2021 Owens Corning Sustainability Report | Expanding Our Social Handprint | Employee Experience | 206 Learning & Development Initiatives The investments we make in every employee benefit both the individual and the company. Our learning and development opportunities extend throughout our employees’ time at Owens Corning, from early career development and midcareer advancement to executive-level cohort learning. We seek to deliver these experiences by aligning them with our business strategy, and we pursue them through the following initiatives. Aspiration and Goal Alignment We strive to support employees’ goals and align them with opportunities inside Owens Corning. This includes mentoring, performance management, participation in town halls, and OC One, an annual global leadership meeting with the company’s top leaders. The past two OC One events have been virtual; as a result, the last two years have seen attendance grow to nearly 300 people. Building a Stronger Connection with People A critical part of our development is learning how to lead and work with a diverse group of colleagues. Through programs such as the OC Leadership program, the Leading at the Next Level program, and Coaching for Impact, we offer valuable opportunities for advancement. We have also begun to integrate new curricula into our leadership training. We have invested in a new program, Coaching for Growth, an accessible, scalable, and modular approach that will be of great benefit over the coming years. We believe the programming we have in place will help our leaders establish trust, build relationships, and cultivate compassion and empathy for employees’ unique situations. In 2021, we launched two new learning opportunities for employees: ■ Leading Pink A new leadership development program designed to strengthen the skills of people who are already leaders, as well as prepare those people who are interested in advancing into leadership positions. Leading Pink combines self-paced e-learning, individual reflection, and interactive virtual classroom sessions focused on a variety of leadership topics, all rooted in Leadership Capabilities for Growth. ■ Enhanced Learning Enhanced Learning, powered by Percipio, delivers new learning resources to support our global staff employees’ unique development goals. Percipio, as it is commonly referred to, offers personal and professional development tools, skills training, continuing education, and professional certification preparation. These learning modules cover a broad range of topics, from leadership skills to learning technical or data analysis skills. Strategy and Commercial Skills In addition to providing our employees with tangible skills, we also endeavor to advance their ability 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. Operational Skills Our global training and development is rooted in Total Productive Maintenance (TPM) methodology, designed to guide the capture and transfer of knowledge and provide employees across our manufacturing facilities with the skills they need for success. Our programming includes one-point lessons, 3D diagramming, hands-on test-and-learn, and one- on-one coaching and mentoring. More information can be found in the TPM section of this report. Special Assignments and Training We provide opportunities for employees to sharpen their leadership skills by putting them to use in real-world situations, leading groups, projects, and assignments. Other possibilities may include becoming an affinity group leader, working on special projects, and rotational assignments. We track the progress of many of our formal learning and development activities across the company through data recorded in our learning management system (LMS). Each facility reports participation in formal learning programs such as classes, e-learning courses, and structured on-the-job activities. In 2021, our primary workers recorded an average of 18 hours in our LMS and our non-primary (salaried) workers recorded 7 hours. + Data include any training that was recorded in our LMS for the year, primarily for the formal learning programs conducted across the company. The pandemic led to many changes in our training programs, and some were paused while we worked to create virtual training alternatives, temporarily reducing the availability of these courses. Most of the learning and development activities that take place in Owens Corning are considered informal learning, such as coaching, mentoring, social groups, projects, assignments, and suggested reading, and these are not captured in the LMS. We evaluate the effectiveness of much of our training using the Kirkpatrick model, which measures the extent to which participants benefit from learning opportunities. The model gauges effectiveness on four tiers: ■ 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?