2021 Owens Corning Sustainability Report | Expanding Our Social Handprint | Inclusion & Diversity | 227 Inclusion & Diversity at OC One In January 2021, company leaders from around the world gathered virtually for the 19th annual OC One meeting, in which the executive committee recaps the prior year and shares the company’s priorities for the current year with a select group of leaders. Through a combination of presentations and working sessions, the meeting sets the focus for leader and employee efforts in the year ahead. At this year’s meeting, special attention was given to supporting leaders as they help Owens Corning on our I&D journey. Through internal and external research, we have identified what is most important for leaders to do to lead effectively in our global, flexible, inclusive environment. We believe these leadership skills are not only essential to success today but will continue to be differentiators for our success into the future. ■ Foster belonging Leaders must create an environment of inclusion where everyone feels they truly belong and are being set up for success. When situations change rapidly, or teams are spread out, it is easy for someone to feel left behind or disconnected. All members of the team should feel close and included — whether we are a desk, city, or ocean apart. ■ Drive for clarity Leaders must learn to be very clear and transparent when communicating and delegating to ensure the team is always focused on what is most important. ■ Lead by outcomes We cannot depend on managing by observing. Leaders must learn to track the progress of their teams by impact and results, not by hours worked. ■ Connect with purpose Leaders must intentionally plan conversations to build relationships so that we avoid losing the value of such interactions when schedules get tight or spaces are no longer shared. We must learn to be very intentional about how we strengthen our relationships and build our network. Building strength in these leadership skills will increase our speed and responsiveness across teams and regions to support our customers. These skills will help us mitigate risks associated with a more flexible work environment and set us all up for success. They will build strong habits that benefit all teams, whether on-site, hybrid, or remote. And these skills will support an inclusive work environment where every employee feels a sense of appreciation and belonging. We expect that as our leaders and employees participate in this training and deepen their understanding of these components, our people will increasingly feel that they are appreciated for their differences, their contributions are valued, and they are able to bring their whole selves to work. We had set a target for 100% of our people leaders, from first level leaders through mid-level leaders, directors, and vice presidents to attend our internal inclusive leadership training by the end of 2021, and while we fell short of that goal, we maintain a 2030 target to maintain training at that level for all new hires or promotions into those roles. + We have also worked to engage our manufacturing sites, tailoring our inclusive and diversity initiatives so that they are scalable and manageable for these facilities. This includes implementing our Inclusive Leader Workshops for people leaders at these sites, from plant leaders to front-line supervisors. To help sites better understand their needs, we have developed a self-assessment tool that gauges where they are in their I&D journey. Photo submitted by: Jill Ries | Granville, Ohio, U.S. Jan Johnson (left), Thomas Weekley (middle), and Karen Codiano (right). Percentage of People Leaders Trained on Inclusive Leadership 2030 GOAL: 100% 82% 2021 2018 BASE YEAR 24% 2019 56% 2020