Sustainability


2020 Sustainability Goals Progress

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 in 2010. 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.

2020 Environmental Footprint Goals
Current footprint goals stretch forward to 2020 and use 2010 as the baseline.   As before, energy use, greenhouse gas emissions and water consumption remain priorities. Achieving zero waste-to-landfill is a long-term goal and underscores our commitment to this area of our footprint reduction. We made a shift from particulate matter to fine particulate matter.  Comprehensive toxic air emissions replaced the prior more narrow focus areas of Nitrogen Oxides (NOx) and Volatile Organic Compound (VOC) emissions.  This shift in focus for air emissions acknowledges our past successes and our concern for pollutants that carry greater remaining air quality concerns.

Each environmental footprint goal is detailed in the following paragraphs and is based on intensity measurements taken in 2010.

Primary  Energy
2020 Goal: 20 percent intensity reduction (and a 6% consumed energy intensity reduction)
2010-2013 Results: 1 percent intensity reduction
 
Greenhouse Gases (GHG)
2020 Goal: 20 percent intensity reduction
2010-2013 Results: 32 percent intensity reduction
 
Fine Particulate Matter (PM2.5)
2020 Goal: 15 percent intensity reduction
2010-2013 Results: 12 percent intensity reduction
 
Toxic Air Emissions (TAE)
(combination of hexavalent chromium, formaldehyde, manganese, polycyclic aromatic compounds and ammonia emissions)
2020 Goal: 50 percent intensity reduction
2010-2013 Results: 62 percent intensity reduction
 
Waste-to- Landfill
2020 Goal: 70 percent intensity reduction; long-term goal of zero waste-to-landfill
2010-2013 Results: 6 percent intensity increase
 
Water Consumption
2020 Goal: 35 percent intensity reduction
2010-2013 Results: 27 percent intensity reduction

2020 Goals 

Sustainability of Products
2015 Goal: Make transparent the total life cycle assessment of all core products by 2015.
2013 Result: Owens Corning was instrumental in bringing together a coalition of the insulation industry to produce Product Category Rules (PCR) as the basis for Life Cycle Assessments (LCA) leading to Environmental Product Declarations (EPD). The PCR for insulation products was issued November of 2011. Data collection and modeling was completed to develop LCA’s for fiberglass insulation, both faced and unfaced, and loosefill insulation products.  Owens Corning issued the first Environmental Product Declarations (EPD’s) for fiberglass insulation in North America in November of 2012.

Building on the Insulation Product Category Rules (PCR) work, Owens Corning published the first North American XPS Foam Environmental Product Declaration (EPD), and, in concert with the North American Insulation Manufacturers Association (NAIMA), produced an industry EPD for Mineral Wool insulation.

Core products have been identified and we are on track to have LCAs for all core products by the end of 2015.
 
2020 Goal: Implement continuous and measurable improvements on those impacts.
2013 Result: The 2011 transformation of the entire residential insulation product line, to the new EcoTouch® Insulation, is an example of the large positive impact that producing more sustainable products can have on our manufacturing environmental footprint. 

Owens Corning successfully converted additional product lines to the EcoTouch® bio-based binder platform in 2013. These included the complete EcoTouch® with PureFiber® Technology line of Metal Building Insulation, as well as EcoTouch® RA Appliance Insulation. In addition, the four insulation plants in China now have the capability of making EcoTouch® insulation.
 
2020 Goal: Create the pipeline and increased value through sustainability in the innovation process.
2013 Result: In 2013, a new sustainability mapping tool was created and implemented to provide the development organization with a more comprehensive, user-friendly tool to drive change in the innovation process.
 
Supply Chain Sustainability
2020 Goal: Set clear expectations for sustainability progress by our suppliers.
2013 Result: The Supplier Code of Conduct  continues to be reviewed and updated. Version 2.1 was released March, 2013. It was updated to be consistent with the Owens Corning Employee Code of Conduct that was established in 2013 and to expand the section on anti-corruption to provide greater detail  on expectations of compliance. The Supplier Code of Conduct is a key discussion document in supplier negotiation and included in most major contracts. It is also referenced in standard purchase orders. The third annual Supplier Recognition event was held in September. Suppliers were formally awarded recognition for best practices in the areas of Sustainability, Safety, Quality, Value Creation, Risk Mitigation, Innovation and Supplier of the Year. This event serves as a great reminder of the importance of our Supply Base and the emphasis we place on our Supplier Code of Conduct.
 
2020 Goal: Utilize leading-edge sourcing practices
2013 Result: In 2013, a new position was created in the Global Sourcing organization - Sourcing Infrastructure Leader. The person in this position is developing not only the vision and strategy, but also the mechanisms and processes to implement the Sourcing strategy that includes safety and code of conduct adherence, quality, risk management, economic value and measures and reporting. This is a multi-year effort requiring talent and process enhancements for our multi-billion and global sourcing enterprise. The Owens Corning Global Sourcing Leadership team has committed to be World Class by Q1 2016. The team, working with experts from Michigan State University’s Supply Chain program, developed specific criteria to measure their progress based on extensive external benchmarking. An internal assessment of processes and capabilities identified 6 key areas for dedicated focus and improvement; Supplier Management, Data Integrity, Data Reporting & Analytics, Transactional Excellence, Talent Development and Communications. Formal projects were charted, staffed and resourced with direct sponsorship and accountability by the Global Sourcing Leadership team. The Supplier Management Project is critical to this journey. It will focus on five specific work streams; Supplier Segmentation, Quality, Strategic Sourcing, Strategic Relationship Management and Recognition. The outcome of the project is to drive step-level measurable improvements in supplier focus, prioritization, engagement, performance and risk mitigation.
 
2020 Goal: Measure and disclose supply chain performance
2013 Result: 796 suppliers, based on spend and criticality, were asked to complete a self assessment survey.  311 completed the survey and were assessed for a 39% response rate.  This is almost double the number of completions from 2012. 

The average risk score was a 60 based on a scale of 100, a slight improvement from a score of 58 in 2012.

No on site audits were undertaken in 2013, however, an audit and new supplier onboarding program has been initiated for 2014

The Supplier Management initiative will also develop a standard supplier performance measurement process and dashboard.
 
2020 Goal: 50 percent of North American transportation miles will be converted from using diesel fuel to natural gas by 2020.
2013 Result: The number of freight miles driven in 2013 on natural gas doubled from 2012. We are on target for 15 percent of the transportation miles to be driven in 2014 to use natural gas.
 
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