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Owens Corning at a Glance Founded in 1938, an industry leader in glass fiber insulation, roofing and glass fiber reinforcements 2014 sales: $5.3 billion 15,000 employees in 26 countries Fortune® 500 company for 60 consecutive years Three powerful businesses Insulation Roofing Composites 1 THE PINK PANTHER™ & © 19642015 Metro-Goldwyn-Mayer Studios Inc. All Rights Reserved. The color PINK is a registered trademark of Owens Corning Copyright © 2015 Owens Corning

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Page 1: LP15 Lessons Learned Gale Tedhams slide ... - Schedschd.ws/hosted_files/livingproductexpo2015/73/LP15 - Lessons... · Life-Cycle Management ... of a product system through out its

Owens Corning at a Glance

Founded in 1938, an industry leader in glass fiber insulation, roofing and glass fiber reinforcements

2014 sales: $5.3 billion

15,000 employees in 26 countries

Fortune® 500 company for 60 consecutive years

Three powerful businesses • Insulation

• Roofing

• Composites

1 THE PINK PANTHER™ & © 1964–2015 Metro-Goldwyn-Mayer Studios Inc. All Rights Reserved. The color PINK is a registered trademark of Owens Corning Copyright © 2015 Owens Corning

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Recent Accomplishments

Owens Corning received the National Safety Council’s Green Cross for Safety on April 10, 2014 with 11 consecutive year over year safety improvements

Listed to Dow Jones Sustainability World Index (6th year)

and Building Products Industry Leader in 2015 (3rd year)

One of 336 companies listed as Best Places to Work for LGBT Equality in Human Rights Campaign 2015 survey; perfect score for 10 years.

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Economic, Environmental

and Social Benefit

Innovation

Capital Efficiency

Risk Management

Margin Improvement

Growth Enhancement

Shareholder Return

Job Creation

Skills Enhancement

Local Economic Impacts

Social Investments

Business Ethics

Security

Diversity

Human Rights

Community Outreach

Indigenous Communities

Labor Relations

Safety & Health Environmental Regulations Global Climate Change Access to Potable Water Crisis Management Environmental Justice

Clean Air, Water & Land

Emissions Reduction

Zero Waste, Releases,

Spills

Biodiversity

Resource Efficiency

Product Stewardship

Life-Cycle Management

Products to Services

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Sustainability Business Strategy

1. Operations Sustainability

2. Product and Supply Chain Sustainability

3. Innovation and collaboration to deliver energy efficiency and durable material solutions at scale

4. Employee safety, health and engagement and community vitality

Driving to be a net-positive

Company…

Continuously Shrinking our Environmental Footprint and… Exponentially Growing our Positive Handprint

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Emissions to air, water and soil

The term Life Cycle Assessment (LCA) is a compilation and

evaluation of the inputs, outputs and potential environmental impacts

of a product system through out its life cycle

Raw material and energy consumption

Product and Supply Chain Sustainability…LCA Based

Raw

Material

Manufacture Use End of Life Transportation Transportation

Our 2015 goal is to make transparent the total LCA of all our core products

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Tool to aid the product developer to sustainable solutions…

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Handprints are the positive impacts we cause or enable to happen, relative to

“business as usual.”

• Footprint reduction, while essential, faces diminishing returns, is not enough and has a negative or limiting frame

Taking it to conclusion, better that the company go away to achieve zero impact

• Handprint creation is unlimited, aligns with business growth, has a positive/creative frame and can be exponential

The world is better off having Owens Corning operating • Huge synergy potential when companies holistically address the positive

elements of environmental and human impact in a purposefully manner

engagement, positive inner work life, creativity, teamwork

Collaboration with Sustainability and Health Initiative for NetPositive Enterprise

(SHINE ) with Co-Directors, Dr. Greg Norris and Dr. Eileen McNeely

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Product Sustainability Strategy

• Purpose and Aspirations

Raising the bar

• Business Relevant Goals

What our Customers want/need – add value

Market drivers

Tapping into new markets

• Focused Work Streams

Product Line Improvement (LPC as example)

Education

Collaboration

• Measurement

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Living Product Challenge Charrette

• Addressed 3 product lines

• Business and technical participation

• Combination of Education and Idea Generation

• Lecture and break out groups, interactive

• Opportunities and Challenges

• Next Steps

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Baseline 1 Responsible Place/Habitat Feasible, Smaller Added Effort or Cost

2 Habitat Exchange Feasible, Higher Effort or Cost

Water 3 Net Positive Water Difficult

Energy 4 Net Positive Energy Difficult

Health and

Happiness5 Net Positive Material Health Feasible, Smaller Added Effort or Cost

6 Human Thriving Feasible, Higher Effort or Cost

7 Red list Feasible, Smaller Added Effort or Cost

8 Living Economy Sourcing More analysis needed

9 Responsible Industry More analysis needed

10 Net Positive Climate Feasible, Higher Effort or Cost

11 Net Positive Waste Feasible, Smaller Added Effort or Cost

12 Product Fit to Use Feasible, Smaller Added Effort or Cost

13 Useful Life Disposal Feasible, Higher Effort or Cost

14 Equitable Product Access Feasible, Smaller Added Effort or Cost

15 Responsible Co-Products Feasible, Smaller Added Effort or Cost

16 Equitable Investment Feasible, Higher Effort or Cost

17 Just Organizations Feasible, Higher Effort or Cost

18 Positive Handprinting Feasible, Smaller Added Effort or Cost

19 Beauty and Spirit Feasible, Smaller Added Effort or Cost

20 Inspiration + Education Feasible, Smaller Added Effort or Cost

Place

Materials

Equity

Beauty

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Flourishing

Health and Wellness

Growing

Happy Creativity

Volunteer

Relationships

Support

Pleasant

Workplace

Involvement

Longevity

+ +

+ +

+

+

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Owens Corning Path to Flourishing

• Employee fitness employee nourishment

• Disease prevention/ numbers

• Safety stand/ program

• Environment for human performance

• Sustainability strong code of conduct

• Corporate giving

• Support to our communities

• Respected brand/ image

• Leading through our values

• Inclusive workplace and diverse workforce

• Competitive and caring

• Training & development

• Retirement and financial Planning

• Health and social benefits

• Work/life balance support

• Broad based incentive programs

• 100% leadership development

• Communication/ engagement

• Meaningful and shared goals

• Skill development for job complexity

• Optimal work flow and design

• Supportive environment

• Job-level, collaborative decision making

• Personal and professional development

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13

OC Safety Journey

Confidential: For internal purposes only |

2015

0.49

Design for Safety

MOC

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WE ASPIRE TO BUILD MARKET-LEADING BUSINESSES; GLOBAL IN SCOPE – HUMAN IN SCALE

Our people and products make the world a better place.