Owens Corning has already reduced Scope 1 and 2 greenhouse gas emissions by 28% and aims for a 50% reduction by 2030. Could you walk me through how you’ve achieved this and what the plan is moving forward?
We’ve always approached our sustainability goals by first deeply understanding our impact. This helps us set meaningful, actionable milestones. We ensure that the goals we establish are aligned not just with the expectations of stakeholders, but also with what the world needs from a climate perspective. We’ve never been interested in vanity metrics. For us, it’s about genuinely contributing to the fight against climate change.
Our target for 2030 is based on science-based metrics that align with the most stringent standards. We have a clear roadmap and are well on track to achieve these ambitious goals. We take climate action seriously and are confident in our ability to meet the 50% reduction target by 2030.
You mentioned synergies between your company and the acquired one. What sustainability opportunities have you identified during the process of acquisition of Masonite?
One thing we have learned is that Owens Corning and Masonite have a shared commitment to sustainability. They manufacture products using wood, which is new to Owens Corning and an opportunity to make a difference. They also have a solid track record in using recycled content and minimizing waste. From our perspective, this presents an excellent opportunity to align our sustainability efforts and build on each other’s strengths.
As we move forward, we aim to merge our strategies and explore new opportunities together. Although it's still early, we believe that combining our expertise will make both companies stronger, allowing us to make a greater impact than we could on our own.
You’ve set a goal to recycle 2 million tons of shingles per year by 2030. Can you explain how your asphalt shingle recycling pilot program has contributed to this?
The pilot program is an example of our commitment to circularity, which we view as a key driver of decarbonization. When shingles reach the end of their life, we want to be able to recycle them, turning old shingles into new ones or using the shingles in pavement applications like roadways. This creates a circular economy around shingles, preventing tons of waste from going into landfills.
In 2022, we launched a partnership to establish an Asphalt Shingle Recycling Pilot Program. The goal was to find ways to deconstruct shingles, separate the asphalt, granules, and fillers, and reintegrate those materials into our production process. After more than a year of collaboration with industry partners, we’ve successfully developed a pilot plant in Indiana, where we’re now testing this process at pilot scale while running trials in our manufacturing plants. This initiative could be a game-changer for the industry, and we hope to expand it in the coming years.
When you started in 1988, did you ever foresee the advancements you’ve made in recycling and sustainability, such as what you’re doing with shingles today?
Back in 1988, I certainly didn’t expect the industry to evolve to this extent. However, during my 36 years at the company, I’ve had the privilege of being closely involved with operations, which gave me a firsthand view of the opportunities we had to reduce waste and improve efficiency. As sustainability became a bigger part of the global conversation, it became clear that Owens Corning had a unique role to play.
What excites me most is how our sustainability agenda directly aligns with solving some of the world’s biggest challenges, while also addressing high-value opportunities for our company. This journey has been incredibly motivating for both our employees and our leadership team. It’s gratifying to see how much we’ve accomplished, and it’s even more exciting to think about what lies ahead as we continue to innovate.
You’ve mentioned some of your technologies, like Ecotouch and NextGen fiberglass. If you were to explain these innovations to your 1988 self, what would you highlight as the biggest advancements?
Amongst the biggest advancements has been in our ability to use recycled materials. Today, anywhere from 50% to 70% of Owens Corning’s fiberglass insulation is made from recycled glass. This is a significant improvement from 35 years ago when we primarily relied on virgin materials like sand. Over the years, we’ve learned how to incorporate recycled glass—primarily from bottles—into our manufacturing process, which reduces both landfill waste and energy consumption.
In fact, for every 10% increase in recycled glass in our process, we can save around 2-3% in energy consumption.
This is huge for us, given the energy intensity of our industry. We’ve become one of the world’s largest users of recycled glass, consuming over a billion pounds each year. It’s a true win-win for both the environment and our business.
If you had to choose between prioritizing energy efficiency or renewable energy, which would take precedence in your operations?
Both are critical, and I’ll explain why. At Owens Corning, we have what we call a two-step process. On one hand, we’re working to electrify our assets to reduce reliance on fossil fuels, which is a significant source of our Scope 1 emissions. On the other hand, to make this transition truly impactful, we need to source that electricity from renewable energy. So, it’s not a question of choosing one over the other—we need both to achieve our sustainability goals.
Currently, about 57% of our global electricity consumption comes from renewable sources, and in Europe, that figure is 100%. We’ve set a target of achieving 100% renewable energy globally by 2030, and we’re making steady progress toward that. At the same time, we’re working with employees across the company to reduce energy consumption through low-cost, no-cost energy programs. Since 2006, these initiatives have saved us over a million and a half megawatt hours of energy each year.
I noticed that your company uses 100% renewable energy in Europe, but your operations span across many regions. Are you looking to expand into areas like sub-Saharan Africa or Southeast Asia, where construction is growing but sustainability is lagging?
We are focused on expanding strategically. Our recent acquisition of Masonite strengthens our presence in North America, which will continue to be a key focus for us moving forward. At the same time, we’ve announced the strategic review of our glass reinforcements business, which has a broader global footprint.
While we’re always considering growth opportunities, our immediate focus is on maximizing the impact we can make in North America and Europe, where we already have a strong presence. That said we’re keeping an eye on other markets to see how we can best contribute.
You’ve been with the company for over 35 years. What’s your vision for Owens Corning in the next 30 to 40 years?
Sustainability will remain at the core of our company’s mission. What makes Owens Corning unique is that sustainability isn’t just a buzzword for us—it’s embedded in everything we do. Our mission is to build a sustainable future through material innovation, and we take that responsibility seriously.
Looking ahead, I see us continuing to lead in areas like circularity and energy efficiency. We’ll keep pushing the boundaries of what’s possible, both in terms of our products and our impact on the environment. The future of Owens Corning will be defined by our ability to innovate while staying true to our core values of sustainability and making the world a better place.
