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By the Numbers—Adding Value to Energy
350, rue Sparks Street, Bureau/Suite 805
Ottawa, Ontario K1R 7S8
T. 613 237-6215
Executive Summary
Canadian energy is a source of wealth creation con-
tributing to our quality of life. There are a range of
ways to further the contribution of energy in our
economy. Canada needs to develop and implement
policies that enhance the opportunities for extract-
ing maximum value from energy resources while re-
specting market principles and environmental sus-
tainability.
Energy comes in many forms, including electricity,
crude oil, natural gas and biomass. Canada can opti-
mize the value of its resources. Some energy can be
converted; some can be sequestered. The diversity
presented by moving some energy resources along
the energy value chain will enable Canadians to
share a much greater opportunity, while creating
additional wealth and jobs.
By the numbers – adding value to energy proposes
that energy resources offer an abundance of oppor-
tunities for Canada to become an energy super-
power, and also add to our economic diversity and
strength. What is envisaged is a strategy that seeks
to achieve a portfolio of energy development; some
exported, some upgraded, some consumed, some
converted.
Two strategic goals must be achieved by the joint
efforts of government and industry stakeholders:
first, to bring long-term balance to Canadian and
continental energy markets, and secondly, to add
value to at least some of our energy resources in the
most sustainable way possible to create wealth in
Canada.
Chemical manufacturing purchases 18% of gas, 5% of
oil and 3% of electricity demand in Canada. The en-
ergy is partly consumed and partly converted.
Chemical producers convert oil, gas, minerals and
electricity into value-added manufactured products,
adding 5, 10 or 20 times and more to the value of
the original energy input. In moving along re-
source value chains, Canada needs to consider
those factors that can enhance our global com-
petitiveness in adding value. Where there are du-
plicative and sometimes conflicting federal-
provincial regulations, regulatory streamlining
proposed for the energy sector projects should
also apply where business is seeking to add value
to resources, including energy.
Competitive access to resources for upgrading is a
crucial component of an integrated energy strat-
egy. Canadian chemical producers are concerned
about adequate and sustained access to a supply
of competitively-priced raw materials or feedstock
to run its plants and provide for future growth.
By the Numbers—Adding Value to Energy
i Chemistry Industry Association of Canada
Chemistry Industry Association of Canada ii
Table of Contents
Executive Summary………………………………………………………………………………………... i
Background…………………………………………………………………………………………………….1
Canada’s Economy is Closely Linked to Natural Resources…………………………...…4
Canada’s Chemical Sector – Chemistry Conversion and Value added……………...5
Petrochemicals………………………………………………………………………..7
Electrochemicals……………………………………………………………………..7
Making it Happen…………………………………………………………………… 7
A Broader Dialogue……………………………………………………….………..8
Conclusion……………………………………………………………………………………..…………….9
Chemistry Value Chains…………………………………………………………………………..…..10
Appendix 1……………………………………………………….……………………...……….………..11
Climate Change………………………..………………………………………….…11
Energy Use………………………..………………………………………………...…11
Appendix 2……………………………………………………………………………………………..…..12
By the Numbers—Adding Value to Energy
Illustration 3
goes further. It proposes that energy and other re-
sources offer a variety of opportunities and chal-
lenges. And, it recommends a portfolio approach
that recognizes the importance of not only responsi-
ble energy development, but also resource upgrad-
ing to create value-added products based on energy
inputs.
In 2007, COF released A Shared Vision for Energy in
Canada (http://www.councilofthefederation.ca/
pdfs/energystrategy_EN.pdf). In that document, the
vision and a seven point action plan were outlined.
The shared vision: a secure, sustainable, reliable and
competitively-priced supply of energy; a high stan-
dard of environmental and social responsibility (see
Appendix 1); and, continued economic growth and
prosperity. To achieve the vision, the action plan
called for the need to:
1. Promote energy efficiency and conservation.
2. Accelerate the development and deployment of
energy research and technologies that advance
more efficient production, transmission and use
of clean and conventional energy sources.
Background
Canada is a resource-rich nation. Resource de-
velopment is a significant source of wealth crea-
tion that enhances our quality of life. Energy
comes from many sources, including hydro,
wind, solar, oceans (tidal and wave), biomass,
uranium, crude oil, natural gas, coal, oil sands –
bitumen, and coal bed methane; all are in abun-
dance and all offer opportunities for develop-
ment and growth. As with each resource area,
energy offers a portfolio of opportunities for Ca-
nadians and responsibly optimizing these op-
portunities is a good goal for all of Canada.
Canada’s chemical industry, through the appli-
cation of chemistry adds value and jobs, creates
wealth, diversifies and optimizes. This assess-
ment of the value-added opportunity presented
by the chemistry industry sector builds on the
work of the Council of the Federation (COF),
the Energy Policy Institute of Canada (EPIC)
and the Standing Committee on Energy, the En-
vironment and Natural Resources, but it also
1 Chemistry Industry Association of Canada
Illustration 1
Illustration 2
Illustration 4
Illustration 3
By the Numbers—Adding Value to Energy
Chemistry Industry Association of Canada 2
By the Numbers—Adding Value to Energy
3. Facilitate the development of renewable, green
and/or cleaner energy sources to meet future
demand and contribute to environmental goals
and priorities.
4. Develop and enhance a modern, reliable, envi-
ronmentally safe, and efficient series of trans-
mission and transportation networks for domes-
tic and export/import sources of energy.
5. Improve the timeliness and certainty of regula-
tory approval decision-making processes while
maintaining rigorous protection of the environ-
ment and public interest.
6. Develop and implement strategies to meet en-
ergy-sector human resource needs now and well
into the 21st century.
7. Pursue formalized participation of provinces and
territories in international discussions and nego-
tiations on energy.
In July 2012, in Halifax, the COF took note of new
and urgent priorities that required renewal of this
strategy to ensure its continued relevance to Can-
ada’s energy challenges. They acknowledged the
need for sustainable energy development “that rec-
ognizes regional strengths and priorities and re-
spects provincial, territorial and legislative jurisdic-
tion over natural resources, a more integrated ap-
proach to climate change, reducing greenhouse gas
emissions and managing the transition to a lower
carbon economy.” They went on to identify a num-
ber of principles to guide collaborative action under
a renewed COF energy strategy (http://
www.councilofthefederation.ca/pdfs/Energy-
FINAL.pdf), including:
Maintain energy policies supported by effective,
efficient and transparent regulatory systems.
Recognize the importance of socially and envi-
ronmentally responsible development, transpor-
tation and use of energy and enabling technolo-
gies.
Affirm that intergovernmental cooperation is
essential, while respecting constitutional juris-
diction and optimizing the strengths of each
province/territory.
Governments be committed to transition to
lower-carbon alternatives and conservation to
meet future energy needs.
In the same time frame (August, 2012), EPIC re-
leased a “guide to building Canada’s future as a
global energy leader” titled A Canadian Energy
Strategy Framework (http://
www.canadasenergy.ca/canadian-energy-
strategy/). Specifically, this discussion paper
sought to collect and advance thinking in a num-
ber of areas: regulatory reform, innovation, con-
servation and literacy, market diversification and
carbon management. The document recom-
mended that decision-makers take action to cre-
ate a Canadian energy strategy that addresses
five key elements:
Respect the market as a primary determinant
of choices for energy production, transporta-
tion and its use.
Create economic development, enhance secu-
rity, grow energy production and ensure en-
ergy infrastructure.
Provide reliable and affordable energy to Ca-
nadians.
Enhance Canada’s competitiveness and econ-
omy through energy exports, technological
expertise and energy related services.
Improve energy efficiency and lower our car-
bon footprint.
Some further comments on the EPIC document
are provided in Appendix 1. Overall, it is our
view that in examining the energy sector and de-
veloping an energy strategy or framework, Cana-
dians need to broaden the dialogue and consider
our very integrated, resource-based economy.
A third study was considered in assessing the
role that value added resource upgrading should
play in a Canadian energy strategy. In July of
2012, the Standing Senate Committee on Energy,
3 Chemistry Industry Association of Canada
By the Numbers—Adding Value to Energy
the Environment and Natural Resources issued
a report culminating over three years of study
titled Now or Never: Canada Must Act Urgently
to Seize its Place in the New Energy World Order
(http://www.parl.gc.ca/Content/SEN/
Committee/411/enev/rep/rep04july12-e.pdf).
The core vision statement for this work was:
“Canada will be the most energy productive na-
tion in the world with the highest level of envi-
ronmental performance” and “responsible re-
source development” was set as the guiding
principle for this study. Rather than establish
specific end points, it identified 13 priorities or
focus points for action, all to be tested against
the guiding principle. The study noted that
“Development is responsible when it recognizes
the interests and values involved with energy
matters in four dimensions, namely economic,
environmental, social and energy security. A
change in one dimension affects the others.”
The committee believes the following 13 priori-
ties for action need to be addressed if Canada is
to be a world leader in energy production:
1. Canada must strive for collaborative energy
leadership
2. Advance nation-building through energy in-
frastructure
3. Natural gas: a game-changing fuel
4. Encourage energy efficiency and conserva-
tion from consumers
5. Frame a strong strategy for energy employ-
ment
6. Strengthen the foundation for energy inno-
vation
7. Pursue high-level environmental perform-
ance of non-renewable energy sources
8. Hydropower superpower: energy of the past
for the future
9. Foster renewable fuels
10. Regulatory reform
11. Guide responsible northern and arctic energy
exploration and development
12. Maintain strong support for Canada’s nuclear in-
dustry; and,
13. Speak for Canada.
Based on these studies, the following section elabo-
rates on optimizing energy use as a component part
of the development of an energy strategy for Canada.
Chemistry Industry Association of Canada 4
By the Numbers—Adding Value to Energy
Canada’s Economy is Closely Linked to
Natural Resources
While the Canadian economy is mature and appears
to be dominated by the service sector many of these
services are related to manufacturing and resource
development (Figure 1). Manufacturing is a very im-
portant component of our economy and figure 2 fur-
ther breaks down manufacturing into industries
based directly on resource upgrading and other
further-downstream industries.
A good illustration of the resource-manufacturing
linkage is chemical manufacturing which pur-
chases 18% of gas, 5% of oil and 3% of electricity
consumed in Canada.
Food
Wood
Paper
Chemicals
Primary metals
Fabricated metal
Other resource-based mfg
Plastics and rubber
Machinery
Transportation equipment
Other mfg
Canadian Manufacturing (GDP Comparison, 2011)
Resource-basedmanufacturing
Downstreammanufacturing
The chemistry industry consumes 18% of domestic gas, 5% of oil and 3% of electricity in adding value within the Canadian economy.
Figure 2
Services
Manufacturing
Agriculture
EnergyMining
Forestry Construction
Canadian Economy by Sector, 2011
Figure 1
5 Chemistry Industry Association of Canada
By the Numbers—Adding Value to Energy
Illustration 5
Canada’s Chemical Sector – Chemistry Con-
version and Value added
Chemicals are made from Canada’s energy products
and minerals. Chemical producers convert oil, gas,
minerals and electricity into value-added manufac-
tured products, adding 5, 10, 20 times and more to
the value of the original input. The chemical sector
(see figure 3) is the fourth largest manufacturing sec-
tor in the Canadian economy, and also provides key
inputs upstream and downstream (see
illustration 5). Canada needs to be globally competi-
tive as it strives to catch the attention of interna-
tional investors.
In moving along resource value chains, including
energy, Canada needs to consider those factors that
can enhance our global competitiveness. First,
where there are duplicative and sometimes conflict-
ing federal-provincial environmental regulations this
discourages potential investors.
But, there are real efforts to try
to move towards “one project -
one review”, and that must ap-
ply to more than the energy
sector. Regulatory streamlining
must be a goal across all sectors
of the Canadian economy. In
particular, it must be facilitated
where business is seeking to
add value to resources, includ-
ing energy.
Second, competitive access to resources for up-
grading is a crucial component of an integrated
energy strategy.
Canadian chemical producers have been hit by
rapid price fluctuations and market uncertain-
ties for energy and are concerned about ade-
quate and sustained access to supply of com-
petitively-priced raw materials or feedstock to
run plants and provide for future growth.
North America and central Canada in particu-
lar, has been experiencing a serious erosion of
its manufacturing base. Adding value creates
jobs and wealth across the economy.
Manufacturing, a key market for the chemical
sector, is a competitiveness concern today. Fa-
cilities have been closing and to reverse this
trend, we need to attract new investments.
Adding value to resources is manufacturing, it
creates jobs and wealth across the country.
The shale gas phenomenon has opened up new
opportunities but these advantages are shared
by our largest competitor, the U.S.
In the U.S., both governments and industry are
aggressively pursuing investment opportunities.
Canada needs to “up its game” as well.
Competitiveness challenges can and are being
addressed. Industry and governments are
working together on business and policy issues
that will stimulate future growth in the key-
stone chemical sector of our economy.
Ag chemicals, 11%
Paints and adhesives, 5%
Other, 10%
Resins and fibres, 17%
Industrial chemicals, 36%
Soaps and toileteries, 6%
Pharmaceuticals15%
Canadian Chemical Sector: Revenue Share
Figure 3 Source: Statistics Canada
Each chemistry industry job results in 5 additional jobs across the Canadian economy
Chemistry Industry Association of Canada 6
Canada can supply the world with value-added products.
Canada is a major source of all the necessary ingre-
dients (energy, minerals, skilled workers) to pro-
duce chemicals. Canada has the potential to be-
come the world’s best upgrader of natural resources
into value-added manufactured chemicals for do-
mestic and global markets through several routes,
but these require vision at a national as well as pro-
vincial level. An energy strategy can optimize and
secure opportunities for adding value in the petro-
chemicals area.
All of Canada’s resources offer opportunities for
adding value. Hydroelectric and major initiatives
to advance mineral production in Ontario and
Quebec create opportunities for inorganic chemical
production. Forest products and agriculture are
sources for making biochemicals. And sustainable
development in all resource sectors opens up new
and growing opportunities for chemistry solutions
and service providers.
An energy strategy must be more than facilitation
of energy project approvals and expeditious deliv-
ery of our energy to a broader suite of export mar-
kets. Our energy extraction and production must
also serve Canadians, serve them well and serve
them responsibly.
Specifically, Canada’s chemical sector relies on
access to affordable energy to add value to re-
sources and manufacture products for Canadians
and for export (see figure 5). These are good jobs,
good careers (see figure 4).
41.5
34.4
25.4
23.1
21.7
20.3
19.8
19.1
18.2
16.0
Computer and Electronic Products
Chemicals
Petroleum Refining
Textile Mills
Other Manufacturing
Electrical Equipment
Machinery
Transportation Equipment
Beverage and Tobacco
Clothing
Percentage of Employees with University Degrees
Figure 4 Source: Industry Canada
By the Numbers—Adding Value to Energy
65.8
33.8
31.3
24.3
22.5
22.3
16.9
15.3
10.6
8.5
Transportation Equipment
Primary Metals
Chemicals
Machinery
Food
Petroleum Refining
Paper
Computers and electronics
Plastics and rubber products
Wood
Export Ranking - $ Billion
Figure 5 Source: Statistics Canada
7 Chemistry Industry Association of Canada
By the Numbers—Adding Value to Energy
Petrochemicals
Chemical companies use energy as both a fuel
and as a raw material or feedstock for chemical
production. The energy may be oil, gas, elec-
tricity or bio-based materials (see illustrations
1,2,3 and 4).
For the petrochemical sub-sector, members
take energy products, mainly the natural gas
liquid ethane and convert it into a broad range
of petrochemicals such as ethylene glycol, sty-
rene and polyethylene and beyond into fabri-
cated products and formulations.
Feedstock or raw materials are core to the
competitiveness of chemical producers, to
move along the value chains (see figure 6).
Recently across Canada there have been
supply-side constraints to growth and even to
operating existing assets at capacity. Canada’s
business of chemistry consumes and converts
15%-20% of the domestic gas “barrel”, yet we
are still short of supply to operate existing
plants.
Electrochemicals
In the chemical sector, electricity is a raw ma-
terial for manufacturing electrochemicals.
Through electrolytic chemistry our members
produce necessary products such as chlo-
rine, hydrogen peroxide and sodium
chlorate for many applications including
water treatment and pulp and paper pro-
duction. Similar to oil and gas, these
manufactured goods represent 5 times to
10 times added value, along with added
jobs, added taxes for governments and a
diversification of our economy, in par-
ticular in B.C., Manitoba and Quebec.
Competitive pricing and reliable delivery
of electricity are essential for our mem-
bers and the factors driving these can
vary considerably from one province to
the next.
Making it Happen
Canada needs to develop and implement the policies
that enhance the opportunities for extracting maxi-
mum value from energy resources, while respecting
market principles. Extending the accelerated capital
cost allowance (ACCA) on a permanent basis for
manufacturing machinery and equipment will en-
hance the competitiveness of value-added projects for
Canada. Adjustments to royalties to “favour” resource
upgrading can pay big dividends for Canadians as and
when corporate income tax is applied to higher value
goods produced here. In turn, the resultant diversi-
fied economy smoothes out the government revenues
equation, could dampen resource-base swings and
could diversify employment and career opportunities
right across Canada. The chemical industry has po-
tential for further expansion and wealth creation, pro-
vided we realize our goal to access new energy and
feedstock supply.
Future feedstock sources could include northern gas
and new supplies from B.C., Saskatchewan and Al-
berta through a “Western Canada Energy Hub” in ad-
dition to continued growth in oil sands upgrading
capacity. For a review of competitiveness factors spe-
cific to the development of the chemical sector, refer
to the Chemistry Industry Association of Canada
Chemistry solutions can address Canada’s environmental issues.
124.5
26.8
19.7
16.6
11.1
10.9
9.7
9.4
8.3
8.2
6.9
2.7
0.6
Manufactured Products
Styrene
Ethylene
Propylene
Xylenes
Ethane
Gasoline
Propane
Natural Gas
Diesel Fuel
SCO
Bitumen
Coal/Coke
The hydrocarbon value chain
Value
multiplier
Upgrading &
Gasification
increase value of low grade fuels
Using Nat Gas to produce
bitumendecreases value
Figure 6 Source: Alberta Government (Adapted from Purvin & Gertz, March 20, 2004)
Chemistry Industry Association of Canada 8
By the Numbers—Adding Value to Energy
(CIAC) competitiveness scorecards and support-
ing texts (http://www.canadianchemistry.ca/
industrybrnbspcompetitiveness/
competitivenessbrscorecardsbr/tabid/81/ctl/
detail/mid/455/itemid/195/national-and-regional
-competitiveness-scorecards-for-2012-2013.aspx).
A Broader Dialogue
CIAC believes that energy
must become a matter of
Canadian priority, bringing
together the federal and
provincial governments and
energy stakeholders to de-
velop a modern, compre-
hensive energy framework.
This should be designed to
achieve two strategic goals:
first, to bring long-term bal-
ance to Canadian and conti-
nental energy markets; and
secondly, to add value to at
least a portion of our energy resources in the
most sustainable way possible to create Canadian
0%
20%
40%
60%
80%
100%
0
50
100
150
200
250
300
1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012
Em
issi
on
s p
er u
nit
of
ou
tpu
t (1
99
2=10
0%
)
Em
issi
on
s in
Th
ou
san
d o
f T
on
nes
Total Emissions (Excluding Carbon Dioxide)
vs. Production
All Members Intensity
Current Members Intensity
All Members Emissions
Current Members Emissions
Projections
Source: “CIAC Report, Reducing Emissions 19”
wealth and jobs, products that improve everyday
living, and reduce our environmental footprint.
The chemistry industry is actively engaged in find-
ing solutions; our members are working with part-
ners in the energy sector to address emissions,
water use and site remediation issues (see figure 7
and Appendix 2).
Figure 7
MBSK
BC AB
QC
ON
9 Chemistry Industry Association of Canada
build our national economy and multiply the bene-
fits of our resources across the country.
2. Canada should recognize explicitly in any energy
strategy, framework or policy discussion that energy
cost, availability and access is a key to a highly com-
petitive and productive economy and can produce
huge value added manufacturing opportunities
throughout the country (i.e. chemistry, steel, petro-
leum products, aluminum, forest products) as well
as related service and technology sectors.
3. The chemistry industry is a key enabling sector that
can transform resources whether oil, gas, biomass,
and electricity into high value added products. It
should be recognized as an integral part of any en-
ergy strategy or framework at the federal or provin-
cial levels.
Across Canada, access to affordable and competitively-
priced energy drives economic growth and sustains
competitive advantage. Figure 8 illustrates where we
are located as we convert basic resources into products
for Canadians and for export. Competitive and
market-based access to energy for the chemical sector
is crucial to Canada’s value-added growth and capacity
for further value-added manufacturing.
Our industry is located across Canada, upgrading our resources
By the Numbers—Adding Value to Energy
Conclusion
CIAC supports policy initiatives that promote
sustainable development of diverse energy
supplies, energy conservation, and the concept
of using energy feedstock to produce high
value-added chemical products. At the same
time, energy development, environmental im-
provements and societal expectations should
advance cooperatively and not in conflict.
Chemistry solutions can address environ-
mental concerns and issues. Canada’s energy,
environmental and societal goals must be mu-
tually reinforcing and take industrial competi-
tiveness, value-added upgrading and sustain-
ability into account or risk creating significant
investment uncertainty.
Energy is a key component of economic well-
being and an essential input into an economy.
In summary:
1. Canada should take full advantage of our
abundant resources to maximize our re-
source development opportunities in the
energy industry in a sustainable and re-
sponsible way. As a nation we should take
full advantage of major projects that will
Figure 8
Chemistry Industry Association of Canada 10
By the Numbers—Adding Value to Energy
Chemistry Value Chains
By the Numbers—Adding Value to Energy
Chemistry Industry Association of Canada 11
Appendix 1
CIAC Comments on A Canadian Energy Strategy
Framework
To optimize a strategy one must carefully critique what is
presented and consider the issue in terms of overall bene-
fits to Canadians. An energy strategy is about more than
optimizing projects or profits or optimizing markets or
processes; it is also about achieving optimal quality of life
and overall public interest. In the EPIC document, the
core or fundamental principle is outlined on page 121,
paragraph 2:
“A fundamental principle in this discussion, however,
is that ultimately decisions about how Canadian en-
ergy resources should be developed, produced and
sold are best left to energy markets themselves, both
domestic and international, to resolve. Individual de-
cisions about who and where to sell an individual
firm’s energy production to and on what terms will
continue to be made by firms involved and different
market participants will have different opportunities,
with different views on which market opportunities
are most favourable for them. A critical role for gov-
ernments in this is to ensure that markets are enabled
to work efficiently, openly and fairly, while appropri-
ately safeguarding the environment and the rights of
all participants. This includes helping ensure that Ca-
nadian energy markets are open to global energy mar-
kets. And that in turn means, among other elements,
ensuring efficient, fair regulatory processes that can
expeditiously provide necessary energy transportation
infrastructure developed in a safe, environmentally
and socially responsible manner.”
While this optimizes development of primary energy, it
does not acknowledge the very real societal partnership
that is already taking place throughout the energy value
chain globally and the need to balance optimizing devel-
opment and markets with public interest. Decisions that
impact the nation require national consideration of op-
tions. The energy sector can and should provide solid
analysis and options and recommendations. The EPIC
paper does that. But energy, like any resource is a means
to an end. And any energy strategy is more than extrac-
tion and export optimization.
There is a portfolio approach to energy development
that sees some extraction and export, some upgrading
and some further refining into finished products.
Adding “some” further value to “some” basic re-
sources provides a diversity that optimizes opportuni-
ties for Canadians. That is portfolio development.
Climate Change
There are other areas that need serious debate and
coming back to the fundamental, the debate must
centre around optimizing; not just being fair or shar-
ing the pain. In the EPIC analysis, on page 27, carbon
management in the context of climate change is dis-
cussed. But, can the climate change issue be ad-
dressed by incrementality? If there is to be a global
solution to a global issue, then working at the mar-
gins is not enough and imposing costs our competi-
tors do not will hurt the economy and not help the
environment. Alberta is already imposing greater cli-
mate change obligations than nearly all other juris-
dictions and should not be looking to get even more
out of step by introducing additional requirements.
Along with continuous improvement we also need
breakthrough technologies, ones that are currently
unavailable or seem unattainable, must be sought and
found. In the meantime, a necessary alternative is
adaption. Globally every economy must invest in the
research and development that will provide future
solutions.
Energy Use
Beyond expanding energy markets, an energy strategy
for Canada must recognize that the use of energy
must also be included in discussions. Energy
(electricity, oil, gas, biomass, nuclear, wind, water,
solar) has many uses; consumption for its “energy”
value is just one use. Energy can be converted or se-
questered. CIAC will speak out on behalf of diversity.
This is about much more than market diversity; it is
about how Canadians can optimize the value of en-
ergy and any other resources. Moving along the value
chain adds value, wealth and opportunities for good
careers – the diversity it presents enables sharing a
bigger opportunity. Chemistry can add value across
energy and resource value chains across our country.
Chemistry Industry Association of Canada 12
By the Numbers—Adding Value to Energy
Appendix 2
Responsible Care® - Our Commitment to
Sustainability
CIAC is the national trade association of Canadian
chemical manufacturers, representing companies
that manufacture basic chemicals and resins.
Members range from family-owned companies to
affiliates of global enterprises. Together, these
companies generate revenues of more than $26
billion, representing over half of the total chemi-
cal sector which also includes fertilizers, pharma-
ceuticals and formulated products.
Responsible Care is the Association’s commitment
to sustainability – the betterment of society, the
environment and the economy. Our member op-
erations are bound and guided by the ethics and
principles of Responsible Care. A consequence of
these ethics, our members constantly innovate for
safer, more environmentally-friendly products and
processes, and work cooperatively to identify and
eliminate harm throughout the entire life cycle of
their products.
For a more complete description of the ethic and
the membership commitment to sustainable de-
velopment principles, visit
www.canadianchemistry.ca.
For Further information, please contact: David Podruzny Vice-President, Business and Economics Tel: (613) 237-6215 ext. 229 e-mail: [email protected]