Eastman has made sustainability integral to our strategy, driven by innovation and focused always on people. Eastman has the responsibility and opportunity to lead, joining others to address climate change, mainstream circularity as an economic model, and build a more inclusive and equitable world. As sustainable innovation drives our approach to each of these topics, we have set collective goals to further embed sustainability standards into the operating model of our company. Eastman is dedicated to the integrity of our reporting, celebrating progress and examining where we improvements can be made.
Together, we can create A Better Circle.
Mitigating climate change|
|Reduce our absolute Scope 1 and 2 greenhouse gas emissions by one-third by 2030 to achieve carbon neutrality by 2050 ||We have reduced our absolute Scope 1 and 2 greenhouse gas emissions by 13.8%, measuring from our 2017 baseline. We have also received review-level assurance from PricewaterhouseCoopers LLP (PwC) in accordance with attestation standards established by the American Institute of Public Accountants (AICPA) over our Scope 1 and 2 greenhouse gas emissions for the year ended December 31, 2021. |
|(NEW) 100% of North America region and EU purchased electricity will be renewable by 2030 ||We have achieved 10% of our renewable energy goal and expect additional progress later this year, through the procurement of renewable energy for additional large U.S. manufacturing sites by the end of 2022.
|Eastman is committed to comprehensively understanding our downstream Scope 3 footprint and developing a strategy that begins to address it ||Eastman is at the beginning of our Scope 3 journey, and we acknowledge that there is much more work to do. Eastman has instituted a cross-functional steering team focused on the quantification and reduction of Scope 3 emissions. Looking upstream, Eastman is actively participating in a Together for Sustainability (TfS) workstream focused on developing and launching a standard guideline for consistent product carbon footprints across chemical supply chains. To understand the implications of our downstream impact, we have engaged with an external consultant. While reducing emissions that are directly in our control is the priority, we are collaboratively working with key customers and actively looking for opportunities to reduce product footprints. In addition, we are focused on scaling the efficiency of our downstream transportation and logistics.|
We will continue to expand the capabilities of conducting life cycle assessments (LCA), analyzing the potential cradle-to-gate environmental impacts of our products and their implied impact along the value chain.
|Innovate to provide products that enable energy savings and greenhouse gas reduction down |
our value chains and at the
|Eastman is accelerating the sustainability of its innovation pipeline, developing a deep understanding of how our materials perform within our customer’s products and across the value chain. Eastman is actively reducing our product footprints through our operations and manufacturing processes while bringing new products to market that |
help end consumers realize energy savings. Our best examples include
specialty plastics circular economy solutions (Renew), Saflex™ next-generation acoustic
and headup displays, Aventa™ compostable single-use food service polymers,
Tetrashield™ high-performance polyester coatings, and Naia™ filament and staple fibers
|Recycle more than 500 million pounds of plastic waste annually |
by 2030 via molecular recycling technologies, with a commitment to recycle 250 million pounds annually by 2025
|Eastman recycled 12.7 million pounds of plastic waste in 2021. Our recycling progress will see a sharp upward spike in 2023 when operation begins at our new molecular recycling facility in Kingsport, Tennessee which will be one of the world’s largest.
|Catalyze improvement of the recycling system by continuing |
to expand capabilities to recycle
more complex products and by participating in initiatives and collaborations to drive increased collection
|In 2019, energy intensity improved 12.3% compared to the 2008 baseline, a 1.4% improvement over 2018. Eastman follows the U.S. Department of Energy's energy intensity baseline and tracking guidance to quantify percent improvement. In June 2022, |
Eastman joined The Recycling Partnership’s PET Recycling Coalition as a steering
team member, which will focus on increasing capture of PET bottles, broadening
acceptance of non-bottle rigid items and strengthening recycling systems for pigmented and
opaque PET. The coalition aims to increase capture by 250 million pounds annually
within 5 years.
Eastman and Domtar entered into an agreement with The Recycling Partnership to complete a feasibility study to understand the type and capacity of a MRF that the region could support and to engage with local stakeholders. By early 2023, the goal is to have a conceptual roadmap for building a processing facility and starting/restarting recycling collection in the region. The measure is normalized for weather and production. For additional context, due to resource constraints and a move to more specialty chemicals and materials that tend to be more energy intensive, energy intensity improvement began to plateau. Recognizing this trend, a pilot effort was initiated at Eastman’s largest plant site (Kingsport) to add additional chemical process expertise to the effort and shift emphasis to the demand side. In addition, steam and power optimizers have been implemented at Eastman’s two largest sites (Kingsport and Longview, Texas).
Caring for society|
|Achieve gender parity in alignment with our commitment to Paradigm for Parity
||In 2021, we increased gender parity to 37%, moving toward our goal to achieve 50% by 2030. |
|Be a leader for racial equity within our industry sector ||In 2022, we are focused on building a more racially and ethnically diverse talent pool by increasing investments in diversity sourcing, requiring diverse candidate slates, and strengthening partnerships with universities, racially/ethnically diverse campus organizations, and Future of STEM Scholars Initiative (FOSSI). |
|Drive new product innovations that advance solutions for society’s most pressing needs while ensuring product safety and transparency
||It is our responsibility to develop new molecules, products, and applications to address disruptive macro trends at the molecular level, making a difference in everyday lives while enhancing the quality of life around the world. While all the products we manufacture are safe for our employees to handle and for our customers to use, our best examples include Animal nutrition fat-coated butyrate and Keitex™ products, biodegradable personal care microbeads, and sustainable additives for our coatings and care businesses. |
|Achieve top quartile performance as measured against American Chemistry Council (ACC) and American Fuel & Petrochemical Manufacturers (AFPM) companies||Formation of an executive team Process Safety Governance Council has elevated the oversight of the process safety vision/strategy to the executive level. Corporate strategy for achieving top quartile performance includes four main initiatives: 1) asset integrity excellence, 2) essential operating and maintenance disciplines (EOD/EMD) excellence, 3) process hazard analysis excellence and 4) facilities siting excellence. Organizational changes as well as development and implementation of new procedures/processes to support these initiatives were completed in Q1/Q2 2022.|
|Process safety events (PSE) Tier 1 + Tier 2 = 0.10 (reduction in events by 80% in 10 years)|
Eastman has adopted a process safety "challenged site" process to focus resources based on an analysis of event data. This data-based approach on performance improvement is being implemented.
|Zero serious injury and fatality (SIF) events|
Eastman recognizes the challenge of eliminating serious injuries across all locations; however, we accept this as a necessary goal. To advance progress, we have implemented a “challenged site” program. By analyzing data, we have targeted the areas with the most risk for SIF events. Resources have been deployed to engage with the area personnel to assess processes and culture and execute on specific initiatives to drive improvement.
|Zero potential serious injury and fatality events (P-SIF) associated with life-critical processes||Eastman expects flawless execution of our life-critical processes (LCP). Because of this, we have established that, by definition, any identified gap in the performance of an LCP shall be classified as a P-SIF event. Additional emphasis has been placed on LCP audits and leadership engagement in this space to improve operational discipline and implementation.|
| Continue development of new environmental performance indicators that provide a global measure of environmental performance||In 2021, Eastman defined a process to identify key environmental performance indicators and implemented a modern environmental management system, which included performance dashboards to track progress against environmental key performance indicators. The new system enables more efficient data collection and visualization to assist facilities and the organization in identification of opportunities to improve both short- and long-term operational metrics. Establishment of baseline is well underway as of 2022, with the focus on achieving a 75% reduction by 2030.
|Metric defined and implemented 2021; establish baseline in 2022; achieve a 75% reduction by 2030
||In 2021, Eastman defined a process to identify key environmental performance indicators and implemented a modern environmental management system, which included performance dashboards to track progress against environmental key performance indicators. The new system enables more efficient data collection and visualization to assist facilities and the organization in identification of opportunities to improve both short- and long-term operational metrics. Establishment of baseline is well underway as of 2022, with the focus on achieving a 75% reduction by 2030.
|Working toward goal of implementing Operation Clean Sweep® blue and plan to publicly report on pellet spills before the end of 2021
We have met our goal and are now committed to the Operation Clean Sweep® blue program. We have also enhanced our internal reporting to better capture data associated with pellet, flake and powder containment loss. We are pleased to report that there have been no reportable plastic pellet losses to the environment outside company-operated facilities
|95% reduction in SO2 by 2030 compared to 2017 baseline
||65% reduction from 2017 to 2021
|50% reduction in NOx by 2030 compared to 2017 baseline ||50% reduction in NOx by 2030 compared to 2017 baseline