2021 Owens Corning Sustainability Report | Expanding Our Social Handprint | Inclusion & Diversity | 218 We have the following drivers in place to help Owens Corning build a more inclusive workforce. These concepts are also discussed in our Employee Experience chapter; here, we talk about them with a specific focus on inclusion and diversity. ■ Recruitment Ensuring access to a diverse talent pool is essential to our efforts. Owens Corning is working to create a bias-free recruiting strategy, investing our resources into outreach that can help deliver the broadest possible range of talent. This includes our Inclusion & Diversity Recruiting Champions program, which is discussed in more detail on page 226. In 2021, we created formal requirements designed to ensure diverse slates of candidates and interview panels. This policy enables us to track progress and follow up as needed, and it allows for change management and communication support. ■ Development Owens Corning believes that teams are most likely to thrive when employees are fully engaged with their work, their teammates, and their leaders. Through initiatives such as our affinity groups, we encourage people to be their most authentic selves at work, while our mentoring opportunities help develop meaningful relationships that help further careers for people from all backgrounds. These initiatives are discussed in more detail later in the chapter. ■ Retention Keeping talent that reflects our aspirations for inclusion and diversity is a top priority at Owens Corning. We’re working to foster an inclusive workplace by undermining unconscious bias through training, policies, and initiatives designed to engage people in conversations that recognize their individuality, experience, and identity. Examples of this work can be found throughout this chapter. Inclusion and Diversity Surveys To understand our place on the I&D journey at our locations around the world, Owens Corning conducts inclusion and diversity surveys every other year. Our 2021 survey included both salaried and primary employees. The survey featured some core questions that are asked globally, and additional questions are tailored to the specific needs of each region. Inclusion and Diversity Council Our Inclusion and Diversity Council includes senior leaders from all our businesses, corporate functions, and regions. They share a passion for creating an environment that reaps the rewards of capable, diverse, and highly engaged teams. The council’s goals include the following: ■ Enhancing the employee experience. ■ Establishing sustainable diversity and creating a culture that provides value for employees, customers, shareholders, and communities. ■ Ensuring that our strategy of inclusion and diversity supports the business strategy and company values. ■ Gathering resources to enable strategy success. ■ Measuring success. We have established regional inclusion and diversity councils to lead local programs and focus areas that support our overall commitment to this important aspect of well-being. In March 2021, the Inclusion and Diversity Council issued a statement condemning violence against Asian, Asian American, and Pacific Islander communities. The statement came in the aftermath of an incident in Atlanta in which eight people were killed, including six Asian women; in it, Owens Corning explicitly denounces xenophobia, hate crimes, and any tolerance of these actions. The 2+1 Regional Strategy Because Owens Corning’s I&D efforts differ around the world, we seek to empower each region to focus on what’s right for employees who work there. As a global company, we understand that cultural expectations and diversity goals vary across different regions. Owens Corning’s global I&D strategy focuses on a “2+1” approach, established by the professional services network PwC. The “2” refers to the two global topics that apply to every Owens Corning location and leader — creating a culture of appreciation and promoting gender diversity. The “1” represents an additional value that every region or country must define for themselves. This idea helps us live up to one of our core values — that we are global in scope and human in scale. This year, our intern cohort — including young people pursuing careers in manufacturing, sales, finance, and science & technology — was our most diverse to date. TWO global topics ONE regional value GLOBAL IN SCOPE HUMAN IN SCALE