Goals

Owens Corning established its first set of 10-year footprint reduction goals in 2002. Having significantly reduced our environmental footprint by the end of 2010, we established a new set of footprint reduction goals for 2020. These new goals raised the bar on our commitment to sustainability and reflect an increasingly holistic approach that encompasses our environmental footprint, the attributes of our products, and our desire to affect change by partnering with our customers and suppliers to deliver sustainable solutions.

Environmental Footprint

Primary Energy
2020 Goals
20% primary intensity reduction
2010-2015 Results
17% intensity reduction of primary power and a 17% intensity reduction of consumed energy intensity
Greenhouse Gases (GHG)
2020 Goals
50% intensity reduction
2010-2015 Results
41% intensity reduction
Fine Particulate Matter (PM2.5)
2020 Goals
15% intensity reduction
2010-2015 Results
17% intensity reduction
Toxic Air Emissions (TAE)
Combination of hexavalent chromium, formaldehyde, manganese, polycyclic aromatic compounds and ammonia emissions
2020 Goals
75% intensity reduction
2010-2015 Results
66% intensity reduction
Waste-to-Landfill
2020 Goals
70% intensity reduction; long-term goal of zero waste-to-landfill
2010-2015 Results
14% intensity reduction
Water Consumption
2020 Goals
35% intensity reduction
2010-2015 Results
32% intensity reduction

Product Sustainability

2015 Goal

2015 Results

We met our goal to make transparent the total life cycle assessment (LCA) of all core products by 2015.

The mechanism through which we have shown the life-cycle environmental impacts of our core products is by following a two-part methodology: (1) conduct a life cycle assessment (LCA) according to the ISO 14040, 14044 and 14025 standards followed by an external, 3rd party review and verification; and (2) develop an Environmental Product Declaration (EPD) from the LCA.

In 2015, multiple life cycle assessments and additional EPDs had been issued. This included our 700 Series Fiberglas™ Insulation Unfaced and Faced as well as our Fiberglas™ Pipe Insulation both unfaced (No Wrap) and with 4 facing options (VaporWick®, ASJ Max, ASJ, and Evolution™). Additionally, an LCA had been conducted on our asphalt roofing shingle products and an EPD issued, which covers our Supreme® Three-Tab Shingles, Oakridge® Shingles, and Duration® Series Shingles. In Q4, further progress had been made. EPDs were issued for QuietR® Duct Board, EcoTouch® Insulation for Flexible Duct, SOFTR® Duct Wrap, and EcoTouch® Insulation for Metal Building.

All can be found on the UL Sustainable Product Guide or at Owens Corning’s Architectural & Engineering Information Center.

LCA data for composites products has been completed and published data can be found at the American Composites Manufacturing Association site, the Glass Fibers Europe site or by contacting 1-800-GET-PINK®.

2020 Goals

2015 Results

Work continues with elimination of formaldehyde in binder formulation with the conversion of 701 Fiberglas™ insulation. Other aspects of sustainable attributes are captured in the innovation sustainability mapping tool within the next goal.

2015 Results

A few years ago Owens Corning developed a sustainability mapping tool to provide the development organization with a more comprehensive, user-friendly tool for driving change in the innovation process.

Measures of sustainability in innovation projects in 2015 showed:

  • 61% of new products and 50% of new applications for our products are showing net sustainability gains. These gains were most frequently caused by product developments that improved our manufacturing footprint (lower plant air emissions, lower material consumption, lower energy usage and higher process efficiencies). Another frequent cause of gains in 2014 was moving to new product designs that use less material.
  • Net sustainability losses are a low percentage (<10%). Losses were most frequently caused by the use of more materials in the design, manufacture or use of the product including the requirement of more packaging materials.
  • Summary reports from these assessments identifying trends and opportunities are published on a quarterly basis.

Supply Chain Sustainability

2020 Goals

2015 Results

We set clear expectations through the Owens Corning’s Supplier Code of Conduct.

The fifth annual Supplier Recognition event was held in September. This event serves as a reminder of the importance of our supply base and the emphasis we place on our Supplier Code of Conduct. Suppliers were formally awarded recognition for best practices in the areas of sustainability, safety, quality, value creation, risk mitigation, and innovation.

2015 Results

Owens Corning made significant progress in cleansing spend data and implementing governance processes while investing in external data resources to measure risk and supplier information. New spend analytics dashboards and reports were developed using SAP business intelligence tools.

The Supplier Segmentation process, implemented for the top 80% spend, analyzed supplier risk and impact and companies were asked to provide an annual self-assessment via a survey. The segmentation analysis is used by commodity leaders to prioritize their efforts of engagement and active management of suppliers. Information gained was used in consideration for the annual supplier recognition and awards event. A new quality improvement process and tool was deployed to all North American plants to identify and correct non-conforming material. A supplier scorecard was developed, piloted and approved and is used to address performance issues with specific critical suppliers

A key objective is driving measurable improvements in supplier focus, prioritization, engagement, performance and risk mitigation. The company was recently recognized for Procurement Excellence at the Procurement Leaders World Procurement Awards. The World Procurement Awards are the most celebrated and sought after awards in procurement, representing the best projects, people and organizations across the world. They reward the collective efforts of individuals and teams and are an affirmation of the hard work, innovation and dedication of those at the forefront of this dynamic global profession. This year saw over 400 hundred entries from some of the most influential companies across 31 countries.

2015 Results

The number of suppliers, based on spend and criticality, asked to complete a self-assessment survey dropped to 846 from 995 in 2014. Of those, 337 surveys were returned and assessed at a 40% response rate versus a 39% response the year before.

An audit, corrective action and new supplier onboarding program were implemented at the end of 2014. In 2015, five on-site audits were completed by sourcing personnel. This is one part of our active management process engaging the sourcing leaders directly with their suppliers.

A new supplier screening process began in 2015. One hundred percent of new suppliers are now screened for any, global, governmental sanctions using the Thompson Reuters World Check system. Information is collated from an extensive network of reputable sources, which include:

  • 530+ sanction, watch, regulatory and law enforcement lists
  • Local and international government records
  • Country specific data sources
  • International adverse electronic and physical media searches
  • English and foreign language data sources
  • Relevant industry sources

2015 Results

Owens Corning contracts upstream and downstream transportation providers. All transport providers are required to be United States Environmental Protection Agency (USEPA) SmartWay® certified.

Owens Corning reported the first wave of fuel switching to natural gas from diesel fuel, and partners with Dillon Transport, Modern Transport and others on a fuel switch initiative of diesel to natural gas (NG) to deliver energy efficiency, greenhouse gas and other emission reductions. In 2015, Owens Corning carriers fueled by NG moved product 15 million miles, 7% more than the previous year. This represents 10% of our total road miles in 2015.

Of our total 142 million miles transported, 30 million miles were travelled using alternative means – NL intermodal and rail (IML) – resulting in emissions avoidance of over 25,000 metric tons of CO2e vs over the road with standard diesel fuel. As of 2015, IML comprised 11% of miles, while NG comprised 10% of miles. Note: our goal had been to convert 50% of miles driven to natural gas, however with low fuel prices; this is no longer a feasible option for our carriers. We will continue to request and support fuel switching while also looking to alternative means for overall emissions reduction of our sourced transportation services.

Our revised goal will be to accomplish the same MTons/mile intensity reductions planned from our work that started in 2012 by the continued conversion of diesel to natural gas powered equipment, as well as increasing utilization of bulk transport such as IML and encourage the use of lower emission equipment available to the marketplace and used by our carriers.

Building Science

2020 Goal

2015 Results

Owens Corning is committed to a 50% increase in the number of net zero buildings we support through collaboration with our partners by 2020 compared to 2006 levels. Owens Corning’s Conscientious Builder Program identifies builders that strive to build net zero buildings. These builders have partnered with Owens Corning to capitalize on our building science knowledge and experience.

We met our goal by educating the building industry, engineers, contractors, and homeowners on safe and efficient building materials. This included construction of 35 net zero or net zero ready homes in Canada and the United States.

Owens Corning is partnering with builders throughout the country who are building in a wide variety of climates, regions and communities. Builders such as Shea Homes (California), Ron Davis Custom Homes (Texas), Palo Duro Homes (New Mexico), Quail Homes (Portland, Oregon) and Thrive Home Builders, formerly New Town Builders, (Denver) have worked closely with Owens Corning to create high performing homes that translate into highly differentiated buyer benefits including net zero home construction.

For more information, check out the High Performance Building Exchange presented by Owens Corning. It contains information and insights from building industry experts – helping you turn Building Science into Building Genius™.

Revised 2020 Goal

Following our success in 2015, Owens Corning is committed to a year over year increase, in construction of net zero ready homes from a baseline of 35 homes constructed in North America.

Safety

2015 Goal

2015 Result

While we are committed to eliminating all workplace injuries, our goal is to make progress in our march to zero by demonstrating a reduction in the number of injuries year over year. Owens Corning’s recordable injuries decreased from 90 in 2014 to 84 in 2015. Our recordable incident rate fell by 7% from 2014 to 2015. We have registered a significant reduction in the severity of incidents yet our work is not done. We are committee to eliminating all workplace injuries as we march to zero.

2016 Goal

We are committed to our company value of Living Safely – both at work and at home. Our goal is to eliminate all workplace injuries and demonstrate our progress in our march to zero by improving our safety performance each and every year as demonstrated by our incident rate.

Employee Development

2015 Goal

2015 Result

Owens Corning is committed to ongoing workforce development that focuses on both the quality and quantity of development beyond basic compliance training. In 2015, we are committed to at least 13 hours per employee with the expectation with a continual increase in 2016. We surpassed our goal by tracking 30 hours per employee in 2015; this result reflects our commitment to our employees' growth. The training tracked in this goal includes formal learning conducted across the company (classes, eLearning courses, structured on-the-job). Informal training is excluded.

2016 Goal

Owens Corning’s employees are our number one asset and we are committed to our employee’s development. For 2016, we are demonstrating that commitment by striving for 30 hours of training per employee focused on both the quality and quantity of development beyond basic compliance training.

Community Impact

2015 Goal

2015 Result

Our 2015 goal reflected our growing participation around the world. We achieved a 66% participation rate in 2015, exceeding our goal. This was accomplished through various methods including plant open houses, community volunteer events, fundraising, community board service, and financial support.

2016 Goal

Our 2016 goal is to achieve at least 70% of our global facilities are participating in at least one community service project, reflecting our growing participation around the world.