INEOS Olefins & Polymers USA, LLC

Thanksgiving potluck at INEOS Olefins & Polymers USA, LLC. Super thankful to be here and be a part of this group!

Stop by and see us at the Lamar University Engineering Career Fair and learn about our exciting opportunities. 🗓 Date: September 12 🕒 Time: 12 pm - 4 pm 📍 Location: Rec Center Don't miss out on a chance to network, gain insights, and take a leap towards your career goals. #INEOS #ENGINEERING #PECKEM

More #OfficeFun Memories ... 🙂 #WeAreINEOS #WeLoveItHere

#WeAreINEOS #CircularEconomy

#GoodTimes with some #AmazingPeople 😊 #WeAreINEOS #WeLoveItHere

Happy National Nonprofit Day! Today we celebrate the incredible efforts of organizations whose missions are to make a positive impact on our communities. The INEOS ICAN Foundation’s mission is simple: Give kids a chance to grow up healthier and better educated. We are so grateful for the opportunity to inspire young people to reach their full protentional through movement and education. Our commitment to creating a brighter future for all is unwavering, and we are grateful for the support of our partners, donors, and volunteers. #NationalNonprofitDay #INEOSICANFoundation #InspireEnableEmpower

Asset Closures In 1999, BP merged with Amoco. By 2001 there was already some polypropylene industry rationalization going on. That’s when BP bought Solvay’s polypropylene assets. We made some hard decisions to rationalize assets, too. PP1 was the first asset built at Chocolate Bayou and in 2002 it was the first to be shut down. The second closures were the Cedar Bayou assets, also in 2002. Chocolate Bayou PP2 was taken down in 2008, followed by La Porte Lines 1 and 2 in 2009. All those units were highly energy intensive. Energy was very expensive at the time, which made the lines less competitive. So, hard economic decisions had to be made. It turned out that we would lose less money by shutting them down than by keeping them running. Additional expenses were incurred to make sure we put the assets in a safe state in the sense that they were completely dismantled and taken to the ground, which is consistent with our safety policy. But shuttering the assets prevented the ongoing economic bleeding. Those we’ve kept are serving us well. They’re more energy-efficient. And we’ve made strategic decisions on the product mixes. If you look at PP4, it's a classic example of a large asset that was built to service our downstream Amoco fabrics and fibers. We only had a few customers and three or four products on that line. If you look at that line today, the product mix varies considerably. We probably have 20 products on that line and run through them every month. It’s a very different strategy, where you're using a large asset and putting it through its paces, sweating the assets, as we like to say, not just for pounds, but for the right pounds for the right customer. Phil Fusco VP Commercial • O&P Polymers Commercial Marina View Started with Solvay in

#WeAreINEOS #TeamVibes #Throwback #GoodMemories

Rewarding I joined the INEOS Women’s Network and have loved every minute! Joining this group allowed me to network with other women in INEOS businesses and discuss issues we face while supporting one another. I even had the opportunity to serve as the Site Host at BMC for the INEOS Women's Network First International Women’s Day event. Our members gained valuable insights from guest speakers and made great connections. Through this organization, I was also chosen to speak at San Jacinto College’s “Girls Rise Up” STEM summer camp in July 2022. I talked about my journey and how math has been at the core of my education and career. Another event I attended through the Women’s Network is “Women in Industry” held at Moody Gardens in Galveston. This provides the opportunity to represent INEOS by sharing information about the company, personal experiences, and guidance on possible career paths for those in high school and college. Seeing women enter the workforce and providing information to help them be successful is very rewarding. Brianna Moore SHEQ/Project Manager • Logistics/Supply Chain Battleground Manufacturing Complex Started with INEOS Styrolution – Bayport in 2010

The 2008 financial crisis was years in the making. Home prices began to cool beginning in 2006. As a result, a few of the lenders–those who gave loans to borrowers with a poor credit history (called subprime loans) – began to file for bankruptcy in early 2007. By August, financial losses from subprime loan investments had created enough panic that global lending effectively froze. In September 2008 Lehman Brothers, a large investment banking company, collapsed; the biggest U.S. bankruptcy ever. When home prices began to fall, this created real distress for many Americans. Their homes were worth less than they paid for them, interest rates were rising, and they couldn’t sell those homes without owing money to their lenders. The most vulnerable subprime borrowers were trapped in mortgages they couldn't afford. When the bubble eventually burst, the mortgage banks were left with trillions of dollars of worthless investments. The Great Recession that followed cost many people their jobs, their savings, and their homes. The crisis brought INEOS to its knees. As Americans lost their jobs, savings, and homes, their purchasing power collapsed. This significantly reduced demand for our products in almost every sector. INEOS reacted by cutting costs and hoarding cash, but the banks that held our loans and bonds thought that INEOS was on the cusp of filing for bankruptcy. INEOS Capital convinced the banks that having existing management continue run the business was far better than having the banks try to step in. With this came the requirement to restructure our debt and pay fees of almost $1b. This created a tense and difficult transition, but the lessons learned were many and significant. Cost control measures and the conservative mindset developed during this period are still used today. We run leaner on staffing than many of our competitors, and prioritize investments for safety and production improvements. It was hard, but the company is now far better positioned to weather future economic storms. Tim Avery CFO Marina View Started with Amoco in 1988