Climate change risks and opportunities are fundamentally driven by three factors: regulations, physical climate factors, and other climate-related variations. We monitor the physical risks of climate change, as well as transition risks such as changing environmental regulations, new technologies, and changes in the marketplace, all of which may impact our operations or our planning. In addition, we are committed to managing the market and reputational risks that arise from the impacts of climate change. This informs our goals and our approach to reducing greenhouse gas emissions, as both our products and our processes can help us combat climate change. Governance Our environmental and social sustainability journey is fundamental to Owens Corning, and everyone affiliated with the company has a role to play. That includes our board of directors and our executive leadership. Board Oversight of Climate-Related Risks and Opportunities Owens Corning’s sustainability progress is monitored by the CEO and the complete board of directors. The board oversees corporate social responsibility (CSR) strategies set by management. In addition, they oversee our performance as we work toward our goals, and they approve annual financial incentives for high-level employees, including those tied to sustainability goals. The board reviews our sustainability program at least annually, and they receive periodic updates on relevant environmental impacts (including climate-related issues), health and safety metrics and activities, and our long-term sustainability goals. In addition, major acquisitions, capital projects, and innovation are all reviewed by the board. In each of these areas, the impact on our CSR strategy is considered through our risk register review and product stewardship review processes. The audit committee of the board is responsible for the oversight of all risk management policies, including climate- related risks. These risk management policies include current regulations, potential regulation changes, acute and chronic physical risks, and other climate-related issues. Our board and committees also have risk oversight related to impacts from environment, health, and safety (EHS), including climate change and the mitigation plans the company has in place. As an example of the board’s involvement in our sustainability and climate-related processes, the board oversaw the development and setting of all our 2030 Sustainability Goals. Managerial Responsibility for Climate Risks and Opportunities Owens Corning’s chief sustainability officer (CSO) and the sustainability team are responsible for monitoring and reporting our performance. The CSO presents progress toward our 2030 sustainability goals to the board of directors annually. In addition, the CSO presents quarterly to the operating committee on our sustainability progress, including issues, risks, and opportunities. This committee consists of Owens Corning business leaders and vice presidents. Our enterprise environmental and operations sustainability director reports to the CSO and works directly with the environmental leaders of each of our businesses to monitor all climate-related issues throughout the company. Furthermore, climate-related issues are addressed through our risk management process and included in our risk registers, which are developed by the business and legal departments and from the plant level up. Our risk committee is responsible for overseeing and monitoring our risk assessment and mitigation 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. Strategy Identification of Climate-Related Risks Owens Corning looks at all risks, including climate-related risks, through essentially the same process. 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 pose threats and opportunities to their business. They evaluate the potential impact and likelihood, and then establish management plans to mitigate the risk. Each risk is assessed by subject matter experts who consider relevant indicators in determining impact. These indicators vary depending on the aspects that are relevant for each risk. Potential quantifiable indicators that could factor into an individual risk’s impact classification include potential impact on revenue, potential number of sites disrupted, applicable fines, litigation outcome, medical treatment cost, and others. 2021 Owens Corning Sustainability Report | Appendices | 350 TCFD CLIMATE RISK & OPPORTUNITIES Appendix G