Emerald Kalama Chemical - 2018 Environmental, Health & Safety Annual Report by SD Creative Agency

2018 Environmental, Health & Safety Annual Report

Table of Contents 4 6

Vision, mission, values and priorities

A Conversation with HSE Compliance Manager, Chris Wrobel

8 10 12 16

2018 Emissions Data Plan. Do. Check. Act. Key HS&E Projects in 2018 Emerald joins Sedex and initiates Ethical Trade Audit

Plant turnarounds encourage continuous improvement at Emerald sites

Product Compliance and Safety

with John Piper

We are pleased to present the 2018 edition of our corporate Health, Safety and Environmental report. This report provides a global perspective on our HS&E performance and improvement projects. At Emerald Kalama Chemical, we believe in achieving objectives by operating as a responsible corporate citizen in all aspects of our business. That is why we are committed to meeting or exceeding the requirements of all applicable laws and regulations and to continually improving our performance in the areas of health, safety, security and the environment. In this report, you will read about key projects and their results, which demonstrate our commitment to achieving our business goals while complying with all rules and laws of the countries in which we operate. In this 2018 edition, we devote extra attention to our maintenance turnarounds. In the second half of 2018, all four EKC sites completed full maintenance turnarounds varying between one and four weeks. In those weeks, more than 100,000 man hours were dedicated to inspections, cleaning, maintenance and projects in one or more utilities and process equipment. Due to the large scale and complexity, these turnarounds are major landmarks for the company. Similar to everything we do here at Emerald, safety is the number one concern, from the preparation to the commissioning. We hope you enjoy this second edition of our global Health, Safety and Environmental report. Suggestions are always welcome!

Jan Eland

Vice President, Manufacturing and R&D Emerald Kalama Chemical

Vision, mission, values and priorities

Vision

Values

Our vision is to be the premier solutions provider and supplier of quality ingredients that customers choose because we deliver on our commitments and bring excellence to our customers’ products. We will build on our legacy and grow our expertise to help our customers create value with our trusted brands around the world. We protect and support each other, our community, and the environment.

• Value our customers and suppliers • Conduct our business and operate our plants responsibly and ethically • Continually improve our quality, service and value • Always do the right thing

Mission Emerald Kalama is the global leader in toluene oxidation chemistry and a trusted and reliable supplier of specialty materials focusing on flavor and fragrance ingredients, phthalate-free plasticizers, anti-microbial agents and synthesis intermediates. Our mission is to hear the voice of the customer and drive innovative solutions that exceed their expectations. We will utilize our expertise, expand our capabilities and leverage our strong brands to drive growth and generate market leading value for our stakeholders.

For information on products produced in our facilities, please visit www.emeraldkalama.com.

Priorities • Be our customers’ first and preferred choice • Protect our community and employees • Execute growth initiatives and invest for the future • Diversify our product, region and customer base • Meet or exceed service and quality goals • Meet or exceed EBITDA and working capital goals • Foster an environment of personal accountability and drive to be a high performance organization

Emerald produces technologically advanced specialty chemicals for a broad range of consumer and industrial applications. Its products play a variety of roles in the products that are consumed and used every day enabling them to last longer, look, smell, taste or perform better. Emerald® products are used in aerospace, food, beverages, cosmetics, toothpaste, household products, paint, automobiles, sports gear and many other applications.

A Conversation with HSE Compliance Manager, Chris Wrobel Q: In your role as the Health, Safety and Environment Manager, what are some of your top priorities? A: My top priority is ensuring the Emerald HSE program gets better every year. We are committed to continuous improvement in everything we do. We have a number of tools we use to assess our programs’ performance and identify ways to progress. These include audits, key performance indicators, and the knowledge exchange program where we share expertise between HSE professionals at all of our sites. We examine the data and use every opportunity to truly understand HSE performance on a deeper level. Q: Can you describe the cultural approach to HSE at Emerald? A: Maintaining a positive HSE culture requires

a team-oriented approach. A successful HSE program is not something that anyone can expect to accomplish alone; it takes commitment from everyone. We recognize that HSE has to take priority over everything else. Employees want the business to succeed, which means producing quality chemicals and meeting customer’s expectations. At the end of the day, if we have not done everything within our power to protect human health and the environment, then we have not met our goals. Q: How would you describe Emerald’s HSE performance in 2018? A: 2018 was a hugely successful year from the HSE perspective. The Rotterdam and Kalama sites both completed significant maintenance turnarounds; completing thousands of work tasks, conducting numerous mechanical

integrity inspections, upgrading equipment, and performing many other critical tasks, all without injury. To accomplish this amount of work in a short time frame without any significant HSE incidents was a huge accomplishment and it demonstrates that our employees and contractors are truly committed to safety. The turnarounds have an important impact on HSE because they allow us to maintain equipment, improve process efficiencies, and continue producing high quality products as safely as possible. Q: What has been the largest challenge you or Emerald as an organization faced in the realm of HSE in 2018? A: I have to say that the maintenance turnarounds were the biggest HSE challenge in 2018. Months of planning are spent preparing for projects of this magnitude. In Kalama alone, more than 200 contractors were on site around-the-clock for several weeks to complete a wide variety of tasks. All of these workers had to have the site safety orientation and their training had to be verified to ensure they were certified to perform the tasks that they were scheduled to complete. Hot work preplans, jobs safety walks, new procedures, and confined space entry planning, were just some of the HSE-related items that were required. The turnarounds require everyone to focus on HSE and work together as a team. The turnarounds were completed without any major HSE incident, and most importantly, there were no injuries. This is an important achievement because of the tremendous amount of work performed in such a short time period. I’m proud of our team, not only for accomplishing all of the tasks that were part of the turnarounds, but also for doing them all with safety as a focus.

Q: Can you explain the relationship between HSE and the business/economy of Emerald? A: The most important mantra and core competency we have is “do the right thing.” From an HSE perspective, that means preventing injuries, keeping chemicals in the pipes, shutting down production rather than risking injury — those are congruent with production and profitability. We take the position that it is preferable to shut a site down rather than experience an injury or environmental incident. Injuries and environmental incidents affect any company’s profitability, therefore doing the right thing reduces the economic risk. You’re more profitable when you’re proactive to HSE rather than reactive. Q: How does Emerald approach HSE when considering a capital investment/project? A: HSE impacts are a primary consideration on all capital projects. We utilize an extensive engineering/HSE workbook to help develop the project and ensure impacts to HSE are considered right up front. We strive to improve the safety of the sites, increase efficiency, and reduce our environmental impact. Throughout the entire project, HSE is a major consideration. Q: How would you describe Emerald’s approach to HSE in the context of the industry? A: Companies each face different circumstances that affect HSE performance in different ways but the tools we use are the same. In my experience, we all share a common goal of trying to do the right thing and to achieve HSE excellence.

2018 Emissions Data Criteria Pollutant Emissions 2012 through 2018 ■ Pollutants

30% 20% 10% 0% -10% -20% -30% -40% -50% -60% -70% -80% CO (tons)

NOx (tons)

SOx (tons)

PM (tons)

VOX (tons)

Production CO2/ Energy/ (total MT) Production Production

9 Since 2012, Emerald Kalama Chemical has significantly improved efficiencies and reduced emissions. The company has reduced total CO2 emissions per MT produced by 24.2%.

Summary of Key HS&E Projects in 2018 Kalama (WA, USA) • Installation of Anaerobic Digester, T-286 • Benzene railcar vapor balance pressure monitoring • Columbia River dock working platform upgrade • Wastewater storage tank vent control • Chilled water system upgrade

Widnes (UK) • Highly flammable storage tanks modification • Remote shutoff systems securing Earthing Varification • Highly flammables residue tank 3T209 adjustment • Mobile tank and container handling movements monitoring • Removal and replacement of asbestos containing material

Rotterdam (NL) • F-9502 Air preheater replacement • DCS monitoring system • Sodium Benzoate installation upgrade

Plan. Do. Check. Act. Emerald’s PDCA-based Safety Schemes Drive Continuous Compliance and Improvements Plan, Do, Check, Act translates to site processes in a number of different ways. For everyday operations, “there are different key performance indicators used to demonstrate PDCA,” Ockleshaw said. “For example, we have a corporate matrix used across all sites, with codes such as red or orange corporate events. On any given day, it’s not just checking the boxes for PDCA, but looking at the lead indicators, assessing our matrix trainings, analyzing where we are and how we are performing and making necessary adjustments toward continuous improvement.” Lance Warthen

Stephen Ockleshaw

Emerald has a variety of critical tools, processes and procedures to promote a safe work environment at all of the company’s sites. This enables Emerald to protect the health and safety of employees, communities and the environment and at minimum, comply with regulations. The plant teams at Emerald consider this mission an intrinsic part of operating responsibly and ethically.” The cornerstone of Emerald’s approach to health and safety is rigorous schemes based on a globally recognized model supported by ISO standards: Plan, Do, Check, Act (PDCA). The PDCA management method differs from a “check the boxes” approach. It is process-based and cyclical, ensuring that plant personnel can continuously assess potential risks and improve the sites’ safety plans and procedures. “With Plan, Do, Check, Act, it’s often key not only to process safety, but also to occupational health and safety as well,” explains Stephen Ockleshaw, health, safety and environmental manager in Widnes (UK). “Policy, procedure, inspection and corrective action are embedded within all of our systems.”

“On any given day, it’s not just checking the boxes for PDCA, but looking at the lead indicators, assessing our matrix trainings, analyzing where we are and how we are performing and making necessary adjustments toward continuous improvement.” Stephen Ockleshaw, HS&E Manager, Widnes

Emerald also routinely makes investments to improve or expand the plants. “Any time we are implementing change, either to an existing system or adding something new, a formal method of communicating the change is a critical element to the personnel of the plant,” explains Lance Warthen, engineering manager at the Kalama, Washington (USA) plant. “If there are new procedures or different hazards than what they are familiar with, it’s extremely important, both for their safety and the operations of the plant, that these changes be effectively communicated to them.” A major expansion was completed at the Widnes plant in 2018 to produce a new aroma chemical, Kalama® Peach Lactone. Because

of the plant team’s careful planning and communication, the expansion was completed without any recordable safety incidents, Ockleshaw said. In addition to using the PDCA management method, the health and safety management plans at all global Emerald sites follow US OSHA Process Safety Management (PSM) regulations. The PSM program includes 14 key elements to ensure chemical manufacturing processes are safe. These elements include process hazard analysis (PHA) to identify potential risks and implement safeguards to mitigate them, as well as management of change to ensure any changes are reviewed for potential risks and communicated to personnel. Assessing Risk: Personal, process, product Emerald’s management schemes for operational health and safety consider risk in a number of critical areas. • Personal safety focuses on protecting individuals from potential harm. This includes training, the use of personal protective equipment (PPE), cardinal rules, ergonomics and housekeeping. • Process safety focuses on ensuring that the plants are always operated within safe limits. This includes safe design processes, proactive maintenance, management of change, the implementation and use of procedures, hazard and operability studies (HAZOPs) and compliance with laws and regulations. • Product safety evaluates risk in the entire supply chain, from responsible sourcing of raw materials to the finished product’s impact on consumer safety. This includes compliance with regulations such as REACh, providing alternatives that are low-VOC or low toxicity, quality management operations certified to ISO 9001:2015 and food safety operations certified to FSSC 22000. During a capital project, the project team considers safety from each of these perspectives during the planning phase. “From an engineering standpoint, if we are in a

design phase of a project, a required, routine exercise includes a hazard operability study,” Warthen said. According to Warthen, new additions or any kind of change at the plant require a methodical evaluation for the risks associated with it. “In Kalama, we have implemented a design checklist for engineers. It covers not only the technical aspects of a project, but also implications and potential implications to safety and the environment while considering both compliance and operability,” Warthen explained.

“We have up to seven communication and training days each year where we focus on key process safety hazards, learning from events and localized safety initiatives that we communicate to the plant personnel.” Lance Warthen, Engineering Manager, Kalama

“In 2018, Widnes completed 170 Operational and COSHH Risk assessment reviews across new and existing plants,” Ockleshaw said. “Emergency response training was also a key focus for us. We have up to seven communication and training days each year where we focus on key process safety hazards, learning from events and localized safety initiatives that we communicate to the plant personnel.” Warthen highlighted the value of “check” in the Plan, Do, Check, Act process. He described the opportunity for table top review, incorporating the thoughts and voices of different leadership involved with a project at the “check” point of the process. According to Warthen, the conclusion of a project provides a moment to reflect and review the areas for improvement and the successes that the plant experienced, in order to continuously improve for the next task.

Key HS&E Projects in 2018 Kalama Projects 1. Vent Header Upgrades The vent header system collects VOC emissions from various process equipment in the Intermediates production area and returns these chemicals back to the process. During the 2018 turnaround a number of improvements were made to the system, including: • the removal of defunct equipment which eliminates potential leak points, • addition of isolation valves which will make future repairs safer and reduce the probability of a release, • installation of larger sized equipment to eliminate plugging during process upsets/ power dips, • replacement of valves with high temperature ball valves, and • the replacement of low pressure rated tanks with tanks rated to 50 psig, thus eliminated conservation vents and other potential emission points.

2. Electrical Safety Standard and modifications to the Energized Electrical Work Permit A written electrical safety program that meets or exceeds all safe electrical work practice standards established by OSHA and NFPA 70E guidelines was created in 2018. This program creates the framework for working with electricity and establishes the training requirements of all electrical workers related to: • the use of personal protective equipment, • proper use of tools while working on or near electrical apparatus, • testing and measurement procedures, • understanding working clearance and approach boundaries, and • determining nominal voltages and identifying exposed energized parts.

In association with the new standard, the energized electrical work permit was revised to comply with the latest requirements of NFPA 70E including: • clearly defining the circumstances under which energized work is being requested, • mandating that a risk analysis be performed prior to issuing permit and performing work, and • requiring all individuals involved in the work to review the job and agree that the work is not high risk and can be done safely.

3. Upgrade of the Distributed Control System The Distributed Control System (DCS) is the computer system that controls most of the manufacturing processes throughout the Kalama site. Not only does this system automate production and allow changes to be made remotely; but it also monitors and alarms to notify operations if a parameter is out of range, thus preventing environmental and safety incidents. This project upgraded the software, replaced all network switches, and upgraded computer / controller hardware.

4. U-3 Comprehensive Performance Test The Kalama site burns the byproducts of the chemical manufacturing process that are separated from the products through distillation. These liquid organic waste streams fall into two categories; nonhazardous secondary materials and hazardous waste. Both are burned for energy recovery. In 2018 the site conducted a Comprehensive Performance Test (CPT) on the boiler that fires these streams to re-establish the operating parameters and ensure the organic wastes are

burned safely and efficiently. The parameters determined during the CPT will be used to operate the boiler until the next scheduled CPT in 2023.

5. 2018 Maintenance Turnaround The Kalama site idled the plant for one month in 2018 so that maintenance could be conducted on continuous processes and modifications to improve health, safety, environmental, and operations could be completed. During this time the site completed more than 1,170 tasks without major incident or injury. The turnaround resulted in more efficient operations, and enhanced the safety of the chemical manufacturing processes.

Botlek Projects 6. ATEX Compliance Project The Botlek site spent a great deal of effort to ensure all of the electrical equipment was upgraded to meet the European Union ATEX

regulations. ATEX is a program designed to ensure equipment is commensurate with the potential for the presence of an explosive environment due to flammable gases and dusts. The site upgraded more than 800 instruments, junction boxes, switches, and other electrical components to ensure compliance with the regulations.

7. Tar Tank Emission Control A vent line has been installed to rout the headspace from tank C-5009, which is used to store process tar from the toluene oxidation process, to distillation column C-3009. This will eliminate the aqueous scrubber that had been used to control emission and allow any VOC to be returned to the process or burned for energy recovery.

8. Sulfur Dioxide Emission Reduction The site reduced sulfur dioxide emissions by 88 percent by utilizing city water in the anaerobic waste water treatment plant rather than river water.

Widnes Projects 9. Management of Change The site created an electronic database to administer management of change (MOC). MOC is one of the elements of Process Safety Management. The MOC element ensures all affected personnel are aware of changes made to a process. Prior to the new electronic system, the site distributed paper copies of MOCs.

10. Diphoterine Solution Diphoterine is a proprietary solution of amphoteric salts that have proven far more effective at removing chemicals from the skin and eyes as compared to water alone. The other Emerald sites are looking at how best to use this in their respective first aid response to chemical exposure.

11. Live Emergency Response Exercises Site personnel conducted live exercises with emergency responders to practice their responses to a methanol release and subsequent fire. The regulatory authorities observed and critiqued the exercise.

Henry Projects 12. HSE Compliance Calendar The Henry sight created a comprehensive HSE compliance calendar to ensure that all items are completed and tracked. The compliance tool includes all of the pertinent information and also has links to the locations of any supporting documentation.

Ellen Mackenbach

Emerald joins Sedex and initiates Ethical Trade Audit In 2018, Emerald became one of the 55,000 members of Sedex, a “global membership organization dedicated to driving improvements in ethical and responsible business practices in global supply chains.” Sedex has been growing in importance for the past several years as many key players in the industry demonstrate their commitment to responsible sourcing and corporate responsibility. Notable members that are also committed to responsible sourcing and supply chain management include, but are not limited to, SC Johnson, Nestle, Hallmark, Kellogg Company, Marc Jacobs, Miller Coors, P&G, WD-40 and PepsiCo. In addition to a toolbox full of services, guidance and training, Sedex members have the opportunity to conduct a Sedex Members Ethical Trade Audit (SMETA), “one of the most widely used ethical audit formats in the world” according to Sedex. In 2018, Emerald initiated the ethical trade audit for the global headquarters and manufacturing sites in the USA, UK and Netherlands. Ellen Mackenbach, Emerald’s Director, Global Talent Management based in Rotterdam, Netherlands, explained how the SMETA aligns with Emerald’s core values as it evaluates four pillars: health and safety, the environment, labor standards and business ethics.

As audits and ethical business practices continue to grow in importance in the industry, Mackenbach added, the SMETA prioritizes customer needs while encompassing Emerald’s dedication to continually improving as an employer and as a business. Designed for transparency and with suppliers’ and customers’ time in mind, the SMETA allows suppliers to share one audit with multiple Sedex member customers. According to Mackenbach, in addition to efficiency, this design also aids in avoiding “audit fatigue” for both customers and Emerald sites. Audits for Emerald’s sites in the USA (Kalama, WA), United Kingdom (Widnes) and the Netherlands (Rotterdam Botlek) will be complete by the first quarter of 2019.

Plant turnarounds encourage continuous improvement at Emerald sites

In the second half of 2018, the plant teams at all four Emerald sites completed full maintenance turnarounds. This included two major turnarounds at the Kalama, Washington (USA) and Rotterdam-Botlek (The Netherlands) plants. For approximately three weeks, the plants halted all production and utilized the time to focus on inspections, cleaning, repair, maintenance, and more. These turnarounds are major landmarks due to their large scale and complexity. By completing them, Emerald’s team is able to verify mechanical integrity and make improvements for efficiencies, quality, health, safety and the environment. Due to the complexity, Emerald’s plant teams knew that a heightened awareness for safety would be critical. Thanks to their diligence and planning, neither of the two sites had any reportable safety incidents during the turnarounds, which is a major accomplishment. Gunner Warren, director of continuous improvement in Kalama, spoke to the success of reporting no serious injuries, explaining how preparation for a major turnaround starts over a year in advance. “Safety is really the number one concern,” Warren said. “It’s important that everyone feels prepared, and that motivation stays high when the turnaround is underway.” During the maintenance turnarounds, engineers get an inside look and hands-on experience with the internal, mechanical aspects of the equipment. Mark Dangremond, site director in Rotterdam, explained how, “these large turnarounds don’t happen

very often, maybe every five years, so the opportunity to clean the equipment benefits both the operations and the engineers significantly.” Agreeing with Dangremond, Warren added, “What makes or breaks turnarounds are the upfront preparations and cleaning of the equipment. Proper preparation drives personal safety and efficiency of the maintenance work activities.” While 2018 included two major plant turnarounds, Warren highlighted that throughout the year, similar maintenance tasks are continuously taking place. “The plants are always doing what they can to inspect, clean or repair equipment,” Warren said. “Every other week, engineers are prepping, inspecting, repairing on tanks, vessels, columns, and more. The plants are continuously improving their processes and equipment, beyond the large scale turnarounds.” In addition to the two major turnarounds at Rotterdam-Botlek and Kalama, Emerald’s plant teams in Henry, IL (USA) and Widnes (United Kingdom) also completed turnarounds. “Each plant is like a living, breathing, organism,” Warren said. “We need to take care of our plants to ensure that they all continue to run safe and reliable. Without periodic major plant turnarounds, this would almost be impossible. They provide an opportunity to make improvements and ultimately improve the products that the plant produces.”

Gunner Warren

Mark Dangremond

Major Plant Turnarounds – By the Numbers

Rotterdam Botlek

65,000

Kalama

Days

Man Hours

233 Valves, Pipes, or Flanges

Repaired or Replaced

quipment or Mechanical or E Integrity Inspections

Days

29,450 Contractor Man Hours 1200 Valves, Pipes, or Flanges Repaired or Replaced

quipment Mechanical or E Integrity Inspections

Other Notable Accomplishments:

• Replace FFS weighing system • Execute stop-related maintenance

• Upgrade electrical system and high temperature valves

• Inspect heat transfer oil system, replace clamps/boxes

• Upgrade plant Distributed Control System (DCS) • B-105 tray and process vent header • Column B-105 tray replacement and vent header system upgrades

Product Compliance and Safety with John Piper The chief objective of Emerald’s product compliance team is “to monitor global regulatory frameworks, and coordinate activities to ensure compliance in the regions and markets into which we sell” explains John Piper, director of product compliance and safety. “My primary responsibility is ensuring that Emerald is performing all required testing and to remain in compliance with various regulations, and monitoring those activities to prevent potential health hazards from our products.”

Compliance with Increasing Global Regulation Throughout the supply chain, the regulatory landscape is constantly evolving, and manufacturers must adapt to new global standards. “Now more than ever, there are increased requirements,” Piper said. He is focused on continuous compliance with shifting regulations, ensuring that Emerald outpaces new rules, protects the end user and helps customers to do the same. For example, Europe’s regulation concerning the Registration, Evaluation, Authorisation and Restriction of Chemicals (commonly referred to as REACh) has been one of the most sweeping regulatory hurdles within the chemical industry, implemented in 2007 along with the creation of ECHA. Piper led Emerald’s team in completing 69 registrations before the last deadline on May 31, 2018. The effort behind each REACh registration was massive, sometimes requiring up to 30 studies to support lead registrations, and requiring significant coordination with other registrants (SIEF agreements, letters of access and analytical data). The registrations provide “value added” to Emerald customers, allowing compliance up and down the supply chain for products manufactured in, or imported into Europe.

Global food safety requirements are another example of shifting regulations, such as the U.S. Food Safety Modernization Act, China’s revised Food Safety Law and Canada’s Safe Foods for Canadians Act. These regulations have placed more responsibility on manufacturers, requiring tighter preventive controls to protect consumer safety and prevent recalls. At Emerald’s food-grade operations, quality personnel maintain management programs certified to ISO 9001:2015, FSSC 22000 and/or HACCP and GMP for food safety and quality, while also ensuring products remain on specification. Innovating for Product Safety & Consumer Assurance Beyond compliance for existing products, Emerald personnel work to introduce new offerings that are safer, greener or less toxic than the alternatives. Piper works with Emerald’s innovation team to evaluate potential chemistries. “When there is a new product or innovation, safety becomes the main focus. Different regions have different testing requirements. The toxicology profile, environmental impact and potential health hazards are all critical, as well as how the product is intended to be used. Essentially, the “safety” of a product is synonymous with its risk. The challenge is getting consumers to understand that risk has two components, hazard and exposure,” Piper explained. For example, Emerald launched the new line of Kalama® VITROFLEX® plasticizers in May 2018. These plasticizers are tailored for polysulfide sealant applications and are based on benzoate and polymeric technology. VITROFLEX plasticizers have a more favorable ecotoxicological profile

than traditional chemistries used in polysulfides, such as benzyl phthalates and certain chlorinated paraffins, therefore they are expected to be more environmentally friendly, safer alternatives. Emerald also introduced Kalaguard® SB sodium benzoate in 2018, a new preservative alternative for home care applications. Emerald has been producing sodium benzoate for many years, but it was not available for household care applications until Emerald completed registration under BPR PT 6 in Europe. By achieving BPR registration, Emerald can offer a green, nature identical option that is an alternative to sensitizing, allergenic or irritating biocides.

“We provide added value by providing quality”

“Existing preservation agents tend to have skin sensitization issues that can be potent, which makes them a challenge to have in products,” Piper said. “The toxicology of sodium benzoate has been extensively evaluated by a wide breadth of authorities, since it has been widely used as a direct food additive and in personal care products, as well as other markets. It’s non-irritating, making it a more consumer friendly ingredient than existing options with irritation and sensitization issues, and companies can feel confident formulating with it.” Piper explained, “By continuing to introduce new product offerings, Emerald can minimize risk by providing alternatives that minimize hazards in their intended use.”

Emerald Kalama Chemical, LLC 1499 SE Tech Center Pl, Ste 300, Vancouver, WA 98683, USA +1 360-954-7100

Emerald Performance Hong Kong 1708 Shui on Centre, 6-8 Harbour Road Wanchai, Hong Kong, China +1 852-2598-7990

Colophon This public report contains a summary of our official environmental report. Edition Emerald Kalama Chemical Chief Content Editor Bailley Simms Contributors Jenna Blankenship, Mark Dangremond, Jan Eland, Ellen Mackenbach, Stephen Ockleshaw, John Piper, Gunner Warren, Lance Warthen, Chris Wrobel Design SD Communicatie, Naaldwijk Photography MGV Photography SD Communicatie Copyright ÂŠ 2019 All rights reserved.

www.emeraldkalama.com

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