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Company Presentation Information for investors , analysts , and interested parties Publication January 2025
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Table of contents 2
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1 | 8 K+S Group
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K+S Conspect 4 EBITDA €394.1 million K+S Group financials 9M/2024 Revenues €2,728.0 million EBITDA margin 14.4% Adjusted free cash flow €110.9 million The roots of the K+S Group date back to the middle of the 19th century. At that time, miners in Germany exploited the world's first potash deposits and started fertilizer production. Today, the K+S Group is an internationally oriented raw materials company with production sites in Europe and North America. K+S strives for sustainability and acknowledges its responsibility towards people, the environment, communities, and the economy in the regions in which it operates. The claim is to enrich life for generations and to be a pioneer for environmentally friendly and sustainable mining. About 11.000 employees worldwide Mining of potash and salt on two continents
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Board of Executive Directors 5 Dr. Burkhard Lohr Chief Executive Officer Mandate until May 31, 2025 Dr. Christian H. Meyer Chief Financial Officer Mandate until March 14, 2026 Dr. Carin-Martina Tröltzsch Chief Operating Officer Mandate until February 19, 2026 For current information on the responsibilities of the individual members of the Board of Executive Directors, please refer to our bylaws which can also be found on the K+S website at: www.kpluss.com/executivedirectors Christina Daske Labor Director Mandate until December 1, 2026
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Board of Executive Directors – starting June 1, 2025 6 Dr. Christian H. Meyer Chief Executive Officer Mandate until March 14, 2026 Dr. Jens Christian Keuthen Chief Financial Officer Appointed to the BoED as of February 1, 2025 Mandate until January 31, 2028 Dr. Carin-Martina Tröltzsch Deputy Chair of the BoED Chief Operating Officer Mandate until February 19, 2026 For current information on the responsibilities of the individual members of the Board of Executive Directors, please refer to our bylaws which can also be found on the K+S website at: www.kpluss.com/executivedirectors Christina Daske Labor Director Mandate until December 1, 2026
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7 K+S at a glance Agriculture Industry+ Revenues 9M/2024 €1,901.6 million Revenues 9M/2024 €826.3 million With our wide range of potassium chloride (MOP) and fertilizer specialties, as well as accompanying advice, we support farmers around the world in achieving high yields and the best crop qualities. We produce, refine, and supply natural raw materials for communities, con- sumers, and numerous industrial applica- tions – and if residues remain, we have the right disposal solution. Our products and services keep production running. Sales volumes 9M/2024 5.88 million tonnes Sales volumes 9M/2024 4.89 million tonnes Thereof de-icing salt Customer segments (no segments according to IFRS) Agriculture Industry+
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Key investment highlights 8 1 2 3 4 6 We are global pioneers in environmentally friendly and sustainable mining We have already reduced our CO2 emissions by around 80% since 1990 and have developed a path to becoming greenhouse gas neutral at our production sites (own business activities) by 2045. In future, we will be able to produce potash with the smallest possible CO2 footprint in Germany. 5 Our strategy focuses on optimizing the existing business We are optimizing our German sites to ensure our position also at the lower end of the cycle and improve our environmental footprint. We use opportunities to expand our specialties portfolio and leveraging our unique infrastructure (storage of gas in caverns,underground farming, tailings pile covering, waste and recycling management). Agriculture has evolved and so have we – since 1889 Unique selling point: K+S is the only potash supplier with production sites in Europe and North America and has a well-developed logistics network. Continuous expansion of our advisory services to provide local farmers with added value and support them in efficient fertilization. High access barriers in the potash market will also prevent a significant oversupply in the future K+S expects demand for potash to grow at a compound annual growth rate of 2-3%1, making new projects or expanded capacities averaging around 2 million tonnes per year1 urgently necessary to meet the rising demand. With our new potash plant in Bethune, Canada, we can grow steadily and increase our production by >100,000 tonnes a year. Our products are indispensable for people, animals, and plants Global megatrends call for efficient fertilization. With our fertilizers, we support farmers in combating world hunger. K+S offers high-purity salts for over 5,000 different applications, including in pharmaceutical products and the food industry, making them an important part of everyday life. Strong balance sheet and prudent financial policy K+S wants to maintain a strong balance sheet and generally strives for a maximum leverage ratio (net debt/EBITDA) of 1.5x. Clear guiding principles for shareholder distributions established. Source(s): 1 IFA 2024, K+S estimates; actual production including potassium sulfate and low-grade potash
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2 | 8 Relevant megatrends
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Important megatrends and their implications 10 8.6 billion Global population in 2030 Today: 8.0 billion 0.2 ºC Average global warming per decade 40% of the population suffers from water scarcity in 2030 70% of water used for agriculture 2/3 of the world‘s population belong to the middle class in 2030 2015: 14% of the world‘s population ▪ Arable land shrinking ▪ Yield needs to be improved ▪ Higher efficiency of fertilization and irrigation needed ▪ Plants have to be more stress resistant ▪ Infrastructure needs to be improved → focus on renewable energy ▪ Growing population, especially in Asia, needs more salt for various purposes Sources: United Nations, 2017; World Population Clock of the Deutsche Stiftung Weltbevölkerung (dated July 2022); “Global temperature change" from James Hansen et al. (September 25, 2006); World Water Report 2021 of the UNESCO; James Davies, Rodrigo Lluberas and Anthony Shorrocks, Credit Suisse Global Wealth Databook 2015 Implications for K+S
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“The growth and yield of a plant is limited by the nutrient available in the smallest amount.“ ▪ Plants need sunlight, water, and minerals to thrive. ▪ There are few soils on earth which have a sufficient content and availability of plant nutrients to achieve high yields over a longer period without fertilization. ▪ Potash is an indispensable addition to the natural nutrient content of arable soils. ▪ The deprivation of nutrients by harvesting and other factors must be compensated by balanced fertilization. Why use fertilizers? 11 “The Natural Laws of Farming“, Justus von Liebig, 1863
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Long-term key drivers for our fertilizer business 12 Each year, an additional 80 million people needs to be fed – this equals the population of Germany. At the same time, the available arable land per capita will decrease. By 2050, an expanded world's population will consume two- thirds more animal protein than it does today. In 2050, only roughly 25% of a soccer field will be available for a person's annual food supply – 80% of the future growth in agricultural commodity production will result from increases in yields. This is achieved through the use of balanced fertilization. Source: UN, World Population Prospects, 2022 Revision, UNDP, 2013; FAOStat 2014; 1 FAO 2014 - Forecasts based on expected increase in animal protein 4,300 m² 2,100 m² 1,800 m2 60 g/day Arable land per capita Protein per capita 80 g/day 130 g/day1 3.0 billion 6.9 billion 9.7 billion 1960 2010 2050 Global population development Less arable land – but more protein consumption per capita
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Long-term demand drivers 13 Population growth Economic growth and industrialization Winter weather conditions Infrastructure development Increasing standard of living Urbanization Global warming Water scarcity Consumers Communities Industry & Pharma Demand drivers Agriculture Industry + Arable land shrinking
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The earnings prospects should give the agricultural industry sufficient incentive to increase the yield per hectare by using plant nutrients. Farmer profitability of corn (USA) 14 Profit potential in % of revenues Expenditure for potash products of an agricultural farm: approx. 4% of the total cost 67% 16% 17% 0% 100% Corn (USA) Operating profit Fertilizer costs Other costs Thereof costs for potash products: ~ 4%
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3 | 8 Market situation
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World potash production and sales volumes by region 16 Sources: IFA, K+S, Estimates Basis: Year 2023 – incl. Potassium sulfate and low-grade potash in million tonnes 1 2 17 24 11 6 5 ▪ Even before limitation of Russian exports and sanctions against Belarus, the potash market was fully used at capacity limit. ▪ Until 2021, Russia’s Uralkali and Belarus each accounted for approx. 16% of global potash production (28 mt in total). Most of the future capacity expansions (11 mt) would have come from these producers. ▪ 28% of global wheat exports come from Russia and Ukraine. 2021 2022 2023 World potash production 77.9 mt 66.3 mt 74.0 mt World potash sales volume 77.0 mt 63.7 mt 72.6 mt 24 5 28 18 34
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New potash capacities needed to meet rising demand 0 10 20 30 40 50 60 70 80 90 100 110 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Mio. t 2032 2033 2034 2035 2031 2037 2038 2039 2040 2036 Demand Supply growth, realization probability of more than 50% Existing supply The IFA assumes a growth of 2% p.a. (incl. Potassium sulfate and low-grade potash) 17
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Potash price development 18 Source: FMB Argus Potash Potassium Sulfate (SOP) Europe Potassium Chloride (MOP) Europe Potassium Chloride (MOP) Brazil USD/t EUR/t SOP Europe EUR/t, cfr (right scale) 200 300 400 500 600 700 800 900 1.000 1.100 1.200 200 300 400 500 600 700 800 900 1.000 1.100 1.200 MOP gran. Brasilien USD/t, cfr (linke Skala) MOP gran. Europa EUR/t, cfr (rechte Skala) MOP gran. Brazil USD/t, cfr (left scale) MOP gran. Europe EUR/t, cfr (right scale)
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Supplier structure on the global potash market 2023 19 Canpotex ▪ Nutrien ▪ Mosaic ICL ▪ DSW ▪ CPL ▪ Iberpotash APC Laos Other Intrepid, Compass, SQM, Uzbekistan, Turkmenistan, Bolivia, India China > 20 producers Uralkali BPC Belaruskali EuroChem Source: IFA 2024, K+S, company data Basis: Year 2022 – incl. Potassium sulfate and low-grade potash World potash sales volumes 2023: 72.6 mt 2022: 63.7 mt 31% 13% 11% 10% 7% 4% 4% 3% 13% 4% 31% 9% 12% 10% 8% 4% 4% 2% 16% 4%
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20 Please note: Does not account for mine floods or unplanned closures, which historically average ~7 million tonnes per decade. Source: K+S 24 4 8.5 5.5 6 Demand growth until 2032 (CAGR = Growth of 2.5%; applied on 77mt world potash market in 2021, when capacities were fully used) Capacities announced by BHP until 2032 (Jansen stages I and II) Assumption: Addition of only half of the Russian and Belarusian expansion projects (originally 11mt) Supply expansion via other announced realistic projects (Bethune, Laos, Mosaic having fixed 2021 supply constraint) Capacities still needed to meet the rising demand by 2032! And this assumes, no capacities will have disappeared from the market until then! in million tonnes eff. (product) New potash capacities needed to meet rising demand!
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Between desire and reality 21 Legal framework Energy supply Water supply Transportation routesReasons for project cancellation Announced projects Current projects in ramp-up Source: World Potash Developments, Mark D. Cocker & Greta J. Orris, 2012 K+S accelerates annual ramp-up at Bethune to 150,000 t (2023: good 2 million t, target: 4 million t per year). Since H1/2020, EuroChem has been producing potash at one of two Russian mines. Various greenfield projects planned in Thailand, Laos, Russia, Kazakhstan, Uzbekistan, Belarus, Canada, USA, Brazil, and Argentina, among others. Companies involved include BHP Billiton, K+S, state-owned companies, and new, start-up companies. 160 3 Classification of potash projects announced since 2006 (Greenfield)
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Farmer profitability still at high level 22 Source: Worldbank ▪ Sharp increase in crop prices significantly exceeds higher input costs. ▪ Farmer profitability reached all-time highs in some regions. ▪ Potash costs only account for ~4% of total input costs. Price development of agricultural commodities since 01/2020 60 80 100 120 140 160 180 200 220 01 07 01/21 07 01/22 07 01/23 07 01/24 07 Maize Soybeans December 2019 = 100
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Potassium use by crop in selected countries 23 Source: IFA, “Fertilizer Use by Crop” based on data from 2014, published 2017 17% 2% 14% 12% 4% 11% 4% 16% 3% 49% 1% 1% 1% 10% 70%11% 4% 8% 42% 18% 6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% EUR - 28 Brazil Indonesia Wheat Corn Oil seed Sugar Soybean Rice Oil palm Fruits and Vegetables Rest
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Global potash sales volume by region 24 Incl. potassium sulfate and low-grade potash of around 5 million tonnes eff. ; Sources: IFA, K+S million tonnes 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Western Europe 5.6 5.8 6.2 6.0 5,9 6,2 6,2 6,0 6.2 6.5 4.9 4.8 Central Europe/FSU 5.1 4.7 4.4 4.8 4.8 5.2 5.4 5.5 5.6 6.0 4.4 4.9 Africa 0.7 0.8 1.0 1.0 1.1 1.4 1.6 1.4 1.6 1.8 1.4 1.3 North America 9.1 9.7 11.8 9.5 10.9 11.2 11.5 9.8 11.7 12.4 9.0 11.4 Latin America 10.5 11.0 11.9 11.5 12.2 12.7 13.7 13.5 15.8 16.9 13.3 16.6 Asia 23.4 26.2 32.4 32.3 30.1 32.5 32.6 31.6 35.7 32.5 30.1 33.0 - thereof China 12.0 13.8 16.7 18.5 16.2 16.2 16.3 17.8 19.5 17.0 18.2 20.6 - thereof India 2.8 3.5 4.5 4.1 4.0 5.0 4.5 4.5 5.4 3.2 2.9 3.0 Oceania 0.4 0.5 0.7 0.6 0.6 0.7 0.8 0.7 0.7 0.8 0.5 0.6 World total 54.8 58.7 68.4 65.7 65.6 69.9 71.8 68.5 77.3 77.0 63.7 72.6
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Supplier structure on European salt market 25 20% 12% 10% 15% 43% K+S has a market share of 20% SWS Nobian* Salins Others ▪ K+S has the highest market share in Europe and is the leader in salt production. ▪ A versatile product portfolio with a high proportion of specialties enables customized solutions for a wide range of market requirements and every industry. ▪ Thanks to several production sites in Europe and an extensive distribution network, K+S guarantees a comprehensive geographical presence that enables fast, flexible and reliable deliveries. * In 2021, Nouryon has completed a spin-out of its base chemicals business, Nobian. Since then, Nouryon has also traded under the name Nobian. Source: K+S
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4 | 8 Sustainable transformation as part of our strategy
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Guiding principles of strategy and management focus 27 Financial ambitions ▪ Earn cost of capital over a 5-year cycle ▪ At the same time, an EBITDA margin of > 20% is aimed for over this cycle ▪ Generally striven for a leverage ratio (net debt/EBITDA): maximum 1.5x
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We have set ourselves ambitious goals in these three areas of action: Society & Employees, Environment & Resources and Business Ethics & Human Rights ▪ The human being is our focus ▪ Active commitment to environmentally friendly production ▪ Integrity & a sense of responsibility characterize our actions K+S Sustainability Goals 28
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Our sustainable transformation pays off ▪ Our capital expenditure will be increased in the course of the sustainable and economic transformation (especially in the years 2024 to 2026). ▪ Nevertheless, our strong balance sheet and improved operating cash conversion ensure at least break-even free cashflows – even at the lower end of the cycle. New Business Areas/Use of infrastructure • Coverage of tailings piles /REKS • Circular economy • Underground/Indoor Farming • Cavern/hydrogen storage Decarbonization • 25% CO2 reduction by 2030 • 60% by 2040 • Greenhouse gas neutral (Scope 1 and 2) by 2045 Ramp-up Bethune/CA Increase in production from a good 2 to 4 million tonnes p.a. through cost-effective, water- and energy-saving secondary mining Werra 2060 • Increase in energy efficiency, more specialties • Securing the future • Less tailings disposal • Reduction of saline process water and, therefore, the end of the discharge in 2028 • Halving CO2 K+S is the first producer to offer potash and salt with the smallest possible CO2 footprint! 29
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Optimize the existing 30 70 % Industry+ Agriculture Supply Chain ▪ Warehouse and network optimization for European salt logistics ▪ Optimization of warehousing ▪ Improved use of infrastructure ▪ Increase of marketing in USA ex Bethune ▪ Increase of trading business in Middle East, China and India ▪ Improved leveraging of local sales network EBITDA impact: around €30 million p.a. ▪ Focus on potash product groups for industrial product sales ▪ Capacity expansion of high-purity salts ▪ Optimization of de-icing salt setup
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Werra 2060 – Securing a sustainable future 31 Reduction in environmental impact How do we want to achieve this? Saline process waters reduced: by 1.2 to 1.0 million m3 p.a. Reduction solid residues: by 8 to 7 million t eff. p.a. ► avoiding tailings pile expansion Wintershall beginning of the 2030s Halving CO2 emissions at the Werra plant Reduced steam requirement: higher flexibility regarding the energy source Innovations in extraction and production ▪ Unterbreizbach and Wintershall sites: Focus on wastewater-free processing methods ▪ Unterbreizbach mine: Expansion of secondary mining operations (drill and blast) ▪ Hattorf-Wintershall mine: Introduction of secondary mining (drill and blast) ▪ Unterbreizbach and Hattorf-Wintershall mines: Dry backfill utilization ▪ Hattorf plant: Continued operation unchanged for the time being Future-oriented product portfolio ▪ Lower energy consumption, reduction in CO2 emissions and modified product portfolio through conversion of the processing and refining processes in Wintershall and Unterbreizbach ▪ Further development of specialties portfolio with unchanged production volumes ▪ The products become more competitive under cost, sustainability, and quality criteria Methods already tested or in use on other sites! 70 %
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Capex: Werra 2060 Gross capex Werra 2060 Capex difference Werra 2060 vs. unchanged operation mode Capex amortization period: < 10 years 32 ▪ Compared to unchanged operation mode only +€300m within 10 years ▪ Gross capex of about €600m ▪ Additionally positive impact on opex: e.g. - 20% vs. unchanged operation in 2030 Schematic course of capex 70 % -100 -50 0 50 100 150 200 250 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 Preparation and implementation will take place during ongoing production so that operational breaks can be optimally utilized. Unterbreizbach Wintershall
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Primary and Secondary Mining – Ramp-up of the Canadian production from a good 2 to 4 mln. tonnes p.a. 33 In primary mining, fresh water is pumped into the layer containing potash, creating so-called caverns. The water pumped into the cavern dissolves the potassium salt and a water-salt solution (brine) is formed. The resulting brine is pumped upwards with pressure. The brine is then evaporated in a factory and processed further. In secondary mining, only saturated NaCl brine is injected instead of fresh water. The remaining KCl reserves are selectively dissolved from the existing caverns. The resulting brine is pumped upwards with pressure. The KCl crystallizes on the surface due to the outside temperature in a cooling pond. Potash deposit The liquid dissolves the potash and forms a cavern. Bethune – Efficient Production in Canada Secondary Mining: Cost-effective, water- and energy-saving method! 70 %
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In the middle of Saskatchewan 34 Bethune – Above ground
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35 Bethune – Below ground In Bethune, a pad currently includes 12 underground caverns. Each one of them is about the size of a Bundesliga stadium. Pads and caverns 12 x
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36 More ambitious climate strategy adopted ▪ We have already reduced 80% of our CO2 emissions (1990 – 2020): ▪ We have achieved this through the extensive use of highly efficient combined heat and power (CHP) technology, comprehensive energy efficiency measures and capacity reductions. ▪ Since 2021, our medium-term goal has been to further reduce CO2 emissions by 10% by 2030 (compared to 2020). ▪ As part of Climate Strategy 2.0, we have intensified our targets: ▪ We want to achieve greenhouse gas neutrality in 2045 and reduce our CO2 emissions (Scope 1 and 2 of the production sites) by 25% compared to the base year 2020. 2.6 1.9 1.0 0 2 4 Instead of previously -10% * 2020 2025 2030 2035 2040 2045 0.0 -25% -60% CO2 K+S Group CO2 emissions in milllion tonnes p.a. (Scope 1 and 2) % Reduction vs. 2020 No previous interim goal -100% *With the already expected adjustments to the base value 2020
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Decarbonization – Greenhouse Gas Neutrality * By 2030: Reduction of absolute CO2 emissions by at least 25% By 2040: Reduction of absolute CO2 emissions by at least 60% By 2045: We strive for greenhouse gas neutrality*. 100% Targets ExpectationImplementation * Scope 1 + Scope 2 compared to the base year 2020 Energy saving Electrification + use of renewables CO2-capture + storage Increasing energy efficiency CO2 A B C D E Focusing on the following key areas to reduce CO2 emissions: Examples of specific measures: Construction of a biomass combustion plant and a CHP plant to reduce emissions by more than 100 kt CO2 p.a. by 2026. Conditions in the energy industry framework that provide incentives for decarbonization. This also includes a sufficient and resilient energy infrastructure, financial support and affordable renewable energies. We support the goals of the Paris Climate Agreement. Renewable energy for products with the smallest possible CO2 footprint. 37
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The de-carbonization of the entire German potash production requires state support: in the provision of infrastructure and green energy sources, in the development of legal frameworks, in procedures (planning acceleration) and in the provision of subsidies. In future, we want to produce potash with the smallest possible CO2 footprint – compared to today and compared to our foreign competitors. To do this, we are treading two paths in parallel: The change in production and processing processes – from wet to dry processing The change in energy use – from fossil fuels to renewable energies With the "Werra 2060" project, we are taking the first major step in changing our production processes. To do this, we need to extract and process the crude salt from the reservoir in a way that is as climate -neutral as possible. This transformation project is the only one of its kind in potash mining in the world. In Zielitz, we have launched a pilot project for the use of power-to-heat, thereby pushing a change in energy use ahead. Our future – The climate-friendly potash production 38
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vertraulich CO2 reduced potash for sustainable agriculture Aggregated CO2e footprint MOP K+S Potash with the smallest possible CO2 footprint due to the use of renewable energy The reduction in emissions results from the conversion of consumption from fossil to renewable energy. The remaining emissions are distributed across sub-processes that (so far) cannot be converted. (The calculations are based on average German production, excluding Canadian production). 39 Development of footprint of potash (MOP) Essential requirements for the change in technology High availability of renewable energy to produce potash with the smallest possible CO2 footprint Expansion of renewable energies and targeted grid connection to meet increased electricity demand Offsetting additional expenditure incurred by using green electricity through government funding In future, we will be able to produce potash in Germany with the smallest possible CO2 footprint. Both ways of achieving this – changing the production and processing methods as well as changing the use of energy – require high investments. The potash industry needs a supportive regulatory framework for this: ca. 10 kg CO2 e/t product Potash with the smallest possible CO2 footprint
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System conversion from 2030 Bernburg ▪ Shutdown of cogeneration plant in 2030 ▪ Complete switch from steam/hot water to power-to- heat in 2030 ▪ Switch of drying in brine to hydrogen in 2035 Salt with the smallest possible CO2 footprint by 2030 Braunschweig-Lüneburg ▪ Already very low in CO2 as heat is generated in a biogas plant Borth ▪ Construction of biomass heating plant Frisia ▪ Waste incineration currently CO2-free Factory & Mine | Power Plant Natural gas The challenge is to identify the right technologies for each site and establish them within the next 20 years. The opportunity lies in the intelligent connection of systems and operation modes in the markets. Natural gas CO2 CO2 Electricity Current system Conversion of the salt works to low CO2 operation and the plants to "green" electricity procurement (CO2-neutral) 40
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Grow the core 41 Expansion of the portfolio ▪ Fertilization ▪ Micronutrients ▪ Concepts for soil health ▪ Further additions to the portfolio Logistic access ▪ Circular economy ▪ Last Mile Distribution Digital sales ▪ Agronomic services ▪ Digital sales channels (e.g., web shops) ▪ New digital business models ▪ Direct access to the farmer 20 % We enable farmers to achieve greater economic success
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New business areas 42 Renewable and green energy ▪ Increasing use of renewable energies (wind, sun) at our sites ▪ Use of available space at our sites ▪ Research into the production and use of green hydrogen Carbon dioxide (CO2) ▪ CCS: underground storage (solid and gaseous) ▪ CCU: use for the production of biomass or as a raw material for basic chemicals Reuse of our mines ▪ Research into alternative uses for agriculture or as a production area for biotechnology Waste management and circular economy ▪ Underground recovery, underground storage ▪ Extraction of valuable minerals from waste streams (e.g., magnesia) ▪ Tailings pile coverage 10 % Subsequent use of existing assets and development of new business areas Mines Caverns Tailings piles Land Technical/structural infrastructure Technological know-how Agronomic know-how
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The Company’s activities are managed based on the following key financial performance indicators, which are the most important financial performance indicators within the meaning of the German Accounting Standards (DRS) 20: ▪ EBITDA ▪ Group earnings after tax, adjusted ▪ Capital expenditure ▪ Adjusted free cash flow ▪ Return on capital employed (ROCE) ▪ Net financial liabilities (incl. financial lease liabilities)/ EBITDA ▪ Net debt/EBITDA Performance indicators and target values in sustainability management were defined for the K+S Group in 2018. Since the 2020 financial year, we have also managed the Company using the non-financial indicators stated below. These have formed the basis for part of the long-term incentive (LTI) as a variable component of the Board of Executive Directors’ as well as all LTI-entitled employees’ remuneration since 2020. They are the key non-financial performance indicators within the meaning of the German Accounting Standard (DRS) 20. ▪ Lost Time Incident Rate (LTI rate1) ▪ Reduction of saline process water in Germany ▪ Reduction in specific CO2 emissions (new since 2023) Performance Indicators 1 The so-called LTI rate measures occupational accidents with lost time in relation to one million hours worked. Other financial and non-financial performance indicators that are relevant for the K+S Group include revenues, sales volumes, average selling prices, and number of employees. However, these figures are not considered financial or non-financial key performance indicators within the meaning of German Accounting Standards (DRS) 20. 43 Non-financial Performance IndicatorsKey Financial Performance Indicators
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Performance Indicators 44 Key Financial Performance Indicators 2019 2020 2021 2022 2023 EBITDA € million 640.4 444.8 1,067.3 2,422.9 712.4 Group earnings after tax, adjusted € million 77.8 -1,802.5 2,182.4 1,494.0 161.9 Capital expenditure € million 493.2 526.0 334.3 403.8 525.3 Adjusted free cash flow € million 139.7 -42.2 92.7 932.0 311.2 Return on Capital Employed (ROCE) % 2.3 -22.8 42.9 25.7 3.2 Net financial liabilities (including lease liabilities)/EBITDA (LTM) x-times 5.4 7.8 0.7 - 1 - 1 Net debt/EBITDA (LTM) x-times 7.1 10.5 1.7 0.3 1.7 2 Non-Financial Performance Indicators 2019 2020 2021 2022 2023 Lost Time Incident Rate LTI rate 10.4 8.8 11.3 8.3 7.6 Reduction of saline process water in Germany million m3 3.5 2.9 3.3 2.3 2.6 Reduction in specific CO2 emissions (new since 2023) kg/t 270.8 1 There are no longer any net financial liabilities as of December 31, 2022. 2 Net debt also includes long-term provisions for mining obligations with maturities of more than 10 years in the amount of € 972.6 million. Excluding these obligations from net debt, the ratio is 0.4.
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K+S Sustainability Goals 2030 Target KPI Unit Target Value 2023 Deadline Target Achievement Society & Employees Health & Safety Injury with lost time Lost time incident rate* LTI rate 0 7.6 Vision 2030 Diversity & Inclusion Positive perception of an inclusive working environment by employees 1 % > 90% 87.0 2030 Business Ethics & Human Rights Sustainable supply chains Percentage of critical suppliers aligned with the Supplier Code of Conduct of the K+S Group* % 100% 91.8 end of 2025 Coverage of the purchasing volume by Supplier Code of Conduct of the K+S Group * % > 90% 91.4 end of 2025 Proportion of potential risk suppliers assessed as part of the risk analysis *,2 % > 90% - end of 2027 - Compliance & Anti-Corruption Coverage of the K+S Group companies with a standardized compliance risk analysis % 100% 100 end of 2023 * Relevant to remuneration (Board of Executive Directors and management). 1 The first survey was conducted in 2019 (different base year), an updated survey with new questions was conducted in 2022. 2 Reporting is currently under development, with the first report due in 2024 at the earliest. 34 % 97 % 92 % 100 % 100 % 100 % 45
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K+S Sustainability Goals 2030 46 Target KPI Unit Target Value 2023 Deadline Target Achievement Environment & Resources Resource efficiency Additional reduction in saline process water to be disposed of from potash production in Germany 1 million m³ p.a. -0.5 -0.06 2030 Reduction of saline process water from potash production in Germany per tonne of product * m3/t 0.370 0.467 2030 Amount of residue used for purposes other than tailings pile formation or avoided by increasing the yields of raw materials million t p.a 3 0.3 2030 Additionally covered tailings pile area ha 155 21.4 2030 Energy & Climate Absolute CO2 emissions in the K+S Group worldwide 1,2 % -10 -3.2 2030 Reduction in specific CO2 emissions *,1 kg/t 254.6 270.8 2027 Specific greenhouse gas emissions (CO2) in logistics (kg CO2e/t) % -10 -15.8 2030 100% 48% 14% 11% 11% * Relevant to remuneration (Board of Executive Directors and management). 1 Deviating base year: 2020. 2 The target for reducing absolute CO2 emissions will be lowered to -25% by the end of 2030 as part of the new climate strategy. 5% 0%
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K+S Sustainability: Ratings and Standards 47 Organization Rating scale Current rating Significance of rating Trend over the last 12 months Rating scale from AAA to CCC AA Class of „Leader“ Rating scale from A+ to D- C „medium” and only 2 steps away from prime status (from B-) Rating scale from 0 to 40+ (The lower, the better) 26.9 Medium risk that K+S suffers financial losses due to non-compliance with ESG requirements Rating scale from A to D- Water: B Climate: C Levels 2 (B - Management) and 3 (C - Awareness), which represent the steps that a company goes through on the way to greater environmental responsibility International Engagement
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Our contribution to the 17 SDGs K+S makes a direct contribution to a number of global sustainable development goals – and thus contributes to the fulfillment of the goals. More information and more details about our article can be found here. 48
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3. Landwirtschaft 5 | 8 Customer Segment Agriculture
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Agriculture customer segment at a glance 50 1 2 ▪ Close proximity to our most important customers as a logistical advantage ▪ Shipments to overseas customers at competitive costs from Hamburg harbour ▪ Solid and long-term customer relationships ▪ Broad specialty portfolio provides flexibility and stability, partly following different trends and seasons Revenue split by products 9M/2024 (%)Revenue split by region 2023 (%) Characteristics in € million 9M/2023 9M/2024 Revenues 2,039.0 1,901.6 Sales volumes (million tonnes) 5.27 5.88 - thereof trade goods 0.08 0.27 Potassium chloride 50 Fertilizer specialties 50 North America 8 Europe 44 thereof Germany 8 South America 20 Asia 17 others 11
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Our ingredients of natural origin 51 Further information on our products: www.kpluss.com/fertilizer Soil fertilizer Our all-rounder - for your most different applications Our all-rounder - for you also now with boron Our all-rounder - for you also now with boron Our potassium chloride - your first choice Our specialist for your healthy forage production Our top quality - for your specialty crops Our rolled granulate for wide, precisely distributed application Our formula for success - for the highest quality for your crops Our highly concentrated - magnesium sulfur power for plants Foliar and liquid fertilizer The basic ingredient for foliar fertilization Our specialist for root and leaf crops Our specialist for health and quality Our specialist for rapeseed and sugar beet Our specialist for all your cereals Our frost professional - for your winter yield security Our perfect source - potassium and sulfur for your crops
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6 | 8 Customer Segment Industry+
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Industry+ customer segment at a glance 53 1 2 ▪ Emerging markets: Growth, especially in Asia, leads to increasing demand for electrolysis. ▪ Electrolysis and specialties: Focus on product quality, service and proximity to the customer. ▪ Pharma: High quality standard, certified, innovative, and overarching customer focus as well as reliability. ▪ Consumers: Strong brands in table salt, water softening salt, pool salts, and de-icing salt. ▪ Communities: Public road construction authorities, winter road clearance service providers and large commercial users procure de-icing salt from K+S largely through public tenders. Revenue split by products 9M/2024 (%)Characteristics € million 9M/2023 9M/2024 Revenues 859.6 826.3 Sales volume (mt) 4.73 4.89 - thereof: de-icing 1.34 1.43 Communities 13.2 Consumers 7.7 Industry 79.1 thereof water softening 8.1 thereof industrial applications 12.9 thereof food 17.9 thereof chemicals 24.0 thereof animal nutrition 10.7 thereof pharma 5.4 thereof complementary 19.0 thereof others 2.0
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Main areas of application I Products for many branches of industry, as a raw material or process additive, e.g. ▪ For galvanizing ▪ Process additive for processing anhydrite screed and plasterboard ▪ Plastic production ▪ Drilling fluid solutions ▪ Finishing of textiles Industrial Applications Products for health, e.g. ▪ Dialysis ▪ Infusion solutions ▪ Medication & drugs ▪ Parenteral / enteral nutrition (artificial nutrition) ▪ Electrolyte-containing drinks Pharma Products for the nutrition of all animal species, e.g. ▪ Straight feeding stuffs for farm animal and pet health ▪ Process additive for the production of wet pet food ▪ Livestock salt for the animal feed industry ▪ Lick blocks for livestock & wild animals ▪ Pond salt for fish ponds or aquariums Animal Nutrition Products for food production and processing, e.g. ▪ Meat & bakery products, cheese, snacks, ready meals, etc. ▪ Seasoning & preservative, texturizer, process additive ▪ Mineral enrichment ▪ Carrageenan production ▪ Salt substitute Food Processing 54
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Main areas of application II Products for water treatment, e.g. ▪ Soft water to protect systems and equipment ▪ Disinfection of swimming pools & pools with chlorine electrolysis and membrane electrolysis Water Treatment Products for greater safety - can be used for winter road maintenance on motorways, country roads, city streets, footpaths and cycle paths, e.g. ▪ De-icing salt in various grain sizes ▪ NaCl brine in various concentrations De-Icing Products for the chemical industry, e.g. ▪ Essential raw materials for chlor-alkali electrolysis ▪ Polycarbonate & MDI (isocyanate) (plastics, synthetic resins) ▪ Synthetically calcined soda (glass) ▪ Magnesium sulphate as an additive in the pulp industry Chemicals Products for the home, e.g. ▪ High-quality table salt products in various packaging ▪ Products for water softening in the home ▪ De-icing salt for use around the house ▪ Regenerating salt for dishwashers Consumer ▪ Granulation of Catsan® for Mars GmbH ▪ CFK (trading) ▪ Research with own R + D department and own research laboratory ▪ Waste management and recycling Additional activities: 55
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7 | 8 Production and residue management
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Adding value along our entire supply chain 57 Our customers apply our products, use our raw materials in their processes or process them in their products. We make extensive product information available and advise our customers on the application of our products. The K+S Group wants to be the preferred partner of its customers in the market. High product quality and reliability are crucial prerequisites for this. K+S offers a comprehensive range of services for agriculture, industry, and private consumers. The long-term securing of freight capacity is of strategic importance to us. A large part of our international transportation volume is forwarded by service providers with which we maintain long-standing partnerships. The refining of raw materials is one of our core competencies. Above ground, the crude salt is processed in complex, multi-phase, mechanical, or physical processes, with the natural properties of the mineral remaining unchanged. We extract raw materials in conventional mining below ground as well as through solution mining. We also use the power of the sun and extract salt by evaporating sea water or saline water. Our potash and salt deposits came into being millions of years ago. They are either our property or we have corresponding rights or approvals that allow the extraction or solution mining of the raw material reserves. Exploration Mining Production Logistics Sales/ Marketing Application
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Underground mining production cycle 58 Face cleaningDrilling Charging with explosives Auger drilling Muck pile load and dump Roof scaling Roof bolting Blasting after shift end 1 9 8 2 3 5 67 Clearing4 Conventional mining
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Main production methods for salt 59 Rock salt Conventional mining Evaporated salt Recrystallization of purified brine Brine Controlled solution mining Sea/solar salt Crystallization of sea water ▪ Around 60% of worldwide salt production (more than 290 million tonnes including brine) is obtained from rock salt mining and solution mining. ▪ Approximately 40% of production is obtained from seawater and salt lakes. 1 Salt is produced in almost every country in the world. Due to the high share of transportation costs in production costs, markets are generally regionally limited to the area around the production sites. 1 Roskill Information Services Ltd., 2020
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Production sites in Germany 60 Kassel 4 5 3 2 6 1 7 9 8 Potash sites 1. Wintershall 2. Unterbreizbach 3. Hattorf 4. Zielitz ~ 25 5. Neuhof-Ellers ~ 20 6. Bergmannssegen-Hugo ~ 5 (only production site, no mining) Verbundwerk Werra ~ 50 Salt sites 7. Borth 8. Bernburg 9. Braunschweig-Lüneburg (Share of production capacity in %)
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K+S in Canada: Bethune 61 ▪ Expanding our current production portfolio in Germany with a North American production site → Only supplier with production sites in Europe and North America ▪ Securing a good asset base with competitive production costs ▪ Sales and distribution through existing distribution structures of the K+S Group ▪ Regional growth projects in China and Southeast Asia ▪ Flexible multi-product strategy China India South East Asia South America North America Strengthening our global presence
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Cost curve at customer’s gate much flatter Source: S&P Global, Fertecon, April 2024 62 USD/t Ramp-up of Bethune as well as measures to optimize the existing business Increasing improvement in cash costs and competitive position K+S Bethune K+S Zielitz (MOP site) Not accounting for carrier insurance premiums out of Russia/Belarus; Line length = Production capacity in million tonnes 1st quintile of the production quantity with the lowest cost Bethune's further ramp- up to 4 million tonnes will bring Bethune to the first quintile. cost curve at Brazil customer‘s gate 2024 fob cost curve 2020 fob cost curve 2024 (25 USD up from 2020)
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Potash processing above ground 63 Electrostatic separation (ESTA®) +- Finely ground crude salt Conditioning Separation in a free-fall separator Triboelectric charging Residue (NaCl) Potassium chloride (KCl) and kieserite Thermal dissolution 25 °C 110 °C 95 °C Finely ground crude salt Heating Undis- solved residue + dissolved KCl Residue (NaCl) and kieserite Filtering Potassium chloride (KCl) Cooling Filtering Mother brine Flotation Floatation brine Flotation agent Air bubbles Filtering and drying Residue (NaCl) Potassium chloride (KCl) or kieserite Finely ground crude salt
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Potash production: management of residues 64 * With low river water levels in the Werra, there are possibilities for K+S in the Hessian-Thuringian potash district to temporarily store liquid residues in water basins or suitable mine spaces on site or temporary ways of disposal by flooding decommissioned mines or gas caverns in Lower Saxony orSaxony-Anhalt. ~84% ~7.5% ~5% ~3.5% Ø Share** of residue disposed by this method in the Hessian-Thuringian potash district in 2022: Tailings piles Underground disposal River injection* Remote disposal ▪ Crude salt has only a limited recyclable content (max. 30%), therefore the generation of residues is inevitable. All potash producers worldwide face this challenge. ▪ The recycling of partial volumes is performed at all producers. ▪ The methods, processes, and equipment for the construction of tailings piles from solid residues are scientifically justified, tried and tested in practice. These ways of disposal – depending on the corresponding site – are used also in combination. They currently represent the best available technique. Solid or liquid residues are disposed of worldwide in the following ways: ** Percentage by mass of salt
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Green investments = long-term planning security 65 Wintershall Hattorf Zielitz Werra ▪ Approval of Hattorf tailings pile expansion (phase 3) in mid-2025 and investments required ▪ Next approval and significant investments in tailings pile extensions will not be necessary again until the end of the 2020s ▪ Deep-well injection ended 2021 ▪ Future: Permanent storage underground (subject to approval) ▪ From 2028: Higher utilization of underground storage through further treatment of saline water ▪ Injection from 2028: only less concentrated tailings pile waters and no process waters Tailings piles extensions Liquid residues
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▪ From 2030 onwards, K+S will be able to use three million tonnes of residue annually for purposes other than rearming. ▪ By 2030, we want to cover a further 155 hectares of tailings pile area and thus further reduce or avoid the accumulation of tailings pile water. Soil and construction rubble are installed in several layers on the stockpile in a precisely defined process. → Formation of a cover, the upper layer of which is permanently greened. Tailings pile coverage and greening 66 Our objectives The procedure Tailings pile Re-cultivation layer GroundRecycled construction waste as drainage
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Tailings pile and process water at the Werra site 67 Reduction of saline wastewater based on various measures within the last 25 years: ▪ Underground disposal in Unterbreizbach ▪ Optimization of production and manufacturing processes ▪ ESTA - facility, cold preliminary decomposition and high consistency facility, kainite crystallization and MgCl2 facility ▪ Establishment of a kainite crystallization and flotation facility; advantage: additional product ▪ On-site: Temporary storage possibility of up to 1.0 million m³ (basins and temporary storage underground). ▪ Off-site: Flooding of decommissioned mines or caverns for their restoration. ▪ As part of our strategy and the optimization of our existing business, the focus at the Werra site will be on reducing solid and liquid residues as well as energy consumption and therefore CO2 emissions. Development of saline wastewater Disposal of saline wastewater Additional ways of disposing saline wastewater 20 million cbm 5.1 million cbm Saline Waste-water 1997 Saline Waste-water 2021 Disposal until 2027 Disposal as of 2028 No deep-well injection as of 2022 No discharge of process water into the Werra as of 2028 Utilization/Avoidance (CapEx: almost €500 million) Remote flooding of abandoned mines or caverns and temporary storage under- ground as of 2022: permanent storage underground (subject to approval); as of 2028: higher utilization of storage underground with additional processing Discharge Werra 2 in compliance with the target values of the FGG Weser as of 2028: only tailing pile water 2 Further reduction and avoidance of tailing pile water targeted by covering tailings piles; continuing R&D developments with external partners, among others 1 Further reduction of tailing pile and process water 1 Including Neuhof
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▪ Our first goal of discontinuing the injection of saline wastewater into the plate dolomite as of 2022 has been accomplished. ▪ Discontinuing the discharge of saline wastewater into the Werra as of 2028. The solution: Storage of process water into disused cavities → Mine field Springen offers 21,000,000 m³ of space for underground storage. ▪ Highly concentrated saline solution from potash production is discharged into the mine field via existing lines. ▪ Due to the high salt concentration of the liquid, the salt pillars, which are responsible for the stability of the shaft, are not damaged. ▪ Finally, the old shafts are tightly closed with gravel and clay so that no saline water can discharge. Underground storage in Springen 68 Our objective The procedure
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8 | 8 Financial data & IR
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Key financial figures 1 70 1 The figures relate to the continuing and discontinued operations of the K+S Group for the years 2019 to 2020. Since the financial year 2021, the figures relate to the continuing operations of the K+S Group. 2 As of December 31, 2022, there are no longer any net financial liabilities. Revenues (€ billion) EBITDA margin (%) EBITDA vs. Net financial liabilities/EBITDA2 FCF (€ million) 4.1 3.7 3.2 5.7 3.9 2019 2020 2021 2022 2023 640 445 1,067 2,423 712 4.9 7.2 0.6 2019 2020 2021 2022 2023 16 12 33 43 18 2019 2020 2021 2022 2023 +140 -42 +93 +932 +311 2019 2020 2021 2022 2023
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Operating and adjusted cash flow 1 71 1 The figures relate to the continuing and discontinued operations of the K+S Group for the years 2015 to 2020. Since the financial year 2022, the figures relate to the continuing operations of the K+S Group (in € million). 669 445 307 309 640 429 347 1,394 822 -636 -777 -390 -206 140 -42 93 932 311 2015 2016 2017 2018 2019 2020 2021 2022 2023 Operating Cash Flow Free Cash Flow (adjusted)
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72 Cash flow and balance sheet 1 As of September 30, 2022, there are no longer any net financial liabilities. 3M/22 H1/22 9M/22 FY/22 3M/23 H1/23 9M/23 FY/23 3M/24 H1/24 9M/24 Operating cash flow 254 486 1,143 1,394 221 484 657 822 226 321 484 Investing cash flow (adjusted by sale/purchase of securities and other financial investments) -151 -252 -329 -462 -107 -210 -329 -510 -115 -235 -373 Adjusted free cash flow 103 234 814 932 113 274 328 311 111 87 111 Capex 49 125 240 404 78 199 347 525 96 212 352 Net debt -1,642 -1,515 -913 -834 -819 -911 -890 -1,238 -1,215 -1,352 -1,337 Net debt excl. non-current mining provisions, payable in > 10 years n/a n/a n/a -138 -27 -124 -138 -265 -252 -400 -370 Non-current provisions for mining obligations -954 -923 -906 -932 -1,028 -1.029 -994 -1,212 -1,198 -1,192 -1,206 – thereof payable within 10 years n/a n/a n/a -237 -236 -242 -242 -240 -234 -239 -239 Net financial liabilities (-); Net financial asset position (+)1 -520 -426 +152 +245 +347 +261 +241 +125 +252 +91 +112 Net financial liabilities/EBITDA1 (LTM) 0,4 0,2 - - - - - - - - - Equity Ratio 62 % 65 % 65 % 68 % 71 % 71 % 71 % 69 % 69 % 66 % 67 %
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K+S Share 73 The following banks publish research studies about K+S ▪ WKN: KSAG88 ▪ ISIN: DE000KSAG888 ▪ Type of shares: registered shares of no-par value ▪ Total number of shares: 179,100,000 ▪ Trading segment: Prime Standard ▪ Ticker symbols: Bloomberg SDF/Reuters SDFG Key data Shareholder structure as of Dec 31, 2023 ▪ Baader Helvea Equity Research ▪ Bank of America ▪ Bank Pekao Equity Research ▪ Berenberg Bank ▪ Bernstein ▪ BMO Capital Markets ▪ Citi Research ▪ Deutsche Bank ▪ DZ Bank AG ▪ Exane BNP Paribas ▪ Jefferies Equity Research ▪ J.P. Morgan ▪ Kepler Cheuvreux ▪ LBBW ▪ M.M. Warburg ▪ Morgan Stanley ▪ Oddo BHF ▪ Scotia Capital ▪ Stifel ▪ UBS Institutional Investors 60% Private Investors 40% Free float 100%
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74 Share performance Performance of the K+S Share Market capitalization Index: December 31, 2020 = 100 Source: Bloomberg; as of January 2025 As of Dec. 31, in € billion 4.3 4.1 4.5 4.3 4.0 3.0 2.1 1.5 2.9 3.5 2.6 1.9 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 0% 50% 100% 150% 200% 250% 300% 350% 400% 450% 12/2020 12/2021 12/2022 12/2023 12/2024 K+S MDAX
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75 Performance of the K+S share in comparison Index: December 31, 2021 = 100 Source: Bloomberg; as of January 2025 0% 50% 100% 150% 200% 250% 01/2022 01/2023 01/2024 01/2025 MDAX K+S Nutrien Mosaic ICL
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Distribution policy 76 Shareholder participation in K+S's corporate success will generally be based on the adjusted free cash flow (operative, excluding special effects). This key figure already takes into account the investments to optimize our existing business in terms of total shareholder return. K+S aims to return 30% to 50% of the adjusted free cash flow generated annually to shareholders. Capital is returned in the form of a dividend, which can be combined with a share buyback, if applicable. The possible combination of both instruments also aims to counteract large fluctuations in the annual dividend. The following factors are applied in determining the exact percentage: + Expected business development + Balance sheet structure + Expected development of capital expenditure K+S wants to maintain a strong balance sheet and generally strives for a maximum leverage ratio (net debt/EBITDA) of 1.5x. K+S sets guiding principles for attractive shareholder participation Shareholder participation in the company's success 2019 2020 2021 2022 2023 2024 Capital repayment per no-par value share eligible for dividend payment € 0.25 0.04 - 0.20 2.00 0.70 - thereof dividend € 0.25 0.04 - 0.20 1.00 0.70 - thereof share buyback - - - - 1.00 -
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Symbol: KPLUY CUSIP: 48265W108 Ratio: 2 ADRs = 1 Share Country: Germany ISIN: DE000KSAG888 Depositary: The Bank of New York Mellon Trade on OTCQX ▪ Clear and settle according to normal U.S. standards ▪ Stock quotes and dividend payments in U.S. dollars ▪ Can be purchased/sold in the same way as other U.S. stocks via a U.S. broker ▪ Cost-effective means of international portfolio diversification Benefits to North American investors K+S ADR Programme 77 The K+S ADR Program offers North American investors the opportunity to take stock in K+S. Since the ADRs are quoted in US dollars and dividends are also distributed in US dollars, this financial instrument closely resembles an American share. Two ADRs represent one K+S ordinary share. The K+S ADRs are traded in the United States under a level 1 ADR Program in the over-the- counter market (OTC). Further information: www.kpluss.com/adr
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Share buyback 2023 78 K+S has successfully completed the share buyback. Since mid-May 2023, K+S has bought back a total of 12.3 million of its own shares for just under €200 million (ISIN DE000KSAG888) at an average price of around €16 per share. This corresponds to 6.4 percent of the Company's share capital. K+S canceled the bought-back shares by the end of 2023 as initially intended. Further information on the share buyback can be found on our website: www.kpluss.com/sharebuyback The share buyback supplemented the dividend payment of €1.00 per share for the 2022 financial year. K+S has therefore returned capital totaling around €390 million to its shareholders – this corresponds to a good 40 percent of the adjusted free cash flow for 2022. “After the record year 2022, it was important for us to let our shareholders participate in this success. With the completion of the share buyback and the dividend payment for 2022, we have returned a total of around €2 per share to our shareholders, taking appropriate account of the different interests within our shareholder structure,” says Dr. Burkhard Lohr, Chairman of the Board of Executive Directors. ▪ 12.3 million own shares (6.4% of the share capital) bought back for just under €200 million ▪ Average price of about €16 per share
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K+S debt instruments and issuer rating 79 Bond 06/2029 (3-months-par-call) WKN A383E2 ISIN XS2844398482 Listing Luxembourg SE Issue volume €500 million Outstanding volume €500 million Issue price 99.147% Coupon 4.250% Maturity June 19, 2029 Denomination €100,000 Issuer rating (S&P): BBB- (outlook: stable) since June 2023 + Syndicated credit facility up to €400 million + Commercial paper program as an additional source of liquidity
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Financial calendar 80 Quiet period prior to the report January 30 to March 13, 2025 (7 a.m. CET) 2024 Annual Report: December 31, 2024 March 13, 2025 Quiet period prior to the report April 15 to May 13, 2025 (7 a.m. CEST) Quarterly Report: March 31, 2025 May 13, 2025 Annual General Meeting (virtual) May 14, 2025 Quiet period prior to the report July 15 to August 12, 2025 (7 a.m. CEST) Half-Year Financial Report: June 30, 2025 August 12, 2025 ▪ K+S Website: www.kpluss.com ▪ Annual reports: www.kpluss.com/ar2023 ▪ Newsletter subscription: www.kpluss.com/newsletter ▪ Social Media: YouTube More content available online Ein Bild, das Text, ClipArt enthält. Automatisch generierte Beschreibung
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81 Investor Relations Contacts Julia Bock, CFA Head of Investor Relations Phone: + 49 561 / 9301-1009 Fax: + 49 561 / 9301-2425 julia.bock@k-plus-s.com Nathalie Frost Senior Investor Relations Manager Phone: + 49 561 / 9301-1403 Fax: + 49 561 / 9301-2425 nathalie.frost@k-plus-s.com Esther Beuermann, MBA Senior Investor Relations Manager Phone: + 49 561 / 9301-1679 Fax: + 49 561 / 9301-2425 esther.beuermann@k-plus-s.com ▪ Email: investor-relations@k-plus-s.com ▪ Website: www.kpluss.com ▪ IR-Website: www.kpluss.com/ir ▪ Newsletter: www.kpluss.com/newsletter K+S Aktiengesellschaft, Bertha-von-Suttner-Str. 7, 34131 Kassel (Germany)
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Disclaimer 82 No reliance may be placed for any purpose whatsoever on the information or opinions contained in the Presentation or on its completeness, accuracy of fairness. No representation or warranty, express or implied, is made or given by or on behalf of the Company or any of its respective directors, officers, employees, agents or advisers as to the accuracy, completeness or fairness of the information or opinions contained in the Presentation and no responsibility or liability is accepted by any of them for any such information or opinions. In particular, no representation or warranty, express or implied, is given as to the achievement or reasonableness of, and no reliance should be placed on any projections, targets, ambitions, estimates or forecasts contained in this Presentation and nothing in this Presentation is or should be relied on as a promise or representation as to the future. This Presentation contains facts and forecasts that relate to the future development of the K+S Group and its companies. The forecasts are estimates that we have made on the basis of all the information available to us at this moment in time. Should the assumptions underlying these forecasts prove not to be correct or should certain risks – such as those referred to in the Annual Report – materialize, actual developments and events may deviate from current expectations. Given these risks, uncertainties and other factors, recipients of this document are cautioned not to place undue reliance on these forecasts. This Presentation is subject to change. In particular, certain financial results presented herein are unaudited, and may still be undergoing review by the Company’s accountants. The Company may not notify you of changes and disclaims any obligation to update or revise any statements, in particular forward-looking statements, to reflect future events or developments, save for the making of such disclosures as are required by the provisions of statue. Thus statements contained in this Presentation should not be unduly relied upon and past events or performance should not be taken as a guarantee or indication of future events or performance. This Presentation has been prepared for information purposes only. It does not constitute an offer, an invitation or a recommendation to purchase or sell securities issued by K+S Aktiengesellschaft or any company of the K+S Group in any jurisdiction.