2021 Owens Corning Sustainability Report | Expanding Our Social Handprint | Employee Experience | 204 Diversity in Our Workforce By employing people with varied backgrounds, experiences, and perspectives, we are able to deliver more for our customers. That’s why we believe our workforce should represent the full spectrum of humanity. We have made strides in gender equality globally throughout our workforce, and this strengthens our business. We have also established a set of guidelines designed to help transgender and gender non- conforming employees transition in the workplace. In addition, diverse leadership is an essential part of the overall employee experience, as it helps diverse colleagues envision their own career paths. Please see the Inclusion & Diversity chapter for more about these initiatives, as well as our approach and progress in this area. Retention Initiatives Owens Corning recognizes that the best way to retain top talent is to ensure that every individual’s time with the company is an opportunity for personal fulfillment and professional growth. At the same time, we want to foster an environment of inclusion, one that enables all our employees to reach their fullest potential. Through the initiatives outlined here, we are working to achieve our business aspirations as our people achieve theirs. Early Career Programs Our long-range commitment to inclusivity is inherently linked to maintaining a sustainable pipeline of diverse talent. Through our Early Career programs, we can foster new talent — often directly from university. These new hires are a constant source of invigoration for our team, as their diverse approaches and backgrounds provide us with exciting new perspectives. In addition, Early Career programs enable us to establish long-term plans for a diverse pipeline of future leaders. As of 2021, we have retained 87% + of Early Career Development Program participants after one year, and 57% + of participants after five years. This surpasses benchmark retention rates obtained from the National Association of Colleges and Employers (NACE), whose 2020 data (the most recent available) indicates 69% retention after one year and 42% after five years. Inclusive Leader Training We believe all Owens Corning employees have a role to play in recruitment as they represent the employment brand in their everyday lives. Therefore, in addition to the investment we place in our talent acquisition professionals, we seek to improve the recruiting capabilities of our staff around the world. Our Inclusive Leader training, which empowers leaders around the world to be inclusive recruiters, is now in its second year, and we have continued to expand its implementation throughout our organization. We have also trained a group of employees to serve as Inclusion & Diversity champions in our campus recruiting efforts. This program is described in the Inclusion & Diversity chapter . High-Performing People Owens Corning is dedicated to promoting an exceptional environment where our top talent comes together in a commitment to excellence. We believe that happens through clear objectives, effective performance management, and a structure that includes talent review, succession planning, development, and compensation. We view performance management as a consistent and ongoing dialogue between employees and leaders regarding staff members’ overall performance. We recently redesigned our process for selecting and cultivating our top talent pipeline based on key insights from our internal analyses. In 2021, we launched this revamped pipeline program with a series of improvements, including clarified selection criteria, new individual development plans to guide the growth experience, and a new resource collection to ensure leaders of these talent have the tools to guide meaningful development. We will continue to measure the impact of these improvements against our desired outcomes. 40% 2018 46% 2019 47% 2020 51% 2021 Almost 51% of U.S. hires identified as people of color in 2021, up from 40% in 2018.