SUSTAINABILITY REPORT - Graymont
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SUSTAINABILITY
2020
REPORT
About Graymont
REPORT SCOPE Graymont is a global leader in lime and limestone
solutions. Headquartered in Canada, it serves markets
GRAYMONT’S MISSION
Improving our world
The 2020 Sustainability Report summarizes the throughout North America and Asia Pacific. Graymont is
sustainability performance of Graymont and its also the strategic partner of Mexican-based Grupo Calidra,
by responsibly meeting
subsidiaries, including recently acquired lime operations the largest lime producer in Latin America. Professionally
in Asia Pacific. The Company’s global lime and limestone managed and family owned, our Company has been in
society’s needs for
operations constitute the largest portion of its economic, operation for more than 70 years. Graymont aims to be
environmental, and social impacts. In this report, data and the preferred supplier, employer, and partner of choice
quality lime and
information contained in the Environmental Care section wherever it operates.
relate primarily to the lime operations. Historical data and
Our products are essential in addressing many of today’s
limestone products.
information in the Workforce Culture and Community
most pressing environmental issues, while supporting vital
Relations sections relate to all operations, including the
industrial processes and agricultural needs. Applications
Materials Group prior to its divestment in mid-2017.
include the purification of air and water, and the
Discussion, data and information contained herein relate, production of an array of items and materials essential
with noted exceptions, to the 2020 calendar year. Historical to a modern economy, such as paper, glass, steel and
data is provided, again with noted exceptions, for the years assorted other metals.
2016 through 2020 and includes references to the year
2004, which has been established as the baseline.
The 2021 report is scheduled for publication in April 2022.
WHAT WE VALUE OUR VISION
Our success requires both individual effort and teamwork in World Class in everything we do!
accordance with our shared Graymont values.
Safety
Integrity We operate safe, clean and orderly facilities where
We always do the right thing. everyone shares a strong commitment to an injury-free
workplace.
Respect
Customers
TABLE OF CONTENT We respect:
- the right of every individual to a safe workplace; We are committed to exceeding our customers’ needs
- the cultures, customs and values of all people; by reliably delivering quality products and services.
01 26 - the sustainability objectives of society; and
About Graymont Community Relations Communities
- our shareholders’ capital.
We proactively develop and maintain relationships of
04 34
Teamwork mutual support with our neighbours and others for the
A Message From the CEO Sustainability Effective teams can better solve complex problems. long-term success of Graymont and our communities.
Performance Data
06
Innovation Environment
Corporate Governance 38 There is always a better way to do things. We are dedicated to improving our environmental
Graymont 2020 Sustainability Report
performance.
and Accountability Graymont in
Excellence
North America Whatever we do, we strive to do it well. Value Creation
08 We continuously optimize our processes and activities
Workforce Culture 38
Long-Term Perspective
to deliver increased value to all stakeholders.
Graymont in Asia Pacific We take a long-term perspective around decisions.
20 People
Environmental Care 40
Accountability
We honor our commitments.
We have developed a talented team of engaged
Glossary and and empowered individuals, collaborating to deliver
Abbreviations world-class performance.
1
What We Do
Lime, Graymont’s main product, is a
versatile industrial solution that has long
been indispensable for vital industrial
processes and applications. More recently,
lime has also become an essential solution
for addressing a myriad of complex
environmental issues and challenges, TYPICAL QUICKLIME
both naturally occurring and man-made. AND HYDRATED LIME
The word “lime” refers to products derived from burnt
APPLICATIONS Hydrated lime
Ca(OH)2
(calcined) limestone. Limestone is a naturally occurring
Mining: including soda ash, copper,
and abundant sedimentary rock, comprised of high zinc, nickel, gold, uranium
levels of calcium and/or magnesium carbonate and/or H2O
Industry: steel, alumina, glass, pulp and
dolomite (calcium and magnesium carbonate), along
with small amounts of other minerals. It is extracted paper and oil and gas production
from quarries and underground mines all over the world. Agriculture: soil pH, soil conditions Heat
improvement, dairy and poultry feeding
Once extracted, the stone goes through a crushing and
supplements
screening process to create the proper sizes required
for various applications. The stone is then fed to a kiln,
Food production and conservation:
where it is heated at high temperature. The intense sugar, produce, dairy, glue and gelatin,
heat triggers the chemical reaction that transforms baking industry
limestone into lime. Lime can be used at this stage,
Construction: mortar, plastering,
where it’s called “quicklime,” or water can be added restoration, whitewash, soil stabilization
to produce “hydrated lime.” and asphalt treatment
Environment: acid rain reduction,
environment rehabilitation, water and Quicklime
CaO
sewage treatment, animal waste treatment,
flue gas treatment, industrial sludge and
petroleum waste treatment, acidic
drainage treatment Heat
CO2
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
Lime Production
Process
Limestone
CaCO3
2 3
A Message From the CEO
Over the course of nearly a decade as
Graymont’s CEO, I have observed on With respect to the environment, Graymont aims to Notwithstanding the success stories I alluded to above,
consistently meet or exceed its regulatory and permit it is clear when we look back at 2020 that, despite our
numerous occasions how fortunate
obligations, while working proactively to minimize the best efforts, Graymont was not totally immune from the
I am to lead such an outstanding environmental impacts of its operations. The benefits negative impact of the pandemic. With non-essential
organization. That sentiment was of our comprehensive, systems-based approach were industrial and commercial activities the world over either
reinforced as I looked back at the reflected in a 12% reduction in total environmental significantly slowed or, in many cases, halted altogether,
unprecedented events of 2020, when we incidents in 2020 — marking the fourth successive year demand for lime slumped in concert with the broader
of improved performance. economy. Our sales decreased precipitously in the spring
found ourselves in uncharted waters,
of 2020, before trending upward on a path of steady but
grappling with a global pandemic that Nevertheless, the lime industry, along with steel, cement gradual recovery that extended into early 2021. Acting
literally threatened lives and livelihoods, and others, remains a significant source of greenhouse gas responsibly, our Company responded to the prevailing
and tested the limits of our resources (GHG) carbon emissions. Consequently, tackling climate economic and market uncertainty by implementing cash
change will continue to be among the greatest challenges
and resolve. we face in the foreseeable future. We are determined
conservation and cost reduction measures and putting
a number of potential capital investments on hold, while
Given the essential nature of Graymont’s business — lime to work with governments, customers, suppliers, industry exercising tighter control and closer scrutiny
has long been regarded as indispensable for vital industrial associations and our host communities in the global of on-going projects.
processes and, more recently, has come to the fore as transition to a low carbon economy.
a key element for addressing complex environmental That said, work on all required safety and environment-
At Graymont, we also pride ourselves on working hard related initiatives proceeded apace during 2020, and we
challenges — we were compelled on short notice to find
to build bridges and engage in a meaningful way with moved forward with the realization of several major
innovative solutions that would enable us to keep our
the communities where we are present — including with strategic investments, including the Rexton expansion
facilities up and running and maintain crucial supply
First Nations, Aboriginal and Indigenous peoples. Needless project in Michigan’s Upper Peninsula, and the pending
chains to our customers, many of whom are also deemed
to say, the strict anti-COVID measures adopted across restart of the Charbon lime plant and Excelsior Quarry in
essential.
our operations in 2020 inhibited our ability to stage the New South Wales, Australia. Meanwhile, we continued with
Our Graymont teams at sites across North America and usual ambitious agenda of collaborative community the successful integration of Asia Pacific assets — in
Asia Pacific rose to the occasion. Leveraging a powerful events. However, to their credit, many sites responded Eastern Australia, the Philippines and Malaysia — acquired Stéphane Godin
by redirecting their efforts to pandemic-related initiatives President and Chief Executive Officer
combination of talent and tenacity, they managed to from the Belgium-based Sibelco group in late 2019.
designed to enhance the quality of life for some of the Graymont
largely keep the coronavirus at bay — there were no major
outbreaks at any of our facilities — while maintaining most vulnerable members of their communities, while In conclusion, I would like to salute the remarkable men
our plants operations at near-normal levels and avoiding respecting social distancing. You can learn more about and women who showed up for work day in and day out
major disruption to supply chains. those endeavours in the Community Relations section at Graymont facilities across our global network in 2020,
of this report. often in difficult circumstances. It is primarily due to their
Furthermore, we managed to turn in Graymont’s best- efforts that we were able to not simply carry on in the face
ever safety performance, bucking an industry trend that Looking ahead, a new area of focus that is a priority of the pandemic, but to deliver a solid all-round
saw safety at many mining and materials producers for me and the rest of Graymont’s senior leaders is the performance. It would be remiss of me not to acknowledge
negatively impacted during the pandemic. This is quite an issue of equity, diversity and inclusion (EDI). This topic has as well the hard work and dedication of fellow members
achievement! I invite you to examine our exemplary become increasingly relevant in today’s workplace, of our senior management team. Finally, I am grateful
safety record in more detail by turning to Page 8. particularly for companies like Graymont that have global for the unwavering support of our shareholders, who take
footprints. We have broadened our thinking on this topic, a long-term approach to business — and embrace our
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
This 2020 Sustainability Report chronicles some from a narrower lens looking solely at gender diversity, aim to become the world-class leader of our industry
of the noteworthy challenges and achievements that to considering diversity in all its forms and ensuring equity and make Graymont the preferred supplier, employer,
characterized a year like no other, as we continued and inclusion are key pillars along with diversity. I encourage and partner of choice wherever in the world we operate.
striving to attain world-class performance in all aspects you to read more about our recently launched diversity
of Graymont’s operations. agenda in the Employee Engagement section.
4 5
Corporate Governance
and Accountability CODE OF BUSINESS
CONDUCT AND ETHICS
Central to Graymont’s corporate Strategic Leadership Team A Responsibility Shared by All Graymont’s commitment to operating with integrity and
according to the highest ethical standards is an integral
philosophy is a long-term approach to The Board, in turn, holds management – in particular In summary, from an organizational perspective, part of the foundation on which we are building a
business, built on a solid commitment the SLT – accountable for the responsible day-to-day accountability for sustainable development rests with world-class organization. Our Code of Business Conduct
to sustainable growth and strict adherence conduct of the business. focused management and leadership at the local, regional and Ethics sets out the standards that all Graymont
to responsible environmental, workplace and corporate levels while encompassing our employees, officers and directors must adhere to.
Led by the President and Chief Executive Officer (CEO), One Graymont culture. Graymont utilizes an annual
and operating practices. This philosophy the SLT also includes the Vice President and Chief Financial In addition, Graymont maintains an Ethics Reporting
performance-review process that is integrated at all levels
is evident in actions taken at every level of Officer; the President of Graymont’s Asia Pacific operations; of management, to ensure goals are set in accordance with System, managed by an independent third-party provider,
the company, from the Board of Directors the Vice President, North America Operations; the Vice corporate strategy and that we move forward and drive which allows employees to report alleged violations of the
and the Strategic Leadership Team (SLT) President General Counsel and Corporate Secretary; as well continuous improvement. However, the Company’s strong Code on an anonymous and confidential basis.
as the Vice Presidents for Sales and Marketing; Human
to managers, supervisors and front-line commitment to corporate social responsibility transcends
Graymont’s Code of Business Conduct and Ethics is
Resources and Corporate Services; Corporate Affairs, divisional, departmental and hierarchical boundaries.
employees throughout the organization. Environment and Sustainability; and Business Development available on our website: www.graymont.com/en/about-
There is a fundamental expectation within Graymont that
and Technical Services. us/mission-vision-values
all employees share in the responsibility for developing
Board Oversight and maintaining a sustainable organization.
The responsibilities of the SLT also extend to the
The fundamental objective of Graymont’s Board of development and implementation of a broad strategy that ABORIGINAL, FIRST NATIONS
Directors is to create shareholder value. To that end, the reflects Graymont’s world-class vision. The strategy aims AND INDIGENOUS PEOPLES
to drive continuous improvement in six vital areas:
Board recognizes that, in addition to delivering sustained
profitability, the Company must maintain a high level of
POLICY
health-and-safety, environmental and social Graymont recognizes that collaboration with First Nations,
performance. Aboriginal and Indigenous communities is essential for the
realization of our mission and world-class vision. We strive
In accordance with that underlying objective, and in
COMMUNITIES
to build and maintain effective long-term relationships
keeping with the Board’s governance responsibilities, six
based on trust and respect that are mutually beneficial.
permanent Board Committees oversee specific aspects
Our Aboriginal, First Nations and Indigenous Peoples
SAFETY
of the business considered crucial to Graymont’s
Policy sets out the guiding principles of this commitment
long-term viability. They include the Environment,
and outlines focus areas for mutual value-creation
Health, Safety and Community Engagement (EHSCE)
Committee; the Employee Retirement and Health
Benefits Committee; the Talent and Compensation
CUSTOMERS opportunities.
Graymont’s Aboriginal, First Nations and Indigenous
Committee; the Resources and Reserves Committee; the
Audit and Finance Committee and the Legal and Risk ENVIRONMENT Peoples Policy is available on our website: www.graymont.
com/en/sustainability/aboriginal-first-nations-and-
VALUE CREATION
Management Committee. The EHSCE Committee, whose indigenous-peoples-policy
function is most relevant to this report, exercises due
diligence by closely monitoring performance in those four
PEOPLE
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
vital areas and reporting back to the full Board on its
activities and observations.
6 7
Workforce Culture
Graymont’s intense focus on workforce Pandemic Puts Safety Practices
culture — particularly with respect to to the Test
health and safety — demonstrated its true That commitment was put to the test early in 2020,
worth in 2020, facilitating an all-out team as the first wave of the global pandemic began to batter
effort that enabled us to significantly populations and economies in various regions of the world
mitigate the impact of COVID-19 on where Graymont operates.
Graymont’s people and operations. Because lime is deemed an essential industry, Graymont’s
operations remained open throughout the course of
As Graymont has grown and evolved into the year. This necessitated putting in place numerous
a global industry leader, we have never measures designed to protect the health of employees and Nevertheless, Graymont took all necessary precautions
been shy to credit our success in large their families, while assuring the continuity of operations to prevent the spread to other employees, while
part to the efforts of the remarkable men and maintaining critical supply chains to customers. supporting COVID-19-positive employees and their families
and women — now numbering 1,576 to ensure they had access to appropriate healthcare that
— who bring their skills and energy to would help facilitate their speedy and complete recovery.
THE COVID-RELATED MEASURES As vaccines become more available in 2021, Graymont
work every day at offices and plant sites AND PROTOCOLS ADOPTED INCLUDED: is committed to making certain they will be accessible
across North America and Asia Pacific. In to all employees at no cost.
Establishment of a COVID-19 Taskforce and
return, the Company strives to provide complementary cells to constantly monitor
competitive wages and benefits, a safe, the situation and lead the response as required Outstanding Performance Belies Impact
healthy work environment, and ample Creation of a COVID-19 Resources Hub that enables of COVID-19
opportunities for employees to grow employees to access relevant information, tools
Given the COVID-related disruptions and distractions
and develop in order to achieve their full and guidelines
that arguably made 2020 a year like no other, it should
potential. Arrangements for employees to work from home come as no surprise that the safety performance of the
whenever possible mining industry, including the lime sector, was negatively
SAFETY A stipulation that employees who must work impacted by these events. For instance, the U.S.-based
National Lime Association (NLA) reported a sharp uptick in
from a Graymont facility adhere to enhanced
Health and safety are core Graymont values — essential personal-hygiene and cleaning practices and the overall “incident rate.”
to realizing our vision of being world-class in everything observe social distancing Against that backdrop, Graymont is particularly pleased
we do. Nothing is more important than ensuring that our
Implementation of formal protocols for reporting to have bucked the trend and achieved significant
co-workers return home safely to their families and loved
COVID-19 symptoms, and determining if and when improvements in two of its KPIs for 2020 — the Graymont
ones at the end of the day. Hence our commitment to
creating and sustaining a robust, safety-first culture, where employees should not come to work Graymont took all Reportable Incident Rate (GRIR) and the Graymont
Severity Rate (GSR). We attained our best-ever GRIR
everyone is committed to reaching the ultimate goal
of zero injuries.
Introduction of thorough site-screening procedures
necessary precautions at 1.73, and our second-best GSR at 18.4. The Graymont
Lost Time Incident Rate (GLTIR), although not at a record
to prevent the spread
Adoption of staggered work schedules and the
establishment of isolated work stations for certain low, is below the previous five-year average, indicating
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
progress nonetheless.
to other employees
strategic functions
Limiting in-person meetings to demonstrably This exceptional performance in an extraordinarily difficult
critical tasks environment attests to the dedication and determination
Despite those measures, a number of employees did test of our employees to keep their workplaces safe, as well
Placing strict limitations and, in some regions, positive for COVID-19, with most of the cases attributed to as to the Company’s proactive management of the
an outright ban on air travel community transmission as determined by contact tracing. COVID-19 threat.
8 9
Nothing is more
important than ensuring
that our co-workers CONTRACTORS
return home safely We have historically captured contractor and carrier
incidents, good catches, near misses, and injuries/illnesses
in our safety incident reporting system. During 2020,
we have started extracting these numbers on a monthly,
quarterly and annual basis and reporting them to the
SAFETY SCORECARD Board of Directors. The majority of contractors/carrier
employees are not directly supervised by Graymont and
1.73
we do not have access to their hours worked, therefore
we are reporting the raw numbers of good catches, near
misses, and injuries/illnesses that occur. This heightened
level of attention and transparency enhances our focus
REPORTABLE
on managing contractor risks. To that end, in 2021 we are
INCIDENT RATE
undertaking a contractor management project that will,
(The benchmark 2020 US metal/non-
in its first phase, standardize contractor, carrier and visitor
metal mining industry average was 1.67.)
site inductions and provide a platform with which
to deliver and track this training via e-learning.
0.92
LOST-TIME INCIDENT RATE
Graymont Safety Performance
(The benchmark 2020 US metal/non- 4.0 80
metal mining industry average was 0.72.)
70
18.4
SEVERITY RATE
3.0 60
50
Graymont
Lost Time Incident
Rate
Graymont
Reportable Incident
Rate
(A measure of lost and restricted 2.0 40 US M/NM Annual National Lime
days per reportable incident.) Industry Average Association Incident
(GRI rate) Rate
30
Incident Rates
Severity Rate
1.0 20 US M/NM Annual Graymont
Industry Average Severity Rate
10 (LTI rate)
0.0 0
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
2016 2017 2018 2019 2020
10 11
Safety Culture Project
The Safety Culture Project, a major initiative that focuses
on the area of human behavior to help instill a robust
safety culture, gained further traction in 2020. It is widely
believed that a behavioral approach holds the key to the
next “step change” advance in workplace safety. Simply
put, because all human behavior is learned, “risky”
behaviors can be unlearned and replaced by new, more
desirable behaviors. To that end, Graymont aims to nurture
a culture of stewardship and mutual consideration, where
the main driver of behavior is the employees’ wish to stay
safe as a team and look out for one another. In that type Near Misses and Good Catches
of environment, employees are motivated to operate in a
safe manner and avoid undue risks, not because the rules In 2020, Graymont operations continued to focus on During 2020, behavior-related events accounted for some Uniform Standards Help Drive Continuous
and regulations say they must, but rather because they advancing safety-culture maturity. Central to these efforts 6,400 — or more than 40% — of the approximately 15,000 Improvement Organization-Wide
care about one another’s well-being: it is essentially is a program that entails encouraging people reported near misses/good catches. That equates to
a case of “we’ve got your back.” to jointly report occurrences that we dub “near misses” roughly twice the number of behavior-related occurrences With a view to further enhancing safety performance,
and “good catches.” A good catch is a situation involving reported in 2019, when we launched this initiative. Graymont has adopted a multidisciplinary strategy that
a potential hazard that is identified and resolved prior stresses the value of teamwork and cross-functional
The safety culture improvement work continued in 2020,
to causing injury to a worker, while a near miss is an A sustained upward trend in the reporting of such events collaboration to achieve continuous improvement
albeit scaled back due to the inability to travel and visit
incident that resulted in no harm to a worker. Tracking illustrates that our safety culture continues to gain throughout the Company, in keeping with our
sites. Most notably, the Pleasant Gap facility introduced
these occurrences, which may be attributed to conditions traction, and that Graymont employees understand One Graymont culture.
a composite safety score that includes leading indicator
in the workplace and/or employee behaviour, helps us and appreciate the value of accident prevention.
measurements for all levels, including front line To that end, a set of uniform health-and-safety standards
identify opportunities for improvement before someone
employees. This has allowed for a more objective criteria Rather than being disciplined or exposed to other negative has been developed and successfully embedded at
gets injured.
for positive recognition and behavior interventions. responses, employees are encouraged to come forward Graymont facilities in North America and New Zealand
The Pleasant Gap management team has also continued Historically, the majority of near misses and good catches as teams in order to learn from the occurrences and receive over the past several years. The year 2020 saw
their formal interactions program whereby members have been linked to unsafe, or potentially unsafe, work positive reinforcement. Going forward, there is every implementation of those comprehensive standards
of the management team strike up conversations with conditions — for instance, a machine guard that needs indication to believe this approach will prove effective get under way at recently acquired facilities elsewhere
employees working on various tasks. These discussions repairing or a housekeeping issue. Recognizing that most in helping us identify systemic practices where further in Asia Pacific, namely in Australia, Malaysia and the
offer opportunities for positive reinforcement and injuries also involve some element of behavior in the risk-control is required. Philippines. A first phase of implementation, focused
employees’ responses are rated on the safety culture causal pattern, we wanted to have a sharper focus on on the six highest-risk standards, is complete.
maturity scale from counterproductive to citizenship. instances of inappropriate or unsafe behavior. The implementation is on-going, with the objective
In an era where it is not feasible to conduct on-site audits of having all standards fully implemented by
of safety culture maturity, this is a grass roots effort at
the Pleasant Gap facility to not only create a leading
NEAR MISSES AND GOOD CATCHES
Graymont aims mid-year 2021.
metric that shows shifts in overall safety maturity but also
helps develop leadership skills and increase interactions
16,000
to nurture a culture Due to travel restrictions stemming from COVID-19,
Graymont’s Asia Pacific Health and Safety (H&S) teams
of stewardship and
specific to safety culture and behaviors. In 2021, we will 14,000
found themselves having to rely on virtual training and
roll out a Safety Interaction Tracking System that will best-practices sharing sessions to help keep the standards
12,000
allow us to scale up this approach across the organization,
including Asia Pacific. 10,000
mutual consideration implementation on track. Fortunately, however,
the Company’s H&S specialists demonstrated their
penchant for innovation with the timely development
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
8,000 of e-learning modules for each of the standards — tools
that will prove especially useful to support and facilitate
6,000 H&S training in a social-distancing environment.
4,000
2,000
0
2016 2017 2018 2019 2020
12 Near misses Good catches 13
H&S Internal Audit SCIENCE-BASED APPROACH
During 2020, we commenced the third cycle of our TO PHYSICAL DEMANDS
comprehensive H&S Internal Audit program, which verifies Another noteworthy initiative launched in 2019
compliance with more than 400 different requirements and continued through 2020 involved partnering
at each of our facilities. The audit exercise is intended to with a specialized professional ergonomist
be constructive and aims to ensure conformance while to identify and assess the most physically
providing opportunities for the respective sites to learn demanding jobs at Graymont’s U.S. facilities.
from one another and share good practices. The objective is to gain a better understanding
of the physical demands of each position,
Here again, our approach had to be adapted to comply
to help ensure that we hire personnel with
with COVID-related travel restrictions that prevented
the appropriate physical capabilities in order
teams of auditors from visiting most sites in person.
to reduce the risks of injury.
Consequently, we developed a process that enables us
to conduct virtual health-and-safety audits, albeit Additionally, this process has helped us
somewhat limited in scope. Virtual audits focused identify opportunities for improvement with
primarily on documentation review were successfully respect to reducing the physical demands of
carried out at four of the Company’s production facilities certain positions, either by improving the work
over the course of the year. While there remains room
Building on the Success of Legacy Safety Be Safe – Play It Smart
environment or work techniques. Graymont
for improvement with the process, we now have the tools Programs plans on extending the reach and scope
The Be Safe – Play it Smart poster campaign, designed
in hand to continue virtual audits on a broader scope, until to raise awareness of potential hazards among employees of this initiative to other regions and other
While embracing new approaches such as the Safety
circumstances enable us to return to our usual on-site, and their families, is another annual fixture on the applications, including enhanced
Culture Project, Graymont’s commitment to continuous
in-person procedures. improvement also involves leveraging the success Graymont safety calendar. Thanks to the input and ideas return-to-work and fit-for-duty
of established programs like the Safety Challenge generated by people from across the organization, we were testing protocols.
and our safety-awareness poster campaign. The annual able to pinpoint specific messages tailored to the issues
Graymont Safety Challenge, which made its debut in and situations that dominated 2020. Not surprisingly,
2015, unfortunately had to be cancelled this year due given that we found ourselves in the midst of a global
to the pandemic. Staged during the same week at all pandemic, COVID-related threats figured prominently
facilities across Graymont, the Safety Challenge features in eye-catching campaign posters that urged everyone
a highly engaging game-show format, whereby employees to take appropriate precaution with respect to
are divided into multidisciplinary teams and challenged handwashing and personal hygiene, social distancing
to show which side can demonstrate the best knowledge and the protocols for recognizing and reporting symptoms.
and understanding of Graymont safety standards
and culture. It has proven to be a very effective training
tool, providing an opportunity for peer-led learning
that promotes a positive safety culture while fostering SAMPLE POSTERS FROM THE 2020 CAMPAIGN
camaraderie and teamwork. As soon as the sanitary
measures will be lifted, Graymont’s Safety Challenge
will be back at the forefront of our safety program.
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
14 15
EMPLOYEE ENGAGEMENT
AND RETENTION Going forward, we will be aiming to understand the
reasons for the demographic distribution among our
At Graymont, we strive to nurture a One Graymont employees, and looking at ways to ensure we do not have
culture that motivates employees across the organization — barriers to diversity in our workforce, that all employees
in dozens of locations spanning North America and have equitable access to the resources and opportunities
Asia Pacific — to take ownership of the tasks assigned that allow them to reach their full potential, and that we
to them and help sustain Graymont’s evolution into continue to foster an inclusive workplace in which all
a dynamic global industry player. employees can be themselves.
We understand that the long-term success of our business
ultimately depends on effectively engaging with and
mobilizing the remarkable men and women who must Equity, Diversity and Inclusion (EDI)
implement our growth strategy, taking care to ensure
GENDER DISTRIBUTION
As Graymont continues to expand its global reach,
that everyone — wherever in the world they happen to be
the benefits of a diverse, inclusive workforce are
situated — acts for the benefit of all of Graymont, rather
increasingly clear and ever more relevant. Hiring
than favouring any particular facility, region or function. Directors
people from diverse backgrounds, nationalities and Women
We believe it’s not just what you do that contributes to our cultures brings to the table a fresh array of perspectives,
success, but also how you go about doing it. It’s about living which fosters innovation, improved problem-solving Officers Men
up to Graymont’s shared values, which include integrity, and decision-making, better employee performance
respect, teamwork and accountability. Ongoing training and, in turn, increased profits. Senior
and professional development are also crucial to fulfilling Management Team
Championing diversity, ensuring employees are treated
Graymont’s mission, as is our commitment to open,
equitably so they can reach their full potential, and
two-way communication. All employees
ensuring an inclusive culture so that each employee’s
The Company’s people-centered approach and its unique perspective is heard and valued also contribute to
0% 20% 40% 60% 80% 100%
commitment to making Graymont an employer of choice enhancing a company’s reputation.
is reflected in a loyal, engaged workforce that numbered
Accordingly, in 2020, when Graymont forged ahead with
some 1,576 full-time permanent employees at year-end
concerted action to achieve greater equity, diversity and
2020. The impact of the COVID-19 pandemic on the global Training and Development
inclusion, it determined that the logical place to begin was
economy and markets necessitated the adoption of
to take stock of the current reality in our workplaces vis-à-
a restructuring and streamlining initiative that saw the Graymont understands that, to attract and retain a beat while successfully delivering critical skills training
vis gender, since this data is already available.
elimination of approximately 125 jobs over the course top-quality people, we must strive not only to provide both virtually and via e-learning. Although work is still
of the year, while the voluntary turnover rate increased The proportion of women to men among Company meaningful, challenging jobs and competitive underway to complete the transition to predominantly
marginally, to 8.1%. There were no workdays lost directors and officers is at slightly under 17% for both remuneration but also professional development virtual training, a number of key subject areas already
to strikes or work stoppages in 2020. directors and officers. Women are also under-represented opportunities that enable employees to enhance their have been re-designed and deployed, including induction
in the senior executive ranks, accounting for a little over 9% skill sets and prepare themselves to take on greater training; health-and-safety-standards; and “respectful
of the Senior Management Team. Overall, women account responsibilities. The year 2020 was definitely challenging workplace” training. Underscoring the remarkable success
for a little over 14% of Graymont employees and 32% of from a training perspective. But the threat posed by the of those efforts is the fact that we reached a historic
salaried employees. global pandemic turned out to be the catalyst required milestone in 2020, with our training programs reaching —
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
to help pivot our training strategy from mostly traditional one way or another — every single Graymont employee
EMPLOYMENT classroom-based to mostly virtual. Our HR teams proved throughout the year, for the first time ever.
to be more than up to the challenge, barely missing
1,576
FULL-TIME
8.1%
VOLUNTARY
11 YEARS 309 EMPLOYEES
0
STRIKE DAYS
AVERAGE LENGTH
PERMANENT TURNOVER WITH SERVICE
OF SERVICE
EMPLOYEES (includes employees GREATER THAN
who retired) 20 YEARS
16 17Challenges Abound
Along with the myriad activities available through the
Graymont WIN portal, employees can participate in other
popular challenges designed to promote healthy lifestyles.
For instance, the Maintain Don’t Gain Challenge encourages
employees to eat healthy and exercise over the holidays,
when people are tempted to over-indulge. Employees
seeking to shed pounds or simply maintain their weight
can access helpful resources that encourage healthy
eating, physical activity and self-awareness throughout the
holiday season.
The May Step Challenge, staged as the title suggests during
the month of May, encourages employees to step up their
physical activity by adopting formal work-out programs
Investing in Our People
and training techniques. Participants can track their
At the heart of the Company’s training curriculum is the activity manually, or with a synchronized activity device.
Investing in Our People (IOP) Program. This initiative is
focused on providing key employees from the various WIN Program Promotes Smart Lifestyle Employee Assistance Program
production sites and corporate functions with the
Choices
wherewithal required to make the best-possible decisions Graymont’s people-centered approach is evident as well
about their respective areas of Graymont’s operations — Graymont’s innovative Wellness is Now (WIN) Program, in the Employee Assistance Program (EAP). EAP is
and, in the process, to further his or her own career. To that accessible via a portal on the Sprout social-media platform, a confidential short-term counselling service, established
end, IOP employs a variety of specialized training tools and is designed to engage employees and their families across to assist employees and family members encountering
programs, all tailored to ensure that participants possess the Company’s Canadian and U.S. operations and to assist personal problems that impact their work performance.
the high level of skills and motivation commensurate them in making healthier lifestyle choices. WIN exemplifies Those seeking assistance can receive support either in
with Graymont’s quest to become a truly world-class Graymont’s inclusive, people-centered culture. Participants person, over the telephone or on-line, through a variety
organization. Given that IOP training has proven in the past are encouraged to take part in a wide variety of activities of qualified, issue-based health and wellness resources.
to be most effective when delivered in person, this particular supported by the Sprout platform, combining competitive
program has essentially been put on hold for the duration challenges with social networking in order to reach their
of the pandemic, while we develop appropriate virtual tools. own particular
Meanwhile, however, the IOP principles continue to be wellness goals.
reinforced and practiced in the Company’s North American
plants, where they proved particularly effective in helping In addition to promoting healthy lifestyles, WIN was
to manage and mitigate the impact of COVID-19. designed to foster camaraderie and help instill a
competitive team spirit. The program enables employees
Over and above its in-house training and development to connect with colleagues with similar interests, either
initiatives, Graymont provides support for personnel who in person or on-line, and to monitor their progress with
wish to improve their formal education. Full-time employees an easy-to-use activity tracker — all the while racking up
who pursue approved post-secondary academic points which make them eligible for rewards that provide
or vocational training can have their tuition costs an extra incentive to adopt a healthy lifestyle. (Of course,
reimbursed. The Company also offers financial assistance in 2020, most of these interactions were staged virtually
to the children of employees to help them take advantage in order to comply with COVID-19 precautionary measures.)
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
of a wide variety of educational opportunities, through
the Graymont Scholarship Program. U.S. WIN participants can qualify for reductions in the
employee portion of their medical insurance premiums,
while their Canadian colleagues earn WIN credits that can
The program enables be converted into “Wellness Dollars.” These dollars may
be applied against the purchase price of sports gear and
employees to connect other merchandise, or gym memberships.
with colleagues with
18 similar interests 19Environmental Care NUMBER OF GRAYMONT
4.1
2020 EMISSIONS IN NUMBERS
ENVIRONMENTAL INCIDENTS
500 MILLION TONNES
We are committed to operating in OF LIME PRODUCED
a sustainable manner and proud of (QUICKLIME EQUIVALENT)
the fact that Graymont’s essential 400 ▶ a 3.6% decrease compared to 2019
products are part of the solution in ▶ 28.3% above 2004* levels
terms of addressing many of today’s
300
25.1
environmental challenges. Complaints
200
Spills PETAJOULES OF ENERGY
SYSTEMS-BASED APPROACH CONSUMED
100
▶ a 0.2% decrease compared
Graymont aims to consistently meet or exceed its Deviations
to 2019 intensity
regulatory and permit obligations, while working
proactively to minimize the environmental impacts 0 ▶ 15.3% above 2004* levels
of its operations. To fulfill our commitment, we integrate Exceedances
2016 2017 2018 2019 2020
5.2
environmental accountability into our strategic planning
and take a systems-based approach to our practices ENERGY AND AIR
with respect to environmental impacts. ENVIRONMENTAL
The calcination of limestone to produce quicklime is an
To help us fully comprehend our environmental PERFORMANCE - energy-intensive process. Improved energy efficiency MILLION TONNES OF CO2eq
performance and identify opportunities for further 2020 PROGRESS translates into reduced levels of air pollutants and GHG OF SCOPE 1 GHG EMISSIONS
improvement, Graymont relies on a dual-component emissions as well as lower costs. The approach we have ▶ 21.7% below 2004* levels
system. First, we utilize our environmental compliance Air emissions from Graymont’s lime kilns are carefully taken to process control is integrated and multidisciplinary, of fuel-related emission intensity
tracking system to record all compliance-related tracked, either by real-time emissions-monitoring encompassing Graymont’s Technical Services, Health, (equates to 537,000 tonnes of avoided
devices or through periodic testing, to ensure that limits GHG emissions)
activities, site by site. A comprehensive audit program, Safety and Environment, Quality and, of course, Operations.
which includes both internal and external elements, are respected. Historically, the recorded incidents of Our multi-disciplinary teams look at ways to ensure our
164.7
serves as a second line of control with respect to non-compliance have mostly involved exceedances of processes are as efficient as possible, in order to meet the
compliance. During 2020, five Graymont facilities in short duration detected by the emissions-monitoring quality requirements of our customers while respecting
North America and New Zealand were audited by third equipment. Nevertheless, we remain stringent in terms relevant environmental and emissions standards.
of ensuring that the causal issues are addressed, and
parties either virtually or onsite, as part of a three-year, THOUSAND TONNES OF
corrective actions taken to prevent recurrences. Graymont’s total energy consumption decreased by 3.8% in
environmental-compliance auditing plan. CO2eq SCOPE 2 GHG
2020. That decrease primarily reflected reduced production
Total environmental incidents in 2020 decreased by 12% EMISSIONS
Graymont has also developed and adopted comprehensive compared to 2019, stemming from the impact of the
environmental standards addressing seven key areas: compared to 2019, marking the fourth successive year
0.9
COVID-19 pandemic and the resultant slow-down in many
Air Management; Fugitive Dust; Water; Residual Materials; of improved overall performance. Those latest results economies. The Company’s overall “energy intensity,” that
Energy; Planning and Reclamation; and Aesthetics. These reflected a substantial 33% reduction in emissions is the amount of energy used to produce one tonne of lime,
“exceedances” — defined as events where emissions
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
standards have been implemented at all Graymont sites in decreased by 0.2%.
North America and New Zealand. Going forward, they will exceed an environmental permit limit or internal standard THOUSAND TONNES OF SOX
be introduced to recently acquired facilities in Asia Pacific, for a prescribed duration of time, which can be as little As well, we continued working hard to reduce the volume EMISSIONS
as part of broader environmental-improvement plans as six minutes. We also achieved a 14% year-over-year and intensity of both NOx (oxides of nitrogen) and ▶ 86% under 2004* levels
tailored to the unique circumstances of each site. decrease in spills. However, those improvements were SOx (oxides of sulphur) emissions, which are by-products
partially offset by a 39% increase in the number of of combustion. Here again, the effects of the
“deviations” – defined as a failure to meet a requirement
other than an emissions limit. Given that only a handful of
facilities accounted for more than 80% of those deviations,
pandemic-induced economic slow-down was felt and,
combined with initiatives to optimize fuel mixes, the
utilization of monitoring equipment as well as specialized
5.0
THOUSAND TONNES OF NOx
we will be able to focus intensely on the sites in question training and process-control initiatives, we were able
to help them come up with effective long-term strategies to reduce NOx and SOx emissions by 12% and 6% EMISSIONS
20 aimed at curbing such occurrences in the future. respectively. ▶ 22% under 2004* levels 21MONITORING AND CONTROL
The mining and processing of minerals, including lime,
can generate dust and other air pollutants which,
left uncontrolled, risk becoming a nuisance and can Additionally, we are including in this report for the first level of 2004. We will be transitioning to tracking total
also have a negative impact on the environment. time our “scope 2” GHG emissions. We have historically emissions intensity only in future reports, to better
Consequently, Graymont operates in accordance focused only on direct emissions from our production account for all emission sources.
with stringent company-wide environmental standards facilities, where the lime production process generates
and practices aimed at reducing air pollutants the so-called “scope 1” emissions. But our facilities also On top of its proactive initiatives, Graymont takes an
and emissions. consume a substantial amount of electricity which, integrated approach to monitoring requirements with
depending on the location, can also generate significant respect to GHG emissions, in order to ensure that the
Monitoring those efforts normally entails having Company remains fully cognizant of any real or potential
GHG emissions. Our “scope 2” metric reflects those
Graymont environmental staff working on-site, issues, and has ample time to make any changes that
emissions stemming indirectly from Graymont’s electricity
shoulder-to-shoulder with independent outside might be necessary to ensure operational efficiency
consumption. In 2020, Graymont facilities emitted some
consultants, to facilitate compliance testing at the and full compliance with regulatory requirements and
164,700 tonnes of “scope 2” emissions in CO2 equivalent.
various facilities. However, that collaborative norms. We do our utmost to meet all requirements in
approach proved to be impractical in 2020, due to The volume of scope 1 GHG emissions emitted directly the respective jurisdictions where we operate, and work
COVID-19 precautions that limited access to sites, from our production facilities being larger than scope 2 proactively to further reduce our GHG emissions intensity.
particularly for Company employees. Nevertheless, emissions, we will continue to focus our reduction effort
we managed to arrange sufficient access for the primarily on scope 1 while keeping an eye out for % CHANGE COMPARED
consultants to successfully complete 36 on-site opportunities to reduce scope 2 emissions as well. Scope 1 TO 2004 EMISSIONS INTENSITY
stack tests, an achievement all of the teams emissions will therefore remain our primary focus. In 2020,
involved can be proud of. we reduced total scope 1 GHG emissions by 5%, reflecting 0.00%
2016 2017 2018 2019 2020
in large part a reduction in production.
CLIMATE CHANGE Graymont’s overall emissions intensity, that is the volume -5.00%
of GHG emissions per tonne of lime produced (including
Climate change is more than ever at the forefront however, that easily attainable “low-hanging fruits” are both process and combustion emissions), continued -10.00%
of today’s environmental issues. As a large emitter limited in number, which means that achieving emissions to decline, registering a 2% decrease from 2019 levels.
of greenhouse gases (GHGs), Graymont recognizes its reductions of any magnitude will require a sustained, This latest reduction made 2020 the fourth year in a row -15.00%
responsibility to address and reduce its emissions, long-term effort — an effort Graymont is prepared to make. that the Company achieved reductions in its emissions
although the path forward in that respect is fraught with intensity. Following the same trend, our combustion-only
challenges. For starters, the transformation of limestone During 2020, Graymont in fact forged ahead with -20.00%
emissions intensity continued its gradual decline to an
(CaCO3) into quicklime (CaO) inherently produces CO2, multi-level discussions on potential pathways to a
all-time low, reaching close to 22% below our baseline
which comes directly from the stone, that is referred decarbonized world. These strategic discussions engaged
-25.00%
to as process emissions. Furthermore, the calcining all our internal stakeholders, from entry-level employees,
process, which takes place in kilns at temperatures in to management, to Board members, urging to rise to the
challenge. They also encompass a wide array of know-how Combusion Emissions Total Emissions
the range of 900 to 1050°C, is very energy-intensive Intensity Intensity
GRAYMONT’S
2020 SOx SCORECARD
and thus produces significant GHG emissions. Although and disciplines, from process engineering, technology and
SOx EMISSIONS:
930
hard to quantify precisely, in many applications, CO2 is regulatory compliance to carbon pricing, market
development and human resources. Through this Partnering to Improve Our World
partially reabsorbed through recarbonation of the lime,
therefore reducing total GHG emissions from lime’s sweeping new initiative, Graymont is striving to Graymont constantly strives to leverage the unique
life-cycle. progressively switch more facilities to low-carbon fuels properties of lime products to help resolve and mitigate
such as natural gas and biomass, and look into innovative
TONNES
the many environmental issues our modern world
Graymont 2020 Sustainability Report
Graymont 2020 Sustainability Report
Breakthrough kiln technologies, e.g. carbon-capture-and- “net-zero” technology, all the while supporting and faces. This goal could not be achieved without strong
storage, are on the horizon. However, it will be quite some encouraging our customers to continue exploring new
lime-based solutions for today’s crucial
SOx EMISSIONS AVERTED partnerships with other companies equally committed
time before we can avail ourselves of economically viable,
commercial-scale solutions that will enable us to markedly environmental issues.
IN OTHER INDUSTRIES BY to addressing environmental concerns in their particular
THE USE OF GRAYMONT PRODUCTS: spheres of activity. We continue collaborating with
749,000
reduce combustions and process emissions. In the a number of partners to further advance environmental
meantime, we are proactively seeking out opportunities While those initiatives are playing out, Graymont has
added two key metrics to its toolbox, both designed to uses of lime, in applications such as the scrubbers
for more-readily-achievable initiatives aimed at curbing used to curb emissions like SOx from coal-fired
emissions, such as best-in-class parallel flow regenerative better inform decision-making. The Company’s rolling
five-year production forecast exercise will now include TONNES generating plants.
shaft kilns for future capital projects, enhanced
process-control systems and the increased use of biomass a CO2 forecast. This new tool will focus on the projected
and other low-carbon fuels. It must be said in that regard, CO2 emissions associated with business decisions for the
22 coming five years. 23WASTE REDUCTION
At the heart of Graymont’s approach to waste reduction MANGROVE REFORESTATION
is the Company’s determination to create added value IN THE PHILIPPINES
and reduce its environmental footprint by fully utilizing all
The 2020 environmental agenda at Graymont Philippines
of the materials and resources touched by its operations —
also saw the Company collaborating with the Community
be it limestone, natural stone, overburden, fuel or other
Environment and Natural Resources Office (CENRO)
materials. The ultimate goal is to reach the point where
of Brooke’s Point, which is situated in the south-eastern
our processes essentially generate zero waste, by ensuring
section of Palawan Island, a province of the Philippines.
that no waste is sent to landfills or incinerators and that all
The goal there was to rehabilitate 30 hectares
products are reused or recycled to make new products.
of mangrove forest, through an initiative that entailed
Over the past few years, Graymont successfully pushed planting several potted species, including Tangal,
forward with an organization-wide initiative aimed at Bakawan Lalaki and Api-Api. The Graymont Rio Tuba
reducing stockpiles of by-products traditionally associated crew pitched in to help with the planting, maintenance,
with lime operations. Sales of these by-products tend monitoring and patrolling of the grove. In addition
to vary year by year, influenced by market conditions to reforesting the area, this initiative succeeded in
and product availability. Sales picked up in 2020, with bringing back protected native species such as the
421,000 tonnes sold company-wide. That represented “flying fox” bats to the region.
an increase of 22% compared to 2019. We remain firmly
committed to finding new applications and opportunities
for waste reduction, in line with our zero-waste goal.
BEDFORD’S SUPPORT FOR
2020 PARTIALLY SUSTAINABLE AGRICULTURE
CALCINED In 2020, Graymont’s Bedford plant entered into an
BY-PRODUCT SALES agreement with Le collectif de Bolton-Ouest, a
421
not-for-profit organization that aims to foster the
revitalization and utilization of the region’s agricultural
and forest resources in a sustainable, responsible
manner. The collective’s areas of focus include enhancing
THOUSAND TONNES
soil fertility; improving forestry techniques in order
of calcined by-products sold
to conserve biodiversity; and advancing agricultural
INDIAN CREEK related research-and-development. Graymont is
RECLAMATION committed to helping support the NGO’s efforts over HARVESTING WATER
An ambitious reclamation project mounted by
the next five years through donations of limestone
products for use in soil conditioning and other agriculture
AT RIO TUBA
the team at Graymont’s Indian Creek facility in applications. This partnership is an excellent illustration In the Philippines, the team at Graymont’s
the state of Montana was the recipient of a national not only of the value of lime and limestone in addressing Rio Tuba lime plant conceived and constructed
environmental award from the U.S. Department environmental and agricultural issues, but also of how an ingenious rainwater and wastewater
Graymont 2020 Sustainability Report
of the Interior’s Bureau of Land Management. our Company strives to contribute in a meaningful harvesting-and-storage facility. The so-called
The Hardrock Environmental Award recognizes the way to the well-being of the communities On-Site Detention (OSD) tanks not only provide
outstanding nature of the work done at Indian Creek, we call home. a valuable additional source of sometimes-
which goes above and beyond legal requirements
2019 Sustainability Report
scarce water for use in the plant’s operations,
and everyday environmental stewardship. Rather,
but also deliver a bonus side effect — namely
the aim of the project was to bring the landscape back
zero waste-water discharge. The OSD initiative,
to a native form, thereby facilitating the return of the
which represented the culmination of many
wildlife that frequented this habitat before industry
months of planning and study aimed at making
arrived. Demonstrating its penchant for innovation,
Graymont 2020
the plant more self-sufficient with respect to
the plant is using limestone “fines” from its operations
water supply, gathered widespread attention
as a growth media for mountain mahogany, a native
in the region, and the facility received the
species that is a primary food source for the mountain
prestigious Platinum Presidential Mineral
mule deer, elk and big-horn sheep which are already
Industry Environmental Award.
beginning to return to the area, much to the delight
24 of everyone involved. 25You can also read
