Celebrating 25 years

At Methanex, we are charting our course to sustainability by making strategic investments in people, communities, and energy applications.

Welcome to our 2017 Responsible Care and Sustainability Report.

Message from the CEO

Message from the CEO

2017 marked our 25th anniversary as a company. It was an outstanding year in every aspect. We again achieved record sales and production while developing our people, strengthening our programs, and deepening our commitment to our Responsible Care Ethic and Principles for Sustainability.

Methanex formed in 1992 as a small collection of manufacturing plants in an emerging industry. In 25 years we have merged our assets into a unified business; acquired, retired, restarted, and relocated plants; built a new plant from the ground up; and formed a shipping company. More importantly, we have built an incredible global team and developed strategic partnerships to grow new applications for methanol.

From the early days, we have conducted our activities with a Responsible Care and sustainability ethic and worked to spread and embed that message throughout the value chain. With commitment and support from every level of the organization, we have embedded Responsible Careand its ongoing improvementinto the hearts and minds of our team.

An exciting milestone in 2017 was the one-year anniversary of the delivery of the world's first-of-their-kind dual-fueled vessels capable of running on methanol. The addition of these seven ships to our fleet is one of several examples of how methanol is growing in the energy sector, driven by global regulatory trends toward cleaner-burning fuels. In both our work to advance methanol as a clean source of energy and our robust product stewardship programs, Responsible Care is our foundation.

Environmental stewardship and protection are fundamental to our Responsible Care practices. Since our start as a company we have reduced CO2 emissions intensity from manufacturing by 34% while achieving record levels of production. Improvements to the reliability and operational efficiency of existing plants and use of the latest technologies in our newer plants have enabled this achievement, and they remain our focus today.

The health and safety of people are our top priorities. This is why we set our goal as zero injuries and maintain the highest standards for physical, mental, and social well-being in the workplace. It is also why we are disappointed to report more injuries to team members in 2017 than we have had in recent years. Since 2014 we have achieved good results due to key safety-culture and contractor-management programs, and we are continually evolving our safety programs. We know that we are on the right track, and in 2018, we will intensify our efforts to advance these programs and attain our goal of zero injuries.

We have the capacity to make a difference for people. We also know that it is our people's talent, creativity, and commitment that enable us to make a positive difference for people in our communities. Through our teams' passion for volunteering, fundraising, and sponsorship, we are contributing to the sustainability of our communities.

One of the ways we take care of our people and ensure the sustainability of our organization is through employee engagement and talent development. In 2017 we made important strides in responding to employee feedback by building and strengthening our mentoring, leadership, and Switch On to Responsible Care programs throughout the organization. We also improved technology tools that enable inter-regional collaborations, a hallmark of our global business operations.

With incredible teams, hearts and minds engaged in Responsible Care and sustainability initiatives, we continue to provide safe, reliable, low-cost product to our customers and remain unrelenting in our Responsible Care efforts.

John Floren
President and Chief Executive Officer

About this Report

About this Report

Welcome to our 2017 Responsible Care® and Sustainability Report

This report covers the period from January 1 to December 31, 2017, and focuses on Methanex’s performance and impact in five key areas: Sustainable Energy Uses of Methanol, Environment, Workplace, Community, and Product Stewardship. In celebration of our 25th anniversary, throughout the report we have highlighted some historical aspects of our activities and achievements.

We report on our activities and achievements as part of our commitment to Responsible Care and sustainability, our accountability to the public, and our pursuit of continual improvement.

This report includes descriptions of how we manage our material aspects. For some aspects, it also includes our quantitative measures, or key performance indicators (KPIs).

These KPIs help us drive progress and measure performance in Responsible Care, product stewardship, and human resources/talent management. They also reveal trends and help us identify issues that require further action.

Our reporting scope includes assets over which Methanex has direct or part ownership and full operational control. In the case of our wholly owned subsidiary Waterfront Shipping Ltd., our reporting boundary includes time- or spot-chartered vessels to the extent that Waterfront has commercial control through charter party contracts.

A printable, summary version of this report is available here. Please visit our website for past reports and to learn more about Methanex, our safety policies, and our product, methanol.

Scroll down to find out about our initiatives and accomplishments in 2017.

Responsible Care and Sustainability at Methanex

Responsible Care and Sustainability at Methanex

At Methanex, Responsible Care and sustainability mean that we adhere to the highest principles of health, safety, environmental stewardship, and social responsibility. We are committed to having a positive impact on the communities and environments in which we live and work and to acting responsibly in everything we do.

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Our Approach to Responsible Care and Sustainability

Our Approach to Responsible Care and Sustainability

To guide and implement our Responsible Care and sustainability practices, we employ a structured approach that starts with clear organizational accountability.

Our corporate governance policies ensure that business decisions and practices achieve the highest standards of accountability, ethical behaviour, and Responsible Care.

Our Responsible Care and Social Responsibility policies and practices are established by our Executive Leadership Team and endorsed by our Board of Directors. The Board’s Responsible Care Committee oversees safety and environmental programs, while the Public Policy Committee focuses on our Social Responsibility Program.

Through these two committees, the Board monitors ethics, accountability, governance, business relationships, operations, stewardship, community involvement, and safety of people and the environment.

These Responsible Care policies and practices are then embedded throughout the entire organization, from the Board of Directors all the way to individual team members. The most senior position in Responsible Care, the Vice President of Responsible Care, reports directly to the CEO, whose performance goals and incentives are linked to Responsible Care key performance indicators (KPIs). The KPIs reflect all the main elements of our Responsible Care programs and are stretch targets to drive continual improvement. These targets cascade to the CEO's direct reports and, as a result, throughout the organization.

Responsible Care Program

Responsible Care Program

Our Responsible Care Program is founded on the Responsible Care Ethic and Principles for Sustainability, a sustainability initiative recognized by the United Nations and adopted by the global chemical industry. It is based on the Chemistry Industry Association of Canada’s (CIAC) Responsible Care® ethic, principles for sustainability, and codes of practice, and follows a “Plan, Do, Check, Act” cycle to enable continual improvement.

The Responsible Care Ethic & Principles for Sustainability

The Responsible Care Ethic & Principles for Sustainability

Our commitment to Responsible Care and sustainability compels us to:

  • Work for the improvement of people’s lives and the environment, while striving to do no harm
  • Be accountable and responsive to the public, and especially to our local communities, who have the right to understand the risks and benefits of what we do
  • Take preventative action to protect health and the environment
  • Innovate for safer products and processes that conserve resources and provide enhanced value
  • Engage with our business partners to ensure the stewardship and security of our products, services, and raw materials throughout their life cycles
  • Understand and meet expectations for social responsibility
  • Work with all stakeholders for public policy and standards that enhance sustainability, and act to advance legal requirements and to meet or exceed their letter and spirit
  • Promote awareness of Responsible Care, and inspire others to commit to these principles

Global Responsible Care Management System

Global Responsible Care Management System

Our Global Responsible Care Management System (GRCMS) helps us implement our Responsible Care Ethic and Principles for Sustainability and our integrated health, safety, security, environment, and quality (HSSEQ) policy. In 2018, we will be rolling out an updated version of the GRCMS that meets the latest management system standards for quality (ISO 9001:2015), environment (ISO 14001:2015), and occupational health and safety (OHSAS 18001:2007).

The HSSEQ policy guides us in meeting or surpassing regulatory requirements and applying a forward-thinking approach in making improvements and implementing best practice.

The GRCMS is a rigorous, integrated management system that covers all aspects of our program, both globally and locally. It includes requirements in the areas of health, safety, environment, security, process safety, reliability, emergency preparedness, crisis management, social responsibility, sustainability, and product stewardship.

To ensure compliance with the GRCMS, we have a global risk-based Responsible Care internal audit program that reviews upper-level management practices. This program also helps us assess performance, manage risk, verify conformance with laws and internal requirements, and drive continual improvement. We communicate regularly to the Board about the overall health of our Responsible Care systems.

We use third-party assessments to provide external benchmarking and maintain the integrity of our processes. Verification, which occurs on a three-year cycle, is primarily conducted through the CIAC or, in Trinidad and Louisiana, the American Chemistry Council RC 14001.

Stakeholder Engagement

Stakeholder Engagement

Our Responsible Care policies ensure that we recognize and respond to community concerns about our operations and products. We also promptly provide information concerning any potential health or environmental hazard to the appropriate authorities, employees, and stakeholders.

We have established community advisory panels (CAPs) at our manufacturing locations to promote communication between Methanex and our fence-line communities. Composed of a cross-section of independent community representatives, the CAPs provide a valuable forum for open and honest communications.

keyboard_arrow_right Find out how we engage our stakeholders
Find out how we engage our stakeholders

Material Aspects

Material Aspects

Material aspects refer to topics that are of significant interest to our stakeholders or that have economic, environmental, or social impacts on Methanex, our stakeholders, or society at large. We identify our top material aspects through an internal assessment of topics that are important to our key stakeholders and that influence Methanex’s success in the long term.

These material aspects were identified as a priority based on a management review and are emphasized within this report:

Sustainable Energy Uses of Methanol

  • Methanol as a marine fuel
  • Methanol as a vehicle fuel
  • Methanol as a power source
  • Renewable methanol

Environment

  • Emissions from manufacturing
  • Emissions from marine shipping
  • Water management
  • Waste management
  • Spill prevention and response

Workplace

  • Health and safety
  • Talent management

Community

  • Community impact
  • Community investment

Product Stewardship

  • Safe distribution and handling
  • Methanol user safety
Sustainable Energy Uses of Methanol

Sustainable Energy Uses of Methanol

We support the development of new, innovative methanol applications. As the global demand for energy continues to grow, so does the demand for methanol as an alternative source of energy and fuel.

Scroll to read key highlights

40% of Waterfront Shipping's fleet to be powered by methanol in 2019

3 vessels time-chartered by Waterfront Shipping recognized with a ship-of-the-year prize

>2000 taxis operating on methanol in Guiyang, China

Sustainable Energy Uses of Methanol Highlights

Methanol as a Marine Fuel

Methanol as a Marine Fuel

We celebrated the one-year anniversary of the delivery of the world’s first methanol-fueled ships, which achieved emission reductions and a technology prize.

The seven 50,000 dead-weight-tonne methanol tankers that Waterfront Shipping added to its fleet in 2016 operated safely and reliably around the globe in 2017 and achieved significantly lower suphur-oxide (SOx), nitrogen-oxide (NOx), and particulate-matter emissions than engines running on conventional marine fuel.

The delivery of these seven vessels was a collaborative effort by Waterfront Shipping and shipping partners Mitsui O.S.K. Lines, Ltd., Westfal-Larsen Management, Marinvest/Skagerack Invest, and engine manufacturer MAN B&W. The ships are powered by two-stroke, dual-fuel engines capable of running on methanol, fuel oil, marine diesel oil, or gas oil.

Also in 2017, three of the vessels were honoured with a Technology Special Prize in the Ship of the Year awards sponsored by the Japan Society of Naval Architects and Ocean Engineers. This award recognizes the ships' innovative technology and potential to benefit the marine industry through improved performance and reduced emissions. The prize-winning ships are owned by Mitsui O.S.K. Lines, Ltd., and time-chartered by Waterfront Shipping.

Due to the success of this technology, Waterfront Shipping, along with shipping partners Marinvest/Skagerack Invest, IINO Kajun Kaisha, Ltd., Mitsui & Col, Ltd., and the NYK Group, will add another four vessels to the fleet, making 40% of the Waterfront Shipping fleet powered by clean-burning methanol technology in 2019.

Our investment in dual-fuel engine technology demonstrates our leadership and continued dedication to the development of methanol as an alternative marine fuel. We’re proud to be involved in the development of this innovative technology and are pleased that 40% of our fleet will be powered by methanol-fuel technology in 2019. - Paul Hexter, President, Waterfront Shipping
keyboard_arrow_right How are we sharing knowledge with tomorrow's engineers?
How are we sharing knowledge with tomorrow's engineers?

Methanex supported the China Classification Society in drafting new standards for ships using alternative fuels.

In 2017, Methanex and the Methanol Institute supported the China Classification Society (CCS) in defining new standards for ships powered by methanol. The CCS is an organization that establishes and maintains technical standards for the construction and operation of marine vessels in China.

The new standards, which took effect in December 2017, will be instrumental in assuring optimal safety and environmental standards for methanol-fueled vessels in China. Our work in supporting the new requirements aligns with our commitment to the sustainability of the growing methanol market.

The new standards are expected to form the foundation for future national guidelines from China’s Ministry of Transport. They will also provide support for our methanol marine-fuel pilot projects with the Ministry of Agriculture and Tianjin University.

keyboard_arrow_right Find out how the Mari Boyle is impacting methanol standards
Find out how the Mari Boyle is impacting methanol standards

Methanex and Tianjin University signed a cooperative agreement, supported by China’s Ministry of Agriculture, to convert the engine of a fishing administration vessel to run on methanol.

Methanex is partnering with China’s Tianjin University in a pilot demonstration project in Jiangsu province involving the conversion of a fishing administration vessel to run on methanol.

Through the pilot, the vessel’s conventional engine will be converted to operate on diesel/methanol compound combustion (DMCC) technology developed by the university. This technology has already proven to be successful for diesel substitution in the heavy-duty truck market.

With the support of China’s Ministry of Agriculture, the project will involve evaluation of fuel economics, environmental impacts, reliability, and safety of the engine technology. As emissions regulations for the marine industry in China become increasingly strict, there is a resulting shift toward cleaner-burning fuels. Methanol is attracting increasing interest as a viable and promising alternative fuel that meets the stricter standards.

Use of methanol fuel for the small-engine marine market continues to grow. Methanex is involved in several development projects in this area to help support commercialization of this market.

Methanol as Vehicle Fuel

Methanol as Vehicle Fuel

With the success of China’s high-level fuel-blending pilot program, we continued to advance Responsible Care programs in support of sustainable growth in the vehicle market.

Since 2012, China’s Ministry of Industry and Information Technology (MIIT) has been conducting a methanol vehicle pilot program. In five years, the original pilot has put over 1,000 methanol-fueled vehicles on the road across five provinces; these vehicles have logged over 180 million kilometers.

In 2017, the pilot continued to show growth and success. For example, in Guiyang, the capital of Guizhou province, the number of methanol taxis increased from 300 to over 2,000 since June 2015 and continues to grow, due to the pilot's positive results.

As vehicle markets for methanol expand in China, Methanex continues to raise awareness of Responsible Care through our communications and safety training sessions. In December 2017, Methanex and MIIT jointly launched a train-the-trainer education module on safe handling of methanol at a Responsible Care seminar in Guiyang, Guizhou province, to enable local teams to spread the information to people across the value chain. (See sidebar story, below.)

keyboard_arrow_right How are we spreading the word on methanol safety?
How are we spreading the word on methanol safety?

Methanol as a Power Source

Methanol as a Power Source

Our methanol-fueled boiler project in China delivered positive results, and we supported the development of standards and held safety seminars for this application of methanol.

With the Chinese government’s emphasis on protecting the environment and improving air quality, small coal-fired boilers are being changed to burn cleaner fuels, and methanol is proving to be one of the most promising alternative fuels in this sector.

Our demonstration boiler project (a collaboration between Methanex, Jinjingda Environmental Thermotechnical Co., Ltd., Beijing Sinder-Vet Technology Co., Ltd., and the China Association of Alcohol and Ether Clean Fuel and Automobiles) operated successfully throughout 2017, delivering positive performance and smooth operation in response to tests performed by the local environmental protection bureau.

Throughout the year, Methanex supported the development of industry standards for methanol-based fuel for boilers to enable the sustainable growth of this application for methanol. Also, in December, we held a boiler safety seminar with our partners. Attended by boiler producers, methanol fuel suppliers, end users, and local authorities, the seminar featured presentations on methanol fuel applications, road transport safety, Responsible Care principles, emergency response, and safe handling.

We also published the Safe Handling Guidebook for Methanol as a Boiler Fuel and shared it with stakeholders. This guidebook will be shared with the broader industry in 2018.

Methanol-fueled boilers from our demonstration project in China

Renewable Methanol

Renewable Methanol

We supported development of Carbon Recycling International’s health, safety, and environment management systems, with a focus on process safety.

As part of our support for Carbon Recycling International (CRI), we helped develop a health, safety, and environmental (HSE) management system for their operations based on the Responsible Care Codes of Practice. The management system takes a risk-based approach to managing site hazards and their mitigation. This will aid continual improvement in HSE management at the CRI plant, which manufactures methanol from waste carbon dioxide.

We also helped CRI develop a process-safety management (PSM) framework based on the Energy Institute’s PSM Framework, an industry best practice, and a continuous-improvement plan that includes implementation of the PSM and HSE systems. The framework reflects our own approach to process-safety management and the safe containment of hazardous materials within plant systems.

Our efforts are aimed at helping CRI continuously improve its ability to mitigate risks while demonstrating to the world the potential for the manufacture of green, renewable methanol.

CRI's Iceland plant, where methanol is manufactured from waste CO2 emissions
keyboard_arrow_right Can cars run on 100% renewable methanol?
Can cars run on 100% renewable methanol?
Environment

Environment

We take a multi-pronged approach to minimize our environmental impact. We make efficient use of natural resources, such as natural gas, energy, and water. We minimize the production of waste and emissions and maintain a comprehensive spill-prevention program.

Scroll to read key highlights

34% decrease in CO2 emissions intensity from manufacturing since 1994

20% decrease in CO2 emissions intensity from marine shipping since 2002

>130k tonnes of CO2 recycled and converted to methanol

>90% of our waste is nonhazardous

Environment Highlights

Emissions from Global Manufacturing

CO₂ Emissions from Methanol Production

Emissions from Global Manufacturing

Our CO2 emissions intensity from manufacturing remained steady while production increased.

In 2017, Methanex generated 4,171,421 tonnes of CO2 emissions (on an equity basis) from methanol production.

While production of methanol increased by 169,538 tonnes (2%) in 2017, our CO2 emissions intensity remained relatively the same, at 0.580 tonnes of CO2 per tonne of methanol (compared to 0.587 in 2016).

Since 1994, our CO2 emissions intensity has decreased 34%. (See graph, left.) During this time, we removed some of our older plants from active service and improved the reliability and efficiency of our existing plants, which further contributed to lowering the emissions intensity of methanol production.

As we continue to optimize existing plants and create more efficient new plants, we expect to continue improving our manufacturing CO2 emissions intensity.

keyboard_arrow_right Innovative approaches to carbon-reduction goals
Innovative approaches to carbon-reduction goals

Emissions from Marine Shipping

CO₂ Emissions from Marine Shipping

Emissions from Marine Shipping

We reduced the CO2 emissions intensity from our marine shipping fleet.

Waterfront Shipping’s CO2 emissions intensity from marine transportation decreased from 72.6 kg* CO2/MT of cargo in 2016 to 71.1 kg CO2/MT of cargo in 2017.

Historically, we’ve been seeing a positive trend in our emissions intensity: since 2002, CO2 emissions from marine shipping have decreased approximately 20%. This reduction is mainly due to an increase in backhaul cargo (see graph, right), which improved fleet utilization. We’ve also been adding newer, more efficient vessels to our fleet, which contributes to a lower proportional emissions intensity.

* Note: The 2016 CO2 emissions intensity for marine shipping has been corrected from 73.6 kg CO2/MT of cargo to 72.6 CO2/MT of cargo.

Water Management

Water Management

In 2017, the amount of fresh water used for methanol production increased and had a ratio of 2.68 m³ per tonne of methanol, compared to 2.38 m³ in 2016.

Four of our sites use water originating from freshwater sources for methanol production. In 2017, these sites consumed 14,848,502 m³ of fresh water (which excludes ~20% returned to the source as treated wastewater) to produce 5,539,000 tonnes of methanol.

The freshwater-consumption intensity of methanol production can vary, depending on a plant’s age and the equipment in operation as well as its level of production from year to year. Our three-year rolling average of freshwater intensity is approximately 2.66 m³ per tonne of methanol produced, which is generally our expected consumption intensity.

Artwork by student Christian Beepath of Trinidad, who received 3rd place in our Canada Day climate-change art competition. Christian is a student in Trinidad's Mentoring Our Children program.
keyboard_arrow_right Finding a solution to disposal of clean effluent water in Egypt
Finding a solution to disposal of clean effluent water in Egypt
keyboard_arrow_right How is our Medicine Hat plant reducing water use?
How is our Medicine Hat plant reducing water use?

Waste Management

Waste Generated/Recycled

Waste Management

The amount of waste generated in 2017 decreased by 14% compared to 2016.

From year to year, the amount of waste generated at Methanex is highly dependent on plant maintenance turnarounds and projects.

In 2017, we had plant turnarounds at two sites, accounting for approximately 37% of the waste we generated. The majority of recycled material was nonhazardous spent catalysts, steel from machinery, piping, and wood.

Other nonhazardous waste disposed to landfill included materials such as insulation, spent filtering resins, asphalt, and sludge, which were disposed in accordance with local regulations.

Over the last few years, we’ve been steadily decreasing the volume of hazardous waste we generate while recycling as much hazardous waste as possible. In 2017, 8% of our total waste was hazardous, of which half was recycled. On average, more than 90% of our waste is nonhazardous.

Spill Prevention and Response

Environmental Spills

Spill Prevention and Response

After three consecutive years with zero significant spills, we experienced a slow methanol leak from a storage tank.

In 2017, during routine groundwater monitoring at our port terminal in Taranaki, we discovered methanol in groundwater that was subsequently traced back to a slow leak from a small hole in one of our storage tanks.

We promptly repaired the leak and conducted a further assessment of the impacted area, determining that the spill was localized in nature. We also continued our groundwater monitoring, which showed a continual decline of methanol readings.

In line with our rigorous incident investigation process, we reviewed the controls in place against spill events of this type, shared the lessons learned with all our other manufacturing sites, and took appropriate preventive actions. We continue to work with subject-matter experts and local agencies to determine if further actions are required.

Our approach to spill prevention, enhanced by our process-safety management (PSM) and lessons-learned programs, continues to have good results across the organization; we have not had a significant spill at other sites in four consecutive years. (See graph, right.)

Workplace

Workplace

The safety and well-being of our employees, contractors, and the communities in which we do business is our number-one priority. Our talent-management programs are designed to ensure that staff have the knowledge and tools to be successful and opportunities to maximize their potential.

Scroll to read key highlights

20 years of continuous improvement in safety

130 leaders engaged in process safety at senior levels

26 sessions of leadership training held globally

~1,000 employees trained in Switch On to Responsible Care

Workplace Highlights

Health & Safety

Preventing Incidents

5-Year Global Recordable Injury Frequency Rate (RIFR)

5-Year Global Recordable Injury Severity Rate (RISR)

18-Year Global Recordable Injury Frequency Rate (RIFR)

Preventing Incidents

While we had higher injury frequency and severity rates than in 2016, historical trends show continuous improvement in injury prevention.

In 2017, the recordable injury frequency rate (RIFR) rose for employees and contractors combined (i.e., blended rate), though for contractors there was a slight decline. We attribute the decline in contractor injuries to concerted efforts to increase supervision and communication with contractor populations and bring them into our safety culture.

Our recordable injury severity rate (RISR) also increased for both groups as a result of injuries requiring medical treatment or resulting in lost time or modified work (recordable injuries). Of these, eight occurred during plant turnaround activities—our most hazardous work—and during two types of work activities identified by our Critical Activities, Rules, and Expectations (CARE) rules as being high hazard: work at heights and confined-space-entry work.

This tells us that while our systems correctly recognize critical hazards in the workplace, we need to further enhance our practices to effectively prevent these hazards from causing injuries. We are addressing this by placing even more focus on our Critical Activities, Rules, and Expectations (CARE) standards, application of lessons learned from incidents, and clear communication of our standards, practices, values, and responsibilities to all who work on our sites.

Overall, our historical injury frequency rate is following a good trend. Our continuous improvement program is driven through audits, inspections, analysis of incidents, and changes in safety philosophy. We also look at the RIFR as a lagging indicator, to see if we are trending in the right direction. As we move forward in 2018, we will continue to challenge ourselves to maintain the lowered rates and advance toward our goal of zero harm.

Workers in New Zealand demonstrate an innovative tank-inspection process that uses a robot camera to improve safety for work in confined spaces
keyboard_arrow_right Find out how we prioritized safety during a maintenance project
Find out how we prioritized safety during a maintenance project

We improved the quality of corrective actions, and have improved tools to help us respond effectively—and sooner—to incident trends.

In 2017, we saw continued improvement in how we complete investigations and corrective actions following incidents, a critical piece in turning incidents into opportunities for improvement and prevention. Quality reviews are now built into the incident-management cycle to ensure that closed actions have been effective in addressing the root causes of incidents. During the year, we saw timely and successful completion of high-priority actions from incidents, internal and external audits, and inspections.

Our process for review of lessons-learned reports led to significant improvements in our return-to-work program in 2017. One of our lost-time injuries was the result of work duties that aggravated an injury sustained during off-work hours. The lessons-learned report that was distributed following investigation led to global analysis and, ultimately, significant revisions to our global health programs. We now have much more effective support for employees throughout the company when they return to their jobs following illness or injury.

Our incident metrics are another enabler of effective responses to incidents, and in 2017 we improved the tools used for analysis and reporting of these metrics. Access to timely reports that depict what is happening in our workplaces allows early intervention when a trend is heading in the wrong direction.

Incident management is a leading indicator of an organization's ability to learn from experience and effectively put the lessons into action. We continue to work hard on all fronts to ensure that our management of incidents that do occur is actively serving our goals of preventing future incidents and achieving zero injuries.

A multi-department team reviews the risks and hazards of scheduled work at a daily planning meeting
keyboard_arrow_right Read about the making of our first safety video
Read about the making of our first safety video

Advancing Process Safety

Advancing Process Safety

We completed numerous process-safety initiatives, including the publication of a handbook for leaders and a management session for senior leaders.

In 2017, we undertook a number of initiatives to better systematize our process-safety activities and build greater awareness of our key risks and safeguards.

  • Our new publication, Process Safety Management: A Handbook for Methanex Senior Leaders, was distributed to 130 senior leaders to explain what process safety is, why it is important, how we manage it, and what is expected of this level of leadership.
  • We held a session on process-safety management at the Global Leadership Council, an annual meeting of our most senior leaders.
  • We identified the top three process-safety risks at each manufacturing location and shared them through the management structure to the executive team to build a common awareness of key process-safety risks at all leadership levels and provide focus for projects in 2018.
  • We advanced the implementation of global standards for process hazard analysis, safety-critical elements, and safe operating limits.

Promoting Health

Promoting Health

Our New Zealand team implemented numerous health initiatives and received a Workplace Health & Safety award for their efforts.

In 2017, our New Zealand team received a Wellness at Work award at the Workplace Health & Safety Awards, the country’s only nationwide, all-sector health and safety awards. The award recognized Methanex’s well-being program, which has evolved to create positive and sustainable impacts for staff and their families, going above and beyond accepted corporate practice in this area.

New Zealand workplace health initiatives include bladder- and bowel-cancer screening, nutrition consultations, fitness testing, support for smoking cessation, and flu vaccines. An extensive fatigue-management program protects all plant workers from the hazards of working with inadequate rest.

During the 2017 turnaround, the New Zealand team took further steps to promote healthy lifestyles by providing free fresh fruit to workers. As a result, employees and contractors consumed almost two tonnes of fresh fruit over the course of the turnaround. They also accumulated a total of 260,000 working hours without a single recordable injury.

keyboard_arrow_right Find out how the Global Health Network is setting new health standards
Find out how the Global Health Network is setting new health standards

Building our Responsible Care Culture

Building our Responsible Care Culture

We took our Switch On to Responsible Care message deeper into our culture, and began sharing it with our contractors.

When we launched our Switch On to Responsible Care program in 2015, we trained numerous leaders in this engaging approach to safety that emphasizes each person’s individual role in safety and Responsible Care. In 2016, we took this training to employees at all levels and trained internal facilitators to continue sharing the message across the entire organization.

In 2017, our trained internal facilitators led five sessions in two manufacturing regions (New Zealand and Trinidad), bringing to approximately 1000 the total number of employees now trained in this core cultural piece. In 2018 we will run a Switch On workshop for our Executive Leadership Team and the Board of Directors. We will also design a workshop to be delivered into other parts of the company, such as Marketing and Logistics.

Switch On principles are impacting our own teams, and also the way we work with our contractors on our worksites. In preparation for a maintenance turnaround at our New Zealand plant, we spent a day aligning both Methanex and contractor staff around our approach to safety. Before a plant outage in Trinidad, a cross-functional team spent two days—one with employees, and the other with supervisors and principals of our contracting companies—to set the safety tone for the outage.

keyboard_arrow_right Read about how our employees are taking Responsible Care to heart
Read about how our employees are taking Responsible Care to heart

Talent Management

Learning and Development Programs

Learning and Development Programs

In 2017, we successfully launched our High-IMPACT Coaching and Mentoring pilot program in North America.

Our High-IMPACT Coaching and Mentoring program was created to build a strong foundation for knowledge-sharing within our organization. The program piloted in 2017 with eight individuals paired with a coach from a different location or function. The coaches focused on helping the individuals achieve one of their personal or career-development goals. The coaches' growth and development were also supported by internal and external coaching support, specifically focused on helping them develop a leadership mindset that empowers individuals and enables innovative problem-solving.

The coaching pairs met in person and via Skype, and the coaches collaborated on “The Coaches’ Corner,” a virtual community built by our global IT team to enable connection among the coaches.

While the program’s first goal is to strengthen coaching skills, it is also helping the trainees make steady progress in attaining their goals. Based on the success of the pilot, the program will roll out globally in 2018 as a complement to regional coaching initiatives that are already underway.

The Coaches' Corner was a key support environment for the program, allowing coaches to connect back to each other and allowing advisors to ask questions and share effective approaches and successes on our coaching journeys.
- Rich Sumner, Coach
My coaching sessions really helped me clarify my goals and action plans. Knowing I had to report back to my coach really focused me on hitting the steps I committed to, and trying to exceed them. This has been a great opportunity for me. I hope others will also get these benefits in the future.
- Andy Platten, Coachee

We delivered leadership development and technical training for operators in two regions.

One of the focus areas resulting from our 2016 Employee Engagement and Culture Survey was learning and development. In 2017, the addition of training sessions for operators in two manufacturing regions augmented existing training programs in a way that addressed survey results while responding to unique regional needs and opportunities.

In Trinidad, a development program was launched to help operators make successful transitions to supervisory leadership roles. In Trinidad’s Maintenance department, lunch-and-learn sessions were held to strengthen technical knowledge and skills and foster informal learning groups.

In Egypt, controllers and operators were trained in sharing their procedural understanding and knowledge of plant areas with colleagues to strengthen the teams' technical competency.

These formal and informal sessions are examples of the variety of approaches being used throughout the organization to meet the evolving needs of today's learners and the business.

Technical training session in Egypt

In 2017, we hosted 25 sessions of Methanex Leadership Essentials, a staple of our Global Leadership Suite.

Twenty-five sessions across the globe were hosted as part of the Methanex Leadership Essentials suite. These consist of four one- to two-day learning modules that deliver the knowledge, skills, and practical tools to build leadership capabilities and reinforce core values.

The modules are delivered through a combination of prereading, assessments, interactive classroom sessions, on-the-job application, and peer coaching. Through the sessions, participants explore practical ways to increase employee and team engagement.

In addition, 25 employees from across Methanex participated in our Global Leadership Forum program, hosted by the Centre for Creative Leadership in San Diego. This program supports emerging leaders in exploring the specific challenges and opportunities of leading within a global organization.

Fostering Communication and Agility

Fostering Communication and Agility

We developed an IT strategy to improve our business processes and enhance communication and collaboration.

Another focus area emerging from our 2016 Employee Engagement and Culture Survey was the need to improve our information systems to make it easier for people to obtain useful data and network with colleagues around the world.

In response, in 2017 our global IT team developed a new IT strategy and roadmap that will implement strategic initiatives in a phased approach over the coming years. The strategy is focused on delivering trusted information, business process excellence, and collaboration tools to enable world-class reliability, lower operating costs, and a connected, high-performing global workplace.

As we work to enhance our IT infrastructure and systems, our success will depend on strategic partnerships with business and subject-matter experts from across the company, working alongside IT to bring the best solutions to light.

Meeting Business and Employee Needs with Global Mobility

Meeting Business and Employee Needs with Global Mobility

In 2017, 37 of our team members had the opportunity to work outside their home countries.

In 2017, through our global mobility program, 22 employees travelled between regions on extended business trips, for both our Egypt and New Zealand plant turnarounds and within Canada for developmental or backfill opportunities. Another 15 employees took on international assignments.

The benefits of global mobility are reciprocal. Our talented team members contribute their expertise in a new setting while simultaneously learning about operations in another region and culture. The teams hosting travelling workers experience greater diversity and fresh ideas, enhancing knowledge and culture at the same time.

Methanex employees from Chile and Trinidad (pictured here with our Geismar plant manager) traveled to support a maintenance shutdown at our Geismar, USA plant
keyboard_arrow_right How did an assignment abroad benefit a team member's professional and family life?
How did an assignment abroad benefit a team member's professional and family life?
Community

Community

We believe our business must have a positive impact on people’s lives. Our goal is to build and support healthy communities that are great places to live and work. Through grants, education, regional development, and volunteerism, we invest in the communities where we do business, aligning our efforts with our values and culture.

Scroll to read key highlights

23 meetings held globally with community advisory panels

USD$1.27m invested in our communities

13,000 hours spent helping on projects in our communities

369 organizations benefitted from our community programs

Community Highlights

Community Dialogue and Engagement

Community Dialogue and Engagement

Two community advisory panels (CAPs) met in a joint teleconference, a first for Methanex.

Even though we were so far apart, we were all on the same wavelength. – New Zealand CAP member Philip Marsh
It was beneficial for helping me see the importance of local CAPs in helping Methanex to be a community-oriented company in each of their unique locations around the world. – Medicine Hat CAP member Sandra Moore

To encourage communication and transparency, our CAPs in Medicine Hat, Canada, and Taranaki, New Zealand, held a first-ever video conference meeting. It was an opportunity to share experiences, challenges, and lessons learned, and to expand CAP members’ knowledge about the global scope of Methanex’s business.

At the meeting, the group talked about Methanex’s manufacturing operations and other activities in their respective communities. Medicine Hat CAP members shared their community’s concern about the possibility of a grass fire reaching the plant in the dry prairie region. New Zealand members talked about the heightened awareness of earthquake risks, and also shared the native Maori people’s concerns about the safety and environmental consequences of a potential incident from methanol pipelines.

The groups expressed a shared value for Methanex’s practices of transparency and engagement with their communities, and CAP members left with a greater sense of their role in this relationship. "Each participant left with something," observed Jody Magill, Stakeholder Relations Manager in Medicine Hat, "whether it was greater awareness of their responsibilities as a panel member, best practices from other regions, or a reinforced understanding of Methanex’s culture and the common ethic that guides our operations across the globe."

The groups agreed to repeat the joint meeting and expand it to include more regions.

We held 23 community advisory panel (CAP) meetings around the world, engaging with community members on topics they care most about.

The topics of our CAP meetings vary, depending on community needs and concerns. Here are some highlights from 2017:

In Punta Arenas, Chile, CAP meetings included discussions about plant operations, Responsible Care behaviours, and social responsibility actions. The site continues to pioneer work in fostering the inclusion of people with disabilities in the workplace.

The Medicine Hat, Canada CAP meetings included presentations on emergency management and fire incident safety, as well as climate change, GHG emissions management, and sharing learnings from the site’s tank fire incident. They also held a joint video-conference meeting with the New Zealand CAP.

In Taranaki, New Zealand, in addition to the joint video conference, CAP discussions revolved around plant updates, health and safety legislation, and proposed District Plan changes.

At a Damietta, Egypt CAP meeting, we received constructive feedback about our social responsibility activities, with CAP members advising on social investments that made a meaningful difference in the community.

Geismar, USA CAP meetings included presentations on training and workforce development, chemical awareness and emergency preparedness, and strategy work related to United Way programs.

Our Trinidad CAP hosted its Community Open Day to educate members—who live and work in our fence-line communities—on our safety strategy and tactics. They also hosted a self-defense workshop to equip women and girls with skills to defend themselves if needed.

keyboard_arrow_right Helping women and teens learn self defense
Helping women and teens learn self defense

We conducted emergency-response exercises and training with local emergency responders and partners.

Training, drills, and exercises are a regular part of our emergency-response programs in each region. After each drill/exercise, we evaluate what we did well and what we can do better, incorporating our lessons learned into our emergency-response plans.

In 2017, these programs advanced in ways unique to each region. Here are some examples:

  • In Europe, our annual emergency-response exercise on the UK Pipeline took an operational focus this year to evaluate the response from various stakeholders involved. The participation of external stakeholders added great value this year as feedback from last year’s drill was reviewed and considered in the exercise.
  • Medicine Hat’s emergency-response team participated with Canadian Pacific Railway personnel in a course on responding to rail incidents involving flammable liquids. CP hosted the training and enlisted the support of a third-party company with extensive background in responding to train derailments in North America.
  • In Trinidad, our ER team updated their emergency-response plan and focused training on high-angle rescue and emergency medical responder training to strengthen the team’s competencies in these areas.
  • In Chile, Methanex hosted fire-fighting training camps for our regional customers at the Chilean Fire Academy campus outside of Santiago. Participants were from diverse sectors and regions, including Chile, Peru, Colombia, Argentina, Brazil, and Mexico.
Practicing medical response during an emergency drill in Trinidad
Fire-fighting Training Camp in Chile
Fire-fighting training camp in Chile

Community Investment and Volunteering

Community Investment and Volunteering

In 2017, we invested USD $1.27 million and contributed 13,000 hours to support communities around the world, benefiting 369 organizations.

We have three areas of focus for our global community investment and volunteering efforts: partnership with employees (working together as One Team to have powerful impacts in the community), Responsible Care (supporting health, safety, environmental protection, and the wellness and sustainability of communities), and education (including scholarships, co-op opportunities, summer employment, and funding for research). The volunteer hours include time spent managing the volunteer activities as well as participation, in accordance with London Benchmark Guideline (LBG).

Each of our global teams made investments that helped to meet needs and support valuable projects in their communities.

In Shanghai, China, the Methanex team matched a local donation to help underprivileged students in rural areas (photo above). They also continued to sponsor scholarships to chemical engineering students in major universities.

For Methanex in Chile, 2017 marked the 30th anniversary of fundraising activities for Jornadas por la Rehabilitación, a regional telethon that supports people with disabilities in the Magallanes region (photo above). The plant also donated rescue equipment to assist the firefighting response to a massive blaze that burned thousands of hectares in central Chile.

Damietta, Egypt staff equipped Damietta Fever Hospital with 125 patient beds and five kidney dialysis machines (photo above). They also supplied education furniture and upgrades for local kindergarten Kafr Sa'ad, Al Ibn Al Khas association, benefiting 250 children with special needs.

Methanex in Europe engaged in a new activity—WARM (We Are Raising Money)—involving fundraising activities held over lunch hours and featuring fun tactics like a Play Station contest and a costume contest for managers (photo above). The proceeds have gone to the Brussels branch of Serve the City (an association that partners with homeless shelters), refugee centers, and orphanages.

Methanex’s team in Geismar, USA, along with many family members, took to the streets to raise funds for the St. Jude Run/Walk to end childhood cancer (photo above). Methanex also served as the event’s flagship sponsor. Other initiatives included fundraising for Houston flood clean-up efforts and Take Steps for Crohn’s and Colitis.

Medicine Hat, Canada’s team competed in the first annual CanStruction Design and Build Competition, building a replica of the Saamis Tepee—a community landmark—out of canned and non-perishable food items that were later donated to the local food bank (photo above). Other charitable activities supported the United Way, a medical rescue helicopter service, medical equipment for the regional hospital's emergency room, and a program that provides back-to-school services and supplies to families in need.

Methanex in Taranaki, New Zealand, partnered with the East Taranaki Environment Trust (photo above) to reintroduce the kokako, an endangered native bird that has been extinct in Taranaki for more than 100 years. The team also provided grants to a variety of community organizations (including the Women’s Refuge, the Waitara Foodbank, and New Plymouth Riding for the Disabled) and scholarships to engineering students at Canterbury University.

Following unusually heavy rainfall in October 2017, several areas across Trinidad—including Methanex’s fence line communities—were adversely affected by flooding. Methanex partnered with Sewa International and the Woodland Relief Team to deliver aid to affected residents, including donations of nonperishable food, personal hygiene products, and household items.

In Vancouver, Canada, staff members organized their 25th annual United Way campaign. To raise funds, they organized office events ranging from miniature golf in the boardroom to a Methanex Jeopardy game. Staff also volunteered at soup kitchens, neighborhood clean-ups (photo above), and a boys' and girls' club.

In Dallas, USA, our team fundraised to support Camp Summit, a camp for children and adults with disabilities that Methanex supports every year, and helped to prepare the camp for its summer season (photo above). The team also provided holiday gifts for mothers and children at the Family Place, an organization that supports victims of domestic violence.

keyboard_arrow_right Empowering female entrepreneurs in Egypt
Empowering female entrepreneurs in Egypt

In each region, our team members generously volunteered their time to projects benefitting their communities.

Our Asia-Pacific teams gave back to their communities through initiatives focused on education, health, safety, and environment. In Hong Kong, staff baked cookies with a group of autistic youth (photo above). The Shanghai team collaborated with Samsung to collect donations for a food bank. In Japan, Methanex staff visited residents at an elderly nursing home.

Our team in Europe volunteered time at a fundraising activity for Run to Walk Again (photo above), an association that helps people with disabilities stay healthy and active. They also did a bike tour to raise funds for Notre Abri, a home for children. In Belgium, the team donated their time and resources to La Châtaigneraie, a temporary foster home for children and youth.

Methanex employees in Dallas, Texas built food kits, sorted clothing (photo above), and stocked shelves at a resource center for World Vision, an international humanitarian organization. They also collected items for people affected by Hurricane Harvey.

Our Geismar, USA employees volunteered at the Jambalaya Jam, one of United Way’s signature events (photo above). A team of employees also helped with home repairs after Hurricane Harvey.

For the fourth consecutive year, Methanex’s team in Damietta, Egypt organized a medical caravan that provided free medical check-ups and medication to 550 local residents.

More than 100 employees in Medicine Hat, Canada volunteered for activities that included a litter clean-up at the Methanex Bowl (a local athletic field, pictured) and a large natural park reserve. They also assisted families at the Santa Claus Fund, an organization that provides gifts and meals to low-income families; completed yard work and maintenance at a women’s shelter; and made school lunches for children.

The team in Punta Arenas, Chile, participated in a variety of initiatives, including donations of Christmas gifts to almost 200 children and boxes of food for families living in extreme poverty (photo above). Team members also volunteered at the Invernadas Magallánicas (Winter Carnival) and assisted with International Beach Cleaning Day.

In Taranaki, New Zealand, team members cleaned up the beach from the Waitara River to the front of the Motunui site and planted trees to restore a native ecosystem (photo above). They continued their long relationship with nearby Waitara High School by donating personal protective equipment to a metal-working class and helping senior students with career planning and resumé writing.

Through the Mentoring our Children program, Methanex employees in Trinidad volunteered time and talent to mentor high-potential children from low-income families, with students benefitting from academic coaching, social skills enhancement, and fun learning through creative crafts.

Employees in Vancouver, Canada, supported vulnerable children and youth during KidSafe's Break programs by serving breakfast, wrapping presents, presenting at a career fair (photo above), and providing backpacks filled with school supplies. They also delivered Holiday Hampers with the YWCA Metro Vancouver and raised funds for the Michael Cuccione Childhood Cancer Research Program's Kick for a Cure soccer tournament.

keyboard_arrow_right Bringing Responsible Care to universities in Chile
Bringing Responsible Care to universities in Chile
Product Stewardship

Product Stewardship

Our comprehensive approach to product stewardship safeguards the public, the environment, and the communities in every country where we do business. We promote the proper use and safe handling of methanol while implementing environmental stewardship and social responsibility across our supply chain.

Scroll to read key highlights

8.6 years average age of the marine vessel fleet

100 sessions held for safety training of ships' crews

300 organizations engaged through Responsible Care meetings

4 awards for safe rail transportation

Product Stewardship Highlights

Marine Safety

Marine Safety

While growing our fleet by 15%, we maintained our Responsible Care focus and improved our overall safety rating.

In 2017, while adding five vessels to our fleet, we maintained and improved our former levels of vessel inspections and safety training. The addition of newer vessels lowered the average age of the fleet from 9.6 years to 8.6 years in 2017.

Increasing the fleet also increased the number of safety visits, inspections, and training sessions required to maintain our safety standards. In 2017, safety visits were performed on all 28 vessels in our Waterfront Shipping fleet, and safety training was done twice per ship on average. Safety inspections added new requirements addressing energy efficiency, methanol-vapour detection equipment, shipboard teamwork, and safety management systems. The overall fleet safety rating improved from 88.2% to 89.1% in 2017.

2017 Vessel Inspections, Safety Visits, and Training Planned Achieved
Vessel safety visits 25 28
Annual Chemical Distribution Institute—CDI-marine inspections 25 28
Methanol and nitrogen safety training sessions 100 115

The increased fleet size also increased operating hours, particularly hours operating on methanol. Here, too, we maintained and improved our incident rates over the year with no reportable incidents.

We are pleased that overall safety continues to improve as our fleet size grows and we work with crew management to apply higher standards.

keyboard_arrow_right Safety comes first, regardless of the challenge
Safety comes first, regardless of the challenge

Terminal Safety

Terminal Safety

We advanced Responsible Care practices at terminals through CDI-T inspections, follow-ups, training, and seminars.

We performed a total of 10 CDI-T inspections and 17 follow-up visits at terminals across our marketing and logistics regions. We also held Responsible Care training and seminars for terminals in all regions.

CDI-T inspections are an important way for us to verify, through a third-party, that terminals meet our standards, particularly in regions where our standards are more stringent than regulation. Through inspections, we develop partnerships that extend the value of the inspections beyond their immediate goals.

For example, in Latin America, the inspections have brought not only specific improvements to safety practices at terminals, but also increasing requests for training in the safe handling of methanol and sharing of best practices observed at other terminals. In Europe, terminal inspections allowed us to better understand surveyors’ daily technical and safety challenges and the impact these may have on our inland operations; our support can now be more effective in sharing Responsible Care practices in this area.

Every interaction with terminals and other partners across the supply chain is an opportunity to encourage the exchange of good practices and promote our Responsible Care values.

keyboard_arrow_right Promoting best practices through forums
Promoting best practices through forums

Rail Safety

Rail Safety

Our safe shipping practices were recognized by four major North American rail lines, earning us a 2017 Grand Slam Award from the American Railroad Association.

We continue to receive awards for our rail shipping practices. In 2017, we completed over 10,000 shipments by rail—the most we have shipped since 2014. We earned safe shipping awards from BNSF, Union Pacific, Canadian Pacific, and Norfolk Southern by completing shipments on these four rail lines with zero nonaccidental releases. These achievements qualified us for the American Railroad Association’s Grand Slam Award, which we were awarded for 2017.

Our five-year internal inspection program, which exceeds the 10-year minimum regulatory requirement, is one factor influencing our safety performance. Another is the Responsible Care assessments of our supply chain partners that we perform. In 2017, a total of 10 assessments were performed at customer locations, railcar repair and storage locations, and trans-loading facilities in North America. The assessments focus on training and inspection programs, tracking and documentation systems, and reporting practices.

keyboard_arrow_right Who makes sure our rail shipments are safe?
Who makes sure our rail shipments are safe?

Responsible Care Advocacy

Responsible Care Advocacy

We reached over 1,100 people from nearly 300 organizations in four global regions with information about the safe handling of methanol.

Reaching people with a message of Responsible Care and information about safe handling of methanol is the heart of product stewardship. This work takes many forms. It spans people and organizations with any role in bringing our product to its destination, and it doesn't stop with merely delivering a message.

  • A new video, Methanol in Our Lives, was produced in multiple languages, including Spanish, Portuguese, Putonghua, Korean, and Japanese.
  • We shared with customers throughout Europe about the assistance we provide to improve safety.
  • In North America, safety presentations focused on reaching people at all levels, from head offices to the field, and in all roles that have proximity to our product.
  • In Canada, we worked with Responsible Distribution Canada and distributors in the region to develop a trans-loading standard and also to support peers who are building Responsible Care management systems.
  • In Peru and Mexico, joint audits with distributors, subdistributors, and final customers were opportunities to support these partners in implementing changes.
  • In Brazil, we presented “Safe Handling of Methanol in the Global Market” to regulatory agencies and political representatives at Brazil’s Biodiesel BR Conference, the largest congress of its kind in the region. Biodiesel is a renewable fuel made from plant oils or animal fats; its production process uses methanol to convert the triglycerides in the oils into a useable, environmentally friendly fuel.
Fernando Reinecke, Manager, Logistics and Customer Service, Punta Arenas, Chile, presents about methanol at biodiesel conference in Brazil
keyboard_arrow_right Learn about biodiesel in Brazil.
Learn about biodiesel in Brazil.

We received a merit award for our Responsible Care leadership in China.

In June of 2017, our Asia Pacific team received the Association of International Chemical Manufacturers' (AICM) Merit Award in China in recognition of Methanex’s ongoing leadership in Responsible Care.

Nine years ago, Methanex was one of the first member companies of the AICM to sign the Responsible Care Beijing Manifesto, formalizing in the region our company’s commitment to Responsible Care. From the start, the team has focused on building a strong program for product stewardship and distribution and transportation safety, placing Responsible Care at the forefront of their interactions with all partners and stakeholders. From recognition programs for our own staff and the staff at terminals to the development and distribution of handbooks for safe road transportation, the team actively looks for new and creative ways to promote Responsible Care with stakeholders across the value chain.

“Each member of our Asia Pacific team sees themselves as a Responsible Care ambassador,” says Simon Maddren, President of Methanex Asia-Pacific.

Thank You

Thank You

Thank you for reading our 2017 Responsible Care and Sustainability Report. A printable summary version of this report is available here. Past reports are also available on our website.

Your questions, comments, and feedback are valuable to us, and can be sent via the feedback link on this page.

We hope you will return next year for more updates and highlights about our activities as we work to continually improve Responsible Care and sustainability at Methanex.

Please contact a Methanex location near you for questions about our company or one of our locations.

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