win and grow.
Our achievements are thanks in largepart to our employees around theworld. These individuals share theirtalents — and share our vision — as
we strive to build a sustainable future
together. This report is a tribute to
all 18,000 people, each of whom is
helping Owens Corning make areal difference.
Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
The Denver skyline with the Denver Trumbull plant in the foreground.

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Across all three of our integrated businesses — Roofing, Insulation, and Composites —we are guided by the following principles:OUR MISSION
To build a sustainable future through material innovation.

OUR PURPOSE
Our people and products make the world a better place.

OUR VALUESGlobal in scope, human in scale.

CaringCurious We keep each other safeand healthy.

 We challenge the status quo for
greater impact and innovation.

 We offer an inclusive environment
where diverse perspectives arevalued and appreciated.

 We listen and learn from one
another’s different skill sets
and experiences.

 We actively support ourcommunities and protect
our environment.

 We relentlessly pursue
solutions that exceed
customer expectations.

Collaborative

Committed

 We work together in an open,transparent, and respectful way.

 We are accountable to deliver
financial and operational resultsthat outperform the market.

 We foster highly connected teams
across the global enterprise.
 We partner with our customers
and other stakeholders to drive thebest outcomes.

 We empower our people to makedecisions and act like owners.
 We remain resilient toachieve our goals and best
serve our purpose.
Melissa Zabarain, TPM Lead at our plant in Besana, Italy.

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OWENS CORNING BUSINESS SEGMENTS

Roofing

Insulation

Composites

Roofing products and systems help protect andpreserve homes and commercial buildings while
enhancing curb appeal.

Insulation products help conserve energy while improving
acoustics and fire resistance in the places where we work,
live, and play.

Our primary products in this segment are laminate andstrip asphalt roofing shingles. Additional products in thissegment include roofing components and oxidized asphalt.

Our insulation segment includes a diverse portfolio of
high-, mid-, and low-temperature products; a market mix ofresidential, commercial, industrial, and other markets; and achannel mix of retail, contractor, and distribution.

Composite materials make products lighter, so lessenergy is needed to transport and operate them. They
also help make products stronger and more durable,
which reduces the need to repair or replace them.

Owens Corning® shingles and roofing components are soldmainly through distributors, centers, and lumberyards in
the U.S., while oxidized asphalt is a significant input used in
the production of our roofing shingles.
We are vertically integrated and have manufacturing
facilities that process asphalt for use in our roofing
shingle manufacturing. In addition, we sell processedasphalt to other shingle manufacturers, to contractors forbuilt-up roofing asphalt systems, and to manufacturers inother industries such as automotive, chemical, rubber,and construction.

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Our products in the residential channel include thermal andacoustical batts, loosefill insulation, spray foam, and foam
sheathing accessories. In the commercial and industrial
channel, our products include glass fiber pipe insulation,energy-efficient flexible duct media, bonded and granulated
mineral wool insulation, cellular glass insulation, andfoam insulation used in above- and below-gradeconstruction applications.
We sell our insulation products primarily to insulation
installers, home centers, lumberyards, retailers, anddistributors in the U.S., Canada, Latin America, Europe,and Asia Pacific.

APPENDICES

Glass reinforcement materials are used downstream by
our Composites business to manufacture and sell glass
fiber products in the form of nonwovens, fabrics, andcomposite lumber. Composites are used in more than
40,000 end-use applications primarily within threemarkets: building and construction, renewable energy,
and infrastructure.
We serve a range of market segments: building andconstruction, power and energy, industrial, and consumer
products. Examples of end-use applications include
building structures, roofing shingles, tubs and showers,
pools, decking, flooring, pipes and tanks, poles, electricalequipment, and wind-energy turbine blades.

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Owens Corning has manufacturing and research and development
facilities in 30 countries around the world.
Our world headquarters are located at
One Owens Corning Parkway,
Toledo, Ohio, 43659, U.S.
We aim to capitalize on our position as market leaders, delivering substantial free cash flow
and sustainable shareholder value.
Owens Corning posted 2023 net sales of $9.7 billion, and we have been a Fortune 500
company for 69 consecutive years.
Owens Corning is a publicly traded company on the New York Stock Exchange. Beneficial
ownership entities can be found in our Proxy Report.
More information about our businesses can be found in the Owens Corning Annual Reporton Form 10-K.

2023 Revenue by Segment

2023 Revenue by Region

 Roofing 40%

 United States 73%

 Insulation 37%

 Europe 13%

 Composites 23%

 Asia Pacific 6%
 Rest of World 8%

Photo submitted by:
Stacy DeWalt | Toledo, Ohio, U.S.
Detail of our world headquarters in Toledo, taken by Stacy’s husband, Jeremy Wilcox, using a vintage camera.

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CORPORATE AWARDS & DISTINCTIONS
Owens Corning believes that working toward the greater good is its own reward. Even so, we are grateful for the accolades we have received for our efforts, as they demonstrate ourleadership in corporate citizenship and inspire companies everywhere to remain committed to sustainability in all its forms. The following are among the awards and distinctions
Owens Corning received in 2023.
Best Corporate Citizens List

Fair360 Companies for Diversity

ENERGY STAR®

Owens Corning was ranked number
10 on 3BL Media’s list of the 100
Best Corporate Citizens. This marks
the sixth consecutive year that Owens Corning has beenranked in the top 10, including an unprecedented four-year
run as the top-ranked company. Owens Corning was ranked
first in the Capital Goods category on this year’s list.

After three years on the Fair360
Noteworthy Companies list,
Owens Corning was named No. 44 on
their Top 50 list for the first time in 2023.
The Top 50 list honors companies fortheir workplace fairness and inclusion
practices and policies. Fair360 measured our performanceand progress across six key areas of inclusion and diversity
management: leadership accountability, talent programs,
workforce practices, supplier diversity, philanthropy, andhuman capital diversity metrics.

Our world headquarters in Toledo,Ohio, U.S., earned the Environmental
Protection Agency’s ENERGY STAR®
rating for 2023.

The list recognizes outstanding global ESG (environmental,social, and governance) performance among the 1,000
largest U.S.-based public companies. Companies are ranked
based on a blend of performance and disclosure. This is theninth year Owens Corning has been named to the list.

In 2023, for the 14th
consecutive year,
Owens Corning earned
placement in the Dow Jones
Sustainability World Index(DJSI) in recognition of our sustainability initiatives. The
DJSI World Index is an elite listing of the world’s largest
companies based on long-term economic, environmental,
and social criteria. The company is also on the DJSI North
America list for the sixth consecutive year.

CDP Lists
In 2023 Owens Corning earned a place on
the CDP A list for Water Security for the fifth
year in a row as well as being recognized on
CDP’s Supplier Engagement Leaderboard
for our efforts to reduce climate risk inour supply chain. CDP uses a detailed
and independent methodology to assesscompanies based on the comprehensivenessof disclosure, awareness, and managementof environmental risks, and demonstration ofbest practices associated with environmental
leadership, such as setting ambitious andmeaningful targets.

INTRODUCTIONPEOPLEPURPOSEDow Jones Sustainability Indices

EcoVadisIn our last assessment, in 2023,
Owens Corning received a score of
77/100, earning us a Gold rating with
EcoVadis, a company that provides
holistic sustainability ratings forbusinesses worldwide. The rating comes
after analyzing our responses to an
extensive questionnaire in comparison with over 65,000
other companies. Owens Corning was ranked among the
top 1% of all companies rated by EcoVadis.

PLANET

APPENDICES

Ethisphere Institute: World’s Most Ethical Companies
Owens Corning was recognized
as one of the 2023 World’s Most
Ethical Companies by Ethisphere,a global leader in defining andadvancing the standards of ethicalbusiness practices. This marks thesixth consecutive year the company
has been recognized with this honor.
Owens Corning was one of just two honorees in theConstruction and Building Materials industry, underscoring
our commitment to leading with integrity and prioritizing
ethical business practices. In 2023, 135 honorees wererecognized spanning 19 countries and 46 industries.
Fortune 500
As of 2023, Owens Corning has been recognized as a
Fortune 500 company for 69 consecutive years. This year,
we moved up 13 places on the list to No. 395.
Green Power Partnership – National Top 100
In its most recent rankings,
Owens Corning placed at No.
24 on the U.S. Environmental
Protection Agency’s (EPA’s)
National Top 100 List of the largest green power users fromthe Green Power Partnership. The company was also No. 17
on the list of Green Power Partners from the Fortune 500.

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Investor’s Business Daily

S&P Global ESG Rankings

On their 100 Best ESG Companies in 2023 list, Investor’s Business Daily ranked
Owens Corning No. 23 overall and the top company in the Building – Construction
Projects industry.

Owens Corning received a top 1% S&P Global ESG score in its 2023 Sustainability Yearbook.
S&P Global is a leading provider of credit ratings, benchmarks, and analytics in the global
capital and commodity markets. The S&P Sustainability Yearbook looks at performanceacross factors such as volunteerism, energy and emissions reduction, production efficiency,
customer and supplier collaboration, and talent development.

ISS QualityScore
Institutional Shareholder Services (ISS) awards QualityScore
ratings based on a range of criteria related to environmental,social, and governance performance. A lower score, on a scalefrom one to 10, indicates lower risk and/or better disclosure on
the part of the company. In 2023, our ISS QualityScore ratings
were 1 in environmental and 1 in social.
JUST Capital
Owens Corning was ranked No. 96 in the JUST 100, our fourth year
in this ranking. Companies are rated based on their performanceacross a range of categories, including the treatment of employees
and customers, product quality, sustainability, jobs, and community
support, as well as company leadership.
MSCI Ratings Report

Our 2030 goal to reduce Scope 1 and Scope 2 greenhouse gas
emissions by 50% is in line with standards set to hold global
warming to 1.5° Celsius. The Science Based Targets initiative,
which set these standards, has approved our goal.
In addition, our commitment to reducing Scope 3 greenhouse gas emissions by 30% by 2030
has been approved by the Science Based Targets initiative.
Sustainalytics
Sustainalytics Peer Performance Insights provide analysis of a company’s sustainabilityrelated strengths and weaknesses within its industry. Owens Corning received a risk score of
19.1, ranking us 18th among building products manufacturers.
WSJ Management Top 250

In 2023, Owens Corning received an AA rating from MSCI, which measures a company’s
resilience to long-term, financially relevant sustainability-related risks.
Newsweek’s Most Responsible Companies
Owens Corning placed No. 24 on Newsweek magazine’s America’s Most Responsible
Companies 2023 list. Companies were selected based on publicly available key performanceindicators derived from CSR and Sustainability reports. KPIs focused on company
performance in the areas of environment, social, and corporate governance. Additionally,an independent survey was conducted to evaluate companies’ reputations by asking U.S.
citizens about their perception of company activities related to corporate social responsibility.
The list recognizes the top 500 most responsible companies in the United States, spanning
14 industries.

INTRODUCTION

Science Based Targets Initiative

PEOPLEPURPOSEPLANET

APPENDICES

Owens Corning has made the WSJ Management list since its inaugural
year in 2017 and ranked No. 53 in 2023. The ranking, developed by
the Drucker Institute, measures corporate effectiveness by examining
performance in five areas: customer satisfaction, employee engagementand development, innovation, social responsibility, and financial strength.
The Management Top 250 ranking is based on an analysis of 34
indicators based on data obtained from a variety of third-party providers.

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SUMMARY ANDHIGHLIGHTS
We continue to make important
strides toward our 2030 sustainability
goals, thanks to the talent anddedication of 18,000 Owens Corning
employees worldwide. Behind every
story and number highlighted, there
is a team of people, united on one
mission: To build a sustainable future
through material innovation.

The social data in this chapter marked with a + sign was independently
assured to a moderate level by SCS Global Services. The social data in thischapter marked with a ^ sign was independently assured to a high level by
SCS Global Services.

Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
Sunset view from Mount Blue Sky, Colorado.

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APPENDICES

Energy and greenhouse gas emissions data were independently assured
to a high level by SCS Global Services. Waste, air, and water data wereassured to a moderate level by SCS Global Services.
For more information on the assurance process see About the Report, andfor our verification statement please see Appendix I.

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PEOPLEHIGHLIGHTSAt Owens Corning, thousands ofpeople are working together tomake the world a better place. They
are creating a culture based on
caring, curiosity, collaboration, andcommitment. They’re building aworkplace where people feel valued,
appreciated, and empowered to be
their most authentic selves every day.
They’re also taking this culture out into
the world and working to improve lives
in our communities. In this section, we
share the many ways we’re improving
people’s quality of life in our workplaceand in our communities.

Photo submitted by:Victor Garcia Magana | Tlaxcala, Mexico
Employees present our refreshed safety identity — Safer Together — at the Tlaxcala plant.

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SAFER
T0GETHER

As a company, we are committed to promoting safety for all. We
believe that all accidents are preventable, at work and at home.

Progress Toward Our 2030 Goals

Relevant United Nations Sustainable Development Goals

In 2023, there were 127 recordable injuries among
Owens Corning employees, our supervised contractors, or
temporary employees.+ Quantitative occupational healthand safety performance metrics for full-time employees andcontractors can be found in Appendix B.

Safety Performance
Powered industrial vehicles were involved in 43% of our
SIF or SIF potential recordable incidents.

2030 GOALS
By 2030, we aspire to: Make it impossible for injuries and illnesses
to occur.
We apply the hierarchy of controls to first eliminate
risks before they are able to exist by modifying
designs and processes. When we have minimized
baseline levels of risk through elimination, we canlook to substitute out the risk by using a safer
alternative to the source of the hazard. When ahazard cannot be eliminated and an engineeringsolution is not possible, we will evaluate andimplement appropriate controls. These include
administrative controls, which establish work
practices to reduce the duration, frequency, or
intensity of exposure to hazards through policies,
processes, procedures, and more.

 In new or newly acquired sites, achieve a levelof safety at least equivalent to the rest ofOwens Corning within one year.
In recent years, Owens Corning has acquired
several companies and entered into a joint
venture in which we are responsible for safety.
We are working diligently to ensure that thesecompanies adhere to our standards and apply
our safety processes to their operations.
This involves ensuring that these companies
have environmental, health, and safety (EHS)
leaders on staff, either by hiring for the position
or assigning EHS responsibilities to existing
personnel. Our Integration Management Officefacilitates the overall integration process, and EHS
representatives are participating in this effort.

In 2023, our recordable
incident rate (the numberof injuries x 200,000 /totallabor hours) was

0.60+

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APPENDICESThe severity of ourincidents, measured
by our lost-time injury
frequency rate (lostworkday cases x
1,000,000/total labor
hours), wasThis is81%

below the industry
average, as reported by
the U.S. Bureau ofLabor Statistics for2022 (the most recent
data available).

1.92+2023 Recordable Injuries by Affected Body Part+ Emphasize the elimination of risks that could lead to the most serious injuries, rather than concentrate
only on the most frequently occurring risks.
We aspire to eliminate all employee, contractor, and visitor injuries and occupational illnesses at work andat home, beginning with those that have the most serious consequences. This includes a focus on serious
injuries and fatalities (SIF).

INTRODUCTION

48%

of our global facilities
were injury-free in 2023.

INTRODUCTION | SUMMARY AND HIGHLIGHTS: 2023 IN REVIEW

Arms/Hands 44%

Back/Shoulders 22%Head/Face/Eyes 11%Legs/Feet 19%Multiple/Other 4%

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SAFER TOGETHER:ESTABLISHING OUR SAFETY IDENTITY
Moving forward on the march to zero injuries requires us to createa culture that inspires people to remain focused on safety ineverything they do. That requires an understanding of our safety
culture at every site and across our enterprise, so we can takemeaningful action to strengthen our processes and employee
engagement. To that end, we partnered with a vendor to conduct
anonymous site-wide employee safety perception surveys togain insight about site and company safety culture and identify
improvement opportunities. The survey was made up of 24questions divided into three categories:

The employee perception surveys we have conducted among our employees indicate that we are making progress
toward that internal motivation, and it is important that we maintain that momentum as we strive to reduce incidents.
One way we are working to do that is through our reimagined communications strategies. This includes updated
materials, messages, and leadership engagement that has been informed by these surveys, as well as focus groups.
One of our outreach efforts has involved our employees submitting their responses to two key questions: Why do you want to stay safe?
 Who are you being safe for?
These questions offer employees an opportunity to share their personal stories about staying safe for the people whomatter the most to them — family, friends, and colleagues. Many people have mentioned that by avoiding injury, they
can do the things they love outside of work, such as volunteering and caring for their families. Others have describedseeing the effects that injuries can have, both on the individual and on the people who rely on them.
Our Safety team gathered employees’ ideas through thousands of survey responses and multiple focus groups. A
series of brainstorming sessions consisted of nine workshops involving more than 180 employees spanning fourcontinents. The result of this effort is a refreshed safety identity: Safer Together.

 Leadership Structure Processes and actions
After the surveys, the vendor provided the results with detailed
reports that identified site-specific strengths and opportunities
which roll up for an enterprise view. The survey results provided:

Similar to a brand, a safety identity is a phrase that creates awareness and serves as a rallying point for our people.
The phrase Safer Together not only came from our people, but it calls upon their strength and their dedication to a safe
working environment. With Safer Together, we have a renewed sense of optimism that we can transform our corporate
culture toward a fuller, deeper commitment to safety and make even greater strides on our march to zero injuries.

 A snapshot of the safety culture as viewed by all employees A benchmark of our safety culture against otherindustry peers
 An analysis of differences in safety culture perception among
our different personnel categories (e.g., primary, supervisors,leadership, support function, etc.)
Based on the results, the vendor provided recommended actions totake that will positively impact each of the three categories.
From the survey research discussed above, we see that people’s
attitudes toward safety exist on a continuum. At one end, people’s
mindsets are based on compliance — they follow the rules ofsafety because it is a condition of their employment. While this can
produce results, it is not the ideal. A better safety culture is one inwhich people have an internal motivation and a commitment toboth their own safety and the safety of others.

Top left: Paul Ouedraogo and Alessandro Perrone, Besana, Italy.
Top right: Shontrice Harris, Memphis, Tennessee, U.S.
Bottom left: Employees at the plant in Springfield, Tennessee, U.S.,
celebrate the kickoff of the Safer Together campaign in 2023.

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HEALTH &WELLNESS

Progress Toward Our 2030 Goals
The Six Key Pillars of Health & Wellness

We promote a healthy and tobacco-free lifestyle
for all our employees and their families. We arecommitted to ending lifestyle-induced diseasein our employees, as well as promoting mental,
physical, and financial well-being.

Our approach to health and wellness builds on six key pillars, each of which addresses a specific element of overall
well-being.
1. Know Your Numbers
We will enable all Owens Corning employees and their families to obtain their age-appropriate
preventive health screenings and immunizations annually and understand the health consequences
related to their personal biometric health numbers.

Relevant United Nations Sustainable
Development Goals

2. Healthy Mind
We aspire to help all Owens Corning employees enjoy meaningful work and life experiences in anenvironment that supports and inspires them. We believe that it is everyone’s responsibility — especially
our leaders’ — to foster that environment.
3. Physical Activity
We will enable all Owens Corning employees and their families to be active and to counter the negative
health consequences of low physical activity and lack of movement on and off the job.

2030 GOALS

4. Nutrition

By 2030, we aspire to eliminate all lifestyle-induced
disease and enable the best possible quality of life —where people flourish and are healthier because theywork for Owens Corning.

We aspire to help all Owens Corning employees and their families eliminate key health risks that may
result from poor nutritional education and unhealthy food choices.

5. Tobacco-Free
We aspire to be a company that helps our employees and their families lead tobacco-free lives.

6. Financial Health
We will help our employees confidently manage their financial lives today, while preparing for the futureand dealing with the unexpected.

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EMPLOYEEEXPERIENCE

Progress Toward Our 2030 Goals

We believe our employees should grow as people and as professionals whileworking at Owens Corning. We seek to attract the best people and provide every
employee with the opportunity to develop and reach their full potential, in a work
environment full of both challenge and optimism.

By 2030, in conjunction with our inclusion and diversity goals, we will makecontinuous improvements in recruiting, retention, training and development,
mentorship and sponsorship, professional growth, and employee engagement.
To that end, we have established a number of specific targets to measure theeffectiveness of our talent strategy.
 100% retention of high-potential talent between annual talent reviews.+
 75%–85% internal fill rate for leadership roles.+PURPOSEPLANET

APPENDICES

GOAL:
100%

96%

BASELINE

2030 GOALSPEOPLE

Percentage of High-Potential Talent Retained+

2018

Relevant United Nations Sustainable Development Goals

INTRODUCTION

By 2030, our goal is to retain 100% of our high-potential talent between
annual talent reviews.+

2019

98%

2020

97%

2021

96%

2022

95%

2023

92%

We have also set targets for succession planning that we intend to achieve by 2030:
Internal fill rate of 75%–85%
for leadership roles.+We aspire to have mid-level,
director, and vice president
level roles filled by Owens
Corning employees, either
through promotion or as alateral move, as a percentage
of all internal fills and externalhires for these roles. As
we build our diverse talentpipeline, promoting fromwithin strengthens our
inclusive environment as
employees see diversity
among our leaders.

Percentage of Leadership Roles Filled from Within

100
2030 Goal

75-85%

80

within range

60
73%

84%

87%

82%

79%

78%

40
20
0

2018 2019 2020 2021 2022 2023

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EMPLOYEEEXPERIENCE (CONT.)

Progress Toward Our 2030 Goals
Succession Pipeline Readiness
2.5

2.0

1.5

2030 GOALS

1.0

 Two “ready now” internal succession candidates for key leadership roles.+0.5

 >80% of our employees report feeling engaged in their work.^

0.0•This replaces a past measure of employee engagement and moves
us toward a more holistic, modern score that includes personal
accomplishment, engaging work, and recommending Owens Corning
as a great place to work. This new way of measuring also allows us tocompare benchmarks and gives us access to data across both primaryand staff employees.

 >70% of our global workforce shares their voice each year through our
employee listening program.^•

This replaces our previous survey strategy, which was centered aroundone large, highly enforced survey every two to three years. This strategic
program enables us to listen to our workforce more frequently andacross multiple channels every year. As we try to catch employees inmoments that matter and offer more frequent pulse checks, the pressure
to participate is also lessening. We want employees to feel comfortableand empowered to share their voice and to see value in it without any
expectations or top-down pressure to meet response rates.

In 2023, 70% of our employees participated in our mostrecent employee engagement survey, with 70% of them
reporting that they are engaged in their work.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Ensure two “ready now” internal succession candidates for key leadership roles.+We calculate this by taking the number of unique candidates who are ready forpromotion into the key leadership role divided by the number of succession roles inthat business unit. Although strong candidates may be on multiple succession lists,
each individual is counted only once. In addition, we have set succession targets to
help increase representation of women and people of color in director and above roles.
More information about our progress in this area can be found beginning on page 18.

Review and Appraisal Percentages+
2020

2021

2022

2023

Men

99.5%

99.9%

99.8%

99.5%

Women

99.6%

99.9%

99.9%

99.6%

TOTAL

99.5%

99.9%

99.9%

99.6%

Of the 0.4% of staff employees who did not receive reviews, most were either on leave during the year,
recently promoted into a staff role, or hired after November 1, 2023. Employees are not required toundergo a review until after three months of employment.

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INCLUSION &DIVERSITY

Progress Toward Our 2030 Goals

We aim to foster an environment in which all our people are engaged and working
together to create an equitable, healthy, and high-performing organization. We define
diversity broadly to include race, ethnicity, nationality, gender, religion, sexual orientation,and language, as well as family background, socioeconomic background, interests, andexperience. Inclusion enables employees to feel valued, understood, and inspired to bring
their whole selves to work.
Relevant United Nations Sustainable Development Goals

A diverse workforce provides us with the different experiences and unique perspectives
needed to deliver better results for our customers. We work to increase gender equality
in the workforce and expand diversity in our leadership. In addition, greater diversity
helps colleagues from all walks of life envision their own career paths. In conjunction
with our leadership targets for women and people of color, we have set targets related
to succession into leadership roles.
By 2030, we intend
to have women fill
35% of global midlevel leader, director,
and vice president
roles.+ In 2023, ourrepresentation inthese roles was
29%.+2030 GOALS

Percentage of Women Leaders

2018

GOAL:
35%

24%

BASELINE

2019

25%

2020

25%

2021

27%

2022

29%

2023

29%

We have established four aspirational goals for inclusion and diversity that complement ouroverall talent strategy goals.
 Build and support diverse workforce
and leadership teams that reflect thecommunities in which we live, work,and serve.
 Retain diverse employees proportional
to the communities in which we live,
work, and serve.
 Increase internal succession with
an emphasis on expanding therepresentation of women, peopleof color, and cultures from aroundthe world.
 Demonstrate transparency regarding
pay equity through third-party reviews
and ongoing internal analytics.

INTRODUCTIONPEOPLEPURPOSEAs part of these goals, Owens Corning has
set quantifiable targets related to womenand people of color in leadership, including
plans for succession. Our progress
toward these targets is discussed in detailthroughout this chapter.
In addition, we are committed to providing
all our employees with competitivecompensation and benefits, as wellas incentives based on individual andcompany performance. We also align our
hiring strategy with local labor markets,
especially as we grow outside the U.S.
Other programs, such as flexible work
arrangements, are designed to help all
our employees maintain a healthy
work-life balance.

PLANET

APPENDICES

In addition, we
have a target for
35% representation
by women among
successors for
identified key roles,
which is part of ouroverall succession
goals for 2030.+

Percentage of Women in Successor Pools

2018

BASELINE

2019
2020
2021

GOAL:
>35%

25%
26%
28%
30%

2022

35%

2023

35%

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INCLUSION &DIVERSITY (CONT.)
Percentage of Roles Across the Company Filled by Women

19%

30%

26%

27%

27%

25%

Women in theorganization

Women in management
positions in revenuegenerating functions

Women in management
positions out of total
management workforce

Women in juniormanagement positionout of total juniormanagement workforce

Women in top management
positions (maximum twolevels away from the CEO orcomparable position) out of total
top management workforce

Women in STEM-related
positions (as a percentage
of total STEM positions)

Percentage of Women in Middle and Upper Management+ Staff Employees		 Mid-level, Director, and VP

35.0

33.7%

34.1%
34.1%

34.1%

28.7%

28.8%

32.5

30.0

27.4%
27.5

25.5%
25.0

Photo submitted by:
22.5

INTRODUCTIONPEOPLE

2020

2021

PURPOSE2022

PLANET

2023

APPENDICES

Sara Bowyer | Toledo, Ohio, U.S.
Participants in the 2023 Women’s Build in conjunction with Maumee Valley Habitat for Humanity.

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

INCLUSION &DIVERSITY (CONT.)As part of our 2030 goals, we have set a target that people of color will fill 22% of our U.S. mid-level leader, director, and vice president roles. In 2023, our representation for these roles
was 18%, while overall, approximately 50% of U.S. hires were people of color.+
This voluntarily disclosed data is only available for our U.S. workforce.

Percentage of People of Color Leaders in the U.S.
GOAL:
22%

2018

Percentage of Roles in the U.S. Filled byPeople of Color (POC)

Percentage of 2023 U.S. Hires (Staff and Primary)
Who Identify as People of Color

13%

BASELINE

2019

14%

2020

14%

2021

17%

2023

18%

Percentage of People of Color in U.S. Successor Pools
GOAL:
>22%

2018

16%

BASELINE

2019

14%

2020

17%

2022

14%

2023

20%

16%

20%

21%

POC in top management
positions (maximum
two levels away fromthe CEO or comparable
position) out of total top
management workforce
(U.S. only)

POC in juniormanagement
position out of total
junior management
workforce (U.S. only)

18%

2021

18%

POC in theorganization
(U.S. only)

15%

2022

36%

40%

46% 47%

51%

47%

50%

POC in management
positions out of
total management
workforce (U.S. only)

2018 2019 2020 2021 2022 2023

POC in management
positions in revenuegenerating functions(U.S. only)

50% of U.S. hires identified as
people of color in 2023, up from
40% in 2018.

POC in STEM-related
positions (as apercentage of total
STEM positions)

20%

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COMMUNITYENGAGEMENT

Progress Toward Our 2030 Goals

Owens Corning strives to contribute to thriving
communities where we work, where we live, and where
we have the potential to make a positive impact.

Our employees tell us that working for a company that supports volunteerism is important to them, and that isreflected in their support for our activities throughout the year — both at individual and site levels.

Employee Volunteerism in 2023

Relevant United Nations Sustainable
Development Goals

In 2023, Owens Corning employees volunteered 11,722 times, up 36% from 2022. While our ability to track andmeasure employee volunteerism improves every year, we are currently only able to track the number of volunteer
experiences and not individual volunteers. This number, however, provides us with a valuable reference as we
expand our reach to all global sites. Volunteerism at Owens Corning-sponsored events totaled 43,532 hours,
increase of 40% from the 31,067 hours in 2022. The work is valued at $31.80 per hour, totaling $1,384,302.
At the facility level, we are proud to have achieved engagement at 100% of our sites in North America and 87% of
our sites globally. This engagement includes both volunteerism and financial support.
Our employees’ dedication to volunteerism is still a driving force in our financial support. In 2023, 22% of ourdonations were charitable contributions and 78% were community investments. Cash contributions totaled$6,247,032. In-kind giving totaled $1,436,549, including $1,350,002 in product donations.

Number of Volunteer Experiences

2030 GOALS
By 2030, 100% of our employees will be
actively engaged in their communities throughcompany-sponsored activities.

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SAFEGUARDINGHUMAN RIGHTS

Progress Toward Our 2030 Goals

Owens Corning has the privilege of working with people
all over the world. We believe that this privilege comeswith the responsibility to treat all people with dignity andrespect and to protect their fundamental rights. We arecommitted to being a leader in setting and upholding thehighest standards for safeguarding human rights.

Progress toward this goal is calculated eachyear through a sampling of suppliers, using
our supplier sustainability survey. In 2023, 159
suppliers from around the world participatedin this survey. They are asked to report theirown policies regarding a range of topics,
including human rights.

Of the suppliers who have responded to our survey
assessments over the past three years,
that they meet the standards
95% reported
set by our Supplier Code of Conduct.

Relevant United Nations Sustainable
Development Goals

2030 GOALS
By 2030, 100% of our suppliers will meet our
Supplier Code of Conduct requirements, withspecial attention on human rights issues suchas safety and forced labor.+

Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
Near Standley Lake Regional Park, Colorado.

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PURPOSE
HIGHLIGHTS
We are inspired by one purpose:
Our people and products make theworld a better place. Our Insulation
products help people save energy,
our Roofing products protect theplaces where we live and work,and our Composites help makeother products lighter, stronger,
or more durable. We arecontinuously seeking ways toimprove how our products aredesigned and manufactured — fromtheir initial design to their eventual
end-of-life — with a focus onsustainability that includes
stewardship, transparency,
and circularity.
Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
Salvador Limon at our Denver Asphalt plant.
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

RESPONSIBLE
SUPPLY CHAIN

Progress Toward Our 2030 Goals

We strive to hold our suppliers to the same high standards wehold ourselves. We see our suppliers as key contributors toour overall sustainability vision, and we seek to ensure all our
suppliers fully comply with all applicable legislation, regulations,and legal requirements on human rights, labor, the environment,
anticorruption, and trade and customs.
Relevant United Nations Sustainable
Development Goals

Supplier Code of Conduct Compliance
GOAL:
100%

2018

95%

2019

96%

2020

95%

2021

95%

BASELINE

2022

98%

2023

95%

2030 GOALS
By 2030, 100% of our suppliers will meet our
Supplier Code of Conduct requirements, with special attention
to human rights issues such as safety and forced labor.+

2018
100%

2019
100%

We calculate our progress toward this goal through a suppliersustainability survey, administered to a sampling of our suppliers
around the world.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

100%

2021
100%

2022
100%

2023

100%

100% of our Global Sourcing team will be trained and recertified
annually on sustainability.+
We have implemented a standardized training process for
all global sourcing positions, which is used to facilitate all
global sourcing strategies. Our intranet site also provides
Global Sourcing team members with the latest information onshared suppliers, such as evaluations, sustainability surveys,
segmentation, and risk mitigation plans. Housing all informational
materials in one location, helps category leaders more easily
complete supplier performance reports, supplier segmentation,and more.

2020of team trainedor recertified.

Photo submitted by:Andrew Thornburg | Joplin, Missouri, U.S.
Single weed thistle in a field of golden wheat in Carthage, Missouri, U.S., with rain
showers in the distance.

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

OWENS CORNING SUPPLY CHAIN OVERVIEW BY THE NUMBERS$5.6 BILLION

17,000+$ annual spend insupply chain

Owens Corning
suppliers worldwide

84%

44%

of Scope 3 emissions
relate to focus areas inour supply chain*

Response rate in 2023
to the supplier survey

682

19 COUNTRIESCOMPANIES

Represent >96% of spend

included in our segmentation
process, accounting for 84%
of total spend*Focus Areas refer to Scope 3 categories 1, 3, 4, and 9.

3 YEARS

Average length ofcontract with suppliers

Photo submitted by:Priyanka Ruparel | Mumbai, India
White desert in Kutch, India.

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RESPONSIBLE SUPPLY CHAIN STRATEGYOne of the key initiatives for 2023 was the establishment of an
overarching structure that reflects our mission, purpose, and values
and ties directly to our enterprise-level strategy, as described in thestrategy outlined here.

Protecting the Environment
 Climate change and decarbonization
 Resource efficiency
 Waste management and circularity

MISSION: Water

INTE

SHARED
VALUE

GR

TE

A

PURPOSE:To create, protect, and grow long-term
environmental, social, and economic
value for all stakeholders involved inour supply chain.

Empowering Communities
 Social impact management
 Increasing community resilienceR

We’re helping to shape a global
supply chain centered on sharedvalue by protecting the environment,
caring for people, and empoweringcommunities, while enhancing thecompetitiveness of our business.

L L A B O R AT E

I TO

CO

 Biodiversity

ON

At Owens Corning, our responsible
supply chain strategy is global inscope and human in scale.

 Local procurement and hiring
 Education and training Community health and well-being

M

Caring for People Worker health and safety
 Operating ethically Labor practices
 Diversity, equity, and inclusion
 Human rights

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

PRODUCTSTEWARDSHIP

Progress Toward Our 2030 Goals

We work to utilize innovation and the principles of
product stewardship to ensure that our products arefundamentally safe and sustainable in their design,
creation, use, and eventual disposal. We also seek todrive continual improvement in the sustainability ofthe products we offer, both in their creation and in theirability to help the world meet its sustainability needs.
Relevant United Nations Sustainable
Development Goals

Product StewardshipCenter of Excellence

Product Stewardship Center of Excellence Organization

In August 2023, the Legal,
Sustainability, and Research andDevelopment (R&D) functions
announced a new enterprise capability
combining Product Stewardship and
Product Compliance. The new andcross-functional Product StewardshipCenter of Excellence (PSCOE) serves asa natural complement to our enterprisestrategy. The new function’s mission is
to facilitate product design quality andproduct compliance capabilities as thecompany expands adjacencies anddevelops multi-material systems.
Our Product Stewardship Center of
Excellence Purpose
The PSCOE at Owens Corning owns
the health, safety, and environmental
impact of our products to ensure they
are safe to make, use, and perform
as claimed. This requires that every
product is evaluated for health, safety,
environmental codes and regulations,
quality, and performance.

2030 GOALS
By 2030, we intend to offer the most recognized andpreferred products for sustainability.

INTRODUCTIONPEOPLEPURPOSEPLANET■ Executive Sponsors• Executive Vice President and Chief R&D Officer• Executive Vice President, General Counsel and Corporate Secretary■ Director, Product Stewardship and Compliance■ Product Stewardship Leader• Manages the day-to-day tasks of PSCOE• Leverages the expertise of the Product Stewardship Review Board

Product Stewardship Review Board■ In alignment with our Environmental, Health, Safety, and ProductStewardship Policy, this board meets weekly to evaluate all new andmodified products with consideration given to development, test
market, manufacturing, and launch stages of a product’s life cycle.
The group consists of members across the organization with a rangeof expertise, including:• Materials Science• Building Science• Manufacturing Processes• Product Performance Testing• Intellectual Property• Sustainability

Our Product Stewardship
Infrastructure
Owens Corning’s approach to productstewardship is a truly collaborative
effort — individuals across ourorganization bring their collective
expertise together to achieve ouraspirations. The PSCOE provides
counsel, guidance, and direction as wework to build a more sustainable future
through material science innovation.

APPENDICES• Product Quality andCompliance• Marketing and Advertising• Environmental, Health, andSafety• Sourcing• Other Technical Subject
Matter Experts

Failure Mode and Effects Analysis
To help ensure that our products are safe to make and use, we develop arisk mitigation plan based on the results of failure mode and effects analysis(FMEA) for every product we produce. The FMEA process offers a systematic
way to identify, evaluate, reduce, or eliminate problems in products orprocesses. It is conducted by cross-functional teams to ensure that it reflects
different perspectives and knowledge.

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New Sustainable Innovations for 2023
New Composites Innovations

New Insulation Innovations

 OC™ Lumber structural framing is a rotproof, rustproof
composite, reinforced with Advantex® Fiberglas™, a proprietary
technology that adds strength and durability as well as thermal
resistance. By providing a longer-lasting alternative to traditional
wood and steel, OC™ Lumber reduces the amount of deckframing boards that can end up in the landfill.

 VidaWool™ is a portfolio of mineral wool growing media
designed to support plant growth by providing a predictablewater retention range, ideal water distribution and availability, andstructural support for plant roots. VidaWool™ provides porous
material innovation for plant-growing media, facilitating water
management and crop steering in controlled environments. Thisis especially important as climate change may lead to concerns
about water availability around the world.

 Advances in Wind Blade Manufacturing
The demand for renewable energy continues to increase, andalong with it comes a need for larger turbines that can deliver
more wind power. To maximize power, longer, stiffer, stronger
wind blades are required. In 2023, Owens Corning launched a
new product, H2, which delivers up to 5% greater stiffness than
traditional H glass.
H2 joins a range of other products that help maximize wind
power’s potential. WindStrand® combines design and reliability
to create long, light wind blades that are able to operate at
low operating costs. WindStrand® 4000, Ultrablade® 2, andUltraspar™ 2 help wind blade manufacturers facilitate costeffective wind energy by developing blades with optimal length,
stiffness, and strength.

 FireSpan® 120 offers a solution for fire containment in tallbuildings, delivering strong performance with up to three hours offire containment. As a dense product, it can be installed in limited
space — enabling builders to maintain the sleek look preferred
for today’s modern structures. FireSpan® 120 is part of a new
system called the Thermafiber® Impasse Zero Spandrel System,a patent-pending design that revolutionizes the way zero spandrel
systems are built with sturdy Thermafiber® FireSpan® 120
mineral wool insulation and innovative Thermafiber® Impasse®
2.0 Hanger technology. This robust system eliminates the needfor costly and bulky back pans in zero spandrel applications,accommodates various curtain wall anchors, allows for low
penetrations in the curtain wall framing, and offers flexibility forvarious shadowbox designs.

From Top:
OC Lumber™, wind turbines, FireSpan® 120,
VidaWool™.

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PRODUCTTRANSPARENCY
2023 In Product Transparency
We have conducted LCAs and issued EPDs for the following products:
 PINK Next Gen® Fiberglas™ insulation

 Thermafiber® mineral wool insulation

 EcoTouch® insulation for Flexible Duct andMetal Building products

 Thermafiber® formaldehyde-free mineralwool insulation

 Metal Building Insulation (MBI) Owens Corning® asphalt
roofing shingles

 Loosefill insulation

 Fiberglas™ pipe insulation

 FOAMULAR® XPS insulation
 FOAMULAR® NGX™ XPS insulation
 FOAMGLAS® cellular glass insulation

 700 Series Fiberglas™ insulation
 QuietR® duct board
 SOFTR® duct wrap

 PAROC® stone wool insulation

 Aislhogar® Insulation
In 2023, we updated our LCAs and EPDs for PINK Next Gen® Fiberglas™, Loosefill insulation,
FOAMULAR®, and FOAMULAR® NGX®. We also updated EPDs for our Paroc mineral wool insulation
products, based on new LCA data.
Two HPDs, SelectSound® Black Acoustic Blanket Board and FOAMULAR® NGX™ XPS insulation, wererenewed in 2023.

Photo submitted by:John Pickard | North Carolina, U.S.
Solar panels on John’s house over Owens Corning® Duration® Williamsburg Gray shingles.

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CIRCULARECONOMYA circular economy is one in which virgin raw
materials, waste, energy, and emissions are minimized
through smart design, renewable and recycled
inputs, energy-efficient production, and enabling
the recyclability of products at the end of their life
cycles. We are committed to supporting the global
transformation to a circular economy.
Relevant United Nations Sustainable
Development Goals

2030 GOALS
By 2030, we will develop viable circular economy
business models involving our materials and how
they are used. We will accomplish this by:
 Increasing recycled content and decreasing
virgin raw materials used in our products.
 Developing technical solutions and practicalbusiness models for our products and packaging
so they can be used for beneficial purposes
even after they are no longer used for their
original purpose.
 Collaborating up and down the supply chain withcustomers, suppliers, communities, academics,
policymakers, government entities, and otherorganizations to drive improvements
to circularity.

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Take-Back Models
Collecting used materials or products from customers, known as take-back models, is an essential component of thecircular economy. For Owens Corning, this includes waste generated during construction, subsequent fabrication, or
installation. We are actively working to include take-back models — beginning with the examples included below in
our strategies.
FOAMULAR® Take-Back

CIRCULAR ECONOMYRECYCLING TECHNOLOGYINNOVATION LABORATORY
Recycling processes start with the ability to convert
material waste into a convenient form, which requires
cutting, shredding, and grinding capabilities. Without thecapability to perform these initial processes internally, they
are typically done by third parties, which resultin significant inefficiencies — shipping samples backand forth in multiple iterations of specification andprocess development.
In order to accelerate our internal recycling capabilities,
we have built our first Circular Economy Recycling
Technology Innovation Laboratory at our Science &Technology Center in Granville, Ohio, U.S., bringing thesecapabilities in house. In addition to material handling andparticle sizing, we are building out pilot capabilities for
new recycling processes. As we develop and learn fromthese programs, we will industrialize these capabilities
into our production environment and into our asset
network across the globe, which will be a significant
lever in our overall strategy to reduce landfill to zero. In
addition, the recycling capabilities developed in this lab
will be the foundation that will enable us to build out moreelaborate takeback programs and end-of-life solutions forour customers.

Our take-back program in Gresham, Oregon, U.S., was established to meet customer demand for recycling clean XPS
material. Following the initial success of a trial program, an official take-back partnership was established in October
2022. The material is transported between the two facilities by a logistics company in regularly scheduled loads, where itis then ground and introduced into our manufacturing process. Having established the feasibility of the take-back model,
the FOAMULAR® team is looking into ways to help other customers with similar waste problems in the future.
Paroc REWOOL Take-Back System
The Paroc REWOOL customer waste takeback and recycling system is an importantpart of our work to achieve a circular
economy and a sustainable future. With the
REWOOL system, the stone wool offcuts fromconstruction and production sites can beeffectively sorted, transported, and recycled.
For customers, the REWOOL take-back andrecycling system has many advantages.
It reduces the amount of waste sent tolandfill, which can also reduce the cost ofwaste management.
At Paroc factories, offcuts redeemed by
the REWOOL system can be recycled andmanufactured into blowing wool or stonewool fiber, giving the offcut material a whole
new life.
The REWOOL system has been in placesince 2020 in Finland, where customers’
offcuts are recycled in cooperation withpartner companies.

PAROC® stone wool.

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Progress Toward Our 2030 Goals
Shingle Recycling
Each year, typically 12 to 13 million U.S. tons of shingle waste is generated. Less
than 10% of that is manufacturing waste, and the remaining balance consists ofshingles removed at the end of their life. Over the years, Owens Corning has taken
varied approaches to address this issue, in collaboration with other players in the
Roofing business value chain, and we continue to advance toward our aspiration
to create a circular shingle economy and divert waste from landfills.
In 2023, we announced that we had made progress on two key shingle recycling
workstreams, which are essential as we seek to reach our goal of recycling 2
million tons of shingles per year in the U.S. by 2030.
 Recycling used shingles into new shingles.
In late 2022, Owens Corning and our partners launched an asphalt shingle
recycling pilot program developed to deconstruct residential and industrial
waste shingles and extract their component materials. After less than one year,
the facility successfully achieved shingle deconstruction, extracting asphalt,
granules, and filler. The process is designed to reclaim the entire shingle to
avoid any components of the product going to waste.
We will continue to modify and enhance the pilot process to optimize theresulting components for various future applications, with a plan to stage
plant trials where we will utilize the extracted materials in the development of
new prototype shingles.
 Recycling used shingles into asphalt pavement.
Owens Corning also remains committed to accelerating the use of recycledshingles in asphalt paving applications. To support this effort, we havepartnered with the National Center for Asphalt Technology (NCAT) to conduct
research studies on the use of recycled shingles in pavement.
Working with NCAT, we are evaluating the performance of asphalt mixtures
made with a balanced mix design using recycled asphalt shingles (RAS). We
are also measuring the environmental impact of RAS in paving applications
and will generate full life cycle assessment data on RAS into pavement for
the first time. This information can be published in industry-wide guidelines to
educate asphalt contractors across the U.S., with the goal of promoting theuse of RAS in the future.

Partnerships That Help Close the Loop in Wind PowerZEBRA Project
Owens Corning is a leading partner in the ZEBRA (Zero wastE Blade ReseArch) consortium inEurope, launched in 2020, along with such partners as Arkema, LM, Engie, Suez, and IRT, to develop
the first 100% recyclable wind turbine blade. The first prototype blade was produced in 2022,
and our wind Science and Technology team is developing new high-performance glass that iscompatible with the resin used to manufacture the blade.
In 2023, the consortium achieved two key milestones that help demonstrate the potential that exists
for recyclable blades. The first prototype, a 62-meter-long blade made in 2021, successfully passed
all mechanical tests. This blade, manufactured from recyclable materials, performed better thanblades using virgin input materials. A second blade, measuring 77.4 meters and using carbon-fiber
pultruded planks as the main reinforcement, was also manufactured this year and is being tested.
These prototype blades were made using several new products, including new fabrics design and
WindStrand® roving input from Owens Corning. The next and final key milestone — proving the blade
materials’ recyclability — is expected to be completed in the next year.

Photo submitted by:
Eric Dallies | Chambéry, France
Two key milestones were achieved this year within the framework of the ZEBRA consortium, which is working to develop
recyclable wind turbine blades.

INTRODUCTIONPEOPLEPURPOSEPLANET

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SUSTAINABLE
GROWTH

Addressing Secular Trends in Our Industry

As a company with sustainability at our core, we aim
to align our company’s growth with sustainable trends
and positive global impact. We achieve sustainablegrowth through serving our customers, fulfilling
their need for quality, sustainable products. We areworking to build a financially successful company withsustainability at its core.
Relevant United Nations Sustainable
Development Goals

Owens Corning is committed to meeting the needs of our customers around the world. Increasingly, there appears to bean emphasis on products that are manufactured sustainably and provide optimal energy efficiency. At the same time,
we are monitoring additional trends that are shaping our industry. Some of these are industry-specific, such as modular
building trends and a shortage of skilled labor. Others are more generalized, including digital acceleration and customer
and channel consolidation. In either case, our continued leadership depends on our ability to meet these trends — and beaware of further trends as they emerge.
The following are among the primary trends we are monitoring: Increased premium on living spaces. The rise of remote work, initially a function of the COVID-19 pandemic, haschanged the way many people think about their homes. We are seeing a demand for functional, comfortable homes thatcan serve as both a workspace and a living space. We expect homeowners to continue to prioritize efficiency and indoor
comfort — benefits that insulation delivers.
 Demand for sustainable solutions. Homeowners are becoming increasingly knowledgeable about sustainablebuilding solutions, and this awareness is informing their decisions as they build or renovate homes. In addition toenergy efficiency, homeowners are prioritizing greenhouse gas reductions and renewable energy sources. At thesame time, many governments are requiring increasingly stringent standards for sustainability, which is driving new
specifications throughout the industry.
 Changing construction practices. Labor shortages have continued to impact construction practices and cycles. As
a result, we are seeing a continued demand for multi-material and prefabricated construction solutions that can drive
efficiencies, both in terms of the labor required for installation and the energy savings it can deliver. We expect thistrend will continue as the labor market remains tight, especially as it relates to skilled labor. Since 2021, we have hadcommercial and technical teams in place to outline business opportunities and determine the best ways to move
forward in this space.

2030 GOALS
By 2030, we will design our products for recycling
or reuse to optimize the impact of our products overtheir entire life cycle from raw materials to disposal.

INTRODUCTIONPEOPLEPURPOSEPLANET Investment in infrastructure. We expect that upgrades to roads and bridges will continue to be prioritized everywhere
over the next decade. These investments will likely call for sustainable building solutions that will be durable overtime. Our emphasis on resilience becomes especially meaningful here, as we consider our position as leaders in thedevelopment and implementation of sustainable infrastructure. As we look at the overarching trends that are shaping
our industry, we see many opportunities to innovate in ways that can help ensure net resilience across all life cycle
stages of infrastructure and maintain continuity of service, even in the face of disruptions.

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PLANETHIGHLIGHTS
Together, our people are striving toensure that Owens Corning operations
produce less waste, generate fewer
emissions, and source and use
water and energy responsibly. We
believe we have what it takes to drive
sustained performance improvements
and fulfill the goals we have set to
reduce our environmental footprint.
The achievements chronicled inthis section are a testament to thededication of our people all aroundthe world.

Photo submitted by:
Sylwia Kaszyńska | Poland
Flowers bloom along the Polish seaside.
INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESIn 2019, our executive team began to develop our2030 goals, aligning them with the U.N. Sustainable
Development Goals, with special attention on current
and future needs. The intent was not to set targets
we know we can reach; instead, the emphasis ison key areas where work is needed to ensure asustainable future for the world. We selected 2018 as
our base year as it was the most recently completed
calendar year.

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ENERGY
EFFICIENCY &SOURCING
RENEWABLE
ENERGY

Progress Toward Our 2030 Goals
Reduce our energy use by 20% over
our baseline year of 2018. This includes
both renewable and non-renewableelectricity, as well as other forms of
non-renewable energy.*2030 Energy Efficiency (MWh)GOAL:
20% REDUCTION

2018

BASELINE

2019

We are determined to continue decreasing ourdependence on fossil fuels, both by improving
efficiency in our operations and by meeting more of
our energy demands through renewable sources.

4%

2020

Relevant United Nations Sustainable
Development Goals

10%

2021

1%

2022

1%

2023

8%

* Non-renewable energy includes, but is not limited to, natural gas, fuel oil, gasoline,
diesel, propane, and liquefied petroleum gas.

Source 100% renewable electricity andwork to reduce emissions fromour processes.

2030 GOALS
By 2030, we intend to achieve the following:2018 Source 100% renewable electricity and work to
reduce emissions from our processes.
* Non-renewable energy includes, but is not limited to, natural gas, fueloil, gasoline, diesel, propane, and liquefied petroleum gas.

PEOPLEPURPOSE

GOAL:
100% RENEWABLE
BASELINE

 Reduce our energy use by 20% over our baseline
year of 2018. This includes both renewable andnon-renewable electricity, as well as other forms
of non-renewable energy.*

INTRODUCTION

2030 Renewable Electricity

PLANET

APPENDICES

49%

2019

52%

2020

53%

2021

52%

2022

57%

2023

57%

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COMBATING
CLIMATE CHANGE

Progress Toward Our 2030 Goals
28% reduction in absolute Scope 1 and market-based
Scope 2 emissions.

Owens Corning understands the importance of climate action,
and we take our role in the fight against climate change
seriously. We have embraced a science-based target for ourgreenhouse gas emissions in line with the most stringent
standard, designed to limit global warming to 1.5° Celsius.
We also have a target to reduce our Scope 3 emissions,representing emissions from our supply chain.
Relevant United Nations Sustainable Development Goals

2023 Scope 3 GHG Emissions

Absolute Scope 1 and Scope 2 (Market-Based)
Greenhouse Gas Emissions(metric tons of CO2e)

2018

BASELINE

3,779,429

2019

3,834,576

-1%

14%

2020

3,251,109

13%

2021

3,284,109

22%

2022

2030 GOALS

GOAL:
50% REDUCTION

2,953,099

28%

2023

2,708,305

 Purchased goods and services ^ 52%

We intend to achieve the following by 2030:

 Capital goods + 2%

A 50% reduction in absolute Scope 1 and Scope 2 marketbased GHG emissions from the base year of 2018.

 Fuel and energy-related activities(not included in Scope 1 or 2) ^ 16%-3% reduction in absolute Scope 3 emissions.

 Scope 1 includes the direct emissions from our own
manufacturing operations.

 Scope 3 refers to other indirect emissions, primarily thosefrom our supply chain.

PEOPLEPURPOSEPLANET Employee commuting ^ <1%(metric tons of CO2e)

GOAL:
30% REDUCTION

2018

4,544,213

2019

5%

BASELINE

The Intergovernmental Panel on Climate Change (IPCC) has
established that temperature increases must be held to below
1.5° C above pre-industrial levels in order to avoid the worst
impacts of climate change. Our 2030 Scope 1 and Scope 2
goals have been approved by the Science Based Targets
initiative (SBTi) as meeting these standards. Concurrently, theSBTi has approved our Scope 3 GHG reduction goal as beingaligned with the IPCC’s pathway to achieve well below 2.0° C
temperature increases.

INTRODUCTION

 Business travel ^ <1%

Absolute Scope 3 Greenhouse Gas Emissions

 Scope 2 include indirect emissions from the generation ofpurchased energy.
A 30% reduction in absolute Scope 3 emissions, comparedto the base year of 2018.

 Upstream transportation and distribution ^ 6%

4,335,629

11%

2020
2021

APPENDICES Downstream transportationand distribution ^ 10%
 Processing of sold products + 9%
 End-of-life treatment of sold products ^ 4%
^ Assured to a high level by SCS Global Services+
Assured to a moderate level by SCS Global Services

4,040,194

0%4,556,936

-3%

2022

4,675,029

2023

4,661,469-3%

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WASTEMANAGEMENT

Progress Toward Our 2030 Goals

Our ambition is to mitigate the waste that we produce
by redesigning the process to avoid its creation, thenrepurposing it whenever possible. We are committed
to redefining waste, continuously looking for beneficial
uses for our byproducts and other waste materials.

Waste-to-Landfill in Metric Tons by Year
GOAL: ZERO WASTE-TO-LANDFILL

2018

Relevant United Nations Sustainable
Development Goals

BASELINE

345,236
304,810201912%284,704

2020
2021
2022
2023

17%

337,4732%

346,0480%

297,01114%2030 GOALS
We aspire to send zero waste-to-landfill by 2030.
We have made waste management one of our top
strategic priorities for sustainability, and we haveestablished a two-part approach to achieve it.

Reduce waste intensity
by improving efficiency
and process design.

Drivers of Progress Toward Our 2030 Goal
Changing market conditions and associated network optimization actions have resulted in reductions in our WTL.
In addition, shifting product mixes and increased throughput have resulted in increased scrap production.
In our Composites business, there was an increase in process waste generated due to disruptions caused by substandard raw material quality and weather. We are managing impacts from raw material quality by testing raw
input materials to ensure they meet quality standards. We also worked with our suppliers to ensure sufficient raw
material quality.
Although our Roofing business has lost a number of recycling outlets in recent years due to the pandemic, we
accelerated diversion in 2023 by securing new outlets, including more shingle recyclers. We have also beenworking with our waste haulers to find recycling outlets for our sand and granule waste.

Repurpose or
recycle theremaining waste.

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RESPONSIBLE WATER
SOURCING &CONSUMPTION
We are committed to using water in an intelligent,sustainable way across the company. We operate in a
number of different regions across the world, some ofwhich are in areas of higher water stress than others.
Through reuse, recycling, and efficiency, we strive toconsume less water in our operations. We also must
understand where our water use is most impactful, to
set informed targets for water reduction.
Relevant United Nations Sustainable
Development Goals

Progress Toward Our 2030 Goals
The progress we have made toward these targets is due to our work to promote continued water use efficiencies
through prioritizing fixture upgrades and repairs.

High Water-Stress Sites
Water Withdrawal Intensity(cubic meters normalized by revenue, in millions)

2018

BASELINE

2019
2020

2,458
4%

2,371

12%

2,161

22%

2021

1,916

27%

2022

1,806

36%

2023

2030 GOALS

GOAL:
50% REDUCTION

1,563

All Other Sites Water Withdrawal Intensity(cubic meters normalized by revenue, in millions)
GOAL: REMAIN FL AT OR REDUCE

By 2030, we will cut in half the amount we take fromlocal water supplies in places where water is limited inquantity or quality. In addition, we intend to ensure that
our other facilities remain at the same water intensity
as our base year of 2018, or lower when aggregated.

2018

2019

2020

2021

2022

2023

We have established the following targets to guide ourwater conservation efforts:
41%

 At high water-stress sites, achieve a 50% aggregate
intensity reduction of water withdrawal in high waterstress sites, compared with the base year 2018.

33%

REDUCTION

18%

 In all other locations, maintain or reduce
aggregate water withdrawal, compared to thebase year 2018.

INTRODUCTIONPEOPLEPURPOSEREDUCTION

6% 1,143

22%

REDUCTION

REDUCTION

815

927

1,090

REDUCTION

1,392 1,311

PLANET

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AIR QUALITYMANAGEMENT

Progress Toward Our 2030 Goals

As a manufacturer, we have the opportunity to improve
our processes and, in doing so, reduce our impact on air
quality in the areas where we operate.
Relevant United Nations Sustainable
Development Goals

VOC Emissions Intensity

Reduce the aggregate intensity reduction involatile organic compounds (VOC) emissions
by 50% from the base year of 2018.

(metric tons normalized by revenue, in millions)This improvement of 38% is due to equipment
upgrades and improved efficiencies.

VOC Footprint VOC Emissions  Aggregate Intensity Percentage ― 2030 Goal

2030 GOALS

3000

VOCs are certain carbon compounds that evaporate
into the air at room temperature and contribute toground level ozone formation. They are found in
manufacturing processes and are used in many
types of products, including building materials. VOCs
represent a broad category of emissions, including
formaldehyde and other toxic air emissions.

2500

100

2000

80

1500

60

1000

40

500

20

2018

2019

2020

2021

2022

2023

Absolute Metric Tons

2,049

1,960

1,789

1,945

1,923

1,720

Aggregate Intensity
Percentage

100%

95%

88%

79%

68%

62%

0.286

0.271

0.250

0.226

0.196

0.178

Aggregate Intensity(Metric Tons Normalized
by Revenue, in Millions)

PEOPLEPURPOSEPLANET

APPENDICESINTENSITY PERCENTAGE

ABSOLUTE METRIC TONSIMPROVEMENT

A 50% aggregate intensity reduction in VOCemissions (metric tons normalized by revenue, inmillions) from the base year of 2018.

INTRODUCTION

120

38%

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AIR QUALITYMANAGEMENT (CONT.)As a manufacturer, we have the opportunity to improve
our processes and, in doing so, reduce our impact on air
quality in the areas where we operate.
Relevant United Nations Sustainable
Development Goals

Progress Toward Our 2030 Goals
Reduce the aggregate intensity of fine particulatematter (PM2.5) emissions by 50% from thebase year of 2018.

PM2.5 Emissions Intensity(metric tons normalized by revenue, in millions)This improvement of 32% is due to equipment
operations and maintenance optimization.

PM2.5 Footprint PM2.5 Emissions  Aggregate Intensity Percentage ― 2030 Goal
3000

32%

2030 GOALS

PM2.5 refers to tiny, inhalable particles that can bereleased during chemical reactions and mechanicalprocesses, including those that can occur in the
manufacturing process. The number denotes the
aerodynamic diameter of the particulate matter, in thiscase 2.5 microns or less.

2500

100

2000

80

1500

60

1000

40

500

20

2018

2019

2020

2021

2022

2023

Absolute Metric Tons

2,338

2,207

2,069

2,453

2,251

2,132

Aggregate Intensity
Percentage

100%

94%

89%

87%

70%

68%

0.326

0.305

0.289

0.284

0.229

0.220

Aggregate Intensity(Metric Tons Normalized
by Revenue, in Millions)

PEOPLEPURPOSEPLANET

APPENDICESINTENSITY PERCENTAGE

ABSOLUTE METRIC TONSIMPROVEMENT

A 50% aggregate intensity reduction in PM2.5
emissions (metric tons normalized by revenue, inmillions) from the base year of 2018.

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120

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PROTECTING
BIODIVERSITY
Biodiversity describes the variety of life that keeps
nature’s ecosystems in balance. Owens Corning iscommitted to preserving and enhancing biodiversity
and the natural habitats that surround our operations
around the world. We seek to understand and manage
the biodiversity impact of all our own operations, aswell as gain insights into the impacts of our supply
chain on biodiversity.

Relevant United Nations Sustainable
Development Goals

2030 GOALS
We are currently working to gain a complete pictureof our impacts, and based on our findings, we intend
to establish our specific 2030 goals for biodiversity
by 2025. We are collaborating with non-governmentalorganizations (NGOs) to enable corporations to set
science-based nature targets. Our goals will include
the management of impacts in our own operations aswell as throughout our value chain.
Photo submitted by:
Alan Chan | Toronto, Canada
African elephants able to roam safely at a private reserve in South Africa.

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STAKEHOLDERENGAGEMENT &MATERIALSUSTAINABILITY
TOPICS
Owens Corning is committed toobjectively identifying material issues
and evaluating their impact acrossour value chain. In support of this,
we assess our materiality matrix ona five-year cycle in accordance with
AA1000 methodology. As our mostrecent Materiality Assessment was
conducted in 2019, the next one will
be conducted in 2024. Each year
between Materiality Assessments, we
conduct a refresh for each region andfor the company as a whole.

As part of our ongoing processes, we continue toevaluate significant changes to our operations forpotential risks or areas that could impact our statedgoals, either positively or negatively. We have also
developed a process of stakeholder engagement,
reviewing input from both internal and external groups.
Photo submitted by:Grace Esser | Toledo, Ohio, U.S.
A view of sails against the sky.

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Stakeholder Engagement
Owens Corning interacts with a wide range of stakeholders on a regular basis, including investors, customers, suppliers, community members, trade associations, and non-governmentalorganizations (NGOs). Through these engagements, we have an opportunity to present information about our efforts accurately and transparently, listen to stakeholder concerns, and work
together to achieve solutions. These stakeholders and the methods we use to engage with them are outlined in the table below.
GOVERNMENTAL
AGENCIESEMPLOYEESINVESTORS

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Conferences, speaking
engagements

✔

✔

✔

✔

Surveys, focus groups✔

✔

Visits and account management✔

✔

Education/summits✔

✔

CUSTOMERSSUPPLIERS

Social media✔

✔

Website information✔

Meetings and conference calls

NGOS

TRADE ANDINDUSTRYASSOCIATIONSMEDIACOMMUNITIESPOTENTIALEMPLOYEES

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

✔

Internal communications

✔

✔

✔

Volunteer andcommunity projects✔

✔

Memberships, sponsorship,board service, or project support
1-800-GET-PINK andGETTECH@owenscorning.com

✔
✔

✔

✔

✔
✔

✔

✔
✔

Stakeholder Consultation and Communication
To better understand our stakeholders’ expectations and priorities, we actively engage
and consult with individuals, groups, and organizations that are impacted by our business
operations. We rely on stakeholder guidance and direction to choose our business strategies
and priorities, and from them we learn what is and is not working. We invite stakeholders
to communicate with us on any economic, environmental, or social topic related to ourbusiness. The collective stakeholder input helps inform the Board’s identification andmanagement of economic, environmental, and social matters, as well as their impacts andopportunities, to help the board fulfill its oversight duties.
We also invite all our stakeholders and other interested parties to communicate with our
Board on any critical concerns they might have about our business. Interested parties
may communicate with the Lead Independent Director or any other Non-management
Director by sending an email to non-managementdirectors@owenscorning.com. All such
communications are promptly reviewed for evaluation and appropriate follow-up by our
General Counsel and/or our Vice President, Internal Audit. A summary of all communications
is reported to the Non-management Directors. This does not include communications

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

considered to be advertisements or other types of “spam” or “junk” messages unrelated to
the Board’s duties or responsibilities, which are discarded without further action.
In addition, stakeholders and other interested parties may communicate sustainability
concerns with the Senior Vice President/Chief Sustainability Officer (CSO) via his email
address, his assistant, our sustainability email address, or telephone. All businessappropriate inquiries are handled by the CSO directly, or they are passed on to Corporate
Communications, Legal, or other company function for appropriate action or response.
Complaints regarding business conduct policies, corporate governance matters, accounting
controls, or auditing are managed and reported in accordance with our existing Audit
Committee Complaint Policy or Business Conduct Complaint Procedure, as appropriate.

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Material Sustainability Topics
We have selected the following issues as our Material Sustainability Topics. They were selected after close review of the company’s prior work in sustainability and materiality, research into
best practices, examination of peer companies within our industry, and interviews with subject matter experts. Each topic is addressed in detail throughout this report. For each of these
Material Sustainability Topics, we have established goals or aspirations to be achieved by 2030.

SUSTAINABILITY MATERIALITY DEFINITION
Air Quality Management

MOST RELEVANT SDGS

As a manufacturer, we have the opportunity to improve our processes and, in doing so, reduce our impact on air quality in the areas where we operate.

Protecting Biodiversity
Biodiversity describes the variety of life that keeps nature’s ecosystems in balance. Owens Corning is committed to preserving and enhancing biodiversity
and the natural habitats that surround our operations around the world. We seek to understand and manage the biodiversity impact of all our own
operations, as well as gain insights into the impacts of our supply chain on biodiversity.

Circular Economy
A circular economy is one in which virgin raw materials, waste, energy, and emissions are minimized through smart design, renewable and recycled
inputs, energy-efficient production, and enabling the recyclability of products at the end of their life cycles. We are committed to supporting the global
transformation to a circular economy.

Combating Climate Change
Owens Corning understands the importance of climate action, and we take our role in the fight against climate change seriously. We have embraced ascience-based target for our greenhouse gas emissions in line with the most stringent standard, designed to limit global warming to 1.5° Celsius. We also
have a target to reduce our Scope 3 emissions, representing emissions from our supply chain.

Community Engagement
Owens Corning strives to contribute to thriving communities where we work, where we live, and where we have the potential to make a positive impact.

Employee Experience
We believe our employees should grow as people and as professionals while working at Owens Corning. We seek to attract the best people and provide
every employee with the opportunity to develop and reach their full potential, in a work environment full of both challenge and optimism.

Energy Efficiency & Sourcing Renewable Energy
We are determined to continue decreasing our dependence on fossil fuels, both by improving efficiency in our operations and by meeting more of ourenergy demands through renewable sources.

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SUSTAINABILITY MATERIALITY DEFINITION
Health & Wellness

MOST RELEVANT SDGS

We promote a healthy and tobacco-free lifestyle for all our employees and their families. We are committed to ending lifestyle-induced disease in our
employees, as well as promoting mental, physical, and financial well-being.

Safeguarding Human Rights & Upholding Ethical Standards
Owens Corning has the privilege of working with people all over the world. We believe that this privilege comes with the responsibility to treat all people
with dignity and respect and to protect their fundamental rights. We are committed to being a leader in setting and upholding the highest standards for
safeguarding human rights.

Inclusion & Diversity
We aim to foster an environment in which all our people are engaged and working together to create an equitable, healthy, and high-performing
organization. We define diversity broadly to include race, ethnicity, nationality, gender, religion, sexual orientation, and language, as well as family
background, socioeconomic background, interests, and experience. Inclusion enables employees to feel valued, understood, and inspired to bring theirwhole selves to work.

Safer Together
As a company, we are committed to promoting safety for all. We believe that all accidents are preventable, at work and at home.

Product Innovation & Stewardship
We work to utilize innovation and the principles of product stewardship to ensure that our products are fundamentally safe and sustainable in their design,
creation, use, and eventual disposal. We also seek to drive continual improvement in the sustainability of the products we offer, both in their creation and intheir ability to help the world meet its sustainability needs.

Responsible Water Sourcing & Consumption
We are committed to using water in an intelligent, sustainable way across the company. We operate in a number of different regions across the world,
some of which are in areas of higher water stress than others. Through reuse, recycling, and efficiency, we strive to consume less water in our operations.
We also must understand where our water use is most impactful, to set informed targets for water reduction.

Responsible Supply Chain
We strive to hold our suppliers to the same high standards we hold ourselves. We see our suppliers as key contributors to our overall sustainability
vision, and we seek to ensure all our suppliers fully comply with all applicable legislation, regulations, and legal requirements on human rights, labor, theenvironment, anticorruption, and trade and customs.

Sustainable Growth
As a company with sustainability at our core, we aim to align our company’s growth with sustainable trends and positive global impact. We achievesustainable growth through serving our customers, fulfilling their need for quality, sustainable products. We are working to build a financially successfulcompany with sustainability at its core.

Waste Management
Our ambition is to mitigate the waste that we produce by redesigning the process to avoid its creation, then repurposing it whenever possible. We arecommitted to redefining waste, continuously looking for beneficial uses for our byproducts and other waste materials.

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EVALUATION OF OUR
MATERIALITY ASSESSMENT
As stated earlier, Owens Corning conducted an annual
refresh of our most recent Materiality Assessment in 2023.
Through this process, we seek to confirm the continued
relevance of the existing Material Sustainability Topics andtheir relative positioning within materiality matrices. In each
Materiality Assessment, the refresh and review process
consists of three steps:

Global MaterialityProduct Sustainability (Purpose) 

Environmental Sustainability (Planet)  Social Sustainability (People)

COMBATING
CLIMATE CHANGE

0.60

 Reassess scopes and input data of Material
Sustainability Topics

ENERGY EFFICIENCY& SOURCINGRENEWABLE ENERGYINFLUENCE ON STAKEHOLDERS

0.55

 Refresh the AI-driven aspects of the assessment toincorporate new benchmark, regulatory, policy, and media
data from our industry and peers into the models
 Perform a sustainability review to determine if the 2022
Materiality Assessment continues to accurately represent
our sustainability strategy, impacts, and goals, or ifchanges have been significant enough to the company,
strategy, or model inputs to require further revisions
Based on the reviews in 2023, no change to our company’ssustainability materiality was required, and the topic list andrelative positioning were assessed and deemed to continue
to be accurate representations of sustainability themes for
Owens Corning. The only changes made were to align thematerial topic list with the chapter titles from this year’s
report. For the complete Materiality Assessment by region
see 2019 Sustainability Materiality Assessment.

HEALTH &WELLNESS

0.50

AIR QUALITYMANAGEMENT

0.45
0.40

SAFEGUARDINGHUMAN RIGHTS

0.35
0.30
0.25

SUSTAINABLE
GROWTHINCLUSION &DIVERSITYRESPONSIBLE
SUPPLY CHAIN

0.15
0.10

0.15

0.20

CIRCULAR ECONOMYEMPLOYEEEXPERIENCECOMMUNITYENGAGEMENTPROTECTING
BIODIVERSITYPRODUCT INNOVATION& STEWARDSHIPWASTE MANAGEMENTRESPONSIBLE WATER
SOURCING & CONSUMPTION

0.20

0.10

SAFER
TOGETHER

0.25

0.30

0.35

0.40

0.45

0.50

0.55

RELEVANCE TO COMPANY ENVIRONMENTAL, ECONOMIC, AND SOCIAL IMPACTS

Kicking Off a Double Materiality Assessment
In addition to the refresh we conduct during years in which a full assessment is not scheduled, in 2023 Owens Corning kicked off the next full assessment of sustainability materiality.
The next full assessment will be a Double Materiality Assessment, which will meet the requirements of the Corporate Sustainability Reporting Directive (CSRD). This Double Materiality
Assessment will remain focused on sustainability, and we will assess the impact of our operations on the world — environmental and social — as well as the impact of the world’s
environmental and social impacts on our operations. Our Sustainability team is collaborating with our Finance and Legal teams to work with an external consultant to respond to new
regulations, such as the CSRD Double Materiality Assessment that are on the horizon in Europe. These new European standards will provide Owens Corning with a framework that can beapplied across our global enterprise.

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UNITEDNATIONSSUSTAINABLE
DEVELOPMENTGOALSALIGNMENT. The 17 UN SDGs are as follows:

Owens Corning’s sustainability
aspirations are rooted in the
Sustainable Development Goals(SDGs) established by the United
Nations (U.N.) in 2015. The SDGs
serve as a framework that can beused by governments, businesses,
and individuals as they come together
to address the world’s most pressing
issues, including the fight against
climate change.

GOOD HEALTH AND
WELL-BEING 1

NO POVERTY 3

ZERO HUNGER 3

End poverty in all its
forms everywhere.

End hunger, achieve foodsecurity and improved
nutrition, and promotesustainable agriculture.

QUALITY EDUCATION 2

GENDER EQUALITY 1

Ensure inclusive andequitable quality educationand promote lifelong learning
opportunities for all.

Achieve gender equality
and empower all
women and girls.

AFFORDABLE AND
CLEAN ENERGY 1

DECENT WORK AND
ECONOMIC GROWTH 1

INDUSTRY, INNOVATION,
AND INFRASTRUCTURE 1

Ensure access toaffordable, reliable,
sustainable, and modern
energy for all.

Promote sustained, inclusive,and sustainable economic
growth, full and productive
employment, and decent
work for all.

Build resilient
infrastructure, promote
inclusive and sustainableindustrialization, andfoster innovation.

REDUCEDINEQUALITIES 2SUSTAINABLE CITIESAND COMMUNITIES 2

Reduce inequality within
and among countries.

Make cities and humansettlements inclusive, safe,
resilient, and sustainable.

RESPONSIBLE
CONSUMPTION
AND PRODUCTION 1

CLIMATE ACTION 1

LIFE BELOW WATER 3

LIFE ON LAND 2

Take urgent action tocombat climate change
and its impacts.

Conserve and sustainably
use the oceans, seas,
and marine resources forsustainable development.

PEACE, JUSTICE, AND
STRONG INSTITUTIONS 2

PARTNERSHIPS FOR
THE GOALS 1

Protect, restore, andpromote sustainable useof terrestrial ecosystems,
sustainably manage forests,
combat desertification,
halt and reverse landdegradation, and halt
biodiversity loss.

Promote peaceful and inclusive
societies for sustainable
development, provide access tojustice for all, and build effective,
accountable, and inclusive
institutions at all levels.

Strengthen the meansof implementation andrevitalize the global
partnership for sustainable
development.

Ensure healthy lives andpromote well-being for
all at all ages.
CLEAN WATER AND
SANITATION 1
Ensure availability
and sustainable
management of waterand sanitation for all.

Ensure sustainableconsumption andproduction patterns.

Definitions taken from the Global Goals for Sustainable Development website.
1 SDGs for which we believe we have the most direct impact or influence through our core business competencies and which are also material to our business.
2 SDGs for which believe we have a lesser and less direct impact, but which nonetheless reflect our values, policies, and outreach work. These may also have asignificant impact on stakeholders’ decisions and perceptions about our company.
3 SDGs for which we perceive the least direct influence or impact, although these SDGs do have some overlap with others, our sustainability efforts, and our business.
We do still measure and report on some of the indicators.

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Below, we detail our progress on the SDGs where we believe we have the most direct impact. More information can be found throughout the report.
Good Health and Well-Being
We are committed to the idea that our people can be healthier because they work for Owens Corning. Our goals and aspirations reflect this, and our efforts align with many of thefollowing SDG targets.
SDG Target 3.4 | By 2030, reduce by
one-third premature mortality fromnoncommunicable diseases throughprevention and treatment, and promotemental health and well-being.
According to data aggregated from our
U.S. employees, there is a high correlation
between participation in our Healthy
Living platform and reduction in our
disease burden, which makes increased
international engagement especiallyencouraging. In Latin America, Europe,and Asia Pacific, regionally appropriate,fit-for-purpose systems have beendeveloped, which are parallel to those
we have in the U.S.
To help improve mental health outcomesthrough our Employee Assistance Program(EAP), we have created a network of EAPNavigators. These employees voluntarily
offer their support for peers who may be
experiencing mental health challenges andneed help taking advantage of the EAP.

SDG Target 3.5 | Strengthen prevention
and treatment of substance abuse,including narcotic drug abuse andharmful use of alcohol.
In response to the U.S. opioid crisis, Owens
Corning’s policy limits short-acting opioidprescriptions to a three-day supply. Any
pills dispensed beyond the three-day limit
must be authorized. This policy decision,
initiated in 2018, was informed by a reportfrom the Centers for Disease Control andPrevention indicating that addiction rates toa prescribed opioid can double after four tofive days of continued use.
SDG Target 3.6 | By 2030, halve
global deaths and injuries from roadtraffic accidents.
We continue to implement our policy
banning cell phone use while driving forcompany business, and we encourage
employees and their families to avoid
distracted driving.

In 2023, we moved away from using athird-party company to train our EAP
navigators and provided funding for two
Owens Corning employees to become
Mental Health First Aid instructors.
These internal trainers are better
equipped to deliver trainings throughout
our organization. Sessions have been
conducted in Europe, Canada, and Latin
America, with over 200 EAP Navigators
trained by the end of 2023.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESSDG Target 3.8 | Achieve universal healthcare coverage (UHC), including financial
risk protection, access to quality essential
health care services, and access to safe,
effective, quality, and affordable essential
medicines and vaccines for all.
Promoting basic health and wellness is oneof our priorities for community engagement,
as we seek to extend our culture of wellness
beyond our workplaces and into thecommunities where we serve.
Within Owens Corning facilities aroundthe world, we promote participation in our
Healthy Living platform; in 2023, we had
77% participation. In addition, we offer flu
shots at select Owens Corning locations.

SDG Target 3.A | Strengthen
implementation of the World HealthOrganization Framework Convention
on Tobacco Control in all countries,
as appropriate.
Owens Corning offers our employees many
tobacco-cessation resources, including
on-site groups, small group discussions,and nicotine replacement therapy andmedication. We have established a goalof being 100% tobacco-free, and as of theend of 2023, 94% of our employees work in
tobacco-free facilities.

SDG Target 3.9 | By 2030, substantiallyreduce the number of deaths
and illnesses from hazardous
chemicals and air, water, and soil
pollution and contamination.
We continue to make progress on ourgoals to reduce our emissions footprint
worldwide. In addition, our productstewardship process helps ensurethat every product is evaluated for
health, safety, environmental codes andregulations, quality, and performance.

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Gender Equality

Clean Water and Sanitation

We gauge our progress toward gender equality across our workforce, andour inclusion and diversity efforts include programs for ensuring equity andincreasing the participation of women in our business, including efforts thatalign with the following targets.

We are working to ensure we source and use water responsibly, so there isenough for nearby communities and the species with which we coexist. Our
efforts align with these specific SDG targets.

SDG Target 5.1 | End all forms of
discrimination against all women andgirls everywhere.
Owens Corning believes that an inclusive anddiverse workforce leads to high engagement
and innovative thinking in the workplace. We
have a number of programs throughout ouroperations designed to promote equity in our
workplaces and in the communities where
we serve.
We have also implemented a robust pay
equity gap review, which includes multiple
processes and controls that are executedduring hiring and annual merit review. This
program is designed to prevent pay equity
gaps. We ensure the success of this review
by performing a biennial pay equity review
with the assistance of a third-party vendor.
The third-party review includes a robust
statistical analysis of pay equity acrossour global salaried workforce. Consistent
with our commitment to “equal pay for
equal work,” Owens Corning remediates
all identified and substantiated pay gaps
through pay increases.
The review conducted in 2023
demonstrated that less than 3.6% of its
approximately 5,700 global staff employees
required remediation, at a total cost ofless than 0.1% of annual global salaries.
Further, we have implemented processes
and policies to avoid inheriting unequal pay
biases of prior employers.

INTRODUCTIONPEOPLEPURPOSESDG Target 5.2 | Eliminate all forms ofviolence against all women and girls in
the public and private spheres, including
trafficking and sexual and other typesof exploitation.
We continue to strengthen our processes
to ensure our Human Rights Policy isimplemented worldwide.
SDG Target 5.5 | Ensure women’s fulland effective participation and equal
opportunities for leadership at all levelsof decision-making in political, economic,
and public life.
In keeping with our commitment tocreating an inclusive and diverse work
environment, Owens Corning operates
programs that foster gender equality
throughout our operations, including
the Women’s Inclusion Network (WIN)affinity group, a group of highly engaged,
empowered, and compassionate peoplecommitted to developing outstanding
women through professional development
and community involvement. In addition,
Women in Operations (WIO) in the U.S. and
its Composites EU counterpart, WOOPS,
support and elevate the role of women in
the operations team.
Women hold 29% of mid-level leader,director, and vice president roles at
Owens Corning, and currently there arethree women serving as directors on our
Board, representing 30%.

PLANET

APPENDICESSDG Target 6.4 | By 2030, substantially
increase water-use efficiency across all
sectors and ensure sustainable withdrawals
and supply of freshwater to address
water scarcity and substantially reduce
the number of people suffering fromwater scarcity.
By 2030, we aim to cut in half the amount
we take from local water supplies in places
where water is limited in quantity or quality.
In addition, we intend to ensure that ourother facilities remain at the same water
intensity as our base year of 2018, or lower
when aggregated. We have developed
context-based targets to address ourpotential impact on water conditions aroundthe world. Location-based targets address
both our need for water and the needs ofthe communities where we operate.

SDG Target 6.B | Support andstrengthen the participation of local
communities in improving water andsanitation management.
Part of our prioritization of basic healthand wellness includes ensuring clean waterand sanitation. In Mumbai, India, we haveworked to set up sanitation and clean water
stations, which benefit migrant children
attending schools located around ourplants. This is especially meaningful forgirls reaching puberty, as the addition ofbathroom facilities makes it possible
for them to remain in school. By continuing
their education, they move further
toward gaining independence andsuccess as adults.

SDG Target 6.6 | Protect and restore
water-related ecosystems, including
mountains, forests, wetlands, rivers,
aquifers, and lakes.
Owens Corning continues to deepen our
understanding of the biodiversity thatexists in the areas where we maintaina presence. Through this work, we will
be better equipped to discover how we
can preserve and enhance biodiversity
and the natural habitats that surroundour operations around the world. We willdevelop biodiversity goals based on anunderstanding of the full impact of ouroperations and supply chain on biodiversity
by 2025.

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Affordable and Clean Energy
By improving our efficiency across our operations and sourcing more renewable electricity, we can achieve our ultimate goal of eventually eliminating our use of fossil fuels. Our
efforts align with the following SDG targets.
SDG Target 7.2 | By 2030, increase substantially the share of renewable energy in the
global mix.
Owens Corning is working to bring more renewable electricity into the grid through powerpurchase agreements (PPAs) or virtual power purchase agreements (VPPAs), which support
the development of large renewable energy projects.
We have entered into four VPPAs that have added 341 megawatts (MW) of annual capacity.
These include 125 MW of wind energy in Texas and 125 MW of wind energy in Oklahoma(both signed in 2015), as well as 43 MW of wind energy in Finland and 48 MW of wind energy
in Sweden. The VPPA in Sweden reached its commercial date of operation in 2021, andFinland reached commercial date of operation in 2022.
Owens Corning aspires to have contracts in place covering 100% of our global enterpriseelectricity in the coming years, with those contracts operational by 2030. In early 2024, a
VPPA in Spain came fully online, involving three separate VPPAs with a contracted capacityof 81.9 MW, which are collectively expected to produce 223 GWh per year.
As of 2023, we have sourced renewable electricity for all of our European sites througha combination of PPAs, VPPAs, physical contracts, and unbundled GOs from site energy
suppliers to cover shortfalls from contracts.
As we work to cut our greenhouse gas emissions in half, purchasing energy only fromrenewable sources is essential. In addition, we must work to reduce emissions from ourprocesses and improve energy efficiency. In 2023, approximately 57% of our electricity camefrom renewable sources, which represents continued progress toward our goal.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESSDG Target 7.3 | By 2030, double the global rate of improvement in energy efficiency.
Throughout this goal cycle, we are working to reduce energy use from both renewable andnon-renewable electricity, as well as other forms of non-renewable energy, by 20% from ourbaseline year of 2018. In 2023, Owens Corning decreased our overall consumption of directenergy, including fuel usage in operations, by 8% from 2022. We decreased consumption ofindirect energy, which includes the use of electricity, steam, and district heating, by 7%. With
regard to energy efficiency, we are currently at a 8% energy use reduction in 2023 comparedto our 2018 base year.
Overall, our reduction can be attributed to the conservation measures we have taken
to significantly reduce energy consumption and improve plant efficiency. Since 2006,
Owens Corning has implemented over 1,290 energy efficiency projects in our facilities aroundthe world. The result has been a reduction in estimated usage of more than 1.49 million MWh
per year. Additionally, we offer an extensive portfolio of products that can help our customers
save energy and avoid emissions. In 2023, 59% of our revenue came from this categoryof products.
SDG Target 7.A | By 2030, enhance international cooperation to facilitate access toclean energy research and technology, including renewable energy, energy efficiency
and advanced and cleaner fossil fuel technology, and promote investment in energy
infrastructure and clean energy technology.
In 2023, approximately 57% of our electricity across our portfolio came from such renewablesources, such as wind, hydro, solar, and geothermal.

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Decent Work and Economic Growth
Our vision for a sustainable enterprise includes attention to environmental and social progress, human rights, and an employee experience that provides an environment with ahealthy balance of challenge and optimism.
SDG Target 8.2 | Achieve higher levels of economic
productivity through diversification, technologicalupgrading and innovation, including a focus on high-value
added and labor-intensive sectors.
To promote technological innovation, Owens Corning has
11 Science & Technology Centers located in key markets
around the world. These facilities play a vital role in thedevelopment of solutions that meet customer needs andaddress global concerns regarding sustainability. In addition,
we are committed to the digital transformation throughout
our operations. We have developed a digital framework toaddress some of our key aspirations, enabling us to improve
manufacturing, drive efficiency, and generate revenue.
Across our portfolio, we have made innovations that help
end users meet their own sustainability goals, including
the following:
PINK Next Gen® Fiberglas™ has the highest certified
recycled content in the industry, based on third-party
certified recycled content certifications for unfaced
fiberglass insulation products in North America1. It is also
certified as made with 100% renewable electricity throughthe use of power purchase agreements. In addition, it has
earned Underwriters Laboratories (UL) GREENGUARD® Goldcertification for low volatile organic compounds.
FOAMULAR® NGX™ insulation contains a proprietary
blowing agent blend that demonstrates a greater than 80%
reduction2 in global warming potential compared to legacy
FOAMULAR® insulation products. In 2024, we aspire for all
Owens Corning Insulation plants in the U.S. and Canada toconvert to manufacturing NGX insulation.
DuroStrand Type 30® Single-End Roving product uses
corrosion-resistant Advantex® glass fiber for use in a varietyof rebar manufacturing processes. Its increased fiber
content and high bar modulus maximizes the mechanicalproperties of rebar systems, increasing the service life ofrebar and increasing productivity for customers in selectmarkets.3

Duration® asphalt shingle products feature SureNail®
technology, with up to 2.5 times the nail pull-throughresistance compared to the top two competitors. All
Duration® shingles offer at least UL 2218 Class 3 impact
resistance, with two product lines meeting UL 2218 Class
4. These products also meet high performing industry
standards for wind, fire, and tear resistance in the U.S.
and Canada.
SDG Target 8.4 | Improve progressively, through 2030,
global resource efficiency in consumption and productionand endeavor to decouple economic growth fromenvironmental degradation, in accordance with the 10year framework of programs on sustainable consumption
and production, with developed countries taking the lead.
Owens Corning is pursuing opportunities to transform
our operations to a circular economy model, one in which
virgin raw materials, waste, energy, and emissions areminimized through smart design, renewable and recycled
input, energy-efficient production, and recycling of products
at the end their life cycles. In doing so, we are better
positioned to achieve more sustainable economic growth —ensuring that we have a net-positive impact by reducing ourenvironmental footprint and increasing the positive impactsof our products.
Our goal is to establish viable circular economy businessmodels by 2030, involving our materials and how they
are used by collaborating up and down the supply chain
with customers, suppliers, communities, academics,
policymakers, government entities, and other organizations.
We recognize the need to increase the recycled content anddecrease the virgin raw materials used in our products. We
plan to develop technical solutions and practical businessmodels for our product materials and packaging to continue
their use beyond their original purpose.
We are calling on our partners throughout our value chain
to help us in our transition to a circular economy model andmeet our 2030 science-based Scope 3 goal to reducegreenhouse gas emissions. We will rely on the companies
with which we do business to help us develop strategies
that will limit the extraction of virgin raw materials andseek new opportunities to keep products at the end of theirlife out of the landfill and remain useful within the global
economy.
SDG Target 8.5 | By 2030, achieve full and productive
employment and decent work for all women and men,
including for young people and persons with disabilities,
and equal pay for work of equal value.
We ensure equitable treatment for all employees
independent of gender, age, race, or status as a memberof an underrepresented population through a consistentphilosophy in the design, application, and administration of
total compensation programs globally. We conduct biannual
pay reviews to ensure that our employees are paid equitably.
Specific to the treatment of individuals with disabilities,
we sponsor an affinity group, Abilities, that provides acommunity within Owens Corning to foster the inclusion andgrowth of employees impacted either directly or indirectly byboth seen and unseen physical or mental health disabilities.
SDG Target 8.7 | Take immediate and effective measuresto eradicate forced labor, end modern slavery and humantrafficking, and secure the prohibition and elimination of theworst forms of child labor, including recruitment and use ofchild soldiers, and by 2025 end child labor in all its forms.
SDG Target 8.8 | Protect labor rights and promote safe andsecure working environments for all workers, including
migrant workers, in particular women migrants, and thosein precarious employment.
Both of the above U.N. SDG targets are addressed by our
Human Rights Policy. In addition, to further reinforce theimportance of human rights among our people, Owens
Corning initiated a training program on forced labor, childlabor, and modern slavery. This training was administered toall 117 Sourcing Department employees in 2023.

1 Total recycled content for unfaced fiberglass insulation products in North America based on current third-party certified recycled content for Owens Corning, Knauf, CertainTeed, and Johns Manville, 2020.
2 Environmental Product Declaration – Optimization Summary – FOAMULAR NGX XPS Insulation.
3 Comparison testing performed and verified in an Owens Corning technical facility, 2021.

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Industry, Innovation, and Infrastructure

Responsible Consumption and Production

All three Owens Corning businesses (Composites, Insulation, and Roofing)engage in research and innovation to deliver products and services that bringperformance and durability to infrastructure and the built environment.

The sustainability practices we have in place throughout our operations andsupply chain reflect the attention to product sustainability and reducing ourmanufacturing footprint.

SDG Target 9.1 | Develop quality, reliable, sustainable, and resilient infrastructure,including regional and transborder infrastructure, to support economic development andhuman well-being, with a focus on affordable and equitable access for all.
SDG Target 9.4 | By 2030, upgrade infrastructure and retrofit industries to make themsustainable, with increased resource-use efficiency and greater adoption of clean andenvironmentally sound technologies and industrial processes, with all countries taking
action in accordance with their respective capabilities.
Regarding targets 9.1 and 9.4, we develop materials and systems that create resilient
buildings and infrastructure. Fourteen of our products have received “Made with 100%
Renewable Electricity” certification. These products give commercial architects andspecifiers the option of low-carbon products to build energy efficient structures. Owens
Corning manufactures several products designed for sustainable upgrades to infrastructure.
More information about these products can be found beginning on page 237 of this report.
SDG Target 9.5 | Enhance scientific research, upgrade the technological capabilities
of industrial sectors in all countries, in particular developing countries, including, by2030, encouraging innovation and substantially increasing the number of research anddevelopment workers per 1 million people and public and private research anddevelopment spending.
We have established Science & Technology Centers in key markets worldwide. Our global
Science & Technology Centers employ scientists and engineers with expertise in a wide
range of disciplines, including glass science, chemical engineering, fundamental chemistry,
and much more.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESSDG Target 12.4 | By 2030, achieve environmentally sound management of chemicals andall wastes throughout their life cycle in accordance with agreed international accordancewith agreed international frameworks and significantly reduce their release to air, water,and soil to minimize adverse impacts on human health and the environment.
At the end of 2023, 37% of our locations were certified to ISO 14001, which accounts forapproximately 46% of our employees. In addition, 52% of our locations use our internal
Owens Corning EMS, which is based on the principles of ISO 14001, accounting for
approximately 43% of our employees. Thus, 89% of our locations have implemented anenvironmental management system, accounting for approximately 89% of our employees.
Further, 44% of our locations were certified to the ISO 9001 standard for a Quality
Management System (QMS) in 2023, representing approximately 53% of our employees.
We conduct life cycle assessments (LCAs) according to the ISO 14040, 14044, and 14025,
as well as ISO 21930 and EN 15804, followed by a third-party review and verification of
appropriate product category rules. We have conducted full LCAs on 86% of our products.
SDG Target 12.5 | By 2030, substantially reduce waste generation through prevention,
reduction, recycling, and reuse.
Our goal is to send zero waste to landfill by 2030. We have a two-part plan to achieve this.
First, we aim to reduce waste intensity by improving efficiency and process design. We willthen repurpose or recycle the remaining waste, as well as recycle waste back into our own
processes wherever possible.

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Climate Change

Partnerships for the Goals

Owens Corning recognizes the importanceof taking action to mitigate the impacts ofclimate change through improving energy
efficiency, increasing our use of renewable energy, andreducing greenhouse gas emissions. Our efforts are alignedwith the following targets.
SDG Target 13.1 | Strengthen resilience and adaptive
capacity to climate-related hazards and natural disasters
in all countries.
The Intergovernmental Panel on Climate Change (IPCC)
states that global warming must be limited to 1.5° C toavoid the worst impacts of climate change. Consistent
with this call to action, Owens Corning is committed todecarbonization. Our 2030 goals for greenhousegas emissions have been approved by the Science
Based Targets initiative as being aligned to the
IPCC’s recommendation.
SDG Target 13.3 | Improved education, awarenessraising, and human and institutional capacity on climatechange mitigation, adaptation, impact reduction, andearly warning.
Owens Corning has made sustainability central to our
corporate identity, beginning with our mission statement,“Building a sustainable future through material innovation.”
As we raise awareness about sustainability among our
employees, we have seen real engagement — 77% of ouremployees agree that they work they do at Owens Corning
has a direct impact on achieving our sustainability goals.

INTRODUCTIONPEOPLEPURPOSEPLANETTo fulfill our mission of building a sustainable future, Owens Corning relies on collaboration throughout our
entire value chain, and through our growth we are able to improve the lives of people around the world.
SDG Target 17.3 | Mobilize additional financial resources
for developing countries from multiple sources.
In 2023, the Owens Corning Foundation distributed over$6.2 million in cash contributions to nonprofit organizations.
We work with several global charitable partners to identify
appropriate charities in our regions around the world,
perform necessary due diligence as required by the U.S.
Internal Revenue Service, and then distribute the funds.
SDG Target 17.6 | Enhance North-South, South-South,
and triangular regional and international cooperation on
and access to science, technology, and innovation, andenhance knowledge sharing on mutually agreed terms,
in particular at the United Nations level, and through a
global technology facilitation mechanism.
SDG Target 17.16 | Enhance the global partnershipfor sustainable development, complemented bymulti-stakeholder partnerships that mobilize andshare knowledge, expertise, technology and financial
resources, to support the achievement of the sustainable
development goals in all countries, in particulardeveloping countries.

APPENDICESSDG Target 17.17 | Encourage and promote effective
public, public-private, and civil society partnerships,building on the experience and resourcing strategies
of partnerships.
Owens Corning is a global corporation with facilities in 30
countries and a base of suppliers located all around theworld, and these partnerships have made it possible for us
to engage and collaborate with a wide range of stakeholders.
We have used this opportunity to facilitate the transformation
to a circular economy model, in which virgin raw materials,
waste, energy, and emissions are minimized through smart
design, renewable and recycled input, energy-efficient
production, and recycling of products at their end of life. Thistransformation includes a great deal of collaboration, withcustomers, suppliers, communities, academics, policymakers,
government entities, and other organizations.
We have also set ambitious goals for the reduction of our
Scope 3 greenhouse gas emissions, the indirect emissions
that come primarily from our supply chain. The strategies wehave in place to achieve these goals are outlined on page 184of this report.

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BOARDLEADERSHIP
Owens Corning people are driven by ashared purpose — in which our people
and our products make the world
a better place. Our commitment tosustainability can be found at every
level of the organization, startingwith our Board of Directors. The
individuals who serve on the Board are
dedicated to helping us achieve our
guiding aspirations for sustainability:
increasing our positive impacts,
reducing our negative impacts,
protecting our people, advancing
inclusion and diversity, and having a
positive impact in the communities
where we serve.

Current Leadership Structure
Owens Corning’s Board of Directors (referred to as the Board) consists of one Executive Director and nine IndependentNon-executive Directors.
The Board has five committees, each with its own responsibilities:
 Audit Committee Compensation Committee
 Executive Committee Finance Committee
 Governance and Nominating Committee
Information about these committees and their responsibilities can be found in the Board and Committee Membership sectionin our most recent Proxy Statement and on the Owens Corning website.
The Board has complete access to the company’s management, with an ongoing ability to review the Board’s leadership
structure and make changes as it deems necessary and appropriate. This gives them the flexibility to meet varying business,
personnel, and organizational needs over time.
All Board members, other than our Board Chair and CEO, are independent under all applicable legal, regulatory, and stock
exchange requirements. Six Board members have relevant experience in industrials and materials sectors where our products
are sold. Average tenure on the Board is currently eight years. The Board believes that the current and future leadership
structure is appropriate for Owens Corning considering our company’s governance structure, current needs, and businessenvironment, as well as the unique talents, experiences, and attributes of the individuals in these roles. More information
about the individual Board members and their competencies can be found in our most recent Proxy Statement.

Photo submitted by:
Stacy DeWalt | Toledo, Ohio, U.S.
Detail of our world headquarters in Toledo, taken on a vintage camera by
Stacy’s husband, Jeremy Wilcox.

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Nominating and Selection of Qualified Board Members
The Board is responsible for nominating candidates to the Board, who are then elected by stockholders. They also fillvacancies that may occur between annual meetings of stockholders.
Owens Corning has formal procedures in place for the nomination and selection of potential Board members. The
Governance and Nominating Committee is authorized to recommend only those candidates who meet our Director
Qualification Standards, which are used to assist in determining Director independence. Nominees for Director are
selected based on a wide range of criteria, including: Experience Integrity Knowledge

 Diversity

 Skills

 Ability to make independent analytical inquiries

 Expertise Understanding of our business environment

 Mature judgment

 Willingness to devote adequate time and effort to
Board responsibilities

 Acumen CharacterAs outlined in our bylaws, each Board member is elected individually on an annual basis and must receive a majorityof votes cast for that Director. All our current Non-executive Directors have no more than four additional mandates topublic boards and no more than two additional public boards for Directors that are employed full time as an executive, as
required by our Corporate Governance Guidelines.
The Governance and Nominating Committee examines principal skills to evaluate an individual’s experience andqualifications to serve as Director. The effectiveness of this process is assessed annually by the full Board as part of its
self-evaluation. With respect to sustainability, the committee assesses experience in or management responsibility forfurthering sustainable business practices that address environmental, social, or ethical issues.
We believe diversity enhances the Board’s ability to manage and direct Owens Corning, and the committee considers
diversity when identifying Director nominees, as required by its charter and Corporate Governance Guidelines. In thiscontext, diversity refers to gender, race, ethnicity, nationality, national origin, or other elements of an individual’s identity.

Photo submitted by:
Carrie Sim | Toledo, Ohio, U.S.
Magnolia tree in Sylvania, Ohio, U.S.

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Board Education

Board and Committee Evaluation

Conflicts of Interest

New Directors undergo an orientation program covering
a wide range of topics, including strategic plans andsignificant issues related to finance, accounting, and risk
management, to ensure they are fully knowledgeable about
our company. They also review compliance programs,
conflict policies, codes of business conduct and ethics,
and corporate governance guidelines. The orientation also
includes opportunities to become familiar with principal
officers, internal auditors, and independent auditors, andreceive briefings from the CEO and management.

Our Corporate Governance Guidelines specify that each year,
the Governance and Nominating Committee administers theannual self-evaluation process to assess the effectivenessof the Board, its committees, and the Board Chair and CEO.
The evaluation process is as follows:

We have written policies and procedures in place related
to avoiding, managing, and disclosing conflicts of interest
by Directors, officers, employees, and members of their
immediate families.

Following the orientation process, Directors are expected
to continue learning about our business and related
issues, enabling them to maintain the necessary expertiseand competency to perform their responsibilities. This
continued learning includes consultations with our
executive officers, reviews of relevant materials, visits
to offices and plants, and participation in third-party
educational programs. The Board and its committees
regularly participate in education sessions presented
by outside advisors, including periodic updates onenvironmental, social, and governance issues.

 The Board and its committees complete annual
self-assessment questionnaires and have individual
discussions with the Lead Independent Director toevaluate effectiveness in several areas, including thecomposition, structure, and process of the Board.
 The completed questionnaires are submitted to a thirdparty law firm, which summarizes the results.
 The Governance and Nominating Committee circulates
the summarized results to all Directors, except forresults related to evaluation of the Board Chair and CEO.
Those are sent to the independent Directors, to be
discussed in an executive session of theNon-management Directors.

As indicated in our Directors’ Code of Conduct, a Director
who has an actual or potential conflict of interest must
disclose the following to the Board Chair and the chair of theGovernance and Nominating Committee:
 The existence and nature of the actual or potential
conflict of interest
 All facts known to the individual regarding thetransaction that may be material to a judgment about
whether to proceed with the transaction
Directors wishing to make transactions related to company
shares must first request and receive approval from theGovernance and Nominating Committee. In our annual
Proxy Statement, we disclose transactions between Board
members and their immediate families. For related-party
transactions (RPTs) that are subject to the Financial
Accounting Standards Board (FASB) Accounting Standards
Codification (ASC) Topic 850, we comply with additional
disclosure requirements. We also disclose with suppliers
and other stakeholders all other conflicts of interest, suchas the existence of controlling shareholders, cross-board
membership, and cross-sharing.

Owens Corning’s Board of Directors are among those who signed the company’s
refreshed safety commitment, Safer Together.

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OVERSIGHT OF SUSTAINABILITYManagement Oversight of Sustainability

Responsibilities

According to our Directors’ Code of Conduct,sustainability includes the following concepts:• Oversight responsibility for EHS risks

Board of Directors• Guidance and direction on sustainability issues and opportunities

 Environmental compliance Product stewardship Personal safety• Creating sustainability vision, values• Sustainability strategy and policies

 The environmental and social impacts of our global
operations and the products we make and sell
Oversight, guidance, and direction on sustainability
matters — including our 2030 sustainability goals —are provided by the Board, who oversee management’s
execution of our sustainability strategy.
In addition, the Board committees maintain oversightof management’s responsibilities for issues relevant totheir respective areas. These include the following: Audit Committee: oversight of legal andregulatory compliance Governance and Nominating Committee: oversightof Board structure and stockholder rights

PURPOSE• Performance monitoring and reporting

SUSTAINABILITY LEADERSHIP TEAM
Members• Chief Sustainability Officer• Director, Enterprise Environmental• Director, Enterprise Medical, Health & Wellness• Director, Enterprise Safety• Senior Director, Sustainability• Vice President, Circularity & Decarbonization

Responsibilities• Provides subject matter expertise• Leads the corporate sustainability
strategy• Leads and reports on the deliveryof sustainability goals and targets

Members of the Extended Sustainability Leadership Team
• Human Resources• Finance• Legal• Communications
Members
Environment & Safety
Leadership Council

In addition, the Audit Committee and the Board asa whole retain some oversight responsibility forenvironmental, health, and safety (EHS) risks. Directors
are expected to provide oversight, guidance, anddirection on sustainability issues and opportunities
that potentially impact our reputation and long-term
economic viability. This includes such sustainability
issues as energy reduction, renewable energy, water
scarcity, and waste reduction. The Board is responsible
for overseeing risk for Owens Corning; as such, they arealso responsible for oversight of climate-related issues
and opportunities. From a management perspective, wehave a sustainability governance structure to discussand make decisions on all issues related to economic,
environmental, and social aspects.

PEOPLE• Redefining targets or goals

Chief Sustainability Officer (CSO)

The Board committees periodically provide reports
concerning these sustainability matters to theentire Board.

INTRODUCTION

Responsibilities

Chief Executive Officer (CEO)PLANET

Healthy Living
Leadership Council
Sustainability
Champions• Develops innovative solutions that
advance existing priorities• Identifies and communicates on
emerging sustainability topics• Promotes extensive awareness andeducation on sustainability inside andoutside the company• Supports, engages, and fosters
collaboration across the company aswell as up and down the value chain

Responsibilities• Chief Sustainability
Officer• Director, EHS –Roofing & Asphalt• Determines the critical priorities and strategic direction of environmental andsafety initiatives globally• Director, Enterprise
Environmental• Director, EHS –Composites• Ensures alignment in strategy between with operations• Director, Enterprise Safety• Director, Regulatory
Law• Director, EHS – Insulation• Director, Human
Resources

Members

APPENDICES• Advances best practices on
the sustainability agenda
and activities• Strategizes new sustainability practices
and challenges• Executive Committee
Sponsor• Chief Sustainability Officer• Vice President,
Business Unit Operations(Composites, Insulation,
Roofing)• Maintains risk matrices and their respective aspects, including the risk
assessment, mitigation plans, and communicating updates• Ensures comprehensive integration of initiatives at different organizational levels
and communicates relevant initiatives, objectives, and priorities• Provides legal counsel for global environmental, safety laws, and regulations
Responsibilities• Director, Enterprise
Medical, Health andWellness• Director, Benefits• Senior Lead, Benefits• Enterprise‐wide oversight for Global Healthy Living Program• Establishes Healthy Living Program goals, priorities, and metrics for the enterprise• Ensures that the comprehensive integration of Healthy Living Program initiatives
occur at the business unit level• Commissions working groups to develop recommendations/proposals to address
current/emerging trends and or needs in the wellness space• Supports Wellness Champion and volunteer network within facilities

Members

Responsibilities• Site-level employees• Reports on the delivery of goals and targets• Lead site-level sustainability initiatives

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Owens Corning created the position of Chief Sustainability Officer (CSO) in 2007 tounderscore the essential role of sustainability in our overall operations. The CSO reports
directly to the CEO and is responsible for our compliance with legal and company
requirements related to sustainability topics. In addition, Owens Corning employs asustainability organization made up of approximately 56 employees, reporting to the CSO.
The team has a wide range of responsibilities, including:

The CEO and CSO also create vision and values related to sustainability, and they develop,
maintain, and promote sustainability strategy and policies. In addition, they redefine targets
and goals as needed.

 Circular economy and decarbonization

The CSO and the sustainability organization are responsible for monitoring and reporting
performance. We use the EcoStruxure™ Resource Advisor system from Schneider Electric tomonitor our environmental metrics and data. Data is entered into the system, where it can bereviewed and analyzed. The sustainability leadership team meets regularly to: Value chain sustainability

 Review initiatives and performance against metrics

 Sustainability analytics and reporting Debate current trends in the market

 Product sustainability and transparency

 Evaluate the transparency of our product attributes and the level of information needed tosatisfy customers

 Sustainability insights, research, and engagement

 Understand increasing stakeholder expectations

 Corporate environmental and operations sustainability

Climate-related issues are addressed through our risk management process. They areincluded in our risk registers, which are developed by the business unit and legal teams fromthe plant level up. Learn more about risk registers on page 62.

 Corporate health and wellness
 Corporate safety Decarbonization

Inside the Circular Economy Recycling Technology
Innovation Lab, Granville, Ohio, U.S.

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The Owens Corning Board of Directors
Owens Corning’s Board of Directors (the “Board”) consists of one Executive Director and nine Independent Non-executive Directors.

2023
BOARD
LEADERSHIP

INITIAL YEAR
AS A DIRECTORNAMESIGNIFICANT POSITIONS & COMMITMENTS

AGE

ROLE

Mr. Brian D. Chambers^

President, CEO, and Chair of the Board for
Owens Corning; Director of Lincoln Electric
Holdings, Inc.

57

2019

Executive

Mr. Eduardo E. Cordeiro^

Former Executive Vice President, CFO of Cabot
Corporation; Director of FMC Corporation

56

2019

IndependentNon-executive Director

Ms. Adrienne D. Elsner^

CEO of Benson Hill, Inc.; Former Interim CEO of
Benson Hill; Former President, CEO, and Director ofCharlotte’s Web Holdings, Inc.; Former President of
U.S. Snacks, Kellogg Company; Director of Benson
Hill, Inc.

61

2018

IndependentNon-executive Director

Mr. Alfred E. Festa^

Operating Advisor at Clayton, Dubilier & Rice; Former
Chairman and CEO of W.R. Grace & Company;
Director of NVR, Inc.

64

2020

IndependentNon-executive Director

Mr. Edward F. Lonergan^

Executive Chairman of Zep Inc.; Former CEO
of Chiquita Brands International, Inc.; Former
Chairman of DRB Systems Inc.; Former Director of
The Schwan Food Company

64

2013

IndependentNon-executive Director

Ms. Maryann T. Mannen^

President of Marathon Petroleum Corporation;
Former Executive Vice President and CFO of
Marathon Petroleum Corporation; Director of
MPLX LP.

61

2014

IndependentNon-executive Director

Mr. Paul E. Martin^

Former Senior Vice President and Chief Information
Officer of Baxter International Inc.;
Director of Unisys Corporation and STERIS plc.

66

2021

IndependentNon-executive Director

Mr. W. Howard Morris

President and Chief Investment Officer of The
Prairie & Tireman Group; Director of Virtus
Investment Partners, Inc.

63

2007

IndependentNon-executive Director

Ms. Suzanne P. Nimocks^

Former Senior Partner of McKinsey & Company;
Director of Ovinitiv Inc., and Brookfield
Infrastructure Partners

65

2012

IndependentNon-executive Director

Mr. John D. Williams^

Advisor for Domtar Corporation; Former President
and CEO and Director of Domtar Corporation

69

2011

IndependentNon-executive Director^ Denotes Board members who demonstrate skill in furthering sustainable business practices.

Nine of our current Board members demonstrate experiencein or management responsibility for furthering sustainablebusiness practices that address environmental, social, or
ethical issues. The Board also continues to demonstrate acommitment to diversity, with 30% of Directors identifying as
people of color and 30% identifying as women.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESThe Board met eight times in 2023. Each of our Directors
attended 100% of the meetings of the Board and the Board
Committees on which he or she served, except one special
Board meeting where 90% of the Directors attended. In 2023,
the Non-executive Directors met in executive session at all
regularly scheduled Board meetings. Our Lead Independent
Director (LID) presides over all executive sessions of theBoard’s meetings attended by the LID.

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RISK
MANAGEMENT
Owens Corning identifies andmanages risk across economic,
environmental, and social domains.
Our forward-thinking, all-encompassing
approach to managing risk enables us
to make effective business decisions
that help us achieve long-term financial
goals and shape our future success.

Photo submitted by:
Jihua Sun | Guangde, China
Employees at our Guangde plant review a to-do list following a
huddle meeting, as part of their approach to TPM.

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Oversight and Management
Enterprise Risk Management (ERM) is owned by executive
management at Owens Corning, which delegates its
management to the Risk Committee. Our executive
management then oversees the Risk Committee’s
management of ERM, culminating in a final review by the
Audit Committee of the Board of Directors.

The Audit Committee’s responsibilities include:

The Risk Committee is responsible for overseeing andmonitoring our risk assessment and mitigation actions. The
Risk Committee is not a Board committee — it is a crossfunctional group that includes members with many areasof expertise and is structurally independent of our businesslines. This committee identifies risks and mitigation
strategies, and it provides key updates to Executive
Committee and the Audit Committee.

 Annual review of and quarterly updates on Owens
Corning’s key risks, major financial exposures, andrelated mitigation plans

The Risk Committee’s membership is designed to ensure
diversity of thought and perspective related to risk, including
a range of functions and geographic representation. The
committee’s permanent members represent the following
corporate functions: Internal Audit, Legal, Treasury,
Corporate Strategy and Financial Planning, Sourcing and
Supply Chain, and Information Technology. Additional
members represent Operations, Human Resources,
Commercial Strategy, and Science and Technology within
the businesses. Safety and environmental concerns wereexpanded in the core risk register, which increases theextent to which sustainability issues are embedded in theenterprise-wide risk process.
The Risk Committee reports to executive management,
and it is specifically sponsored by both the Chief Financial
Officer and General Counsel, who are themselves membersof our executive management. In support of these efforts,
the independent corporate audit function systematicallyaddresses risk throughout the enterprise. Audit results arereviewed with the Audit Committee, which has primary
responsibility for assisting the Board’s oversight of risk.

INTRODUCTIONPEOPLEPURPOSEPLANET Discussion of guidelines and policies that govern theprocess by which senior management and relevant
departments assess and manage the company’s
exposure to risk

 Oversight of our management of the key risks and major
financial exposures that fall within the Audit Committee’s
specific purview
 Assurance that the Board and its committees oversee
our management of key risks and major financial
exposures within their respective purviews
 Quarterly evaluation of the effectiveness of the abovereferenced process of oversight
Both the Board of Directors and its Audit Committee retainsome oversight responsibility for environmental, health, andsafety risks. In addition, Board members are expected toprovide oversight, guidance, and direction on sustainability
issues and opportunities that have potential impacts on our
reputation and long-term economic viability.
In addition to the ERM process, three Board committees —the Compensation Committee, the Finance Committee, and
the Governance and Nominating Committee — review andevaluate risks associated with their respective areas. Each
Board committee reports on its respective risk management
activities, and the Board then considers such reports.
Between annual reviews, the business stakeholders review
their business’s sub-registers, and the Risk Committee
meets quarterly to discuss any applicable updates. The
Audit Committee and executive management also review
risk registers quarterly, regardless of any planned updates,
to ensure that the Risk Committee has identified all potential
risks. Any material updates made are then reviewed with theexecutive management and the Audit Committee.

APPENDICES

Photo submitted by:Priyanka Ruparel | Mumbai, India
View of the Gulf of Kutch from Mandvi Beach, India.

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Risk Registers
Owens Corning’s business units proactively analyze risks and create risk registers
specific to our businesses and functions. We currently have a risk register for each of
our three businesses (Composites, Insulation, and Roofing), compliance, and financefunctions, which are then rolled up into our Enterprise Risk Register. This enables
business units and the Risk Committee to facilitate strategic and operational planning
processes while mitigating sustainability and other risks.
Risks are prioritized based on their placement in the risk register. The Y-axis (“Impact”)
represents the potential financial, reputational, compliance, or health and safety
impact to Owens Corning, while the X-axis (“Likelihood”) represents the probabilityof occurrence. Color coding (for risk acceptability) and different shapes (for trending
information) offer a fuller understanding of the potential risks. We also include theconcept of risk velocity in our conceptualization of risk, describing the potential rate
at which a risk could impact our businesses. While risk velocity is not depicted on therisk register in an infographic manner, the concept is described in conjunction with theoverall register narrative, giving us a better understanding of impending impacts andenabling us to be proactive in our approach.
To identify new risks — and update risks no longer considered important — the Risk
Committee conducts quarterly reviews of results and outputs of risk assessments.
The Risk Committee’s quarterly meetings enable them to review and report on robust
mitigation plans across businesses and corporate functions. The Audit Committee also
reviews our ERM process quarterly to ensure it remains relevant and proactive.

VALUE
IMPACT

M
HIGH

Each risk has a Risk Committee sponsor, a risk owner, and a subject matter expert,
while executive management sponsors the overall program. Each risk also has its own
risk owner and subject matter expert, who are responsible for ensuring that we havemitigating actions in place for each risk, and that we are making consistent progress
toward the acceptable/desired risk level. Risk owners are also responsible for the overallmanagement of the risk and cross-functional and vertical communication through theorganization, ensuring visibility of the risk in all elements of strategic planning. Thisapproach enables us to drive updates to the risk register, as sub-register risks roll up to
the enterprise level. Extra training on the use of the tool is required, and it is refreshed for
new stakeholders each year.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESTAEMEDIUM

U

R

C

N

O

Q

P
S

H

I

K
J

LOW

F

Risk on a Page
Owens Corning uses Risk on a Page to encourage active learning through risk mapping.
This model requires each enterprise-level risk to be presented separately, with dedicatedteam members playing an active role in managing each individual risk. The tool is used
to describe key information about the risk such as risk trend, risk velocity, mitigating
actions, and the way this information links to the strategic plan. It also includes a map of
the risk that depicts its status, from inherent risk to residual risk, pictorially representing
the impact of mitigating actions, as well as the final mitigated position of the risk for the
sub-register or the enterprise register.

G

B

LOW

MEDIUM

L

HIGH

LIKELIHOODLEGEND
TREND▲

Improving●

Stable▼Worsening

RISK ACCEPTABILITY(after the impact of existing actions)■

Risk level acceptable

No Change■

Execution ofmanagement plan

New Risk■Management of riskneeds improvement

ChangeExample of a risk register for demonstration purposes.

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Risk Mitigation Framework
Risk Management Training

Engaging Employees in Risk Management

Our ERM function — and the philosophy behind it — is dispersed throughout Owens Corning.
To ensure that risk registers remain up to date, we assign a risk liaison to each sub-register.
Risk liaisons are responsible for facilitating updates to their respective sub-register. They
receive thorough training in our approach to ERM from the Corporate Risk Leader, and they
provide guidance to subject matter experts and risk owners in their respective businesses
or corporate areas. Additionally, the Legal department initiates global annual training on our
Code of Conduct and antitrust policies to broadly address key compliance risks.

Owens Corning employees at every level are encouraged to identify new risks to theorganization. Potential risks regarding a range of topics, including environmental concerns,
safety, sourcing, and human resources, are raised at the plant level, and the results of forum
discussions are shared across the company and evaluated at the leadership team level ineach facility. When appropriate, the feedback is compiled into risk registers at the business
unit level. Once within the risk register, processes are established and appropriate employees
are trained. Focused, web-based loss control training is also available for plant personnel.

Risk Management and Human Resources

In keeping with our culture of safety, employees are encouraged to be proactive in their
management of risk. An example of this can be found in our integration of Total Productive
Maintenance (TPM) into our operations. TPM emphasizes proactive and preventive activities
to maintain, manage, and improve production. All employees are involved in maintaining
their own process during production, which creates a shared responsibility for equipment
and increases involvement from everyone. In addition, hazard recognition and near-missreporting are significant tools within our safety culture and throughout the plant network.

Effective risk management is considered in our human resources processes for employees
who are responsible for identifying and continuously advancing mitigation strategies for riskin their daily job responsibilities. This is evidenced by our risk management process, which
includes the development of risk registers at the enterprise and business unit levels, aswell as finance and compliance functions. In support of our efforts to reduce risk in Human
Resources, Owens Corning has implemented a review of executive management, which
details talent health, leadership succession, hiring and developing capabilities, retention, andinclusion and diversity progress.

This emphasis on risk also extends to new acquisitions. As part of our due diligence in theacquisition process, we evaluate the risk associated with such items as environmental
issues, safety, finance, IT, product stewardship, human resources, and sourcing.

Photo submitted by:
Sylwia Kaszyńska | Poland
Lake Bled, Slovenia

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SUMMARY OF KEY
SUSTAINABILITY RISKS
Owens Corning is subject to a diverse arrayof risks, which vary greatly in importanceand likelihood. Some are directly related tothe competitive nature of our business andour operations, while others are the resultof external forces, including weather-related
phenomena. Using correlation analysis, we
assess the likelihood of an event occurring
within a specific period and the potential
impact on the organization, then prioritize
and develop strategic plans accordingly. We
apply this analysis to our key external businessdrivers, such as housing starts, wind-power
growth rates, and hurricanes and other severe
weather conditions.
For example, our analysis indicates that theNorth American building insulation businessis highly correlated to new home starts. Basedon actual and forecasted home starts, thebusiness develops its strategic plan and makes
the appropriate tactical maneuvers to rightsize our capacity and workforce. Additionally,energy, commodity, and foreign currency
hedging programs are routinely evaluated toprovide inputs into our correlation analysis.
For purposes of this report, we will highlightpotential risks that are specific to oursustainability efforts, as well as potential longterm risks that may be of interest to investors.
A full summary of additional risks that directly
impact our operations can be found in the mostrecent Form 10-K, and in our 10-Q quarterly
reports. These documents are available on ourinvestor website.

INTRODUCTIONPEOPLEPURPOSE

Emerging Sustainability Risks
Proposed or Future Laws or Regulations Aimed at Addressing Climate Change
We believe it is likely that the scientific and political attention toissues concerning the extent and causes of climate change willcontinue, with new and more restrictive laws and regulations
focusing on environmental, social, and governance initiatives
that could affect our financial condition, results of operations
and cash flows. Foreign, federal, state, and local regulatory andlegislative bodies have enacted or proposed various legislativeand regulatory measures relating to increased transparency andstandardization of reporting matters that may include climatechange, regulating GHG emissions, water usage, recycling ofplastic materials, and energy policies, including waste tax, andother governmental charges and mandates. As a result, we
expect to be subject to overlapping, yet distinct, climate-related
disclosure requirements in multiple jurisdictions.
Compliance with foreign, federal, state, and local legislation andregulations concerning climate-related disclosures, including
compliance with the European Commission’s Corporate
Sustainability Reporting Directive and the SEC’s proposed
climate disclosure requirements, may result in the occurrenceof additional costs and capital expenditures, and the failure tocomply with such legislation and regulations could result in fines
to us and could affect our business, financial condition, resultsof operations, and cash flows. We could also face increased
costs related to defending and resolving legal claims and otherlitigation related to climate change and the alleged impact of
our operations on climate change. In addition, energy prices
could increase as a result of climate change legislation or otherenvironmental mandates, which could have an adverse effect on
our results of operations.

PLANET

APPENDICES

In addition, from time to time, we establish targets, strategies,
and expectations related to climate change and otherenvironmental matters. Our ability to achieve any such targets,
strategies, or expectations is subject to risks and uncertainties,
many of which are outside of our control. These risks anduncertainties include, but are not limited to, our ability to
execute our strategies and achieve our goals within the currently
projected costs and expected timeframes; availability, use,and success of on- and off-site renewable energy; evolving
regulatory and other standards, processes, and assumptions;the pace of scientific and technological developments;
increased costs and availability of requisite financing; market
trends that may alter business opportunities; the conductof third-party manufacturers and suppliers; constraints or
disruptions to our supply chain; and changes in carbon markets.
There are no assurances that we will be able to successfully
execute our strategies and achieve our targets. Failures ordelays (whether actual or perceived) to achieve our targets or
strategies related to climate change and other environmental
matters could damage our reputation and relationships withcustomers and investors; adversely affect our business,
operations, and reputation; and increase risk of litigation.
We will be undertaking a comprehensive assessment ofclimate-related risks and scenarios in 2024, which will help us
better quantify the financial and societal impact of climate risks
as well as develop robust mitigation strategies to adapt
our business.

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Climate Change and Associated Transitional Risks
Owens Corning is subject to or has chosen to voluntarily participate in Emissions
Trading Schemes (ETS) around the world, such as Alberta Technology Innovationand Emissions Reduction, EU Emissions Trading System, the Canadian Federal
Output-Based Pricing System, the Québec’s Cap-and-Trade GHG Emissions
System, and South Korea’s Emissions Trading Scheme. Expansions of theseschemes could impact us by reducing our carbon allowances, thus increasing ouroperating costs in those countries.
For example, with the further reductions in allowances through Phase 4 of
the European ETS, our annual allowances were reduced, which requires us topurchase credits.
The Phase 4 period began in 2021 and will continue through to 2030. Volatility incarbon market pricing creates additional risk. Our course of action in managing theserisks involves: interacting with the commission regarding the implementation of the
EU Green Deal and Fit-for-55 package; pursuit of R&D initiatives involving a change inmaterial composition or in manufacturing processes to enable emissions reductions;and implementation of energy and GHG reduction projects.
Owens Corning has strategies in place to mitigate these risks. Chief among themis our commitment to the circular economy model, in which we work to avoid theuse of virgin raw materials whenever possible, manufacture products to deliver
the least negative environmental impact, and ensure that materials used in our
products remain in the economy indefinitely. More information about our circular
economy approach can be found on page 217.
Top risks at Owens Corning, regardless of their relation to sustainability, areaddressed through our ERM program. Each business regularly reviews its risk
register to identify new or materially changed risks and address them accordinglywith appropriate risk mitigation plans. Opportunities are addressed through thelong-range planning process, which has a horizon of three years forward.

Photo submitted by:
Scott Campen | Knoxville, Tennessee, U.S.
Moonrise over the Little River, Tennessee.

INTRODUCTIONPEOPLEPURPOSEPLANET

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Additional Risks and Liabilities
Cybersecurity Risk
We have a range of security measures that are designed to protect against the unauthorizedaccess to and misappropriation of our information, corruption of data, intentional orunintentional disclosure of confidential information, or disruption of operations. These
security measures include controls, security processes, and monitoring of our manufacturingsystems. We have cloud security tools and governance processes designed to assess,
identify, and manage material risks from cybersecurity threats. In addition, we maintainan information security training program designed to address phishing and email security,
password security, data handling security, cloud security, operational technology security
processes, and cyber-incident response and reporting processes.

Although we experience cybersecurity incidents from time to time as part of our operations,
we have not experienced any information security breach that had, or is reasonably likely tohave, a material impact on our business strategy, results of operations or financial condition.
Any breach of our security measures, or those of our third-party service providers, could
result in unauthorized access to and misappropriation of our information, corruption of data
or disruption of systems, operations, or transactions, any of which could have a material
adverse effect on our business strategy, results of operations or financial condition. See
Risk Factors on page 9 of Form 10-K for further discussion of the risks related tocybersecurity threats.

Our cybersecurity strategy includes defense in depth, zero trust, and standards-based
controls intended to protect our information technology systems. We perform incident
response tabletop exercises that include members of the company’s senior management
team to validate, test, and assess the effectiveness and adequacy of certain roles anddecision-making processes in the event of a cybersecurity incident. We also assess, identify,
and manage cyber risk associated with divestiture and merger and acquisition activities.

The Board of Directors is responsible for overseeing risk for the company and hasdelegated to the Audit Committee responsibility for overseeing the cybersecurity risk
management strategy for the company. The Audit Committee receives regular updates
on our cybersecurity risk management process from members of management, including
our Chief Information Officer (CIO). The Audit Committee review our comprehensive
cybersecurity framework, including reviewing our cybersecurity reporting protocol thatprovides for the notification, escalation, and communication of significant cybersecurity
events to a crisis management team and appropriate levels of management, including our
CIO, as well as to the Audit Committee. Management also provides the Audit Committee witha cybersecurity dashboard, which the full Board of Directors can access as well. Additionally,
the Audit Committee regularly provides updates to the Board on the status of the Company’s
cybersecurity risk management process.

The oversight of our cybersecurity risk management process is integrated into our overall risk
management process. The Risk Committee is responsible for overseeing and monitoring ourrisk assessment and mitigation-related actions, including with respect to cybersecurity risks.
The Risk Committee is not a committee of our Board of Directors. It is a cross-functional
committee that includes members across many areas of expertise and is structurally
independent of our business lines. The Risk Committee’s membership is designed to provide
diversity of thought and perspective related to risk, including cybersecurity risks. The Risk
Committee identifies risks and mitigation strategies, and it provides key updates to executive
officers and the Audit Committee of our Board of Directors.
We use third-party service providers to execute certain business processes, maintaincertain information systems and infrastructure, evaluate defenses, and implement
recommendations. We periodically have external information security assessments
performed by third parties to analyze our information technology systems and to stay
informed of information security risks. Additionally, we have a supplier validation process,which provides for review and approval by our cybersecurity group for cloud services.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESThe Company’s cybersecurity program is overseen by our CIO, who is responsible for global
information technology, including cybersecurity. Our Vice President, Global Information
Security, is primarily responsible for assessing and managing material risks fromcybersecurity threats, including monitoring the measures used for prevention, detection,
mitigation, and remediation of cybersecurity incidents. The information security organizationis comprised of internal Owens Corning employees and external security suppliers who
provide security monitoring and response. Our Global Information Services team is regularly
engaged in cybersecurity training and awareness and incorporates relevant reviews intechnology design and development.

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UPHOLDINGETHICAL
STANDARDS
We believe that a clear set of guiding
principles is essential to effective
corporate citizenship. To achieve ouraspirations, we have establisheda wide range of policies andprocedures that apply to everyone at
Owens Corning — senior leadershipand plant employee alike.
Over the years, the ethicalinfrastructure we have in place
has been repeatedly recognized byorganizations around the world. While
we are pleased to receive accolades
for our dedication to ethical leadership
throughout our industry, we also realizethat the true advantage of acting withintegrity is the security it provides to thepeople who work for us as employees,with us as partners, and around us in
the communities we serve.
Photo submitted by:
Josh Strake | Granville, Ohio, U.S.
Overlooking Paris, France.

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The Owens Corning Code of Conduct
Our Code of Conduct is a foundational document that guides our entire
approach to business. It contains the principles that guide our conduct,ensuring that we act with integrity and uphold the values that drive our
behavior as a company.
 We care about health, safety, the environment, and each other.
 We are committed to lawful and high-integrity conduct.
 We are collaborative, respectful, and transparent.
 We are curious innovators, and we protect our company secrets
and assets.
The policies outlined in the Code of Conduct apply to every employee
at Owens Corning, regardless of position, country, business unit,
or subsidiary.
The Code of Conduct and guiding principles are inspired by andaligned with the United Nations Global Compact (UNGC), the Universal
Declaration of Human Rights, the U.S. Foreign Corrupt Practices
Act (FCPA), and U.K. Bribery Act, and the Organisation for Economic
Cooperation and Development (OECD) Anti-Bribery Convention.
To ensure worldwide compliance with these policies, Owens Corning
has established the Business Conduct Council (BCC), which is chairedby the General Counsel and Corporate Secretary. Our General Counsel
and the Vice President, Government Affairs and Litigation report resultsof the BCC’s investigations and outcomes to the Audit Committee of
the Board of Directors, which provides oversight.
Owens Corning maintains a confidential helpline and othermechanisms for receiving employees’ questions and concerns about
the Code of Conduct. Issues raised through the helpline are reviewed
by the Vice President of Internal Audit and the Vice President ofCompliance. Further investigation and follow-up may be conductedby the Internal Audit team or external consultants, depending on thenature of the issue.
As part of our comprehensive corporate ethics and complianceprogram, we have specific policies that apply to our Chief Executive
Officer, senior financial officers, and members of the Board of Directors.
Other business conduct policies apply to all employees on specificcompliance topics.

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APPENDICES

Safety training for employees at our plant in Hangzhou, China.

Applying Our Principles to Our People
In addition to the Code of Conduct, the policies that guide us in all our interactions can be found inthese documents:
 Director’s Code of Conduct
 Ethics Policy for Chief Executive and Senior Financial Officers
 Supplier Code of Conduct Non-Discrimination and Non-Harassment Policy Human Rights Policy Data Privacy and Data Protection Policies
 Insider Trading Policy
Our approach to ethics covers all full-time employees, part-time employees, contractors, and temporary staff ofOwens Corning, the entities we own, the entities in which we hold a majority interest (including joint ventures),the facilities we manage, our franchises, and branded operations.
We also work with our suppliers, customers, and other business partners to uphold our ethical standards. We
expect them to adopt similar policies within their businesses and extend the same protections to their various
stakeholders. In addition to helping us review and evaluate our locations and acquisitions, our Code of Conduct
and Supplier Code of Conduct are used to guide our interactions with suppliers and other business partners.

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OWENS CORNINGETHICS POLICIESAs part of our commitment to ethical business practices, it is our policy to make full, fair, accurate, timely, and understandable disclosures in all reports and documents the company files with,submits, or furnishes to the U.S. Securities and Exchange Commission (SEC) and in all our other public communications. Our public disclosures are in compliance with all applicable laws,
rules, and regulations. The ethics policies outlined here demonstrate how we have established a solid foundation upon which we build our culture of integrity with our stakeholders aroundthe world.

Senior Officer Policies
Ethics Policy for Chief Executive and Senior
Financial Officers

Executive Compensation

Our ethics policy for senior officers sets forth policies toguide the performance of the Chief Executive Officer (CEO),
Chief Financial Officer (CFO), and Corporate Controller.
These officers are held to legal and ethical standards evenbeyond those of our other employees.
Reporting on Violations
Senior officers are required to report any suspected legal
and ethical violations to our law department or corporate
audit services or to any member of our Business Conduct
Council, a global team accountable for the management
and oversight of the company’s internal investigations
protocol and escalation of concerns, where appropriate. We
also maintain a confidential reporting system for receiving
advice and concerns from our employees, described in moredetail later in this section.

Owens Corning continually monitors the evolution of compensation best practices and reviews the relationship between
company performance and compensation and the goals and targets that we set. Individual goals and targets are designed toensure that Owens Corning meets its financial and environmental goals while operating as an ethical company. In addition,
Owens Corning has fully independent voting members of the Compensation Committee.
Base salary and other fixed elements of compensation are essential to any compensation program and enable therecruitment and retention of top talent. However, we believe that variable compensation for our most senior executives
should significantly outweigh that from base salaries.
For a more detailed discussion of executive compensation, including ways we apply internal and external financial
success metrics, please see the Executive Compensation section of our latest Proxy Statement, which will be publishedin March 2024.

Conflicts of Interest
No senior officer shall make any investment, accept any
position or benefits, participate in any transaction orbusiness arrangement, or otherwise act in a manner thatcreates or appears to create a conflict of interest with thecompany, unless the senior officer makes full disclosureof the facts and circumstances to, and obtains the priorwritten approval of, the Governance and Nominating
Committee of Owens Corning’s Board of Directors.
Conflicts of interest requirements also apply to membersof our Board of Directors.

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Photo submitted by:
Milind Vishvanath Rajpurkar | Taloja, India
A view from the Ooty Fern Hill Resort, India.

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Ethics Policies Throughout Owens CorningOpen Reporting Process and Internal Investigations

Assessment of Our Compliance Program

Owens Corning ensures that all employees are aware of our company policies, including our Code of Conduct. Our
open reporting process enables employees to voice their concerns about suspected misconduct, including harassment,
discrimination, and other ethical issues. All employees are encouraged to report suspicions about violations of law or policy
and are expected to cooperate in the investigation of potential wrongdoing per our Code of Conduct. They can do so without
fear of retaliation, which is strictly prohibited by Owens Corning. No hardship, loss of benefits, nor penalty may be imposedon an employee as punishment for good-faith reporting of suspected misconduct, responding to a concern of suspected
misconduct, appearing as a witness in the investigation of a report, serving as an investigator, or otherwise cooperating in aworkplace investigation. Retaliation or attempted retaliation is a violation of our Code of Conduct, and anyone who engages inretaliation may be subject to discipline, up to and including termination.

Our annual compliance program risk assessment for 2023
consisted of three elements:

Employees are encouraged to report their concerns to any manager, member of HR or the Law department, or any member of
our Business Conduct Council. Employees may also submit their concerns (anonymously, if desired) to our Business Conduct
Council through a confidential helpline (1-800-461-9330) or web portal, which are operated by a third-party service provider.
Employees can also report their concerns to the Council using a designated email address or a dedicated postal mailbox.

 Internal program assessment of maturity andeffectiveness assessment, which is conducted using an
external tool or framework.

Owens Corning takes all reports of misconduct seriously. Any concern brought to the company’s attention is thoroughly
reviewed and investigated by the Business Conduct Council. We make every effort to ensure that investigations are
consistent, comprehensive, and confidential. If a report is substantiated, the company will respond as it deems appropriate
or necessary consistent with laws, internal procedures, and best practices, and we will act swiftly to correct the problem
and deter future occurrences. Depending on the circumstances, this may include training and/or disciplinary action up
to and including termination. Individuals suspected of being in violation of the law may also be subject to civil or criminal
prosecution. Significant breaches of our business conduct policies on the part of certain senior executives are escalated to
the Audit Committee of the Board of Directors. The Audit Committee would determine the manner of investigation of any
such reports, and they would disclose as applicable by law.
Internal investigations are reviewed for trends and opportunities at least quarterly and further discussed with senior businessleaders. The Audit Committee receives a periodic report along with an update on the compliance program in general, including
any breach of applicable law. Compliance operations will report significant highlights from the open reporting process to all
employees annually, which may include the number of reported concerns received, the number of substantiated concerns, thepercentage of anonymous reports, and the number of employees who were terminated for such concerns.

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APPENDICES An enterprise risk management (ERM) Compliance
Risk Sub-register, which contains the catalog of ourcompliance risks that are assessed based on thepotential likelihood and impact of a compliance failure
along with key mitigations actions to prevent, detect, andrespond to such risk potential.

 External audit of one high-risk compliance area, which
is selected for external audit by a legal firm or a forensic
audit firm. In the past several years, these high-riskareas have included, but are not limited to, Antitrust,
Anti-corruption, Anti-bribery, Trade Compliance, andData Privacy/General Data Protection Regulation(GDPR). Gaps and opportunities identified in the internal
assessment or external audits are assigned to theappropriate subject matter risk owner and tracked forcompletion as part of the Compliance Risk Sub-register
and/or compliance program annual strategic plan.

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Employment Standards, Compensation, and Working Conditions
We provide employees with compensation, benefits, and working-hour schedules in compliance with all laws and collective agreements. We support mechanisms for employee grievances andresolution of disputes that protect employees’ privacy, allow for anonymous reporting, and protect employees against retaliation.
Industrial Relations

Data Privacy

Owens Corning makes use of various formal and informal
processes to address and resolve labor issues at eachfacility. All labor practice concerns raised by employees
are resolved, typically through a peer review or grievanceprocess at the local level. Occasionally, local grievances
require additional input at the divisional or corporate level.
Any grievance that remains unresolved is definitively
decided by a neutral arbitrator. Although the company
does not compile the annual number of grievances orcomplaints filed by employees/unions at each plant, it is
not unusual for each facility to resolve dozens of suchlabor concerns each year.

We view data privacy as an element of personal safety, and our commitment to privacy extends to all Owens Corning
employees and stakeholders. We comply with global privacy laws; collect, process, and transfer personal data in atransparent and trustworthy manner worldwide; and honor the rights of data subjects.

In the unfortunate event that one of the above
mechanisms of resolution is unsuccessful, an employee
may choose to proceed with legal action or file acomplaint with a local agency. These are handled throughour Legal department following the same guidelines ofinvestigation, remediation, and non-retaliation policies as
the Business Conduct Council investigations.

 Respond to data subjects’ rights requests

To address data privacy and protection, Owens Corning works to: Minimize data collection Adequately protect and safeguard data collected Limit access to personal data only to appropriate personnel
 Extensively train system owners and data handlers on privacy laws, including the GDPR

 Continuously improve our processes to address and mitigate the effects of cybersecurity incidents, including personal
data breaches
We also strive to strengthen our data privacy and protection program. In recent years, we have: Raised awareness of data privacy throughout our organization
 Applied our data protection standards globally
 Leveraged a cross-functional team of subject matter leaders to maintain and evolve our protection standards across theglobal privacy landscape
We have also implemented enhanced security measures designed to protect against misappropriation or corruption of oursystems, intentional or unintentional disclosure of confidential information, or disruption of our operations. This includes
adapting our IT systems and platforms to reflect a “privacy by design” perspective. And as Owens Corning grows, we assess
the IT environment and technical security systems of companies we acquire, ensuring that data collection and processing
comply with our existing policies and standards.
Owens Corning has established information security controls to prevent unauthorized access to our systems. External
assessments of our security controls are conducted at least twice a year to validate the effectiveness of the controls andidentify areas of continuous improvement.

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Environmental, Health, Safety, and ProductStewardship Policy
We work toward continuous improvement in our EHS
performance. The Product Stewardship Center of
Excellence at Owens Corning owns the health, safety, andenvironmental impact of our products to ensure they aresafe to make, use, and perform as expected. Throughthese efforts, we work to ensure that Owens Corning
products are evaluated for health, safety, environmental
codes and regulations, quality, and performance. Moreinformation about our approach to product stewardshipbegins on page 203 of this report.
Non-Harassment Policies
Owens Corning intends for all employees to work in
an environment free from harassment on any basis,including but not limited to race, color, sex, age, national
origin, veteran or military status, pregnancy status,
sexual orientation, gender identity, cultural affiliation,
religion, genetic information, physical or mental disability,
personal characteristics or circumstances, or any othercharacteristic protected by applicable law. Harassment
is defined as any conduct that threatens, intimidates,or coerces another person. Regardless of whether it iscommitted by a co-worker, a manager, or even a nonemployee, harassment will never be tolerated at
Owens Corning. Employees at all our worldwide locations
and at all levels have the responsibility to avoid any act or
actions that suggest harassment in the workplace or ina work setting. This includes interactions with
contractors, vendors, consultants, customers, and othernon-employees, such as visitors, who are involved with
Owens Corning.
Owens Corning also has management training in place
to help prevent harassment. This includes our leadershipdevelopment program, Leading Pink, which helps ensurethat managers are aware of non-harassment policies andbetter equips them to enforce the policies when they see
potential violations. Our company actively investigatesallegations of harassment, evaluates the conduct andthe context of the alleged behavior, and takes
appropriate action.

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Anti-Corruption

Corporate Political Advocacy

Owens Corning uses many safeguards to prevent
corruption within our businesses — including corruption
on the part of any of our employees, members of our
Board of Directors, and business partners such as third
parties and independent agents. Our anti-corruption policy
is overseen by our Audit Committee. This policy andother related policies align with applicable anti-corruption
laws, including but not limited to the U.S. Foreign Corrupt
Practices Act of 1977 (FCPA), the UK Bribery Act, and theOECD Convention on Combating Bribery.

Owens Corning incurs lobbying expenses directly
through an internal registered lobbyist and four
lobbying consultants, as well as indirectly through tradeassociations who lobby on behalf of their member
companies. We are currently evaluating best practices
to ensure that our lobbying is aligned with our
climate aspirations.

Specific controls exist within the Owens Corning treasury
policies and procedures to review vendors and assess
appropriateness before payments are processed. These
controls are reviewed regularly by the Internal Audit team
based on audit scoping. In addition, sensitive transactions,
including gifts, travel, and entertainment, are reviewed
using business analytics tools, as well as by ourthird-party business partner, to ensure compliance with
Owens Corning policies. Additionally, Internal Audit
performs an annual review of travel and expenses toassess policy compliance, sensitive transactions, andpotential misuse or abuse.
Anti-Competitive Behavior
In general, Owens Corning discourages employee contact
with competitors. When contact does occur, the employee
must report their contact the Law department, even if
business is not discussed.
 Before a scheduled meeting or call with a competitor,
the Law department must review the purpose of themeeting, the written agenda, a list of participants, andany documents or information that will be shared.
 After any contact with a competitor, scheduled orunscheduled, employees must file a report with the
Law department.
Owens Corning has established controls related topotential contact with competitors. These controls may
be reviewed as part of a periodic audit process. We havecreated a mobile-friendly app to simplify reportingthese interactions.

APPENDICES

Our political advocacy objectives support initiatives andglobal public policies that align with our core principles andstrategic business objectives. These include but are notlimited to the following: Government actions to address climate change Measures to increase the energy efficiencyof buildings
 Efforts that drive the development and adoption ofbuilding energy codes
We also work in conjunction with the National Associationof Manufacturers, the Business Roundtable, and similarindustry organizations to advocate for affordable housing
and other social justice concerns.
Owens Corning Better Government FundOur employees have the option to make politicalcontributions through the Owens Corning Better
Government Fund, a nonprofit, unincorporated
committee operating as a separate, segregated fund of
Owens Corning. Its purpose is to offer our employees andshareholders a way to join a program of political giving,
providing them with a united and constructive voice in the
U.S. political process. The fund still prohibits direct
or indirect contributions from Owens Corning or any
other corporation or political action committee. In 2023,
the Owens Corning Better Government Fund had
no disbursements.

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FPO

UPHOLDING ETHICAL STANDARDS

2023 IN
REVIEW

Throughout 2023, our people
continued to work diligently to ensurethat Owens Corning continues toact with integrity. These efforts areclosely tied to our core values — as
we maintain our ethical standards, wetake a global view that can help create
better lives for individuals.

Anti-Corruption
In 2023, our anti-corruption efforts resulted in the following outcomes:
 100% of the members of our Board of Directors received
communication on our anti-corruption
policies, procedures, and compliance efforts.
 100% of our employees received communication on ouranti-corruption policies and procedures, and 100% of staff
employees, which is approximately 32% (5,661)
of all employees, completed training.
 Our internal process calls for all new suppliers to receive
a copy of our Supplier Code of Conduct, which includes
anti-corruption expectations.
 100% of our business was assessed for corruption
risks, per an annual assessment cycle. Significant
risks identified and assessed included customers,
independent third parties (including facilitation
payments), direct and indirect interactions withgovernment officials (including gifts and entertainment),
anti-money laundering, politically exposed persons,and bribery.

 Owens Corning received no fines, penalties, orsettlements in relation to corruption in 2023. Furthermore,
no employees were disciplined or dismissed due to noncompliance with anti-corruption policies in 2023, andthere were no incidents related to insider trading. There
were no confirmed incidents of corruption, terminationof contracts with business partners, or public legal
cases against Owens Corning or its employees related
to corruption.
In 2023, we updated our insider trading policy, whichapplies to all Owens Corning employees, and special
trainings were implemented for select employees. A
working group connected to our Responsible Supply Chain
Steering Committee is focused on enhancing our Supplier
Code of Conduct and evaluating related continuous
improvements in supplier management to further embed
our ethical standards.

Photo submitted by:
Clint Price | Jackson, Tennessee, U.S.
The EHS team from the Memphis Roofing Plant came to Jackson for a benchmarking trip to evaluate the use of automatic guided vehicles.
From left to right: Francisco Villazana, Jackie Robinson, Milton White, Ernest Smith, Marques Williams, Michael Davis, and Trinke VonBrinton.

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Anti-Competitive Behavior

Non-Harassment

After extensive review, we have found no record of any fair competition breaches in ourcompany’s history. We have also had no legal actions for anti-competitive behavior ormonopoly practices.

We have begun to expand our training, including non-harassment training, following
disruptions related to COVID-19. In 2023, 48% of U.S. primary employees were trained on
non-harassment.

Freedom of Association and Collective Bargaining

The Business Conduct Council reviewed and investigated 13 reports of harassment in 2023.
Corrective action and improvements were taken as applicable.

We do not restrict the rights of workers to exercise freedom of association or collective
bargaining in any of our operations. Independent trade unions represent 67% of ourprimary employees, who are also covered by collective bargaining agreements. To support
employees’ rights to exercise freedom of association and collective bargaining, we had 50
formal consultations (and many informal consultations) or negotiations with trade unions asof the end of 2023. These talks have included discussions on a wide variety of issues relative
to our unions, including extensive negotiations regarding wages, benefits, hours, and otherterms of employment. We also extend these principles to our suppliers, as outlined in our
Supplier Code of Conduct.
In 2023, we had one labor concern across Owens Corning’s U.S. operations that required theuse of an arbitrator to reach a final disposition (i.e., grievance withdrawn, granted, or settled).
Executive Compensation
Our CEO and our named executive officers (NEOs) have substantial “pay at risk,” with 88%
of our CEO’s and 74% of our NEOs’ target compensation being tied to annual and long-term
incentives (as opposed to base salaries). Actual annual incentives and long-term incentive
awards are subject to the achievement of pre-established performance requirements anddesigned to align with stockholder value. In 2023, these requirements were specified toinclude progress toward several sustainability goals: greenhouse gas emissions, waste
management, safety, and inclusion and diversity. This is considered a best practice forbuilding internal accountability around sustainability issues.

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APPENDICES

Open Reporting Process
In 2023, there were no substantiated reports that had an actual or potential material financial
impact on the company. Most reported concerns reviewed were employee-related matters,with a smaller number of business integrity reports. Fewer than 15% of the reports resulted
in a finding of substantiated policy violations. Even if reports were not substantiated, many
presented opportunities for improvements in management systems. Identified trends
led to enterprise-level changes, including policy updates, targeted training, and improved
communication. Since no concerns reported in 2023 were critical, no concerns advanced
through our escalation process, nor was the Board of Directors called upon to respond.
Data Privacy
Owens Corning received no substantiated complaints of customer data breaches between
2020 and 2023.

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Corporate Political Advocacy
In 2023, our advocacy-related expenses totaled $3,703,368. Those overall expenditures include direct andindirect lobbying expenses totaling $614,776.
Our three largest trade association or lobbying expenses totaled $2,218,260, for the following: North America Insulation Manufacturers Association (NAIMA) Asphalt Roofing Manufacturers Association (ARMA) European Insulation Manufacturers Association (EURIMA)
In 2023, energy efficiency advocacy accounted for approximately $300,000 in related expenses, and expenses
in support of improved building energy codes totaled approximately $150,000, with some overlap of spending
between these areas.
Owens Corning does not permit the use of corporate funds to support any political candidate, politicalorganization, or campaign.

Political Advocacy and Trade Expenditures
TYPE OF CONTRIBUTION

2020

2021

2022

2023

$599,150$564,390$689,090$614,776

0

0

0

0

$2,358,915$2,635,614$2,976,509$3,088,592

0

0

0

0

TOTAL CONTRIBUTIONS AND
OTHER SPENDING$2,958,065$3,200,004$3,665,599$3,703,368

Data coverage (as % of denominator)

100%

100%

100%

100%

Lobbying, interest representation, or similar
Local, regional, or national political
campaigns/organizations/candidates
Trade associations or tax-exempt groups(e.g., think tanks)
Other (e.g., spending related to ballot
measures or referendums)

A UNIFIED APPROACH TO
ETHICAL BUSINESSOur commitment to responsible corporate citizenship runs
deep — and it extends throughout our entire enterprise. We
recognize the many ways our ethical aspirations touch on multiple
functions within our organization, and we have sought out ways
to develop integrated policies that include a responsible supply
chain, human rights protections, and more. We have continuously
refined the policies and procedures that guide us, ensuring that
there is collaboration throughout our organization as we uphold our
dedication to our consistently high standards for ethical behavior.
Photo submitted by:
Susan Raneri | Toledo, Ohio, U.S.
Sankaty Head Lighthouse, Siasconset, Massachusetts, U.S.

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ENVIRONMENTAL
MANAGEMENT &COMPLIANCE
As a global company with operations in
30 countries, Owens Corning is subject
to a wide range of environmental laws
and regulations. Even as these legal
requirements vary from region to region,
we are committed to achieving a levelof compliance that is in keeping with
our position as a leader in corporate
sustainability. In fact, in situations where
there is a difference between an externalrequirement and an internal requirement,
it is our policy to follow the requirementthat is the more stringent of the two.
We are able to accomplish this with
policies and procedures designed toensure that we are acting in accordancewith our principles and those of thejurisdictions where we operate. This
includes our Environmental, Health,
Safety, and Product Stewardship
Policy, as well as our Environmental
Management System.

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Photo submitted by:
Carrie Sim | Toledo, Ohio, U.S.
Close-up view of a tulip, Sylvania, Ohio, U.S.

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Environmental, Health, Safety, and Product Stewardship Policy

Environmental Management System

Owens Corning is committed to the safety and health of our employees, the principles ofenvironmental sustainability, and product stewardship. To ensure an ongoing commitment
to these principles, Owens Corning is dedicated to continuous improvement of EHS(environmental, health, and safety) management systems, EHS performance, and meetingthe aspirations outlined below.

Our Environmental Management System (EMS) is designed to support adherence to theprinciples in our Environmental, Health, Safety, and Product Stewardship Policy, and toensure our compliance with the national, regional, and local laws and regulations to which
our facilities are subject. These include laws and regulations related to the protection of theenvironment, such as presence and management of hazardous materials, air emissions,discharges to water, handling and disposal of solid wastes, and remediation ofcontaminated sites.

Environmental Protections
and Sustainability

Safety and Health Providing safe
working conditions
 Promoting the healthand well-being of
our employees
 Consulting with primaryand staff employees
and encouraging their
participation withmanagement in EHS
committees and avariety of safety andwellness teams
 Developing andprioritizing action plansat each site to eliminate
or reduce its top risks

 Creating environmental
awareness whileconserving resources
 Preventing waste Reducing
greenhouse gases
 Protecting theenvironment andlocal communities Continuously improving
our EHS performanceand pollutionprevention efforts

Product Stewardship Owns the health, safety,
and environmental
impact of our products
to ensure that they aresafe to make and use
and that they perform
as expected Requires that every
product is evaluatedfor health, safety, andenvironmental codes
and regulations, quality,and performance Supports ourcommitment tosustainability bycollecting data andinternally reporting on
our products’ carbon
impact, use ofrecycled content, andend-of-life impact

The full Environmental, Health, Safety, and Product Stewardship Policy can be foundon our website.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESThe EMS is a collection of policies and procedures regarding the management ofenvironmental performance in our facilities, including compliance and impact reduction. It
is based on the principles of ISO 14001 and helps our facilities track progress toward ourlong-term sustainability goals. Through our EMS, we can set and review the environmental
objectives and targets that drive corrective actions, support continuous environmental
improvement, and ensure compliance with regulations. All our facilities are required to
implement the system and track their progress.
Our EMS includes the following elements:
 EHS policies that provide a frameworkfor setting and reviewing ourenvironmental objectives, as well
as a commitment to continuous
improvement and pollution prevention
 An action plan to achieve objectives
and targets based on our policies andenvironmental aspects and impacts
 Identification of legal and otherobligations, including regulatory
requirements, Owens Corning
standards, and other needs, suchas ISO certifications
 A system wherein all required
environmental tasks are assigned toappropriate personnel and completed
correctly and on time An organizational structure that
identifies specific environmental
authorities and responsibilities Assurances that personnel have thetraining and competency needed tocarry out assigned work related toenvironmental impacts

INTRODUCTION | ENVIRONMENTAL COMPLIANCE

 Procedures that outline how
environmental informationis communicated internallyand externally Processes for the storage, retrieval, andretention of environmental records
 Operating procedures to control
environmental impacts, updated
according to the Management of
Change process Documented emergency proceduresand plans for responding to known
and potential emergency situations
that could impact the environment,in alignment with an EHS Emergency
Response Plan A process for identifying,reporting, investigating, andcorrecting nonconformities
 Periodic assessments to ensure theeffectiveness of the EMS and its
progress toward meeting
environmental objectives and targets

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Environmental Risk and Remediation Actions

Sustainability Toward a Common Purpose

Owens Corning defines significant environmental actions as thosein which the total cost of fines or penalties are equal to or greaterthan $300,000 USD.

With the systems and policies we have in place, we are well positioned to meet the various requirements in placearound the world. These systems and policies also prepare us for the future as governing bodies everywhere
establish increasingly stringent regulations in the face of the detrimental impacts of climate change.

Regulatory environmental activities of particular importance forour operations include those addressing the management of air
pollution, water pollution, waste, and chemical control. Over the
next two to five years, we expect passage and implementationof new laws and regulations specifically addressing climatechange, toxic air emissions, ozone-depleting substances, andfine particulate matter.

While regulatory compliance is essential, our commitment to sustainability is rooted in a deeper sense ofenvironmental justice and corporate citizenship. We recognize the responsibility we have to people, the planet, andthe future, and that recognition drives the work we are doing every day to create a more sustainable future. Recently,
we have begun to integrate these ideas into our operations, working toward robust community engagement on
issues of environmental concern — learn more on page 179.

New air pollution regulations could impact our ability to expand
production or construct new facilities in certain regions in North
America and around the world. We continue to monitor thesepotential impacts on our manufacturing operations and ensurethat we have evaluated any new laws, regulations, and/or activities
that could potentially have a material adverse effect on our current
operations, financial condition, or long-term strategy. In supportof these efforts, we continue to make progress in the reduction of
our footprint.
As part of Storm Water Pollution Prevention and Spill Prevention
Countermeasure and Control in the U.S., and according to local legal
requirements, we train our employees on best practices for avoiding
and addressing spills, releases, or disposal of wastes and othersubstances. Response procedures for managing spills, as well asother emergencies, are in place for our facilities. In the event of anincident, we recognize our responsibility to complete environmental
remediation, maintain remediated sites, and provide funding
support at multi-party disposal facilities.

Photo submitted by:
Jihua Sun | Guangde, China
Employing the TPM methodology at our plant in Guangde, China.

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FPO

ENVIRONMENTAL
MANAGEMENT & COMPLIANCE

2023 IN
REVIEW

Our Environmental Management System in 2023
In 2023, we implemented a standard for site-specific EHS
policies that align with our corporate standards. In addition to ourenterprise-wide policies, each site adopts one commitment related
to health and safety and one commitment related to environmentand sustainability. These site-specific policies are reviewed by thesite’s leadership team and approved by the site leader.
The Insulation business continues to implement Environmental
Foundations, which is a framework to supplement EMS by creating
impactful tools, systems, and knowledge in layers. Collectively,
Environmental Foundations is designed to drive sustainability in
how we meet our environmental regulatory obligations and lead toworld-class environmental performance. The Insulation business iscommitted to this as a multi-year journey, and the business madeimportant progress in 2023.
One of the 2023 highlights of Environmental Foundations was theestablishment of Insulation-wide, environmental Key Activity and
Key Performance Indicators (KAIs and KPIs). These standardized
KAIs and KPIs are a mix of leading and lagging indicators, so that
we can both better identify risk and understand performance. The
KAIs and KPIs increased plant-wide visibility of environmental
performance and contributed to increased engagement, which is
critical to our ongoing efforts.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESIn 2023, our Paroc
sites received the BES
6001 certification, theframework standard for
responsible sourcing, forthe first time.

Photo submitted by:
Jihua Sun | Guangde, China
Women in Operations participated in a series of Autonomous
Maintenance (AM) activities on the mineral wool line at our plant inGuangde, China.

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EMS Assessments

Environmental Actions and Remediation

In the fourth quarter of 2023, we performed an enterprise-wide Annual EMS
Assessment, which enables us to assess the corrective actions needed to
improve our EMS. Though facilities are required to perform a self-assessment,
this enterprise-wide view of our EMS will aid in prioritizing our focus andresources in the future.

There were zero significant environmental actions reported in 2023. The company has notexperienced a material adverse effect on our capital expenditures or competitive position as a resultof environmental control legislation and regulations.

At the end of 2023, 37% of our facilities were certified to the ISO 14001 for
EMS, which accounts for approximately 46% of our employees. In addition,
52% of our facilities use our internal Owens Corning EMS, accounting for
approximately 43% of our employees. Therefore, 89% of our facilities have an
EMS, accounting for approximately 89% of our employees. Further, 44% of ourfacilities were certified to the ISO 9001 standard for a Quality Management
System (QMS), representing approximately 53% of our employees.

Operating costs associated with environmental compliance were approximately $49 million in
2023. We continue to invest in equipment and process modifications to remain in compliance withapplicable environmental laws and regulations.
At the end of 2023, Owens Corning was involved in remedial activities at 22 sites worldwide, including
10 superfund and state or country equivalent sites and 12 owned or formerly owned sites. None of
the liabilities for these sites are individually significant to Owens Corning. On December 31, 2023,
the company had an accrual totaling $4 million for these liabilities. Changes in required remediation
procedures, timing of those procedures at existing legacy sites, or discovery of contamination atadditional sites could result in material increases to our environmental obligations.

ENVIRONMENTAL MANAGEMENT SYSTEMLOCATIONSEMPLOYEES

ISO 14001 Certification

37%

46%

Internal Owens Corning EMS

52%

43%

Environmental Management System

89%

89%

Photo submitted by:
Jihua Sun | Guangde, China
Frontline employees at our Guangde plant after cleaning the filter room. From left: Chen Jiawei, Wang Jingtian, Hu Shaoyun,
Li Hongbing.

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TOTALPRODUCTIVE
MAINTENANCE
Total Productive Maintenance(TPM) is a management systemthat empowers workers to take anactive role in maintaining, operating,and improving production. TPM has
been instrumental as Owens Corning
works to achieve zero accidents, zero
defects, and zero losses.

Photo submitted by:
Jihua Sun | Guangde, China
Chen Shangda and Nie Pengfei assess the automated shelving device at the Guangzhou plant.

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The Principles of TPM
TPM is based on eight pillars. A multifunctional group for each pillar implements processes, provides training and coaching, leads cases, and assesses adherence to methodologies.
Training and Development

T&D Employees are given the knowledge and skills to carry out their
responsibilities safely and effectively as a member of anautonomous team.
 Skills assessments are used to identify gaps.
 Employee skills are improved through training and sharing ofbest practices.
Autonomous MaintenanceAM Activities are created to restore equipment to its optimum condition
and improve safety, quality, and productivity.
 Employees are involved in the daily management of their equipment
and processes.
 Employees are empowered to prevent or fix problems,
slow deterioration, and drive change throughout our culture
and operations.
Focused Improvement

FI TPM teams identify and quantify losses throughout the plant,
and then prioritize ways to eliminate losses and assign the rightresources to these tasks.
 Methodologies are deployed to address issues and ensure continuous
improvement across our operations.
Planned MaintenancePM This pillar, combined with AM, encourages proactive behavior andfacilitates stable and reliable operations.
 Supporting systems and processes enable employee engagementand data-driven continuous improvement.
 Planned maintenance enables us to extend the life of our equipment.
Early Management

EM This pillar facilitates the development of user-friendly,
sustainable equipment.

QM

Quality Maintenance

O&A

Office and Administration

EHS Optimal equipment conditions are established and maintained,
helping prevent losses in quality.
 Employees receive the systems, tools, and skills needed to achieve
zero defects in our operations.

 Activities are stressed that increase the quality, usefulness, andtimeliness of information for internal and external customers.
 Improvements are facilitated, and administrative resources arealigned with performance needs.
Environmental, Health, and Safety
 TPM activities are combined with EHS programs, which fosters aculture of safety, health, and wellness among all employees.

These eight pillars provide a systematic way to look for the abnormalities that can lead toproblems over time, enabling them to take corrective action if issues arise.
As our plants implement TPM in their operations, they follow a strategic approach that starts
with a preparation plan and focuses on daily management. This includes an analysis ofbaseline key performance indicators that drive accountability and results, including: Safety

 Cost Quality Production

 Delivery Morale

Each Owens Corning plant is at a different point in its TPM journey, but each is purposefully
moving forward. Our progress is highlighted in the JIPM Awards section on page 87.
We survey employees to help plant leaders understand their teams’ readiness for TPM
and identify opportunities to improve knowledge and skills. Based on this information andbest practice examples, plants independently create training workshops and team-building
opportunities appropriate for their stage in the journey.

 Effective design and development of new equipment, processes,
and products reduce the potential for losses and abnormalities.
 Time between development and launch is reduced, as are costs overproducts’ life cycles.

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THE PRINCIPLES OF 5S

TPM builds upon the principles of 5S, which are designed to ensure that processes remainorganized, disciplined, and efficient. There are five basic steps to 5S:

Shine
Clean and inspect
the work area.

Set in Order
Organize theremaining items.

Sort
Remove all
unnecessary items
from the work area.

Standardize
Create standards
that will ensure
consistency
going forward.

Sustain
Maintain a cultureof continuous
improvement.

Photo submitted by:
Xiaolin Shu | Changzhou, China
Andy Maclean, Global TPM Director for Composites, visiting the Changzhou plant.

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TPM AND SUSTAINABILITY
With its emphasis on empowering employees to take necessary steps to improve conditions, TPM offers a helpful framework for ensuring sustainability throughout our operations.
We implement the principles of TPM in several ways as we work toward our goals.

TPM and Environment

TPM and Health

We encourage our employees to use TPM to prevent and fix
problems that will lead to greater efficiency in our processes.
This includes measures that can lead to more efficientuse of water and energy. TPM has helped us develop
processes for using production waste in the manufacturingof composite materials, helping us divert more waste fromlandfills. In addition, TPM enables us to eliminate losses
in manufacturing, which helps ensure that less waste is
produced in general.

We have also been employing the principles of TPM to support our Healthy Living initiatives, helping employees connect
TPM to health and wellness in the same way they connect it to safety issues. Sites are using TPM to build strategies andidentify opportunities to make gains in employee engagement around health and wellness.
Our training of local wellness teams and wellness champions includes the principles of TPM, and regional TPM leaders
help drive this work. We seek to drive continuous improvement by making TPM pillars central to discussions within ourplants. We have worked to expand this approach to plants and regions around the world whenever possible.
Our global employee training and development efforts are rooted in TPM methodology, which we use to guide the capture
and transfer of health and wellness knowledge and provide employees with the skills they need to improve their overall
well-being. Our programming includes one-point lessons, 3D diagramming, hands-on test-and-learns, and one-on-one
coaching and mentoring.
Wellness-based TPM workshops use the following structure: Focused Improvement (FI) exercise

Examples of how TPM is helping reduce
our environmental footprint — including
a discussion of waste reduction on
page 86 — can be found throughout
the report.

 Identification of two or three workstreams for improvement
 Initial State/Future State, using actual plant data Creation of KPIs and KAIs
 Timelines and activities, including dates and owners
 Establishment of a governance system•

Place on pillar board•

Discuss at daily meetings and huddles•

Recruit local and regional TPM coordinators to continue process•

Follow up periodically to ensure successIn the past two years, 14 on-site workshops were completed.

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TPM and Safety

JIPM Excellence Awards

TPM has also strengthened our approach to safety
throughout the company. We have assigned a senior
EHS leader to each enterprise-wide TPM pillar team,ensuring that safety is an integral part of our approachto each pillar. As employees in the plants perform their
daily work, for example, they are constantly monitoring
the equipment and the environment for indications
that maintenance or other intervention is needed. With
TPM, all employees are accountable for identifying
developing safety hazards.

The Japan Institute of Plant Maintenance (JIPM), the organization that first proposed TPM and continues to advocate
for its implementation around the world, has awarded several Owens Corning facilities JIPM Excellence Awards.

One example of a TPM-driven practice issafety tagging.

To be eligible for the Award for TPM Excellence, a plant must meet the following requirements:
 A minimum of three years of achievement using TPM
 The ability to demonstrate activity based on eight pillars of TPM by all staff members
 The completion of Step 4 for autonomous maintenance activity
 An infrastructure for TPM activity and obtained tangible and intangible achievements
Once a plant has received this Level 1 Award and been active in TPM for an additional two years, they are eligible forthe Level 2 Award for Excellence in Consistent TPM Commitment.

 Equipment is inspected and audited.

This year’s JIPM Excellence Award recipients can be found on page 87.

 Tags are placed where safety issues are spotted,
making them immediately apparent.
 Open tags can be tracked to completion, ensuringthat issues are resolved.
In addition, TPM was used to help implement a
10-step quality control plan to reduce glass-in-handinjuries — sliver-like injuries that are among the mostcommon in our Composites plants.

Photo submitted by:
Jihua Sun | Guangde, China
Women in Operations participated in a series of Autonomous
Maintenance (AM) activities on the mineral wool line at our plant inGuangde, China.

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TOTAL PRODUCTIVE MAINTENANCE

2023 IN
REVIEW

Throughout the year, Owens Corningfacilities applied TPM methodologies totheir EHS activities. The following aresome examples of their successes.

Environmental Initiatives
 Jackson, Tennessee, U.S. In February 2023, representatives from the Owens Corning Sustainability team presented aworkshop at the Jackson Composites plant, aimed at establishing a waste reduction roadmap aligned with our 2030
goals. Led by the EHS pillar, with support from the FI pillar, participants were able to develop a waste map that identifies
and quantifies various waste flows, which in turn enabled them to prioritize projects with a consistent approach andappropriate governance. By determining process improvements, diversion streams, and recycling opportunities, the teamdeveloped a strategic approach with specific targets that help put us in a better position to achieve zero waste-to-landfill.

Health Initiatives

Safety Initiatives

 Newark, Ohio, U.S. This Insulation plant incorporated
wellness into their EHS/T&D pillar, enabling them tomeasure participation in our wellness platform andplan better wellness events. TPM has helped themincrease participation in biometric screening events andaccelerate their efforts to increase new-hire retention
during people’s first 90 days of employment.

 Mexico City, Mexico. Our Insulation plant has beenusing the AM pillar to improve safety throughout theiroperations. They have established a series of standard
work processes, including an EHS checklist. These
processes are deployed in small work groups, themembers of which are all certified in hazard recognitionand control, lock-tag-try, machine guarding, and working
from heights. By developing strategies such as Kaizens(continuous improvement exercises) and one-point
lessons (concise documents that provide instruction
for operators), these small work groups have achieved
significant reductions in risk levels, addressing over 3,100
potential opportunities for improved safety.

Photo submitted by:
Jorge Goulart | Aiken, South Carolina, U.S.
Employees at our plant in Gastonia, North Carolina, U.S., engage in TPM
training in June 2023.

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2023 Owens Corning JIPM Certifications
The Owens Corning locations listed below have received JIPM Excellence Award recognition:
Special Award (Level 3)
 Hangzhou, China (Composites) * Rio Claro, Brazil (Glass Reinforcements) * Tlaxcala, Mexico
Consistency Award (Level 2)
 Guangzhou, China * L’Ardoise, France * Rio Claro, Brazil (Technical Fabrics) * Taloja, India
 Tianjin, China
Excellence Award (Level 1) Apeldoorn, Netherlands Asan, South Korea * Besana, Italy
 Changzhou, China
 Charleston, South Carolina, U.S. * Fort Smith, Arkansas, U.S.
 Gastonia, North Carolina, U.S.
 Hangzhou, China (Insulation) * Jackson, Tennessee, U.S.
 Kimchon, South Korea
 Silvassa, India * Singapore * Suzhou, China
 Yantai, China *Owens Corning teams celebrating their 2023 JIPM recognition. From top: Silvassa, India;
Guangzhou, China; Yantai, China.

*2023 certifications

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PEOPLE

Safer Together

89

Health and Wellness

110

Employee Experience

122

Inclusion and Diversity

136

Community Engagement

155

Safeguarding Human Rights

173

Guided by our values
to build a safe environmentand culture of appreciation.
We are committed to ensuring that all our employees’ voices and talents
are heard and appreciated. We’re also dedicated to providing a place
where we are all working Safer Together.

SAFERTOGETHER
At its most basic level, caring for ourpeople means ensuring that they aresafe from harm. We want everyone
on our global team to be able to gohome every day to the people wholove them. That’s why we’re working
to create a culture where everyone
understands that we always worksafest when we work as a team, lookout for each other, and care enoughto speak up when we see unsafe
conditions or behaviors.

Sustainability Materiality Definition
As a company, we are committed to promoting safety forall. We believe that all accidents are preventable, at workand at home.
Relevant United Nations Sustainable Development Goals

Photo submitted by:Victor Garcia Magana | Tlaxcala, Mexico
Employees present our refreshed safety identity — Safer Together — at the Tlaxcala plant.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESThe social data in this chapter marked with a + sign was independently
assured to a moderate level by SCS Global Services. For more informationon the assurance process see About the Report, and for our verification
statement please see Appendix I.

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2030 GOALSFOR SAFETYOUR COMMITMENT TO SAFETY
BEGINS WITH OUR LEADERSHIP

By 2030, we aspire to:Throughout our operations, the principles of safety are led by teams of dedicated professionals, diligently working toensure that we continue to make progress on our safety aspirations.

 Make it impossible for injuries and illnesses to occur.
We apply the hierarchy of controls to first eliminate risks before
they are able to exist by modifying designs and processes.
When we have minimized baseline levels of risk throughelimination, we can look to substitute out the risk by using asafer alternative to the source of the hazard. When a hazard
cannot be eliminated and an engineering solution is notpossible, we will evaluate and implement appropriate controls.
These include administrative controls, which establish work
practices to reduce the duration, frequency, or intensity of
exposure to hazards through policies, processes, procedures,and more.
 In new or newly acquired sites, achieve a level of safety atleast equivalent to the rest of Owens Corning within one year.
In recent years, Owens Corning has acquired several
companies and entered into a joint venture in which we areresponsible for safety. We are working diligently to ensure thatthese companies adhere to our standards and apply our safety
processes to their operations. This involves ensuring thatthese companies have environmental, health, and safety (EHS)
leaders on staff, either by hiring for the position or assigning
EHS responsibilities to existing personnel. Our Integration
Management Office facilitates the overall integration process,and EHS representatives are participating in this effort.
 Emphasize the elimination of risks that could lead to themost serious injuries, rather than concentrate only on themost frequently occurring risks.
We aspire to eliminate all employee, contractor, andvisitor injuries and occupational illnesses at work and at
home, beginning with those that have the most serious
consequences. This includes a focus on serious injuries andfatalities (SIF).

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Owens Corning Safety Organization
Leadership accountability for safety sits with the Chief Sustainability Officer, who leads a team of safety
professionals as an enterprise-wide function and across our three businesses. All our sites have a designated safety
leader who is responsible for site-based implementation of our strategy. Ultimately, though, responsibility for safety
is shared among our 18,000 employees worldwide.
Environmental, Health, and Safety (EHS) Committees
Owens Corning recognizes the need to actively engage employees in the promotion of safety and in identifying andreducing the risk of injury. We have established a range of EHS initiatives at our plants around the world — designed
to meet the specific tasks performed at different plants — and we encourage all employees and management totake part in them. Every Owens Corning manufacturing location, regardless of size, has an EHS professional on site.
Initiatives include the following: Safety committees (joint health and safety committees at select sites) Behavior-based safety observation teams
 Hazard recognition teams
 SIF prevention initiatives
 Environmental teams
 Employee wellness teams
Representative Safety teams at each plant communicate employee concerns, then review and roll out plant safety
programs. The Safety team is responsible for communicating plant leadership’s responses to safety concerns andprograms that have been brought through the safety committee. The team is also responsible for sharing bestpractices at their plant, so they can be communicated and implemented across the enterprise.

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Risk Assessment and Controls
To achieve our third safety goal, we must first assess the risks our employees could faceon the job. Owens Corning ranks safety risks based on the following criteria:
 Frequency of exposure

After identifying a risk, assessors take the following steps: Rate the potential severity of the risk: SIF, significant, or minor Rate their confidence in the effectiveness of each control type: passive engineeringsolutions, warnings, administrative measures, or PPE

 Potential severity of an injury

 Weight and score each selection: one score for controls, another for severity, and a
total risk score

 Likelihood of an accident
 Levels of control in place
This risk ranking system helps us prioritize projects, identify resource requirements, andallocate capital investment across the company. We also use the system to measure risk
reduction at all levels — plant, business unit, and corporate. The measurements enable us
to hold leaders accountable for reduction targets and allocate our resources in ways thatdeliver the greatest risk reduction benefits.
Risk identification is an ongoing process that includes the following steps: Detailed risk assessments prior to each task Detailed risk assessments of high-risk conditions within the facility

 Categorize the risk based on these scores: low, acceptable, unacceptable,or dangerous
If the risk is categorized as unacceptable or dangerous, a mitigation plan is required.
If incidents do occur, learning is shared within the businesses after the investigationis complete.
Owens Corning has systems in place to help us recognize, understand, and effectively
mitigate potential occupational exposure to hazards throughout our operations. We
achieve this through our comprehensive and rigorous focus on exposure control, as well
as a traditional approach to employee health screening where appropriate.
We also work to understand and control exposure to hazards that might cause injury.
Safety procedures are in place for specific hazards, including handling chemicals or
hazardous substances.

 Root cause investigations in the event of an incident
 Corrective actions to prevent incidents from reoccurring Learnings shared across the site and between sites, as appropriate
Risk assessments are conducted to predict and address potential health and safetyissues in new facilities and on operations within existing facilities. In doing so, we can help
prevent new hazards from occurring at our sites while also understanding and addressing
risks at new facilities.
Our risk assessment calculator tool generates a risk score based on the complex
relationships between severity and the hierarchy of controls. In addition to traditional risk
assessment calculations that multiply frequency by severity, our scoring system removes
frequency from our calculations when evaluating SIF risks. This helps us evaluate how to
avoid situations in which a minor but common hazard might be scored higher than
one that is more serious but less common. This is in keeping with our commitment to
SIF prevention.

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BUILDING ON THE
FUNDAMENTALS OF SAFETYSIF Incidents Among Our Businesses

Our efforts to eliminate injury and work-related illness from our workplaces are rooted in
our understanding of best practices in employee safety.

Preventing Serious Injuries and Fatalities
As part of our 2030 safety goals, we focus a great deal of attention on preventing
serious injuries and fatalities (SIF). The factors contributing to SIF injuries are often
complex and deep — because of this, the time and effort spent investigating andresponding to SIF injuries will not only serve to reduce/eliminate these incidents, butthey will also reduce many of the less severe injuries that may share common cause orcontributing factors with SIF injuries. We have tracked incidents with high SIF potential
as a separate category since 2018.
This focus on severity also requires us to work to eliminate precursors to SIF, evenwhen no injury has occurred. As safety incidents — both injuries and near misses — arereported, we conduct risk assessments to evaluate how severe the injuries were or
might have been. The results of these assessments are used to create and prioritize
corrective actions that can help prevent future incidents.

 Automobile safety

 Lock-tag-try

 Confined space Machine guarding Contractor management

 Powered industrial vehicles

 Electrical safety

 Warehouse safety Hot work safety

 Working from heights

 Line breaking
We employ a SIF assessment tool across all three of our businesses. This tool uses a
proctored self-assessment to facilitate reviews and discussions that identify strengths
and challenges while serving as a basis for action plans that can help drive
improvement over time.

PEOPLEPURPOSEPLANET

With this in mind, each business’s Safety team reviews high-frequency, low-severity
incidents separately, allowing the cross-business team to spend more time reviewing SIFpotential incidents. SIF or SIF-potential cases are reviewed each week by a cross-businessteam of EHS leaders who share learnings from those incidents within their respective
businesses and implement corrective actions to prevent similar occurrences.
At the local level, incidents are reviewed during each shift’s daily meeting. These meetings,
which are a regular part of our operations, allow the team to share and discuss topics
ranging from plant production metrics to participation in health and wellness activities.
The incoming workers are briefed on current working conditions, including safetyconcerns or investigations that are in progress, and they have the opportunity to ask
questions and provide suggestions. At the enterprise level, we have established several
key workstreams on a range of topics, including safety technology, safety training, anddata and modeled analytics.
While SIF incidents are a priority, we are also working to reduce our most frequently
occurring injury types. These include the following:

Our SIF standards are as follows:

INTRODUCTION

Through our SIF tracking and analysis, we have learned that while many of our mostfrequent safety incidents are business-specific, SIF-potential incidents are not. For example,
employees in our Composites plants handle glass fiber directly, so safety incidents involving
glass fiber are likely to be more frequent than in our Roofing business, where employees do
not handle glass fiber as often. Regardless of the business-specific risk level, the potential
for SIF incidents exists across all our businesses.

APPENDICES Hand injuries. Our Hand Safety Improvement team determines the bestpractices to reduce the risk of these injuries, which are frequently related
to handling materials and to the use of hand tools.
 Glass-in-hand. A team is working to identify factors that contribute tosliver-like injuries, which among the most common in our Composites
plants, and implement practices to prevent them. Through a 10-step
quality control plan and an improvement to the protective gloves we use,
we have been able to significantly reduce these injuries.
 Slips, trips, and falls. We are conducting risk assessments of all walking
surfaces and platforms at all our Insulation facilities and sharing findings
with other sites. The topic is covered in an onboarding training module,
then again during periodic refresher trainings. Protection against slips,
trips, and falls is also included in pre-job hazard assessments and on
pre-task planning forms.

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Machine Guarding Implementation

Insights from Data

Our operations require employees to work with andaround industrial equipment. Our incident reporting andinvestigations indicate that these machines’ moving parts,
hot surfaces, high pressures, or pinch-points represent
significant risk potential for injuries such as hand injuries,
amputations, burns, or blindness.

The data we gather has provided a great deal of valuable information. For example, data allows us to track SIF near-missfrequency rates and the number of days employees are out due to injury. Metrics such as these offer a continually updated
picture of our safety. Monthly data collection and analysis give local leadership visibility into the changing level of risk, as wellas the opportunity to intervene and reduce that risk before an incident occurs. Based on what we learn, we regularly review
and update the metrics and scoring system.

Recognizing the importance of machine guarding to SIF
prevention, we are working to conduct full machine guarding
risk assessments at every location globally. Our first phaseof implementation included locations representing different
regions, businesses, and facility sizes, which helped us gain
insights into the process and streamline deployment. As we
identified improvement opportunities, we have developed,
shared, and implemented corrective actions. In upcoming
phases, we will move on to completing actions that havebeen identified in our risk assessments and filling in gaps.
This work is leading to machine guarding improvements
throughout our operations. In addition, several of ouremployees across our operations have become certified
as machine safety experts, making them better equipped
to assess machine guarding and helping us see increased
benefits in the future.

Through data mining, exposure reconstruction, statistical analysis, corrective action tracking, and more, we can use incident
reporting to generate insights and support our work toward safety standards. The machine guarding implementation
described previously is an example of this, as is our work involving powered industrial vehicles.
In addition, data has indicated that new employees — those who have been at Owens Corning for less than one year —experience injuries at a higher rate than more experienced employees. This has led to improvements to our onboarding
process, described in detail on page 106.
Modeled Analytics
Using modeled analytics, we are able to use current and historical data to model potential rises in risk factors, providing
enough lead time to take actions that help reduce the risk and prevent injuries before they occur. For example, we have beenusing modeled analytics to develop a mathematical model that can help identify the relationship between factors and the riskof injuries. The ability to develop modeled risk models can help plants mitigate their risks, which can serve as an important
step in reaching our goal of bringing our injury rate down to zero.
We are working to develop new ways to leverage our data, including the development of scorecards based on leading
indicator information. These scorecards will enable us to use existing data more effectively without requiring sites togenerate information each month.

Using Data to Improve Safety

Health and Safety Assessments

Owens Corning’s Safety team relies on a range of data —historical data, current data, and key performance indicators— to track our performance, identify trends, and tap into thereal-time metrics that can help us eliminate the potential
for incidents. We continue to focus on SIF incidents withcross-business review of learnings to facilitate deploymentof actions globally.

Owens Corning has the following process in place for gauging the safety of our sites:

Data enables us to refine our processes and make decisions
with greater efficiency. We will continue to explore new
insights from data and modeled analytics, and we believe
data will be invaluable as we work to prevent accidents at
our sites.

The combination of virtual and in-person elements came about as a result of restrictions imposed during the COVID-19
pandemic. We found the streamlined experience beneficial for both the sites and the Assessment teams, as it has led toincreased efficiencies in the amount of time needed to complete an on-site visit.

INTRODUCTIONPEOPLEPURPOSEPLANET The site answers a series of self-assessment questions related to safety initiatives and protocols.
 Assessors review the results prior to an on-site visit.
 During the site visit, assessors check on a sampling of responses to confirm that the information matches
the assessment.

To further help identify safety risks and hazards in our facilities, we also provided training to non-safety Audit teams to use
when visiting our sites. We developed a basic safety observation checklist that focuses on various topics, such as information
covered during the visitor safety orientation, PPE requirements, life safety, the working environment, and powered industrial
vehicles. By utilizing these groups to help assess our sites, we have increased the number of sites having some form of asafety assessment by 25%.

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Incident Reporting and Investigations

Occupational Health and Safety Management

Our policy states that employees are expected to undertake — and are empowered torequire — safety training before starting any job. As a result, employees are also expected tostop and report unsafe behavior or any work procedure that puts themselves or others at risk.

Our safety goals require participation from every individual affiliated with
Owens Corning — employees, contractors, and visitors alike — in our
manufacturing facilities, offices, warehouses, laboratories, and other properties.
Employees influence health and safety processes and protocols by providing
input through:When an incident does occur, our procedure is as follows: Safety teams and committees
 All-plant communication meetings
 Crew meetings
A safety
incident occurs.

(Near miss, first aid, or injury)

The incident isreported to plantleaders and theEHS team.

Care for the needsof the injured orill employee(s).

 Shift huddles
 Training teams and sessions
 Subject-specific Safety teams or committees
 Hazard reporting

Owens Corning
begins its
investigation.

The incident isrecorded in ourcentral database.

The incident isclassified according
to its severity or
potential severity.

Owens Corning identifies and avoids hazards through qualitative and quantitative
surveys and a corrective and preventive action process. Our approach to health andsafety uses several tools, including: Job hazard analysis and risk assessments
 Structured hazard assessments
 Comprehensive industrial/occupational hygiene assessments and surveys
 Product hazard analysis

We record the natureof the incident –All reports are included inour database for further
review and analysis.

what caused it and theactions that were taken.

 Failure mode and effects analysis
 Permitting processes
 Pre-job hazard analysis
 Stop-Think-Act-Review (STAR) cards
Our collective bargaining agreements contain all these provisions at the local level,
as well as procedures for resolving issues that impact workplace safety.
Owens Corning has developed and deployed global safety standards and controls that
integrate with our global occupational health and industrial hygiene process. We work tounderstand, control, and eliminate — whenever possible — the potential for exposure towork-related hazards that pose a risk to employee health.

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Exposure potentials are assessed and evaluated against
established exposure limits to ensure risk is quantified andunderstood. This understanding drives efforts in mitigating,
reducing, and eliminating these risks. Where exposure canbe feasibly eliminated through substitution and engineering
controls, those actions are implemented. Where substitution
and engineering controls are infeasible, or while suchcontrols are yet to be deployed, interim controls (lower on
the hierarchy of control) are used to ensure employees
are protected. These often include some combination ofadministrative controls and personal protective equipment.
The following are the primary and most broadly applicablehazards associated with our manufacturing operations that
could pose a risk of ill health, and examples of controls wehave deployed: Heat stress (potential for heat-related illnesses). Duringseasons when temperatures are higher than normal,
Owens Corning provides ambient cooling where
feasible. We also focus on heat-stress prevention
measures, hydration, shade, hats, and cooling vests,
as well as work/rest ratios to allow workers time towork in air-conditioned areas vs. ambient temperaturesnear equipment.
 Use of materials that contain respirable crystalline
silica, or RCS (potential for silicosis). Owens Corning
has applied the recent OSHA RCS standard globally,
including banned housekeeping practices (per OSHA)
and application of RSC Exposure Control Plans (ECP)and ECP standards.
 Industrial noise (potential for noise-induced hearingloss). Owens Corning manages site-specific programs,
designed to ensure that all locations comply withapplicable noise requirements and align with our global
standard to protect employees from the potentiallydamaging effects of noise exposure. This includes
eliminating noise exposure where necessary andrequiring the use of effective hearing protection. Our
industrial hygiene process includes noise exposure
assessments at our sites every other year, including
employee exposure assessments (noise dosimetry) andarea sound level surveys.

INTRODUCTIONPEOPLEPURPOSEPLANET

Contractors do not have access to any of our
non-occupational employee health benefit programs,
including voluntary health promotion services and programs
offered to employees to address major personal health risks,
as these services and programs are considered a benefit.
Occupational health is different, however. Anyone, including
contractors, who work at our facilities are protectedfrom occupational injuries via adherence to the same
Owens Corning employee safety practices (prevention of
injuries) and protection from occupational illnesses via
Owens Corning’s employee exposure control proceduresthat safeguard against biological, chemical, andphysical hazards.

 Product liability

In 2023, there were no recordable injuries related to illhealth among Owens Corning employees or our supervised
contractors or temporary employees.+

Incidents that disrupt manufacturing or other processes
essential to the mission of the company. These include:

Access to Non-Occupational Health Services
We go beyond occupational health to support thewell-being of our employees through our Healthy Living
program, described in detail in our Health & Wellness
chapter. The program combines coaching, interactive
health risk assessments and biometric screenings,
incentives, and rewards. By encouraging our employees tofocus on their physical, emotional, financial, and mental wellbeing, we can help them enjoy improved health, productivity,and happiness.

 Leadership or management issues
 Trade restrictions
 Social issues
 Protests and demonstrations
 Theft or loss of intellectual property
 Loss or breach of data privacy
Business Interruptions

 Critical utility outages
 IT system failures and disruptions
 Labor action or strikes
Emergencies
Incidents that threaten human life, safety, health, property, orthe environment.
These include: Workplace violence

Crisis Management

 Natural disasters

Owens Corning’s crisis management plan provides acomprehensive framework for responding to a wide rangeof crises. The plan is a simple, fit-for-purpose process that’seasy to understand and follow, and it aligns with our naturalbusiness structure and function.

 Terrorism

The plan addresses three primary types of crises: Fire and explosion

Emerging Issues

 Widespread disease outbreak

Situations that may threaten the company’s reputation or its
organizational, legal, or financial stability. These include:

Owens Corning uses a Send Word Now process to initiate
a conference call for relevant parties to connect in the
moment to support a response to a crisis.

 Environmental or regulatory concerns

APPENDICES

 Chemical/environmental spills or hazards
 Kidnapping and ransom

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Emergency Preparedness Procedures

Developing and Sharing Action Plans

The emergency response standard applies to all sites where Owens Corning has management control. An
emergency is defined as a serious, unexpected, and often dangerous event that poses an immediate risk to health,life, property, or environment, and which requires a coordinated and rapid response.

Each site develops action plans to eliminate or reduce its
top risks.

Emergencies are typically handled at the local level. If any of our employees are assigned to a site where we do nothave management control, Owens Corning conducts a safety review of that site, including emergency procedures.
As with all safety matters, our employees are instructed to speak up if they feel their work environment isn’t safe.
In addition, our emergency response standard requires that each location conduct an assessment to identify
potential emergencies that are reasonably foreseeable or credible for their location, taking into consideration a listof emergency scenarios such as fire and explosions, weather emergencies and natural disasters, spills, violence,
utility failures, and more. That assessment is documented and used to evaluate internal and external emergency
response capabilities. The assessment is also reviewed annually, as operational or organizational changes occur, or
following an incident.
Each Owens Corning facility has an Emergency Response team (ERT) that is prepared for and can respondto a local emergency, such as a natural disaster or an interruption of business operations. Specific employee
assignments are required for different scenarios, and each site’s plan must include employee training to ensure asafe and orderly evacuation, as well as developing procedures for employees who stay behind to conduct criticalplant operations before they evacuate. Drills, inspections, and testing protocols ensure that the emergency response
plan and equipment are adequate.
Each site also has a specific Emergency Response Plan (ERP) that addresses all emergency scenarios identified asreasonably foreseeable or credible. At minimum, each site’s ERP must address the following emergency scenarios: Medical emergencies
 Environmental spills/releases
 Fire/explosions
 Bomb threats Suspicious packages/devices
Our emergency lockdown guidelines provide Owens Corning plants with information needed in the event ofan active assailant on the premises, workplace violence, or unrest — anything that threatens employees in theworkplace and would require an immediate shutdown of the plant while keeping the people on-site safe.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES Business unit managers regularly discuss
work-related risks.
 These discussions are then shared among our EHS teams,
the Executive Management team, and the Board of Directors
on a quarterly basis, resulting in additional action plans forthe entire organization.
 Quarterly formal business-unit reviews of our safetymodel are then used to develop a continuous
improvement program.
 Our regional leaders conduct periodic plant inspections andprovide support and growth opportunities to each of theirplants. In some cases, regional leaders collaborate acrossdivisions to help eliminate hazards.
 The EHS Assessment team thoroughly reviews EHS
processes at each site, typically on a four- to five-year
cycle. We review the list of sites regularly and schedule
assessments based on the time elapsed since their lastassessment (or sites that have not yet been assessed), siterisk, and special requests from the businesses.
When required by our customers, we also obtain third-party
safety certifications, such as ISO 45001. Our global safety
and environmental organization verifies and documents thestatus of management systems during scheduled audits. Afterassessments are completed, we obtain a published report. All
items identified for improvement in the report are incorporated
into the facility improvement plan. Critical items are called out anddirected to the Vice Presidents of Sustainability and Operations forreview, and to senior EHS leaders for further action.

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Partnerships in Safety
Owens Corning is fully engaged with our industry partners to help influence safety and regulatory standards. This commitment has a global impact and reinforces our position as a leader insafety. Through our active involvement and leadership in trade associations’ Industrial Hygiene or Safety committees, we provide our industry with occupational-exposure monitoring data to
aid in evaluating the potential impacts of regulatory activity and framing trade association input to developing standards. For decades, Owens Corning has been conducting regular industrial
hygiene monitoring to assess and quantify the risks our employees may be exposed to and ensure that exposure is controlled to safe levels.
We also participate in the Industrial Hygiene/Occupational Health committees that exist independently as part of both the Asphalt Roofing Manufacturers Association (ARMA) and the North
American Insulation Manufacturers Association (NAIMA). We are one of the leading contributors of data to those associations. The aggregate data is used in trade association efforts torepresent Owens Corning and our industry rule making and, through published articles, serve as a source of information to the industry customer base and the scientific community. The
committees help define protocols for data collection and maintain data sets that our customers, contractors, and installers rely on in their everyday operations.
OSHA VPP Star Designation

The Campbell Institute

The Occupational Safety and Health Administration’s (OSHA) Voluntary Protection
Programs (VPP) recognize the health and safety accomplishments of companies andorganizations whose injury and illness rates are below Bureau of Labor Statistics averages
for their respective industries. A number of Owens Corning sites have received the VPP
Star designation, OSHA’s highest level of recognition. To earn this designation, plants must
undergo a rigorous on-site evaluation by a team of OSHA safety and health professionals.

Owens Corning has been an active member of the National Safety Council (NSC) since 1943,
and we are a charter member of the NSC’s Center for Excellence, the Campbell Institute.
Many representatives of our company serve on steering teams, working groups, and advisorycommittees. Since 2021, Owens Corning has been a member of the NSC’s SAFER (Safe
Actions for Employee Returns) Task Force, which provided resources for businesses as
COVID-19 lockdowns began to ease and on-site work resumed. In addition, we are activewith the American Society of Safety Professionals, the Voluntary Protection Programs
Participants’ Association (VPPPA), and other organizations that promote safety solutions.

James Schablin, Production Supervisor at our Roofing
plant in Minneapolis, Minnesota, U.S.

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TRAINING AND EMPOWERING EMPLOYEES FOR SAFETY
Across Owens Corning facilities, our people are given the training they need to perform their duties safely. We encourage our employees and contractors to take an active role in making theirworkplaces as safe as possible. Employees are required to stop and report unsafe behavior, and they are required to report any work procedure that requires them to work unsafely and insist
that it is changed.
Hazard Recognition and Control (HRC)

Safety at Non-Owens Corning Sites

Contractor Safety Handbook

Spotting hazards is a learned skill, and the
HRC program teaches employees to break
the human tendency to overlook familiar
objects and situations, which can cause
people to miss risks. Through the program,which is available both on-site and virtually,
employees learn specific techniques to
identify hazards, quantify risks, anddevelop effective ways to minimize or
eliminate them.

Employees who are assigned to work at facilities not controlled by Owens Corning assess
the risk of their tasks and in the general work environment. If the level of risk is not
acceptable, they will discontinue their activities until risk-mitigating actions are completed
by the owner of the facility. If necessary, our EHS personnel visit these facilities to assist
with risk assessment and help develop risk mitigation strategies in partnership with the site
owners. By empowering our staff to take action for their own safety, Owens Corning ensuresthat our employees are safe no matter where they are, and they can model good safety
practices for others.

In addition to ensuring safety among our
employees, we are equally committed tothe safety of contractors working withour company. All contractors receive aContractor Safety Handbook, and it istheir duty to ensure they are aware of andcurrent with EHS laws as well as Owens
Corning policies and expectations. Owens
Corning also provides training to ensurethat contractors understand that theircommitment to working safely must be
unconditional. This handbook has beentranslated from English into 17 languages.

VR-Based Lock-Tag-Try Training
In addition to our virtual HRC training, we
continue to provide lock-tag-try training
to our employees. Lock-tag-try, also
known as “lockout, tagout,” is a procedurethat ensures power to a machine is cut
off before maintenance can occur. This
training, available on the Owens Corning
intranet, helps ensure that employees not
only understand lock-tag-try, but gain theskills needed for reading, understanding,and demonstrating the use of the lock-tagtry machine postings using the VR exercises
and receive coaching where needed.
Workplace Violence Training
Owens Corning has set a standard whereby
all people leaders and staff globally are
required to undergo workplace violence
training. Training is available through ourlearning management system or in aclassroom setting, which is how it is usually
delivered to frontline employees.

INTRODUCTIONPEOPLEPURPOSE

Contractor Management
Contractors in our facilities are expected to adhere to the same safety standards as
Owens Corning employees. To ensure their compliance and understanding of the required
standards, Owens Corning makes available appropriate safety trainings to contractors andtheir employees. Additionally, we partner with our contractors to conduct behavior-based
observations, walk-through inspections, and audits to ensure the continued health andsafety of our workplace. We also have consistent processes for prequalifying and measuringcontractor performance associated with large-scale projects within our facilities, and forcontractors we directly manage. Our Contractor Management Standard establishes theminimum requirements to prequalify, select, orient, monitor, and evaluate contractors who
perform higher-risk work at Owens Corning sites globally.
To enhance and streamline the process of verifying that contractors are compliant with
Owens Corning standards, we use ISN’s platform ISNetworld to facilitate the establishment
and management of contractor qualification requirements. As part of Owens Corning’s ISN
process, contractors must submit their applicable SIF prevention processes for review todetermine if they meet minimum expectations for working at an Owens Corning facility. If it
is determined that they do not meet expectations, the contractor is provided with feedback
so they can strengthen their programs for resubmittal and reconsideration. Additionally,
any contractor company that has had a fatality within the last three years is automaticallyeliminated from consideration for work at an Owens Corning facility until they submit
acceptable information detailing how the fatality occurred and what actions were taken toprevent this or similar events in the future.

PLANET

APPENDICESPEOPLE | SAFER TOGETHER

Cell Phone Policy
The ubiquity of cell phones continues
to present a safety issue, and countlessstudies have shown the extent to whichcell phone users are distracted. Whether
our employees are busy in production work
areas, taking the stairs in our facilities,
or walking or driving in parking lots, wehave very specific rules about the use ofcell phones.
We instituted a ban on the use of cell
phones in our sites’ parking lots, and whendriving as part of company business, as far
back as 2012. At most sites, signs aboutcell phone use are posted at strategic
locations so employees are remindedthat these are safety rules, not meresuggestions, and that every individual is
responsible for ensuring we are successful
in our efforts toward zero injuries.

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FPO

SAFER TOGETHER

2023 IN
REVIEW
Our commitment to safety
is unconditional.
Over 20 years ago, this statement
became the cornerstone of our March
to Zero — a companywide effort
to create an environment where
accidents, work-related illnesses, andother safety incidents are minimized
and eventually eliminated. Everyday, our people demonstrate theircommitment to this aspiration, andwe’re proud to share their progress.

We reinforce our dedication to safety through three basic beliefs:
 All accidents are preventable.
 Safety is everyone’s responsibility.
 Working safely is condition of employment.
In the years since this original declaration was made, we have made incredible progress on ourMarch to Zero. In 2002, our recordable incident rate was 5.74. It’s now 0.60 — a 90% decrease.
In February 2023, we were reminded that although our progress has been purposeful and hard-won,
our work is nowhere near complete. A tragic fatality at our site in Monterrey, Mexico, led us to pause
and seriously assess our current approach. Throughout the year, we reaffirmed our dedication topreventing accidents throughout our operations — and that commitment will carry us forward in theyears to come.
In a May town hall, we outlined a roadmap that will help us complete the March to Zero. It consistsof two workstreams designed to help our people achieve safety excellence.
Photo submitted by:
Jihua Sun | Guangde, China
Women in Operations participated in a series of Autonomous Maintenance (AM)
activities on the mineral wool line at our plant in Guangde, China.

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Enhancing safety processes and systems

Creating a Culture of Safety

We have a range of protocols in place to provide us with insights that can help us reduce
the potential for injuries throughout our operations. By strengthening these protocols andemploying the principles of Total Productive Maintenance, we can be better equipped toprevent accidents going forward.

We believe that every accident is preventable, and safety is every employee’s responsibility.
All employees should see themselves in our safety efforts and understand the difference
they can make in keeping themselves — and one another — safe and healthy.

 Employee onboarding and training. One area where we recognize the need for
improvement is in the injury rates among new employees. Injury data has indicatedthat there was a need for a centralized process that includes a greater focus onsafety training during onboarding and training. Our team is modernizing our approach,transforming the new hire experience by integrating the latest learning methods for new
employees while normalizing for higher turnover.
 Safety audits. Formal safety audits or process checks were completed at 22 sites in2023 in addition to the routine visits sites receive by their business and regional EHS
leaders. Self-assessments were completed at 56 locations.
 Safety key indicators. Using data from the last 10 years, we have created a list of the
15 leading indicators that could reduce or eliminate injury potential.

 Leadership commitment and engagement. We believe that our employees at all levels
must act and make decisions aligned with our unwavering commitment to safety
as a core personal and business value — weaving it into the fabric of who we are as
individuals and as an organization. All employees should ask themselves why safety isimportant to them and who the people are that inspire them to remain safe.
 Employee perception surveys. We have been working with a third-party operations
management consulting service to gain a deeper understanding of our current
safety culture, which will enable us to continue to evolve and improve. We surveyed
approximately 8,000 primary employees in the U.S. across our three business units, witha participation rate of 84%. In the beginning of 2024, we will expand the scope of thesurvey to include international employees and corporate staff.
 Safety communications. Our team has refreshed our approach to communicating
the importance of safety. This approach is informed by the voice of our employees, as
they communicate with us not only how they stay safe, but also why they stay safe. By
including the emotional dimension of safety in our discussion, we believe we can havean even greater impact among our people.
 Commitment to a culture of safety. As our focus on safety becomes fully codified
throughout the company, we expect to see Owens Corning fully transition from a cultureof compliance to one in which safety is completely integrated into our corporate values.
We believe it is insufficient to call safety a priority, as priorities can change over time.
By referring to safety as a value, we are ensuring it is central to who we are as
a company.
For more information about how we are developing outreach that is helping create a cultureof safety, see page 101.
This roadmap provides us with many of the tools we need to achieve our 2030 goals forsafety and our overall objective of zero injuries.

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SAFER TOGETHER:ESTABLISHING OUR SAFETY IDENTITY
Moving forward on the march to zero injuries requires us to createa culture that inspires people to remain focused on safety ineverything they do. That requires an understanding of our safety
culture at every site and across our enterprise, so we can takemeaningful action to strengthen our processes and employee
engagement. To that end, we partnered with a vendor to conduct
anonymous site-wide employee safety perception surveys togain insight about site and company safety culture and identify
improvement opportunities. The survey was made up of 24questions divided into three categories:

The employee perception surveys we have conducted among our employees indicate that we are making progress
toward that internal motivation, and it is important that we maintain that momentum as we strive to reduce incidents.
One way we are working to do that is through our reimagined communications strategies. This includes updated
materials, messages, and leadership engagement that has been informed by these surveys, as well as focus groups.
One of our outreach efforts has involved our employees submitting their responses to two key questions: Why do you want to stay safe?
 Who are you being safe for?
These questions offer employees an opportunity to share their personal stories about staying safe for the people whomatter the most to them — family, friends, and colleagues. Many people have mentioned that by avoiding injury, they
can do the things they love outside of work, such as volunteering and caring for their families. Others have describedseeing the effects that injuries can have, both on the individual and on the people who rely on them.
Our Safety team gathered employees’ ideas through thousands of survey responses and multiple focus groups. A
series of brainstorming sessions consisted of nine workshops involving more than 180 employees spanning fourcontinents. The result of this effort is a refreshed safety identity: Safer Together.

 Leadership Structure Processes and actions
After the surveys, the vendor provided the results with detailed
reports that identified site-specific strengths and opportunities
which roll up for an enterprise view. The survey results provided:

Similar to a brand, a safety identity is a phrase that creates awareness and serves as a rallying point for our people.
The phrase Safer Together not only came from our people, but it calls upon their strength and their dedication to a safe
working environment. With Safer Together, we have a renewed sense of optimism that we can transform our corporate
culture toward a fuller, deeper commitment to safety and make even greater strides on our March to Zero.

 A snapshot of the safety culture as viewed by all employees A benchmark of our safety culture against otherindustry peers
 An analysis of differences in safety culture perception among
our different personnel categories (e.g., primary, supervisors,leadership, support function, etc.)
Based on the results, the vendor provided recommended actions totake that will positively impact each of the three categories.
From the survey research discussed above, we see that people’s
attitudes toward safety exist on a continuum. At one end, people’s
mindsets are based on compliance — they follow the rules ofsafety because it is a condition of their employment. While this can
produce results, it is not the ideal. A better safety culture is one inwhich people have an internal motivation and a commitment toboth their own safety and the safety of others.

Top left: Paul Ouedraogo and Alessandro Perrone, Besana, Italy.
Top right: Shontrice Harris, Memphis, Tennessee, U.S.
Bottom left: Employees at the plant in Springfield, Tennessee, U.S.,
celebrate the kickoff of the Safer Together campaign in 2023.

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DIGITAL TOOLS FOR ENSURING
SAFETY COMPLIANCEAs Owens Corning works to eliminate injuries and illnesses — while
also meeting our environmental compliance requirements — werecognize the need to have strong fundamentals in place thatenable us to comply with applicable standards and regulations. One
foundational element of these efforts is ensuring that we are able todo the following: Maintain a clear understanding of the complex rules andregulations that apply to each of our global operations
 Identify gaps in complying with the applicable regulations
 Act with urgency to implement corrective actions
In 2023, to facilitate our understanding and assessment, we began
implementing a digital tool that enables us to identify the regulations
that apply to each site. Using this tool, our sites can self-assess theircompliance with the requirements that apply to them, both regulatory
and Owens Corning standards. If sites are found to be non-compliant,
we have established a corrective action process to close any gapsthat have been identified. Three components of the tool wereintroduced as part of our implementation process: Profiler: Determines which regulatory aspects apply to each site
 Auditor: Facilitates self-assessment to the applicable regulations
identified in the Profiler Tracer: Manages the site’s compliance calendar and corrective
actions from Profiler and Auditor
The initial implementation of this tool is focusing on environment,
health, and safety (EHS) for North America. This initial scope also
included Owens Corning-specific SIF program requirements as part ofthe safety self-assessments.

Photo submitted by:
Binghai Kang | Tianjin, China
Digital Tool Power App training at the plant in Tianjin.

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ADVANCING SAFETY WITH TECHNOLOGY
Owens Corning has a vision for a safer future at our plants, one that takes full advantage of cutting-edge technologies. Our Safety Technology Roadmap Steering team, made up ofrepresentatives from the Enterprise Safety team and each business unit, as well as Science & Technology and Information Technology, has helped us develop a unified approach toevaluating and implementing the most effective innovations. The team’s initial efforts have focused on the following areas:
Reducing and Eliminating Interactions Between Powered Industrial Vehicles
and Pedestrians
Owens Corning has partnered with an external company to develop a camera-based
system that uses artificial intelligence to mitigate pedestrian risk from forklifts at our plants.
The system consists of stationary cameras throughout the area, which monitor vehicle
patterns at all times and send data and alerts back to a dashboard. The data we receive —traffic patterns, distances between vehicles and pedestrians, high risk areas, and potential
interactions — can be used in a plant’s overall traffic assessment process to pinpoint focus
areas. This system has been piloted at one of our plants since 2019, and in 2023 it was
expanded to an additional plant.
Improving Training, Hazard Recognition, and Learning from Incidents
As we seek to address the higher potential for injuries among our employees with lessthan three years’ experience (discussed on page 106), the team has identified thefollowing imperatives: Improving training methods that have not grown with current technologies
 Creating more effective training that can be administered in a shorter timeframe Empowering new employees to recognize hazards and controls without years ofexperience or assistance from senior employees on the production floor
We have worked to improve these gaps with the help of two third-party vendors. One
vendor provided a tool that enables employees to record videos at the point of need on
the production floor, so they can visually share what happened, communicate corrective
actions, and demonstrate the best ways to perform tasks. The video also provides subtitlesin 25 languages, adding an additional level of accessibility.
The second vendor provided a camera tool to create 3D images of our facilities with fullyinteractive mapping. This enables us to provide virtual tours for new employees, visitors,
and contractors, presenting facility layouts and showing potentially hazardous areas
without having to physically enter the area. This tool is also used to zero in on areas of
the facility and perform risk assessments and training on job hazard analysis, hazard
recognition control, and lock-tag-try.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESReducing and Eliminating High-Risk Inspections
There are occasions when physically accessing an area can place employees at greaterrisk for injury, require too much time to complete effectively, or simply is not possible.
Owens Corning is implementing drone technology to perform inspections and other taskssafely and efficiently. Drones can reduce the need to work from heights or in confined
spaces. They can also enable us to increase inspection frequency and perform
construction reviews.
The team has also identified opportunities to ensure compliance with federal and local
regulations, alignment with our liability providers’ requirements, safe operation of drones on
our property, and employee and contractor performance. They also identified and validated
use cases with businesses to better understand the need and capabilities:
 Researched FAA, OSHA, local, and internal material for drone use referencesand guidance Partnered with experienced drone pilots
 Worked to fully understand Owens Corning’s liability stance for drone use Implemented an EHS drone safety standard, clearly communicating requirements
 Identified test-and-learn sites
 Created a series of safety and training videos using a certified drone pilot todemonstrate all key aspects of drone safety indoors and outdoors
As we go through this journey, we are encouraging all our employees to think of these
efforts as a way to ensure a connected, enabled, and safe frontline workforce. This digital
enablement — combined with TPM and an overall collective commitment to safety — will bean essential part of how we work in the future.

This year, our Warehouse team in Rockford, Illinois, U.S., achieved
19 years without a recordable injury as a department.

PEOPLE | SAFER TOGETHER: 2023 IN REVIEW 103 

HONORING OUR SAFETY CHAMPIONS
Each year, the Environment and Safety Leadership Council announces the winners of the Safety Innovation and Excellence Awards. Winners were chosen for their efforts to reduce the risk of
injury, cultivate a culture change, or positively influence safety. Here are the winners and their accomplishments:

Individual Awards

Team Awards

Seward Landaverde, Ocala, Florida, U.S.

Isabel Fernandez, Emmanuel Herrera, Valeria Huerta,
Daniel Reynoso, and Ramon Gonzalez in Tlaxcala, Mexico

Since being appointed to lead the Ocala site expansion project, Seward has led all safety improvements from the capital side.
He was a major driver in implementing ISN to manage contractor and supplier information. Seward also led several major
projects to eliminate many near misses. He made sure high-risk electrical equipment was fixed and ensured proper guarding.
Safety changes made on current lines were reflected in the new lines. He is upgrading the plant’s docks to improve safety.
Thomas Hirst, Liversedge, U.K.
Following a near miss, the plant arranged for an external company to conduct a machine safety audit. The company
suggested the installation of safety scanners to protect the operators. The contractor quote to complete the work was high,which would have affected the plant’s ability to complete other capital safety projects. Tom carried out a project that reliedon the skills of our engineers to reduce the cost significantly while delivering a passive engineering solution that removed a
serious risk from the process by eliminating the human factor from the safety system.
Paul Ferrara, Ocala, Florida, U.S.
When Owens Corning acquired the Ocala plant in 2022, the plant needed safety improvements. Paul has led many efforts toimprove safety, including securing proper PPE; communicating the value of safety; delivering safety training in Spanish andEnglish; adding the lock-tag-try system to all main operational lines and training employees on its use; completing an arc
flash/hazard/shock assessment; implementing feedback and incident reporting systems; and repairing floors to reduce slips,
trips, and falls.
Jaden Aronow, New York, U.S., home officeJaden improved safety management by developing a Power BI dashboard that summarizes open and completed corrective
actions for Building Insulation sites. He also linked several existing dashboards so users could see multiple safety stats
in one place. Jaden used Microsoft Lists to better manage standards and documents, and he transferred the foundations
assessment into Microsoft Forms and linked the responses into a Power BI dashboard to make the scoring more visible.
Michael Boyd, Wabash, Indiana, U.S.
After two recordable incidents in the first quarter of 2022, Mike worked with his mechanics and the EHS team to develop a
double verification LTT system to keep electricians and others safe. Mike also developed the “monthly maintenance safety
party.” In these meetings, team members review a pre-job hazard analysis (PJHA), an exercise in which potential hazards
are identified prior to beginning a task. They note areas of improvement and share their feedback with the PJHA author. In
addition, they nominate Maintenance Safety Leaders of the Month and resolve other issues. They also review companywide
safety alerts and apply improvements at the plant.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

This team set out to eliminate the risk of SIF resulting fromthe interaction of forklifts and operators in the pedestrian
walkway. They defined new routes in the area and broadly
communicated deployments and awareness of hazard
recognition and controls. Today there is no direct interaction
between employees and forklifts. Other safety controls
are also employed, such as visual aids about handrail use,
guarding to prevent falls, bumpers, and stairs highlighted inyellow color.
Gaurav Borse, Bhushan Deshpande, Sanjay Jha, Karthik
Nadar, Deepak Pai, Mahesh Patil, and Mahesh Rathi in
Taloja, India
The movement of powered industrial vehicles and vehiclepedestrian interaction presented a challenge for Taloja’s
technical fabrics area. This team assessed the risks andconducted a spaghetti analysis to identify root causes.
Following this, it used barricades, improved visibility, andother factors to eliminate four blind spots and 10 interaction
points between powered vehicles and people. Also, the teamused TPM to analyze and address unsafe conditions caused
by vehicle maintenance.
Shailesh Dalwale, Zapat Bahadur Kuwar, Jayprakash
Mhatre, Sanjaykumar Mhatre, Chetan Pangam, and Sanjit
Parida in Taloja, India
This team used Total Productive Maintenance, including
several kaizens, to reduce noise level from an area in
their plant where a pneumatically operated machine isused. Noise levels were reduced by installing an acoustic
enclosure around the machine, standardizing air pressure,and creating a different kind of pipe for the machine.

PEOPLE | SAFER TOGETHER: 2023 IN REVIEW 104 Yongqiu Xiang, Jacky Xiao, Kenny Zhang, Zhenxian Mei,
and Wen Su in Guangzhou, China
In the past, Guangzhou employees had to enter an ovenexhaust duct to clean it each month. To eliminate thisconfined space entry, the team installed three more
openings at the exhaust duct and relocated the opening to
45 degrees, making it easier to clean. The team also boughta high-pressure water nozzle for automatic cleaning, toeliminate manual entry for cleaning. The increased waterpressure reduced wool fiber accumulation significantly.
The team is sharing its best practice with other building
materials plants.
Eric Beuns, Romain Couvreur, Guilhem Cros, and Regis
Menella in L’Ardoise, FranceThis team addressed a risk in the batch area related to theuse of burnt lime, a corrosive that can cause irreversible
eye damage. Because of the small silo capacity for burnt
lime, employees had to disconnect a pipe with the trailer
under pressure. The batch operator was at risk of burnt lime
leakage from human or valve failure. The team eliminatedthe task of disconnecting the pipe between the silo andtrailer. It modified the design to connect all burnt lime silopipes with a pneumatic manual valve.
Dave Hicks, Michelle Korwin-Edson, Megan Main, Steve
Mighton, and Roy Walcott in Granville, Ohio, U.S.
The lab could only melt small amounts of glass at a timein its two furnaces, which ran at 2900º F. When the furnace
was lowered to remove a crucible, operators at this lab wereat risk from the heat and potential burns related to the useof two furnaces from molten glass dropping to the floor. The
team found a large melting tank at an auction and created amelting bay. It eliminated this high-risk activity by changing
how glass is melted.

INTRODUCTIONPEOPLEPURPOSEPLANET

Zdenek Andel, Martin Chrvala, Petr Deak, Robin Dvorak,Jiri Fejfar, Jan Hlavaty, Vaclav Kratochvil, Vlastimil Riha,
Radek Semerad, Roman Kadlec, Martin Pospisil, andMartin Szegeny in Klášterec, Czech Republic
The team made several improvements following a melterrebuild, including the relocation of taps outside theprotective cage. They also installed a crane at the top of
the melter batch silo to improve safety and ergonomics formaintenance operators. After a melter rebuild, employees
had to turn off the transformer to access water supply taps
for the electrode holders. By relocating the taps outsideof the protective cage, the team avoided one power cutoff
every time and equipment reliability improved. In addition, acrane installed at the top of the melter batch silo improved
safety and ergonomics for maintenance operators. Safety
pools and stretch tape were installed to restrict access andincrease safety for operators below. The team completed
other safety and TPM-related projects. In addition, they
moved a water chilling tower outside to reduce noiseand dust.
Howard Hao, Woods Kong, Darl Li, Simon Sun, Dongyue
Wang, Will Wu, Eric Yin, Jowen Zhao, and Shuang Zhou in
Yantai, China
Noise created by several machines in the plant’s finish area
caused the area to be defined as a harmful workplace. The
noise negatively affected employees’ spirits and impacted
communication between employees. Also, employees
who didn’t pass the annual occupational hearing test had
to transfer to other jobs, which reduced production teamstability and introduced other risks as employees learned
new responsibilities. The team worked to improve thenoise on 11 machines, which caused an area in the site
to be defined as potentially harmful. The efforts reduced
the average noise level and the frequency of the main dust
collector motor in the finish area.

APPENDICES

Lubos Cmiral, David Homolka, Frantisek Sobota, Michal
Streda, Vladimir Syblik in Klášterec, Czech Republic
The team designed and implemented a central vacuum
system in the plant, making cleaning now safer, easier,and faster. Employees no longer need to empty the dust
collection bins. Operators can reach hard-to-access areas
such as spaces underneath line structures. Previously, dust
accumulated in such places, and an external company
removed it once a month using expensive truck excavators.
The changes reduced dust, improved ergonomics,
shortened cleaning time, eliminated 35 hard-to-accessareas, and increased employee engagement.
Harpreet Basi, Gurmohan Bhatioe, Jashandeep Chahal,
Jarnail Chhoker, Ryan Cree, Manmohan Gill, Dalbara
Grewal, Brahamjit Jaswal, Dwight Milne, Dennis Morphy,
Gurpreet Nagra, Jaspal Parhar, Sarbjit Renthey, Jaspal
Sandhar, Gurchetan Sandhu, Avtar Saroya, Sunil Sharma,
Amanpreet Shoker, Charanjeet Sidhu, Harjinder Sran, andInderjit Sran in Mission, British Columbia, Canada
To mitigate SIF incidents caused by lock-tag-try (LTT)
non-compliance, the team used TPM tools to launch a“Rally on LTT” kaizen, which analyzed LTT complianceand employees’ safety mindset. The team createda more streamlined LTT diagram that all employees
could understand. The plant also requires a second LTT
verification involving all employees. Through these efforts,
the plant changed its safety culture. Employees now live by
the rule, “If you see something, you say something, and wekeep everybody safe together.” Employees had achieved
one year with no SIF incidents and no recordable injuries
in 2022.

In November 2023, our Roofing plant in Asan,South Korea, celebrated 10 years without arecordable injury.

PEOPLE | SAFER TOGETHER: 2023 IN REVIEW 105 

Safety Training
Owens Corning begins training our employees onsafety from the very beginning. Our orientation of newhires includes a mentoring process designed to help
reduce injuries among new hires or employees who are
new to their position. This is especially important, given
the data we have that indicates the high injury rate
among new employees.
To address this concern, we have established across-functional team to develop new safety
onboarding and training processes that offer
consistent, comprehensive safety and on-the-job
training and help new employees perform theirtasks safely right from the beginning of their timewith us. Our team reviewed best practices fromexisting onboarding programs and listened to EHS
professionals, site leaders, and new employees.

In 2023, we made further updates to our onboarding
process, including the following: We focused on new hire connection andengagement with all leaders — frontline, EHS, andplant leadership teams — across the employee’s
first year. This includes developing leaders who
have accountability and responsibility for their
engagements with new hires.
 We deployed EHS experts to the portion of the New
Hire Task Force working on operator qualificationand skill validation. This helps ensure that safety ismore thoroughly baked into the ways we provide
job training for employees and coach themfor success.
PEOPLEPURPOSEPLANET

ARMA RECOGNIZES ROOFING SITESFOR SAFETY
In June 2023, the Asphalt Roofing Manufacturers Association(ARMA) recognized several U.S. Owens Corning Roofing andAsphalt plants for their commitment to safety in 2023. The tradeassociation honored the facilities as part of its annual accident
prevention contest, which recognizes manufacturers for achieving
low safety incident rates.

 Hazard recognition
 Upset conditions
 Ergonomics and work conditioning Trips, slips, and falls

In the new onboarding experience, employees aretrained on human performance indicators, including
task demand, individual capability, work environment,
and human nature. It is a more comprehensive
approach that addresses all potential errors and offersa better understanding of the various types of incidents
and losses. An audit system for plants can identify
human performance factors related to new-hire safety
and respond with appropriate programming, training,and coaching initiatives.

INTRODUCTION

Based on injury data, the New Hire Task Force focusedon four key topics, referred to as the HURT approach:Training continues throughout an employee’s
tenure, with activities such as daily safety huddles,
scheduled monthly sessions, and annual refresher
courses. All employees regularly receive training on
employee health and safety standards. We develop anannual training matrix, and our facilities use a webbased platform with standard training modules andsupplemental, site-specific education through ourglobal corporate intranet. This system is fully integrated
with our talent management structure and provides theability to customize learning plans for individuals.
Global EHS professionals involved in our safety
programs receive advanced safety training. Our EHS
Skill Building events are one-hour sessions that allow
our EHS leaders to gain additional, practical, state-ofthe-art knowledge on specific topics. We host periodic
meetings with our EHS leaders to review strategies,
share best practices, and provide technical training.

Winners are honored in four different categories. A perfect scoremeans that zero safety incidents were recorded. The following
Owens Corning plants received the Perfect Employee Safety
Certificate for achieving a perfect score in the reporting year.
 Atlanta, Georgia (asphalt)* Denver, Colorado (asphalt)*
 Irving, Texas (asphalt)* Jacksonville, Florida (asphalt)* Portland, Oregon (asphalt)* Memphis, Tennessee (asphalt)
 Minneapolis, Minnesota (asphalt)*
 Oklahoma City, Oklahoma (asphalt)*Also received the Award of Excellence for achieving a perfect score for threeconsecutive years.

The following plants received a Certificate of Safety Improvementfor demonstrating an improvement of at least 25% over theirprevious year’s performance.

Our in-depth training covers a diverse array of
topics, including: Irving, Texas (shingle)

 Proper fall-protection strategies

 Memphis, Tennessee (shingle)

 Jacksonville, Florida (shingle)
 Savannah, Georgia (shingle)

 Ergonomics

 Compton, California (asphalt)

 Incident investigation
In 2024, we will refresh our training methods andcontent with digital enablement tools, such as
microlearning and virtual reality. We will also work tosegment training based on job assignments, whichhelps minimize overload while improving learningand retention.

APPENDICES

 Medina, Ohio (asphalt)
 Oklahoma City, Oklahoma (asphalt)
Facilities were judged based on ARMA criteria derived
from the standards set by OSHA, and information isgathered through quarterly safety data reports from thepast calendar year.

PEOPLE | SAFER TOGETHER: 2023 IN REVIEW 106 

2023 PERFORMANCE AND INJURY REPORTING
In 2023, there were 127 recordable injuries among Owens Corning employees, our supervised
contractors, or temporary employees.+ Quantitative occupational health and safety performance
metrics for full-time employees and contractors can be found in Appendix B.

Safety Performance
Powered industrial vehicles were involved in 43% of our SIF or SIF potential
recordable incidents.
In 2023, our recordable incident rate(the number of injuries x 200,000/totallabor hours) was

0.60

+

This is81%

below the industry average, as reportedby the U.S. Bureau of Labor Statistics for2022 (the most recent data available).

PURPOSE We obtain third-party safety certifications, such as ISO 45001, when required by ourcustomers. These certifications cover approximately 25% of our sites.
 10 Owens Corning sites have received VPP Star designation, OSHA’s highest level ofrecognition, after they underwent a rigorous on-site evaluation by a team of OSHA
safety and health professionals.

of our global facilities were
injury-free in 2023.

48%

 We have set a standard whereby all people leaders and staff globally are required
to undergo workplace violence training. In 2023, we achieved a compliance rate of
92% which includes 100% of all people leaders.

The severity of our incidents, measured
by our lost-time injury frequency rate (lostworkday cases x 1,000,000/total labor
hours), was

In 2023, we updated our emergency preparedness standard, which uses a risk
assessment to determine the types of incidents that are most likely to occur, based on asite’s location and operations, and outlines the appropriate emergency response.

1.92+



Arms/Hands 44%

Back/Shoulders 22%Head/Face/Eyes 11%Legs/Feet 19%Multiple/Other 4%

As a result of our comprehensive and rigorous focus on exposure control, as well as a traditional
approach to employee health screening where appropriate, none of our worker groups areassociated with a high incidence of occupational disease.
PEOPLE

Owens Corning has continued to make strides in the certification of our people andour sites.

 To date, over 2,215 employees around the world have received hazard recognitionand control (HRC) certification, including 62 in 2023.

2023 Recordable Injuries by Affected Body Part+INTRODUCTION

2023 in Safety Certification

PLANET

APPENDICES

2023 in Contractor Management
Through our contractor management program, over 6,774 individual safety programs
have been reviewed, and in 2023, 3,110 insurance certificates were reviewed in the
U.S., Canada, and Mexico. This work helps us understand gaps and standardize how
we manage risk when working with our contractors. It ensures that all contractors
performing work with moderate or high SIF potential at Owens Corning sites in the U.S.,
Mexico, and Canada have been verified to our standards through an external party.
We are developing an internal contractor selection system that all sites not currently
using ISNetworld will be expected to use. This was piloted at multiple sites in Europe
in 2023 with full European deployment in 2024, followed by Asia Pacific and Brazil.
We also use a third-party company to vet our contractors, also in the U.S., Mexico,
and Canada.

In 2023, we also updated our contractor management safety
process to address gaps in our proven process to offset highcontactor turnover. In addition, we developed a global contractor
safety video that is available in nine languages.

PEOPLE | SAFER TOGETHER: 2023 IN REVIEW 107 

OUR PEOPLE
MAKING A DIFFERENCEPaul Ferrara
EHS Lead“

When we put people first,
we’ll be successful every
single time.

Although he has only been with Owens Corning for about six years, Paul
Ferrara has traveled quite a bit throughout our U.S. operations. Beginning as
an intern at our plant in Starr, South Carolina, Paul also participated in ourdevelopment program in Denver, Colorado, acted as an interim EHS Leader in
Compton, California, and served as EHS Lead in Kansas City, Kansas. Now in
Ocala, Florida, Paul has been instrumental in bringing our recently acquired
OC Lumber™ plant up to Owens Corning safety standards. With a broad-based
understanding of Owens Corning operations, Paul brings considerable insight
into his role, some of which he shares here.

”

Photo courtesy of Paul Ferrara.

On recognizing the need for mutual trustin the plant

On balancing classroom-based
instruction with practical training

On the support provided by
Owens Corning leadership

It doesn’t matter what position you’re in. You could
be the Plant Leader, facilities, maintenance, or an
entry-level position — it doesn’t matter. We’re all justtrying to work, come home safe, see our families, andenjoy life. Everyone wants to have a quality of life. If we
as a company can give that to them, everything else
will fall into place. That’s been proven. Building trustwith the employees is the number one thing. If you’re
open with them, they’ll be open with you. So I just talkwith them, and when you work as a team, that trust
just ends up flowing, and without that, the programs
won’t do anything.

For our first safety training in Ocala, we actually went
offsite. We got breakfast, snacks, drinks — the normalthings you do at a safety training. And before we eventalked about incident reporting and PPE and all that,
we asked about their perception of safety. But wealso need the floor focus, not just in a classroom. In
a classroom, they walk out, it might be gone, but out
on the floor, seeing it in person, you really get the feelof what safety is when those OC Lumber™ boards arecoming out. So it’s important to walk them throughthat and spend time with people one-on-one. Someone
might get it in 10 minutes. It might take someone else
three days to understand what’s going on, and that’s
OK. If we put our time into our people, it will be way
better for us in the long run.

I think the best thing about Owens Corning is that we’retrying to improve, even though we’re considered worldclass. If we said we’re good where we’re at, we would
slip. Companies that don’t innovate, fail. They become
stuck in their ways. We’re always trying to figure out
how we can change, especially with new initiatives likethe Safer Together campaign. All of those are great
because we’re trying to get to the people and make itresonate with them. My Plant Leader is very supportive,
boots on the ground. He’s out there with me analyzing
everything, and from a safety leader standpoint, that’shuge. You can’t really do anything unless you have thatbuy-in at every level.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | SAFER TOGETHER: 2023 IN REVIEW 108 THE MARCH TO ZERO INJURIESThe priorities we have laid out throughout this chapter
represent a reaffirmation of our commitment to creating
the safest possible work environment for our employees
around the world. As we enhance our safety process
and systems — improving onboarding and training,
performing safety audits, focusing on SIF, and developing
effective metrics — we will focus heavily on technology
to further strengthen our controls for serious injury andfatality prevention, along with enabling modeling ofincidents through audits and metric-tracking. In doing so,
we are better positioned to make it impossible for injuries
and illnesses to occur.
In addition, we are continuing to create a culture where
safety is at the center of our values, and people takeappropriate safety measures not because of rules that
dictate their behavior, but because they recognize theinterdependence that exists between themselves, theirco-workers, and people everywhere. It’s an approach thatstarts with caring, prioritizing leadership commitment
and engagement, individual empowerment, and a clear
understanding of the importance of safety. Through allthese efforts, we will continue to define our safety
identity by listening to the voice of our employees. Our
people have responded to our surveys over the courseof 2023, and they will help shape our approach in 2024
and beyond.
While we have seen tremendous improvements in oursafety performance in the past 20 years, it is also truethat our numbers have generally plateaued recently.
The actions we have taken this year — and which will
guide our actions in years to come — will help us breakthrough that plateau, and they will be an essential part ofOwens Corning’s March to Zero.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | SAFER TOGETHER: 2023 IN REVIEW 109 HEALTH &WELLNESS
Just as we seek to create a cultureof safety, we believe we have a
responsibility to keep our people
healthy in every sense of the word.
Our approach to wellness is allencompassing and is designed totouch employees around the world.
We do this because we realize that
achieving our mission requires
everyone on our global team to becompletely present — physically,
mentally, and emotionally.
Sustainability Materiality Definition
We promote a healthy and tobacco-free lifestyle for all our
employees and their families. We are committed to ending
lifestyle-induced disease in our employees, as well as
promoting mental, physical, and financial well-being.
Relevant United Nations Sustainable Development Goals
Photo submitted by:Michael Malone, Tennessee, U.S.
Michael’s son and a friend hiking the Appalachian Trail.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | HEALTH & WELLNESS 110 

2030 GOALSFOR HEALTH & WELLNESS
By 2030, we aspire to eliminate all lifestyle-induced
disease and enable the best possible quality of life —where people flourish and are healthier because theywork for Owens Corning.

Owens Corning is working to achieve these goals using
accessible data, health science, and behavioral science todefine metrics that can inform our strategies and tactics.
We do this in accordance with privacy laws and local
expectations. We also measure aggregate employee healthoutcomes, guided by the frameworks established by U.S.
Healthy People 2030 and the WHO Global Action Plan. Eachframework is based on indicators that measure both healthrisks and the burden of disease around the world.
The workplace environment is critical to achieving good
employee health outcomes; therefore, we also focus on
maximizing each facility’s ability to help every employee
achieve their best state of wellness. We have created aroadmap to excellence for our facilities, which they can
use to gauge their progress on their journey and help themachieve our goals. Our Healthy Living Matrix will also help
us accomplish our aspirations, and we will integrate our
Healthy Living program objectives with the principles of
Total Productive Maintenance (TPM) at each facility,
leading to sustained program progress andcontinuous improvement.

Photo submitted by:
Danielle Sendi | Nephi, Utah, U.S.
Aspen trees in Sundance, Utah.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | HEALTH & WELLNESS 111 THE SIX KEY PILLARS OF HEALTH & WELLNESS
Our approach to health and wellness builds on six key pillars, each of which addresses a specific element of overall well-being.
1. Know Your Numbers

2. Healthy Mind

We will enable all Owens Corning employees and their families to obtain
their age-appropriate preventive health screenings and immunizations
annually and understand the health consequences related to their personal
biometric health numbers.

We aspire to help all Owens Corning employees enjoy meaningful work andlife experiences in an environment that supports and inspires them. We
believe that it is everyone’s responsibility — especially our leaders’ — to fosterthat environment.

Biometric screenings are available to all employees and their covered dependents at no cost.
Employees can receive screenings at on-site events in the U.S. and several global locations,with their personal physician using preventive care benefits, and through third-party labs intheir local communities.

To help our employees balance the demands of a fulfilling career and personal life, we offer
broad, comprehensive counseling through Employee Assistance Program (EAP+) Resources
for Living. The program is available to all our employees, even those not enrolled in an
Owens Corning health plan, and those who live in their household.

These screenings help people:

Employees and their household members can have up to eight free counseling sessions,per calendar year, per issue. These sessions can be conducted in person, over the phone, or
through video. Sessions are an opportunity to speak confidentially with counselors about such
topics as grief and loss, relationships, stress, and substance abuse, as well as the following: Learn whether they are achieving their age-appropriate health targets
 Understand the health consequences related to their personal biometric numbers
 Discover actions they can take as needed
We also offer a wide array of free, age-based preventive care screenings to employees andcovered family members. At our world headquarters in Toledo, Ohio, U.S., and other Ohio
locations, we provide on-site care and biometric screenings in partnership with healthcare
provider ProMedica. This collaboration allows employees to easily access care providers,establish a primary care physician, and schedule appropriate age-related services.

 Work-life resources and support for daily living, including solutions for child care,elder care, pet care, home/auto repair, relationships, nutrition, relocation, andconcierge resources Financial and legal resources, including budgeting, debt management, wills and trusts,
and other topics
 Tobacco cessation, personalized for individuals to help ensure success Mobile access via an app designed to help manage everyday issues and life events
 Discounts on travel, cars and car rentals, electronics, wellness resources, groceries andfood delivery, pet care, and fitness gear

Photo submitted by:

In addition, a growing number of Owens Corning employees are certified as EAP Navigators,
voluntarily providing support for peers who may be in crisis. EAP Navigators are not licensed
mental health professionals and do not give medical or clinical advice, but they are certified
in Mental Health First Aid™, which helps them recognize depression and mood disorders,anxiety disorders, trauma, psychosis, and substance abuse disorders. EAP Navigator training
also covers risk factors for mental health and substance use problems, experiential activities
that build understanding of the impact of mental illness on individuals and families, andaction plans that participants can use when responding to crisis and non-crisis situations.
Our goal is to have one EAP Navigator at each U.S. location, as well as one EAP Navigator foreach global region, by the end of 2024.

Rebecca Pike | Irving, Texas, U.S.
Employees in Irving practicing for a
volleyball tournament.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | HEALTH & WELLNESS 112 

3. Physical Activity
We will enable all Owens Corning employees and their families to be active
and to counter the negative health consequences of low physical activity andlack of movement on and off the job.
We educate our employees about the benefits of physical activity andgive them access to tools, resources, and incentives that promote daily movement. Several
facilities have an on-site fitness center, offer physical training, and sponsor fitness challenges
such as run/walk events. In addition, employees can earn points by recording their steps,
sleep, workouts, and other health metrics through our Healthy Living mobile platform.
4. Nutrition
We aspire to help all Owens Corning employees and their families eliminate
key health risks that may result from poor nutritional education andunhealthy food choices.
Unhealthy food choices can lead to serious health risks. Owens Corning
aims to help employees eliminate those risks by providing nutritional education. Many of our
U.S. locations now offer fresh fruit and vegetables to all employees free of charge. In addition,
many locations have eliminated vending machines in favor of open-kiosk markets thatprovide fresh, healthy meals and snacks.
5. Tobacco-Free
We aspire to be a company that helps our employees and their families lead
tobacco-free lives.
Owens Corning offers many resources to help our employees become
tobacco-free, including on-site group coaching, small group discussions,nicotine replacement therapy, and medication. We are approaching our goal of all our sites
being 100% tobacco free.
6. Financial Health
We will help our employees confidently manage their financial lives today,
while preparing for the future and dealing with the unexpected.
We seek to raise awareness of company financial benefits available to ouremployees. This includes planning tools and resources such as financial,legal, and retirement counseling through our external partners, and the implementation of site
visits and online tools with banking partners in our plant communities.
Owens Corning has established a dashboard that measures the extent to which people aretaking advantage of our financial health services, including health savings accounts. Bycollecting aggregate data on this information, we can provide education as needed to help
promote these services.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Employees at our Changzhou plant created posters committing to tobacco-free living.

PEOPLE | HEALTH & WELLNESS 113 

OUR INFRASTRUCTURE FOR HEALTH & WELLNESS
From Owens Corning leadership to local employees sharing their passion for wellness, our people are working to create a culture that emphasizes the well-being of our people, helping themprioritize health and wellness in their lives and in the lives of their families.
Wellness Leadership Council

Champion Network

By promoting employee health and sponsoring activities that prevent disease, we are a better,stronger, and more cohesive company. Through our Wellness Leadership Council (WLC),
established in 2023, we are able to realize our health and wellness aspirations and help ourcolleagues lead healthier, happier, and more productive lives, both at work and at home.

To achieve our health and wellness goals, we must work to engage our employees at the
local level, and our Champion Network has been an essential component of our outreach.
The Champion Network consists of employees who are passionate about helping others
embrace healthy lifestyles and are committed to increasing participation in our health andwellness programs. Wellness champions help ensure that our Healthy Living platform islocally driven and has broad support among our people. In addition, these people are able toencourage others to join the Champion Network, expanding our influence at all our locations.

The WLC also assumes enterprise-wide oversight responsibilities for the Global Healthy
Living Program, establishing goals, priorities, and metrics for the enterprise and ensuringthat its activities and initiatives are uniformly and consistently implemented. In addition, theWLC commissions working groups to develop recommendations and proposals to address
current and emerging trends and/or needs in the wellness space.
Above all, the WLC is an action-oriented group, designed to provide tangible support from theleadership level. By acting in partnership with our health and wellness team, the WLC can doeven more to drive progress toward the goals we have in place for our individual leaders, oursites around the world, and the enterprise as a whole.
Within the WLC, Business Unit Operations Vice Presidents are responsible for the
implementation of approved initiatives in their business divisions and individual facilities.
In addition, an Executive Committee Sponsor is responsible for bringing the Executive
Committee perspective into Healthy Living program activities and raise awareness among
Executive Committee members. This sponsor also serves as a leader and role model for
Healthy Living activities throughout the organization.
Healthy Living Aspiration Teams
To help support the six pillars, Owens Corning has established Healthy Living Aspiration
teams. Each team is led by a Plant Leader and supported by Human Resources, EHS(Environmental, Health, and Safety), Occupational Health, Benefits, and other key resourcesfrom each of our businesses. The teams ensure that Healthy Living goals align with theirrespective pillar and have a positive impact on all employees. The aspiration teams haveled us through the development of tools and resources used in operations, including the
Healthy Living Matrix, Power BI dashboards, and the integration of wellness into TPM at the
local level.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Wellness champions have access to a range of materials for each of our wellness pillars, sothey have the tools needed to involve their co-workers in wellness activities. In addition, we
work to make certain that our wellness champions have support from our leadership, whichhelps drive further employee engagement with our health and wellness programs.
Sites in different countries and regions have the ability to adopt their own wellness goals
and aspirations, ensuring that their activities and areas of focus align with the needs andrealities of their people. The teams we have created include leaders from global business andcorporate function groups, as well as regional leadership councils, to direct the execution of
our global wellness strategy in each region.
Opioid Prescriptions
In response to the U.S. opioid crisis, Owens Corning’s policy limits short-acting opioidprescriptions to a three-day supply. Any pills dispensed beyond the three-day limit must be
authorized. This policy decision, initiated in 2018, was informed by a report from the Centers
for Disease Control and Prevention indicating that addiction rates to a prescribed opioid candouble after four to five days of continued use.
Flu Shots
Owens Corning continues to stress the importance of flu shots as a way to help prevent the
spread of the illness, and we remind employees that most Owens Corning sites around theworld offer flu vaccines. Given the differences in healthcare distribution in different countries,
flu shot campaigns are organized locally throughout our regions.

PEOPLE | HEALTH & WELLNESS 114 

USING DATA TO
PROMOTE BETTER HEALTH
We use aggregated employee data to better understand thehealth and wellness needs of our employees. This data is
obtained from voluntary participation in employee wellness
programs and through claims data from U.S. employee
health plans.
To protect employee privacy, all the data we use for healthtrend analysis has been de-identified and obtained in theaggregate. Although the availability of comprehensive
aggregate health data is affected by employee privacy
expectations and cultural differences and sensitivities
regarding health and well-being, our historical focus hashelped us establish a solid foundation for developing key
health metrics. The data we have aggregated has given us
a deep understanding of potential health risks among our
employees, which in turn helps us offer services that are
truly beneficial.
As a U.S.-based company, we can analyze our U.S. data toconnect participation in our wellness programs to improved
health measures. By knowing which programs make adifference for our U.S. employees, we can develop tools tobenefit our entire global workforce. Through these efforts,
we are working to establish metrics that fully represent theneeds of all our employees globally.

Healthy Living Platform
Owens Corning helps our employees improve their healthy habits through our Healthy Living digital platform. Through a
website and a mobile app, the platform links thousands of employees to our wellness resources, enables them to track theirprogress, and provides them with daily reminders about their fitness goals.
The platform combines coaching, interactive health risk assessments, biometric screenings, and incentives and rewards togo beyond occupational health, providing an all-encompassing approach that includes employees’ everyday physical,
emotional, mental, and financial well-being. As a result, we can help our people see improvements in their health, productivity,and happiness.
In addition to tracking steps, movement, weight, and eating habits, employees can track their heart rate and sleep, andthat information is sent directly to the platform. The sleep tool tracks the amount and quality of sleep and the type of sleep
pattern, such as rapid eye movement (REM). This information helps individuals monitor the effects of healthy-habit choices.
The Healthy Living platform makes it easier for employees to take part in many of our health and wellness initiatives. It
also provides us with opportunities to offer a range of incentives for enrollment and participation, including cash and otherrewards based on employees’ daily activities. When users record their steps or track healthy eating habits, for example,
they receive points, which can be redeemed for rewards. Employees who track their steps can also participate in a walking
challenge and are eligible for weekly prizes. One of the more popular financial incentives allows employees on U.S. healthplans to make contributions directly into their health savings accounts (HSAs). The platform enables employees to track their
HSA contributions, as well as contributions to their 401(k) accounts, helping deliver on our financial health pillar and visibly
tying our Healthy Living platform to our employee benefits program.
While the Healthy Living platform was initiated in the U.S., we continue to increase our international engagement. In Latin
America, Europe, and Asia Pacific, we have created regionally appropriate, fit-for-purpose systems parallel to those we have in
the U.S., further driving achievement across all six pillars.
Power BI Healthy Living Dashboards
We have been using Power BI since 2018 to capture key metrics related to platform participation by location, including thepercent of employees enrolled in the platform, the percent completing biometrics screenings, levels of engagement with theplatform, and average steps synced to the platform.
The dashboard is available to our wellness champions and used to gauge progress toward annual health goals, including
attestation to tobacco use. Over the past few years, we have added new views to support our pillars of health. We havefinancial health metrics through Fidelity reporting to show sites how their employees are maximizing their financial savings
options, including 401(k) contributions, HSA utilization and contributions, and percent of loans against their 401(k). All
information within the dashboard is anonymized and aggregated — no individual information is shared. The dashboards help
to identify key areas that champion teams can focus on for continuous improvement opportunities, and we are able to view
detailed results of the Healthy Living Matrix tool.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | HEALTH & WELLNESS 115 

Reporting Healthy
Living Metrics
We monitor our progress towards our Health & Wellness goal through three tiers of metrics.
We maintain a high-level dashboard to centralize our data management and keep aggregated Tier 1 Action-Based and Tier 2 Health Risk Factor metrics. This
dashboard is updated weekly and is available to all Owens Corning employees, while aggregated Tier 3 data is available to a limited group of health professionals.
Our health programs are designed to help employees understand how the three tiers address the health issues that can impact their lives, as well as the lives of
their families. Our goal is to have programs that change behaviors and bring sustained benefits to employees’ lives inside and outside Owens Corning.

TIER 1TIER 2TIER 3act as leading indicators for
tracking program success.

look at health risk factors that
contribute to chronic disease, alongwith primary preventive measures
such as immunizations and ageappropriate screening tests that help
prevent illness.

track actual disease and illness
statistics in the aggregate within
our program population.

ACTION-BASED METRICSHEALTH RISK FACTORS METRICS

Our key Tier 1 metrics include: Percentage of employees enrolled in
the Healthy Living mobile platform

DISEASE-RELATED METRICS

Relevant lifestyle-related
morbidities include: Percentage of employees engaged or
highly engaged in the Healthy Living
mobile platform

Our key Tier 2 metrics include:■ Diabetes

 Tobacco use rates among employees Percentage of employees completing
their annual health risk assessments
and biometric screenings

 Percentage of employees withappropriate body mass index (BMI)■ Atherosclerotic coronary vasculardisease (ASCVD) Average number of steps taken at eachfacility per employee every week Percentage of employees receiving
appropriate cancer screenings for theirage and gender All corporate and regional activity-based
campaigns and challenges

 Percentage of employees receiving their
key age-appropriate immunizations

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES■ High blood pressure■ Certain cancers
Tier 3 program metrics are longer
term, and their success will bemeasured over years. If Tier 1 andTier 2 metrics are successful, healthscience gives us confidence that
Tier 3 metrics will improve well into
the future.

PEOPLE | HEALTH & WELLNESS 116 HEALTH AND WELLNESS

2023 IN
REVIEW

At Owens Corning, we arecontinuously evaluating our policies
and procedures to ensure that theymeet the needs of our people. They
have made it clear that they areprioritizing their health and well-being,
especially as it relates to their mental
health. We will continue to makepeople aware of the resources thatare available — and give them theencouragement they need to take fulladvantage of them.

Photo submitted by:
Ashtyn Baldas | Gresham, Oregon, U.S.
Employees at our Gresham plant received CPR certification in June 2023.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | HEALTH & WELLNESS: 2023 IN REVIEW 117 Advancements on Our Six Pillars for Healthy Living
Healthy Mind. In 2023, we moved away from using athird-party company to train our EAP Navigators andprovided funding for two Owens Corning employees
to become Mental Health First Aid Instructors. These
internal trainers are better equipped to deliver trainings
throughout our organization. Sessions have been
conducted in Europe, Canada, and Latin America, withover 200 EAP Navigators trained by the end of 2023.
To underscore the importance of mental health, andto help erase some of the stigma that surrounds thisissue, Owens Corning has hosted a number of town
hall meetings where employees — including many inleadership positions — shared their individual stories.
In September 2023, leading up to World Mental HealthDay, a series of stories called “This Is Me” appearedon our employee intranet, in which people candidly
discussed their individual struggles with mental healthissues. Throughout these initiatives, many of thesepeople pointed out Owens Corning resources thatare available to their colleagues who may have
similar struggles.
Nutrition. In 2023, we partnered with a third-party
vendor to manage our employee vending and officecoffee program at 21 locations, with 14 of thoselocations also installing a fresh market option for
employees. As part of our agreement, the company
will ensure that at least 25% of their offerings arehealthy choices.

Metrics Dashboards
Our metrics dashboards track our facilities’ success and provide up-to-date information on programs,
offering transparency about our Healthy Living efforts and enabling us to implement policies that, in
conjunction with our pillars and wellness teams, help drive better health among our employees.
In 2023, we launched several new dashboards to help establish Healthy Living baselines at most locations by
year-end. Each site establishes site-specific goals aligned with our Healthy Living Matrix and six pillars andmonitors performance using the dashboards. Some examples of the goals are highlighted in the table below:
2022 TOTALS

2023 TOTALS

GOAL

Platform enrollment

77%

77%

80%

Platform engagement —earning >12,000 points

38%

35%

60% or 10% improvement
over 2022 results

Health risk assessment
questionnaire completion

41%

44%

60% or 10% improvement
over 2022 results

Biometrics screening completion

43%

46%

60% or 10% improvement
over 2022 results

Average steps per day for employees
enrolled in the program

2,839

2,603

5,000

Average steps per day for employees
who are enrolled and tracking

7,553

7,618

9,000

Employees reporting they are tobacco
free (2022–2023 open enrollment data)

83%

85%

N/A

Tobacco-Free. As of the end of 2023, 94% of ouremployees work in tobacco-free facilities.

Photo submitted by:Victor Shan | Yuhang, China
Six Healthy Living Ambassadors were selected at our Yuhang plant in February 2023.

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APPENDICESPEOPLE | HEALTH & WELLNESS: 2023 IN REVIEW 118 

ENCOURAGINGHEALTHY LIVINGAMONG OUR PEOPLE

Healthy Living Awards
Each year, Owens Corning facilities around the world compete in our Healthy Living Awards, which honor the many ways ourpeople strive to improve their health across the six pillars as outlined on page 112. This year, our plant in Taloja, India, took the top
spot for the second year in a row. Last year’s most improved plant, Savannah, Georgia, U.S., won second place, while the plant in
Rockford, Illinois, U.S., came in third. In addition, our plant in Amarillo, Texas, U.S., was named the most improved site this year.
Winning sites received a grant to give to the charity of their choice.

Lighten Up! Weight-Loss Challenge
Each year, Owens Corning encourages our people
to manage their weight through the Lighten Up!
Challenge. Prizes are awarded based on pounds
lost and body fat reduction, and participants havethe chance to win at both the site level and acompanywide grand prize. Prizes are awarded to the
top man and woman within the company. This year,
prizes included a camera bundle, smart watches, acamping package, and laptop computers.
In 2023, 62 locations participated, with participants
losing a total of 6,197 pounds.

We have made significant investments
in training our local wellness teams
and wellness champions. In 2023, we
had 215 U.S. wellness champions, andwe now have wellness teams in all our
regions around the world. We havealso worked with our regional wellness
leads to establish a network of 42
international champions.

 Taloja, India. The Taloja wellness team is a cross-functional group dedicated to finding new ways to engage employees
and improve all facets of their well-being. They prepare a wellness calendar at the beginning of the year filled with activities
designed to promote healthy habits among employees and their families. They also take advantage of available data and TPM
principles to ensure employee participation. As a result, they continue to see impressive results across our six wellness pillars.
The Taloja plant has required 100% compliance with biometric screenings for employees and contract workers. The
occupational health team then followed up on risk factors identified during these screenings, and the on-site physician
recommended treatment and lifestyle modifications.
To help promote physical activity, the wellness team encouraged Taloja employees to join in the Owens Corning Get
Active Challenge, and approximately 375 employees walked a total of 37,248 miles. Seven employees demonstrated theircommitment to healthy minds by becoming EAP Navigators, providing support to their peers, and encouraging the use of
EAP+ Resources for Living. Throughout the year, the team also held financial health training, awareness activities around
World No Tobacco Day in March, and various activities for World Heart Day in September.
 Savannah, Georgia, U.S. Savannah’s wellness team,with support from the plant’s leadership, planned many
employee activities throughout the year and offeredvaluable incentives to reward participation. Through theirwork, the team demonstrated that focusing on health canbe an enjoyable experience.
A luau-themed event, complete with games, prizes, andhealthy snacks, served as an opportunity to conduct
biometric screenings, leading to a doubling in the numberof participants over previous years. To promote goodnutrition, “Fresh Fruit Fridays” were established, andduring the summer months, hydration stations and sports
drinks were made readily available. Physical activity
was encouraged with the installation of new basketballcourts, and shift huddles included stretches. In addition to
information boards showing the effects of tobacco on thebody, snack bags were made available to employees trying
to quit the habit.
To promote financial health, employees were made awareof Owens Corning’s 401(k) plan during job candidate
interviews, new hire orientations, and on bulletin boards
at the site.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES Rockford, Illinois, U.S.
The Rockford plant continues to maintain a strong wellness
culture, and they add elements of fun to their activities as
they work to increase employee engagement. Employees
were encouraged to take part in a variety of competitions
aimed at improving overall well-being, from the Lighten Up!
and activity challenges to stress-relieving games such asa racetrack competition. The plant also updated its fitness
center, and employees were encouraged to get active
during an Earth Day cleanup event.
Wellness was a priority in many other ways throughout
the plant over the year. Employees maintained the plant’s“Panther Patch” garden, growing tomatoes, peppers, squash,
eggplant, and strawberries, and they shared the harvest to
encourage healthy eating. Literature was made available
throughout the plant to foster a tobacco-free environment.
In addition, half of all hourly employees attended a financial
health workshop, almost 80% of employees received thefull Owens Corning match in the 401(k) plan, and theplant encouraged participation in the Employee Stock
Purchase Plan.

PEOPLE | HEALTH & WELLNESS: 2023 IN REVIEW 119 

OUR PEOPLE
MAKING A DIFFERENCE
Rubens Cardoso

Environmental, Health, and Safety Leader
Owens Corning has made mental health a priority, and sites everywhere areembracing our efforts to provide emotional support for our people. One great
example is in Rio Claro, Brazil, where Rubens Cardoso is leading a numberof initiatives to help employees at the glass reinforcements solutions plantunderstand their mental health and the resources that are available to them.
Rubens was instrumental in bringing suicide prevention workshops to theplant (see page 121), and his commitment to caring for his colleagues isapparent in his approach.

“Pay attention to youremotions, and to the people
surrounding you. If you areaware of what is happening,maybe you can save a life.

”

Photo courtesy of Rubens Cardoso.

On the importance of protecting mental
health at work

On the connections between physicalsafety and psychological safety

On the role people can play in helping
their co-workers

I am an engineer, not a psychologist, but the humanmind is very complex. If someone has concerns — with
their family, bills to pay, or something like this — they
will do the best they can do in their job, but a part oftheir mind will be focused on that other problem. Every
year, we do a lecture to prevent suicide and expose
our team to EAP+ and other channels we have in Brazil
to help with those who are sometimes suffering insilence. We have resources to support them and theirfamilies, and it’s important to say to them that they are
not alone.

We encourage people to discuss safety by itself. If they
don’t have the PPE, the resources, or the training tocomplete a task, they can raise their hand and say they
won’t do it. Once people start to hide their emotions
and fragilities, we start on a bad cycle. To break this, wemust give the employee a voice and empower them,and then we can work together. The Safer Together
campaign is very good because of this. We are together,and we can help other people to raise their bar and reallybe safe. It is the safety part, but also the psychologicalpart, the mental part, and the health part. Sometimes
if I’m suffering, I may not realize that I’m suffering. But
the people who work with me can sometimes detect a
behavior change in the person. When they realize thata colleague or a friend is suffering, they can help that
person get access to help.

I believe that we can support our employees, in ahumane way, and help them understand not only theEAP program, but also all the other kinds of support.
Sometimes when people are in a crisis, they might notremember that we have the EAP. They don’t rememberthat they can look for support for a professional
psychologist or therapist. These are very importantresources, and in the future, I would love for everyone
to be aware of these resources and how they canaccess them.

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APPENDICESPEOPLE | HEALTH & WELLNESS: 2023 IN REVIEW 120 

RAISING AWARENESS ABOUTMENTAL HEALTH IN BRAZIL
Even as the world has mostly emerged from the global pandemic, many
people are still feeling a sense of alienation, and it’s having negative
impacts on their emotional well-being.
That was one of the takeaways from a recent mental health discussion
designed to raise awareness about mental health in Rio Claro, Brazil,
where more than 100 employees talked openly about their own
struggles and heard about the resources that are available to them as
Owens Corning employees, including EAP+ and other psychologicalsupport services.
Employees shared freely at these discussions, which were facilitatedby an area psychologist specializing in suicide prevention. Many ofthem discussed the residual emotional impacts of the pandemic, andhow many months of social distancing created habits that can makeinteractions more difficult today. Others discussed the ways that ourincreased connection through social media and other technology canoften make people feel more isolated than before. Conversations suchas these can help reduce the stigmas that are too often associated withmental health issues, and they demonstrate the importance of a strongsocial network of relatives, friends, and colleagues.
Participants in this discussion were reminded that there are many things
we can do to support one another in meaningful ways. This includes
staying aware of our friends’ and colleagues’ behavior, as sometimes
drastic changes can be an unspoken cry for help. As it was stated during
the discussion, the brain is an organ, and like any other organ, it requires
care and occasionally treatment. It’s why Owens Corning has mademental health part of our commitment to caring for one another. It’s oneof our core values, and we are heartened to see it manifested in thesehonest, open discussions. We look forward to seeing many more such
conversations around the world in the future.

HEALTHY LIVING ALIGNED WITH OUR VALUES
We are taking a close look at our overall approach to health and wellness, ensuring that we gather the
information we need in pre-employment testing and questionnaires in ways that are not too cumbersome forapplicants. We expect to be able to share more progress on this topic in future reports.
Ultimately, the programs described throughout this chapter demonstrate our commitment to caring for ourpeople and providing an environment where they can truly thrive — and where they are healthier because theywork for Owens Corning.

Photo submitted by:
Taylor Rankin | Brentwood, New Hampshire, U.S.
To help promote better nutrition at the plant in Brentwood, New Hampshire, U.S., employees were given seed starter kits, which included a
pot filled with soil and fertilizer, seeds, growing instructions, and a healthy recipe.

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APPENDICESPEOPLE | HEALTH & WELLNESS: 2023 IN REVIEW 121 

EMPLOYEEEXPERIENCE
We know what it takes to makethe world a better place throughmaterial innovation — a great teamof dedicated people and a work
environment that cultivates theirtalents, empowers them to grow,and fosters the creativity that willlead to the next breakthrough. We
are continuously striving to find andnurture talented individuals andensure that they feel connected
throughout their time with us.

Sustainability Materiality Definition
We believe our employees should grow as people and as
professionals while working at Owens Corning. We seek toattract the best people and provide every employee withthe opportunity to develop and reach their full potential, ina work environment full of both challenge and optimism.
Relevant United Nations Sustainable Development Goals

Photo submitted by:
Jihua Sun | Guangde, China
Technical experts from Europe and the United States provide support at the Yantai plant.
Left to right: Jennifer Zhang, Michal Streda, Toye Akinyoade, Tim Fan, and Hyman Wang.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESThe social data in this chapter marked with a + sign were independently
assured to a moderate level by SCS Global Services. The social data in thischapter marked with a ^ sign were independently assured to a high level by
SCS Global Services. For more information on the assurance process see
About the Report, and for our verification statement please see Appendix I.

PEOPLE | EMPLOYEE EXPERIENCE

 122 

2030 GOALSTALENT STRATEGYRECRUITING & ONBOARDING
GREAT PEOPLE
As the labor market remained tight throughout 2023, Owens Corning recognizes the need to present ourselves as an
attractive option for prospective employees. We do this by demonstrating the many advantages that Owens Corning
has to offer, from competitive salaries and benefits to flexible work arrangements when possible.

By 2030, in conjunction with our inclusion and diversity
goals, we will make continuous improvements inrecruiting, retention, training and development,
mentorship and sponsorship, professional growth,and employee engagement.

We are also working to broaden our outreach, seeking out the best possible candidates from a wide range ofbackgrounds. Our inclusive recruiting policies are detailed in the Inclusion & Diversity chapter, beginning on page 136.

To that end, we have established a number of specific targets
to measure the effectiveness of our talent strategy.

Hiring and Empowerment at the Local Level
Local hiring is a key component of our overall recruitment strategy. Not only does it help us optimize costs andefficiencies, but it also helps support economic growth in the areas where we operate.

 100% retention of high-potential talent between annual
talent reviews.+

In addition, we work to empower our local teams and leadership, encouraging them to take ownership of theiroperations. As they are able to make decisions at the level closest to where their work is done, our people report thatthey are able to respond to the needs of their customers faster and more effectively, which leads to greater success for
Owens Corning as a whole.

 75%–85% internal fill rate for leadership roles.+ Two “ready now” internal succession candidates for key
leadership roles.+Internships

 >80% of our employees report feeling engaged intheir work.^•

In addition to providing college students with valuable work experience, our internship program is an essential part ofour recruitment strategy. Giving students an opportunity to learn about our business ensures we remain top of mind as
they begin to enter the workforce.

This replaces a past measure of employee engagement
and moves us toward a more holistic, modern scorethat includes personal accomplishment, engaging
work, and recommending Owens Corning as a greatplace to work. This new way of measuring also allows
us to compare benchmarks and gives us access todata across both primary and staff employees.

 >70% of our global workforce shares their voice each year
through our employee listening program.^•

This replaces our previous survey strategy, which wascentered around one large, highly enforced survey every
two to three years. This strategic program enables
us to listen to our workforce more frequently andacross multiple channels every year. As we try to catch
employees in moments that matter and offer more
frequent pulse checks, the pressure to participate isalso lessening. We want employees to feel comfortableand empowered to share their voice and to see value
in it without any expectations or top-down pressure tomeet response rates.

INTRODUCTIONPEOPLEPURPOSEPLANET

Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
London Anderson unloads bags of plastic, which will be used to make Poly-Modified Asphalt.

APPENDICESPEOPLE | EMPLOYEE EXPERIENCE

 123 

HELPING OUR PEOPLE GROW
IN THEIR CAREERS
Creating an environment where employees feel valued and appreciated is imperative. It not only helps ensure the well-being of the people upon whom we rely, but it also creates stability
within our organization as employees are motivated to remain with us.
We strive to provide a culture of appreciation throughout Owens Corning, and we have established a number of specific targets aimed at retaining top talent and assessing employee
engagement. The successes we have seen in this area are detailed in this section, and they are a testament to the effectiveness of our initiatives.
Engaging Employees Throughout Their Careers

Early Career Programs

Owens Corning invests in our people at every stage of their careers, from early careerdevelopment and mid-career advancement to executive-level cohort learning. Our learningand development initiatives are aligned to our business strategies, and they have provenhighly beneficial for both our company and our people.

Our long-range commitment to inclusivity is inherently linked to maintaining a sustainablepipeline of diverse talent. Through our Early Career programs, we can foster new talent— often directly from university. These new hires are a constant source of invigorationfor our team, as their diverse approaches and backgrounds provide us with exciting new
perspectives. In addition, Early Career programs enable us to establish long-term plans for adiverse pipeline of future leaders.

 Leading Pink helps strengthen the skills of current people leaders, as well as prepareindividuals who are interested in advancing into leadership positions. The program
combines self-paced e-learning, individual reflection, and interactive virtual classroom
sessions focused on a variety of leadership topics, all rooted in our Leadership
Capabilities for Growth.
 CareerHub is a one-stop, customized career development experience that facilitates
growth in an employee’s current role and helps them prepare for future roles. CareerHub
enables employees to track and refine their career development plan with support fromtheir leaders, as well as measure their progress along the way. Employees partner with
their direct leader to assess their knowledge, skills, and behaviors against what’s requiredin their current roles or other roles of interest. Once employees understand where tofocus their development, they can access curated learning resources and connect with amentor who can help them on their career journey.
 Coaching for Growth is an accessible, scalable, modular leadership training program thatcombines on-demand learning with a collaborative virtual classroom. The program offersa space for employees to practice their skills and receive feedback from their peers.
 Enhanced Learning, powered by Percipio, delivers learning resources to support
our global staff employees’ unique development goals. Percipio offers personal andprofessional development tools, skills training, continuing education, and professional
certification preparation. These learning modules cover a broad range of topics, fromleadership skills to technical or data analysis skills.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Special Assignments and Training
We help our employees put their leadership skills to use in real-world situations — leadinggroups, projects, and assignments. They are also given opportunities to lead affinity groups,
work on special projects, and participate on rotational assignments.
We use the data recorded in our learning management system (LMS) to track the progressof our formal learning and development activities across the company. Each facility reports
participation in such formal learning programs as classes, e-learning courses, and structured
on-the-job activities.
Any training recorded in the LMS is recorded as data for the year. This primarily consistsof formal learning programs conducted across the company. In recent years, many of ourprograms were rebuilt as virtual training opportunities. Many other learning and development
initiatives at Owens Corning are considered informal learning — coaching, mentoring, socialgroups, projects, assignments, and suggested reading. Although these informal learning
experiences are not captured in the LMS, they represent excellent opportunities for our
employees to grow and develop during their time at Owens Corning.
TPM and Employee Training
Our global training and development efforts are rooted in Total Productive Maintenance(TPM) methodology. By empowering employees to participate actively in their continuous
improvement on the job, these initiatives are designed to guide the capture and transfer
of knowledge. As a result, they provide employees with the skills they need for success.
Our programming includes one-point lessons, 3D diagramming, hands-on test-and-learn
activities, and one-on-one coaching and mentoring.

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Learning and Development Initiatives

Mentor Platform

We offer a wide range of programs designed to provide our people with opportunities foradvancement, including the OC Leadership program and the Leading at the Next Level
program. These high-touch programs are designed to provide accelerated coaching,development, and exposure to small cohorts of senior and emerging leaders each year.

Owens Corning is proud of our long-standing emphasis on mentoring and our ability toadapt our programs as needed. The most recent adjustments came in 2021, when wedeveloped a more structured program designed to pair up employees — including thosefrom underrepresented groups — with mentors who can foster meaningful relationships andincrease employee engagement.

Critical Thinking Skills
In addition to providing employees with tangible skills, we also seek to advance people’sability to think critically and strategically. Employees hone these skills through workshops
and projects focused on customer-inspired growth, product management, human-centered
design, organizational design, and strategy execution.
Special Assignments and Training
We use the Kirkpatrick model to evaluate the effectiveness of much of our training. Thismodel uses four tiers to measure the extent to which participants benefit from learning
opportunities. We ask the following criteria to gauge the success of the training: Reaction. Did the participants enjoy the training?
 Learning. Did the participants gain new knowledge?
 Behavior. Will the participants apply the learning to their everyday experience?
 Results. What impact has the training had on performance metrics?
Performance Reviews

The playbook for this enhanced program includes a reverse mentoring component, in whichjunior employees have an opportunity to provide insights into the organization from theirperspective, which can help senior employees lead more effectively. The playbook includes
checkpoints at three, six, nine, and 12 months, offering recommendations for what should beoccurring between the mentor and the mentee.
This approach has received an overwhelmingly positive response, and to expand on theopportunities provided here, we have invested in a platform that uses algorithms that pair up
the ideal individuals for these mentoring relationships. The OC Mentoring program is closelyaligned to our CareerHub career development toolset, providing salaried employees whoare seeking a mentor based on their individual needs. In addition to traditional mentoring forcareer growth, OC Mentoring emphasizes the ability to upskill leadership capabilities andmake the connections needed to better understand another business or functional area.
By tracking and encouraging interactions between mentors and mentees, the program adds
structure to an already strong mentoring program and encourages retention throughout
Owens Corning. In addition, we are integrating the Dimensions of Diversity from our Inclusive
Leadership Workshops into our programming, which will provide further guidance formentoring conversations.

Through our review process, Owens Corning provides an opportunity for employees andleaders to collaborate on performance and development throughout the year. Employees andleaders work together to establish annual goals at the start of the year, and employee selfreviews and leader evaluations are then formally documented at midyear and year-end.
These formal reviews are supplemented throughout the year through agile check-ins where
employees receive continuous feedback regarding progress toward their goals. While notpart of the formal annual process, leaders are encouraged to gather performance input fromothers where applicable, through 360-degree feedback and other methods.

Photo submitted by:
Danielle Sendi | Nephi, Utah, U.S.
High school students from Juab County learn about careers in manufacturing at the Nephi plant.
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Digital Worker Initiatives
Digital tools are transforming the workplace, helping us organize work and collaborate
better. They help us facilitate interactions between employees and stakeholders, andthey enable us to analyze large and diverse data sets. Through our digital worker
initiatives, we aspire to build an efficient, cohesive work experience for our employees.
Digital hubs for each initiative will enable employees to collaborate and connect,
anywhere and anytime, as they serve our customers and deliver successful outcomes.
 Customer Service. We seek to create a frictionless customer experience, regardlessof how the customer chooses to do business with us: voice, text, chat, web, or
system integration. This will create a seamless, integrated experience for ourcustomers and, by offering us greater insights into that experience, enable us toserve them better.
 Human Resources. We continue to expand our HR technology platform, Talent
Center. New platforms for career development (introduced for salaried employees in2022), onboarding, and recruiting will continue to respond to the changing needs ofour current and future workforce.
 Sourcing. We can drive a new level of efficiency in our sourcing operations byexpanding strategic e-sourcing and e-procurement initiatives. We will do this througha “source to settle” hub that includes a comprehensive, unified view of spending andrisks with our suppliers and sourced materials.
 New Product Development. By redeploying and digitally connecting our new
product development hub, we can evolve the stage-gate core process to organize,
prioritize, and execute innovation and facilitate communication for each businessand discipline.
 Capital Engineering. Our aim is to make the capital delivery process a highlycollaborative engineering experience, ensuring a seamless handover of physicalassets and digital twins for operational teams to run. By transforming theengineering back-office hub, we can reduce the design time and engineering costs
supporting digital engineering initiatives.

EFFECTIVE & EQUITABLE SUCCESSION STRATEGIES
Owens Corning is committed to future success through the development and nurturing of apipeline of talent. As we watch talented people from diverse backgrounds emerge throughout
the organization, we seek to provide opportunities and projects that help these people thrive. In
addition, we look at how many employees are part of our career succession plan and how we
can prepare them for even greater opportunities.
Each year, we implement a three-phase strategy to anticipate staffing needs and develop
succession plans:
1.

Strategy Planning. In the third quarter of each year, business leaders from across thecompany come together to discuss our company’s goals and how we will reach them.
This in-depth look at the company allows our Human Resources department to anticipate
staffing needs.

2.

Operational Planning. In this phase, we closely examine our budgets, schedules, andneeds. This enables our Human Resources department and company leaders to anticipate
specific talent needs and cultivate the pipeline for upcoming positions.

3.

Talent Planning. This final phase identifies our strengths, as well as the gaps in thetalent pipeline, including succession at the officer level. Critical discussions center ondevelopment and business growth. As we proceed through the evaluation process, we ask
ourselves the following questions:
•
•
•
•
•

What capabilities are required in the future that we do not have today?
Is it possible to grow these capabilities internally?
Are there any retention concerns?
What is the existing talent pipeline?
What key development needs should our learning and development efforts address?

As part of this process, we evaluate our employees’ overall readiness for future roles andexperiences. At the same time, we develop plans for our employees’ growth, ensuring that thenext steps are in place for their career development.
High-Performing People Enterprise. We will focus on a common, consistent set of new and existing tools
for efficient, synchronous team collaboration. We will create a group productivity
hub to streamline access to the tools needed for the team, function, or enterprise toorganize work and gain insights.

Owens Corning is dedicated to promoting an exceptional environment, with top talent coming
together in a shared commitment to excellence — one rooted in clear objectives, effective
performance management, and a structure that includes talent review, succession planning,development, and compensation. We view performance management as an opportunity for
employees to discuss their performance with leaders in a consistent, ongoing dialogue.

Each of these strategic initiatives is designed to drive the company forward and help us
achieve our efficiency aspirations in a highly productive, engaging work environment.
We know that our culture is key to the success of these initiatives, and opportunities for
employee engagement, participation, and feedback are planned and will be encouraged
throughout their implementation.

Our process for selecting and cultivating our top talent pipeline is based on key insights from
our internal analyses. The process is designed to ensure clear criteria for selection, individual
development plans to guide the growth experience, and resource collection tools to help
leaders guide meaningful development. We also continue to measure the impact of these
improvements against our desired outcomes.

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COMPENSATION & BENEFITSAT OWENS CORNING
Variable Incentive Plan

Long-Term Incentives

 Benchmarking data on market competitivenessIn addition to base pay, most primary employees are eligible
to participate in Owens Corning’s Variable Incentive Plan
(VIP) at the plant level, which is dependent on individual
and plant results. Through this compensation program,
above-average total cash compensation is provided whena location performs well, leading to a competitive structure
overall. Employees’ compensation is proportionate to theirrole’s impact and the contributions the individual makes tothe company, which ensures fairness.

 Individual competencies

Corporate Incentive Plan and Sales Incentive Plan Job performance

Our compensation philosophy is to use all elements ofcompensation effectively, aligning employees with thegoals of the company and its businesses by encouraging
our employees to meet and exceed desired performance
objectives. Most staff employees are eligible to receive anadditional cash incentive through the Corporate Incentive
Plan (CIP), based on the company’s year-end results and/or their individual performance. The corporate component
is determined through earnings before interest and taxes(EBIT) targets and a consolidated corporate target, while theindividual component is based on each employee’s annual
performance. Staff employees in the sales function are
eligible to participate in the Sales Incentive Plan (SIP). Eachbusiness designs a Sales Incentive Plan, aligned to theirstrategy and objectives. These incentive plans are used todrive results and reward employees for meeting businessand individual goals.

Our Long-Term Incentive (LTI) program is an equity-based
program that uses a combination of Restricted Stock Units(RSUs) and Performance Share Units (PSUs), depending
upon each employee’s level within the company. This
program provides an opportunity to retain key talent andinvest in our employees’ futures, provide opportunities tobuild wealth, and recognize extraordinary performance,
while aligning with shareholder interests. Owens Corning
offers these incentives to senior management and a selectgroup of employees below the director level. Vice presidents
receive a mix of RSUs and PSUs tied to the enterpriseobjectives of Total Shareholder Return (TSR), Return on
Capital (ROC), and Free Cash Flow Conversion (FCFC), anddirectors receive RSUs.

One of the key elements of an employee-centric experienceis our compensation and benefits package, which we believe
should be performance-driven, market-competitive, andequitable. Through base and variable pay programs, we seek
to reward both individual and collective contributions basedon the overall success of our business. Base salaries are
determined by the following factors:
 Job responsibility

The design, application, and administration of ourglobal compensation programs adhere to a consistentphilosophy — one that ensures equitable treatment for
employees, regardless of gender, age, or ethnicity.
Base pay is determined by job responsibility level andtargets the market median (the 50th percentile ofcomparable companies with whom Owens Corningcompetes for talent). Base pay rates are reviewed andupdated annually, based on the job performed and the local
market wages for similar skills, to ensure we are providing
fair wages. We currently compensate our people at or
above all established minimum wage requirements. For
Owens Corning, minimum wages are generally not relevant,as most entry-level Owens Corning positions require ahigher level of skill or knowledge than jobs at which theminimum wage would apply.

Full-Time Employee Benefits at Select Sites
In addition to providing fair compensation for our
employees, Owens Corning offers an array of benefits
designed to attract and retain a workforce that iscommitted to excellence. Benefits are made available toregular, full-time employees and some part-time employees
working at least 24 hours per week. These benefits vary bycountry, business unit, and work location. Not all benefits
are available at all locations. These benefits include
retirement savings plans, insurance, educational benefits,
job security initiatives for redeployment, and more. The
benefits highlighted here pertain to our U.S. workforce. A
more complete list can be found in Appendix D.

At Owens Corning, all full-time benefits begin
on day one of employment.

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Flexible Work Arrangements

Benefits to Assist in Building a Family

Career Transition Assistance Programs

We have long seen flexible work arrangement as a key
part of helping people achieve work/life balance. Thesearrangements include the following:

Our current U.S. health plan provides coverage for fertility
enhancement. It includes a lifetime medical benefit of up to$15,000 and a $5,000 annual prescription benefit, as wellas comprehensive and advanced treatments within IRS
guidelines for Aetna self-insured medical plans.

Our goal is to help employees through every level of
their career. For example, Owens Corning seeks to help
employees prepare for retirement with on-site planningworkshops. Owens Corning has studied its retirement
program to ensure it fully supports employees throughout
this transition.

 Part-time: Fewer hours than a full-time schedule.
 Job sharing: A special form of part-time workwhere two employees share the responsibility of
one full-time role.
 Flexplace: In which an employee works a full-timeschedule but works off-site for a portion of the time.
 Flextime: In which an employee works a full-timeschedule in the office but start and end times fluctuate.
This occurs within the guidelines determined bymanagement and ensures the employee works withincore hours every day.
 Compressed work schedule: In which an employee
performs a full-time job in fewer days than a typical
work week.

For U.S. and Canadian employees who are looking to adopt
a child under 18 years of age, we now offer expanded
benefits that can be put toward the expenses related toadoption, including legal fees. These benefits are $10,000
per event, with a lifetime limit of $20,000. In addition, thebenefit will now include coverage for expenses related tosurrogacy, as well as egg and sperm donation and freezing.
Relocation AssistanceNew hires and employees relocating from one site toanother may be eligible for relocation assistance. This may
include home sale assistance, lease cancellation, household
goods move, reimbursement of miscellaneous moving
expenses, and tax assistance.

These arrangements are temporary or permanent
depending on the employee’s needs. The employee andmanager work together to develop the most appropriate
schedule, authorize the agreement, and ensure work iscompleted on time and objectives are met. Owens Corning
continues to work diligently to be cognizant of the needsof our employees. Currently, many of our employees workin a hybrid arrangement, in which they work from home on
select days and in the office on others.

To that end, Owens Corning maintains a program throughwhich employees nearing retirement are given theopportunity to work part time while still receiving full-time
benefits. Both Owens Corning and individual employees
have benefited from this program, as transitions are madeeasier overall and employees can retire confidently, knowing
their legacy will be preserved.
For employees who leave the company due to job
eliminations and will be pursuing careers elsewhere, Owens
Corning partners with a third-party organization to offer avariety of career transition programs. Individuals benefit
from a personalized approach to career transition withflexible access, state-of-the-art technology, and connections
to critical resources. Career transition assistance is notavailable for employees who are terminated for cause.

Photo submitted by:
Ruth Kennedy | Texas, U.S.
Afton Villa Gardens in St. Francisville, Louisiana, U.S.

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Labor Relations

U.S. Leave of Absence Policies

The specific language and scope of our labor agreements vary from site to site, but all are
structured to recognize the importance Owens Corning and our workers place on healthand safety as a guiding principle and core value. In all our facilities, employees are trained
to understand, appreciate, and mitigate risk in the interest of their own safety and health,
the safety and health of those around them, and of the organization overall. Other elementsthat are in these agreements, in addition to employee safety and health, include working
conditions, discrimination or harassment, training, and career management.

In the U.S., Owens Corning grants up to 12 weeks of leave, as specified by the Family andMedical Leave Act (FMLA). An additional, unpaid leave of absence for personal reasons may
be granted when approved by the appropriate management. Maximum leave for personalreasons is 60 days, unless approved by the business unit or process area Vice President of
Human Resources.

Notice Periods for Operations Changes
The company uses a variety of methods to ensure that workers are informed of operations
changes. These include our global intranet site, email communications, and leadership
meetings with team members. Owens Corning provides at least the minimum noticerequired, which varies by local legislation and collective bargaining agreements in the regions
where we operate. In many jurisdictions, our union and self-represented employees enjoy
similar notice periods because of strong employee relations and labor practices, as well as
applicable regulations.

Personal reasons may include education, family issues, and more. Additionally, U.S. salaried
employees are allowed up to four weeks of bereavement leave in the event of the deathof a spouse or a child under the age of 18. For other immediate family members (siblings,
parents, grandparents, and children over the age of 18), five days of paid time off is provided.
For U.S. salaried employees through December 31, 2022, Owens Corning provided six
weeks of short-term disability leave for the birth of a child, and eight weeks if the delivery
occurred via cesarean section. Upon completion of the short-term disability benefit, birthparents were provided an additional two weeks of paid time off. Beginning in 2023, leave
was expanded for all new parents, with all new parents receiving four weeks of paid leave. A
new parent is defined as anyone welcoming a child into their family through birth, adoption,or surrogacy. Delivering parents are eligible for eight weeks of medical leave regardless ofthe delivery type, meaning the delivering parent is now eligible for a total 12 paid weeksof time off. Parental leave can be used in increments of at least one week anytime in thefirst six months after welcoming a new child. Non-birth parents receive four weeks of paid
time off after the birth of the child, as do employees who have adopted a child. Our policies
for routine leave, such as sick leave, personal days, and standard paid time off, vary byregion, according to local customs, regulations, and laws. In the U.S., the amount of annual
standard paid time off granted to salaried employees is determined by an employee’s lengthof professional experience.
Outside the U.S., Owens Corning adheres to federal leave of absence laws in the countries
in which we operate. In addition, we offer benefits to provide income protection for disability
leaves and leaves of absence that occur for other reasons.

Photo submitted by:
Josh Strake | Granville, Ohio, U.S.
A view from the Presidio National Park, San Francisco, California, U.S.

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EMPLOYEE EXPERIENCE

2023 IN
REVIEW

Throughout 2023, Owens Corning
continued our multi-year effort todevelop the workplace of the future —one that creates an exceptional work
experience for current employees
while also anticipating workforce
needs for years to come. We continue
to make progress toward the targets
we’ve set for 2030, in part because werecognize that to build the workplaceof the future, we must listen to thevoices of employees today.

Photo submitted by:
Rebecca Pike | Irving, Texas, U.S.
Our Roofing plant in Irving, Texas, U.S., recognized their summer
interns as part of National Intern Day celebrations.

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PROGRESSTOWARD OUR
2030 GOALS

We have also set targets for succession planning that we intend to achieve by 2030:
Internal fill rate of 75%–85%
for leadership roles.+By 2030, our goal is to retain 100% of our high-potential talent
between annual talent reviews.+

Percentage of High-Potential Talent Retained+
GOAL:
100%

2018

96%

BASELINE

2019

98%

2020

97%

2021

96%

2022

95%

2023

92%
95%

In 2023, 70% of our employees participatedin our most recent employee engagement
survey, with 70% of them reporting that they
are engaged in their work.

Percentage of Leadership Roles Filled from Within
100

We aspire to have mid-level, director,
and vice president level roles filled
by Owens Corning employees, either
through promotion or as a lateral move,as a percentage of all internal fills andexternal hires for these roles. As we build
our diverse talent pipeline, promoting
from within strengthens our inclusive
environment as employees see diversity
among our leaders.

2030 Goal

75-85%

80

within range

60
73%

84%

87%

82%

79%

78%

40
20
0

Ensure two “ready now” internal
succession candidates for key
leadership roles.+2018 2019 2020 2021 2022 2023

Succession Pipeline Readiness
2.5

We calculate this by taking the numberof unique candidates who are ready for2.0
promotion into the key leadership role
1.5
divided by the number of succession
roles in that business unit. Although
1.0
strong candidates may be on multiple
succession lists, each individual is
0.5
counted only once. In addition, we haveset succession targets to help increase
0.0
representation of women and peopleof color in director and above roles. Moreinformation about our progress in this area
can be found beginning on page 143.
Review and Appraisal Percentages
2020

2021

2022

2023

Men
Women

99.5%
99.6%

99.9%
99.9%

99.8%
99.9%

99.5%
99.6%

TOTAL

99.5%

99.9%

99.9%

99.6%

Of the 0.4% of staff employees who did not receive reviews, most were either on leave during the year, recently promoted
into a staff role, or hired after November 1, 2023. Employees are not required to undergo a review until after three monthsof employment.

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Employee Milestones
Owens Corning employs approximately 18,000 individuals, many of whom have been with the company for most of their careers.
As of December 31, 2023, over 3,200 employees had served 20 years or more with Owens Corning, with the longest term being
51 years. We believe the years of service that so many of our employees have dedicated to our company are a testament to our
success in fostering a positive employee experience.

In October 2023, Owens Corning launched our
new global career site, the first step in our journey
to deliver a better experience for candidates at alllevels. The new site’s features make it easier to findand apply for jobs — both for current employees
and those coming from outside the company.

Average Workforce Tenure by Region (in Years)

13

10

YEARS

YEARS

Features on the new site include:

10

8

YEARS

YEARS
REGION
Asia Pacific
EuropeLatin America
North America

NEW CAREER SITE
IMPROVES THE JOBCANDIDATE EXPERIENCE Streamlined search functionality by region,job, and setting (such as manufacturing plant
or office) An interactive global map showing exact
locations of open roles

ALL EMPLOYEES
10
13
8
10

PRIMARY
9
12
8
10

STAFF
12
13
8
11

NUMBER OF EMPLOYEES SERVING OVER 2O YEARS
431
841
148
1,786

2023 Participation in Learning and Development Programs
PROGRAM
Leading Pink
CareerHub Profile Assessments
OC Mentoring Connected Employees
Coaching for Growth
Leading at the Next Level
OC Leadership Program

2023 PARTICIPATION
113
3,599
681
13
40
15

TOTAL PARTICIPATION TO DATE
414
3,632
741
105
344
41

 First-person shares from current employees
around the world
 More comprehensive information about
Owens Corning and our businesses
 Higher manufacturing representation acrossthe site
In addition to these features, the user-friendly
interface helps to demonstrate the culture at
Owens Corning and provide candidates with astronger sense of belonging. The site can beviewed here.

In 2023, 9.8%+ of full-time employees participated in leadership development.
As of 2023, 8.3%+ of our full-time staff employees are either enrolled in or have graduated from the Early Career Development
program. In addition, as of 2023, we have retained 93%+ of Early Career Development Program participants after one year, and 60%+of participants after five years. This surpasses benchmark retention rates obtained from the National Association of Colleges andEmployers (NACE), whose 2022 data indicates 84% retention after one year and 54% after five years.
In 2023, our primary workers recorded an average of 16 hours in our LMS, and our salaried workers recorded an average of
9 hours.+

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Turnover Rates

Pay Equity

Labor Relations

As we look at issues related to retention, we realize thatpeople’s decisions are often based on factors beyond ourcontrol. Our turnover rates are consistent with global trends,
including the U.S. labor shortage and a highly competitivemarket for talent globally.

Owens Corning believes an inclusive and diverse workforce
is critical to our success, adding value to the business byfostering an environment that leads to high engagement
and innovative thinking. Owens Corning operates programs
that foster gender and ethnic diversity, as well as equality
within its workforce. The company has implemented a robust
pay equity program, which includes multiple processes andcontrols that are executed during the annual merit review aswell as compensation recommendations for both internal andexternal candidates. Further, the company has implemented
processes and policies to avoid inheriting unequal pay biasof prior employers. This program is designed to assure equalpay for equal work regardless of race, ethnicity, or gender.
We ensure the success of this program by performing abiennial pay equity review with the assistance of a third-party
vendor. The third-party review includes a robust, statisticalanalysis of pay equity across our global salaried workforce.
Consistent with its commitment to “equal pay for equal work,”
the company remediates all identified and substantiated pay
gaps through pay increases. The review conducted in 2023
demonstrated that less than 3.6% of its approximately 5,700
global staff employees required remediation, at a total cost ofless than 0.1% of annual global salaries.

Owens Corning prides itself on being a good corporate
citizen and respecting the rights of our employees. This
includes the rights to exercise freedom of association andcollective bargaining. In addition, we seek to partner with
suppliers who share this philosophy.

Turnover Rates+
2022

2023

Staff
Primary

15%
31%

11%
29%

TOTAL

26%

24%

Retirement Benefits Liabilities
We are committed to providing all employees withcomprehensive retirement benefits. Generally, we offer
these benefits via defined contributions arrangements.
However, defined benefit plans may be provided inaccordance with local custom to ensure a competitive
overall benefits package.
Of our defined benefit obligations, 97% are payable througha fund held and maintained separately from the resourcesof the organization. The Canadian qualified plan is 144%
funded, as determined by actuarial valuation within the past
12 months. The U.S. and U.K. plans are less than 100%
funded, also based on actuarial valuation within the past
12 months. These three plans represent 86% of our defined
benefit liabilities.
Our strategy for the U.S. plan is to contribute at least theminimum required amount each year and ensure that theplan is funded at 80% or greater. Other plans are funded to
fully comply with local requirements. Approximately 95% ofeligible U.S. employees participate in voluntary retirementsavings (defined contribution) programs. Owens Corning
provides an automatic 2% contribution based on salary to
all U.S. employees’ 401(k) plans. The company also matches
up to 6% based on individual contributions; thus, employees
who maximize the company match will save 14% of
their salary toward retirement. New U.S. hires areautomatically enrolled in our 401(k) plan. Our 401(k) plans
represent approximately 93% of our contributory savings
plans globally.

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Approximately 67% of Owens Corning primary employees
are covered by collective bargaining agreements.+ This
includes relationships with unions, work councils, andemployee associations around the world.
Local Hiring
Over 40% of employees live within five miles ofOwens Corning’s manufacturing sites in the U.S.

Scholarships
Employees who have worked at Owens Corning
for at least one year are eligible to apply for theOwens Corning Employee Scholarship for a higher
education degree. Recipients are selected based on
manager recommendations, statement of career goals,
demonstrated leadership, and past academic performance.
To promote our goal of access to education and academic
excellence, the Dependent Employee Scholarship wasestablished as an enduring gift for dependents ofOwens Corning employees, helping those who demonstratescholastic aptitude and financial need reach their fullest
potential. In 2023, $194,460 in scholarships was awarded
to Owens Corning employees and their dependents.
In addition, full-time employees seeking to participate
in a graduate program while continuing theiremployment with Owens Corning may be eligible
for education reimbursement.
APPENDICES

Photo submitted by:
Megan Moore | Ontario, Canada
Trees growing from the moss-covered ground in Norway.

PEOPLE | EMPLOYEE EXPERIENCE: 2023 IN REVIEW 133 

OUR PEOPLE
MAKING A DIFFERENCE
Victor Garcia

Manufacturing Human Resources Leader
As a leader in both Human Resources and EHS (Environmental, Health, andSafety), Victor Garcia believes he has the best job at Owens Corning — as heputs it, he has people in his hands and in his heart. Victor is also the head of
the Latin American Inclusion and Diversity Council, so he has the opportunity
to help ensure that the plant in Tlaxcala, Mexico, is truly living our company’s
core values. The plant’s commitment to caring is exemplary, as evidenced by
the fact that they were recently recognized by the Human Rights Commissionof Tlaxcala.

“

We implement solutions that
we can apply consistently,
and we share what we learn
across the Owens Corning
community.

”

Photo courtesy of Victor Garcia.

On receiving recognition from the Human
Rights Commission of Tlaxcala

On initiatives designed to increase equity
in manufacturing

On taking steps toward a better future
for everyone

It’s a milestone for us because we’re talking abouthuman rights at a higher level than the sense of paying
wages or not hiring children. The award recognizes
that we care for our employees and our communities,
and we make sure that inclusion, equity, and diversity
are part of our policies and part of our culture. We
went through an audit, so they could see documents,
walk our floors, and hear testimony demonstratingthat our company is actually beyond just complying
with the law — we’re making the employee experiencesomething better than normal. In the employee life
cycle, from being a candidate to retirement,
Owens Corning Tlaxcala offers the possibility forpeople to make a future for themselves and theirfamilies while creating the materials that make theworld a better place for our children.

We have what we call Pink Coffee on a weekly basis,
where the Plant Director and I sit with frontline
employees and have a friendly conversation where
they can speak freely without fear of retaliation. Oncea month, those Pink Coffees are just for women, where
we ask them how they feel they’re being treated by themen in the company. Their standard answer is that it’sa good environment, and they feel they are treated well.
This is important to me because we have had an ethics
program in place for the last five years, making surethat the message is sent that we must have a positive
culture without discrimination or harassment.

We can start by educating our children — or nieces,cousins, or friends if we don’t have children — anddisseminate the message of respect as an act ofconsciousness and the love of everybody. We are all on
the same rock called Earth, and the things we do affectother people. If I do something good, that small chain
reaction can create a wave where everyone benefits.
With education, we can drive our values, and eventuallymaybe society will be in a very different shape than it istoday. I am sure the younger generations will do better
than us. They’re thinking in a good direction toward
respect and a better planet for everybody. We cancontinue to teach them by example the importance of
doing something, because doing nothing is the sameas going backwards.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | EMPLOYEE EXPERIENCE: 2023 IN REVIEW 134 

ACTIVELY LISTENING TO OUR EMPLOYEESOne of the most important ways we live our core values isby valuing and appreciating diverse perspectives — andthat means listening to our people. In just the last year,
Owens Corning has made significant investments thathave greatly enhanced our ability to receive input from all
our employees around the world, at all points in theirOwens Corning career.
As we continue to build our roadmap for improved employee
listening, we will abide by our guiding principles. So, we will be: Accessible. All employees have opportunities for sharing
their voice without barriers.
 Inclusive. All employees feel their voice is not just heard,
but also welcomed and valued.
 Practical. We apply useful, targeted insights to makethings better.
 Strategic. We remain focused on business outcomes andstrategic needs.
We strive to listen to our people at the moments thatmatter — those key points in an employee’s time with us whenit’s especially important that their voice is heard, from theirhiring process and onboarding, through annual reviews, andright up to their exit interview.
We also continue to quantify our employees’ attitudes about
their work as a whole. We offer surveys designed to gauge
employee engagement across a number of metrics, including
their job satisfaction, their happiness while on the job, workrelated stress levels, and the degree to which they feel theirwork has a clear sense of purpose.
Our formal listening strategy also includes the new Leadership
360 feedback platform, which was piloted with leaders inNorth American and Europe in 2023 with plans to become
available throughout the organization in early 2024. Throughthis tool, employees can gather feedback that helps improvetheir leadership behaviors, replacing the periodic surveys that
had been centrally administered with an opportunity to seek
feedback on-demand rather than wait for the next survey.

INTRODUCTIONPEOPLEPURPOSEPLANET

Through all our listening, we deliberately seek to expand
our reach into all regions and all levels. Our new OC Pulse isanother great example. These brief questionnaires, sent ona regular cadence, are translated into all relevant languages
and will be available to all employees, including frontline plant
workers. With the input gathered, we are able to provide ourleaders with simple and useful insights into the health of theirtalent organization, as well as recommendations for where totarget follow-up actions for improvement. In 2023, they were
tested in Latin America and Asia Pacific, with plans to expand
globally in 2024.
Through these and other targeted initiatives, which varyfrom year to year, we have received many compellinginsights. A new approach has been implemented in 2023 thatenables people to self-identify their ethnicity and/or LGBTQ+
orientation. In another example, feedback from frontline
workers was influential as we sought to invest in advanced
scheduling technology that will improve shift flexibility in the
future. Their input also informed the roadmap we developed
as we worked to establish a Digital Frontline Worker teamwithin our Global Information Systems organization. In the
U.S., we were able to quickly incorporate employee input into
the most recent benefits enrollment period, instituting thefollowing changes:
 A new medical plan option (PPO) has been added toincrease predictability of medical costs.

OWENS CORNING &THE FUTURE OF WORKAt Owens Corning, we are dedicated to building
the workplace of the future, one in which we: Attract a diverse range of people representing
all walks of life.
 Help our people develop and succeed on theirown terms.
 Create a safe, vibrant, modern workplace.
 Foster a culture where every person feels
welcomed and appreciated — not despite
their differences, but because of them.
Through this process, we are relying on thevoices of our employees, understanding theirperspectives, and exploring and identifying ourbiggest barriers and opportunities. We are also
leveraging the available internal data to better
diagnose the drivers of employee behavior.
Through these efforts, we can establish afoundation for ongoing excellence, enabling us
to achieve efficiencies today while building thestructures that will help us to transform ourworkplace into the future.

 Age limitations have been removed from specificpreventive care services, such as colonoscopies.
 Dental benefits have been expanded, and benefits forhearing aids have been added.
Looking ahead, we will use the knowledge gained fromour listening to continue to provide better experiences for
employees. For example, we are looking at ways to improve
the onboarding process, especially for our frontline workers
at our plants. We want to ensure that new hires not only get
the training they need to feel confident in their role, but thatthey also feel the sense of belonging that will keep them withus past their probationary periods and into the next stages of
their career at Owens Corning.

APPENDICESPEOPLE | EMPLOYEE EXPERIENCE: 2023 IN REVIEW 135 

INCLUSION &DIVERSITY
At Owens Corning, we value andencourage diverse points of view. We
believe everyone — regardless of race,
ethnicity, nationality, gender, religion,
sexual orientation, or language —should have a voice, and individuals
should be celebrated because of
the differences they bring to theworkplace. By providing everyone
with opportunities for success as
individuals, we are also helping ensure
our own success as a company.

Sustainability Materiality Definition
We aim to foster an environment in which all our people areengaged and working together to create an equitable, healthy,
and high-performing organization. We define diversity broadly
to include race, ethnicity, nationality, gender, religion, sexual
orientation, and language, as well as family background,socioeconomic background, interests, and experience. Inclusion
enables employees to feel valued, understood, and inspired tobring their whole selves to work.
Relevant United Nations Sustainable Development Goals

Photo submitted by:
Mari Ness | Toledo, Ohio, U.S.
Owens Corning employees, along with their friends and families, participated in
the Toledo Pride Parade in August.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESThe social data in this chapter marked with a + sign were independently assured toa moderate level by SCS Global Services. For more information on the assurance
process see About the Report, and for our verification statement please see
Appendix I.

PEOPLE | INCLUSION & DIVERSITY 136 

2030 GOALSFOR INCLUSION & DIVERSITYA GLOBAL APPROACH
TO INCLUSION & DIVERSITY

We have established four aspirational goals for inclusion anddiversity that complement our overall talent strategy goals,
as discussed on page 123.

Every region around the world has its own unique culture, and therefore each one has its own needs as it seeks tocreate an inclusive, diverse workplace. To address those needs, Owens Corning has created four regional Inclusion
and Diversity Councils in the regions where we operate: Asia Pacific, Europe, Latin America, and North America.
An overarching Global Council, sponsored by CEO Brian Chambers, provides connection across all four regions,
support, and resourcing.

 Build and support diverse workforce and leadershipteams that reflect the communities in which we live, work,and serve.

The four regional councils each own their operating model and work to drive change and implement initiatives andevents that engage employees and align with regional strategies for inclusion and diversity. Individuals who serveon the councils are dedicated to helping Owens Corning see the benefits that come from having capable, diverse,
highly engaged teams. The councils’ strategies include the following: Retain diverse employees proportional to thecommunities in which we live, work, and serve.
 Increase internal succession with an emphasis on
expanding the representation of women, people of color,and cultures from around the world.

 Enhancing the employee experience Establishing sustainable diversity and creating a culture that provides value for employees, customers,
shareholders, and communities Demonstrate transparency regarding pay equity throughthird-party reviews and ongoing internal analytics.

 Ensuring that our inclusion and diversity strategies support the business strategy and our company values

As part of these goals, Owens Corning has set quantifiabletargets related to women and people of color in leadership,including plans for succession. Our progress toward thesetargets is discussed in detail throughout this chapter.

 Gathering resources to enable strategy success Measuring our success
The progress of each of our regional councils can be found on page 147.

In addition, we are committed to providing all our employeeswith competitive compensation and benefits, as well as
incentives based on individual and company performance.
We also align our hiring strategy with local labor markets,
especially as we grow outside the U.S. Other programs, suchas flexible work arrangements, are designed to help all our
employees maintain a healthy work-life balance.

Photo submitted by:
Fanny Guay
Fanny Guay (second from right) discussing mineral wool with colleagues in Tokyo,
Japan. From left: Michiko Ueno, Naofumi Kumabe, Ryo Yano, Noburo Oku, Toshiyuki
Fujie, Yasuhiro Tagakaki.

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APPENDICESPEOPLE | INCLUSION & DIVERSITY 137 

INCLUSIVERECRUITING POLICIESDEVELOPINGINCLUSIVE LEADERS

Building a diverse workforce — one that includes people from all walks of life — begins
early, with recruiting policies that break down the barriers that might discourage qualified
people from applying for positions. We are working to recruit from a broad pool of talentand facilitate the application process to ensure an equitable experience. In doing so, we arecommunicating our values to people even before they join Owens Corning.

As representatives of Owens Corning, all our employees can be a part of our commitment
to inclusion and diversity, from participating in our recruitment efforts to encouraging
retention to creating a culture of appreciation. One way we empower people to join ourcommitment is through our Inclusive Leader training program. Developed in partnership withthe management consulting company Korn Ferry, this program empowers people leaders,providing them with the tools needed to lead in ways that align with our values.

We are committed to ensuring that our job descriptions are inclusive and do not containgendered language, and we have removed educational requirements when they are
not necessary to the position. We also take a strategic approach to inclusive recruiting,developing relationships with a range of groups and institutions, including Historically Black
Colleges and Universities (HBCUs). Members of our affinity groups routinely reach out totheir contacts, including alumni organizations, professional organizations, fraternities,
and sororities for potential candidates.
Inclusion and Diversity Recruiting Champions
The Inclusion and Diversity Recruiting Champions program consists of full-time employees
who are active in our affinity groups (see page 139) who share an interest in ensuring
inclusive recruiting. Participants play an integral role in the selection of internal and external
candidates for early career and experienced roles throughout our North American facilities.
Inclusion and Diversity Recruiting Champions also strategize with our Talent Acquisitionteam and our Inclusion and Diversity function to identify opportunities for building a diverse
workforce, and they then form small project teams to develop solutions and improvements.
Inclusion and Diversity at the Plant Level
To help foster an environment of inclusion and diversity at our manufacturing plants, wehave developed inclusion and diversity assessments that enable plants to gauge the cultureof inclusion and diversity at their location, see where they have opportunities to improve, andleverage that input to assist in creating their annual strategies and objectives for inclusionand diversity at their site. These assessments also connect them with resources pertaining
to their areas of focus, so they can take tangible actions related to their results and identified
goals. Plant leadership and Inclusion and Diversity teams have access to a dashboard thatshows the results of the assessments, as well as year-over-year progress.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Our Inclusive Leader workshops began with our Senior Leadership team and have been
extended beyond top-level leaders through our Train-the-Trainer sessions. These sessions
seek to train leaders in the organization globally, from senior executives to front-line Plant
Supervisors. We are now also leveraging a condensed version to cascade key concepts of
the learning to our primary workforce in the U.S.
It is also rooted in the idea that when employees from different backgrounds andexperiences are brought together in a setting where each person feels a sense of belonging,
the results are truly impressive. There is ample evidence demonstrating that diverse teams
in an inclusive environment will consistently outperform non-diverse teams. Our strategies
include training our leaders to recognize the importance of cultivating inclusive teams, which
we expect will help lead to higher performance from our people.
The Inclusive Leader program touches on two key components of inclusion and diversity: Dimensions of Diversity. Although physical differences are easily recognized, they
represent only a single dimension of the complex factors that shape individuals. Other
dimensions of diversity can include relational, occupational, and societal experience, as
well as people’s values and their cognitive style and ability. Understanding others throughthe lens of these interrelated and often subtle dimensions strengthens our ability to relate
to each other. This is the basis for inclusion.
 Inclusion Scale. Through our training, we also provide opportunities to role play andevaluate how our reactions to differences can affect our interactions. Our understandingof inclusion is mapped to a scale that expresses an individual’s comfort with differences:
repulsion, avoidance, tolerance, acceptance, and appreciation. To build the culture ofappreciation we aspire to, we must understand how our behavior toward others impacts
their ability to succeed and do their best work. By providing an opportunity for employees
to use simulated examples, they increase self-awareness, which can help drive change intheir actions in future experiences.

PEOPLE | INCLUSION & DIVERSITY 138 

ENGAGING EMPLOYEESIN INCLUSION & DIVERSITY

In 2023, Owens Corning sponsored the following affinity groups:

Owens Corning is proud to have created a wide range ofopportunities for employees to be their most authentic
selves at work — and to express themselves in ways thatcan further deepen understandings among our people.

Affinity Groups
Owens Corning sponsors a wide range of employee
resource groups that promote the exploration of inclusionand diversity as it relates to different cultures and identities.
These groups, known as affinity groups, encourage
employee involvement in the creation of an inclusive
workplace and help people embrace their differences.
Each affinity group consists of its members, as well as
an executive sponsor, leader, and co-leader. Our affinity
group leadership enables groups to develop and expand,with an emphasis on communication, collaboration, andconnectivity, as well as a focus on three key areas: Increasing our diverse pipeline of employees andpromoting people within the organization
 Providing engagement and development for individuals
who seek leadership positions in affinity groups
 Tying the work of our affinity groups to our businessinitiatives and the priorities of our Composites,
Insulation, and Roofing businesses
The events that affinity groups present over the course of
the year help raise awareness, inspire discussion, and foster
stronger connections and a more inclusive and emotionallyintelligent culture. We are also working to involve employees
at our plants in inclusion and diversity initiatives. To help
Plant Leaders achieve this, our affinity groups work froma playbook that offers easy-to-follow tips designed to help
plant leaders incorporate our strategies.

INTRODUCTIONPEOPLEPURPOSEPLANET

Abilities
The Abilities affinity group provides a community within Owens Corning that fosters the inclusion and growth of
employees impacted either directly or indirectly by both seen and unseen physical or mental health disabilities.
The Abilities group seeks to fully practice inclusion by intentionally bringing forward the brilliance of our capable and diverse
teammates. In doing so, they are able to empower employees to bring their true selves to work and elevate a culture ofbelonging within our group and in support of our inclusion and diversity initiatives. The group is also working to establish agoal for measuring the progress of increasing the number of individuals with disabilities in the workforce.
Harmony

African American Resource GroupThe mission of the African American Resource
Group (AARG) is to advance excellence
through attracting, acclimating, retaining, and accelerating
career growth, thus enhancing Owens Corning’s businessperformance while leveraging the strength of adiverse workforce.

The Harmony affinity group shares theirunique Asian voices and viewpoints to shape
our culture through education, connection, and influence.
The group aims to help Owens Corning build, grow, andretain top Asian talent who aspire to build a more inclusive,
diverse, and sustainable company.

The AARG seeks to advance this mission while focusing
on three strategic pillars: belonging, development, andeducation. As diversity, equity, and inclusion continue to bea major imperative across organizations, AARG strives tobe an integral part of Owens Corning’s journey. The groupis focused on continuing to encourage inclusiveness, foster
belonging, and educate each other to achieve this goal
within our company.

Harmony takes a strategic, intentional approach to fulfillingits mission, with a focus on the Lunar New Year in January,
Asian American and Pacific Islander (AAPI) Heritage Monthin May, the Affinity One event in July, and Diwali in Octoberand November. Members educate non-Asian colleagues andinclude plant locations in a number of activities throughout
the year. They also work to overcome time zone challenges
by replaying recordings as new or separate events indifferent regions, and they financially support and co-hostevents with other affinity groups.

Connections
Connections strives to engage employees
by building relationships at Owens Corningand within the local community. The group aspires tocreate fulfillment by offering a sense of belonging andencouraging inclusivity.
As part of its strategy for achieving its mission, the grouphosts several events throughout the year. These include
volunteer opportunities, which help foster stronger
connections among employees and with the city of Toledo,Ohio, U.S., the home of our world headquarters.

APPENDICES

HOLA: Hispanic Origin and Latin American
Affinity GroupThe HOLA affinity group’s objectives are to build
a platform for the Hispanic and Latin American community
within Owens Corning; create intentional and focused
content that engages, educates, and empowers employees;
and connect with our local communities and industry
partners to build stronger relationships in all communities.
The strategies HOLA uses to achieve its aspirations are built
into its mission statement. They sponsor a number of
events throughout the year that educate our employees
while building strong relationships among our people andwithin our communities.

PEOPLE | INCLUSION & DIVERSITY 139 RISE

Interfaith ExchangeInterfaith Exchange serves to provide a pathfor employees to share their beliefs with eachother in a way that allows each distinct voice to be included,
appreciated, and valued.
The group has established strategies to accelerate theprogram to multiple regions, places, and organic faithgroups, with a focus on marketing, communications, andan interfaith playbook. They seek to ensure that the Owens
Corning community continues diversity education regarding
different beliefs, increase a community of caring throughout
special interest groups, and work to ensure that the group’s
aims are integrated with new employees’ experiences.
OUTreach
OUTreach serves as a network to advance anenvironment that celebrates and appreciates
LGBTQ+ employees for who they are through policychange, education, allyship, and in support of thebroader LGBTQ+ community.
To help fulfill this mission, OUTreach focuses on a numberof areas. This includes working with the broader company
to implement voluntary self-identification, which will allow
individuals to voluntarily disclose if they are LGBTQ+ andtheir gender identity, so that we can better understandour employee population and its needs. The group isalso working to ensure development opportunities formembers and explore broader involvement in Out &Equal, an organization focused on LGBTQ+ workplace
equality. In addition, OUTreach advocates for inclusive
LGBTQ+ recruiting practices as well as new policies orprogramming, such as plant inclusion teams and parent
support groups. The group is also working to maximize
its partnership with oSTEM (Out in Science, Technology,
Engineering, and Mathematics).

INTRODUCTIONPEOPLEPURPOSEPLANET

Women’s Inclusion Network

Established in 2023, RISE strives to build an
inclusive network for all employees new to theircareers by leveraging the collective voice to excel career
growth at Owens Corning through providing professional
development tools, community partnership, and connection.

The Women’s Inclusion Network (WIN) isa group of highly engaged, empowered,and compassionate people committed to developing
outstanding women through professional development
and community involvement.

RISE has established three strategic pillars to move them
toward their mission. First, they are creating an inclusive
community and providing a safe space for all who needcareer development. They are also presenting memberswith opportunities to expand their professional skills throughdevelopment platforms and events. Finally, they are building
relationships with external professional development
organizations to create opportunities for further educationand community involvement.

Women in Operations (WIO), a chapter of WIN, is dedicatedto supporting and elevating the role of the women on
our Operations teams across all three of our businesses.
WIO began in 2020 in our Composites business, and it
has expanded to an enterprise-wide initiative with strong
support at all levels of leadership and active chapters inall our regions. Since WIO was founded, we have seen anumber of positive changes for women: increased hiring of
women, improved maternity leave benefits, and an active
sponsorship/mentorship program specifically for women.

SaluteThe Salute affinity group, a community ofOwens Corning employees, is focused on
accelerating the inclusion and recognition of our current andformer military members through the employment life cycle
at Owens Corning. In elevating our veterans, we believe wewill strengthen our company and our communities.

Learn about our affinity groups’ activities in2023 on page 150.

As Salute works to achieve this mission, their areas of focus
include candidate assessment, recruiting and retention, andrecognizing the balance needed to ensure that our veteranemployees feel supported in their work life. In addition,
Salute will also seek to assist with the transition frommilitary life into the corporate world.

APPENDICESPEOPLE | INCLUSION & DIVERSITY 140 

COURAGEOUS
CONVERSATIONS
Throughout the year, Owens Corning presents a series of virtual discussions called Courageous Conversations, designed to engage employees on inclusion and diversity issues in ways that
demonstrate respect for people’s various points of view. Courageous Conversation provide opportunities for people to participate in open dialogues that can help them better understand theirdifferences and recognize the ways that diversity can strengthen our company and our community.
Holding Courageous Conversations virtually makes participation easy for employees around the world. Topics have evolved from broader explorations of race, gender, and identity to include
discussions of specific issues, including dealing with addiction and loss, code switching and its impact on authenticity, supporting the transgender and drag communities, caregiving for elders
and other family members, and allyship among white men. Many of these topics are sensitive in nature, but we find that participants are often willing to lean into difficult territory, resulting
in productive, encouraging discussions. Employee feedback has been positive — they tell us they want to continue to have these conversations and add more training and education aroundinclusion and diversity in general. They have also expressed interest in discussions surrounding allyship and how they can be allies.

Employees at our plant in Tlaxcala, Mexico, participate in a Courageous Conversation.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | INCLUSION & DIVERSITY 141 FPO

INCLUSION & DIVERSITY

2023 IN
REVIEW

Our vision for an inclusive workplace ispossible because of the actions of ouremployees — the people who engage
in conversation, show up as allies, andvalue the unique and diverse talentsthat make us stronger. Throughout theyear, we saw truly inspiring examplesof people living our core values: caring
for one another, collaborating as
individuals and groups, demonstrating
curiosity about other people andcultures, and committing to the ideathat it is our differences that make us
stronger as an organization.

Photo submitted by:
Jihua Sun | Guangde, China
Frontline employee Yuhai Niu at our plant in Tianjin, China.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW 142 

PROGRESSTOWARD OUR
2030 GOALS

A diverse workforce provides us with the different experiences and unique perspectives needed to deliver better results for ourcustomers. We work to increase gender equality in the workforce and expand diversity in our leadership. In addition, greater diversity
helps colleagues from all walks of life envision their own career paths. In conjunction with our leadership targets for women and peopleof color, we have set targets related to succession into leadership roles.

Women in Leadership
By 2030, we intend to have women fill 35% of global mid-level leader,director, and vice president roles.+ In 2023, our representation inthese roles was 29%.+

In addition, we have a target for 35% representation by womenamong successors for identified key roles, which is part of ouroverall succession goals for 2030.+

Percentage of Women Leaders

Percentage of Women in Successor Pools
GOAL:
>35%

GOAL:
35%

2018

BASELINE

2019

25%

2019

2020

25%

2020

2021

INTRODUCTION

2018

24%

BASELINE

27%

2021

25%
26%
28%
30%

2022

29%

2022

35%

2023

29%

2023

35%

PEOPLEPURPOSEPLANET

APPENDICESPEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW 143 

PROGRESSTOWARD OUR
2030 GOALS

Percentage of Roles Across the Company Filled by Women

19%

27%

Women in theorganization

Women in top management
positions (maximum twolevels away from the CEO orcomparable position) out of total
top management workforce

27%

26%

Women in management
positions out of total
management workforce

Women in juniormanagement positionout of total juniormanagement workforce

30%

25%

Women in STEM-related
positions (as a percentage of
total STEM positions)

Women in management
positions in revenuegenerating functions

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Percentage of Women in Middle and Upper Management+ Staff Employees		 Mid-level, Director, and VP

35.0

33.7%

34.1%
34.1%

34.1%

28.7%

28.8%

2022

2023

32.5

30.0

27.4%
27.5

25.5%
25.0

22.5

2020

2021

PEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW 144 

PROGRESSTOWARD OUR
2030 GOALS

A diverse workforce provides us with the different experiences and unique perspectives needed to deliver better results for ourcustomers. We work to increase gender equality in the workforce and expand diversity in our leadership. In addition, greater diversity
helps colleagues from all walks of life envision their own career paths. In conjunction with our leadership targets for women and peopleof color, we have set targets related to succession into leadership roles.

People of Color in LeadershipAs part of our 2030 goals, we have set a target that people of color will fill 22% of our U.S. mid-level leader, director, and vice president roles. In 2023, ourrepresentation for these roles was 18%, while overall, approximately 50% of U.S. hires were people of color.+
This voluntarily disclosed data is only available for our U.S. workforce. On page 126, we discuss our commitment to diversity in our pool of succession candidates
for leadership roles, with respect to women and people of color.
Percentage of People of Color Leaders in the U.S.

Percentage of People of Color in U.S. Successor Pools
GOAL:
>22%

GOAL:
22%

2018

2018

13%

BASELINE

2019

14%

2019

2020

14%

2020

2021

17%

2023

18%

PEOPLEPURPOSEPLANET

14%
18%

2021

15%

2022

INTRODUCTION

16%

BASELINE

APPENDICES

2022
2023

PEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW

17%
14%
20%

 145 

PROGRESSTOWARD OUR
2030 GOALS

Percentage of Roles in the U.S. Filled by People of Color (POC)

36%

18%

POC in theorganization
(U.S. only)

POC in management
positions out of
total management
workforce (U.S. only)

20%

47%

50%

2018 2019 2020 2021 2022 2023

21%

POC in junior management
position out of total juniormanagement workforce(U.S. only)

PURPOSE51%

POC in management
positions in revenuegenerating functions(U.S. only)

20%

PEOPLE40%

46% 47%16%

POC in top management
positions (maximum twolevels away from the CEOor comparable position) outof total top management
workforce ( U.S. only)

INTRODUCTION

Percentage of 2023 U.S. Hires (Staff and Primary)
Who Identify as People of Color

POC in STEM-related
positions (as apercentage of total
STEM positions)

PLANET

APPENDICES

50% of U.S. hires identified as
people of color in 2023, up from
40% in 2018.

PEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW 146 

INCLUSION AND DIVERSITY COUNCIL ACTIVITY IN 2023
Each global region has been active throughout 2023, developing and implementing the following inclusion and diversity initiatives.
Asia Pacific

EuropeIn June 2023, the Asia Pacific Inclusion and Diversity Council
relaunched their overall operating framework. Their aspiration is
to build an inclusive workplace through a culture of appreciation
wherein our employees in the region can learn, grow, and feelvalued while facilitating growth for our business, our customers,
our suppliers, and our communities.

The Inclusion and Diversity Council in Europe consists of fivesubgroups:

The council is focused on five themes: Education and awareness Gender equality
 Fun and multicultural exchanges
 Multi-generational promotion

 Awareness and engagement Communications

 Inclusive leadership Gender diversity
 Building capability of diverse talent Communication
Subgroups were created to work on each of these themes. In
addition, the council is working to define focused inclusion anddiversity goals, monitor outcomes, execute strategies, and reportprogress to the company leaders and the organization overall.

In 2023, the Education and Awareness team organized a Trainthe-Trainer program to reinforce our commitment to building aculture of appreciation and fairness. Through this program, we
aim to educate team members to become trained facilitators as
we roll out Virtual Inclusive Leadership Workshops throughout
the organization.
These conscious inclusion workshops, led virtually by an
instructor, allow leaders to engage with their peers anddiscuss the topics and techniques introduced in the training.
Participants receive a certificate from management consulting
company Korn Ferry.
To celebrate Pride Month in June, the European Inclusion andDiversity Council encouraged European plants to show theirsupport for the LGBTQ+ community on-site. The council singled
out our plants in San Vicente, Spain, and Trzemeszno, Poland,for demonstrating their particular commitment to allyship.
San Vicente displayed rainbow-colored flags, windmills, andcandies throughout the site, while Trzemeszno developed aposter highlighting the need to embrace diversity, inclusivity,
and respect.

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APPENDICESPEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW 147 

Latin America

North America

In 2023, the Latin American Inclusion and Diversity Council built
upon their work in 2022, their inaugural year as an organization. They
conducted a survey of employees throughout the region with threeareas of focus.

The North American Inclusion and Diversity Council is focused on
initiatives that create a bias-free employee experience that unlocks aculture of appreciation. The council’s work is based on three pillars:

Leaders regularly show appreciation for the knowledge, skills,
and experience that individuals bring to team.

We aim to improve diversity at Owens Corning through attraction,
recruitment, retention, and promotion. Under this pillar, we have two
council sub-teams that focus on the following workstreams:

71% AGREE
Employees feel they can share their opinions openly without
fear of consequences.

68% AGREE
All employees have equal opportunities to succeed at
Owens Corning regardless of race, gender, or location.

68% AGREE
As a result of this survey, the council has determined that theirprimary priorities are to build trust between employees andleaders, build confidence among our people, and maintainstrong communication with our employees and through ourrecognition programs.
The council also takes pride in noting that in 2023, the plant in
Tlaxcala, Mexico, was the first company in the state to be awarded
by the Human Rights Commission of Tlaxcala as a Company
Committed to Human Rights. The plant was cited for theircommitment to inclusion and diversity, their approach to ending
discrimination, promoting safety, and protecting ecology.

Improving Diversity:

 Retention strategy for women and people of color (POC) Recruiting strategy for early career and underrepresented talent
Growing Engagement:
We aim to grow engagement and sense of belonging for all
employees. Under this pillar, a council sub-team focuses on thefollowing workstream: Plant inclusion strategy and action plan
Building Capability:
We aim to build inclusion and diversity capabilities and influenceinternally and externally through inclusive leadership. Under this pillar,a council sub-team focuses on the following workstream: Infusing inclusion and diversity into the employee life cycle(with a current focus on onboarding practices)

Tlaxcala also serves as an inspiring example of best practices incorporate citizenship. The Tlaxcala Red Cross honored the plant as
a Solidarity Company for 2023, in recognition of their community
engagement efforts. Tlaxcala employees have supported the IBAIS
School for the Hearing Impaired through their own contributions(beyond support from the Owens Corning Foundation — seepage 170). In addition, their high school program helps employees
increase their social mobility by helping them graduate high school.
One student graduated in 2023, and seven more employees are
currently involved in the program. On International Women’s Day(March 8), Tlaxcala’s WIO chapter prepared hygiene kits for
women in prison, and presented them in person, along withmessages of encouragement.

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2023 OWENS CORNING AFFINITY GROUP ACTIVITY

CEO Brian Chambers speaks with WIN
Co-Chairs Sue Mahoney and Kate
Nerdrum at the annual WIN panel event.

AFFINITY GROUPS BENEFIT FROM LEADERSHIP SUPPORTOur affinity groups have proven to be an effective part of ourapproach to inclusion and diversity. This is thanks in part toOwens Corning leadership, many of whom provide guidanceand support as executive sponsors. For these leaders, theexperience has been rewarding in many ways, and several ofthem have offered their personal reasons for offering theirtime and talents.
“Working hand-in-hand with our affinity groups, we are
creating an environment where people can be the best ofthemselves, and where they feel welcome and appreciatedfor who they are,” said Nico Del Monaco, President of
Insulation, about his role as executive sponsor of OUTreach.
“The more diverse we are, the better we will be for ourcustomers, our shareholders, and each other.”
For Marcio Sandri, President of Composites, his role as
executive sponsor of Interfaith Exchange is, “both a special
gift and a great learning experience.”

INTRODUCTIONPEOPLEPURPOSEPLANETHe says, “There is a gift of joy and enchantment during
debates of important questions being tackled in different
manners given each one’s own experience. I really enjoy it.”Roofing President Gunner Smith has served as executive
sponsor of a number of affinity groups over the years,
most recently HOLA. As he says, “As the executive sponsor,
my role is as much about learning as it is about leading.
Affinity groups provide an opportunity for all of us to gain
perspective and understanding of one another, while
creating a more inclusive workplace.”
Before becoming executive sponsor of Connections, Don
Rettig had been a member for 12 years. He is particularlydrawn to the group’s focus on engaging employees bybuilding relationships within Owens Corning and within thelocal community.

APPENDICES

According to Don, “The work of Connections blends naturallywith my role as Director of Community Affairs. It has been
an absolute pleasure to work with the co-leads and the restof the team and to see the mission become reality at somany quality events throughout the year.”As the executive sponsor for Abilities, Vice President
Treasurer Matt Fortunak believes it is critical to take action
to create an environment that does not make employees
feel disabled. “People with ability challenges constitute oneof the nation’s largest minority groups, and the only groupthat any of us can become a member of at any time,” hesays. “Abilities provides a community to foster the inclusionand growth of employees impacted either directly or
indirectly by both seen and unseen physical or mental
health challenges. I am thrilled with the impact Abilities
made in 2023.”

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2023 AFFINITY GROUP ACTIVITY
HOLA

Abilities
In 2023, the Abilities group invited employees to join in a virtual discussion of
the book “Over My Head” by Dr. Claudia Osborn, which deals with traumatic brain
injuries. The group participated in the annual Roll and Stroll event, presented by Sunshine
Communities to support people with developmental disabilities in the Toledo, Ohio, U.S., area.

In addition to a range of activities celebrating Hispanic and Latin American
culture, from art to music to food, HOLA presented a new educational series,“Under the Same Roof.” This three-part series invited our Roofing customers to share theirexperiences with inclusion and diversity, their successes, and what they have learned.
Interfaith Exchange

African American Resource GroupTo celebrate Black History Month, AARG sponsored a number of events
throughout February, beginning with a virtual happy hour that gave participants
an opportunity to connect in a casual environment. The group also offered an online
workshop presenting tips on creating a financial legacy through effective money and debt
management, as well as a Black History Month trivia contest. The AARG partnered with
the Women’s Inclusion Network to offer a group discussion about the book and film
“Hidden Figures.”Interfaith Exchange celebrated four events in the spring of 2023, educating
participants about Easter, Eid, Passover, and Vaisakhi. At other times in theyear, the group provided information on such topics as Zen Buddhism in the context of its
practice in the U.S., the celebration of the Hindu holiday Diwali, and finding balance between
mind, body, and soul. The group also presented its first Courageous Conversation, offering
employees an opportunity to share how their faith and/or beliefs system has played a role inworking with colleagues, customers, suppliers, and partners.
OUTreach

Connections
Each year, Connections hosts the Toledo Tomorrow series, giving employees
an opportunity to interact with local speakers and groups who are shaping thecity’s bright future through community involvement and events. Members of the groupalso participated in a number of volunteer activities throughout 2023, including staffing
concessions at Toledo Mud Hens games in support of Aurora House, an organization thatserves homeless women and children, and taking part in a neighborhood beautification
project in partnership with the United Way and Lucas Metropolitan Housing.

In 2023, OUTreach sought to demonstrate that allyship is an active experienceby offering “Out & Equal,” a course designed to provide foundational tools to
support our LGBTQ+ colleagues and help participants identify why allyship is critical to anorganization’s success. OUTreach also celebrated Pride Month in June with an LGBTQ+ trivia
contest hosted by a Columbus-area drag queen, and members participated in three Pride
Parades, in Columbus, Granville, and Toledo.

Harmony
Many of Harmony’s 2023 activities centered around Asian American and PacificIslander (AAPI) Heritage Month in May. In addition to sponsoring two Japanese
tea ceremonies, one in Toledo, Ohio, U.S., and one in Granville, Ohio, U.S., Harmony heldbook club events that covered a range of topics, including immigration, talent retention, andthe experiences of Owens Corning colleagues, with an added focus on the challenges andsuccesses of Asian women.

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RISE
To introduce themselves in their first year in operation, RISE sponsored a social
gathering featuring slides about the group and their goals. Participants broke into
groups, enabling them to connect and collaborate on ideas for the group going forward. They
also presented a panel discussion featuring Owens Corning leaders, in which they fielded
questions about their own career growth.
SaluteOver the course of 2023, Salute sponsored several events through which
participants could demonstrate their gratitude for those who have served the
U.S., including those who paid the ultimate sacrifice. Volunteers placed flags on the gravesof military members at Toledo Memorial Park, and they participated building hygiene kits for
the Fisher House Foundation, which provides housing for military and veteran families. For
Veterans Day, the group made paracord lanyards, which will provide a service member or first
responder with a symbol of the appreciation of grateful Americans everywhere.
WINWIN hosted educational events throughout 2023, addressing a wide range of
topics — from empowering women to take charge financially to discussing why
women leave their careers. They provided interactive training on how to navigate the career
hub and the benefits of using this platform for mentoring. WIN also presented a virtual
discussion of how employees at our Science & Technology Center in Granville, Ohio, U.S.,
view empowerment of women in the workplace. In addition, they hosted STEM Goes Red for
Women, an event designed to empower middle school-age girls to choose careers in STEM
(science, technology, engineering, and mathematics).

GROWTH IN AFFINITY GROUPSFOSTERS COLLABORATIONAs our affinity groups continues to grow in prominence throughout
our organization, group members are increasingly seeing the many
ways that their interests intersect. As a result, 2023 saw even morecollaborative events between two or more groups, providing ourpeople with valuable learning experiences.
Salute and WIN co-sponsored a mental health roundtable in July
2023, in which five Owens Corning leaders offered tools and skills
for addressing these important issues with their teammates.
In Granville, Ohio, U.S., WIN collaborated with RISE on a speed
networking event. By introducing employees to colleagues outside
their businesses or functional areas, the event facilitated in-person
connections among employees and encouraged new mentor/
mentee relationships. WIN, AARG, Harmony, and HOLA together
sponsored a group discussion of the book “The No Club: Puttinga Stop to Women’s Dead-End Work,” a guide for bringing gender
equity to the workplace. Participants talked about the book andbrainstormed ideas for positive, actionable changes.
In November 2023, Connections and Salute affinity groups partneredto celebrate Military Appreciation Night, in honor of Veterans Day.
Participants staffed a concession stand in support for Aurora
House, a supportive housing program for women and children in
Toledo, Ohio, U.S. Connections also joined forces with RISE for aseries of events called Coffee, Career, and Conversation. Each event
was led by a company leader designed to foster network building,
growth, and friendship among employees at our world headquarters,
all in a “coffee house” environment.
Through these collaborative events, our people have excellent
opportunities to get to know fellow employees from different
backgrounds, make connections that can lead to career growth —and find true common ground.

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Inclusive Leader Training in 2023

2023 Courageous Conversation Participation

We have set a target in which 100% of our people leaders will
receive Inclusive Leader Training, and that training will be provided
for everyone hired or promoted into these roles. In furtheranceof this goal, we have continued to expand the program’s
implementation throughout the organization globally:

In 2023, 1,047 employees participated in our Courageous Conversations — 85 primary employees and 962 staff
employees. This is more than double the number from 2022, when 17 primary employees and 500 staff employees
joined us. Although the themes of each conversation varied and brought unique sharing and learning, a few high-level
themes continually emerge:

Percent of Leaders Trained in Inclusive Leadership by Region

 Employees want to continue to provide our leaders with the tools to help have the right conversations.

North America

 Employees want to continue to enable and help all people at Owens Corning to have difficult conversations andovercome fear associated with them.

Sessions currently underway

Sales Community Network

Latin America

Our Sales Community Network, a group dedicated to providing support, respect, and inspiration for all our sales
professionals, was highly active in 2023. Among other activities, the group hosted retired U.S. Army Major General
Philip Volpe in December, who shared an inspirational message based on his 30-year career. Major General Volpe
spoke on the topics of mental health, joy, and living life to its fullest.

68%
51%

Sessions currently underway
Europe24%
Rollout beginning in 2024
Asia Pacific2%

Rollout beginning in 2024

In 2023, 602 employees
participated in an Inclusive
Leader Workshop, for a total of
2,042 to date.

Photo submitted by:
Sue Seifert | Tennessee, U.S.
The Grand Canyon, Arizona, U.S.

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OUR PEOPLE
MAKING A DIFFERENCE
Brenda Karras

GIS – Product Owner Leader
Born in Brownsville, Texas, U.S., and raised in Mexico until age three, Brenda
Karras has always aspired to make a contribution on a larger scale. She’s
brought that idea to her work here at Owens Corning, both as part of our Global
Information Services (GIS) team and as an early member of the HOLA affinity
group. Brenda has been an active participant in our efforts to build an inclusive
workforce, helping seek out new bilingual talent for the Customer Solutions
team from within her community. Her ability to find connections with others hashelped us live our commitment to inclusion and diversity every day.

“

When we show up as
ourselves, we maximize
the value for Owens
Corning, and we’re better
able to support other
employees throughout
the company.

”

Photo courtesy of Brenda Karras.

On the importance of affinity groups inbuilding community
I believe affinity groups have a lot of power to help
people feel seen and understood. They create anenvironment where people can connect with folks who
may have walked a similar path and understand thechallenges a person may be going through. They also
foster camaraderie — through HOLA, I have met somepretty amazing people, some of whom I consider friends
even though we’ve never met in person. Affinity groups
can also help move the needle in achieving our inclusionand diversity aspirations. In our first two years, HOLA
has focused on creating a network for connection andbelonging, building a roadmap that focuses on talentattraction, onboarding, retention, development, andcareer advancement. We also want to expand to ourplants strategically and understand what would help ourLatino and Hispanic employees feel supported.

INTRODUCTIONPEOPLEPURPOSEPLANET

On being one’s most authentic self at work
I started a Hispanic Club in high school, and I was active in the Latino Student Union in college. When I joined Owens
Corning, though, I unintentionally separated my “Mexican American me” from my “work me.” When I became involved
with HOLA in the early stages of the group’s formation, though, I felt re-energized. It helped me truly understand themeaning of “bringing your whole self to work.” The people, cultural sharing, networking, and building a community andsupport brought back memories. Additionally, being able to find opportunities to connect with the community I grew up
in (a mile from world headquarters) felt like I was meshing various parts of my world. That’s why being able to recruit
local talent for bilingual roles from my church was so special to me. I hope we can partner with neighboring schools
more and talk about the opportunities at Owens Corning and that maybe one day those students become future
employees of our company, just as I did.

On the benefits of an inclusive workplace
Inclusion and diversity are key components of social sustainability. They show our company’s commitment and dedication
to creating a positive and inclusive work place and promoting equal opportunities for all. A commitment to inclusion anddiversity can also be a factor in the choices employees or potential employees make about whether to join, stay, or leave acompany. Seeing Owens Corning include inclusion and diversity as part of our approach to sustainability sends a powerful
message about our values and our stance on respecting people from all backgrounds. It makes it public — loud and proud —and you can see how it’s being measured and understand the progress being made in an area.

APPENDICESPEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW 153 

CREATING A
CULTURE OF APPRECIATION
Similar to the way we are operationalizing sustainability —empowering everyone to help us reduce our environmental
impacts — we are encouraging every Owens Corning
employee to share in the responsibility for advancing
inclusion and diversity throughout our organization. We arebuilding a work environment where people can expect to beappreciated for who they are, and we are working to ensurethat all 18,000 of our employees are ready to join us increating a truly inclusive Owens Corning.

Photo submitted by:Sara Bowyer | Toledo, Ohio, U.S.
Participants in the 2023 Women’s Build in conjunction with Maumee Valley Habitat for Humanity.

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APPENDICESPEOPLE | INCLUSION & DIVERSITY: 2023 IN REVIEW 154 

COMMUNITYENGAGEMENT
The global team we have assembled
inspires us every day as they show
their capacity for caring. We see itat work, as employees care for one
another, and we see it whenever ourpeople take time to make the world abetter place in the regions where weserve. Backed by the philanthropic
efforts of Owens Corning, our people
are showing the world that everyone
can play a role in improving people’squality of life.
Sustainability Materiality Definition
Owens Corning strives to contribute to thriving
communities where we work, where we live, and where wehave the potential to make a positive impact.
Relevant United Nations Sustainable Development Goals
Photo submitted by:
Yana Liu | Shanghai, China
Shanghai office employees finger painting with a group of autistic children
receiving art therapy.

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT 155 

BUILDING STRONGER COMMUNITIES TOGETHER
Our community initiatives are structured around three key priorities, which are aligned with specific U.N. Sustainable
Development Goals (SDGs) that relate to our global communities.
 Safe & Efficient Housing (SDG #11: Sustainable Cities and Communities). As a producer of residential andcommercial building materials, we are well-positioned to help those who are unable to obtain shelter throughtraditional means.
 Basic Health & Wellness (SDG #3: Good Health and Well-Being/SDG #6: Clean Water and Sanitation). We
seek to extend our culture of wellness beyond the workplace and into the communities where we serve.
 Educational Opportunity (SDG #4: Quality Education). By encouraging learning around the world, we cannurture the next generation of leaders and further our goals far into the future.
Whenever possible, we combine our philanthropic activity with employee volunteerism, encouraging them to be fully
engaged with their communities. In addition, we call upon our network of contractors to join us in our efforts, andwe rely upon their expertise as we aim to extend our reach and deliver benefits for people everywhere.
The Owens Corning Foundation
The Owens Corning Foundation is a corporate citizenship program established in 1978 to enhance lives throughcharitable contributions. The Foundation supports Owens Corning’s stakeholder communities globally throughstrategic partnerships and engages employees through programs that encourage volunteerism and giving.
The president of the Foundation also serves as the Director of Community Affairs and is responsible for developing
and implementing our companywide corporate citizenship strategy. This position reports to the Executive Vice
President, General Counsel and Corporate Secretary, with additional oversight from the Foundation Board.
In addition, the Director of Community Affairs reports each year to the Executive Committee. This helps ensurethat the Foundation’s efforts are aligned with and in support of our overall approach to corporate citizenship andphilanthropy. Each year, our program is benchmarked against Giving in Numbers, a survey established by Chief
Executives for Corporate Purpose to promote best practices in corporate giving and employee engagement among
the world’s largest companies. Budgets and programs are then planned accordingly, with a constant focus on
meeting our 2030 goal of 100% employee engagement.

2030 GOALSFOR COMMUNITY ENGAGEMENT
By 2030, 100% of our employees will be actively engaged intheir communities through company-sponsored activities.

In 2023, the Owens Corning Foundation
appointed new board members from
France and India, strengthening our global
approach to community engagement.

Photo submitted by:
Brenda Karras | Toledo, Ohio, U.S.
In June, Owens Corning employees volunteered to participate in Maumee Valley
Habitat for Humanity’s 2023 home build in Toledo.

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT 156 Our Approach to Community Engagement

Global Charitable Partners

Our approach to corporate citizenship empowers our employees to support theircommunities in truly meaningful ways, and our metrics-driven approach helps us
effectively gauge our impact.

Owens Corning works with the following organizations, each of which specialize in helping
corporate foundations make grants in countries outside the U.S.:The Owens Corning Foundation provides financial support through strategic
partnerships with nonprofit organizations that align with our corporate citizenshipstrategies and key business drivers. These partnerships frequently involve financial
contributions from the Foundation, product donations, and employee volunteerism. We
also provide support through employee matching gift programs.
Our approach to community engagement includes:
 Assessing local community needs. Many of our partnerships address findings from
community needs assessments, which help us identify needs, look for synergies with
our operations, and determine opportunities for volunteering.

 Charities Aid Foundation
 Give2Asia
 King Baudouin Foundation
 UNICEF
These organizations help us identify appropriate charities in our various regions around theworld, perform due diligence as required by the U.S. Internal Revenue Service, and transfer
funds. Examples of the contributions we have made based their guidance can be foundthroughout this chapter.

 Engaging our employees. In addition to their overall fit with our areas of focus,
projects are chosen based on potential volunteer opportunities for our employees.
 Measuring our impact. To ensure that our corporate citizenship program is bothbusiness-relevant and meaningful to communities, we regularly gauge its impact andverify its alignment with our key business drivers. Our metrics include:•

Facility engagement in community service projects•

The number of volunteer hours and other employee engagement metrics•

Completion of contractor-related projects•

The number of homes built or renovated in each community•

The number of homes roofed or insulated through product donations or otherwork with strategic partners•

The number of individuals who have received vocational training or scholarships•

The number of individuals who have benefited from clean water or sanitation
Director of Community Relations Don Rettig (second from left) at La Cantine Savoyarde, Chambéry, France.

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT

 157 FPO

COMMUNITY ENGAGEMENT

2023 IN
REVIEW

Our employee volunteerism is key
to living our value of caring for ourcommunities. They identify local
needs that are aligned with our key
areas of giving. Throughout thischapter, we spotlight many of theways our employees have taken
the lead in community engagement
through their volunteerism — and in
the process improve lives aroundthe world.

Our approach to community engagement isrooted in our core values.
 We are caring, so our community engagement efforts seek to improve
people’s quality of life in the areas where we live and work.
 We are curious, so our efforts seek to determine the true needs of all
the communities we serve.
 We are committed, so we provide opportunities to increase
participation throughout our entire organization.
 We are collaborative, so we forge partnerships that can deliver thegreatest impacts for communities around the world.
While our dedication to core values does not change, the times in which
we live do. Therefore, we remain agile to respond to unforeseen crises,
such as war or COVID-19.
The support we provide generally falls within the key priorities describedearlier. In response to the changing times and interest expressed byour employees, we have sought to focus on events and issues outside
those parameters, such as caring for our veterans or addressing racialinequality. Our full range of support is highlighted here, and we hope it
serves as an inspiration for corporate citizenship around the world.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESIn June 2023, Marcio Sandri, President of Composites, anda group of 29 Owens Corning employees volunteered at a
community center for adults with developmental disabilities
in Hangzhou, China.

PEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 158 

Employee Volunteerism in 2023
Our employees tell us that working for a company that supports volunteerism isimportant to them, and that is reflected in their support for our activities throughout theyear — both at individual and site levels.
In 2023, Owens Corning employees volunteered 11,722 times, up 36% from 2022.
While our ability to track and measure employee volunteerism improves every year, weare currently only able to track the number of volunteer experiences and not individual
volunteers. This number, however, provides us with a valuable reference as we expand
our reach to all global sites. Volunteerism at Owens Corning-sponsored events totaled
43,532 hours, an increase of 40% from the 31,067 hours in 2022. The work is valued at$31.80 per hour, totaling $1,384,302.
At the facility level, we are proud to have achieved engagement at 100% of our sites
in North America and 87% of our sites globally. This engagement includes bothvolunteerism and financial support.
Our employees’ dedication to volunteerism is still a driving force in our financial support.
In 2023, 22% of our donations were charitable contributions and 78% were community
investments. Cash contributions totaled $6,247,032. In-kind giving totaled $1,436,549,
including $1,350,002 in product donations.

Number of Volunteer Experiences

Katie Willard and Hannah Thurauf volunteering at the Carter Work Project for
Habitat for Humanity in Charlotte, North Carolina, U.S..

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 159 

IMPROVING LIVESAROUND THE WORLDSINCE 2016$6.2 MILLIONTOTAL CASH CONTRIBUTIONS TONONPROFIT ORGANIZATIONSFROM OWENS CORNING AND THE
OWENS CORNING FOUNDATION$8.2 MILLION

2023 COMMUNITY IMPACTCONTRIBUTED OR
COMMITTED THROUGH
MULTI-YEAR AGREEMENTS TO
PROMOTE RACIAL EQUITYBY THE NUMBERS

1,623$1.3 MILLIONNUMBER OF EMPLOYEESWHO RECEIVED A GRANT
FROM OC CARESINTRODUCTIONPEOPLEPURPOSEIN PRODUCT DONATIONSTO NONPROFITORGANIZATIONSPLANET

APPENDICES

87%

WORLDWIDEOPERATIONS ENGAGED INCOMMUNITIES THROUGHVOLUNTEERISM OR OTHERFORMS OF SUPPORT

532

929

new roofs provided
to veterans in needthrough the Roof
Deployment Projecthome builds, renovations,or improvements in the
U.S., Canada, and China
through Habitat for
Humanity

5,344

1,687,607

people provided
with access toclean water

meals packed andserved globally byOwens Corning
volunteers

24,153

123,480children provided
with access tocomputers

PEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW

hygiene or
supply kits
packed 160 

NEW ENGAGEMENTEXTENDS OUR GLOBAL REACH
In 2023, Owens Corning entered into a number of partnerships with organizations
around the world, enabling us to increase our outreach in Latin America and Europe.
The following are among our most notable new initiatives outside the U.S.
Streekfonds Oost-Vlaanderen

COMMUNITY ENGAGEMENT INITIATIVES
Throughout 2023, our people — backed by Owens Corning and the Owens Corning
Foundation — have taken action to improve the lives of people around the world, all in
keeping with the key priorities we have set for housing, health, and education. Some of themost prominent examples are discussed here.
To learn more about the Owens Corning Foundation and the infrastructure we have for
improving lives around the world, see page 156.
Beyond the partnerships outlined in this section, we offer our financial support, products,
and volunteers to benefit communities where we work and live. Our contributions help in
the following areas: Building and rehabilitation of safe, efficient housing Neighborhood revitalization projects
 Racial and social equity
 Disaster relief
Like many companies, we are frequently approached with requests from charitableorganizations. A substantial number of requests for one-time donations come from theToledo, Ohio, U.S., area, the location of our world headquarters. As the sole Fortune 500
company in the city, we recognize the importance of maintaining a significant presence —therefore, we often sign on as a corporate sponsor at events and fundraisers throughout
the region. We often donate used office furniture and building materials to local charities.
These donations are all provided directly from Owens Corning, rather than through theOwens Corning Foundation.

Owens Corning provided funding for this organization near our Science & Technology
Center in Zele, Belgium, which empowers people to make a difference throughout the
Scheldt valley through local projects and initiatives that might otherwise be difficult
to finance. Our support went toward a project called Let’s Save Food!, which seeks to
improve people’s health and nutrition by collecting surplus food throughout the region.
L’Associazione Mittatron Onlus
Serving 13 municipalities in the region near our plant in Besana, Italy, L’Associazione
Mittatron Onlus is a space dedicated to helping women who have suffered violence,
mistreatment, harassment, and abuse. Our support has helped make it possible forwomen to gain autonomy, achieve financial independence, and set themselves on apath to a better life.
Antes de Partir
Also known as Hummingbird House, Antes de Partir is a Mexico-based organization
dedicated to providing support to terminally ill pediatric patients and their families
through palliative care. Owens Corning provided support for a program designed
to improve 135 young patients’ mental and physical health through play therapy
sessions carried out by specially trained professionals. In addition, employees from
our Mexico City plant volunteered with the organization.
TOUCH Community Services
Based near our plant in Singapore, TOUCH Community Services seeks to provide
sustainable change and transformation in the lives of people from all backgrounds.
One way they achieve this is through a program called TOUCH SpecialCrafts, an art
platform that allows adults with mild to moderate intellectual disabilities toexperience therapeutic expression through art. Owens Corning funding helped tosupport a course at Spin Paint House, a Singapore-based center for artistic expression
and creation.

Photo submitted by:Phil Casey | Ontario, Canada
In June 2023, members of the Sustainability team volunteered with the United Way of Licking County to repaintthe inside of the Hartford Township Fire Station near Granville, Ohio, U.S.

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 161 

Safe and Efficient Housing
As a global building and construction materials leader, Owens Corning is dedicated to
expanding access to safe, energy-efficient housing. By partnering with organizations
with missions compatible with ours, we are building and repairing houses everywhere,
providing people in need with a place they can truly call home.
Habitat for Humanity
Owens Corning’s partnership with Habitat for Humanity encompasses financial support,
the in-kind contribution of building materials, and opportunities for volunteering among
our employees. Throughout 2023, Owens Corning helped build, renovate, and improve
132 homes. In addition, Owens Corning and the Owens Corning Foundation provided
financial support and in-kind donations totaling $925,968.
In 2023, Owens Corning celebrated 20 years of partnership with Maumee Valley Habitatfor Humanity, which serves the area around our world headquarters in Toledo, Ohio, U.S.
This year, 49 employees participated in Maumee Valley Habitat for Humanity’s Women
Build. Led by five vice presidents — all of them women — a home was constructed for an
area woman who was accepted into the Habitat for Humanity Homeownership Programin 2022.
World Vision
Owens Corning collaborates with World Vision, an organization dedicated to serving
children, their families, and their communities. Through our work with World Vision, weare able to donate products that benefit people whose homes need significant repairs. In
2023, we contributed enough material to roof or insulate 117 homes.
Home Rescue Program
The Home Rescue Program is a community partnership that funds critical home
repairs in distressed neighborhoods in Toledo, Ohio, U.S. The program is funded with
$1.5 million from the U.S. Department of Housing and Urban Development’s Home
Investment Partnerships Program. The funding is provided to the city of Toledo and isadministered by the Maumee Valley Habitat for Humanity. Owens Corning is donating
construction materials and the Owens Corning Foundation is providing financial support
for this initiative in the Junction neighborhood in central Toledo.

Images from build projects in conjunction with Maumee Valley Habitat for Humanity.
Photos submitted by: Cherie Zurawski (top) and Tonia Schoen (bottom left)

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 162 

Improving the Lives of Veterans and Their Families
Owens Corning believes in recognizing the profound sacrifices made by the men and women who served in the U.S. Armed Forces, and our employees have made it clear that they seek to honor
our veterans as well. The partnerships we have forged with organizations across the U.S. have helped provide veterans and their families with housing and educational opportunities — anddemonstrated our gratitude for their service to our country.
The Gary Sinise Foundation
Founded by actor and philanthropist Gary Sinise, the organization supports U.S. defenders,
first responders, veterans, and their loved ones. Our partnership directly supports the
R.I.S.E. (Restoring Independence, Supporting Empowerment) program, which builds
specially adapted homes for severely wounded U.S. military members and their families.
We donate insulation and roofing products for homes built through the program and workwith contractors who volunteer in the construction of those homes. Our commitment
to supporting safe, efficient housing for people in need makes R.I.S.E. a perfect fit for
Owens Corning. As these homes are completed, Owens Corning employees are asked tocontribute words of thanks and support, which are included in a coffee table book that ispresented to the recipient following the dedication ceremony.
We also support the Gary Sinise Foundation’s Snowball Express, which serves thesurviving spouses and children of fallen heroes. They are committed to year-roundprogramming and support that helps families honor their fallen hero, encourages them tomake new memories, and provides opportunities to connect with others who understandtheir experience. They show appreciation to and love for families and the children who
continue to bear the ultimate meaning of service and sacrifice.
Roof Deployment Project
Since 2016, Owens Corning has partnered with our Platinum Preferred roofing contractors
in the Roof Deployment Project. Through this program, contractors are given theopportunity to volunteer their services to a veteran in need, while Owens Corning donates
the roofing materials. Our network of charitable partners have enabled us to expand ouraccess into more areas in need. In 2023, 128 veterans received new roofs, bringing thetotal number of recipients to 532 since we entered into this program.
Purple Heart Homes
In 2023, Owens Corning established a partnership with Purple Heart Homes, anorganization dedicated to honoring those who have served in the U.S. military by providing
housing solutions for veterans who have been disabled in the line of service, including
wheelchair ramps, accessible restrooms, and new roofs. As part of this partnership,
Owens Corning worked with Purple Heart Homes to identify veterans who were eligible for
new roofs through the Roof Deployment Project. In addition, ambassadors from Purple
Heart Homes have spoken at Owens Corning events throughout the year, connecting theorganization with contractors who can provide additional services to U.S. veterans.

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APPENDICES

With support of the Owens Corning Foundation, Owens Corning Platinum Preferred roofing contractors, and Certified
Energy Expert insulation contractors, the Gary Sinise Foundation welcomed USMC Cpl (Ret.) Jose Armenta and his
family into their specially adapted smart home on November 11, 2023. Photo courtesy of the Gary Sinise Foundation.

PEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 163 

Basic Health and Wellness
Our commitment to health and wellness is one of our key Material Sustainability Topics, as we seek to promote well-being among our employees and their families and the communities
where we operate. We believe that, through partnerships with organizations around the world, we can provide healthy meals, necessary medical supplies, and basic needs such as cleanwater and sanitation.
Connecting Kids to Meals

La Cantine Savoyarde

Owens Corning provides support for Connecting Kids to Meals, an organization thatprovides free, healthy meals to children in low-income and underserved areas throughout
the Toledo, Ohio, U.S., area. Since beginning operations in 2002, Connecting Kids to Meals
has served over six million meals to children in need.

Our support for this organization, which provides meals for people in need (primarily
unhoused people and refugees), has been a mainstay of our charitable giving in
Chambéry, France, serving meals there since 2017.

Islamic Food Bank of Toledo
Part of the Islamic Center of Greater Toledo, the Islamic Food Bank of Toledo and its Mobile
Food Bank initiative engage in a range of food distribution programs throughout Toledo andnorthwest Ohio. These include food baskets containing a week’s worth of food for a familyof four, weekender food bags for at-risk elementary school students, and a Ramadan meal
program. Several Owens Corning employee groups volunteered their time to pack food bagsfor the organization throughout 2023.

Clean Water & Sanitation in India
Access to clean water and sanitation is one of our primary community outreach priorities,
in alignment with the U.N. SDGs. One area of focus is in India, where our support efforts arelinked to the study conducted by United Way of Mumbai to assess the most urgent needs inthe villages near our plants. The report pointed specifically to health, education, and accessto safe drinking water. To help address this need, Owens Corning has set up 26 sanitation
stations benefiting 135 individuals in villages near our plants, and clean water systems
benefiting 147 individuals attending schools located around our plants. For girls reaching
puberty, the addition of bathroom facilities goes beyond basic sanitation needs — it makes
it possible for them to remain in school. By continuing their education, they have greater
opportunities for independence and success as adults.

Employees volunteer at the Islamic Food Bank in Toledo, Ohio, U.S.
Left: The Residential Insulation Finance Team after packing weekend food bags at the Islamic Food Bank.
Above: Owens Corning employees and members of the Executive Committee.

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 164 

Educational Opportunities
Providing access to opportunities for advancement can leadto greater opportunities for people everywhere — especiallythose from underserved populations. We are proud tosupport schools and organizations that deliver educationand career training that help people grow and succeed.
Jill of All Trades
Encouraging women to consider the skilled trades offers
great benefits, both for young women looking for rewarding
career options and for the industry as a whole, where there
remains a great need for workers. Currently, women makeup only about 5% of the Canadian skilled trades workforce,
representing a significant opportunity for growth.
To address this opportunity, Conestoga College inKitchener, Ontario, Canada, has established the Jill of All
Trades program, providing hands-on experience for young
women in grades 9 to 12 through a variety of skilled trades
workshops. Owens Corning has made yearly commitments
to serve as lead supporter for the program.
Through our support, Jill of All Trades has been able toexpand the program across Canada. This partnership also
provides a cost-effective way to serve as an inclusion anddiversity leader in Canada, enabling us to potentially fillessential positions at Owens Corning and for our customers
in the building materials industry.
National Center for Construction Education and Research
Owens Corning supports National Center for Construction
Education and Research (NCCER), an organization thatprovides construction education for industry, as well as
career and technical education programs. The funding weprovide will go toward a program that brings graduating
students and former military personnel into the trades.
We will gauge the program’s success by determining thenumber of people who complete the program and enter
the trades.

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Vocational Training in India
Owens Corning sponsors vocational training programs in Taloja, India, designed to help women and young people develop
knowledge and skills that can help them support their families while instilling greater self-reliance.
In 2023, five computer labs were set up, helping 1,272 students participate in their computer literacy program. In addition, 518
students benefited from non-formal education. Summer camp and educational visits were organized for 353 students, and115 students were recognized through educational scholarships. Vocational training was also provided to 212 women andyouth, and 58 working-age individuals were placed in jobs at the completion of their training.
BGSU School of the Built Environment
The Owens Corning Foundation has made a $1 million gift, disbursed over five years beginning in 2020, to provide
underrepresented students with need-based scholarships in the School of the Built Environment within the College ofTechnology, Architecture, and Applied Engineering at Bowling Green State University (BGSU) in Ohio, U.S. The gift creates theOwens Corning Scholars Program for students majoring in architecture, construction management, or other building science
disciplines. To date, 12 students from underserved communities have enrolled in the program.
Posse 33IBAIS School for the Hearing Impaired

Following a community needs assessment in Chambéry,
France, Owens Corning partnered with Posse 33, anorganization focused on fostering inclusive urban cultures.
We recognized it as the most promising emerging youth
association in the city and have provided funding
since 2021.

Since 2017, the Owens Corning Foundation and our plantin Tlaxcala, Mexico, have provided financial and volunteer
support for the IBAIS School for the Hearing Impaired,located near the plant. They have partnered with the
Mexican Red Cross to fund the construction of the school,
as well as donating equipment and supplies. Several
Owens Corning employees have volunteered their time toparticipate in these initiatives.

Posse 33 began as a rap school for marginalized children,
based upon the belief that street culture could become apoint of contact with youth, which would then build a safe
space for the expression and mentorship of underprivilegedchildren. The organization’s success led to the expansion
and consolidation of its programs for older age groups(15 to 25 years) aimed at the promotion of their inclusionand growth.
Funding from the Owens Corning Foundation has enabled
the expansion of the organization’s reach into the Chatagnier
region. As a result, Posse 33 has developed a youth
empowerment program that aims to empower 800 young
people ages 12 to 25 by providing comprehensive support
mechanisms. These include expression rooms, educational
and professional development, and opportunities forcommunity engagement.

APPENDICES

Home-School Perpetuo Socorro
For several years, the Owens Corning Foundation has
supported the Home-School Perpetuo Socorro in Mexico
City, Mexico, which provides housing and education foryoung girls taken from homes affected by domestic
violence. The Owens Corning Foundation continued toprovide financial support to the school in 2023, funding
doctors, psychologists, teachers, drivers, and basic needs
such as food. In addition, Owens Corning employees
host a range of events throughout the year that benefit
this school.

PEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 165 Commitment to Racial Equity
Owens Corning has made the advancement of inclusion and diversity one of our primary sustainability aspirations, and our commitment extends beyond our work environment to include thecommunities where we serve. Through these partnerships, we are doing even more to live our core values.
Local Initiatives Support Corporation Toledo

DEAI ALLiance of Northwest Ohio

In Toledo, families of color are half as likely as whitefamilies to own their own home. In an effort to close the
racial gap and expand homeownership opportunities, theOwens Corning Foundation began a $1 million, multi-year
commitment to Local Initiatives Support Corporation(LISC) Toledo, a community development financial
institution in 2020.

Owens Corning is one of many Toledo organizations sponsoring the Diversity Equity Access Inclusion ALLiance of Northwest
Ohio. The group formed in May 2022 with the goal to make Toledo a more inclusive place to work. The alliance is made up of
local diversity, equity, and inclusion professionals who represent public and private organizations. DEAI brings together local
executives with DEI (diversion, equity, and inclusion) and human resources professionals to network, share best practices, anddiscover ways to overcome barriers that increase access to diverse pools of talent.
In March 2023, Owens Corning CEO Brian Chambers was one of the panelists at the Diversity Equity Access Inclusion Summit
and Professional Panel. He participated in a discussion on the importance of prioritizing the journey toward inclusion.

This commitment also supports Core City Rehabilitation
projects, in which LISC collaborates with neighborhood
partners to identify, acquire, and renovate homes
throughout the downtown Toledo area. The homes arethen sold to owner-occupants, which helps increase
property values and stability in these communities.
Among the homeowners who benefit from this project,
70% are people of color, 57% have a woman as the headof the household, and the average income is $41,000.
In addition, our commitment will fund efforts to growthe capacity of small contracting businesses owned by
women and members of other underrepresented
groups, as well as invest in civic and community
engagement projects.
Toledo Excel
Toledo Excel is a scholarship incentive program that helps
underrepresented Toledo Public Schools (TPS) students
succeed in college. The program connects students withmentors, academic support, and wraparound services
while they attend TPS high schools. Upon completion of
the program, students receive four-year scholarships to
the University of Toledo.
Through a multi-year commitment beginning in 2021, theOwens Corning Foundation has provided approximately$300,000 in scholarships for TPS students who
participated in the program. To date, 31 Toledo Public
School students have entered the program.

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The Toledo Zoo & Aquarium
Project PRAIRIE extends the Toledo Zoo & Aquarium Wild
Toledo prairie initiative into local classrooms by utilizing
the flower installations as living labs. It is an inquiry-based
education program that trains students and their teachers
to use native prairie habitats for citizen science projects
that contribute to a larger body of global research to make adifference in the natural world.

APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 166 Investments in the Toledo Area
Owens Corning is proudly based in Toledo, Ohio, U.S., and our world headquarters is an iconic part of the downtown region. We are pleased to partner with many of the institutions that make
Toledo a great city to live and work in.

The Toledo Zoo

Glass City Metropark and Riverwalk

Toledo Museum of Art

Through a $500,000 donation disbursed over five years,
the Owens Corning Foundation is supporting the Toledo
Zoo as it provides underserved students, families, andneighborhoods with a unique learning experience about theimportance of protecting nature and wildlife.

The Owens Corning Foundation has made a $1 million
commitment in support of the completion of the GlassCity Metropark and Riverwalk. This new amenity, runningalong the banks of the Maumee River in downtown Toledo,
provides high-quality greenspace for the entire community.
The Riverwalk links six different neighborhoods across thecity, connecting them in new ways and providing greater
equity, access, and experiences for all Toledo residents.

The Owens Corning Foundation made a three-year, $500,000
commitment to the Toledo Museum of Art in support of their
Art Out of School program. This outreach initiative brings
free artmaking opportunities into Toledo-area communities,
and in 2023 it reached nine partnering sites within a twomile radius of the museum. Our gift specifically supports apartnership between the museum and Lucas Metropolitan
Authority, which provides affordable housing for adults,
seniors, and children in the greater Toledo area.

Project PRAIRIE converts acres of turf grass on school
campuses into native prairie habitats. This provides ways
for students to learn more about conservation and tounderstand the prairie’s environmental impact on the local
ecosystem. Our funding of the Project PRAIRIE initiative
will fund 10 prairies a year. The zoo’s goal is to install 20
prairies a year over the next five years across urban schools
in northwest Ohio and southeast Michigan. This partnershipalso reflects our commitment to protecting biodiversity —learn more beginning on page 303 of this report.

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Phase 1 of Glass City Metropark, including a pavilion andsledding hill, opened in 2020. The new amenities, now open
through Phase 2, include a restaurant, a trail for roller skating
and ice skating, nature-themed children’s play areas, art
installations, and three miles of trails.
The opening celebration took place in June 2023,
with our CEO Brian Chambers speaking on behalf ofOwens Corning and other businesses and community
donors. Owens Corning is recognized on a plaque at theentrance to Beacon Tower Plaza, an area of the park thatfeatures a 50-foot-tall glass structure paying tribute toToledo’s glass industry.

APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 167 

MARTIN LUTHER KING JR.
DAY OF SERVICE
In the U.S., the third Monday in January is Martin Luther King Jr. Day,a federal holiday that represents an ideal opportunity for community
engagement. In 2023, Owens Corning employees once again roseto the occasion, giving their financial support — and their time — toworthwhile organizations in their communities.
This year’s holiday was the most impactful to date for Owens Corning
employees and contractors, who volunteered 3,960 hours of service, a
6% increase in hours since 2022 and a 47% increase since 2021. For
the first time, all U.S. plants participated in the service day, in addition
to people from Toledo and Granville, and remote employees.
 Packing or serving more than 100,000 meals
 Contributing 3,300 items to donation drives
 Building nearly 8,000 hygiene kits
 Donating blood
 Creating caring cards and tie blankets
To encourage even greater plant involvement this year, the company
offered a competition that included awarding recognition dollars to
the plants with the highest participation rates. The plants recognized
this year were Starr, South Carolina; Houston, Texas; and Brentwood,
New Hampshire.

Volunteering on the Martin Luther King Jr. Day of Service.
Top: Irving, Texas, U.S., employees packed small hygiene kits and foster care kits for our
local community.
Bottom left: Summit, Illinois, U.S., employees filled backpacks for area schoolchildren.
Bottom right: Employees in Granville, Ohio, U.S. volunteered along with members of the
Executive Committee.

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2023 VOLUNTEERS OF THE YEAR
The strength of our community initiatives around the world is due in large part to the dedication of our people. We are pleased to recognize those individuals and teams whose generous
spirit inspires us all. We honor select volunteers in three categories: individual employees, retired employees, and employee teams. These are the 2023 honorees.

Employee Volunteer of the Year

Retiree Volunteer of the Year

Claire Jaspar

Dave Gray

Total Rewards Leader, Belgium

Retired from Delmar, New York, U.S.

Seeing televised coverage of hundreds of Ukrainian
refugees arriving in Brussels, Belgium, was a deeply
moving experience for Claire Jaspar. Later that day, as
she was providing food for the people in line there, she
saw a 28-year-old woman traveling with her 65-year-old
mother. It was clear they would not reach the registration
desk before the day ended. They would have to joinothers who were sleeping on the street hoping to be at
the front of the next day’s line.

Dave received a heart transplant in 2016, giving him asecond chance at life and a new mission — to encourageothers to become organ donors and champion the transplantcommunity. Having worked in the Delmar plant’s sourcing
department for over 37 years, Dave now volunteers
more than 20 hours per week for the Westchester Medical
Center and other charities involved with organ donationand transplant.

Acting spontaneously, Claire asked the women to stayat her home for the night. One night became five months as Claire and her partner
continued to support the women while the daughter waited for a work permit and looked
for a job.
Once Anastasia (not her real name to respect her privacy) had the paperwork to findemployment, Claire posted her credentials — which include a master’s degree andfluency in several languages — on her LinkedIn account. Two companies pursued her,but only one offered her a job: Owens Corning.
Soon Anastasia began looking for an apartment for herself and her mother. This was
not an easy task as many landlords were reluctant to serve refugees, not knowing if
they would stay or be able to pay their monthly bills. Many neighbors offered furniture,
clothing, and other items to all the Ukrainian refugees living in the area.
Claire also worked with the Director of Human Resources for Insulation Europe and theOwens Corning Foundation to aid employees who wanted to host refugee families.
Employees hosting refugees in their home for 30 days or more could receive a onetime grant to help pay for necessities such as food and clothing. Claire managed thecommunication of these available funds to Human Resources teams across Europe andencouraged them to share the details with their employees.

In addition to sharing information with patients and theirfamily members, Dave also provides emotional support. He
visits with people, calls them, and provides his contact information so they can reach out
to him with their needs. Dave even arranged for the mother of an organ donor to meet theperson who received her daughter’s heart.
In addition to his individual outreach, Dave started and continues to manage a support
group for heart transplant recipients. Having educated himself about the organ donation
process — and the odds facing those in need of a transplant — he is dedicated to inspiring
people to register as a donor. He works on legislative initiatives and participates in public
service announcements, TV interviews, and promotional videos. He also helps withsignature events such as a donor memorial.
Dave has served as the Donate Life Legacy Walk chairperson since 2019. In 2022, his
efforts to recruit walk teams and secure sponsorships for this New York and Vermont groupresulted in a record fundraising total and number of attendees. In September 2022, Donate
Life New York State presented Dave with its Spirit of Our Mission Award.
Even in his hobbies, Dave is thinking about organ donation. When he built a beehive in 2021,
he decorated it for Donate Life. His photo of the beehive won a Donate Life NYS contest andlater inspired the 2022 Donate Life America theme: Bee a Donor.
Dave has directed his $10,000 to Westchester Medical Center.

Fifteen employees in Belgium, Estonia, France, Germany, Lithuania, Poland, and Sweden
took advantage of the funds. Together they hosted 41 refugees.
Claire has directed her $10,000 to Save Ukraine, an organization that helps parents
retrieve their children who were deported to Russia.
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Volunteer Team of the Year
Building Materials Latin America Team
Mexico City, Mexico
The Building Materials Latin America (BMLA) team’s passion for serving its community is
truly inspiring, with support that goes well beyond financial and material donations. Team
members spent many hours helping orphans, children, cancer patients, and homeless people
through a range of volunteer efforts, including personal visits, community outreach, and ageneral environment of caring.
Their goal was to ensure that people involved in their volunteer efforts were fully present
for their experiences, helping make it meaningful for both participants and the people they
serve. They are encouraged to take the time to meet the population they are benefiting anddemonstrate their commitment to our core values. More than food, clothing, recreation, or
building materials — the team aims to give their time, attention, and support to people who
are too often overlooked.
Among the team’s activities for the year included: A volunteer opportunity at two different facilities over Three Kings Day, sharing food, gifts,
and time with children with terminal illnesses Cancer awareness conferences, attended by about 300 employees and their family
members, promoting early detection in women and children
 Material donations to support Mundo Imayina, which houses more than 6,000 critically ill
children and their families each year A food and basic-need items drive for children and adults who live at or are served by the
Don de Dios Shelter A reforestation campaign in which 50 employees and family members spent eight hours
planting 250 trees in an area near the plant damaged by fire A partnership with Alianza Anticancer Infantil in Monterrey, where 12 employees led
informational courses for children on water painting, chemistry, illustration, and more
 A blood drive, in which 21 volunteers participated to benefit regional hospitals
 Material donations of insulation boards to the Mexican Food Bank, used to build a new
refrigeration chamber in Guadalajara Gift donations and Christmas events for children and teenagers who live at Don Bosco
Foundation, as well as children with cancer at La Alianza Anticancer Infantil
The team will direct its $10,000 donation to Antes de Partir, a group that supports pediatricpatients with terminal illnesses.

Employees in Mexico City, Mexico, engaging in their community.

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OUR PEOPLE
MAKING A DIFFERENCE
Gisela Martinez

Senior Administrative Associate
Since high school, Gisela Martinez has been actively volunteering in her
community. She joined Owens Corning as an intern in 2017, and she brought
her passion for service to her role almost immediately when Mexico City,
Mexico, was struck by an earthquake. Gisela helped lead her co-workers into
action, providing food, clothing, and more. Upon moving into her current role,
she has continued to lead the way in volunteerism, bringing people together tohelp in meaningful ways in Mexico City and beyond.

“If you have a cause
you’re passionate about,keep volunteering, keep
reaching out, because
in the end we want tobenefit the causes that are
deepest in our hearts.

”

Photo courtesy of Gisela Martinez.

On our human approach tocorporate citizenshipOn the ways community engagement fits with sustainability

Owens Corning is always trying to reach as many
people as possible, and that is achievable with all the
fantastic people that volunteer. I personally always try
to help more people every year as an objective. We
care about the people we’re giving back to and how
we are impacting their lives. When the Community
Engagement team came to Mexico City in 2023 topresent the Volunteer of the Year award, they wereable to see how our contributions have helped many
girls in vulnerable situations, or children sufferingterminal cancer, or a 13-year-old who arrived at the
Hummingbird House in an unresponsive state who
now is able to walk, talk in English, and enjoy being a
kid again. That’s why I always suggest taking someextra time to visit the associations you’re benefiting
with your work and donations, so you’ll see firsthandhow you are making the world — and their world — abetter place.
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I believe that there’s no way a company can claim to be sustainable without benefiting the people around themand showing them our value as a neighbor and a socially responsible citizen. That’s why it’s important to include
community engagement and giving back to our community in our approach to sustainability, as this is bringing us
closer to our aspirations as a company.

On engaging employees at the plant level
In Mexico and Latin America, we all do informal volunteering — helping people around us in our community, likerelatives, neighbors, or victims of a natural disaster. But when we ask people in operations to come and volunteer ina formal system, it can be hard for them. We offer more diverse programs so people will have something to engage
with. If they don’t feel close to a certain cause, they always have different options, and they’re welcome to bring new
projects to the table. I always tell them to try it once and if they don’t like it, hopefully there is going to be somethingelse they are interested in. Now, after six years of running this, I have people asking me when they’re going to beable to volunteer again. This year, we’ve been seeing more participation from people in the plant because we’ve beenoffering more activities on weekends. Also, we donate our own insulation materials, and our co-workers love to see
where the material they make is going. When they see the faces of the people who benefit from their hard work, they
get even more engaged.

APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 171 

STRONGER PARTNERSHIPS.
STRONGER COMMUNITIES.
With approximately 18,000 employees in 30 countries
around the world, Owens Corning has seemingly limitless
opportunities to make the world a better place. The
possibilities are even greater as we see the enthusiasm ourpeople demonstrate as they serve our communities throughtheir advocacy, their financial support, and — above all —their volunteerism. It is their passion that has madeOwens Corning a global leader in corporate citizenship.
New opportunities for community engagement continue topresent themselves in Latin America, Europe, and Asia, andwe are inspired by the determination of our people to help
however they can. We take pride in the fact that, thanks totheir dedication, our reach continues to expand across all theregions where we operate. As we see our ability to improve
the lives of people everywhere increase, we know we areacting in ways that are in keeping with a key element of ourvalues, and we are truly global in scope and human in scale.

Photo submitted by:
Top: Lina Macaite | Vilnius, Lithuania
Owens Corning Paroc employees in Vilnius, Lithuania, participating in a forest
replanting initiative.
Bottom: Megan Moore | Ontario, Canada
The Owens Corning float at the Columbus Pride Parade.

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APPENDICESPEOPLE | COMMUNITY ENGAGEMENT: 2023 IN REVIEW 172 

SAFEGUARDINGHUMAN RIGHTSAs Owens Corning employees interact
with people all over the world, we
recognize the importance of treating
people everywhere — including our
employees and members of ourcommunities — with dignity andrespect. Therefore, we are committed
to protecting the rights of people where
we operate.
We also continue to reinforce ourapproach to human rights, both among
our employees and across our value
chain. This is tied to our goals for
upholding our ethical standards within
our organization and maintaining
a responsible supply chain. Moreinformation about our progress toward
these goals can be found in theirrespective chapters. Ultimately, they
are all essential to improving people’squality of life and demonstrating ourcommitment to caring — one of ourcore values.

INTRODUCTIONPEOPLEPURPOSEPLANET

Sustainability Materiality Definition
Owens Corning has the privilege of working with people
all over the world. We believe that this privilege comeswith the responsibility to treat all people with dignity andrespect and to protect their fundamental rights. We arecommitted to being a leader in setting and upholding thehighest standards for safeguarding human rights.
Relevant United Nations Sustainable Development Goals

Besana, Italy, employees Paul Ouedraogo, Alessandro Perrone, Marianna
Scalabrì, Melissa Zabarain, and Federico Colombo.

APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS 173 

HUMAN RIGHTSGOVERNANCE
Our approach to human rights is intentionally broad and inclusive and helps us
codify the expectations we have for all our full-time employees, part-time employees,
and temporary staff; the entities we own; and the entities in which we hold amajority interest.
Policies and Governing Documents
We have built our approach to protecting human rights on the following globally
recognized documents:
 The Ten Principles of the United Nations Global Compact
 The United Nations Universal Declaration of Human Rights
 The United Nations Guiding Principles on Business and Human Rights
 The International Labour Organization (ILO) Declaration on Fundamental Principles
and Rights at Work
These documents have informed the Owens Corning Code of Conduct, including
the human rights policies referenced therein, designed to ensure we uphold ethicalstandards. Our ethics policies are described in detail beginning on page 67. Our
Human Rights Policy commitments were approved by our General Counsel and ourChief Sustainability Officer.
We also work with our value chain — suppliers, customers, and other business
partners — to uphold our human rights principles. We expect them to adopt similar
policies and extend the same protections to their stakeholders. Our Code of Conduct
and Supplier Code of Conduct provide them with the guidance necessary to prioritize
human rights protections in their own operations.
Organizational Structure and Responsibilities
Owens Corning’s Senior Vice President and Chief Sustainability Officer (CSO)
and Executive Vice President, General Counsel are responsible for the detailed
implementation processes related to human rights management including risk
assessments, audits, and training. The CSO reports directly to the CEO and is
responsible for our compliance with legal and company requirements related toenvironmental, safety, health, and sustainability.
Freematter Killebrew, Shingle Machine Operator at our plant in Memphis, Tennessee, U.S.

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APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS 174 

OUR APPROACH TO HUMAN RIGHTS DUE DILIGENCE
Owens Corning undertakes ongoing due diligence inalignment with the U.N. Guiding Principles on Businessand Human Rights and the Organisation for Economic
Cooperation and Development (OECD) Guidelines forMultinational Enterprises to identify, prevent, mitigate, andaccount for actual or potential adverse impacts on humanrights and decent working conditions and provide for orcooperate in remediation where required.
Equal Opportunity and Non-discrimination
As discussed in the Inclusion & Diversity chapter ofthis report, Owens Corning is committed to creatinga corporate culture in which all employees are equallyable to grow and succeed based on their performance,
and that our people’s diverse perspectives are valued
and appreciated. Therefore, we do not discriminate inemployment and advancement opportunities, and we
do not tolerate acts of discrimination. It is our policy toensure that employment decisions are based on merit,
qualifications, and abilities, without regard to race, color,religion, national origin, age, disability, veteran or military
status, pregnancy status, gender, gender identity, sexual
orientation, genetic information, or any other characteristic
protected by applicable law.
Child Labor/Forced Labor
We do not employ child labor in our operations. We define
child labor as work or service extracted from anyone
under the age of 16 or the age for completing compulsory
education in that country, whichever is higher. We also will
not knowingly engage with a supplier or distributor or enter
into a joint venture with an organization that uses childlabor, directly or indirectly.
Similarly, we do not use forced, slave, convict, or bonded
labor in our operations, and we will not work with asupplier or distributor or undertake a joint venture with anorganization that employs forced labor or people trafficked
into employment.
Forced labor refers to any work or service not voluntarily
performed or extracted from an individual under the

INTRODUCTIONPEOPLEPURPOSEPLANET

menace of penalty or subject to unduly burdensome
conditions. These include, but are not limited to, thesurrender of government-issued identification, passports,
or work permits, or any other limitations inhibiting theemployee’s free will with respect to work. Our definitionsof slave labor and bonded labor reflect the United Nations
Human Rights Office’s Supplementary Convention on
the Abolition of Slavery, the Slave Trade, and Institutions
Similar to Slavery under Articles 1 and 7. Convict laborrefers to any labor performed by a legally convictedperson on or outside prison grounds. Where applicable,migrant workers will have the same entitlements as
local employees.
Owens Corning supports the participation in legitimate
workplace apprenticeship programs, as long as
participants are 16 or older (per our internal Human Rights
Policy) and the programs comply with all applicable laws
and are consistent with Articles 6 and 7 of the International
Labour Organization (ILO) Minimum Age Convention No.
138 on vocational or technical education and light work.
Issues regarding forced or child labor raised through theBusiness Code of Conduct helpline are reviewed by ourInternal Audit and Legal Compliance teams.
As a company, we are committed to ensuring all ouroperations and suppliers adhere to our policies globally.
For any known violations, Owens Corning builds anappropriate corrective action plan indicating theowner for mitigation item, as well as expected timelines
for resolution.
Indigenous Peoples’/Traditional/Land Rights
We subscribe to the principles of ILO Convention No. 169
on Indigenous and Tribal Peoples wherever our operations
may impact the human rights of Indigenous Peoples.
When considering new acquisitions, we seek to confirm acompany’s compliance with this convention as part of ourdue diligence. Looking ahead, we are exploring ways
we can enhance our Human Rights Policy and Supplier
Code of Conduct to further codify our approach toprotecting the rights of Indigenous Peoples in the areas
where we operate.

APPENDICES

Risk Assessment
Owens Corning utilizes several mechanisms to assess
potential and actual impacts on the environment andsociety including audits, risk assessments, surveys,
and impact assessments. In addition, we seek tomitigate risk within our facilities through our rigorous
security standards.
Facility Security
Our approach to facility security goes beyond protecting
property to a focus on people. By prioritizing a safe
workplace for our people, we can create an environment
where they can do their best work.
We have operationalized our focus by implementing robust
security standards for all our facilities. These standards
provide a common statement of work for all security
providers, as well as required training programs thatemphasize human rights, such as training on appropriate
behavior and the use of force.
Owens Corning also has guidelines to help people leadersrecognize and respond to potential workplace violence
situations and behaviors of concern. Workplace violence
training is available in 17 languages and disseminated tosites around the world. We have also established a set ofhuman rights standards for sites where we employ thirdparty security services. All North American contract
security providers are required to receive human rights
training, including training in the appropriate use of force.
We also expect guard services to observe and report —never to place themselves in harm’s way or jeopardize thesafety of others.

PEOPLE | SAFEGUARDING HUMAN RIGHTS 175 

STAKEHOLDERENGAGEMENT
Owens Corning interacts with a wide range of stakeholders on a regular basis including investors, customers, suppliers, community members, trade associations, and NGOs, to name afew. Through these engagements, we seek to communicate accurately and transparently, understand concerns, and work together for solutions. To better understand our stakeholders’expectations and priorities, we actively engage and consult with individuals, groups, and organizations that are impacted by our business operations.
We invite stakeholders to communicate with us on any economic, environmental, or social topics related to our business. Owens Corning leverages a variety of channels to receive feedback
from stakeholders including several options available on our website to submit questions or concerns related to company products and activities. Stakeholders can submit their concerns ofpotential misconduct (anonymously, if desired) to our Business Conduct Council through a confidential helpline (1-800-461-9330) or web portal, which are operated by a third-party
service provider.

Within Our Operations

Across Our Value Chain

Creating an environment that respects human rights begins with the individuals at our sitesaround the world. The tools we have in place ensure that our people carry our dedication
forward into all their business dealings.

To achieve our aspirations for safeguarding human rights, Owens Corning recognizes theimportance of collaboration with all the companies with which we do business. We focus on
enforcing the principles set forth in our human rights policies and managing the known risks
that may exist among our suppliers.

Training Employees on Human Rights
Our Code of Conduct and Business Conduct Policies are extensions of our corporate values,
and we require 100% compliance. These documents are provided to all employees, andthey are available in 16 languages on our company intranet. When a new plant is acquired,the Integration team distributes the documents to the staff, even before they have accessto Owens Corning online systems. The Code of Conduct may be distributed via email orthrough an existing intranet site, or physical copies may be disseminated. We also expect ourfacilities to display materials that highlight our human rights policies.
To help ensure that our people have a full understanding of our policies, 100% of our staff
employees receive training on the Code of Conduct at the time of their hiring, and thisdocument refers employees to the Human Rights Policy. They also receive training on
anti-corruption and anti-bribery policies, and they are required to certify their compliancewith the Code of Conduct annually, at which time they are given an opportunity to disclose
non-conformance.

Upholding High Standards for Suppliers
Owens Corning seeks to partner with businesses that share our commitment to humanrights. We expect our suppliers, customers, and other businesses around the world to upholdthe principles in our Human Rights Policy. We also expect them to adopt similar policies intheir business practices and within their own relationships with subcontractors and others.
Our Supplier Code of Conduct holds all entities that directly provide goods or services to
Owens Corning accountable to applicable laws and principles of ethical business. The
Supplier Code of Conduct is explicitly consistent with our Human Rights Policy and includes,for example, expectations related to human trafficking and the sourcing of conflict minerals.
Our Sourcing and Supply Chain Leaders are responsible for managing human rights issues
among our suppliers. They use our Supplier Code of Conduct as a reference to selectsuppliers, measure their performance, conduct training, and assess risks.

Personnel in key groups and teams such as Sales, Environmental, Safety, and Security are
given heightened attention for training and compliance. In addition, managers are expected
to lead by example and ensure that these policies are incorporated into employees’ dailyinteractions with colleagues, customers, suppliers, and the public.
Human Rights and Acquisitions
Our Human Rights Policy has become part of our due diligence for potential acquisitions,which are a key element of our growth strategy. This process involves reviewing labor andhuman rights policies and practices and assessing risks, including evaluating any potential
impacts on vulnerable populations such as tribal lands and Indigenous People.

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APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS 176 

Managing Areas of Concern
We monitor our suppliers for environmental and human rights conduct, especially in the following areas of potential concern: Sand Mining. Owens Corning requires the use of sand in our manufacturing operations;as such, we have a vested interest in ensuring a sustainable, responsible supply chain
for this essential material. We continue to monitor our sand mining suppliers forenvironmental and human rights conduct, as this industry has been identified as a risk
due to increased sand consumption around the world. Glass production requires a highgrade of sand, which generally comes from mines and quarries rather than riverbeds orshorelines. We are confident in the integrity and continuity of our sand supply base. In
addition, our commitment to glass recycling can help reduce our reliance on sand in the
production of fiberglass insulation.

 Conflict Minerals. Owens Corning does not tolerate the use of raw materials that directly
or indirectly contribute to armed conflict or human rights abuses in any of our products.
We follow the U.S. Securities and Exchange Commission guidelines in disclosing any useof conflict minerals and in conducting reasonable country-of-origin inquiries as requiredby those guidelines. We also follow the Organisation for Economic Co-Operation andDevelopment Due Diligence Guidance for Responsible Supply Chains of Minerals from
Conflict-Affected and High-Risk Areas.
In addition, suppliers are expected to have a policy in place to address the responsible
procurement of minerals. They are also expected to train appropriate personnel on
this policy, implement a risk assessment (supply chain mapping) of all conflict mineralsources, and develop an appropriate risk mitigation strategy for suppliers identified as“high-risk” in the supply chain mapping exercise.
Owens Corning encourages suppliers to verify the due diligence practices of their
suppliers regarding conflict minerals. They are also urged to join or build partnerships
with industry organizations that implement due diligence in the mineral supply chain.

Photo above:
Safety training for employees at our plant in Hangzhou, China.

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APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS 177 FPO

SAFEGUARDING HUMAN RIGHTS

2023 IN
REVIEW

As a company that strives to be
global in scope and human in scale,
we recognize that our activities havethe potential to impact people’s lives
in very real ways. That’s why wework to ensure that our people truly
understand our approach to humanrights, and that our policies andtraining will be used to treat everyone
across our value chain with dignity
and respect.

Human Rights Assessments
Our environmental, health, and safety (EHS) audit processes
include on-site assessments, in which our team proactively
evaluates facilities for a range of risks, including human rights
elements. In our last EHS audits, conducted in 2023, we performed
human rights assessments on five sites, examining documented
evidence and observing operations where needed. These humanrights assessments included U.S. sites representing two of thethree Owens Corning business units. All the sites assessed hadsome type of mitigation plan to address health and safety.
High-risk findings are tracked to completion in a corporate findings
repository. All risk findings are required to be closed. There were
zero issues identified through EHS human rights audits in 2023.
In addition to their standard audit process, our Internal Audit teamalso conducts visual inspections covering forced labor, child labor,
unsafe working conditions, and other human rights issues intheir on-site assessments. This helps ensure that our workplacesreflect the highest human rights standards, as well as bestpractices for health and safety for our employees, contractors,
and visitors. In 2023, the Internal Audit team conducted 18
internal audits that included a review of human rights risk.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Between our EHS
human rights assessments
and internal audits,
Owens Corning evaluated
21 of our sites for humanrights risks in 2023.

Photo above:
Mylinda Peraza from our Roofing plant in Memphis, Tennessee, U.S.

PEOPLE | SAFEGUARDING HUMAN RIGHTS: 2023 IN REVIEW 178 

ENVIRONMENTAL COMMUNITY ENGAGEMENT
Owens Corning seeks to build a more sustainable future, which means increasing the positive aspects
our operations have while reducing potential negative effects. Therefore, we are committed to the ideathat communities are able to make informed decisions about environmental impacts and take theactions needed to enjoy safety and health in the areas in which they live.
People in disadvantaged communities often face greater levels of pollution due to the cumulative
impact of several factors, such as industrial pollution combined with exhaust from heavily trafficked
highways. The resulting environmental concerns can disproportionately exacerbate negative healthimpacts on nearby populations.
In recent years, our commitment to listening to our communities has been an increasingly central partof our overall sustainability journey. We have created an Environmental Justice Steering Committee toevaluate best practices and determine how we can fully integrate these principles into our enterpriseand forward our social responsibility aspirations. With this foundation in place, we have been able
to operationalize these ideas across the U.S. as we work to directly engage with people in the areas
where we serve. We are conducting assessments in several regions where we operate that the U.S.
Environmental Protection Agency has defined as having a higher potential for environmental harms.
These pilot assessments are aimed at improving our holistic understanding of relevant community
concerns and engagement opportunities, and they will serve as a template to measure risk as we
expand our work into other communities throughout the U.S.
In 2023, we brought this approach of direct engagement on environmental issues to communities in
the U.S., with public meetings in Minneapolis, Minnesota, and Kearny, New Jersey. For example, aspart of our permit renewal in Kearny, we met with local officials and held an open meeting for local
residents to share the progress we have made to improve our impacts on air quality in the region.
This includes longstanding pollution controls such as vapor collection equipment, dust collection
equipment inside the building, metered gas usage to help reduce our energy use and carbon footprint,
and more. In addition, we spotlighted our recent voluntary installation of a regenerative thermaloxidizer (RTO), which is discussed on page 300.
Owens Corning recognizes the responsibility we have to the people who work for us, as well as theirfamilies, friends, and everyone in the community, and we strive to maintain a cooperative relationshipwith people in the areas where we operate. By introducing environmental community engagement
into our operations, we can do even more to bring fairness and integrity to our interactions with thecommunities on which we depend for our continued success.

Child Labor/Forced Labor
In 2023, we identified at one of our locations in France, one individual
under the age of 16 being employed through a vocational program.
This employment relationship was in compliance with local law
and International Labour Organization principles, however, it wasinconsistent with our more restrictive Human Rights Policy.
After learning of the issue, Owens Corning took several remedialactions. Our Human Rights Policy was updated in October 2023 toeliminate any ambiguity that, without exception, no person under theage of 16 may be employed by Owens Corning. We increased thefrequency of compliance reviews for all employees under 18 years ofage. Our Chief Human Resources Officer re-emphasized adherence
to our global Human Rights Policy. Additionally other actions weretaken including requiring refresher education and training of our
Human Resource employees, and implementing a systems solutionthat provides stringent and proactive checks within our Human
Resources system.
To further reinforce the importance of human rights among our people,
Owens Corning initiated a training program on forced labor, child labor,
and modern slavery. This training was administered to all 117 Sourcing
department employees in 2023.
A review of our annual supplier survey did not reveal any instances offorced or compulsory labor that were identified or reported in 2023.
Security
Globally, 100% of security personnel receive training on specific security
issues. In 2023, our Global Security team conducted a review of all
workplace violence prevention and reaction standards and training. The
results of the review will enable to us to revamp our training modules
and provide our employees with the most up-to-date benchmark
information on this critical topic.

Our 2030 goals for safeguarding humanrights are covered in detail in the Responsible
Supply Chain chapter of this report.

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APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS: 2023 IN REVIEW 179 PERFORMING DUE DILIGENCE IN THE MINING SECTOR

Human Rights Training
In North America, 100% of security personnel, including
those employed by third-party companies, had received
formal human rights training as of December 31, 2023.

Owens Corning relies on the mining of raw materials to manufacture our products. Since mining has a highexposure to human rights risks related to labor, social, environmental, and health and safety topics, we
conducted an in-depth assessment on mining companies providing minerals to Owens Corning in 2023.

In 2023, 8,610 employees, which make up about 48%
of our employees worldwide, collectively received 4,733
hours of human rights training.

Owens Corning received materials from 128 mines in 20 different countries, operated by 89 different
mining companies. Using the S&P Global Risk Atlas, we identified 10 “high-risk” countries according to theirenvironmental, social, and governance risk methodology to narrow our focus. Within the 10 “high-risk” countries,
there were 27 mines operated by 23 companies. Using this group of companies and mines, we reviewed our2022 Supplier Sustainability Survey results, conducted a media scan with human rights keywords, and reviewed
publicly available data using the Datamaran software to narrow down our assessment to engage with 19
mines operated by 15 companies. Based on these results, we prioritized a first phase of engagements with fivecompanies in 2023 to understand more about their sustainability performance and human rights management
practices. Of the five companies prioritized for engagement, some key observations from the assessment were:

We conduct annual human rights assessments via asurvey for our key suppliers, which made up 84% of oursourcing-managed spend in 2023. Since the launch ofour 2023 supplier survey, 159 suppliers were assessed
for their impacts on society and labor practices. Noneof these suppliers were found to have potential or actual
significant negative impacts on society, human rights,
labor practices, or the environment.

 Each of the five companies were flagged as not disclosing information regarding their efforts to eradicate
slavery and human trafficking.

Sand Mining in 2023

 Two of the five companies reported they did not have explicit policies to prevent forced labor.

In 2023, our sand consumption was approximately 703,000
metric tons, with 72% coming from North America.

 Two of the five companies reported to have no formal responsible recruitment initiatives.
Through the assessment and subsequent engagements with the high priority suppliers, we were able to validate
management practices, review documentation, and discuss opportunities for improvement. Based on additional
information provided from the high priority companies, Owens Corning was able to validate that the risks
identified were sufficiently mitigated. This assessment and subsequent engagements will continue to informfurther due diligence activities in 2024, including a review of the other mining companies not prioritized in 2023.

Additional 2023 Human Rights Activities Our Business Conduct Council reviewed andinvestigated 10 reported equal opportunity concerns.
Actions for correction and improvements were taken
as applicable.
 There have been no issues for Owens Corning
involving the rights of Indigenous People in 2023.

Photo submitted by:
Sue Seifert | Tennessee, U.S.
“Rock window” overlooking St. George, Utah, U.S.

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APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS: 2023 IN REVIEW 180 A STRONG COMMITMENT TO
HUMAN RIGHTS INTO THE FUTURE
As a global company, Owens Corning works to understand thefull extent of our impact — and the responsibility we have to thepeople in and around our areas of operation. We are working tofulfill that responsibility through concrete action — maintaining
a stringent set of policies relating to human rights, embracing
the idea of environmental justice, and seeking to influencecompanies across our value chain.
Recently, Owens Corning has been in the process of reinforcing
our commitment to human rights through a concerted effort
across our enterprise. This includes a refreshing of our policies
that align with our approach to upholding our ethical standards
and maintaining a responsible supply chain. We aspire to bea responsible corporate citizen that respects human rights
through all our business interactions.

Photo submitted by:Andrew Thornburg | Joplin, Missouri, U.S.
Andrew’s son explores a cave near Buffalo National River, Arkansas, U.S.

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APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS: 2023 IN REVIEW 181 

OUR PEOPLE
MAKING A DIFFERENCE
Clarise Ashworth

Director, Product Stewardship and Compliance
A career as an environmental lawyer has been a way for Clarise Ashworth tocombine two things she cares about deeply: the environment and the wellbeing of people. Her work has brought her to Owens Corning, where she hashelped oversee product stewardship and compliance since 2021. Clarise isalso actively involved in our work to ensure that the people with whom weinteract are treated with dignity and respect, and she shares her perspectiveon why that’s important for Owens Corning.

“

As we grow as a company,
so does our ability andobligation to do more.
As such, we are currently
working on reviewing
and revising our Human
Rights Policy to ensurethat we continue to bea thoughtful, proactive
leader in this space.

”

Photo courtesy of Clarise Ashworth.

On the collaboration required in our efforts
to safeguard human rights
The Product Stewardship and Compliance teams
directly support Owens Corning’s 2030 sustainability
goals and its commitment to human rights. The
Compliance team is accountable for our human rights
Policy and our Business Code of Conduct. We actively
partner with Human Resources, Sourcing, and ourbusiness partners to ensure that all people engaged inour day-to-day operations are treated with dignity andrespect and their basic human rights are protected. Our
global Product Stewardship function, which ensures thatour products are safe to make and use and perform as
expected, also plays a role by ensuring that our input
materials are conflict-free and responsibly sourced.

INTRODUCTIONPEOPLEPURPOSEPLANET

On staying true to our core values
Our very purpose is that “Our people and our products make the world a better place.” How could we ever achieve thispurpose if the people involved in making our products are not treated with the utmost dignity and respect? For me, I
would say that working to ensure all peoples’ basic human rights is more than a part of our approach to sustainability;
it’s simply the right thing to do. It is fundamentally who we are, as a company. In my opinion, we cannot make theworld a better place unless we are relentlessly focused on making people’s lives better. We must recognize that many
people’s day-to-day existence can differ significantly from ours, acknowledge that we all have a part to play in making
the world a better place for everyone, and actively work to ensure that dignity and respect are freely given and safety isfundamental. If we can do that, the rest takes care of itself.

On what sets Owens Corning apart as a company in this area
Owens Corning has heart. That’s not something that you can write into your Articles of Incorporation or a business plan.
It comes from the people who show up every day and dedicate themselves to the work at hand. As individuals, we are
all unique. We look different. We think different. We act different. But together, we form the collective conscience of thecompany. What I see when I look around is generosity, pure heart, and a genuine respect for each other. That’s whatsets us apart.

APPENDICESPEOPLE | SAFEGUARDING HUMAN RIGHTS: 2023 IN REVIEW 182 

PURPOSE

Responsible Supply Chain

184

Product Stewardship

203

Product Innovation

208

Product Transparency

212

Circular Economy

217

Leadership and Advocacy

228

Sustainable Growth233

Driven by our mission,
inspired by our purpose.
As we live our values every day, we are driven to build a sustainable future
through material innovation, and we are inspired to do what we can to makethe world a better place.

RESPONSIBLE
SUPPLY CHAINAt Owens Corning, our responsible
supply chain strategy is global inscope and human in scale. We’rehelping to shape a global supply
chain centered on shared value by
protecting the environment, caring forpeople, and empowering communities,
while enhancing the competitivenessof our business.

Sustainability is increasing in importance among
stakeholders across our value chain, and their expectations
often extend beyond compliance. From reducing carbon
emissions and minimizing waste to ensuring fair labor
practices and ethical sourcing, supply chain sustainability isa key driver for competitiveness, reputation, and long-term
viability. With over 17,000 suppliers providing essential goods
and services required to make our products, we are taking
additional steps to create shared value in our supply chain.
Through our efforts, Owens Corning can create, protect, andgrow long-term environmental, social, and economic value
for all stakeholders involved in our value chain.

Sustainability Materiality Definition
We strive to hold our suppliers to the same highstandards we hold ourselves. We see our suppliers as
key contributors to our overall sustainability vision, andwe seek to ensure all our suppliers fully comply with allapplicable legislation, regulations, and legal requirements
on human rights, labor, the environment, anticorruption,and trade and customs.
Relevant United Nations Sustainable Development Goals

Photo submitted by:Phil Casey | Ontario, Canada
View of Lake Geneva (Lac Léman), Lausanne, Switzerland.

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APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN 184 

2030 GOALSFOR RESPONSIBLE SUPPLY CHAIN

The Supplier Code of Conduct
Our Supplier Code of Conduct outlines the expectations we have set for suppliers and contributes to ourcommitment to the OECD Guidelines for Multinational Enterprises, the Core Conventions of the International
Labor Organization (ILO), as well as the United Nations Global Compact, Sustainable Development Goals, andGuiding Principles for Business and Human Rights.

By 2030, 100% of our suppliers will meet our Supplier Codeof Conduct requirements, with special attention to humanrights issues such as safety and forced labor.+

The Supplier Code of Conduct states that suppliers are expected to meet our requirements related to thefollowing topics:

We calculate our progress toward this goal through a suppliersustainability survey, administered to a sampling of our
suppliers around the world.

 Raw materials procurement and conflict materials
 Employment standards

100% of our Global Sourcing team will be trained andrecertified annually on sustainability.+ Grievance mechanisms

We have implemented a standardized training process for all
global sourcing positions, which is used to facilitate all global
sourcing strategies. Our intranet site also provides Global
Sourcing team with the latest information on shared
suppliers, such as evaluations, sustainability surveys,
segmentation, and risk mitigation plans. Housing all
informational materials in one location helps category
leaders more easily complete supplier performance reports,
supplier segmentation, and more.

 Conflicts of interest, gifts, and entertainment
 Anti-corruption
 Antitrust and competition laws
 Trade and import restrictions
 Subcontracting
 Communication
 Monitoring and compliance
Detailed discussions about each of these topics can be found in the Supplier Code of Conduct.
We have a number of ways to determine a supplier’s compliance with the Supplier Code of Conduct. It isprovided to all new suppliers during the onboarding process, and it is included in all base contracts. The
Code is also included in the supplier assessments provided to segmented critical suppliers and in the annual
supplier sustainability survey.
The Code aligns with our Human Rights Policy and includes, for example, expectations related to modern
slavery and the sourcing of conflict materials. More information about this policy can be found in the
Safeguarding Human Rights chapter.
In all the areas outlined above, Owens Corning expects suppliers to adhere to the standard with the highest
expectations — whether that is national or local legislation, international norms explicitly referenced in theCode, or Owens Corning-specific policies and documents.

The social data in this chapter marked with a + sign were independently
assured to a moderate level by SCS Global Services. For more information on
the assurance process see About the Report, and for our verification statement
please see Appendix I.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN 185 

SUPPLIER SELECTION
To achieve our goals for a responsible supply chain, we must work closely with all our
suppliers, presenting our priorities and detailing the expectations we have for themthroughout our partnership.
As we continue to refine our approach to sustainability, we will create additional educational
materials for our suppliers. Information about these materials will be presented in future
editions of this report.
Local Sourcing
In addition to sustainability risk exposures and the requirements detailed in the Supplier
Code of Conduct, supplier selection depends on many other considerations, including quality
performance, innovation, delivery performance, cost, and financial viability. Supplier locationis also a consideration. Local procurement is an important part of supply chain sustainability
as it reduces carbon emissions associated with transportation, supports the local economies
where we operate, and fosters community engagement, all of which align with the strategicpillars of our responsible supply chain strategy. While we do not have a specific policy in place
for local procurement, we define “local” to be within a 250-mile radius of any of our facilities,
and we track this information for all of our U.S. facilities.
Diverse Supplier Program
Owens Corning’s Diverse Supplier Program creates strong business partnerships, strengthens
economic development in the communities where we serve, and supports the viability ofdiverse businesses across all aspects of our supply chain. As we build relationships withbusinesses owned by minorities, women, veterans, the disabled, service-disabled veterans,
LGBTQ+ people, and people from historically underutilized business zones (HUBZone), we
can help foster an inclusive culture.
We have established a Diverse Sourcing Champion network to expedite diverse sourcing
education and identify diverse spending opportunities. We have also developed internal
tracking and reporting capabilities to measure progress. In addition, we have implemented
useful tools for benchmarking, market research, and execution of inclusive sourcing practices
in all businesses and categories, as well as communication tools for diverse suppliers.

Photo submitted by:Andrew Thornburg | Joplin, Missouri, U.S.
Single weed thistle in a field of golden wheat in Carthage, Missouri, U.S., with rain showers in the distance.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN 186 

ONBOARDING SUPPLIERS
We seek to ensure that suppliers share our commitment to sustainability, and our supplier validation process plays a vital role.
New suppliers of Owens Corning undergo an intensive validation process, which is as follows:

Supplier Validation Process
Suppliers must be assigned a vendor number before they are
entered into our supplier database, and suppliers receive theOwens Corning Supplier Code of Conduct to review and sign
off on. Before a supplier is assigned a vendor record in ourenterprise resource planning (ERP) system, they are screened
for the following criteria:
 The Supplier Code of Conduct

The Code is referenced during the request for proposal, contract creation, on-site supplierengagement, and self-evaluation.
Owens Corning maintains the rights to take actions to ensure that the Code is being followedby suppliers. These actions can include inspections of the supplier’s facilities and worker
accommodations, as well as review of any applicable documentation. Suppliers are expected tokeep accurate records to prove compliance with the Code.
Owens Corning expects suppliers to take corrective actions to remedy any identified non-compliancewithin a time frame jointly agreed upon by the supplier and Owens Corning.

 World Check Cybersecurity

We use the Refinitiv World-Check system, a database established by Thomson Reuters to monitor
suppliers for governmental sanctions and regulatory enforcement actions. We also validate bankaccount information to ensure fraud protection on account change requests.

During the onboarding process, each vendor is screened forany global or governmental sanctions.

Information is collated from an extensive network of reputable sources, including: More than 530 regulatory, law enforcement,
sanction, and watch lists
 Local and international government records
 Country-specific data sources

The supplier is reviewed through internal controls andsecurity to determine whether they will have access to any
Owens Corning databases or technology.
Companies that are considered key suppliers in the
manufacturing of a product — including raw materials, capital,
and facilities — may be subject to a self-assessment, an
on-site survey, or both.
As needed, we also have a process in which we work with ourTreasury team to reach suppliers that are not publicly held.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

 International adverse electronic andphysical media searches English and foreign-language
data sources Relevant industry sources

If yes, the Owens Corning cybersecurity group investigates and must approve the supplier before avendor is created in our ERP system.

The following resources assist us in researching new and current suppliers and assessing risk:
 Dunn & Bradstreet Credit Reports

 Market Research Reports

 Lexis Nexis

 Reference USA

This provides us with a financial risk score, assisting us in our selection process.

PURPOSE | RESPONSIBLE SUPPLY CHAIN 187 Acquisitions and Supply
Chain Sustainability
Acquisitions are part of our strategy for
growth. With acquisitions come new
suppliers of various sizes and geographic
regions. Whenever we consider acquiring
another company, we exercise due diligence
to evaluate supply chain risk. It is importantthat the target company’s current suppliers
are high quality, capable, safe, and able tomeet our standards.
Soon after a transaction is completed, we
engage with each acquired business to set
expectations and implement a consistent
structure for supplier relationships. We
provide extensive training to ensure that theacquired business understands our Supplier
Code of Conduct and how to administer it.
In addition, our Commodity Leaders spend
time getting to know the acquired company’s
key suppliers, explaining the Supplier Code of
Conduct, following up on issues of concern,and, if necessary, identifying alternative
potential suppliers.

SUPPLIERS AND RISK MANAGEMENT
Once a supplier has been onboarded, Owens Corning employs various methods of supplier risk management including our annual
supplier review and segmentation process and during ongoing supplier management activities. Suppliers are assessed against
various risk categories including human, information technology, legal, quality, reputational, and operational risks.

Scoring Suppliers for Sustainability
Our approach to prioritizing suppliers empowers us to emphasize the importance of sustainability throughout our value chain byenabling us to consider sustainability risk exposures. We have developed a sustainability risk scoring framework based on therisk atlas developed by S&P Global Rating. All suppliers receive a rating, and high-risk suppliers are automatically included in thesegmentation process.
In this approach, we assign a sector risk score based on the commodity that the company supplies to Owens Corning. Thisscore encompasses associated environmental and social risk criteria. In addition, a regional risk score, embodying governancecharacteristics, is assigned to a supplier’s country. These scores are then combined to determine an overall sustainability risk score.
For suppliers that provide multiple commodities to Owens Corning, and therefore have multiple sustainability risk scores, we selectthe highest of their risk scores to ensure a more conservative representation of these suppliers.
This scoring can be complemented with a number of additional resources, including media scans, public disclosure reviews, andstudies of risk factors within the product or sector. Through these resources, we are able to gain a more complete picture of risk
associated with the suppliers to determine mechanisms for engagement and management of risk.

Photo submitted by:Emma Barrasso | Toledo, Ohio, U.S.
Rosy maple moth.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN 188 Supplier Segmentation
Owens Corning seeks to develop a complete understanding of every company in our supply chain, including the various ways these companies could affect our operations. Our suppliersegmentation tool enables our Global Sourcing team to assess and classify primary suppliers.
Suppliers included in the segmentation process meet the following requirements:

Supplier risk and impacts scores are based on:

 Constitute ~84% of overall global sourcing managed spend

 Impact Scores reflect the potential for a supplier to affect the company’s bottom line.
We assess a supplier’s management, practices, and their goods and services against
questions regarding providing a competitive advantage for our products and how weserve our customers as well as the level of potential impact a supplier has on our overallbusiness results.

 All single- or sole-source suppliers Have a spend of more than $250,000
The supplier segmentation tool compiles an overall score using the following criteria:
 Five questions related to risk, weighted based on their importance toOwens Corning Six questions related to impact, weighted based on their importance toOwens Corning The supplier’s sustainability risk score
The assessment we have developed reflects our emphasis on risk mitigation, our need toaddress single- and sole-source suppliers, and our emphasis on developing strategies ineach commodity category.

 Risk Scores capture potential for instabilities that may affect our ability to purchasea given product or service. A supplier is assessed based on availability of alternatives,
performance against metrics such as service, quality, and safety, and if a supplier has
signed the Supplier Code of Conduct.
Once scores have been assigned, the suppliers are placed in one of four categories. Using
this classification, we are able to establish action plans that ensure our relationship with eachsupplier is optimized, increase the overall impact on our business, and mitigate our risk.
The classification is also used to identify relationship owners; action items; and supplier,commodity, and/or business strategies.

Photo submitted by:Priyanka Ruparel | Mumbai, India
Pondicherry on the southeast coast of India.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN 189 Characteristics of Different Supplier Segments and Action Plans

Collaborations for Risk Assessment

Collaborative Supplier
Low Risk/High Impact

Critical SupplierHigh Risk/High Impact

Relationship Owner: Commodity Leader, with multiple levels
of involvement — including executive involvement

Relationship Owner: Sourcing/Business Leaders, with multiple
levels of involvement — including executive involvement

These companies are highly significant for Owens Corning, andthey often represent a high percentage of our overall spend
and/or high-volume bulk purchasing. They often offer lowcomplexity items, and Owens Corning has purchasing power inthese transactions. There are often multiple available suppliers
that can be transferred at a reasonable cost.

While critical suppliers present risk or are subject to disruption,
they also represent a high impact on our operations, due tohigh spend, innovative or key product or service offerings,
products, cost savings, a competitive advantage, or a long-term
relationship with Owens Corning.

COLLABORATIVE SUPPLIER ACTION PLAN

CRITICAL SUPPLIER ACTION PLAN

 Ensure contract/supply agreement

 Ensure contract/supply agreement Document and confirm contingency plan Complete risk assessment, then document and confirm
contingency plan with upper management

 Administer annual supplier performance management

 Create communication plan with upper management

 Search for partnership in R&D and retain
long-term relationship Administer biannual supplier performance
management process Search for partnership in R&D and form
long-term relationship

TRANSACTIONAL SUPPLIER ACTION PLAN

BOTTLENECK SUPPLIER ACTION PLAN

 Leverage competition

 Restrict future business until risk is mitigated Outsource Ensure contract

 Automate

 Complete risk assessment, then document andconfirm contingency plan Consolidate spend, reduce vendors, andincrease impact

 Administer biannual supplier performance
management process

IMPACT Leave supplier in “non-critical” category Prepare exit plan/dual source

Transactional Supplier
Low Risk/Low Impact

Bottleneck SupplierHigh Risk/Low Impact

Relationship Owner: Relationship managed by local
sourcing personnel

Relationship Owner: Commodity Leader

Transactional suppliers represent a low impact on ouroperations and/or cash. They offer standard items, andmultiple available suppliers can be transferred at reasonable
cost. Most of these suppliers are financially strong and stable,
without posing significant threat of disruption to supply.

We use various subscriptions and memberships to assistin our risk assessment of suppliers, market conditions,and the competitive landscape while making sourcing
decisions. We have memberships with Procurement
Leaders, Gartner, and Manufacturers Alliance for
Productivity and Innovation, as well as resources related
to chemicals, oil, and more. Each sourcing professional
is trained in gathering category and market intelligence
using a range of tools, including Strengths, Weaknesses,
Opportunities, and Threats (SWOT) analysis; Political,
Economic, Social, and Technological (PEST) analysis; andPorter’s Five Forces Framework.
Reducing Risk from Single-Source Suppliers
While raw materials usually come from more than one
supplier, Owens Corning has some single-source supplier
relationships that provide unique, value-added productand service capabilities. Such companies fall into thecritical supplier category in our supplier segmentation
tool, and they are subject to close monitoring,
engagement, and collaboration with the Sourcing team.
Our Sourcing team assesses single-source suppliers on
an annual basis through the segmentation process, ourcategory strategies, and risk mitigation. In addition, we
work with these companies to address any gaps in theirrisk analysis and contingency plans. We also meet withleaders of single-source companies on an as-neededbasis, either in person or virtually, to review and update all
pertinent information.

Bottleneck suppliers deliver lower levels of profitability andare in the low- or medium-spend category. The products they
supply may also be technically complex and/or may represent
a limited source or a niche market.

RISK

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN

 190 Global Sourcing Category Reviews

Contractor Management

To reduce risk and ensure the integrity of our supply chain, our Sourcing Leadership team conducts Global Sourcing Category
Reviews annually, which help address all facets of our global sourcing strategy. In these reviews, Sourcing Leaders and their teams
provide a comprehensive overview of category performance to leadership and business partners, allowing for visibility, alignment,
and strategic input. They are an opportunity for each category owner to offer perspectives on market dynamics that affect inflationand deflation, risks and concerns, key projects, value creation initiatives, and other relevant topics. This review process includes ourmost collaborative and critical suppliers. The agenda for these reviews may include evaluations of the following:

We include the companies that provide contract
employees among our suppliers. Our contractor
management standard requires that all contract
employees working at Owens Corning sites meetcertain standards before proceeding with any work.
There are currently over 2,200 contractors registeredthrough ISN, our external partner that certifies
contractors for Owens Corning. Each contractor who
performs medium-risk and high-risk work in North
America must submit appropriate documentation
and achieve an acceptable grade by ISN prior to being
awarded any job. Examples of documentation include
a Certificate of Insurance, copies of specific safety
programs, OSHA forms, and questionnaire responses
pertaining to its EHS and sustainability programs.
Owens Corning and individual contractors pay formembership to ISN; the cost to the contractor isbased on the number of the employees. We have also
provided ISN with the Supplier Code of Conduct, which
contractors receive and are asked to sign as they
undergo our review process.

EXECUTIVE SUMMARY &CATEGORY OVERVIEW

SUPPLIER CONNECTIONRISK MITIGATION

Establishing key topics, spend,
dynamics, and vision for category.
This is a four-box categorysummary, which will also be usedin any Contract Review Board(CRB) meetings.

Creating outcome-driven results
through mutual value-added,
innovation-driven, and valuecreation relationships with our
suppliers by sharing data, ideas,
and scorecard metrics. This covers
supplier strategy and will also be
used in any CRB meetings.

Mitigating supply constraints
and risk to deliver materials andservices at the right time, tothe right place, and in the rightquantity.

VALUE CREATION & INNOVATIONSUSTAINABILITY

SUPPLIER DIVERSITY

Strengthening business
partnerships and results through“buy better and spend better.”
Collaborating with our scienceand technology partners and our
suppliers to drive innovation in all
categories. Driving long-term value
through long-range planning.

Partnering with the Sustainability
team to define the roadmap toachieving our target for Scope
3 greenhouse gas emissions
by 2030. Continuing to advance
Owens Corning’s renewable energy
and circular economy goals.

Establishing a robust suppliermanagement framework
to measure supplierperformance on quality,
supply, and innovation, as well
as operationalize and makemeaningful improvement in our
Diverse Supplier Program.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Contract Review Board
In 2022, Owens Corning established a Contract
Review Board that convenes quarterly to review
new and expiring contracts. These meetings offer
an opportunity to discuss contract negotiations andprovide leadership with a better line of sight on ourcontract processes.
The Contract Review Board is primarily focused oncontracts of $5 million per year or more, suppliers
and/or commodities identified as higher risk, andthose requiring an authorization signature of Vice
President or above. The number of contracts varies
from quarter to quarter, as we review new and expiringcontracts to determine which ones should comebefore the Board.

PURPOSE | RESPONSIBLE SUPPLY CHAIN 191 

Corrective Actions
When Owens Corning conducts supplierassessments, engagement activities, or receives
evidence of non-conformance, we typically delivera written request for corrective action. We may also
ask suppliers to provide additional inspection datawith a shipment, showing actual measurements
for critical characteristics, as well as sign-offs frommanagement at supplier locations.
Owens Corning uses an industry-standard process
when corrective actions need to be taken with our
suppliers. This process includes the following: Short-term action and containment plan
 Root cause analysis
 Identification and verification of
long-term corrective action
 Implementation of long-termcorrective action
 Final verification and sign-off
by stakeholders
Owens Corning is developing new approaches
to managing corrective actions with suppliers
to mitigate risk and improve collaboration. One
new method is through pilot engagements todiscuss collaboratively how to improve a situation
identified as a corrective action.
In our plants, we have a process to record andtrack non-conforming materials from suppliers.
This process enables plant personnel to upload
photos of non-conforming materials directly fromtheir phones. Corrective actions can then be taken
if required.

Photo submitted by:
Sue Seifert | Tennessee, U.S.
Cactus growing from a rock in St. George, Utah, U.S.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN 192 FPO

RESPONSIBLE SUPPLY CHAIN

2023 IN
REVIEW

In 2023, we leveraged our strong
foundation in supply chain
management and made several
refinements to our overall approachto supply chain sustainability. We
have worked to define a responsible
sourcing strategy, as well as a multiyear roadmap for achieving the goals
we have set.

STRATEGIES & GOVERNANCEFOR A RESPONSIBLE SUPPLY CHAIN
One of the key initiatives for 2023 was the establishment ofan overarching structure that reflects our mission, purpose,and values and ties directly to our enterprise-level strategy, as
described in the strategy outlined in this chapter.
Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
Eldorado Canyon State Park, Colorado, U.S.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 193 

RESPONSIBLE SUPPLY CHAIN STRATEGY
Protecting the Environment
 Climate change and decarbonization
 Resource efficiency
 Waste management and circularity

MISSION: Water

INTE

SHARED
VALUE

GR

TE

A

PURPOSE:To create, protect, and grow long-term
environmental, social, and economic
value for all stakeholders involved inour supply chain.

Empowering Communities
 Social impact management
 Increasing community resilienceR

We’re helping to shape a global
supply chain centered on sharedvalue by protecting the environment,
caring for people, and empoweringcommunities, while enhancing thecompetitiveness of our business.

L L A B O R AT E

I TO

CO

 Biodiversity

ON

At Owens Corning, our responsible
supply chain strategy is global inscope and human in scale.

 Local procurement and hiring
 Education and training Community health and well-being

M

Caring for People Worker health and safety
 Operating ethically Labor practices
 Diversity, equity, and inclusion
 Human rights

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 194 OWENS CORNING SUPPLY CHAIN 2023 OVERVIEW BY THE NUMBERS$5.6 BILLION

17,000+$ annual spend insupply chain

Owens Corning
suppliers worldwide

84%

44%

of Scope 3 emissions
relate to focus areas inour supply chain*

Response rate in 2023
to the supplier survey

682

19 COUNTRIESCOMPANIES

Represent >96% of spend

included in our segmentation
process, accounting for 84%
of total spend Supplier Onboarding and Validation. Over 6,400 new
suppliers were onboarded and 100% were evaluated fora range of issues, including environmental and social
criteria such as human rights and labor practices.
 Local Sourcing. In 2023, 34% of Owens Corning’spurchases were made locally for significant U.S.
locations within our operations. Some products, suchas cullet (recycled glass), are sourced near plant
locations as a matter of course. Additionally, manyof our facilities have rail delivery capability. While thesourcing locations often fall outside the 250-mile radius
for local procurement when using rail or barge delivery,
this transportation method still provides cost andenvironmental benefits compared with truck transport.

INTRODUCTIONPEOPLEPURPOSEPLANET*Focus Areas refer to Scope 3 categories 1, 3, 4, and 9.

3 YEARS

Average length ofcontract with suppliers Contractor Management. Over 8,300 trainings
were completed by contractors via the ISN Online
Training Tool.
 Risk Mitigation. In 2023, our risk mitigation tool wasused in all category strategies.
 Acquisitions. When we acquire companies, we also
consider their supply chain. Owens Corning acquired
no companies in 2023.
 Global Sourcing Category Reviews. Through thecategory review process in 2023, Owens Corning
conducted reviews with a specific focus on the
682 suppliers in our annual segmentation process.
In 2023, we conducted reviews for 100% of
sourcing categories.

APPENDICES Supplier Segmentation. The segmentation tool has
been updated and improved over the years, withthe latest update taking place in 2023, when we
streamlined the segmentation of suppliers and thequestions asked to assess them to facilitate morecomprehensive intelligence.
We have segmented the top 682 suppliers based on theirimpact and risk to our business. In 2023, approximately
8% of our segmented suppliers were identified as criticalsuppliers (high risk/high impact) and approximately
22% were identified as bottleneck suppliers (high risk/
low impact). Both segments are key focus areas in our
supply chain responsibility efforts. Supplier segmentation
categories and our specific action plans related to thesegroups are outlined in the chart on page 190.

PURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 195 Responsible Supply Chain GovernanceAchieving our long-term aspirations for supply chain sustainability will require a great deal ofcollaboration across our entire organization. The following structure is being strengthened toprovide governance, accountability, and collaboration.
Responsible Supply Chain Steering Committee
Made up of leaders from our Sourcing, Legal, and Sustainability teams, the Steering
Committee meets at least quarterly to provide expertise, insight, and guidance on
relevant topics. They promote and advocate for responsible supply chain practices
within Owens Corning, as well as support the implementation of our responsible supply
chain strategy.
Working Groups
Day-to-day management oversight of supply chain sustainability are provided by a rangeof working groups, who will coordinate among functions throughout Owens Corning andparticipate in the development of appropriate policies and tools. Each group consists of two
to five members and reports to the Steering Committee. These working groups can change
based on the priorities of the organization. Topics addressed by the working groups in 2023
include the following: Governance Enhancements to key policies such as Supplier Code of Conduct Supplier engagement strategy
 Scope 3 greenhouse gas emissions engagement
 High-risk supplier reviews
Operational Facilitators
Leaders of the working groups will vary based on the subject of the working group and may
consist of individuals from various functions of the enterprise to support and implement
these initiatives at the operational level. These facilitators hold a range of roles, including: Site-level leads
 Business leads
 External consultants
With this structure in place, we are now even better equipped to meet the goals we have set
for maintaining a responsible supply chain.

Photo submitted by:
Barbara Brescia | Besana in Brianza MB, Italy
Employees and guests at the Technological Laboratory in Besana, Italy.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 196 

PROGRESS TOWARD
OUR 2023 GOALSIn 2023, Owens Corning revised our annual
sustainability survey, adding a greater
focus on such key topics as humanrights, environmental management, andgovernance. We received 159 responses
from our segmented list of suppliers,
accounting for 24% of our total spend.
Supplier Sustainability Assessments
We are able to measure supplier risk
through our supplier sustainability
assessment, a survey mapped to specificsustainability categories. This survey
addresses such topic areas as codes ofconduct for both Owens Corning and the
supplier, sustainability policies and goals,
environmental management, health andsafety performance and management,
human rights and labor policies andpractices, and raw material evaluations.
We began distributing these assessments
in 2014, and over the years, we haverefined our approach in identifying andprioritizing the key suppliers that we willassess. In 2023, 364 suppliers received
the survey. Criteria for inclusion included
suppliers with a high-risk sustainability
rating, as well as all single- and solesource suppliers and segmented criticaland collaborative suppliers. This strategic
approach ensures that we are focusing ourefforts on gaining a better understandingof the most impactful and critical suppliersin our network. The information gained
from these assessments are an importantelement in our decision making whentraining buyers or others responsible forthe selection of suppliers or the awardingof business.

INTRODUCTIONPEOPLEPURPOSE

Supplier Code of Conduct Compliance
GOAL:
100%

2018

95%

2019

96%

2020

95%

2021

95%

BASELINE2023

 95% of suppliers surveyed reported that they meet the standards
set by our Supplier Code of Conduct.+ Those that could not say thatthey comply are listed as high risk, and follow-up management is inplace. This percentage also includes manual research into suppliers’
codes of conduct. Owens Corning also surveys suppliers about theirpolicies and goals related to sustainability and safety.
 81% of suppliers surveyed have organizational goals and policies forsafety, and 74% of suppliers surveyed have organizational goals andpolicies related to sustainability. Many of the companies report on
their goals and policies internally and externally, and some publish
their data at least annually.

98%

2022

Of the suppliers surveyed in 2023, we have received 159 responses, withan overall response rate of 44%. Of the suppliers that responded overthis period:95%

 63% of suppliers surveyed have policies in place regarding labor
practices and human rights.
Owens Corning also uses these assessments to identify
and gauge impacts and risks as they relate to our suppliers’commitments to human rights, community contributions, andenvironmental management as outlined in our Supplier Codeof Conduct.
In addition, this survey assesses the effectiveness of suppliers’
own sustainability efforts. Through the data collected in thissurvey, we are able to: Learn how companies perform, including areas where they
are strong and where additional support may be required.
 Highlight areas that need additional attention and follow-up.
For example, specific questions that a company answers a
specific way are flagged for follow-up engagement.
 Identify best practices and leading companies that should beconsidered for an Owens Corning supplier award.

PLANET

APPENDICES

 50% of suppliers surveyed have policies in place that prohibit forced
or child labor.
 50% of respondent supplier operations are covered by a certified
ISO 14001 or Eco-Management and Audit Scheme (EMAS)
environmental management system.
The process also evaluates the supplier’s treatment of contracted labor,
women, and children. In India, the Owens Corning Sourcing team also has a
Supplier Quality Engineer, whose role involves auditing supplier operations,specifically looking for aspects such as product quality and safety in the
supplier’s workplace. In 2023, 12 supplier quality audits were conducted.

As part of our efforts to integrate responsible supply
chain practices across Owens Corning, we have madeupdates to our Supplier Code of Conduct geared
toward codifying our emphasis on sustainability andthe expectations we have for our suppliers. Learn
more about the Supplier Code of Conduct here.

PURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 197 

SUPPLY CHAINSUSTAINABILITY GOAL
100% of our Global Sourcing team will be trained andrecertified annually on sustainability.+
2018
100%

2019
100%

2020
100%

2021
100%

 Recognize the different forms of modern slavery and human trafficking

2022
100%

In 2023, training was conducted through an online learning module, with 100% of Global Sourcing team members.+ We
have also begun expanding our training to include new, topic-specific content. This year’s content updates relate to humanrights, providing key identifiers related to such concerns as human trafficking and modern slavery. Through this training,participants are trained to: Understand the main commitments in our Human Rights Policy, our Code of Conduct, and our Supplier Code of Conduct
related to modern slavery, forced labor, and human trafficking

2023

100%

 Identify potential signs of modern slaveryof team trainedor recertified.

 Take action when a potential situation related to modern slavery becomes apparent
Taking Steps to Reduce Scope 3 Emissions
As we discuss in the Combating Climate Change chapter, we have a 2030 goal reduce absolute Scope 3 emissions —indirect greenhouse gas emissions such as those from our supply chain — by 30%.+ Our suppliers will play an active role inhelping achieve this goal, and in 2023, we took a number of important steps forward.

Participants in the 2023 India Supplier Day event, held in June.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 198 

Diverse Supplier Program
Owens Corning began our diverse supplier program in 2020 with Tier 1 suppliers and in 2022 expanded theprogram to include Tier 2 diverse spend through quarterly surveying select Tier 1 suppliers. In 2023, Owens
Corning surpassed 4% spending with diverse suppliers in the United States for the first time, with 4.1% ofspend coming from Tier 1 and Tier 2 diverse suppliers.
At Owens Corning we recognize the following categories that make up our diverse spend: Minority Business Enterprises (MBE) Women Business Enterprises (WBE)
 Veteran-Owned Businesses (VET) Service-Disabled Veteran (SDVET) Disabled

CONCORD MARKETING NAMEDTOP DIVERSE SUPPLIER LGBTQ+
 Historically Underutilized Business Zone (HUB)

2023 Share of Supplier Count by Country

COUNTRYPERCENT OFADDRESSABLE
SPENDPERCENT OF
SUPPLIER BASE
BY COUNT

USA

66.2%

29.0%

Canada

5.0%

4.8%

China

4.4%

7.8%

India

3.0%

7.8%

Mexico2.7%

4.7%

Poland

2.7%

3.0%

Italy

2.0%

2.7%

France

1.6%

5.6%

Germany

1.6%

2.2%

South Korea

1.4%

4.6%

Sweden1.0%

4.0%

Finland

0.9%

4.2%

Brazil

0.9%

3.8%

UAE

0.9%

0.1%

Netherlands

0.8%

2.6%

Other

4.9%

13.2%

INTRODUCTIONPEOPLEPURPOSE

Percent of U.S. Spend with Diverse Suppliers
4.1%
3.6%

Based in Westland, Michigan, U.S., Concord is a women-owned
family business that partners with our Marketing team to provide
product sample boards and portfolios of many of our products,
which are then used by Sales Managers and contractors. At thisyear’s event, the company was cited for providing a high level ofservice at a competitive cost as well as a strong cross-functional
collaboration that has led to an increasingly strong relationship over
the years.

3.0%

2021

PLANET

APPENDICES

2022

At our annual global supplier event, we celebrate our business
partners and recognize those who are especially instrumental in
helping us achieve our goals. This includes an award for the year’s
top diverse supplier, and this year the award went to Concord
Marketing Services.

2023

Sean Arthur, Concord’s Director of Operations and one of theirco-owners, says she values our expanding partnership with thecompany. “Owens Corning absolutely provides us with support. We
started small, with only a small amount of sample boards, and that’s
grown tremendously.” She also says the Diverse Supplier Program“offers a lot of opportunities to people that they maybe wouldn’t
have had before. We’ve seen in the past where women were notgiven the same kind of opportunities, and this helps open that up.”PURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 199 

BUY BETTER, SPEND BETTER:SUPPLIER EVENTS AROUND THE WORLD
Throughout the spring of 2023, Owens Corning hosted events for suppliers infour key geographies: Europe, North America, China, and India. The theme forour supplier events in India, North America, and China was Buy Better, Spend
Better, reflecting our emphasis on selecting optimal suppliers and managing ourpartnerships responsibly. At each of these events, Owens Corning representatives
gave presentations highlighting our commitment to sustainability and reinforcing
our eagerness to work with companies who share our vision for a better future.
In May, we held our first-ever European supplier event at our Science & Technology
Center in Chambéry, France. The event brought 17 strategic suppliers fromacross Europe to connect and interact with senior leaders, establish a sharedunderstanding of our business strategy, and explore how to create opportunities foreach other. In addition, Owens Corning representatives outlined our sustainability
strategy and challenged suppliers to be bold in their value creation.
The other three supplier events all took place in June. The event in Hangzhou,
China, was attended by over 50 suppliers from nine countries. Over the course of
the event, Owens Corning leaders addressed our expectations for partnerships thatare driven by such principles as safety, sustainability, impact of our operations, andembracing opportunities in the fast-growing market for wind-powered and electricvehicles in China.

Digital Tools for Supplier Management
The Global Sourcing team is upgrading our digital tools to broaden our capacity for suppliermanagement, supplier risk management, and supplier performance measurement. In 2023,
we began the process of implementing a new supplier information management tool thatprovides us with a comprehensive platform to streamline the supplier onboarding process.
This tool has the functionality to create bid requests and receive quotes directly fromsuppliers, which we began using in North America this year. This module will also enable us
to vet suppliers for sustainability concerns, and we will use this capability to help ensure a
responsible supply chain going forward.

Josh Strake | Granville, Ohio, U.S.
Sierra Nevada Mountains, U.S.

PEOPLEThe North American event focused on value creation and sought to foster stronger
connections among teams, facilitate the development of projects with clear
objectives, and promote value creation for all parties involved in the supply chain.
During this event, the top 23 key strategic suppliers from the three businesses
gathered to identify potential areas of opportunity. We shared our strategy forevaluating and prioritizing these value creation opportunities, setting the stage
for the next steps. The outcome of this event emphasized the importance ofcollaborative work. We are committed to creating a project plan that maximizes
mutual benefits through shared goals and actions. Our CFO and VP of Global
Sourcing and Supply Chain reiterated that our partnership is not only crucial for our
ongoing business operations but also for our future growth and success.
Through events such as these, Owens Corning can help provide a complete pictureof our ideal relationship with our suppliers, one in which they act as key contributors
to our vision and our values.

Photo submitted by:

INTRODUCTION

Our event in Mumbai, India, was attended by 32 supplier companies, which also
featured presentations from Owens Corning about the need for sustainability,
safety, innovation, and inclusion and diversity. Eight suppliers were also recognizedfor having demonstrated strong commitments to our values.

PURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 200 Global Sourcing Supplier Event
Each year, Owens Corning hosts an event honoring
the suppliers that help us succeed in our industry. This
supplier summit includes a business meeting and afundraiser for the Owens Corning Foundation. More than
175 companies participated in the event, held in Toledo,Ohio, U.S.
Suppliers contributed more than $1.4 million this year
to support community organizations such as Snowball
Express, a Gary Sinise Foundation program that serves
the families of fallen heroes in the U.S. For the first time,attendees also participated in a volunteer event in which
they packed 50,000 meals, which were donated to theIslamic Food Bank of Toledo. This year also marks thefirst in which an award category specifically recognized
one supplier for its sustainability efforts.

THE ADVANTAGES OF
A RESPONSIBLE SUPPLY CHAIN
Around the world, demand continues to grow for products that are manufactured sustainably and ethically. This is especiallytrue as many regions adopt more stringent environmental and social requirements, and investors seek long-term sustainablevalue. Our approach to responsible sourcing and maintaining a sustainable supply chain enables us to fulfill our purpose anddeliver long-term environmental, social, and economic value for our stakeholders.
For Owens Corning, a responsible supply chain strategy is an expansion of our internal sustainability goals of doubling thepositive impact of our products, halving the negative impact of our operations, eliminating injuries and improve the qualityof life for our employees and their families, having a positive impact on our communities, and advancing our inclusion anddiversity. In addition, addressing potential environmental and social risks among our suppliers can help minimize supply chain
disruptions and safeguard against potential liabilities.
Achieving our aspirations for a responsible supply chain require collaboration throughout our organization, as well as among
our suppliers. The commitment is great, but we believe that the rewards are even greater and a fundamental part of oursustainability journey.

Photo submitted by:Emma Barrasso | Toledo, Ohio, U.S.
Great blue heron flying in downtown Toledo, Ohio, U.S.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 201 

OUR PEOPLE
MAKING A DIFFERENCE
Dhananjay Tapasvi
General Manager, India

In the six years he has served the General Manager for our operationsin India, Dhananjay Tapasvi has seen a great deal of change within ourbusinesses. He has developed a keen understanding of our businesses andtheir potential impacts and the steps needed to mitigate those impacts. As
he sees the connections between the expansion of our business and thepotential increases in our footprint, Dhananjay is working to ensure that there
is a concerted effort across our entire value chain to reduce our impacts
throughout the region.

“

We are unique in having
not only the intent, butalso the scale and thetechnical wherewithal tolead in sustainability andbring our suppliers andour value chain along onthat journey.

”

Photo courtesy of Dhananjay Tapasvi.

On collaborating across our value chain to
reduce our footprint

On the urgency of acting to reduce
our footprint

On the dedication to sustainability specificto Owens Corning in India

To be responsible citizens, we have to make surethat the value chain that delivers our energy and raw
materials is also looking after the planet in the way that
we would do. I see us trying to help the entire value
chain, with transportation up and down the value chain,
their processes, and their practices, including their labor
commitments to following rule of law, making sure they’re
not big emitters and being as efficient as possible.

With rising costs and supply risks associated with energy
and transportation, the need to evaluate alternatives iscritical. So, for example, we’re considering use of solar
energy for a part of our energy requirements for the
furnaces. Similarly, in terms of transportation, we arelooking at optimizing how much we put in containers andhow we transport materials so that the energy footprintof the transport intensity per kilogram of product moved
is reduced. We can’t make it zero, because we’ve got totransport the stuff, but we need to reduce it to the extent
that we can. We’ve also taken a conscious view to be inmultiple locations closer to our customers, so we don’ttransport as much around the world. We are using local
raw materials in India and in other regions, reducing the
distance needed to supply these materials. I think thatmakes us somewhat unique, as it makes for a moresustainable overall footprint.

We live in an environment in India where people tend
to reuse, recycle, and minimize consumption as amatter of need and therefore habit. So we see the needfor sustainability around us, and our teams support
several programs for the progress of communities in
our neighborhood. To be able to give back to thosecommunities that give us the ability to operate is an
important part of our definition of sustainability. I think
I am very lucky that the teams in India are naturally
looking for things to do in terms of having a positive
impact. I think it’s good Owens Corning gives them theability to do something in an organized fashion withsome support of structure, funds, and time.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | RESPONSIBLE SUPPLY CHAIN: 2023 IN REVIEW 202 

PRODUCTSTEWARDSHIPAs we say in our purpose statement,
our people and our products makethe world a better place. Our ProductStewardship Center of Excellence
helps us achieve this purpose byusing the principles of productstewardship in every stage of a
product’s life cycle — and challenging
ourselves to improve on our
performance year after year.
Sustainability Materiality Definition
We work to utilize innovation and the principles of productstewardship to ensure that our products are fundamentallysafe and sustainable in their design, creation, use,and eventual disposal. We also seek to drive continual
improvement in the sustainability of the products we offer,both in their creation and in their ability to help the world
meet its sustainability needs.
Relevant United Nations Sustainable Development Goals
Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
Operators Jesus Soto (background) and Artie Duval (foreground) hook up ahose to unload raw asphalt product from a rail car.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | PRODUCT STEWARDSHIP 203 

PRODUCT STEWARDSHIPCENTER OF EXCELLENCE
In August 2023, the Legal, Sustainability, and Research and Development(R&D) functions announced a new enterprise capability combining ProductStewardship and Product Compliance. The new and cross-functional
Product Stewardship Center of Excellence (PSCOE) serves as a naturalcomplement to our enterprise strategy. The new function’s mission is tofacilitate product design quality and product compliance capabilities as thecompany expands adjacencies and develops multi-material systems.
Our Product Stewardship Center of Excellence Purpose
The PSCOE at Owens Corning owns the health, safety, and environmental
impact of our products to ensure they are safe to make, use, and perform
as expected. This requires that every product is evaluated for health, safety,
environmental codes and regulations, quality, and performance.
Our Product Stewardship Infrastructure
Owens Corning’s approach to product stewardship is a truly collaborative
effort — individuals across our organization bring their collective expertise
together to achieve our aspirations. The PSCOE provides counsel,
guidance, and direction as we work to build a more sustainable future
through material science innovation.

Product Stewardship Center of Excellence■ Executive Sponsors• Executive Vice President and Chief R&D Officer•

Executive Vice President, General Counsel and Corporate Secretary■ Director, Product Stewardship and Compliance■ Product Stewardship Leader• Manages the day-to-day tasks of PSCOE•

Leverages the expertise of the Product Stewardship Review Board

Product Stewardship Review Board■ In alignment with our Environmental, Health, Safety, and Product Stewardship Policy, thisboard meets weekly to evaluate all new and modified products with consideration given todevelopment, test market, manufacturing, and launch stages of a product’s life cycle. The
group consists of members across the global enterprise with a range of expertise, including:
•
•
•
•
•

Materials Science
Building Science
Manufacturing Processes
Product Performance Testing
Sustainability

•
•
•
•
•

Product Quality and ComplianceMarketing and Advertising
Environmental, Health, and Safety
Sourcing
Other Technical Subject Matter Experts

Failure Mode and Effects Analysis
To help ensure that our products are safe to make and use, we develop a risk mitigation plan basedon the results of failure mode and effects analysis (FMEA) for every product we produce. The FMEA
process offers a systematic way to identify, evaluate, reduce, or eliminate problems in products orprocesses. It is conducted by cross-functional teams to ensure that it reflects different perspectives
and knowledge.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | PRODUCT STEWARDSHIP 204 The Ecodesign Strategy Wheel
As part of the product stewardship review process, we use the Ecodesign Strategy Wheel to evaluate the sustainability impacts of R&D projects, new products, and new processes, inspiredby the Okala Ecodesign Strategy Wheel. This brainstorming tool divides a product’s life cycle into seven stages to help project teams consider product sustainability by asking appropriatequestions designed to spark thinking about life cycle approaches.
1.

Reimagined Design
At this stage, we are asked to: Consider the possibility of bundling multiple functions into a product Design products that can deliver their function more efficiently
 Take inspiration from nature to design products that mimic natural principles

2.

Reduced Material Impacts
Our goal in this stage is to choose materials wisely: Reducing the use of virgin raw materials
 Avoiding materials that damage human or ecological health Opting for materials that adhere to our sustainability goals

3.

Reduced Manufacturing Impacts
At this stage, we are tasked with:

6.
SystemLongevity

 Increasing efficiencies in manufacturing Eliminating waste from our operations
 Minimizing energy and water usage
4.

Reduced Logistics Impacts
Our goal in this stage is to:





5.

Source locally
Use lowest-impact transportation
Reduce the volume and weight of our products
Develop reusable packaging

5.
Reduced
Use-Phase
ImpactReduced Use-Phase Impacts
We focus on designing products that: Help our customers conserve resources Improve customers’ impact on the planet

6.

System Longevity
Our goal is to design products that can stay in the economy indefinitely:





7.

7.
Optimized Endof Life1.
Reimagined
DesignDESIGN FORENVIRONMENTINNOVATIONSTRATEGIES

4.
ReducedLogistics
Impact2.
ReducedMaterial
Impact3.
ReducedManufacturing
ImpactLong-lasting
Easily repaired
Easily repurposed
Recycled when full circularity is not achievable

Optimized End of LifeWe aim to design products that are:
 Quickly and easily disassembled
 Able to be collected at end-of-life for repair, reuse, repurposing, or recycling

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | PRODUCT STEWARDSHIP 205 Advanced Manufacturing and Productivity
Efficient resource use is key to sustainable innovation and growth. Our Advanced Manufacturing team looks for ways to achieve the greatest possible output with the least possible input. This
work is supported by our digital transformation efforts in manufacturing, where we use proven digital technologies to design, construct, and operate our manufacturing assets more efficiently
in service to our customers. We are working to accelerate the digital transformation of our manufacturing operations by focusing on the following: Digital Engineering. We are using model-based design, cost estimationand controls technologies, and life cycle costing to provide criticalinsights into our design and build processes. These digital engineering
initiatives will help us design and build better as we integrate models
and data with construction science for greater capital efficiency.
 Digital Process and Automation. We can also operate more efficiently
by integrating data and science with automation and controls, which
can free capacity, drive quality, and lower costs. Investments inrobotics and automation, asset performance management, and remotecollaboration are giving us the tools we need to operate productively
and efficiently.
 Analytics and Modeling. We are combining our capabilities
with the latest in modeling science to optimize our designs andoperations. Through advanced analytics, process modeling, predictive
maintenance, and real-time optimization, we are disrupting the current
operating models to spur innovation.
Advanced manufacturing helps improve our productivity, enabling growththat aligns with our sustainability aspirations. In addition, advanced
process controls increase predictability in our manufacturing, which helps
us improve product performance and use materials more effectively —reducing both our footprint and our costs. Increased efficiency can also
ensure greater stability in our operations, making our facilities safer as
employees are less likely to be in unplanned or unexpected situations.

Owens Corning Composites plant.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | PRODUCT STEWARDSHIP 206 

Product Compliance
Owens Corning is committed to ensuring that our products are designed, manufactured, and sold in compliance with all governmental laws and regulations. The following represent some of
the key areas where we work to ensure the safety of our products.
Managing Substances of Concern (SOCs)

Fiber Safety

All Owens Corning manufacturing facilities and the products manufactured under our control are governed by our efforts tomanage raw materials and other inputs used in our production that can be classified as SOCs. We work to manage SOCs
across all business activities, including R&D, manufacturing, tolling operations, distribution, and maintenance of facilities
and equipment.

Owens Corning has been a pioneer in the science offiber safety, and we continue to provide industry-leading
expertise. We ensure that all our fiber-based products aresafe to manufacture and use. We do this by:

In addition, companies that supply us with raw materials are expected to verify that all materials used in the manufacturing ofour products or products sold to us were sourced in compliance with all applicable environmental laws, regulations, and legal
requirements, per our Supplier Code of Conduct.

 Engineering our continuous filament fibers to be toolarge to be inhaled

As part of our product stewardship review process, a list of SOCs is published on our intranet, where it is updated annually, or
more often if needed. By observing these guidelines, we can:
 Control the use of chemicals, polymers, and other materials
 Comply with laws and regulations in the places where we make and sell our products
 Ensure our products are safe to make and use
To ensure the identification and replacement of any regionally banned or future banned chemicals, all our businesses
are required to comply to the SOCs list in the development of new or modified products. These guidelines apply to all ourcontrolled domestic and foreign subsidiaries and all other legal entities in which Owens Corning has a controlling interest.
In some regions, we have products on a timeline for discontinuance based on updated regulations. When we learn that an
ingredient is scheduled to be banned or restricted, we put a replacement plan into action. Under these plans, we evaluate theapplicable product line and enable R&D to address material substitution needs. As stakeholders become more interested in
the chemical compositions of our products, our Product Sustainability team develops programs to address all product-related
stakeholder questions and concerns.
 Red List Chemicals. In certain jurisdictions, there are many chemicals that do not necessarily fall under regulatory
restrictions, but which have been flagged as chemicals of potential concern by green building rating system developers
and architectural firms. We monitor these red list chemicals and consider the current status of listed ingredients as new
products are developed or existing products are modified.
We recognize that customers seeking specific certifications are choosing products that do not feature chemicals
that appear on that certifier’s red list. Therefore, it is mutually beneficial — both to us and the customer — that we aretransparent and provide information about the chemicals used to make our products.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

 Controlling the composition of the raw materials we use
to make our insulation wool
Owens Corning has an internal product stewardshipguide regarding fibrous material usage, which statesthat we will not knowingly manufacture or use any fiberor fiber-containing material unless the fibers are shown
to be non-respirable or biosoluble, or unless use of thematerial generates insignificant exposure as shownby measurements in the manufacturing and end-use
environments. Compliance with this guideline is verified
during product stewardship reviews.
The safety of Owens Corning insulation products is
supported by a 2001 decision by the International Agency
for Research on Cancer, which classified fiberglass wool
as “not classifiable as to its carcinogenicity to humans.”
In addition, the U.S. National Toxicology Program(NTP) removed soluble glass wool fibers from its listof substances “reasonably anticipated to be a humancarcinogen.” The decision was released in a 2012 reportto the U.S. Congress. In 2011, soluble glass fibers were
removed from the California Prop 65 list. Owens Corningmineral wool products were never listed by NTP or Prop 65.
We perform regular composition audits to ensure the fibrousinsulation products produced in our plants have the correctcomposition to meet our standards and those of various
regulatory agencies. By the end of 2023, more than 1,300
Owens Corning employees had taken our fiber safety online
training course. As a result of this training, they have a better
understanding of fiber health and our stance regarding thekind of fibers we produce and use.

PURPOSE | PRODUCT STEWARDSHIP 207 

PRODUCTINNOVATIONOur commitment to building abetter future starts with a portfolio
of products that are designed tobuild a more sustainable future
through material science innovation.
With a solid foundation of productstewardship in place, Owens Corning
is able to deliver innovations that
positively impact our productportfolio — and those of ourcustomers — across all three ofour businesses.
The following represent someof our recent sustainableproduct innovations as we work
toward our 2030 goal of offering
the most recognized and preferred
product for sustainability.

Photo submitted by:
Bethany Wittes | Toledo, Ohio, U.S.
Enabling liquefied natural gas through insulation installation training
in Sabine Pass, Texas, U.S.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | PRODUCT INNOVATION

 208 A FOUNDATION OF SUSTAINABLE INNOVATIONSInsulation

Roofing PINK Next Gen® Fiberglas™ has the highest certified recycled content in the industry, based on third-party certified
recycled content certifications for unfaced fiberglass insulation products in North America1. It is also certified as madewith 100% renewable electricity through the use of power purchase agreements. In addition, it has earned Underwriters
Laboratories (UL) GREENGUARD® Gold certification for low volatile organic compounds.

 Duration® Series shingles with SureNail® Technology
provide a unique triple layer of reinforcement in thenailing zone when the patented tough, engineered
fabric overlays the common bond of the shingle
layers, offering outstanding fastener holding power.
All Duration® Shingles offer at least UL 2218 Class 3
impact resistance, with two product lines meeting UL
2218 Class 4. These products also meet high performing
industry standards for wind, fire, and tear resistance inthe U.S. and Canada.

 FOAMULAR® NGX™ insulation contains a proprietary blowing agent blend that demonstrates a greater than 80%
reduction2 in global warming potential compared to legacy FOAMULAR® insulation products. In 2024, we aspire for all
Owens Corning Insulation plants in the U.S. and Canada to convert to manufacturing NGX insulation.
 Thermafiber® Fire & Sound Guard Plus mineral wool batt insulation provides thermal performance, noise control, and fire
resistance in residential and light commercial construction applications. It contains a minimum of 70% recycled content,
and we have issued an Environmental Product Declaration and published an Health Product Declaration for this product.
 Thermafiber® RainBarrier® Dark™ is an extension of our RainBarrier® line, featuring a black veil that provides aesthetic
benefits along with performance. This product contains a minimum of 70% recycled content and contributes to credits in
LEED® and Green Globes certification.
 PAROC® Pro Wired Mat LE is a heavy-duty, non-combustible stone wool wired mat insulation with low-emission binder
technology and metal mesh for industrial applications. It contributes to credits in LEED® certification.

Composites
 TurboStrand™ 4895 is an advanced product in the Type 30™ roving portfolio designed for polypropylene long-fiber
thermoplastic applications. It is used in the manufacturing of structural and semi-structural automotive applications,
including front-end modules, seat carriers, and door modules in both oil-fueled and electric vehicles. TurboStrand™ 4895 isalso optimized for use in structural applications for continuous unidirectional glass reinforcement end-use performance.
 DuroStrand Type 30® Single-End Roving product uses corrosion-resistant Advantex® glass fiber for use in a variety ofrebar manufacturing processes. Its increased fiber content and high bar modulus maximizes the mechanical properties ofrebar systems, increasing the service life of rebar and increasing productivity for customers in select markets.3

 The Cool Roof Collection uses a reflective granuletechnology that is designed to reflect the sun’s rays,
keeping roofs cooler and reducing air conditioning levels.
Owens Corning offers a wide array of shingle choicesthat meet or exceed a three-year aged Solar Reflective
Index (SRI) of 20 — the current SRI minimum required
for the Green Building Standards Code of Los Angeles
County and Los Angeles City Cool Roofs Ordinance.
 Trumbull® asphalt has helped us reduce the numberof oxidized products we produce for external asphalt
markets. Today, approximately 40% of the products we
produce for the external asphalt business are nonoxidized, compared to 8% of non-oxidized products
in 2015. As a result, less energy, lower temperatures,and fewer emissions are required to produce them.
Collectively, this has led to a 2% improvement in material
efficiency across the 12 asphalt plants in our network.

 PINKBAR®+ Fiberglas™ Rebar is lighter and stronger than traditional steel rebar, offering advantages for optimal
performance. With its lighter weight, fewer trucks are required to transport it, which in turn helps reduce GHG emissions. It
also resists corrosion, so it lasts considerably longer than traditional steel rebar for more sustainable infrastructure.

1 Total recycled content for unfaced fiberglass insulation products in North America based on current third-party certified recycled content for Owens Corning, Knauf, CertainTeed, and Johns Manville, 2020.
2 Environmental Product Declaration – Optimization Summary – Foamular NGX XPS Insulation.
3 Comparison testing performed and verified in an Owens Corning technical facility, 2021.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | PRODUCT INNOVATION

 209 

New Composites Innovations
 OC™ Lumber structural framing is a rotproof, rustproof composite,
reinforced with Advantex® Fiberglas™, a proprietary technology that adds
strength and durability as well as thermal resistance. By providing a longerlasting alternative to traditional wood and steel, OC™ Lumber reduces theamount of deck framing boards that can end up in the landfill.

PRODUCT INNOVATION

2023 IN
REVIEW

 Advances in Wind Blade Manufacturing
The demand for renewable energy continues to increase, and along withit comes a need for larger turbines that can deliver more wind power. To
maximize power, longer, stiffer, stronger wind blades are required. In 2023,
Owens Corning launched a new product, H2, which delivers up to 5%
greater stiffness than traditional H glass.

This year saw a number of innovations
that demonstrate our commitment
to delivering products that offer
excellent performance.
Across all three of our businesses,
we offer an extensive portfolio of
products that can help our customers
save energy and lower emissions. In
2023, 59% of our revenue came fromthis category of products. In addition,
we have 14 products that are certified
as made with 100% renewableelectricity. These products make up
25% of our total revenues.

INTRODUCTIONPEOPLEPURPOSE

H2 joins a range of other products that help maximize wind power’s
potential. WindStrand® combines design and reliability to create long, lightwind blades that are able to operate at low operating costs. WindStrand®
4000, Ultrablade® 2, and Ultraspar™ 2 help wind blade manufacturers
facilitate cost-effective wind energy by developing blades with optimal
length, stiffness, and strength.

New Insulation Innovations
 VidaWool™ is a portfolio of mineral wool growing media designed tosupport plant growth by providing a predictable water retention range,
ideal water distribution and availability, and structural support for plantroots. VidaWool™ provides porous material innovation for plant-growing
media, facilitating water management and crop steering in controlledenvironments. This is especially important as climate change may lead toconcerns about water availability around the world.
 FireSpan® 120 offers a solution for fire containment in tall buildings,
delivering strong performance with up to three hours of fire containment.
As a dense product, it can be installed in limited space — enabling builders
to maintain the sleek look preferred for today’s modern structures.
FireSpan® 120 is part of a new system called the Thermafiber® Impasse
Zero Spandrel System, a patent-pending design that revolutionizes theway zero spandrel systems are built with sturdy Thermafiber® FireSpan®
120 mineral wool insulation and innovative Thermafiber® Impasse® 2.0
Hanger technology. This robust system eliminates the need for costly andbulky back pans in zero spandrel applications, accommodates various
curtain wall anchors, allows for low penetrations in the curtain wall
framing, and offers flexibility for various shadowbox designs.

PLANET

APPENDICESPURPOSE | PRODUCT INNOVATION: 2023 IN REVIEW

From Top:
OC Lumber™, Wind turbines, FireSpan® 120,
VidaWool™.

 210 

OUR PEOPLE
MAKING A DIFFERENCE
Ozma Lane

Senior Scientist II
With a background in polymer chemistry, Ozma Lane could have pursued acareer in academia. Luckily for us, though, she brought her talents to
Owens Corning nearly six years ago, first developing improvements to ourshingle materials and more recently as part of our Asphalt team. Working at
our Science & Technology Center in Granville, Ohio, U.S., Ozma is focused on
ensuring that we are making sustainability gains while still meeting the highproduct standards that have made Owens Corning a market leader.

“

Sustainability is not justa buzzword for us. Thisis something we’re doing
because we know it matters.

”

Photo courtesy of Ozma Lane.

On the importance of sustainability
in asphalt

On the importance of collaboration at
Owens Corning

Within the Asphalt team, at least a portion of every
scientist’s work is focused on sustainability. The initial
reason I was brought into this role was to evaluate
ways for us to meet our 2030 sustainability goals,
finding more sustainable materials to lower our
embodied carbon footprint. Asphalt has an impact
on the embodied carbon of our shingle product. Anychange we can make to reduce the carbon content
of our asphalt can help us meet our 2030 goals for
reducing greenhouse gas emissions. This is a project
for the long term — this is not a sprint — but we’reseeing a lot of opportunities on different timescales.

The connections we have with our colleagues on
different products and in different groups means that
I can find something useful, even if it’s not what I was
originally looking for as an application. That lets us
find opportunities for innovation more quickly because
we’re applying each new idea or material to a broader
field of products. That is something that you see in acompany that has a very cooperative culture. People
want to help each other and that’s a real strength thatlets us evolve and communicate a lot more quickly.
The willingness to cooperate and be supportive of eachother lets us make more use of each other’s strengths
when people of working with that goal in mind.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESOn choosing Owens Corning as a careerIf you had told me in grad school that I would really diga job where sometimes I was in head-to-toe PPE andsteel-toed boots and working in a shingle factory for 10
or 12 hours at a time — and that I would like it— I would
assume you were joking. But I would expect to spend
my career in building materials because it’s a very realbusiness. I want to reduce emissions and impact climatechange through the work I do. That’s a pretty awesome
responsibility, and it means I can make an impact in a
way that I couldn’t if I was in a different career.

PURPOSE | PRODUCT INNOVATION: 2023 IN REVIEW 211 

PRODUCTTRANSPARENCY
As we strive to offer the mostrecognized and preferred products
for sustainability, we recognize
the importance of providing
comprehensive information about
the impacts of our products over thecourse of their entire life cycle.

To help ensure full transparency, we have adopted a methodology that demonstrates
the complete environmental impacts of our products:

Through these efforts, wedemonstrate our commitment
to fulfilling one of our key 2030
sustainability aspirations — increasing
the positive impact of our products.

 Conduct a life cycle assessment (LCA) according to the ISO 14040 and ISO
14044 standards. As applicable, the LCAs also align with ISO 14025, ISO 21930,
EN 15804, and the appropriate product category rules. A third-party review isconducted to verify compliance with these standards.
 When appropriate, summarize the results of the LCA to develop an environmental
product declaration (EPD).
Through this methodology, we are able to show our commitment to sustainability
from extraction of our raw materials, through production, use, and end of life. We canalso leverage our LCA results to guide process improvements and other investments,
which can help lower the environmental impacts of our products. We are also
dedicated to collaborating with our supply chain partners and customers to facilitate
the adoption of a transparent value chain.

Photo submitted by:John Pickard | North Carolina, U.S.
Solar panels on John’s house overOwens Corning® Duration® Williamsburg
Gray shingles.

Prior to their introduction into the marketplace, all product packaging andadvertising is thoroughly reviewed by our Technical and Legal departments, alongwith applicable business units, to ensure compliance with all regulations and codes.
We have active product stewardship programs designed to prevent product-related
health and safety incidents.

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APPENDICESPURPOSE | PRODUCT TRANSPARENCY 212 

Product Certifications and Disclosures
We use third-party organizations to test and certify product attributes and to disclose their environmental impacts. We
also perform regular follow-up testing to maintain our certifications. More information about these certifications anddisclosures can be found on our product transparency website.
Life Cycle Assessments

Environmental Product Declarations

As we work toward our net-positive aspirations, it isimportant to fully understand the environmental
impacts of our products. LCAs help provide that
understanding by providing a detailed look at the life
cycle of a product, including: Extraction of virgin raw materials or use of secondary
recycled materials

An EPD is an independently verified and registereddocument that communicates transparent information
about a product’s environmental impacts throughout its
life cycle. These important marketing documents allow
us to share our product environmental footprints with ourcustomers with the utmost transparency. Through theissuance of EPDs, we disclose the environmental impactsof our core building products.

 Transportation of raw materials to our plants

Recycled Content

 Utilities used, as well as emissions and waste
generated as a result of processing raw materials into
final products in our plants

Owens Corning is a prominent user of recycled
glass — each year, we use over 1 billion pounds ofcurbside consumer containers and pre-consumer
recycled glass. This decreases community landfill
waste, and it lowers our energy use when manufacturing
insulation, as starting with raw materials such as sandrequires more energy.

Some LCAs also consider: Use phase of products throughout their service life End-of-life of the product, including any
disassembling process and transportation tolandfill or recycling facilities
By using LCAs, we can understand which parts of a
product’s life cycle have significant contributions to its
overall environmental footprint, so we can effectively
focus our resources. It also ensures that we do not shift
the burden from one life cycle stage to another. LCAs also
help us share footprint information with our customers.

To learn more about
recycled content in our
products, see page 223.

LCAs have helped us identify many opportunities
for improvement in our processes and products.
For example, we have identified high-impact raw
materials, enabling us to work with suppliers to reduce
their impact — in turn, this has helped us reduce ours.

Photo submitted by:
Megan Moore | Ontario, Canada
Brilliant red poppy in bloom.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | PRODUCT TRANSPARENCY 213 Material HealthIn accordance with our Environmental, Health, Safety, and Product Stewardship Policy, we provide information about all our products, their performance, and safe use best practices. Content
and disposal information is included on safety data sheets or safe use instruction sheets. Product content information can be found on product labels, EPDs, Health Product Declarations®
(HPDs), and other transparency documents such as Declare labels.
Health Product Declarations®

Formaldehyde-Free Claim Verification

Health Product Declarations (HPDs) are an effective way to report on the chemical makeup
of a product and disclose potential hazard concerns, using a stringent set of guidelines set
by the Health Product Declaration Collaborative® (HPDC). Potential hazards are screened
based on the GreenScreen for Safer Chemicals guidelines and additional guidance fromother agencies.

Claims that a product does not contain formaldehyde (or formaldehyde precursors) are
validated by UL Environment, based on auditing raw material inputs and testing chemical
emissions from the product. Products with Formaldehyde-Free claim verification must also
maintain UL GREENGUARD® Gold certification.

HPDs enable architects, builders, and specifiers to evaluate and specify products with acomprehensive understanding of the product composition and potential hazards. Our HPDs
are available for download from the HPD Public Depository.
Declare Labels
Many Owens Corning® products have received Declare label certifications from theInternational Living Future Institute™. Declare labels demonstrate that these products
are fully compliant with the Living Building Challenge and allows them to be specified forsuch projects.

A list of all Owens Corning® Formaldehyde-Free and GREENGUARD® Gold-certified products
can be found on the UL SPOT website.
USDA BioPreferred®
The U.S. Department of Agriculture (USDA) biobased labeling initiative is an element of
the U.S. Farm Bill that focuses on increasing the purchase and use of biobased products
made from renewable agricultural materials. To receive USDA certification, vendor products
must undergo biobased product testing by an accredited laboratory. Our certified products
are listed in the USDA’s BioPreferred® Program Catalog, and they are eligible for preferredfederal purchasing.

Owens Corning has Declare labels for ATTICAT®, PROPINK®, L77, PROCAT®, and PROPINKMULTISPEC™ Unbonded Loosefill (ULF) Insulation, unfaced and kraft-faced PINK Next
Gen® Fiberglas™ (formerly EcoTouch®) insulation, FOAMGLAS® T3+, T4+, S3, F, and FG ONE
Cellular Glass Insulation, faced and unfaced Thermafiber® formaldehyde-free mineral wool
insulation, and Thermafiber® Rainbarrier® continuous mineral wool insulation. In 2023, all
Declare labels were renewed.
GREENGUARD® and GREENGUARD® Gold
Underwriters Laboratory (UL) awards GREENGUARD® certification to products that meetcomprehensive standards for low emissions of volatile organic compounds (VOCs)
into indoor air. The UL GREENGUARD® Gold standard includes health-based criteria for
additional chemicals and requires lower total VOC emission levels. Products meeting
GREENGUARD® Gold requirements are qualified for use in environments such as schools
and healthcare facilities.
GREENGUARD® Gold-certified products must follow requirements of the State of California’s
Department of Public Health “Standard Method for the Testing and Evaluation of Volatile
Organic Chemical Emissions from Indoor Sources Using Environmental Chambers, Version
1.2 (2017)” (also known as California Section 01350).
Photo submitted by:
Don Scarsella | Granville, Ohio, U.S.
Wildflowers in a meadow.

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APPENDICESPURPOSE | PRODUCT TRANSPARENCY 214 

PRODUCT TRANSPARENCY

2023 IN
REVIEW

Owens Corning had no material
incidents of non-compliance withregulations or voluntary codes
concerning the labeling, marketing,or advertising of our products andmaterial services. In addition,
Owens Corning had no material
incidents of non-complianceconcerning the health and safety ofour products in 2023.
We have conducted full LCAs on 86%
of our products, including shingles,
fiberglass, mineral wool, cellularglass, and extruded polystyrene (XPS)
foam insulation, as well as composite
glass product offerings such as
reinforcements, nonwoven mats, andtechnical fabrics.

INTRODUCTIONPEOPLEPURPOSE

Europe’s Green Claims Directive aims at reducing greenwashing and protecting
customers from false environmental claims. In March 2023, the Commission
adopted a proposal for a Directive on Green Claims. Once adopted, the new EU rules
will have to be incorporated by Member States into their domestic law, and must thenapply within 24 months from their adoption (which is expected to be in March 2024).
It also prohibits claims based on the offsetting of greenhouse gas emissions, or thata product has a neutral, reduced, or positive impact on the environment in terms ofgreenhouse gas emissions.

PLANET

APPENDICESPURPOSE | PRODUCT TRANSPARENCY: 2023 IN REVIEW

Photo submitted by:Dionne Davidson | Joplin, Missouri, U.S.
A bale of scrap flexible packaging used in recycling
trials to determine its suitability in manufacturingother Owens Corning products.

 215 

USING DATA TO HELPIMPROVE THE LIFE CYCLEASSESSMENT PROCESSAs Owens Corning works to achieve our 2030 sustainability goals,
our ability to leverage data is essential to our efforts. One recent
project will have an enormous impact on our ability to collect andintegrate data, making it possible for us to build life cycle models
that help us lower the overall negative impacts of our products.
Our Sustainability team collects data from more than 100 plants andthird-party sources around the world to conduct LCAs. The data wecollect also serves as a resource as we work with suppliers to lower
our Scope 3 emissions. In the past, this work was done manually,
which was time-consuming and made it difficult to standardize
processes. To address this issue, we sought to develop a Power BI
dashboard to improve data collection.
We have conducted LCAs and issued EPDs for the following products:
 PINK Next Gen® Fiberglas™ insulation

 Thermafiber® mineral wool insulation

 EcoTouch® insulation for flexible duct andmetal building products

 Thermafiber® formaldehyde-free mineralwool insulation

 Metal Building Insulation (MBI) Owens Corning® asphalt roofing shingles

 Loosefill insulation

 Fiberglas™ pipe insulation

 FOAMULAR® XPS insulation

 700 Series Fiberglas™ insulation

 FOAMULAR® NGX™ XPS insulation

 QuietR® duct board

 FOAMGLAS® cellular glass insulation

 SOFTR® duct wrap

 PAROC® stone wool insulation

 Aislhogar® insulation

In 2023, we updated our LCAs and EPDs for PINK Next Gen® Fiberglas™, Loosefill insulation, FOAMULAR®,
and FOAMULAR® NGX®. We also updated EPDs for our Paroc mineral wool insulation products, based on
new LCA data.
Two HPDs, SelectSound® Black Acoustic Blanket Board and FOAMULAR® NGX™ XPS insulation, wererenewed in 2023.

Photo submitted by:Kyle Denzler | Granville, Ohio, U.S.
Mendenhall Glacier, Juneau, Alaska, U.S

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

The tool, which was developed in consultation with employees
across multiple functions, including Information Technology,
Sourcing, Finance, Supply Chain, and Sustainability, automated andstandardized the LCA data collection and integration process. The
results have been impressive, as we have been able to: Shorten the data collection process from a few weeks to only
a few days
 Increase the scope and scale of analysis acrossmultiple products Reduce response time to some customer requests forcarbon footprint and LCA data from months to days
 Improve employee productivity through on-demanddata collection, enabling us to create more LCAs withhigher accuracy Deliver continuous improvement in product sustainability with adata-driven feedback loop from LCA reporting
Our work in developing this tool was recognized by the businesstechnology publication CIO, which presented Owens Corning with a
CIO 100 Award in March 2023. Each year, this award celebrates 100
organizations that are using IT in innovative ways to deliver value totheir business.

PURPOSE | PRODUCT TRANSPARENCY: 2023 IN REVIEW 216 CIRCULARECONOMYFor too long, the linear model ofmanufacturing has been predominant— raw materials are extracted fromthe earth, products are made, andthey are discarded when they are
no longer needed. We are seeing
the negative impacts everywhere,as natural resources are depleted,pollution is increasing, and landfills are
overflowing. That’s why we have set
ambitious goals to establish circular
economy business models by 2030.

A circular economy is one in which sustainable choices are madethroughout every product’s life cycle. As we work to build a true
circular economy model, we must: Reduce the use of virgin raw material in the manufacturing ofour products in favor of bio-based or recyclable inputs
 Reduce or limit waste, energy consumption, and emissions
throughout the manufacturing process Promote the recycling of manufacturing waste, the use of postindustrial and post-consumer recycled materials and other endof-life solutions that keep products in the economy indefinitely
To achieve this level of circularity, we must: Purposefully design our new products for sustainability value
 Manufacture products using renewable and recyclable input
 Enable circular economy business models, working withdifferent players throughout the value chain
At Owens Corning, we are coordinating efforts throughout theorganization to make this aspiration a reality, which is a testament
to our people’s commitment to the Owens Corning missionof building a sustainable future. Throughout this chapter, wedemonstrate the progress we have made.

Sustainability Materiality Definition
A circular economy is one in which virgin raw materials,
waste, energy, and emissions are minimized through smart
design, renewable and recycled inputs, energy-efficient
production, and enabling the recyclability of products at theend of their life cycles. We are committed to supporting the
global transformation to a circular economy.
Relevant United Nations Sustainable Development Goals

Photo above:
A road crew paves a section of Siloam Road in Pueblo County, Colorado, U.S., usingasphalt that contains recycled waste plastic, developed in conjunction with a teamfrom the Owens Corning Roofing business.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | CIRCULAR ECONOMY 217 

2030 GOALSFOR THE CIRCULAR ECONOMY

Increasing recycledcontent and decreasing
virgin raw materials usedin our products.

By 2030, we will develop viable circular economy
business models involving our materials and how
they are used. We will accomplish this by:Collaborating
up and down the
supply chain withcustomers, suppliers,
communities,
academics,
policymakers,
government
entities, and otherorganizations to drive
improvements.

 Increasing recycled content and decreasing
virgin raw materials used in our products.
 Developing technical solutions and practicalbusiness models for our products andpackaging so they can be used for beneficial
purposes even after they are no longer used fortheir original purpose.

Developing technicalsolutions and practicalbusiness models for our
products and packaging
so they can be used
for beneficial purposes
even after they are nolonger used for their
original purpose.

 Collaborating up and down the supply chain
with customers, suppliers, communities,
academics, policymakers, government entities,
and other organizations to drive improvements
to circularity.

DRIVEN BY DEDICATED LEADERSHIP
Owens Corning has a Circular Economy team in place to define goals and prioritize projects
that accelerate our circular economy aspirations. Led by our Chief Sustainability Officer(CSO), the team is consolidating and building on the work done over the past few decades,
and they serve as a hub for thought leadership, expertise, and shared learnings.
Our Circular Economy team is composed of sustainability professionals who define
enterprise roadmaps and required technology programs, as well as evaluate new circular
economy business models. On the technology side, our scientists and engineers aredeveloping new technologies and capabilities that enable Owens Corning to recycle more of
its own manufacturing waste back into our production processes. We incubate new projects
and technologies in partnership with academia, and we work with our teams to embed thosecapabilities into our manufacturing plants.
Waste that cannot be recycled in our own plants often has uses in other applications, andour diversion strategy professionals work on identifying and qualifying those types of outlets.
We have three key levers for eliminating our waste-to-landfill: reducing the amount of waste
we produce, recycling internally, and diverting externally. Our Strategy Diversion team is
responsible for using these levers to design a roadmap that ultimately leads us to our goal.

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APPENDICES

As we continue to develop new technologies and capabilities, we enhance our ability
to provide solutions beyond our manufacturing plants. Our end-of-life experts work on
partnering with our customers and other stakeholders to create circular business models for
products that are at the end of their useful lives. In some cases, Owens Corning may be able
to use materials claimed at end-of-life, or we may find other parties who find those materials
even more valuable. These circular models are at the core of what it means to be committed
to keeping raw materials, once extracted, in the economy indefinitely.
At the same time, we recognize the importance of operationalizing the circular economy
model throughout our company, and we will do this by eventually embedding thetechnologies and capabilities we develop into the core of our business. This lets our
employees know that this initiative goes beyond our Sustainability team — it is a challenge,
an opportunity, and a goal shared by all of Owens Corning’s businesses and functions aroundthe world.

PURPOSE | CIRCULAR ECONOMY 218 

INTEGRATED THROUGHOUT OUR OPERATIONS
At every stage in a product’s life cycle, we look for ways to contribute to the circular economy model — reducing virgin raw
materials, recycling waste streams, and creating end-of-life solutions.

Incorporating Recycled Content
Owens Corning uses a wide range of materials in the manufacturing of our products, and it is imperative that we aim toincrease recycled materials and decrease our use of virgin raw materials.
Glass Recycling
There are many benefits to using crushed post-consumer glass (glass bottles, window panes, etc.) — also known as cullet —in our operations. In addition to decreasing community landfill waste, the use of cullet lowers the amount of energy used in
manufacturing, as it requires more energy to start with raw materials such as sand. In fact, according to the Glass Packaging
Institute, energy costs drop by about 2-3% for each additional 10% of cullet used in manufacturing.
While we strive to increase the amount of recycled glass in our insulation products — and demand everywhere continues togrow — there are a number of challenges involved in acquiring cullet. According to the U.S. Environmental Protection Agency,
only 31.3% of all glass containers were recycled in 2018 (the last year for which data have been published). In addition, many
U.S. municipalities have removed glass from their curbside recycling programs, further threatening cullet supply.
Despite these challenges, we believe the availability of high-quality recyclable glass is critical to the ongoing execution of ourenvironmental ambitions and our overall growth strategy. Our primary focus is on promoting glass recycling at the state andlocal level, as shipping recycled glass is expensive and can negate the energy and emissions benefits. Therefore, we support
a range of glass recycling efforts that will result in more glass being recycled and with less contamination.
As part of these efforts, Owens Corning works with other companies and organizations to support the glass recycling
industry and the glass recycling supply chain as a whole. The Glass Recycling Coalition (GRC) and the North American
Insulation Manufacturers Association (NAIMA) are two of our key partners, and in conjunction with these groups, we arefocused on promoting glass recycling in several regions throughout the U.S.
We also worked with NAIMA to form a glass cullet task force with the following objectives: Improve communication on end-use of glass containers used to make fiberglass
 Increase glass container recycling rates
 Improve glass cullet quality
 Protect current recycling programs at the state and local levels

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Eliminating Waste in Manufacturing
Our circular economy ambitions are closely tied to thegoals we have set for waste management — reducing
the waste intensity generated by our processes andfinding ways to reuse or recycle the remaining material.
We participate in a number of initiatives that repurpose
manufacturing waste for alternate applications, extending
the life of the materials and diverting waste from thelandfill. Learn more about these initiatives in the Waste
Management chapter of this report.

Ensuring Responsible Use andConsumption
Owens Corning manufactures products that help users
achieve their own sustainability goals — insulation thatsaves energy, roofing products that protect homes, andcomposites that make products lighter and more durable.
At the same time, we are proud to collaborate with othercompanies to develop innovations that bring the elementof circularity to products that are already inherently
sustainable. Our work in the wind power industry is aparticularly compelling example.
Wind power is essential to the world’s renewablestrategies, but there remains a need to develop end-oflife solutions for wind turbine blades. Owens Corning is
working with partners around the world to keep theseblades out of landfills, and we have had remarkablesuccesses in recent years.
We are collaborating with industry partners to develop
processes to cut and section wind blades, strip themof their metal, and shred them. We are also working
with startup companies to conduct controlled pyrolysis
processes for successful recovery of energy and glass
fiber. Executing these initiatives economically at thescale required to fully divert blades from the landfill
remains a challenge.

PURPOSE | CIRCULAR ECONOMY 219 

CLOSING THE LOOP AT END-OF-LIFEIn the final phase of a successful circular economy model, products that have reached the end of their usefulness as manufactured would not be sent to the landfill — ideally, they would
remain in the economy indefinitely. Owens Corning recognizes the role that we are able to play in diverting post-consumer waste. It not only reduces our impact on the environment, but it alsoenables us to meet changing environmental imperatives around the world.
In Europe, for example, end-of-life solutions are already the subject of a strong legislative drive, and Owens Corning is working to meet and anticipate increasingly stringent regulations. This
involves establishing partnerships and applications in which our products can be taken back into our own operations or repurposed for alternate uses.
The following initiatives are central to our end-of-life endeavors:

Take-Back Models
Collecting used materials or products from customers, known as take-back models, is an essential component of the circular economy. For Owens Corning, this includes waste generated during
construction, subsequent fabrication, or installation. We are actively working to include take-back models — beginning with the examples included below in our strategies.
FOAMULAR® Take-Back

Paroc REWOOL Take-Back System

Our take-back program in Gresham, Oregon, U.S., was established to meet customer demand
for recycling clean XPS material. Following the initial success of a trial program, an official
take-back partnership was established in October 2022. The material is transported between
the two facilities by a logistics company in regularly scheduled loads, where it is then groundand introduced into our manufacturing process. Having established the feasibility of the takeback model, the FOAMULAR® team is looking into ways to help other customers with similar
waste problems in the future.

The Paroc REWOOL customer waste take-back and recycling system is an important part ofour work to achieve a circular economy and a sustainable future. With the REWOOL system,
the stone wool offcuts from construction and production sites can be effectively sorted,transported, and recycled.
For customers, the REWOOL take-back and recycling system has many advantages. It reduces
the amount of waste sent to landfill, which can also reduce the cost of waste management.
In addition, recycling offcuts instead of throwing them away as waste increases the scores ofbuildings in environmental classifications such as LEED and BREEAM.
At Paroc factories, offcuts redeemed by the REWOOL system can be recycled andmanufactured into blowing wool or stone wool fiber, giving the offcut material a whole
new life.
The first Paroc REWOOL system was introduced in Sweden in 1996, before Paroc was
acquired by Owens Corning. Since then, the system has been developed to include the latest
technology and customized solutions. Currently, the REWOOL system enables the efficientreuse of stone wool offcuts. Since 2020, the REWOOL system has also been in place inFinland, where customers’ offcuts are recycled in cooperation with partner companies.

Paroc stone wool.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | CIRCULAR ECONOMY 220 Advocating for Shingle Recycling

Roofing Contractor Incentive Program

To help promote recycling among roofing contractors, our Roofing business has created acampaign designed to highlight the benefits of recycling. This campaign has been designed
to meet increased customer demand for sustainable products, especially as younger
generations enter into homeownership, and works to ensure compliance with regulations andlimits on allowable volumes of building waste sent to landfills. To support contractors in thiscampaign, we have developed a range of marketing materials they can use to differentiatethemselves from the competition and demonstrate their commitment to sustainability. While
our ability to fully implement this campaign remains contingent on the availability of shingle
recycling sites near the contractor, we are confident uniting with contractors to divert thesematerials from landfills can be an important component of our shingle recycling initiatives in
the future.

Owens Corning has established a roofing contractor incentive program for recycling asphalt
shingle roof tear-offs. Through a national strategic alliance with Earth911, we connect
contractors with convenient recycling facilities. As part of the program, we ask contractors
to help the environment and promote sustainable business practices by pledging to recycle
their shingle tear-offs.

We are addressing waste through our work with industry organizations and regulatory
agencies. Owens Corning has a leadership role with the Asphalt Roofing Manufacturers
Association (ARMA) with respect to the Asphalt Roofing Recycling Committee and theAsphalt Institute Foundation (AIF) research area. We also work directly with the Construction
and Demolition Recycling Association (CDRA), as well as CalRecycle, an organization within
the California Environmental Protection Agency, to share best practices and collaborate
on programs that promote the development of sustainable practices at the intersection ofindustry and state policy.

While increasing the number of contractors in our network who recycle shingles is one of ourpriorities, market forces continue to present obstacles. In the U.S., the volume of shingles
that are recycled continues to decline every year due to factors such as recycling centersclosing or discontinuing their shingle recycling operation, restrictions from Departmentsof Transportation on the use of recycled asphalt shingles (RAS) in hotmix asphalt paving,existing stockpiles of material, and difficulties getting asphalt companies to take the material.

Learn about our 2023
progress in shingle
recycling on page 224.

We are also working with the market sectors into which recycled shingle materials would go,
including the roofing solutions, industrial asphalt, and specialty paving industries. The use ofrecycled shingle material, specifically reclaimed asphalt pavements (RAP), represents oneof the largest examples of the circular economy in action across the U.S. today. According
to the National Asphalt Paving Association, more than 85 million tons of recycled content
are included in new pavement mixes each year. Our Specialty Paving business is a criticalparticipant in encouraging this movement through its work developing unique binders thatallow for increased use of RAP concentrations in asphalt pavement mixes.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | CIRCULAR ECONOMY 221 FPO

CIRCULAR ECONOMY

2023 IN
REVIEW

This year has been a very important
one for circular economy efforts
at Owens Corning. In addition tobreakthroughs in our recycling
capabilities, we strengthened our
circular economy infrastructurewith the construction of a new lab
dedicated to advancing our internal
recycling capabilities. With thesedevelopments, combined with theingenuity of our people, we areconfident that our circular economy
aspirations are within reach.
In Europe, we comply with the Packaging and Packaging Waste
Regulation, adopted in December 2023. This regulation covers
all packaging, regardless of the material used, and all packaging
waste, regardless of its origin. It also sets 2030 and 2040 targets
for minimum recycled content in plastic packaging, as an
example, and therefore this regulation will drive changes on the
packaging of our products.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Photo submitted by:Zach Power | Granville, Ohio, U.S.
Inside the Circular Economy Recycling Technology Innovation
Laboratory at the Granville Science & Technology Center.

PURPOSE | CIRCULAR ECONOMY: 2023 IN REVIEW 222 

Recycled Content in Insulation Products
Owens Corning is a leader in the use of recycled content, and we arecommitted to using recycled glass content in our products, including
the following: A minimum of 70% recycled content in our Thermafiber® mineralwool insulation*
 A minimum of 55% recycled content in our North American
residential fiberglass insulation** A minimum of 53% recycled content in our commercial andindustrial fiberglass insulation**

CIRCULAR ECONOMYRECYCLING TECHNOLOGYINNOVATION LABORATORY A minimum of 53% recycled content in our U.S.-made products Up to 68% recycled content in our Canadian-made products
 A certified 20% pre-consumer content in our North American XPS
foam insulation

Recycling processes start with the ability to convert
material waste into a convenient form, which requires
cutting, shredding, and grinding capabilities. Without thecapability to perform these initial processes internally,
they are typically done by third parties, which result insignificant inefficiencies — shipping samples backand forth in multiple iterations of specification andprocess development.
In order to accelerate our internal recycling capabilities,
we have built our first Circular Economy Recycling
Technology Innovation Laboratory at our Science &Technology Center in Granville, Ohio, U.S., bringing thesecapabilities in house. In addition to material handling andparticle sizing, we are building out pilot capabilities for
new recycling processes. As we develop and learn fromthese programs, we will industrialize these capabilities
into our production environment and into our asset
network across the globe, which will be a significant leverin our overall strategy to reduce waste-to-landfill to zero.
In addition, the recycling capabilities developed in this lab
will be the foundation that will enable us to build out moreelaborate takeback programs and end-of-life solutions forour customers.

INTRODUCTIONPEOPLEPURPOSEPLANET* Validated by the International Code Council Evaluation Service (ICC-ES)** Certified by SCS Global Services

Detail images of Owens Corning Insulation products.

Owens Corning is one of the world’s largest
consumers of recycled glass — in 2023, weconsumed more than 1 billion pounds of recycled
glass globally.

2023 Input Material by Weight (Metric Tons)
Total weight of material
Total weight of recycled input materials
Percent of recycled content

APPENDICES

2018

2019

2020

2021

2022

2023

7,695,265

8,208,112

6,812,476

8,416,366

9,131,607

7,354,622

804,389

722,650

708,905

840,253

841,660

745,132

10%

9%

10%

10%

9%

10%

PURPOSE | CIRCULAR ECONOMY: 2023 IN REVIEW 223 

Shingle Recycling
Each year, typically 12 to 13 million U.S. tons of shingle waste is generated. Less than 10%of that is manufacturing waste, and the remaining balance consists of shingles removed at
the end of their life. Over the years, Owens Corning has taken varied approaches to address
this issue, in collaboration with other players in the Roofing business value chain, and wecontinue to advance toward our aspiration to create a circular shingle economy and divert
waste from landfills.
In 2023, we announced that we had made progress on two key shingle recycling
workstreams, which are essential as we seek to reach our goal of recycling 2 million tons ofshingles per year in the U.S. by 2030.
 Recycling used shingles into new shingles.
In late 2022, Owens Corning and our partners launched an asphalt shingle recycling pilot
program developed to deconstruct residential and industrial waste shingles and extract
their component materials. After less than one year, the facility successfully achieved
shingle deconstruction, extracting asphalt, granules, and filler. The process is designed toreclaim the entire shingle to avoid any components of the product going to waste.
We will continue to modify and enhance the pilot process to optimize the resulting
components for various future applications, with a plan to stage plant trials where wewill utilize the extracted materials in the development of new prototype shingles.
 Recycling used shingles into asphalt pavement.
Owens Corning also remains committed to accelerating the use of recycled shingles inasphalt paving applications. To support this effort, we have partnered with the National
Center for Asphalt Technology (NCAT) to conduct research studies on the use ofrecycled shingles in pavement.
Working with NCAT, we are evaluating the performance of asphalt mixtures made witha balanced mix design using recycled asphalt shingles (RAS). We are also measuring
the environmental impact of RAS in paving applications and will generate full life cycle
assessment data on RAS into pavement for the first time. This information can be
published in industry-wide guidelines to educate asphalt contractors across the U.S.,
with the goal of promoting the use of RAS in the future.

Owens Corning and its partners have successfully deconstructed asphalt shingles into their component parts.
Shown above, from left, is asphalt, filler, and granules extracted from waste shingles.

Our team has helped create a polymer modified asphalt basethat could be provided to a hot mix contractor and successfully
combined with locally recycled plastic to create roadway material.
The material has been utilized to pave 1.75 miles of test road, thelongest U.S. road made to date utilizing waste plastic in asphalt.
Learn more about this project on page 237.

Roofing Contractor Incentive Program 2023 Update
As of 2023, 798 contractors in our network have pledged to recycle their shingle tear-offs,
including 133 new contractors who made the pledge this year.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | CIRCULAR ECONOMY: 2023 IN REVIEW 224 Partnerships That Help Close the Loop in Wind PowerZEBRA Project

SusWIND Project

Owens Corning is a leading partner in the ZEBRA (Zero wastE Blade ReseArch) consortiumin Europe, launched in 2020, along with such partners as Arkema, LM, Engie, Suez, and IRT, todevelop the first 100% recyclable wind turbine blade. The first prototype blade was produced
in 2022, and our wind Science and Technology team is developing new high-performance
glass that is compatible with the resin used to manufacture the blade.

In 2022, Owens Corning joined the SusWIND project, a U.K.-based consortium of companies
launched in 2021 to facilitate recyclability in the manufacturing of composite wind turbine
blades through the development of technology, processes, and materials. By joining
SusWIND, we have new opportunities for collaboration, as well as access to a wealth of key
material science research that will facilitate circularity in turbine blade manufacturing.

In 2023, the consortium achieved two key milestones that help demonstrate the potentialthat exists for recyclable blades. The first prototype, a 62-meter-long blade made in 2021,
successfully passed all mechanical tests. This blade, manufactured from recyclable
materials, performed better than blades using virgin input materials. A second blade,measuring 77.4 meters and using carbon-fiber pultruded planks as the main reinforcement,
was also manufactured this year and is being tested.
These prototype blades were made using several new products, including new fabrics design
and WindStrand® roving input from Owens Corning. The next and final key milestone —proving the blade materials’ recyclability — is expected to be completed in the next year.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Photo submitted by:
Eric Dallies | Chambéry, France
Two key milestones were achieved this year within the framework of the ZEBRA consortium, which is working todevelop recyclable wind turbine blades.

PURPOSE | CIRCULAR ECONOMY: 2023 IN REVIEW 225 

OUR PEOPLE
MAKING A DIFFERENCE
Petra Inghelbrecht
Senior Sustainability Leader

With over 25 years’ experience in environmental management, circularity,
decarbonization, and policy, Petra Inghelbrecht brings a wealth of insight toOwens Corning. She has unique insights into sustainability on a global level —the large brands driving trends, the push for increased legislation in the region,and the spread from Europe into other regions around the world. Petra sharessome of her insights here, and offers her perspective on our approach tobuilding a circular economy.

“

In Europe, it’s not only
about getting your own
waste recycled or zerowaste-to-landfill — it’s aboutproviding solutions forcustomers, and that’s what
Owens Corning is working on.

”

Photo courtesy of Petra Inghelbrecht.

On the need to rethink our approach
to wasteOn what set Owens Corning apartin circularity

On the need for an integrated strategy
for sustainability

Waste needs to become a raw material. If you do that,you can really grow without being that dependent on
your resources. There is a sustainability element tothis, but also a bit of a strategic element, because wecannot keep mining and extracting our raw materials.
In Europe, we’re at that stage where this is what themarkets expect from us. Circular business models
also allow us to work in closed loop systems with ourcustomers and value chain. If we take back waste
and bring it back as recycled content in our product,
we are working in a closed loop, which is good froma sustainability point of view, but also very strategic
because we are working with customers, making us
both stronger — this is the double win on circularity.

First of all, there’s a strong, innovative, technologydriven focus here, in combination with a marketdriven approach. We work with our customers andvalue chains to see things from their perspective. We
understand the markets and the regulations, and thisis the basis for the strategies we set. Secondly, we are
an innovative company that is really agile, enabling
us to develop, test, and implement new things, andthis combination is quite powerful. It’s a collaboration
across teams and businesses with a lot of interaction
and overlap, and we are progressing extremely well.
The team is really enthusiastic, and I’m amazed by thelevel of engagement I see in the people. They’re reallygrowing in their leadership and pushing it further. Thisis really a positive dynamic I see in Owens Corning andcircularity, and I really like that a lot.

Circularity is not one solution fits all. You need to be
circular and decarbonize and reduce environmental
impacts. This is an important thing about circularity— it’s about winning together. We provide solutions forcustomers’ waste and we give it back as a solution
for them. We are first focusing on our customer’s
waste, where our customers win and our end markets
win — and we are an essential part of that chain.
We need to do it together. On circularity, it’s not
only internal with Owens Corning. It’s really aboutcollaborating across the value chain, with customers,
recyclers, transporters, and end-markets. Together, we
can create a positive impact on the market.

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APPENDICESPURPOSE | CIRCULAR ECONOMY: 2023 IN REVIEW 226 

Take-Back Models in 2023
In 2023, approximately 3,390 metric tons of product were taken back through the REWOOL program, in which Paroc
takes back stone wool offcuts from construction and production sites, where they can be sorted, transported, andrecycled. Based on the positive experience in Sweden and Finland, we are currently piloting a customer take-backservice in Germany with selected customers. The aim is to develop a well-functioning take-back model that makes it
easy and convenient for customers to sort and ship the offcuts from their construction sites.
Reusable Pallet Program
Wooden pallets, especially those of non-standard sizes, often cannot be reused by customers, so there is a greater
possibility for them to end up in a landfill. To address this, a cross-functional team from Logistics, Sourcing, andMarketing established the Reusable Pallet Program. Customers set aside their Owens Corning pallets to be picked
up by a third party. We make any necessary repairs and keep the pallets in use for as long as possible. Throughthis program, customers are also able to reduce costs related to storage, handling, and disposal.
The initiative began in 2022, and all Paroc plants are now part of this process. In 2023, the proportion of pallets
reused increased from 11% in 2022 to 13%, and the team has set a 2024 target to further increase use to 18% of
pallets. In addition, a pilot program has been established to expand the initiative into our Composites business.
This pilot began with our plant in L’Ardoise, France, and already 26% of their pallets have been reused. Through apartnership with a third-party supplier, we are working to further extend this program into other Composites plants
in Europe. This expansion will require collaboration between a number of functions, including Sales, Marketing,Sourcing, Supply Chain, and Material Planning.

OWENS CORNING &THE CIRCULAR ECONOMY
Our Circular Economy team has established a solid foundation
upon which the people in our facilities and plants can build, andthe ways they have operationalized initiatives around the world
have been extremely encouraging. With the completion of our
new Innovation Lab, we are in an even better position to achieve
our aspirations.
This is important because the need for a circular economy model
has never been greater. Greenhouse gas emissions are having a
detrimental effect on our planet, and decreasing our reliance on
virgin raw materials will reduce emissions associated with mining,processing, and transportation. In addition, closing the loop at
our products’ end-of-life helps send less waste to the landfill —another global imperative. Our circular economy goals, therefore,
are a central component of our sustainability journey, helping us
fulfill our mission of building a sustainable future together.

Wooden pallet in Liversedge, U.K.

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APPENDICESPURPOSE | CIRCULAR ECONOMY: 2023 IN REVIEW 227 

LEADERSHIP &ADVOCACY
THROUGHOUTOUR INDUSTRYAt Owens Corning, we believe in setting an example forour industry — promoting our core values and supporting
initiatives that help make the world a better place. This
includes advocating for building energy-efficient measures andimprovements to building code development and adoption. Our
efforts in this area can be seen in our education campaigns,
code advocacy, attention to legislation, regulation, and “reachcodes” related to building decarbonization.

As part of our approach to advocacy, our Government Affairs
team oversees our interactions with trade associations
and climate advocacy organizations, ensuring that ourengagement is aligned with our climate policy. We regularly
review language and activities with both the External Affairs
and Sustainability departments, and we conduct legal reviewsof external communications, including letters, testimony, andinteractions with outside advocates or non-governmentalorganizations (NGOs).
Photo submitted by:
Binghai Kang | Tianjin, China
Employees receiving Power APP training at our plant in Tianjin, China.

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APPENDICESPURPOSE | LEADERSHIP & ADVOCACY THROUGHOUT OUR INDUSTRY 228 Partnerships With Industry Organizations
We collaborate with a range of organizations, providing opportunities to collectively advocate for our industry, promoting growth, and offering invaluable insights into improving oursustainability capabilities. Owens Corning employees work with trade associations and research institutions, as well as the regulatory agencies that set specifications for the products
and buildings where our materials are used. Our experts often participate as board and committee members in these organizations, and their leadership helps reinforce our emphasis on
sustainability in their work.
Some of our notable industry associations include: North American Insulation Manufacturers Association (NAIMA) is made up of companies
that manufacture fiberglass, rock wool, and slag wool insulation. Its members produce themajority of the insulation products used in the United States, Canada, and Mexico. NAIMA
is primarily focused on promoting energy efficiency and resilience through an insulationfirst approach, preserving the environment, and ensuring the safe production and use of its
members’ products.
 European Insulation Manufacturers Association (EURIMA) was established to createa favorable business environment for mineral wool insulation and promote improved
standards for insulation materials. EURIMA is a research-driven organization whose
industry members, including Owens Corning Paroc, produce a wide range of mineral wool
products for thermal and acoustic insulation, providing fire protection of domestic andcommercial buildings and industrial facilities while offering innovative growing media andgreen-roofing solutions.
 Asphalt Roofing Manufacturers Association (ARMA) represents both manufacturers andthe companies that supply their raw materials. ARMA is dedicated to the advancementof the asphalt roofing industry through the collective expertise of its member companies.
The organization is also a resource for building and code officials as well as regulatory
agencies and allied trade groups. Our employees have leadership positions within thisorganization, including chairing the Asphalt Roofing Recycling Committee and Codes
Steering Group, and we are members of their Sustainability Task Force.

 The Institute for Advanced Composites Manufacturing (IACMI) is a U.S.-based
collaborative network of industry, academic, government, and national lab stakeholders
that aims to accelerate the development and adoption of advanced composite
technologies for a more sustainable and competitive future for composites. Owens
Corning is a proud partner with IACMI, and we are active in several working groups thatalign with our Composites business’s growth strategies, including Infrastructure andConstruction, Wind Energy, and Future Mobility/Vehicle Technology. Owens Corning also
has a strong partnership with the Recycling/Circular Economy Working Group, whichseeks to identify and evaluate innovative solutions for composite materials, processes,
and recycling technologies, as well as develop market-driven end use applications that
promote circularity.
 The Asphalt Institute is an international trade association that promotes the use,
benefits, and performance of petroleum asphalt through education, engineering,
technical development, environmental stewardship, and marketing leadership.
Owens Corning employees are active participants in the organization, as well as theAsphalt Institute Foundation, and the Asphalt Institute Roofing Technical Committee.
For a full list of organizations with which we work, see Appendix D.

 American Composites Manufacturers Association (ACMA) provides education, advocacy,
and representation for its member companies and associated markets to promote growthwithin the composites industry. ACMA is committed to driving industry innovation, providing
members with a range of educational tools and certification programs. Our people are active
in a number of ACMA committees, including the Utility and Communications Structures
Council, where we advise on the specification of composite utility poles, the Utility andCommunication Council, where we are working as a part of a committee developing thespecification for composite crossarms, and the Composites Sustainability Council.
Owens Corning employees are also providing their expertise to the ACMA’s Climate Impact
project. Launched in 2022, this project will provide composites manufacturers with tools
and resources to assess climate impacts related to their operations, such as life cycle
inventory, product category rules, and environmental product declarations (EPDs), which are
discussed on page 213.

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APPENDICESPURPOSE | LEADERSHIP & ADVOCACY THROUGHOUT OUR INDUSTRY 229 

Additional Advocacy Initiatives
Certified Energy Experts®
The Owens Corning® Certified Energy Expert® (CEE) program provides contractors withtraining on thermal performance, moisture prevention, and more — information that they canthen pass along to their customers. With their advanced understanding of building science,
they offer their customers an expertise that makes them a trusted alliance throughout thebuilding process. In doing so, they have helped grow sales of Owens Corning® insulation
while facilitating the construction of sustainable buildings.
Owens Corning supports these contractors with local marketing materials that promote bothour brand and that of the contractor. In addition, our limited lifetime warranty includes CEE
workmanship as well as our products.
In 2023, 91% of CEEs worked with Owens Corning on at least one program element during
the year. There are currently 93 insulation contractors in this elite group. To remain in the CEE
program, contractors must adhere to Grade 1 insulation installation as well as complete allcertifications and training, as defined by program requirements. Members of the program
install different types of insulation and operate with different business models, from new
construction and renovation of single-family homes to light commercial buildings such as
multifamily units.
Owens Corning Green Bond
Owens Corning’s green bond was issued in 2019 and was the first to be offered by anindustrial company in the U.S. The $450 million bond is payable over 10 years at a coupon
rate of 3.95%. In conjunction with the bond, the company committed to spending $445
million on eligible green projects.
The committed funds are being used to further the company’s work in renewable energy,
energy efficiency, and circular economy-adapted products, production technologies,
and processes.
As outlined in the Green Bond Principles, the company reports on how the committed
funds are spent and the progress it makes on the initiatives outlined in connection with thebond. Owens Corning publishes annual updates on the allocation of the committed funds
throughout the term of the green bond until such funds have been fully allocated. These
updates are reported publicly on our website.

Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
Mechanic Steven Vigil takes the temperature of the thermal oxidizer burner at the Denver Trumbull Plant.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | LEADERSHIP & ADVOCACY THROUGHOUT OUR INDUSTRY 230 Net-Zero Energy Ready and Passive House Buildings
Net-zero energy ready and Passive House buildings are buildings that produce at least the same amount of energy as they are consuming
while maintaining the comfort of occupants. Owens Corning products play an important role in meeting this objective. Buildings can be
designed to be ultra-efficient, making them net-zero energy ready or better. When combined with the use of renewable energy and batteries,
buildings can then achieve net-zero energy status.
While we have not set a specific target relative to Passive House and net-zero energy ready houses and buildings as part of our 2030 goals,
we work closely with organizations and contractors who are driving progress in this area.
Homes and buildings that meet Passive House standards go far beyond model energy codes, reach codes, decarbonization codes andpolicies, and branded programs (LEED®, Living Building, and WELL) with regard to energy savings and other attributes. The market penetrationof Passive House is growing in China, the EU, and Canada. While the U.S. currently lags in adoption of Passive House, the pipeline of projects isstrong in Pennsylvania, New York, and Massachusetts due to progressive climate policies and attention to building decarbonization.
As we work to promote the construction of true net-zero energy ready and Passive House buildings, Owens Corning is engaged in thefollowing activities:
 We are a Gold Sponsor of the Canadian Home Builders’
Association’s (CHBA) Net-Zero Energy Housing Council,
helping drive accelerated adoption of net-zero energy readyperformance (Tier 5) in new and existing houses, which will bemandated in 2030 as part of the Pan-Canadian Framework on
Clean Growth and Climate Change.
 We are an active partner supporting a pilot project fromthe CHBA, Towards Cost-Effective Net-Zero Energy Ready
Residential Renovations. The project’s goal is to accelerate
the deployment of very high-efficiency homes and buildingsin Canada, and it is aimed at driving down costs and creating
market confidence in net-zero energy ready retrofits.
 We are a premier corporate sponsor of the Canadian Associationof Energy Advisors (CACEA), providing support for the associationand its members, who work with builders across Canada.
CACEA members help builders meet current and future code
requirements, help them develop their blueprint, and implement
innovative solutions as they move toward mandatory net-zeroenergy ready performance by 2030.
 We are a sponsor and partner of EnerQuality, an organizationthat delivers a voluntary ENERGY STAR® labeling programfor high-performance new homes and multi-use residentialbuildings across Canada.
Photo submitted by:
Carrie Sim | Toledo, Ohio, U.S.
Wildflowers on the University Trail in Toledo.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES We have participated in NRCan’s Local Energy Efficiency
Partnership (LEEP) program, accelerating uptake of innovativebuilding enclosure products and technologies in the new andretrofit housing sectors.
 In the U.S., we worked to encourage the improvement to theEnvironmental Protection Agency’s ENERGY STAR® Homes
program and the Department of Energy’s Zero Energy Ready
Homes program, which establishes the 2021 International
Energy Conservation Code as the minimum baseline uponwhich additional energy savings are required. Both programs arereferenced in the Inflation Reduction Act’s federal tax credit for
new homes, providing $2,500 per home for ENERGY STAR® and$5,000 per home for Zero Energy Ready, as well as incentives
for certain multifamily buildings that meet these program
requirements. The ENERGY STAR® and Zero Energy Ready
Homes programs are stepping stones to Passive House, which
exceeds these programs with respect to energy savings.
 We are on the board of the Passive House Network, a U.S.-based
education, training, and advocacy organization that promotes
Passive House policy, regulation, codes, and programs.
 We are supporting state tax credits for builders for new homesthat meet the federal 45L new homes tax credit as a means
to drive broad adoption by builders. Further, we advocate for
Passive House as a recognized alternative compliance pathin state and local codes and in reach codes that focus onbuilding decarbonization.

PURPOSE | LEADERSHIP & ADVOCACY THROUGHOUT OUR INDUSTRY 231 The Building Science Solution Center
Our experts continuously research and deploy building sciencesolutions to serve architects, building owners, occupants, and theenvironment. The Owens Corning Building Science Solution Center
is a 24/7 portal connecting architects to emerging research,
best practices, and thought leadership across a spectrum ofbuilding disciplines.
In addition to delivering expertise related to sustainability, theBuilding Science Solution Center offers practical insights into thediverse challenges architects experience and provides access tocertification documentation to meet building program requirements.
The portal’s resources include content drawing on more than
40 years of experience pioneering perimeter fire containment
assemblies, as well as information gained from WUFI® analysis,
which helps architects predict moisture and thermal performanceacross a range of climates.
Building science is also promoted within Owens Corning through aninternal team that engages industry partners, architects, engineers,and builders. Through lunch-and-learns, webinars, in-person andvirtual seminars, workshops, and trade shows, our team helps
drive the use of our energy-saving products in more sustainablebuilding applications, maximizing their performance and helping
them achieve certifications such as LEED®. Sustainable, energyefficient solutions continue to be a focus of our product and systeminnovations, and through our industry collaborations, our cradle-tograve evaluation of embodied carbon impacts will now be at thecenter of that innovation.
Our focus on successfully engaging high-impact architects,
engineers, and construction customers in supporting builders is
crucial. We believe this support structure can have a ripple effecton sustainable revenue as these professionals promote practices
and specifications that bring awareness of our products to abroader network. For example, if a major architectural firm begins
to specify an Owens Corning® insulation product, that approach
may be shared with satellite locations as well, and impact of theengagement will be magnified.
Our metrics track customers’ building science engagement,
including the number of people reached and events held. In 2023,
Owens Corning held more than 100 building science engagement
events and reached over 10,000 architects, engineers, and builders.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Photo submitted by:Phil Casey | Ontario, Canada
The CN Tower, Toronto, Ontario, Canada.

PURPOSE | LEADERSHIP & ADVOCACY THROUGHOUT OUR INDUSTRY 232 SUSTAINABLE
GROWTH
Even as we deliver innovative
products and systems that benefit
stakeholders, we recognize
the importance of prioritizing
sustainability throughout ouroperations. By designing our productswith a view towards recycling, reuse,
and reducing impacts over theirlife cycle, we are better positioned
to ensure that our products arerecognized and preferred forsustainability throughout our industry.
Sustainability Materiality Definition
One element of our approach to sustainable growth is
the idea of resilience — not only meeting the needs of thepresent, but also leaving the world better prepared forthe uncertainties of tomorrow. By focusing on resilience,
we are creating an environment where communities areable to withstand emerging challenges, particularly thoserelated to climate change.

By 2030, we will
design our products
for recycling or reuse
to optimize the impactof our products overtheir entire life cyclefrom raw materials
to disposal.

INTRODUCTIONPEOPLEAs a company with sustainability at our core, we aim toalign our company’s growth with sustainable trends andpositive global impact. We achieve sustainable growththrough serving our customers, fulfilling their need for
quality, sustainable products. We are working to build afinancially successful company with sustainability at
its core.
Relevant United Nations Sustainable Development Goals

Photo submitted by:
Joakim Svensson | Hässleholm, Sweden
Employing the TPM principle of tagging at our Hässleholm plant.

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APPENDICESPURPOSE | SUSTAINABLE GROWTH

 233 

OUR APPROACH TOSUSTAINABLE GROWTH

Addressing Secular Trends in Our Industry

Owens Corning believes in supporting the global transition to a sustainableeconomy by being a financially successful company with sustainability at ourcore. We have established sustainable growth as one of our primary guiding
material topics, requiring us to act as a global corporate citizen, expanding
our business in ways that mitigate our negative impacts and increase ourpositive impacts.
Fostering sustainable growth requires a thorough understanding of our key
sustainability indicators, giving us the ability to implement them in ways thatmeet the needs of our stakeholders. As we work toward sustainable growth,
we seek to: Achieve operational sustainability by reducing ourenvironmental footprint Chart a clear course of action to drive product and supply chain
sustainability through engagement with suppliers and the promotion of
product life cycle transparency
 Maintain community engagement through local initiatives in theplaces we live and work, which is a key aspect of honoring oursocial responsibilities Partner and collaborate with customers and those across our supply chain
to develop innovative, sustainable composite materials and solutions that
perform as well as, or better than, traditional materials
 Work closely with contractors to demonstrate the sustainability benefits ofcomposite materials in publicly funded infrastructure projects
 Partner and collaborate with government agencies, builders, contractors,architects, and homeowners to understand their needs and help themleverage leading-edge building science to adapt to building products andsystems, and share our building science expertise to educate the industry
 Use science and technology to develop innovative building products andsystems designed to improve durability, deliver energy efficiency, andprovide comfort throughout buildings
 Advocate for building code improvements and building standards
 Continue to prioritize our employees’ safety, health, and wellness

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Owens Corning is committed to meeting the needs of our customers around the world. Increasingly, there
appears to be an emphasis on products that are manufactured sustainably and provide optimal energy
efficiency. At the same time, we are monitoring additional trends that are shaping our industry. Some ofthese are industry-specific, such as modular building trends and a shortage of skilled labor. Others are
more generalized including digital acceleration and customer and channel consolidation. In either case,
our continued leadership depends on our ability to meet these trends — and be aware of further trends as
they emerge.
The following are among the primary trends we are monitoring: Increased premium on living spaces. The rise of remote work, initially a function of the COVID-19
pandemic, has changed the way many people think about their homes. We are seeing a demand forfunctional, comfortable homes that can serve as both a workspace and a living space. We expect
homeowners to continue to prioritize efficiency and indoor comfort — benefits that insulation delivers.
 Demand for sustainable solutions. Homeowners are becoming increasingly knowledgeable aboutsustainable building solutions, and this awareness is informing their decisions as they build or
renovate homes. In addition to energy efficiency, homeowners are prioritizing greenhouse gas
reductions and renewable energy sources. At the same time, many governments are requiring
increasingly stringent standards for sustainability, which is driving new specifications throughout theindustry. One example is the Energy Performance in Buildings Directive (EPBD), an important piece oflegislation aimed at regulating buildings across the European Union (EU). The goal of the EPBD is topromote energy efficiency and accelerate the deployment of renewable energy sources in buildings.
Another EU initiative, the Renovation Wave, has the goal of doubling annual energy renovation rates
in the EU by 2030. Additionally, customers value products that offer higher recycled content and offer
circular capabilities at the end of their life cycle.
 Changing construction practices. Labor shortages have continued to impact construction practices
and cycles. As a result, we are seeing a continued demand for multi-material and prefabricatedconstruction solutions that can drive efficiencies, both in terms of the labor required for installation andthe energy savings it can deliver. We expect this trend will continue as the labor market remains tight,
especially as it relates to skilled labor. Since 2021, we have had commercial and technical teams inplace to outline business opportunities and determine the best ways to move forward in this space.
 Investment in infrastructure. We expect that upgrades to roads and bridges will continue to beprioritized everywhere over the next decade. These investments will likely call for sustainable building
solutions that will be durable over time. Our emphasis on resilience becomes especially meaningful
here, as we consider our position as leaders in the development and implementation of sustainableinfrastructure. As we look at the overarching trends that are shaping our industry, we see many
opportunities to innovate in ways that can help ensure net resilience across all life cycle stages ofinfrastructure and maintain continuity of service, even in the face of disruptions. Examples of ourinfrastructure solutions can be found on page 237.

PURPOSE | SUSTAINABLE GROWTH

 234 

DIGITAL INITIATIVESTO DRIVE GROWTH
Our market-facing growth initiatives include the use of digital marketing channels,
engagement systems, and e-commerce tools. These digital tools and solutions drive
awareness of our products, increase brand loyalty and advocacy, and support e-commerce
momentum in our industry — while also helping our customers, contractors, and influencers
grow their businesses. Some of our key market-facing digital initiatives include: Distributors. As we work to improve online communication with our distributors,
we continue to optimize our portal to offer order status, access to documents, anddelivery tracking functionality. We also engage in system integrations to streamline the
distributors’ processes and engagement with us.
 Contractors. Our goal with contractors is to help them get more work all while getting morework done. The OCConnect™ Resource Center is designed to do just that as the ultimate
one-stop resource for all Owens Corning businesses and user roles, including Owens
Corning Roofing Contractor Network members. Users have 24/7 access to a variety of tools
and resources to help them grow their business while simultaneously earning promotional
funds on qualifying Owens Corning purchases to invest back into their business.
 Architects and specifiers. We continue to develop digital tools designed to provide
accurate and comprehensive information about Owens Corning products, making themeasy products to spec into projects and systems. These efforts are helping us continue
to be a manufacturer of choice in the markets we serve. One digital tool, the Embodied
Carbon in Construction Calculator (EC3), is discussed on page 264.
 Homeowners. Digital marketing strategies enable us to guide the homeowner through theentire purchasing and warranty journey, from their initial interest to the point where they
act as an advocate for our products.
Intellectual Property at Owens Corning
Owens Corning is dedicated to protecting our innovation through our intellectual property (IP)strategies. These strategies are meant to create value for our three businesses, maintain ourcompetitive advantage by protecting our innovations, and place sustainability as part of ouroverall business strategies for growth.
The IP strategy relies on different types of protection, including patents, trademarks, and trade
secrets, and then using that protection through licensing, litigation, and more. This enables
us to remain competitive by offering innovative and differentiated products that can enhance
our reputation, ensure customer loyalty, and engage stakeholders. Across all three of ourbusinesses, we have several concepts under evaluation for addition to our IP portfolio, including
the composite materials we are supplying to the ZEBRA consortium (see page 225).

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

EcoTouch® insulation was used in the construction of this net-zero housing prototype, built on the Indian Instituteof Technology campus as part of a competition organized by the National Renewable Energy Laboratory. Paul
Wei, Senior Vice President and AP Managing Director, and Dhananjay Tapasvi, India Managing Director, visited thebuilding in April 2023.

PURPOSE | SUSTAINABLE GROWTH

 235 SUSTAINABLE GROWTH

2023 IN
REVIEW

At Owens Corning, we do not believethat financial growth and corporate
responsibility are mutually exclusive.
We have seen the evidence firsthand.

In 2023, Owens Corning revenues were $9.7 billion. At
the same time, we were recognized as one of the 100
Best Corporate Citizens by 3BL Media. We placed in the
top 10 for the sixth consecutive year and ranked first in
the capital goods industry.

Photo submitted by:
Maarten Verwilst | Zele, Belgium
Zele Plant Leader Maarten Verwilst receives a certificate recognizing theplant’s sustainability efforts and their commitment to the United Nation’s
Sustainable Development Goals.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | SUSTAINABLE GROWTH: 2023 IN REVIEW 236 SUSTAINABLE GROWTH OPPORTUNITIES IN 2023
Throughout the year, Owens Corning has continued to develop and manufacture products that offer sustainability
advantages across a number of markets. The following represent some notable examples.

Opportunities in Resilient Infrastructure
Owens Corning is working to develop reliable, sustainable, and resilient infrastructure. Through our efforts, we canmeet the specific needs of communities while considering the challenges they will likely face in future years.

INTEGRATING RECYCLED PLASTIC
INTO PAVEMENT

Recycled Asphalt Paving

Our Roofing business’s expertise in asphalt science hascontinued to deliver exciting innovations, and 2023 proved to be
an exceptional year as our work to incorporate recycled plastic
into pavement received some gratifying recognition.
Last year, the Owens Corning team created a polymer-modified
asphalt base that could be provided to a hot mix contractor andsuccessfully combined with locally recycled plastic to creatematerial that was then used to pave 1.75 miles of test road in
Pueblo County, Colorado, U.S. — the longest stretch of paved
road in the nation using this waste plastic/asphalt mix.
The mix was the result of a concerted effort among the Researchand Development team. They relied on a polymer formulation that
had proven effective in similar projects by other asphalt suppliers,
and they were able to scale the mix up to a level sufficient topave a record-setting length of road. The achievement was ateam effort that included the plant lab in Summit, Illinois, theasphalt plant in Denver, Colorado, the Commercial Asphalt team,Sourcing, Supply Chain, and many others.
The project also points the way toward a decrease in plastic
waste. Paving 1.75 miles of road involved the reuse of 13.5 tonsof recycled plastic — the equivalent of 2.5 million grocery bags.
The thin film plastics recycled into the pavement are commonlyused for flexible packaging, shrink wrap, and other thin film
applications. In 2023, we were awarded in Sustainability fromthe American Public Works Association (APWA) of Colorado.
The Colorado Public Works Journal recognized Owens Corning,along with the other winning projects, programs, and individuals,in October. The pavement’s performance will be monitored tovalidate that the material meets state and federal paving grade
requirements. The work we are doing here is paving the way foreven more sustainable infrastructure.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Owens Corning has long recognized the potential for recycling shingles into asphalt pavement, and we are working
closely with paving contractors to develop solutions that meet federal and state paving performance requirements.
More information about our work in this area can be found in the Circular Economy chapter — and for a recent
success story in asphalt innovation, see the story on the left.
Corrosion-Resistant Rebar

Liner for Cured-in-Place Pipe (CIPP)

According to a 2021 article by the American Society of
Civil Engineers, approximately 7.5% of bridges in the U.S.
are structurally deficient.1 In many cases, bridge failure
is caused by corrosion of the steel rebar used in the
supports and surfaces, which is why many states arelooking at significant infrastructure projects to repair or
replace some of these dated structures. However, theseprojects are often disruptive and costly.

Repairing sewer lines has traditionally involved digging
up roadways, leading to increased traffic, noise, dust,
and other disturbances. Through the CIPP installation
process, contractors insert a flexible thermoset resin
liner into the damaged pipe, where it is then expanded
using air pressure and cured using ultraviolet (UV) light.
We supply the continuous filament glass that enables
seamless installation and performance of theseliner systems.

In this context, long-lasting bridges are better for theenvironment — and for the people who use and maintainthem. Our PINKBAR® and PINKBAR®+ Fiberglas™ Rebar
offer a solution to meet these needs. The advantagesof our fiberglass rebar over traditional steel rebar are
numerous — it lasts longer and resists corrosion. It is also
up to seven times lighter in concrete flatwork applications
and four times lighter compared to rebar of the same
diameter. We’ve worked with the U.S. Department ofTransportation and several state agencies on specificbridge projects to demonstrate its benefits.
Composite rebar is also beneficial in situations whereconcrete is manufactured using salt water, as it resists
corrosion. By using salt water, manufacturers are able topreserve the amount of quality fresh water available forhuman consumption. Owens Corning advocates for theuse of corrosion-resistant rebar through our membershipand participation in the American Concrete Institute and
the Prestressed Concrete Institute.

CIPP delivers numerous sustainability advantages.
By reducing the number of fleet vehicles required tocomplete a repair and avoiding stopped traffic on the
roadways, CIPP reduces the amount of CO2 emitted overthe course of repairs. This process optimization also
saves time and labor while reducing the risk of damage
and accidents.
The market for CIPP continues to grow around theworld, especially in the U.S., Asia Pacific, and Europe.
To meet this demand, Owens Corning launched a new
CIPP fabric in late 2023, delivering improved mechanicalperformance. Looking ahead, we expect this market tocontinue to expand as more regions make significant
investments in infrastructure.

1 https://infrastructurereportcard.org/wp-content/uploads/2020/12/Bridges-2021.pdf

PURPOSE | SUSTAINABLE GROWTH: 2023 IN REVIEW 237 

FOAMULAR® EDGELOCK™ Insulation

Opportunities in Transportation

EDGELOCK™ is a patent-pending XPS that interlocks boards together. This product is designed
to prevent thermal breaks and insulate roads in areas where permafrost is vulnerable tomelting, which is a practical factor in infrastructure projects in these regions. The unique designof EDGELOCK™ insulation allows installers to use one layer of insulation without sacrificing thethermal performance typically achieved through two layers of insulation. This results in fast
installation, low labor hours, and less carbon emissions from equipment.

As the demand for electric vehicles continues to grow, Owens Corning is working withour customers to deliver solutions for the market. At the same time, we offer a range of
products that make vehicles lighter, including those with internal combustion engines.

This product is available as FOAMULAR® NGX™ EDGELOCK™ insulation. This version is
manufactured with a proprietary blowing agent that demonstrates a greater than 80%
reduction in embodied carbon compared to legacy FOAMULAR® insulation.
Composite Utility Poles and Crossarms
We are working with several pole customers globally to develop utility transmission andcommunication poles. These glass fiber reinforced plastic (GFRP) poles offer reliability andresilience in high-load situations, such as in ice storms and high winds. They last longer thanwooden poles, and they resist fire, and wind. Unlike chemically treated wood poles, which canleach chemicals into the soil, GFRP composite materials are considered inert, minimizing
adverse impacts to the environment where they are installed. In addition, composite poles
can weigh up to 80% less than steel poles, making them lighter to transport and safe to install.
Global Market Insights predicts that the fiberglass light poles market will experience significant
gains as demand for durable, efficient, easy-to-install lighting infrastructure grows and prices
for metallic light poles surge.

Automotive Lightweighting Products
TurboStrand™ 4895 is an advanced product in the Type 30™ roving portfolio that isdesigned for polypropylene long-fiber thermoplastic applications in the manufacturingof structural and semi-structural automotive applications, including front-end modules,
seat carriers, and door modules of both internal combustion engine vehicles andelectric vehicles.
Performax®, Hydrostrand®, and other Owens Corning® composites solutions help
reduce weight without sacrificing performance while also redefining surface appearancein Class-A parts, structural components, long and continuous fiber reinforced
thermoplastic, and glycol or hydrolysis resistant applications. In addition, Silentex®
products help deliver efficient sound dampening for exhaust systems.
In addition, Owens Corning is working with multiple global customers to designmodeling and testing capabilities to develop light, damage-tolerant battery enclosures
for use in electric vehicles. Through these innovations, we are developing solutions thatcan leverage two or more Owens Corning® composites into EV components, further
expanding the potential demand for our products.

Opportunities in Building and Construction
Owens Corning has built a global reputation for delivering innovative solutions for theconstruction industry. As we continue to develop products that meet the needs of this changing
sector, we expect that reputation to grow even stronger.
OC™ Lumber
A composite alternative to traditional wood and steel, OC™ Lumber is reinforced with Advantex®
Fiberglas™, offering strength, durability, and resistance to rot and corrosion. It features heatreflective technology and is designed for low expansion and contraction. Available in a range ofsizes and popular colors, OC™ Lumber can be cut and installed like traditional lumber.
Weather-Resistant Homes and Sustainable Construction
Owens Corning has entered into an equity engagement with Northstar Technologies, a startup
specializing in prefabricated homes, to launch a new initiative dedicated to the developmentof hurricane-resistant homes and sustainable construction. This construction will be
manufactured using composite panels made from Owens Corning glass fiber.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | SUSTAINABLE GROWTH: 2023 IN REVIEW 238 

OUR PEOPLE
MAKING A DIFFERENCE
Patrick Haller

Director of Strategy and Sustainability, Insulation
Although Patrick Haller’s academic background is in chemical engineering,his passion for the environment has led him to pursue a somewhat different
career path. He has worked in research and development, strategy, andmarketing, and now he brings all of this knowledge to Owens Corning, where
he focuses on market-facing sustainability for our Insulation business.
Patrick’s in-depth knowledge has been a key part of our approach tosustainable growth, and he shares his insights with us here.

“

The more we build our brandand teach our customers tovalue sustainability and how
to use this value in their own
businesses and lives, themore we create a win-win for
Owens Corning.

”

Photo courtesy of Patrick Haller.

On the benefits of being a global leader in
our industry
I think that being a global business is a massive
opportunity because we can learn from each other.
In Europe, for example, they’ve already advanced a
lot further than the U.S. from a cultural standpoint ofdemanding sustainable outcomes for businesses. We
can learn from their regulatory structures and drive
technical and business learnings. We’ve already madesignificant progress in electrifying our stone wool
assets in Europe. We were helped along by customer
demands and also by regulations that require ourcustomers to improve the products that they choose.
That applies to recycled content as well. That gives
us a stronger business case to invest in technology
development in Europe, which we can learn from in the
U.S. and other markets.

INTRODUCTIONPEOPLEPURPOSEPLANET

On the importance of growth within our approach to sustainability
There are two overarching reasons for focusing on sustainable growth, one external and one internal. The externalreason is that economic growth is a really powerful engine for improving people’s lives. But in order to do that,
we have to decouple it from exploitation of the environment and some of the things that in the long term are notsustainable. This is a technical market, regulatory, and cultural challenge. Internally, we’re a for-profit company
and we have investors who want returns from us. For our employees, growth is exciting and makes us a better
place to work for in the long term. I think that’s where it gets really interesting, because our particular enterpriseand the markets we serve give us phenomenal opportunities to grow sustainably. Insulation is the most obvious,
because when you insulate a building and make it more energy efficient, we can have a net positive impact. When
you look across a range of different sectors and industries around the world, we’re perfectly positioned to help leadsustainable growth from a for-profit company perspective.

On operationalizing sustainability within Owens Corning
One of the things that we’re working on right now is to really reinforce that sustainability is core to the mission of
our business, and that comes from everywhere. This is not a top-down push. This is about harnessing the energy,
enthusiasm, passion, and purpose of our people around the world to help drive results for both the sustainability
and business standpoint. Being global really helps with that too because it’s one thing that can unite all of us. We allrecognize that this is one of the biggest challenges that humanity has faced and we’re all responsible for solving it.
So it creates a ton of opportunities.

APPENDICESPURPOSE | SUSTAINABLE GROWTH: 2023 IN REVIEW 239 LEVERAGING THE INFLATIONREDUCTION ACTOUR STRATEGY FORA SUSTAINABLE FUTURE

The Inflation Reduction Act (IRA), passed in the U.S. in 2022,
offers a range of incentives for companies that integratesustainable infrastructure. Our Product Development teamis working with our customers to help them understand how
leveraging these opportunities can grow their businesses while
benefiting the environment.

As we strive to maintain our leadership in sustainability, innovation, and digital transformation, we are buildingon the strategic priorities we have set for ourselves. Looking ahead, we will work to reinforce our position ofstrength in our core products and markets across all three of our businesses. At the same time, we will continue
to expand into new product adjacencies that leverage our expertise in material science, manufacturing, and thedemands of the market. We will also continue to develop more multi-material and prefabricated construction
solutions that address the trends shaping our industry.

The IRA has made manufacturing tax credits available for
expansion, recycling, and sustainability projects, which will help
the U.S. meet its climate goals by providing opportunities tolower Scope 2 emissions and embodied carbon. By bringing
these tax credits to customers’ attention, Owens Corning has
an opportunity to highlight the effectiveness of our insulation
products in many of these sustainability projects. Furthermore,in its grid modernization initiatives, the act specifically mentions
the use of composite poles rather than wood, steel, or concrete,presenting further opportunities to expand the use ofOwens Corning® products.

With these priorities in mind, we have made exciting progress, in terms of our financial growth, our public
perception, and the recognition we have received from investors. We are always proud to hear our colleagues
recommend us as a great place to work, our customers describe us as an industry leader, and our suppliers
regard us as a great partner. It indicates that we can look forward to further growth that is truly sustainable — inevery sense of the word.

By helping our customers better understand the provisions set
forth in the IRA, Owens Corning is doing a great deal to raiseawareness of the many advantages of our products. At thesame time, we are doing our part to create an environment
where businesses can achieve considerable sustainablegrowth of their own.

EU Construction Product Regulation
In the EU, the Construction Product Regulation is thecornerstone of the CE (Conformité Européenne) marking
that certifies that a product has met EU health, safety, andenvironmental requirements. The text for this regulation was
adopted in December 2023. We understand that mandatory
sustainability indicators will be included in the regulation’s
declaration of performance, and a declaration of conformity for
all manufacturers of construction products.
Photo submitted by:
Megan Moore | Ontario, Canada Resident OfficeHome with green roof in Haugesund, Norway.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPURPOSE | SUSTAINABLE GROWTH: 2023 IN REVIEW 240 

PLANET

Energy Efficiency and Sourcing Renewable Energy

242

Combating Climate Change

254

Waste Management271

Responsible Water Sourcing and Consumption

281

Air Quality Management

292

Protecting Biodiversity

303

Motivated to do theright thing to makethe world a better place.
Our people are working toward a common purpose, increasing our positive
impacts across the planet in a spirit of true collaboration — and making a
difference together.

ENERGY
EFFICIENCY &SOURCING
RENEWABLE
ENERGY
Owens Corning is working to achievesustainability in energy on two fronts:
using less energy, and then ensuringthat the energy we do use comesfrom renewable sources wheneverpossible. We are relying on our people’s
ingenuity and dedication to implement
technologies, improve processes, andidentify opportunities to reduce ourenergy usage — especially those that
we can achieve at little or no cost to
the organization.
At the same time, our Energy Sourcing
team is working diligently to increase ourability to use electricity that comes fromrenewable sources. In doing so, we are
reducing our dependence on fossil fuels,
which in turn helps us reduce greenhousegas emissions. Therefore, our energy
sourcing work is essential to our efforts tocombat climate change.

INTRODUCTIONPEOPLEPURPOSEPLANET

Sustainability Materiality Definition
We are determined to continue decreasing ourdependence on fossil fuels, both by improving efficiency
in our operations and by meeting more of our energy
demands through renewable sources.
Relevant United Nations Sustainable Development Goals
Photo submitted by:Phil Casey | Ontario, Canada
View inside the The Vessel in Hudson Yards, New York City, New York, U.S.

APPENDICESPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY

 242 

2030 GOALSFOR ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY
By 2030, we intend to achieve the following:
Photo submitted by:

 Reduce our energy use by 20% over our baseline year of 2018. This includes both renewable andnon-renewable electricity, as well as other forms of non-renewable energy.*

Megan Moore | Ontario, Canada
View of Norway from the southern fjord.

 Source 100% renewable electricity and work to reduce emissions from our processes.
* Non-renewable energy includes, but is not limited to, natural gas, fuel oil, gasoline, diesel, propane, and liquefied petroleum gas.

Tracking and Monitoring
Owens Corning tracks and monitors our performance against key energy-related indicators across
our operations.
 Our plants report on the indicators that measure performance against our goals, which helps us stay current
on data and spot variations that may require corrective action.
 Designated energy leaders oversee the implementation of energy management activities across our
network of plants and help identify areas for improvement. In addition, they conduct assessments, facilitatecontinuous improvement Kaizen and Total Productive Maintenance (TPM) activities, develop projects, andprovide technical support.
 Energy team members participate in monthly calls, which offer opportunities for collaboration that help us
coordinate our global efforts more effectively.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

The data in this chapter was independently assured to a high level by SCS Global
Services. For more information on the assurance process see About the Report, and forour verification statement please see Appendix I. For the data in this section, baseline
adjustments were made following the World Resources Institute (WRI) protocols. Read
more on page 314 in About the Report.

PLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY 243 THE ROADMAP TO OUR 2030 GOALS
The following strategies are part of Owens Corning’s plan to increase energy efficiency and source renewable electricity.

SHORT-TERM STRATEGIES Increase renewable electricity coverage frompower purchase agreements (PPAs), virtual
power purchase agreements (VPPAs), and othercontractual instruments.
 Continue reducing the energy intensity of
our operations through low-cost/no-cost
improvements and energy efficiency projects.
 Pursue additional renewable energy
opportunities on a global basis, including longerterm agreements, and explore PPAs and VPPAs
in other regions where we operate, such as Latin
America and Asia Pacific.

MEDIUM-TERM STRATEGIESLONG-TERM STRATEGIES Explore and implement process changes to lower
manufacturing-related emissions. Owens Corning’s
experts act in partnership with our business units
and plants to ensure that we understand the impact
of potential changes to our processes and plan
accordingly for future events.

 Begin implementing alternative technologies
that enable us to increase our use ofrenewable energy.

 Drive innovations that reduce emissions fromour products. During the product development
process, we will continue to use the principles of
product stewardship to evaluate impacts during
the use phase.

 Drive innovation within our research anddevelopment portfolio to enable further
conversion from fossil fuels to carbon-neutral
and renewable energy to power
our processes.

 Explore and test innovative technologies to control
air emissions. To ensure consistency of testing for
air emissions, our experts oversee testing at ourfacilities, and review and verify the results
and findings.

SOURCING RENEWABLE ELECTRICITYPower Purchase Agreements and Virtual Power Purchase Agreements
For every megawatt hour (MWh) of electricity generated by a PPA or
VPPA, we receive one energy attribute certificate (EAC), which we thenapply to the manufacturing of our products. While a company seeking to
reduce its footprint can simply purchase EACs, we believe that we have a
direct responsibility for bringing more renewable electricity into the grid.
Therefore, in addition to entering into PPAs and VPPAs, we retire all the
EACs generated by them, which reduces our environmental impact as wellas the embodied carbon in our products. Different types of EACs include
renewable energy credits (RECs), international renewable energy credits(IRECs), and guarantees of origin (GOs, the European equivalent to RECs).
Photo submitted by:
Megan Moore | Ontario, Canada
Harborfront in Toronto, Ontario, Canada.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY

 244 ENERGY EFFICIENCY &SOURCING RENEWABLE ENERGY

2023 IN
REVIEW

Around the world, our people aretaking steps to evaluate renewableenergy opportunities, invest in on-site
renewable programs, and improve ourenergy efficiency. Our global sourcing
organization works in collaboration
with external partners, like utility
providers, to procure renewableelectricity. We are very proud of ourprogress, and we have reason tobelieve our 2030 energy goals arewithin our reach.

Composites President Marcio Sandri (right) and Senior Vice President Paul Wei(second from right) confer with colleagues at our site in Hangzhou, China.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY: 2023 IN REVIEW 245 

PROGRESSTOWARD OUR
2030 GOALSReduce our energy use by 20% over our baseline year of 2018. This includes
both renewable and non-renewable electricity, as well as other forms of nonrenewable energy.*

Source 100% renewable electricity and work to reduce emissions fromour processes.

2030 Energy Efficiency (MWh)2030 Renewable Electricity
GOAL:
20% REDUCTION

2018

GOAL:
100% RENEWABLE

2018

BASELINE

BASELINE

2019

4%

2020

10%

49%

2019

52%

2020

53%
52%

2021

1%

2021

2022

1%

2022

57%

2023

57%

2023

8%

* Non-renewable energy includes, but is not limited to, natural gas, fuel oil, gasoline,
diesel, propane, and liquefied petroleum gas.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY: 2023 IN REVIEW 246 

OPERATIONALIZINGENERGY EFFICIENCY
2023 Energy Conservation Projects
Since 2006, Owens Corning has implemented over
1,290 energy efficiency projects in our facilities
around the world. The result has been a reductionin estimated usage by approximately 1.49 million
MWh per year. In 2023, we implemented 20
projects, including lighting retrofits, heat recovery,
insulation improvements, air compressors, anddebottlenecking. These projects have generated
annual energy savings of nearly 22,000 MWh andhave reduced greenhouse gas emissions by over
6,100 metric tons per year.

Photo submitted by:Phil Casey | Ontario, Canada.
Midtown Manhattan skyline, New York City, New York, U.S.

2023 Energy Conservation Projects
ANNUAL INVESTMENTREQUIREDSAVINGS
(USD)
(USD)

PAYBACKLIFETIME

SCOPE

7,717

$400,705$888,828

1–3 years

Varies by Project

1 and 2329

646

$67,015$239,111

1–3 years

11–15 years

2

1

215

350

$38,814$108,000

1–3 years

16–20 years

2

Energy efficiency projects of various types including pumpupgrades, motor upgrades, and other infrastructure

1

41

66

$7,700$7,200<1 year11–15 years

2

Projects impacting our processes, resulting in improved
energy efficiency, including right-sizing of systems, efficientcoating systems, and other process optimizations

5

2,910

9,368

$571,129$215,697

1–3 years

Varies by Project

1 and 2

HVAC efficiency projects

6

580

3,540

$170,117$257,839

1–3 years

Varies by Project

1 and 2

Replacing equipment with more energy-efficient technologies

1

87

164

$13,943$8,141<1 year11–15 years

2

TOTAL

20

6,169

21,852$1,269,422$1,724,816

NUMBEROF
PROJECTS

MT CO2e
SAVINGS/
YEAR

MWh
SAVINGS/
YEAR

Waste heat recovery projects

4

2,006

Efficient lighting projects

2

Compressed air efficiency projects

DESCRIPTION OF ACTIVITYINTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY: 2023 IN REVIEW 247 Indirect Energy — Percent of Renewable Electricity

Energy Consumption (in MWh) Direct Energy  Indirect Energy

In 2023, Owens Corning
decreased its overall
consumption of directenergy — including the fuelusage in operation — by 8%from 2022. We decreased
consumption of indirectenergy, which includes theuse of electricity, steam,and district heating, by 7%.

2018

6,866,964

2019

6,701,340

2020

3,417,340
3,141,596

6,217,240

10,304,304

9,842,936

3,044,807 9,262,047

2021

6,830,601

3,354,270

10,184,871

2022

6,888,360

3,332,040

10,220,399

2023

In 2023, approximately 57% of our electricity camefrom renewable sources, which represents sustained
progress towards our goal.

6,349,875

3,086,754

9,436,629

Energy usage is correlated to production.

2023 Renewable Electricity by Type 100

Normalized Electric Power Electricity (MWh) in millions  Normalized Value (MWh per MM Revenue)

4500(MWh) IN MILLIONS

300
2

200

MWh PER MM REVENUE

400
3

As we make progress towards
our 2030 goal for 100% renewableelectricity, we track inputs from anumber of types of sources, all ofwhich contribute to our total 2023
renewable electricity consumptionof 1,761,217 MWh, equal to 57% of
our total electricity consumption.

90
80
70
60
50
40
30
20
10
2018

2019

2020

2021

2022

2023



Behind-the-Meter Renewable Installations: Renewableinstallations that are directly consumed by Owens Corning
without coming from the grid

81,79580,132

77,79088,29391,30089,949

Site-Specific Energy Attribute Certificates and PPA’s:
Energy Attribute Certificates associated with PPAs, VPPAs
and unbundled Gos

1,230,613

1,205,940

1,235,827

1,294,248

1,451,389

1,366,527

Residual Grid Mix Renewables: Renewable electricity
blends found in the electricity grids where we operate

369,342

331,849

307,862

366,119

340,653

304,740

1,681,750

1,617,921

1,621,479

1,748,659

1,883,341

1,761,217

100
1

2018

2019

2020

2021

2022

2023

3,411,069

3,135,655

3,038,256

3,347,084

3,327,236

3,081,364

476

433

425

388

339

318

INTRODUCTIONPEOPLE

Electricity(MWh)in millions
Normalized
Value(MWh per
MM Revenue)

PURPOSEPLANET

APPENDICESTOTALPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY: 2023 IN REVIEW 248 

Low-Cost/No-Cost Improvements
One element of the roadmap to our energy goals involves making efficiency improvements
at the plant level that can be performed at low cost or no cost to the company. We define
low-cost/no-cost improvements as follows: Energy improvement measures for which the implementation cost of the measure is
low enough to be counted as an expense rather than as a capital expenditure Energy improvement measures that are plant-related capital projects, and theannualized savings are three times the required investment with a less thanfour-month simple payback
This does not include energy capital expenditure projects or any measures funded by arebuild project. Throughout our operations, we have seen employees take steps to reduceenergy usage. The following are some key examples: Taloja, India. Waste heat recovery was optimized at this Composites plant, the natural
gas vent valves were repaired on two ovens, and a number of further optimizations
were conducted as a result of Kaizens performed by employees. This is expected todeliver an approximately 2.8% annual improvement in energy efficiency.
 Liversedge, U.K. A start-up sequence was installed on an oven in this Composites
plant. This new sequence closes the dampers and cuts the exhaust, which heats
the oven faster and enables us to use less gas, and it is expected to lead to an
approximately 2.2% energy efficiency improvement annually.
 Guangzhou, China. A number of improvements were made at this Insulation plant,
including switching the forehearth’s heating sources from natural gas to electric,
reducing heating loss in the forehearth by installing an isolation for the siliconcarbon rod, improving external insulation on the curing furnace, and more.
These improvements are expected to increase energy efficiency annually byapproximately 3.0%.
 Hangzhou, China. In addition to program optimization employees made throughshutting down one of our mainline packaging machines, employees at this site repaired
a process water pump, increasing its energy efficiency by 12.5%. In addition, they
completed overall improvements to warehouse lighting.
 Irving, Texas, U.S. In 2023, this Asphalt plant upgraded the insulation on their steam
system, enabling them to use less energy and reduce their CO2 emissions.

Our Composites plant in Liversedge, U.K.

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APPENDICESPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY: 2023 IN REVIEW 249 A TREASURE HUNT FOR ENERGY EFFICIENCY
While large-scale investments are a major part of our energy goals, we also acknowledge
the real benefits that can be achieved through somewhat smaller improvements that candeliver greater energy efficiency at little or no cost to Owens Corning. The U.S. Department ofEnergy (DOE) also recognizes the importance of these actions, which they promote through anumber of initiatives as part of their Better Plants program.
Their Energy Treasure Hunts are one such promotion. These multi-day events focus on
identifying day-to-day operational energy efficiency improvements. Unlike standard energy
assessments, which typically involve capital investments in external technology, Treasure
Hunts focus on low-cost or no-cost improvements to operational behaviors within a facility.
These Treasure Hunts keep with our overall energy program, in which teams work tounderstand overall energy usages and create energy balances and loss trees for their plants.
After conducting detailed assessments to benchmark energy-consuming systems, the teams
are then challenged to complete an energy Kaizen and at least five low-cost or no-cost items.
In addition, they are expected to complete at least one capital energy project yearly.
This year, teams from two U.S. plants — Kansas City, Kansas, and Danville, Illinois —participated in Treasure Hunts. In Kansas City, teams identified a number of energy-saving
opportunities, and they are in the process of installing a high-efficiency compressor, adding
occupancy sensors to fans, and preheating fiberizing combustion burners. They also repaired
air, gas, and water leaks throughout the plant and worked to eliminate heat losses in oven

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

doors. Meanwhile, Danville teams took advantage of opportunities to correct air and gas
leaks, and they are in the process of introducing building automation controls, replacing airoperated diaphragm pumps, and eliminating a binder trial tank recirculation pump that was
not offering significant cooling.
Our plant in Amarillo, Texas, U.S., participated in an In-Plant Training focused on compressed
air, another initiative established through the Better Plants program. These system-specificworkshops train participants to identify, implement, and replicate energy-saving projects. The
Amarillo team identified a number of opportunities around compressed air. Through theirefforts, the team identified a $400,000 capital project that will save over 4,000 MWhof electricity per year with a simple payback of just over one year.
Treasure Hunts, In-Plant Trainings, and similar initiatives are essential as we work to achieve
our 2030 goals for energy efficiency and sourcing, as well as our Better Plants Challenge
Partner target of a 28% energy efficiency improvement by 2030. They also create an
opportunity for our people to make energy efficiency an essential part of their work in ourplants — a key strategic priority for Owens Corning and our commitment to sustainability.

Photo above:
The Treasure Hunt team in Kansas City, Kansas, U.S.

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SOURCING RENEWABLE ENERGY
IN 2023
Power Purchase Agreements and Virtual Power Purchase Agreements
Owens Corning recognizes the need to increase the amount of renewable electricity available, and we view
power purchase agreements (PPAs) and virtual power purchase agreements (VPPAs), which support thedevelopment of large renewable energy projects, as an opportunity for us to achieve this aspiration.
To expand our renewable energy platform, we have entered into four VPPAs that have added 341 megawatts(MW) of annual capacity. These include two in the U.S. — 125 MW of wind energy in Texas and 125 MW ofwind energy in Oklahoma (both signed in 2015), as well as 43 MW of wind energy in Finland and 48 MW ofwind energy in Sweden. The VPPA in Sweden reached its commercial date of operation in 2021, and Finland
reached its commercial date of operation in 2022.
Owens Corning aspires to have contracts in place covering 100% of our global enterprise electricity in the
coming years, with those contracts operational by 2030. In early 2024, a VPPA in Spain came fully online,
involving three separate VPPAs with a contracted capacity of 81.9 MW, which are collectively expected to
produce 223 GWh per year.
GOs, certificates providing assurance that electricity generated comes from renewable sources, cover 100%of the electricity demand at our plant in Trzemeszno, Poland, which is among the largest users of electricity
within the company, and we receive GOs from our wind VPPAs in Finland and Sweden. As of 2023, we havesourced renewable electricity for all of our European sites through a combination of PPAs, VPPAs, physicalcontracts, and unbundled GOs from site energy suppliers to cover shortfalls from contracts. In 2023, thefollowing sites sourced 477,663 MWh of renewable electricity, which in turn saved 255,250 metric tons ofrelated carbon dioxide-equivalent (CO2e).
 Apeldoorn, Netherlands Parainen Science & Technology Center, Finland Besana, Italy Parainen, Finland Brüggen, Germany

 San Vicente, Spain

 Chambéry Science & Technology Center, France Skövde, Sweden

 Hällekis, Sweden

 Tessenderlo, Belgium

 Hässleholm, Sweden Trzemeszno, Poland Klášterec, Czech Republic Vilnius, Lithuania

 Liversedge, United Kingdom

 Zele, Belgium

Photo submitted by:

By 2030, we intend to source all our renewables through PPAs, VPPAs, and on-site renewables, making
purchasing unbundled GOs unnecessary.

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APPENDICES

Daniel Pantzar | Hällekis, Sweden
Employees participate in a Focused Improvement (FI) bootcamp at our Hällekis plant.

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OUR PEOPLE
MAKING A DIFFERENCE
Cheria Liu

Sourcing Specialist, Hangzhou, China
While attending university, Cheria Liu recognized that there was a growing
need to help companies reduce their environmental impacts and decided
it would be a great career path for her. With her degree in environmental
engineering, Cheria originally focused on water conservation and otherelements of sustainability. Upon arriving at Owens Corning, though, shebegan working on sourcing renewable energy for our plants in the Asia Pacificregion, and she has found it to be a rewarding experience. Cheria has beenwith Owens Corning since 2020, and already her in-depth understanding ofenergy sourcing has made her a valuable asset as we seek to achieve ourenergy goals.

“

Our intention is to help people
have better lives and bettersurroundings, and that’s why
the environment is one of ourbiggest areas of focus.

”

Photo courtesy of Cheria Liu.

On Owens Corning’s unique position withinrenewable energy

On the collaborative nature of our energy
sourcing efforts

On the differences in sourcing within the
Asia Pacific region

An interesting thing about Owens Corning is that wesell composite products to the wind business, and theirend products generate renewable power, which wethen purchase. So there is a whole value chain there.
Demand for wind power in Asia Pacific is only startingto grow, though, because there are fewer requirements
to purchase renewable power than in the U.S. Within
our own value chain, however, we are encouraging
companies to purchase renewable power as well. We
can use our influence and encourage all our partners
and vendors to be more engaged in thesesustainability efforts.

We have a regular touch base with our global Energy
teams. They give us updates on how the global sideis doing, and we share our progress with them. They
also give us feedback on how we can do it better, andof course we need the leaders’ alignment on this as
they support us with matters. There is also a lot ofcross-functional work, because these projects need agreat deal of collaboration with other teams, like the
Operations team and the Legal team. So I think ourbroader company supports cooperation because they
already support sustainability projects overall.

We have two strategies for achieving our goal of 100%
renewable electricity in Asia Pacific. We are doing solar
power rooftop projects for all the plants here in China,
India, and Korea. Sourcing renewable energy is totallydifferent in the three countries, so we have different
strategies for each. For example, the ability to source
solar power and wind power is very limited in Korea.
In China, we will go to the solar power panels first, andwe will have some PPAs to achieve 100% step by step.
These different strategies require collaborations within
the entire company, and I feel that all our employees
are cooperating to achieve our goals.

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APPENDICESPLANET | ENERGY EFFICIENCY & SOURCING RENEWABLE ENERGY: 2023 IN REVIEW 252 

Sourcing Renewable Electricity: On-Site and
Off-Site Programs
Globally, approximately 57% of our electricity across our portfolio came fromrenewable sources, including wind, hydro, solar, and geothermal energy in 2023.
This metric is defined as the renewable electricity sourced from the grid and theenergy enabled by our PPAs and VPPAs, including on-site generation.
In 2023, approximately 50% of the electricity used in our U.S. facilities came fromrenewable sources: wind (45%), hydro (2%), solar (2%), and biomass (1%). Thisoverall percentage includes renewable electricity sourced from the grid as wellas energy enabled by our PPAs and VPPAs. In fact, of our total U.S. electricity
consumption, 43% is directly attributable to our renewable energy programs.
s we increasingly shift to renewable sources, we evaluate global opportunities
and invest in on-site renewable programs. In addition to the PPAs and VPPAs
discussed previously, the following are highlights of our on-site and off-site
renewable programs: Compton, California, U.S. A 0.75-MW fuel cell was installed at the site, which
is nearly double the size of the previous fuel cell at that site and delivers
significantly greater efficiency.
 Delmar, New York, U.S. A 2.7-MW solar array provides approximately 7% of
the power to the site.
 Fairburn, Georgia, U.S. A 1-MW solar installation saves an estimated 771
metric tons of CO2e emissions.
 Kearny, New Jersey, U.S. A 0.5-MW solar array provides approximately 5% of
the power to the site.
 Toledo, Ohio, U.S. A 2.4-MW solar array provides approximately 18% of thepower for our world headquarters.
 Tessenderlo, Belgium. A 3.3-MW wind installation provides approximately
13% of the power to the site.
 L’Ardoise, France. This site sources 100% renewable electricity through theCompagnie Nationale du Rhône’s (CNR) Caderousse hydroelectric project,which harnesses energy from the Rhône River.
 Sayli, India. A 0.4-MW solar array provides approximately 2% of the power tothis site.
 Yuhang, China. A 2-MW solar array with an annual generation of 2,000 MWh
provides approximately 3% of the site’s electricity consumption.

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APPENDICES

Newly hired Owens Corning employees take a tour of our Roofing
plant in Denver, Colorado, U.S.

MAKING ENERGY SUSTAINABILITYCENTRAL TO OUR OPERATIONS
Throughout this chapter, we have seen many examples of our people working to achieve our 2030
goals for energy sustainability. Their accomplishments are an inspiration to us as we continue tofind further opportunities to reduce our overall energy consumption and make more renewableelectricity available.
These efforts — both large-scale advancements and everyday improvements to our efficiency —are key components of our approach to sustainability. They help move us toward our aspirations
for decarbonization, in which we eliminate all the greenhouse gas emissions associated with the
manufacturing of our processes. More information about our approach to decarbonization can befound beginning on page 255.

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COMBATING
CLIMATECHANGEAs temperatures seem to be rising
globally and weather patterns arechanging, some companies arerecognizing the need to reduce thegreenhouse gas emissions that
contribute to climate change. In
Europe, regulatory imperatives
and consumer expectations
regarding sustainable products arechanging the way business is done. At
Owens Corning, we are consequently
leading sustainability from Europe.
Our people are collaborating acrossregions, businesses, and functions as
we seek to combat climate change
and ensure a resilient future.

Sustainability Materiality Definition
Owens Corning understands the importance of climate
action, and we take our role in the fight against climatechange seriously. We have embraced a science-basedtarget for our greenhouse gas emissions in line with themost stringent standard, designed to limit global warming
to 1.5° Celsius. We also have a target to reduce our Scope 3
emissions, representing emissions from our supply chain.
Relevant United Nations Sustainable Development Goals

The data in this chapter was independently assured to a high level by SCS
Global Services. For more information on the assurance process see About
the Report, and for our verification statement please see Appendix I.

Photo submitted by:
Danielle Sendi | Nephi, Utah, U.S.
Cathedral Valley in Capital Reef National Park, Utah

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESFor the data in this section, baseline adjustments were made following
the World Resources Institute (WRI) protocols. Read more on page 314 in
About the Report.

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 254 

2030 GOALSFOR COMBATING CLIMATE CHANGE
We intend to achieve the following by 2030:
A 50% reduction in absolute Scope 1 and Scope 2 market-based
GHG emissions from the base year of 2018.
 Scope 1 include the direct emissions from our own
manufacturing operations.
 Scope 2 include indirect emissions from the generation ofpurchased energy.
A 30% reduction in absolute Scope 3 emissions, compared to thebase year of 2018.
 Scope 3 refers to other indirect emissions, primarily those fromour supply chain.
To achieve these goals, we must reduce embodied carbon, whichrefers to the total amount of greenhouse gases (GHGs) associatedwith the manufacturing of our products at each stage of their
entire cycle, including:

Our Approach to Combating Climate Change
To maximize impact in our efforts to reduce greenhouse gas emissions and embodied carbon, a
new governance model has been implemented through the establishment of our Decarbonization
Committee. The committee currently operates at the business level, with plans to develop a regional
focus, beginning in Europe and expanding into our other regions. In addition, a new Vice Presidentrole, with a special focus on circularity and decarbonization, was created in December 2023. Based inEurope, this Vice President reports to our Chief Sustainability Officer.
Owens Corning is acting in accordance with the Intergovernmental Panel on Climate Change (IPCC),
which has established that temperature increases must be held to less than 1.5° C above preindustrial
levels in order to avoid the worst impacts of climate change. Our 2030 Scope 1 and Scope 2 goals
have been approved by the Science Based Targets initiative (SBTi) as meeting these standards.
Concurrently, the SBTi has approved our Scope 3 GHG reduction goal as being aligned with the IPCC’s
pathway to achieve well below 2.0° C temperature increases.
We follow the World Resources Institute (WRI) and World Business Council for Sustainable
Development (WBCSD) protocol to account for Scope 1, Scope 2, and Scope 3 emissions.
Hydrochlorofluorocarbon (HCFC) and hydrofluoroolefin (HFO) emissions are optionally included in our
Scope 1 calculations in addition to the gases covered by the Kyoto Protocol (carbon dioxide, methane,and others). These are outlined in Appendix C.

 Extraction of raw materials
 Transportation of raw material to manufacturing sites
 Manufacturing process Transportation to construction sites
 Use phase of the product End-of-life
The process of eliminating embodied carbon — known as
decarbonization — requires consideration of the total impactof our products at every step of their life cycle, beginning at thedesign phase and continuing on to the end of their use. It demands
cross-functional teamwork as we work to build a circular economy
for our products, improve our supply chain logistics, and foster
partnerships to drive decarbonization throughout our industry.
Photo submitted by:Amanda Moore | Medina, Ohio, U.S.
Niagara Falls, Canada

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 255 

2030 ROADMAP TO GHG REDUCTION (SCOPE 1 & SCOPE 2)
Our plan to reduce Scope 1 and Scope 2 GHG emissions includes the following strategies:

SHORT-TERM STRATEGIES Continue converting the blowing agent usedin manufacturing our XPS foam products toblowing agents with lower global warming
potential (GWP).

MEDIUM-TERM STRATEGIESLONG-TERM STRATEGIES Ensure systematic knowledge sharing across our
network of facilities.

 Technology innovation: Drive innovationin manufacturing technologies to evaluate
alternatives to gas melting and curing,such as increasing electrification, hydrogen
combustion, or biomethane options.

 Consider additional renewable energy
opportunities on a global basis, including
longer-term agreements.

 Continue converting our network to renewablesources of energy via power purchaseagreements (PPAs), virtual power purchaseagreements (VPPAs), and other contractual
instruments, which will impact Scope 2
emissions. Learn more about our approach to
PPAs and VPPAs on page 244.

 Continue converting the blowing agent used in
manufacturing our XPS foam products to thosewith lower GWP. By working to develop productswith reduced operational emissions and lower
embodied carbon, we can make great progress
toward achieving our GHG reduction goals.

 Explore circular economy business models thatwould reduce overall GHG emissions. Learn morein the Circular Economy chapter of this report.
 Energy optimization: Following energy intensity
strategies we have established for energy
reduction and energy recovery, discussed indetail beginning on page 242.*

 Continue maximizing opportunities for usage of
renewable energy in our glass melting, throughprocesses such as e-boosting, while switching to
100% renewable energy.

 Reduce the GWP of blowing agent
blends even further through research anddevelopment innovations.
 Work to develop and implement last-mile
solutions for remaining operational emissions
through exploration of new equipment,
processes, and still-emerging renewable
fuel technologies.

 Energy reduction through equipment investment:
Reduce fossil fuels by electrifying our natural gas
processes (for example, converting to electric
melters and dryers in nonwovens production)and supplying them with renewable electricity or
by using other innovative technologies such ashydrogen or biomethane, which could provide
benefits across all three of our businesses.* Adjust operating process conditions byincreasing renewable energy ratio in hot
processes such as electricity boosting(e-boosting) to reduce use of natural gas.

 Use Total Productive Maintenance andimprovements to our production processes toreduce our energy use by 20% by 2030, compared toour base year of 2018.
 Continue to develop circular innovations within our
research and development portfolio.

* Specified in Owens Corning’s three-horizon roadmap for decarbonization in Europe

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2030 ROADMAP TO SCOPE 3 GOALS
Our plan to reduce Scope 3 GHG emissions includes the following strategies:
SHORT-TERM STRATEGIES Create a sustainability governance framework and infrastructure
within our sourcing and supply chain teams to promote collaborationand visibility of sustainable sourcing impact.
 Develop training and key supplier management systems to drive
Scope 3 reductions, building on segmentation work that has identified
suppliers with high potential to reduce Scope 3 emissions.
 Further refine our analysis and reporting tools beyond Purchased
Goods and Services to include other types of Scope 3 categories
such as Fuel and Energy (category 3), Upstream Transportation(category 4), and Downstream Transportation (category 9).
 Engage with our highest impact suppliers in the Purchased Goods
and Services category to better understand supplier maturity, goals
and objectives, and actions related to decarbonization.
 Leverage supplier engagements to develop long-term commodity
and supplier-specific strategies to drive decarbonization with ourmost impactful commodities/suppliers.

MEDIUM-TERM STRATEGIESLONG-TERM STRATEGIES Develop and industrialize XPS products
using lower GWP blowing agents.

 Continue to transparently engage
with suppliers to reduce value chain
emissions wherever feasible.

 Continue to pursue circular initiatives
to reduce upstream emissions from raw
material inputs in manufacturing.
 Further optimize logistics operations
to reduce emissions from the upstream
and downstream transportation fleet andleverage a third-party partner to identify
opportunities to partner with carriers totransition to less carbon-intensive fuels.

 Identify partnership
opportunities to invest in
decarbonization technologies.

 Increase use of renewable electricity
and reduce upstream Scope 3 emissions
from sourcing and processing of cokeand natural gas by electrifying processes
such as glass furnaces, coke cupolas, andmaterial handling equipment.

 Establish and deliver expectations to suppliers to provide productspecific documentation, such as life cycle assessments (LCAs)
and Environmental Product Declarations (EPDs), and establish adecarbonization roadmap for the products and services supplied to
Owens Corning.
 Encourage suppliers to source 100% renewable electricity
through PPAs, helping decrease Scope 3 emissions from fuel- andenergy-related activities.
 Pursue circular economy initiatives that help reduce upstream Scope
3 emissions by using more recycled inputs into production, such as
end-of-life recycling of asphalt shingles back into our manufacturing
processes.
 Identify opportunities to partner with industry peers and parallelindustries to take a consortium-based approach to decarbonize
materials and industries.

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 257 Strategies for Reducing GHG Emissions by Scope
We are committed to taking direct actions to accomplish our emissions reduction goals. The following represent a scope-specific breakdown of our strategies.
Reduction of Scope 1 GHG Emissions

Reduction of Scope 3 GHG Emissions

The biggest contributors to our Scope 1 emissions are the blowing agent used in our
extruded polystyrene (XPS) foam production process, as well as fossil fuel consumption
across the company. Converting the blowing agent, electrifying our assets, and employing
additional efficiency measures are among the strategies for Scope 1 emission reduction.

One key element of our Scope 3 emissions involves the transportation of materials andproducts across our value chain, and we are working to reduce those emissions on anumber of fronts.

Reduction of Scope 2 GHG Emissions
In support of our efforts to reduce our Scope 2 GHG emissions, we have expanded ourrenewable energy portfolio. A few examples are shared in this chapter — more information
about our work in this area can be found on page 251 in the Energy Efficiency & Sourcing
Renewable Energy chapter.
In that chapter, we discuss the importance of PPAs, large-scale projects that inject
renewable power directly into the grid. For every MWh generated by the PPA, we receive
one energy attribute certificate, an overarching term for renewable energy credits (RECs),
international RECs (IRECs), and guarantees of origin (GOs). This also includes site-specificenergy attribute credits (EACs), which are GOs that cover all electricity demand for a site.
We also measure emissions reductions that come from behind-the-meter renewableinstallations, which generate power that Owens Corning consumes directly without comingfrom the grid. Our reductions are outlined on the following page.
We do not invest in carbon offset programs as a way to reduce our GHG emissions. Instead,
we prefer to take direct action — such as making significant changes to our operations anddriving change in the electricity grid — to reduce our Scope 1 and Scope 2 emissions.

One area of interest for us is the shift toward electric vehicles. While the current demandfor electric vehicles outpaces supply, we expect to see electric vehicles become a greater
presence in fleets around the world. By 2030, we believe that electric vehicles will be a larger
part of our transportation strategy.
In the meantime, Owens Corning continues to focus on improving efficiencies in planningand in the movement of our goods. This includes identifying logistical and sourcing
strategies that leverage sustainable solutions.
To help limit the number of shipments made each day, we are working to reduce thenumber of stock transfer orders, in which finished goods are moved from one warehouse
location to another. Stock transfer orders lead to double handling and increase the numberof miles a product travels before arriving at a customer location. One way to achieve this isthrough the optimization of storage capacity at our warehouses.
We are maximizing the amount of product delivered on each shipment and, wherever
possible, collaborating with our partners to haul heavier loads on specific roads as allowedby special permit. We are also working to reduce the weight of certain products such as
shingles without sacrificing product quality. In doing so, we can fit more pallets on a truck,
thus further increasing our efficiency.
We are focused on using the most energy-efficient modes of transportation, opting forrail transport over trucking whenever possible and avoiding the use of air transport for
our goods.
We use a range of analytics to leverage available data and identify further opportunities for
improvement. For example, we can use analytics to determine which carriers, modes, androutes can deliver the efficiencies and results needed to reduce our Scope 3 emissions.

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 258 

Scope 3 Emissions
We calculate our Scope 3 emissions as follows. Please note that some emission category types are not listed here because they have been determined to be immaterial to
our business.

EMISSION TYPE

DEFINITIONCALCULATIONCATEGORY 1

The representative raw material inputs used to
manufacture products across our portfolio, from cradle
to supplier gate.

Chemicals and minerals: We have revamped our calculations to incorporate verified supplier-provided
emissions data when available to better represent our true impact. Invoiced quantities from our financial
spend data of supplied commodities are multiplied by a material-specific emissions intensity factor
using material mappings developed from procurement data taxonomy. Over the sustainability reporting
goal period, we will track progress by continuing to engage suppliers, so we can replace the materialspecific emissions intensity factor with information supplied by the supplier. Our practices require us totrack progress from our base year forward for supplier impact.

Purchased goods
and services

Facing materials and packaging: Based on manufacturer-specific life cycle assessments (LCAs),
we calculate the GHG emissions of these raw materials by combining annual production data withcorresponding life cycle modules.
Bespoke calculation using product-based methodology: Given the impact and size of the outsourced
production for one product line in Asia Pacific, Owens Corning calculated emissions using an existingprocess with representative, industry-average emission factors for the unique blend of input materials.
This enables us to account for additional, material sources of Scope 3 emissions from purchased goods
and services not otherwise included. In previous years, this impact would have been visible in our Scope
1 emissions.
CATEGORY 2

Capital goods

CATEGORY 3

Fuel- and energyrelated activities

INTRODUCTION

Our assets, including manufacturing equipment,
construction equipment, and land.

We determine the representative industry sector associated with each asset class’s economic activity.
GHG emissions are calculated using the annual expenses incurred within the asset class and the GHG
emissions generated per unit of economic activity within its industry sector. Determination of Scope
3 emissions associated with capital goods was performed using an economic input-output life cycle
assessment-based (EIO-LCA) method and calculated using the EIO-LCA online tool developed byCarnegie Mellon University. Primary data were collected internally on total spend for capital expenditure.

This includes both upstream and downstream emissions. GHG emissions from this category are calculated using life cycle impact assessment factors from theecoinvent database for purchased fuels and electricity. For electricity, geographic-specific unit processes
Upstream emissions stem from the activities required tofor high-voltage production are combined with emission rate data from the U.S. Environmental
produce purchased fuels and generate electricity, such as
Protection Agency’s eGRID (for U.S. facilities) and IEA (for non-U.S. facilities). For U.S. facilities, data
the extraction, processing, and transportation of fuels.
for downstream transmission and distribution line losses were calculated using eGRID. For non-U.S.
Downstream emissions apply to purchased electricity
facilities, we used IEA data sets for the calculation. This is the first year Owens Corning is reporting data
and are the result of generation-to-consumption activities, for purchased fuels, which accounts for 62% of the total emissions in fuel- and energy-related activities.
including those produced when additional electricity
We have calculated emissions from our purchased fuels back to our 2018 base year for the 2030 goal.
needs to be generated to compensate for line losses that
occur during transmission and distribution.

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 259 EMISSION TYPE

DEFINITIONCALCULATIONCATEGORY 4

The transportation involved in sourcing raw materials.

We determine the weight of supplied raw materials and the corresponding distances transported byeach major transportation mode using data from our transportation systems. After combining thisactivity data with the respective GHG emissions factor for each mode, we can estimate the GHG
emissions from the inbound transportation of supplied input materials.

Rental car mileage and commercial air travel, as wellas employee vehicle reimbursement related tobusiness mileage.

This data is received from our travel vendor. For employee vehicle reimbursement related to businessmileage. Owens Corning uses an extract of miles from our travel system and determines emissions
based on a standard emissions rate, which is provided by the U.S. EPA Greenhouse Gas Emissions froma Typical Passenger Vehicle Guide.

Emissions related to our employees traveling to andfrom work.

Emissions are calculated using a simplified version of the Scope 3 GHG Protocol’s average-data method.
To estimate employee commuting, we use the U.S. EPA’s guide to determine an estimate of grams ofcarbon dioxide per mile, as well as the average number of days worked per year. We believe thisestimate is overstated, as our calculations do not take into account telecommuting, public
transportation, carpooling, business travel days that would be accounted for separately, or othermethods of commuting.

The outbound distribution of finished goods.

Primary data for these product shipments is collected internally from Owens Corning logistics
management systems. From the data sets collected, we combine activity data — consisting of theweight of products shipped, distance transported, and transportation mode — with mode-specificemissions factors to calculate GHG emissions.

The downstream processing that is common with ourintermediate products, such as reinforcement glass fiber,
which is often used in reinforced plastic composites.

GHG emissions from this category are determined by correlating the revenue from our Composites
business to the GHG emissions of industry sectors that represent our glass-fiber reinforced plastic(GFRP) customers. We calculate Scope 3 emissions for these products using the EIO-LCA online tool.

Emissions from the disposal and end-of-life treatment of
the products we sell.

Scope 3 EoL emissions are determined for fiberglass and XPS insulation by calculating the GHG
emissions when all the glass wool and XPS foam produced by our North American facilities for 2023 issent to the landfill. Pertaining to our fiberglass and XPS insulation, EoL emission factors are determinedfrom cradle-to-grave EPDs, and the LCAs upon which they are based. The third party-verified LCAs
were internally conducted for these products in 2017 and 2018, respectively. These factors are used inconjunction with 2023 production volumes for these two insulation materials to determine the Scope 3
emissions when the production volume quantities are disposed of as waste-to-landfill.

Upstreamtransportation anddistribution
CATEGORY 6

Business travel

CATEGORY 7

Employeecommuting

CATEGORY 9

Downstream
transportationand distribution
CATEGORY 10

Processing ofsold products
CATEGORY 12

End-of-life
treatment ofsold products

INTRODUCTIONPEOPLEPURPOSEPLANET

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 260 

Power BI Dashboard and Engagement Pilot
To better understand our Scope 3 emissions, we had to consolidate and assess data from our suppliers
and the products they sell to Owens Corning. Prior to 2023, data were collected and updated manually in
Excel-based spreadsheets that allowed for analysis of emissions by commodity group, business, region,and product. These Excel-based charts allowed us to begin to understand the main contributors of our
Scope 3 emissions and discuss how we wanted to prioritize engagement activities with specific suppliers.
The drawback, however, was the data sets were very cumbersome to manipulate and time-consuming to
generate analytics to share within the organization.
Recognizing these limitations, we assessed and developed a new tool to provide an interactive analysis
of supplier emissions data. Utilizing Power BI, we transitioned the Excel-based spreadsheets into acentralized dynamic dashboard, allowing for visualization of complex data sets and rapid use anddistribution among key decision makers in the company including the Sourcing and Sustainability teams.
We can now easily calculate emissions by input product, finished product, supplier, and region among
other filtering options.

Understanding the Cost of Emissions
Owens Corning has established an internal price for carbon emissions — a best practice used by many
companies. Doing so helps us make smart decisions about our GHG emissions reduction initiatives, as
it enables us to frame challenges and opportunities in monetary terms, which are often more broadly
understood than the concept of tons of emissions.
In implementing an internal carbon price, we consider Scope 1 and 2 emissions — the total impact of ouroperations and our supply chain. We have internally and externally published reduction goals, which arealigned to drive strategy and action. We do not have an internal carbon tax or carbon charge allocated toour businesses, so we are using shadow pricing to assess these costs.
Quantifying the cost of carbon emissions with an internal carbon price helps us plan future scenarios andmake informed business decisions. Our internal carbon price varies by region and considers a range ofpotential forecasted costs, ranging from $60 to $160 per metric ton depending on the location. A regional
approach to internal carbon pricing allows us to be more accurate as we estimate and evaluate the cost ofcarbon for capital project planning in regions with varying carbon prices. It also places value on reducing
carbon emissions in regions that do not yet have taxes or trading schemes.
By estimating the difference in metric tons of carbon dioxide-equivalent (CO2e) emissions produced fromone year-end period to the next, then multiplying that amount by $160 per metric ton, we can arrive at thehigh-end estimate of cost savings of emissions reduction if a carbon tax were implemented.
We have also been able to quantify our current total risk in the event of an efficient, economy-wide carbon
tax, and we can see how dramatically we have reduced that risk since 2007, our peak GHG emissions
year. This also allows us to value our future forecasted emissions reductions as we work toward our 2030
goals. Since 2007, we have reduced absolute Scope 1 and Scope 2 CO2e emissions by approximately 64%.
By cutting emissions in half compared to 2018, our 2030 absolute Scope 1 and Scope 2 CO2e emissions
will be approximately 75% lower than they were in 2007.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Photo submitted by:
Kristin Bell | Toledo, Ohio, U.S.
Moss growing on a rock at Ricketts Glen State Park in Benton, Pennsylvania, U.S.

PLANET | COMBATING CLIMATE CHANGE

 261 

REDUCING EMBODIED CARBON
THROUGHOUT OUR ORGANIZATION
Decarbonization in the Design Phase
With the Ecodesign Strategy Wheel, our project teams are able to reduce embodied carbon even before products are manufactured. Through this brainstorming tool, teams are able to ensure
responsible production throughout the project development process — reimagining design, choosing materials wisely, and reducing our manufacturing impacts. By empowering designers toconsider sustainability at every stage, we can identify ways to reduce our overall impact, including GHG emissions. Learn more about the Ecodesign Strategy Wheel on page 205.
In addition, our Insulation business now includes insights into carbon emissions in its capital delivery process. The revised process requires us to take GHG emissions into account for any
new product or process.
Operationalizing Decarbonization

Pursuing Renewable Fuel Sources

At the plant level, our people are working to reduce GHG emissions by making improvements
to our manufacturing processes. In addition to reducing our energy use through increased
efficiencies, we are employing a range of strategies designed to move us toward ouraspirations for decarbonization.

Where combustion is required, we are making efficiency improvements by swapping air
for oxygen, and we are exploring alternate fuels such as hydrogen. These options offer
opportunities for decarbonization, as their combustion emits water rather than carbon
dioxide. We seek to integrate hydrogen combustion technologies into our manufacturing
processes while ensuring product quality. Our work with the H2GLASS consortium,
discussed further on page 264, will help us achieve our hydrogen aspirations.

Increasing Electrification in Our Operations
One key strategy involves the transition away from fossil fuels toward electrifying ourprocesses when feasible. For example, we are shifting to all-electric furnaces to melt glass in
our Insulation and Composites businesses.
Where process or technology constraints make a complete shift to electrification unfeasible,
we still look for ways to power our processes using electricity to the greatest possible extent.
For example, by modifying electrode count and locations, we are increasing electrical power
supplied to the furnaces. Significant research and development will be required to continue tomitigate the impact of this approach on the life of the furnace.
Another example of this is our work to transition from coke cupolas to electric melters. In
addition, we are integrating low- and no-carbon technologies into our operations, which willfurther reduce the embodied carbon in our products. In addition to melting processes, we areinvestigating similar approaches for glass delivery, drying, and curing.

Photo submitted by:
Megan Moore | Ontario, Canada
Mountains in Sognefjord, Norway.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Transitioning to 100% Renewable Electricity
As we electrify our processes, it is also important that we source that electricity fromrenewable sources. This is essential for our sustainability aspirations, and it positions us tomeet increasingly stringent energy sourcing requirements, such as those underway in Europe.
We are working to source 100% renewable electricity across all our assets. We are vetting
various technologies to achieve this, and our progress has been encouraging. Moreinformation about these strategies can be found beginning on page 251.

Electrifying our processes using renewable sources and reducing ourdemand for combustion will enable us to improve efficiencies andreduce carbon dioxide-equivalent (CO2e) emissions, which refers to
the number of metric tons of CO2 emissions with the same global
warming potential as one metric ton of another greenhouse gas.
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 262 

Reducing Embodied Carbon in Our Products
Made with Renewable Electricity
A number of Owens Corning products, including some of our high-density insulation
products and shingles, are certified as made with 100% renewable electricity. These
products, which are part of our reduced embodied-carbon portfolio, are certified inaccordance with SCS Global Services’ certification protocol. These certifications are
made possible by PPAs and VPPAs, described in detail on page 251. Owens Corning
obtains and retires the EACs generated by these wind farms, enabling us to receive
third-party renewable electricity certification.
These certified products provide commercial architects, specifiers, builders,and homeowners with lower-carbon product options as they seek to build moresustainable structures. They also help architects design buildings with reduced
life cycle impacts in keeping with the recognized goals of the Architecture 2030
Challenge and U.S. Green Building Council’s LEED® certification.
The blowing agent used to make FOAMULAR® NGX® insulation is optimized
to demonstrate greater than 80% reduction in the product’s GWP compared tolegacy FOAMULAR® XPS insulation. In developing this product, Owens Corningis addressing climate change in two ways — by reducing the product’s embodied
carbon and by helping individuals reduce their own energy footprint.

We conduct EPDs on many of our products — offering a verified,
third-party source for embodied carbon values. Learn more on
page 216.

Photo submitted by:
Danielle Sendi | Nephi, Utah, U.S.
Autumn fades to winter in the Wasatch Mountains, Midway, Utah.

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 263 PARTNERING TO
COMBAT CLIMATE CHANGE
Owens Corning works with a range of consortiums,
universities, and companies to help combat climatechange. These alliances provide technical capabilities,
help develop new technologies, and share information andinvestments in infrastructure. Through our collaboration, weare able to save time, cost, and risk as we work together fora better future.
To further drive decarbonization in our Composites
business, Owens Corning has joined 22 other companies
in a collaborative project called H2GLASS. Established by
Horizon Europe and funded through the EU, H2GLASS aims
to develop ways to replace natural gas with hydrogen andutilize oxy-fuel combustion energy. Horizon Europe funds
research and innovation dedicated to combating climatechange through collaboration and the sharing of knowledge.
The project launched in January 2023.
We are also members of the Carbon Leadership Forum,a coalition of architects, engineers, contractors, material
suppliers, building owners, and policymakers dedicatedto dramatically reducing the embodied carbon in thebuilding industry and promoting whole-building life cycle
assessments and impact reductions.
To help our customers reduce their embodied carbon,
Owens Corning was a Methodology Partner in thedevelopment of the Embodied Carbon in Construction
Calculator (EC3), a tool designed to help designers andspecifiers look at a project’s overall embodied carbon
emissions, enabling the specification and procurement of
low-carbon options.

We engage with a number of external parties with whom we
can leverage our expertise and our products. Together, we
can do even more to combat climate change and advancesustainability throughout our industry. These partnerships
include the following: Trade groups. These partnerships enable us to expand
our reach to consumers and industry professionals,
so we can do more to promote energy efficiency andrenewable energy practices. A complete list of tradegroups with whom we engage beginning on page 357
in Appendix D.
We also participate at the board level in many
strategically relevant organizations, such as the North
American Insulation Manufacturers Association(NAIMA), the Passive House Network, and the Building
Performance Institute (BPI). In addition, Owens Corning
employees participate on committees and working
groups within these organizations.

Green Power Partnership
Owens Corning is a member of the Green PowerPartnership, which was established by the U.S.
Environmental Protection Agency to provide expert advice
and technical assistance to companies and organizations
seeking to increase their renewable electricity use.
To qualify for participation, partners must meet annual
electricity use standards and meet a minimum percentageof their annual electricity use in the U.S. from renewablesources. As a member of the Green Power Partnership,
Owens Corning has access to a range of tools andresources, as well as valuable assistance as we work toward
our 2030 target for renewable electricity.
In 2023, Owens Corning was ranked No. 24 on theGreen Power Partnership’s ranking of the top 100
member companies.

 Policymakers. Owens Corning supports legislation
and regulatory efforts aimed at reducing global GHG
emissions in line with the IPCC’s recommendations
to limit warming to 1.5° C, and we engage with
policymakers to further those aspirations. Our
Government Affairs team collaborates globally with our
Legal, Regulatory Affairs, Corporate Affairs, Finance,
Sourcing, Science & Technology, and Sustainability
functions to support activities aligned with our
climate objectives.
 Non-governmental organizations (NGOs). We actively
partner with organizations that drive forward-thinking
programs across a range of topics, including advanced
standards for energy efficiency and the durabilityof buildings. This includes our membership in theAmerican Center for Life Cycle Assessment, the National
Association of State Energy Officers, and the Carbon
Leadership Forum.

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APPENDICESPLANET | COMBATING CLIMATE CHANGE

 264 

COMBATING CLIMATE CHANGE

2023 IN
REVIEW

Throughout our operations,
Owens Corning employees arealigning toward one agenda, one
in which the impacts of climatechange are held in check and asustainable future is in sight. Our
goals and ambitions are embedded
in our business strategy, and we areproud of the progress we have made.
While there is still a great deal toaccomplish, we are confident
that our people will deliver on our
purpose of making the world a better
place together.

Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
Eldorado State Park in Colorado, U.S.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | COMBATING CLIMATE CHANGE: 2023 IN REVIEW 265 

PROGRESSTOWARD OUR
2030 GOALS

26%

ABSOLUTE REDUCTION IN

SCOPE 1 EMISSIONS

34%

ABSOLUTE REDUCTION
IN MARKET-BASEDSCOPE 2 EMISSIONS

Most of our Scope 1 emissions are attributable to the blowing agent used in our XPS foam production process, as well
as fossil fuel combustion across the company. Innovations such as our FOAMULAR® NGX™ insulation are critical to ourstrategy. It should also be noted that changes in production output could cause increases or decreases in our emissions,
given the shifts in the use of raw materials and energy.

Electricity from utility providers is the major source of our market-based Scope 2 emissions. We use monthly invoices
to capture end-to-end consumption at an enterprise level. As required through the WRI and WBCSD GHG Corporate
Accounting and Reporting Standard and GHG Protocol Scope 2 Guidance, we calculate our market-based GHG
emissions by tracking: Energy attribute certificates (including renewable energy credits)
 Contracts
 Supplier/utility emission factors
 Residual mix (where appropriate)
In 2023, we used the 2023 eGrid factors to measure location-based emissions from electricity for U.S. locations, as wellas the 2023 Green-e® Residual Mix factors to measure market-based emissions from U.S. locations. For Europe, we also
used the 2020 AIB European Residual Mix factors for market-based electricity emissions. For select international marketbased calculations and all international location-based electricity calculations, we used IEA factors released in 2020. It
should be noted that for approximately 52.5% of our facilities, we calculate emissions using supplier/utility emissions
factors, which means we can make these calculations more accurately than through standard regional estimates. In
these cases, suppliers provide information about the specific power sources used. These calculations may reflect thesources that make up the grid supply after renewable energy has been sold to specific users, meaning that other users
are charged for the residual mix of sources.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | COMBATING CLIMATE CHANGE: 2023 IN REVIEW 266 

PROGRESSTOWARD OUR
2030 GOALS

Absolute Scope 1 and Scope 2 (Market-Based)
Greenhouse Gas Emissions(metric tons of CO2e)28%

REDUCTION IN ABSOLUTESCOPE 1 AND MARKET-BASEDSCOPE 2 EMISSIONS2018

BASELINE

3,779,429

2019

3,834,576

2023 Scope 3 GHG Emissions

GOAL:
50% REDUCTION

-1%

14%

2020

3,251,109

13%

2021

3,284,109

22%

2022

2,953,099

28%

2023

2,708,305

 Purchased goods and services ^ 52%
 Capital goods + 2%

Absolute Scope 3 Greenhouse Gas Emissions(metric tons of CO2e)

GOAL:
30% REDUCTION-3%

REDUCTION IN ABSOLUTESCOPE 3 EMISSIONSINTRODUCTIONPEOPLEPURPOSE2018

BASELINE

2019

4,544,213
5%

4,335,629

11%

2020
2021

4,040,194

0%4,556,936

-3%

2022

4,675,029

2023

4,661,469

PLANET Fuel and energy-related activities(not included in Scope 1 or 2) ^ 16%
 Upstream transportation and distribution ^ 6%
 Business travel ^ <1%
 Employee commuting ^ <1%
 Downstream transportationand distribution ^ 10%
 Processing of sold products + 9%
 End-of-life treatment of sold products ^ 4%
^ Assured to a high level by SCS Global Services+
Assured to a moderate level by SCS Global Services-3%

APPENDICESPLANET | COMBATING CLIMATE CHANGE: 2023 IN REVIEW 267 

INITIATIVES TO
REDUCE EMBODIED CARBONEMBODIED CARBONIN OUR PRODUCTS

 L’Ardoise, France. The team at this Composites plant was able to increase e-boosting capabilities in theirfurnace. This has led to an approximately 45% increase in the furnace’s e-boosting capacity, which is a record
milestone for Owens Corning Composites.

We currently have 14 products that are certified by SCS Global
Services as made with 100% renewable electricity: Hässleholm, Sweden. We have electrified a part of the coke-fired cupola, reducing the coke consumption at thisstone wool plant by approximately 18%.
 Hässleholm and Hällekis, Sweden. Since 2013, our Paroc plants have been working with a company called
Höganäs AB, who provides slag as a secondary raw material in the manufacturing of stone wool. Unlike virgin
raw materials such as limestone, slag produces no CO2 when melted. Over the course of the partnership,
Owens Corning Paroc has purchased over 100,000 metric tons of slag from Höganäs AB, reducing emissions
by approximately 22,000 metric tons in that time.
 Trzemeszno, Poland. Having switched to 100% renewable electricity in 2022 at this Insulation plant, we havebeen able to decrease the GWP by 78% for products produced on two of the lines. Switching also reduced CO2eemissions in our European stone wool production by over 30%.
2023 Renewable Programs GHG Reductions by Type*
Behind-the-Meter Renewable Installations

MWh

EMISSIONS REDUCTION, IN MT CO2e

89,9496,248

Site-Specific Energy Attribute Certificates and PPA’s

1,366,527

665,369

TOTAL

1,456,476

671,617* GHG reduction type descriptions can be found on page 248.

 In 2023, we sourced 477,663 MWh of electricity through guarantees of origin for renewable electricity across
16 of our European sites, which translates to 255,250 metric tons of avoided carbon dioxide-equivalent(CO2e) emissions.

 EcoTouch® Flexible Duct Media Insulation
 Pink® Next Gen® Fiberglas™ Insulation
 Loosefill Insulation
 Thermafiber® Insulation
 Thermafiber® Formaldehyde-Free Insulation
 QuietR® Duct Board Insulation
 QuietR® Spiral Duct Liner
 FOAMULAR® NGX® XPS Insulation
 Fiberglas™ 700 Series Insulation Board Fiberglas™ Insul-Quick® Insulation
 Ceiling Board Duration®, Oakridge®, and Supreme® 3-Tab shingles from ourfacility in California
These certified products make up 25% of our total revenues.

 Our facility in Gastonia, North Carolina, U.S., is powered with 100% nuclear electricity, the generation of whichemits no greenhouse gases.
 Through our PPAs and VPPAs, Owens Corning retired 1,287,511 RECs, for a total of 649,440 metric tons of
avoided CO2e in 2023.

In December 2023, the final text of the Industrial Emission Directive was adopted in theEU, which sets the tone on the decarbonization of industrial facilities. As the emissions
limit values range for the installations will be directly linked to the best available
technique, the next few years will be crucial for the decarbonization of our activities.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAs of 2023, we have sourced renewableelectricity to power all our European sites.

PLANET | COMBATING CLIMATE CHANGE: 2023 IN REVIEW 268 

OUR PEOPLE
MAKING A DIFFERENCE
Ayush Mishra

Global Decarbonization Lead
Having received his bachelor’s degree in India, then a master’s degree anda doctorate in Finland, Ayush Mishra brings a global perspective to his work
here at Owens Corning. Ayush started as a Process Development Engineer
in 2020 before moving into his current role as a Global Decarbonization Leadin our Insulation business. This move toward helping the company remove
embodied carbon from our products is an appropriate one for Ayush, as hehas long had a deep connection with the natural world. He says the ability to
combine his interest in research with the potential to have a positive impact
on the environment makes this the ideal job for him, and his enthusiasm
shows through here.

On manufacturing products withsustainability in mind
With our insulation, we are in a position where our
products are making the world a better place as they
make buildings more energy efficient. At the sametime, we are making sure that we are producing those
products with the minimum negative impact on theenvironment as well. One project in particular is very
interesting — at our plant in Hässleholm, Sweden,
we have reduced coke consumption by electrifying
part of the cupola. We are able to operate the cupola
using less coke without sacrificing product quality or
production capacity. The beauty of this is that we also
have cupolas in Europe, the U.S., and Asia, and thistechnology can be used across all those plants.

INTRODUCTIONPEOPLEPURPOSEPLANET“

We are in a very
privileged position, where
our products help makebuildings more energy
efficient — and we areproducing them in a waythat helps minimize ournegative impact.

”

Photo courtesy of Ayush Mishra.

On collaboration within a global corporation

On Europe’s decarbonization

One thing I really like is the collaborative nature of thework here at Owens Corning. Because I work in thisglobal role, I need to connect across all our Insulation
business sites. I have always found that people reallycare for one another at Owens Corning — that’s been
one takeaway from my work here. People are always
curious and willing to learn, and I have that same attitude
in my role. I need to understand all the production
processes to determine the causes of CO2 emissions,and the people I work with around the world have beenvery open to collaboration. They try to answer as manyquestions as possible, and they share the same passion
for sustainability.

The drive for sustainability is very strong in Europe,and even within Europe, the Nordic region is at theforefront. I think I’m really lucky to be based in a place
where this is very much the focus of our work everyday. But I see the passion in the colleagues that I
interact with from across the ocean. My colleagues
really understand the importance of this, and I thinkthat’s one of the unique things about working for
Owens Corning. The work we are doing here inEurope will have benefits in regions that are at different
stages in their decarbonization journey. We’re all inthis together.

APPENDICESPLANET | COMBATING CLIMATE CHANGE: 2023 IN REVIEW 269 A GLOBAL EFFORT TOWARD
A BETTER FUTURE
The fight against climate change represents one of
the most pressing environmental imperatives wecurrently face, as the need to avoid the worst impactsof climate change has become increasingly clear.
Every stage of a product’s life cycle represents anopportunity to reduce embodied carbon, and it isvital that we pursue many avenues toward reducing
greenhouse gas emissions.
While we have not yet set a net zero target publicly,
we are fully committed to total decarbonization andhave developed specific reduction activities that alignwith the strategy to reach our science-based 2030
greenhouse emission reduction goals and beyond.
Every step we take toward reducing the embodied
carbon in our products places us closer to theaspirations we have for ourselves as a company.

Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
A marmot at Mount Blue Sky (formerly Mount Evans) in the Rocky
Mountains, Colorado.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | COMBATING CLIMATE CHANGE: 2023 IN REVIEW 270 

WASTEMANAGEMENT
Our internal waste reduction
strategy relies on three pillars:
reducing, diverting, or recycling
waste. Throughout our operations,
we are working to reduce waste
through operational efficiency
improvements, increase internal
recycling by developing new
capabilities, and establish external
diversion to alternate applications.

Sustainability Materiality Definition

This chapter focuses on the many ways we are reducing waste.
These efforts are part of a larger commitment to reducing waste
in all its forms — liquid, solid, hazardous, and non-hazardous —over every product’s life cycle. The waste generated at our sites
comes from manufacturing processes, such as those used to
manufacture glass fiber, and other waste streams, including
those considered commodities. The goals we have set here go
hand-in-hand with our circular economy aspirations, which aredescribed in detail beginning on page 217.
Photo submitted by:
Abigail Sprague | Granville, Ohio, U.S.
Wild mushroom growing on the grounds of Eibingen Abbey,
Rüdesheim am Rhein, Germany.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Our ambition is to mitigate the waste that we produce
by redesigning the process to avoid its creation, thenrepurposing it whenever possible. We are committed toredefining waste, continuously looking for beneficial uses
for our byproducts and other waste materials.
Relevant United Nations Sustainable Development Goals

The waste data in this chapter was independently assured to amoderate level by SCS Global Services. For more information on theassurance process see About the Report, and for our verification
statement please see Appendix I.
For the data in this section, baseline adjustments were madefollowing the World Resources Institute (WRI) protocols. Read moreon page 314 in About the Report.

PLANET | WASTE MANAGEMENT

 271 

2030 GOALSFOR WASTE MANAGEMENT

Reduce waste intensity
by improving efficiency
and process design.

We aspire to send zero waste-to-landfill by 2030.
We have made waste management one of our top
strategic priorities for sustainability, and we haveestablished a two-part approach to achieve it.

Repurpose or
recycle theremaining waste.

THE ROADMAP TO OUR 2030 GOALS
We have established a range of strategies to reach the point where we are sending zero waste-to-landfill.

SHORT-TERM STRATEGIESMEDIUM-TERM STRATEGIES Establish internal recycling capabilities across our
three businesses.

 Reduce waste intensity by improving
operational efficiency and process design.
By improving process performance, we canreduce the amount of waste generated.

 Continue to find new external outlets for specificwaste streams.

 Increase the percentage of recycled content
in our products and packaging materials
through design innovations andoperational improvements.

 Focus research and development on glass fiber
recycling technologies, which can reduce thedemand for raw materials and energy.

LONG-TERM STRATEGIES Invest in next-generation technologies
that allow us to approach zero waste in our
production processes.
 Invest in technologies and processes torecycle waste glass fibers into raw materials,
so they are of sufficient quality to be put backinto production.
 Collaborate with strategic partners to
support the recycling of glass and otherwaste streams.

 Identify and activate more solutions toreuse and recycle waste back into ourown processes.
 Divert our waste into other applications andmarkets through external partnerships.
 Continually drive reduction in waste production
and improve the efficacy of our waste
management and recycling efforts.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | WASTE MANAGEMENT

 272 Internal Processes and Accountability
Zero waste-to-landfill (WTL) requires a cross-functional approach across ourenterprise — people at all levels and positions taking action to drive reductions. Our
environmental management system (EMS) is a collection of policies and procedures
regarding the management of our environmental performance in our facilities. Amongother things, the EMS ensures compliance with all regulatory requirements related towaste and adherence to our Environmental, Health, Safety, and Product Stewardship
Policy. More information about the EMS can be found on page 77.
Preventing waste throughout the life cycle of our products is an important
commitment of Owens Corning. To identify opportunities for additional waste
reduction and diversion strategies, we conduct periodic assessments of our waste
management and recycling efforts. More information about our approach to productstewardship can be found on page 203.
Our Circular Economy team is also responsible for driving waste reductions andfostering relationships with internal and external stakeholders across all ourbusinesses to achieve our goals. The team conducts periodic reviews to assess
progress, and they take necessary corrective actions to help mitigate waste.
Although all our waste programs are subject to enterprise-level leadership review andreporting, many of our waste reduction initiatives begin at our manufacturing facilities,
where our people’s dedication and ingenuity have helped identify opportunities for
improvements. In the next section of this chapter, we will demonstrate the ways weare operationalizing waste management.

Photo submitted by:
Jai Jaiswal | Taloja, India
Tree on the grounds of our Taloja plant.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | WASTE MANAGEMENT

 273 FPO

WASTE MANAGEMENT

2023 IN
REVIEW

This year, we made very promisingprogress toward our waste
management goals. This is in part
because we have changed our overall
mindset about waste and worked todevelop new avenues for reduction,
recycling, and diversion. The gains
we have made are a testament to thework of our people everywhere, and
we look forward to documenting evenmore progress on the way to our 2030
waste management goals.

Photo submitted by:
Megan Moore | Ontario, Canada
Bee on a purple flower.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | WASTE MANAGEMENT: 2023 IN REVIEW 274 

OPERATIONALIZING WASTE MANAGEMENTPROGRESSTOWARD OUR
2030 GOALS

To deliver our waste management goals, we will rely on the concerted efforts of every
Owens Corning facility around the world. Through a collaborative effort, we have developed
and deployed training, shared best practices, expanded recycling, and leveraged new ideas
across our plants, businesses, and R&D operations to ensure progress towards ourambitious aspirations.

Waste-to-Landfill in Metric Tons by Year
GOAL: ZERO WASTE-TO-LANDFILL

2018

BASELINE

345,236
304,810201912%285,704

2020
2021
2022

17%

The waste sent to landfill from our Composites and Insulation businesses is mainly glass
fiber. This glass fiber waste is very valuable, and our intent is to develop technologies that will
enable us to internally recycle glass waste within our plants and make new products from it.

337,4732%

346,0482023

0%

Our Roofing business represents a relatively low percentage of our enterprise. For thatbusiness, the biggest waste opportunity is with shingle tear-off waste (the end-of-life of theshingle). This waste stream does not count toward our total waste-to-landfill, and therefore
does not count toward our 2030 waste management goal. More information about our
shingle waste recycling can be found on page 224.

297,011
14%

Drivers of Progress Toward Our 2030 Goal
Changing market conditions and associated network optimization
actions have resulted in reductions in our WTL. In addition, shifting
product mixes and increased throughput have resulted in increased
scrap production.
In our Composites business, there was an increase in process waste
generated due to disruptions caused by sub-standard raw material
quality and weather. We are managing impacts from raw material
quality by testing raw input materials to ensure they meet quality
standards. We also worked with our suppliers to ensure sufficient raw
material quality.
Although our Roofing business has lost a number of recycling outlets
in recent years due to the pandemic, we accelerated diversion in 2023
by securing new outlets, including more shingle recyclers. We havealso been working with our waste haulers to find recycling outlets forour sand and granule waste.

INTRODUCTIONPEOPLEIn 2023, Owens Corning successfully diverted 63% of waste generated away from landfills
and toward other uses. Offtake customers have found value in these materials, andsuccessful transaction agreements have been established as a result. Even so, each business
unit continues to have waste streams that are being landfilled. However, we are working todevelop capabilities for reducing, recycling, and diverting these waste streams, both internallyand with external partners that can help evaluate technology solutions for waste recycling.
In handling these materials, our approach — which can be seen across all three of ourbusinesses — is to establish internal recycling opportunities for a more robust pathway tozero WTL.

PURPOSEPLANET

APPENDICES

Waste Mapping
To identify waste flows within our processes at our top waste-generating plants, our Circular
Economy team has undertaken a Waste Mapping initiative that applies the principles ofvalue stream mapping used in Lean management. The goal of this initiative is to increase
the understanding of material efficiency in the process and to identify processes thatare wasteful. The waste maps are developed through collaboration between various
teams – Operations, EHS, and Logistics within the plant. Through the process, the teams
have identified opportunities to reduce costs, improve production flows, reduce inventory,
and improve performance. For example, in April 2023, a TPM workshop on waste was held inJackson, Tennessee, U.S., where a cross-functional team in the plant utilized the waste loss
map to estimate the value of waste loss and to define the roadmap to zero out the waste
through targeted efficiency improvement and diversion projects.

PLANET | WASTE MANAGEMENT: 2023 IN REVIEW 275 

WASTE MANAGEMENT INITIATIVES
The following are among our key waste management initiatives throughout our operations: Aiken, South Carolina, U.S. During 2023, a majoremphasis was placed on the expansion of existing
diversion partners across the enterprise. This led toincreased diversion of nonwoven mat/dry glass waste inNorth America. The Circular Economy team (discussed
on page 218) includes a diversion group that was able
to expand their reach to both nonwovens and roofing
facilities that were previously unable to be serviced byworking with two third-party companies. One company
uses our waste mat to manufacture a paper roofing
product made with over 90% of recycled material. The
other converts scrap/damaged rolls by splicing them,removing quality defects, and telescoping them, so they
can be used for roofing applications in areas where
Owens Corning does not service. The expansion of these
programs has enabled us to recycle over 4,260 metrictons of nonwoven mat/dry glass waste across our North
American nonwovens plants in 2023, an approximately
76% increase over the 2,416 metric tons recycled in
2022. Not only has this program brought Owens Corning
closer to our 2030 zero WTL goal, but it has also allowed
the Composites and Roofing businesses to see a
reduction in costs associated with landfilling material.
 Joplin, Missouri, U.S. The Joplin plant is one ofOwens Corning’s largest mineral wool facilities, andreduction of WTL is a top priority. At the end of 2023, we
signed an agreement to divert process scrap glass (shot)
and fly ash waste into a cellular concrete mix produced
by a third-party company, which they are using to backfill
their property. In the initial phase of this project, they arefocused on using this waste to elevate their land for theconstruction of a 40,000-square foot equipment shop,
which will be used to house their mobile machinery.

INTRODUCTIONPEOPLEPURPOSEPLANET Medina, Ohio, U.S. This Roofing plant was able toleverage a long-standing relationship with athird-party trucking company to recycle 100% of thewaste shingles generated by the plant in 2023. Since
January 2023, Medina diverted over 8,400 metric tons ofwaste shingles from landfill. After hauling the shingles
directly from the plant, the trucking company grinds
the material and uses it as road covering within theirfacility. This diversion represents an expansion of ourrelationship; for over 10 years, they been successfully
diverting the plant’s filler waste. Employees at the plant
are optimistic that this diversion/recycling partnershipwill continue for years to come.
 Vilnius, Lithuania. This Insulation plant achieved zero
WTL in 2023 through two measures: returning to apreviously used composting method, and continuously
improving the briquetting process. In 2022, the Vilnius
plant’s waste hauler introduced a new method forcomposting various waste streams. However, when it
was deemed unsuccessful, the plant and waste hauler
agreed to return to historic composting practices.
This allowed for the plant’s filter house wool waste to
be reused, and this resulted in the plant not sending
waste to landfill or to be incinerated. Additionally, theplant continues to collaborate with their long-standing
briquetting partner to improve the briquetting process
and briquette recipe. Both activities allowed the plant toincrease diversion by almost 10% compared to 2022.
 Amarillo, Texas, U.S. We work with Re’tek Engineering
Solutions, located in Elkhart, Indiana, U.S. to divert coreand runback waste from this Composites plant. Re’tek
Engineering Solutions is able to process fiberglass scrap
into insulation, which is used in the oil and gas industries.
Over 2,500 U.S. tons of waste have been diverted to date.
Owens Corning is currently in the process of expanding
the program to enable more U.S. Composites plants todivert their waste to Re’tek in 2024.

APPENDICES Apeldoorn, Netherlands. Owens Corning has
established a pilot program at this Composites plant,
which aims to address the challenge of implementing
the circular economy model by developing cost-effective
ways to upcycle nonwoven waste material. A team has
been working with a thermoplastic compounder thatis making compound from our waste mat fibers andrecycled polymer.
The team has performed successful compounding
and injection of 100% post-industrial recycled flakes.
The team uses the compounding line at our Science &Technology Center in Chambéry, France, to test thesematerials and define a comprehensive value proposition.
One promising avenue is in thermoplastic compounding
and injection molding, in which nonwoven byproducts
are repurposed to make components for use inautomotive, appliance, and electrical applications.
By diverting waste, the project also has the potential
to deliver savings in landfill costs. Looking ahead,
the team is working to leverage additional external
partners and identify new thermoplastic applications.
In addition, they are gauging the extent to which the
project can be expanded beyond the Apeldoorn facility’s
nonwoven waste and into other nonwoven or glass
fiber byproducts. These options may include thermoset
resins, cement-based formulations, and wood- andpaper-based products. We are also collaboratinginternally with Paroc to leverage this waste material as asource of recycled content for mineral wool products.

PLANET | WASTE MANAGEMENT: 2023 IN REVIEW 276 

Excellence in Waste Diversion
Owens Corning facilities are committed to managing waste, and we are proud to recognize their accomplishments. We use aninternal rating system comparing diversion from landfill to total waste generated. In 2023, 32 plants diverted more than 80% of
their waste from the landfill.
PLATINUM LEVELGOLD LEVELSILVER LEVEL

100% WASTE DIVERSION>98% WASTE DIVERSION>80% WASTE DIVERSION■ Nanjing■ Asan■ Changzhou■ Qingdao Novia■ Tianjin Glass Line■ Charleston■ Ridgeview■ Trzemeszno■ Dapada■ Vilnius■ Yantai■ Gresham■ Xuancheng Guangde■ Yuhang Glass Wool

■ Guangzhou■ Hällekis■ Hässleholm■ Kearny■ Medina■ Mount Vernon■ Nephi■ Portland Asphalt■ Rockford■ Sayli■ Skovde■ Springfield■ Tallmadge■ Taloja■ Tessenderlo■ Tiffin■ Valleyfield■ Yuhang GRS

Photo submitted by:
Valéria de Freitas Mesquita | Rio Claro, Brazil
Flower, Miami, Florida, U.S.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | WASTE MANAGEMENT: 2023 IN REVIEW 277 

Waste Management Performance
Owens Corning uses waste intensity to measure our performance toward our 2030 waste management goals. We continue to evaluate and improve upon the methods and mechanisms
used to track how waste streams are recycled, reused, or landfilled. When available, we use invoices from waste management or recycling companies in our data reporting; otherwise, werely on on-site weight scales. In the absence of scales, we use calculated estimates to determine the weights of our shipments. We assess our performance based on the final dispositionof each material.
2023 Non-hazardous Waste by Disposal Method(Metric Tons)

2023 Hazardous Waste by Disposal Method(Metric Tons)

 Waste-to-Landfill 293,601
 Recycled Internally (on-site) 270,310
 Recycled Externally (off-site) 201,222

 Waste-to-Landfill 3,083

 Recycled Internally with External Processing 47,249

 Incinerated with Energy 1820

 Recultivation 6,585

 Recycled Internally (on-site) 961

 Incinerated with Energy Recovery 6,399

 Treated and Recycled 613

 Incinerated without Energy Recovery 986

 Recycled Externally (off-site) 252

 Cross-Plant Recycled 329

 Controlled Confinement* 169

 Treated and Recycled 227

 Incinerated without Energy Recovery 89
 Recultivation 0

 Controlled Confinement* 158
 Composting 59* Owens Corning considers Controlled Confinement as
Waste-to-Landfill for reporting purposes.

 Return to Supplier 4

Photo submitted by:
Sarah Jones | Granville, Ohio, U.S.
Palm trees in Orlando, Florida, U.S.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | WASTE MANAGEMENT: 2023 IN REVIEW 278 Total Waste Generation and Disposal
The majority of waste generated in Owens Corning facilities is either diverted or sent to landfill.
Depending on the type of waste, we use such diversion methods as commercial composting,incineration with energy recovery, and returning waste to supplier.
In 2023, Owens Corning generated 834,118 metric tons of waste, compared to 879,637 metrictons in 2022. We separate waste into hazardous and non-hazardous categories. In 2023, theoverwhelming majority, 827,130 metric tons, was non-hazardous waste. More information about
our approach to hazardous waste can be found in the Environmental Compliance section.
2023 Waste Diversion by Disposal Method

 Recycled Internally (on-site) 51%
 Recycled Externally (off-site) 38%

REINFORCING OUR COMMITMENTTO ZERO WTLManaging waste remains one of our top strategic priorities for sustainability, andwe remain committed to achieving our waste-to-landfill ambitions. This involves
redefining waste — continuously looking for beneficial uses for our byproducts
and other waste materials — and we are proud of the gains our people are making
in plants and facilities everywhere.
Throughout our operations, we are working to divert materials, which would
otherwise have gone to the landfill, toward other uses. This requires a great
deal of collaboration and innovation within and among our plants, and we areencouraged by the progress we have made improving operational efficiency andprocess design. Every step we take toward zero WTL demonstrates our people’s
resilience and ingenuity, helping ensure that our 2030 waste management goals
are within reach.

 Recycled Internally with External Processing 9%
 Recultivation 1%
 Treated and Recycled <1% Cross-Plant Recycle <1% Composting <1%
 Return to Supplier <1%

Waste Diversion 2018–2023
Our overall waste diversion rate for 2023 was 63%,
compared to 60% in 2022 and 60% in 2018.
2018

GOAL:
100% REPURPOSEDOR RECYCLED

60%

BASELINE

2019

63%

2020

63%

2021

61%

2022

60%

2023

Photo submitted by:

63%

INTRODUCTIONPEOPLEPURPOSE

Valéria de Freitas Mesquita | Rio Claro, Brazil
A view from the city of Americana, São Paulo, Brazil.

PLANET

APPENDICESPLANET | WASTE MANAGEMENT: 2023 IN REVIEW 279 

OUR PEOPLE
MAKING A DIFFERENCE
Rafael Correa
Operations Manager

As the Operations Manager at our Composites plant in Rio Claro, Brazil,
Rafael Correa is able to do a great deal to increase our positive impacts.
Although Rafael has been with Owens Corning for just under two years, hehas been instrumental in a number of important initiatives to reduce waste. In
addition to taking on sustainability responsibilities on the job, Rafael is also an
advocate for reducing, reusing, and recycling at home. He is proud of the work
Owens Corning is doing to manage waste, and he shares some of his plant’s
recent accomplishments here.

“

We need to see the future
in a sustainable way forthe next generation — andcreate less waste at home
and at our jobs.

”

Photo courtesy of Rafael Correa.

On recent waste management initiatives at
Owens Corning

On the importance of caring for ourenvironment

On our company’s emphasis oncollaboration throughout the organization

We have implemented numerous initiatives aimed at
reducing and reusing waste. One initiative focuseson the internal reuse of pallets; we repair and reuse
them when possible instead of discarding them.
These initiatives, developed using the Total Productive
Maintenance (TPM) methodology, have resulted
in significant waste reduction and contributed toenvironmental conservation.

It is important that we are not only thinking about the
moment, but that we are also caring about the future,
because natural resources are limited. I would like foreveryone to have the same resources, the same accessto fresh air, water, and all the other things that we have
today. When we talk about sustainability, we must be
committed in terms of how we care for ourselves now
and the next generations. When we do this, both inside
the company and outside the company, we can increase
the potential benefits of the things we do, and we will
have a better planet as a result. I believe that every small
action that we all take towards sustainability can havea significant impact, and that is what will truly make adifference in the future of our planet.

I think we are very well supported by Owens Corningin our waste management efforts. If we have an
idea that will help reduce waste or help improve theenvironment in other ways, the enterprise is always
open to hearing about it. If we can prove it’s a good
idea, they will provide the support we need. There’s also
a lot of collaboration, where we can discuss ideas withpeople from other plants, improve on those ideas, andthen implement them. For example, we have worked
with people at other plants who are trying to take waste
and reuse it in melters. This opened our minds about
how we can use our waste here at our plant. If it weren’t
for these collaborations, we might never have thought
about this. I think that’s something that makes
Owens Corning different.

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APPENDICESPLANET | WASTE MANAGEMENT: 2023 IN REVIEW 280 

RESPONSIBLE
WATER
SOURCING &CONSUMPTION
Abundant fresh water is essential
to life on Earth. Owens Corning
recognizes the need to balance
our own needs with the needs ofcommunities — especially in areas witha lack of access to usable water. That’s
why we’re actively working to reduce
our water use in ways that deliver
tangible results, both for our company
and for the people with whom weshare these scarce resources. Doingso requires a tremendous amount ofcollaboration and innovation among
our people.

Sustainability Materiality Definition
We are committed to using water in an intelligent,sustainable way across the company. We operate in a
number of different regions across the world, some ofwhich are in areas of higher water stress than others.
Through reuse, recycling, and efficiency, we strive toconsume less water in our operations. We also must
understand where our water use is most impactful, to set
informed targets for water reduction.
Relevant United Nations Sustainable Development Goals

Photo submitted by:
Danielle Sendi | Nephi, Utah, U.S.
Sunset over the Great Salt Lake, Utah.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

The data in this chapter was independently assured to a moderate level by
SCS Global Services. For more information on the assurance process see
About the Report, and for our verification statement please see Appendix I.
For the data in this section, baseline adjustments were made following theWorld Resources Institute (WRI) protocols. Read more on page 314 in
About the Report.

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 281 

2030 GOALSFOR RESPONSIBLE WATER
SOURCING & CONSUMPTION
By 2030, we will cut in half the amount we take from local
water supplies in places where water is limited in quantity
or quality. In addition, we intend to ensure that our otherfacilities remain at the same water intensity as our baseyear of 2018, or lower when aggregated.
We have established the following targets to guide our water
conservation efforts:
 At high water-stress sites, achieve a 50% aggregate intensity
reduction of water withdrawal in, compared with the baseyear 2018.
 In all other locations, maintain or reduce aggregate water
withdrawal, compared to the base year 2018.

Photo submitted by:Skylar Bone | Edmonton, Canada
Angel Glacier, Alberta, Canada.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | RESPONSIBLE WATER SOURCING & CONSUMPTION

 282 THE ROADMAP TO OUR 2030 GOALS
To achieve our goals for responsible water sourcing and consumption, Owens Corning has established the following strategies:

SHORT-TERM STRATEGIES Conduct annual water risk assessments,
identifying areas of high water stress for all oursites. More information about our approach towater risk assessments can be found on
page 284.
 Increase water efficiency through equipment
and maintenance optimization. This includes leakdetection, meter installation, water mapping, andmore. These initiatives have lowered operating
costs and further reduced our dependence on local
and regional water sources. Many of the reductions
we have made since 2018 can be attributed to lowor no-cost efficiency efforts, in addition to moresignificant capital investment projects.
 Engage employees to raise awareness ofbest water use practices. We empower our
employees to use the principles of Total Productive
Maintenance (TPM) to prevent and fix problems,
including issues related to water efficiency, as wellas the guidelines set for the U.S. Department ofEnergy’s Better Plants Program.
 Assess our operations for additional reuse andrecycling opportunities. One pillar of TPM, Focused
Improvement (FI), encourages our teams toidentify and address issues and ensure continuous
improvement across our operations, including ways
we can source water even more responsibly.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESMEDIUM-TERM STRATEGIESLONG-TERM STRATEGIES Deepen our understanding of our water consumption
through water balances and life cycle assessments(LCAs). A water balance looks at the amount ofwater going into our processes, the amount of water
going out, and what we do with it in between. By
understanding where we are consuming water, we
can find opportunities to reduce our overall usage. Our
understanding can be shaped through loss analysis
and the use of TPM’s FI tools.

 Continue to explore and proceed with key
investments in infrastructure. Since we haveincreased water efficiency through equipment
maintenance and optimization in the short term,
we are committed to finding more opportunities
for increased water efficiency and improvements
in water quality in the long term.

LCAs help us identify the amount of freshwater
consumed during the life cycle of each of
our products.
 Explore and test innovative water recycling
technologies. Owens Corning seeks to increase water
recycling practices throughout our operations. Learn
more about these efforts on page 285.
 Engage with suppliers to understand water use andrisk in the value chain. We will conduct an annual
supplier survey, which includes information about
whether select Tier 1 suppliers have goals to reducewater usage and strategies for water management inwater-stressed areas. These suppliers are selectedbased on a high-risk country-based ESG rating,single- and sole-source supplier status, and/or criticalsupplier status.

 Continue employee and stakeholder
engagement to raise awareness of best water
use practices. We work to establish positive
relationships within the communities where
we operate. To mitigate any future conflicts,
we proactively engage with local stakeholders
when we build, expand, or update our facilities.
Stakeholder engagement at all levels helps us
optimize water usage for reduced consumption
and waste.

Photo submitted by:Phil Casey | Ontario, Canada
Bruce Peninsula National Park, Tobermory, Ontario, Canada.

PLANET | RESPONSIBLE WATER SOURCING & CONSUMPTION

 283 

WATER RISK ASSESSMENTSAT OWENS CORNING
Water-related risks and availability of supply vary across our geographies, processes, and product lines. To minimize the impact of thesechallenges at our locations, we perform regular risk assessments using the World Resources Institute (WRI) Aqueduct Water Risk Atlas.
Using this tool, in conjunction with our internal knowledge, we gain the information needed for a framework to develop our targets and measure
our progress.
The WRI Aqueduct Water Risk Atlas features 13 indicators that address the quantity and quality of physical risk, as well as regulatory andreputational risks. As we look at these indicators, we seek to determine the following: Which indicators could have a direct impact on our ability to withdraw water Which indicators could be impacted by our water withdrawal
 Which indicators would be affected by a 50% decrease in our water withdrawal intensity
Based on those considerations, we selected seven indicators that have the highest relevance to our operations. They are categorized
as follows: Significantly relevant. These indicators are emphasized in ourinternal evaluation and in the scoring of our facilities.
•

Baseline Water Stress compares the water withdrawn to
the water available in a given subbasin. Each subbasin is partof a larger basin that drains into an ocean or lake at a single
point. Since water demand is usually local, the WRI Aqueduct
Water Risk Atlas measures water withdrawal at thesubbasin level.

•

Baseline Water Depletion is similar to baseline water stress,
but rather than considering total withdrawals, it is calculated
based only on the amount of water consumption.

•

Drought Risk measures the probability that drought will occur,as well as the magnitude of its impact based on the exposureand vulnerability of the affected population and assets.

 Relevant to our operations. We also consider these indicators
in our water risk assessments.
•

Interannual Variability refers to the variations in available
water supply from year to year.

•

Seasonal Variability refers to the average variations within
a year, including both renewable surface water andgroundwater supplies.

•

Unimproved/No Drinking Water areas are those where people
have less access to safe drinking water. This measurement
only measures the proportion of the population without
access to treated drinking water, rather than the availability ofwater or the actual quality of water.

•

Peak RepRisk is a third-party index that quantifies businessrisk exposure to environmental, social, and governance (ESG)
issues in a given country.

Since 2018, we have measured our water risk using WRI Aqueduct Indicators and our annual water data, which serve as a strong proxy for all
aspects of water risk to a business’s operations. This metric takes into account the supply and demand stress of regional water withdrawal,
providing us with a more complete understanding of water-stressed areas.
Photo submitted by:
Megan Moore | Ontario, Canada
Algonquin wetland, Canada.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | RESPONSIBLE WATER SOURCING & CONSUMPTION

 284 

Location-Based Targets

Water Recycling and Recirculation

We have developed location-based targets to address ourpotential impact on water conditions around the world.
Location-based targets address both our need for water, as
well as the needs of the communities where we operate.

 Recycled water refers to water that is used in the
production of prime product and is then pulled out of a
specific production process area, mechanically and/or
chemically treated, then returned to the same process
or used in a different area (either production-related or
nonproduction-related).

Our targets are based on a score for each facility, which
is derived through calculations based on the indicators
previously listed. A site is included in our list of highwater-stress areas if it meets the following criteria:
 The facility has an extremely high risk score in the threesignificantly relevant indicators.
 The facility has a high total score based on allseven indicators.
We also have a watchlist for all sites where a water risk
could change over time. Each year, we evaluate all sites
according to these indicators, and location-based targets will
be added as needed to address high water-stressed areas.
See our 2023 location-based targets here.

 Recirculated water refers to water that is used in aclosed-loop system in the production of prime product.
This water only exits the recirculating system when it
evaporates or when the recirculating system is flushed
or cleaned.
At the site level, we track recycled and recirculated
water monthly, along with water withdrawal, wateruse, and water discharge. Most of our withdrawal
data comes from invoices and meter readings, which
are supplemented by calculations based on process
knowledge and production levels. All sites are required tofollow our detailed water governance documentation toensure standardization and accuracy.
We have taken steps to increase recirculation andrecycling of water at our plants, which decreases costs
related to intake, treatment, and discharge. In several
Composites manufacturing facilities, for example,
process water is recycled and used for cooling towers
and landscaping. In our Insulation plants, we haveincreased water recirculation percentages where
processes support using recirculated water.
As a result, we have seen a decrease in water withdrawal,
despite increased production in these plants. This
reduces our footprint in the communities where we
operate while also benefiting our company financially.
Discharge Compliance
Owens Corning facilities comply with national, state, andlocal regulations and permits regarding water withdrawal
wastewater discharge.
Our businesses use water in different regions with different
regulations and in different processes. As a result, our water
management approach is tailored to the site level.

Photo submitted by:
Megan Moore | Ontario, Canada
Wilderness around Skjolden, Norway.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

At applicable sites, we actively monitor relevant effluent
data, including chemical oxygen demand (COD), biochemical
oxygen demand (BOD), and total suspended solids (TSS).
We also collaborate with external organizations to verify
our discharge information. Where it is necessary to meetdischarge requirements, we pretreat or treat our wastewaterprior to discharge accordingly. Most of our sites are charged
for their water discharge, and all our sites are expected tocomply with local regulations.
Discharges in environments around our facilities arecontrolled through permits and required monitoring. In
addition, several of our facilities have achieved a zerodischarge level, other than water discharged for irrigation.
Unauthorized discharges and runoff must be reported to
our Environmental and Legal departments, and corrective
action must be taken. Employees are subject to disciplinary
action for knowingly failing to comply with legally required
environmental reporting.
Impact on Local Water Bodies
We evaluate all our facilities to determine their proximity
to sites listed as ecologically sensitive or significantly
important to maintaining biodiversity. Aquatic evaluations
are also completed at the corporate level to determine if
any of our facilities are located near rare, threatened, orendangered species; sensitive habitats; or species on the
IUCN Red List of Threatened Species. Water withdrawals
from our facilities do not exceed volume thresholds, as we
do not extract from Ramsar Wetlands sites or other highly
sensitive water resources based on our knowledge ofsuppliers and sources.
Owens Corning is not impacting any specially protectedbodies of water or related habitats, as defined at the country
level by the U.N. World Heritage Sites, U.N. Biosphere
Sites, or Ramsar Wetlands. This determination is based on
an annual evaluation that continues to demonstrate ourmanufacturing sites’ lack of proximity to these defined sites
or species.
More information about these efforts can be found in theProtecting Biodiversity chapter of this report.

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 285 FPO

RESPONSIBLE WATER
SOURCING & CONSUMPTION

2023 IN
REVIEW

Owens Corning uses water for a rangeof activities — from chillers used inbuilding maintenance to processwater used to manufacture our
products to industrial cleaning at ourfacilities. Thanks to the perseverance
and resourcefulness of the peopleat our sites around the world, we’remaking progress toward our goal ofusing less water in our processes
and ensuring more water is available
in our communities.

Photo submitted by:
Nathaniel Bauer | Denver, Colorado, U.S.
At the base of Mount Blue Sky (formerly Mount Evans) in the Rocky Mountains, looking at Echo Lake in Colorado.

INTRODUCTIONPEOPLEPURPOSEPLANET

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PROGRESSTOWARD OUR
2030 GOALSAll Other Sites Water Withdrawal Intensity

High Water-Stress Sites
Water Withdrawal Intensity(cubic meters normalized by revenue, in millions)
GOAL: REMAIN FL AT OR REDUCE(cubic meters normalized by revenue, in millions)

GOAL:
50% REDUCTION

2018

2019

2020

2021

2022

2023

2,458

BASELINE

2019

2018

4%

2,371

2020

12%

2,161

22%

2021

1,916

41%

27%

2022

33%

1,806

REDUCTION

36%

2023

REDUCTION

18%

1,563

REDUCTION

6% 1,143

22%

REDUCTION

815

927

1,090

REDUCTION

1,392 1,311

The progress we have made toward these targets is due to our work to promote continued water use efficiencies through prioritizing fixture
upgrades and repairs.

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ADDITIONAL PROGRESS IN
WATER CONSERVATION
Using a metric based on multiple factors taken from the WRI Aqueduct Indices, our water stress analysis
indicates that, of our sites that were active in 2023, 31 were in water-stressed areas. Our facilities atthese sites accounted for 39% of our overall water withdrawal in 2023, as well as 47% of our overallwater discharge.
In 2023, Owens Corning facilities:
 Recycled 445,563 cubic meters — 25% of water withdrawn
 Recirculated 195,497,813 cubic meters — 11,040% of water withdrawn
 Since 2018, our conservation and efficiency efforts have avoided more than 2.2 million cubic meters ofwater, saving more than $2 million in water intake related costs — and enough drinking water for about
1.9 million people for a year.

2023 Water Withdrawal by Source

2023 Water Discharge by Destination

 Municipal Water 76%

 POTW 81%

 Well Water 18%

 Surface Water 18%

 Surface Water 3%

 Discharge (other) <1%

 Third-Party Supplier 2%

 Off-Site Shipment <1%

 Stormwater 1%

In 2023, we discharged a total of
4,789,193 cubic meters of water,which represents a 15% improvementfrom the base year of 2018. This
includes discharges to publicly owned
treatment works (POTW), surface
water sites, off-site shipment, andother destinations.

We source water for our operations
from the sources listed in theaccompanying chart. This year, wewithdrew 9,893,982 cubic metersof water, a 7% absolute decrease
compared to the base year 2018.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Photo submitted by:
Megan Moore | Ontario, Canada
Water feature in Bergen, Norway.

PLANET | RESPONSIBLE WATER SOURCING & CONSUMPTION: 2023 IN REVIEW 288 

Water Risk Assessments in 2023

Location-Based Targets in 2023

Using the water risk assessment approach describedearlier, Owens Corning conducted our 12th annual
water risk assessment in 2023 — our sixth year using
multiple water stress factors taken from the WRI
Aqueduct Indices to define our metric. We used thefindings from this analysis in conjunction with our sites’
2023 water intake and discharge statistics. Collectively,
this assessment informs the development of our water
management plans to optimize water efficiency atfacilities in water-stressed regions with highwater demand.

We have identified 31 location-based targets using the process discussed earlier. Although these sites currently on ourlist serve as the baseline for our 2030 goals, we also have a watchlist for all sites where a water risk could change overtime. Each year, we evaluate all sites according to these indicators, and location-based targets will be added as needed toaddress high water-stressed areas.

FOR 2030
LOCATION-BASED TARGETS

12

3

SITES

3

SITES

5

8

SITES

SITES

SITES

Photo submitted by:
Abigail Sprague | Granville, Ohio, U.S.
Krka National Park, Croatia.

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OUR PEOPLE
MAKING A DIFFERENCE
Josh Casemier

Utilities Maintenance Supervisor
Working in our Composites plant in Amarillo, Texas, U.S., Josh Casemier
oversees utilities maintenance and helps with other capital projects asneeded. In his five years with us, he has been actively involved in many
initiatives that help us make our sustainability aspirations happen throughout
our operations. This year, Josh took part in the Treasure Hunt in Kansas City,
Kansas, where he collaborated with other Owens Corning employees andthe U.S. Department of Energy to discover low-cost/no-cost improvement
opportunities (see page 250). Josh’s focus on the day-to-day aspects ofmanaging water use gives him a perspective on responsible consumption.

“

There’s a lot of water on
Earth, but the vast majorityof it is salt water. Since wehave limited freshwater
resources, it’s very important
to be intentional about ourwater usage.

”

Photo courtesy of Josh Casemier.

On the need to be purposeful aboutwater use

On the benefits of participating in ourTreasure HuntOn the importance of having ambitious
goals for water consumption

If you don’t focus on water usage, your usage is always
going to kind of go up. It’s never going to be flat if
you’re not focusing on it, so it’s really important to beintentional — to stop little leaks before they turn into big
leaks. We can also see what low-cost/no-cost solutions
are available. For example, our scrubbers clean the air
with water. The overspray water was discharged towastewater. We basically took the overspray and insteadof going to wastewater, returned it back to where it
would get recycled. So for about 200 feet of PVC pipe,
we’re going to save millions of gallons a year.

One of the biggest takeaways was how much a small
leak adds up in a year. It can be quite significant,depending on your water rate and multiplying that by
60 minutes an hour, 24 hours a day — you end up using
quite a bit of water just even on a small leak. It reallyopened my eyes to have that cultural mindset to fix
little things when you see them. And the collaborative
aspect really helped us go further than the sum of ourparts. People come from all different backgrounds,
walk through a plant, and bounce ideas off each other,and something can stick out to somebody that might
not have stuck out to you.

Amarillo is located in a water-stressed area. We don’t
get a ton of rain every year, and Amarillo is also oneof the heaviest water users in the company. So we’remanaging a lot of our water-intensive processes,
looking at ways we can recycle and reduce water whilestill making sure that we’re producing quality fiberglassfor our customers. I think setting a high standard forwhat we want to achieve by 2030 is definitely unique— we’re really trying to take a big, big swing and knock
down some of our usages.

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OPERATIONALIZING WATER CONSERVATION
 Granville, Ohio, U.S. Following a water balance at this Science & Technology Center, we
identified an opportunity to reduce our water withdrawal by switching a cooling systemfrom a single-pass water system to one that uses recycled water. This is especially
important for Owens Corning, as Granville is identified as a high-stressed site for water.
 Tlaxcala, Mexico. We have made upgrades to our wastewater treatment plant at this site.
We are also conducting tests and investigating potential opportunities for water reuse,with an eye toward developing water recycling capabilities in the coming months.
 Rio Claro, Brazil. Following a Kaizen to look for improvements to its well water treatment
process, the team at this Composites plant was able to implement a reverse osmosis
system, a UV filter, and a biological reactor to treat their well water for use in their plant’s
cooling tower. Water that is unusable from the treatment process is being continuously
monitored and mixed with rainwater for use in cleaning applications.

INNOVATING & INVESTINGTO USE WATER RESPONSIBLY
Looking ahead, we will be making even more investments in infrastructure at our sitesaround the world, with a continued focus on the areas that we have identified as being
high-stressed sites for water. We will be making more upgrades to our plants in the years
to come, and we look forward to sharing more information about these investments infuture reports. We will also be investigating new opportunities for water reuse at ourplants as another way to reduce our overall impacts.
Sourcing and consuming water responsibly can have a positive effect in the communities
around our plants, many of which are in areas where quality water is relatively scarce. Thisis important to Owens Corning, as we believe that no one should be disproportionately
impacted by environmental issues because of where they live. It’s an ideal that we will carrywith us as we move toward our 2030 goals and beyond.

 Besana, Italy. The team at this Composites plant performed a water audit to gain agreater understanding of the sources of wastewater within the plant, which will help themfocus their improvement plans and assess the potential reuse of wastewater. In addition,
they replaced their physical-chemical treatment plant with a new wastewater treatment
plant, and they are already seeing significant improvements in their wastewater quality.
Looking ahead, the plant is considering such initiatives as water reverse osmosis to
reduce the amount of wastewater from the treatment process and reducing wastewater
through recycling.
Better Plants Challenge
Owens Corning is a partner in the U.S. Department of Energy’s Better Plants Challenge,
through which we have pledged to reduce our water withdrawal intensity by 15% in our
U.S. operations by 2030, using 2018 as our base year. The Challenge requires an additional
commitment from partners to share corporate data, solutions, and successes to help guideother industrial companies.
As part of the Department of Energy Treasure Hunts, described in detail on page 250, ourteams also worked to discover opportunities for water conservation at their plants. In
Kansas City, Kansas, U.S., teams identified a number of ways to reduce water usage at theirplant, and many of them could be completed at low cost or no cost. This includes diverting
rainwater into process water usage, using reverse osmosis in conjunction with our threesofteners, and installing variable frequency drives on water pumps. In addition, they notedthat by reducing the cooling load in their cooling tower, they could reduce the evaporation
rate. At a similar event in Danville, Illinois, U.S., a team identified several water conservation
measures, including repairing water leaks and installing more efficient pumps.
While these efforts are being completed at little or no cost, we expect that these plants will
deliver meaningful reductions in our water usage, and we can expect to see significant costsavings as a result.
INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Photo submitted by:
Kristin Bell | Toledo, Ohio, U.S.
Waterfalls at Ricketts Glen State Park in Benton, Pennsylvania, U.S.

PLANET | RESPONSIBLE WATER SOURCING & CONSUMPTION: 2023 IN REVIEW 291 AIR QUALITYMANAGEMENT
We have set specific targets to reduce
select air emissions, and we closely
monitor several other air emissions —it’s all part of our dedication to ensuring
cleaner air everywhere.
In addition to reducing air emissions
within our processes, we are also
dedicated to improving indoor air
quality. By eliminating formaldehyde
from our products, we are developing
an all-encompassing approach tocleaner air everywhere.

Sustainability Materiality Definition
As a manufacturer, we have the opportunity to improve
our processes and, in doing so, reduce our impact on air
quality in the areas where we operate.
Relevant United Nations Sustainable Development Goals

INTRODUCTIONPEOPLEPURPOSEPLANET

Photo submitted by:

The air data in this chapter was independently assured to a moderatelevel by SCS Global Services. For more information on the assurance
process see About the Report, and for our verification statement please
see Appendix I.

Megan Moore | Ontario, Canada
Morning clouds over mountains.

For the data in this section, baseline adjustments were made following theWorld Resources Institute (WRI) protocols. Read more on page 314.

APPENDICESPLANET | AIR QUALITY MANAGEMENT

 292 

2030 GOALSFOR AIR QUALITY MANAGEMENT
By 2030, we will reduce the aggregate intensity of the emissions of volatileorganic compounds (VOCs) and fine particulate matter (PM2.5) by 50%.
A 50% aggregate intensity reduction in VOC emissions (metric tons
normalized by revenue, in millions) from the base year of 2018.
VOCs are certain carbon compounds that evaporate into the air at room
temperature and contribute to ground level ozone formation. They arefound in manufacturing processes and are used in many types of products,
including building materials. VOCs represent a broad category of emissions,
including formaldehyde and other toxic air emissions.
A 50% aggregate intensity reduction in PM2.5 emissions (metric tons
normalized by revenue, in millions) from the base year of 2018.
PM2.5 refers to tiny, inhalable particles that can be released during chemical
reactions and mechanical processes, including those that can occur in the
manufacturing process. The number denotes the aerodynamic diameter ofthe particulate matter, in this case 2.5 microns or less.
We also manage, track, and report against nitrogen oxide (NOx) and sulfur
oxide (SOx) air emissions requirements.
 NOx refers to gases that contribute to air pollution, including smog andacid rain.
 SOx refers to gases that contribute to air pollution and can harm plant life,
contribute to acid rain, and can cause health impacts in humans.
The ways we measure and control NOx and SOx vary by location andlocal regulatory requirements. Combustion is a significant source of
these emissions.
We use combustion-related factors to calculate our footprint where practical.
We also perform testing in some facilities to directly measure emissions,depending on equipment, regulatory requirements, and processes.
We follow industry best practices to control emissions from combustion
processes. In addition to routinely inspecting and tuning boilers and burners,
we work to ensure ideal fuel mixtures to promote optimal air quality.
Photo submitted by:
Carrie Sim | Toledo, Ohio, U.S.
Bamboo trees at the Arboretum in Pasadena, California, U.S.

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 293 

Photo submitted by:
Eric Klinger | Toledo, Ohio, U.S.
Lighthouse near Anclote Keys, Florida, U.S.

THE ROADMAP TO OUR 2030 GOALS
Our plan to reduce air emissions includes the following strategies:

SHORT-TERM STRATEGIES Maximize efficiency through equipment andmaintenance optimization. Our employees use
the principles of Total Productive Maintenanceto ensure that the equipment we use to control
emissions — incinerators, dust collectors,
scrubbers, etc. — are operating as reliably andefficiently as possible.
 Leverage life cycle assessments (LCAs) anduse principles of product stewardship whendeveloping new products or improving existing
ones. More information about these strategies
for sustainable innovation can be foundbeginning on page 212 of this report.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESMEDIUM-TERM STRATEGIESLONG-TERM STRATEGIES Explore and implement process changes
to lower manufacturing-related emissions.
Owens Corning’s experts act in partnership withour business units and plants to ensure that weunderstand the impact of potential changes to ourprocesses and plan accordingly for future events.

 Design products with low emissions fromboth the manufacturing process and productuse phase. We have seen the impact of
this strategy with our residential EcoTouch®
insulation. The product uses a starch-basedformaldehyde-free binder and also reduced ourPM2.5 emissions.

 Drive innovations that reduce emissions fromour products. During the product development
process, we will continue to use the principles of
product stewardship to evaluate impacts during
the use phase.
 Explore and test technologies to control air
emissions. To ensure consistency of testing for
air emissions, our experts oversee testing at
our facilities, and review and verify the results
and findings.

PLANET | AIR QUALITY MANAGEMENT 294 Formaldehyde-Free Products
As part of our overall approach to air quality
management, Owens Corning is working toeliminate formaldehyde from our productformulations. Historically, formaldehyde has
been used in the binder that holds fibers
together in many insulation and nonwoven
composite products. By developing
formaldehyde-free binder technologies,
we are able to reduce emissions from ourmanufacturing processes and eliminate
formaldehyde emissions.

Insulation Products
The following insulation products are either made with formaldehyde-free binder or have no binder applied:

U.S. & Canada■ AttiCat® Loosefill Insulation■ ProPink® Unbonded Loosefill Insulation (L77)■ EcoTouch® Certified R Metal Building Insulation■ PINK Next Gen® Fiberglas™ Insulation (EcoTouch® andMonarch 0 binders)■ EcoTouch® Batt and Roll Insulation with PureFiber™
Technology■ EcoTouch® Faced Insulation (Kraft, FS-25, Foil, PSK)

■ PureSolution® Technology Products (GEM®, NuCore™,
InsulGuard™, TRS with PST)
■ QuietZone® Acoustic Batts with PureFiber™ Technology■ EcoTouch® Insulation for Flexible Duct
■ EcoTouch® QuietZone Acoustic Insulation■ RA Series EcoTouch® Insulation■ EcoTouch® MBI Newark Products (Monarch binder)■ SonoBatts, Sound Attenuation Batts with
PureFiber™ Technology■ EcoTouch® MBI Plus Metal Building Insulation■ EcoTouch® Metal Building Utility Blanket■ Thermafiber® FF Products (FF SAFB, FF Fire & Sound
Guard Plus, FF Safing, FF FireSpan 40 & 90)■ GEM® Insulation■ ThermoRange® System (TRS) Insulation■ ProCat™ Unbonded Loosefill Insulation■ Utilicore® Insulation■ ProPink® MultiSpec™ Loosefill Insulation

MexicoAsia Pacific■ Duct Wrap LF Fiberglass
Insulation■ Unfaced EcoTouch® Insulation■ ThermoRange System(TRS) Insulation®

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APPENDICES■ Kraft-faced EcoTouch® Insulation■ Non-Added Formaldehyde Mineral Wool

PLANET | AIR QUALITY MANAGEMENT

 295 AIR QUALITY MANAGEMENT

2023 IN
REVIEW

Our people have made great progress
toward our 2030 goals for air quality
management, developing strategies
to reduce emissions and engaging
the communities where we operate.
Examples of these initiatives are foundthroughout this section.

Photo submitted by:Skylar Bone | Edmonton, Canada
Coniferous forest near Waterton Lakes, Alberta, Canada.

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APPENDICESPLANET | AIR QUALITY MANAGEMENT: 2023 IN REVIEW 296 

PROGRESSTOWARD OUR
2030 GOALSReduce the aggregate intensity in volatile organic compounds (VOC) emissions by 50% from the base year of 2018.

VOC Footprint

VOC Emissions Intensity

 VOC Emissions  Aggregate Intensity Percentage ― 2030 Goal

(metric tons normalized by revenue, in millions)

3000

GOAL:
50% REDUCTION

5%

0.271

12%

2020

0.250

21%

2021

0.226

32%

2022

IMPROVEMENT

ABSOLUTE METRIC TONS

2019

0.286

0.196

2500

100

2000

80

1500

60

1000

40

500

20

38%

2023

0.178

This improvement of 38% is due to equipment
upgrades and improved efficiencies.

2018

2019

2020

2021

2022

2023

Absolute Metric Tons

2,049

1,960

1,789

1,945

1,923

1,720

Aggregate Intensity
Percentage

100%

95%

88%

79%

68%

62%

0.286

0.271

0.250

0.226

0.196

0.178

Aggregate Intensity(Metric Tons Normalized
by Revenue, in Millions)

INTRODUCTIONINTENSITY PERCENTAGE

2018

BASELINE

120

38%

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PROGRESSTOWARD OUR
2030 GOALSReduce the aggregate intensity of fine particulate matter (PM2.5) emissions by 50% from the base year of 2018.

PM2.5 Footprint

PM2.5 Emissions Intensity(metric tons normalized by revenue, in millions)
GOAL:
50% REDUCTIONBASELINE

2020

32%

0.326

IMPROVEMENT

6%

0.305

11%

0.289

13%

2021

0.284

30%

2022

0.229

32%

2023

0.220

2500

100

2000

80

1500

60

1000

40

500

20

This improvement of 32% is due to equipment
operations and maintenance optimization.

2018

2019

2020

2021

2022

2023

Absolute Metric Tons

2,338

2,207

2,069

2,453

2,251

2,132

Aggregate Intensity
Percentage

100%

94%

89%

87%

70%

68%

0.326

0.305

0.289

0.284

0.229

0.220

Aggregate Intensity(Metric Tons Normalized
by Revenue, in Millions)

INTRODUCTION

120

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APPENDICESPLANET | AIR QUALITY MANAGEMENT: 2023 IN REVIEWINTENSITY PERCENTAGE

2019

3000

ABSOLUTE METRIC TONS2018

 PM2.5 Emissions  Aggregate Intensity Percentage ― 2030 Goal

 298 

PROGRESSTOWARD OUR
2030 GOALSManagement, tracking, and reporting against nitrogen oxide (NOx) and sulfur oxide (SOx) air emissions requirements.
NOx Emissions Footprint

SOx Emissions Footprint NOx Emissions  Aggregate Intensity Percentage

 SOx Emissions  Aggregate Intensity Percentage

3000

3000

120

120

42%

44%

100

2000

80

1500

60

1000

40

500

20

2500

100

2000

80

1500

60

1000

40

500

20

2018

2019

2020

2021

2022

2023

2018

2019

2020

2021

2022

2023

Absolute Metric Tons

1,919

1,850

1,602

1,692

1,693

1,504

Absolute Metric Tons

1,903

1,832

1,607

1,754

1,694

1,450

Aggregate Intensity
Percentage

100%

96%

84%

73%

64%

58%

Aggregate Intensity
Percentage

100%

95%

85%

77%

65%

56%

0.268

0.256

0.224

0.196

0.172

0.155

0.265

0.253

0.225

0.203

0.172

0.150

Aggregate Intensity(Metric Tons Normalized
by Revenue, in Millions)

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APPENDICES

Aggregate Intensity(Metric Tons Normalized
by Revenue, in Millions)

PLANET | AIR QUALITY MANAGEMENT: 2023 IN REVIEWINTENSITY PERCENTAGE

2500

ABSOLUTE METRIC TONSIMPROVEMENTINTENSITY PERCENTAGE

ABSOLUTE METRIC TONSIMPROVEMENT 299 

OPERATIONALIZINGAIR QUALITY MANAGEMENT
At a number of Owens Corning sites, we have made significant
investments toward air quality improvements. The following aresome examples of the ways that we are leveraging technologies
across our operations to reduce our air emissions and theimpacts on the communities where we operate.
 Guangzhou, China. We installed a wet electrostatic
precipitator at this plant in 2023, which uses electricalforces to remove particulate matter from the exhaust andsignificantly reduces the emission of PM2.5. Through thisinvestment, we were able to improve the automation levelof the treatment system and continue to meet air emissions
standards in the region.
 Tianjin, China. A wet electrostatic precipitator was also
installed at this plant, which is located in a region where
regulations are becoming increasingly rigorous. Throughthis initiative, the plant has been able to reduce their PM2.5
emissions.

Maintenance Training to Reduce Air Emissions
We deliver a full suite of training courses related to the electrostatic precipitator, a type of control equipmentthat uses an electric charge to reduce air emissions. This complex equipment is used at three of ourbonded fiberglass insulation plants. These courses establish and standardize preventive maintenance andtroubleshooting protocols, enabling us to improve equipment operating efficiency and operate for longer periodsof time. To complement this training, we provide on-site, hands-on maintenance workshops dedicated topreventive and corrective maintenance actions on this specialized equipment.
The Insulation business has formed an Air Pollution Control Device (APCD) team, which is comprised of subject
matter experts from within the business and the enterprise. The APCD team goals are two-fold: to develop andimplement work streams to ensure continued compliance with existing emissions limits and to identify technicalopportunities to reduce our air emissions footprint. In 2023, a primary team focus was the development of acomprehensive APCD inventory in North America and risk assessment of our equipment. This ongoing work is
driving short- and long-term projects, such as the development of enhanced preventative maintenance activities
meant to improve equipment performance and reduce air emissions.

 Apeldoorn, Netherlands. Two teams are working intandem to reduce ammonia (NH3) emissions with scrubber
technology and improve energy efficiency through theelectrification of dryers and the use of coils or infrared
technology as a booster.
 Kearny, New Jersey, U.S. With the 2022 installation of aregenerative thermal oxidizer (RTO), we have been able toreduce VOC emissions from the most significant sources inthe shingle manufacturing process by more than 90%. RTOs
reduce our VOC emissions while using less energy than otheravailable technologies.

Photo submitted by:
Katelyn Ireland | Kearny, New Jersey
Regenerative thermal oxidizer at our Kearny plant.

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APPENDICESPLANET | AIR QUALITY MANAGEMENT: 2023 IN REVIEW 300 

OUR PEOPLE
MAKING A DIFFERENCE
Alex Sim
EHS Leader

For nearly 10 years, Alex Sim has been an EHS Leader at our plant in Kearny,
New Jersey, U.S., bringing an in-depth understanding of how government,
private enterprise, and public demand have shaped both U.S. and global
environmental policy. His interest in environmental issues, including theimpact human activity has on natural resources, goes back even further.
Among his friends and family, he’s known as an outdoor enthusiast and an
advocate for recycling and responsible energy use. Alex shares some of the
Kearny plant’s recent successes and offers perspective on what it takes to bea leader in sustainability within our industry.

“

Owens Corning’s commitment
to maintaining accountability
for air emissions is importantin defining us as a global
leader.

”Photo courtesy of Alex Sim.

On maintaining ties to the communities
where we operateWith Owens Corning’s position as a global leader, it
is important to view the company’s impacts not just
manufacturing site by manufacturing site, or state
by state, but as a comprehensive global entity. In myrole as an EHS Leader, it is important to maintainawareness of overall company goals in order tokeep making positive progress with respect to air
emissions management and other sustainability
initiatives. In 2023, the Kearny site conducted our firstenvironmental community engagement exercise, theaim of which was to connect with local community
organizations and community leaders. The result of
these communications generated positive feedback
regarding the level of responsibility with which Owens
Corning conducts its business practices as a goodindustrial neighbor.

INTRODUCTIONPEOPLEPURPOSEPLANET

On the regulations that are shaping our industry
Historic landmark legislation like the Clean Air Act and Clean Water Act have improved the quality of important publicresources that everyone should have the right to enjoy equally. Working within those regulations to maintain our site
in Kearny puts into perspective how important it is to responsibly manage our site operations. I feel fortunate to work
for an organization that prioritizes responsible action to ensure that our emissions are quantified accurately andtreated appropriately in order to minimize impacts to the regional and global community. For example, in Kearny, a newregenerative thermal oxidizer (RTO) was installed on a voluntary basis and ahead of regulatory requirements in order toproperly manage Roofing manufacturing emissions. During my time at Owens Corning Kearny, I have had a chance tocontribute to the specification and installation of several new environmental control devices designed to limit the facility’s
air emissions and maintain indoor air quality for our employees. These include fume collectors, dust collectors, and ductsystems. While regulatory air emissions requirements can sometimes be complex to navigate, they ensure that we areoperating in a manner consistent with industry standards to maintain the quality of our region’s air resources.

On collaboration between individuals and across functions
Teamwork and collaboration is one of the most important aspects of our job as EHS professionals. Effective
communication between EHS personnel across the organization, between site EHS and consultants, and withregulators is essential to ensure that we are working towards improving sustainability performance. Without effective
collaboration and teamwork, it would not be possible to ensure that work on complex air emissions regulations isbeing navigated correctly and the best results are achieved for our site, our employees, and the community.

APPENDICESPLANET | AIR QUALITY MANAGEMENT: 2023 IN REVIEW 301 

IMPROVING AIR QUALITY THROUGH
OUR PRODUCTS AND PROCESSES
Air quality management remains an essential part of oursustainability journey, and we are taking steps to further
operationalize it throughout our plants. Going forward, we willcontinue to investigate opportunities to reduce our emissions
through thoughtful initiatives that target both maintenance andoperations processes.
For example, in our Insulation business, we are developing training
modules that enable us to document our employees’ understandingof our furnaces more effectively, train new employees at our plant
locations to support their growth and development, and help us takesteps to reduce emissions. By effectively training our people, we are
empowering them to prioritize air quality management.
As we continue to invest in technologies and processes to reduce
VOCs, PM2.5, and other emissions, we expect to see increased
benefits in the form of cleaner air and a more sustainable future.

Photo submitted by:
Kenny Zhang | Guangzhou, China
Wet electrostatic precipitator at our Guangzhou plant.

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APPENDICESPLANET | AIR QUALITY MANAGEMENT: 2023 IN REVIEW 302 

PROTECTING
BIODIVERSITY
Caring for the natural world means
recognizing that every species plays arole in maintaining life on our planet.
That’s why, in addition to working to
reduce emissions and use resources
responsibly, we are taking an evenmore hands-on approach to protecting
biodiversity at our sites aroundthe world. According to the United
Nations, approximately 1 million
plant and animal species are facing
extinction, which can have devastating
impacts on the delicate ecosystems
that sustain all life on Earth. Much ofthis loss can be tied to human activity,from the destruction of habitats to theeffects of climate change.

Our first step in understanding and managing our biodiversity
impacts was to create a Biodiversity Statement. In this initial
document, released in 2015, we commit to: Integrate biodiversity assessments into current andproposed activities.
 Work with governmental agencies at each of our operating
locations to obtain appropriate clearances and information
to operate and, if necessary, take appropriate measures toprotect the environment, including sensitive ecosystems.
 Encourage and support facilities to participate in local
initiatives that protect and restore biodiversity.
 Publicly report on biodiversity impacts and activities in atimely, consistent, and transparent manner.
 Understand and positively influence the impact of our
supply chain on biodiversity.

Sustainability Materiality Definition
Biodiversity describes the variety of life that keeps nature’s
ecosystems in balance. Owens Corning is committed topreserving and enhancing biodiversity and the natural
habitats that surround our operations around the world.
We seek to understand and manage the biodiversity
impact of all our own operations, as well as gain insights
into the impacts of our supply chain on biodiversity.
Relevant United Nations Sustainable Development Goals

Photo submitted by:
Shannon Jordan | Toledo, Ohio, U.S.
Wild iguana sunbathing in the protected waters surrounding the ruins in
Tulum, Mexico.

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APPENDICESPLANET | PROTECTING BIODIVERSITY

 303 

SCREENING OUR LOCATIONS AROUND THE WORLD
Owens Corning performs a complete location screening for all our facilities using the Integrated Biodiversity Assessment Tool (IBAT)
explained below. Sites located in close proximity to protected and high-value biodiversity habitat areas may pose a higher risk for impacts
to biodiversity.
We compare each of our site locations to the following lists of the most protected and highly valued areas: United Nations Educational, Scientific and Cultural Organization(UNESCO) World Heritage Sites and Biosphere Reserves

 Key Biodiversity Areas (KBA), referencing the 2016 IUCN
Global Standard Report Sites designated by the Ramsar Conventionof Wetlands Natura 2000 sites, as applicable to Europe Nationally listed nature and wildlife reserves

 Sites designated by the Alliance for Zero Extinction, an
organization dedicated to conserving the world’s mostthreatened species

Integrated Biodiversity Assessment Tool
We upload site coordinates into IBAT to help us obtain information about a facility’s proximity to nationally and regionally protectedsites, key bird and biodiversity areas, and endangered or threatened species in the vicinity. IBAT is a web-based mapping and reporting
assessment developed and maintained by the IBAT Alliance, a consortium of organizations made up of BirdLife International, Conservation
International, the International Union for Conservation of Nature (IUCN), and the U.N. Environment World Conservation Monitoring Centre.
IBAT is designed to help users make informed, data-driven decisions in their biodiversity policies and practices.

2030 GOALSFOR PROTECTING
BIODIVERSITYIBAT provides access to the following global biodiversity datasets:

dn
ee

d

 IUCN Red List of Threatened Species
 IUCN Species Threat Abatement and Recovery(STAR) Metric World Database on Protected Areas World Database of Key Biodiversity Areas (KBA)
Sites that are determined to be within a KBA’s boundaries areprioritized to assess potential adverse impacts, and plans are
established to assess the remaining sites. IBAT provides us witha greater awareness of our sites’ proximity to protected sites andenables us to act with greater transparency.

Le
vel
ad
va
nc
es
ov
er
tim
e/w
ith
de
mo
ns
tra
te

We are currently working to gain acomplete picture of our impacts, andbased on our findings, we intend toestablish our specific 2030 goals
for biodiversity by 2025. We arecollaborating with non-governmentalorganizations (NGOs) to enablecorporations to set science-based
nature targets. Our goals will include
the management of impacts in our own
operations as well as throughout ourvalue chain.

3
Mitigation
Actions2

Adverse Impact
Assessment

1

Physical Proximity to Biodiversity
Areas Assessment

Photo submitted by:
Alan Chan | Toronto, Canada
African elephants able to roam safely at a private
reserve in South Africa.

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APPENDICESPLANET | PROTECTING BIODIVERSITY 304 

COLLABORATING TO SAFEGUARD SPECIESAs we work to develop strategies that will protect biodiversity, we rely on theguidance we receive from expert organizations dedicated to best practices
for saving species.
Wildlife Habitat Council
Owens Corning works with third-party nonprofit organizations to conduct
Biodiversity Impact Assessments at selected sites, designed to help us
address adverse impacts as part of our Biodiversity Management Plan. The
Wildlife Habitat Council (WHC), an organization dedicated to promoting andcertifying habitat conservation and management on corporate lands, is oneof our key partners. In conjunction with the WHC, we are developing bespoke
methodologies to assess our impacts at our locations around the world.
Owens Corning also partners with WHC to develop a range of initiatives thatempower sites to proactively protect species in ways that are aligned withbest practices. WHC’s invaluable guidance has helped us initiate a rangeof projects and maintain native habitats at many Owens Corning sites,
including the restoration of native habitats such as prairie lands and theinstallation of bird boxes, bat boxes, and pollinator gardens.
Since 2015, we have held a series of activities and programs designed toraise awareness among employees of the nature projects and features at
our locations. Two sites in Ohio, U.S., have been certified gold by the WHC,
our world headquarters in Toledo and our Science & Technology Centerin Granville.
To achieve gold certification, sites are awarded points for the quality andquantity of onsite biodiversity programs, including physical programs suchas prairie restoration and bird boxes, and engagement programs such as
Nature Day walks and webinars. For example, in Granville, the following
programs contributed to our certification:
 Installation, monitoring, and maintenance of bird boxes, as well asreporting results
 Presentation of a “Bats and Biodiversity” webinar, featuring a guest
speaker from the Ohio Department of Natural Resources Native prairie habitat
 Pollinator garden

PEOPLEPURPOSE

Emma Barrasso | Toledo, Ohio, U.S.
Honey bee near our world headquarters in Toledo.

Science Based Targets Network
Owens Corning is a member of and has been actively participating in the Corporate Engagement
Program (CEP) with the Science Based Targets Network (SBTN), which is part of the Global Commons
Alliance. The SBTN includes international environmental nonprofit organizations, agencies, andmission-driven entities. Its goal is to empower individuals, companies, and governments to become
stewards of the environment using science-based targets — measurable, actionable, and timeboundobjectives based on the best available science. The SBTN aims to develop methods and tools that
help companies set goals and actions toward understanding and preventing negative impacts onnature and biodiversity by expanding on the successes of the Science Based Targets initiative (SBTi).
This, in turn, fosters an atmosphere that builds momentum toward our collective goals.
Maintaining this partnership positions us to align our efforts with a wide range of nature-related
sustainability goals established by the United Nations and incorporated into broader frameworks by
the SBTN. These goals address a range of global concerns, including ecosystems, extinction risks,
land degradation, climate change, and sustainable development. Our participation in the SBTN will
enable us to further support sustainable development and contribute to the advancement of targetsetting methodologies that can be adopted throughout the private sector.

 Installation and management of bat boxes

INTRODUCTION

Photo submitted by:

PLANET

APPENDICESPLANET | PROTECTING BIODIVERSITY 305 FPO

PROTECTING BIODIVERSITY

2023 IN
REVIEW

In 2023, we continued our efforts tounderstand our impacts in risk areas,
and we are taking steps to manage
those impacts. We are currently
working with consultants to develop
a nature strategy to ensure readinessin goal setting and close gaps in data.
Looking ahead, we are considering
using this work to set a Science-Based
Target for Nature with Science Based
Targets Network (SBTN). The work will
also continue to support our methods
and tools to set goals and actions
toward understanding and preventing
negative impacts on nature andbiodiversity. Through these combined
efforts, we will be on track to have our2030 goals for protecting biodiversity
in place by 2025.
Photo submitted by:
Abigail Sprague | Granville, Ohio, U.S.
Birdhouses on the grounds of our Granville Science & Technology Center are among the criteria for our Wildlife Habitat Council certification.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESPLANET | PROTECTING BIODIVERSITY: 2023 IN REVIEW 306 Integrated Biodiversity Assessment Tool Findings

2023 Biodiversity Collaborations

The chart shown here contains information about Owens Corning sites that have been determined to be Key Biodiversity Areas(KBAs), derived from the Biodiversity Management Plan. IBAT defines KBAs as “sites contributing significantly to the global
persistence of biodiversity in terrestrial, freshwater, and marine ecosystems.” Sites within a KBA’s boundaries are prioritized as weplan mitigating action. All sites listed below are Owens Corning manufacturing sites.

In 2023, Wildlife Habitat Council assessments
were completed in Asan, South Korea; Guangde,
China; and San Vicente, Spain. These assessments
included actionable recommendations as the sites
work to improve conditions for local species,
such as:LOCATION/ACREAGE

KEY
BIODIVERSITY
AREA (KBA)

TYPE OF KBA

BIODIVERSITY TRIGGERSNUMBER OF SPECIESWITH POTENTIAL
HABITATS WITHIN 1
KM OF SITE*

Asan, South Korea
8.68 acres

Asan Bay(including
Asan-ho Lake andSapgyo-ho Lake)

Important Bird andBiodiversity Area
(IBA)

Endangered and vulnerable
species, migratory birds/
congregations

CR: 5
EN: 37
VU: 49
NT: 37
LC: 735

IBA

Bird species with most of
their range restricted to aregion, regionally importantcongregations, species
threatened at the European
Union level (IBA status B2,
B3, and C6)

Brüggen, Germany
Heidhausen 81: 6.08 acres
Christenfeld 24: 3.1 acres

SchwalmNette-Platte andGrenzwald

Fort Smith, Arkansas, U.S.
5520 Planters Rd.:
38.07 acres

Fort Chaffee

Threatened bird species
population (IBA status A1)

IBA

5401 Excelsior Rd.:
33.51 acres

Guangde, China
13.56 acres

Qingdao, China
12.36 acres

San Vicente, Spain
6.33 acres

Anhui Chinese
Alligator National
Nature Reserve

Qingdao-Rizhao
Coastal Wetland
and Islands

Mountains ofBarcelona

DETAIL ON
PROXIMITY

Within 1 km

 Engagements with employees aroundbiodiversity awareness Installation of green infrastructure, such as
lighting improvements, green rooftops, andstormwater runoff collection, all of which cansupport native species
 Potential restoration projects

CR: 5
EN: 10
VU: 47
NT: 44
LC: 771

Within 1 km

CR: 4
EN: 9,
VU: 20
NT: 27
LC: 789

Within 1 km

Withinthe AZE
boundary

Alliance for Zero
Extinction Area
(AZE)

Endangered species,
endemic species

CR: 5
EN: 9
VU: 28
NT: 19
LC: 732

IBA

Endangered andvulnerable species

CR: 9
EN: 35
VU: 47
NT: 25
LC: 688

Withinthe IBA
boundary

IBA

Important area for species
characteristic of theMediterranean region andcliff nesting species

CR: 17
EN: 38
VU: 94
NT: 102
LC: 1,210

Within the
IBA region

As we receive more guidance from the Science
Based Target Network, a more complete
framework is emerging that will continue toinform our understanding. Our strategies
are continuing to evolve, and we will have an
opportunities to improve upon our management
plan and consider factors beyond our sites’
physical proximity to species.
We are currently conducting a gap assessmentof our biodiversity-related assessment data, andrelevant operational and supplier impact data
as available, against guidance/requirements for
SBTN, Taskforce on Nature-related Financial
Disclosures (TNFD), and Corporate Sustainability
Reporting Directive (CSRD) European Sustainability
Reporting Standards (ESRS) E4: Biodiversity
and Ecosystems.

*Species are listed in the order of Critically Endangered (CR), Endangered (EN), Vulnerable (VU), Near Threatened (NT), Least Concern (LC).

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OUR PEOPLE
MAKING A DIFFERENCE
Sung Dae (SD) Kim
Plant Leader

With approximately 30 years’ experience at Owens Corning, SD Kim has an
in-depth understanding of our operations in general and our Asan, South
Korea, Roofing plant in particular. His expertise has been instrumental as wehave sought to increase our positive impacts throughout the region, including
our work to protect biodiversity around the plant. SD became especiallyinterested in this topic after reviewing data provided by the Wildlife Habitat
Council in 2022, and he has been actively involved in several projects that takeconcrete action toward our biodiversity aspirations.

“

Owens Corning is uniquein placing sustainability at
the core of our business,
and we are very active in
biodiversity protection.

”

Photo courtesy of Sung Dae (SD) Kim.

On the importance ofprotecting biodiversity

On the initiatives underway at the
Asan plant

On tying biodiversity to the overall
Owens Corning sustainability mission

When the Earth’s natural ecosystems maintainrelationships with each other and achieve balance
based on biodiversity, everything can flow morenaturally. Protecting biodiversity is important globally
as we work toward meeting the needs of today’s
generations while preserving our world for future
generations. This goes beyond environmental
issues — it relates to social ethics and morality as wellas the sustainability and self-preservation of humanity.
Efforts that preserve biodiversity are essential forcompanies and are valuable in terms of conserving
nature and ensuring coexistence between humans
and the planet. Therefore, we believe that sustainable
management is critical for all companies that develop
resources and utilize them for business.

I have shared the importance of protecting biodiversity
with plant employees, and it has become part of oursustainability efforts. We have initiated several projects
to protect birds, including the installation of film on officewindows, which prevents collision. We also adjusted theangle of the streetlights so as not to obstruct the viewof migrating birds. In 2024, we will install birdhouses
and noise reduction equipment. We are actively working
on improving internal plant processes for reducing
waste scrap and achieving zero waste-to-landfill using
the Focused Improvement pillar of Total Productive
Maintenance. In addition, we are installing solar panels
on our roof in 2024, and we have targets to reduce energy
intensity within the plant. Earth has a finite numberof resources, and once they are gone, they cannot be
used again. Therefore, we must take responsibility forsustainability and constantly think about it.

Recently, interest in the environment, ecosystems,
and animal welfare appears to be increasing, andpeople recognize a need for consumption to be moresustainable and ethical. Improving the environment has
now become a necessity rather than an option. I believethat sustainability is not only my responsibility, but also
the responsibility of Owens Corning. As a company,
we are making great efforts in manufacturing with therecycling of waste across all our businesses, as wellas energy reduction, developing environment-friendly
products, and supporting communities. I feel these are
all definitely connected to protecting biodiversity aroundthe world.

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Mining, Quarries, and Their Impacts on Biodiversity
We recognize that our own operations are only a part of the impact that ourbusiness has on biodiversity. We operate a number of quarries that extract
industrial rock from the earth, and we purchase materials extracted by othercompanies as part of our global supply chain. To assess and continuously
improve the sustainability of each product, we need to thoroughly understandand be able to influence or manage the product’s footprint.
As part of our plans for biodiversity, we will expect our suppliers to meetenvironmental performance standards, protect local habitats, and maintain an
overall commitment to sustainability. Environmental, social, and governancerisk exposures are part of our overall approach to prioritizing suppliers. Details
can be found in the Supply Chain Sustainability chapter of this report.
Environmental Impacts of Our Quarries
In contrast to many traditional mining operations, all industrial rock sourced
from our quarries is used in some capacity. In fact, we ensure that there are
solutions in place for all materials extracted from the quarries.
 Fine granules that are not directly relevant to stone wool production are
either sold into the glass industry, used in construction, or compacted into
briquettes, which can then be used as inputs for stone wool production.

In addition to managing stone waste, we manage our quarries’ soil and water
impacts. Topsoil moved in the development of a quarry is kept on-site. Most
becomes part of the landscape again, as grass and trees grow in, while someis used as filler in quarry infrastructure.
Our ownership of Owens Corning Paroc and the rights to mining concessions
in Finland includes sources of direct mineral extractions and source industrial
minerals. Following our acquisition of these quarries in 2018, Owens Corning
implemented our own internal auditing standards on the sites, seeking
to protect local habitats and gauge any potential environmental impact.
Consistent with our other initiatives, our approach has sought to extend
beyond mere compliance. To this end, the management systems at eachactive quarry are third-party verified to ISO 14001 (2015) and ISO 9001 (2015),
ensuring systems are in place that integrate consideration of environmental
impacts into operations.

Above all, protecting biodiversity speaks to
our capacity for caring. We recognize that
not only does every species on the planet
play a role in our ecosystem, but their survival
depends on the advocacy of people andorganizations everywhere. The work we’re
doing today will have long-term positive
impacts on countless species, and we areproud to make these efforts part of oursustainability journey.

 Rock that is not suitable for stone wool, known as “country rock,” is used toprovide infrastructure for the quarry, to shore up sediment embankments,
and as aggregate material for building projects.

Dana Duke | Granville, Ohio, U.S.
Blue sage plants in Centerburg, Ohio, U.S.

INTRODUCTIONPEOPLEPURPOSEWe are currently working with consultants
to understand our direct impacts on nature,
as well as those of our suppliers. Based on
those impacts, we will be expanding our workwith them to develop a comprehensive nature
strategy. Our intent is to create a global
nature strategy that ensures we are properly
and consistently accounting for the impacts
our direct operations and supply chain haveon nature, taking impacts on nature into
account when making decisions, and taking
action to reduce negative impacts identified.
The results of the initial assessment andthe subsequent strategy will inform ourbiodiversity goals and alert us to any
additional data needed to report on progressto those goals.
Looking ahead to 2025, we believe we will
have the knowledge and understanding inplace to establish a set of goals that are in
keeping with our core values. As a company,
we have demonstrated our commitment tothis issue, as well as an inherent curiosity thathas led us to seek out data-driven solutions
for managing our impact on biodiversity, andwe are actively collaborating across our value
chain and with proven experts in this area.

 Usable stone is sent to our manufacturing sites to create stone wool.

Photo submitted by:

A FRAMEWORKFOR PROTECTING
BIODIVERSITY

PLANET

APPENDICESPLANET | PROTECTING BIODIVERSITY: 2023 IN REVIEW 309 

APPENDICES

A. About the Report

311

B. Workforce Data

316

C. Environmental Data330

D. General Disclosures

352

E. TCFD Climate Risks and Opportunities

362

F. TCFD Index

370

G. SASB Index

372

H. GRI Index

373

I.

387

Assurance Statements

Photo submitted by:Phil Casey | Ontario, Canada
Traveling between islands in Providencia, Colombia

ABOUT THE
REPORTThe Owens Corning Sustainability
Report gives us an opportunity todemonstrate the work we are doing
to fulfill our mission: to build asustainable future through material
innovation. It provides stakeholders
with data and information thatreinforce our commitment toincreasing our positive impacts
around the world and reducing
potential negative impacts.

This is our 18th annual Sustainability Report, publishedon March 19, 2024, reflecting the reporting period fromJanuary 1, 2023, to December 31, 2023. Our previous report
was published on May 23, 2023. This is our seventh report
prepared in accordance with the Global Reporting Initiative(GRI) Standards.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Photo submitted by:Emma Barrasso | Toledo, Ohio, U.S.
Striped sweat bee near our world headquarters in Toledo.

APPENDICES | ABOUT THE REPORT 311 

SCOPE AND BOUNDARIESREPORTING ANDDISCLOSURESWe prepare our report in accordance with the Global
Reporting Initiative (GRI) Standards. We have chosen
to provide a comprehensive picture of the mostsignificant impacts on the economy, environment,
and people, including impacts on their human rights
and how we manage these impacts. We report at
this level because we believe that transparency isan essential component of any sustainability effort.
In addition, this report addresses disclosures andmaterial issues related to CDP (formerly the Carbon
Disclosure Project), the S&P Global Corporate
Sustainability Assessment (CSA), the United Nations
Sustainable Development Goals (SDGs), and the
U.N. Global Compact Communication on Progress.
We also address other stakeholders’ requests,
including the Sustainability Accounting Standards
Board (SASB) and the Task Force on Climate-related
Financial Disclosures (TCFD). This approach enables
us to provide an integrated, comprehensive view ofour commitments, progress, and activities related tosustainability and social responsibility.
We focus on creating robust business and reporting
strategies that effectively align with the needs andpriorities of our company and our stakeholders.
We do this by investing substantial time and effort
into understanding, prioritizing, and addressing
material topics — and reporting on them accurately
and transparently. To achieve this, we havedeveloped our materiality matrix to address different
stakeholder needs as well as our involvement with
the impacts of material topics. To remain informed
about changing business contexts, stakeholder
requirements, and emerging trends, we regularly
review our list of material topics and their relative
priority and update them when appropriate. A
discussion of our ongoing stakeholder engagement
can be found on page 42.

INTRODUCTIONPEOPLEPURPOSEPLANET

For this report, the content and boundaries of material topics were developed and determined based on their impacts — economic,
environmental, and/or social. We report on ways that we have caused or contributed to impacts in our material topics, as well as
the ways our activities, projects, and services are directly linked to these topics through our business relationships. This includes
relationships with entities that we do not control and might not have the leverage needed to effect change in their impacts.
 In summary, the boundaries of all impacts cover all our sites around the world, including Asia Pacific, Europe, and the Americas.
We consider all our operations to be significant locations of operation. Internal boundaries include all sites owned or leased by
Owens Corning, including plants, offices, distribution centers, warehouses, and manufacturing facilities. The external boundary
includes supplier locations, communities, and customer locations where Owens Corning does business.
Significant Changes in Scope
There have been no significant changes in scope in 2023. There have also been no material restatements of information inthis report.
Key External Initiatives Adopted by Owens Corning
INITIATIVEADOPTIONDATE

WHERE APPLIEDSTAKEHOLDER
DEVELOPMENTREQUIRED BY
LAW/VOLUNTARY

U.N. Global Compact

2010

Companywide

Multi-stakeholder
approach to development

Voluntary

U.N. Environmental Programme

2010

Companywide

Supplier Code of Conduct

Voluntary

Supplemental Convention of theAbolition of Slavery, the Slave Trade,and Institutions and Practices Similar to
Slavery

2010

Companywide

Supplier Code of Conduct

Voluntary

Protocol to Prevent, Suppress, and Punish
Trafficking in Persons, Especially Womenand Children, supplementing the United
Nations Convention Against Transnational
Organized Crime

2010

Companywide

Supplier Code of Conduct

Voluntary

U.N. Sustainable Development Goals

2016

Companywide

Multi-stakeholder
approach to development

Voluntary

Science Based Targets Initiative

2016

Companywide

Multi-stakeholder
approach to development

Voluntary

CEO Action for Diversity & Inclusion

2019

Companywide

Multi-stakeholder
approach to development

Voluntary

Science Based Targets Network

2020

Companywide

Multi-stakeholder
approach to development

Voluntary

ISO 14000, ISO 50001, and ISO 45001/
OHSAS 18001

Varies by site

All EMS systems are in alignment
with ISO standards. Select sites
worldwide are certified.

Multi-stakeholder
approach to development

Voluntary

ISO 9001

Varies by site

Select sites worldwide
are certified.

Multi-stakeholder
approach to development

Voluntary

APPENDICESAPPENDICES | ABOUT THE REPORT 312 

PRECAUTIONARY APPROACH AND
ALIGNMENT WITH OTHER
UNITED NATIONS INITIATIVES
Since 2010, Owens Corning has been a signatory to the United Nations Global Compact(UNGC), a strategic, voluntary policy initiative for businesses committed to aligning theiroperations with 10 universally accepted principles in the areas of human rights, labor,
environment, and anti-corruption.
Principle 7 of the UNGC states that, “businesses should support a precautionary approach toenvironmental challenges.” The precautionary principle or approach was originally introduced in
the 1992 Rio Declaration of Environment and Development. Principle 15 of the Rio Declaration
explains, “where there are threats of serious or irreversible damage, lack of full scientificcertainty shall not be used as a reason for postponing cost-effective measures to prevent
environmental degradation.”
The precautionary approach calls upon us to diligently assess and manage environmental,
health, and safety risks, so we can take appropriate action to prevent harm. We ensure thatour products and technology comply with or exceed all applicable laws, regulations, andapproval standards to protect the environment and human life and health. In addition, ourproduct stewardship programs are designed to ensure the integrity of our products and theprocesses used to develop, produce, and manage them. Owens Corning is confident that these
efforts are consistent with the expectations of the precautionary approach. More information
is available in our Environmental, Health, Safety, and Product Stewardship Policy, found on oursustainability website. As we discuss in detail on page 47, we align our activities with the U.N.’s
17 SDGs. In addition, Owens Corning is guided by the Ten Principles of the United Nations
Global Compact, the Universal Declaration of Human Rights, the U.N. Guiding Principles
on Business and Human Rights, and the International Labor Organization’s Declaration on
Fundamental Principles and Rights at Work.

Photo submitted by:
Cheryl Smith | Granville, Ohio, U.S.
Pine flower, Dawes Arboretum, Newark, Ohio.

Owens Corning is committed — in both belief and action — to the 10 principles of the Global
Compact and the 30 articles of the Universal Declaration of Human Rights. This commitment
extends beyond making our products and operations more sustainable. It involves thebroader objectives of sustainability, balancing economic growth with social progress, andenvironmental stewardship. In short, we believe that what is good for people and good for ourplanet is also good for Owens Corning. Our Human Rights Policy was updated and expanded in
December 2016 and informs our Supplier Code of Conduct, all in accordance with the principlesof the UNGC and the Universal Declaration of Human Rights.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | ABOUT THE REPORT 313 REPORTING METHODOLOGY
Owens Corning follows the World Resources Institute (WRI) Corporate Accounting and Reporting Standard for defining and accounting for our baseline structure. In 2023, we included over
100 sites in the scope and boundary of our reporting. The data for divested facilities are excluded from our company environmental footprint; however, the data for closures are included inour reporting.
We review all structural changes such as mergers, acquisitions, and divestments on an annual basis, in keeping with WRI’s guideline for baseline adjustments. Per the stated protocol, the dataof mergers or acquisitions greater than 10% are reviewed for accuracy and integrity and then integrated into our reporting inventory from base year to current year. This process of updating
the baseline is completed for both the numerator (aspect) and denominator (sales or production) of our calculations. This approach was implemented to ensure a meaningful and consistentcomparison of emissions over time, including for the current year.
Please note that the numbers have been rounded. Some totals have been affected as a result.
Defining Workers

Verification of Data

For purposes of this report, Owens Corning defines“workers” as our employees globally across all facilities inwhich we operate. In the chapter on safety, we also reporton contractors over whom we have direct supervision, as
well as those for our large capital projects.

Invoices are entered electronically into our system andsubjected to several audits to check both the completenessand the validity of the data. Before data is made available in
our EcoStruxure™ Resource Advisor system from Schneider
Electric, invoices are reviewed for missing data, potential
overlaps, or collisions with existing data, and whether thedata should be tracked by a third party. Once posted, theinvoice data is reviewed in the context of the surrounding
account to verify data entry, charge accuracy, and the overall
trend in cost and consumption. Invoices with suspect
data are elevated for further review and resolution, also by
the third party. Where necessary, detailed estimates may
be used when invoiced or directly measured data is notavailable. These estimates leverage existing data such asmonthly production levels, and they are subject to the same
checks for validity and completeness as all of our data.

Environmental Methodology
For the organizational and geographical boundaries of
the inventory, we have used, owned, and leased facilities
globally under Owens Corning’s operational control. The
physical infrastructure, activities, and/or technologies of
the inventory are understood as the internal boundaries
mentioned on page 312, as well as other contributors toemissions, including fleet vehicles, our corporate jets, andemployee travel. Emissions resulting from explosives, fire
extinguishers, refrigerants, and welding gases have been
excluded as de minimis.
The greenhouse gas (GHG) sources identified are purchased
electricity, heat, steam, cooling, natural gas, diesel, jetfuel, gasoline, propane, CO2, coke, fuel oils, kerosene, LPG,
blowing agents, and emissions from the processing ofasphalt, dolomite, limestone, and soda ash.
All GHGs declared in the Kyoto Protocol (CO2, CH4,
N2O, HFCs, PFCs, NF3) are included in the evaluation.
Hydrochlorofluorocarbon (HCFC) and hydrofluoroolefin(HFO) emissions are optionally included in Scope 1
emissions, in addition to the Kyoto gases, and are outlined
on page 337.

INTRODUCTIONPEOPLEPURPOSEPLANET

Data that is put into our system goes through two variancetests. The first is to check if the currently entered value is>2 standard deviations over the average value entered (theperiod for the average is 12 months prior to the current
month and 12 months after the current month). The
second variance test is to check that the unit of measure isconsistently used month over month.

APPENDICES

In addition to the measures associated with invoice- anduser-provided data, our third-party partner provides 24 hours
per month of support for data management and quality
assurance of global data. The purpose of this ongoing
quality assurance/quality control is to identify anomalies
when reviewing long-term trending and analyses in a further
effort to ensure data accuracy and integrity.
These boundaries are applicable to all GRI Standards
topics, including: General disclosures Management approach Economic
 Environmental
 Social

APPENDICES | ABOUT THE REPORT 314 

EXTERNAL ASSURANCETo enhance the reliability of our recorded data, Owens Corning works
to ensure transparency in disclosure on all matrices, key performanceindicators (KPIs), and mechanisms of assurance. As we move forward, we
will externally assure additional topics, prioritizing based on availability ofdata and importance to stakeholders, as observed through our materiality
assessment. SCS Global Services (SCS) performed the assurance of
the Owens Corning’s 2023 Sustainability Report against the AA1000
Assurance Standard (AA1000AS V3). In addition, SCS evaluated thereport for adherence to the Global Reporting Initiative (GRI) Standards.
Specific performance data were assessed using internationally recognized
standards, which included, but are not limited to, the following: World Resources Institute’s (WRI) Greenhouse Gas Protocol: A
Corporate Accounting and Reporting Standard (Revised Edition), March
2004, along with Scope 2 and Scope 3 Guidance ISO 14064-3:2006 Specification with guidance for the validation andverification of GHG assertions
To view the assurance statement, please see Appendix I.
For additional information on the economic and social metrics verified
through SCS Global Services, see our Verification Statements document.

Questions About the Report?
Any questions regarding our reporting process or this report canbe directed to our Chief Sustainability Officer:
Mr. David Rabuano
Senior Vice President andChief Sustainability Officer
Phone: 1.419.248.8000
Email: sustainability@owenscorning.com

Photo submitted by:
Shannon Jordan | Toledo, Ohio, U.S.
California sea lions coming out of the water to sunbathe.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | ABOUT THE REPORT 315 

APPENDIX B: WORKFORCE DATASAFETYDATAACRONYM

DEFINITIONFORMULA

LWIR

Lost Work Day Injury Rate

Lost Work Day Cases x 200,000/Total Labor Hours

LTIFR

Lost Time Injuries Frequency Rate

Lost Work Day Cases x 1,000,000/Total Labor Hours

RIR

Recordable Incident Rate

Number of Injuries x 200,000/Total Labor Hours

O IFR

Occupational Illness Frequency Rate

Number of Illnesses x 1,000,000/Total Labor Hours

TRIFR

Total Recordable Injury Frequency Rate

Number of Injuries x 1,000,000/Total Labor Hours

LWD

Lost Work Day Rate

Lost Work Days x 200,000/Total Labor Hours

Occupational Illness Frequency Rate (OIFR) – Employees+
METRIC

2020

2021

2022

2023

41,801,818

45,269,748

44,542,782

42,150,167

Count

2

1

1

0

Rate

0.05

0.02

0.02

0.00

2020

2021

2022

2023

41,801,818

45,269,748

44,542,782

42,150,167

Women (Count)

0

0

0

0

Women (Rate)

0

0

0

0

Men (Count)

2

1

1

0

Men (Rate)

0.05

0.02

0.02

0.00

Total Labor Hours
Occupational Illness

Occupational Illness By Region+
REGIONMETRIC
Total Labor Hours

North America

There were no occupational illnesses in South America, Europe, or Asia Pacific in the last four years.

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA 316 

WORKFORCE DATA | SAFETY DATA

Appendix B

Recordable Injuries+
REGION

Asia Pacific

METRIC
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)

2020
11,991,391
0
0.00
10
0.17

2021
13,593,699
4
0.06
10
0.15

2022
12,086,167
1
0.02
7
0.12

2023
11,027,517
2
0.04
7
0.13

Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)
Not Specified (Count)
Not Specified (Rate)10
0.17
8,073,712
0
0.00
13
0.32
3
0.07

14
0.21
8,440,486
0
0.00
15
0.36
3
0.07

8
0.13
8,150,736
1
0.02
8
0.20
1
0.02

9
0.16
6,980,345
1
0.03
15
0.43
0
0.00

Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)
Not Specified (Count)
Not Specified (Rate)

16
0.40
20,585,689
13
0.13
91
0.88
2
0.02

18
0.43
22,115,790
20
0.18
89
0.80
1
0.01

10
0.25
22,960,817
17
0.15
106
0.92
2
0.02

16
0.46
22,999,097
23
0.20
78
0.68
1
0.01

Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)

106
1.03
1,151,026
0
0.00
0
0.00

110
0.99
1,119,773
0
0.00
0
0.00

125
1.09
1,345,062
0
0.00
0
0.00

102
0.89
1,143,208
0
0.00
0
0.00

0
0.00
132
0.63
3.16

0
0.00
142
0.63
3.14

0
0.00
143
0.64
3.21

0
0.00
127
0.60
3.01

Asia Pacific Total (Count)
ASIA PACIFIC RIREuropeEurope Total (Count)
EUROPE RIR

North America

North America Total (Count)
NORTH AMERICA RIR

South America

South America Total (Count)
SOUTH AMERICA RIRGRAND TOTAL RECORDABLE INJURIESRECORDABLE INCIDENT RATE (RIR)TOTAL RECORDABLE INJURIES FREQUENCY RATE (TRIFR)

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA 317 

DATA | SAFETY DATA

Appendix B

Region/Gender/Injury Type+ASIA PACIFIC

2020

2021

2022

2023

WOMEN

NORTH AMERICA

2020

2021

2022

2023

WOMEN

Arms/Hands

0

3

1

1

Arms/Hands

3

5

7

7

Legs/Feet

0

1

0

1

Back/Shoulders

4

5

1

8

TOTAL

0

4

1

2

Head/Face/Eyes

2

4

1

1

Legs/Feet

3

4

6

7

3

Multiple/Other

1

2

2

0

13

20

17

23

MEN
Arms/Hands

6

8

5

Back/Shoulders

1

0

0

1

TOTAL

Head/Face/Eyes

1

1

0

1

MEN

Legs/Feet

2

1

2

2

Arms/Hands

34

37

41

36

TOTAL

10

10

7

7

Back/Shoulders

17

16

27

17

ASIA PACIFIC TOTAL

10

14

8

9

Head/Face/Eyes

20

14

21

11

2020

2021

2022

2023

Legs/Feet

19

14

14

9

EUROPE
WOMEN
Arms/Hands

0

0

1

0

Legs/Feet

0

0

0

1

TOTAL

0

0

1

1

MEN
Arms/Hands

8

10

5

9

Back/Shoulders

0

0

1

1

Head/Face/Eyes

2

2

2

1

Legs/Feet

3

3

0

4

TOTAL

13

15

8

15

Multiple/Other

3

9

4

5

TOTAL

93

90

107

78

Arms/Hands

1

1

1

0

Back/Shoulders

0

0

0

1

Legs/Feet

1

0

1

0

Total

2

1

2

1

108

111

126

102

2020

2021

2022

2023

UNSPECIFIEDNORTH AMERICA
TOTAL
SOUTH AMERICA

There were no injuries in South America.

UNSPECIFIED
Arms/Hands

3

2

0

0

Head/Face/Eyes

0

1

1

0

REGION

TOTAL

3

3

1

0

Asia Pacific

10

14

8

9

EUROPE TOTAL

16

18

10

16

Europe

16

18

10

16

North America

108

111

126

102

GRAND TOTAL

134

143

144

127

Please note that injuries include both occupational illnesses and recordable injuries.
Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA 318 

WORKFORCE DATA | SAFETY DATA

Appendix B

Employee Lost-Time Injury Frequency Rate (LTIFR)+REGIONMETRIC
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)

South America Total (Count)
SOUTH AMERICA LWIRSOUTH AMERICA LTIFR
GRAND TOTAL

2020
11,991,391
0
0.00
7
0.12
7
0.12
0.58
8,073,712
0
0.00
9
0.22
3
0.07
12
0.30
1.49
20,585,689
8
0.08
38
0.37
1
0.01
47
0.46
2.28
1,151,026
0
0.00
0
0.00
0.00
66

2021
13,593,699
3
0.04
6
0.09
9
0.13
0.66
8,440,486
0
0.00
10
0.24
3
0.07
13
0.31
1.54
22,115,790
12
0.11
53
0.48
1
0.01
66
0.60
2.98
1,119,773
0
0.00
0
0.00
0.00
88

2022
12,086,167
1
0.02
6
0.10
7
0.12
0.58
8,150,736
1
0.02
7
0.17
0
0.00
8
0.20
0.98
22,960,817
10
0.09
50
0.44
1
0.01
61
0.53
2.66
1,345,062
0
0.00
0
0.00
0.00
76

2023
11,027,517
2
0.04
5
0.09
7
0.13
0.63
6,980,345
1
0.03
12
0.34
0
0.00
13
0.37
1.86
22,999,097
15
0.13
45
0.39
1
0.01
61
0.53
2.65
1,143,208
0
0.00
0
0.00
0.00
81

Lost-Time Injuries Frequency Rate (LTIFR) – Employees
TOTAL LABOR HOURS
LTIFR

2020
41,801,818
1.58

2021
45,269,748
1.94

2022
44,542,782
1.71

2023
42,150,167
1.92

Asia PacificAsia Pacific Total (Count)
ASIA PACIFIC LWIRASIA PACIFIC LTIFR
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)
Not Specified (Count)
Not Specified (Rate)

EuropeEurope Total (Count)
EUROPE LWIREUROPE LTIFR
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)
Not Specified (Count)
Not Specified (Rate)

North America

North America Total (Count)
NORTH AMERICA LWIRNORTH AMERICA LTIFR
Total Labor Hours
Men (Count)Men (Rate)

South America

Please note that the numbers have been rounded. Some totals have been affected as a result.
INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA 319 

WORKFORCE DATA | SAFETY DATA

Appendix B

Lost Work Day Rate (LWD)+REGIONMETRIC
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)

Asia Pacific2020
11,991,391
0
0.00
639
10.66
639
10.66
8,073,712
0
0.00
592
14.66
167
4.14
759
18.80
20,585,689
1181
11.47
4394
42.69
133
1.29
5708
55.46
1,151,026
0
0.00
0
0.00
0
0.00
7,106
34.00

Asia Pacific Total Work Days Lost
ASIA LWD RATE
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)
Unspecified (Count)Unspecified (Rate)

EuropeEurope Total Work Days Lost
EUROPE LWD RATE
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)
Unspecified (Count)Unspecified (Rate)

North America

North America Total Work Days Lost
NORTH AMERICA LWD RATE
Total Labor Hours
Women (Count)
Women (Rate)
Men (Count)Men (Rate)

South America

South America Total Work Days Lost
SOUTH AMERICA LWD RATEGRAND TOTAL – TOTAL WORK DAYS LOSTTOTAL LWD RATE

2021
13,593,699
57
0.84
283
4.16
340
5.00
8,440,486
43
1.02
589
13.96
82
1.94
714
16.92
22,115,790
1563
14.13
4646
42.02
227
2.05
6436
58.20
1,119,773
0
0.00
0
0.00
0
0.00
7,490
33.09

2022
12,086,167
211
3.49
146
2.42
357
5.91
8,150,736
14
0.34
615
15.09
0
0.00
629
15.43
22,960,817
1329
11.58
5508
47.98
0
0.00
6837
59.55
1,345,062
0
0.00
0
0.00
0
0.00
7,823
35.13

2023
11,027,517
44
0.80
108
1.96
152
2.76
6,980,345
67
1.92
243
6.96
0
0.00
310
8.88
22,999,097
1855
16.13
3186
27.71
0
0.00
5041
43.84
1,143,208
0
0.00
0
0.00
0
0.00
5,503
26.11

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA

 320 

WORKFORCE DATA | SAFETY DATA

Appendix B

Contractor Safety Statistics+
BUSINESS

Building Materials Asia PacificComposites

Insulation

Roofing

TOTAL

METRIC
Recordables
Total Labor Hours
Number LWD Cases
LWIR
RIR
Fatalities
Recordables
Total Labor Hours
Number LWD Cases
LWIR
RIR
Fatalities
Recordables
Total Labor Hours
Number LWD Cases
LWIR
RIR
Fatalities
Recordables
Total Labor Hours
Number LWD Cases
LWIR
RIR
Fatalities
Recordables
Total Labor Hours
Number LWD Cases
LWIR
RIR
Fatalities

2020
093,664
0
0.00
0.00
0
0
203,206
0
0.00
0.00
0
1
235,705
0
0.00
0.85
0
0
98,119
0
0.00
0.00
0
1
630,694
0
0.00
0.32
0

2021
0
283,696
0
0.00
0.00
0
0
275,040
0
0.00
0.00
0
2
223,279
0
0.00
1.79
0
1
93,277
0
0.00
2.14
0
3
875,292
0
0.00
0.69
0

2022
0
242,511
0
0.00
0.00
0
1
305,350
0
0.00
0.65
0
3
386,385
0
0.00
1.55
0
0
71,696
0
0.00
0.00
0
4
1,005,942
0
0.00
0.80
0

2023
0
107,417
0
0.00
0.00
0
2
525,102
0
0.00
0.76
0
0
342,698
0
0.00
0.00
0
0
84,748
0
0.00
0.00
0
2
1,059,965
0
0.00
0.38
0

Contractor Lost-Time Injury Frequency Rate (LTIFR)+
2020
630,694
00.00
100

Contractor Labor Hours
Lost Work Day Cases
LTIFR Contractors
Data Coverage: % of total contractors

2021
875,292
0
0.00
100

2022
1,005,942
0
0.00
100

2023
1,059,965
0
0.00
100

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA 321 

WORKFORCE DATA | SAFETY DATA

Appendix B

2023 Serious Injuries and Fatalities (SIF)+
SIF FIRST AIDSREGIONMETRIC
Total Labor Hours

Asia Pacific

EuropeNorth America

South America

2020

2021

2022

2023

11,991,391

13,593,699

12,086,167

11,027,517

SIF First Aid (Count)

2

1

2

0

SIF First Aid (Rate)

0.03

0.01

0.03

0.00

Total Labor Hours

8,073,712

8,440,486

8,150,736

6,980,345

SIF First Aid (Count)

2

0

0

1

SIF First Aid (Rate)

0.05

0.00

0.00

0.03

Total Labor Hours

20,585,689

22,115,790

22,960,817

22,999,097

10

6

8

5

SIF First Aid (Count)
SIF First Aid (Rate)

0.10

0.05

0.07

0.04

Total Labor Hours

1,151,026

1,119,773

1,345,062

1,143,208

SIF First Aid (Count)

1

1

0

0

SIF First Aid (Rate)

0.17

0.18

0.00

0.00

GRAND TOTAL SIF FIRST AID

15

8

10

6

TOTAL SIF FIRST AID RATE

0.07

0.04

0.04

0.03

2020

2021

2022

2023

11,991,391

13,593,699

12,086,167

11,027,517

SIF NEAR MISSREGIONMETRIC
Total Labor Hours

Asia Pacific

SIF Near Miss (Count)

2

4

3

3

SIF Near Miss (Rate)

0.03

0.06

0.05

0.05

8,073,712

8,440,486

8,150,736

6,980,345

Total Labor Hours
EuropeSIF Near Miss (Count)

3

4

3

3

SIF Near Miss (Rate)

0.07

0.09

0.07

0.09

Total Labor Hours
North America

20,585,689

22,115,790

22,960,817

22,999,097

SIF Near Miss (Count)

23

15

20

13

SIF Near Miss (Rate)

0.22

0.14

0.17

0.11

Total Labor Hours
South America

1,151,026

1,119,773

1,345,062

1,143,208

SIF Near Miss (Count)

1

1

0

0

SIF Near Miss (Rate)

0.17

0.18

0.00

0.00

29

24

26

19

0.14

0.11

0.12

0.09

GRAND TOTAL SIF NEAR MISSESTOTAL SIF NEAR MISS RATE
Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA

 322 

WORKFORCE DATA | SAFETY DATA

Appendix B

SIF RECORDABLEREGIONMETRIC
Total Labor Hours

Asia Pacific

SIF Recordable (Count)
SIF Recordable (Rate)
Total Labor Hours

EuropeSIF Recordable (Count)
SIF Recordable (Rate)
Total Labor Hours

North America

SIF Recordable (Count)
SIF Recordable (Rate)

South America

SIF Recordable (Count)
SIF Recordable (Rate)

Total Labor Hours

GRAND TOTAL SIF RECORDABLESTOTAL SIF RECORDABLE RATE

2020
11,991,391

2021
13,593,699

2022
12,086,167

2023
11,027,517

1
0.02

3
0.04

2
0.03

2
0.04

8,073,712

8,440,486

8,150,736

6,980,345

2
0.05

4
0.09

5
0.12

2
0.06

20,585,689

22,115,790

22,960,817

22,999,097

13
0.13

14
0.13

11
0.10

9
0.08

1,151,026

1,119,773

1,345,062

1,143,208

0
0.00

0
0.00

0
0.00

0
0.00

16

21

18

13

0.08

0.09

0.08

0.06

2020
11,991,391

2021
13,593,699

2022
12,086,167

2023
11,027,517

0
0

0
0

0
0

0
0

0
8,073,712

08,440,486

08,150,736

0
6,980,345

0
0

0
0

0
0

0
0

0
20,585,689

0
22,115,790

0
22,960,817

022,999,097

0
0

0
0

0
0

0
1

0
1,151,026

0
1,119,773

0
1,345,062

1
1,143,208

0
0

0
0

0
0

0
0

0
0

0
0

0
0

0
1

Employee Fatalities+
REGION
Asia Pacific

METRIC
Total Labor Hours
Women Fatalities (Count)
Men Fatalities (Count)
TOTAL FATALITIES
Total Labor Hours

Europe

Women Fatalities (Count)
Men Fatalities (Count)
TOTAL FATALITIES
Total Labor Hours

North America

Women Fatalities (Count)
Men Fatalities (Count)
TOTAL FATALITIES
Total Labor Hours

South America

Women Fatalities (Count)
Men Fatalities (Count)

TOTAL FATALITIESGRAND TOTAL FATALITIESPlease note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE DATA: SAFETY DATA

 323 The social data in this appendix marked with a + sign were independently assured to a moderate level by SCS Global Services. For
more information or to see the verification statement, please go to page 387.
2023 Global Workforce Composition (Gender and Age)+APPENDIX B: WORKFORCE DATAAGE GROUPSEMPLOYEE
DATA

Number of employees in the agegroup <30 years by gender within
employee categories

POSITION

WOMEN

MEN

TOTAL

Manager

26

50

76

Primary

330

2,183

2,513

Staff

236

297

533

592

2,530

3,122

TOTAL <30 AGE GROUP
Number of employees in the agegroup 30–50 years by gender
within employee categories+

Manager

364

836

1200

Senior Executive/Vice President

13

20

33

Primary

867

5,754

6,621

Staff

TOTAL 31-50 AGE GROUP
Number of employees in the agegroup >50 years by gender within
employee categories

Manager

821

1,325

2,146

2,065

7,935

10,000

103

452

555

Senior Executive/Vice President

5

22

27

Primary

342

2,681

3,023

Staff

365

743

1,108

815

3,898

4,713

3,472

14,363

17,835POSITION

WOMEN

MEN

TOTAL

Manager

52

122

174

Senior Executive/Vice President

1

8

9

Primary

360

2,074

2,434

Staff

142

300

442

555

2,504

3,059

TOTAL >50 AGE GROUPGRAND TOTAL
2023 U.S. Workforce Composition (People of Color)+

Number of employees who identify
as people of color by gender within
employee categories
TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE: EMPLOYEE DATA

 324 

WORKFORCE DATA | EMPLOYEE DATA

Appendix B

2023 Percentage of People of Color at U.S. Sites+
2020

2021

2022

2023

Workforce

33%

35%

35%

36%

Management

16%

17%

18%

18%

2020

2021

2022

2023

Hires Who Identify as People of Color

435

1,141

1,254

1,078

All Hires

933

2,255

2,646

2,165

% People of Color

47%

51%

47%

50%

Percentage of 2023 U.S. Hires (Staff and Primary) Who Identify as People of Color+2023 Ethnic Background of Non-Contingent U.S. Employees+
ETHNIC BACKGROUND

WOMEN

MEN

TOTAL

SHARE IN TOTAL WORKFORCE

1,285

4,187

5,472

64.1%

Black or African American

319

1,226

1,545

18.1%

Hispanic

157

991

1,148

13.5%

Asian

45

158

203

2.4%

American Indian/Alaskan

8

32

40

0.5%

Native Hawaiian/Other Pacific Islander

4

17

21

0.2%

Two or More Races

22

80

102

1.2%

Not Specified

0

1

1

0.0%

1,840

6,692

8,532

100.0%

White

TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE: EMPLOYEE DATA

 325 

WORKFORCE DATA | EMPLOYEE DATA

Appendix B

2023 U.S. Management Positions Share by Ethnic Background+
BREAKDOWN

2022

2023

YOY CHANGE

Asian

4.5%

4.3%

-0.2%

Black or African American

6.7%

6.1%

-0.7%

Hispanic or Latino

5.8%

6.1%

0.3%

White

81.5%

81.8%

0.3%

Indigenous or Native

0.4%

0.6%

0.2%

Native Hawaiian/Other Pacific Islander

0.1%

0.2%

0.1%

Two or More Races

0.9%

1.0%

0.1%

Not Specified

0.0%

0.0%

0.0%

100.0%

100.0%

0.0%

TOTAL
Number of Global Employees by Employment Contract (by Gender and Region)+
WOMEN

REGIONMENTOTALREGULARTEMPORARYREGULARTEMPORARY

Asia Pacific

482

0

2,536

0

3,018

Europe

646

6

3,153

3

3,808

Latin America

418

0

1,552

0

1,970

North America

1,919

1

7,114

5

9,039

TOTAL

3,465

7

14,355

8

17,835

Number of Global Employees by Employment Type (by Gender)+
WOMEN

MEN

TOTAL

Full Time

3,414

14,293

17,707

Part Time

58

70

128

3,472

14,363

17,835TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE: EMPLOYEE DATA

 326 

WORKFORCE DATA | EMPLOYEE DATA

Appendix B

Employee Training by Gender+
HOURS SUM

CATEGORYCOUNT

HOURS AVERAGETOTALS

WOMEN

MEN

WOMEN

MEN

WOMEN

MEN

HOURS

COUNT

HRS AVG

56

148

17

42

3

4

205

59

3

Manager

5,357

12,973

493

1,336

11

10

18,330

1,829

10

Staff

11,85019,816

1,407

2,344

8

8

31,6663,751

8

Primary

14,73875,423

737

4,859

20

16

90,161

5,596

16

TOTAL

32,001

108,360

2,654

8,581

12

13

140,361

11,235

12

Senior Executive/Vice President

2023
Average amount in USD spent per FTE on training and development+$511

North American Staff Who Took Parental Leave in 2023+
WOMEN

MEN

TOTAL

U.S.

41

64

105

Canada

1

8

9

TOTAL

42

72

114

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE: EMPLOYEE DATA 327 

WORKFORCE DATA | EMPLOYEE DATA

Appendix B

2023 Global Workforce Composition (Gender and Country)+
COUNTRY

WOMEN

MEN

TOTAL

Austria1

2

3

Belgium

84

393

477

Brazil

60

453

513

Canada

80

427

507

Chile

13

27

40

China

288

706

994

Czech Republic

61

234

295

Denmark2

6

8

Estonia2

57Finland

52

182

234

France

101

379

480

Germany

33

129

162

Hong Kong

–

1

1

India

166

1,506

1,672

Italy

28

302

330

Japan

5

13

18

Latvia1

78

Lithuania

46

199

245

Mexico

345

1,072

1,417

Netherlands

16

164

180

Norway–77Poland

99

668

767

Singapore

9

38

47

Slovakia–

22South Korea

14

272

286

Spain

33

50

83

Sweden

75

333

408

Switzerland

2

11

13

United Kingdom

16

83

99

United States

1,840

6,692

8,532

TOTAL

3,472

14,363

17,835

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE: EMPLOYEE DATA

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WORKFORCE DATA | EMPLOYEE DATA

Appendix B

Number of Employees Joining the Organization in 2023*+
Total Employees
BY AGE GROUP<30 Years
30 to 50 Years>50 Years
BY GENDER
Men
Women
BY REGION
Asia Pacific
EuropeLatin America
North America
OTHER METRICS% of Open Positions Filled by Internal Candidates
Average Hiring Cost/FTE in USD

2020
2,436

2021
4,274

2022
4,205

2023
3,078

2023 RATE
17%

1,174
1,095
167

2,217
1,756
301

1,870
1,940
395

1,336
1,464
278

43%
15%
6%

1,927
509

3,447
827

3,200
1,005

2,474
604

17%
17%

758
319
391
968

957
477
649
2,191

400
469
747
2,589

172
234
626
2,046

6%
6%
32%
23%

39
5,079

28
4,800

29
5,500

32
5,375

–
–

2020
2,908

2021
3,879

2022
5,225

2023
4,387

2023 RATE
24%

812
1,417
679

1,509
1,650
720

1,689
2,596
940

1,414
2,208
765

42%
21%
16%

2,298
610

3,131
748

4,079
1,146

3,483
904

23%
25%

636
405
480
1,387

908
453
475
2,043

838
1,129
731
2,527

893
374
921
2,199

25%
10%
43%
24%

* Average Hiring Cost/FTE does not include hiring costs of directors or above in the organization.

Number of Employees Leaving Employment in 2023+
Total Employees
BY AGE GROUP<30 Years
30 to 50 Years>50 Years
BY GENDER
Men
Women
BY REGION
Asia Pacific
EuropeLatin America
North America
Total Employee Turnover Rate+
2020
16%
10%

Total Employee Turnover Rate
Voluntary Employee Turnover Rate

2021
20%
13%

2022
26%
14%

2023
24%
13%

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX B – WORKFORCE: EMPLOYEE DATA 329 

Energy
The energy, Scope 1 and Scope 2 greenhouse gas emissions, and select Scope 3 greenhouse gas emission categories data inthis appendix were independently assured to a high level by SCS Global Services. Other data were independently assured to amoderate level by SCS Global Services. For more information or to see the verification statement, please go to page 387.

APPENDIX C: ENVIRONMENTAL DATAENERGYDATA

For the data in this section, baseline adjustments were made following the World Resources Institute (WRI) protocols. Read morein About the Report.
Direct Energy by Fuel Type
87MEGAWATT HOURS(IN MILLIONS)

6
5

4
3
2
1

2018

2019

2020

2021

2022

2023

 Gasoline & Diesel

25,40422,065

17,184

20,146

20,12625,856

 Jet Fuel (Jet A or A-1)

12,503

11,197

4,290

8,970

10,4739,848

 Propane & LPG

156,150

116,357

100,521106,168

157,395

112,365

 Coke674,908

671,221651,777

687,353

633,777

552,074

 Fuel Oil 1,2,6

4,164

3,194

3,298

4,053

5,122

3,348

 Liquefied Natural Gas(LNG)

39,98232,202

34,08834,481

34,89432,760 Natural Gas

5,973,853

5,845,104

5,406,083

5,969,429

6,026,573

5,613,622

TOTAL

6,886,964

6,701,340

6,217,240

6,830,601

6,888,360

6,349,875

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: ENERGY

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ENVIRONMENTAL DATA | ENERGY DATA

Appendix C

Indirect Energy by Source

MEGAWATT HOURS(IN MILLIONS)

4
3
2
1

2018

2020

2021

2022

2023

3,411,069

3,135,655

3,038,256

3,347,084

3,327,236

3,081,364

6,272

5,941

6,550

7,186

4,804

5,390

3,417,340

3,141,596

3,044,807

3,354,270

3,332,040

3,086,754

 Electricity
 Steam, Heat, Cooling
TOTAL

2019

Electricity Consumption by Source (in Megawatt Hours)

Energy Efficiency Footprint Renewable Sourced Electricity

 Absolute MWh  Absolute Percentage

 Non-Renewable Sourced Electricity

100

12,000,000

1,681,750

1,729,319

3,411,069

2019

1,617,921

2020

1,621,479

2021

1,517,735
1,416,777

1,748,659

2022

1,883,341

2023

1,761,217

3,135,655
3,038,256

1,598,425

3,347,084

1,443,895

3,327,236

1,320,147

ABSOLUTE MWH

10,000,000

80

8,000,000

60

6,000,000
40
4,000,000

ABSOLUTE PERCENTAGE

2018

20

2,000,000

3,081,364

2018

2019

2020

2021

2022

2023

10,304,304

9,842,936

9,262,047

10,184,871

10,220,399

9,436,629

Absolute Percentage

100%

96%

90%

99%

99%

92%

Aggregate Intensity(MWh Normalized by
Revenue – In Millions)

1,437

1,361

1,295

1,181

1,040

975

Absolute MWh

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: ENERGY 331 

ENVIRONMENTAL DATA | ENERGY DATA

Appendix C

Energy Portfolio (in Megawatt Hours)
DIRECT ENERGY
Non-Renewable
Asia PacificCanadaEuropeLatin America
United States
Renewable
All Regions
INDIRECT ENERGY
Non-Renewable
Asia PacificCanadaEuropeLatin America
United States
Renewable
Asia PacificCanadaEuropeLatin America
United States
Overall Energy Usage
Non-Renewable
Renewable
TOTAL ENERGY USAGEPERCENT ENERGY FROMRENEWABLE SOURCES

2018
796,739
258,307
1,458,858
587,6023,785,457

2019862,902
221,106
1,372,432
539,885
3,705,015

2020
694,287
215,059
1,302,993
547,783
3,457,118

2021
776,939
272,769
1,378,485
579,581
3,822,828

2022
755,432
275,856
1,394,311
563,056
3,899,704

2023
747,086
256,320
1,232,623
517,770
3,596,075

2018
0

2019
0

2020
0

2021
0

2022
0

2023
0

2018
347,984
158,663
295,371
184,371749,2032019
376,704
116,290
204,537
161,638
664,506

2020
342,418
21,352
236,122
149,248
674,1882021
371,692
17,022
263,243
169,850
783,804

2022
324,445
17,70273,747
165,156
867,6492023
326,268
26,8605,390
154,919
812,100

2018
77,83567,057250,119
90,036
1,196,703

2019
89,291
54,676315,170
88,9601,069,824

2020
85,769166,838
309,920
82,660976,2922021
92,961
219,840
340,257
94,6561,000,945

2022
83,111
228,769
540,717
97,160933,5852023
84,507
216,637
562,361
91,958805,7542018
8,622,555
1,681,750

2019
8,225,015
1,617,921

2020
7,640,568
1,621,479

2021
8,436,212
1,748,659

2022
8,337,058
1,883,341

2023
7,675,412
1,761,217

10,304,304

9,842,936

9,262,047

10,184,871

10,220,399

9,436,629

16.3%

16.4%

17.5%

17.2%

18.4%

18.7%

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: ENERGY

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ENVIRONMENTAL DATA | ENERGY DATA

Appendix C

Renewable and Non-Renewable Electricity Consumption by Region (in Megawatt Hours)
2018

2019

2020

2021

2022

2023

Asia Pacific

77,83589,29185,76992,961

83,111

84,507

Canada67,05754,676

166,838

219,840

228,769

216,637

Europe250,119

315,170309,920

340,257

540,717562,361

Latin America

90,03688,96082,66094,656

97,16091,958

United States

1,196,703

1,069,824

976,292

1,000,945

933,585

805,754

TOTAL RENEWABLE

1,681,750

1,617,921

1,621,479

1,748,659

1,883,341

1,761,217

Asia Pacific346,888375,528

340,912370,543

324,445

326,268

Canada158,663

116,290

21,352

17,022

17,702

26,860Europe290,195

199,773

231,077

257,206

68,9430Latin America

184,371

161,638

149,248

169,850

165,156

154,919

United States

749,203

664,506

674,188783,804

867,649

812,100

1,729,319

1,517,735

1,416,777

1,598,425

1,443,895

1,320,147

Renewable

Non-Renewable

TOTAL NON-RENEWABLE

2023 Direct and Indirect Energy Summary by Region (in Megawatt Hours)
REGIONRENEWABLENON-RENEWABLE

TOTAL BY REGION

Asia Pacific

84,507

1,073,354

1,157,861

Canada216,637

283,180

499,817

Europe562,361

1,238,014

1,800,375

Latin America

91,958672,689764,647

United States

805,754

4,408,175

5,213,929

1,761,217

7,675,412

9,436,629

TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: ENERGY

 333 

ENVIRONMENTAL DATA | ENERGY DATA

Appendix C

Global Electricity Mix Market-Based

Global Electricity Mix Location-Based100

57%
Renewable

80

80

60

40

40
43%
Non-Renewable

CATEGORY

Renewable

Nonrenewable

SOURCE75%
Non-Renewable

60

20

25%
Renewable

100

20

U.S. NON-U.S. GLOBALCATEGORY

SOURCE

U.S. NON-U.S. GLOBAL Hydro

2%

29%

15%

 Hydro

3%

12%

8%

 Wind

45%

29%

38%

 Wind8%6%7%

 Solar

2%

6%

4%

 Solar

2%

10%

6%

 Biomass

<1%

1%

<1%

 Biomass

1%

7%

4%

 Geothermal

<1%

0%

<1%

 Geothermal

<1%

0%

<1%

 Other Renewable

0%

<1%

<1%

 Other Renewable

0%

<1%

<1%

 Coal

15%

18%

16%

 Coal

26%

28%

27%

Renewable

 Oil

<1%

2%

1%

 Oil

<1%

2%

1%

 Gas

19%

11%

15%

 Gas

37%

23%

30%

 Other Fossil

<1%

<1%

<1%

 Other Fossil

<1%

<1%

<1%

 Nuclear

16%

4%

10%

 Nuclear

22%

12%

17%

<1%

0%

<1%

100%

100%

100%

Nonrenewable Other Unknown/
Purchased Fuel

<1%

0%

<1%

 Other Unknown/
Purchased Fuel

TOTAL

100%

100%

100%

TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.
INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: ENERGY 334 

ENVIRONMENTAL DATA | ENERGY DATA

Appendix C

2023 Total Energy Consumed in Our Value Chain (in Megawatt Hours)
CATEGORYCOMPOSITESINSULATIONROOFING

TOTAL

Coal

1,449,225

2,782,107

1,761,914

5,993,246

Natural Gas

1,572,060

2,071,048

2,753,340

6,396,448

Petrol670,933

1,401,336

2,408,246

4,480,515

Bio/Waste

249,382

511,827

590,312

1,351,522

Non-fossil Electricity

557,403

622,042

704,818

1,884,263

4,499,004

7,388,360

8,218,630

20,105,993

TOTAL ENERGY

Energy consumption outside of the organization is determined using an economic input-output life cycle assessment-based (EIO-LCA) method. The calculation is performed using the EIO-LCA
online tool developed by Carnegie Mellon University. It is based on the respective North American Industry Classification System (NAICS) manufacturing industry sectors associated with
Owens Corning’s three major business operations. Net sales figures in the 2022 Owens Corning Annual Report on Form 10-K were used as indicators of, and inputs for, economic activity ineach of the three respective sectors. The reported value is reflective of only Scope 3 upstream use for each of our three businesses.
Energy Disclosures Based on SASB Definitions and Metrics
DISCLOSURE REQUEST

VALUE

Total energy consumed in gigajoules (GJ)

33,971,865

Percentage of energy consumed that was supplied from grid electricity

33%

Percentage of energy consumed that was from alternative sources

0%Percentage of energy consumed that is renewable energy*

15%* Excluding renewable electricity from residual grid mix data

2023 Estimated Savings from Energy Investments by Region
ESTIMATED ANNUAL SAVINGS(METRIC TONS CO2e)

ANNUAL MONETARY SAVINGS (USD)INVESTMENT REQUIRED (USD)

539$88,050$286,087

Outside North America

5,629$1,181,372$1,438,729

TOTAL

6,169

$1,269,422$1,724,816

LOCATION
North America

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: ENERGY

 335 

ENVIRONMENTAL DATA | ENERGY DATA

Appendix C

Global Electricity Mix Factors
TYPE

LOCATIONS CALENDAR YEARSOURCE

Electricity

Canada2023

Statistics Canada Electric Power Annual Generation Data (w/2021 data)

Electricity

EU Countries

2023

Association of Issuing Bodies (AIB): European Residual Mixes (w/2022 data)

Electricity

ROW*

2023

International Energy Agency (IEA): Month Electricity Statistics Data (w/2021 data)

Electricity

Singapore

2023

International Energy Agency (IEA): Data and Statistics (w/2020 data)

Electricity

US

2023

US EPA eGRID 2023 (w/2021 data)

Electricity

Canada2022

Statistics Canada Electric Power Annual Generation Data (w/2021 data)

Electricity

EU Countries

2022

Association of Issuing Bodies (AIB): European Residual Mixes (w/2021 data)

Electricity

ROW*

2022

International Energy Agency (IEA): Month Electricity Statistics Data (w/2020 data)

Electricity

Singapore

2022

International Energy Agency (IEA): Data and Statistics (w/2020 data)

Electricity

US

2022

US EPA eGRID 2022 (w/2020 data)

Electricity

Canada2021

Statistics Canada Electric Power Annual Generation Data (w/2019 data)

Electricity

EU Countries

2021

Association of Issuing Bodies (AIB): European Residual Mixes (w/2020 data)

Electricity

ROW*

2021

International Energy Agency (IEA): Month Electricity Statistics Data (w/2018 data)

Electricity

Singapore

2021

Singapore Government Energy Market Authority (w/2018 data)

Electricity

US

2021

US EPA eGRID 2021 (w/2019 data)

Electricity

Canada2020

Statistics Canada Electric Power Annual Generation Data (w/2018 data)

Electricity

EU Countries

2020

Association of Issuing Bodies (AIB): European Residual Mixes (w/2019 data)

Electricity

ROW*

2020

International Energy Agency (IEA): Month Electricity Statistics Data (w/2018 data)

Electricity

Singapore

2020

Singapore Government Energy Market Authority (w/2018 data)

Electricity

US

2020

US EPA eGRID 2020v2 (w/2018 data)

Electricity

Canada2019

Statistics Canada Electric Power Annual Generation Data (w/2018 data)

Electricity

EU Countries

2019

Association of Issuing Bodies (AIB): European Residual Mixes (w/2018 data)

Electricity

ROW*

2019

International Energy Agency (IEA): Month Electricity Statistics Data (w/2017 data)

Electricity

Singapore

2019

Singapore Government Energy Market Authority (w/2018 data)

Electricity

US

2019

US EPA eGRID 2018 (w/2016 data)

Electricity

Canada2018

Statistics Canada Electric Power Annual Generation Data (w/2017 data)

Electricity

EU Countries

2018

Association of Issuing Bodies (AIB): European Residual Mixes (w/2017 data)

Electricity

ROW*

2018

International Energy Agency (IEA): Month Electricity Statistics Data (w/2016 data)

Electricity

Singapore2018

Singapore Government Energy Market Authority (w/2017 data)

Electricity

US

2018

US EPA eGRID 2018 (w/2016 data)* ROW: Countries besides the US, Canada, Singapore, and the EU

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: ENERGY

 336 Hydrochlorofluorocarbon (HCFC) emissions are optionally included in Scope 1 emissions, in addition to the Kyoto gases, and theassociated emissions are outlined in the table Ozone-Depleting Substances. Hydrofluoroolefin (HFO) emissions are also optionally
included in Scope 1 emissions.

APPENDIX C: ENVIRONMENTAL DATAEMISSIONS
DATA

Direct and Indirect Emissions (Metric Tons CO2e)
Scope 1 and 2 Emissions using Market-Based method.

2018

 Direct (Scope 1)

2,813,198

2019

966,232

2,674,382
2,456,322

794,788

3,251,109

2021

2,411,295

872,8133,284,109

2022

2,253,739

2023

2,074,156

3,779,429

1,160,193

2020

 Indirect (Scope 2)

3,834,576

2,953,099

699,360

2,708,305

634,149

Direct and Indirect Emissions (Metric Tons CO2e)
Scope 1 and 2 Emissions using Location-Based method.		  Direct (Scope 1)

2,813,198

2018

PURPOSEPLANET

4,029,545

2,456,322

1,322,461

3,778,782

2021

2,411,295

1,370,838

3,782,133

2023

PEOPLE

1,355,163

2020

2022

INTRODUCTION

4,287,319

1,474,121

2,674,382

2019

APPENDICES

2,253,739
2,074,156

1,265,164
1,209,202

 Indirect (Scope 2)

3,518,903
3,283,358

APPENDICES | APPENDIX C – ENVIRONMENTAL DATA: EMISSIONS

 337 

ENVIRONMENTAL DATA | EMISSIONS DATA

Appendix C

Scope 1 Emissions Breakdown

4

METRIC TONS C02e
(IN MILLIONS)

3

2

1

2018

2019

2020

2021

2022

2023

 Fossil Fuel Combustion

1,348,577

1,313,017

1,222,909

1,338,719

1,343,050

1,232,900

 Foam Blowing Agent
Emissions

1,283,946

1,187,221

1,076,580

910,695

761,058

703,681 Process Emissions

174,519

168,074

153,440

157,045

143,924

131,714

 Leased Corporate Aircraft

3,107

2,785

1,066

2,229

2,602

2,447

 Leased Corporate Fleet

3,048

3,286

2,327

2,609

3,106

3,413

2,813,198

2,674,382

2,456,322

2,411,295

2,253,739

2,074,156

TOTAL

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: EMISSIONS

 338 

ENVIRONMENTAL DATA | EMISSIONS DATA

Appendix C

Scope 1 Total Direct GHG Emissions – Market-Based (Metric Tons CO2e)
2018

2019

2020

2021

2022

2023

2,813,198

2,674,382

2,456,322

2,411,295

2,253,739

2,074,156

100

100

100

100

100

100

2018

2019

2020

2021

2022

2023

Total Indirect GHG Emissions (Scope 2)

966,232

1,160,193

794,788872,813699,360

634,149

Data Coverage (% of units of production)

100

100

100

100

100

100

2018

2019

2020

2021

2022

2023

2,026,093

1,997,339

1,878,263

2,230,464

2,350,004

2,410,048

Capital goods

219,941

164,772

129,523

92,21094,788102,897

Fuel- and energy-related activities (not included in Scope 1 or Scope 2)

891,911

897,789795,687

863,319830,088749,257

Upstream transportation and distribution

304,962

211,535

219,226

218,386

196,546

294,932

Business travel

13,70813,931

3,370

3,852

9,172

9,824

Employee commuting

25,08323,861

22,50822,912

22,99321,366

Downstream transportation and distribution

449,663

427,809424,116

476,716

472,895

444,740

Processing of sold products

410,382

407,629

371,481

429,416

470,168

419,345

End-of-life treatment of sold products

202,469

190,965

196,019

219,661

228,375

209,060

4,544,213

4,335,629

4,040,194

4,556,936

4,675,029

4,661,469

Total Direct GHG Emissions (Scope 1)
Data Coverage (% of units of production)
Scope 2 Total Indirect GHG Emissions – Market-Based (Metric Tons CO2e)

Scope 3 Total GHG Emissions (Metric Tons CO2e)
CATEGORIES
Purchased goods and services

TOTAL
2023 Direct GHG Emissions – Market-Based (Metric Tons CO2e)
Direct GHG Emissions
Emissions Normalized by Metric Tons of Product Produced

NORTH AMERICAOUTSIDE NORTH AMERICA

TOTAL

1,331,391

742,765

2,074,156––

0.2627NORTH AMERICAOUTSIDE NORTH AMERICA

TOTAL

355,895

278,254

634,149––0.08032023 Indirect GHG Emissions – Market-Based (Metric Tons CO2e)
Indirect GHG Emissions
Emissions Normalized by Metric Tons of Product Produced

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: EMISSIONS

Please note that the numbers
have been rounded. Some
totals have been affected asa result.

 339 

ENVIRONMENTAL DATA | EMISSIONS DATA

Appendix C

Ozone-Depleting Substances – HCFCs (Absolute Metric Tons CO2e)

2018

390,8922019284,4442020

228,937

2021
2022

Emissions of Ozone-Depleting Substances – Metric Tons of CFC-11 Equivalent (GRI 305-6)

2019

8.05

2020

191,074

6.47

2021

0

2023

11.20

2018

2022

120,547

2023

5.37
0
3.11

Owens Corning optionally chooses to report ourhydrochlorofluorocarbon (HCFC) and hydrofluoroolefin (HFO)
emissions within our Scope 1 for transparency.

CFC-11 is not directly emitted by Owens Corning. This is a calculationof CFC-11 Equivalents in MT from the MT of HCFC blowing agentsused and EPA conversion factors to answer GRI 305-6.

Excluded from this calculation are the HCFC emissions of 97,226 MT
CO2e in 2022 and 34,543 MT CO2e in 2023 from a foam product that
we outsourced in Asia, although these emissions are tracked in our
Scope 3 Purchased Goods and Services.

Excluded from this calculation are the HCFC emissions of 2.21 MT
CFC-11 equivalent in 2022 and 0.7 MT CFC-11 equivalent in 2023 froma foam product that we outsourced in Asia, although these emissions
are tracked in our Scope 3 Purchased Goods and Services.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: EMISSIONS

 340 

ENVIRONMENTAL DATA | EMISSIONS DATA

Appendix C

Particulate Matter 10 Micrometers or Less in Diameter (PM10)

Absolute Metric Tons

Retired Carbon Offsets

2018

2019

2020

2021

2022

2023

2,898

2,769

2,591

3,012

2,775

2,623

QUANTITYRETIREDGHG
OFFSET

OFFSET
TYPE

REGISTRY

40

40 mt
CO2e

Verified
Emissions
Reductions(VERs)Gold
Standard
ImpactRegistry

PURPOSE OF
DETAILS OF CREDIT ORIGINATIONRETIREMENT
Retired insupport of2023 salesof net-zeroproducts

India: Delhi Metro rail efficiency project, related
to the implementation of energy efficiency
measures in selected stations of the Delhi
Metro in India and promoting less GHG
intensive transportation models for the region

Toxic Air Emissions Footprint

GHG Scope 1 and Scope 2 Intensity

 TAE  Aggregate Intensity Percentage

 Scope 1 and Scope 2 (Market-Based) Emissions  Aggregate Intensity Percentage

ABSOLUTE METRIC TONSIMPROVEMENT

2500

100

2000

80

1500

60

1000

40

3,500,000

2,500,000

40

1,500,000
1,000,000

20

500,000

Scope 1 andScope 2
(Market-Based)
Emissions

2019

2020

2021

2022

2023

Absolute Metric
Tons

680

703

636

742

784

759

Aggregate Intensity
Percentage

100%

103%

94%

91%

84%

83%

Aggregate
Intensity
Percentage

0.095

0.097

0.089

0.086

0.080

0.078

Aggregate
Intensity

INTRODUCTION

60

2,000,000

2018(Metric Tons Normalized
by Revenue, in Millions)80

3,000,000

20500

Aggregate Intensity

100

4,000,000

ABSOLUTE METRIC TONS

17%

AGGREGATE INTENSITY PERCENTAGE

120

AGGREGATE INTENSITY PERCENTAGE

3000(MT CO2e normalized
by revenue in millions)

PEOPLEPURPOSEPLANET

APPENDICES

2018

2019

2020

2021

2022

2023

3,779,429

3,834,576

3,251,109

3,284,109

2,953,099

2,708,305

100%

101%

86%

72%

57%

53%

527

530

455

381

300

280

APPENDICES | APPENDIX C – ENVIRONMENTAL DATA: EMISSIONS

 341 

ENVIRONMENTAL DATA | EMISSIONS DATA

Appendix C

Source of GHG Emissions Factors
TYPE

LOCATIONSCALENDAR YEARSOURCE

Natural Gas

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Distillate fuel oil No 1

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Distillate fuel oil No 2

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Distillate fuel oil No 6

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

PropaneAll locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Coke

All locations

2018

The Climate Registry: 2018 Gen. Reporting Protocol – USA Industrial

Coke

All locations

2019

The Climate Registry: 2019 Gen. Reporting Protocol – USA Industrial

Coke

All locations

2020

The Climate Registry: 2020 Gen. Reporting Protocol – USA Industrial

Coke

All locations

2021-2022

The Climate Registry: 2021 Gen. Reporting Protocol – USA Industrial

Coke

All locations

2023

The Climate Registry: 2023 Gen. Reporting Protocol – USA Industrial

Diesel/Gas Oil

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Motor Gas

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Liquified Petroleum Gas (LPG)

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Liquified Natural Gas (LNG)

All locations

2018

The Climate Registry: 2018 Gen. Reporting Protocol – USA Transport

Liquified Natural Gas (LNG)

All locations

2019

The Climate Registry: 2019 Gen. Reporting Protocol – USA Transport

Liquified Natural Gas (LNG)

All locations

2020

The Climate Registry: 2020 Gen. Reporting Protocol – USA Transport

Liquified Natural Gas (LNG)

All locations

2021-2022

The Climate Registry: 2021 Gen. Reporting Protocol – USA Transport

Liquified Natural Gas (LNG)

All locations

2023

The Climate Registry: 2023 Gen. Reporting Protocol – USA Transport

Kerosene

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Jet Fuel

All locations

2018

The Climate Registry: 2018 Gen. Reporting Protocol – USA Transport

Jet Fuel

All locations

2019

The Climate Registry: 2019 Gen. Reporting Protocol – USA Transport

Jet Fuel

All locations

2020

The Climate Registry: 2020 Gen. Reporting Protocol – USA Transport

Jet Fuel

All locations

2021-2022

The Climate Registry: 2021 Gen. Reporting Protocol – USA Transport

Jet Fuel

All locations

2023

The Climate Registry: 2023 Gen. Reporting Protocol – USA Transport

Limestone

All locations

2018-2023

IPCC Mineral Industry Emissions Chapter 2 V3 publication 2006

Dolomite

All locations

2018-2023

IPCC Mineral Industry Emissions Chapter 2 V3 publication 2006

Soda Ash

All locations

2018-2023

IPCC Mineral Industry Emissions Chapter 2 V3 publication 2006

Steam Purchased

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

District Heating

All locations

2018-2023

US EPA MRR: Final Rule (40 CFR 98) – Industrial Sector 2013

Blowing Agents excluding Isopentane

All locations

2018-2022

IPCC Fifth Assessment Report (AR5): Climate Change 2014

Blowing Agents excluding Isopentane

All locations

2023

IPCC Sixth Assessment Report (AR6): Climate Change 2023

Blowing Agents – Isopentane

All locations

2022-2023

Industry average factor

Electricity – Market – Utility Emission Factors Select Locations

2018-2023

Provided factors vary by energy supplier by site and year

Electricity – Market Residual Mix

EU Countries

2023

Association of Issuing Bodies (AIB): European Residual Mix 2022 v1.0

Electricity – National Sources

ROW*

2023

International Energy Agency (IEA): CO 2 Emissions from Fuel Combustion 2022-Year 2020

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: EMISSIONS

 342 

ENVIRONMENTAL DATA | EMISSIONS DATA

Appendix C

Source of GHG Emissions Factors
TYPE

LOCATIONSCALENDAR YEARSOURCE

Electricity – Market Residual Mix

US

2023

2022 Green-e Residual Mix (2020 certified sales) v2

Electricity – Location – Regional Sources US

2021

US EPA eGRID 2021 (w/2019 Data)

Electricity – Location – Regional Sources US

2023

US EPA eGRID 2023 (w/2021 Data)

Electricity – Market Residual Mix

EU Countries

2022

Association of Issuing Bodies (AIB): European Residual Mix 2021 v1.0

Electricity – National Sources

ROW*

2022

International Energy Agency (IEA): CO2 Emissions from Fuel Combustion 2022-Year 2020

Electricity – Market Residual Mix

US

2022

2022 Green-e Residual Mix (2020 certified sales) v2

Electricity – Location – Regional Sources US

2022

US EPA eGRID 2022 (w/2020 Data)

Electricity – Market Residual Mix

EU Countries

2021

Association of Issuing Bodies (AIB): European Residual Mix 2020 v1.0

Electricity – National Sources

ROW*

2021

International Energy Agency (IEA): CO2 Emissions from Fuel Combustion 2020-Year 2018

Electricity – Market Residual Mix

US

2021

2021 Green-e Residual Mix (2019 certified sales)

Electricity – Market Residual Mix

EU Countries

2020

Association of Issuing Bodies (AIB): European Residual Mix 2019 v1.0

Electricity – National Sources

ROW*

2020

International Energy Agency (IEA): CO2 Emissions from Fuel Combustion 2020-Year 2018

Electricity – Market Residual Mix

US

2020

2020 Green-e Residual Mix (2018 certified sales)

Electricity – Location – Regional Sources US

2020

US EPA eGRID 2020 v2 (w/2018 Data)

Electricity – Market Residual Mix

EU Countries

2019

Association of Issuing Bodies (AIB): European Residual Mixes 2018

Electricity – National Sources

ROW*

2019

International Energy Agency (IEA): CO2 Emissions from Fuel Combustion 2019-Year 2017

Electricity – Market Residual Mix

US

2019

2019 Green-e Residual Mix (2017 certified sales)

Electricity – Location – Regional Sources US

2019

US EPA eGRID 2018 (w/2016 data)

Electricity – Market Residual Mix

EU Countries

2018

Association of Issuing Bodies (AIB): European Residual Mixes 2018

Electricity – National Sources

ROW*

2018

International Energy Agency (IEA): CO2 Emissions from Fuel Combustion 2018-Year 2016

Electricity – Market Residual Mix

US

2018

2018 Green-e Residual Mix (2016 certified sales)

Electricity – Location – Regional Sources US

2018

US EPA eGRID 2018 (w/2016 data)

Leased Facilities

Warehouse

2019-2023

Energy Star Portfolio Manager – U.S. Energy Use Intensity by Property Type; publication 8/2018

Leased Facilities

Office/Other

2019-2023

Energy Star Portfolio Manager – U.S. Energy Use Intensity by Property Type; publication 8/2018

Leased Facilities

Warehouse

2018

Energy Star Portfolio Manager – Energy Star Score for Warehouses in the United States; publication 7/13

Leased Facilities

Office/Other

2018

Energy Star Portfolio Manager – Energy Use in Office Buildings; publication 10/2012*ROW includes EU countries when using the location-based approach. Residual mix data from AIB is used in market-based emissions calculations only.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: EMISSIONS

 343 

Non-hazardous Waste by Disposal Method (Metric Tons)

ABSOLUTE METRIC TONS(IN THOUSANDS)

1000

APPENDIX C: ENVIRONMENTAL DATA

WASTE
DATA

800

600

400

200

2018

2019

2020

2021

2022

2023

 Waste-to-Landfill

342,838

303,199

283,280

334,834

343,106

293,601

 Recycled Internally(on-site)

303,633

261,166

236,502259,328

281,617

270,310

 Recycled Externally(off-site)

190,086

199,973

184,044

217,013

189,455

201,222

 Recycled Internally with
External Processing

18,182

42,20454,22453,46646,35647,249 Recultivation

7,841

13,83627,163

14,821

7,122

6,585

 Incinerated with
Energy Recovery

4,369

4,199

6,978

8,525

5,391

6,399

 Treated and Recycled

1,600

2,118

1,354

495

352

227

 Incinerated Without
Energy Recovery

725

186

506

881

897

986

 Controlled Confinement*

549

200

137

186

139

158

 Composting

72

73

24

19

25

59

 Return to Supplier

14

2

2

2

3

4

 Cross-Plant Recycle

1,116

1,089

93

–

–

329

871,023

828,245794,305

889,569

874,464

827,130

GRAND TOTAL* Owens Corning considers Controlled Confinement as Waste-to-Landfill for reporting purposes.

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WASTE

 344 

ENVIRONMENTAL DATA | WASTE DATA

Appendix C

Non-hazardous Waste by Business (Metric Tons)
2018

2019

2020

2021

2022

2023

Corporate

1,231

2,206

1,031

998

867

896

Composites

196,041

179,826

162,182

198,362

217,159

188,445

Insulation

584,135

557,308538,269

598,427

567,330

544,971

Roofing
GRAND TOTAL

89,61688,90692,82391,783

89,107

92,819871,023

828,245794,305

889,569

874,464

827,130

Hazardous Waste Intensity (Normalized by Metric Tons of Product Produced)

Diverted vs. Not Diverted Waste (Metric Tons)					 Diverted
 Not Diverted		

2018

2018

524,1612019

521,9382020

504,500

0.000492019

0.000792020

0.000522021

0.000582022

0.000632023

0.00088

350,502312,257
293,663874,663
834,195

798,1632021

546,435

347,962

894,3962022

526,439

353,198

879,6372023

527,811306,306

834,118

In 2023, 62% of our total waste generated was recycled. This includes the categories Recycled Internally (on-site), Recycled Externally (off-site), Recycled Internally with External
Processing, Treated and Recycled, and Cross-Plant Recycle for both hazardous and non-hazardous waste.

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WASTE

 345 

ENVIRONMENTAL DATA | WASTE DATA

Appendix C

Hazardous Waste by Disposal Method (Metric Tons)
7000

6000

ABSOLUTE METRIC TONS

5000

4000

3000

2000

1000

0

2018

2019

2020

2021

2022

2023

1,595

1,234

2,090

2,258

2,642

3,083

 Incinerated with Energy Recovery

25

2,916

337

845

691

1,820

 Recycled Internally (on-site)

961

835

824

825

1,033

961

 Treated and Recycled

91

235

52

68

178

613

 Recycled Externally (off-site)

566

407

219

398

293

252

 Controlled Confinement

255

177

197

195

161

169

 Incinerated Without Energy Recovery

147

146

138

238

171

89

 Waste-to-Landfill

–

–

–

–

4

–

3,640

5,950

3,858

4,827

5,173

6,987

 Recultivation
TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WASTE

 346 

ENVIRONMENTAL DATA | WASTE DATA

Appendix C

In 2023, we generated 6,988 metric tons of hazardous waste, which is only 0.84% of the total waste generated. A total of 3,252 metric tons of hazardous waste was sent to landfill, which
includes waste disposed of through controlled confinement.
Hazardous Waste by Business (Metric Tons)

Corporate

2018

2019

2020

2021

2022

2023

24

20

27

18

6

11

Composites

1,128

899

742

1,095

1,412

2,014

Insulation

2,467

5,002

3,034

3,648

3,692

4,907

Roofing

21

29

55

66

63

56

3,640

5,950

3,858

4,827

5,173

6,988

GRAND TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WASTE

 347 

Water Consumption (Cubic Meters)

APPENDIX C: ENVIRONMENTAL DATA

WATER
DATA

2018

2019

2020

2021

2022

2023

Withdrawal

10,656,402

10,522,679

9,455,562

10,640,705

10,808,970

9,893,982

Discharge

5,666,241

5,828,809

5,218,886

5,336,326

5,356,871

4,789,193

Consumption

4,990,161

4,693,870

4,236,676

5,304,379

5,452,099

5,104,789

Water Withdrawal by Source
12

ABSOLUTE CUBIC METERS(IN MILLIONS)

10
8
6
4
2

2018

2019

2020

2021

2022

2023



Municipal Water

7,575,660

7,838,880

7,019,926

8,074,675

7,927,719

7,473,645

Well Water

2,458,714

2,028,623

1,709,518

1,885,111

2,197,345

1,827,670

Surface Water

367,753

397,720

413,751

363,039

369,818

323,766



Third-Party Supplier Water

182,998

181,658

243,680

235,427

240,659

189,132



Stormwater

71,27775,79868,68782,45373,42979,769Withdrawal (Other)

–

–

–

–

–

–

10,656,402

10,522,679

9,455,562

10,640,705

10,808,970

9,893,982

TOTAL

Water Withdrawal by Business (Cubic Meters)
2018

2019

2020

2021

2022

2023

Composites

5,340,886

5,593,770

4,853,999

5,321,986

5,584,206

4,907,015

Insulation

4,044,759

3,620,992

3,395,976

3,974,498

4,003,522

3,752,851

Roofing

1,151,712

1,194,563

1,092,678

1,229,838

1,097,524

1,117,092

Corporate

119,045

113,354

112,909114,383

123,719

117,024

10,656,402

10,522,679

9,455,562

10,640,705

10,808,970

9,893,982

TOTAL

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WATER 348 

ENVIRONMENTAL DATA | WATER DATA

Appendix C

Water Discharge by Destination (Cubic Meters)
2018

2019

2020

2021

2022

2023

POTW

4,118,174

4,330,783

3,873,102

4,152,554

4,243,547

3,891,318

Surface Water

1,504,890

1,470,828

1,320,524

1,164,378

1,098,713

882,981

Discharge (Other)

38,41821,642

21,352

16,753

13,546

13,780Off-Site Shipment

4,759

5,556

3,908

2,640

1,065

1,114

5,666,241

5,828,809

5,218,886

5,336,326

5,356,871

4,789,193

2018

2019

2020

2021

2022

2023

North America

3,055,087

3,094,168

2,779,522

2,938,614

3,083,139

2,803,132

Outside North America

2,611,154

2,734,641

2,439,363

2,397,712

2,273,732

1,986,060

TOTAL

5,666,241

5,828,809

5,218,886

5,336,326

5,356,871

4,789,193

TOTAL

Water Discharge by Location (Cubic Meters)

Average Discharge Quality by Effluent Type
WATER QUALITY

2023

Effluent – BOD

60.56

Effluent – COD

285.49Effluent – TSS

113.32

In average milligrams of effluent per liter of water.

2023 WRI Extremely High/High Baseline Water Stress in Accordance with GRI and CDP
DISCHARGE BY DESTINATIONDISCHARGE (IN CUBIC METERS)

POTW

1,319,806

Surface Water

332,790

Off-Site Shipment–

Discharge (Other)

1,780

TOTAL

1,654,376

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WATER 349 

ENVIRONMENTAL DATA | WATER DATA

Appendix C

2023 Water Withdrawal by Source with Freshwater Breakdown (Cubic Meters)		

2023 Water Discharge by Destination with Freshwater Breakdown (Cubic Meters)

ALL SITESHIGH WATER-STRESS SITESWITHDRAWALWITHDRAWAL

Municipal Water

7,473,645

3,022,957

Freshwater

7,473,645

3,022,957

WITHDRAWAL BY SOURCE

Other Water––

1,827,670

735,414

Freshwater

1,827,670

735,414

Other Water––

Surface Water

323,766

17,817

Well Water

Freshwater

323,766

17,817

Other Water––

189,132

39,251

Freshwater

189,132

39,251Other Water––

Stormwater

79,769–Freshwater

79,769–Other Water––

Withdrawal (Other)––

Freshwater––

Other Water––

9,893,982

3,815,439

Freshwater

9,893,982

3,815,439

Other Water--

Third-Party Supplier WaterTOTAL

DISCHARGE BY DESTINATION
POTW

ALL SITESHIGH WATER-STRESS SITESDISCHARGEDISCHARGE

3,891,318

1,877,732

Freshwater

3,891,318

1,877,732

Other Water––

Surface Water

882,981

383,411Freshwater

882,981

383,411

Other Water––

Discharge (Other)

13,780–Freshwater

13,780–

Other Water––

Off-Site Shipment

1,114

–

Freshwater

1,114

–

Other Water––

4,789,193

2,261,143

Freshwater

4,789,193

2,261,143

Other Water

–

–

TOTAL

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WATER 350 

ENVIRONMENTAL DATA | WATER DATA

Appendix C

Water Withdrawal Intensity High Water-Stress Sites

2023 Water Consumption Areas with Water Stress (Cubic Meters)

4,000,000

100

3,200,000

80

2,400,000

60

1,600,000

40

800,000

20

Absolute
Cubic Meters
Aggregate Intensity
Percentage
Aggregate Intensity(Cubic Meters
Normalized by
Revenue, in Millions)

2018

2019

2020

2021

2022

2023

4,068,573

4,183,580

3,736,000

4,072,904

4,220,578

3,815,439

100

96

88

78

73

64

ALL SITESHIGH WATER STRESS SITES

Withdrawal

9,893,982

3,815,439

Discharge

4,789,193

2,261,143

Consumption

5,104,789

1,554,296

2023 WRI Extremely High/High Baseline Water Stress inAccordance with GRI and CDP
WITHDRAWAL(IN CUBIC METERS)WITHDRAWAL BY SOURCE
Municipal Water

2,625,309

Well Water

740,253

Surface Water

17,817

Third-Party Supplier Water

39,251

Stormwater–

Withdrawal (Other)

–

TOTAL
2,458

2,371

2,161

1,916

1,806

3,422,631

1,563

Estimated Water Savings by Business (2018-2023)

Water Withdrawal All Remaining Sites
2018

2019

2020

2021

2022

2023

6,587,829

6,339,099

5,719,562

6,567,801

6,588,392

6,093,295

Aggregate Intensity
Percentage

100

94

82

78

67

59

Aggregate Intensity(Cubic Meters
Normalized by
Revenue, in Millions)

1,392

1,311

1,143

1,090

927

815

Absolute
Cubic Meters

AGGREGATE INTENSITY PERCENTAGE

ABSOLUTE CUBIC METERS Absolute Cubic Meters  Aggregate Intensity Percentage ― 2030 Goal

CUBIC METERS

USD

Composites

388,973357,692

Insulation

1,146,659

1,054,445

Roofing

678,440

623,880

TOTAL

2,214,073

2,036,018

Please note that the numbers have been rounded. Some totals have been affected as a result.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX C – ENVIRONMENTAL DATA: WATER 351 

GENERAL DISCLOSURES | EMPLOYEE BENEFITSAppendix D

Owens Corning offers a wide range of competitive benefits, allowing our employees to choose what best fits their individual
needs. Benefits are made available to regular, full-time employees and some part-time employees working at least 24 hours per
week. These benefits vary by country, business unit, and work location, and not all benefits are available at all locations.

APPENDIX D

GENERALDISCLOSURES

Health and Wellness Benefits

Employment Opportunity and Security Benefits

 Medical insurance Recall rights for laid-off employees

•
•
•
•

Employee healthcare
Family healthcare, including domestic partners
DentalVision Job security initiatives for redeployment,
including retraining, relocation, work-sharing, andoutplacement services
 Matching gift programs Short-term and long-term disability

 Education benefits for employees and their families Employee Assistance Program Mentoring programs

 Fertility, surrogacy, and adoption benefits

 Employee recognition programs

 Wellness and fitness programs Workforce training, skills, and leadershipdevelopment programs

 On-site fitness facilities (at some locations) Tuition reimbursement (other than career training) Wellness credits and access to healthimprovement programs

Work/Life Support Programs

 Preventive healthcare programs Maternity and/or paternity leave Retirement healthcare benefits (for employees hired
before 1/1/2006)

 Flexible work schemes and work sharing
 Paid and unpaid leaves of absence

Financial and Retirement Benefits

 Bereavement leaves

 Bonus/incentive pay Paid vacation and holidays

 401(k) financial education

 Short-term disability 401(k) match Long-term disability

 Health savings account Survivor benefits Matching gift programs
 Life insurance Business travel accident protection
 Employee stock purchase programs
 Retirement savings plans
Trend of Employee Well-Being
2018

2019

2020

2021

2022

2023

Employee Engagement

88%

74%

74%

89%

89%

70%

% of Employees Responding

62%

84%

85%

73%

73%

70%

This table includes the results of both our primary and staff employee engagement surveys

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX D – GENERAL DISCLOSURES 352 

GENERAL DISCLOSURES | MISCELLANEOUS

Appendix D

Customer Satisfaction
We collected feedback from nearly 900 respondents, representing all three of our integrated businesses, their distinct customer types, contractors, and locations. The survey allows
us to measure overall satisfaction and the Net Promoter Score (NPS), as well as go into more detail across customer touch points to help drive specific improvements. In 2022, themost recent year we issued a survey, the NPS score was 57 for the company, based on an index ranging from -100 to 100.
2023 Financial AssistanceOwens Corning receives financial assistance in the form of various tax credits, which are reflected in the table below. All figures are in U.S. dollars.
COUNTRYTAX RELIEF AND
TAX CREDITSSUBSIDIES

GRANTSROYALTY
HOLIDAYS

AWARDSECAASSISTANCEOTHERGOVERNMENTBENEFITSFINANCIALINCENTIVESFrance$2,311,675$6,397,855$881,435

$–

$–

$–

$–

$123,417

Italy$9,084,662

$–

$–

$–

$–

$–

$–

$–

Belgium$–$98,227

$–

$–

$–

$–

$–

$12,844

Netherlands$–$133,535

$–

$–

$–

$–

$–

$–

Poland$–$4,680,625

$–

$–

$–

$–

$–

$–

Sweden$–$2,243,959

$–

$–

$–

$–

$–

$–

$18,875,366

$–

$–

$–

$–

$–

$–

$–

China

$–

$–

$2,463,923

$–

$–

$–

$–

$–

South Korea$–$8,644

$–

$–

$–

$–

$–

$55,656

India

$–

$–

$980,246

$–

$–

$–

$1,357,174$–$30,271,703$13,562,845$4,325,604

$–

$–

$–

$1,357,174$191,917

United States

TOTAL

1. Grants include: green production, industrial investment, and other relevant types of grants.
2. Subsidies include: business/industrial development, educational, employment, energy, and other business-relevant subsidies.
3. Tax Relief and Tax Credits include federal R&D tax credits, foreign tax credits, and other federal and state credits. The majority of this category is reported under ASC 740.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX D – GENERAL DISCLOSURES

 353 

GENERAL DISCLOSURES | MISCELLANEOUS

Appendix D

TaxOwens Corning’s tax strategy is guided by the following principles:1.

Ensure that all tax filings and payments are made accurately and in a timely manner

2.

Build and maintain transparent and collaborative relationships with tax authorities

3.

Evaluate and mitigate risk through rigorous review processes and controls, including byexternal auditors

4.

Implement only those tax initiatives that are consistent with the company’s businessobjectives and risk profile

The company has a global team of tax professionals in many of its operating jurisdictions.
Each location manages their respective tax affairs in accordance with Owens Corning’s
Code of Conduct, global tax strategy, policies, and procedures. The Chief Financial Officer
has the ultimate responsibility for Owens Corning’s tax strategy. The Vice President of
Tax oversees the day-to-day operations of the tax function, including the execution of thecompany’s tax objectives and policies. Tax matters are reported to the Board’s Audit and
Finance Committees on a regular basis.
Information about Owens Corning’s taxes is provided in Note 20 of the company’s Form
10-K filed with the SEC. The information is bifurcated into U.S. and Foreign because theU.S. provides the majority of the company’s earnings before interest and taxes (EBIT).
The management discussion and analysis (MD&A) section of Form 10-K provides an
explanation of why the company’s global effective tax rate differs from the U.S. statutory
rate. An additional table is provided in Note 20 Income Taxes to further explain thematerial differences between the effective tax rate and the statutory tax rate.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

Risk management is a critical part of Owens Corning’s tax function. The tax function has
rigorous processes and controls in place to identify, assess, and measure known, new, andemerging risks. The company’s public disclosures related to tax are reviewed by an external
audit firm as part of the company’s quarterly and annual audit process. The risk of tax law
changes is regularly monitored and analyzed using research software, trade and news
publications, and active participation in tax associations. The company tracks proposed tax
law changes globally to determine which changes could potentially have an impact on thecompany’s tax position, including the utilization of its tax attributes. Appropriate measures
are then taken to mitigate the negative impact of such changes.
In addition, the tax function works very closely with the company’s Corporate Financial
Planning & Analysis (FP&A) and Business Finance and Operational teams to understandboth the short-term and the long-term trends of our global operations. Tax planning andoperational initiatives are identified, analyzed, and implemented to support and complement
these business objectives.
Lastly, Owens Corning seeks to develop and maintain open and constructive relationships
with all stakeholders. The tax function collaborates with the company’s Government Affairsgroup, as well as other tax and trade organizations, to advocate public policy and legislative
matters as they relate to tax. The company also strives to resolve disputes through mutualtransparency and collaboration, always behaving in the utmost professional and ethicalmanner with tax authorities.

APPENDICES | APPENDIX D – GENERAL DISCLOSURES 354 

GENERAL DISCLOSURES | KEY PARTNERSHIPS

Appendix D

Our Partnerships and Collaborations with Organizations/Governing Bodies
MEMBER ONLYPOSITION IN
GOVERNANCE BODIESPROVIDES SUBSTANTIVEPARTICIPATES IN
FUNDS BEYOND
PROJECTS/COMMITTEESROUTINE MEMBERSHIPVIEWS RELATIONSHIPAS STRATEGICCOMMUNITIESAssociation of Corporate Citizenship Professionals

44Charities Aid Foundation

4

4

ConnecToledo

4

4

4

4

Dana Open (LPGA charitable tournament)

4

4

4

4

DEAI ALLiance of Northwest Ohio

4

Gary Sinise Foundation

4

Give2Asia
Habitat for Humanity – Local and International

4

4

4

4

4

4

4

Jill of All Trades

4

King Baudouin Foundation

4

4

Local Initiatives Support Corporation Toledo

4

4

4

4

Metroparks Toledo Foundation

4

4

4

4

4

4

4

4

4

4

National Center for Construction Education
and Research
Purple Heart Homes

4

Toledo Public School Foundation

4

Toledo Excel

4

4

Toledo Museum of Art

4

4

4

Toledo Zoo

4

4

4

UNICEF

4

United Way Greater Toledo

4

United Way Worldwide

4

Wildlife Habitat Council

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX D – GENERAL DISCLOSURES

4

4

4

4

4

4

 355 

GENERAL DISCLOSURES | KEY PARTNERSHIPS

Appendix D

MEMBER ONLYPOSITION IN
GOVERNANCE BODIESPROVIDES SUBSTANTIVEPARTICIPATES IN
FUNDS BEYOND
PROJECTS/COMMITTEESROUTINE MEMBERSHIPVIEWS RELATIONSHIPAS STRATEGICEDUCATION
Bowling Green State University
Brigham Young University
Lehigh University

4

4

New York University

4

Ohio State University

4

University of Florida
University of Michigan

4

4

4

4

4

4
4

4

4

4

4

University of Toledo

44Western Michigan University Bronco Challenge

4

4

4

GOVERNMENT
DOE's Better Plants Program

4

4

EPA’s ENERGY STAR

4

4

EPA's Green Power Partnership

4

4

®

National Institute for Standards and Technology

4

Transportation Research Board

4

4

4

INDUSTRY ASSOCIATIONSAir Barrier Association of America (ABAA)

44

Air Duct Council (ADC)

4

American Composites Manufacturing Association(ACMA)

4

American Concrete Institute (ACI)

4

American Concrete Paving Association (ACPA)

4

American Institute of Architects (AIA)

4

Asphalt InstituteAsphalt Institute Foundation

4

Asphalt Interlayer Association (AIA)

4

Asphalt Roofing Manufacturers Association (ARMA)

4

Association for Materials Protection and Performance

4

Association of National Advertisers

4Center for the Integration of Composites into
Infrastructure (CICI)

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

Construction & Demolition Recycling Association

4

Construction Specifiers Institute (CSI)INTRODUCTIONPEOPLE

4

PURPOSE4

PLANET

APPENDICES

44APPENDICES | APPENDIX D – GENERAL DISCLOSURES

44 356 

GENERAL DISCLOSURES | KEY PARTNERSHIPS

Appendix D

MEMBER ONLY
INDUSTRY ASSOCIATIONS
Eastern States Insulation Contractors Association(ESICA)
Engineered Wood Technology Association (EWTA)POSITION IN
GOVERNANCE BODIESPROVIDES SUBSTANTIVEPARTICIPATES IN
FUNDS BEYOND
PROJECTS/COMMITTEESROUTINE MEMBERSHIPVIEWS RELATIONSHIPAS STRATEGIC

4

4

4

4

4

4

4

4

4

4

4

Extruded Polystyrene Foam Association (XPSA)
Firestop Contractors International Association (FCIA)

4

Firesafe North America
Heating, Air-Conditioning & Refrigeration Distributors
International (HARDI)
HVACR Manufacturer's Association (HMA)

4

Innovation Research Interchange (IRI)
Institute for Advanced Composites Manufacturing
Innovation (IACMI)
Insulation Contactors of America Association (ICAA)

4International Firestop Council (IFC)

4

4

4

International Institute for FRP in Construction (IIFC)

4

4

4

International Institute of Ammonia Refrigeration (IIAR)
International Institute of Building Enclosure
Consultants (IIBEC)
National Association of Manufacturers (NAM)

4
4

4

4

4

4

4

National Insulation Association (NIA)

4

4

4

4

4

4

4
4

4

4
4

4

4
4

4

4

4
4

National Women in Roofing

4

North Energy Efficiency Alliance (NEEA)
Polyisocyanurate Insulation Manufacturers
Association (PIMA)
Southwest Energy Efficiency Project (SWEEP)

4

4

4

4

4

4

4

4

4

4

4

4

Southwest Insulation Contractors Association (SWICA)

4

Spray Polyurethane Foam Alliance4

Western Insulation Contractors Association

4

NON-GOVERNMENT ORGANIZATIONS
American Association of State Highway
Transportation Officials

4

American Center for Life Cycle Assessment
American Chemistry Council Spray Foam Coalition

4

American Council for an Energy-Efficient Economy

4

American Ceramic Society
American Society for Testing and Materials

4

ASTM International

4

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

APPENDICES | APPENDIX D – GENERAL DISCLOSURES 357 

GENERAL DISCLOSURES | KEY PARTNERSHIPS

Appendix D

MEMBER ONLYPOSITION IN
GOVERNANCE BODIESPROVIDES SUBSTANTIVEPARTICIPATES IN
FUNDS BEYOND
PROJECTS/COMMITTEESROUTINE MEMBERSHIPVIEWS RELATIONSHIPAS STRATEGICNON-GOVERNMENT ORGANIZATIONS
American Society of Civil Engineers (ASCE)

4

American Society of Heating, Refrigerating and
Air-Conditioning Engineers (ASHRAE)

4

4

4

American Society of Safety Professionals (ASSP)

4

Building Performance Institute (BPI)

4

4

4

4

Business Roundtable (BRT) – National and State Levels

4

4

4

4

California Contract Cities Association

4Campbell Institute

4

4

4

4

Carbon Leadership Forum

4

Energy Efficiency Business Coalition

4

4

4
4

Factory Mutual (FM)Fire Safe North America
Glasstrend
Glass Recycling Coalition

4

Health Product Declaration Collaborative (HPDC)

4

Insurance Institute for Business & Home Safety

4International Firestop Council (IFC)

4International Living Future Institute (ILFI)

4

Institute of Packaging Professionals

4
4

4

4

4

4

4

4

4

4

4

4

4

4

4
4

4

4
4

4

Northeast Energy Efficiency Partnerships

44National Fire Protection Agency (NFPA)
4

4

4

4

National Safety Council (NSC)444National Association of State Energy Officials (NASEO)

4

4

4

International Association for the Engineering
Modelling, Analysis and Simulation Community

444Procurement Leaders

4

Rainscreen Association in North America

4

Residential Energy Services Network (RESNET)
4

Underwriters Laboratories (UL)
Western Research Institute4

World 50

4

PEOPLEPURPOSE

4

4

4

4

4

4

4

Science Based Targets Network

INTRODUCTION

4
4

4

4

Midwest Energy Efficiency Alliance44
4Glass Manufacturing Industry Council

4

4

PLANET

APPENDICES

44APPENDICES | APPENDIX D – GENERAL DISCLOSURES 358 

GENERAL DISCLOSURES | KEY PARTNERSHIPS

Appendix D

MEMBER ONLYPOSITION IN
GOVERNANCE BODIESPROVIDES SUBSTANTIVEPARTICIPATES IN
FUNDS BEYOND
PROJECTS/COMMITTEESROUTINE MEMBERSHIPVIEWS RELATIONSHIPAS STRATEGICINTERNATIONAL ASSOCIATIONSLATIN AMERICA
Brazil – Bradesco Pension Fund Administration

4

Brazil – Committee on the Hydrographic Basins of
Piraciacaba, Capivari and Jundiai Rivers

4

Composites Materials Latin American Association

4

Brazil – Glass Industry Federal Union: Sindividro

4

Brazil – Human Resources Association: DEASA

4

4

4
4

4

4
4
4

Mexican Red Cross

4

Brazil – National Glass Industry Association: ABIVIDRO

4

Brazil – State of São Paulo Industry Association

4

4

4

4

4
4

CANADA
Architectural Institute of British Columbia

4

4

4

British Columbia Building Envelope Council

4

4

4

Canadian Association of Consulting Energy Advisors

4

4

4

Canadian Green Building Council

4

4

4

Canadian Home Builders Association

4

4

4

Canadian Roofing Contractors Association

4

4

4

Canadian Standards Association

4

4

4

Chemistry Industry Association of Canada

4

4

4

Construction Specifications Canada

4

4

4

Ecohabitation

4

4

4

EnerQuality

4

4

4

4

4

National Resource Council Canada
National Resources Canada
North American Insulation Manufacturers Association

4

Passive House Institute Canada

4

Conseil de l'enveloppe du bâtiment du Québec

4

Quebec Home Builders Association
Association de l'isolation du Québec

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

4

Royal Architecture Institute of Canada

4

4

4

Underwriters Laboratories of Canada

4

4

4

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

44APPENDICES | APPENDIX D – GENERAL DISCLOSURES 359 

GENERAL DISCLOSURES | KEY PARTNERSHIPS

Appendix D

MEMBER ONLYPOSITION IN
GOVERNANCE BODIESPROVIDES SUBSTANTIVEPARTICIPATES IN
FUNDS BEYOND
PROJECTS/COMMITTEESROUTINE MEMBERSHIPVIEWS RELATIONSHIPAS STRATEGIC

CHINA
China Metal Building Association – Metal Roof andwall system branch

4

China Building Waterproof Association, Single Ply
Roofing Branch (SPR)

4

China Insulation and Anti-Corrosion Material forPowerplant Association

4

China Thermal Insulation Material Code Committee

4

China Plastic Industry Association – XPS Branch

4

China Plastic Industry Code Committee TC48 –XPS Branch

4

China Thermal Insulation Material Academy

4

China Thermal Insulation Material Association

4

China Building Energy Efficiency Association

4

China Cold Storage and Supply Chain Association

4

Shanghai Building Material Industry Association

4

Jiangsu Building Energy Efficiency Association

4

Tianjin Building Material Industry Association

4

EUROPE
American Chamber of Commerce in Europe

4Danish Standards

4

European Energy Savings Alliance4

European Industrial Insulation Foundation
Estonia Association Insulation Enterprise + EKVU
(HVAC)

4

ETISOL

4

Federation du Institute du Beton

4

Fire Safe Europe

4

Finland – Confederation of Finnish Construction
Industries RT

4

4

4

4

4

4

4

4

4

4

4

Finland – RTT Association of Insulation Producers

4

4

4

PEOPLEPURPOSEPLANET

APPENDICES

4

4

Finland – Finnisol

INTRODUCTION

4APPENDICES | APPENDIX D – GENERAL DISCLOSURES

44 360 

GENERAL DISCLOSURES | KEY PARTNERSHIPS

Appendix D

MEMBER ONLYPOSITION IN
GOVERNANCE BODIESPROVIDES SUBSTANTIVEPARTICIPATES IN
FUNDS BEYOND
PROJECTS/COMMITTEESROUTINE MEMBERSHIPVIEWS RELATIONSHIPAS STRATEGICEUROPE
Germany – DGNB (Deutsche Gesellschaft fürNachhaltiges Bauen)

4

Germany – Fachvereinigung Faserbeton e.V.

44

Germany – FMI (Fachverband
Mineralwolleindustrie e.V.)

44

Germany – GGM Gütegemeinschaft Mineralwolle e.V.

4

Glass Fibre Europe
Germany – VDPM (Verband für Dämmsysteme,
Putz und Mörtel)International Federation for Structural Concrete

44Italy – Associazione Italiana Sottofondi,
Massetti e Pavimentazioni e Rivestimenti Continui

4

4

4

4
4

4

4

Danish Mineral Wool Association

4

4

Latvia – LATIZOL

4

4

4

4

4

4

4

Lithuania – Mineral Wool Producers Association,
Lithuanian Technical Insulation Contractors Association,
Lithuanian Builders Association, Baltic Investors Forum

4

Spanish Association for Standardization

4

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APPENDICESAPPENDICES | APPENDIX D – GENERAL DISCLOSURES

4

 361 As we assess our climate change risks and opportunities, wemonitor a range of factors that may impact our operations
or our planning. These include the physical risks of climatechange and other climate-related variations, as well astransition risks such as changing environmental regulations,
new technologies, and changes in the overall marketplace.

APPENDIX E & F

TCFD

We are also committed to managing the market andreputational risks that arise from the impacts of climatechange. This commitment informs our goals and ourapproach to reducing greenhouse gas emissions throughboth our products and our processes.

Governance
Board Oversight of Climate-Related Risks and Opportunities
According to our Directors’ Code of Conduct, sustainability
includes the following concepts:■ Environmental compliance■ Product stewardship■ Personal safety■ The environmental and social impacts of our global
operations and the products we make and sell
Oversight, guidance, and direction on sustainability matters —including our 2030 sustainability goals — are provided by our
Board of Directors, who oversee management’s execution of
our sustainability strategy.
In addition, the Board committees maintain oversight ofmanagement’s responsibilities for issues relevant to theirrespective areas. These include the following:■ Audit Committee: oversight of legal andregulatory compliance■ Governance and Nominating Committee: oversightof Board structure and stockholder rights
The Board committees periodically provide reports concerningthese sustainability matters to the entire Board.

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APPENDICES

In addition, the Audit Committee and the Board as a whole
retain some oversight responsibility for environmental, health,and safety (EHS) risks. Directors are expected to provide
oversight, guidance, and direction on sustainability issues andopportunities that potentially impact our reputation and longterm economic viability. This includes all elements of our 2030
sustainability goals, such as the reduction of greenhouse gas(GHG) emissions, efficient energy use in our operations, andthe sourcing of 100% renewable electricity.
Managerial Responsibility for Climate Risks andOpportunities
Along with our Board of Directors, our CEO and Chief
Sustainability Officer (CSO) have oversight on our progress
toward our climate and sustainability goals, and our executive
compensation is tied to progress toward our sustainability goals(see page 74 for more information). The CSO reports directly to
the CEO and is responsible for our compliance and with legal
and company requirements related to EHS and sustainability. In
addition, Owens Corning employs approximately 50 people whoreport to the CSO in our Sustainability organization. This teamis accountable for all aspects of sustainability at the enterpriselevel, including circular economy, product stewardship, supply
chain sustainability, sustainability reporting and analytics,
operations sustainability, medical, and EHS.
Furthermore, climate-related issues are addressed through ourrisk management process and included in our risk registers,
which are developed by the business unit and legal teams andfrom the plant level up. Our Risk Committee is responsible
for overseeing and monitoring our risk assessment andmitigation actions. Safety and environmental concerns,
including climate-related concerns, are part of the core risk
register, which increases the extent to which sustainability
issues are embedded into the enterprise-wide risk process.
The Risk Committee reports to the Executive Committee, and
it is specifically sponsored by both the Chief Financial Officer
and General Counsel, who are themselves members of the
Executive Committee.

APPENDICES | APPENDIX E – TCFD CLIMATE RISK & OPPORTUNITIES 362 

TCFD | CLIMATE RISK & OPPORTUNITIESStrategy
Identification of Climate-Related Risks
Substantive impacts are assessed andmonitored through Owens Corning’s risk
management process. Owens Corning
looks at all risks, including climate-relatedrisks, through essentially the sameprocess. At the asset level, our business
units (BUs) create business-specific risk
registers which are used in their Strategic
and Operational Planning processes. In
creating these registers, the BUs identify
internal and external factors that could posethreats and opportunities to their business.
They evaluate the potential impact andlikelihood, and then establish management
plans to mitigate the risk. Each risk isassessed by subject matter experts who
consider relevant indicators in determining
impact. These indicators vary dependingon the aspects that are relevant for eachrisk. Potential quantifiable indicators that
could factor into an individual risk’s impact
classification include potential impact onrevenue, potential number of sites disrupted,
applicable fines, litigation outcome, medical
treatment costs, and others.
Of the risks that we monitor, Owens Corning
has established three levels for value
impact, which have a number of different
factors which can be used to qualify a risk
into one of the three levels. The lowest
level are those risks where the company
can absorb the financial impact, andthe reputational impact is relatively
non-existent. The next level is medium
impact, with a potential to be known by the
public or to damage our reputation. The
highest level of impact can be qualified
by factors such as a significant material
financial impact, long-term reputational
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Appendix E

damage, or serious injury, among otherfactors, with the potential to be catastrophic
to the organization.
Risk horizons are defined as follows:■ Short-term (1–3 years)■ Medium-term (3–6 years)■ Long-term (over 6 years)
Owens Corning has recognized numerous
risks specifically related to climate change,
and we have strategies in place to mitigate
them. Those risks are outlined below.
Risk: Increased Severity and Frequency ofExtreme Weather Events
Many of Owens Corning’s businessactivities involve substantial investments
in manufacturing facilities and many
products are produced at a limited numberof locations. For example, some insulation
products are only made at a small numberof facilities, where disruption could leadto delayed fulfillment of customer orders.
These facilities could be materiallydamaged by natural disasters suchas floods, tornadoes, hurricanes, andearthquakes, or by sabotage. We haveexperienced flooding at plants in New
Jersey and Texas, U.S., as well as India.
Owens Corning could incur uninsured
losses and liabilities which increase
direct costs such as loss of physicalassets/inventory, as well as disruptionsin production capacity that could
increase indirect costs such as businessinterruption/lost sales, as wellas additional indirect cost incurred throughhigher insurance premiums to cover asite which is seen as at-risk after aflooding event.

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In addition, natural disasters pose asignificant threat to the safety of ouremployees, contractors, and customers.
We engage with our third-party loss
prevention engineering firm to equip our
locations to have minimal losses andbest endure weather-related incidents. As
climate change occurs, these risks could
become more likely and also make insuring
these risks less feasible. For example, at
one Owens Corning facility the company
experienced a catastrophic flood resulting
from a named storm approximately 10
years ago. The ~190,000-square-footbuilding is located in New Jersey and isfloodprone due to its proximity to a river
system and the Atlantic Ocean. As such,continuing to purchase flood insurance forthis facility has become more challenging,
and recently the insurance capacity
available for purchase was reduced.
Combined with a potential increase inlikelihood of this risk due to the impact ofclimate change, this situation is even more
important to mitigate appropriately.
Other natural disasters could also
impact Owens Corning locations in asimilar manner.
Risk: Enhanced
Emissions-Reporting Obligations
Owens Corning is subject to or has chosen
to voluntarily participate in Emissions
Trading Schemes (ETS) around the world,such as Alberta Technology Innovation andEmissions Reduction, EU Emissions Trading
System, the Canadian Federal Output-Based
Pricing System, the Québec’s Cap-and-Trade
GHG Emissions System, and South Korea’s
Emissions Trading Scheme. Expansions ofthese schemes could impact us by reducing
our carbon allowances, thus increasing ouroperating costs in those countries.

For example, with the further reductions inallowances through Phase 4 of the European
ETS, our annual allowances were reduced,
which requires us to purchase credits.
The Phase 4 period began in 2021 andwill continue through to 2030. Volatility incarbon market pricing creates additionalrisk. Our course of action in managing
these risks involves: interacting with thecommission regarding the implementationof the EU Green Deal and Fit-for-55 package;pursuit of R&D initiatives involving a change
in material composition or in manufacturing
processes to enable emissions reductions;and implementation of energy and GHG
reduction projects.
Owens Corning has strategies in place tomitigate these risks. Chief among them isour commitment to the circular economy
model, in which we work to avoid the useof virgin raw materials whenever possible,
manufacture products to deliver the least
negative environmental impact, and ensurethat materials used in our products remainin the economy indefinitely.
We had 10 plants in 2023 that were
impacted by the EU ETS: plants in L’Ardoise,France; Besana, Italy; and Apeldoorn,
Netherlands; and Insulation plants in
Tessenderlo, Belgium; Klášterec, Czech
Republic; Hällekis, Sweden; Hässleholm,
Sweden; Parainen, Finland; Vilnius,
Lithuania; and Trzemeszno, Poland. Bothcomposite glass and insulation production
create GHG emissions. In 2023, 21.1%
of our Scope 1 emissions fell underemissions-limiting regulations.

APPENDICES | APPENDIX E – TCFD CLIMATE RISK & OPPORTUNITIES 363 

TCFD | CLIMATE RISK & OPPORTUNITIESAppendix E

Our emission reduction projects are
key to managing this risk. In 2023, we
implemented 20 projects, generating energy
savings of 22,000 MWh and reducing GHG
emissions by over 6,100 MT per year.

FHA, VA, and USDA loans across the U.S.,
creating an incentive for builders in stateswith older energy codes to build beyond
their state code standards, thereby using
more of our products.

Identification of Climate-Related
Opportunities

During the Biden administration,
Owens Corning has been collaborating withtrade associations and NGOs, primarily
through the North American Insulation
Manufacturers Association (NAIMA), to ask
the administration to update energy code
standards to the 2021 IECC for FHA, VA,
and USDA mortgages. These are importantbecause at the state level, states’ energy
codes are often still referencing old energy
codes from 2009 or earlier. The federalmortgage code update would incentivize
builders in these states to build to the2021 IECC code to enable their homes toqualify for FHA/VA/USDA mortgages, and indoing so these builders would have higher
demand for insulation products.

In addition to the risks outlined here,
conditions related to climate change canpresent opportunities for our business.
While these opportunities offer somepotential for growth, Owens Corning
remains committed to our sustainability
goals. Opportunities are addressed throughour long-range planning process.
Opportunity: Increased Demand forEnergy-Efficient Products
More aggressive energy efficiency building
codes and regulations to mitigate
climate risk drive the sale and use ofOwens Corning’s insulation and otherenergy-saving products and systems.
Owens Corning has identified and is
working with the U.S. government to
update energy codes through threefederal mortgage offerings: U.S. Federal
Housing Authority (FHA), U.S. Veterans
Affairs Department (VA), and the U.S.
Department of Agriculture (USDA) Eachfederal mortgage offering has minimum
requirements building energy efficiency,
including energy codes. These agencies
reference old energy codes that should be
updated to reference the 2021 International
Energy Conservation Code (IECC). These
updates would lead to increased revenue
for the company due to the increased
demand for our energy-efficient insulation
products for homes built to qualify for

INTRODUCTIONPEOPLEPURPOSE

Opportunity: Increased Demand for
Roofing Materials
Demand for products in our roofing
business is generally driven by bothresidential repair and remodeling activity
and by new residential construction. As
the effects of climate change are felt in theincreased frequency and severity of storms,
Owens Corning as a building materials
company may see an increased demand forour products in our roofing business due tostorm related roof damage.
As a company with the majority of ourroofing business located within the UnitedStates, we are therefore affected by theeffects of weather in the U.S., which varyby region. Storms are one of the drivers of

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roofing product sales, along with renovationand new home builds. Because of this,
we are in a position to increase sales ofroofing products when seasonal storms
such as hail and hurricanes affect the
U.S., especially the South which is prone
to severe weather, and increases in theseweather events would lead to higher sales.
All of our architectural laminate shingles
are designed to protect against high winds
seen in these conditions. Our TruDefinition®
Duration FLEX® and TruDefinition® Duration
STORM® shingles also meet the industry’s
highest classification for impact resistance,
and they are preferred products in many
hail-prone regions. With elevated storm
activity, our entire shingle product line could
see increased revenues.
Impact of Climate-Related Risks andOpportunities on Our Strategies
Owens Corning has developed a range ofstrategies to address the continued riseof climate-related risks and opportunities.
These strategies have had a major impact of
the way we conduct our business.
■ Products and Services
In response to the identified risk ofpotential for increased energy efficiency
and emissions regulations and standards,
Owens Corning has made dramatic
improvements to its product lines acrossthe enterprise, such as PINK Next Gen®
Fiberglas™, released in 2021, which is
certified made with 100% renewableelectricity through the use of powerpurchase agreements, and it has earned
UL GREENGUARD® Gold certification for
low volatile organic compounds.

with climate-related regulation andreduce emissions. The validationof new, lower-GWP blowing agent
formulation, such as those used in
Foamular NGX, is one example of anew product with significantly lower
global warming potential, and reduced
Scope 1 emissions in production. The
successful development of this productalso addresses a short-term climatetransition risk, by helping the company
to stay ahead of regulations of this sortelsewhere. The time horizon for theconversion of our legacy blowing agent
to the new Foamular NGX is active
currently, with more activity expected toconvert in the short term.
The demand for renewable energy
continues to increase, and along withit comes a need for larger turbinesthat can deliver more wind power. To
maximize power, longer, stiffer, stronger
wind blades are required. In 2023, Owens
Corning launched a new product, H2,
which delivers up to 5% greater stiffness
than traditional H glass.
H2 joins a range of other products that
help maximize wind power’s potential.
WindStrand® combines design andreliability to create long, light wind bladesthat are able to operate at low operating
costs. WindStrand® 4000, Ultrablade®
2, and Ultraspar™ 2 help wind blade
manufacturers facilitate cost-effective
wind energy by developing blades with
optimal length, stiffness, and strength.

In addition, we are always working
to develop new products to comply

APPENDICES | APPENDIX E – TCFD CLIMATE RISK & OPPORTUNITIES 364 

TCFD | CLIMATE RISK & OPPORTUNITIESIn 2022, we introduced PINKBAR®+
Fiberglas™ Rebar, which is lighter andstronger than traditional steel rebar,
offering sustainability advantages for
optimal performance.
Because of its lighter weight, it can bedelivered with fewer trucks, which helps
reduce the GHG emissions associatedwith transportation.
■ Supply Chain
We believe transportation of materials
and engagement with a supplier canbe done more efficiently if the supplieris nearby, which enhances sustainability
across the supply chain and minimizes
the impact of storms and natural
disasters.
Another example of how we manage
climate-related risks in the value chain
can be seen through our regional shingle
strategy. Hurricane Katrina led to a surge
in demand for replacement shingles
due to storm damage. As a result,shingles from different plants within
the same region needed their coloring
to be completely interchangeable, so
if shingles from two or more different
plants end up on the same roof, theywould match color as intended. This
resulted in the development of “regional
shingles,” which is a shingle produced
at different manufacturing facilities,
tested and proven to be color-matched
to allow mixing between all or some ofthe producing manufacturing facilities
in a specific region. With state-of-theart technology and stringent testing
requirements.

INTRODUCTIONPEOPLEPURPOSE

Appendix E

Owens Corning Roofing is able to provide
regional shingles that allow more efficient
service during storm surge demand,
more flexibility for multiple locations,and easy inventory management. We
developed and rolled out the regional
shingle approach for our roofing
locations in 2005, and maintain thisstrategy today. As a result, our regional
shingle gives us the flexibility to have acompetitive advantage in storm reaction
time, as shingle demand can be met frommultiple sites, should severe weather leadto a surge in demand.
Another way in which climate-relatedrisks and opportunities influence ourstrategy in the value chain can be seen in
the recent development of our 2030 longterm sustainability goals. A Sustainability
Materiality Assessment yielded
responsible sourcing as a material topic,
along with combating climate change:these two areas combine to inform a2030 goal to reduce Scope 3 emissions
from our supply chain 30% by 2030
against a 2018 base year.
■ Research and Development
Owens Corning has invested in energyefficient, performance-driven products
such as Cool Roof Collection™ shingles
and WindStrand® high performance
glass fiber roving. Currently,
Owens Corning is investing substantiallyin R&D to respond to the climate-relatedrisks and opportunities that havebeen identified through our ERM. We
intend to produce new processes andproducts in response to these risks andopportunities in the short term throughthe long term, as the world transitions toincreased climate action.
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The risk management process has
had a moderate impact on how
funds are invested in R&D, as the risk
management process often leads
to mitigation needs and identified
business opportunities. For example,
the investment in R&D for WindStrand®
was driven in part by climate changerelated risk and opportunity evaluations.
This innovative material allows windblade manufacturers to use 30% fewer
layers of material in the blade molds,
while delivering the same quality andperformance as standard fabrics. Thisin turn represents a 50% savings in laborand production time for the blades. In
2023, Owens Corning launched a new
product, H2, which delivers up to 5%
greater stiffness than traditional H glass.
H2 joins a range of other products that
help maximize wind power’s potential.
WindStrand® combines design andreliability to create long, light wind bladesthat are able to operate at low operating
costs. WindStrand® 4000, Ultrablade®
2, and Ultraspar™ 2 help wind blade
manufacturers facilitate cost-effective
wind energy by developing blades with
optimal length, stiffness, and strength.
Another significant example ofclimate-related R&D with near term
implications is the development of the
newly announced FOAMULAR® NGX®,a foam insulation a greater than 80%
reduction in global warming potential(GWP), compared to legacy FOAMULAR®
insulation products. NGX was developed
to comply with expected and actual
blowing agent regulation, such as aphaseout in Canada that went into effectin 2021, and in several U.S. states (CA,NY, NJ, MA, WA, VT, MD, and CO) thathave enacted similar regulations to
Canada. FOAMULAR® NGX® is available
in Canada and all U.S. states affectedby the anticipated regulation, managing
the transition risk. The investment indeveloping a product that meets andexceeds the stringent regulations thatwent into effect in 2021 and 2022 reflects
Owens Corning’s continued commitment
to offering building materials that merge
the highest levels of performance and our
corporate sustainability goals.
■ Operations
Identified climate-related risks andopportunities have had an impact
for Owens Corning. To help meet our2030 Science-Based Target for a 50%
Scope 1 and 2 GHG reduction, which
was developed in response to climate
risks for our company, we have madeinvestments in renewable energy. In
2015, Owens Corning signed powerpurchase agreements for renewableelectricity totaling 250 megawatts. In Q4
of 2016, two wind farms came online
and are now providing renewable energy
into the grid, impacting emissions andrenewable energy in 2023. Furthermore,in 2021, we entered into two wind VPPAs,
one in Finland and one in Sweden, whichbring in 43 MW and 48 MW of renewableelectricity capacity, respectively.
In early 2024, a VPPA in Spain came
fully online, involving three separate
VPPAs with a contracted capacityof 81.9 MW, which are collectively
expected to produce 223 GWh per year.
Owens Corning continues to look foropportunities to expand our renewable
portfolio in the short term, reviewing
several on-site and off-site programs

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TCFD | CLIMATE RISK & OPPORTUNITIES
as we work towards our goal of 100%
renewable electricity by 2030, and a 50%
reduction in Scope 1 and 2 emissions inthe same timeframe.
In addition to growing our renewableelectricity portfolio, in support of ourgoal of sourcing 100% renewableelectricity by 2030, we are also changing
our operations strategy in response to
climate risks and opportunities throughthe electrification of assets. A recent
example can be seen with constructionof an energy-efficient Electric Arc Furnace(EAF) in Trzemeszno, Poland, in 2019.
We expect to reduce our CO2 emission
by 75–80% with this line compared
to a traditional coke-fired furnace line.
Moreover, the new line’s EAF will reducecarbon intensity by roughly 10% for all
Paroc Insulation in Europe. The EAF is
the third stone wool electric furnace forOwens Corning in Europe and the secondon the Owens Corning site in Poland. In
2021, we entered into VPPAs to source
renewable electricity for the EAF, thereby
avoiding grid emissions associated withelectricity. As we plan for the further
development of the EU ETS in the longterm, we are proactively managing
this risk with financial planning andoperations changes like the electrificationof the Trzemeszno furnace.
Impact of Climate-Related Risks andOpportunity on Our Financial Planning■ Revenues
Owens Corning has incorporated
climate risks and opportunities into ourfinancial planning process. Our new
product developments are factored into
our forecasting, as previous climate

INTRODUCTIONPEOPLEPURPOSE

Appendix E

related products, like EcoTouch® PINK®
Insulation, were when they were being
developed. Currently Low Carbon
Products, which were introduced
in 2017 and made up 25% of 2023
revenues, have also been includedin future revenue projections at aforecasted rate of growth. These risks
and opportunities have a moderate
impact on revenues in the financial
planning process. We also monitor
products that avoid emissions in thevalue chain, such as fiberglass products,
ENERGY STAR® shingles, and several
composites products. These products
accounted for 59% of revenues in 2023.
■ Direct Costs
Owens Corning incorporates the impactof the identified risks into its direct
operating costs for financial planningmodels based on a number of factors
including the likelihood, timeframe, andmagnitude of the financial impact of
the risk or opportunity. For example,
in the event of reduced production
capacity due to climate-related
increases in storm activity and severity,
Owens Corning would potentially see
increased (direct) operating costswith substantial magnitude of impact
in the affected regions. The increase
would be due to cleanup costs, aswell as alternate transportation costs,
increased maintenance, increased
sourcing costs due to supply chain
strain, and likely increased production
costs as the repaired line is broughtback up to production. This estimatedimpact would be included in the financial
planning process in various scenarios
and analyses. When Hurricane Sandy

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damaged our Kearny Roofing plant, we
had a good example to use to adjust ourplanning estimates for future potential
severe weather events and their impact
on operating costs.
■ Indirect Costs
Indirect costs like insurance have been
influenced by climate-related risks, suchas extreme weather events and theirincreased likelihood. A recent example
is that at one Owens Corning facility thecompany experienced a catastrophic
flood approximately 10 years ago. In theyears since the flood, purchasing flood
insurance for this facility has become
more difficult, leading to constraints incapacity and increased premiums toachieve coverage. This indirect cost not
only became more difficult to purchase,the available protection capacity wasaltered entirely due to the increased
likelihood of climate-related weather
events like flooding. This example
influences indirect cost financial planningin any Owens Corning site with similar
natural disaster risk.
■ Capital Expenditures (CapEx)
CapEx is influenced by climate risks andopportunities. One particular example
is a regulatory transition risk regarding
our blowing agent blend, which is
being phased out in the short term as
a component of climate/environmental
regulation. We included in the planning
process a few years ago the new
equipment required to use a foam
blowing agent with a lower GWP, as theneed for blowing agent changes was
identified in our risk and opportunities
analyses. The first such product withlower GWP blowing agent, Foamular

NGX®, was announced in mid-2020. All
our plants in regions affected by existingor emerging regulation are capableof using the new blowing agent as ofearly 2022. As a result, we can manage
this risk into the future, and are doing
so already, as with the 2021 release of
Foamular NGX® for Canada and the U.S.
Our response to identified climate-relatedrisks and opportunities like these has
had a substantial impact on our financial
planning of capital allocation.
■ Assets and Liabilities
Climate risks and opportunities have
had a moderate impact on our financial
planning for assets and liabilities,
primarily through our acquisitions.
Owens Corning has purchased several
companies in the last four to five years,
including InterWrap, Pittsburgh Corning,
Paroc, Vliepa, and several companies
in 2022, including Natural Polymers
and WearDeck. With these acquisitions,
Owens Corning reported $11.237 billion
in total assets in 2023. These companies
were determined to be important toexpand our portfolio of energy-saving
and performance-driven products, anopportunity we consider in the long-termhorizon. These opportunities continue
to be involved in our financial planning
process as we continue to evaluate andanalyze additional acquisition targets.

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TCFD | CLIMATE RISK & OPPORTUNITIESAppendix E

Resilience of Owens Corning Strategy in
Climate-Related Scenarios

Assessing Climate Scenarios in Partnershipwith The Ohio State University

Owens Corning has developed resilient
strategies related to different climate-related
scenarios, including science-based targets.

In 2020, Owens Corning began working withThe Ohio State University (OSU) to evaluate
efforts in assessing resiliency of current
strategies against a range of climate-related
scenarios and time horizons. The scenario
analyses focused on “Shared Socioeconomic
Pathways” (SSPs), which reference NDCs
found in IEA APS, for the scenario analysis:
SSP1-2.6, SSP2-4.5, and SSP5-8.5. The useof these SSP models aligns our analyses
with the most recent 2021 IPCC sixth
assessment report (AR6).

Our actions to reduce GHG emissions havealways been informed by the latest sciencebased methodologies. Owens Corning has
set targets aligned with the latest findings
from the Intergovernmental Panel on
Climate Change (IPCC). To avoid the worst
impacts of climate change, the IPCC urgesthat temperature rise should be held below
1.5° C. As we seek to reduce our Scope 1
and Scope 2 greenhouse gas emissions
by 50% by 2030, we will use this metric —representing the latest in climate science —as our guide.
Owens Corning has assessed potential
risks associated with climate change,
giving us a full understanding of the many
ways in which climate-related risks canimpact operations across our entire value
chain. As weather conditions shift, severe
storms can have a significant impact on
the markets for residential and commercial
construction, repair, and improvement, as
well as a material adverse impact on our
results of operations.
Among our customers, severe weather
conditions could slow or limit residential
or commercial construction activity, which
in turn could adversely affect demand forour products. Within our own operations,extreme weather can lead to disruptions in
our manufacturing capacities, as damages
to our facilities may occur. In addition, as
weather-based disruptions become morecommon, we anticipate potential difficulties
in obtaining affordable insurance.
INTRODUCTIONPEOPLEPURPOSE

These initial analyses referenced time
horizons of the current period, 2036, and2051. The initial scenario analysis work
focused on two areas: physical climate
risks posed to our company locations, andpotential impacts of climate change on
demand for our roofing products influenced
by severe weather activity.
In the first project, OSU conducted a climate
scenario analysis for physical climate risk
across facilities over the same emission
pathways and time horizons. The findings
will be incorporated into our risk assessment
for our plants. Variables assessed included
factors like winds, cyclones and severe
weather, flood risk, drought risk, andmaximum temperature. Each of thesefactors can change for each facility inresponse to different climate scenarios,
and awareness of these potential changes
at the site level is a key step to ensuring
preparedness at the enterprise level. We are
currently evaluating more detailed analysis
for specific facilities.
For the second scenario analysis, OSU wasable to model the potential changes to U.S.
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roofing product demand by region for each
emission pathway and time horizon. This
analysis will help us evaluate how drivers ofroofing shingle demand potentially change
as variables like wind, tropical cyclones, andhail fluctuate in different climate scenarios.
Outcomes of this analysis will provide
Owens Corning the ability to ensure our
production capability can adapt to climatechange and ensure we successfully serve
our markets as their demand for roofing
products changes due to climate change.
We are still evaluating how best toincorporate these findings within ourbusiness units’ decision-making process.

The Risk Committee considers significant
risk to the corporation. They have a process
where they:
1.

Review the Owens Corning Risk
Register substantiated by businessand functional reviews. Risks areprioritized based on their placementin the risk register. The Y-axis (“Value”)
represents the potential financial
impact, while the X-axis (“Likelihood”)
represents the probability of occurrence.
Color coding (for risk acceptability)and different shapes (for trending
information) offer a fuller understandingof the potential risks. We also include
the concept of risk velocity in ourconceptualization of risk, describing
the potential rate at which a risk could
impact our businesses. While risk
velocity is not depicted on the risk
register in an infographic manner, theconcept is described in conjunction
with the overall register narrative. By
incorporating the idea of risk velocity
into our understanding of risk, we gaina better understanding of impending
impacts, which enables us to beproactive in our approach.

2.

Align around key mitigation programs.
Based on the risk assessment register
outputs, the Risk Committee identifies
the various mitigation actions to betaken, and a planned approach is taken
towards implementing them throughthe businesses.

3.

Meet quarterly. The Risk Committee
meets quarterly to review the risk
registers and their potential impact toOwens Corning. They review the existingrisk aspects, add any new risks being

Risk Management
Owens Corning’s Risk Committee meetswith functional and business leaders
throughout the organization to discuss
identified risks, including climate risks, andmanage corresponding action plans. Risks
are considered by the committee for all
ranges of time horizon, and in all aspectsof the value chain. At the asset level, ourbusiness units (BUs) create businessspecific risk registers which are used intheir strategic and operational planning
processes. In creating these registers, the
BUs identify internal and external factorsthat could pose threats and opportunities
to their business. They evaluate thepotential impact and likelihood, and thenestablish management plans to mitigate
each risk. Risks are retained (risk exposureis accepted without further mitigation),
reduced/transferred (risk exposure is
reduced, transferred, or consequences
are reduced) or avoided (risk exposure
eliminated entirely, e.g., through ceasing abusiness).

APPENDICES | APPENDIX E – TCFD CLIMATE RISK & OPPORTUNITIES 367 

TCFD | CLIMATE RISK & OPPORTUNITIES
identified from internal or externalsources, and update any risks which
are no longer considered applicable tothe businesses. The Risk Committee
also reviews the mitigation actions andoutputs for the annual cycle. Annually,
the business reviews emerging risks
for the company and partners with theStrategic Growth Council to ensure
these are contemplated in the strategicplanning cycle for the company.
4.

5.

Review the risk registers with
the Executive Committee. All risk
assessment results and outputs arereviewed by the Executive Committee,
and feedback received is incorporated
in the action register and reflected in the
mitigation planning.
Provide quarterly updates to the Audit
Committee of the Board of Directors.

Managing Climate-Related Risks andOpportunities
We have a variety of processes for
identifying and managing opportunities
within the business, marketing, R&D, andacross the company, including climaterelated opportunities. As an example, techscouting is a business strategy aligned withour corporate innovation team, and it isdesigned to continuously fuel Owens Corningbusiness pipelines with technology-based
opportunities that enable growth or mitigate
threats. Our tech scouting team is integrated
with each business unit, systematicallyfinding and assessing business
opportunities that match our needs andstrategy, and effectively sourcing the mostsuitable technologies and partners. Any
new products developed must go throughINTRODUCTIONPEOPLEPURPOSE

Appendix E

our stringent product stewardship process,and each product is evaluated through ourEcodesign Strategy Wheel. Recycling, in thecontext of the circular economy, will be a key
focus of the tech scouting team.
Some case studies of how we have followed
our processes for managing climate-relatedrisks and opportunities:■ Transitional Risk
Broad and gradual tightening of limits
on emissions by federal and state
governments could impact Owens
Corning by disrupting our use of specificraw materials which in turn would disrupt
our production capacity for products
using those materials. One specificOwens Corning example is the phaseoutof certain blowing agents used in our XPS
foam plants in North America and Asia.
As this occurs, we have been required tomake certain capital investments at ourplants to use alternative blowing agents.
Because we believe the likelihood of thisidentified risk is high in the long term,
we have completed development andcertification of new foam blowing agent
blends with lower GWP while maintaining
product performance, and we havealso begun capital upgrades needed
to run our lines with these lower GWP
blowing agent blends. All our plants inregions affected by existing or emerging
regulations are capable of using the new
blowing agent as of early 2022. As aresult, we can manage this risk into the
future, and are doing so already, as withthe 2021 release of Foamular NGX® for
Canada and the U.S.

PLANET

APPENDICES■ Physical Opportunity
Demand for products in our roofing
business is generally driven by residential
repair, remodeling activity, and new
residential construction. As the effects ofclimate change are felt in the increased
frequency and severity of storms, Owens
Corning as a building materials company
may see an increased demand for ourroofing products due to storm related
roof damage. Evaluation of climaterelated physical risks and opportunities
have driven changes and expansion in
production and marketing of specificOwens Corning products, like Duration®
FLEX® shingles, which are rated againsthigh winds and storm activity.
Recognizing Climate Risks andOpportunities Through Building Science
Owens Corning’s experts continually
research and deploy building science toserve architects, buildings, occupants, andthe environment. One of the primary ways
building science is promoted within thecompany is through an internal team who
specialize in engaging architects, engineers,and builders through informationalsessions. This team uses engagement toeducate actual and potential customers
and architects about how to optimally use
Owens Corning’s energy-saving products tomaximize their performance and contributeto green buildings. Engaging architects,
engineers, and construction customers
around building science is crucial, as
customers who are engaged aroundbuilding science can have a “ripple effect”
on sustainable revenue. This is because thecompany prioritizes engaging with highimpact architects and engineers who, if
successfully engaged, can spread practices

and specifications that use Owens Corning
products to a broader network. For example,
if a major architecture firm is engaged andbegins to specify using an Owens Corning
insulation product as a result, that firm may
share their approach with their satellite
locations and other architectural firms
in their region, magnifying the impact of
the engagement.
Owens Corning also engages withcustomers around climate through direct andindirect outreach. When we engage with acustomer around sustainability and climate,
we share details with them about ourcompany’s sustainability commitment, andhow we are working to reduce our climate
and environmental impact. To support this,we may also help them understand and use
our life cycle assessment (LCA) data, which
gives them more context on the climate
impacts of our products, with the rationalethat transparency can be an advantage forcustomers who want value chain climate
impact data. Some customers may seek tounderstand our climate and sustainability
commitments through our EcoVadis
scorecards as well.

Metrics & Targets
Reducing Our Emissions In-Line with a
1.5º WorldThe Intergovernmental Panel on Climate
Change (IPCC) has established thattemperature increases must be held to below
1.5° C above preindustrial levels in order toavoid the worst impacts of climate change.
By 2030, our goal is a 50% reduction inabsolute Scope 1 and Scope 2 market-based
GHG emissions from the base year of 2018.

APPENDICES | APPENDIX E – TCFD CLIMATE RISK & OPPORTUNITIES 368 

TCFD | CLIMATE RISK & OPPORTUNITIESAppendix E

We also have a goal for 2030 to reduce absolute Scope 3
emissions by 30%, compared to the base year of 2018.

Linking Executive Compensation to
Climate-Related PerformanceOur 2030 Scope 1 and Scope 2 goals have been approved by
the Science Based Targets initiative (SBTi) as meeting thesestandards. Concurrently, the SBTi has approved our Scope 3
GHG reduction goal as being aligned with the IPCC’s pathway
to achieve well below 2.0° C temperature increases.

Monetary rewards for the CEO and the corporate executive team are based in part on progress to a selection of our 2030
goals, one of which is progress towards meeting our 2030 science-based target to cut absolute Scope 1 and Scope 2
emissions by 50%. This is a formal part of our executive compensation program; further details can be found in our Proxy
Statement. Current sustainability goals influencing executive compensation include GHG reduction, waste-to-landfill
reduction, and progress made towards our inclusion and diversity targets. Per the Proxy Statement, this applies to our
CEO and Chairman of the Board, and our other named executive officers. These individuals are identified in our 2023 Proxy
Statement, available on our Investors website.

In 2023, our absolute Scope 1 and Scope 2 marketbased emissions were 28% lower than our 2018 baseyear. Progress toward our GHG emissions goals is madepossible through several key programs, including thefollowing:■ Implementation of energy-efficiency initiatives acrossour enterprise■ Evaluation of combined heat and power■ Heat recovery■ Expansion of renewable sources to replace grid energy■ Blowing agent conversion
In 2023, our Scope 3 emissions were slightly lower yearover-year, but remained 3% higher than our base year of
2018. Further progress toward our goal for reducing Scope 3
emissions will require us to continue collaboration across our
supply chain.

Understanding the Cost of Emissions
Owens Corning has established an internal price for carbon emissions — a best practice used by many companies. Doingso helps us make smart decisions about our GHG emissions reduction initiatives, as it enables us to frame challenges andopportunities in monetary terms, which are often more broadly understood than the concept of tons of emissions.
In implementing an internal carbon price, we consider Scope 1 and 2 emissions — the total impact of our operations and our
supply chain. We have internally and externally published reduction goals, which are aligned to drive strategy and action. We
do not have an internal carbon tax or carbon charge allocated to our businesses, so we are using shadow pricing to assess
these costs.
Quantifying the cost of carbon emissions with an internal carbon price helps us plan future scenarios and make informed
business decisions. Our internal carbon price varies by region and considers a range of potential forecasted costs, ranging
from $60 to $160 per metric ton depending on the location. A regional approach to internal carbon pricing allows us to be
more accurate as we estimate and evaluate the cost of carbon for capital project planning in regions with varying carbon
prices. It also places value on reducing carbon emissions in regions that do not yet have taxes or trading schemes.
By estimating the difference in metric tons of CO2 emissions produced from one year-end period to the next, then multiplyingthat amount by $160 per metric ton, we can arrive at the high-end estimate of cost savings of emissions reduction if a carbon
tax were implemented.
We have also been able to quantify our current total risk in the event of an efficient, economy-wide carbon tax, and we can see
how dramatically we have reduced that risk since 2007, our peak GHG emissions year. This also allows us to value our futureforecasted emissions reductions as we work toward our 2030 goals.
Addressing Emerging Climate-Related Risks and Opportunities
Our commitment to sustainability starts with our passion for developing energy-saving products, such as insulation anddurable products that significantly reduce energy use and associated emissions. A significant portion of global greenhouse gas
emissions come from the combustion of fossil fuels; therefore, energy savings, or avoided energy consumption, are directlytied to a quantifiable amount of avoided emissions. More information about our sustainable product portfolio and approach isincluded in the Product Innovation and Sustainable Growth chapters of this report.

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX E – TCFD CLIMATE RISK & OPPORTUNITIES 369 

TCFD | INDEXAppendix F

Governance

Disclose the organization’s governance around climate-related risks and opportunities.
DISCLOSURE

CHAPTERPAGE

ADDITIONAL INFORMATION

Describe the Board’s oversightof climate-related risks andopportunities.

Risk Management

61

Board Leadership

57

Describe management’s role inassessing and managing
climate-related risks andopportunities.

Risk Management

61

Board Leadership

57-58

See Management Oversight of Sustainability

Combating Climate Change

255

Our Approach to Combating Climate Change

See Management Oversight of Sustainability

Strategy

Disclose the actual and potential impacts of climate-related risks and opportunities on the organization’s businesses, strategy, andfinancial planning where such information is material.
DISCLOSURE
Describe the climate-related risks
and opportunities the organization
has identified over the short,medium, and long term.
Describe the impact of climaterelated risks and opportunities
on the organization’s businesses,
strategy, and financial planning.
Describe the resilience of theorganization’s strategy, taking
into consideration different
climate-related scenarios,
including a 2° C or lower scenario.

INTRODUCTIONPEOPLECHAPTERPAGE

ADDITIONAL INFORMATION

Risk Management

64-66

Summary of Key Risks

Combating Climate Change

256-258,262-263, 268

Emissions Reductions Roadmaps and Strategies, Reducing Embodied Carbon

TCFD Climate Risks &Opportunities

363-364

Identification of Climate-Related Risks, Identification of Climate-Related Opportunities

Risk Management

64-65

TCFD Climate Risks &Opportunities

364-366

Combating Climate Change

256-258,261-263

TCFD Climate Risks &Opportunities

367

PURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX F – TCFD INDEX 370 

TCFD | INDEXAppendix F

Risk Management

Disclose how the organization identifies, assesses, and manages climate-related risks.
DISCLOSURE
Describe the organization’s processes for identifying andassessing climate-related risks.

Describe the organization’s processes for managing
climate-related risks.
Describe how processes for identifying, assessing, andmanaging climate-related risks are integrated into theorganization’s overall risk management.

CHAPTERPAGE

Risk Management

62-63

TCFD Climate Risks & Opportunities

367-368

Risk Management

61-65

TCFD Climate Risks & Opportunities

367-368

Risk Management

61-65

TCFD Climate Risks & Opportunities

367-368

ADDITIONAL INFORMATION

Metrics & Targets

Disclose the metrics and targets used to assess and manage relevant climate-related risks and opportunities where such information is material.
DISCLOSURE

CHAPTER

Disclose the metrics used by the organization to assessclimate-related risks and opportunities in line with its
strategy and risk management process.

Disclose Scope 1, Scope 2 and, if appropriate, Scope 3
greenhouse gas (GHG) emissions and the related risks.

Describe the targets used by the organization to manage
climate-related risks and opportunities and performanceagainst targets.

Describe the targets used by the organization to manage
climate-related risks and opportunities and performanceagainst targets.

INTRODUCTIONPEOPLEPURPOSEPLANETPAGE

ADDITIONAL INFORMATION

Planet Section

241-309

Owens Corning discloses GHG, energy, water, waste,
and air quality metrics in their respective chapters in
the Planet section of the report. We also discuss othermetrics in our TCFD Climate Risk section.

TCFD Climate Risks & Opportunities

368-369

Appendix C – Environmental Data337-343

Combating Climate Change

266-267

Appendix C – Environmental Data337-343

Detailed emissions data

Planet Section

241-309

Owens Corning discloses GHG, energy, water, waste,
and air quality targets in their respective chaptersin the Planet section of the report, along with 2023
performance against those targets.

Appendix C – Environmental Data337-343

Detailed emissions data241-309

Owens Corning discloses GHG, energy, water, waste,
and air quality targets in their respective chaptersin the Planet section of the report, along with 2023
performance against those targets.

Planet Section

APPENDICES

Detailed emissions data

APPENDICES | APPENDIX F – TCFD INDEX 371 

APPENDIX GSASB INDEXINTRODUCTIONPEOPLEPURPOSEPLANETDISCLOSURE
NUMBERTOPIC

ACCOUNT METRIC

CHAPTERPAGENUMBER

EM-CM-110a.1

Greenhouse
Gas Emissions

Gross global Scope 1 emissions

Appendix C –Environmental Data337-338

EM-CM-110a.1

Greenhouse
Gas Emissions

Percentage of gross global Scope 1 GHG emissions that arecovered under an emissions-limiting regulation or program

Appendix F – TCFD
Climate Risks &Opportunities

363

EM-CM-110a.2

Greenhouse
Gas Emissions

Description of long-term and short-term strategy or plan to
Combating Climate
manage Scope 1 emissions, emissions reduction targets, andChangean analysis of performance against those targets

255-258,262-268

EM-CM-120a.1

Air Quality

Air emissions of the following pollutants: (1) NOx (excluding
N2O), (2) SOx, (3) particulate matter (PM10), (4) dioxins/
furans, (5) volatile organic compounds (VOCs), (6) polycyclicaromatic hydrocarbons (PAHs), and (7) heavy metals

Air Quality Management,
Appendix C –Environmental

292-302, 341

EM-CM-130a.1

EnergyManagement(1) Total energy consumed, (2) percentage grid electricity, (3)percentage alternative, (4) percentage renewable

Appendix C –Environmental Data

335

EM-CM-140a.1

Water
Management(1) Total fresh water withdrawn, (2) percentage recycled, (3)percentage in regions with High or Extremely High Baseline
Water StressResponsible
Water Sourcing &Consumption

287-288

EM-CM-150a.1

WasteManagement

Amount of waste generated, percentage hazardous,
percentage recycled

Waste Management,
Appendix C –Environmental Data

279, 344-347

EM-CM-160a.1

Biodiversity
Impacts

Description of environmental management policies andpractices for active sites

Protecting Biodiversity

303-309

EM-CM-160a.2

Biodiversity
Impacts

Terrestrial acreage disturbed, percentage of impacted area
restoredProtecting Biodiversity

303-309

EM-CM-320a.1

Workforce
Health & Safety(1) Total Recordable Injury Rate (TRIR) and (2) Near Miss
Frequency Rate for (a) full-time employees and (b) contract
employees

Safer Together,
Appendix B –Workforce Data

107, 317,
321-322

EM-CM-320a.2

Workforce
Health & Safety

Number of reported cases of silicosis

Safer Together

95

EM-CM-410a.1

Product
Innovation

Percentage of products that qualify for credits in sustainablebuilding design and construction certifications

Product Stewardship,
Product Innovation,
Product Transparency

203-214

EM-CM-410a.2

Product
Innovation

Total addressable market and share of market for productsthat reduce energy, water, and/or material impacts during
usage and/or production

Product Innovation,
Sustainable Growth210, 234,
237-238

EM-CM-520a.1

Pricing Integrity& Transparency

Total amount of monetary losses as a result of legal
proceedings associated with cartel activities, price fixing, andanti-trust activities

Upholding EthicalStandards

72-74

APPENDICESAPPENDICES | APPENDIX G – SASB INDEX 372 

APPENDIX H

GRI INDEXStatement of Use

Owens Corning has reported in accordance with the GRI Standards for the period
January 1, 2023 and December 31, 2023.

GRI 1 used

GRI 1: Foundation 2021

Applicable GRI Sector Standard(s)None

GRI Standard
GRI STANDARD/OTHER SOURCEDISCLOSURE #DISCLOSURE

PAGE NUMBER/RESPONSE

CHAPTERGRIREQUIREMENT(S)OMITTED

LOCATIONREASONEXPLANATION/
ADDITIONALCOMMENTS

SDG TARGET
LINKAGEOMISSIONGRI STANDARD
GRI 2: General
Disclosures 2021

2023 Sustainability
Report & 2023 Proxy
Statement &Form 10-K &Human Rights Policy

2-1Organizational
details

About Owens
Corning

a=8
b=8
c=8
d=8

2-2

Entities included in
the organization's
sustainability
reporting

Form 10-K;
About theReporta = 10-K page 21
as numbered in
documentb = 312c = 312, 314

2-3

Reporting period,
frequency, andcontact point

About theReport; Form
10-K

a = 315b = 10-K page 1
as numbered in
documentc = 311d = 315

2-4

Restatements of
information

About theReporta. i. = 312
a. ii = No material
restatements

External assurance

About theReport;Appendix I –Assurance
Statementsa = 315, See commentb = 387

Activities, value
chain, andother business
relationships

About Owens
Corning,
Responsible
Supply Chain,
Form 10-K,
Leadership& Advocacy
Throughout our
Industry, About
the Reporta = 5-8, 7
b = 7, 184-202
c = 10-K pg. 1-3 &Partnership List;
Appendix D –Partnerships with
Industry Organizations
and Additional
Advocacy Initiatives
d = 312

2-5

2-6

INTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICES

a. ii.

APPENDICES | APPENDIX H – GRI INDEX

NotapplicableNo material restatements,
therefore no effect of therestatements
The Senior Director
and CSO educate the
Executive Committeeon all components of
the reporting process,including assurance.

 373 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

2023 Sustainability Report &2023 Proxy Statement &Form 10-K &Human Rights Policy

INTRODUCTIONREASONEXPLANATION/ADDITIONALCOMMENTS

SDG TARGET
LINKAGESee details of this risk on page
16 of our 10-K: Labor shortages
and increased turnover rates,
increased employee-related costs,
and labor disputes could have amaterial adverse impact on ouroperations, results of operations,liquidity, and cash flows.

#8 Decent Work andEconomic Growth

OMISSION

a = 324, 328
b = 324-329
c i. = Headcountii. = At the end of reporting periodd = 122-135
e = page 16 of 10-K
See comment

2-7

Employees

Appendix B – Workforce Data,
Employee Experience

2-8Workers who are not employees

Appendix B – Workforce Data,
Employee Experience

2-9

Governance structure andcomposition

Board Leadership,
Stakeholder Engagement andMaterial Sustainability Topics,
Proxy Statement

a = 54b = 57c. = 43, 59, Proxy page 6#5 Gender Equality#16 Peace, Justice, andStrong Institutions

2-10

Nomination and selection of thehighest governance body

Board Leadership,
Stakeholder Engagement andMaterial Sustainability Topics

a = 55b = 43, 55#5 Gender Equality#16 Peace, Justice, andStrong Institutions

2-11

Chair of the highest governancebody

Board Leadershipa = 54, 59
b = 54-57#16 Peace, Justice, andStrong Institutions

2-12

Role of the highest governance bodyin overseeing the management of
impacts

Board Leadership,
Stakeholder Engagement andMaterial Sustainability Topics

a = 57b = 43, 57
c = 54, 57

2-13

Delegation of responsibility for
managing impacts

Board Leadershipa, b = 57-58

2-14

Role of the highest governance bodyin sustainability reporting

Board Leadership,
Stakeholder Engagement andMaterial Sustainability Topics

a = 57, 43
b = N/A, See comment

2-15

Conflicts of interest

Board Leadershipa, b = 56

2-16

Communication of critical concerns

Upholding Ethical Standards,
Board Leadership, Safeguarding
Human Rights

a = 69-70
b = 56, 70, 74, 175

2-17Collective knowledge of the highest
governance body

Board Leadership, Proxy
Statementa = 57, 56, Proxy Statement
page 62-18

Evaluation of the performance of thehighest governance body

Board Leadershipa, b, c = 56

2-19

Remuneration policies

Upholding Ethical Standards

a, b = 69, 74

2-20

Process to determine remuneration

Upholding Ethical Standards,
Proxy Statementa, b = 69, 74
Proxy Statement page 32

2-21

Annual total compensation ratio

Employee Experience,
Proxy Statement

a = Proxy Statement page 56
b = See commentc = See comment

2-22Statement on sustainable
development strategy

Message from our CEO and CSO

a = 3-4

2-23

Policy commitments

Safeguarding Human Rights,
About the Report, Upholding
Ethical Standards

a = 173-182, 312
b = 174, 312
c = 68, 74
d = 74e = 74, 176
f = 74, 176

2-24

Embedding policy commitments

Safeguarding Human Rights

a = 174-176

PEOPLEPURPOSEAPPENDICESPLANET

2-8 a, b

Information unavailable/
incomplete

Data not available

The highest governing bodyis responsible for reviewing
and approving the reported
information.
#16 Peace, Justice, andStrong Institutions#4 Quality Education

2-21 b. 120%
2-21 c. By following the GRI
guidance in 2-21 a and b

APPENDICES | APPENDIX H – GRI INDEX 374 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSE

2-25

Processes to remediate negative
impacts

Upholding Ethical Standards,
Stakeholder Engagement andMaterial Sustainability Topics,
Safeguarding Human Rights

a, b, c, e = 68-72, 78, 80
d = 43, 311-315,
Human Rights Policy

2-26

Mechanisms for seeking advice andraising concerns

Upholding Ethical Standards

a, b = 69-70

2-27

Compliance with laws andregulations

Environmental Management &Compliancea, b, c, d = 79-80, 215

GRI REQUIREMENT(S)OMITTED

LOCATION

2023 Sustainability Report &2023 Proxy Statement &Form 10-K &Human Rights Policy

2-28

Membership associations

Appendix D – General Disclosuresa = 355-361

2-29

Approach to stakeholder
engagement

Stakeholder Engagement andMaterial Sustainability Topics

a = 42-46

2-30

Collective bargaining agreements

Employee Experiencea, b = 129, 133

3-1

Process to determine material
topicsStakeholder Engagement andMaterial Sustainability Topics

a, b = 42-46

3-2

List of material topics

Stakeholder Engagement andMaterial Sustainability Topics

a, b = 44-45

3-3Management of material topics

Risk Management, Sustainable
Growth, Combating Climate
Change, TCFD Appendix – F,
CDP Climate Change

EXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSION#8 Decent Work andEconomic Growth

MATERIAL TOPICSGRI 3: Material Topics 2021/
2023 Sustainability Report
ECONOMIC PERFORMANCEGRI 3: Material Topics 2021/
2023 Sustainability Report

201-1

Direct economic value generated
and distributed

201-2

Financial implications and otherrisks and opportunities due toclimate change

Combating Climate Change,
Risk Management, Sustainable
Growth, TCFD Appendix E and F,
CDP Climate Change

a = 258-261, 66-68, 233-240,
TCFD Appendix F 362-370, CDP
C2.3 + C2.4 page 21-30

201-3

Defined benefit plan obligations andother retirement plans

Employee Experiencea-e = 133

201-4

Financial assistance received fromgovernment

Appendix D – General Disclosuresa, b = 353
c = 356

3-3Management of material topics

Employee Experience,
Inclusion & Diversity

202-1

Ratios of standard entry level
wage by gender compared to local
minimum wage

Employee Experience

202-2

Proportion of senior management
hired from the local community

Inclusion & Diversity,
About the Report

PEOPLEPURPOSEAPPENDICES

2023 Sustainability Report &CDP Climate Change

Confidentiality constraints

Owens Corning provides required
financial disclosure to the SEC
in the Form 10-K: P&L, Balance
Sheet, Statement of Cash Flows.
Other financial measures are
considered confidential tothe company.

#2 Zero Hunger#5 Gender Equality#7 Affordable and Clean
Energy#8 Decent Work andEconomic Growth#9 Industry, Innovation,and Infrastructure#13 Climate Action

MARKET PRESENCEGRI 3: Material Topics 2021

2023 Sustainability Report

INTRODUCTION

PLANET

202-1 a, b, c, d

Not applicablea = 98%b = Presidents andVice Presidentsc = Work countryd = All our operations

201-1 a, b, c, d are immaterial toOwens Corning#1 No Poverty#5 Gender Equality#8 Decent Work andEconomic Growth#8 Decent Work andEconomic Growth#2 Zero Hunger

APPENDICES | APPENDIX H – GRI INDEX 375 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSE
LOCATIONGRI REQUIREMENT(S)OMITTEDEXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSION

INDIRECT ECONOMIC IMPACTS
GRI 3: Material Topics 2021

3-3

203-1

Management of material topics

Infrastructure investments andservices supported

Community Engagement

Community Engagement

a, b, c = 156-158#7 Affordable and Clean
Energy#9 Industry, Innovation,and Infrastructure#11 Sustainable Cities
and Communitiesa, b = 156-158#1 No Poverty#2 Zero Hunger#3 Good Health andWell-Being#8 Decent Work andEconomic Growth#10 Reduced Inequalities#17 Partnerships for
the Goals

a, b = 186, 195
c = 312#12 Responsible
Consumption and
Production

2023 Sustainability Report203-2

Significant indirect economic
impacts

Community Engagement

GRI 3: Material Topics 2021

3-3Management of material topics

Supply Chain Sustainability

2023 Sustainability Report

204-1

Proportion of spending on local
suppliers

Supply Chain Sustainability,
About the Report

3-3Management of material topics

Risk Management, Sustainable
Growth, Combating Climate
Change, TCFD Appendix,
CDP Climate Change

205-1

Operations assessed for risks
related to corruption

Upholding Ethical Standards

a, b = 70-73#16 Peace, Justice, andStrong Institutions

205-2

Communication and training
about anti-corruption policies andprocedures

Upholding Ethical Standards

a-e = 70-73#16 Peace, Justice, andStrong Institutions

205-3

Confirmed incidents of corruption
and actions taken

Upholding Ethical Standards

a-d = 70-73#16 Peace, Justice, andStrong Institutions

a, b = 72-74#16 Peace, Justice, andStrong Institutions

PROCUREMENT PRACTICESANTI-CORRUPTIONGRI 3: Material Topics 2021

2023 Sustainability Report

ANTI-COMPETITIVE BEHAVIORGRI 3: Material Topics 2021

3-3Management of material topics

Upholding Ethical Standards,
Safeguarding Human Rights

2023 Sustainability Report

206-1

Legal actions for anti-competitive
behavior, anti-trust, and monopoly
practices

Upholding Ethical Standards,
Safeguarding Human Rights

PEOPLEPURPOSEAPPENDICESINTRODUCTION

PLANET

APPENDICES | APPENDIX H – GRI INDEX 376 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

EXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSIONTAX
GRI 3: Material Topics 2021

3-3Management of material topics

Appendix D – General Disclosures

207-1

Approach to Tax

Appendix D – General Disclosuresa = 354#1 No Poverty

207-2

Tax governance, control, and risk
management

Appendix D – General Disclosuresa, b, c = 354, 387, 10-K

#1 No Poverty

207-3

Stakeholder engagement andmanagement of concerns related
to taxAppendix D – General Disclosuresa = 354#1 No Poverty

2023 Sustainability Report &2023 Form 10-K

207-4

Country-by-country reporting

Appendix D – General Disclosures

3-3

Management of material topics

Circular Economy

See note

207-4 a, b, c

Confidentiality constraints

All pertinent tax information of
the company is disclosed in its
quarterly and annual filings with
the SEC. The company considers
the information included in thecompany’s country-by-country
report to be confidential andproprietary in nature.

#1 No Poverty

Information unavailable/
incomplete

Owens Corning does not currently
classify our input materials used
into renewable and nonrenewable.
We are in the process ofclassifying our input materials
by this methodology in the shortterm.

#8 Decent Work andEconomic Growth#12 Responsible
Consumption and
Production

MATERIALS
GRI 3: Material Topics 2021

301-1

Materials used by weight or volume

Circular Economy

a = 223301-1 a#8 Decent Work andEconomic Growth#12 Responsible
Consumption and
Production

2023 Sustainability Report
301-2

Recycled input materials used

Circular Economy

301-3

Reclaimed products and theirpackaging materials

Circular Economy

3-3Management of material topics

Energy Efficiency & Sourcing
Renewable Energy, Appendix
C – Environmental Data, ProductInnovation & Stewardshipa = 219, 223, 224

a = 220-221

301-3 aInformation unavailable/
incomplete

We are in the process of putting
together a system to track ourreclaimed materials data in the
short term.

#8 Decent Work andEconomic Growth#12 Responsible
Consumption and
Production

ENERGYGRI 3: Material Topics 2021

2023 Sustainability Report

INTRODUCTION

302-1

Energy consumption within theorganization

Energy Efficiency & Sourcing
Renewable Energy, Appendix –Environmental Data

PEOPLEPURPOSEAPPENDICESPLANET#7 Affordable and Clean
Energy#8 Decent Work andEconomic Growth#12 Responsible
Consumption and
Production#13 Climate Actiona = 330-336
b = 247-248
c = 247-248, 330-336
d = Nonee = 247-248
f = 314g = 336

APPENDICES | APPENDIX H – GRI INDEX 377 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

302-2

2023 Sustainability Report

Energy consumption outside of theorganization

Appendix C – Environmental Data

EXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSIONa, b = 330-336
c = 336#7 Affordable and Clean
Energy#8 Decent Work andEconomic Growth#12 Responsible
Consumption and
Production#13 Climate Action

Energy intensity

Energy Efficiency, Appendix C –Environmental Dataa, b, c, d = 247-248, 330-336#7 Affordable and Clean
Energy#8 Decent Work andEconomic Growth#12 Responsible
Consumption and
Production#13 Climate Action

302-4

Reduction of energy consumption

Energy Efficiency & Sourcing
Renewable Energy, Appendix C –Environmental Dataa, b= 247
c = 247, 314
d = 314#8 Decent Work andEconomic Growth#12 Responsible
Consumption and
Production#13 Climate Action

302-5

Reductions in energy requirements
of products and services

3-3Management of material topics

Responsible Water Sourcing& Consumption, Appendix C –Environmental Data

303-1

Interactions with water as a sharedresource

Responsible Water Sourcing &Consumption

a = 281-291
b = 283
c = 288
d = 282-288#6 Clean Water andSanitation

303-2

Management of water dischargerelated impacts

Responsible Water Sourcing &Consumption

a = 284-285#6 Clean Water andSanitation

303-3

Water withdrawal

Responsible Water Sourcing& Consumption, Appendix C –Environmental Dataa = 287, 348
b = 287, 349
c = 350d = 281-291#6 Clean Water andSanitation

302-3

302-5 a, b, c

Not Applicable

Owens Corning does not
manufacture any products that
require energy to use.

WATER AND EFFLUENTS
GRI 3: Material Topics 2021

2023 Sustainability Report

INTRODUCTION

303-4

Water discharge

Responsible Water Sourcing& Consumption, Appendix C –Environmental Data

303-5

Water consumption

Responsible Water
Sourcing & Consumption,
Appendix C – Environmental Data

PEOPLEPURPOSEPLANET

APPENDICES

a = 288, 349
b = 349c = 350d = 349, 285
e = 281-291

a = 348b = 287, 351
d = 281-291, 314

303-5 cNot Applicable

APPENDICES | APPENDIX H – GRI INDEX

303-4 d. In addition to page 90,
our discharges are monitored andcontrolled to local requirements.
We defer to local regulation,
ordinances, and codes. Any
violation of discharge limits would
be recorded as an environmental
non-conformity (ENC) in ourinternal database.

#6 Clean Water andSanitation

Water storage is not identified ashaving a significant water-related
impact.

#6 Clean Water andSanitation

 378 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

EXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSION

BIODIVERSITYGRI 3: Material Topics 2021

3-3Management of material topics

Protecting Biodiversity

304-1

Operational sites owned, leased,managed in, or adjacent to,protected areas and areas of highbiodiversity value outside protectedareas

Protecting Biodiversity

We do not disclose durationof impacts and reversibility or
irreversibility of the impacts. The
information is still in the pilot orplanning stages and will develop
into more details through thebiodiversity management planning
process over the next couple years.

#6 Clean Water andSanitation#14 Life Below Water#15 Life on Land

304-2

Significant impacts of activities,
products, and services on
biodiversity

Protecting Biodiversity

a = 303-309
b = 307304-3

Habitats protected or restored

Protecting Biodiversity

a, b = 305, 307
c = 307d = 304#6 Clean Water andSanitation#14 Life Below Water#15 Life on Land

304-4

IUCN Red List species and national
conservation list species with
habitats in areas affected byoperations

Protecting Biodiversity

a = 307#14 Life Below Water#15 Life on LandPEOPLEPURPOSEAPPENDICES

2023 Sustainability Report

INTRODUCTION#14 Life Below Water#15 Life on Landa = 304, 307

PLANET

304-2 b. iii, iv

Information unavailable/
incomplete

APPENDICES | APPENDIX H – GRI INDEX 379 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSE
LOCATIONGRI REQUIREMENT(S)OMITTEDEXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSIONEMISSIONSGRI 3: Material Topics 2021

3-3

305-1

305-2

305-3

Management of material topics

Direct (Scope 1) GHG emissions

Energy indirect (Scope 2)
GHG emissions

Other indirect (Scope 3)
GHG emissions

Combating Climate Change,
Appendix C – Environmental
Data, About the Report,
Air Quality Management

Summary & Highlights,
Combating Climate Change,
Appendix C – Environmental
Data, About the Report

Summary & Highlights,
Combating Climate Change,
Appendix C – Environmental Data

Summary & Highlights,
Combating Climate Change,
Appendix C – Environmental Dataa = 266-267
b, e, f, g = 314
c = Noned = 34, 36, 266-267, 312#3 Good Health andWell-Being#12 Responsible
Consumption and
Production#13 Climate Action #14
Life Below Water#15 Life on Landa = 266-267
b, e, f, g = 314
c = 311-315
d = 34, 36, 266-267, 312#3 Good Health andWell-Being#12 Responsible
Consumption and
Production#13 Climate Action #14
Life Below Water#15 Life on Landa = 266-267
b, e, f, g = 314
c = Noned =34, 36, 266-267, 312#3 Good Health andWell-Being#12 Responsible
Consumption and
Production#13 Climate Action #14
Life Below Water#15 Life on Land2023 Sustainability Report

305-4

305-5

305-6

GHG emissions intensity

Reduction of GHG emissions

Emissions of ozone-depleting
substances (ODS)

Combating Climate Change,
Appendix C – Environmental Data

Summary & Highlights,
Combating Climate Change

Appendix C – Environmental Data

#3 Good Health andWell-Being#12 Responsible
Consumption and
Production#13 Climate Action #14
Life Below Water #15
Life on Landa = 337-343, 36
b = 337-343, 36
c = 337-343
d = 314#3 Good Health andWell-Being#12 Responsible
Consumption and
Production#13 Climate Action #14
Life Below Water#15 Life on Landa = 247b = 314c = 34d = 247e = 314
CFC-11 equivalent was calculated
by taking the MT used of eachozone-depleting substance andmultiplying by the corresponding
Class II factor for that substancefound at the EPA location below.

a, b, c = 340, 337-343
d = 314

SourceINTRODUCTIONPEOPLEPURPOSEPLANET

APPENDICESAPPENDICES | APPENDIX H – GRI INDEX#3 Good Health andWell-Being#12 Responsible
Consumption and
Production#13 Climate Action

 380 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

2023 Sustainability Report

305-7

Nitrogen oxides (NOx), sulfur oxides(SOx), and other significant air
emissions

Air Quality Management

3-3Management of material topics

Waste Management,
Circular Economy,
Appendix C – Environmental Dataa = Progress toward our 2030
goals (3 pages)
b = The majority of our significant
air emissions are calculatedusing either direct measurement,site-specific data, or publishedemissions factors/methodology
based on the level and quality ofdata available for each location
and as required by law. A small
portion of data is estimated using
emission results from comparable
process units within the company
c = 314REASONEXPLANATION/ADDITIONALCOMMENTS

SDG TARGET
LINKAGEWe are reassessing our significant
air emissions. Persistent organic
pollutants (POPs) are notsignificant for our operations.
We plan to have obtained andanalyzed that data in two years#12 Responsible
Consumption and
Production#13 Climate Action #14
Life Below Water #15
Life on LandOMISSION

305-7 a. iii & v
305-7 bInformation unavailable/
incomplete

WASTE
GRI 3: Material Topics 2021

306-1

306-2

Waste generation and significant
waste-related impacts

Management of significant wasterelated impacts

306-4

INTRODUCTION

Circular Economy,
Waste Managementa = 271-280, 217-227

a = 217-227
b = See commentsc = 272, 277, 314

306-2 bInformation unavailable/
incomplete

All our contracts allow for auditing
to ensure that material is being
handled properly. We always havethe option to audit our third parties
as well.

#3 Good Health andWell-Being#6 Clean Water andSanitation#12 Responsible
Consumption and
Production

Waste Generated

Waste Management,
Appendix C – Environmental Dataa, b = 278-279, 344-347#3 Good Health andWell-Being#6 Clean Water andSanitation#12 Responsible
Consumption and
Production

Waste diverted from disposal

Waste Management,
Appendix C – Environmental Dataa, b, c, e = 278-279
d = 344-347#3 Good Health andWell-Being#12 Responsible
Consumption and
Productiona, b, c, e = 278-279
d = 344-347#6 Clean Water andSanitation#12 Responsible
Consumption and
Production#15 Life on Land2023 Sustainability Report
306-3

Waste Management,
Circular Economy#3 Good Health andWell-Being#6 Clean Water andSanitation#12 Responsible
Consumption and
Production

306-5

Waste directed to disposal

Waste Management,
Appendix C – Environmental Data

PEOPLEPURPOSEAPPENDICESPLANET

APPENDICES | APPENDIX H – GRI INDEX 381 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

EXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSION

SUPPLIER ENVIRONMENTAL ASSESSMENTGRI 3: Material Topics 2021

3-3Management of material topics

Supply Chain Sustainability,
Safeguarding Human Rights

308-1

New suppliers that were screenedusing environmental criteria

Supply Chain Sustainability

a = 187, 195, 197

308-2

Negative environmental impacts inthe supply chain and actions taken

Safeguarding Human Rights

a, b, c, d, e = 176-177#12 Responsible
Consumption and
Production

3-3Management of material topics

Employee Experience,
Appendix B – Workforce Data,
Appendix D – General Disclosures

401-1

New employee hires and employee
turnoverAppendix B – Workforce Dataa = Appendix B – Workforce
Data – Employee Datab = Appendix B – Workforce
Data – Employee Data

#5 Gender Equality#8 Decent Work andEconomic Growth401-2

Benefits provided to full-time
employees that are not provided totemporary or part-time employees

Appendix D – General Disclosures

a = Appendix D – General
Disclosures – List of
Employee Benefitsb = 312#8 Decent Work andEconomic Growth

Parental leave

Employee Experiencea = Appendix D – General
Disclosures – List of Employee
Benefits, 129
b = Appendix B Workforce Data –Employee Data (NA Staff who
took parental leave)2023 Sustainability Report

EMPLOYMENTGRI 3: Material Topics 2021

2023 Sustainability Report

401-3

401-3 c, d, eInformation unavailable/
incomplete

While we are disclosing that all
employees are entitled to leave(a) and the number of North
American staff who took parental
leave in 2023 by gender (b), we arealso developing the data collection
necessary to disclose the full GRI
401-3 requirements in next year's
sustainability report.

#5 Gender Equality#8 Decent Work andEconomic Growth

LABOR/MANAGEMENT RELATIONSGRI 3: Material Topics 2021

3-3Management of material topics

Employee Experience

2023 Sustainability Report

402-1

Minimum notice periods regarding
operational changes

Employee Experience

3-3Management of material topics

Safer Together

403-1

Occupational health and safety
management system403-2

a, b = 129#8 Decent Work andEconomic Growth

Safer Together

a = i. = No, ii = Yes, 94
b = 94-97, 98#3 Good Health andWell-being#8 Decent Work andEconomic Growth

Hazard identification, risk
assessment, and incident
investigation

Safer Together,
Upholding Ethical Standards

a = 91-98
b = 91-92; 67-75
c = 90-101
d = 90-101#3 Good Health andWell-being#8 Decent Work andEconomic Growth403-3

Occupational health services

Safer Together

a = 94-96, 98#3 Good Health andWell-being#8 Decent Work andEconomic Growth403-4

Worker participation, consultation,and communication on occupational
health and safety

Safer Together

a = 90, 94, 98, 100-101, 104-105
b = 90#3 Good Health andWell-being#8 Decent Work andEconomic Growth

PEOPLEPURPOSEAPPENDICESOCCUPATIONAL HEALTH AND SAFETY
GRI 3: Material Topics 2021

2023 Sustainability Report

INTRODUCTION

PLANET

APPENDICES | APPENDIX H – GRI INDEX 382 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSE
LOCATION

403-5

2023 Sustainability Report

Worker training on occupational
health and safety

GRI REQUIREMENT(S)OMITTEDEXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSION

Safer Together

a = 98#3 Good Health andWell-being#8 Decent Work andEconomic Growth#3 Good Health andWell-being#8 Decent Work andEconomic Growth403-6

Promotion of worker health

Health & Wellness

a = 110-121, Appendix D General
Disclosures – List of employee
benefitsb = 115, 119, Appendix D General
Disclosures – List of employee
benefits

403-7

Prevention and mitigation ofoccupational health andsafety impacts directly linked
by business relationships

Safer Together

a = 92-97, 99-103#8 Decent Work andEconomic Growth403-8

Workers covered by an occupational
health and safety management
systemSafer Together

a = 94-98
b = None excluded
c = 93, 100-103, 314#8 Decent Work andEconomic Growth

Safer Together,
Appendix B – Workforce Dataa, b = Appendix B – Workforce
Data – Safety Datac, d = 91-97
e = 107, Appendix B – Workforce
Data – Safety Data
f = No workers excluded
g = 89-109, 314#8 Decent Work andEconomic Growtha = Appendix B – Workforce
Data – Safety Datab = Appendix B – Workforce
Data – Safety Datac = 91-98
d = Nonee = 89-109, 314#3 Good Health andWell-being

403-9

Work-related injuries

403-10Work-related ill health

Safer Together,
Appendix B – Workforce Data

3-3Management of material topics

Employee Experience,
Appendix B – Workforce Data

404-1

Average hours of training per year
per employee

Employee Experience,
Appendix B – Workforce Dataa = Appendix B – Workforce
Data – Employee Data to
Safety Data

#4 Quality Education#5 Gender Equality#8 Decent Work andEconomic Growth404-2

Programs for upgrading employee
skills and transition assistanceprograms

Employee Experiencea, b = 123-126#8 Decent Work andEconomic Growth404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews

Employee Experiencea = 124-125#5 Gender Equality#8 Decent Work andEconomic Growth

PEOPLEPURPOSEAPPENDICESTRAINING AND EDUCATIONGRI 3: Material Topics 2021

2023 Sustainability Report

INTRODUCTION

PLANET

APPENDICES | APPENDIX H – GRI INDEX 383 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

EXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSION

DIVERSITY AND EQUAL OPPORTUNITYGRI 3: Material Topics 2021

3-3Management of material topics

Board Leadership, Employee
Experience, Appendix B –Workforce Data

405-1

Diversity of governance bodies andemployees

Board Leadership, Employee
Experience, Appendix B –Workforce Data

#5 Gender Equality#8 Decent Work andEconomic Growtha = 54-59
b = 316-329

2023 Sustainability Report405-2

Ratio of basic salary andremuneration of women to men

Employee Experience

3-3Management of material topics

Human Rights

a = 127-129
b = 312405-2 aConfidentiality Constraint

Owens Corning has concerns that
disclosure may make it possible toestimate pay ranges for roles that
we don’t disclose or to identify
compensation for
specific individuals.

#5 Gender Equality#8 Decent Work andEconomic Growth#10 Reduced
Inequalities

NON-DISCRIMINATIONGRI 3: Material Topics 2021

2023 Sustainability Report

406-1

Incidents of discrimination andcorrective actions taken

Our Business Conduct Council
reviewed and investigated 10
reported equal opportunity
concerns. Actions for correction
and improvements were taken as
applicable.
Safeguarding Human Rights

a, b = 175-180
None of the 10 concerns resulted
in a substantiated finding of
discrimination; 8 of the 10 were
fully unsubstantiated, and 2 of
10 identified remedial actions for
management.

#5 Gender Equality#8 Decent Work andEconomic Growth#10 Reduced
Inequalities#16 Peace, Justice,and Strong Institutions

FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING
GRI 3: Material Topics 2021

3-3Management of material topics

Supply Chain, Employee
Experience, Safer Together,
Safeguarding Human Rights

2023 Sustainability Report

407-1

Operations and suppliers in which
the right to freedom of associationand collective bargaining may be
at risk

Supply Chain, Employee
Experience, Safer Together,
Safeguarding Human Rights,
Upholding Ethical Standards

GRI 3: Material Topics 2021

3-3Management of material topics

Responsible Supply Chain,
Safeguarding Human Rights

2023 Sustainability Report408-1

Operations and suppliers at
significant risk for incidents of childlabor

Responsible Supply Chain,
Safeguarding Human Rights

3-3Management of material topics

UN Sustainable Development
Goals Alignment, Risk
Management, Responsible
Supply Chain, Safeguarding
Human Rights

409-1

Operations and suppliers at
significant risk for incidents offorced or compulsory labor

UN Sustainable Development
Goals Alignment, Risk
Management, Responsible
Supply Chain, Safeguarding
Human Rights

PEOPLEPURPOSEAPPENDICES

a = 129, 133, 176
b = 74#8 Decent Work andEconomic Growtha = 175-180
b = 175-180, 186-187
c = 175-180#8 Decent Work andEconomic Growth#16 Peace, Justice, andStrong Institutions

a = 175-180, 197
b = 178-182, 197#8 Decent Work andEconomic Growth

CHILD LABORFORCED OR COMPULSORY LABORGRI 3: Material Topics 2021

2023 Sustainability Report

INTRODUCTION

PLANET

APPENDICES | APPENDIX H – GRI INDEX 384 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATION

EXPLANATION/ADDITIONALCOMMENTSREASONSDG TARGET
LINKAGEOMISSION

SECURITY PRACTICESGRI 3: Material Topics 2021
2023 Sustainability Report

3-3Management of material topics

Safeguarding Human Rights

410-1

Security personnel trained in humanrights policies or procedures

Safeguarding Human Rights

3-3Management of material topics

Safeguarding Human Rights

411-1

Incidents of violations involving
rights of indigenous peoples

Safeguarding Human Rights

3-3Management of material topics

Community Engagementa, b = 175#16 Peace, Justice, andStrong Institutions

a = 176, 180
b = None#2 Zero Hunger

RIGHTS OF INDIGENOUS PEOPLESGRI 3: Material Topics 2021
2023 Sustainability Report
LOCAL COMMUNITIESGRI 3: Material Topics 2021

413-1

Operations with local community
engagement, impact assessments,
and development programs

Community Engagement

a = 155-172, 90

413-1 a. ii, iii, v, viii

Information unavailable/
incomplete

Owens Corning is in the processof conducting community needs
assessments at select company
locations around the world
gathering this information, but has
not completed assessments at all
locations. Owens Corning plans
to assess sustainable community
engagement needs in a systematicmanner for U.S. facilities within thenext 5 years that will include these
topics. Owens Corning tracks all
Environmental Non-conformities
and Notices of Violation.

Information unavailable/
incomplete

Owens Corning is in the processof conducting community needs
assessments at select company
locations around the world
gathering this information, but has
not completed assessments at all
locations. Owens Corning plans
to assess sustainable community
engagement needs in a systematicmanner for U.S. facilities within thenext 5 years that will include these
topics. Owens Corning tracks all
Environmental Non-conformities
and Notices of Violation.

2023 Sustainability Report

Operations with significant actualand potential negative impacts on
local communities

Community Engagement

3-3Management of material topics

Safeguarding Human Rights,
Responsible Supply Chain

414-1

New suppliers that were screenedusing social criteria

Responsible Supply Chain

a = 187#5 Gender Equality#8 Decent Work andEconomic Growth#16 Peace, Justice, andStrong Institutions

414-2

Negative social impacts in the
supply chain and actions taken

Safeguarding Human Rights,
Responsible Supply Chaina, b = 173-176, 186-187, 191-201
c = 173-177
d = Nonee = None#5 Gender Equality#8 Decent Work andEconomic Growth#16 Peace, Justice, andStrong Institutions

PEOPLEPURPOSEAPPENDICES

413-2

a = 155-172#1 No Poverty#2 Zero Hunger

SUPPLIER SOCIAL ASSESSMENTGRI 3: Material Topics 2021

2023 Sustainability Report

INTRODUCTION

PLANET

APPENDICES | APPENDIX H – GRI INDEX 385 

GRI | INDEXGRI STANDARD/OTHER
SOURCE

Appendix H
DISCLOSURE #DISCLOSURE

CHAPTERPAGE NUMBER/RESPONSEGRI REQUIREMENT(S)OMITTED

LOCATIONREASONEXPLANATION/ADDITIONALCOMMENTS

SDG TARGET
LINKAGEDue to confidentiality constraints,
total monetary value is disclosed,
but not by country/recipient.

#16 Peace, Justice, andStrong Institutions

OMISSION

PUBLIC POLICYGRI 3: Material Topics 2021

3-3Management of material topics

Upholding Ethical Standards,
Appendix D – General Disclosures

2023 Sustainability Report

415-1

Political contributions

Upholding Ethical Standards,
Appendix D – General Disclosures

3-3

Management of material topics

Product Transparency

416-1

Assessment of the health and safety
impacts of product and service
categories

Product Transparency

a = 212-216

416-2

Incidents of non-complianceconcerning the health and safety
impacts of products and services

Product Transparency

a = Noneb = 215-216

3-3Management of material topics

Product Transparency

a = 75b = None. We do not provide
in-kind political contributions.

415-1 a. Partially omitted

Confidentiality constraints

CUSTOMER HEALTH AND SAFETY
GRI 3: Material Topics 2021

2023 Sustainability Report#16 Peace, Justice, andStrong Institutions

MARKETING AND LABELINGGRI 3: Material Topics 2021

Although a percentage isunavailable, see our HPD public
repository SDS's, SUIS's, Productdata sheets, installation guides, etc.
417-1

Requirements for product andservice information and labeling

Product Transparency

a = 212-216

417-1

Information unavailable/
incomplete

See our product compliance andproduct transparency websites#16 Peace, Justice, andStrong Institutions

https://www.owenscorning.com/
en-us/corporate/sustainability/
product-sustainability/producttransparency-standards

2023 Sustainability Report

417-2

Incidents of non-complianceconcerning product and service
information and labeling

Product Transparency

a = Noneb = 215-216

417-3

Incidents of non-complianceconcerning marketing
communications

Product Transparency

a = Noneb = 215-216

3-3Management of material topics

Upholding Ethical Standards

418-1

Substantiated complaints
concerning breaches of customer
privacy and losses of customer data

Upholding Ethical Standards

PEOPLEPURPOSEAPPENDICESCUSTOMER PRIVACYGRI 3: Material Topics 2021
2023 Sustainability Report

INTRODUCTION

PLANET#16 Peace, Justice, andStrong Institutions

a, b, c = 69-75

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ASSURANCE STATEMENT

Appendix I

Independent Assurance Statement
To Owens Corning’s Stakeholders

SCS Global Services (SCS) has been engaged by Owens Corning to provide independent assurance for the Owens Corning 2023 Sustainability Report as published on
the Owens Corning website. SCS conducted a moderate level of assurance on the full report in adherence to AccountAbility’s Principles of Inclusivity, Materiality,
Responsiveness, and Impact. In addition, SCS conducted assurance on multiple environmental, economic, and social key performance indicators.

Objective

The objective of this assurance engagement was to provide an independent opinion on Owens Corning’s reporting of qualitative and quantitative claims and theirsupporting management systems to assure stakeholders of the overall credibility of the reported information within the scope.

Scope

The scope of Owens Corning’s 2023 Sustainability Report and this assurance engagement includes all of Owens Corning’s sites and activities under their operational
control globally. A Type 2 assurance engagement was performed on Owens Corning’s performance against AccountAbility’s AA1000 Principles (2018) to a moderate(limited) level. GHG emissions covering scope 1, scope 2 (location- and market-based), and select scope 3 categories (1, 3, 4, 6, 7, 9, 12) and social and economic
disclosure topics of employee engagement (% responding and % actively engaged) and gender pay indicators have all been assured to a high (reasonable) level. Allother data, including but not limited to, performance data and progress towards 2030 goals were assured to a moderate (limited) level. In addition, SCS evaluated theReport’s adherence to Global Reporting Initiative’s (GRI) Consolidated Set of Sustainability Reporting Standards. A complete list of indicators assured can be found in
the final assurance report delivered to Owens Corning by SCS Global Services.

Standards and Criteria

SCS performed the assurance of the Owens Corning 2023 Sustainability Report against the AA1000 Assurance Standard AA1000AS v3 (2020). Specific performancedata were assessed utilizing internationally recognized standards, frameworks, conventions, or guidelines which included, but are not limited to the following:
§
§
§
§
§
§

AA1000 Accountability Principles (2018)
World Resources Institute’s Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition), March 2004 along with Scope 2
and Scope 3 Guidance
ISO 14064-3:2006 Specification with guidance for the validation and verification of GHG assertions.
GRI 1, 2, 3: Universal Standards (2021); Consolidated Set of GRI Sustainability Reporting Standards
S&P Global Corporate Sustainability
Assessment (CSA) 2023
© SCS Global Services
Page 1 of 8
Internal Owens Corning Governance Documents

Responsibilities
The management of Owens Corning had sole responsibility for the preparation and content of the Sustainability Report.
INTRODUCTIONPEOPLEPURPOSEPLANETSCS Global Services responsibilities were to:

APPENDICESAPPENDICES | APPENDIX I – ASSURANCE STATEMENT

 387 § ISO 14064-3:2006 Specification with guidance for the validation and verification of GHG assertions.
§ GRI 1, 2, 3: Universal Standards (2021); Consolidated Set of GRI Sustainability Reporting Standards§ S&P Global Corporate Sustainability Assessment (CSA) 2023
ASSURANCESTATEMENT§ Internal Owens Corning Governance Documents

Appendix I

Responsibilities
The management of Owens Corning had sole responsibility for the preparation and content of the Sustainability Report.
SCS Global Services responsibilities were to:§ Provide moderate level assurance as per AA1000 over the accuracy, reliability and objectivity of the information contained within the Report;§ Form an independent conclusion based on the assurance procedures performed and evidence obtained; and§ Report our detailed conclusions and recommendations in an internal report to Owens Corning management.

Methodology
SCS’ Assurance Team undertook the following activities to render our opinion:
§

§
§
§

Reviewed management systems and governance documents developed as a part of Owens Corning’s sustainability management system, which includes
their identification of material topics, stakeholder engagement, mechanisms for stakeholder responsiveness, and evaluation of impact and calculation
methods;
Reviewed and analyzed a sample of primary and secondary performance data collected at the sites and aggregated at the corporate level to identify any
material misstatements or calculation errors;
Conducted interviews with key management and staff and requested procedures and data from a sample of Owens Corning’s regions and sites; andReviewed the Sustainability Report for material misstatements and its alignment to the requirements of the Global Reporting Initiative (GRI) Standards.

Limitations
SCS conducted interviews with management and staff, reviewed governance documents and data, and performed limited recalculations on aggregate and site-specificdata through risk-based sampling. These processes enabled SCS to provide a moderate level of assurance on Owens Corning’s 2023 Sustainability Report, which
reduces the risk of our conclusions being in error but does not reduce the risk to zero. The assurance did not cover financial data such as the balance sheet, the income
statement, and the cash flow statement, technical descriptions of buildings, equipment and production processes, or other information not related to sustainability or
already supported by existing documents, such as third-party audits or certifications.

For certain scopes, Owens Corning provided actual data covering first the three quarters of their reporting period while the fourth quarter was reliant on estimates.
Areas that had a complete years’ worth of data included: Community, Safety, Human Resources, and select scope 3 categories.
© SCS Global Services

Adherence to the AA1000 Principles

Page 2 of 8

Based on the methodology and activities performed we have found that Owens Corning’s 2023 Sustainability Report and specified key performance indicators are in
adherence to AA1000 Assurance Standard V3 (2020) and AA1000 Accountability Principles (2018). A summary of our conclusions and evidence follows:
Inclusivity
The evidence gathered shows that Owens Corning engages with a wide range of key stakeholders, including investors, customers, employees, suppliers, facilities, nongovernment agencies and community partners through various means. For example, in 2023, Owens Corning engaged with customers to develop transparent productenvironmental data and develop initiatives for waste reduction efforts. Internally, Owens Corning conducted sustainability forums both in person and virtual, employee
engagement surveys, and affinity group meetings to discuss sustainability topics. In 2023, Owens Corning expanded their employee listening efforts to better
understandemployeesentiments
at manufacturing
sites
to identify opportunities and address issues.
Suppliers were engaged via supplier summits and surveys to 388 INTRODUCTIONPEOPLEPURPOSEPLANET
APPENDICESAPPENDICES | APPENDIX I – ASSURANCE STATEMENT
develop initiatives for scope 3 emissions reporting, circular economy, and waste diversion opportunities, and assure understanding of Owens Corning’s inclusion andAdherence to the AA1000 Principles

Based on the methodology and activities performed we have found that Owens Corning’s 2023 Sustainability Report and specified key performance indicators are in

adherence toSTATEMENT
AA1000 Assurance Standard V3 (2020) and AA1000 Accountability Principles (2018). A summary of our conclusions and evidence follows:
ASSURANCE

Appendix I

Inclusivity
The evidence gathered shows that Owens Corning engages with a wide range of key stakeholders, including investors, customers, employees, suppliers, facilities, nongovernment agencies and community partners through various means. For example, in 2023, Owens Corning engaged with customers to develop transparent productenvironmental data and develop initiatives for waste reduction efforts. Internally, Owens Corning conducted sustainability forums both in person and virtual, employee
engagement surveys, and affinity group meetings to discuss sustainability topics. In 2023, Owens Corning expanded their employee listening efforts to better
understand employee sentiments at manufacturing sites to identify opportunities and address issues. Suppliers were engaged via supplier summits and surveys todevelop initiatives for scope 3 emissions reporting, circular economy, and waste diversion opportunities, and assure understanding of Owens Corning’s inclusion anddiversity goals throughout the supply chain. Owens Corning launched a new direct engagement program in 2023 with 20+ suppliers and is expanding supplierengagement programs generally. Owens Corning engaged with communities affected by facilities through local neighborhood and community groups, who meet withplant representatives and other interested guests.
Based on this review, SCS concludes Owens Corning continues to engage with a wide range of stakeholders and seeks their participation regularly.
Materiality
Owens Corning conducts a comprehensive materiality assessment on a five-year basis; the last one was conducted in 2019. During the 2019 materiality assessment
SCS observed that Owens Corning followed a clear process for identifying business risks and material topics. The result of this assessment identified material topics
based on stakeholder preferences and impact. In 2022, Owens Corning made four acquisitions that complement or expand their existing business ventures. As such,
Owens Corning conducted a refresh of the 2019 Materiality Assessment to determine the continued relevance and applicability of material topics for the company as awhole and by their three major geographical regions. The materiality refresh was informed by engagement with stakeholders, peer performance, emerging issues,
trends, risk, and financial considerations. In 2023, Owens Corning began a more comprehensive materiality assessment engagement with a qualified consultancy thatwill use a double materiality methodology to align with the European Corporate Sustainability Reporting Directive (CSRD). No acquisitions occurred in 2023.
Based on this review, SCS confirmed that Owens Corning has a robust and ongoing process for identification of and reporting on material topics.
Responsiveness
SCS confirmed Owens Corning remained responsive to issues identified by its stakeholders through the development of policies, procedures, goals, objectives, andkey performance indicators reported in its annual sustainability report. Owens Corning increased their employee listening efforts in 2023 to better understand theneeds of their employees, specifically prioritizing front-line workers. Owens Corning expanded employee listening strategies to use different mediums for surveys suchas mobile for employees who may not regularly access email, for example, to gather feedback. Evidence showed responsiveness to the needs of these key employees
which included updated standards to improve conditions at plant locations based on specific employee feedback. Other response mechanisms remained in place and© SCS GlobalandServices
Page 4 systemsof 8functioning for 2023, including telephoneemail help lines for staff and customers, electronic surveys, and anonymous reportingfor collecting stakeholder
sentiment and assistance, as well as collecting and responding to grievances in violation of the Business Code of Conduct. In response to plant specific needs and to
take further steps to operationalize sustainability, in 2023, Owens Corning increased frequency or reporting on EHS topics, particularly waste and high impact areas,from quarterly or biannually to a monthly cadence.
Based on this review, SCS has collected sufficient evidence of Owens Corning’s responsiveness to stakeholders.
ImpactEvidence shows that Owens Corning has established and maintained processes for identifying, monitoring, measuring, evaluating, and managing their most material
impacts. The company measures and reports on identified impacts using metrics and key performance indicators in line with the Global Reporting Initiative (GRI), theSustainability
Standards(SASB), Task
Force on Climate-Related Financial Disclosures(TCFD),I –The
GHG STATEMENT
Protocol, and ISO 14000 and 45000 series 389 
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PEOPLEPURPOSE Board PLANETAPPENDICESAPPENDICES | APPENDIXASSURANCE
standards. Multi-year goals for reducing material impacts were established with completion planned for 2030 and annual reporting of progress through key initiatives istake further steps to operationalize sustainability, in 2023, Owens Corning increased frequency or reporting on EHS topics, particularly waste and high impact areas,from quarterly or biannually to a monthly cadence.

ASSURANCESTATEMENT
Based on this review, SCS has collected sufficient evidence of Owens Corning’s responsiveness to stakeholders.

Appendix I

ImpactEvidence shows that Owens Corning has established and maintained processes for identifying, monitoring, measuring, evaluating, and managing their most material
impacts. The company measures and reports on identified impacts using metrics and key performance indicators in line with the Global Reporting Initiative (GRI), theSustainability Accounting Standards Board (SASB), Task Force on Climate-Related Financial Disclosures (TCFD), The GHG Protocol, and ISO 14000 and 45000 series
standards. Multi-year goals for reducing material impacts were established with completion planned for 2030 and annual reporting of progress through key initiatives is
independently assured (see full list of assured indicators in table below).
Based on the evidence collected we conclude Owens Corning continues to meet the principle of impact.

Conclusions

SCS has assured Owens Corning’s 2023 Sustainability Report to an overall moderate level of assurance (otherwise known as limited level). The reporting period
covered is January 1, 2023 to December 31, 2023. Based on the methodology and activities performed within the scope of this assessment, nothing has come to ourattention to suggest:§

Owens Corning’s reporting of 2023 scope 3 greenhouse gas emissions (categories 2 and 10), water withdrawal and discharge, waste data, air emissions,environmental, social, and economic key performance indicators, and progress towards 2030 sustainability goals are not materially correct;§

The 2023 Sustainability Report does not adhere to the principles of Inclusivity, Materiality, Responsiveness, and Impact in its operations as per the AA1000
Accountability Principles (2018);§

The underlying management systems, governance documents, data collection methods, and KPI calculations are not appropriate for the reported informationor have material errors; and§Owens Corning’s 2023 Sustainability Report does not adhere with the consolidated set of GRI Sustainability Reporting Standards (2023).

In addition to above, SCS has assured to a high level of assurance (otherwise known as reasonable assurance) the following emissions and environmental, social,and economic KPI reported
as materially accurate, free from material misstatement and can be considered reliable:© information
SCS Global Services
Page 5 of 8§

Greenhouse gas emissions for scope 1, 2, and scope 3 (categories 1, 3, 4, 6, 7, 9, and 12);§

Energy use; and§The KPIs of Employee engagement (% responding and % actively engaged) and Gender Pay.

Observations & Recommendations

SCS found that hydrochlorofluorocarbon (HCFC) and hydrofluoroolefin (HFO) emissions were included in 2023 scope 1 emissions as they have been in prior years.
These emissions are not covered by the Kyoto Protocol GHG emissions and the WRI Greenhouse Gas Protocol states that these emissions should be reported as“Optional Emissions” outside of scope 1 reporting. It is therefore noted that the scope 1 emissions reported herein include current and historical HCFC and HFOemissions back to the base year instead of being reported separately as “Optional Emissions” under WRI requirements.
SCS recommends that Owens Corning continues to improve its data collection systems by minimizing manual entry and thus, the potential for errors or
INTRODUCTIONPEOPLEPURPOSEPLANET
APPENDICESAPPENDICES | APPENDIX I – ASSURANCE STATEMENT
misstatements.

 390 

§Energy use; andASSURANCE STATEMENT§The KPIs of Employee engagement (% responding and % actively engaged) and Gender Pay.

Appendix I

Observations & Recommendations

SCS found that hydrochlorofluorocarbon (HCFC) and hydrofluoroolefin (HFO) emissions were included in 2023 scope 1 emissions as they have been in prior years.
These emissions are not covered by the Kyoto Protocol GHG emissions and the WRI Greenhouse Gas Protocol states that these emissions should be reported as“Optional Emissions” outside of scope 1 reporting. It is therefore noted that the scope 1 emissions reported herein include current and historical HCFC and HFOemissions back to the base year instead of being reported separately as “Optional Emissions” under WRI requirements.
SCS recommends that Owens Corning continues to improve its data collection systems by minimizing manual entry and thus, the potential for errors or
misstatements.

Independence, Impartiality and Competence

SCS Global Services complies with independence, impartiality, quality control, and competency requirements founded on fundamental principles of integrity,
objectivity, professional competence and due care, confidentiality, and professional behavior. SCS Global Services assurance team has the relevant professional andtechnical competencies and experience to conduct an assurance to the AA1000 Assurance standard. The assessment team qualifications are available upon request.
SCS Global Services maintains a comprehensive system of quality control including documented policies and procedures regarding compliance with ethicalrequirements, professional standards, and applicable legal and regulatory requirements.
SCS Global Services is an independent and internationally accredited conformance assessment body. SCS Global Services conducts a limited number of independent
assessments and product certifications for Owens Corning annually which do not compromise our independence or impartiality. In conducting our engagement, SCS
Global Services confirms the company satisfies the criteria for assurance providers as set out in the AA1000 Assurance Standard v3 (2020) to carry out the assurance
engagement.

Declaration© SCS Global Services

Page 7 of 8____________________________________
Nicole Muñoz
Vice President – Environmental Certification Division

SCS Global Services
Emeryville, California
February 28, 2024
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APPENDICESAPPENDICES | APPENDIX I – ASSURANCE STATEMENT

 391 THE PINK PANTHER™ & © 1964–2024 Metro-Goldwyn-Mayer Studios Inc. All Rights Reserved.
© 2024 Owens Corning. All Rights Reserved.
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APPENDICES

2023 OWENS CORNING SUSTAINABILITY REPORT 392 