2021 Owens Corning Sustainability Report | Expanding Our Social Handprint | Employee Experience | 209 Succession Initiatives To maintain a truly inclusive environment, all employees must feel that they not only belong, but they also have paths for advancement. We pay close attention to the development of our emerging talent, providing the kinds of opportunities and projects that enable a diverse workforce to thrive. In addition, we look at how many employees are part of our career succession plan and how we can prepare our people for even greater opportunities. Each year, we implement a three-phase strategy to anticipate staffing needs and develop succession plans: 1. Strategy Planning In the third quarter, business leaders from across the company come together to discuss our company’s goals and how we will reach them. This in-depth look at the company allows our human resources department to anticipate staffing needs. 2. Operational Planning In this phase, we closely examine the company’s budgets, schedules, and needs. This enables our human resources department and company leaders to anticipate specific talent needs and cultivate the pipeline for upcoming positions. 3. Talent Planning The final phase looks at our strengths as well as the gaps in the talent pipeline, including succession at the officer level. Critical discussions center on development and business growth. As we proceed through the evaluation process, we ask ourselves the following questions: • What capabilities are required in the future that we do not have today? • Is it possible to grow these capabilities internally? • Are there any retention concerns? • What is the existing talent pipeline? • What key development needs should our learning and development efforts address? As part of this process, we evaluate our employees’ overall readiness for future roles and experiences. At the same time, we develop plans for our employees’ growth, ensuring that the next steps are in place for their career development. Succession Planning Internal fill rate of 75%-85% for leadership roles. + We aspire to have mid-level, director, and vice president-level roles filled by current Owens Corning employees, either through a promotion or as a lateral move, as a percentage of all internal fills and external hires for these roles. As we build our diverse talent pipeline, promoting from within strengthens our inclusive environment as employees see diversity among our leaders. Percentage of Leadership Roles Filled from Within Ensure two “ready now” internal succession candidates for key leadership roles. + We calculate this by taking the number of unique candidates who are ready for promotion into the key leadership role divided by the number of succession roles in that business unit. Although strong candidates may be on multiple succession lists, each individual is counted only once within that business unit. In addition, we have set succession targets to help increase representation from women and people of color. More information about our progress toward those targets can be found in the Inclusion & Diversity chapter . Succession Pipeline Readiness 2030 TARGETS & PERFORMANCE 2030 Goal 75-85 % within range 2019 84% Staff 2021 82% Staff 2018 BASE YEAR 73% Staff 2020 87% Staff 100% 0% 0.0 0.5 1.0 1.5 2.0 2.5 2018 (BASE YEAR) 2019 2020 2021 2030 Goal 2.0 2.22 .2 2.11 .8