Keeping our eyes on the Vision Thinking in 3D –Dream, Design, Deliver

Leadership gets the behaviour it exhibits and tolerates. this has been my management philosophy and is steered by the view that we are all leaders who need to develop that leadership mettle. the republic of singapore’s first prime Minister, Lee Kuan yew called on the citizens of singapore to develop 3D thinking – that is, to Dream, Design and Deliver. i believe personal leadership is integral to developing that 3D thinking, and although we may be relatively stronger in one dimension than another, too often we may have an idea but never walk the route to delivery.

Our Vision Statement reads: “By 2015, we will be globally recognized as the leader in the methanol industry, while nurturing our community, protecting our environment and caring for our employees.”

For the Methanex Trinidad Vision to come alive, we need everyone to be closely aligned in defining and developing their 3D role. We are therefore continuously challenged to consider, “What new and innovative channels to bring to the table? What value can my contributions add? how do i manage a project and execute to completion?” Building on our successful profile, our Vision Statement, indicative of continuous improvement, compels us to persistently measure and manage our performance in our four key pillars: Reliability, Responsible Care, Value Creation and People Development. Although the list is not exhaustive, some of the actions and activities we have undertaken in 2013 to reflect this 3D thrust are highlighted.

Talent recruitment and management are valuable drivers in refreshing ideas and retooling skills. Methanex Trinidad’s participation in UWi’s World of Work Fair in March 2013 continues to be an effective opportunity for the company to connect with the best available talent and identify potential candidates for our Vacation internship and graduates-in-Training (giT) programs. Each year we look forward to this direct interface to engage with UWi students and graduates, even as we continuously align our business needs with candidates’ submissions.

As a career developmental tool, Methanex Trinidad engaged Petroskills in August 2013 to develop a competence management and assurance system, as well as the software technology to support the delivery and reporting of competency-based solutions. Building on the work developed by Methanex new zealand, the impetus of this system lies in enabling productive conversations around an individual’s career development plans and organizational needs, based on the discipline and stage in the career.

Some teams have proven their resourcefulness and through their actions, have endorsed personal leadership and 3D thinking. An example is the PR i DE initiative – Personal Responsibility in Delivering Excellence – which was launched at the Operations Department’s team-builder in August 2013. The PR i DE message affirms that personal excellence is a necessary facet to upholding world class excellence. Each individual’s strengths and contributions represent the lifeblood to achieving operational excellence.

The manufacturing experience and intellectual muscle we have developed from our Turnarounds on the Atlas and Titan Plants represent a broader shift in our capabilities. Despite scheduling and labour challenges, the Titan Turnaround completed in October 2013 was a progressive experience that has improved plant reliability, validated our organizational mandate and tested the rigor of our systems and processes. notwithstanding the unprecedented level of simultaneous Turnaround activity on the Point Lisas industrial Estate which stretched resource availability, the Titan Turnaround was completed at a budgeted cost of USD 33 million, recorded 1280 jobs, spanned 390,540 man-hours and resulted in zero lost-time injuries.

Our successful RC 14001 re-certification in October 2013 also endorses our Responsible Care Management System and our Responsible Care initiatives in process safety. External feedback from RC auditors communicated the high engagement and awareness levels of site personnel and we actively continue to develop and improve our RC Management System to consistently ensure wellness, preparedness and safe product stewardship.

Our Vision Statement characterizes a desired outcome and it should and must stretch our organization’s capabilities. The congruency of our goals and strategic initiatives are important dimensions in determining our alignment with our Vision Statement. having completed the commitments under the Memorandum of Understanding signed on September 03, 2010, in november 2013, a mixed team of specialists from Methanex Trinidad and Vancouver, in conjunction with stakeholders from Methanol holdings (Trinidad) Limited (MhTL), Petroleum Company of Trinidad and Tobago (PETROTR in) and the national Petroleum Marketing Company (n P), presented the findings of the methanol fuel blending study to the Ministry of Energy and Energy Affairs. i am therefore thrilled by the collaborative thrust of our employees and external energy partners, and we are also encouraged by global developments in the methanol fuel economy which is convincingly represented in China and developing a presence in Australia, israel and new zealand.

Throughout 2013, Club Melae, an employee-led group, has been instrumental in rallying employee support, mobilizing resources and executing events in support of employee engagement. The network of support from all departments is demonstrative of teamwork and positive employee relationships. Via this channel, employees are emboldened to own an initiative and deliver to completion, whilst providing a meaningful outlet to socialize, even as they develop and improve their project management and leadership skills.

As we look ahead to framing our strategic plans and site management processes, i believe that there is strength to be derived from keeping sight of the bigger picture. i encourage all employees and contractors to stay the course we have charted, and always seek out opportunities for improvement.