Sulfuric Acid Today Spring/Summer 2014

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Vol. 20 No. 1 Covering Maintenance Solutions for the Industry Spring/Summer 2014

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Dear Friends,

Welcome to the 20th Anniversary issue of Sulfuric

Acid Today magazine. Where does the time go? It seemslike just yesterday we began compiling the first issue of

Sulfuric Acid Today. I would like to thank all of those com-

panies and individuals who were with us from the beginning

and believed in the vision of producing a sulfuric acid industry

magazine that would focus on the latest products and technol-

ogy to improve the maintenance and operations of acid plants.

What began in 1994 as a black and white newsprint tabloid

of just 16 pages has grown into a full-color glossy magazine

that today reaches sulfuric acid professionals globally. I’m

extremely proud and grateful to be part of an industry that

is willing and open to the exchange of information. I’m

looking forward to another two decades of publishing

Sulfuric Acid Today magazine as well as sponsoring

sulfuric acid roundtables and workshops in the U.S.

and Australia. I hope you find this issue both helpful

and informative.

In this issue, you will find several articles that

take a look back over the last 20 years. Be sure to

read such articles as “Sulfuric acid industry evolvesover 20 years” (page 6), “Sulfuric Acid Today revis-

its 20 years of cover stories” (page 11), “Twenty years

of safety” (page 21), “Global sulfuric acid market–a

twenty year retrospective” (page 22), “The Roberts

Company highlights accomplishments” (page 34), and

“NORAM—The best of the past 20 years” (page 40).

I would like to thank our new and returning Sulfuric

Acid Today advertisers, including Acid Piping TechnologyInc., Beltran Technologies, Central Maintenance & Welding,

Chemetics Inc., Corrosion Services, El Dorado Metals Inc.,

FLEXIM, Haldor Topsøe A/S, Kimre, Koch Knight LLC,

MECS Inc., Lac-Mac, Mercad Equipment Inc., NORAM

Engineering & Constructors, Outotec, Pelseal Technologies

LLC, Sauereisen, Southwest Refractory of Texas, Spraying

Systems Co., SNC-Lavalin, Southern Environmental Inc.,

The Roberts Company, Tenova Minerals, VIP International

and Weir Minerals Lewis Pumps.

As this issue goes to press, we are finalizing the last

details of the 2014 Australasia Sulfruic Acid Workshop,

which will take place March 24-27, 2014, in Adelaide, South

Australia. We will be hearing some excellent presentations

from our Co-Sponsors as well as delving into some perti-

nent plant discussion topics. I’m looking forward to another

successful meeting.

We are currently compiling information for our Fall/Win-

ter 2014 issue. If you have any suggestions for articles or other

information you would like included, please feel free to con-tact me via e-mail at [email protected]

I look forward to hearing from you.

Sincerely,

Kathy Hayward

on the Cover

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PUBLISHED BYKeystone Publishing L.L.C.

PUBLISHERKathy Hayward

EDITOR April Kabbash

ASSISTANT EDITOR April Smith

DESIGN & LAYOUT

Mailing Address: P.O. Box 3502Covington, LA 70434

Phone: (985) 893-8692Fax: (985) 893-8693

E-Mail: [email protected]

SUBSCRIPTIONS

U.S. Plant Personnel —-ComplimentaryU.S. Subscription —- $39 per year (2 issues)Internat’l Subscription —-$59 per year (2 issues)

Subscribe Online: www.h2so4today.com

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WILMINGTON, Del.—DuPont

Sustainable Solutions recently announced

that MECS, Inc., a wholly owned subsidiary

of DuPont, has been awarded the sulfuric

acid technology license by the Saudi

Arabian Mining Company (Ma’aden) for

its Waad Al Shamal Phosphate Project.

MECS will provide the sulfuric acid

technology and proprietary equipment

for this three-line, 15,150 metric-ton-per-

day sulfuric acid facility. Ma’aden has

selected a consortium led by long-time

MECS licensee SNC Lavalin Group Inc.

to perform engineering, procurement

and construction of the sulfuric acid and

power segments of the complex.

When operational in 2016, the

facility will be one of the largest world-

class phosphate fertilizer complexes,

positioning Ma’aden as a significant

global producer of fertilizers and otherphosphate-based products. “We are proud

to partner with Ma’aden and SNC on

this landmark project and look forward

to supporting Ma’aden in its endeavor

to be a world-class minerals enterprise,”

said Kirk Schall, MECS vice president of

licensing.

For more information, please visit

www.sustainablesolutions.dupont.com.

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ZUG, Switzerland—Foster Wheeler AG

recently announced that a subsidiary of

its Global Engineering and Construction

Group has been awarded a contract for

engineering, procurement and related

services for a grassroots molybdenum

refinery in Chile. The contract wasawarded by Molyb Ltda., an affiliate

company of Codelco, the Chilean Copper

Corporation, the world’s largest copper

producing company and also a leading

molybdenum concentrate producer. The

new facility, planned to be one of the

largest of its kind, will be located near

Mejillones in northern Chile. The terms

of the award were not disclosed.

Foster Wheeler will undertake detailed

engineering and provide procurementassistance and field engineering services

for the new refinery, which is planned

to process and refine 16,000 tonnes per

annum (TPA) of molybdenum feedstock,

obtained from various Codelco copper

concentrator plants. The facility is

expected to yield molybdenum as well

as copper, rhenium and sulfuric acid as

by-products. Molybdenum and rhenium

are used in electronics, special steels,

petroleum refineries and the aerospace

industry. Foster Wheeler’s scope of work

is scheduled to be completed during the

second quarter of 2015. “This latest award is a further

important step in the extension of our

Minerals and Metals track record and in

the further development of our already

excellent working relationship with

Codelco,” said Dave Lawson, president

and global leader of minerals and metals,

Foster Wheeler AG.“This award reflects

Codelco’s continued confidence in

the quality of our technical expertise

in minerals processing and our projectexecution.”

Foster Wheeler AG is a global

engineering and construction company

and power equipment supplier. The

company’s Global Engineering and

Construction Group designs and constructs

leading-edge processing facilities for the

upstream oil and gas, LNG and gas-

to-liquids, refining, chemicals and

petrochemicals, power, minerals and

metals, environmental, pharmaceuticals,biotechnology and healthcare industries.

The company’s Global Power Group is

a world leader in combustion and steam

generation technology that designs,

manufactures and erects steam generating

and auxiliary equipment for power stations

and industrial facilities and also provides

a wide range of aftermarket services. The

company is based in Zug, Switzerland,

and its operational headquarters office is

in Reading, United Kingdom.


www.fwc.com.

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TORONTO, Ontario—Chemtrade

Logistics Income Fund announced today

that it has completed its previously-

announced acquisition of Parsippany,

NJ-based General Chemical HoldingCompany (General Chemical). The final

total cash purchase price is expected to

be approximately $900 million, after a

working capital adjustment and payment

of post-closing taxes.

“This is a historic event for

Chemtrade. The acquisition of General

Chemical adds significant size, scale and

scope to Chemtrade’s existing product

and service platform,” said Chemtrade

President and Chief Executive Officer,Mark Davis. “General Chemical has

strong portfolio alignment with our

current business, enhancing our existing

sulfuric acid geographic footprint and

greatly expanding our water treatment

business so it now extends across most

of North America. The acquisition of

D e p a r t m e n t

The sulfuric acid industry is mourning the

loss of Louis John Doerr, Jr., who passed away

at age 90 on December 28, 2013. A native of

Saint Louis, Mo., Lou began his education at

Washington University before active duty in

World War II came calling. Lou left school at the

start of the war to join the Navy. He flew rescue

missions in the Pacific, picking up

downed U.S. airmen at sea. After

the war ended, Lou returned to

his home in Saint Louis and his

studies at Washington University,

graduating with a degree in

Mechanical Engineering.

Lou spent time as a salesman

for Aero Tool before finding hisway to Chas. S. Lewis & Co. in

1969. Lou and three other investors

purchased the company from Jim Lewis, son

of the company’s founder, Charles Lewis.

As Chairman of the Board, Lou focused on

changing the company from a local success to

an international sensation. At the start of Lou’s

tenure, Lewis® Pumps products were sold in

the United States and Canada. Thanks to Lou’s

persistence and his many contacts throughout

the industry, within eight years Lewis® Pumpsproducts were sold in more than 90 countries

around the world. Building on that success, Weir

Minerals Lewis Pumps today has products in

use in more than 120 countries. Though Lou and

his investor partners sold the company in 1977,

Lou stayed on as the Vice President of Sales until

his retirement in 1995.

As much as Lou was instrumental in

making Lewis® Pumps a well-respected name

and sought-after brand throughout the world,

his reach was felt far beyond the walls of the

company. Lou was an avid supporter of the

British Sulfur Conference and was a

member of the British Sulfur Board

of Directors. He also teamed with

others in the industry to establish

the Sulfuric Acid Roundtable as a

way for participants to exchange

ideas and spur industry growth.

Lou was considered an expert inthe industry and his contributions

will indeed be missed.

In his personal life, Lou and his wife

Rosemary had recently celebrated their 63rd

wedding anniversary. Their five children,

numerous grandchildren, and one great-

grandchild helped complete the Doerr family–

Lou’s lasting legacy. Always active in the

community, Lou was an avid fan of local sports

teams as well as a skilled golfer and tennis player.

He actively supported St. Louis FIRST Robotics,an organization aimed at inspiring high school

students to be technology leaders with future

careers in engineering and science. Lou’s

presence within his family, his community, and

the sulfuric acid industry will be greatly missed.

The Lewis Pumps family and the sulfuric

acid industry have been deeply saddened by

the sudden passing of Robert “Bob” Borges

on January 5, 2014 at the age of 62. Bob’s

genuine nature and kind heart will be missed

by his friends throughout the industry as well

as by his beloved wife, Kathy, and their two

daughters, Liz and Margie.

Raised in Milwaukee, Wis.,

Bob graduated as a metallurgist

from Michigan Technical Institute.

He began his career with the

Falk Corporation in Milwaukee,

working on some of the largest gear

reduction systems in the world.

Bob later worked for American

Magotteaux in Nashville, Tenn.,

handling technical sales and

engineering troubleshooting.

In March of 1985, Bob made the move to

Chas. S. Lewis & Co., Inc. in Saint Louis, Mo.

Hired as a metallurgist, Bob was instrumental

in developing new materials for use in acid

pumps. Over the years, he moved through

the organization as the Vice President of

Engineering and later the Vice President ofSales & Marketing. His vast knowledge made

him a natural fit for field work, and Bob was

often called on by customers around the world

to diagnose pump problems. He revamped the

way Lewis® Pumps products were built and

tested, increasing the profitability of pumps

while also raising pump quality for customers.

Bob also helped move the company in new

directions, such as initiating the company’s first

molten salt pump and opening the door to the

company’s first sulfur recovery units.

Bob was highly respected both at Lewis

Pumps and throughout the industry. Coworkers

remember Bob as a good friend

who would always stand behind

his workers and stand up for

what was right. He was loyal and

supportive with an ever-present

eye on moving the company and

the whole industry forward. Bob

enjoyed the opportunity to share

his expertise with others, and

throughout the years, he helped

many companies solve complex

problems and improve their systems.

Retiring from Weir Minerals Lewis

Pumps in 2009, Bob continued to work in the

industry as a consultant. Outside of work, Bob

was a good golfer, always striving for his first

hole-in-one, and he had significant interest

in financial investments. He was very proud

of his family, and often spoke of his wife anddaughters. Bob’s boisterous laugh and beaming

smile always announced his arrival and will

be fondly remembered by those who knew

him. Bob was indeed one-of-a-kind and his

untimely passing has left a void that will not

soon be filled.

remembein Lu de

Lou Doerr 1923-2013

Bob Borges 1951-2014

PAGE 4 Sulfuric Acid Today • Spring/Summer 2014

D e p a r t m e n t


5/56

General Chemical also moves Chemtrade

into new but related product categories and

end markets, and positions Chemtrade to

capitalize on new growth opportunities.”


www.chemtradelogistics.com.

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BRUSSELS—Chemical producer Solvay

SA has hired Credit Suisse Group to

find a buyer for its sulfuric acid unit and

approached private equity firms about

a deal that could reach $800 million,

according to people familiar with the

matter. The unit, referred to as eco services,

has annual earnings of around $110

million before interest, tax, depreciation

and amortization.

Solvay said it would explore strategic

options for the unit but did not give more

details. A Solvay spokeswoman did not

respond to a request for comment on

the details of the sale. A Credit Suisse

spokesman declined to comment.

Solvay’s eco service businessproduces and regenerates sulfuric acid,

which is used as a catalyst at refineries in

the production of high-octane gasoline.

The unit is a supplier to the largest

refineries on the U.S. West Coast, along

the U.S. Gulf of Mexico and in the U.S.

Midwest and Canada. It accounted for

9 percent of Solvay’s net sales of $4.32

billion in 2013.

Solvay Chief Executive Jean-Pierre

Clamadieu said a sale of eco serviceswould simplify Solvay and allow it to

reallocate resources to fast-growing

businesses.

“I think this business could be

qualified as a cash cow or a sustainable

cash generator to use a nice terminology,”

Clamadieu said about eco services.


www.solvay.com.

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VANCOUVER, British Columbia—

Kansanshi Mine says it will save about

$150 million annually once the new copper

smelter is in operation and producing

sulfuric acid as a by-product. Kansanshi

Mine, which is owned by First Quantum

Minerals Limited, says the sulfuric acid

is intended to be used in the solvent

extraction/electrowinning (SXEW)

process, thereby eliminating the need to

purchase sulfur.

Meanwhile, construction of the new

1.2 million tonnes-per-annum copper

smelter was approaching peak levels with

commissioning intended to start in the

second quarter of 2014, with the ramp-

up continuing this year. The smelter is

expected to operate at 80 percent of its

design capacity by mid-2015 and achieve

full capacity in the first quarter of 2016.


www.first-quantum.com.

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TORONTO, ONTARIO—As part of its

long term strategy to bring the Tsumeb

smelter to internationally accepted

environmental standards and consistent

with directives issued by the Namibian

Government, Dundee Precious Metals Inc.

entered into a lump sum turnkey contract

with Outotec for the engineering, supply,

construction and commissioning of a

facility to treat smelter off-gas and produce

sulfuric acid. The project is progressing

well with engineering 60 percent complete,

all long lead items purchased and the

earthworks component of construction

complete. At this stage, the total capital

cost to complete the acid plant currently

under construction, including owner’scosts, is estimated at $240 million, up from

the initial estimate of $204 million.

The project remains on track for

commercial operations and acid deliveries

to commence in the fourth quarter of 2014.

“The installation of the acid plant

is expected to complete our major

environmental upgrades at the smelter

and our obligations to the government,

thereby minimizing the environmental and

political risks to the smelter,” said RickHowes, president and CEO.


www.dundeeprecious.com.

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TURKMENISTAN—A turnkey project

on construction of a sulfuric acid plant

with the capacity of 500,000 tons per

year has kicked off at the Turkmenabat

chemical plant. The new plant will support

production of phosphate fertilizers for

Turkmenistan’s agricultural sector. The

plant’s surplus production will be sold

abroad. The plant should be commissioned

in July 2016.

The new facility has been ordered

by the State Concern Turkmenhimiya.

The project is being implemented by the

consortium comprising Japanese company

Mitsui Engineering and Shipbuilding Co.,

Ltd and Turkish Rönesans Türkmen Insaat

Sanaýi we Tijaret Anonim Sirketi.


www.turkmenistan.ru/en/. q

INdUSTry INSIgHTS

Sulfuric Acid Today • Spring/Summer 2014 PAGE 5

D e p ar t m en t


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The past 20 years have been a time

of great change, both in the sulfuric

acid industry and the world. Through it

all, Sulfuric Acid Today has been there,

helping readers navigate an increasingly

evolving global marketplace. To celebrate

the 20th anniversary of the magazine, we

asked several clients who have been with us

from the beginning for their thoughts about

the last two decades, and what they hopeis on the horizon. From new technology

to environmental stewardship, safety

enhancements to information sharing, it’s

been an impressive two decades in sulfuric

acid production. Here are just a few ways

our advertisers have seen the changes fi rst

hand.

Cmps

mc For many years, the old adage “if itain’t broke, don’t fix it” applied in acid

plants. Time and money were not spent on

comprehensive, preventative maintenance

programs. When something failed (often

catastrophically), it was fixed quickly, so

that production could resume as soon as

possible. Otherwise, maintenance was

done during scheduled turnarounds, and

not given much consideration in between.

But technological advances have changed

all that.“Twenty years ago, many customers

struggled to operate on a continuous

twelve-month run between catalyst

screenings,” Jack Harris, president of

VIP International, said. “Today, with

improved, shape-optimized catalyst, many

customers run 30 to 36 months between

catalyst screenings. The extended runtime

has promoted maintenance planners to

consider more comprehensive preventive

maintenance programs. As converterruntimes are extended, other equipment

must be examined to assure reliability

throughout the campaign. Sophisticated

and knowledgeable inspections must be

maintained. In the early 1990s, we would

respond to as many as a half a dozen

catastrophic failures in towers per year.

Today, through comprehensive inspections

and preventive maintenance practices,

these catastrophic failures are typically

avoided.”

Ed Knoll, president of Acid Piping

Technology, added, “with more emphasis

on safety and preventative maintenance,

plants no longer run piping to the point of

failure.”

These longer cycles and focus on

preventative maintenance mean that

there are more pieces to juggle at each

turnaround, as well. Plant management

wants to get the most out of each facility,optimizing both efficiency and time during

an outage. “Clients require a much more

sophisticated work breakdown schedule

for the turnaround as the focus on asset

utilization is much greater,” Doug Royster

of Central Maintenance and Welding,

Florida, said.

C sps One of the most significant changes

noted in our interviews was the businessrelationship between the sulfuric acid

producer and the service contractor.

Contractors weren’t always viewed as

part of the “team,” but as a necessary evil

required to perform the tasks the producer

was unwilling or unable to complete with

plant personnel.

“Twenty years ago, the contractor

was viewed as an outside entity and, many

times, as an expendable labor force,” said

Harris. “As one old, crusty maintenancemanager told me, ‘Son, you have to realize

you have two strikes against you when you

come through the gate as a contractor. If

you were worth your salt, you would be

working for a plant like we are.’ ”

Luckily, attitudes are changing,

providing a more productive, collaborative

and safer workplace for everyone involved.

“In the past, the contractor was generally

evaluated on the end result and was left

to his own devices as far as procedure,”

said Harris. “Today, turning a blind eye to

contractor protocol has been replaced with

collaboration in examining every aspect

of the work to assure mutual safety and

productivity. Drawing upon the strength

and expertise from each side in an effort

of cooperation and respect has transformed

an adversarial role into one of mutual

success.”

Another relationship that has changed

over the years is that between plants,

suppliers and contractors when it comes

to information sharing. Gone are the days

of secrecy, thanks to global conferences

and workshops where problems and best

practices are shared, often leading to

unexpected solutions. “Consolidation of companies has led

to increased cooperation and collaboration

between plants and suppliers. The industry

has improved itself through the sharing

of experiences,” said Bob Braun, director

of engineering at Weir Minerals Lewis

Pumps. “Conferences and seminars around

the world have facilitated significant and

valuable information transfer. This was

unheard of prior to 1990. As companies

and individuals throughout the industry

share their ideas, experiences, triumphs

and setbacks, the entire industry benefits

and grows.”

“Conferences allow a free exchange of

information, ideas and best practices to be

shared globally throughout the industry,”

Harris said. “This magazine, Sulfuric Acid

Today, has without a doubt had the largest

effect on the network of information.”

Chris Bailey, president of Roberts, a

frequent attendee at industry conferences,

shared these sentiments. “Our industry is oneof continuous learning and improvement,”

Bailey said. “My hope would be that there

continues to be communication of best

practices among sulfuric plant operators

because it is through continuous learning,

and sharing of best practices, that safer and

more efficient protocols can be developed.”

fcs m

swsp Another major change over the pasttwo decades has been a trend toward

environmental awareness and green

practices. While spurred by stricter

government regulations, many of these

initiatives, including energy recovery and

cogeneration projects, have in turn become

money savers for facilities, while also

helping to safeguard the environment.

“With more stringent government

regulations, plant designs are far more

efficient. Single absorption plants are

almost a thing of the past, being replaced

by low emission facilities that were thought

to be unachievable only a few decades ago,”

Harris said. “Some plants have further

enhanced environmental preservation by

converting waste heat into cogeneration

power plants, thereby reducing the need for

fossil fuel.”

“Energy efficiency has gone up to 95

percent on most plants with heat recovery

systems,” said John Horne, sales director,MECS, Inc. “There were about 10 reference

HRS plants in the mid 1990s, compared to

85 plus now.”

Stricter environmental regulations

have also led to innovative technological

advances that might not have otherwise

been developed. “The demand for lower

emissions has allowed our R&D to develop

and bring new catalysts and technologies

to market that would not have had much

demand unless plants were being forced toreduce emissions,” Frands E. Jensen, sales

manager, environmental for Haldor Topsøe

A/S, said. “And lower SO2 emissions

requirements will most likely continue.”

There are currently no overall international

environmental regulations in place. Each

country has its own regulations, and in

some countries specific requirements are

established for each individual plant. The

European Union is, however, in a process

aimed at establishing binding commonrules for the whole of the European Union

valid for a number of important industrial

sectors.

Steve Puricelli of the MECS

Technology Group also credits new

technologies with helping reduce emissions.

“SO2 emissions have been squeezed down

to 1-2 pounds per ton, with scrubbers

(DynaWave®) and regenerative scrubbers

(SolvR™) getting the number down to 20

ppm. And acid mist emissions have been

reduced from 0.15 pounds per ton to 0.075

pounds per ton.”

The industry must continue to change

and adapt, in order to take advantage of

new technology and meet new challenges

head-on. “As fossil fuels become more

expensive, sulfuric acid production will

By: April Kabbash

Relationships between contractors and plantpersonnel have improved greatly over thepast 20 years, creating a win-win situation foreveryone. Jack Harris of VIP International,

right, explains the neutralization processto Bob Meisch, left, and Rick Bywater ofCornerstone Chemical Co.

The exchange of best practices betweenplants increases the knowledge base of theindustry as a whole. Geo rge Wang of Solvay,right, shares his company’s experiences

during the flow control panel discussionat the 2013 Sulfuric Acid Roundtable. Alsochairing the panel are, from left, JerryJohnson of Tesoro and Frank Ybarra of

Phillips 66.


C o v e r S t o r y


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become a coveted source of energy. For

this reason many new plants will beconstructed with ‘built-in’ energy recovery

features,” said John V. Orlando, P. Eng.,

senior project manager/sales for NORAM

Engineering and Constructors Ltd. But

suppliers must be ready to adapt quickly

to changing needs and environmental

standards. “Technology providers will be

called upon to provide acid plants that are

proven and reliable to operate. To achieve

these goals, more innovative designs

and modern technologies will need to be

developed and implemented.”These changes won’t stop any time

soon, either. “We expect the continuation

of lower emission levels for all types of

plants and the need to expand existing plant

capacity through improved plant, process

and catalyst design,” said Mike Fenton,

Chemetics Senior BD Manager for Acid

Proprietary Equipment. “There will also

be a need for continued improvement in

heat recovery in sulfur burning acid plants,

and greater recognition that the overalllifecycle costs of a plant and its equipment

are of prime importance.”

When all of this is taken together,

from stricter emissions standards to power

cogeneration to constantly improving

technology, the end result is a win-win

for the sulfuric acid industry and the

environment. “The improved energy

efficiency has resulted in additional

power cogeneration allowing sulfuric acid

producers to reduce energy costs, whilecontinuing to be good stewards of the

environment,” said Bailey.

ecms sc The past two decades have brought

about many changes affecting plant size,

as well. From consolidation within the

industry to cost concerns, the result is that

facilities are getting bigger. “The last 20

years have seen a significant increase in

the physical size of the plants. A typicalplant used to produce 2,500 to 3,000 tons

per day, whereas today the new plants

are producing 4,500 tons per day,” said

Doug Royster of Central Maintenance and

Welding, Florida.

MECS’ Horne echoed this sentiment.

“In the 1990s, 3,500 STPD was considered

a world class plant. Today, world class is

closer to 5,500 STPD.”

“The economy of scale trending

toward larger plants for phosphate fertilizer

production and quicker turnaround times

have changed the landscape of the sulfuric

acid market within the past decade,” said

Mike Graeff, president of Koch Knight

LLC.

Dr. Hannes Storch, vice president,

sulfuric acid/off-gas of Outotec, agrees.

“Economy of scale has resulted in larger

and larger plant sizes to keep the productioncosts down.” And Storch predicts that

further economic pressure will result in

even larger units.

As with any other major change, larger

plant size affects suppliers, too, demanding

different solutions and new equipment.

“Increased plant capacity has led to the

development of larger pumps,” said Janey

Marie Hartzell, marketing specialist, Weir

Minerals Lewis Pumps. “This has spawned

research and development efforts into new

designs as well as the investigation of newmaterials. As the industry changes, so must

any supplier hoping to stay at the top.”

nw pcs

cs Along with larger plants and more

complete maintenance schedules comes a

need for new products and technologies.

Many of our client companies have kept

pace with the changes in the industry,meeting the demands and exceeding the

expectations of facilities worldwide. Here,

in their own words, are some of their

most important advances over the last two

decades.

viP i VIP International has long served

the sulfuric acid industry by solving

turnaround maintenance problems. In

the last 20 years the VIP employees haveperformed almost 4,000 tower inspections.

During that same time they have handled

over 160,000,000 liters of sulfuric acid

catalyst. With this much experience under

their belts, they may not have seen it all, but

when it comes to acid plants they’ve seen

more than anyone else.

Combining experience and innovation,

VIP has focused on reducing downtime

while providing superior service, safety,

experience and productivity. The company

continues to provide new and creative

maintenance solutions for everything

from converter maintenance to tower

inspections and repair; mist eliminator

removal, cleaning and installation to

exchanger tube cleaning and sleeving;

and catalyst handling and NOx removal

to acid and sulfate neutralization. VIP is

also relied on for SO2 and SO

3 scrubbing,

packing removal, tower demolition,

distribution repair and replacement and

high temperature entry.

MeCS ic. The MECS® HRS™ system has made

practical the recovery of the last 25 percent

of the energy generated by the sulfuric

acid process as medium pressure steam.The more than 80 units in operation are a

testament to the ease of use and robustness

of this technology.

The MECS® SolvR™ technology has

opened doors to waste-sulfur recovery.

Many flue gas streams contain sulfur,

but are too dilute to recover as a usable

product. SolvR™ technology now provides

a way to recover the SO2 and process it in

a conventional sulfuric acid plant. When

SolvR™ technology is used instead of

alkali based scrubbers, waste is convertedinto a useful product.

There have been three significant

improvements made to MECS® Catalyst

over the years. The shapes have been

optimized to reduce pressure drop and to

accommodate a greater build-up of dust.

The activity has improved, allowing for

better conversion, greater acid production

or lower catalyst loadings. And thirdly,

new formulations have allowed for lower

operating temperatures, which translate to

higher conversion or the ability to process

higher concentrations of SO2.

Mist eliminator technology has also

been improved. The MECS® Brink® XP™element and Brink® AutoDrain™ features

are the first major steps forward in new

mist eliminator design. These elements are

more efficient, operate at lower pressure

drop and significantly reduce maintenance

and operating issues by eliminating seal

cups and drain legs.

MECS® ZeCor® Alloys have opened

the door to innovative distributor designs

like the UniFlo® Acid Distributor that

improves the performance of sulfuricacid towers and at the same time reduces

maintenance. ZeCor® has also made tower

replacements a much more manageable task

during a routine shutdown and provides the

potential for easier maintenance repairs

over the life of the tower.

MECS® Operator Training Simulators

(OTS) for sulfuric acid plants have

brought operator training into the 21st

century. MECS has created a suite of

training simulators that are considered

the ‘best-in-class’ method to prepareoperators for real world situations such

as emergency scenarios, troubleshooting

and process optimization. The benefits of

the OTS include greater student interest

and participation, as well as a significant

increase in long-term knowledge retention.

All of these equate to a greater return on

the customer’s investment in t raining time.

h tpsø On the catalyst side, Haldor Topsøehas developed and introduced several new

types of catalysts to meet the needs of

facilities around the world.

VK69™, the first cesium catalyst

type tailored for lean gases, has with its

A major advancement in catalyst handling isVIP’s patented dust-free loading system.

MECS ® ZeCor ® Alloys have made towerreplacements a more manageable taskduring a routine shutdown and provides

the potential for easier maintenance repairsover the life of the tower.

MECS ® SolvR™ Technology can beintegrated into new sulfuric acid plant

designs to achieve ultra-low SO2 emissionsand high energy recovery with virtually zerowaste.

Topsøe’s VK-701 LEAP5™ catalyst.


C ov er S t or y


8/56

unsurpassed performance helped numerous

clients achieve lower emissions and higher

production.

The VK-WSX™ catalyst was

developed as a low-temperature catalyst

for the last bed of wet sulfuric acid

(WSA) plants, meaning that up to 99.7

percent conversion can be achieved insingle contact WSA plants. VK-WSX™ is

installed in several WSA plants.

The VK38™ 25 mm Daisy dust

protection catalyst allows bigger penetration

depth of dust particles into the 25 mm Daisy

layer. The resulting higher dust capacity

yields significant savings in blower energy

and allows plants to lengthen the campaign

compared to standard size catalyst.

After installing cesium catalyst, our

VK-701 LEAP5™ is the next step for

achieving even higher conversion. VK-

701 LEAP5™ uses the new LEAP™

technology to circumvent the transport

deficiencies in the molten phase and

improve the amount of vanadium in the

V+5 form.

On the technology side, the

development of the WSA-DC™ (double

condensation) has been one of our major

achievements in recent years. The WSA-

DC™ is a double condensation wet gas

technology that allows combining the high

energy efficiency of the WSA technology

with very high SO2 conversion efficiency

of the double contact principle. WSA-

DC™ plants can be designed for as high as

99.99 percent conversion efficiency.

oc For higher efficiency, the company

has been developing technologies such as

Outotec® LUREC™ strong gas processing

technology and Outotec® HEROS™

low pressure steam heat recovery. To

increase lifetime, Outotec has also worked

on equipment such as stainless steel

converters, CORD™ gas heat exchangers

and SX™ solutions. Our goal is to make

sure that we are always ready to respond to

changing requirements.

noraM e

Cscs NORAM has also brought several

new technologies to market over the last

two decades. One of these products is the

NORAM HP™ (High Performance) low

pressure drop ceramic saddles packing.

By choosing NORAM HP™ packing,

clients can debottleneck their acid plant

and increase production rate or reduce

energy consumption. HP™ packing has

been proven to reduce pressure drop across

the packing in acid towers and increase gas

flow throughput in the tower by 25 percent.

NORAM has also developed the Split

Flow™ radial flow gas heat exchanger to

address problems of corrosion in cold gas

exchangers due to condensation of the gas

at cold zones of the exchanger, typically at

the bottom tube sheet. For more than 15

years this patented product has improved

the reliability and life-cycle of cold gas

heat exchangers, SO3 coolers, pre-heaters

and tail-gas re-heat exchangers.

NORAM’s pipe-type acid distributors

have also been well received by the

industry because of their low cost and easy

installation. These distributors promote

uniform acid distribution into the packing

as no leveling is required, unlike that of

competitor products. Additionally, the

design features external access ports, which

provide added safety to service personnel.

Cmcs Although Chemetics was the first

to introduce silicon stainless steels

(SARAMET® alloy) to the industry in1982, the 1990s and early 2000s were a

period of acceptance by industry for this

alloy in all strong acid systems—towers,

tanks, distributors and piping—over

traditional brick lined vessels and cast iron.

Chemetics improved its mechanical designs

and modernized its fabrication facilities

to meet the increasing competition from

global sourcing. We have led in the supply

of modular gas exchangers and stainless

steel converters to lower the overall costand risk for overseas projects. As the acid

plants have been getting bigger, we have

continued to lead in the development of

acid coolers, pushing the limits of cooler

size, water and acid temperatures while

ensuring reliability.

ac Pp tcy In addition to completing severalmajor projects around the globe, including

the U.S., Australia, Morocco and Jordan,

Acid Piping Technology (APT) has

improved the options available to plants in

a number of ways.

Mondi™ piping alloy has undergone

major improvements in metallurgy and

casting techniques. Thanks to these

improvements, piping will now last the life

of the acid plant.

APT has partnered with ASC ValveCompany to provide excellent gas duct

valves and jug valves at competitive prices.

ASC is one of the few, perhaps only,

manufacturers offering tight shutoff, high

temperature, low pressure valves.

In recent years, APT has also

developed low pressure drop, high

efficiency tower saddle packing.

Kc K llC Koch Knight has challenged the

market by producing multiple product

advancements over the past 20 years with

the introduction of our PYROFLEX™

acid resistant sheet lining 500 for tower

membranes, FLEXERAMIC™ ceramic

structured packing for more efficient mass

transfer, LPD™ random packing for lower

pressure drop in towers and advancements

in our KNIGHT-WARE™ ceramic dome

supports to replace outdated support

arches.

Codelco’s Mina Ministro Hales sulfuric acidplant in northern Chile was constructed by

Outotec.

Large diameter SX acid towers and SX pump

tank were designed and supplied by NORAM.

Outotec constructed the world’s largest

sulfuric acid plant for Ma’aden in Saudi Arabia.

Stainless steel converter designed andsupplied by NORAM.

Chemetics delivered the world’s largest acidcooler for JSC Kazakhmys in 2007. Sincethen, similar sized coolers have also been

supplied to other Chemetics clients.

Koch Knight transports a completely brick

lined final absorption sulfuric acid tower.

Acid Piping Technology has been providingproducts for the sulfuric acid industrysince 1991. Pictured is APT’s line of highperformance ceramics.

Topsøe WSA plant at Yunnan RichesChemical Industry Co. Ltd., Kaiyuan,

Yunnan, People’s Republic of China. Withstart-up in 2008, the WSA plant cleans sourgases from a coal gasification plant and

produces 83 MTPD of sulfuric acid.


C o v e r S t o r y


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20 years ofSulfuric Acid Today

milestonesNovember 1994

The first issue ofSulfuric Acid Today

is published. The16-page newsprinttabloid featuredMagma Metals’ new3,400 tons per day capacity third train withMonsanto Enviro-Chem (now MECS Inc.)

state-of-the-art design on the cover and VIPInternational’s innovative turbo turnaroundsexpertise.

Winter 1997

Sulfuric Acid Today

is printed in all coloron glossy paper.

October 1998

Sulfuric Acid

Today hosts itsfirst conference,the Sulfuric AcidRegenerat ionMa in t enanceWorkshop, in Baton Rouge, La., withmore than 40 professionals from the acidregeneration industry.

May 2002

Sulfuric Acid

Today hosts its

first AustralasiaSulfuric AcidWorkshop in Melbourne, Australia withover 50 sulfuric acid professionals from13 countries. Since then we have hostedseven biennial Australian workshopsthroughout the country.

March 2009

Sulfuric Acid Today assumes all responsibilityof the Phosphate Maintenance Roundtable(PMR), changing the name to the ‘Sulfuric

Acid Roundtable (SAR)’.Started in 1991 by Lou Doerr and John

Warhoover, Sr, of Lewis Pumps and DeverBiggerstaff, the first PMR was held in a smallmeeting room at the Peace River CountryClub in Florida with approximately 20 peoplein attendance.In 1999, theroundtable wasmoved to PlantCity, Fla., andbegan to growand was later moved to Lakeland, Fla.

The first Sulfuric Acid Roundtablesponsored by Sulfuric Acid Today magazinewas held in Galveston, Texas. Since then,we have hosted two more Roundtables: 2011in Pinehurst, NC, and 2013 in Scottsdale,

AZ which was attended by 180 industryprofessionals.

C Mc

W CMW’s process has incorporated

computer generated parts to be cut on

CNC equipment, which has increased the

accuracy and efficiency of vessel and duct

fabrication. Many developed parts that

once would have been cut long for shop

fit and trim can now be cut exactly with

great confidence and accuracy. Stitch cut

and pre-cut developed openings decrease

layout errors and speed the fit-up process.The computer-generated and CNC-cut

parts fit for a more uniform profile which

speeds welding and increases weld quality.

W Ms lws Pmps As a supplier, our focus is on

answering or anticipating the needs of the

industry. As a result, we have developed

several new pump sizes. The largest is the

18H pump, capable of delivering 11,000

gallons per minute against 128 feet of

head. Designed for both standard acid

applications and HRS facilities, this pump

quickly gained popularity among our

customers. We also developed our longest

pumps to date—at more than 40 feet—for

the concentrated solar power market. We

continue to adapt our existing products and

develop new products to meet the needs of

our customers around the world.

rbs With more than 35 years of experi-

ence, The Roberts Company (now Roberts)

offers turn-key engineering, fabrication

and installation services. Technological

advances over the last 20 years, including

improved welding processes allowing con-

sistent high-quality tube to tube sheet joint

welds, have enhanced the products Rob-

erts can offer its customers. Some of theirrecent projects include the design for the

replacement of two plate and frame heat

exchangers with a ZeCor-Z® acid cooler.

This project also included a cost analysis

of the ZeCor-Z® acid cooler versus an an-

odically protected acid cooler, as well as

the fabrication and installation of the acid

cooler with new piping. The company alsocompleted the fabrication and installation

of a converter and new ductwork for a plant

in Alabama, including demolition of the

old converter.

Sulfuric Acid Today is proud to have

been a part of the past 20 years in the

sulfuric acid industry, and we look forward

to the next 20. The companies and people

who make up this thriving industry will

continue to surmount any obstacles andmeet any goals set out for them, adapting

as they go. We look forward to helping that

happen. q

Central Maintenance and Welding sets the200-foot sulfuric stack for Mosaic Fertilizer’sNew Wales 04 plant during their Spring 2014

turnaround.

A carbon steel, brick-lined tower wasrecently converted by Roberts to a MECS

ZeCor ® Alloy tower in Louisiana.

Weir Minerals Lewis Pumps size 18H vertical

centrifugal pump.

Roberts replaces an outdated carbon steelconverter with a new stainless steel model.

Installation of Koch Knight’s proprietaryPYROFLEX™ acid resistant sheet lining.

Mosaic Fertilizer’s New Wales 02 HRS Towerset in preparation by Central Maintenance

& Welding for the Spring 2014 turnaround.The field assembly was partially completed,awaiting insulation and platform placement.


C ov er S t or y


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11/56

By: April Kabbash and April Smith

Since the first issue of Sulfuric Acid Today magazinerolled off the presses in November 1994, the vision ofthe magazine has remained the same: to publish a trade

journal for the sulfuric acid industry that commun icatesthe latest technology and services available in order tomaintain and operate acid plants more efficiently. We at Sulfuric Acid Today would like to sincerelythank al l of the following producing plant companies forallowing us to profile their company in our magazineand believing in our vision as well. In celebration of

our 20th anniversary, we took a look back at all of ourpast cover stories, as well as what those plants are doingtoday. We hope you enjoy these snapshots of our ever-changing industry.

Mm M CmpyNovember 1994 – Vol. 1, No. 1

Magma Metal Co. ofSan Manuel, Ariz., made itsmark on the industry as a rapid-fire turnaround facility. Withcomplete turnarounds taking

place at 15-month intervals,the company fine-tuned itsturnaround procedures to makethe necessary events both safeand efficient. At the time, Magmawas producing 1 million short

tons of 100-percent sulfuric acid per year, making it oneof the largest one-site producers of smelter acid in theUnited States.

Company Update

In 1995, The Broken Hill Proprietary CompanyLimited (BHP) acquired Magma Metals for $2.4 billion. Prior to its shutdown in 1999, Magma’s operat ionin San Manuel was the largest operating undergroundcopper mine in the countr y. In 2006, the Magma Metals plant was dismantledand sold. The two remaining smokestacks were toppled

in January 2007.

Kc u Cpp Cp.September 1995 – Vol. 1, No. 2

In June 1995, following

three years of planning andengineering, Kennecott UtahCopper Corp. brought theworld’s largest metallurgicalsulfuric acid plant online justoutside of Salt Lake City at

the Bingham Canyon Mine.This modern facility replaceda previously existing plant,which was shutdown in May

1995. The 3,860-ton per day plant was designed andconstructed by St. Louis-based Monsanto Enviro-Chem(now MECS Inc.).

In addition to its economic attributes, the new

facility also garnered attention as one of the most

environmentally sensitive plants in the world. The

MECS design included reductions of sulfur dioxide

emissions from around 17,000 tons per year to less than

1,000 tons per year.The facility was also the first to feature MECS’

new HRS system that helps capture and recover energy—

around 24 megawatts on a n average production basis. In

addition, it was the fi rst to use two HRS towers.

Company Update

In April 2013, a landslide occurred at the mine. It

was the largest non-volcanic landslide in the history

of North America. Around 65-70 million cubic meters

of dirt and rock thundered down the side of the pit.

Mining operations were shut down the previous day in

anticipation of the slide. The massive slide is expectedto cut the production of the mined copper by 110,000

short tons. A second slide caused an evacuation of 100

workers on September 11, 2013.

In addition to producing about 300,000 tons of

copper a year, the Bingham Canyon Mine also produces

approximately 400,000 ounces of gold; 4 million ounces

of silver; 30 million pounds of molybdenum; and 1

million tons of sulfur ic acid annually.

asc ic. – e Ps, txs cySpring/Summer 1996 – Vol. 2, No. 1

First started over a

century ago, the Asarco Inc. El

Paso, Texas, facility was one

of the nation’s oldest copper

smelters.

Originally built to

handle ore from Mexico, the

site consisted of two sulfuric

acid plants—a 1972 Lurgi

(575 tons per day) and a 1978

Monsanto (1,050 tons per day).

In the mid-1990s, theonset of stricter environmental standards prompted

Asarco to monitor the heat exchangers for potential

leaks that can increase emissions. In 1996, if a plant’s

sulfuric acid emissions exceeded 600 parts per million,

it was shut down. If a facility lost a heat exchanger due

to a few leaking tubes, the amount of tai l gas would shut

that site down. To determine a lea k, acoustic monitoring

equipment must be utilized inside the exchanger. But

accessing the exchanger requires a cool down process

that can ta ke days.

To save both time and money, Asarco called on VIPInternational (VIP) of Baton Rouge, La., and its high

temperature entry process. VIP’s high temperature entry

virtually eliminates the exchanger cooling process. VIP

can usually enter after only four hours of cooling.

Once inside, VIP uses acoustic emissions equipment

to spot the leaks, and can have them plugged long before

the conventional process would even begin.

Company Update

The Asarco El Paso, Texas, smelter was idled inFebruary 1999 due to hi storically low worldwide copperprices and the closure of several copper mines.

In its last full year of operation, the plant produced120,320 tons of copper. When the plant was fullyoperational, it provided about 400 high-paying jobs andhad a direct and indirect impact on the local economy ofabout $300 million an nually. Asarco was acquired by Grupo Mexico in November1999. With the purchase of Asarco, Grupo Mexicobecame the third largest copper producer in the world.Asarco is a subsidiary of Grupo Mexico Sa de CV. InApril 20 01, Asarco suspended operations i n East Helena,

Montana.In 2005, Asarco filed for Chapter 11 bankruptcy.

In 2009, Asarco emerged from bankruptcy and re-integrated into Grupo Mexico, deciding not to reopenits El Paso smelter. In December 2009 Asarco signedan agreement guiding the course of the environmentalcleanup of the El Paso 400-acre smelter, which willbe lead by the Texas Commission on EnvironmentalQuality. Cleanup of the site began in 2010 and the tworemaining smokestacks were demolished in April 2013.

Completion of the cleanup is targeted for 2015.

r-Pc em

Scs

Winter 1997 – Vol. 3, No. 1 Founded in 1895, Rhone-Poulenc began as a producer ofdrugs that would later be usedto treat casualties in World War

I.Since then, the Paris-

based operation has set up shopin more than 160 countriesand become the world’sseventh largest chemical andpharmaceutical company.

In 1948, the companymoved to U.S. markets. It employed more than 7,300people at 50 plants in more than 25 U.S. states.

North American operations were steeped in theproduction of agricultural products and basic andspecialty chemicals. One of the company’s strongholdswas in the sulfuric acid business, operated under the guiseof the company’s Environmental Services Enterprise.The company was a leading producer among merchantsulfuric acid suppliers. Rhone-Poulenc was also the U.S.and world leader in sulfur ic acid regeneration.

Within the Environmental Services branch, there

are six facilities that compose the core strength ofRhone-Poulenc’s sulfur capacity. They are located inBaton Rouge, La.; Baytown, Texas; Dominguez, Calif.;Hammond, Ind.; Houston; and Martinez, Calif. Company Update

In 1998, Rhodia became an independent companyfollowing the merger of Rhone-Poulenc’s pharmaceutical

Sulfuric Acid Today revisits twenty yearsof cover stories


F e a t ur e


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operations with those of Germany’s Hoescht. The

pharmaceutical end later became known as Aventis,while the remaining chemical interests became Rhodia.

Rhodia’s Eco Services, headquartered i n Cranbury, N.J.,is a $230 million division of the global chemical giantRhodia Inc.

For decades, Rhodia, following in the footsteps ofpredecessors Stauffer Chemical and Rhone-Poulenc, hasbeen the leading provider of sulfuric acid regeneration

services and sulfuric acid to industrial markets. Thiscommitment remains unchanged. The six sites haveoperated as a nationwide network for more than 45 years. In 2011, Solvay, an inter nationa l chemica l group

headquartered in Brussels, purchased Rhodia for $4.84billion. Today, Rhodia is a leading provider of sulfuric acid

regeneration services to refineries and other chemicalmanufacturers, as well as a manufacturer of sulfuric acidand other sulf ur-related products.

Ps Cp. Sskcw ic.Fall 1997/Winter 1998 – Vol. 3, No. 2

In the short span of

a decade, Potash Corp. of

Sasktachewan (PCS) hashelped change the future of

the fertilizer industry. Througha managerial philosophythat embraces growth and

change, PCS has built acompany of quality reserves,quality operations and quality

employees, which continues to be further enhanced bynew acquisitions.

In March 1997, PCS acquired Memphis, Tenn.-

based Arcadian Corp. T he company’s integration into the

PCS structure created a fertilizer empire unparalleledin quality and service capabilities. It cemented PCSas the No. 1 nitrogen producer in the U.S. and the

second worldwide, and enabled the company to buildconnections among subsidiaries and develop synergiesthat enable it to better serve its clientele as a one-stop-

shop. What was once a potash-only corporation is nowset for the 21st century as a powerhouse in the potash,phosphate and nitrogen fields.

At the helm of the PCS metamorphosis is Chairma n,President and Chief Executive Officer C. E. Chi lders. A40-year industry veteran, Childers joined PCS in 1987.

He brought with him a clear-cut vision of the industry’sfuture. He led the company through privatization in1989, bringing a return to shareholders of more than 500

percent.Childers’ foresight helped prepare the company for

the rising world population and the growing demands on

economies and farmers.

Company Update

Over the last several years, PCS has continuedto invest in its operations by completing potashdebottlenecking projects at its Canadian facilities

in Rocanville, Allan, Lanigan and Patience Lake.Expansion projects have also been completed at Allanand Cory, and Aurora, N.C. The company has also been enhancing its portfolio

through corporate acquisitions. In 1999, the companyacquired Minera Yolanda SCM, a specialty potashproducer in Chile, for $37M. In addition, PCS has

been purchasing increasingly larger stakes in Sociedad

Quimica y Minera de Chile (SQM), Arab Potash

Company, Sinofert Holdings Ltd. and Israel ChemicalsLimited.

dP S PcsSpring/Summer 1998 – Vol. 4, No. 1

As the oldestcontinuously operatingindustrial enterprise inthe world, the DuPont Co.has consistently evolvedto meet society’s changingneeds. Established in 1802as a smokeless powdermanufacture, the companyis known for its quality andconsistent performance.

The company’s SulfurProducts Division, which is in the process of growingto include 10 sulfuric acid plants worldwide, brings aunique group of products and services to the company,and has helped secure DuPont’s bright future into thenext millennium. DuPont currently operates six sulfuricacid plants in the U.S., has part ownership in two inMexico, and two in Europe as part of the purchase of theTioxide business from ICI. The division’s U.S. plants, located in Fort Hill,Ohio; Wurtland, Ky.; James River, Va.; La Porte, Texas;and Lake Charles and Burnside, La., have a combinedcapacity of approximately 1.5 million tons per yearof fuming, nonfuming and specialty acids. The sitesalso provide spent acid regeneration services for thepetroleum i ndustry.

Company Update

DuPont continues to be a benchmark for sulfuricacid plant operations and services. For an update on

DuPont, see DuPont Clean Technologies Spring/ Summer 2009 – Vol. 15, No. 1 later in this article.

Pps d MFall/Winter 1998 – Vol. 4, No. 2

Throughout its 115-yearhistory as part of the coppermining industry, Phelps DodgeCorp. has evolved into oneof the world’s largest copperproducers, while never straying

from the belief that being agood business goes hand-in-hand with being a goodneighbor. Since its inception in

the 1830s, Phelps Dodge has placed environmentalresponsibility at the heart of its mining operations. Astimes, products and people have changed, those idealsset forth by the company founder, Anson Greene Phelps,have never faltered.

Phelps Dodge entered the copper mining businessin 1881. As part of the government’s requirements

placed upon copper miners and their sulfur emissionsregulations, Phelps Dodge operates three sulfuric acidplants for use with its copper smelting business. Theproduction of acid is essential to t he smelter operations.

In 1998, Phelps maintained two smelter operations – the Chino Mines Co. a nd Phelps Dodge Hidalgo I nc.The Hidalgo site runs two acid plants to keep up with itscopper smelting.

Phelps Dodge has found an alternative to the

transport and disposal of its sulfuric acid with thedevelopment of an internal consumer through its mine-for-leach operations. The leaching process requires theacid, so the two operations serve as a p erfect complement.

Company Update

In March 2007, Freeport-McMoRan Copper &Gold Inc. acquired Phelps Dodge corporation, creatingthe world’s largest publicly traded copper company.For a company update, see Freeport-McMoRan Spring/ Summer 2012—Vol. 18, No. 1 later in this article.

Cf iss ic. – fopsSpring/Summer 1999 – Vol. 5, No. 1

As one of the world’sleading manufacturers anddistributors of fertilizerproducts, CF Industries Inc. hascarved a unique niche for itselfas a consistent, unchangingface in a rapidly consolidatingindustry. The company’s

Florida Operations—whichinclude four sites at Bartow,Plant City, Hardee and the

Port of Tampa—serve as the base of all the company’sphosphate mining, manufacturing and distribution.

The four facilities within the Florida Operationshave been bolstered by CF’s unusual structure as acorporate entity owned by farm supply cooperativesthroughout the United States and Canada. The Floridasites work in tandem to mine, manufacture and distributethe necessary nutrients to CF’s cooperative owners. Thisco-op arrangement has been the saving grace for CF

during market ups and downs. With a built-in market,operating at capacity is always cost-effective. Production levels at CF are at an all-time high.Bartow produces between 1,000 and 1,100 tons per dayand Plant City generates as much as 7,000 tons per dayon average. In March 1999, Plant City levels reachedrecord-setting status with a 100-percent operating factoron all acid plants.

Company Update

CF Industries Florida Operations has always beena stellar example of production and safety for the

industry as a whole. In September 2003, the companywas recognized for its efforts and was named one ofAmerica’s Safest Companies by Occupational Hazards magazine. To earn that title, CF achieved over 6 millionsafe work hours at the Plant City Complex in late 2003. In 2005, CF Industries Inc. initiated an initial publicoffering as the final step to establishing CF IndustriesHoldings, Inc. as a public company.

Continuing their quest to become a nitrogenbellwether in the global fertilizer industry, in 2010 CFIndustries acquired Terra Industries Inc. Th is positionedCF Industries as the premier nitrogen and phosphate

fertilizer manufacturer in North America, the secondlargest nitrogen fertilizer producer in the world and thethird la rgest phosphate fertilizer producer among publiccompanies.

In late 2013, the Mosaic Co. announced anagreement to purchase CF Industries for $1.4 billion.Under the deal, CF Industries agreed to sell the HardeeCounty phosphate rock mine; the Plant City phosphate


F e a t u r e


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complex; an ammonia terminal, phosphate warehouse

and dock at the Port of Tampa; and the site of the formerBartow phosphate complex to Mosaic. The facilities tobe acquired by Mosaic currently produce roughly 1.8million tons of phosphate fertilizer per year. The deal isalso subject to a long-term ammonia supply agreement,under which CF Industries will supply ammonia toMosaic from its Donaldsonville, La., nitrogen complex.The company will also supply ammonia to Mosaic fromits 50 percent owned Point Lisas Nitrogen Ltd. (PLNL)facility in the Republic of Trinidad and Tobago. Underthe Donaldsonville ammonia agreement, CF Industrieswill supply between 600,000 and 800,000 tons of

ammonia per year for up to 15 years, which is expectedto begin by 2017.

Sf Psps l. C.Fall/Winter 199 9 – Vol. 5, No. 2

Dedicated to producinga cost-conscious product whileremaining a valiant defenderof the unique environmentin which it thrives, SFPhosphates Ltd. Co. hasproved a shrewd competitor

in the fertilizer industry. Thecompany’s operations consistof two facilities that work inconjunction with one another

to create a strea mlined, cost-effective system. The Vernal, Utah, site is home to the company’smining operations while the Rock Springs, Wyo.,location is home to the company’s fertilizer plant. Thetwo sites are connected with a 10-inch slurry line thattransports the phosphate concentrate over the UintahMountains to Rock Springs, some 96 miles away. Thepipeline, constructed by predecessor Chevron, has

freed the company from the reliance on other formsof transportation that are often affected by inclementweather in the region.

Two sulfuric acid plants power the Rock Springsoperation. The first, a Lurgi model, produces 1,900short tons per day. The more recent plant, brought onlinein 1995, is a 1,250 short tons per day Monsanto model.Prior to its installation, SF had been purchasing itssulfuric acid to supplement the plant’s production.

Two finished products are created at SF’s facilities—super phosphoric acid and MAP. Resources producedinternally, such as the sulfuric acid and the phosphate

rock mined at Vernal, help keep SF’s production costs toa minimum.

Company Update

In late 2003, the J.R. Simplot company purchasedFarmland’s interest in the SF Phosphates venture forapproximately $64.5 million. The manufacturingfacility at Rock Springs, Wyo., and the phosphate mineat Vernal, Utah, are now a Simplot-only enterpriseknown as Simplot Phospahtes. For an update on SimplotPhosphates, see J.R. Simplot Co. Fall /Win ter 2001 Vol.7, No. 2 later in this article.

rm hs txsSpring/Summer 2000 – Vol. 6, No. 1

Rohm and Haas’ Deer Park site is a highly innovativespecialty chemicals business and a rising star in theLone Star State. World-class production facilities—bothin size and capacity—make the facility the crowning

glory in the company’s network

of franchises.Located in the shadow

of the towering 570-footmonument that marks thehistoric battle of San Jacinto,Rohm and Haas is a stalwartrepresentative of Texas’ 21stcentury leaders. A highlyinnovative specialty polymerand chemical company, Rohm

and Haas Texas is in constant growth mode as it buildsan ever-broadening technical base to serve the global

community.Founded in 1907 by two aspiring German

entrepreneurs, Rohm and Haas branched out to theUnited States in its first decade. In the 1920s, thecompany moved to specialty chemicals. Innovations inacrylic chemistry and the creation of Plexiglas helpedbolster company profits and reputation.

In the late 1940s, Deer Park set up shop along theHouston Ship Channel. Today, the site is one of the most

productive in the company’s network. Central to the siteis a sulfuric acid plant that produces more than half-a-million tons of sulfur ic acid each year.

Company Update

Consolidation has been a major factor in the sul furicacid industry over the past 20 years, and Rohm and Haasis no exception. In 2009, Dow Chemical Company boughtRohm and Haas for $15 million. Today, Dow Deer Parkoccupies 700 acres along the Houston Ship Channel, andemploys nearly 790 people within eight production areasthat operate as separate facilities or “plants within aplant.” The myriad of specialty chemicals manufacturedat the site include methyl methacrylate, acrylic acid,amines and various acrylates.

Msssspp Psps Cp.Fall/Winter 20 00 – Vol. 6, No. 2

Mississippi PhosphatesCorp. is ideally located fordomestic and internationalbusiness along the coastalwaters of the Gulf of Mexico.The company has blossomedas a successful industrial

enterprise with a corporatephilosophy that is more aboutfamily and roots than bigbusiness and bottom lines.

In the mid-1950s, the company moved toward theGulf Coast area to combine all three primary plantnutrients—potassium, nitrogen and phosphate. Some40 years later, following a variety of acquisitions,mergers and overhauls, Mississippi Phosphates is nowa 250-person strong company, producing 900,000 tonsof DAP per year. The site has a 70,000-ton storagecapacity, and its close proximity to a port at Pascagoulaenables the company to ship at a rate of 8,000 tons ofproduct per day.

Presently, there are two Lurgi sulfur ic acid plants inoperation on the site. Both were original ly 1,500 tons perday plants. Upgrades and the addition of low-pressurecatalyst have pushed the plants to 1,750 tons per day.

Mississippi Phosphates combines its homegrownsulfuric acid with internationally imported Moroccanphosphate rock to create its quality product. Close

proximity to the southern Mississippi port and the high

quality of the imported rock made the decision an easyone. With the finely milled Moroccan rock, Mississippi

Phosphates only has to run one mill to prep the resourcefor production.

Company Update

In June 2003, Mississippi Chemicals voluntarilyfiled for a Chapter 11 reorganization. The companydetermined that this choice was the best for the long-

term interests of t he company and its stakeholders.In 2005, Terra Industries Inc. purchased the

nitrogen side of the business for $268 million, including

assumed debt. In 2010, Terra Industries was acquired byCF Industries for $4.7 billion. The combined companybecame the second largest nitrogen fertilizer producer in

the world. CF Industries and Terra have complementarystrengths in nitrogen, providing breadth and flexibilityin product offerings. In addition, the locations of CFIndustries’ and Terra’s facilities together expand thecombined company’s domestic reach. The phosphate side of the business emerged from

Chapter 11 proceedings as Mississippi Phosphates Corp.MPC’s manufacturing facilities at Pascagoula includethe two Lurgi sulfuric acid plants, a phosphoric acid

plant and a DAP granulation plant. The DAP granulat ionplant has a maximum annual production capacity ofapproximately 850,000 tons. The existing sulfuricacid plants have the capacity to produce sulfuric acid

sufficient for annual DAP production of approximately600,000 to 640,000 tons. The company has been plaguedin recent years by a string of safety violations, includingthe deaths of two workers.

In January, the company announced that it willadd monoammonium phosphate (MAP) to its product

line, beginning this spring. The addition of MAP tothe MPC product portfolio will allow the company

to take advantage of broader market opportunities. Inbroadening its product mix, MPC will combine internalmarketing efforts with an exclusive off-take agreementfor MAP with Interoceanic Corporation (IOC), ofOssining, N.Y., in an effort to enhance its targeting of

value-added market sectors.

ineoS acycsSpring/Summer 2001 – Vol 7, No. 1

With an eye on thefuture and a firm grasp on the

successes of the past, INEOSAcrylics has forged a securepost for itself as a globalleader in the acrylics trade.Though the INEOS name isrelatively new, the company’s

roots are deep—imbedded inthe strengths of its diversebackground, derived from the

combination of seven companies. The name INEOS was first adopted in 1999,following the purchase of ICI Acrylics by INEOSCapital and Charterhouse Development Capital. The

combination of the companies merged 70-plus years ofcutting-edge research and development history underone roof. Chemist John Crawford provided ICI with itsentrée into the worldwide methyl methacrylate (MMA)markets in 1931. Crawford built on the principals used to

polymerize MMA—first developed by Rohm and Haas—


F e a t ur e


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and made the product a commercial success through its

applications in the aviation industry. Following World War II, INEOS was forced toseek new applications for MMA and PMMA. Today the

marketplace abounds with distinctive products includingappliances, paint, inks, adhesives, lubricants and textiles.

At each of INEOS’ five MMA plants, a sideprocess stream of weak acid is produced. The stream is

processed by burning the acid, reconstituting the freshacid and then reworking it back into the plant as oleum.That oleum is then utilized to create methacrylamide.

Each of INEOS’ five plants also houses a sulfuric acidregeneration (SAR) unit that together supply acid to

worldwide markets.

Company Update

In May 2002, INEOS Acrylics changed its name toLucite International to better align the company withits top brand: Lucite. In 2009, Lucite International was

acquired by Mitsubishi Rayon Co. Ltd., creating theworld’s largest supplier of MMA. Already a well-knownname throughout the Americas, Lucite has a growingpresence in Europe and other a reas of the world.

Over the past 15 years, Lucite International hasfocused on innovation. The company developed Alpha

technology, a new, patented route to MMA based onreadily available raw materials including ethylene,methanol and carbon monoxide. The first Alpha plant,a 120,000 metric tons per year facility in Singapore,became fully operational in 2007. Plans are in the works

for two more Alpha sites. Lucite International was also the first MMAproducer to successfully adopt a three-year overhaulcycle, which continues to release additional capacity

from existing assets. Lucite Internationa l’s focus on novel research intocatalysis and new processes has won the company

several awards, including the 2009 KirkpatrickChemical Engineering Award and the Chemical IndustryAssociation (CIA) 2009 Innovation Award.

J.r. Smp C. – d PFall/Winter 2001 – Vol. 7, No. 2

From humble beginningsin the 1920s to its present

status as a major agribusiness,the J.R. Simplot Co. has beenan ever-changing reflection

of the times and technologiesthroughout its 80-plus yearsin business. Company founderJ.R. “Jack” Simplot recognized

the inevitability of change, andhe used that k nowledge to grow

his one-man operation to a major agribusiness, currentlyemploying over 9,000 people.

In the mid-1940s, Simplot’s livelihood was threatenedby the diminishing supply of phosphate fertilizer. Toensure a long-term supply for hi s agribusiness, Simplotfounded his flagship fertilizer production facility in

Pocatello, Idaho. Soon after the Don Plant went onlinein 1944, the Simplot name became synonymous with theprocessing of agricultural assistance products. The Don Plant is joined in its production of fertilizer

by two sites state side in central California. An additionalfacility is operated under the Simplot Canada Ltd. name,headquartered in Brandon, Manitoba.

The Simplot family of fertilizer producers expanded

once again in 1992 when Simplot and Farmland Industr ies

created a joint venture known as SF Phosphates Ltd. Co.Whenever the times have been hardest and the markets

have been their bleakest, Simplot Co. has relied upon the

wisdom of the company founder to guide it through. Byenacting a policy of low costs and high assets, Simplotturned his small farming entity into a global enterprise.

Company Update

The Simplot Company suffered a great loss withthe death of founder J.R. Simplot in May 2008. Thecompany has carried on, though, led by four members

of the Simplot family who comprise the executive

committee of the company’s board of directors. Theyhave continued his tradition of plowing profits back

into the enterprise, responsibly advancing J.R. Simplot’slifelong mission of bringing Earth’s resources to life.

From 2002-2005, Simplot paid several fines tothe EPA for unreported release of sulfur dioxide at the

Don Plant, among other things. Since then, though, thecompany has redoubled it’s efforts at environmentalstewardship.

Simplot is one of six major companies to join the

Obama Administration in an effort to significantlyreduce energy use over the next 10 years. The company

has received a number of awards, including the stateEarth Day award for environmental work completed

in Nevada, and a star award for outstanding safety andhealth results over the last 5 years. In June 2012, Simplot partnered with twoconservation groups in an effort to improve the water

quality of the Blackfoot River in Eastern Idaho. Theconsortium includes J.R. Simplot Company, Monsantoand Agrium/ Nu-West Industries, the Idaho Conservation

League and Trout Unlimited.

iMC PspsSpring/Summer 2002 – Vol. 8, No. 1 Feeding the world … itmay be a noble calling, but itis also a daunting task. But,

for the dedicated employees ofIMC Phosphates (now MosaicCo.), it’s all in a day’s work.

As the world’s leading

supplier of crop nutrients,IMC is at the forefront ofan industry that focuses

on supplementing the fooddemands of a growing planet. The focal point of IMC’s business is the phosphateprocess. Each year IMC generates 8.5 million short

tons of concentrated phosphates from approximately 4million short tons of phosphoric acid. This represents 10percent of the global capacity, making IMC a mainstayin global markets.

In central Florida, the company manages fourphosphate mines—Four Corners (the largest mine inthe world), Fort Green, Kingsford and Hopewell. Thecompany also operates two chemical process units—one

at New Wales and one at South Pierce. The New Walessite is the largest concentrated phosphate plant in theworld.

New Wales is a vast and complex facility. It is home

to five large sulfuric acid plants, three phosphoric acidplants and granular plants. On a typical day the sitebrings in around 20,000 tons of rock, 4,500 tons of

sulfur and 2,400 tons of ammonia. Railcars and trucks

leave the site daily with 13,000 tons of fertilizer and

2,500 tons of animal feed products.The Louisiana leg includes operations at Uncle Sam,

Faustina and Taft. Both Faustina and Taft were subject

to closures, the later permanently, during major industrydownturns.

Company Update

In 2004, Cargill joined forces with IMC to createMosaic Co. The new venture provided customersaround the globe with a more diversified product mix,including all three of the world’s primary concentrated

crop nutrients: phosphate, potash and nitrogen. For

more information on Mosaic, see Mosa ic Co. Fall / Winter 2009 - Vol. 15, No. 2 later in this article.

nwm M Cp.Fall/Winter 2 002 – Vol. 8, No. 2

In its 80-plus year

history, Newmont Mining Cor p.has been a stellar reflection ofthe company’s clearly stated

directive—creating value withevery ounce.

A global force in thegold industry, Newmont is the

world’s largest producer ofthe precious metal. Newmontoperations and assets dot the

planet and include five continents, 87 million ounces

of long-lived reserves and roughly 94,000 square milesof territory in the world’s best gold districts. Newmontcomplements its impressive catalog of resources withinvestments in technology, ensuring the greatest gold

recovery rates.Since the first discovery of the colossal Carlin Trend

in 1961, Newmont has maintained a strong presence inthe Nevada mining territory. The company’s current

operations include nine open pit mines, five undergroundmines and 15 processing facilities.

Remaining the leader in gold production requires

that Newmont rely on the latest technology for obtainingand refining its product. The company incorporates all ofthe advanced processes—leaches, oxide mills, flotationplants, autoclaves, roasters and bio-oxidation—to create

an impressive ore blend.As an offshoot to t he efficient extraction processes,

Newmont is left with an extensive waste stream of SO2.

As a conscientious member of the community and adedicated environmental steward, Newmont constructeda sulfuric acid plant at t he back end of Mill 6. This highlyeffective, profit-saving method for re-using Newmont’s

waste has also boosted the plant’s profit margin. Thecompany uses the sulfuric acid for cost-saving on site(as part of the cyanide detoxification process) and profitraising off site (as a supplier to other gold producers).

Company Update

Newmont’s mining operations in Nevada haveexpanded over the past 20 years. Operations now

include 14 open-pit and four underground mines and14 processing facilities. The properties operate as anintegrated unit, and together, they boast the widestvariety of processing methods of any gold mining

complex in the world. In 2013, Newmont expanded its scope of operationsat the Phoenix gold mine, near Battle Mountain. The

company began recovering copper from gold-mining


F e a t u r e


15/56

waste rock, leaching the rock with a sulfuric acid

solution to dissolve the copper. Roughly one-third of theacid used is currently produced on-site. Production in

2013 was around 5 million pounds of copper, with anestimated annual production rate of 20 million poundsper year for the first five years of full-scale operation.

The company also has a long-standing dedication tosafety. The Carlin Surface Mine rescue team won the titleof 2013 Overall Champion at the National Mine Rescue

Championship, the first team from Nevada to do so.

C Psp PcSpring/Summer 2003 – Vol. 9, No. 1

For nearly eight decades,Cargill Phosphate Productionhas been a familiar face

among the Florida phosphateindustry—in spirit if notalways in name. From a single-

building startup in the early1920s to a global network offacilities in the 21st century,

Cargill has endured as botha potent competitor and an

aggre

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