Investor Presentation Clear, Consistent Strategy and Proven Results - - PowerPoint PPT Presentation

investor presentation
SMART_READER_LITE
LIVE PREVIEW

Investor Presentation Clear, Consistent Strategy and Proven Results - - PowerPoint PPT Presentation

Methanex Corporation Investor Presentation Clear, Consistent Strategy and Proven Results March 2019 Forward looking statements and non-GAAP measures Information contained in these materials or presented orally, either in prepared remarks or in


slide-1
SLIDE 1

Methanex Corporation Investor Presentation

Clear, Consistent Strategy and Proven Results

March 2019

slide-2
SLIDE 2

2

Forward looking statements and non-GAAP measures

Information contained in these materials or presented orally, either in prepared remarks or in response to questions, contains forward-looking statements. Actual results could differ materially from those contemplated by the forward-looking statements. For more information, we direct you to

  • ur 2018 Annual MD&A and our fourth quarter 2018 MD&A, as well as slide 36 of this presentation.

This presentation also contains certain non-GAAP financial measures that do not have any standardized meaning and therefore are unlikely to be comparable to similar measures presented by

  • ther companies. For more information regarding these non-GAAP measures, please see our 2018

Annual MD&A, our fourth quarter 2018 MD&A and slide 36 of this presentation. All figures are in US dollars unless otherwise specified.

slide-3
SLIDE 3

Strategy: to be the global market leader

  • Global methanol leader with plants well positioned on cost curve to be

competitive through all points in the methanol price cycle Com Competi titi tive adv advantage as as the the global meth thanol lea eader

  • Have outperformed benchmark indices and have returned $1.7 billion

to shareholders through dividends and buy-backs since 2013 De Demonstrated com

  • mmitm

tment to

  • deli

deliveri ring sha hareholder r retur turns Com Commitment t to

  • pru

prudent t financial management Si Signifi ficantl tly adv advantaged growth th

  • pp
  • pport

rtunity at t Gei eismar r 3

  • High quality Board with deep industry expertise and leading

governance practices recognized by independent third parties

  • Strong demand growth outlook with industry capacity additions

required to meet growing demand Pos

  • siti

tive lon

  • ng-term

rm ind ndustry try outl

  • utlook
  • Execution of capital projects has more than doubled production per

share, resulting in a step change in cashflow generation capability De Demonstrated abi ability ty to

  • execute

lar large, com

  • mplex cap

apital pr projects ts

  • Opportunity to build G3 at advantaged CAPEX and OPEX vs. greenfield

projects leveraging recent knowledge and experience with G1/G2 Be Best-in in-class governance

  • Have successfully executed value-add growth projects while

maintaining balance sheet strength and flexibility

3

slide-4
SLIDE 4

Consistently outperforming the peer group

4

Source: Bloomberg as of March 15, 2019 Note: Total returns shown assume that dividends are reinvested in shares Peer group defined as S&P 500 Chemicals Industry Group GICS Level 3 Index

10 Yea ear Sin Since Ja

  • Jan. 1, 2013

3 Year ear

945% 313% 92% 84% 76% 37%

slide-5
SLIDE 5

94.3 96.1 92.3 89.7 89.8 83.8 77.3

2012 2013 2014 2015 2016 2017 2018

Shares outstanding (millions)

Growing production with a clear focus on shareholders

5

Di Divid idends inc ncreased by y 81% Sh Share cou

  • unt red

educed by y 18%

As at Dec. 31

0.73 0.79 0.95 1.08 1.10 1.18 1.32

2012 2013 2014 2015 2016 2017 2018

Annualized dividend per share ($ per share)

4,071 4,344 4,853 5,193 7,017 7,187 7,211 8,400

2012 2013 2014 2015 2016 2017 2018 Curr. Poten. Production (000 tonnes)

Prod

  • ductio

ion inc ncreased by y 77%

slide-6
SLIDE 6

Best-in-class governance

slide-7
SLIDE 7

Best-in-class corporate governance

Corporate Governance  11 of 12 Independent Directors  Separate chair and CEO  All Committee members are independent  Strong risk and strategy oversight  Diversity policy; ~33% women on Board  Active Board renewal process  Annual Board, Committee and director evaluations  Board orientation and education  Code of business conduct  In camera sessions at every Board and Committee meeting  Diverse skills matrix including oil and gas and chemical industry experience, former CEOs, finance, capital projects, health and safety, government and public affairs Sha Shareholder Righ Rights  Annual election of directors  Individual director elections  Director majority voting policy  Annual “Say-on-Pay” Dir Director Com Compensation  Required director equity ownership

  • f 3x total annual retainer

 Prohibition on hedging  Not eligible for stock options

7

slide-8
SLIDE 8

Third-party recognition of leading corporate governance practices

8

ISS Data (1 = Highest Ranking, 10 = Lowest Ranking) Quality Score Board Structure Compen- sation Share- holder Rights Audit & Risk Oversight 3 3 4 3 2

  • In 2015, Methanex received

the Governance Gavel Award for Best Disclosure of Board Governance Practices and Director Qualifications from the Canadian Coalition of Good Governance

Glob Globe and and Mai Mail CC CCGG GG ISS SS Quali ualityScor

  • re

87% 87%

2018 Board Games

  • Methanex’s governance

ranked in the top 20% in the Globe and Mail’s comprehensive ranking of 237 Canadian Boards for 2018

91% 91% 80% 80% 96% 96% 100% 00% Board composition Shareholding and compensation Shareholder rights Disclosure

slide-9
SLIDE 9

Best-in-class breadth of skills among Board members

9

Curre rrent nt Dire rectors rs Leade ders rship hip1 Indus ustry try knowledg dge and experie rienc nce Financ nce Gov’t and public affairs rs Board rd experie rienc nce He Health th, safety and enviro ron- me ment t issue ues2 Inte ter- nationa nal perspe pectiv tive Energ rgy Un Under- stand nding ng of No North th Ame meri rica natura ural gas feeds dsto tock issues China na Amb mbiti tious us busine ness growth - larg rge capita tal projects ts execut ution Amb mbiti tious us busine ness growth - stra rate tegies & & risks

Aitken Arnell Balloch Bertram Cook Hamilton3 Howe Kostelnik Rennie Walker Warmbold Tota

  • tal

l 6 7 5 4 9 3 6 5 6 2 5 7 Target 4 6 2 2 7 1 5 2-3 3-4 1-2 1 2-1

1 Previous/current CEO of a mid to large cap ($500+ million) public company (or equivalent size private company or group) 2 Direct responsibility over large-scale process plant including Health, Safety and Environment 3 Not standing for re-election the next Annual General Meeting

slide-10
SLIDE 10

10

Rigorous investment decision process

  • Board and Management undertakes a rigorous and disciplined approach to every major

investment decision

  • Focus is on creating shareholder value with appropriate risk assessments
  • Financial discipline, conservatism and flexibility are cornerstones
  • Decisions must support the established long term strategy
  • Board of Directors provides detailed oversight
  • Board quality, diversity and breadth of expertise challenges the assumptions
slide-11
SLIDE 11

11

M&G’s one and only goal: Divest

  • Following 2 years of engagement, M&G is advancing a self-interested, short-term agenda

× Artificial premise on Geismar 3 designed to hide short-term motive × Singular focus on di divestin ing not investin ing in Methanex’s growth × Not aligned with shareholders × Unqualified and non-additive director nominees

  • M&G’s has a flawed premise: that pursuing high-quality, profitable growth opportunities and

returning capital to shareholders are mutually exclusive. Th They ar are no not. t.

  • M&G’s ownership position has decreased roughly 27% from their peak position
  • M&G has been pr

pressurin ing Me Methanex into

  • a

a sing ngle le-focus str trategy of repurchasing shares and minimizing cash balances

slide-12
SLIDE 12

12

M&G’s director nominees are not qualified

  • None of the dissident nominees possess experience in the chemicals industry
  • The skills possessed by the dissident nominees are already present on the current Board

Lawrence Cunningham × Lacks direct or significant chemicals experience × Current board experience is not relevant to chemicals industry × No public company NEO experience Paul Dobson × Lacks direct or significant outside chemicals experience × No public company directorships Patrice Merrin × Lacks direct or significant chemicals experience × Negative TSR during her directorships and NEO roles × Skillset overlaps with several incumbent directors Kevin Rodgers × Lacks direct or significant chemicals experience × No public company directorships or NEO experience × Skillset overlaps with several incumbent directors

slide-13
SLIDE 13

Competitive advantage, positive long-term industry outlook

slide-14
SLIDE 14

14

Industry leadership is core to strategy and track record

0% 5% 10% 15%

Methanex SCC/Helm/MHTL Sabic Zagros (Iran) Yankuang OCI Petronas MGC Mitsubishi (MSK)

Methanex is is the mar arket lea leader

  • Scale and flexibility to meet customer needs creates

shareholder value  Strong customers that are leaders in their industry  Ability to reduce costs for customers and Methanex  Improved industry structure: new market development, product stewardship and advocacy

  • We continually enhance this key value driver by growing our

production as the market grows  ~14% global market share – double that of our next competitor  Unique global position as the only supplier with well- established production and sales in all major regions

Source: Methanex

Estimated industry market share

slide-15
SLIDE 15

Clear competitive advantage from integrated global capabilities

15

  • Investing in industry-leading,

secure, reliable supply from a global network of plants is a fundamental driver of long- term results  Network of production sites to supply every major global market  Fleet of dedicated ocean vessels  Extensive integrated global supply chain and distribution network  “Local” customer service

slide-16
SLIDE 16

20 40 60 80 100 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Methanol-to- Olefins Other Energy Applications Traditional Chemical Applications

2013 – 2018 CAGR: 6% 2019 – 2022 CAGR: 5%

16

Continued, strong demand growth expected

Source: IHS Chemical 2019 World Analysis

Proje jected 5% CA CAGR led led by Meth thanol-to to-Olefins (“MTO”)

(million MT)

slide-17
SLIDE 17

17

Healthy supply/demand fundamentals

4 8 12 16

  • Est. Demand Growth

2019 - 2022

  • Est. Supply Growth

2019 - 2022

Demand: growing market that requires 4 million MT of new capacity per year

  • Healthy demand growth of 5% CAGR
  • Led by methanol-to-olefin (“MTO”) and

energy applications Supply: challenged to keep pace based on known additions

  • New industry capacity additions needed to

meet demand growth

  • Project delays and planned/unplanned
  • utages can impact supply/demand balance

Traditional Chemical MTO and and Other Ene Energy Ap Applications Es Estimated New Sup Supply (e (ex-China) a) Es Estimated New Ch China Sup Supply

(million MT)

1 IHS Chemical 2019 World Analysis 2 2022 supply based on Methanex estimates of disclosed capacity additions

(net of estimated production that started up in 2018): North America (Natgasoline 1.8, Yuhuang 1.8, other 0.2); Chile (Methanex 1.3); Trinidad (CCGL 1.0); Middle East (Iran 4.1, other 0.2); Other Atlantic (Netherlands 0.4); China (7.5 net of expected supply rationalization)

Estimat ated d shortfall

  • f
  • f 2.4

4 mi million n MT

Esti timated ed supply ly shor

  • rtfall

ll

1 2

slide-18
SLIDE 18

18

Well positioned on the global methanol cost curve

  • Methanex plants are competitive across a wide

range of methanol prices – 30 million MT of current operating capacity has a higher cost structure than Methanex

  • Industry has high cost operators and

responds quickly to periods of excess supply

  • r demand
  • Flat portion of cost curve provides price

support in a low energy price environment

  • Steep high end of cost curve reflects high

cost coal and natural gas based production in China

  • Other higher cost regions are Russia, Europe,

India, and South America

Illus Illustrativ ive methanol in industry cos

  • st cu

curve

45 55 65 75 85 Delivered Cash Cost ($/MT) Global Production (million MT)

slide-19
SLIDE 19

Significantly advantaged, low cost growth opportunity at Geismar 3

slide-20
SLIDE 20

Geismar 3 – an unparalleled growth opportunity

20

  • No reformer required
  • Less equipment required

due to shared infrastructure with existing G1/G2 site

  • Shared buildings, security,

power

  • Reduced IT and overhead

20% op

  • perati

ting cos

  • st ad

advantage No Non-replicable br brownfield capital cos

  • st ad

advantage

  • Reduced headcount
  • Shared utilities
  • Optimized storage and

terminal

  • Advantaged oxygen supply
  • Competitive gas supply
  • ptions
  • Potential Geismar 3 facility (~1.8

million MT) would be constructed adjacent to existing Geismar 1 & 2 facilities

  • Potentially $6

$6-10/sh /share of advantages relative to other US projects

  • Our knowledge and recent experience

from the successful construction and

  • peration of G1 & G2 on the same site

and in the same market reduces execution risk

slide-21
SLIDE 21

21

G3 financing framework

  • Ensure sufficient financial flexibility across a range of methanol prices
  • Maintain leverage within investment grade metrics

 Targeted 2-3x leverage at project completion

  • Dividend and share buyback programs to continue during construction

 Continue to maintain healthy cash balances as additional protection

  • Partner / No partner

 $200-300 million additional Methanex contribution over the 2019-2022 period  $200-300 million additional debt  Expect excess cash for share buybacks, incremental dividends, debt repayment, and other

slide-22
SLIDE 22

Opportunity to continue increasing EBITDA capabilities

$600 $800 $1,000 $825 $1,125 $1,450 $925 $1,275 $1,625 $1,100 $1,525 $1,950

$300 / MT $350 / MT $400 / MT Adjusted EBITDA Capabilities ($ millions) Pre-G1&G2 (6.0 million MT) Current Potential (8.4 million MT) Full Potential (9.4 million MT) Future with Geismar 3 (11.2 million MT)

22

1 Full potential includes an incremental 230,000 MT, 300,000 MT, and 420,000 MT of capacity in New Zealand, Trinidad

(Methanex share) and Chile, respectively (excludes Geismar 1 and 2 debottlenecking opportunities)

2 Geismar 3 EBITDA estimates represents nominal pricing and 2023E cost estimates in current dollars

1 2

slide-23
SLIDE 23

Case study: proven execution at Geismar 1 & 2

23

  • Executed highly complex relocation of two plants from Chile – a distance of over 5,000 miles
  • Captured first mover opportunity for shale gas to support market leadership
  • Capital costs of $700/MT, below comparable greenfield projects at the time of $1,000/MT
  • Since startup, assets have performed exceptionally well, operating at near full capacity

Plant being transported over a custom bridge in Louisiana Plant being transported over the Magellan Strait Completed Geismar plant Source: Mammoet

slide-24
SLIDE 24

Highly disciplined approach to capital allocation

slide-25
SLIDE 25

Ess ssentia ial Prio riorit ity Dis iscretio ionary ry

Deb ebt ser service Main intenance

  • $110 million annual interest expense
  • $25 million debt payments (MX share)
  • Next maturity: $350 million, end of 2019
  • $120 million avg. annual maint. CAPEX

Mea eaningful, , sus sustainable le, gr growing div dividend Sha hare buy buybacks Growth cap apital

  • Dividend $1.32/share annually and

approximately $110 million (in 2018)

  • Yield ~2.2% at $60 share price
  • “Meaningful” range of 1.5%-2.5%

Disciplined capital allocation and delivering shareholder returns

  • Disciplined investment decisions based
  • n strict project return criteria
  • Committed to return excess cash via

share buybacks

25

slide-26
SLIDE 26

26

Meaningful capital returned to shareholders while significantly growing production

Me Metric Janu nuar ary 1, 2013 13 Toda day % chan ange ge Nu Number ber of f plan ants in oper erat ation

  • n

7 11 57% Prod

  • duc

uction

  • n

4.1 million MT 8.4 million MT 1 105% Shares s outst stan anding ng 94.3 million 77.3 million (18%) Prod

  • duc

uction

  • n per thous

usand nd sha hares es 43 MT/thousand shares 109 MT/thousand shares 153% Annu nual dividend end per shar are $0.73/share $1.32/share 81% EBITD TDA ge gener eration

  • n capa

pability 2 @ $300 00 / MT @ @ $350 50 / MT MT @ @ $400 00 / MT MT $400 million $600 million $800 million $825 million $1,125 million $1,450 million 106% 88% 81% Total al capi pital (gr grow

  • wth,

h, rest starts, s, and d maint ntena nanc nce) spen pent – sinc nce e Janu nuary 1, 2013 13 $2.1 billion Retur urn n of f capi pital al – sinc nce e Janu nuar ary 1, 2013 13 Dividends Share buyba backs $1.7 billion $0.6 billion $1.1 billion

1 Represents current potential capacity (full potential capacity is 9.4 million MT) 2 EBITDA is adjusted for operating leases

slide-27
SLIDE 27

$75 $90 $97 $99 $101 $106 $253 $146 $286 $444 $75 $343 $244 $99 $388 $550

2013 2014 2015 2016 2017 2018 Dividends Share Repurchases

Consistent track record of returning excess cash to shareholders

27

  • During the development of

G1 and G2, we continued to return significant capital to shareholders

  • Since 2013, we have

invested over $2 billion in capital expenditures and grew from 7 to 11 plants in

  • peration, with production

increasing from 4.1 to 7.2 million MT

  • Announced a 5% share

buy-back program in March 2019

G1 1 & & G2 2 bui build lds $6 $660 60 mi milli llion n of capit ital retu turned

($ millions)

~$ ~$1.7 1.7 bi billi llion of f capit ital l retu turned to to sh shar arehold lders

slide-28
SLIDE 28

Unique near-term low capital cost growth opportunities

28

Ch Chile ile gr growth

  • p
  • pportunity

Geis eismar 1 and 2

  • p
  • pti

timization

  • Restarted idle Chile IV facility in late 2018
  • Sufficient gas for up to 75% of two-plant operation

up to mid-2020

  • Refurbish Chile I facility in two stages starting 2019

Increase production capacity by 10% (200,000 MT) Incremental 420,000 MT by restoring Chile to full two-plant

  • peration
  • Debottlenecking opportunities at our Geismar 1 & 2

facilities with very low capital cost

  • Timing will align with planned turnaround activities
slide-29
SLIDE 29

Liq Liquidity as as at t Q4 Q4-18 18

($ millions)

Cash (MX Share) 233 Revolving Credit Facility 300 533 Cap Capital St Structure as as at t Q4 Q4-18 18 1

($ millions)

Total Shareholders’ Equity 1,511 Total Debt 1,324 Total Debt/Capitalization 47% Net Debt/Capitalization 42% Net Debt/Enterprise Value 2 19%

1 Includes Methanex share of debt and cash for joint ventures 2 Based on stock price of $60 /share

29

Strong financial position and liquidity

slide-30
SLIDE 30

Investment grade rating – a key priority

  • Leverage target = investment grade

 Preserves financial flexibility  Lowers cost of debt  Access to longer-term bond market, shipping market, etc.  Higher credit capacity to hedge gas exposures, etc.

  • Moody’s Baa3, S&P BB+, Fitch BBB-

 ~3.0x debt/EBITDA is long-term measure  Ratio typically calculated over a cycle

  • $300 million revolving credit facility

 Backstop liquidity

30

Pro Form

  • rma Ra

Rating g Ag Agency Credit Ra Ratios

($ billions unless indicated)

Tot

  • tal de

debt t 1 Debt (Q4-18) 1.3 Capital and operating leases 2 0.7 Adjusted debt (including leases) 2.0 Adju djusted de debt/ t/EBITDA

  • Avg. realiz

lized pr pric ice ($ ($ pe per MT) EB EBITDA ($ $ mi milli llions) 3 Debt/E /EBITDA 300 825 Below 3.0x 350 1,125 Around 2.0x 400 1,450 Below 2.0x

1 Includes Methanex proportionate share of debt 2 Approx. adjustment for capital and operating leases 3 Based on “current potential" EBITDA scenario

slide-31
SLIDE 31

Thank you

www.methanex.com linkedin.com/company/methanex- corporation @Methanex

slide-32
SLIDE 32

Appendix

slide-33
SLIDE 33

Experienced, qualified Board of Directors

33

Thom homas Hamilton Board Chair Director since 2007

  • Co-owner of Medora Investments, a private investment firm in Houston, Texas, since April 2003
  • Acted as Chair, President & Chief Executive Officer of EEX Corporation from January 1997 until his retirement in November 2002
  • From 1992 to 1997, served as Executive Vice President of Pennzoil Company and as President of Pennzoil Exploration and Production Company
  • Previously held senior positions at other oil and gas companies including BP, Standard Oil Company and ExxonMobil Corp.
  • Holds a Master of Science and a PhD in Geology from the University of North Dakota
  • To retire in 2019 and will not be seeking re-election

Doug g Arnel ell Director since 2016

  • President and Chief Executive Officer of Helm Energy Advisors Inc., a private company he founded in March 2015 that provides advisory services to the

global energy sector

  • Previously the Chief Executive Officer of Golar LNG Ltd. from February 2011 to March 2015
  • Prior to joining Golar LNG, held various senior positions within the BG Group of companies from 2003 to 2010
  • Nominee for Chair of the Board pending election at AGM
  • Previously a director of Pembina Pipeline Corporation
  • Holds a Bachelor of Science from the University of Calgary

John hn Flore ren President and CEO Director since 2013

  • President & CEO of the Company since January 2013
  • Previous roles at the Company include Senior Vice President, Global Marketing & Logistics from June 2005 and prior to that, Director, Marketing &

Logistics, North America from May 2002

  • Has been an employee of the Company for approximately 19 years and has 30 years of chemicals experience
  • Currently a director of West Fraser Timber Co. Ltd.
  • Holds a Bachelor of Arts in Economics from the University of Manitoba

Bruce e Aitken ken Director since 2004

  • President & CEO of the Company from May 2004 until his retirement at the end of 2012
  • Previous roles at the Company include Chief Operating Officer from September 2003 and prior to that, Senior Vice President, Asia Pacific
  • Also held the position of Vice President, Corporate Development
  • Prior to joining the Company, Mr. Aitken worked in various executive roles for Fletcher Challenge Ltd. in New Zealand
  • Holds a Bachelor of Commerce from the University of Auckland and is a member of the Chartered Accountants of Australia and New Zealand
slide-34
SLIDE 34

Experienced, qualified Board of Directors

34

How

  • ward

Balloc

  • ch

Director since 2004

  • Private investor resident in Hong Kong and the former Canadian Ambassador to China
  • From 2002 to 2011, was President of The Balloch Group, a Beijing-based investment advisory and merchant banking firm he founded
  • Served as the Chair of their Canaccord Genuity’s Asian operations until he stepped down in March 2013
  • Currently a director of Maple Leaf Educational Systems (publicly listed in Hong Kong) and Sinopec Canada Inc. and is a member of its Audit Committee
  • Holds a Bachelor of Arts (Honours) in Political Science and Economics and a Master’s degree in International Relations from McGill University

Jim Bert ertram Director since 2018

  • Previously the Chief Executive Officer of Keyera Corporation from 1998 until his retirement in 2014
  • Prior to that, was Vice-President of Marketing for Gulf Canada Ltd. and Vice-President of Marketing for Amerada Hess Canada Ltd.
  • Currently the Chair of the Board of Keyera Corporation and also serves as a director of Emera Inc.
  • Holds a Bachelor of Commerce from the University of Calgary

Phi hillip Cook

  • k

Director since 2006

  • Previously held the position of Senior Advisor of The Dow Chemical Company from June 2006 until his retirement in January 2007
  • Prior to his Senior Advisor position, was Corporate Vice President, Strategic Development & New Ventures of Dow Chemical from 2005
  • Previously held senior positions with Dow Chemical including Senior Vice President, Performance Chemicals & Thermosets from 2003, and from 2000 he

held the position of Business Vice President, Epoxy Products & Intermediates

  • Holds a Bachelor of Mechanical Engineering from the University of Texas at Austin

Mauree een n How

  • we

Director since 2018

  • Managing Director of RBC Capital Markets from 1996 to 2008, specializing in the area of energy infrastructure
  • Prior to joining RBC Capital Markets, held finance positions in the utility industry, investment banking and portfolio management
  • Currently a director of Pembina Pipeline Corporation and serves on their Audit Committee, in addition to being Chair of the Audit Committee at

TimberWest Forest Corp.

  • Holds a Bachelor of Commerce (Honours) from the University of Manitoba and a Ph.D. in Finance from the University of British Columbia
slide-35
SLIDE 35

35

Experienced, qualified Board of Directors

Robert Kostelnik Director since 2008

  • Has been a principal in GlenRock Recovery Partners, LLC since February 2012
  • Prior to this, was President & Chief Executive Officer of Cinatra Clean Technologies, Inc. from 2008 to May 2011
  • Held the position of Vice President of Refining for CITGO Petroleum Corporation ("CITGO") from July 2006 until his retirement in 2007
  • Previously held various management positions at Shell Oil Company
  • Currently a director of HollyFrontier Corporation
  • Holds a Bachelor of Science (Mechanical Engineering) from the University of Missouri and is a Registered Professional Engineer

Janice Rennie Director since 2006

  • Currently Chair of the Board of EPCOR Utilities
  • Prior to 2004, held senior management positions in a number of private firms, including Principal of Rennie & Associates, which provided investment and related

advice to small and mid-sized companies

  • Serves on the boards of Major Drilling Group International Inc., where she is Chair of the Audit Committee, and WestJet Airlines Ltd. and West Fraser Timber Co.
  • Ltd. and is a member of both of these Audit Committees
  • Holds a Bachelor of Commerce degree from the University of Alberta and is a Fellow of the Institute of Chartered Accountants of Alberta

Margaret Walker Director since 2015

  • Current owner of MLRW Group, LLC since January 2011, a consulting firm focusing on working with companies to improve capital investment outcomes
  • From 2004 until her retirement in December 2010, was Vice President of Engineering & Technology for The Dow Chemical Company
  • Prior to this, held other senior positions with Dow Chemical including Senior Leader in Manufacturing & Engineering and Business Director of Contract

Manufacturing

  • Currently a director of Independent Project Analysis, Inc. a benchmarking, research and consulting organization related to capital projects and project systems
  • Holds a Bachelor of Chemical Engineering from Texas Tech University

Benita Warmbold Director since 2016

  • Former Senior Managing Director & Chief Financial Officer of the Canada Pension Plan Investment Board from 2013 to 2017
  • Held the role Senior Vice President & Chief Operations Officer of CPPIB from 2008
  • From 1997 to 2008, was the Managing Director & CFO for Northwater Capital Management Inc., and also held senior positions with Canada Development

Investment Corporation and KPMG

  • Currently a director of Bank of Nova Scotia and serves on their Audit and Conduct Review Committee in addition to being a director and the Chair of the Audit

Committee of both SNC-Lavalin Group Inc. and Crestone Peak Resources

  • Holds an Bachelor of Commerce (Honours) degree from Queen’s University and is a FCPA of Ontario
slide-36
SLIDE 36

36

Forward-looking information

This Presentation contains forward-looking statements with respect to us and our industry. These statements relate to future events or our future performance. All statements other than statements of historical fact are forward- looking statements. Statements that include the words "believes," "expects," "may," "will," "should," "potential," "estimates," "anticipates," "aim," "goal" or other comparable terminology and similar statements of a future or forward-looking nature identify forward-looking statements. More particularly and without limitation, any statements regarding the following are forward-looking statements: expected demand for methanol and its derivatives; expected new methanol supply or restart of idled capacity and timing for start-up of the same; expected shutdowns (either temporary or permanent) or restarts of existing methanol supply (including our own facilities), including, without limitation, the timing and length of planned maintenance outages; expected methanol and energy prices; expected levels of methanol purchases from traders or other third parties; expected levels, timing and availability of economically priced natural gas supply to each of

  • ur plants; capital committed by third parties towards future natural gas exploration and development in the vicinity of our plants; our expected capital expenditures; anticipated operating rates of our plants; expected operating

costs, including natural gas feedstock costs and logistics costs; expected tax rates or resolutions to tax disputes; expected cash flows, earnings capability and share price; availability of committed credit facilities and other financing; our ability to meet covenants or obtain or continue to obtain waivers associated with our long-term debt obligations, including, without limitation, the Egypt limited recourse debt facilities that have conditions associated with the payment of cash or other distributions and the finalization of certain land title registrations and related mortgages which require actions by Egyptian governmental entities; expected impact on our results of

  • perations in Egypt or our financial condition as a consequence of civil unrest or actions taken or inaction by Egyptian governmental entities; our shareholder distribution strategy and anticipated distributions to shareholders;

commercial viability and timing of, or our ability to execute future projects, plant restarts, capacity expansions, plant relocations or other business initiatives or opportunities; our financial strength and ability to meet future financial commitments; expected global or regional economic activity (including industrial production levels); expected outcomes of litigation or other disputes, claims and assessments; and expected actions of governments, governmental agencies, gas suppliers, courts, tribunals or other third parties. We believe that we have a reasonable basis for making such forward-looking statements. The forward-looking statements in this document are based on our experience, our perception of trends, current conditions and expected future developments as well as other factors. Certain material factors or assumptions were applied in drawing the conclusions or making the forecasts or projections that are included in these forward-looking statements, including, without limitation, future expectations and assumptions concerning the following: the supply of, demand for and price of methanol, methanol derivatives, natural gas, coal, oil and oil derivatives; our ability to procure natural gas feedstock on commercially acceptable terms; operating rates of our facilities; receipt or issuance of third-party consents or approvals, including, without limitation, governmental registrations of land title and related mortgages in Egypt and governmental approvals related to rights to purchase natural gas; the establishment of new fuel standards; operating costs, including natural gas feedstock and logistics costs, capital costs, tax rates, cash flows, foreign exchange rates and interest rates; the availability of committed credit facilities and other financing, global and regional economic activity (including industrial production levels); absence of a material negative impact from major natural disasters; absence of a material negative impact from changes in laws or regulations; absence of a material negative impact from political instability in the countries in which we operate; and enforcement of contractual arrangements and ability to perform contractual obligations by customers, natural gas and other suppliers and other third parties. However, forward-looking statements, by their nature, involve risks and uncertainties that could cause actual results to differ materially from those contemplated by the forward-looking statements. The risks and uncertainties primarily include those attendant with producing and marketing methanol and successfully carrying out major capital expenditure projects in various jurisdictions, including, without limitation: conditions in the methanol and

  • ther industries including fluctuations in the supply, demand and price for methanol and its derivatives, including demand for methanol for energy uses; the price of natural gas, coal, oil and oil derivatives; our ability to obtain

natural gas feedstock on commercially acceptable terms to underpin current operations and future production growth opportunities; the ability to carry out corporate initiatives and strategies; actions of competitors; suppliers and financial institutions; conditions within the natural gas delivery systems that may prevent delivery of our natural gas supply requirements; competing demand for natural gas, especially with respect to domestic needs for gas and electricity in Chile and Egypt; actions of governments and governmental authorities, including, without limitation, implementation of policies or other measures that could impact the supply of or demand for methanol or its derivatives; changes in laws or regulations; import or export restrictions, anti-dumping measures, increases in duties, taxes and government royalties and other actions by governments that may adversely affect our operations or existing contractual arrangements; world-wide economic conditions; and other risks described in our 2018 Annual Management’s Discussion and Analysis and our Fourth Quarter 2018 Management’s Discussion and Analysis. Having in mind these and other factors, investors and other readers are cautioned not to place undue reliance on forward-looking statements. They are not a substitute for the exercise of one’s own due diligence and judgment. The outcomes implied by forward-looking statements may not occur and we do not undertake to update forward-looking statements except as required by applicable securities laws.