Risks

Segment Key risks Risk description Strategic responses How do we measure up?

Potash

Technical

Construction and launch of potash mines may be delayed Involvement of experienced mining sub-contractors; possible insurance Both projects are on schedule, Volgograd Phase I is 21% completed and Perm at 10%

Economic

Decline in price for potash fertilizers may result in sub-optimal returns from the potash project Achieve the lowest cost-delivered-to-market globally among the traditional mining firms. Increase own consumption of K by raising NPK capacity We estimate a break-even potash price of USD 350/t for the first phase of our Volgograd project. For the second phase, which is a brownfield expansion, the break-even price drops to USD 275/t. FOB Baltic/Black Sea spot potash prices around USD 380/t (December 2010)

Nitrogen

Gas cost increase

Differential in natural gas cost between Russian and European/US producers may decline Launch production of higher-value added and premium products (LDAN, NPK, AdBlue); investment in gas/energy efficiency; own natural gas production/buying gas producer; sales increase on the domestic and CIS markets Natural gas prices EuroChem USD 3.3/mmBtu vs. United States USD 4.5/mmBtu = 41%; EuroChem USD 3.3/mmBtu vs. Europe USD 8.5/mmBtu = 165%

New supply

New supply from low gas cost areas may cause unfavorable shift in EuroChem’s position on global cost curve   Although well positioned, further investments at Nevinnomysskiy Azot and Novomoskovskiy Azot will continue to keep us at lower-end of the cost curve (see figure 1)

Technical

Technical/operational risks relating to the age and amortization of plant and equipment Preventative maintenance and repair; gradual replacement; possible insurance Thanks to efficiently planned maintenance schedules, our nitrogen facilities ran at 99% of their capacity throughout 2010

Phosphate

New supply

New supply from low cost areas (e.g. Saudi Arabia, Morocco) may cause unfavorable shift in EuroChem’s position on global cost curve Tight cost control; making production flexible on phosphates plants – production MAP/DAP/feed phosphates; increase of NPK production as own potash mine starts; sales increase in the domestic and CIS markets Our Lifosa and Phosphorit facilities are among the lowest cost producers globally (see figure 2)

Deficit of own phosphate rock

Reliance on third-party supplies may result in margin pressures due to rising rock prices or physical supply issues Increase of own phosphate rock resource base (Kazakhstan); decrease rock consumption by switching to NPK from MAP/DAP at phosphate plants; increase of rock storage capacities; looking for supply from different sources for increasing flexibility We are 80% self-sufficient in phosphate rock. In 2010, the acquisition of phosphate rock mining licenses in Kazakhstan took us closer to being fully self-sufficient

Iron ore

Deceleration of growth in China may cause correction of iron ore prices with a negative impact on EuroChem’s cash flows Adjust debt levels for potential volatility in iron ore-related cash flows; review hedging on ongoing basis Each 10 USD/tonne change in iron ore CFR China price means immediate USD 17m change in EBITDA (1.7 MMT annum delivery to China is projected)
Other Key risks Risk description Strategic responses How do we measure up?

Logistics

Bottlenecks

EuroChem may face transportation bottlenecks related to railway/transhipment capacity as production grows Invest in new transhipment capacity (Tuapse; Ust-Luga); buying own rolling stock With our investments in logistics infrastructure, EuroChem’s own or long-term contracted transhipment capacity covers 82% of our needs, while our wholly-owned 7,000 rail cars and 45 locomotives represent 85% of our total rolling stock

Financial

Cash flow/debt capacity shortage

EuroChem may not be able to cover all its planned investments from operating cash flows and new debt Maintain maximum readiness to tap all possible sources of debt and/or equity finance; extend debt maturity profile 2010: operating CF/capex = 1.28 2011-2015: projected five year operating cash flow on five year capex; operating CF/capex = 0.9

Figure 1 Global UREA cost curve on DDP basis (end of 2010)

Figure 1 Global UREA cost curve on DDP basis (end of 2010)

Figure 2 Global DAP cost curve on DDP basis (end of 2010)

Figure 2 Global DAP cost curve on DDP basis (end of 2010)