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Intrepid reports loss, eyes future of West mine, looks to change covenants

Intrepid Potash Inc. reported a fourth-quarter 2015 net loss of $518.3 million ($6.85 per share), compared with net income of $5.8 million ($0.08 per share), for the 2014 fourth quarter. Excluding a $323.8 million asset impairment charge related to conventional assets in Carlsbad and an increase in the valuation allowance related to deferred tax assets of $155.1 million, Intrepid’s adjusted net loss was $20.1 million ($0.26 per share), and compares with adjusted net income of $5.1 million ($0.07 per share) in the 2014 fourth quarter. Fourth-quarter sales were $42.8 million, down from $98.3 million.

Potash sales volumes dropped 58 percent, to 89,000 st from the year-ago 210,000 st. Average net realized prices were off 20 percent, to $277/st from $348/st, while average potash gross margins were a negative $38/st versus a year-ago positive $54/st. Trio volumes were 38,000 at an average price of $330/st and margin of $7/st, compared to the year-ago 41,000 st, $354/st, and $99/st, respectively.

Intrepid reported a full-year net loss of $524.8 million ($6.94 per share), compared with net income of $9.8 million ($0.13 a share) for 2014. Intrepid’s 2015 adjusted net loss of $22.9 million ($0.31 per share) compares with adjusted net income of $8.4 million ($0.11 per share) for 2014. Intrepid reported adjusted EBITDA of $45.5 million for 2015 compared with $95.3 million in 2014. Full-year 2015 sales were $287.2 million, down from $410.4 million.

Full-year potash volumes were 587,000 st, down from 2014’s 915,000 st. The average price was up at $339/st from $332/st, while the average gross margin dropped to $27/st from $41/st. Trio volumes were 163,000 st with prices of $364/st and margins of $68/st, compared to 2014’s 182,000 st, $349/st, and $68/st, respectively.

“The recent series of potash price reductions has created a more dynamic market than we’ve experienced in some time,” said Intrepid’s Executive Chairman, President, and CEO Bob Jornayvaz. “The pricing pressure is reflected in our fourth-quarter performance and has the potential to cause a breach in our loan covenants. As a result, our auditors added going concern language to their audit opinion.

“In response to the current conditions, we have taken actions for the short term as well as continuing to execute on our long-term strategy,” continued Jornayvaz. “We remain focused on improving EBITDA generation by selling more Trio while also lowering our potash cash operating costs through our conversion of the East facility. The additional tests we ran in December and January support our confidence in completing the conversion in mid-2016. In early 2016, we took actions to decrease our selling and administrative expenses by 20 percent from 2015 levels, and to improve our operating costs, including a 5 percent workforce reduction.

“We are evaluating the viability of our West facility under a prolonged depressed pricing scenario,” said Jornayvaz. “We have also been working with our lending group on an amendment that will provide us with the time and continued flexibility needed as we evaluate and execute on our options. We are grateful to have this banking group with whom we have been working as partners and appreciate that they have been responsive, diligent, and cooperative in this challenging time. With the Trio conversion underway and our ongoing evaluation of West, which comprises more than half of our potash production, we have suspended our practice of providing a financial outlook.”

Once the East mine converts to Trio, Intrepid expects that some 200,000 st of potash will come off the market, and believes its premium Trio capacity will near 300,000 st/y. Intrepid estimates that global producers have curtailed some 5 million tons of potash production. When the East potash production comes offline, the West mine will be the company’s most expensive.

Jornayvaz told analysts that when you look back on the fourth quarter “… we’ll remember it as one of the more volatile that we’ve seen in history. And we’ve survived it and we believe we’ll continue to survive and eventually prosper as a smaller but much more profitable company.” He cited multiple factors, including overcapacity, price pressure from importers, traders seeking quick liquidity, a Canpotex run, and major currency fluctuations.

Wall Street reacted negatively to the news. Intrepid shares, which had closed Feb. 26 on the New York Stock Exchange at $2.22, dropped after the news Feb. 29 to close at $0.99. Shares closed as low as $0.67 March 1, but saw a March 2 close of $0.95. If the shares remain below $1.00 for long they risk being delisted. However, positive news from lenders and a switch to more Trio production, as well as the onslaught of the spring season, may all improve the company’s near-term fortunes.

Plant problems, market conditions put LSB in loss column

Plant problems and market conditions conspired to put LSB Industries Inc.’s Chemical segment’s operating income in the loss column for the fourth-quarter and full-year ending Dec. 31, 2015. The unit had a fourth-quarter loss of $10.3 million on net sales of $87.4 million, compared to year-ago income of $4.5 million and $115.1 million, respectively. The full-year loss was $41.8 million on sales of $428.1 million, compared to 2014 income of $51.3 million and $483.6 million.

“Our fourth quarter fell short of our expectations,” said Dan Greenwell, LSB president and CEO. “Results for our Chemical business were weaker than the fourth quarter of 2014 due to unplanned downtime at our Pryor facility, lower sales of ammonium nitrate to the mining sector and lower selling prices for agricultural chemicals, which were down approximately 16 percent compared to the prior year period. Looking at the current year, fertilizer prices appear to have stabilized, and we believe that, due to the contracted fall fertilizer application season, demand for fertilizers will be stronger this spring and pricing will firm up from current levels.”

“Additionally, we were disappointed with the unplanned outage at our Cherokee facility,” he added. “Cherokee operated efficiently and consistently during 2015, with the exception of two weeks in December, and its ammonia plant operated at an on-stream rate of 94 percent for the full year of 2015. We are continuing to take positive steps with equipment replacement and upgrades at both the Pryor and Cherokee plants to increase on-stream rates in 2016.”

“On the subject of our El Dorado facility, as we’ve previously announced, we began operating our new nitric acid plant and concentrator in the second and fourth quarters of 2015, respectively, and attained a significant milestone by achieving mechanical completion of a new 375,000 ton per year ammonia plant within the last several weeks. The ammonia plant is currently in its commissioning phase, and we plan to begin producing ammonia early in the second quarter of 2016. We expect the total cost of the El Dorado Expansion Project remain within the previously announced range of $831 million to $855 million. We continue to expect that this expansion will have a transformative impact on the profitability of our Chemical business and LSB overall in the coming quarters and years.”

LSB was also in the loss column on a company-wide basis, posting a fourth-quarter loss applicable to common shareholders of $11 million ($0.48 per diluted share) on sales of $157 million compared to the year-ago income of $657,000 ($0.03 per share) and $187.2 million, respectively. The full-year loss was $38 million ($1.67 per share) on sales of $711.8 million, compared to 2014’s net income of $19.3 million ($0.83 per share) and $761.2 million.

K+S Potash head departs the company

K+S Aktiengesellschaft, Kassel, Germany, has announced that Dr. Andreas Radmacher, responsible for K+S Aktiengesellschaft’s Potash and Magnesium products business unit since Oct. 2014, is leaving the company.  K+S said Radmacher, who has been a member of the Board of Executive Directors since Sept. 2013, and the company’s Supervisory Board mutually agreed not to renew his mandate, which was due to end on Aug. 31, 2016. Radmacher is additionally responsible for K+S’ Disposal and Recycling as well as Inactive Plants activities. He will leave the company on Feb. 29.

Norbert Steiner, K+S’ chairman of the Board of Executive Directors, will temporarily take over Radmacher’s responsibilities. The composition of the other Board of Executive Directors departments remains unchanged with  Dr. Lohr (CFO), Dr. Nöcker (Labor Director), and Mark Roberts (Salt business unit).

Intrepid reports loss, impairment, eyes future of West mine

A $323.8 million asset impairment charge and some $155.1 million in tax adjustments during the fourth-quarter 2015, significantly impacted Intrepid Potash Inc.’s earnings. Intrepid reported fourth quarter 2015 net loss of $518.3 million ($6.85 per share), compared with net income of $5.8 million ($0.08 per share), for the 2014 fourth quarter. Excluding the asset impairment charge related to conventional assets in Carlsbad and an increase in the valuation allowance related to deferred tax assets, Intrepid’s adjusted net loss was $20.1 million ($0.26 per share), and compares with adjusted net income of $5.1 million ($0.07 per share), in the 2014 fourth quarter.

Fourth-quarter sales were $42.8 million down from $98.3 million. Potash sales volumes dropped to 89,000 st from the year-ago 210,000 st.

For the full year 2015, the net loss of $524.8 million ($6.94 per share), compares with net income of $9.8 million ($0.13 a share), for 2014. Intrepid’s 2015 adjusted net loss of $22.9 million ($0.31 per share), compares with adjusted net income of $8.4 million ($0.11 per share), for 2014.  Intrepid reported adjusted EBITDA of $45.5 million for 2015 compared with $95.3 million in 2014.

2015 sales were $287.2 million, down from $410.4 million. Potash volumes were 587,000 st, down from 2014’s 915,000 st.

“The recent series of potash price reductions has created a more dynamic market than we’ve experienced in some time,” said Intrepid’s Executive Chairman, President and CEO Bob Jornayvaz. “The pricing pressure is reflected in our fourth quarter performance and has the potential to cause a breach in our loan covenants.  As a result, our auditors added going concern language to their audit opinion.”

“In response to the current conditions, we have taken actions for the short term as well as continuing to execute on our long-term strategy. We remain focused on improving EBITDA generation by selling more Trio® while also lowering our potash cash operating costs through our conversion of the East facility. The additional tests we ran in December and January support our confidence in completing the conversion in mid-2016.  In early 2016, we took actions to decrease our selling and administrative expenses by 20 percent from 2015 levels, and to improve our operating costs, including a 5 percent workforce reduction. We are evaluating the viability of our West facility under a prolonged depressed pricing scenario. We have also been working with our lending group on an amendment that will provide us with the time and continued flexibility needed as we evaluate and execute on our options. We are grateful to have this banking group with whom we have been working with as partners and appreciate that they have been responsive, diligent and cooperative in this challenging time. With the Trio® conversion underway and our ongoing evaluation of West, which comprises more than half of our potash production, we have suspended our practice of providing a financial outlook.”

Gavilon names new CEO

The Gavilon Group LLC, Omaha, Neb., announced Feb. 26, that Lewis Batchelder has been named CEO of the Gavilon Group of companies, effective March 1, 2016.

The company said he brings more than forty years of experience in the grain industry, and has held positions as senior vice president, Agriculture Services at Archer Daniels Midland Co. and chairman of Alfred C. Toepfer International, a global merchandiser of agricultural commodities and processed products.

The company said Batchelder’s experience in the grain industry, along with his long-standing relationship with Marubeni Corp., of which Gavilon is a wholly owned subsidiary, will be instrumental in building on Gavilon’s success while also shaping the future path for growth of the company within Marubeni’s group-wide business strategy.
Gavilon said former CEO Jim Anderson, COO John Neppl and Greg Konsor, vice president of North American Grain have stepped down. Along with the addition to Batchelder, Chris Faust will be promoted to vice president and general manager of North American Grain.

Trupointe and Sunrise co-op members to vote on proposed merger

After reporting in December that they were exploring a possible merger (GM Dec. 11, 2015), the leadership of Trupointe Cooperative Inc. in Piqua, Ohio, and Sunrise Cooperative in Fremont, Ohio, announced that they have decided to recommend the consolidation and put it to a member vote.

“We ask the membership to consider the facts of the proposed merger and think about this decision very seriously,” said George Secor, president and CEO of Sunrise. “As members, they hold a unique opportunity to play an active part in guiding our cooperatives to the future. In addition, they must also consider the potential this merger could bring to their individual operations.”

Informational meetings with the leadership of both co-ops were concluded in early February after joint articles and bylaws were drafted in January, with both boards recommending that the merger move to a member vote. The two cooperatives said both business are “financially sound separately and could continue to successfully operate so,” but touted several benefits from the proposed merger.

These benefits include stronger profits and timely equity redemption to members; size and scale that would allow better access to key partnerships and product supply chains; a larger geographic footprint to position the combined co-op to offset market risks, instability, and weather patterns; increased opportunity for facility and asset investments at a faster pace; and great opportunities to invest in important agricultural innovations.

“On behalf of the leadership and board of directors, I ask for your support of this merger,” Trupointe President and CEO Larry Hammond told members. “This opportunity is not only about ensuring our position in the marketplace for the future, but increasing the service and value you receive today as a member.”

Ballots have been mailed to voting members and must be returned by March 7 at 10:00 a.m. As a combined entity, the new cooperative would begin operations on Sept. 1, 2016, under the leadership of Secor as president and CEO. If the merger is approved by members, the new board will select the name of the entity as well as the corporate office location.

Sunrise is a full-service co-op serving 3,200 member-owners in a 12-county area of north-central Ohio. The company has 192 employees and total annual sales of $525 million, and operates grain, agronomy, feed, and energy divisions from approximately 10 Ohio locations. Sunrise’s four agronomy facilities are located at Attica, Ballville, Crestline, and Norwalk, and its five grain facilities have total storage capacity of more than 27 million bushels.

Trupointe is a member-owned agricultural and energy co-op serving approximately 4,100 members in west-central Ohio and northeastern Indiana. The company operates agronomy, grain, feed, fuel, propane, turf, and retail store divisions from some 27 locations. Trupointe was formed in 2010 (GM Feb. 15, 2010) from the merger of Southwest Landmark Inc. and Advanced Agri-Solutions Inc., operating initially from 45 locations in Ohio and Indiana with a full- and part-time workforce of 510.

Trupointe hopes to complete a $30 million construction product this year at its Milford, Ind., TruHorizons facility. The project was launched in 2013 (GM Jan. 18, 2013), with the first phase becoming operational in 2014 as a full-service agronomy hub offering dry and liquid fertilizer, crop protection products, seed and traits, crop scouting, and precision ag and application services. The second phase includes a 4.3-million-bushel grain elevator.

Chinese ammonium sulfate imports to result from DSM/CVC joint venture

Royal DSM’s global caprolactam business, known as DSM Caprolactam, is now operating under the Fibrant name following the completion of a recent joint venture transaction between CVC Capital Partners and DSM.

London-based CVC was founded in 1981 and is one of the world’s leading private equity and investment advisory firms, with some 300 employees throughout Europe, Asia, and the U.S. The transaction gives CVC a 65 percent ownership and DSM a 35 percent stake in Fibrant, and as a result, company sources say Fibrant will now be importing ammonium sulfate from China to various markets, including the U.S.

“It is an honor and a pleasure to be able to announce the official launch of our new name, Fibrant,” said Pol Deturck, Fibrant CEO. “Every day Fibrant employees will do their utmost to enable our customer’s success in their respective businesses. We are excited to continue to serve our customers under the new name and build further on our heritage as a premium supplier.”

Fibrant is headquartered in Geleen, the Netherlands, and states that it “aims to be the undisputed market leader in caprolactam and its byproducts.” Fibrant employs more than 1,200 people across three continents, and has production facilities in Europe, China, and the U.S. DSM’s first caprolactam production facility was commissioned in the Netherlands in 1952, the second in Augusta, Ga., in 1966, and the third in Nanjing, China, in 2002.

According to Fibrant, the company produces 20 percent of global caprolactam capacity at more than 900 kilotons. It places total global demand for ammonium sulfate at approximately 24 million mt, of which 10 percent is produced, distributed, and supplied by Fibrant. The company produces industrial, technical, and spray grade ammonium sulfate, and refers to itself as a leader in the “development of new production methods of crystallized granular ammonium sulfate for dry blended fertilizers worldwide.”

In a recently completed report entitled Global Ammonium Sulfate Market 2015-2020: When to Expect the Rebound, Neil Fleishman, Green Markets Senior Industry Analyst, placed DSM’s total ammonium sulfate production capacity at 1.71 million mt/y, with the Nanjing plant at 800,000 mt/y, the Geleen facility at 600,000 mt/y, and the Augusta facility at 310,000 mt/y.

“North America has been one of the fastest growing markets for ammonium sulfate globally, and global utilization rates for ammonium sulfate production are likely at bottom,” said Fleishman, in reference to Fibrant’s plan to import Chinese tons to the U.S. market.

China surged past Canada to become the major import source of U.S. ammonium sulfate in the fertilizer year ending June 30, 2015, according to the U.S. Department of Commerce. Imports from China were 273,839 st, up from the prior year’s 147,398 st, while imports from Canada declined to 225,348 st from 279,950 st. Total imports for the fertilizer year were 505,583 st up from 428,935 st.

In the current fertilizer year (July-December) China has continued its lead at 189,204 st, up from 93,477 st, while Canadian imports are down at 82,906 st from 105,431 st. Agrium Inc., an AS provider, has adopted a policy of keeping more of its product in Western Canada, rather than enduring the shipping expense to U.S. points. Total U.S. imports year-to-date are 297,160 st, up from 200,343 st.

Fibrant also launched a new website at www.fibrant52.com. “With this new name and visual identity, Fibrant pays homage to its heritage serving the nylon industry and the fibers market,” the company said. “The name reflects the vibrant future and the chemistry between Fibrant and its partners.”

DSM’s connection to CVC dates back to March 2015, when DSM first reported that it was partnering with CVC in the repositioning of its Polymer Intermediates and Composite Resins businesses through the formation of a new company. DSM referred to the transaction as a “logical step” in its strategic execution, saying the businesses “no longer fit” with its focus on Nutrition and Performance Materials.

“The partnership with CVC allows DSM to further reduce the cyclicality of its portfolio, secure a long-term competitive supply position of caprolactam for DSM Engineering Plastics, and fully focus on the Nutrition, Performance Materials, and Innovation activities complemented by accelerated actions to improve efficiencies and reduce costs,” DSM said on March 16, 2015.

At the time of the initial announcement, DSM said it was contributing its global caprolactam business, its acrylonitrile business, and its Composite Resins business in a transaction with an enterprise value of €600 million, plus an earn-out of up to €175 million. Estimated net cash proceeds to DSM were reportedly €300-€350 million at closing.

Correction: CF Industries

Correction: CF Industries Holdings Inc. expects some 90.5 million acres of corn to be planted in the U.S. in 2016, up 2.5 million acres from 2015 acreage. This corrects a typo (GM Feb. 19, p. 14) that indicated 95.5 million acres.

Chicken manure fire gets strong response

Seymour, Ind.—A chicken manure fire at United Granulated Services LLC earlier this month brought a strong response by the Seymour fire department, which was joined by company employees. The fire involved about 100 pounds of manure, and apparently started when embers were created during drying and traveled through the building’s duct work into an outside hopper. “So we just put a lot of water on it and handled it as best we could for the situation,” reported Fire Chief Brad Lucas.  “Actually it wasn’t an easy fire to deal with, but they got it out quickly and out safely.” No one was injured, and damage estimates were $30,000, according to the local press.

North Bend wants Rapid Growth Nutrients out

North Bend, Ore.—City officials here have advised Rapid Growth Nutrients that they no longer want the fertilizer company, which produces nutrients from processing ocean fish, operating in their community. After receiving numerous nuisance calls from residents over the past several months, North Bend officials have stated that they will be issuing a stop work order. “In the last two years, when they’ve said they’d fix things they have fixed nothing. To date they have poured a concrete slab, and that is it,” City Administrator Terrance O’Connor said. “They have not complied with any improvements the city is aware of, and the company has submitted no buildings plans for permitting or review.” City Attorney Mike Stebbins added, “If they don’t stop, they’ll be fined for every day they operate. If they still don’t stop, we’ll proceed to take action to make them stop in circuit court.” Rapid Growth had not responded to inquiries at press time. According to its website, “the fundamental components of the company’s liquid fertilizers and soil auxiliaries are ocean-sourced from the cold and deep mineral rich waters of the Pacific Northwest (where) an abundance of sustainably-harvested organisms provide the essential nutrients required to maximize plant characteristics, soil viability, and crop production.”