Strategy | PJSC Uralkali
  • Eng
Uralkali is a leading international potash producer with 18% of the global potash production.

Enhance global responsible
leadership position


Vision
  • We aspire to sustain a leading market position in the global fertiliser industry
  • We are focused on meeting the worlds growing demand for food. We seek to take advantage of our best-in-class resource base by selectively expanding production capacity
Priorities
  • Sustain a leading market share to ensure continued industry leadership
  • Increase potash capacity on the lowest cost basis in the industry; option to add more volumes if economically viable
  • Focus on premium products; increase granular potash capacity
Risks
  • Potash price decrease
  • Potash demand decline
  • Licensed activities
Stakeholders engaged
  • Customers and partners
  • Shareholders and financial community
  • Employees
  • Trade unions
  • Government and local authorities
  • Local communities
  • Media

Continued focus on
corporate governance


Vision
  • 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
Priorities
  • Remain committed to openness, transparency and risk mitigation for all stakeholders
Risks
  • Political, legal and regulatory risks
  • Compliance with applicable legislation and internal policies
Stakeholders engaged
  • Customers and partners
  • Shareholders and financial community
  • Government and local authorities
  • Media

Focus on enhanced and more
connected access to end
customers


Vision
  • We ensure secure and de-risked route-to-market through enhanced distribution capability from mine to farmer
Priorities
  • 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
Risks
  • Loss of market share in a specific market
  • Lack of specific product
  • apacity/production decline
Stakeholders engaged
  • Customers and partners
  • Shareholders and financial community
  • Government and local authorities
  • Media
Focus on people, communities and environmental safety


Vision
  • We aim to be the employer of choice among the CIS companies and 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. We participate actively in the development of the cities and local communities in which we operate
Priorities
  • Seek to be regional and industry employer of choice; workplace safety, employee & community development
  • Deliver value whilst operating in a socially responsible manner, minimising environmental impact of operations
Risks
  • Lack of employees with sufficient proficiency
  • Non-compliance with environmental and health and safety regulations
  • Environmental risks and risks related to mining operations
  • Risks related to the accident at Berezniki-1
Stakeholders engaged
  • Employees
  • Trade unions
  • Government and local authorities
  • Local communities
  • Media

Maintain cash cost
leadership positions


Vision
  • We seek to be the most cost-efficient potash producer
Priorities
  • 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
Risks
  • Inflation and currency fluctuations
  • Non-fulfilment of contractors obligations
  • Expenditure increase
Stakeholders engaged
  • Customers and partners
  • Shareholders and financial community
  • Government and local authorities

Balance investment in
growth and shareholder return


Vision
  • We are committed to retaining a robust capital structure and maximising total shareholder return
Priorities
  • Retain an efficient capital structure; medium-term Net Debt / LTM EBITDA target c.2x
  • Maintain balanced approach to capital investment and robust capital discipline
  • Dividend payout of minimum 50% of IFRS net income provides an attractive shareholder yield
Risks
  • Non-achievement of projected parameters of investment projects
Stakeholders engaged
  • Shareholders and financial community
  • Employees
  • Trade unions

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Annual report 2011


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Uralkali Integrated Report 2012


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GRI Tables 2012

Uralkali Integrated Report 2013


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Uralkali Integrated Report 2014


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Uralkali Sustainability Report 2011


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