I lead the EHS function for Owens Corning's global Composites business. This business generates $2.7 Billion a year in revenue and has more than 6,600 employees in 40 manufacturing facilities in 14 countries globally.I lead a team of EHS professionals that deliver world class results, including reducing the recordable incident rate by over 35% in the past year alone to below 0.5My responsibilities include: • Developing the EHS strategy for the Composites business and driving standardized EHS processes across all sites. • Effectively communicate with all levels of the organization, from the primary employees in our plants to our regional, senior & executive level management. • Assess risk and direct the closure of all insurance related deficiencies together with advising Senior and Executive management regarding options to mitigate actual and potential risks. • Identifying, developing, and growing EHS talent and capability across many different cultures and regions. • Support business growth strategy throughout all stages of execution, including integrating 3 new facilities into the Composites business. • Ensure overall compliance pertaining to any/all regulatory agencies including local, federal, state and provincial legislation at Owens Corning’s Composites facilities globally.I'm also a member of the EHS Leadership council for Owens Corning that sets the strategy direction for the company.

I lead the Enterprise Safety team responsible for developing and maintaining the global EHS Management System and leading the implementation of the EHS strategy. My team assists the business units with implementing standardized processes focused on strengthening EHS culture and eliminating injuries, specifically serious and fatal injuries (SIF's). We have incorporated Human and Organizational Performance (HOP) initiatives into existing process/programs to ensure we are considering these factors as we design/rebuild equipment, consider new work processes and procedures, and review incidents and near misses. Current initiatives: • Hazard Recognition: Developed a program that teaches employees innovative techniques for identifying hazards and effective corrective actions to reduce the risk to acceptable levels. Employees can become certified by demonstrating their ability to apply the concepts in their work area. Over 1,500 hourly employees have been certified globally as HRC specialists. • Risk Ranking System (SIF focus): Developed a new way to rank risk that effectively compares the potential severity with the effectiveness of the control(s) and incorporated it into the High Risk activity assessment process.• Leading Indicators: Developed a company specific program that identifies key factors that lead to increased risk of injury and predict when those factors increase. The goal is to engage functional leaders (i.e. Operations, Maintenance., HR) in their responsibility in respect to the overall risk profile of the facility. The data is being used in predictive modeling to provide visibility to the cumulative impact of risk, allowing intervention before an injury.• Contractor Management: Led a global cross functional team to develop a comprehensive process to ensure each Owens Corning facility only partners with contractors that share in the vision of an injury free workplace. The program has led to a reduction in overall risk, both of injury and liability.

Overall responsibility for implementing safety programs and the performance of 6 large insulation manufacturing facilities.

The safety Leader for the construction division of Owens Corning. National division with over 1,000 employees. I had 3 Regional Safety Leaders in my group.

Directed and coordinated safety operations for 146 branch offices and 6 manufacturing facilities located throughout the United States (over 6,000 union workers). • Monitored equipment design safety issues to ensure personnel safety during installation and maintenance of equipment. Worked directly with manufacturing plants to reduce the risk to field personnel through design changes. • Changed the company culture from accepting 1 fatality/year as normal to over 5 years without a worker fatality and realized a 40% reduction in OSHA Recordable rate.• Developed and implemented a standard safety management system that ensures each location is compliant with OSHA regulations as well as company policies.• Liaison with federal, state, and local government agencies. Responsible for settlement of all citations and fines resulting from OSHA inspections.• Worked directly with third party administrator to effectively manage workers compensation claims and costs.• Served as chairman of the National Elevator Industry Inc (NEII) safety committee. (elected to 2 terms)• Authored numerous programs that became best demonstrated practices within the elevator/escalator industry.

• Responsible for developing and managing the PSM program for a 1,100 person unionized pharmaceutical plant. Responsible for a $700,000/year safety budget. • Developed and maintained appropriate process safety information, conducted major unit Hazops and prestart-up reviews. Conducted dispersion modeling required by EPA's Risk Management Program Rule. • Developed audit procedure and conducted audits focusing on PPE compliance, hot work permit procedures, contractor training, emergency planning and response, root cause incident investigation • Worked directly with the union health and safety committee to ensure employee participation in the development of safety policies and procedures. • Completely overhauled the preventive maintenance program including addition of predictive maintenance which led to a 30% improvement in unexpected shutdowns.• Organized and led the on-site 20 member emergency response team. Ensured proper training of personnel and proper equipment purchased and maintained. • Cultivated a working relationship with local public emergency management personnel to ensure the plant maintained a positive image in the community.