Rising to the Challenge
Gensource’s business goal is one of vertical integration with potash end users.
Our interests don’t end when the mine enters production. Vertical integration with the end-user allows us to achieve optimal efficiency and value for all stakeholders. We combine our execution expertise with strategies for market access and distribution, and ongoing financial capability from the start of the project. This ensures short payback, high IRR and a long, healthy project life cycle.
Gensource’s intent is to have several of its small-scale projects in place, each owned and operated under an independent joint venture (JV), each supplying product directly to its intended market.
A joint venture will bring together a highly experienced and capable team consisting of Gensource as the project developer and the JV partner as the connection to the potash customer (off-taker) as well as the group capable of assembling the required financing – the three key components for moving a project to production.
Gensource is excited to work with prospective partners with our vertical integration business plan. While we are technically miners – we have to mine to obtain the potash product – we see ourselves as an agricultural input company. The world of potash production has historically had barriers to entry high enough to stop the natural vertical integration, or supply chain control, that is the normal evolution of business, particularly agricultural businesses. We have broken down those barriers and can now offer the opportunity of vertical integration, or input cost control, to agricultural producers. We look forward to offering this opportunity to the business savvy farmers of the world.
Creative Partnerships (smart partnering relationships) – grounded in value-creation potential. Creative partnership benefits the corporate partner and society. Questions to be asked to establish creative partnerships:
- Do we have a clear understanding of the entire array of benefits and the associated business case, on which we can focus, assess, and manage the potential CSR (Corporate Social Responsibility) activity?
- Does the activity focus on fundamental value creation opportunities where we can really partner with society to realize simultaneous benefits?
- Are the opportunities significant, scalable, and supportive of our overall strategic priorities?
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Creative Partners “Balance Sheet”