| MAINTAIN INDUSTRY LEADERSHIP POSITIONS
| FOCUS ON ENHANCED RELATIONSHIPS WITH END CUSTOMERS |
MAINTAIN CASH COST LEADERSHIP POSITIONS |
BALANCE INVESTMENT IN GROWTH WITH SHAREHOLDER RETURNS |
FOCUS ON PEOPLE, COMMUNITIES, SAFETY AND ENVIRONMENT |
CONTINUED FOCUS ON BEST CORPORATE GOVERNANCE PRACTICES |
- We aspire to sustain a
leading market position in the
global fertiliser industry and
contribute to the global food
supply
- We are focused on meeting
the world’s growing demand
for food. We seek to take
advantage of our best-in-class
resource base by selectively
expanding production capacity
|
We ensure secure and
risk-free routes to market
through enhanced distribution
capabilities from the mines to
the farmers
|
We seek to maintain our leading
position in cost-efficiency among
potash producers
|
We are committed to retaining a robust
capital structure and maximising total
shareholder return
|
- We aim to be the employer of choice
among CIS companies and in the
mining industry
- We are pursuing the highest level of
health and safety practices to protect
our employees
- We take significant steps to minimise
the environmental impact of our
operations
- The Company participates actively in
the development of the cities and local
communities in which it operates
|
We are guided by the principles of
openness, transparency and risk
minimisation for all stakeholders and are
committed to continuous improvement
in our corporate governance practices
|
- Net revenue (potash segment)
- Achieved production
|
- Sales volume
- Production volume
|
- Cash COGS per tonne
- Maintenance CAPEX
- EBITDA margin
|
- Net debt/LTM EBITDA
- Expansion CAPEX
|
- Work-related fatal injury frequency rate (FIFR)
- Lost time injury frequency rate (LTIFR)
- Social investments
- Voluntary labour turnover
- Average annual wages (in the main production unit)
- Projects related to concern for local people and communities
|
- Credit rating maintenance
- The Company’s governance and
transparency are not negatively cited
by rating agencies / regulators
|
- Maximise revenue to create maximum value for all shareholders
- Stimulate growing demand for potash
- Increase potash capacity on
the lowest cost basis in the
industry; option to add more
volumes if economically viable
- Focus on products of the
highest quality, increase in
production volumes of granular
potash
|
- Strengthen customer
relationships and reliability of
supply
- Enhance logistics platform to
secure long-term supply in key
markets
- Focus on efficient distribution
in key markets
|
- Ensure operating performance
and efficiency to provide
continued industry leadership
- Invest in existing capacity
and infrastructure in order
to ensure maximised margin
through the commodity price
cycle
|
- Retain an efficient capital structure
- Maintain balanced approach to
capital investment and robust capital
discipline
- Return to shareholders through the
buyback of ordinary shares in the
event of non-payment of dividends
|
- Seek to be regional and industry
employer of choice
- Focus on workplace safety, employee
and community development
- Operate in a socially responsible
manner, minimising environmental
impact of operations
|
Remain committed to openness,
transparency and risk mitigation for all
stakeholders
|
- Potash price decrease
- Potash demand decline
- Political, legal and regulatory
risks
|
- Loss of share in specific
markets
- Reduction in production and
capacity
- Political, legal and regulatory
risks
|
- Inflation and currency
fluctuations
- Non-fulfilment of obligations
by contractors or suppliers
- Expenditure increase
|
- Failure to meet targets set for
investment projects
- Inflation and currency fluctuations
|
- Lack of qualified employees
- Non-compliance with environmental
and health and safety regulations
- Environmental risks and risks related
to mining operations
- Risks related to the incidents at
Berezniki-1 and Solikamsk-2
|
- Political, legal and regulatory risks
- Compliance with applicable legislation
and internal policies
|
