stuff to think aboutMaybe Geren and CFO of IFFCO (both GRO board members and shareholders )don't care if the cash is burned, a strategic case where IFFCO and it's global partners never comes together and there is no value creation what so ever.
Or
"GrowMax is currently advancing a phosphate rock Offtake Agreement with IFFCO" from today's presentation is part of the comprehensive plan
Vale build 3.9 m tonne per annum Bayovar asset/mine/infrastructure for $566m with first production in 2010 and sold 35% stake to Mosaic for $385m and 25% stake to Mitsui for $275m.
Although "1m tonnes per annum" was mentioned in PEA the 20 yr ROM plan is based off of 67.9m tonnes over 20 yrs or 3.45m tonne avg annual ROM"
Pricing wasn't that great in 2010 and not great in 2016. Does that mean there are no deep pocketed development partners and/or customers willing to sign long term contracts?
Is this all being done for press release purposes and for Geren, Kapur (IFFCO) to pump news and suck out cash? Or is this real and significant
IFFCO signed a contract in 2013 with operating Bayovar (Vale's) for production. They've been part of GrowMax since 2010. As of October 2015, IFFCO seek further collaboration with Jordan phosphate. Kandla, Paradeep plant ownership (inside India), new deals and contracts, meaningful long term import needs and a vested interest in GrowMax.
Resource reports, PEA, some near terms planes for SSP (low capital cost/high cash returns) are being conveyed as key initiatives? Piecemeal and hold poking?
Or is the most relevant comment conveyed today...."GrowMax is currently advancing a phosphate rock Offtake Agreement with IFFCO"
Is this about Geren, Kapur, and BOD playing games or is this all about IFFCO, a real development plan, real long term contracts, real sources of development capital, and a value enhancing carry (or value creating exit) for existing GRO.V shareholders
Guess we'll find out -- poking, pumping and dawdling? or a clear, comprehensive and substantial path to value creation
Don't know.....do you?