P R O S P E R I T Y T H R O U G H I N V E S T M E N T

O G D E N FA C I L I T Y TO U R

J U N E 7 , 2 0 1 6

P R O S P E R I T Y T H R O U G H I N V E S T M E N T

WELCOME

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F r a n M a l e c h a , C E O S t r a t e g i c O v e r v i e w

J a c k L e u n i g ,

S V P O p e r a t i o n s C a p i t a l I n v e s t m e n t a t O g d e n

D e n i s e H u b b a r d ,

V P O g d e n O p e r a t i o n s O p e r a t i o n a l O v e r v i e w

F O RWA R D - L O O K I N G S TAT E M E N T S

This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act

of 1995, including statements about the company’s investment thesis, including its ability to drive growth and cash flow

expectations; its growth strategy, including its ability to deliver EBITDA results, strengthen its foundation, develop best-in-

class safety, have an engaged workforce, achieve asset longevity and cost leadership, improve performance, deliver

superior margins and profitable growth, optimize capital allocation and diversify; its ability to grow in markets and crop

penetration, expand production, improve costs and safety performance, increase capacity, reliability, yield, efficiency and

compaction ability, manage risks and engineer projects for maintainability, reliability and ROI. The company uses words

such as “may,” “would,” “could,” “should,” “will,” “likely,” “expect,” “anticipate,” “believe,” “intend,” “plan,”

“forecast,” “outlook,” “project,” “estimate” and similar expressions suggesting future outcomes or events to identify

forward-looking statements or forward-looking information. These statements are based on the company's current

expectations as of the date of our last update, April 25, 2016, and involve risks and uncertainties that could cause the

company's actual results to differ materially. The differences could be caused by a number of factors, including (i)

weather conditions, (ii) pressure on prices and impact from competitive products, (iii) any inability by the company to

fund necessary capital expenditures, (iv) foreign exchange rates, and (v) the cost and availability of transportation for the

distribution of our products. For further information on these and other risks and uncertainties that may affect our

business, see the “Risk Factors” sections of our Annual Report on Form 10-K for the year ended December 31, 2015.

The company undertakes no obligation to update any forward-looking statements made in this presentation to reflect

future events or developments. Because it is not possible to predict or identify all such factors, this list cannot be

considered a complete set of all potential risks or uncertainties.

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O U R I N V E S T M E N T T H E S I S

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F I V E - Y E A R G R O W T H S T R AT E G Y

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Best-in-class

safety; engaged

workforce; asset

longevity

Surpass $500M+ of EBITDA by 2018

Strengthen

Foundation

Results

Cost

leadership &

superior

margins

A diversified,

sustainable

essential

minerals

company

Deliver

profitable

organic and

acquisition-

based growth

Goal

Actions Optimize Capital Allocation Improve

Performance

B U I L D I N G A P R E M I E R S P E C I A LT Y

P L A N T N U T R I T I O N B U S I N E S S

• Compass Minerals well-positioned to

grow in niche, specialty plant

nutrition markets in U.S. and globally

- Unique asset at Ogden with low-cost

solar evaporation sulfate of

potash (SOP) production

Can expand production by adding

muriate of potash (MOP)

- Initial entry into micronutrients with

Wolf Trax acquisition in 2014

- Purchased of 35% stake in leading

Brazilian specialty plant nutrition

business in December, 2015

Path to full ownership within the next

three years

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S O P : L O N G - T E R M G R O W T H

O P P O R T U N I T I E S

• U.S. SOP market has historically been underserved

• Compass Minerals customers on allocation as recently as 1Q15

• Potential to grow penetration of chloride- sensitive crops

• Economics for specialty crops remains strong

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0

40

80

120

160

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Basket of Specialty Crops

Price Index*

IN NORTH AMERICA PLANTED WITH

CHLORIDE-SENSITIVE CROPS

~20MM acres

0%

5%

10%

15%

20%

25%

30%

35%

Tree Fruit Tree Nuts Vegetables

Market Share of MOP on

Chloride-Sensitive Crops

FULLY SERVED NORTH AMERICA

SOP MARKET

~825,000 TONS ANNUALLY

*Price index of 11 representative specialty crops based on pricing data from USDA and

the Federal Reserve Bank of St. Louis.

Source: Compass Minerals internal research. Market size assumes agriculture

market at mid-cycle.

Locations

Headquarters

SOP Production Sites

Ogden, UT

Wynyard,

Saskatchewan

C O M PA S S M I N E R A L S C O M P E T I T I V E

A D VA N TA G E

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Fruit,

Potatoes

Fruit,

Vegetables,

Nuts, Turf Fruit, Vegetables,

Turf

Turf,

Tobacco

• Only North American SOP producer

• Historically provide 70% to 80% of North American demand

- Logistically favorable to key high-value specialty crop markets

• Import competition from Europe and South America

- Can vary depending upon currency, fuel costs and the price of MOP

- About 50% of global production uses high-cost chemical conversion process that begins with MOP

I N I T I AT I V E S I N P L A C E TO G R O W A S

H E A D W I N D S D I M I N I S H

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• Market dynamics pressuring price

- Falling MOP prices increase threat of

functional competition

Between 40% and 50% of current

sales are to less-chloride

sensitive crops

- Strengthening dollar and low shipping

rates invite more imports

• Higher production costs currently due

to using purchased MOP to

supplement poor pond harvest

- Expect per-unit cost improvement

in 2Q16

• Investments in place to build a better business

- Increased yield and efficiency in producing pond-only product

- Increased capacity to convert MOP into SOP

- Increased compaction ability to provide more value-added product to the market

• Technical marketing in place to educate dealers, distributors and growers on the value of SOP

• Product deployed in-market to be the supplier of choice in key North American markets

• Expect to have the capacity available to make growing specialty crops in North America more profitable

P R O S P E R I T Y T H R O U G H I N V E S T M E N T

JACK LEUNIG

O V E RV I E W O F C A P I TA L I N V E S T M E N T S

AT O G D E N

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O P E R AT I O N S S T R AT E G I C F O C U S

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BECOME MORE

EFFICIENT AND

GROW CAPACITY

ELEVATE OUR SAFETY

PERFORMANCE

IMPROVE OUR ASSETS

C A P I TA L I N P L A C E

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~$350/ton

2015 Pond-Only With MOP

Investment Timing Total cost

estimate (in millions)

1st year full

benefit Business driver

Ogden plant projects

(Special MOB) Completed $60 - $70 2017 - Refurbish key plant elements to secure and

improve reliability and yield

Ogden plant

expansion

(Investment capital) 2015- 1Q17 $80 - $90 2017

- Increase annual capacity by 150,000 tons

- Expand compaction capacity to

match production

• Reliability and yield enhancements

expected to meaningfully improve

production efficiency

• Expansion project expected to provide

an additional 150,000 tons of annual

capacity at attractive capital cost

Projected Ogden SOP Cash Cost* (per ton)

Down

~20%

Down

~40%

*Projected costs assume operating at pond-only capacity of 325,000 tons and total

capacity of 550,000 tons with supplemental MOP. MOP price assumed is $280/ton.

K E Y I N V E S T M E N T A R E A S

Safety and Environmental

• Electrical stations

• New boiler – first ultra-low NOx boiler installed in Utah

• Low NOx dryer

Reliability and Efficiency

• New harvest feed system

• Refurbished thickeners

• Upsized crystallizer with quadruple the residence time

Expansion

• Upsized crystallizer enables increased production

• Expanded compaction facility

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P R O S P E R I T Y T H R O U G H I N V E S T M E N T

DENISE HUBBARD

VP OPERATIONS, OGDEN

O P E R AT I O N A L O V E RV I E W

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S A F E T Y M I N U T E – E L E VAT I N G S A F E T Y

AT O G D E N

• Managing risks and improving safety

performance

- “Top Nine” safety audits

- Health and safety management

system implemented

- Corporate-wide ‘Hearts and Minds’ safety

training and management program

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Compass Minerals Top Nine Risks

T H R E E M I N E R A L S H A RV E S T E D F R O M

O N E A S S E T

Salt

• Solar-evaporated salt,

both bulk and packaged

• Deicing, water

softening, animal

nutrition, pool

• Marketed through salt

business throughout

North America

Sulfate of Potash

• Premium chloride-free

potassium fertilizer for

high-value crops

• Marketed by plant

nutrition business

throughout North

America as

Protassium+ and

Protassium+ Organic

Magnesium Chloride

• Premium deicing product

for highway, commercial

and residential use

• Dust control

• Fertilizer for chloride-

deficient soils

• Marketed by both the

salt and plant nutrition

businesses

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O P E R AT I O N S AT

T H E G R E AT S A LT L A K E

Behren’s

Trench Plants

West Ponds

East Ponds

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P R O C E S S B E G I N S AT W E S T P O N D S

• High-salinity brine from the lake’s

northwest arm evaporates for one year

in large solar ponds on west side of lake

• After one year of concentration, the

brine flows along our unique underwater

route, the Behrens’ Trench, to the east

side of the lake

- Travels naturally via gravity

- Travels 21 miles in seven days

• Brine is pumped around Promontory

Point to our east ponds for further

solar evaporation

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P R O C E S S C O N T I N U E S AT E A S T P O N D S

• Concentrated brine evaporates for two

more years, advancing through smaller

ponds as mineral concentrations

increase

• First salt, then potassium minerals,

naturally crystallize on pond floors,

leaving a final brine high in

magnesium chloride

• Minerals are gathered from the ponds,

then processed

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C O L O R O F B R I N E I N D I C AT E S

M I N E R A L C O N C E N T R AT I O N

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O N E S O U R C E ; T H R E E M I N E R A L

P R O D U C T S ; T H R E E P R O C E S S E S

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S A LT P R O C E S S

• Salt harvested from the ponds is either sold for highway deicing or washed

• Washed salt is shipped to chemical customers or fed to the salt plant

• Salt is processed into consumer and industrial products in the plant

- Dry

- Screen

- Crush or compact

• The processed salt is packaged for animal nutrition, deicing, water conditioning, etc.

• Sold in bulk for industrial uses

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S O P P R O C E S S

• Potassium minerals harvested from the ponds are sent to the SOP plant and converted

to schoenite

- Slurry with plant brine and cooled

• Schoenite converted to SOP by adding hot water

• The converted SOP is shipped as is or compacted to make granular SOP

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M A G N E S I U M C H L O R I D E P R O C E S S

• The brine remaining at the end of the solar evaporation process is liquid magnesium chloride

• Used in liquid form as a dust-control product or as a specialty fertilizer

• Liquid magnesium chloride is also desulfated and sold as a specialty liquid highway deicer

• Brine is also fed to the magnesium chloride plant for desulfation, color removal, evaporation

and cooling to crystallize the product

• Crystallized magnesium chloride is crushed, screened and packaged for consumer and

professional deicing use

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D E L I V E R I N G O N C O M M I T M E N T S

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Reliable Asset Management

Engineering Execution

Operational Discipline

Capacity Assurance

Cost

Leadership

• Clear focus on improving cost position

and ensuring we can deliver our products

‘where and when it matters’

- Engineer projects for reliability and ROI

- Operational discipline focused on precision

documentation, training, auditing, and

data validation

- Reliable asset management and capacity

assurance programs to maintain and

increase capacity and reduce repair costs

over time

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