1. Jotan Banik
Potash Corporation
1/18/2014
Project Paper of Potash
Corporation

2. 2
Potash corporation
Course Code: MGT-2124
Course Title: Corporate Environmental Management
Project Paper
On
Potash Corporation of Saskatchewan
Submitted To:
Fahad Feroz
Course Instructor
School of Business Studies
Southeast University
Submitted By:
Name ID Batch
Jotan Banik 2010110000077 25th
Major in Finance
School of Business Studies
Southeast University
Date of submission: 18 January, 2014

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Potash corporation
Acknowledgement
By the grace of Allah I complete my Project paper of contribution of Potash
Corporation. At first thanks to our course teacher Fahad Feroz who taught this
course efficiently and effectively.
I try to my labor best to make the report comprehensive and reliable within the
given time period. Nevertheless, some mistake might be occurred, please notice
this type of unconscious mistakes with sympathy. Your suggestions and comments
for the improvement of this report will be thanked fully received and if you need
any quires the study, please inform me.
Yours faithfully
Jotan Banik

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Potash corporation
Table of Contents
Contents Pages
Introduction: 05-06
History 07-09
Product and
Services
10-13
Customers 14
Competitors 15-16
Challenges 17
Financial Report 18
Csr Activities 19-23
Awards 24-26
Criticism 26
Recommendation
and Conclusion
27
Reference 28

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Potash corporation
Potash Corporation of Saskatchewan
Introduction: The Potash Corporation of Saskatchewan Inc., referred to as PotashCorp, is a
Canadian corporation based in Saskatoon, Saskatchewan. The company is the world's largest
potash producer and the third largest producers of nitrogen and phosphate, three primary crop
nutrients used to produce fertilizer. At the end of 2011, the company controlled twenty percent of
the world's potash production capacity, two percent of nitrogen production capacity and five
percent of phosphate supply. The company is part-owner of Canpotex, which manages all potash
exporting from Saskatchewan. It also has a joint-venture with Sinochem named Sinofert.
It is by far the world's largest producer of potash, producing 20% of the world's supply. It is also
the world's largest fertilizer producer, the third largest phosphate producer and the third largest
nitrogen producer. In late 2013, it was 60%-owned by institutional shareholders. In 2007, the
CEO, William Doyle was by far the highest earning CEO in Canada, earning over $320 million

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Potash corporation
Potash Corporation of Saskatchewan
Type Public
Traded as
TSX: POT
NYSE: POT
S&P/TSX 60 component
Industry Materials
Founded 1975
Headquarters Saskatoon, Saskatchewan, Canada
Key people William Doyle (CEO)
Products Potash Nitrogen Phosphate
Revenue US$8.03 Billion (FY 2012)
Operating income US$3.90 Billion (FY 2012)
Net income US$2.30 Billion (FY 2012)
Employees 5,703 (2011)

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Potash corporation
History
The company was created by the government of Saskatchewan in 1975. In 1989 it became a
publicly traded company as the government of Saskatchewan sold off some of its shares, selling
the remaining shares in 1990.
The Saskatchewan potash industry began in the 1950s and 1960s. The government saw it as a
promising new field and granted large subsidies to the new projects, mainly by American
companies. However, this led to overproduction and when a global potash glut began in the late
1960s the industry almost collapsed. The Liberal government of the province introduced an
emergency plan setting up quotas and a price floor in 1969. This plan was popular among the
companies, which could now charge monopoly prices. The NDP government that was elected in
1971 in Saskatchewan was dissatisfied with this plan as the huge profits went to the companies
rather than the government, and it wasn't sustainable in the long term. In 1974 the government
passed a new potash regulation scheme, that included a reserve tax. This plan was resisted by the
potash producers, and its constitutionality was challenged. Thus in 1975 the provincial
government established the Potash Corporation of Saskatchewan as a government crown
corporation.

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Potash corporation
In November 1975 the province announced its intention to take part of the potash industry into
public ownership. The government offered to negotiate with the producers, and many of them
agreed to sell to the government. Over the next several years PCS bought mines around
Saskatchewan, and eventually came to control 40% of domestic production. Public ownership
drew the ire of the United States government, which criticised the provincial government for
buying Americans' assets and creating a monopoly. In the 1980s the Commerce Department
accused the corporation of dumping and imposed massive duties on all potash imports to the
United States.
In the early 1980s the company struggled and lost money for several years accumulating an $800
million debt. In 1989 the Conservative government decided to privatize it by selling the company
to private investors. During the 1990s PotashCorp expanded by buying up a number of American
potash companies including Potash Company of America, Florida Favorite Fertilizer, Texasgulf,
and Arcadian Corporation. Today it owns assets across Canada, the United States, and also in
Brazil and the Middle East. By March 2008, due to rising potash prices it had become one of the
most valuable companies in Canada by market capitalization, valued at almost C$63 billion.
In August 2010, PotashCorp became the subject of a hostile takeover bid by Anglo-Australian
mining giant BHP Billiton.[8][9]
On November 3, 2010, The Government of Canada announced
that it was blocking the BHP bid as it did not feel the purchase would yield a "net benefit" for
Canada; BHP withdrew its bid soon thereafter.

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Potash corporation
Mission
1. Create superior long-term shareholder value
2. Be the supplier of choice to the markets we serve
3. Build strong relationships with and improve the socioeconomic well-being of our
communities
4. Attract and retain talented, motivated and productive employees who are committed to
our long-term goals
5. Achieve no harm to people and no damage to the environment
Vision and Values.
As a company, IC Potash intends to:
Develop the long-life Ochoa Project in southeast New Mexico
Produce premium quality Sulphate of Potash (―SOP‖)
Produce SOP and other sulphate potash fertilizers in the bottom quartile of the world cost
curve
Leverage low cost and high quality to enter existing and emerging markets
Develop a processing facility that can grow in scale at a low incremental capital cost
Develop strong relationships with stakeholders and deliver net benefits to the community
at large
As a team, IC Potash is committed to:
Grow the quality and quantity of the world’s food supply by producing high quality
nutrients
Grow shareholder value with sound engineering, marketing, management and finance
Grow local communities by creating opportunity
Grow long-term relationships with stakeholders
Grow the personal and professional fulfillment of team members
Grow with team members that live ICP’s core values: Integrity | Curiosity | Passion

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Potash corporation
Product and Services
Potash Corporation have many types of productes for customers. These are
1. Many types of fertilizer
2. Feed
Fertilizer
Ammonium Nitrate Solution DA190
Ammonium Polyphosphate 10-34-0 (POLY 10)
Ammonium Polyphosphate 11-37-0 (POLY 11)
Anhydrous Ammonia — Agricultural Grade
Aqua Ammonia — Agricultural Grade
Diammonium Phosphate 18-46-0 SGN 285
Monoammonium Phosphate 11-52-0 (GMAP)
Muriate of Potash — Crystalline Granular SGN 270
Muriate of Potash — Granular SGN 285
Muriate of Potash — Granular SGN 300

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Potash corporation
Muriate of Potash — Soluble SGN 25
Muriate of Potash — Standard SGN 100-85
Muriate of Potash — Standard SGN 65
Muriate of Potash — Suspension SGN 30
Muriate of Potash — White Granular SGN 285
Phosphogypsum
Phosphoric Acid (AMMGA) 54% P205
Phosphoric Acid (BDMGA) 54% P205
Phosphoric Acid (GQ54) 60% P205
Phosphoric Acid (PAPMGA) 56% P205
Superphosphoric Acid (BSPA) 68% P205
 Feed
Ammonium Polyphosphate — Feed Grade (POLY 10) 10-34-0
Ammonium Polyphosphate — Feed Grade (POLY 11) 11-37-0

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Potash corporation
Defluorinated Phosphate — Feed Grade (DFP) 18%
Defluorinated Phosphoric Acid Amber — Feed Grade 54% P205
Defluorinated Phosphoric Acid Amber — Merchant Grade 58% P205
Dicalcium Phosphate Feed Grade 18.5% P
Monoammonium Phosphate — Feed Grade (MAP) 24%
Monocalcium / Monodicalcium Phosphate — Feed Grade 21%
Monocalcium / Monodicalcium Phosphate — Feed Grade Coarse 21%
Potassium Chloride - Feed Grade
Superphosphoric Acid — Feed Grade Black (BSPA) 68% P205
Superphosphoric Acid — Feed Grade Green (LOMAG) 69% P205
Urea Liquor — Feed Grade 50%
Potash (71% of total gross margin) is POT's main product. It is an important crop
nutrient used for fertilizer and is limited in supply. It is mined in just 12 countries
worldwide, and 50% of the world's reserves are in Canada where it has seven mines.
Potash is mostly used in POT's fertilizer products.
Nitrogen (10% of total gross margin) is a naturally occurring gas that is necessary for
cell maturation, plastics, resins, and is a key component of proteins and enzymes it is
used in POT's fertilizers, animal feed, and industrial products.
Phosphate (10% of total gross margin is a key nutrient used in increase crop yields, in
soft drinks, and other food products. Phosphates are mostly used in POT's industrial
products.

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Potash corporation

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Potash corporation
Customers
PotashCorp is the world’s largest fertilizer company by capacity, producing the three primary
crop nutrients: potash (K), phosphate (P) and nitrogen (N).
As the world’s leading potash producer, we are responsible for approximately 20 percent of
global capacity through our Canadian operations. To enhance our global footprint, we also have
investments in other key global potash-related businesses in South America, the Middle East and
Asia.With operations and business interests in seven countries, PotashCorp is an international
enterprise and a key player in the growing challenge to feed the world. Basically their customers
are farmer.

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Potash corporation
 Competitors
Direct Competitor Comparison
POT BASFY MOS PVT1 Industry
Market Cap: 29.03B 97.50B 19.82B N/A 3.02B
Employees: 5,779 112,617 8,400 8,0521
5.29K
Qtrly Rev Growth (yoy): -0.31 0.02 -0.28 N/A 0.50
Revenue (ttm): 6.86B 95.56B 9.97B 15.16B1
774.40M
Gross Margin (ttm): 0.43 0.25 0.28 N/A 0.48
EBITDA (ttm): 3.11B 12.75B 2.92B N/A 552.80M
Operating Margin (ttm): 0.36 0.09 0.23 N/A 0.22
Net Income (ttm): 1.98B 6.06B 1.89B 1.90B1
N/A
EPS (ttm): 2.25 6.60 4.42 N/A 3.88
P/E (ttm): 14.95 16.08 10.53 N/A 9.63
PEG (5 yr expected): 3.29 8.39 N/A N/A N/A
P/S (ttm): 4.17 1.01 1.97 N/A 3.90

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Potash corporation
Potash Corp has few competitors since the fertilizer industry has significant barriers to entry and
Economies of scale . Potash Corp estimates that it would cost upwards of $2.5B for a new
company to enter the industry.[9]
A company would need five to seven years of development time
to build mines and factories, build rail and gas lines, and purchase rail cars and storage before it
can even begin making a profit.
Potash Corp has two main competitors, Mosaic Company (MOS) and Agrium (AGU). The
potash market has been in deadlock between Mosaic and Potash corp since 2005. Potash made a
successful play on phosphates from 2005-2007, but started losing out to Agrium and Mosaic in
2008. Potash has enjoyed its largest competitive success in the expansion of its Nitrogen
production, which has directly eroded Agrium's superior market-share. .
Mosaic Company (MOS) is a $19.04 Billion[18]
fertilizer company, the second largest
potash producer, and the largest phosphate producer with 15% and 16% of global market
share, respectively[19]
.
Agrium (AGU) is a $5.82 Billion nitrogen and supplies fertilizer producer. In addition, it
produces potash and phosphate like its competitors and has a 16% global share of the
retail fertilizer market due to the major increase in global demand for its fertilizer and
crop nutrient products. [20] [21]
and had a $206 M year-over-year net income increase[21]
Although Potash Corp and its competitors have similar revenues, POT's ability to set favorable
prices by controlling the limited supply of potash have set it ahead of its competitors in terms of
net income and margins. In addition, it also competes with private, government owned
companies. Government owned companies are not usually profit driven. Government owned
companies can set their prices below market value to help subsidize their farmers costs and
would force the other companies in the industry to lower their prices too, or face losing their
customers.

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Potash corporation
 Challenges
PCS has relied on HyPOWER Systems Inc. of Regina, Saskatchewan, an Eaton distributor, to
provide hydraulics muscle and hydraulics commonality for its mining machinery. When the need
for an additional miner became evident, PCS asked HyPOWER to redesign hydraulic circuitry
for the machine and to work with Prairie Machine on fit, functionality, and integration
requirements.
Delving into the project, HyPOWER’s Ken Pagan, technical sales representative, and Cal
Ganshorn, mechanical engineering technologist, called on Eaton’s Lyle Meyer, Hydrokraft
product manager, for a two-speed hydraulic motor recommendation.
―We explained to Lyle that the motors would need to increase tram speed over PCS’s current
miners that move at a snail’s pace through the mine,‖ Ganshorn says, ―plus fit into a tight
envelope on the miner.
―In addition, the motors would need to default to maximum displacement, in the event that
hydraulic system pilot pressure was lost.‖

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Potash corporation
 Financial Report
Potash corp. performance of 2012 and 2011.There are given total cash flow.
2012 2011
Taka Taka
A) Cash flows from operating activities
Collection from customers 4,080,838,737 2,763,342,876
Payment to suppliers and operating expenses (3,283,774,414) (2,222,380,658)
Interest paid (6,676,003) (5,965,403)
Interest received 51,841,611 18,040,417
Income tax paid (160,190,630) (31,144,537)
Net cash from operating activities 682,039,301 521,892,695
B) Cash flows from investing activities
Acquisition of fi xed assets (71,906,162) (85,669,459)
Sale of investment in subsidiaries - 1,000,000
Investment in FDR (757,340,522) (150,000,000)
Investment in Zero Coupon Bond - (100,000,000)
Net cash used in investing activities (829,246,684) (334,669,459)
C) Cash flows from financing activities
Issue of new shares for cash 31,500,000 -
Share premium 252,000,000 -
Dividend paid (31,500,000) (26,000,000)
Short term loan (30,766,667) -
Net cash from financing activities 221,233,333 (26,000,000)
Net increase in cash and cash equivalents (A+B+C) 74,025,950 161,223,236
Opening cash and cash equivalents 164,701,711 3,478,475
Closing cash and cash equivalents 238,727,661 164,701,711

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Potash corporation
Csr Activities:
Orientation and Continuing Education
Orientation
The Board has adopted a written New Director Orientation Policy designed to:
(a)
provide each new director with a baseline of knowledge about the Corporation that will
serve as a basis for informed decision-making;
(b)
tailor the program for each new director, taking into account his or her unique mix of skills,
experience, education, knowledge and needs; and
(c)
deliver information over a period of time to minimize the likelihood of overload and
maximize the lasting educational impact.
The orientation program is tailored to the needs of each new director, and consists of a
combination of written materials, one-on-one meetings with senior management, site visits and
other briefings and training as appropriate.
Continuing Education
The Board recognizes the importance of ongoing director education and the need for each
director to take personal responsibility for this process. To facilitate ongoing education, the
Corporation:
(a)
maintains a directors’ intranet site to facilitate the exchange of views and published
information;

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Potash corporation
(b)
maintains a membership for each director in an organization dedicated to corporate
governance and ongoing director education;
(c)
each year strongly encourages and funds the attendance of each director at one seminar or
conference of interest and relevance and funds the attendance of each Committee Chair at
one additional seminar or conference. In all cases, approval for attendance is obtained, in
advance, from the Board Chair;
(d)
encourages presentations by outside experts to the Board or Committees on matters of
particular importance or emerging significance; and
(e) at least annually, schedules a site visit in conjunction with a Board meeting.
Ethical Business Conduct
Code of Conduct
The Board has adopted the ―PotashCorp Core Values and Code of Conduct‖. The complete text
of the ―PotashCorp Core Values and Code of Conduct‖, as well as other governance related
documents, can be found at www.potashcorp.com and are available in print to any shareholder
who requests them.
The Audit Committee reviews the process for communicating the ―PotashCorp Core Values and
Code of Conduct‖ to the Corporation’s personnel, and for monitoring compliance with the Code,
as well as compliance with applicable law, regulations and other corporate policies. The Board,
through the Audit Committee, receives regular reports from the Corporate Ethics and
Compliance Committee regarding the Corporation’s ethics and compliance activities including
the annual acknowledgement of compliance with the Code of Conduct sought from each
employee.
The Board, through the Audit Committee Chair, also receives reports of all financial or
accounting issues which come to the attention of management including those which are raised
through the Corporation’s anonymous reporting mechanisms.

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Potash corporation
The Corporation has not filed any material change report since the beginning of the 2011
financial year that pertains to any conduct of a director or executive officer that constitutes a
departure from the ―PotashCorp Core Values and Code of Conduct‖. Pursuant to the
―PotashCorp Governance Principles‖, no waiver of the application of the ―PotashCorp Core
Values and Code of Conduct‖ to directors or executive officers is permitted.
Material Interests
Pursuant to the ―PotashCorp Governance Principles‖, each director of the Corporation must
possess and exhibit the highest degree of integrity, professionalism and values, and must never
be in a conflict of interest with the Corporation. A director who has a conflict of interest
regarding any particular matter under consideration should advise the Board, refrain from debate
on the matter and abstain from any vote regarding it. The Board has also developed categorical
independence standards to assist it in determining when individual directors are free from
conflicts of interest and are exercising independent judgment in discharging their responsibilities.
All directors and senior officers are bound by the ―PotashCorp Core Values and Code of
Conduct‖ and no waiver of the application of that Code to directors or senior officers is
permitted.
Culture of ethical business conduct
The ―PotashCorp Core Values and Code of Conduct‖ is continually reinforced with on-line
training programs. The Board, through the Audit Committee, requires the management
Compliance Committee to annually report on the status of the Corporation’s ethics and
compliance programs, including receipt of the Compliance Risk Assessment, Summary of Ethics
and Compliance Training during the current year and plans for ethics and compliance training in
the coming year.

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Potash corporation
Nomination of Directors
Identification of new candidates for Board nomination
The CG&N Committee is responsible for recruiting and proposing to the full Board new
nominees for directors. The CG&N Committee, in the discharge of its duties:
(a)
in consultation with the Board and Chief Executive Officer and, on an ongoing basis,
identifies the mix of expertise and qualities required for the Board;
(b) assesses the attributes new directors should have for the appropriate mix to be maintained;
(c)
in consultation with the Board and Chief Executive Officer and, on an ongoing basis,
maintains a database of potential candidates;
(d)
has implemented a procedure to identify, with as much advance notice as practicable,
impending Board vacancies, so as to allow sufficient time for recruitment and for
introduction of proposed nominees to the existing Board;
(e)
develops a ―short-list‖ of candidates and arranges for each candidate to meet with the
CG&N Committee, the Board Chair and the Chief Executive Officer;
(f)
recommends to the Board, as a whole, proposed nominee(s) and arranges for their
introduction to as many Board members as practicable;
(g)
ensures that prospective candidates are informed of the degree of energy and commitment
the Corporation expects of its directors; and
(h)
encourages diversity in the composition of the Board.
Independent Corporate Governance and Nominating Committee

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Potash corporation
The Corporation has a standing CG&N Committee. Each of the directors who comprise the
CG&N Committee is independent. Please refer to ―Board of Directors — Director Independence
and Other Relationships‖ and the ―Board of Directors — Corporate Governance and Nominating
Committee Report‖ sections of the Management Proxy Circular for additional information.
Corporate Governance and Nominating Committee Charter
The responsibilities, powers and operation of the CG&N Committee are set out in its charter,
which is available on the Corporation’s website at www.potashcorp.com. Pursuant to the CG&N
Committee Charter, one purpose of the CG&N Committee is to identify the individuals qualified
to become members of the Board, to recommend to the Board nominees for election to the Board
at each annual meeting of shareholders or to fill vacancies on the Board and to address related
matters. Please refer to the ―Corporate Governance — Corporate Governance and Nominating
Committee Report‖ section of the Management Proxy Circular for additional information.

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Potash corporation
Awards
Safety
2012
Regional John T. Ryan Select Mines Award — PotashCorp News Brunswick
Saskatchewan Emergency Response/Mine Rescue Skills Competition Overall
Underground Runner Up, Fire Fighting Underground Winner and Proficiency
Underground Runner Up - PotashCorp Rocanville
Saskatchewan Emergency Response/Mine Rescue Skills Competition Overall Surface
Runner Up, Field Problem Surface Runner Up, First Aid Surface Runner Up, Proficiency
Surface Winner, Practical Skills Surface Winner - PotashCorp Patience Lake
Saskatchewan Emergency Response/Mine Rescue Skills Competition Mine Problem
Underground Runner Up - PotashCorp Cory
North Carolina Department of Labor Safety Award – PotashCorp Aurora
Emergency Response Competition Overall Winner – PotashCorp Aurora
National Safety Council 100% Safety Award – PotashCorp Cincinnati
Burlington Northern Santa Fe Railway Product Stewardship Award – PCS
Phosphate/PotashCorp Aurora
2011
Sentinels Safety Awardr — PotashCorp White Springs
Burlington Northern Santa Fe Railroad Product Stewardship Award — PotashCorp Joplin
Emergency Management/Homeland Security Department and the Allen County
Commissioners Dedication to Employee and Public Safety Award — PotashCorp Lima
National Safety Council Perfect Record Award — PotashCorp Marseilles

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Potash corporation
National Safety Council of Greater Omaha Platinum of Honor with Distinction Award —
PotashCorp Weeping Water
Nebraska Safety Council Peak Performance Award — PotashCorp Weeping Water
Roco Rescue Outstanding Rope Rescue Award — PotashCorp Geismar
Community
2013
National Philanthropy Award - Outstanding Corporation — PotashCorp Augusta
Humboldt & District Chamber of Commerce Community Involvement Award —
PotashCorp Lanigan
The Mayor's Arts and Business Awards in Regina, SK Corporate Support of the Arts
Award
2012
United Way of North Carolina Chairman’s Award for outstanding commitment and
support – PotashCorp Aurora
United Way Top Corporate Gifts – PotashCorp Augusta
Augusta Chorale plaque awarded ―Generosity and Support‖ – PotashCorp Augusta
Safe Homes of Augusta special plaque awarded – PotashCorp Augusta
United Way Top Achievement Award – PotashCorp Joplin
United Way Contribution Award – PotashCorp Lima
United Way Extreme Community Makeover Award – PotashCorp Lima
Cass County Economic Development Small Business Award for 2012 – Weeping Water
LifeSouth Blood Bank, Suwannee Valley Region Public Service Award (15th year) –
PotashCorp White Springs

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Potash corporation
United Way of Suwannee Valley Platinum Award – PotashCorp White Springs
Environment
2012
Environmental Educators of North Carolina Outstanding Partnership Award –
PotashCorp Aurora
Ohio Chemistry Technology Council Award for Excellence in Environmental, Health,
Safety and Security Performance – PotashCorp Lima
2011
Norfolk Southern Thoroughbred Award — PotashCorp Aurora
Norfolk Southern Thoroughbred Award — PotashCorp White Springs
Norfolk Southern Thoroughbred Award — PotashCorp Augusta
Norfolk Southern Thoroughbred Award — PotashCorp Lima
Union Pacific Pinnacle Award — PotashCorp White Springs
Union Pacific Pinnacle Award — PotashCorp Weeping Wate
 Criticism
PotashCorp imports phosphate rock from Western Sahara via the government of Morocco.
According to the United Nations, Western Sahara is a territory illegally occupied by
Morocco.PotashCorp, among other companies, has been criticized for helping fund this
occupation by buying Western Saharan resources from Morocco.A coalition of conservation
organizations are challenging a permit issued by the North Carolina Division of Water Quality to
PotashCorp's Aurora, North Carolina, phosphate mining operation, which allows the company to
expand its mining operation. The mining expansion will have a significant impact on high-
quality wetlands and aquatic habitat. The permit presumes that the state will write new rules that
accommodate the company’s ambitions.
A group of community members in Penobsquis, New Brunswick, where PotashCorp has existing
and planned potash mines, has launched an action against the mine for damages relating to lost
wells, subsidence, noise, light and dust pollution as well as anxiety. This action is being handled
through the New Brunswick Mining Commissioner.
In 2011, a planned sulfur melting plant facility in Morehead City, North Carolina was withdrawn
after public opposition.

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Potash corporation
 Recommendation and Conclusion
This company is nice company. Basically this company needs to improve management policy.
This company management is weak. Every year this company needs to arrange seminar for
farmer how to use their product because basically this company fertilizer company. Their
products quality have to improve. Potash corporation has to follow different strategy in different
times because it is seasonal products.

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Potash corporation
References
1. Www. Potash Corporation's annual income statement via Wikinvest
2. Www. Company Profile for Potash Corp of Saskatchewan Inc (POT)".
3. Potash Corp. of Saskatchewan 2010 Annual Report, "Company Overview" 5
4. Www."Canpotex Limited - Complete Profile".
5. "BHP goes hostile on $39 billion Potash Corp bid". Reuters. 2010-08-18. Retrieved
2010-11-06.
6. Tang-Varner, Min (2010-11-04). "Canadian Government Blocks BHP's Bid for
PotashCorp". Toronto Star. Archived from the original on 2010-11-06. Retrieved 2010-
11-06.
7. "BHP Billiton walks away from PotashCorp". CBC News. 2010-11-14. Retrieved 2010-
11-15.
8. United Nations, United Nations Mission for the Referendum in Western Sahara
9. Western Sahara Resource Watch. "WSRW demands PCS to terminate its unethical
trade." November 30, 2008.
10. /www.saw.usace.army.mil/wetlands/Projects/PCS/index.html US Army Corps of
Engineers project reports and record of decision
11. www.thestarphoenix.com/People+near+mine+want+compensation+from+PotashCorp/33
93648/story.html