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    2011 Global Diversity Annual Report This report captures noteworthy Diversity accomplishments from 2011 and provides an understanding of the impact our Global Diversity initiative has in supporting Corning’s Values, its commitment to innovation, and its employees. 1

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    Leadership Messages From the Senior Vice President of Human Resources Corning has a rich legacy as a leader in innovation, delivering breakthrough technolo- gies that have literally changed the world. This legacy has been built by generations of talented individuals who have chosen to work at Corning. Our leadership has always understood that those individuals are our greatest asset – it is they who have kept our company at the forefront of innovation in our chosen markets. Successful global innovation at Corning depends on diversity of thought, experience, background, and the unique traits of individuals working in a collaborative, inclusive culture. Therefore, Corning today searches the world over to hire the brightest and the best as we work to sustain a workforce that is our competitive differentiator in the global marketplace. Our approach to Talent Management is based on a strategic imperative to attract, develop, and retain diverse tal- ent with deep technical and commercial knowledge. An integral aspect of this approach is our deliberate focus on developing today’s best diverse talent into tomorrow’s global leaders. As such, they will ensure Corning continues to deliver on its corporate objectives, and they will guide the company to the next great innovation. Diversity and Inclusion are deeply embedded in Corning’s Values, which are the bedrock of our culture. Under the leadership of Debra Turner Bailey, our Global Diversity Office continues to guide us in all aspects of our Diversity initiatives. Diversity at Corning informs our culture, fuels innovation, and enables us to combine competencies in unique ways to create highly specialized keystone components that address the critical market needs of today and tomorrow. This Global Diversity Annual Report, the first ever published by Corning, captures noteworthy Diversity accomplishments from 2011. I encourage you to read the report to gain a greater understanding of the impact our Global Diversity initiative has in supporting Corning’s Values, our commitment to innovation and our employees. Thank you, Christy Pambianchi Senior Vice President, Human Resources 2

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    From the Global Diversity Officer Dear Colleagues, I am pleased to present Corning’s first Global Diversity Annual Report! I invite you to explore this dynamic digital report in which we demonstrate our long-standing commitment to Diversity and Inclusion, recognize our 2011 accom- plishments, and show how our Diversity initiatives support the corporate priorities. The story we are able to tell validates my belief that Corning’s commitment to Di- versity goes beyond the standard business case; Diversity is essential to our unique identity as a company that grows through global innovation. While the Global Diversity Office was engaged in a number of vital activities in 2011, our key focus was on im- plementing a set of recommendations that emerged from a 2010 Performance Excellence project. The goal of the project was to identify ways to optimize Corning’s Affinity Groups, which comprise our Diversity Network. Affinity Groups have been in existence at Corning for more than 30 years. They serve an important purpose in ensuring employees from under-represented employee segments have a forum to identify and address work- place barriers. Equally important, they aid in our ability to attract, develop, and retain employees. The recommendations for improvement developed through the Performance Excellence project resulted in a significant scope of work. I have been delighted by the capacity of our Affinity Group leaders to embrace and deploy these changes even as they manage their primary responsibilities in the businesses and functions where they work. It has been my pleasure to work with them and support their Diversity efforts this year. As you explore this Annual Report, you will learn more about Corning’s Affinity Groups, the important work they do, and the value they bring to our company. Encouraging participation in Affinity Groups and supporting the larger Diversity initiatives are just some of the ways Corning lives out its Values, particularly its belief in the fundamental dignity of The Individual and its commitment to providing an environment in which all employees can thrive. Diversity is all of us together – our differences are our strength. They benefit all of us and enrich Corning as a company as we leverage what each of us brings to the enterprise, working together to discover the next great innovation. At Corning, great things come from the synergies of our differences. Debra Turner Bailey Global Diversity Officer 3

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    Overview of Diversity at Corning Diversity: The Key to Inspired Innovation Corning has continually embraced the challenge to pursue markets around the world where our innovation prowess can make a difference for more than 160 years. A noteworthy milestone in our history occurred in 1908 when Corning saw the power in bringing together the company’s independent researchers to share ideas and collaborate, and developed a formal research lab. The R&D organization accelerated the company’s rate of innovation and helped strengthen its growing legacy as a technology pioneer. In 2008, Corning celebrated 100 years of research and development. Corning is one of only five U.S.-based, industrial R&D companies to achieve this significant milestone. Today, we continue to succeed by consistently delivering new innovations that change the world. According to Joe Miller, Corning’s Chief Technology Officer, “Our mission is very simple. We want to keep making life-changing innovations for another 160 years. We need very smart people to make this happen. And they not only have to be smart – they have to be insightful, creative problem-solvers. They have to be passionate about learning. They have to be excellent team players. That’s exactly why diversity is so important to us. From a practical point of view, we cannot afford to exclude anyone from our potential pool of innovators. And once people join our ranks, we’ve got to make certain that everyone feels comfortable working at Corning – in our labs, our offices, our factories, and our customer sites. It’s only when people feel comfortable – accepted, recognized for their talents without unfair judging – that they’ll fully contribute the way we need them to. And at Corning, we firmly believe that diversity not only contributes to our business success – it’s also a moral imperative, fully in line with our Values as a company. In short, nothing creates a culture for innovation success like a culture committed to diversity.” Without question, diversity inspires the innovation process at Corning. We know that from diverse talent come diverse ideas that drive the next great innovation. Therefore we intentionally hire diverse individuals with unique backgrounds, spanning across cultures, languages, beliefs, ethnicities, races, genders, and sexual orientations. This global workforce provides a distinct competitive advantage. Corning is proud to support a collaborative culture in which all employees are encouraged to adopt a global mindset that enables us to work effectively with our colleagues throughout the world. As a result our leading-edge scientists and engineers collaborate with equally skilled business, manufacturing, and operations colleagues to discover technologies that deliver benefits to society and bring value to our company. 4

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    Our Diversity DNA Just as diverse individuals inherit unique genetic codes, Corning has a distinctive heritage and culture unlike any other company. Our respectful reliance on diversity and its essential role in our success is deeply ingrained in all of us. Diversity is at the heart of who we are as individuals and as a company. Diversity is in our DNA. Corning’s Diversity DNA is comprised of five “key strands” that serve as fundamental tenets to guide us on our continuing journey. At Corning, we: 1. Operate with a Global Mindset Diversity and Inclusion are business imperatives affecting how we relate to and work with one another, our suppliers and our customers. Our ability to create a global mindset will enable us to work effectively with different people around the world. 2. Support a Culture of Collaboration Diversity is the foundation of Corning’s distinctive collaborative culture. It enables us to combine competen- cies in unique ways to create highly specialized keystone components that address the critical market needs of today and tomorrow. 3. Foster a Passion for Learning Corning encourages all employees to be life-long learners. Our focus on innovation and emerging markets provides growth opportunities for employees around the world. 4. Encourage Employee Development We offer the tools and infrastructure necessary for each employee to own his or her development. To that end, there are as many career paths at Corning as there are individual employees. 5. Value The Individual While Diversity is intrinsic to all seven of Corning’s Values, it is most deeply embedded in how we value The Individual. We are committed to providing an environment where all employees can thrive. These key strands of our Diversity DNA shape and inform the ways in which we Relate, Operate and Innovate at Corning. This “ROI” on our investment in diversity positions us to seize global market opportunities and to fully leverage the best in all of our employees. As we continue our build on Corning’s remarkable legacy of discover- ing life-changing innovations, we will remain steadfast in our commitment to leverage the five key strands of our Diversity DNA while relying on our corporate Values to guide us through the inevitable changes that lie ahead. Our continued commitment to this approach that has brought success for more than 160 years will en- sure that we live up to the potential we inherit in our Diversity DNA. 5

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    Highlights Of Corning’s Diversity Journey At Corning, we recognize that diversity has been and continues to be our greatest strength. From our company’s beginnings in the shadow of Ellis Island to our future in the brilliance of the global marketplace, diversity in resources, people, products and markets has given us a strategic edge generation after generation. Over 40 years ago, Corning made a formal commitment to diversity within our workforce. What began as a U.S.-centered, compliance-focused effort has grown today into a celebration of Diversity and Inclusion on a global scale. Where It All Began (1860s to 1870s) In the heart of America’s melting pot, Amory Houghton, Sr. becomes a founding partner of Brooklyn Flint Glass Works. In 1868, Houghton moves his company to Corning, NY, in search of diverse natural resources and a vi- brant workforce. He renames the company Corning Glass Works. Flash Forward 100 Years Ending and Beginning (1960s - 1970s) Under the leadership of Amory Houghton, Jr., Corning continues to seek out diverse resources, this time within the workforce itself. As part of the company’s commitment to end discrimination, the “Boomerang Program” is launched to train employees on EEOC guidelines and Affirmative Action compliance. At the same time, Corpo- rate Recruiting begins networking with Historically Black Colleges and Universities in search of top candidates. Action and Affinity (1980s) New CEO Jamie Houghton moves Diversity forward by launching training sessions on racial and gender aware- ness, introducing five-year EEO objectives, creating Corrective Action Teams and forming the company’s first Affinity Groups: Society of Black Professionals and Corning Professional Women’s Forum. In addition, the com- pany appoints an internal Diversity Director and begins the Diversity scholarship program. Quality and Accountability (1990s) The momentum continues under CEO Roger Ackerman as he leads the start-up of the Chairman’s Diversity Council. Diversity efforts are driven by Total Quality concepts and emphasize management accountability. Corning launches Women in Manufacturing (WIM) initiative and begins offering the LifeWorks program through Work Family Directions (WFD). Growth and Globalization (2000 - Today) Corning continues to broaden and deepen its commitment to diversity at home and on the world stage. Led by Chairman and CEO Wendell Weeks, Corning focuses on equipping the organization with the tools necessary to work effectively across all levels and types of diversity in a global context. It welcomes new Affinity Groups (EDGE, SPECTRA and Corning Young Professionals), establishes the Global Diversity Office and the Diversity Network, and solidifies Corning’s commitment to Diversity and Inclusion as business imperatives for success in the global marketplace. 6

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    2011 Diversity Highlights Corning’s Global Diversity Office continued to make great strides in advancing Corning’s Diversity initiatives in 2011. In every respect, our work was intended to support and align with HR and corporate priorities. To that end, we were proud to accomplish the following: • Implemented Performance Excellence recommendations that emerged from a 2010 DMAIC project. The objective was to optimize Corning’s Affinity Groups. Follow this link for more information: Performance Excellence Report. • Developed a web-based Diversity Toolkit as a clearinghouse for a wide array of Diversity resources and materials designed to help Corning employees develop greater awareness, understanding, and skills. • Trained facilitators in the Cultural Navigator, a comprehensive online Diversity resource that provides detailed country culture information for those who travel and anyone who does business across cultures on behalf of Corning. • Worked with Corning businesses and functions to develop specific Diversity Strategies to engage leader- ship, develop HRM Diversity and Inclusion competencies, and otherwise expand Diversity and Inclusion initiatives. • Collaborated with Workforce Development & Learning to pilot a Global English Services program. • Continued Efficacy of Leadership training for current and emerging Affinity Group leaders. • Developed a “Diversity DNA Digital Drive” – a dynamic, efficient introduction to Corning’s Diversity ini- tiatives and a comprehensive set of resources all provided on a USB delivery tool in two versions: Recruit- ing and Onboarding. • Developed an Internal Speakers Bureau staffed with Corning leaders who have expertise in a variety of areas relevant to Diversity. • Continue to track and report on global trends and other metrics that affect Corning’s ability to attract, develop, and retain the world’s best talent. • Developed and presented a Webinar Series to provide information and awareness around diversity and inclusion related topics for several audiences, including supervisors, human resource professionals, and Affinity Group leaders. 7

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    Aff inity Groups & Diversity Network Corning’s Affinity Groups: Raising Awareness, Building Cultural Understanding & Preparing Future Leaders Corning proudly sponsors a variety of Affinity Groups that are recognized by Corning and the Global Diversity Office as representing the interests of a particular employee segment. There are three types of Affinity Groups at Corning: Corporate Affinity Groups • Participate in the Diversity Network • Receive financial support from the Global Diversity Office • Serve the entire corporate enterprise; are not tied to one business or function • Examples: Corning Chinese Association and SPECTRA Business/Regional Sponsored Affinity Group • Participate in the Diversity Network • Serve the Business/Function/Region • Generally receive financial support from the Business/Function/Region • Example: MT&E Asian and Latin American Group or the Black Technology Network Branch Chapters • Participate in the Diversity Network • Serve the Business/Function/Region • Generally receive financial support from the Business/Function/Region • Example: Corning Professional Women’s Forum, Reynosa Chapter and Society of Black Professionals, Hickory Chapter Affinity Group membership is voluntary. Each group chooses a leader who has responsibilities to work with mem- bers to develop an agreed-upon set of objectives, identify resources to meet the objectives, and ensure timely execution of deliverables. Additionally, most Affinity Groups have a sponsor or champion, who is typically a senior leader or mid-level manager at Corning who provides guidance and support, ensures accountability, and links with the Global Diversity Officer who serves as the overall sponsor for all Affinity Groups. Through their efforts, Affinity Groups help contribute to Corning’s success by fostering a diverse and inclusive environment. They do this by raising awareness around important issues that often stimulate the company to re- spond with new policies, services, and professional development opportunities. Also, these groups draw employees into cultural activities, thereby increasing cultural understanding among colleagues that enhances working relationships. Affinity Groups provide additional benefits to Corning, such as enabling the sharing of ideas and helping Corning attract and retain diverse talent. 8

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    The following Affinity Groups were active in 2011: Black Growth Council (BGC) Representing: Persons of African descent within the engineering job family other diverse employees by providing support, tools, and an understanding of the MTE and Corning Incorporated environments. We identify issues and provide solutions for the common challenges faced in Corning Incorporated. Black Technology Network (BTN) Representing: Black employees in the Technology Community Mission: To further advance Corning’s global leadership and development of innovation by advocating the recruit- ment, career development and advancement of Black employees in the Technology Community, while culturally enriching the Corning communities at large. Corning Chinese Association (CCA) Representing: People of Chinese descent and those who are interested in Chinese ethnicity Mission: To promote fellowship and facilitate networking amongst the Chinese community and those who are in- terested in the Chinese ethnicity; to foster awareness, understanding and appreciation of the Chinese culture in the Twin Tiers. Corning Professional Women’s Forum (CPWF): Corning, NY; EMEA; Hickory, NC; Wilmington, NC; and Mexico Representing: Corning Incorporated’s salaried women employees Mission: To add value to Corning Incorporated worldwide and champion an environment in which women are pro- moted and achieve their full potential. Corning Professionals Network (CPN) Representing: CPN provides employees new to Corning the opportunity to become more familiar with Corning Incor- porated as well as the community. Mission: The Corning Professionals Network strives to create a supportive and interactive environment for employ- ees from all across the company by holding networking events; by participating in community outreach programs; by helping new employees become acclimated to both the company and the surrounding area. Ethnically Diverse Group of Employees (EDGE): Corning, NY, and Wilmington, NC Representing: Ethnic minorities (Asian and Pacific Islanders, Latinos, and Native Americans) Mission: To understand and overcome organizational barriers to help Corning’s ethnic minorities achieve their full potential; to raise awareness that Corning’s global leadership is increasingly dependent on effectively hiring and retaining diverse talent; to help create an environment where cultural diversity contributes to Corning’s success. Keene Women’s Leadership (KWL) Mission: Provide an environment for development and practice of professionalism and leadership skills for women. Lesbian, Gay, Bisexual, Transgender Employee Resource Group (SPECTRA) Representing: SPECTRA supports lesbian, gay, bisexual, and trans-gendered (LGBT) employees of Corning. Mission: To create an environment that embraces and celebrates diversity in sexual orientation, family arrangement, and gender identity/expression through supporting the individual, the corporation and the community. 9

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    MTE Asian and Latin American Group (MTE ALG) Representing: Manufacturing Technology and Engineering employees of Asian, Latin, and Native American heritage Mission: To provide a base of support and sharing that helps members perform to their full potential; to con- tribute at all levels within Corning by recognizing and overcoming organizational and cultural barriers; and to help create an environment where cultural variety contributes to Corning’s success. Native American Council (NAC) Representing: The Native Americans at Corning Mission: To promote understanding of Native American culture within and beyond Corning; to provide support to current and future Native American employees; and to participate in community outreach, cultural aware- ness activities, and recruiting and retention efforts to help Corning thrive as a culturally diverse workplace. Society of Black Professionals (SBP) Representing: African American employees of Corning Incorporated Mission: To address the professional needs of its members to ensure the productivity, effectiveness and long- term contributions of black employees. Southern Tier India Cultural Association (STICA) Representing: People of Indian origin in Southern Tier of New York Mission: To be a core support group for the Indian-Americans in the area; to organize social/cultural activities for members to meet personal/socialization needs; to expose second-generation Indian-Americans to Indian culture, values and traditions; to enrich the Southern Tier community at large through exposure to Indian culture; to increase awareness in the local community about STICA, as well as the Indian community’s cul- tural heritage and the values it shares with the United States; to support Corning’s recruiting and retention of people of Indian origin and its development of new business opportunities in India. Team Formerly Known As (TFKA) Representing: A multi-cultural, racial, gender and class team whose focus is to engage the entire Manufactur- ing Technology & Engineering (MTE) population in the subject of inclusion. Through this effort we all as mem- bers of the human race can prosper intellectually, socially, and become more effective on our working teams. Mission: We want to create an atmosphere of inclusion in MTE by providing an opportunity to learn about your own and other cultures and styles. We strive to have you look at others not only as you might see them, but also as they might see themselves and you. Technology Community Women’s Network (TCWN) Representing: Women across the Technology Community of Corning Incorporated, and open to all. Purpose Statement: empowering women across the Technology Community to achieve their full potential while contributing to the company and the community. 10

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    The Diversity Network: Driving Solutions & Sustaining an Inclusive Environment The Diversity Network is comprised of representatives from all Corning Affinity Groups. The Diversity Network’s vi- sion is to: unite Affinity Groups throughout the company to support diversity initiatives with the intent that every employee shall have the opportunity to participate fully, to grow professionally, and to develop to his or her highest potential. Its mission includes the following: • To provide a forum for all Affinity Groups to come together to share best practices, knowledge, experiences, and resources • To provide representative voices to employees and leadership • To make diversity more visible within the corporation Diversity Network Structure The Diversity Network is led by two co-chairs who work closely with the Global Diversity Officer and provide leader- ship to the Diversity Network. The co-chairs are supported by a part-time administrative assistant/communications resource and an Operations Team consisting of a project leader and 1-2 administrative leads. The Affinity Group Lead- ers Forum members also are part of the Diversity Network. They participate in planning Diversity Network strategy and meetings. Any employee, regardless of Affinity Group membership, can attend Diversity Network meetings, participate in discussions, provide input, and participate on standing teams and task forces. Diversity Network Activities Each year, a wide variety of events are held to provide education and training, raise cultural awareness, provide com- munity outreach, and celebrate our differences. In many cases, multiple Affinity Groups collaborate and host events jointly. The Affinity Group Leaders Forum has established guidelines regarding the number and types of events that can be held. Each group may designate one “signature” event per year, which may or may not be open to all Corning employees. It will take precedence over all other non-signature events. The Affinity Group Leaders Forum also main- tains a shared events calendar to plan and track these activities. 2011 Diversity Network Event Spotlight More than 40 Diversity Network events were held in 2011 to educate and enlighten Corning employees, support their families, and reach out to the larger community. The types of events were as varied as the Affinity Groups who spon- sored them. Some of the cultural events included celebrations of Chinese New Year, Diwali (Festival of Lights), Black History Month, and India Day. Among the educational events were the Immigration Information Forum, Importance of Mergers & Acquisitions in Corning’s Strategy, and the “Street Smarts” Series. The Global Diversity Office shines the spotlight on the following examples which demonstrate the variety and qual- ity of events held last year. Each of them reflects at least one of the Five Key Strands of Corning’s Diversity DNA: • Operate with a Global Mindset • Support a Culture of Collaboration • Foster a Passion for Learning • Encourage Employee Development • Value The Individual 11

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    Black Growth Council - 2011 Growth and Development Activities The Black Growth Council (BGC) hosted a variety of growth and development activities in 2011, including “Navigating your career.” Open to MTE, this session reviewed how projects are selected and assigned by COE Managers, and how job assignments link with My Development and Talent Management tools being in- troduced to Corning employees. Additionally, BGC held General Body Meetings to share activities from the Diversity Network and Affinity Group workshops, present speakers on special topics such as the Corning/MTE perspective on post graduate degrees, demographics of MTE, and “Get to Know MTErs.” The latter enabled participants to share their background and project work so others interested in that area of work or in a new project assignment could network for career advice and guidance. Diversity DNA alignment: Support a Cul- ture of Collaboration, Foster a Passion for Learning, and Encourage Employee Development. Corning Chinese Association – “Innovation Outreach with CCA” The Corning Chinese Association (CCA) held “The Innovation Outreach with CCA” workshop on March 15 for its members working at Corning Incorporated. Mr. Fran Behan, Division Innovation Effectiveness Facilitator from the Innovation Effectiveness group, gave an overview of Corning’s Innovation Process and its associated tools. Bruce Kirk, Director of Innovation Effectiveness, and several certified Innovation Black Belts, answered questions and shared experiences with different projects using Corning’s Innovation Process. The workshop helped members better understand the Innovation Process and provided important information for them to consider in choosing their career paths. The workshop motivated more than 20 members to continue the training. Based on the feedback from the workshop, the Innovation Effectiveness organization has designed a program specifically for CCA members. Diversity DNA alignment: Foster a Passion for Learning and Encourage Employee Development. EDGE (Wilmington, NC) – “Passport to the World” Corning’s Ethnically Diverse Group of Employees (EDGE), which represents Asian & Pacific Islanders, Latinos, and Native Americans, hosted “Passport to the World” on November 1, 2011 in Wilmington, NC. This annual sig- nature event was designed to increase awareness about the diverse cul- tures of Corning employees by showcasing various Corning businesses from the United States, Mexico, Australia, Russia, China, and India with displays highlighting geographical and cultural aspects of the regions. International food was served as well, adding to the cultural experience for the attendees. Dr. Badrinarayan, Corning’s Vice President & Research Director, Inorganic & Broad-based Technologies, was the featured speaker. Diversity DNA alignment: Operate with a Global Mindset and Value The Individual. 12

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    MT&E Asia & Latin America Group – New Employee Orientation Program The MTE Asian and Latin American Group (MTE ALG) designed a New Employee Orientation Program. Over 20 new colleagues from China and Taiwan par- ticipated in the program which provided an introduction to Corning and the MT&E culture. Also, participants were given the opportunity to begin building professional partnerships with colleagues in the Corning Valley as well as a social network with members of ALG. In turn, ALG members provide coaching and support to the new employees. In addition, the program enabled a col- laboration with MT&E Asia resulting in support for growth in Asia and a joint MT&E Asia Conference held in Taiwan. Opportunities for future collaborations were identified and the program has become an ongoing process instead of a single event. Diversity DNA alignment: Support a Culture of Collabo- ration and Encourage Employee Development. STICA – Community Outreach Activities The Southern Tier India Cultural Association (STICA) continued to organize a variety of service activities in the community to help others and to increase awareness about Indian Culture. In 2011, Corning employees representing STICA accomplished the following as part of these efforts: • Actively supported the Food Bank and the Salvation Army with donations that funded afternoon meals one day per month for children in the Salva- tion Army after school program. • Continued participation in the “Adopt-A-Highway” program along Inter- state 86 with a record 25 volunteers helping to clean up the environment. • Formed a new Teen Leadership Club that raised $1,200 to help victims of the tsunami in Japan. The donation was made to the American Red Cross. Through these outreach activities, STICA members were able to help others while extending themselves into the broader community. Through their interactions in these kinds of activities, they broaden understanding about In- dian culture in our community. Diversity DNA alignment: Operate with a Global Mindset and Value The Individual. Technology Community Women’s Network – Street Smarts Series Street Smarts is a series of programs that address many of the “unwritten rules” of the business world. The pro- grams offered through Street Smarts are created by people who have worked in a corporate environment for a long time and have learned these lessons along the way. Topics in 2011 included: “Strengths Essentials: Winning at Work,” “Project Management People Skills: Leading Teams beyond the Tools,” “How do I Know the Organizational View of Me?,” “Leadership is a Journey not a Destination,” and a coaching panel discussion. Diversity DNA align- ment: Foster a Passion for Learning and Encourage Employee Development. 13

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    Awards and Recognition 2011 Awards & Recognition External Diversity Awards Throughout its history, Corning has received numerous awards and recognition from around the world. We have been recognized for a variety of reasons, ranging from corporate citizenship, to product and process innovation, to simply being a great place to work. We are proud of our accolades, including those related to Diversity. In 2011, the following awards are particularly noteworthy: The Human Rights Campaign • Corporate Equality Index: Corning received a 100% score for the sixth consecutive year. This index rates corporations on LGBT-inclusive policies. • Best Places to Work The Asia Society • Best Employers of Asian Pacific Americans Award for the second consecutive year Women of Color STEM Research Leadership Awards • Dr. Odessa Petzold, Research Manager, Science & Technology, was selected as the 2011 recipient of the Women of Color Science, Tech- nology, Engineering, and Math (STEM) Research Leadership Award. Recipients of this award are recognized for their work in research and development that leads to the discovery, development, and implementation of new technologies. • Kimberly Walker, Operations Manager, Environmental Technolo- gies Development, was selected to receive a 2011 Women of Color STEM Special Recognition Award. This award recognizes the excep- tional achievements of multicultural woman who have excelled in STEM fields and/or as leaders in their workplaces or communities. • Theresa Chang, Senior Research Scientist, Science & Technology, was recognized among the STEM 2011 Technology Rising Stars – young minority women who are helping to shape the technology of the future. • Sheng Herh (Amy) Tew, Manager, Manufacturing Performance Engineering, MTE-Asia, was recognized among the STEM 2011 Technology Rising Stars – young minority women who are helping to shape the technology of the future. 14

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    2011 Black Engineer of the Year Awards The Black Engineer of the Year Awards are competitive awards presented each year at the annual BEYA conference. • Dr. Steven Ogunwumi, Outstanding Technical Contribution in Industry Award • Mr. Adedoyin Oyelaran, Modern Day Technology Leader Award • Dr. Bridgette Shannon, Modern Day Technology Leader Award Top Supporter of the Historically Black Colleges and Universities (HBCUs) • Corning was recognized for its commitment to the development of highly-skilled technical employees through the support of research, faculty development, scholarships, student projects, career opportuni- ties, and more at minority institutions. One of the Best Places to Work in IT • For the 12th time, Corning was listed on IDG’s Computerworld “Best Places to Work in IT”. The list identi- fies companies that excel in five areas of employment: diversity, career development, retention, benefits and training. Internal Diversity Awards 2011 EDGE Awards EDGE Excellence Award was presented to Dr. David Dawson-Elli, technology director for High-Performance Display Glass, Corning Display Technologies. He earned the award, in part for his strong record of mentoring young scientists and ensuring their ongoing professional growth and development. Debra Turner Bailey, Corning’s Global Diversity Officer, received the EDGE Champion Award for consistently demonstrating her commitment to Diversity. 15

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    2011 SBP Awards • Executive Vice President Larry McRae received the Society of Black Professionals’ prestigious Partner-in-Development Award, which is presented each year to a person demonstrating a sustained and sub- stantial commitment to diversity at Corning. • Pansy Moody, Human Resources coordinator at the Display Technolo- gies plant in Harrodsburg, KY earned the SBP award for “Broadening Awareness of Cultural Diversity,” a reflection of her active leadership in diverse cultural and community activities. • The Science & Technology Technician Pipeline Program (under manager Mark Vaughn) earned the award for “Broadening Corning’s Diversity Efforts.” The program has been successful in meeting the technology community’s goal to include more under-represented groups in entry-level technician roles. Accepting the award was Gary Pease, HR director for S&T. 2011 TCWN Signature Award Pam Strollo, Chief of Staff and Director, Corporate Research, and Director of S&T Technology Planning and Communications, received TCWN’s Signature Award on October 11, 2011. The award is given by the Technology Community Women’s Network to an individual who through their dedicated efforts, personal lives, and professional careers exemplify the TCWN principles. 16

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    We would like to hear from you. If you have any questions, concerns, ideas, or comments about Diversity at Corning, or would like to get more involved, please contact our office for more information! email: diversity@corning.com 17

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