2021 Owens Corning Sustainability Report | Expanding Our Social Handprint | Employee Experience | 207 Performance Reviews Annual performance reviews are used as an opportunity for managers and employees to discuss both performance and career development goals. These are supplemented by quarterly feedback conversations as well as ongoing coaching and mentoring. Review and Appraisal Percentages + Of the 0.1% of staff employees who did not receive reviews, most were either on leave during the year, recently promoted to a staff role, or hired after November 1, 2021. Employees are not required to have a review until after three months of employment. Developing Strong Leaders The same biannual survey that we use to measure employee engagement is also a development tool for our leaders. It asks employees to provide feedback about their direct leaders on behaviors that relate to our internal leadership capability model. Over the past few years, leaders have been working hard to close their personal capability gaps, and it was evident that we could raise the bar even further. Consequently, we significantly revised the 2020 staff survey to reveal new development opportunities for our leaders. 2018 2019 2020 2021 Male 99% 99.8% 99.5% 99.9% Female 99% 99.6% 99.6% 99.9% Employee Engagement Initiatives Communication with employees — including the feedback we receive from them — is essential as we work to capture the moments that matter for our people. As we strive to create a workplace where employees feel inspired and engaged at work, we have established a range of metrics and initiatives to guide us. These efforts help us quantify the employee experience and offer guidance as we work to continuously improve our employees’ time with us. Leadership Surveys For the past several years we have asked salaried employees to take part in a leadership survey. One of the items in this survey aims to measure the extent to which employees are actively contributing to their work by asking the question, “I frequently feel like I am putting all my effort into my work.” We have transitioned to conducting this survey every two years to minimize survey fatigue and allow leaders time to work on development areas identified in the individual reports. In 2020, we reworked the survey considerably, with questions that challenge leaders to demonstrate continued improvement, creating a new benchmark. New Benchmark for Engagement Measurements of discretionary effort are useful for comparing with external benchmarks, and they continue to be part of our survey and reporting. The new version of the survey will help us understand the emotional connection employees have to the company, their leaders, and their work, which will help provide a more holistic and nuanced measure of employee engagement. This additional metric is in keeping with our inclusion and diversity goals and approach, and it will help us guide our leaders’ growth. In our last biennial survey conducted in 2020, 88% of responses from staff to the new benchmark questions are classified as engaged or fully engaged. ^ EMPOWERING LOCAL TEAMS Owens Corning operates in 33 countries around the world, and we recognize that differences in culture often require different approaches. To address the unique ways that work is done across all our regions, Owens Corning has been working to empower local teams and leadership. In recent years, we have been actively encouraging our people to take ownership of their operations and make decisions at the level that is closest to where the work is getting done. As teams and leaders are more able to make key decisions at higher levels, they report that they are more engaged in their work and that the overall work environment is more stimulating. In addition, employees note that they are able to respond faster and more effectively to the needs of customers, bringing about greater successes for Owens Corning as a whole. Nico Del Monaco, senior vice president for our Composites business in Europe, can attest to the value of this approach. “The only way to keep up with the dynamism and speed of change in our markets is to empower those who are closest to the end customer and those who can identify opportunities to simplify the way we work,” he says. “To make sure our people have the tools to succeed, it’s important to provide the right training and support to match our high expectations. When our people can see their impact on our operations and personalize how they contribute to our results, it fosters pride and increases engagement.” Like most companies, Owens Corning has had to adapt to changing conditions in the way work is performed, and we have sought to reimagine the way we operate around the world. While this emphasis on local leadership has in many ways been a response to these changes, we also expect that it will become an essential part of the way we do business in years to come.