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Message from the editor, Shayna Wiwierski – 6
Message from the Minister of Energy and Resources, the Honourable Jim Reiter – 8
Potash industry update: From where I sit… A reaffirmation of the faith – 10
Global impact starts here: Returning to our roots… How professionals are finding meaningful careers in rural Saskatchewan – 14
Mosaic’s Esterhazy and Belle Plaine teams recognized for safety success – 16
Australian Potash corporate update – 18
Nourishing the world: Canadian potash supply chain resilience in uncertain times – 20
American potash for American farmers: Sage Potash Corp. – 22
RESPEC’s support for underground infrastructure – 26
Canada approves increased shipments of potash to Bangladesh – 28
Wiring potash projects for success – 29
Saskatchewan labour crisis: Balancing record exports with skilled worker shortages – 30
Caltech: The potash industry’s partner in success – 32
Indigenizing potash in Canada: Creating certainty for proponents – 34
BHP partners with 2Nations Bird for development works and site services at BHP’s Jansen Potash Project – 36
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s the summer sun shines upon us, I am delighted to welcome you to Issue 2, 2023 of The Potash Producer e-newsletter. With nature in full bloom and crops reaching for the skies, this season brings with it an abundance of opportunities and challenges for the potash industry.
First and foremost, I extend my heartfelt appreciation to each one of you who tirelessly contributes to the growth and success of the potash sector. Your dedication, expertise, and unwavering commitment play a pivotal role in nourishing the world’s agricultural systems and fostering sustainable food production. Together, we continue to drive the wheels of progress and make a positive impact on a global scale.
In this edition, we delve deep into the pivotal theme of nourishing the world and how the Canadian potash supply chain remains resilient in uncertain times. We explore how our industry is adapting to the evolving landscape and harnessing the power of innovation to meet the rising demands of a growing population. From exploring cutting-edge technologies in mining and processing to understanding the dynamic market trends, we aim to equip you with insights that empower your decision-making processes.
Our commitment to knowledge-sharing remains steadfast, and this edition presents a wealth of valuable information and best practices from industry experts. From articles and interviews with thought leaders to case studies showcasing successful projects, we aim to inspire and educate our readers, providing them with the tools they need to excel in their endeavours.
Lastly, I invite you all to actively engage with us, sharing your experiences, insights, and success stories. The Potash Producer e-newsletter is a platform for collaboration, and we believe in the power of collective wisdom. Your con-
tributions, feedback, and suggestions are invaluable as we strive to continuously improve and serve our vibrant community. With that, we would like to thank our contributors for this issue:
• The Caltech Group
• The Canadian Chamber of Commerce
• ECS Potash
• Jim Reiter, Minister of Energy & Resources
• Morris Interactive
• The Mosaic Company
• Nutrien
• Proactive Consulting Services
• RESPEC
• The Saskatchewan Chamber of Commerce
• Solex Thermal
• Steve Halabura Potash Consulting Ltd.
• Wicehtowak Limnos Consulting
• The Yorkton Chamber of Commerce
We invite all interested companies to share their news and editorial ideas with us. If you would like to contribute a story for future issues of The Potash Producer e-newsletter, please contact myself at shayna@delcommunications.com.
Finally, we also welcome you to help spread the message about our publication. In addition to The Potash Producer e-newsletter, we publish a handful of other mining-related e-newsletters. You can find out more and subscribe at www.delcommunications.ca/mining/.
Wishing you a fruitful and inspiring summer season!
Shayna Wiwierski shayna@delcommunications.com l
on behalf of Premier Scott Moe and the Government of Saskatchewan, I am pleased to submit this message.
In 2022, Saskatchewan potash producers broke records for the second year in a row with $18 billion in sales and over 23 Mt potassium chloride (KCl) of production. Stepping back and looking at what Saskatchewan has to offer, the data paints a picture of a true worldleader: first in the world for known potash reserves, first in the world in 2022 for potash production, and the first in Canada and top three globally for mining investment attractiveness, according to one of the world’s leading mining sector publications. Our province has much to be proud of.
By conservative estimates, Saskatchewan could supply world demand for potash for several hundred years. Higher population growth around the world, combined with growing household incomes and increased biofuel consumption, will ensure that the global demand for potash will increase. To meet the demand, Nutrien and Mosaic have completed expansions of productive capability at every one of their Saskatchewan operations over the last decade, K+S Potash Canada built the
first new greenfield potash mine in the province in over 40 years, and BHP has approved and begun construction of its Jansen Stage 1 project. The total capital cost of these investments is over $30 billion
BHP is accelerating its 4.35 Mt KCl Jansen project and is conducting studies for Stage 2, which would add an additional 4 Mt KCl. In 2022, Nutrien announced its plan to accelerate the ramp-up of its annual potash production capability to 18 Mt KCl by 2026. This represents an increase of more than 5 Mt, or 40 per cent, compared to production in 2020. Nutrien is also evaluating the potential to expand capacity an additional 5 Mt to 23 Mt KCl. Mosaic is increasing potash production from its Saskatchewan operations by 1.5 Mt KCl and K+S Potash Canada has a plan to nearly double the current production of its Bethune mine to 4 Mt KCl over the long-term and has already begun hiring to these ends.
With these increases, as well as many other potash companies finding potential for new mines in Saskatchewan, we are seeing an impact. In 2021-2022, Saskatchewan saw a seven per cent increase in potash jobs year over year.
Saskatchewan is home to 23 of the 31 minerals listed on the Canadian critical
minerals list. This is why in March we introduced Securing the Future: Saskatchewan’s Critical Minerals Strategy, in which potash plays a crucial role. The strategy triples the Saskatchewan Mineral Exploration Tax Credit (SMETC) from 10 to 30 per cent, to become the highest rate in Canada. The Targeted Mineral Exploration Incentive (TMEI) received a $3.25 million funding boost along with the removal of geographic and mineral restrictions, opening up the program to all hard rock minerals, anywhere in the province. An additional $2.4 million of new funds were also allocated to improve geoscience data collection and reporting.
The world is looking to foster new trade relationships with stable jurisdictions, and for a predictable supply of the critical minerals they need, Saskatchewan is poised to be that supplier. As the Minister of Energy and Resources and as a citizen of the province of Saskatchewan, I am proud of the collective work of our business community, our government, and the hard-working people of Saskatchewan for getting us to where we are today and creating a bright future for Saskatchewan. l
in the interest of full disclosure, I am founder and CEO of a potash startup, Buffalo Potash Corp. A big part of my job is speaking to financial types about the importance of the potash sector.
At some point in all the discussions, and much to my suppressed frustration, someone on the finance side of the table says, “so….do your properties also contain lithium?”
Talk about a deflationary moment…
Maybe its just me, but I certainly hear enormous buzz and chatter about energy security, about the need to transition from a fossil fuel economy to an electric or hydrogen basis, and the need for new technology to eliminate energy impacts upon our planet.
I understand all this, but what about the importance of food security?
Perhaps the growing of the world’s food supply is not as pointed or as dramatic as wresting energy from the ground. It is a process and lifestyle hewn over millennia, and one which is intimately entwined in the great cycles of the earth itself. It is not as noticeable as energy
production, because it is such a deep and intrinsic part of who we are.
Farmers understand this in a relatively straightforward way, as the crop cycle is cyclical, irrevocably tied to the changing of the seasons. Within the broad categories of winter, spring, summer, and fall, smaller cycles are tied to variations in specific climate elements such as heat, moisture, and the abundance of pests.
In the “old” years, the production and sale of fertilizer followed the grand agricultural sector, if only in the sense that suppliers matched their production to the needs of farmers. Farmers would order product in advance of the upcoming crop year to ensure supply, then took delivery about the time seeding equipment was in the field. It was the responsibility of producers to make the required product well in advance of the shipping season, perhaps building up inventories or prepositioning products in warehouses close to the market. Once deliveries were made, production could be scaled back until the next cycle approached.
In this way, there was no requirement to define “food security”, as how could
such a natural order ever be challenged?
Yet it is being challenged, in a very real way.
Maybe I’m not the only one to notice that this natural order has changed. I especially sense this in my discussions with those in the potash sector. For decades, potash was somewhat predictable, and one could get a fair glimpse into the future by looking at the current crop season, future seeding plans, longterm weather forecasts, production adjustments of one’s peer group, and use these broad and relatively transparent markers to gauge one’s future actions.
Not so much any more…. forces beyond classic business economics seem to be shaping a different future.
One of my favourite sources is a 2018 study done by the University of Michigan that examined the question of food productivity requirements to 2050. The study projects that the world’s population will be 9.2 billion by 2050, with eight billion of those people living in developing countries. This increase in population will require food produc-
tion to rise 60 to 70 per cent from 2019 levels.
How will this increase in productivity occur? One way is to increase the amount of arable land available for food production. The same study states that in 2019 the world’s farmers tilled some 1,500 million hectares of land, which was down by a third over the previous 40 years. However, going forward, the study forecasts that the amount of arable land will increase by some 200 million hectares by 2050.
On the surface, this is good, no? Unfortunately, it does not solve the problem. The increase in arable land will largely come from sub-Saharan Africa and South America, and it will be gained at a significant environmental and ecological cost. Furthermore, such lands lack the “chemical, physical, biological, and infrastructure requirements for single
crop species”. I take this to mean that to become effective producers of food, farmers using these lands will require technology and especially fertilizer to make them productive.
Even a 200-million-hectare increase is insufficient as the increase in the world’s population outstrips the per-capita food production gain. In 1960, the per-capital arable land amount was 0.42 hectares;
however, this is forecast to drop to 0.19 hectares by 2050. In developing nations, the decrease is from 0.33 hectares in 1960 to 0.14 hectares by 2050.
The above analysis does not consider factors such as global climate change. Certain regions of the planet will see its arable land drop, due to climate-induced drought, while other areas will see a gain due to more temperate
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weather. Nevertheless, increasing the amount of arable land does not seem to be an option.
The answer, as many of you may have guessed, is to use genomics, agricultural technologies, and added nutrients to increase the productivity of each arable acre. So, for those in the potash sector, take some comfort in this: demand will continue to grow in the coming decades.
The above is enough for me to be fully invested in potash. The reasoning is this: nitrogen. In its various fertilizer forms, it can always be synthesized from natural gas, and last time I checked, there is an almost inexhaustible supply of this commodity. Phosphate cannot be synthesized; however, it has a reasonably widespread geographical distribution. The same cannot be said of potash, as well over 75 per cent of the world’s supply is concentrated in the hands of a few geographic regions: Russia, Belarus, and Canada.
Great about the long-term, but what about the next year? In the short-term, I expect a bumpy ride. This is clear to
anyone who follows the broader fertilizer sector, especially the share prices of some of the fertilizer majors. One key to understanding why market value has not followed longer-term opportunity is that the 2022 market and pricing was severely distorted by Russia’s invasion of Ukraine, snarled supply chains, and the short-term effectiveness of sanc-
tions. The chart above shows the effects of these factors on price.
To no one’s surprise, the high price led to an “oversold” position amongst potash producers. The peak mid-summer 2022 price did the same to global demand as it did back in 2008/2009 – farmers, most of whom are “small holdings” farmers, could not afford to buy fertilizers, especially potash. Furthermore, disregard for sanctions (real or implied) led to discount-priced potash from Russia and Belarus to enter the market.
The price curve is mimicked by the share price performance of almost all big agricultural commodity producers. They peaked about the time fertilizer prices peaked, then followed the curve down. Is this a marker that the food security argument is rubbish, or is it simply a reaction to short-sighted market makers and artificial distortions of market supply and demand? I think you know where I stand on this question.
For what its worth, here is my read of the potash tea-leaves:
1. Despite Russian and Belarusian pot-
ash making its way into global mar kets, the reorganization of supply lines that I spoke of a year ago will continue, and in fact may speed up as dependability and sustainability gain equal weight with price as a buy de terminant.
2. The war in Ukraine remains one of the key drivers in terms of market instability. This is not only because of shipping difficulties from Black Sea ports, but also, a catastrophic loss of Ukraine’s arable land.
3. Everything tells me that sanctions against Russian and Belarusian pot ash are ineffective; however, I am also hearing those shipments of pot ash from these regimes is down. The question should be, “how well are Russian and Belarusian mines keeping in good repair”?
4. Lower prices will be the norm, and in my opinion, the key to long-term sustainable production. Potash demand is notoriously susceptible to price increases, so the trick is to vigorously decrease CAPEX and OPEX so that margins remain attractive despite price.
5. Potash valuations tend to track movements in nitrogen and phosphate; however, we may soon see the day when there is a decoupling of potash from the other two, which will favour the development of smaller, potash-specific niche producers.
6. Governments need to take food security more seriously. This means a clear declaration that food security is as vital to global stability and well-being as is energy security and its related “just transition”.
‘Nuff said … time for a nice cup of Darjeeling! l
“It feels like I’m coming back home,” says electrical engineer Karl Messinbird, reflecting on his relocation to Rocanville from Winnipeg.
It was only a few months ago that Messinbird started his role at Nutrien’s Rocanville mine. Farming has been in his family for four generations, and he is now using his engineering background to contribute to the farm in a less conventional way.
“Being able to contribute to the agricultural world feels like I am giving back, even if I am not on the family farm,” says Messinbird. “It has to do with contributing to the future of agriculture and feeding the future.”
Many local professionals like Messinbird grow their careers in large cities after graduating from university, but are drawn back to working and living in a rural setting or small town with fewer people, less traffic lights, and a greater sense of community. Growing up just over the border in a small town in Manitoba, it felt like a natural fit for him to apply for a job at Nutrien.
“I am excited about my opportunity at Nutrien to find a job that blends my passion for engineering with agriculture while getting back to my roots in a rural area,” he says. “This is a great place for professionals to grow their careers.”
Returning to a small town was an easy transition for Messinbird.
“People are relatable, friendly and you feel that instant connection, not just at Nutrien, but in the community,” he says. “It feels like I have been a part of the Nutrien community for a long time.”
Many of the employees working at Nutrien’s network of potash mines in Saskatchewan grew up in and around the area. Others were attracted to working for a global company with strong roots in the community. Instantly, employees have some sort of connection with their co-workers, whether it is a direct relation to them or that you know someone they know.
“There are people at the site that I have never met before, but I still have some sort of connection with them,” he says. “I know someone that they know, or I know of the small town where they are
from because I’ve played hockey or sports growing up on both sides of the Manitoba/Saskatchewan border.”
During one of Messinbird’s tours underground, he was stopped multiple times by people that recognized him. “One of the guys touring me around said he has been at the mine for over 15 years. He was like, ‘Geez, you know more people than I do!’”
The warm and welcoming connections forged through these interactions serve as the cornerstone of a close-knit community within the towns and mines of Saskatchewan. These exchanges not only build camaraderie among all levels of staff and management at Nutrien, but also reinforce our commitment to fostering a supportive and inclusive workplace. l
Now hiring at all Potash sites across Saskatchewan:
- Industrial and Heavy Duty Mechanics
- Engineers and Technologists
- Mill and Mine Operators
- Electricians and other Trades
mosaic’s Esterhazy and Belle Plaine facilities recently received Safety Achievement Awards from the Saskatchewan Mining Association (SMA).
The SMA is an industry organization representing Saskatchewan’s mining and mineral exploration industry. Employees at both Mosaic mines were recognized for their safety successes/ injury statistics. Over the last decade, Mosaic has improved safety at its facilities by 70 per cent.
The SMA annually recognizes member companies that realized an injury rating of zero. The SMA rating is achieved by a calculation of lost time injury (LTI) and modified work injury (MWI) frequency rate plus 10 per cent of the LTI and MWI severity rate.
The awards presentation was held during the SMA’s Annual General Meeting in Saskatoon on March 2. Minister of Labour Relations and Workplace Safety, Don Morgan presented the award alongside representatives from the SMA to the Esterhazy and Belle Plaine sites.
These awards represent Mosaic’s commitment to ensure all personnel return home safely every day. At Mosaic, safety is our top priority, and we believe no task or tonne of product is more important than the safety of our employees and contractors. Mosaic achieves this through continuous training and safety improvements at all our facilities. l
Our
australian Potash Limited (ASX: APC) provides an update regarding a number of corporate matters.
The company has previously announced that it is undertaking a strategic review process on its Lake Wells Sulphate of Potash Project (LSOP). Further to those announcements, the company confirms that due diligence materials are being reviewed by third parties with a view to strategic investment into the LSOP. Global parameters underpinning mineral fertiliser demand remain strong, and the board remains confident in the viability of the LSOP. However, whilst this strategic investment process is continuing, the directors caution that all current discussions are preliminary, no offer has been tabled that is capable of execution, and there is a risk that no suitable investment proposal is received.
The directors advise that they have now informed the Administrative Appeals Tribunal (AAT) that the company will not be contesting its ability to claim aspects of the 2018/2019 R&D incentive. The company provisioned $1.38 million in its 2022 financial statements for these amounts, as reported in the annual report lodged with ASX on September 29, 2022.
The directors understand that with the cessation of the AAT process, the Department of Industry, Science, Energy and Resources will, in conjunction with the Australian Taxation Office (ATO), seek to recover the amount provisioned from the company, however no such request has yet been received. It is the directors’ expectation that where the ATO makes a demand for the payment of this amount, an arrangement will be entered into with the ATO to settle the company’s outstanding liability over a period of time, however no discussions have as yet been held with the ATO on this matter.
The company has been advised by DCCEEW that upon receiving a third-party referral of the LSOP, they have determined that the outcome of their considerations is to deem the LSOP development a ‘controlled action’ under the relevant federal legislation. This is over and above the Western Australian State Government’s assessment of the LSOP development, full approval for which was received by the state minister in February 2021.
The time frame for DCCEEW to consider what actions and potential conditions the company needs to undertake and adhere to over and above the state-imposed conditions is yet to be determined formally and is in part contingent upon the time taken for the
company to furnish the federal officials with the requested information. The federal government further imposes a ‘cost recovery’ framework to undertake their assessment, which costs have been estimated by them at approximately $34,000. The company will incur additional costs in addition to these fees, associated with whichever consultants DCCEEW deem appropriate to assist them understand the environment within which the LSOP is proposed to be developed.
While the company was not privy to the initial third-party referral or referrer, the company confirms that DCCEEW’s consideration processes did not include consultation with the company prior to the initial assessment of a controlled action being made. The company is now working with DCCEEW to develop an assessment plan which will incorporate a timetable. The company will ensure shareholders remain informed as to this timetable and progress against it.
As previously announced to ASX on March 16, 2023, NAIF has extended the ‘sunset date’ for the offer of debt development finance for LSOP to June 30, 2023. NAIF have further advised that unless the company is able to make material progress in securing the requisite equity development capital by that date, it will have to consider applying that amount of debt funding to alternative uses.
APC holds a 100 per cent interest in the Lake Wells Sulphate of Potash (LSOP), located approximately 500 kilometres northeast of Kalgoorlie, in Western Australia’s Eastern Goldfields. The company is finalising pre-development plans for commencement of construction. First production from the LSOP is scheduled for 31 months from a final investment decision.
K-BriteTM is a registered trademark brand of Australian Potash Limited and the brand under which the suite of high-quality, premium SOP products from the LSOP will be marketed. APC holds a 100 per cent interest in the Lake Wells Gold Project, located 500 kilometres northeast of Kalgoorlie, in Western Australia’s Eastern Goldfields.
Please visit www.australianpotash.com.au for more information. l
We understand that protecting infrastructure drives profit.
Feeding your process refinery safely and without interruption is paramount.
Pocono Fabricators’ Pre-Krete G-8 has been safeguarding site piping of Potash slurry from abrasive and corrosive conditions at elevated temperatures since 1982.
Between a global pandemic, Russia’s illegal invasion of Ukraine, and once-in-a-lifetime weather events occurring more frequently, the past few years have been particularly challenging for supply chains around the world. And the disruptions have shone a spotlight on how critical Canada is to global food security. With a growing world population, demand for food is increasing. To meet that need, farmers will need to use more fertilizers like potash. Potash is the common name given to the fertilizer potassium, a vital nutrient for life. Most of the world’s potash is used as fertilizer that helps plant growth, increases resistance to drought and disease, and improves overall crop quality and yield. By using potash, a farmer can produce more food of better quality on the same amount of land.
Constraints, like sanctions on Belarus and restrictions on Russian potash— together, these two countries account for approximately 40 per cent of the global supply of potash – highlighted how vital Canadian potash is to global food security. Canadian potash is known for being a high-quality, stable, and reliable supply – which positioned Canada well when global food security concerns increased.
For over 50 years, most Canadian potash has been exported overseas by Saskatoon-based, Canpotex. On behalf of its two shareholders, Mosaic and Nutrien, Canpotex reliably markets and delivers about 13 million metric tonnes of potash overseas each year to millions of fields and farmers in 40 countries, principally in Asia, Latin America, and Oceania.
Now, more than ever, customers overseas have counted on Canpotex to deliver the potash they need in time for food production. The ability to deliver during times of uncertainty is possible because of the investments, expertise, and relationships established over the past 50 years.
This is no easy feat. At the best of times, shipping millions of tonnes of potash from Saskatchewan to customers halfway around the world means a journey that crosses Canada, through mountains, and across three oceans. Add in weather events or supply chain challenges that occur with more frequency.
For Canpotex, it’s possible because of billions invested to protect its own reliability by building a world-class supply chain. It’s also possible because of supply chain partners, including railroads, terminal operators, ports, and vessel owners.
As a geographically-disperse resource economy, Canada’s ability to contribute to global food security is highly dependent on the efficiency of its transportation and logistics systems.
That means there is more work to do, ensuring our supply chain and physical infrastructure are reliable and resilient. Strengthening transportation networks is imperative for the success of Canada’s economy. Without serious supply chain improvements and investment, as a country we risk falling short of our standard as a reliable trading partner.
Exporters, like Canpotex, have established and protected Canada’s reputation overseas for reliability, stability, and integrity. Canadian agriculture and natural resource products – our food and our fertilizer – are recognized globally for quality, and our businesses are viewed as reliable and trustworthy, as well as fair to deal with. With this comes immense responsibility to get our goods to market and make good on our commitments to our customers and our trading partners. Canada’s reliability is so vital because our supply chains just aren’t moving potash or other goods – it’s an integral part of making global food security possible. l
global events of the last year have shone a spotlight on the importance of Canadian potash to global food security
Poorly designed transfer chutes reduce productivity along your conveyor system — often increasing the chances of costly downtime.
The transfer chute is a critical piece of equipment in mining, quarrying, and other material handling operations. Considering all factors up-front will result in a transfer chute design that aids, rather than restricts, production.
West River Conveyors pays careful attention to the properties of the material being conveyed — with an expert understanding of how it moves through the transfer chute. From the design stage forward, we can find a solution that fits your needs.
Contact
sage possesses an extensive portfolio of mineral rights in the resource-rich Paradox Basin, located in southeastern utah.
veteran Peter Hogendoorn and his team have taken proactive steps to address the issue by establishing Sage Potash Corp., a publicly listed company dedicated to advancing domestic potash production within the continental U.S. Through the use of proven solution mining techniques and a short timeline to production, Sage Potash plans to meet the growing demand for a local potash supply.
as Americans, we recognize that our nation’s agricultural success is the foundation of our economy and the well-being of our citizens. Potash, as the lifeblood of agriculture, plays a crucial role in achieving abundant crop yields. Astonishingly, the United States imports a staggering 95 per cent of its potash, despite possess-
ing one of the world’s largest reserves. This reliance on foreign imports for a mineral vital to domestic crop growth raises concerns about the impact that costly transportation and import fees can have on the American agricultural industry and national food security.
Recognizing this dilemma, industry
For over three decades Western Heritage has provided the potash industry with comprehensive solutions in Indigenous consultation and engagement, cultural heritage and environmental mapping and monitoring.
Our EFMP platform measures project’s key environmental indicators for your project over the complete lifecycle of the project. Benefits include:
• Reduced time, resources, and costs related to environmental monitoring
• Assist in monitoring and verifying reclamation and project environmental goals
• Reports on demand
For information on any of our services: 306-975-3860 | info@westernheritage.ca www.westernheritage.ca
Sage possesses an extensive portfolio of mineral rights in the resource-rich Paradox Basin, located in Southeastern Utah. Sage’s initial exploration well, the Johnson 1 Well, confirmed the presence of high-grade, thick, and flat-lying potash beds, resulting in an initial inferred resource of almost 280 million metric tons of potash sylvinite. The Sage Plain Project is potentially the largest undeveloped potash resource in the U.S., boasting a large-scale, high-grade potash deposit. With the U.S. government committing an impressive $1 billion to enhance American potash and fertilizer production, Sage Potash Corp. stands poised to seize this opportunity and successfully bring their potash resource into production.
The demand for potash, and subsequently its price, recently skyrocketed due to sanctions imposed on Russia and Belarus, as the two countries contributed to 40 per cent of global potash production. Although the price has since stabilized, recent supply chain disruptions caused by global politics and COVID-19 lockdowns have underscored the urgency of reducing reliance on foreign potash sources. In these un-
certain times, America can no longer afford to depend on essential resources that come from outside its border.
Guided by a proven management team with industry expertise in solution mining, surface processing, operations, and distribution, Sage has rapidly advanced engineering and permitting activities. They have an ambitious plan to commence test cavern development later this year and pilot production by mid2024. Successful cavern development allows for staged engineering and construction, initially serving regional supply to mitigate risk before expanding to larger national markets. By implementing this strategy, Sage Potash can generate significant revenues and achieve a strong return on investment with manageable capital requirements. This positions them as a regional supplier and paves the way for becoming a major supplier on a national scale.
By supporting local production, investors can contribute to a transformative shift that strengthens America’s agricultural backbone. Sage’s commitment to “American potash for American farmers” deeply resonates with the need to prioritize self-sufficiency and, ultimately, national food security.
Discover more about the Sage Potash opportunity today, and be part of supporting the security of the American agricultural industry. Learn more at www.sagepotash.com. l
Drive. Passion. Perseverance… all words that describe Tara Keshane.
As a member of the Keeseekoose First Nation, Keshane decided she
wanted to join the potash mining industry and develop a meaningful high-potential career. She elected to apply and join the Digital Transformation in Potash Mining (DTiPM) program and took
a leap of faith during the program’s pilot delivery on Cowessess First Nation. Keshane had taken a similar program in the past but was devastated to learn an error was made on her transcripts, forcing her to leave halfway through. She did not let that bring her down. Instead, she pursued building her skillset in heavy equipment operation to increase her chances of employment in the mining sector.
When Keshane was made aware of the DTiPM program, she accepted the opportunity and navigated barriers – travelling one hour and 45 minutes to and from the classroom every day – despite the harsh winter we experienced in 2021. She worked after hours to clean the classroom and gain extra money to cover her costs during the program, amongst other challenges we all face. Keshane excelled in the classroom and took the program very seriously.
Following eight weeks of commuting, holding an after-class job, and navigating all challenges, Keshane graduated but was unable to attend the ceremony as she had contracted COVID-19. She watched her classmates, their families, and the community supporters celebrate their accomplishments online from her home. In her typical fashion, she used this time to seek another opportunity; this time it was employment with HCC, a mining contractor. She accepted a job with HCC and began working underground – where she validated her love for mining.
Keshane’s dedication was quickly recognized by Mosaic and was hired soon after at their Esterhazy operations.
Since then, she has remained involved with the program and emceed the opening ceremonies for the first iteration in Saskatoon. Following the ceremonies, she took it upon herself to speak to representatives from Mosaic’s Colonsay mine as she and her daughter wanted to move to Saskatoon. They went for lunch and, not long after, Keshane was a team member at Mosaic’s Colonsay mine site. During the third iteration of the program in March 2023, Keshane was a guide for the newest students for the underground tour, continuing to demonstrate her leadership skills. Her story showcases how dedication and determination contributed to her dreams coming true.
In 2021, Saskatoon-based company, Morris Interactive, launched their first iteration of Digital Transformation in Potash Mining (DTiPM), an Indigenous pre-employment program specific to potash mining. The program is targeted towards First Nations, Métis, and Inuit individuals who are interested in the lucrative careers mining provides. The 10-week program combines an eightweek in-class learning portion with a two-week practicum at Mosaic’s potash mine site. The program is a collaborative partnership between a significant number of First Nation communities and organizations, mining supply chain companies, Mosaic, Conexus Credit Union, IMII, and Morris Interactive. The innovative approach to the program and sponsorship model allows students to connect with mining employers during the program, network and align passions, and increase career opportunities in the making.
The pilot-program was done in partnership with Cowessess First Nation, delivered on the nation, and funded by Inter-
national Minerals Innovation Institute (IMII). Following the pilot, the Gabriel Dumont Institute provided funding to run the program in Saskatoon, geared towards those living in or near Saskatoon. Lastly, another program was run in Saskatoon, funded by Mosaic and the industry sponsors.
Partners include Mosaic, Conexus Credit Union, Cowessess First Nation, the Gabriel Dumont Institute, and the Saskatoon Tribal Council.
Sponsors: Fitness 2J2, Saskarc Inc., Mine Supply Company of Saskatchewan, Noble Construction Corp., Hatch, Westburne, Supreme Steel, SREDA, Peter Lucas Project Management, and Bit Service Company Ltd.
Foundational Sponsor: International Mineral Innovation Institute.
To learn more, visit morrisinteractive.ca/potash. l
many of Saskatchewan’s potash mines have been in operation for more than 50 years as a large number of those mines began sinking their shafts in the late 1950s to early 1960s. Cast-in-place concrete linings have been installed in many of these shafts and are exceeding or approaching their initial design life. Soon, potash producers
will likely be looking for methods to extend the life of their operational assets, including shafts and other underground infrastructure such as storage bins, shaft stations, ramps, and main entries, while minimizing construction costs and downtime. Prioritizing and planning for such repair activities takes careful consideration.
RESPEC Company, LLC (RESPEC) has a long history of involvement within the potash mining industry. Dating back to its founding in 1969, RESPEC has remained focused on underground rock mechanics, specializing in the field of salt rock mechanics. Engineers at RESPEC have developed deep knowledge about the behaviour of salt and how creep and damage processes will occur under a wide range of stress and temperature. RESPEC has continued to grow and today encompasses several engineering disciplines, including structural, mechanical, and electrical, which complement the mining and geotechnical engineering fields in the underground space. Throughout its history, RESPEC has thrived on solving complex engineering problems for its mining clients.
Routine ground-control maintenance is often difficult and sometimes requires significant mine resources, and any issues related to the stability of the drift back, pillar ribs, or walls surrounding shafts, ramps, and storage bins may cause a major disruption to daily operations; therefore, well thought-out designs of these underground structures are critically important. RESPEC has performed multiple geomechanical studies to understand the geometry of storage bins and ramp systems to determine how these geometries may impact the response of the host rock. RESPEC routinely uses numerical modeling methods to quantify the vertical and radial deformation, damage to the surrounding rock, and tensile stress conditions around critical mine infrastructure to provide recommendations on ground support and help guide mining and operational decisions.
Providing on-site support during construction or routine inspections of critical mine infrastructure can help potash producers save money and prioritize rehabilitation activities. For example, RESPEC takes visual observations and measurements during an inspection to assess structural stability and integrity, and help determine when action should be taken. Often, the observations and measurements are compared to previous inspections and historical data to identify any differences in the current conditions. Findings are reported to the client regarding the necessity of reestablishing the integrity to maintain long-term stability and addressing identified hazards that may pose a risk to on-site personnel or impact operations.
The RESPEC team comprises of subject-matter experts in hydrogeology, potash geology, rock mechanics, underground structural engineering, and mineshaft inspections, specifically in evaporite mines. RESPEC’s worldwide potash and salt expertise provides our team with unsurpassed knowledge of hydrogeologic systems, the behaviour of salt rock, rock-structure interaction, and interpreting datasets to support mining project solutions. Whether it is new underground infrastructure or rehabilitation of existing infrastructure, RESPEC can offer solutions to a variety of unique challenges. l
RESPEC has tested, modeled, and observed salt and potash behavior from nearly every actively mined evaporite deposit in the world.
canada is committed to strengthening global food security by being a reliable partner and supplier of top-quality Canadian agricultural products.
On March 17, 2023, the Honourable Mary Ng, Minister of International Trade, Export Promotion, Small Business and Economic Development, announced a contract between the Canadian Commercial Corporation (CCC), Saskatchewan-based Canpotex, one of the world’s largest suppliers of potash, and the government of Bangladesh. Under the agreement, Canada will increase the amount of Canadian potash supplied to Bangladesh in 2023.
The Canadian potash will support Bangladesh’s agricultural sector and strengthen its domestic food produc-
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tion and security. The agreement, which is in line with Canada’s commitment to deepening regional agriculture and agri-food partnerships under the new Indo-Pacific Strategy, will help Bangladesh address the increased food insecurity it is facing due to Russia’s illegal war against Ukraine. In Canada, the deal will support hundreds of well-paying jobs and contribute to economic growth and stability.
CCC supports the growth of international trade by facilitating Canadian exporters’ sales of goods and services
JAMIE YAGANISKI
Main: 306-652-9878
Cell: 306-227-7414
Email: jyaganiski@amisupply.ca
through government-to-government contracts. The corporation has been integral to Canada’s supplying of potash to Bangladesh since 2014. In 2022, Canadian exports of potash to Bangladesh were valued at more than $500 million. In response to the increased global need following Russia’s illegal, full-scale invasion of Ukraine, Canada’s potash production capacity increased by 11 per cent in 2022 and is expected to grow further in the coming years. As global food security challenges continue to be exacerbated by Putin’s illegal war, Canada is committed to strengthening global supply chains and being a reliable partner and supplier of essential Canadian agricultural products.
“The sale of Canadian potash to Bangladesh, made possible through the hard work of the Canadian Commercial Corporation, shows our commitment to being a reliable partner and quality supplier of agricultural products in the Indo-Pacific region,” said Minister Ng. “Canada is a global leader in helping to address challenges in global supply chains, all while promoting Canadian values and protecting good, middleclass Canadian jobs.” l
in Canada, the deal will support hundreds of well-paying jobs and contribute to economic growth and stability.
potash mining involves a rigorous process that requires high productivity and safety standards. A significant component of a successful potash mining project is the electrical system. Choosing the right electrical cables and wires ensures the system is robust, dependable, and safe, even in extreme conditions.
The Teck90 cable range is a popular choice for potash mining operations as it is designed to withstand harsh mining environments with corrosive chemicals and extreme temperatures. The Teck90 cables are known for their exceptional resistance to mechanical damage and their ability to handle various levels of electrical power needs in a potash mine. These cables are versatile and can provide the backbone for electrical systems, ensuring smooth operations and longevity in any challenging mining environment.
That being said, Teck90 cables cannot work alone. Other cables and wires complement the Teck90, each serving a specific purpose in the overall electrical system. For instance, Blasting Wire is crucial for detonation and mining processes, while the Extra Flexible Reeling & De-Reeling Cable is optimal for applications requiring high flexibility. The Leaky Feeder Cable ensures reliable communication in the expansive min-
ing landscape, while the Mine Power Feeder provides steadfast and stable power supply lines across the mining site. Portable Power cables, including SOOW and SJOOW, are extremely durable and flexible, making them suitable for various applications. Power cables (5KV, 15KV) offer high-voltage capacities for heavy-duty machinery and extensive networks. The SHDGC (2kV-25kV) serves as the main feeder in the mining system, while the various Type G, GGC, P, and W cables each serves specific purposes in the mine. In addition, the Vertical Riser Cable is designed to handle vertical lift challenges,
providing reliable connections between different levels of the mine.
Understanding the distinct capabilities and applications of these diverse cable types enables potash mining operations to engineer an electrical system that is dependable and tailored to their unique needs. It is important to note that choosing the right cables and wires for a potash mining project is not just about selecting the most durable or the most flexible option. It is about finding the right balance between different factors, such as safety, productivity, and cost-effectiveness. l
Electrical Cable Supply Ltd. understands the demanding nature of projects in potash extraction, production and manufacturing.
We have Teck90 600V, 1kV, 5kV and 15kV products in-stock and ready to be delivered directly to your jobsite. Contact ECS today for all your wire and cable needs!
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as summer approaches, Saskatchewan finds itself in a unique position. On one hand, the government recently celebrated a remarkable achievement: record exports in 2022, soaring to an astonishing $52 billion, a staggering 42 per cent increase from the previous year. This extraordinary growth, primarily fueled by potash sales, has solidified Saskatchewan’s position in the global market. However, on the other side of the equation, the province’s employers are grappling with a daunting challenge – a severe shortage of skilled and experienced workers.
The implications of this labour crisis extend far beyond the potash industry,
impacting the broader Saskatchewan economy. Unfilled positions pose a risk to production capacities, potentially resulting in significant revenue losses. Furthermore, failing to meet market demands due to the shortage could tarnish Saskatchewan’s reputation as a reliable potash supplier, leading to diminished market share and decreased competitiveness.
Understanding the severity of the labour crisis is crucial for addressing the pressing issue and ensuring the overall economic growth of the province. Employers in Saskatchewan are struggling to hire individuals for positions that require varying levels of education, from
less than high school to high school and occupation-specific training. Moreover, attracting and retaining skilled workers in remote areas of the province has proven to be an ongoing challenge for employers.
The shortage of skilled workers in Saskatchewan carries significant implications for its industries and economy at large. Businesses are finding it increasingly difficult to locate qualified individuals for a range of positions, hampering their operational needs. The lack of skilled workers in roles that require lower education levels and occupation-specific training adversely affects local industries’ productivity and competitiveness. Additionally, the challenge of attracting and retaining skilled workers in remote areas limits economic development and opportunities in those regions. Addressing this shortage is not only vital for immediate business success, but also for the long-term sustainable growth and prosperity of Saskatchewan’s economy as a whole.
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• Extensive industrial mechanic services, includes refurbish, maintenance, and installations.
Resolving the labour crisis necessitates collaborative efforts among various stakeholders, including businesses, post-secondary institutions, Indigenous communities, leaders, and government. By working together, these parties can effectively manage the labour crisis and overcome the intense competition for skilled workers, not only within the potash industry, but across multiple
sectors. Building robust relationships, fostering partnerships, and investing in targeted initiatives will be crucial for attracting, developing, and retaining a skilled workforce that meets the demands of Saskatchewan’s industries. Engaging Indigenous communities is paramount in addressing the labour crisis. Collaborating with Indigenous leaders and organizations can help unlock a significant pool of untapped talent, empowering Indigenous individuals with the skills and opportunities to contribute meaningfully to Saskatchewan’s
economy. By promoting inclusivity and fostering Indigenous workforce development, Saskatchewan can achieve greater diversity and strengthen its labour force.
In conclusion, Saskatchewan stands at a crucial crossroad, with record-breaking exports on one hand and a severe shortage of skilled workers on the other. The path forward requires bold and collaborative action from all stakeholders involved. To address this, the Saskatchewan Chamber of Commerce has established a labour market council of indus-
try leaders to begin development of a solutions-based approach to providing labour market insight and recommendations to the provincial government and Saskatchewan employers.
By prioritizing investments in training programs, fostering partnerships between industry and educational institutions, and engaging Indigenous communities, Saskatchewan can unlock its full potential. With a skilled workforce that meets the demands of the province’s industries, Saskatchewan can continue to be a global leader in potash production and drive sustainable economic growth for years to come. The labour crisis presents a challenge, but it also presents an opportunity for Saskatchewan to showcase its resilience, innovation, and commitment to building a prosperous future. l
Pumps are at the heart of fertilizer production, and correct equipment selection that takes into consideration hydraulic design, materials, application knowledge, duty point and maintenance regime are critical to achieving reliable long-term pumping operation and maximum plant production. As an expert in solutions for corrosive and abrasive liquids, or those with high gas content, Sulzer offers a complete range of pumps, agitators, mixers and compressors for the fertilizer industry. Our innovative products are suitable for the production of potash, phosphate and NPK compound fertilizers as well as acids and industrial chemicals.
Sulzer’s global presence provides local support and expertise through a network of manufacturing facilities and service centers. Our solutions combine energy efficiency, low lifecycle costs, reduced environmental footprints and excellent reliability.
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Collaborating with indigenous leaders and organizations can help unlock a significant pool of untapped talent, empowering indigenous individuals with the skills and opportunities to contribute meaningfully to saskatchewan’s economy.
ration and development to construction, operation, and reclamation. Let’s explore how the Caltech advantage can optimize each stage of potash mining projects.
1. Exploration phase: Caltech equips potash mining companies with advanced geospatial services for accurate exploration. Caltech’s team enables high-resolution imaging and exacting positioning by using precise GPS and remote-sensing technologies. By leveraging Caltech’s geomatics solutions, mining companies can optimize drilling locations, reduce exploration costs, and minimize the risks associated with ineffective drilling.
canada’s potash industry plays a vital role in global food production, but it faces numerous challenges when it comes to mine construction. Building infrastructure in complex environments, ensuring environmental sustainability, and accessing remote locations are just a few of the key hurdles the industry must overcome. To tackle these challenges and sustain the industry’s growth, efficient construction techniques, environmental stewardship, and stakeholder collaboration are essential.
The Canadian potash industry has undergone remarkable transformations from its early stages to the present day. Throughout this evolution, companies like Caltech have emerged as industry
leaders, offering invaluable expertise and solutions to make potash mining operations easier, more efficient, and ultimately more successful. Caltech, a geomatics company specializing in land surveying, geospatial solutions, and geographic information systems (GIS), has become a trusted partner in enhancing the efficiency and success of any potash mining project.
By leveraging Caltech’s advanced geomatics tools and technologies, the potash industry can overcome construction obstacles, streamline operations, and ensure the sustainable growth of this crucial sector. Caltech’s geomatics expertise provides comprehensive solutions that drive success at every phase of potash mining projects, from explo-
2. Development Phase: During the development phase, Caltech’s geomatics solutions provide invaluable support in designing and planning mining infrastructure. Caltech offers a comprehensive understanding of the site’s topography through detailed digital terrain modeling. The use of 3D laser scanning techniques ensures precise measurements and Caltech’s geomatics expertise streamlines project coordination, reduces construction errors, and enhances construction quality.
3. Construction Phase: Caltech’s geomatics survey tools play a vital role in the construction phase of potash mining projects. By employing construction surveying services, Caltech establishes precise control points, ensuring the accurate implementation of project plans. Through advanced surveying technologies, such as total stations and laser scanners, Caltech provides real-time monitoring of construction activities, enabling proactive decision-making. Additionally,
as-built surveys capture detailed documentation of the constructed infrastructure, facilitating future upgrades and maintenance.
4. Operation Phase: In the operation phase, Caltech’s geomatics solutions offer continuous monitoring and optimization for efficient operations. Regular topographic surveys assess land subsidence, stockpile volumes, and changes in the mining area, providing accurate data for decision-making. Caltech’s GIS solutions provide spatial analysis capabilities, optimizing asset management and operational workflows. With Caltech’s geomatics tools, potash companies gain valuable insights that make it possible to make data-driven decisions that maximize operational efficiency.
5. Reclamation Phase: Caltech’s geomatics expertise extends to the reclamation phase, ensuring responsible land restoration. Survey tools provide accurate measurements and assessments, effectively documenting the reclamation process. Caltech’s geomatics solutions aid in reshaping the land, establishing vegetation, and monitoring progress, all while respecting regulatory requirements. By leveraging Caltech’s geomatics tools, potash mining companies achieve successful land reclamation, leaving a positive environmental impact.
Proven geomatics services and solutions are essential in any efforts to enhance potash mining projects. From exploration to reclamation, Caltech’s commitment to innovation combined with deep industry knowledge to offer advanced solutions that enhance accuracy, efficiency, and decision-making at every phase. This unique combination has made Caltech western Canada’s goto partner for optimizing potash mining operations.
For more information on Caltech, visit caltechgroup.com. l
1. Reduces exploration costs
2. Minimizes construction errors and enhances construction quality
3. Ensures precision with the design and construction of mining infrastructure
4. Supports seamless collaboration between all stakeholders
5. Facilitates responsible land restoration
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traditionally, Indigenous inclusion in major projects in Canada was undertaken largely to satisfy real or perceived requirements set forth by any one of regulators, the Crown, or Indigenous Nations, as well as to demonstrate social awareness. For potash proponents, a look at the recent past in other resource sectors can reveal lessons about the best strategy moving forward.
If meaningful Indigenous inclusion is the new standard for potash proponents, we can highlight some learnings of relevance and demonstrate ways in which Indigenous inclusion not only
satisfies the minimum requirements to proceed with a project, but also creates unique strategic opportunities.
Indigenous nations in Canada have moved more quickly than any other time in the past to become ready to be valued business partners in a range of industries, including potash. There are many reasons why a nation may choose to commercially participate in any business venture, including to create wealth for its citizens. We’d like to highlight two other common nation priorities which may at first seem obliquely related to doing business, but potentially can create significant posi-
tive outcomes.
An important reason that nations may choose to participate in a project is to undertake work that supports stewardship goals. In the past, nations have been largely excluded from meaningful participation in the regulatory process. Although this right stems from Section 35 of the Constitution, most nations do not have a level of legal, environmental, and operational expertise to assess projects in depth. A potential solution is to ensure nation members work on the location, ideally in monitoring. This is a common practice in the pipeline sector.
A second equally important reason for a nation to wish to participate is to provide work for its members. This is often a product of doing business at the location, but prioritizing employment may decrease profitability due to additional overhead.
So how can proponents and nations work together in ways that support the goals of each? With the above in mind, there are some natural partnerships that can evolve.
From a strategic viewpoint, proponents can leverage the stewardship obligations of a nation to create regulatory certainty. This is becoming much more relevant after the passage of two federal acts; the Impact Assessment Act, and the United Nations Declaration Act. Each specifies more defined roles
for nations, up to and including acting as the regulator. With a strategic partnership, a proponent and a nation could define a regulatory path forward that advances the needs of the partnership over those of the Crown.
As all proponents understand, finding people to work on a project, especially during construction, is a significant barrier. We have seen firms bring in talent from across North America on large projects to meet the staffing needs. There is an underutilized pool of local Indigenous people through Canada that largely lies untapped. We have seen great success when proponents shift towards local Indigenous
hiring, if t he capacity resourcing is sufficient.
Indigenous nations will be involved in the potash sector moving forward as they travel towards economic reconciliation. We have seen that when proponents understand this fact and think about the goals of the nation as creating potential strategic partnerships, positive outcomes emerge for both partners. For this to happen, collaboration must be initiated between the leaders of each partner entity and done so with mutual respect and trust. We know that this approach will create the most environmentally sustainable fertilizer production in the world for decades to come. l
there is an underutilized pool of local indigenous people through Canada that largely lies untapped. We have seen great success when proponents shift towards local indigenous hiring, if the capacity resourcing is sufficient.
Bird Construction Inc. (TSX: BDT), together with BHP and 2Nations Bird Construction Limited Partnership (2Nations Bird), are pleased to announce that the 2Nations Bird joint venture has been awarded two contracts by BHP for works on the Jansen Stage 1 Potash Project (Jansen Stage 1) in Saskatchewan. 2Nations Bird is a partnership between Bird, Beardy’s and Okemasis Cree Nation’s Willow Cree Developments General Partner Inc. and Fishing Lake First Nation’s Development Corporation, FLFN Ventures.
The 2Nations Bird partnership is rooted in culture, respect, collaboration, and providing sustainable, positive impacts for the communities. It was formed to participate in BHP’s Jansen project, providing a full scope of construction and maintenance services. The partnership is focused on procuring goods and services from local Indigenous businesses and aims to maximize employment opportunities for local Indigenous employees. Opportunities for specific training and employment programs will support long-term career employment and advancement opportunities.
“Indigenous and industry partnerships, such as 2Nations Bird Construction, create economic and employment opportunities for our nation and its members. It allows us to develop capacity, learn from one another, and grow in tandem. More importantly, these types of relationships are critical to advance economic reconciliation which allows us to develop long-term, meaningful, and sustainable outcomes,” says Chief Ananas, Beardy’s & Okemasis’ Cree Nation.
2Nations Bird will self-perform concrete foundations work for four main non-process buildings at Jansen, a contract valued at approximately CAD $62 million. The partnership was also awarded a three-year site services agreement where 2Nations Bird has responsibility for general site services during the execution of Jansen Stage 1, as well as maintenance of a variety of facilities currently in operation to service the site. The threeyear service agreement is valued at over CAD $110 million.
2Nations Bird has engaged with KDM Constructors, as the
designated subcontractor. KDM has been involved with the project with BHP for over seven years, providing contract services for the Jansen site. As a First Nations-owned industrial construction and maintenance service provider, KDM brings together Kawakatoose, Day Star, and Muskowekwan Nations along with the Saskatchewan-based SECON Group of Companies. George Gordon Developments Ltd., the economic development arm of the George Gordon First Nation will also be a subcontractor on the site services agreement.
“BHP is delighted to announce the partnership with 2Nations Bird and we look forward to building strong working relationships,” said Simon Thomas, president potash, BHP. “The award of these contracts is a significant milestone for Jansen Stage 1 and one that will have positive impacts for the local community. We are committed to upholding the opportunity agreements we have with the six First Nations surrounding Jansen and to working with other Indigenous communities to help ensure Indigenous peoples gain from our presence in the region.”
BHP is investing CAD $7.5 billion to build Jansen Stage 1, which will be one of the world’s largest and most sustainable potash mines and is located 140 kilometres from Saskatoon. Jansen Stage 1 is expected to produce approximately 4.35 million tonnes of potash per annum, with the first production planned for late-2026.
“We are honoured to be chosen as a key partner for BHP’s Jansen project and are committed to delivering exceptional results through our 2Nations Bird partnership over the next three years. Together, our shared values of respect and collaboration will be instrumental in creating positive and sustainable impacts in the region,” said Teri McKibbon, president and CEO of Bird. “As a service provider in this vital sector of the Canadian economy, working on BHP’s world-class, sustainable potash project is an exciting opportunity.”
Press release courtesy of Bird Construction. l
And being badass is what sets us apart from our competitors.
By Igor Makarenko
the milling and processing of potash into a necessary and valuable commodity for producing food requires robust machinery capable of withstanding the demanding conditions that’s prevalent in these facilities.
One of the primary challenges faced by potash producers is the corrosive nature of the processed material itself. The introduction of water, which forms a highly corrosive brine, only exacerbates the corrosive effects, as does moisture and carbon dioxide from the ambient air.
This corrosiveness poses a significant threat to the effectiveness and reliability of machinery within the facilities. Freshly exposed metal surfaces on processing equipment, where mechanical wear has removed the corroded layer or protective passive film, are particularly vulnerable to corrosion. This leads to challenges such as operational setbacks and costly downtime, equipment maintenance, and retrofits.
Corrosion-related issues are prominent during the product cooling stage, which directly precedes storage, packaging, and transportation. Advances in moving bed heat exchange (MBHE) technology are mitigating this with a plate-based approach that circumvents the conventional challenges associated with corrosion and complex maintenance requirements.
the potash enters the heat exchanger, and then travels gradually between a parallel series of plates, which contain a counter-current flow of water or other heat transfer fluids. All photos courtesy of Solex Thermal Science.
Operationally, plate-based MBHE technology is built on a distinctive tower-like design that facilitates conduction-based cooling rather than relying on convection (e.g., air cooling). Potash particles, in their free-flowing state,
enter the exchanger at temperatures around 120°C or sometimes higher. They then travel gradually between a parallel series of heat exchanger plates, which contain a counter-current flow of water or other heat transfer fluids.
This configuration enables efficient heat transfer from the potash to the fluid, resulting in a gradual and controlled cooling process as the product gravitates downward under precise discharge control.
One of the key advantages of plate-based MBHEs lies in the fabrication process, specifically concerning the use of laser welding technology. Specifically chosen high-quality stainless-steel grades serve as the benchmark, ensuring resistance to corrosion in the finished units. The smooth surface finish of the plates minimizes opportunities for pitting and crevice corrosion, and prevents material hang-ups.
Furthermore, the design adheres to strict American Society of Mechanical Engineers (ASME) and/or Pressure Equipment Directive (PED) vessel codes, while the plates themselves are typically manufactured from corrosion-resistant material, such as high-alloy austenitic stainless steel.
Extensive studies conducted at the University of Saskatchewan (U of S) over the past two decades have demonstrated that common construction materials used in potash facilities within Western Canada suffer significant degradation due to localized corrosion, such as pitting and crevice corrosion. In contrast, these studies at the U of S have confirmed the exceptional pitting resistance of high-alloy stainless steels compared to alternative materials.
The specifically chosen high-quality stainless-steel used in the fabrication of plate-based moving bed heat exchangers ensures resistance to corrosion in the finished units.
As North American potash producers look to meet rising global demand for their product, the need for reliable and cost-efficient operations becomes even more crucial. Equipment failures or unplanned maintenance resulting in costly production losses are simply not an option.
Plate-based moving bed heat exchange technology equips potash producers with the peace of mind they need to sustain productivity. Their stainless-steel design has been extensively tested and proven. In fact, these exchangers often outlast other equipment in potash oper-
ations due to their exceptional durability.
For further information on enhancing the efficiency of potash cooling, please visit www.solexthermal.com.
Igor Makarenko is the global director, fertilizers for Solex Thermal Science, a Calgary-headquartered company that specializes in thermal and bulk material engineering. l
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the primary purpose of most chambers of commerce is to advocate for their members. Secondary purposes are to provide opportunities for members to link with one another and to provide learning events.
This spring, the Yorkton Chamber of Commerce offered two events which brought together members and pro -
vided some sound locally grown advice. The first was a luncheon where a panel of two business people and an accountant shared their experiences and knowledge about business succession planning.
Key take-aways from the event include:
1) It’s never too early to think about what will happen to your business when you wish to leave it;
2) Get your books in order. Do what you can to make your business appealing;
3) Consult professionals to help you with your planning. Financial planners, accountants, lawyers, and insurance brokers will provide you with helpful insights;
4) Be flexible; and
5) Each succession plan will be unique. Next was the chamber’s Business Forum which focused on attracting, retaining, and keeping employees happy. Tamara Johnson, CEO of SIEL Human Solutions, was the keynote speaker. With her more than 20 years of experience as an HR consultant and business coach, Johnson has seen firsthand what works and what doesn’t. Johnson began her presentation by asking the forum attendees if they knew their organization’s culture. She suggested that once you understand your culture, then you will have more success in finding people who will be happy employees.
Key points included:
• Use a variety of social media platforms to attract potential employees.
• Get to know your employees right from day one. Engage with them and show they are valued.
• Most employees want to know where the organization is going and how they can contribute.
• Different people appreciate different forms of recognition.
Parkland College offers to employers the Business Strategy Internship pro gram funded by Mitacs. Gwen Mach nee, the research lead at the college explained how the program works.
• If a business can identify a project that is novel/innovative for the busi ness, they could qualify to get help from some outstanding students through a four-month internship.
• The cost to the business? Only $7,500. College staff will help the business develop and submit the proposal; handle the administration
of the grant; contract and pay the student; and provide an experienced job coach to work with the student and the supervisor at the business to meet the project objectives.
A former intern shared her experiences working for a business. One of the senior managers of that business then shared how they prepared for an intern and how they set goals and expectations for the intern. When the internship finished, the business hired the intern as a full-time employee. A win-win for both the intern and the employer!
The day concluded with a panel discussion featuring six local business people. Gems from these experienced employers included:
• Attracting is more difficult than retaining
• Retaining is more difficult than attracting
• Adopt GTHOTO (Get the hell out of the office) – and engage with your employees on a regular basis
• Happy employees = Brand ambassadors
• Provide incentives
• Reach out to summer students and train them
• Be flexible – recognize that employees have lives and sometimes need to have time for their families or themselves
• Have fun. Be spontaneous – surprise them with unexpected treats such as ice cream on a hot day
• If you look after your staff, your staff will look after your customers. And the customers will keep coming back
The local speakers at both events were well received by the attendees. This shows that experts are your next-door neighbour. l
Despite your best efforts with supervision, training, and inspections, unexpected problems are still going to occur on your work site. Your safety system can dramatically reduce your company’s losses due to injuries or property damage, but it may not eliminate them entirely. Incident investigation is an essential step towards making changes that can prevent recurrence of accidents from similar causes.
Incident investigations are critical in identifying, controlling, and eliminating hazards that exist in the workplace. For an investigation to be effective, it needs to be structured and systematic. It will require the use of trained investigators that can separate themselves from the incident.
Most companies conduct investigations as a part of their safety system. Yet, the purpose of doing investigations is often poorly understood. As a result, they can degenerate into finger-pointing, blamefixing, and fault-finding exercises which seldom determine the real reasons for what happened or arrive at any effec-
tive solutions to the problems involved. Even when the purpose is properly defined, investigations are often poorly done. Perhaps the greatest reason for this is not understanding the many real values to be gained.
Historically, safety managers have told us that any incident should be investigated promptly and thoroughly. This includes injury, occupational illness, damage, spill, fire, near misses, etc. Many people will have interest in such losses and their effects on the organization. Suffering, cost liability, and lost production cause concern. Such losses may also point to serious deficiencies in the safety system which needs to be corrected.
In practice, it is often difficult to convince employees to investigate all near misses, as this can create a bureaucratic nightmare. What should be done is an evaluation of the potential severity of the incident. Taking into consideration that resources inside each organization are limited, we would want to ensure that they are being used effectively. The cause factors make the incident occur.
Located in Winnipeg, Manitoba, Canada, DEL Communications Inc. is a publishing and web design company first incorporated in 2002. Over the past 20 years, DEL Communications has accumulated and is responsible for publishing hundreds of titles. DEL publishes print magazines, print directories, electronic magazines, e-newsletters, searchable online directories, websites, and more.
Specializing in association-based and proprietary publications, we have a highly trained experienced team who can make any publication for any industry possible.
DEL Communications Inc. creates national and international print magazines, as well as online magazines, and regional print and online publications for every industry imaginable. Examples include construction, potash mining, solar, dental, land reclamation, oil and gas, local chambers of commerce, airports
The severity of the actual loss in each event is often a matter of chance and may vary according to very slight differences in circumstances. So, the practical approach is to first identify the potential loss of each incident, as this will dictate the level of investigation that is required. Each organization, of course, must define what potential losses are significant to its resources, its people, and its public relations.
After establishing the level of investigation that is required, designating the investigator or investigation team is the next step. As with any type of problem solving, the person with the most interest in the problem is the obvious first choice. The person with a vital interest finds solutions that work. There is also another important consideration in the choice of the investigator. The person must be able to stay objective and not have any conflict of interest. The findings must be truthful and relevant, or the problem isn’t really solved.
Where does any manager or supervisor get the time to conduct a thorough investigation? The time used in the in-
management, winery and vineyard management, association membership directories, and so many more.
• Magazines / Directories
• Advertising Sales
• Newsletters • E-newsletters
• Web Design
• Editorial
If you would like your very own print publication, newsletter, or website design, please call Dayna Oulion at 1-866-424-6398 or email dayna@delcommunications.com.
If you would like to submit a story to The Potash Producer newsletter or to PotashWorks annual print publication, please contact shayna@delcommunications.com.
For more information about DEL Communications Inc., please visit us online at delcommunications.com. You can also visit our online library at issuu.com/DELCommInc.
vestigation is part of the cost of an accident. If that is true, then why spend that time and add the cost? It’s not an easy decision. While we must work toward minimizing the costs of accidents, they will repeat if the investigation fails to identify the causes. Managers simply must provide the time, understanding that inadequate investigations will cost them even more time.
The purpose of an investigation is to find out what caused the incident so it and similar occurrences can be prevented in the future. The primary goal is to gather information for the future, not to assign blame for what has already happened.
Investigations also help measure the effectiveness of the company’s safety system. The examination of actual events can reveal hazards not previously discovered; comparisons across time can reveal trends that might otherwise be missed.
An investigation should answer the who, what, when, where, why, and how questions that will surface as a result of an incident. The why and how are subjective and will help the investigator to formulate conclusions and corrective actions to prevent recurrence.
To be effective, corrective action must be applied to each cause identified during the investigation. Each corrective step should be assigned a target date for completion. The corrections may be implemented in stages, depending on the hazard priority, training priorities, budget, and so on.
An incident is not something that just happens unexpectedly. It is a signal that something is out of order with conditions on your work site or with what your employees are doing. An investigation is necessary to find out what that “something” is.
It should be a thorough examination that tells you not only what happened in
this case, but also how and why it happened this way. The goal is not to find someone to blame for what happened, but to get information you may not get in any other fashion. With thorough reporting and analysis over time, investigations can reveal important trends and point to valuable corrective actions.
An investigation, therefore, is not just
a reaction to a specific incident. It has a much broader role in the health and safety of your people. By providing information about what happens on the work site, it can improve the quality of your training, the effectiveness of your supervision, and the overall performance of your safety management system. l
