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Responsible Care and Social Responsibility Report

methanex A Responsible Care速 Company


METHANEX RESPONSIBLE CARE AND SOCIAL RESPONSIBILITY REPORT 2008

Methanex Corporation is the world’s largest supplier of methanol. As a Responsible Care® company, we are committed to the safe, ethical and environmentally sound management of the chemicals we make and use according to codes of practice established by the Canadian Chemical Producers’ Association. Wherever we do business, our stakeholders’ well-being is a key priority. Responsible Care is an integral part of Methanex culture. Our Social Responsibility (SR) policy is a natural evolution of this practice, and its principles are closely linked to our core values and business strategy. We believe strongly in investing in the communities where our employees live and work. As part of our commitment to Responsible Care and SR, we report annually to the public and to our stakeholders about our activities related to these initiatives.

Contents President’s Message About Methanex About Methanol About This Report Governance Performance Areas Workplace Environment Community Marketplace Business Performance Awards Responsible Care & SR Regional Contacts

1 2 3 3 4 6 10 13 16 18 20 21

This report may contain forward-looking statements. By their nature, such forward-looking statements involve risks and uncertainties that could cause actual results to differ materially from those contemplated by the forward-looking statements. For a discussion of these risks and uncertainties, please refer to the Risk Factors section of our most recent annual Management’s Discussion and Analysis, which can be found in our most recent Annual Report or on our website at www.methanex.com.


Demand has remained relatively stable for methanol as an alternative energy source, particularly in fuel blending into gasoline in China. We are proud to be at the forefront of this burgeoning industry, both as a methanol supplier and as a product steward. As our business expands across the globe, we continue to work closely with government and industry partners to introduce our Responsible Care ethic in health, safety and environmental practices. Looking ahead, we remain focused on strategic initiatives that we believe will improve our results in 2010 and beyond. We have a strong balance sheet, excellent assets in a number of locations around the world and a competitive cost and market position in the methanol industry. Combined with our proven track record and dedication to our core values and ethic, we intend to continue to adapt to new challenges and champion our robust Responsible Care and Social Responsibility program with the goal of emerging from this economic crisis as a stronger company.

Bruce Aitken President and Chief Executive Officer

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Our company, like many others, moved quickly to adapt to the unprecedented global economic crisis that began in 2008. Methanex is in a relatively strong position to weather the economic downturn as a result of adhering to a prudent financial strategy in recent years and by adopting practices that are aligned with our responsibilities and commitments to stakeholders. What has not changed for Methanex is our unwavering commitment to Responsible Care® and Social Responsibility – areas that underscore all aspects of Methanex’s business and have a positive impact on our growth and financial performance. We also remain committed to our core values of integrity, trust, respect and professionalism, and instill these values in all we do. Though the past year brought challenges, we achieved many accomplishments in 2008. We successfully completed our third Global Responsible Care re-verification and demonstrated improved Responsible Care performance in all our functional areas. We also celebrated 25 years of methanol production in New Zealand; our plant there marked its eighth year without an employee lost-time injury, a true milestone in the industry. Our 2008 Employee Engagement Survey had the highest global response rate ever, with 89 per cent employee participation. These surveys provide valuable feedback and we are committed to implementing action plans that enhance our employees’ workplace experiences. Reducing our carbon dioxide emission intensity and encouraging energy efficiency also remain on our priority list. We adopted the Canadian Chemical Producers’ Association’s 2008 Responsible Care Principles for Sustainability, which raises our existing standards to a higher level. We also continued efforts to further reduce greenhouse gas emission intensity and offset energy requirements through improvements in our plants’ reliability and emissions management and research into renewable energy projects.

PRESIDENT’S MESSAGE 

President’s Message

METHANEX RESPONSIBLE CARE AND SOCIAL RESPONSIBILITY REPORT 2008

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About Methanex Methanex Corporation is the world’s largest supplier of methanol to major international markets in North America, Asia Pacific, Europe and Latin America. Methanol is an essential chemical building block used in countless industrial and consumer products and, increasingly, in emerging energy applications. This means that every day, all over the world, Methanex plays a vital role in people’s lives.

Headquartered in Vancouver, Canada, Methanex has a global network of operating facilities. We currently operate methanol production sites in Chile, New Zealand and Trinidad and Tobago, with a new plant in Egypt due for completion in 2010. Regional marketing offices in Belgium, Chile, China, Japan, Korea, the United Arab Emirates, the United Kingdom and the United States ensure we are able to meet the needs of customers around the globe. Methanex also owns a 20 per cent interest in a dimethyl ether (DME) production facility in China. Our operations are supported by the world’s largest fleet of methanol ocean tankers, creating an extensive global methanol supply chain that is designed to provide reliability and security of supply to customers.

ABOUT METHANEX 

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Billingham Vancouver

Seoul Shanghai

Brussels

Dallas

Tokyo

Hong Kong

EGYPT

TRINIDAD AND TOBAGO

Santiago

NEW ZEALAND

CHILE

Dubai


About Methanol Methanol is usually made by mixing natural gas with steam and then putting the resulting gas mixture through a conversion and distillation process to create pure methanol: a clear liquid that mixes with water and is readily biodegradable. We believe that finding new fuels and energy alternatives is essential for long-term global energy security and sustained economic growth. Methanol is becoming part of the world’s energy mix as an alternative fuel and energy resource with powerful applications. One such application is its use in producing dimethyl ether (DME), a gaseous, methanol-based fuel similar to propane that is increasingly used for heating and cooking in homes in developing nations. Methanol, mixed directly with gasoline, is also being used as vehicle fuel in many parts of China.

How We Make Methanol

natural gas

Methanex purchases Methanex purchases natural gas from suppliers

natural gas from suppliers

reforming

Natural gas and steam Natural gas andheat produce combined under synthesis gas, which consists steam combined of hydrogen, carbon monoxide under heat produce and carbon dioxide

s ynthesis gas, which consists of hydrogen, carbon monoxide and carbon dioxide

compression/conversion

Synthesis gas is compressed

Synthesis gas to is form and converted methanol compressed and converted to form methanol

distillation

shipping to customers

The liquid mixture is heated The liquid the mixture is to separate components, and the resulting vapour is heated to separate cooled and condensed to the components, and produce pure methanol

the resulting vapour is cooled and condensed to produce pure methanol

About This Report As part of our commitment to Responsible Care and Social Responsibility (RC/SR), we report annually to the public about Methanex’s RC/SR activities around the globe. Methanex has published an annual Responsible Care Report since 1997 and a combined RC/SR Report since 2004. In addition, every three years we publish a comprehensive Global Environmental Report that deals specifically with our environmental management practices and performance. The most recent environmental report was published in 2008. Please visit www.methanex.com/environment to view or download a copy.

This 2008 RC/SR Report covers the period of January 1 to December 31, 2008, and focuses on five key performance areas: workplace, environment, community, marketplace and business performance. Our reporting approach includes qualitative examples that describe our activities in specific performance areas as well as quantitative measures called Key Performance Indicators (KPIs). These KPIs measure the effectiveness of our policies, procedures and systems; highlight trends; and help us identify issues that require further action. This year, we have expanded our reporting to include KPIs on our employee practices and community performance.

ABOUT METHANOL 

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Methanol is an essential chemical ingredient – containing carbon, hydrogen and oxygen – that is found in many of the consumer and industrial products we use every day. Methanex sells much of its product to chemical manufacturers, who turn methanol into other industrial chemicals. These chemicals are then used to manufacture a variety of common household and industrial goods.

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GOVERNANCE 

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Governance Sound governance is essential to Methanex’s long-term success and critical to the sustainability of our operations. The company’s corporate governance ensures there are effective processes and structures in place to provide strong management and clear direction for all of Methanex’s business affairs. Methanex’s Responsible Care and Social Responsibility (RC/SR) policies and programs are based on the Canadian Chemical Producers’ Association (CCPA) Responsible Care Ethic & Principles for Sustainability and the CCPA Codes of Practice.

Management and Direction

Global Responsible Care Team

The company’s senior management team and its Board of Directors establish the direction for RC/SR practices. Through the Board’s Responsible Care Committee, policies related to ethics, accountability, governance, financial returns, employment practices, business relationships, products and services, community involvement and environmental protection are developed, reviewed and modified accordingly. The Senior Vice President of Corporate Resources has overall responsibility for Methanex’s RC/SR policies and programs and also ensures they align with the Board’s requirements and the company’s business strategy. The programs are directed and managed by the directors of Responsible Care and Government and Public Affairs, who lead the Global Responsible Care Team and the Global Public Policy Team, respectively. Methanex’s Responsible Care initiatives are supported by documented management systems that are regularly audited by internal and external parties. This process ensures compliance and identifies new opportunities for improvement. It is also an effective way to share best business practices within the company and to benchmark best practices in the industry.

The Global Responsible Care Team acts as a collective resource on Responsible Care principles and practices, with the objective to add value and knowledge to the company beyond that which could be achieved by the individual business units. The multidisciplinary team brings together representatives from Manufacturing, Marketing & Logistics, Risk Management, and Government and Public Affairs, all of whom have a Responsible Care management, co-ordination or advisory role within the organization.

Responsible Care Management and Social Responsibility Organizational Structure Responsible Care and Social Responsibility at Methanex are governed by a number of global teams that work together to oversee all aspects of these key functions. These teams include the Global Responsible Care Team, Global Manufacturing Team, Global Public Policy Team, Global Marketing & Logistics Team, and Global Marketing & Logistics Responsible Care Team.

Global Manufacturing Team The primary goal of the Global Manufacturing Team (GMT) is to promote world-class operation of Methanex’s manufacturing plants. The GMT ensures strong adherence to Responsible Care principles and practices, and provides leadership in managing environmental excellence in all manufacturing operations and initiatives. Membership is comprised of senior leadership from the manufacturing plants as well as the Director, Human Resources; Director, Risk Management; and Director, Responsible Care.

Global Public Policy Team The Global Public Policy Team (GPPT) is responsible for integrating public policy, government relations, Responsible Care, Social Responsibility and public affairs activities within Methanex. The team oversees a number of key global public policy issues that influence our business and role as a leader in the global methanol industry, from fostering robust community relations to developing legislation around methanol safety. GPPT members are drawn from a cross-section of departments, including Responsible Care, Investor Relations, Government and Public Affairs, and Marketing & Logistics.


Global Marketing & Logistics Team

Global Marketing & Logistics Responsible Care Team

The primary purpose of the Global Marketing & Logistics Team (GMLT) is to coordinate marketing and logistics activities so as to capture and optimize opportunities that create value for the company. The GMLT also oversees business unit adherence to Responsible Care ethics and principles, and environmental excellence in the Marketing & Logistics function. Membership includes senior leadership from each Marketing & Logistics region.

The Global Marketing & Logistics Responsible Care Team manages global environmental, health and safety issues within the day-to-day marketing and distribution activities of the company. Members include Responsible Care practitioners from each Marketing & Logistics region.

Methanex Corporation Responsible Care and SR Governance Structure

Senior Management Responsible Care and Public Policy Stewardship Review

SVP Caribbean & Global Manufacturing

Global Manufacturing Team

SVP Global Marketing & Logistics

SVP Corporate Resources

Global Responsible Care Team

Global Public Policy Team

Global Marketing & Logistics Team

Global Marketing & Logistics Responsible Care Team

2008 Achievements

Code of Business Conduct

In 2008, Methanex successfully underwent its third global Responsible Care re-verification, which was conducted by the CCPA. This third-party assessment of Methanex’s global and regional policies, procedures and resource management verified that the company is applying Responsible Care principles in all aspects of its operating practices. Methanex’s Trinidad and Tobago manufacturing location received additional certification to the American Chemistry Council’s rc14001 standard.

Methanex has a Code of Business Conduct designed to provide employees and directors with a set of standards that help avoid wrongdoing and promote honest and ethical behaviour while conducting company business. We have established a confidential toll-free hotline available to all employees to report any suspected Code violations.

GOVERNANCE 

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Responsible Care Sub-Committee of the Board

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WORKPLACE 

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Workplace Behind every strong organization is a strong team of employees. At Methanex, we strive to be an employer of choice by maintaining an enthusiastic corporate culture that fosters continuous improvement and open communication, encourages teamwork and recognizes people’s accomplishments. Our commitment to continuous improvement extends to our workplace health and safety, and human resources development. By creating a workplace that values ongoing learning and development, we support our employees in acquiring skills that enable them to further contribute to the organization and better meet customers’ needs. Workplace Health and Safety

Employee Practices

The health and safety (H&S) of the employees and contractors who work at Methanex’s plant sites, terminals and offices are of the highest priority. Our company believes that all injuries are preventable, and we continually strive to improve our H&S management systems at all our locations to attain an injury-free workplace. This is achieved by benchmarking our safety practices against those of world leaders; conducting external third-party assessments and internal audit programs; and through active sharing and learning among Methanex employees and with other companies. Drawing on a combination of the Canadian Chemical Producers’ Association (CCPA) Codes of Practice, industry best practices and internationally recognized standards, Methanex has developed a comprehensive H&S program that encompasses global policies, internal standards and procedures, and training and education. We have also established annual global and regional “stretch” performance targets related to H&S performance. These Key Performance Indicators (KPIs) are linked to leadership and employee incentive programs to ensure a strong focus. Our primary measure is the recordable injury frequency rate, a standard industry measurement that allows us to compare our performance against that of industry peers. In addition, Methanex tracks internal measures that reflect program success to date and predict future performance. In 2008, Methanex’s employee H&S performance was very strong, putting the company on par with the CCPA’s top performing companies. This result reinforces our efforts to continually improve existing H&S programs and to seek out new technologies to take performance to the next level. We were less successful in 2008 with regard to contract company worker safety performance. These results are reflected in the KPI information graphs on the next page and illustrate that our performance in this area was only average when compared with our CCPA company peers. We consider the health and safety of our contractors to be as important as that of our employees. We conducted an analysis of our H&S program’s shortcomings and have since implemented a Contractor Responsible Care Improvement Plan in locations where there were problems. We anticipate improved performance in 2009.

Methanex’s corporate values of integrity, trust, respect and professionalism are integrated into all aspects of employee practices. We champion inclusion in the workplace, which is evident in the robust teamwork and strong communication that exists across our global manufacturing, sales and corporate locations. Our employees are selected for their expertise, leadership qualities and alignment with our professional values. We enjoy high retention levels – in 2008 our turnover was six per cent – thanks in large part to our opportunities for continual professional advancement, commitment to work/life balance and favourable working conditions. Our goal is to maximize our employees’ potential so as to allow them to excel in their professional talents and, in doing so, further bolster the success of our organization. Methanex focuses on individuals through customized learning and development plans for each employee. Leadership development is supported through a threetiered program aimed at individuals, managers and executives. Activities include annual leadership events that bring together employees from different regions, strengthening the company's global network and promoting cross-cultural communication. In 2008, Methanex conducted its sixth global employee engagement survey and achieved its highest participation rate to date – an impressive 89 per cent. These surveys, which are conducted every two to three years, help Methanex capture a snapshot of employees’ perceptions of the organization – aspects that are working well and areas that can be enhanced. To learn more about the results of the 2008 survey, please see "Monitoring Global Employee Engagement" on page 8.


Key Performance Indicators

Employees By Region 25% 22% 15% 15% 8% 4% 4% 4% 3%

Health And Safety (H&S) Incidents Minor   Employee   Contractor

Serious & Major   Employee   Contractor

200

Chile Trinidad New Zealand Vancouver Egypt Kitimat Dallas Asia Pacific Europe

4

4

4 3 25

8

15 22 15

150 100

Length Of Employee Service

50

Minor Incident: Any H&S incident (including near misses) not resulting in a reportable injury. Serious Incident: An injury that requires restricted work (light duty) or medical attention (medical aid). Major Incident: A lost-time injury or more serious.

17% 19% 13% 22% 10% 11% 6% 2%

Contractor Recordable Injury Frequency Rate

Employee Recordable Injury Frequency Rate

0 2005

2006

2007

2008

6

2 22

10 11

19

13 17

  SHARE Contr. Group III Avg.   SHARE Contr. Group III 1st Qtr.

  Methanex Contractors

  Methanex Employees

2.0

1.0

1.5

0.75

1.0

0.5

0.5

0.25

0

0 2004

2005

2006

2007

2008

2004

2005

  SHARE Emp. Group III Avg.   SHARE Emp. Group III 1st Qtr.

2006

2007

2008

The recordable injury frequency rate (RIFR) is the number of recordable injuries per 200,000 hours worked. Recordable injuries are incidents that require medical attention, or that result in restricted work or lost time. SHARE (Safety and Health Analysis, Recognition and Exchange) is a database compiled by the Canadian Chemical Producers’ Association (CCPA). Methanex benchmarks against the average (Avg.) and first quartile (1st Qtr.) Group III member companies of CCPA whose employees collectively work more than one million hours per year.

9

Employee Gender

1

Employee Generations

Female

72% Male 28% Female

9% 49% 41% 1%

Male

Employee Engagement Survey Employee alignment with Methanex’s purpose or mission

%

Millennial  (1981 or after) Generation X  (1966–1980) Boomers  (1946–1965) Mature  (1945 or prior)

49 41

2003*

2005

2005 hewitt global benchmark

2008

2008 hewitt global benchmark

69

73

75

Overall employee engagement

%

66

59

52

63

54

Job satisfaction level

%

80

80

75

59

Employee Engagement Surveys are carried out every two to three years by Hewitt Associates. * Hewitt global benchmark scores not available for 2003. 

WORKPLACE 

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2004

< 1 year 1–2 years 3–5 years 6–10 years 11–15 years 16–20 years 21–25 years ≥ 26 years

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WORKPLACE 

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Learning on the Job in New Zealand

Monitoring Global Employee Engagement

Sometimes routine work reveals the biggest surprises and greatest learning opportunities. Such was the case in April 2008, when employees at Methanex New Zealand’s Motunui site discovered possible traces of asbestos within some of the plant’s gaskets. The discovery of a suspicious material, which was later confirmed to be asbestos, occurred in the midst of the Motunui Restart Project, with hundreds of employees and contractors on site. However, the asbestos was in a bonded form and as such, not an imminent risk. Upon news of the discovery, Methanex immediately implemented measures to ensure that everyone on site was apprised of the situation and that no one’s health was compromised. Affected areas were sealed off and workers’ clothing and other work areas were analyzed for asbestos fibre contamination, with all results proving negative. Asbestos removal experts and hazardous waste specialists were quickly contracted to assist with site remediation and to test for asbestos elsewhere at the plant. With the situation under control, plans were made to survey for asbestos at all Methanex New Zealand sites. While previous checks had indicated that all gaskets were clean, the new discovery prompted Methanex to forgo any prior assumptions. The survey revealed that there was some asbestos at other sites, but in bonded form, and therefore not a risk unless disturbed. An Asbestos Management Program is now in place to ensure plant employees are fully trained about the correct ways to identify, handle and dispose of asbestosbearing items. This information has been shared with other Methanex manufacturing sites around the world, enabling local lessons to become true global learning. This is yet another way Methanex upholds our commitment to Responsible Care and protects the people at our sites and beyond.

Employee engagement surveys are one of the ways that Methanex tracks our employees’ commitment to the company. At the same time, they provide a vehicle for direct employee input about those aspects of the workplace that are viewed positively and those areas that can be enhanced. In March 2008, Methanex conducted its sixth companywide employee engagement survey. The survey had the highest global response rate ever, with 89 per cent of employees participating, a response rate unheard of by most organizations. The company’s global engagement score also rose to 63 per cent, a four per cent increase from the last survey in 2005 and well above the survey firm’s global database average of 54 per cent. On closer scrutiny, the 2008 results revealed that action plans implemented in response to the 2005 survey have been fruitful, particularly for learning and development opportunities and the company’s people practices. Feedback also indicates that employees would now like to see more attention focused on career opportunities and employee recognition. Methanex began conducting surveys in 1996 as part of our commitment to continuous improvement. Research has shown that employers who understand and are able to leverage their employees’ engagement achieve greater financial success, improved attraction and retention, and perhaps most importantly, a happier and more productive workforce. Surveys are presently conducted every two to three years at all of Methanex’s operating locations. Two global initiatives are currently in development in direct response to the 2008 survey: a career portal to enhance career conversations and various programs aimed at improving communication around employee recognition.


Methanex Trinidad’s onsite Medical Centre is giving employees a new perspective on health matters. Since opening its doors in June 2008, the facility has welcomed employees and contractors who come for treatment or to talk about health-related issues. Designed to assist Methanex staff in attaining optimal health and personal well-being at work and, by extension, in their personal lives, the Centre encourages a proactive approach to wellness. Preventive health management practices are blended with the treatment of injuries and illnesses, and support for personal lifestyle decisions. Located in the heart of the plant site and open daily throughout the standard work week, the Centre houses nurse and doctor stations, an examination/treatment area, and a section specially equipped for decontamination in the event of a chemical accident. The facility is managed by an occupational health nurse, who also oversees the site’s preventive and occupational health programs in consultation with the company’s medical doctor. Judging by statistics, the Medical Centre has been an extremely positive addition: in its first 10 months alone, more than 950 visits by employees and contractors were recorded for basic treatment. Many employees have also come to value the Centre’s welcoming environment as a place where they feel comfortable discussing both their health and wellness concerns. Most notably, the Centre has added an important dimension to the Responsible Care work that is taking place at the Trinidad site.

In 2008, there was great progress on Methanex’s Egypt project in Damietta. With commercial operation planned for 2010, construction continued at a rapid pace and by year’s end, nearly 40 per cent of the construction, both below and above ground, was completed. Engineering also neared completion, with over 99 per cent of systems in place. At the same time, significant effort was made in establishing and nurturing a culture of safety that reflects Methanex’s commitment to Responsible Care (RC) principles and values. Since the project began in late 2007, the intent has been to build the plant while applying the most rigorous international health, safety, environmental and RC standards. During the course of the project more than 10,000 people worked on the site, with approximately 2,500 workers typically on site at any given time. All of the workers received safety induction and environmental training. In addition, job-specific training has been provided on topics such as: lifting and rigging, scaffolding, working at heights, confined space entry and excavation. Supervisors also participated in safety workshops focusing on Safe Task Assignment Reinforcement Training. A behaviour-based safety program designed to change workers’ safety attitudes by changing their work behaviours was also introduced. This program involves workers being observed on the job by trained observers, who record the workers’ good safety behaviours, as well as those that are at risk and/or in violation of safety regulations. This information is entered in a database and reports are generated that are used for topics at toolbox meetings and directing improvements to the training program. These initiatives helped the project achieve a 2008 safety performance in which its workers, supervisors and managers can all take pride. By the end of the year, more than five million work hours had been clocked at the site without a lost-time injury. Going forward, ongoing education and safety training are planned to ensure Methanex can achieve the ambitious Responsible Care goals targeted for the project.

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Building a Health and Safety Culture in Egypt

WORKPLACE 

New Onsite Medical Centre Opens in Trinidad

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ENVIRONMENT 

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Environment Methanex is committed to protecting the environment by minimizing the use of natural resources and energy, reducing waste and harmful emissions, and ensuring these factors are embedded in our overall management decision-making process. Our Responsible Care culture compels us to go beyond regulatory compliance. We follow industry best practices in shipping and methanol manufacturing, and share this ethic with our customers, distributors and partners. By doing so, Methanex contributes to the environmental well-being of the communities where we do business. Our goal is to have zero environmental incidents that result in regulatory non-compliance or environmental harm.

Managing our Greenhouse Gases

Environmental Initiatives in 2008

Methanex believes that minimizing the emissions resulting from our manufacturing activities is not only good for the environment, but is also sound business practice. We continue to look for, and implement, efficiency improvements to reduce greenhouse gas emissions from our plants. Since 1994, Methanex has voluntarily reduced direct, production-based carbon dioxide emission intensity by 44 per cent (as at the end of 2008) through asset turnover, improvements in plant reliability and emissions management. We are presently exploring additional renewable energy projects at our plant locations, which will further offset our energy requirements.

In 2008, we continued our environmental stewardship efforts and implemented a number of initiatives. Highlights include:

Planning for a Sustainable Future Methanex is currently conducting feasibility studies on the construction of wind and solar power projects at our manufacturing sites to replace some of the natural gas and electricity currently used for the plant’s auxiliary power. These studies include a solar installation at our new plant in Egypt and a pilot wind farm in Chile. Our goal is to realize measurable emissions reductions by 2017. Once these studies have been finalized, we will be better able to project short- and long-term targets in this area.

In Trinidad and Tobago: Improvements to our systems for hazardous material storage, handling and management. We also successfully completed the first surveillance audit for rc14001 certification. In New Zealand: Demonstration of an infrared leak detection camera, which has now become an additional tool in our leak detection and repair program. In Chile: Installation of new technology to increase the amount of water that can be re-used in the manufacturing process as part of an overall effluent handling improvement project.


Key Performance Indicators

Methanol Usage

Chemical Consumption   Chemicals (tonnes)   Chemical to methanol ratio ( kg / tonne )

Chemical Market Associates Inc. 2008 World Methanol Analysis 36% 22% 15% 11% 8% 5% 3%

Formaldehyde Other MTBE/TAME Acetic Acid Fuel Blending DME MMA

8

5 3 36

11

15 22

6000

1.2

4500

0.9

3000

0.6

1500

0.3

0

0 2004

2005

2006

2007

2008

CO2 Emissions vs. Methanol Production

Total Environmental Incidents

  COc Emissions ( million tonnes )   Methanol Production ( million tonnes )   COc Emission Rate ( tonne COc / tonne methanol )

  Non-reportables ( Minor )   Reportable Incidents ( Serious )

6.0

0.70

80

4.5

0.53

60

3.0

0.35

40

1.5

0.18

20

0

0

0 2004

2005

2006

2007

2004

2008

2005

  Permit Exceedances ( Major )   Total Reportable ( Serious + Major )

2006

2007

2008

Minor: A small spill or release that did not meet regulatory or Methanex spill reporting criteria. Serious: A spill or release event that required reporting either to a regulatory body, Methanex or both. Major: An event that contravened the limits of the site environmental permit or licence.

Other Performance Measures

2004

2005

2006

2007

2008

Total energy use (excluding electricity)

GJ

208,977,000

207,507,000

235,251,100

174,866,469

158,239,191

Total electricity use

MWHr

297,000

260,000

241,008

210,751

154,684

Electricity self-generated – non-renewable

%

46

58

63

58

42

Electricity self-generated – renewable

%

0

0

0

0

0

Electricity purchased – non-renewable

%

34

30

32

37

49

Electricity purchased – renewable

%

20

12

5

11

9

Total freshwater consumed

mD

9,252,000

7,585,000

5,511,010

4,448,292

3,402,579

Ozone-depleting substance emissions

kg

0

0

0

0

0

none

none

none

none

none

none

none

none

none

none

Impact on protected areas (World Heritage sites etc.) Magnitude and nature of penalties for non-compliance (environment, safety)

USD

ENVIRONMENT 

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Data refers to consumption of water treatment chemicals. A 2008 audit resulted in an adjustment to the 2006 data.

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ENVIRONMENT 

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Enhancing Energy Efficiency in Chile

Recycling for a Cleaner Community

Creating and supporting programs that enhance the environment in Chilean communities is a hallmark of Methanex Chile’s Social Responsibility efforts. To this end, Methanex is a founding member of the Regional Table of Energy Efficiency (RTEE) in the Magallanes region, a public/private partnership focused on developing and implementing programs that promote energy conservation in southern Chile. In 2008, Methanex Chile brought RTEE’s sustainability message closer to home when the company joined the Energy Efficiency Regional Project (EERP) in Punta Arenas, where our site in Chile is located. EERP’s primary goal is to boost energy efficiency in the local community by building awareness and giving people tools to help them develop stronger energy conservation habits. The project’s first initiative focused on energy use in government offices and schools. Following an analysis of the buildings’ consumption patterns, a series of public forums were held to discuss ways to help the facilities operate at optimum levels of energy efficiency. Methanex also partnered with Empresa Nacional del Petróleo (ENAP) and the local government to create a communications program aimed at promoting energy conservation. Launched on World Environment Day on June 5, 2008, the three-month radio, television and newspaper “Pioneers in Energy Efficiency” campaign urged people to re-think their energy usage. Focus groups were conducted before and after the campaign to assess the impact of the advertising program and to gauge community perception about the longerterm conservation initiative. Feedback was overwhelmingly positive: participants viewed the program as valuable for the region and expressed an eagerness to change their energy consumption habits. Future activities around energy efficiency, such as re-running the advertising campaign and organizing energy efficiency workshops, are planned for 2009.

Students in Tobago’s primary and secondary schools are taking small steps to reap big benefits for the environmental health of their community. As participants in the ninth annual Keep a Clean School Competition, 22 schools created projects to help reduce solid waste generation and improve recycling practices in their classrooms and homes. Organized by the non-governmental organization Environment Tobago and sponsored for the first time in 2008 by Methanex Trinidad, the competition aims to instill in children an appreciation for the environment through education and engagement in projects that focus on the principles of reduce, re-use, recycle and re-think. Students are required to design and implement solid waste reduction and management programs within their school under the supervision of a designated teacher. The longterm goal is to encourage environmental stewardship and positive attitudes for a pollution-free Tobago. This year’s competition was launched in September 2008, with competing schools unveiling their projects in November. There was no shortage of creativity, with projects ranging from a street parade highlighting environmental care, to creating counting gadgets out of old bottle caps for beginning math students, to re-configuring used plastic soda bottles into garbage bag dispensers. Winners were announced in February 2009, and first prize and Best Overall School went to the students of Montgomery Government Primary School. Trophies and cash prizes were awarded for first to fifth place as well as in special categories such as Best Composting initiative and Best Community Awareness and Involvement initiative.


We invest in our communities through a variety of social investment programs. Local employee-run Social Investment Committees develop community involvement strategies that are aligned with Methanex’s business objectives and that reflect their respective communities’ needs. We also work in close collaboration with Community Advisory Panels (CAPs), which are set up at all our manufacturing locations to identify current and future investment opportunities.

Methanex achieves its social investment objectives in three ways: Partnering with employees through a matching grants partnership program to encourage employee volunteerism and contributions to community fundraising initiatives. Financial assistance for local community health and safety initiatives related to Responsible Care. Regional educational development through the support of classroom projects and scholarship programs. In addition to our social investment activities, Methanex is committed to engaging with our community stakeholders about all aspects of our business. Our CAPs provide an important link that helps Methanex integrate into the local community. Local staff in our manufacturing locations regularly host plant tours and site visits, and we also actively participate in speaking engagements, neighbourhood surveys and local community events.

Key Performance Indicators We take both a qualitative and a quantitative approach to evaluating our community performance. In 2008, we measured the number of organizations that have benefited from our investments as well as the focus areas of our Social Responsibility programs. Our community investments include both the company's financial contributions as well as the countless hours of volunteer time that our Methanex employees generously donate to local community projects.

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Spending by SR Focus Area 42% Education 31% Partnering with employees 14% Responsible Care community outreach 13% Other

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42

31

Who Benefits individuals Scholarships Internships Total Individuals organizations by sr focus area Education Responsible Care community outreach Partnering with employees Other Total Organizations

24 35 59 36 57 60 78 231

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Investing and participating in the communities where our employees live and work is at the heart of Methanex’s core values and Social Responsibility practices. Our goal is to create and support programs that contribute to the socio-economic well-being of the community, and to have a transparent proactive relationship with community members at all of our locations.

COMMUNITY 

Community

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COMMUNITY 

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Investing in the Future of Coal to Methanol Technology in China

New Safety Record Gives New Zealand Community a Boost

As the world’s biggest consumer and producer of methanol, China leads other countries in its use of methanol as a transportation fuel. More than 60 per cent of the methanol produced in China is derived from coal, and as China holds the world’s third-largest coal reserves, the Chinese government sees coal to methanol applications as a strategic source of alternative energy. In October 2008, Methanex formalized plans to establish our first scholarship program at Taiyuan University of Technology (TUT). The agreement with TUT was signed before more than 200 people during the closing ceremony of the 17th International Symposium on Alcohol Fuels (ISAF) in Taiyuan, Shanxi. The Methanex scholarship program provides nine awards for deserving students to study at TUT, which is renowned for its research in coal applications and also home to one of China’s leading laboratories, the Key Laboratory of Coal Science and Technology. Four scholarships have been designated for students with financial need, while five are reserved for students who demonstrate academic excellence in the field of coal chemical engineering. Scholarship recipients are also eligible for further research and internship opportunities at Methanex. Scholarships will be awarded annually, beginning in the 2009-2010 academic year. Founded in 1902, TUT is one of China’s oldest and largest universities. Under the leadership of President Dr. Xie Kechang, a well-respected expert in coal chemical engineering and an academic with the prestigious Chinese Academy of Engineering, the university has played an instrumental role in promoting alternative fuels in China. As a key sponsor of the 17th ISAF, Methanex worked closely with TUT organizers and developed an appreciation of the university’s ambitious efforts around clean coal and conversion technology. The Methanex scholarship initiative is an important element of our social responsibility program in Asia and also recognizes TUT’s contribution to the development of China’s coal-based methanol industry.

In 2008, Methanex New Zealand marked eight years without an employee lost-time injury, whose severity prevents a person from working. This significant safety record translated into good news both inside and outside the plant’s gates. In celebration of this achievement, the local Methanex Responsible Care team decided to share its success with the Taranaki community, where the plant is located. Two new defibrillators were purchased for the Taranaki District Health Board Ambulance Service. These defibrillators, which are considerably smaller and lighter than the ones the Ambulance Service previously owned, are being used in two advanced life support paramedic response vehicles. Their compact size has been invaluable in accessing restricted spaces or during cross-country rescues. Methanex and the Ambulance Service have a long history of collaborating and learning together. Methanex’s medics and nurse regularly have the chance to upgrade their skills when working alongside the ambulance team, and our staff is extremely thankful for the excellent care the Ambulance Service provides to Methanex’s workforce. This donation acknowledges not only the strong relationship between Methanex and the Ambulance Service, but also the stellar work of its team. The Service is a vital part of the Taranaki community and continues to play an integral role in supporting Methanex’s Responsible Care efforts.


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Investing in communities where our employees live and work is a cornerstone of Methanex’s Social Responsibility platform. The company’s long-standing support of the United Way of the Lower Mainland is one way we partner with our employees and also give back to the community. Methanex matches 100 per cent of employees’ donations as part of our Partnering with Employees initiative. In the fall of 2008, employees in Methanex’s corporate office in Vancouver once again banded together to raise valuable dollars for the charitable organization. The year turned out to be a banner one: 92 per cent of employees participated in the annual United Way campaign. In addition to financial contributions, the Vancouver office scheduled a number of Days of Caring events to provide employees with onsite volunteer opportunities during the United Way campaign. The primary focus for 2008 was improving the lives of children and seniors in Lower Mainland communities. During the fourth quarter of 2008, employees in Vancouver could be found serving meals at Harbour Light Treatment Centre, tidying up at Ronald McDonald House, tending the orchard at the Richmond Fruit Tree Sharing Project or sorting food donations at the Greater Vancouver Food Bank Society. The United Way of the Lower Mainland has been a strong voice for social change for more than 75 years, working with its community partners to meet emerging challenges and improve social conditions. The organization plays a leadership role in mobilizing resources that strengthen the community and change people’s lives.

Methanex has supported the United Way vision since 1994. The United Way has annually recognized Methanex’s generosity and commitment to the community with a Gold Award, which is given for a company’s outstanding dedication to the cause. In addition to their exceptional volunteer efforts, Methanex Vancouver employees have donated the highest gift amount per employee among the United Way's top five Lower Mainland accounts in the Mining and Petroleum sector. Methanex is also part of the United Way's Walk of Fame which celebrates the top 21 exceptional United Way campaigns in the Lower Mainland.

COMMUNITY 

Uniting for the Community

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MARKETPLACE 

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Marketplace Product stewardship is a vital component of Methanex’s Responsible Care culture, guiding our actions through the complete life cycle of our products. Our commitment to delivering top quality product is matched by our focus on the highest safety standards to minimize risk to our employees, customers and suppliers as well as to the environment and communities in which we do business. Methanex promotes the proper use and handling of methanol at all times through a variety of internal and external health, safety and environmental initiatives. We also work closely with industry colleagues to continually improve safety standards and regulatory compliance.

Product Stewardship and Industry Outreach Initiatives in 2008 Methanex is recognized as a strong advocate for product stewardship in the methanol industry, and our outreach efforts extend to all corners of the globe. We readily share our technical and safety expertise with key stakeholders – customers, end-users, suppliers, logistics providers and industry associations – in both the methanol and methanol applications marketplace through active participation in local and international industry seminars, conferences and online education initiatives. In 2008, we hosted a number of training and education programs in North America, Europe and China ranging from face-to-face Responsible Care and methanol safety seminars to remote webinars. Target audiences included suppliers, customers, distributors, biodiesel producers, logistics providers and customers’ suppliers. Global access to our reference materials was greatly enhanced through our launch of a new technical and safety information page on the Methanex corporate website. This online library provides a wide variety of resources available for review and download, such as safety brochures, material safety data sheets and technical guidelines. These tools are available in multiple languages: English, French, German, Dutch, Spanish, Italian, Portuguese, Russian, Chinese, Japanese, Korean, Indonesian, Burmese and Tagalog. Methanol safe-handling references were further improved through the development of a Methanol Safe Handling Manual, which we produced in partnership with the Methanol Institute, and a methanol safety toolkit for the Brazilian formaldehyde industry.

Product Stewardship throughout the Logistics Chain As part of our commitment to Responsible Care throughout our supply chain, we continually look for ways to improve the safe and reliable delivery of high quality product, be it by tanker, barge, rail or truck. Waterfront Shipping, a wholly owned subsidiary of Methanex that manages and executes the marine transport of all Methanex product, conducted vessel safety training and audits on more than 20 vessels. The company’s rigorous onboard cleaning and safety procedures maintained a minimum loss of product while reducing potential waste due to contamination. Methanex North America introduced additional proactive measures to our Railcar Program to reduce the number of Non-Accident Release (NAR) incidents of methanol leaks. These measures successfully returned the company’s number of NAR incidents to pre-2007 levels. Please see related stories in this section, which highlight some of these 2008 initiatives in more detail.


Promoting a Culture of Safety around Methanol in Energy Applications As global demand for new fuels continues to grow, methanol has emerged as a cost-effective and environmentally friendly alternative energy source. Methanol in energy applications has become a key growth driver for Methanex and the methanol industry, particularly in the Asia Pacific marketplace. In Asia, methanol is used primarily in two energy applications: fuel blending, in which methanol is mixed directly with gasoline for vehicle fuel; and dimethyl ether (DME), a gaseous methanol-derived fuel that can be used for cooking and heating. With use of these new methanol energy applications on a steady rise, in 2008 Methanex introduced a number of Responsible Care and product stewardship initiatives to promote the safe handling of methanol and DME.

Safe Passage: Raising the Bar for Marine Safety Safety measures for the marine transport of methanol and other chemical cargoes are continually improving. Methanex's wholly owned subsidiary Waterfront Shipping Company Limited (Waterfront) specializes in the transport of bulk chemicals and clean petroleum products and subscribes to the same Responsible Care values that underscore all aspects of Methanex’s business as well as the strict international regulations formulated by the International Maritime Organization. In 2008, Waterfront took a number of additional steps to improve its safety and wellness practices. International maritime law requires vessels that transport flammable cargo to displace the oxygen content of product in their cargo tanks with an inert gas or vapour so as to avert potential fires and/or explosions on the ship. There are several methods that are acceptable, but nitrogen is typically the gas of choice in this process. Although extremely effective, it also poses health and safety challenges. Waterfront developed a new digital training program to further educate its fleet’s officers and crews about nitrogen-related health risks and best safety practices. The program includes both factual information and hypothetical scenarios to help crews anticipate and deal with accidents. In addition, the company produced weatherproof hazard awareness signs to alert crews about the presence of nitrogen onboard.

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As one of Methanex’s primary modes of methanol transport in North America, the railcars that move company methanol are subject to strict safety standards. They rarely leak, and when they do the leakage is typically minimal. However, when it comes to environmental safety, no leak is acceptable. Thanks to recent changes in our railcar program, Methanex has seen marked improvements in this area. Methanex first introduced a railcar program in 2001 to address a number of incidents of Non-Accident Releases (NARs) of methanol from its railcar fleet and to develop sound preventive maintenance practices. The level of NARs stayed low and held steady for several years. However, in 2007, employees began to notice a disconcerting increase in leakages. Upon review, it was determined that the causes fell into two broad categories: mechanical failures of fittings on the railcars and operational issues that occurred during the loading or unloading of methanol. These findings prompted Methanex to undertake a comprehensive re-assessment of the entire railcar program, which resulted in the implementation of new positive measures on several fronts: communications, mechanics and operations. Incident review and reporting practices were improved to more effectively capture any learning and to support better corrective action. More rigorous attention was focused on the reasons behind mechanical failures and additional auditing and inspection procedures were introduced at terminals. As a result, the number of NARs in 2008 was successfully reduced to historic levels. Looking ahead, the challenge remains to further diminish the number of incidents by maintaining a focus on the causes of problems and uncovering new ways to enhance safety in this key area.

Working in collaboration with the Methanol Institute, Methanex helped companies in China’s Shanxi region to develop comprehensive Responsible Care standards. The aim was to work with the Chinese to develop fuel specifications that will minimize the safety risks and environmental impact as more companies and end consumers come into contact with methanol-blended fuels. Bruce Aitken, President and Chief Executive Officer and other Methanex staff presented to key Chinese government and corporate representatives about product stewardship for methanol gasoline blends last October at the International Symposium on Alcohol Fuels in Taiyuan, China. On the DME front, Methanex played a leading role at the Third International DME Conference last September in Shanghai, where staff presented and spearheaded a high profile panel discussion on the importance of considering health, safety and environment issues in DME’s development and provided more than 200 conference delegates with a variety of safety-related information tools. Methanex continues to be a strong advocate for Responsible Care around methanol in energy applications in burgeoning DME markets.

MARKETPLACE 

Preventing Railcar Leaks in North America

METHANEX RESPONSIBLE CARE AND SOCIAL RESPONSIBILITY REPORT 2008

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BUSINESS PERFORMANCE 

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Business Performance Our robust Responsible Care and Social Responsibility ethic differentiates Methanex from its competitors, making a positive contribution to our business growth and financial performance. 2008 was a year of contrast in the methanol industry. In the first three quarters of the year, the global economy continued to perform well and methanol demand and pricing remained strong, leading to a period of solid earnings for Methanex. Towards the end of the year, the global financial crisis led to a severe worldwide economic slowdown that negatively impacted industries across all sectors, including the methanol industry. Although the global economy remains weak, we believe we are well positioned to endure this economic downturn. With low leverage and a strong cash position, our balance sheet is in excellent shape. Our financial strength allows us to remain focused on key strategic initiatives in Egypt and Chile. Our Egypt project remains on schedule to start up in early 2010, and when this project is

completed, it will provide an additional 800,000 tonnes of production capacity for our company. We are also making progress on initiatives to accelerate gas development in southern Chile and improve the operating rates of our plants in that country. We also remain focused on our strategic initiatives to promote methanol in energy applications. In a world that is structurally short of energy in the long term, we firmly believe that methanol will play an increasingly important role in future energy markets in China and many other parts of the world. For a full account of Methanex’s 2008 financial performance, please see the 2008 Methanex Annual Report posted in the Investor Relations section on our website at www.methanex.com/investor.

2008 Financial Highlights ( US$ millions, except where noted )

2008

2007

2006

2005

2004

operations Revenue Net income Income before unusual items (after-tax) 1 Cash flows from operating activities1,2 Adjusted EBITDA 1

2,314 172 172 243 334

2,266 376 376 494 652

2,108 483 457 623 800

1,658 166 224 330 452

1,719 236 236 372 434

1.82 1.82

3.68 3.68

4.41 4.18

1.40 1.89

1.92 1.92

financial position Cash and cash equivalents Total assets Long-term debt, including current portion Debt to capitalization3 Net debt to capitalization4

328 2,818 787 36% 25%

488 2,870 597 30% 7%

355 2,453 487 29% 10%

159 2,106 501 35% 26%

210 2,125 609 39% 30%

other information Average realized price (US$ per tonne) 5 Total sales volume (000s tonnes) Sales of produced product (000s tonnes)

424 6,054 3,363

375 6,612 4,569

328 6,995 5,310

254 7,052 5,341

237 7,427 5,298

diluted per share amounts (us$ per share) Net income Income before unusual items (after-tax) 1

1. Adjusted EBITDA, cash flows from operating activities, income before unusual items (after-tax) and diluted income before unusual items (after-tax) per share are non-GAAP measures. Refer to page 40 of our 2008 Annual Report for a reconciliation of these amounts to the most directly comparable GAAP measures. 2. Before changes in non-cash working capital. 3. Defined as total debt divided by the total of shareholders’ equity and total debt. 4. Defined as total debt less cash and cash equivalents divided by the total of shareholders’ equity and total debt less cash and cash equivalents. 5. Average realized price is calculated as revenue, net of commissions earned, divided by the total sales volumes of produced and purchased methanol. 6. Defined as income before unusual items and interest expense (after tax) divided by average productive capital employed. Average productive capital employed is the sum of average total assets less the average of current non-interest bearing liabilities. Average total assets exclude projects under development (Egypt plant under construction) and cash held in excess of $50 million. Additionally, we use an estimated mid-life depreciated cost base for calculating our average assets in use during the period. » For additional highlights and additional information about Methanex, refer to our 2008 Factbook available at www.methanex.com.


As part of its commitment to the socio-economic strength of the Magallanes region, Methanex Chile commissioned an independent study in 2008 to examine future economic trends in the area. Entitled “Economic and Social Development of the XII Region: Contribution of Methanex and Growth Motors as at 2018,” the study was conducted by Roberto Zahler, a well-known economist and former president of the Central Bank of Chile. The results provide compelling data about future economic projections for the region, and also highlight the positive impact of methanol production and natural gas development. Using two hypothetical scenarios, the study examined the direct and indirect effect of gas exploration on the region’s gross domestic product (GDP) and employment figures, among other indicators, over the next 10 years. In the first scenario, the amount of new gas developed enabled Methanex Chile to run its four plants at full operational capacity. As a result, regional GDP grew at a rate of 6.3 per cent per annum, with employment numbers increasing by 3.1 per cent. In the second scenario, the level of new gas development was insufficient to bring plant

operations to full capacity. In this case, GDP and regional employment rose at an annual rate of 4 per cent and 2.5 per cent, respectively. Though in both scenarios the region grew at higher than historical rates, the estimated regional GDP was 25 per cent higher when Methanex's plant was able to operate at full capacity than when the plant operated at limited capacity. This confirms the importance of Methanex's operations and the continuing gas exploration activities by ENAP and other companies in the region. With global attention increasingly focused on alternate fuels, the study has been presented at a number of local public policy discussions in Chile. The goal is to promote the acceleration of gas exploration in southern Chile and encourage the idea of supplying any newly developed gas to Methanex. This will not only reinforce our ability to maximize production, but also ensure we can continue to provide positive economic and social benefits to the Chilean region.

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Looking Ahead: Impacting Socio-Economic Development in Chile

BUSINESS PERFORMANCE 

A strong business performance also benefits the communities where we do business. One of Methanex’s core values is to invest and participate in the communities in which we work and live. For example, Methanex is committed to hiring local businesses, which contributes to strengthening a region’s economic development. See our Chile story below for an up-close look at some of the benefits Methanex has delivered to the Magallanes region in Southern Chile.

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Awards Over the years, Methanex has received numerous awards that recognize our commitment and contribution to Responsible Care and Social Responsibility practices. Here are highlights of the honours we received in 2008. North America

CSXT Chemical Safety Excellence Award

This award is given annually to recognize a company’s commitment to railcar maintenance and safety. To be eligible, a company must have shipped 600 or more railcars in 2007 on CSXT rail, without any non-accidental releases during the entire year. CSX Transportation is one of the largest rail networks in North America.

North America

American Commercial Lines (ACL) Marine Environmental Stewardship Award

Methanex received one of the first-ever of these awards for our commitment to environmental protection. Winners had to have transported more than 2 billion gallons of chemical product in 2007 without any incidents related to the chemical. ACL is a leader in marine transportation.

Canada

BCBusiness 2008 Top 50 Strongest Companies

Methanex was ranked the fifth strongest company out of the top 50 public companies in British Columbia by BCBusiness Magazine.

Canada

Cadillac Fairview 2008 Corporate Social Responsibility Award

This honour is awarded annually to a Cadillac Fairview tenant in recognition of a company’s outstanding policies and procedures in Corporate Social Responsibility management practices; employee well-being; environmental, philanthropic and community initiatives; and corporate governance. Cadillac Fairview is one of North America’s largest owners and managers of commercial real estate.

Chile

Sofofa (Federation of Chilean Industry) Social Responsibility Award

Presented annually to a company that demonstrates a history of social responsibility, robust business performance and stellar community relations, this achievement also recognizes Methanex Chile’s efforts during the past 20 years to integrate and partner with local communities.

AWARDS 

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Asia Pacific

Caribbean

Europe

South America

Deanna Li Hong Kong +852 2918 8326

Deborah Samaru Point Lisas Trinidad and Tobago +1 868 679 4400

Gil Dehogne Brussels, Belgium + 32 2 352 06 85

Amparo Cornejo Santiago, Chile +56 2 37 44052

New Zealand

Egypt

North America

Zaneta Ewashko Motunui New Zealand +64 6 754 9700

Mai Magdy Cairo, Egypt +202 235 94511

Brad Neumann Vancouver, Canada +1 604 661 2674

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If you have questions or comments about this report or our Responsible Care and Social Responsibility activities, please contact us:

R ESP O N SI B L E C A R E & SR R EG I O N A L CO N TAC T S 

Responsible Care & SR Regional Contacts

METHANEX RESPONSIBLE CARE AND SOCIAL RESPONSIBILITY REPORT 2008

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Methanex Corporation 1800 Waterfront Centre 200 Burrard Street Vancouver, BC Canada  V6C 3M1

General Inquiries 1 800 661 8851  (Toll-Free in North America) + 1 604 661 2600 + 1 604 661 2676  (Fax)

www.methanex.com

Cert no. XXX-XXX-000

Responsible Care® is a registered trademark of the Canadian Chemical Producers’ Association, used under license by Methanex

Printed in Canada on FSC certified paper. By printing on FSC certified paper, Methanex is supporting responsible forest management. Design: Signals Design Group Inc, Vancouver, BC Printing: Metropolitan Fine Printers, Vancouver, BC


Responsable Care and Social Responsability Report 2008  

Responsable Care and Social Responsability Report 2008

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