The document provides information about Potash Corporation of Saskatchewan Inc. It discusses the company's history, products and services, customers, and CSR activities. PotashCorp is a Canadian corporation that is the world's largest potash producer and third largest producer of nitrogen and phosphate. It has over 5,700 employees and generates annual revenue of over $8 billion. The company offers various fertilizers and feed products to customers around the world.
The best stock broker and share broker in India, Rudra Shares & Stock Brokers Ltd. is member of all the leading Equity & commodity exchanges in india, dealing in stocks, shares, commodity & currency serving clientele in 18 states through 175 business partners.
Financial Analysis of Fatima fertilizer Company limitedعرفان محسن
The document provides information about Fatima Group, a leading business conglomerate in Pakistan. It was founded in 1988 by Mukhtar A. Sheikh and has since expanded into various sectors including textiles, fertilizers, sugar, and others. Key subsidiaries mentioned include Reliance Weaving Mills, Fatima Fertilizers, and Fatima Sugar Mills. Financial information for Fatima Fertilizers for 2013 is also presented, including income statements, balance sheets, key financial ratios, and shareholding patterns.
Since the early part of this century, the fast-paced development of Alberta’s oil sands and the push for more pipelines across the country have driven Canada’s economic fortunes. Indeed, the Toronto Stock Exchange is one of the most carbon-intensive exchanges in the world — with over 25 per cent market capitalization in the oil and gas sector. Changes in energy markets (including booming domestic production in the U.S. and decreasing global demand) have depressed energy prices, and the effects are felt in the broader Canadian economy. We are optimistic that the Canadian food, beverage and agribusiness sector presents a viable and attractive alternative for investors today for a safe harbour from the upheaval in global energy markets. As a northern latitude area, the Canadian Prairies are expected to experience temperature increases by a multiple of global averages, which in turn increases growing seasons. These environmental shifts are also expected to increase crop yields and the diversity of crops that can be cultivated. We anticipate Canada’s position to continue to improve as a lead global exporter as it benefits from improving agricultural conditions in the Prairies and increasing global demand.
plains all american pipeline 2007 10-K Part 1finance13
Plains All American Pipeline, L.P. is a Delaware limited partnership engaged in transportation, storage, terminalling and marketing of crude oil, refined products and liquefied petroleum gas. It operates through three segments: transportation, facilities, and marketing. The document provides an overview of Plains All American Pipeline's operations, business strategy, and organizational structure.
Potash Ridge Corporation is developing the Premium Potash Project in Utah to produce sulphate of potash (SOP) fertilizer. The project involves surface mining of an alunite deposit containing potash and processing it using a proven method. The prefeasibility study estimates average annual production of 645,000 tons of SOP over a 40-year mine life. The study indicates a $1.0 billion after-tax NPV with a 20.5% IRR, establishing the project as a potential low-cost SOP producer. Potash Ridge has a experienced management team with a combined 80+ years in the mining industry.
Potash Ridge Corporation is developing the Premium Potash Project in Utah to produce sulphate of potash (SOP) fertilizer from its Blawn Mountain property. A prefeasibility study estimates average annual production of 645,000 tons of SOP over a 40-year mine life. The project has an after-tax net present value of $1 billion and internal rate of return of 20.5%. The simple, proven process involves surface mining, calcination, leaching and crystallization to produce SOP from the alunite ore. An experienced management team will utilize $1.1 billion in previously completed development work to permit and construct the project, with initial production expected in 2017.
RIL is merging with RPL to unlock synergies from combined operations. The merger will enhance RIL's competitiveness in the energy value chain by providing access to RPL's state-of-the-art refinery with superior product slate and margins. As an integrated energy company, RIL will receive higher valuations than as separate refining entities. The merger creates one of the world's largest refining companies and producers of ultra-clean fuels.
Mari Gas Company Limited is one of the largest oil and gas exploration and production companies in Pakistan. It owns and operates the Mari Gas Field, the country's second largest gas field. The company supplies natural gas to various fertilizer plants and other customers. Mari Gas is seeking to develop new gas fields and discover new reserves to meet Pakistan's growing energy needs through strategic investments and community development initiatives.
The best stock broker and share broker in India, Rudra Shares & Stock Brokers Ltd. is member of all the leading Equity & commodity exchanges in india, dealing in stocks, shares, commodity & currency serving clientele in 18 states through 175 business partners.
Financial Analysis of Fatima fertilizer Company limitedعرفان محسن
The document provides information about Fatima Group, a leading business conglomerate in Pakistan. It was founded in 1988 by Mukhtar A. Sheikh and has since expanded into various sectors including textiles, fertilizers, sugar, and others. Key subsidiaries mentioned include Reliance Weaving Mills, Fatima Fertilizers, and Fatima Sugar Mills. Financial information for Fatima Fertilizers for 2013 is also presented, including income statements, balance sheets, key financial ratios, and shareholding patterns.
Since the early part of this century, the fast-paced development of Alberta’s oil sands and the push for more pipelines across the country have driven Canada’s economic fortunes. Indeed, the Toronto Stock Exchange is one of the most carbon-intensive exchanges in the world — with over 25 per cent market capitalization in the oil and gas sector. Changes in energy markets (including booming domestic production in the U.S. and decreasing global demand) have depressed energy prices, and the effects are felt in the broader Canadian economy. We are optimistic that the Canadian food, beverage and agribusiness sector presents a viable and attractive alternative for investors today for a safe harbour from the upheaval in global energy markets. As a northern latitude area, the Canadian Prairies are expected to experience temperature increases by a multiple of global averages, which in turn increases growing seasons. These environmental shifts are also expected to increase crop yields and the diversity of crops that can be cultivated. We anticipate Canada’s position to continue to improve as a lead global exporter as it benefits from improving agricultural conditions in the Prairies and increasing global demand.
plains all american pipeline 2007 10-K Part 1finance13
Plains All American Pipeline, L.P. is a Delaware limited partnership engaged in transportation, storage, terminalling and marketing of crude oil, refined products and liquefied petroleum gas. It operates through three segments: transportation, facilities, and marketing. The document provides an overview of Plains All American Pipeline's operations, business strategy, and organizational structure.
Potash Ridge Corporation is developing the Premium Potash Project in Utah to produce sulphate of potash (SOP) fertilizer. The project involves surface mining of an alunite deposit containing potash and processing it using a proven method. The prefeasibility study estimates average annual production of 645,000 tons of SOP over a 40-year mine life. The study indicates a $1.0 billion after-tax NPV with a 20.5% IRR, establishing the project as a potential low-cost SOP producer. Potash Ridge has a experienced management team with a combined 80+ years in the mining industry.
Potash Ridge Corporation is developing the Premium Potash Project in Utah to produce sulphate of potash (SOP) fertilizer from its Blawn Mountain property. A prefeasibility study estimates average annual production of 645,000 tons of SOP over a 40-year mine life. The project has an after-tax net present value of $1 billion and internal rate of return of 20.5%. The simple, proven process involves surface mining, calcination, leaching and crystallization to produce SOP from the alunite ore. An experienced management team will utilize $1.1 billion in previously completed development work to permit and construct the project, with initial production expected in 2017.
RIL is merging with RPL to unlock synergies from combined operations. The merger will enhance RIL's competitiveness in the energy value chain by providing access to RPL's state-of-the-art refinery with superior product slate and margins. As an integrated energy company, RIL will receive higher valuations than as separate refining entities. The merger creates one of the world's largest refining companies and producers of ultra-clean fuels.
Mari Gas Company Limited is one of the largest oil and gas exploration and production companies in Pakistan. It owns and operates the Mari Gas Field, the country's second largest gas field. The company supplies natural gas to various fertilizer plants and other customers. Mari Gas is seeking to develop new gas fields and discover new reserves to meet Pakistan's growing energy needs through strategic investments and community development initiatives.
- Colombia's mineral production was dominated by fuel sector such as petroleum and coal. Petroleum exports accounted for 27% of total exports while coal was the largest non-petroleum mineral export.
- The government passed several laws in 2002 aimed at promoting mineral development, including legalizing informal mining and establishing new royalty rates for various minerals.
- Several key minerals saw production decreases in 2002 compared to 2001, with the exception of ferronickel and iron ore which increased. Coal and nickel remained the top minerals by production value after petroleum.
The Roy Hill Railway uses various technologies in its locomotives, ore cars, and track infrastructure to optimize operations and maintenance:
1) Locomotives use distributed power, remote control, and monitoring systems to increase efficiency and safety. Data is sent via WIMAX to experts for real-time diagnostics and problem-solving.
2) The communication-based signalling system uses in-cab displays, GPS, and electronic authorities to manage train movements.
3) Ore cars have auto-braking and low-friction bogies to improve performance. Wayside detectors monitor brake and wheel wear performance.
4) Track infrastructure utilizes rail profile, corrosion, and ground monitoring to maintain quality and predict
This document provides an overview of German bank involvement in financing mining companies operating in the Philippines. It finds that 12 German banks have relationships with one or more of the 22 companies researched, though involvement is often limited. Deutsche Bank and Commerzbank (which acquired Dresdner Bank) are the most actively involved as main lenders and underwriters. Other banks have shareholdings but on a smaller scale. Overall, German bank financing of Philippines mining does not appear very substantial compared to banks from other countries.
BHP Billiton Petroleum had a strong financial year in 2012 with increased production and revenues. Production volumes increased 40% to over 600,000 barrels of oil equivalent per day due to the acquisition and integration of Onshore US shale assets from Petrohawk Energy Corporation. Overall revenues increased by over 20% compared to 2011. BHP Billiton Petroleum continues to focus on operational excellence across its global conventional and unconventional oil and gas operations to deliver strong financial performance through increased production and efficiencies.
The document provides information on the petroleum industry in Pakistan, including its history and current status. It discusses upstream industries such as exploration and production services companies like Schlumberger, Weatherford, and Halliburton. It also covers downstream industries such as marketing companies and refineries. Major operator companies active in Pakistan are also outlined, including their operations and production statistics. Challenges facing the petroleum industry in Pakistan are also summarized.
This document summarizes Pepsi's entry into the Indian market in the late 1980s and the challenges they faced. Pepsi made multiple attempts to enter India but faced political and regulatory hurdles. They eventually succeeded by promising large investments in rural development, food processing, and job creation. However, Pepsi only partially fulfilled these promises. Economic liberalization in the 1990s benefited Pepsi by removing restrictions and allowing private equity investment, allowing the company to focus solely on soft drinks. While criticized for broken promises, Pepsi's farming projects did increase India's tomato production.
The document provides details about PepsiCo's entry and operations in India from 1977-1991. Some key points:
- PepsiCo first saw opportunity in India after Coca-Cola departed in 1977. It made two proposals in 1985 to enter the market that were rejected due to concerns around foreign ownership.
- An agreement was finally reached in 1988 after much negotiation. It allowed PepsiCo 39.9% ownership with conditions like exporting $150M over 10 years and limiting soft drink sales.
- PepsiCo began snack food production in 1990 and soft drinks in summer 1990. However, the new government expressed concerns about foreign investment deals, threatening the agreement.
- Economic liberalization in 1991
The document summarizes Potash Ridge Corporation's Premium Potash Project located at its Blawn Mountain property in Utah. Some key points:
- The project involves surface mining of an alunite deposit to produce an average of 645,000 tons of sulphate of potash (SOP) per year over a 40-year mine life.
- A prefeasibility study completed in 2013 found the project has a $1 billion NPV and 20.5% IRR, with initial capital costs of $1.1 billion and operating costs of $173/ton for SOP.
- The project is driven by an experienced management team and benefits from prior development work completed in the 1970s
I need help with this case study. I was hoping someone could give me.pdfallurafashions98
I need help with this case study. I was hoping someone could give me some insight into this
question.
Question: Identify and define PepsiCos corporate business strategies used in each consumer
business segment in the year 2018.
I know this question requires a lot of reading, so if you are willing to answer, I greatly appreciate
the time you have spent helping me.
epsiCo was the world's largest snack and bever- In addition to focusing on strategies designed to
age company, with 2017 net revenues of approxi- deliver revenue and earnings growth, the
company mately $63.5 billion. The company's portfolio maintained an aggressive share
repurchase and diviof businesses in 2018 included Frito-Lay salty snacks, dend policy, with a
planned $7 billion returned to Quaker Chewy granola bars, Pepsi soft-drink products,
shareholders in 2018 through share repurchases of Tropicana orange juice, Lipton Brisk tea,
Gatorade, $2 billion and dividends of approximately $5 billion. Propel, Bubly, Quaker Oatmeal,
Cap'n Crunch, The company bolstered its cash returns through careAquafina, Rice-A-Roni, Aunt
Jemima pancake mix, fully considered capital expenditures and acquisitions and many other
regularly consumed products. The and a focus on operational excellence. Its Performance
company viewed the lineup as highly complemen- with Purpose plan utilized investments in
manufacturtary since most of its products could be consumed ing automation, a rationalized
global manufacturing together. For example, Tropicana orange juice might plan, and
reengineered distribution systems to drive be consumed during breakfast with Quaker Oatmeal,
efficiency. In addition, the company's Performance Stacy's pita chips and Sabra hummus might
make a with Purpose plan was focused on minimizing the nice snack, and Doritos and a
Mountain Dew might company's impact on the environment by lowering be part of someone's
lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use ness lineup
included 22$1 billion global brands. of packaging material, providing a safe and inclusive The
company's top managers were focused on workplace for employees, and supporting and
investsustaining the impressive performance through strat- ing in the local communities in which
it operated. For egies keyed to product innovation, close relationships example, PepsiCo had
expanded access to safe water with distribution allies, international expansion, to nearly 16
million people in water-stressed parts and strategic acquisitions. Newly introduced prod- of the
world between 2006 and 2018. In addition, ucts such as Bubly sparkling water, Mountain Dew
Performance with Purpose planned to reduce average Ice, Doritos Blaze tortilla chips, Sweet
Potato Sun sugars, saturated fat, and sodium in its food and beverChips, LIFEWTR functional
waters, Lemon Lemon age portfolio each year through 2025 and saved more sparkling lemonade,
and the 1893 premium line of than $600 million in operating expenses by 2016 . .
The document summarizes Potash Ridge Corporation's Premium Potash Project in Utah. It discusses the project's proven management team, the large surface deposit of alunite ore that can be processed into sulphate of potash (SOP) fertilizer, and the prefeasibility study showing positive economics including a $1 billion NPV and 20.5% IRR over a 40-year mine life. The project benefits from the region's mining infrastructure and support, as well as an advanced permitting process.
I need help with conducting a 9-cell industry attractiveness and bus.pdfallurafashions98
I need help with conducting a 9-cell industry attractiveness and business strength matrix, and
then I need to explain my findings in detail. epsiCo was the world's largest snack and bever- In
addition to focusing on strategies designed to age company, with 2017 net revenues of approxi-
deliver revenue and earnings growth, the company mately $63.5 billion. The company's portfolio
maintained an aggressive share repurchase and diviof businesses in 2018 included Frito-Lay
salty snacks, dend policy, with a planned $7 billion returned to Quaker Chewy granola bars,
Pepsi soft-drink products, shareholders in 2018 through share repurchases of Tropicana orange
juice, Lipton Brisk tea, Gatorade, $2 billion and dividends of approximately $5 billion. Propel,
Bubly, Quaker Oatmeal, Cap'n Crunch, The company bolstered its cash returns through
careAquafina, Rice-A-Roni, Aunt Jemima pancake mix, fully considered capital expenditures
and acquisitions and many other regularly consumed products. The and a focus on operational
excellence. Its Performance company viewed the lineup as highly complemen- with Purpose
plan utilized investments in manufacturtary since most of its products could be consumed ing
automation, a rationalized global manufacturing together. For example, Tropicana orange juice
might plan, and reengineered distribution systems to drive be consumed during breakfast with
Quaker Oatmeal, efficiency. In addition, the company's Performance Stacy's pita chips and Sabra
hummus might make a with Purpose plan was focused on minimizing the nice snack, and Doritos
and a Mountain Dew might company's impact on the environment by lowering be part of
someone's lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use
ness lineup included 22$1 billion global brands. of packaging material, providing a safe and
inclusive The company's top managers were focused on workplace for employees, and
supporting and investsustaining the impressive performance through strat- ing in the local
communities in which it operated. For egies keyed to product innovation, close relationships
example, PepsiCo had expanded access to safe water with distribution allies, international
expansion, to nearly 16 million people in water-stressed parts and strategic acquisitions. Newly
introduced prod- of the world between 2006 and 2018. In addition, ucts such as Bubly sparkling
water, Mountain Dew Performance with Purpose planned to reduce average Ice, Doritos Blaze
tortilla chips, Sweet Potato Sun sugars, saturated fat, and sodium in its food and beverChips,
LIFEWTR functional waters, Lemon Lemon age portfolio each year through 2025 and saved
more sparkling lemonade, and the 1893 premium line of than $600 million in operating expenses
by 2016 . flavored colas accounted for 15 to 20 percent of all Even though the company had
recorded a new growth in recent years. New product innovations number of impressive
achievements over the past that addressed consumer health an.
Please write a detailed assessment of the long-term advantages and d.pdfamarndsons
Please write a detailed assessment of the long-term advantages and disadvantages of the
industries stated in PepsiCos business portfolio. epsiCo was the world's largest snack and bever-
In addition to focusing on strategies designed to age company, with 2017 net revenues of
approxi- deliver revenue and earnings growth, the company mately $63.5 billion. The company's
portfolio maintained an aggressive share repurchase and diviof businesses in 2018 included
Frito-Lay salty snacks, dend policy, with a planned $7 billion returned to Quaker Chewy granola
bars, Pepsi soft-drink products, shareholders in 2018 through share repurchases of Tropicana
orange juice, Lipton Brisk tea, Gatorade, $2 billion and dividends of approximately $5 billion.
Propel, Bubly, Quaker Oatmeal, Cap'n Crunch, The company bolstered its cash returns through
careAquafina, Rice-A-Roni, Aunt Jemima pancake mix, fully considered capital expenditures
and acquisitions and many other regularly consumed products. The and a focus on operational
excellence. Its Performance company viewed the lineup as highly complemen- with Purpose
plan utilized investments in manufacturtary since most of its products could be consumed ing
automation, a rationalized global manufacturing together. For example, Tropicana orange juice
might plan, and reengineered distribution systems to drive be consumed during breakfast with
Quaker Oatmeal, efficiency. In addition, the company's Performance Stacy's pita chips and Sabra
hummus might make a with Purpose plan was focused on minimizing the nice snack, and Doritos
and a Mountain Dew might company's impact on the environment by lowering be part of
someone's lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use
ness lineup included 22$1 billion global brands. of packaging material, providing a safe and
inclusive The company's top managers were focused on workplace for employees, and
supporting and investsustaining the impressive performance through strat- ing in the local
communities in which it operated. For egies keyed to product innovation, close relationships
example, PepsiCo had expanded access to safe water with distribution allies, international
expansion, to nearly 16 million people in water-stressed parts and strategic acquisitions. Newly
introduced prod- of the world between 2006 and 2018. In addition, ucts such as Bubly sparkling
water, Mountain Dew Performance with Purpose planned to reduce average Ice, Doritos Blaze
tortilla chips, Sweet Potato Sun sugars, saturated fat, and sodium in its food and beverChips,
LIFEWTR functional waters, Lemon Lemon age portfolio each year through 2025 and saved
more sparkling lemonade, and the 1893 premium line of than $600 million in operating expenses
by 2016 . flavored colas accounted for 15 to 20 percent of all Even though the company had
recorded a new growth in recent years. New product innovations number of impressive
achievements over the past that addressed consumer health and w.
The presentation is on "Value Addition of Peas and Plant Protein" by More Than Protein Ingredients, Ltd. Author Raj. A project in from Canada presented at Plant Protein and Atlantic Canada Conference in partnership with ECODA, Springboard and Dalhousie University, Halifax, Nova Scotia, Canada.
Pepsi struggled for over 5 years to enter the Indian market, facing significant opposition. It eventually gained approval in 1988 by agreeing to invest over $1 billion and make various promises around job creation, agricultural development, and export promotion. However, Pepsi broke many of these promises over time as its priorities shifted towards beverage sales. While its entry provided some benefits to Indian farmers and increased tomato production, Pepsi largely failed to fulfill its original commitments around rural employment and food processing. The Indian economy's later liberalization in the 1990s greatly benefited Pepsi by loosening restrictions.
PepsiCo believes that business performance is connected to its commitment to communities. It aims to continually improve the world through its operations. PepsiCo was founded in 1898 and sells convenient foods and beverages worldwide. It has a large market share in carbonated drinks and snacks. PepsiCo focuses on financial returns, employee growth, and acting with integrity. It uses strategies like acquisitions, R&D investments, and expanding in emerging markets to drive growth.
Please write a detailed post responding to this question.Question.pdfamarndsons
Please write a detailed post responding to this question.
Question: Examine if PepsiCo's business portfolio exhibits a good strategic fit. Then identify
visible value-chain match-ups, skills transfer, cost-sharing, or brand-sharing opportunities.
epsiCo was the world's largest snack and bever- In addition to focusing on strategies designed to
age company, with 2017 net revenues of approxi- deliver revenue and earnings growth, the
company mately $63.5 billion. The company's portfolio maintained an aggressive share
repurchase and diviof businesses in 2018 included Frito-Lay salty snacks, dend policy, with a
planned $7 billion returned to Quaker Chewy granola bars, Pepsi soft-drink products,
shareholders in 2018 through share repurchases of Tropicana orange juice, Lipton Brisk tea,
Gatorade, $2 billion and dividends of approximately $5 billion. Propel, Bubly, Quaker Oatmeal,
Cap'n Crunch, The company bolstered its cash returns through careAquafina, Rice-A-Roni, Aunt
Jemima pancake mix, fully considered capital expenditures and acquisitions and many other
regularly consumed products. The and a focus on operational excellence. Its Performance
company viewed the lineup as highly complemen- with Purpose plan utilized investments in
manufacturtary since most of its products could be consumed ing automation, a rationalized
global manufacturing together. For example, Tropicana orange juice might plan, and
reengineered distribution systems to drive be consumed during breakfast with Quaker Oatmeal,
efficiency. In addition, the company's Performance Stacy's pita chips and Sabra hummus might
make a with Purpose plan was focused on minimizing the nice snack, and Doritos and a
Mountain Dew might company's impact on the environment by lowering be part of someone's
lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use ness lineup
included 22$1 billion global brands. of packaging material, providing a safe and inclusive The
company's top managers were focused on workplace for employees, and supporting and
investsustaining the impressive performance through strat- ing in the local communities in which
it operated. For egies keyed to product innovation, close relationships example, PepsiCo had
expanded access to safe water with distribution allies, international expansion, to nearly 16
million people in water-stressed parts and strategic acquisitions. Newly introduced prod- of the
world between 2006 and 2018. In addition, ucts such as Bubly sparkling water, Mountain Dew
Performance with Purpose planned to reduce average Ice, Doritos Blaze tortilla chips, Sweet
Potato Sun sugars, saturated fat, and sodium in its food and beverChips, LIFEWTR functional
waters, Lemon Lemon age portfolio each year through 2025 and saved more sparkling lemonade,
and the 1893 premium line of than $600 million in operating expenses by 2016 . flavored colas
accounted for 15 to 20 percent of all Even though the company had recorded a new growth in
recent years..
7th USA Open Innovation Conf April 17, 2013 Tate Lyle SODA-LO(TM) Go2Market ...Frank Truong
Frank Truong from Tate & Lyle will present on developing a global go-to-market plan for commercializing new technology investments. The presentation will introduce Tate & Lyle's SODA-LOTM salt microspheres technology for reducing salt and sodium in foods. Truong will discuss analyzing market trends and customer needs, developing joint commercial and technical plans with global and local teams, and obtaining support from potential investment partners by sharing the global plan. The amount of global resources and time required to successfully commercialize new technologies can be significant. It is important to manage partners' expectations and define success criteria for the business plan.
PepsiCo is a Fortune 500 company headquartered in New York that manufactures and markets beverages and snacks. Its main product is Pepsi Cola, which sells over 100 billion cans per year. PepsiCo was formed through mergers and acquisitions of brands like Frito-Lay, Quaker Oats, Gatorade, Tropicana, and others. It operates globally with products in nearly 200 countries and regions. Indra Nooyi has been CEO since 2006 and has focused on healthier products and sustainability. PepsiCo is organized into divisions for Americas Foods, Americas Beverages, and International markets.
- Colombia's mineral production was dominated by fuel sector such as petroleum and coal. Petroleum exports accounted for 27% of total exports while coal was the largest non-petroleum mineral export.
- The government passed several laws in 2002 aimed at promoting mineral development, including legalizing informal mining and establishing new royalty rates for various minerals.
- Several key minerals saw production decreases in 2002 compared to 2001, with the exception of ferronickel and iron ore which increased. Coal and nickel remained the top minerals by production value after petroleum.
The Roy Hill Railway uses various technologies in its locomotives, ore cars, and track infrastructure to optimize operations and maintenance:
1) Locomotives use distributed power, remote control, and monitoring systems to increase efficiency and safety. Data is sent via WIMAX to experts for real-time diagnostics and problem-solving.
2) The communication-based signalling system uses in-cab displays, GPS, and electronic authorities to manage train movements.
3) Ore cars have auto-braking and low-friction bogies to improve performance. Wayside detectors monitor brake and wheel wear performance.
4) Track infrastructure utilizes rail profile, corrosion, and ground monitoring to maintain quality and predict
This document provides an overview of German bank involvement in financing mining companies operating in the Philippines. It finds that 12 German banks have relationships with one or more of the 22 companies researched, though involvement is often limited. Deutsche Bank and Commerzbank (which acquired Dresdner Bank) are the most actively involved as main lenders and underwriters. Other banks have shareholdings but on a smaller scale. Overall, German bank financing of Philippines mining does not appear very substantial compared to banks from other countries.
BHP Billiton Petroleum had a strong financial year in 2012 with increased production and revenues. Production volumes increased 40% to over 600,000 barrels of oil equivalent per day due to the acquisition and integration of Onshore US shale assets from Petrohawk Energy Corporation. Overall revenues increased by over 20% compared to 2011. BHP Billiton Petroleum continues to focus on operational excellence across its global conventional and unconventional oil and gas operations to deliver strong financial performance through increased production and efficiencies.
The document provides information on the petroleum industry in Pakistan, including its history and current status. It discusses upstream industries such as exploration and production services companies like Schlumberger, Weatherford, and Halliburton. It also covers downstream industries such as marketing companies and refineries. Major operator companies active in Pakistan are also outlined, including their operations and production statistics. Challenges facing the petroleum industry in Pakistan are also summarized.
This document summarizes Pepsi's entry into the Indian market in the late 1980s and the challenges they faced. Pepsi made multiple attempts to enter India but faced political and regulatory hurdles. They eventually succeeded by promising large investments in rural development, food processing, and job creation. However, Pepsi only partially fulfilled these promises. Economic liberalization in the 1990s benefited Pepsi by removing restrictions and allowing private equity investment, allowing the company to focus solely on soft drinks. While criticized for broken promises, Pepsi's farming projects did increase India's tomato production.
The document provides details about PepsiCo's entry and operations in India from 1977-1991. Some key points:
- PepsiCo first saw opportunity in India after Coca-Cola departed in 1977. It made two proposals in 1985 to enter the market that were rejected due to concerns around foreign ownership.
- An agreement was finally reached in 1988 after much negotiation. It allowed PepsiCo 39.9% ownership with conditions like exporting $150M over 10 years and limiting soft drink sales.
- PepsiCo began snack food production in 1990 and soft drinks in summer 1990. However, the new government expressed concerns about foreign investment deals, threatening the agreement.
- Economic liberalization in 1991
The document summarizes Potash Ridge Corporation's Premium Potash Project located at its Blawn Mountain property in Utah. Some key points:
- The project involves surface mining of an alunite deposit to produce an average of 645,000 tons of sulphate of potash (SOP) per year over a 40-year mine life.
- A prefeasibility study completed in 2013 found the project has a $1 billion NPV and 20.5% IRR, with initial capital costs of $1.1 billion and operating costs of $173/ton for SOP.
- The project is driven by an experienced management team and benefits from prior development work completed in the 1970s
I need help with this case study. I was hoping someone could give me.pdfallurafashions98
I need help with this case study. I was hoping someone could give me some insight into this
question.
Question: Identify and define PepsiCos corporate business strategies used in each consumer
business segment in the year 2018.
I know this question requires a lot of reading, so if you are willing to answer, I greatly appreciate
the time you have spent helping me.
epsiCo was the world's largest snack and bever- In addition to focusing on strategies designed to
age company, with 2017 net revenues of approxi- deliver revenue and earnings growth, the
company mately $63.5 billion. The company's portfolio maintained an aggressive share
repurchase and diviof businesses in 2018 included Frito-Lay salty snacks, dend policy, with a
planned $7 billion returned to Quaker Chewy granola bars, Pepsi soft-drink products,
shareholders in 2018 through share repurchases of Tropicana orange juice, Lipton Brisk tea,
Gatorade, $2 billion and dividends of approximately $5 billion. Propel, Bubly, Quaker Oatmeal,
Cap'n Crunch, The company bolstered its cash returns through careAquafina, Rice-A-Roni, Aunt
Jemima pancake mix, fully considered capital expenditures and acquisitions and many other
regularly consumed products. The and a focus on operational excellence. Its Performance
company viewed the lineup as highly complemen- with Purpose plan utilized investments in
manufacturtary since most of its products could be consumed ing automation, a rationalized
global manufacturing together. For example, Tropicana orange juice might plan, and
reengineered distribution systems to drive be consumed during breakfast with Quaker Oatmeal,
efficiency. In addition, the company's Performance Stacy's pita chips and Sabra hummus might
make a with Purpose plan was focused on minimizing the nice snack, and Doritos and a
Mountain Dew might company's impact on the environment by lowering be part of someone's
lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use ness lineup
included 22$1 billion global brands. of packaging material, providing a safe and inclusive The
company's top managers were focused on workplace for employees, and supporting and
investsustaining the impressive performance through strat- ing in the local communities in which
it operated. For egies keyed to product innovation, close relationships example, PepsiCo had
expanded access to safe water with distribution allies, international expansion, to nearly 16
million people in water-stressed parts and strategic acquisitions. Newly introduced prod- of the
world between 2006 and 2018. In addition, ucts such as Bubly sparkling water, Mountain Dew
Performance with Purpose planned to reduce average Ice, Doritos Blaze tortilla chips, Sweet
Potato Sun sugars, saturated fat, and sodium in its food and beverChips, LIFEWTR functional
waters, Lemon Lemon age portfolio each year through 2025 and saved more sparkling lemonade,
and the 1893 premium line of than $600 million in operating expenses by 2016 . .
The document summarizes Potash Ridge Corporation's Premium Potash Project in Utah. It discusses the project's proven management team, the large surface deposit of alunite ore that can be processed into sulphate of potash (SOP) fertilizer, and the prefeasibility study showing positive economics including a $1 billion NPV and 20.5% IRR over a 40-year mine life. The project benefits from the region's mining infrastructure and support, as well as an advanced permitting process.
I need help with conducting a 9-cell industry attractiveness and bus.pdfallurafashions98
I need help with conducting a 9-cell industry attractiveness and business strength matrix, and
then I need to explain my findings in detail. epsiCo was the world's largest snack and bever- In
addition to focusing on strategies designed to age company, with 2017 net revenues of approxi-
deliver revenue and earnings growth, the company mately $63.5 billion. The company's portfolio
maintained an aggressive share repurchase and diviof businesses in 2018 included Frito-Lay
salty snacks, dend policy, with a planned $7 billion returned to Quaker Chewy granola bars,
Pepsi soft-drink products, shareholders in 2018 through share repurchases of Tropicana orange
juice, Lipton Brisk tea, Gatorade, $2 billion and dividends of approximately $5 billion. Propel,
Bubly, Quaker Oatmeal, Cap'n Crunch, The company bolstered its cash returns through
careAquafina, Rice-A-Roni, Aunt Jemima pancake mix, fully considered capital expenditures
and acquisitions and many other regularly consumed products. The and a focus on operational
excellence. Its Performance company viewed the lineup as highly complemen- with Purpose
plan utilized investments in manufacturtary since most of its products could be consumed ing
automation, a rationalized global manufacturing together. For example, Tropicana orange juice
might plan, and reengineered distribution systems to drive be consumed during breakfast with
Quaker Oatmeal, efficiency. In addition, the company's Performance Stacy's pita chips and Sabra
hummus might make a with Purpose plan was focused on minimizing the nice snack, and Doritos
and a Mountain Dew might company's impact on the environment by lowering be part of
someone's lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use
ness lineup included 22$1 billion global brands. of packaging material, providing a safe and
inclusive The company's top managers were focused on workplace for employees, and
supporting and investsustaining the impressive performance through strat- ing in the local
communities in which it operated. For egies keyed to product innovation, close relationships
example, PepsiCo had expanded access to safe water with distribution allies, international
expansion, to nearly 16 million people in water-stressed parts and strategic acquisitions. Newly
introduced prod- of the world between 2006 and 2018. In addition, ucts such as Bubly sparkling
water, Mountain Dew Performance with Purpose planned to reduce average Ice, Doritos Blaze
tortilla chips, Sweet Potato Sun sugars, saturated fat, and sodium in its food and beverChips,
LIFEWTR functional waters, Lemon Lemon age portfolio each year through 2025 and saved
more sparkling lemonade, and the 1893 premium line of than $600 million in operating expenses
by 2016 . flavored colas accounted for 15 to 20 percent of all Even though the company had
recorded a new growth in recent years. New product innovations number of impressive
achievements over the past that addressed consumer health an.
Please write a detailed assessment of the long-term advantages and d.pdfamarndsons
Please write a detailed assessment of the long-term advantages and disadvantages of the
industries stated in PepsiCos business portfolio. epsiCo was the world's largest snack and bever-
In addition to focusing on strategies designed to age company, with 2017 net revenues of
approxi- deliver revenue and earnings growth, the company mately $63.5 billion. The company's
portfolio maintained an aggressive share repurchase and diviof businesses in 2018 included
Frito-Lay salty snacks, dend policy, with a planned $7 billion returned to Quaker Chewy granola
bars, Pepsi soft-drink products, shareholders in 2018 through share repurchases of Tropicana
orange juice, Lipton Brisk tea, Gatorade, $2 billion and dividends of approximately $5 billion.
Propel, Bubly, Quaker Oatmeal, Cap'n Crunch, The company bolstered its cash returns through
careAquafina, Rice-A-Roni, Aunt Jemima pancake mix, fully considered capital expenditures
and acquisitions and many other regularly consumed products. The and a focus on operational
excellence. Its Performance company viewed the lineup as highly complemen- with Purpose
plan utilized investments in manufacturtary since most of its products could be consumed ing
automation, a rationalized global manufacturing together. For example, Tropicana orange juice
might plan, and reengineered distribution systems to drive be consumed during breakfast with
Quaker Oatmeal, efficiency. In addition, the company's Performance Stacy's pita chips and Sabra
hummus might make a with Purpose plan was focused on minimizing the nice snack, and Doritos
and a Mountain Dew might company's impact on the environment by lowering be part of
someone's lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use
ness lineup included 22$1 billion global brands. of packaging material, providing a safe and
inclusive The company's top managers were focused on workplace for employees, and
supporting and investsustaining the impressive performance through strat- ing in the local
communities in which it operated. For egies keyed to product innovation, close relationships
example, PepsiCo had expanded access to safe water with distribution allies, international
expansion, to nearly 16 million people in water-stressed parts and strategic acquisitions. Newly
introduced prod- of the world between 2006 and 2018. In addition, ucts such as Bubly sparkling
water, Mountain Dew Performance with Purpose planned to reduce average Ice, Doritos Blaze
tortilla chips, Sweet Potato Sun sugars, saturated fat, and sodium in its food and beverChips,
LIFEWTR functional waters, Lemon Lemon age portfolio each year through 2025 and saved
more sparkling lemonade, and the 1893 premium line of than $600 million in operating expenses
by 2016 . flavored colas accounted for 15 to 20 percent of all Even though the company had
recorded a new growth in recent years. New product innovations number of impressive
achievements over the past that addressed consumer health and w.
The presentation is on "Value Addition of Peas and Plant Protein" by More Than Protein Ingredients, Ltd. Author Raj. A project in from Canada presented at Plant Protein and Atlantic Canada Conference in partnership with ECODA, Springboard and Dalhousie University, Halifax, Nova Scotia, Canada.
Pepsi struggled for over 5 years to enter the Indian market, facing significant opposition. It eventually gained approval in 1988 by agreeing to invest over $1 billion and make various promises around job creation, agricultural development, and export promotion. However, Pepsi broke many of these promises over time as its priorities shifted towards beverage sales. While its entry provided some benefits to Indian farmers and increased tomato production, Pepsi largely failed to fulfill its original commitments around rural employment and food processing. The Indian economy's later liberalization in the 1990s greatly benefited Pepsi by loosening restrictions.
PepsiCo believes that business performance is connected to its commitment to communities. It aims to continually improve the world through its operations. PepsiCo was founded in 1898 and sells convenient foods and beverages worldwide. It has a large market share in carbonated drinks and snacks. PepsiCo focuses on financial returns, employee growth, and acting with integrity. It uses strategies like acquisitions, R&D investments, and expanding in emerging markets to drive growth.
Please write a detailed post responding to this question.Question.pdfamarndsons
Please write a detailed post responding to this question.
Question: Examine if PepsiCo's business portfolio exhibits a good strategic fit. Then identify
visible value-chain match-ups, skills transfer, cost-sharing, or brand-sharing opportunities.
epsiCo was the world's largest snack and bever- In addition to focusing on strategies designed to
age company, with 2017 net revenues of approxi- deliver revenue and earnings growth, the
company mately $63.5 billion. The company's portfolio maintained an aggressive share
repurchase and diviof businesses in 2018 included Frito-Lay salty snacks, dend policy, with a
planned $7 billion returned to Quaker Chewy granola bars, Pepsi soft-drink products,
shareholders in 2018 through share repurchases of Tropicana orange juice, Lipton Brisk tea,
Gatorade, $2 billion and dividends of approximately $5 billion. Propel, Bubly, Quaker Oatmeal,
Cap'n Crunch, The company bolstered its cash returns through careAquafina, Rice-A-Roni, Aunt
Jemima pancake mix, fully considered capital expenditures and acquisitions and many other
regularly consumed products. The and a focus on operational excellence. Its Performance
company viewed the lineup as highly complemen- with Purpose plan utilized investments in
manufacturtary since most of its products could be consumed ing automation, a rationalized
global manufacturing together. For example, Tropicana orange juice might plan, and
reengineered distribution systems to drive be consumed during breakfast with Quaker Oatmeal,
efficiency. In addition, the company's Performance Stacy's pita chips and Sabra hummus might
make a with Purpose plan was focused on minimizing the nice snack, and Doritos and a
Mountain Dew might company's impact on the environment by lowering be part of someone's
lunch. In 2018, PepsiCo's busi- energy and water consumption and reducing its use ness lineup
included 22$1 billion global brands. of packaging material, providing a safe and inclusive The
company's top managers were focused on workplace for employees, and supporting and
investsustaining the impressive performance through strat- ing in the local communities in which
it operated. For egies keyed to product innovation, close relationships example, PepsiCo had
expanded access to safe water with distribution allies, international expansion, to nearly 16
million people in water-stressed parts and strategic acquisitions. Newly introduced prod- of the
world between 2006 and 2018. In addition, ucts such as Bubly sparkling water, Mountain Dew
Performance with Purpose planned to reduce average Ice, Doritos Blaze tortilla chips, Sweet
Potato Sun sugars, saturated fat, and sodium in its food and beverChips, LIFEWTR functional
waters, Lemon Lemon age portfolio each year through 2025 and saved more sparkling lemonade,
and the 1893 premium line of than $600 million in operating expenses by 2016 . flavored colas
accounted for 15 to 20 percent of all Even though the company had recorded a new growth in
recent years..
7th USA Open Innovation Conf April 17, 2013 Tate Lyle SODA-LO(TM) Go2Market ...Frank Truong
Frank Truong from Tate & Lyle will present on developing a global go-to-market plan for commercializing new technology investments. The presentation will introduce Tate & Lyle's SODA-LOTM salt microspheres technology for reducing salt and sodium in foods. Truong will discuss analyzing market trends and customer needs, developing joint commercial and technical plans with global and local teams, and obtaining support from potential investment partners by sharing the global plan. The amount of global resources and time required to successfully commercialize new technologies can be significant. It is important to manage partners' expectations and define success criteria for the business plan.
PepsiCo is a Fortune 500 company headquartered in New York that manufactures and markets beverages and snacks. Its main product is Pepsi Cola, which sells over 100 billion cans per year. PepsiCo was formed through mergers and acquisitions of brands like Frito-Lay, Quaker Oats, Gatorade, Tropicana, and others. It operates globally with products in nearly 200 countries and regions. Indra Nooyi has been CEO since 2006 and has focused on healthier products and sustainability. PepsiCo is organized into divisions for Americas Foods, Americas Beverages, and International markets.
This document provides an overview of PepsiCo Inc. including:
- It was founded in 1965 through the merger of Pepsi-Cola Company and Frito-Lay, Inc. and is now a global food and beverage company.
- Its portfolio includes Frito-Lay snacks, Pepsi-Cola drinks, Quaker foods, and Gatorade.
- The company aims to provide convenient foods and beverages while ensuring local relevance and encouraging healthy lifestyles.
The Future of Aboriginal Relations: Engaging Saskatchewan’s Fastest Growing P...fuzeconf
Engaging the First Nations and Métis population isn’t just good for business – it’s the right thing to do for the future of Saskatchewan. A lawyer and member of Kawacatoose First Nation, Leanne Bellegarde is dedicated to overcoming decades of misunderstanding and works daily building new relationships with our province’s youngest and fastest growing population. In this talk, Leanne will discuss PotashCorp’s highly successful Aboriginal engagement and community investment initiatives.
Potash ridge investor presentation may 30 2016 cmprPotashRidge
This document provides an overview of an investor presentation for Potash Ridge Corporation. It notes that the presentation contains forward-looking statements which involve risks and uncertainties. It then discusses the company's two potash projects - the Valleyfield project in Quebec which aims to produce 40,000 tonnes per year of sulphate of potash (SOP) by 2017, and the larger Blawn Mountain project in Utah which has the potential for 585,000 tonnes per year of SOP production.
Potash Ridge Corporation is developing two potash sulphate fertilizer projects, one in Quebec and one in Utah, to capitalize on growing demand. The Valleyfield project in Quebec will use a proven Mannheim process to produce 40,000 tons per year at low capex and short construction time to be the first east coast supplier. The Blawn Mountain project in Utah has the potential to be the lowest cost producer in North America, serving over 100 years of demand, at a larger initial scale of 255,000 tons annually. Successful development of both projects could generate over $200 million in annual cash flow and $727 million in combined project value for shareholders.
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2. 2
Potash corporation
Course Code: MGT-2124
Course Title: Corporate Environmental Management
Project Paper
On
Potash Corporation of Saskatchewan
Submitted To:
Fahad Feroz
Course Instructor
School of Business Studies
Southeast University
Submitted By:
Name ID Batch
Jotan Banik 2010110000077 25th
Major in Finance
School of Business Studies
Southeast University
Date of submission: 18 January, 2014
3. 3
Potash corporation
Acknowledgement
By the grace of Allah I complete my Project paper of contribution of Potash
Corporation. At first thanks to our course teacher Fahad Feroz who taught this
course efficiently and effectively.
I try to my labor best to make the report comprehensive and reliable within the
given time period. Nevertheless, some mistake might be occurred, please notice
this type of unconscious mistakes with sympathy. Your suggestions and comments
for the improvement of this report will be thanked fully received and if you need
any quires the study, please inform me.
Yours faithfully
Jotan Banik
4. 4
Potash corporation
Table of Contents
Contents Pages
Introduction: 05-06
History 07-09
Product and
Services
10-13
Customers 14
Competitors 15-16
Challenges 17
Financial Report 18
Csr Activities 19-23
Awards 24-26
Criticism 26
Recommendation
and Conclusion
27
Reference 28
5. 5
Potash corporation
Potash Corporation of Saskatchewan
Introduction: The Potash Corporation of Saskatchewan Inc., referred to as PotashCorp, is a
Canadian corporation based in Saskatoon, Saskatchewan. The company is the world's largest
potash producer and the third largest producers of nitrogen and phosphate, three primary crop
nutrients used to produce fertilizer. At the end of 2011, the company controlled twenty percent of
the world's potash production capacity, two percent of nitrogen production capacity and five
percent of phosphate supply. The company is part-owner of Canpotex, which manages all potash
exporting from Saskatchewan. It also has a joint-venture with Sinochem named Sinofert.
It is by far the world's largest producer of potash, producing 20% of the world's supply. It is also
the world's largest fertilizer producer, the third largest phosphate producer and the third largest
nitrogen producer. In late 2013, it was 60%-owned by institutional shareholders. In 2007, the
CEO, William Doyle was by far the highest earning CEO in Canada, earning over $320 million
6. 6
Potash corporation
Potash Corporation of Saskatchewan
Type Public
Traded as
TSX: POT
NYSE: POT
S&P/TSX 60 component
Industry Materials
Founded 1975
Headquarters Saskatoon, Saskatchewan, Canada
Key people William Doyle (CEO)
Products Potash Nitrogen Phosphate
Revenue US$8.03 Billion (FY 2012)
Operating income US$3.90 Billion (FY 2012)
Net income US$2.30 Billion (FY 2012)
Employees 5,703 (2011)
7. 7
Potash corporation
History
The company was created by the government of Saskatchewan in 1975. In 1989 it became a
publicly traded company as the government of Saskatchewan sold off some of its shares, selling
the remaining shares in 1990.
The Saskatchewan potash industry began in the 1950s and 1960s. The government saw it as a
promising new field and granted large subsidies to the new projects, mainly by American
companies. However, this led to overproduction and when a global potash glut began in the late
1960s the industry almost collapsed. The Liberal government of the province introduced an
emergency plan setting up quotas and a price floor in 1969. This plan was popular among the
companies, which could now charge monopoly prices. The NDP government that was elected in
1971 in Saskatchewan was dissatisfied with this plan as the huge profits went to the companies
rather than the government, and it wasn't sustainable in the long term. In 1974 the government
passed a new potash regulation scheme, that included a reserve tax. This plan was resisted by the
potash producers, and its constitutionality was challenged. Thus in 1975 the provincial
government established the Potash Corporation of Saskatchewan as a government crown
corporation.
8. 8
Potash corporation
In November 1975 the province announced its intention to take part of the potash industry into
public ownership. The government offered to negotiate with the producers, and many of them
agreed to sell to the government. Over the next several years PCS bought mines around
Saskatchewan, and eventually came to control 40% of domestic production. Public ownership
drew the ire of the United States government, which criticised the provincial government for
buying Americans' assets and creating a monopoly. In the 1980s the Commerce Department
accused the corporation of dumping and imposed massive duties on all potash imports to the
United States.
In the early 1980s the company struggled and lost money for several years accumulating an $800
million debt. In 1989 the Conservative government decided to privatize it by selling the company
to private investors. During the 1990s PotashCorp expanded by buying up a number of American
potash companies including Potash Company of America, Florida Favorite Fertilizer, Texasgulf,
and Arcadian Corporation. Today it owns assets across Canada, the United States, and also in
Brazil and the Middle East. By March 2008, due to rising potash prices it had become one of the
most valuable companies in Canada by market capitalization, valued at almost C$63 billion.
In August 2010, PotashCorp became the subject of a hostile takeover bid by Anglo-Australian
mining giant BHP Billiton.[8][9]
On November 3, 2010, The Government of Canada announced
that it was blocking the BHP bid as it did not feel the purchase would yield a "net benefit" for
Canada; BHP withdrew its bid soon thereafter.
9. 9
Potash corporation
Mission
1. Create superior long-term shareholder value
2. Be the supplier of choice to the markets we serve
3. Build strong relationships with and improve the socioeconomic well-being of our
communities
4. Attract and retain talented, motivated and productive employees who are committed to
our long-term goals
5. Achieve no harm to people and no damage to the environment
Vision and Values.
As a company, IC Potash intends to:
Develop the long-life Ochoa Project in southeast New Mexico
Produce premium quality Sulphate of Potash (―SOP‖)
Produce SOP and other sulphate potash fertilizers in the bottom quartile of the world cost
curve
Leverage low cost and high quality to enter existing and emerging markets
Develop a processing facility that can grow in scale at a low incremental capital cost
Develop strong relationships with stakeholders and deliver net benefits to the community
at large
As a team, IC Potash is committed to:
Grow the quality and quantity of the world’s food supply by producing high quality
nutrients
Grow shareholder value with sound engineering, marketing, management and finance
Grow local communities by creating opportunity
Grow long-term relationships with stakeholders
Grow the personal and professional fulfillment of team members
Grow with team members that live ICP’s core values: Integrity | Curiosity | Passion
10. 10
Potash corporation
Product and Services
Potash Corporation have many types of productes for customers. These are
1. Many types of fertilizer
2. Feed
Fertilizer
Ammonium Nitrate Solution DA190
Ammonium Polyphosphate 10-34-0 (POLY 10)
Ammonium Polyphosphate 11-37-0 (POLY 11)
Anhydrous Ammonia — Agricultural Grade
Aqua Ammonia — Agricultural Grade
Diammonium Phosphate 18-46-0 SGN 285
Monoammonium Phosphate 11-52-0 (GMAP)
Muriate of Potash — Crystalline Granular SGN 270
Muriate of Potash — Granular SGN 285
Muriate of Potash — Granular SGN 300
12. 12
Potash corporation
Defluorinated Phosphate — Feed Grade (DFP) 18%
Defluorinated Phosphoric Acid Amber — Feed Grade 54% P205
Defluorinated Phosphoric Acid Amber — Merchant Grade 58% P205
Dicalcium Phosphate Feed Grade 18.5% P
Monoammonium Phosphate — Feed Grade (MAP) 24%
Monocalcium / Monodicalcium Phosphate — Feed Grade 21%
Monocalcium / Monodicalcium Phosphate — Feed Grade Coarse 21%
Potassium Chloride - Feed Grade
Superphosphoric Acid — Feed Grade Black (BSPA) 68% P205
Superphosphoric Acid — Feed Grade Green (LOMAG) 69% P205
Urea Liquor — Feed Grade 50%
Potash (71% of total gross margin) is POT's main product. It is an important crop
nutrient used for fertilizer and is limited in supply. It is mined in just 12 countries
worldwide, and 50% of the world's reserves are in Canada where it has seven mines.
Potash is mostly used in POT's fertilizer products.
Nitrogen (10% of total gross margin) is a naturally occurring gas that is necessary for
cell maturation, plastics, resins, and is a key component of proteins and enzymes it is
used in POT's fertilizers, animal feed, and industrial products.
Phosphate (10% of total gross margin is a key nutrient used in increase crop yields, in
soft drinks, and other food products. Phosphates are mostly used in POT's industrial
products.
14. 14
Potash corporation
Customers
PotashCorp is the world’s largest fertilizer company by capacity, producing the three primary
crop nutrients: potash (K), phosphate (P) and nitrogen (N).
As the world’s leading potash producer, we are responsible for approximately 20 percent of
global capacity through our Canadian operations. To enhance our global footprint, we also have
investments in other key global potash-related businesses in South America, the Middle East and
Asia.With operations and business interests in seven countries, PotashCorp is an international
enterprise and a key player in the growing challenge to feed the world. Basically their customers
are farmer.
16. 16
Potash corporation
Potash Corp has few competitors since the fertilizer industry has significant barriers to entry and
Economies of scale . Potash Corp estimates that it would cost upwards of $2.5B for a new
company to enter the industry.[9]
A company would need five to seven years of development time
to build mines and factories, build rail and gas lines, and purchase rail cars and storage before it
can even begin making a profit.
Potash Corp has two main competitors, Mosaic Company (MOS) and Agrium (AGU). The
potash market has been in deadlock between Mosaic and Potash corp since 2005. Potash made a
successful play on phosphates from 2005-2007, but started losing out to Agrium and Mosaic in
2008. Potash has enjoyed its largest competitive success in the expansion of its Nitrogen
production, which has directly eroded Agrium's superior market-share. .
Mosaic Company (MOS) is a $19.04 Billion[18]
fertilizer company, the second largest
potash producer, and the largest phosphate producer with 15% and 16% of global market
share, respectively[19]
.
Agrium (AGU) is a $5.82 Billion nitrogen and supplies fertilizer producer. In addition, it
produces potash and phosphate like its competitors and has a 16% global share of the
retail fertilizer market due to the major increase in global demand for its fertilizer and
crop nutrient products. [20] [21]
and had a $206 M year-over-year net income increase[21]
Although Potash Corp and its competitors have similar revenues, POT's ability to set favorable
prices by controlling the limited supply of potash have set it ahead of its competitors in terms of
net income and margins. In addition, it also competes with private, government owned
companies. Government owned companies are not usually profit driven. Government owned
companies can set their prices below market value to help subsidize their farmers costs and
would force the other companies in the industry to lower their prices too, or face losing their
customers.
17. 17
Potash corporation
Challenges
PCS has relied on HyPOWER Systems Inc. of Regina, Saskatchewan, an Eaton distributor, to
provide hydraulics muscle and hydraulics commonality for its mining machinery. When the need
for an additional miner became evident, PCS asked HyPOWER to redesign hydraulic circuitry
for the machine and to work with Prairie Machine on fit, functionality, and integration
requirements.
Delving into the project, HyPOWER’s Ken Pagan, technical sales representative, and Cal
Ganshorn, mechanical engineering technologist, called on Eaton’s Lyle Meyer, Hydrokraft
product manager, for a two-speed hydraulic motor recommendation.
―We explained to Lyle that the motors would need to increase tram speed over PCS’s current
miners that move at a snail’s pace through the mine,‖ Ganshorn says, ―plus fit into a tight
envelope on the miner.
―In addition, the motors would need to default to maximum displacement, in the event that
hydraulic system pilot pressure was lost.‖
18. 18
Potash corporation
Financial Report
Potash corp. performance of 2012 and 2011.There are given total cash flow.
2012 2011
Taka Taka
A) Cash flows from operating activities
Collection from customers 4,080,838,737 2,763,342,876
Payment to suppliers and operating expenses (3,283,774,414) (2,222,380,658)
Interest paid (6,676,003) (5,965,403)
Interest received 51,841,611 18,040,417
Income tax paid (160,190,630) (31,144,537)
Net cash from operating activities 682,039,301 521,892,695
B) Cash flows from investing activities
Acquisition of fi xed assets (71,906,162) (85,669,459)
Sale of investment in subsidiaries - 1,000,000
Investment in FDR (757,340,522) (150,000,000)
Investment in Zero Coupon Bond - (100,000,000)
Net cash used in investing activities (829,246,684) (334,669,459)
C) Cash flows from financing activities
Issue of new shares for cash 31,500,000 -
Share premium 252,000,000 -
Dividend paid (31,500,000) (26,000,000)
Short term loan (30,766,667) -
Net cash from financing activities 221,233,333 (26,000,000)
Net increase in cash and cash equivalents (A+B+C) 74,025,950 161,223,236
Opening cash and cash equivalents 164,701,711 3,478,475
Closing cash and cash equivalents 238,727,661 164,701,711
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Potash corporation
Csr Activities:
Orientation and Continuing Education
Orientation
The Board has adopted a written New Director Orientation Policy designed to:
(a)
provide each new director with a baseline of knowledge about the Corporation that will
serve as a basis for informed decision-making;
(b)
tailor the program for each new director, taking into account his or her unique mix of skills,
experience, education, knowledge and needs; and
(c)
deliver information over a period of time to minimize the likelihood of overload and
maximize the lasting educational impact.
The orientation program is tailored to the needs of each new director, and consists of a
combination of written materials, one-on-one meetings with senior management, site visits and
other briefings and training as appropriate.
Continuing Education
The Board recognizes the importance of ongoing director education and the need for each
director to take personal responsibility for this process. To facilitate ongoing education, the
Corporation:
(a)
maintains a directors’ intranet site to facilitate the exchange of views and published
information;
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Potash corporation
(b)
maintains a membership for each director in an organization dedicated to corporate
governance and ongoing director education;
(c)
each year strongly encourages and funds the attendance of each director at one seminar or
conference of interest and relevance and funds the attendance of each Committee Chair at
one additional seminar or conference. In all cases, approval for attendance is obtained, in
advance, from the Board Chair;
(d)
encourages presentations by outside experts to the Board or Committees on matters of
particular importance or emerging significance; and
(e) at least annually, schedules a site visit in conjunction with a Board meeting.
Ethical Business Conduct
Code of Conduct
The Board has adopted the ―PotashCorp Core Values and Code of Conduct‖. The complete text
of the ―PotashCorp Core Values and Code of Conduct‖, as well as other governance related
documents, can be found at www.potashcorp.com and are available in print to any shareholder
who requests them.
The Audit Committee reviews the process for communicating the ―PotashCorp Core Values and
Code of Conduct‖ to the Corporation’s personnel, and for monitoring compliance with the Code,
as well as compliance with applicable law, regulations and other corporate policies. The Board,
through the Audit Committee, receives regular reports from the Corporate Ethics and
Compliance Committee regarding the Corporation’s ethics and compliance activities including
the annual acknowledgement of compliance with the Code of Conduct sought from each
employee.
The Board, through the Audit Committee Chair, also receives reports of all financial or
accounting issues which come to the attention of management including those which are raised
through the Corporation’s anonymous reporting mechanisms.
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Potash corporation
The Corporation has not filed any material change report since the beginning of the 2011
financial year that pertains to any conduct of a director or executive officer that constitutes a
departure from the ―PotashCorp Core Values and Code of Conduct‖. Pursuant to the
―PotashCorp Governance Principles‖, no waiver of the application of the ―PotashCorp Core
Values and Code of Conduct‖ to directors or executive officers is permitted.
Material Interests
Pursuant to the ―PotashCorp Governance Principles‖, each director of the Corporation must
possess and exhibit the highest degree of integrity, professionalism and values, and must never
be in a conflict of interest with the Corporation. A director who has a conflict of interest
regarding any particular matter under consideration should advise the Board, refrain from debate
on the matter and abstain from any vote regarding it. The Board has also developed categorical
independence standards to assist it in determining when individual directors are free from
conflicts of interest and are exercising independent judgment in discharging their responsibilities.
All directors and senior officers are bound by the ―PotashCorp Core Values and Code of
Conduct‖ and no waiver of the application of that Code to directors or senior officers is
permitted.
Culture of ethical business conduct
The ―PotashCorp Core Values and Code of Conduct‖ is continually reinforced with on-line
training programs. The Board, through the Audit Committee, requires the management
Compliance Committee to annually report on the status of the Corporation’s ethics and
compliance programs, including receipt of the Compliance Risk Assessment, Summary of Ethics
and Compliance Training during the current year and plans for ethics and compliance training in
the coming year.
22. 22
Potash corporation
Nomination of Directors
Identification of new candidates for Board nomination
The CG&N Committee is responsible for recruiting and proposing to the full Board new
nominees for directors. The CG&N Committee, in the discharge of its duties:
(a)
in consultation with the Board and Chief Executive Officer and, on an ongoing basis,
identifies the mix of expertise and qualities required for the Board;
(b) assesses the attributes new directors should have for the appropriate mix to be maintained;
(c)
in consultation with the Board and Chief Executive Officer and, on an ongoing basis,
maintains a database of potential candidates;
(d)
has implemented a procedure to identify, with as much advance notice as practicable,
impending Board vacancies, so as to allow sufficient time for recruitment and for
introduction of proposed nominees to the existing Board;
(e)
develops a ―short-list‖ of candidates and arranges for each candidate to meet with the
CG&N Committee, the Board Chair and the Chief Executive Officer;
(f)
recommends to the Board, as a whole, proposed nominee(s) and arranges for their
introduction to as many Board members as practicable;
(g)
ensures that prospective candidates are informed of the degree of energy and commitment
the Corporation expects of its directors; and
(h)
encourages diversity in the composition of the Board.
Independent Corporate Governance and Nominating Committee
23. 23
Potash corporation
The Corporation has a standing CG&N Committee. Each of the directors who comprise the
CG&N Committee is independent. Please refer to ―Board of Directors — Director Independence
and Other Relationships‖ and the ―Board of Directors — Corporate Governance and Nominating
Committee Report‖ sections of the Management Proxy Circular for additional information.
Corporate Governance and Nominating Committee Charter
The responsibilities, powers and operation of the CG&N Committee are set out in its charter,
which is available on the Corporation’s website at www.potashcorp.com. Pursuant to the CG&N
Committee Charter, one purpose of the CG&N Committee is to identify the individuals qualified
to become members of the Board, to recommend to the Board nominees for election to the Board
at each annual meeting of shareholders or to fill vacancies on the Board and to address related
matters. Please refer to the ―Corporate Governance — Corporate Governance and Nominating
Committee Report‖ section of the Management Proxy Circular for additional information.
24. 24
Potash corporation
Awards
Safety
2012
Regional John T. Ryan Select Mines Award — PotashCorp News Brunswick
Saskatchewan Emergency Response/Mine Rescue Skills Competition Overall
Underground Runner Up, Fire Fighting Underground Winner and Proficiency
Underground Runner Up - PotashCorp Rocanville
Saskatchewan Emergency Response/Mine Rescue Skills Competition Overall Surface
Runner Up, Field Problem Surface Runner Up, First Aid Surface Runner Up, Proficiency
Surface Winner, Practical Skills Surface Winner - PotashCorp Patience Lake
Saskatchewan Emergency Response/Mine Rescue Skills Competition Mine Problem
Underground Runner Up - PotashCorp Cory
North Carolina Department of Labor Safety Award – PotashCorp Aurora
Emergency Response Competition Overall Winner – PotashCorp Aurora
National Safety Council 100% Safety Award – PotashCorp Cincinnati
Burlington Northern Santa Fe Railway Product Stewardship Award – PCS
Phosphate/PotashCorp Aurora
2011
Sentinels Safety Awardr — PotashCorp White Springs
Burlington Northern Santa Fe Railroad Product Stewardship Award — PotashCorp Joplin
Emergency Management/Homeland Security Department and the Allen County
Commissioners Dedication to Employee and Public Safety Award — PotashCorp Lima
National Safety Council Perfect Record Award — PotashCorp Marseilles
25. 25
Potash corporation
National Safety Council of Greater Omaha Platinum of Honor with Distinction Award —
PotashCorp Weeping Water
Nebraska Safety Council Peak Performance Award — PotashCorp Weeping Water
Roco Rescue Outstanding Rope Rescue Award — PotashCorp Geismar
Community
2013
National Philanthropy Award - Outstanding Corporation — PotashCorp Augusta
Humboldt & District Chamber of Commerce Community Involvement Award —
PotashCorp Lanigan
The Mayor's Arts and Business Awards in Regina, SK Corporate Support of the Arts
Award
2012
United Way of North Carolina Chairman’s Award for outstanding commitment and
support – PotashCorp Aurora
United Way Top Corporate Gifts – PotashCorp Augusta
Augusta Chorale plaque awarded ―Generosity and Support‖ – PotashCorp Augusta
Safe Homes of Augusta special plaque awarded – PotashCorp Augusta
United Way Top Achievement Award – PotashCorp Joplin
United Way Contribution Award – PotashCorp Lima
United Way Extreme Community Makeover Award – PotashCorp Lima
Cass County Economic Development Small Business Award for 2012 – Weeping Water
LifeSouth Blood Bank, Suwannee Valley Region Public Service Award (15th year) –
PotashCorp White Springs
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Potash corporation
United Way of Suwannee Valley Platinum Award – PotashCorp White Springs
Environment
2012
Environmental Educators of North Carolina Outstanding Partnership Award –
PotashCorp Aurora
Ohio Chemistry Technology Council Award for Excellence in Environmental, Health,
Safety and Security Performance – PotashCorp Lima
2011
Norfolk Southern Thoroughbred Award — PotashCorp Aurora
Norfolk Southern Thoroughbred Award — PotashCorp White Springs
Norfolk Southern Thoroughbred Award — PotashCorp Augusta
Norfolk Southern Thoroughbred Award — PotashCorp Lima
Union Pacific Pinnacle Award — PotashCorp White Springs
Union Pacific Pinnacle Award — PotashCorp Weeping Wate
Criticism
PotashCorp imports phosphate rock from Western Sahara via the government of Morocco.
According to the United Nations, Western Sahara is a territory illegally occupied by
Morocco.PotashCorp, among other companies, has been criticized for helping fund this
occupation by buying Western Saharan resources from Morocco.A coalition of conservation
organizations are challenging a permit issued by the North Carolina Division of Water Quality to
PotashCorp's Aurora, North Carolina, phosphate mining operation, which allows the company to
expand its mining operation. The mining expansion will have a significant impact on high-
quality wetlands and aquatic habitat. The permit presumes that the state will write new rules that
accommodate the company’s ambitions.
A group of community members in Penobsquis, New Brunswick, where PotashCorp has existing
and planned potash mines, has launched an action against the mine for damages relating to lost
wells, subsidence, noise, light and dust pollution as well as anxiety. This action is being handled
through the New Brunswick Mining Commissioner.
In 2011, a planned sulfur melting plant facility in Morehead City, North Carolina was withdrawn
after public opposition.
27. 27
Potash corporation
Recommendation and Conclusion
This company is nice company. Basically this company needs to improve management policy.
This company management is weak. Every year this company needs to arrange seminar for
farmer how to use their product because basically this company fertilizer company. Their
products quality have to improve. Potash corporation has to follow different strategy in different
times because it is seasonal products.
28. 28
Potash corporation
References
1. Www. Potash Corporation's annual income statement via Wikinvest
2. Www. Company Profile for Potash Corp of Saskatchewan Inc (POT)".
3. Potash Corp. of Saskatchewan 2010 Annual Report, "Company Overview" 5
4. Www."Canpotex Limited - Complete Profile".
5. "BHP goes hostile on $39 billion Potash Corp bid". Reuters. 2010-08-18. Retrieved
2010-11-06.
6. Tang-Varner, Min (2010-11-04). "Canadian Government Blocks BHP's Bid for
PotashCorp". Toronto Star. Archived from the original on 2010-11-06. Retrieved 2010-
11-06.
7. "BHP Billiton walks away from PotashCorp". CBC News. 2010-11-14. Retrieved 2010-
11-15.
8. United Nations, United Nations Mission for the Referendum in Western Sahara
9. Western Sahara Resource Watch. "WSRW demands PCS to terminate its unethical
trade." November 30, 2008.
10. /www.saw.usace.army.mil/wetlands/Projects/PCS/index.html US Army Corps of
Engineers project reports and record of decision
11. www.thestarphoenix.com/People+near+mine+want+compensation+from+PotashCorp/33
93648/story.html