You’ve probably heard the phrase cost efficiency more times than you can count lately. We’re all focused on it, and we all know it matters. But if we stop at cost-cutting, we miss the bigger picture. Cost-cutting (where it makes sense) keeps us lean, but real operational efficiency goes further. It’s about the overall health of our operations and the long-term strength of our teams.

It’s not all that different from our personal health. When it comes to wellness, we know that the “basics” – eating better, moving more, getting enough rest – are what keep us going. But staying healthy over time takes more than that. It’s about prevention, balance, and adaptability – catching issues early, making small improvements before they become big ones, and finding sustainable ways to stay strong even when things get tough.

The same is true for our Monument businesses and sites. We can’t control the economy or the chemical market, but we can control how we operate and how prepared we are to handle whatever comes next. That’s why we’re doubling down on key areas that go beyond the “basics” to strengthen our operations today and position us to grow tomorrow.

Digital Transformation – Why It Matters

When we talk about digital transformation, it’s really about looking at our work in new ways. We’re asking: Where are we spending time on things technology could handle better? And how can we free people up to focus on the work that truly adds value?

Across Monument, we’re digging deeper into this than we ever have before – mapping out tasks, exploring where automation makes sense, and uncovering opportunities to work smarter. The goal isn’t to change what we do, but how we do it – so our time and attention go toward solving problems, improving quality, and serving customers.

Technology does some things incredibly well. It can collect huge amounts of data, spot trends we might miss, and track performance in real time. But it can’t replace the experience and problem-solving instincts that people bring to the table. The real opportunity is when those two things work together – using technology to surface the right information so our teams can focus on making the right decisions and taking the right actions.

It’s not an overnight shift, but it’s an important one. Every improvement we make helps us get stronger, safer, and more efficient – and puts more of our energy into the work that truly drives results.

Turning Data into Better Decisions

Our push into digital isn’t just about convenience – it’s raising the bar on how we track, measure, and improve quality. When we can see what’s happening across the process in real time, we can spot patterns earlier and connect the dots faster.

Tools like TrendMiner are helping us do exactly that: surfacing correlations that humans might not notice right away. Maybe it’s a subtle temperature drift that could affect cycle time, or small fluctuations that point to a bigger opportunity for improvement. The result is more proactive, data-based decisions that sharpen our focus and cut down on wasted time. It’s not about removing human judgment – it’s about giving it better insight.

Working Smarter – Across the Board

Efficiency isn’t just about technology or numbers; it’s about people. We’re looking at every part of how we work to make Monument stronger and more sustainable. That means:

• Improving shift planning
• Reducing unnecessary overtime to improve work-life balance
• Simplifying handoffs
• And all the ways we’re finding better opportunities to do the job right the first time.

We’re also listening – to ideas, frustrations, and ways we can make work more balanced. Because when our processes run smoothly and our people have what they need to do their jobs safely and effectively, everyone benefits: our customers, our teams, and our future.

What We’re Asking from Everyone

1. Lean Into the Change
   Change always brings questions, and technology will reshape some of the work we do. But the purpose is to make that work safer, smarter, and more impactful. We all have a role in shaping how these tools get used – so stay curious, share feedback, and help us make them work for you.
2. Be Proactive with the Data.
   Use the latest information we have to stay one step ahead. Look for trends, connect the dots, and raise a hand when something seems off. Acting early – before an issue becomes a problem –is one of the biggest ways we can drive quality and reliability.
3. Keep the Balance.
   Running efficiently isn’t about running ourselves down. Look out for one another. Share ideas for working smarter. Small changes – like improving a routine, cutting down a step, or helping a teammate – add up fast when we all do them.

Just like staying healthy, this work takes commitment, patience, and small steps done consistently over time. Every improvement we make – digital, operational, or cultural – keeps our sites stronger and more resilient through whatever the market brings.

Thank you for all you’re doing to keep Monument in shape – focused, flexible, and ready for whatever comes next.

Adam

Solvents

Business Wins

• Successful Gevo campaign – collaboration between MR&F and Solvents teams
• Successful shutdowns at Houston and Bayport with minimum discovery work
• Union Pacific Railroad Pinnacle Award winner at Houston – Congrats to the entire loading team
• 2025 SOCMA Safety Recognition Awards - Houston and Bayport teams

Key Projects

• Lyondell Acetone 2.0 – optimizing process
• Flexsorb trial in Houston
• Dow trial at Bayport for new capabilities

Key Focus

• Integration of the Gulf Coast area

Oxides

Business Wins

• Champion X “break in batches” – Allie Greenwood, Alexandra Bledsoe, Eathan Peach, Lauren Hamilton, Brian Cooper, Yovanys Perez, and the Polychem team
• Record Month of PRG production 5.3m lbs (previous record 4.7m lbs June 2022) – Gary Sipes, Jordan Lindsey, and the PRG/EDC Team
• Brandenburg team named recipient of the 2025 SOCMA Safety Recognition Award! – Entire Brandenburg Team!
• First shipment of CO2 Polyol sent to Toller – Eathan Peach, Justin Vessels, Jarrod Eubank, Yovanys Hernandez, R&D, Pilot Plant, and Quality Control teams
• Polychem SIS installation – Alexandra Bledsoe, Mark Phillips, Noah Frazier, Polychem, Steven Muncy, Jacob Klapheke, and Process Engineering teams

Key Projects

• Continue ramp of CO2 Polyol
• Afton Safety Improvements
• EDC #4 upgrades

Key Focus

• Disciplined execution on key priorities: Cost Control, Micro, Afton, Champion X products, Glycol Ethers, Amination, Maintenance Excellence, and Sustainability
• Continue attending to customer demand for all areas

Renewables & Fuels

Business Wins

• Completion of the DCPD trial – Ian Quinn, Nathan Minshew, Vernon Harris, Dan Smith, and the entire PA maintenance and operations team
• Fully onboarded Adv-150 sales and production – Special recognition to Helen Waguespack for managing through aromatic issues, blending, and supply chain bottlenecks
• SOCMA Safety Recognition Awards – Baytown and Port Arthur teams

Key Projects

• Project Horizon is in full swing – FEED study kicked off, and equipment trials are ongoing at vendor labs

Key Focus

• Logistics optimization evaluation completed
• Safety awareness via frequent in-person control room and shop floor meetings

Europe

Business Wins

• Successful commercialization and preparation 2-Me-THF production as important solvent for the European market – Commercial team OP, Process technology, and QA team
• Several successful CP campaigns to support future growth as 2-Ethyl Levulinate (GF Biochemical), C12 and C13 distillation (Exxon project), NPGDA campaign (BASF) – Commercial team CP, Process technology, and Operations team

Key Projects

• Project Bridge to increase plant flexibility and support new business development for high quality and CMR/odor-sensitive products by connecting stainless steel tanks to the vent gas system
• Implementation (preparation, testing and construction) of sludge thickening installation

Key Focus

• Swift implementation of new business opportunities to fill spare capacity
• Sharp focus on new cost initiatives (efficiency, flexibility, etc.)