2021 Owens Corning Sustainability Report | Our Approach | Board Leadership | 55 Photo submitted by: Douglas Gremel | Sward, Nebraska, U.S. A view from the front porch, featuring the deck, lawn, and the sky reflected in the glass top of the porch furniture. Executive Compensation Owens Corning continually monitors the evolution of compensation best practices, as we review the relationship between company performance and compensation and the goals and targets we set. Individual goals and targets are designed to ensure that Owens Corning meets its financial and environmental goals while operating as an ethical company. In addition, Owens Corning has a fully non-executive compensation committee made up of all independent members. Our CEO and our named executive officers (NEOs) have substantial “pay at risk,” with 85% of our CEO’s and 74% of our NEOs’ target compensation being tied to annual and long-term incentives (as opposed to base salaries). Actual annual incentives and long-term incentive awards are subject to the achievement of preestablished performance requirements and designed to align with stockholder value. Base salary and other fixed elements of compensation are essential to any compensation program and enable the recruitment and retention of top talent. However, we believe that variable compensation for our most senior executives should significantly outweigh base salaries. For a more detailed discussion of executive compensation, including ways we apply internal and external financial success metrics, please see the Ex ecutive Compensation section of our latest Proxy Statement , published in March 2022. Stakeholder Consultation and Communication To better understand our stakeholders’ expectations and priorities, we proactively engage and consult with individuals, groups, and organizations that are impacted by our business operations. We rely on stakeholder guidance and direction to choose our business strategies and priorities, and from them we learn what is and is not working. We invite stakeholders to communicate with us on any economic, environmental, or social topic related to our business. The collective stakeholder input is crucial to the board’s fulfillment of its duties and responsibilities. It directly informs the board’s identification and management of economic, environmental, and social matters and their impacts, risks, and opportunities. We also invite all our stockholders and other interested parties to communicate with our board on any critical concerns they might have about our business. Interested parties may communicate with the lead independent director or any other non-management director by sending an email to [email protected]. All such communications are promptly reviewed for evaluation and appropriate follow-up by our general counsel and/or our vice president, internal audit. A summary of all communications is reported to the non-management directors. This does not include communications considered to be advertisements or other types of “spam” or “junk” messages unrelated to the board’s duties or responsibilities, which are discarded without further action. In addition, stakeholders and other interested parties may communicate sustainability concerns with the senior vice president and chief sustainability officer (CSO) via his email address, his assistant, our sustainability email address, or telephone. All business-appropriate inquiries are handled by the CSO directly, or they are passed on to corporate communications, legal, or other company function for appropriate action or response. Communications alleging fraud or serious misconduct by directors or executive officers are immediately reported to the lead independent director. Complaints regarding business conduct policies, corporate governance matters, accounting controls, or auditing are managed and reported in accordance with Owens Corning’s existing audit committee complaint policy or business conduct complaint procedure, as appropriate.