1. Foreman’s Leadership Training Committee Meeting December 2, 2004

2. OUTCOMES 1. Improve safety of operations. 2. To do things right. 3. People that they are leading understands, supports, etc. to do the right thing. 4. Enhance confidence level of supervisor. 5. Consistency. 6. Influence to perform satisfactorily. 7. Miners would want to become leaders. 8. Setting a good example. 9. Promote continuous improvement. 10. Effective control of loss. 11. Making a case for safety (consequences). 12. Facilitate skills /knowledge learned of a new work force. 13. Integrate safety at all levels of management process. 14. Mentor development. 15. Intervene to influence critical behaviors. 16. Few surprises (negative). 17. Communication better what he wants accomplished. 18. Reduce hazardous work practices, environment, and accountability. 19. Source of quality information.

3. OUTCOMES 20. Enable individual and team professional development. 21. How to conduct a good effective safety meeting. 22. Improve personal communications. 23. Develop appreciation of the importance of follow up (accountability). 24. Courage (speaking up, etc.). 25. Limiting personal liability. 26. Determination to achieve. 27. Miners have respect and trust of foreman. 28. Ability to use ideas of others. 29. Enhance productivity. 30. Learn how to plan and organize (first things first). 31. Effective way to measure safety performance (proactive). 32. Effectively manage safety suggestions. 33. Visionary (future thinkers). 34. Be understanding. 35. Effectively discipline unsatisfactory performance. 36. Goal oriented. 37. Improve morale. 38. Importance of commitment of values to an organization.

4. OUTCOMES 39. Recognize and reinforce positive safety behaviors. 40. Benefit to certification process (qualify). 41. Develop a “pool” of foreman. 42. Safety policies and procedures support. 43. Cooperation between stakeholders in the process (with enforcement). 44. Respectability.

5. LEADERSHIP QUALITIES 1. Good listener. 2. Understand first-before he/she can be understood. 3. Won’t compromise core values. 4. Good knowledge of policies, rules, regs. 5. Good communicator. 6. Goal oriented. 7. Vision (know what you’re doing). 8. Integrity (always take “high road”). 9. Courage (stand up to destructive people). 10. Respect for others. 11. See safety as a “core value”. 12. Love people – manage equipment and supplies. 13. Desire to run right – positive attitude. 14. Exhibit leadership – show you’re a leader. 15. Set good example. 16. Be a good instructor. 17. Be creative. 18. Trusting (of others). 19. Give energy (never take it). 20. Loyalty (benefit of doubt). 21. Motivator – capable of empowering. 22. Accept change.

6. LEADERSHIP QUALITIES 23. Self control (calmness in time of crisis). 24. Experience. 25. Versatility (mother, father, etc.) 26. Delegator. 27. Sense problems (people, conditions, equip) recognize problems. Unconscious competence. 28. Change agent (influence changes). 29. Decisive (confront). 30. Accountability skills. 31. Apply “only there to help” work within constraints. 32. Concentrate on things they can control. 33. Value self-development (timeliness/others). 34. What is expected. 35. Motivate towards continuous improvement. 36. Morale builder. 37. Follow-up (positive methods to get it to happen). 38. Have a plan. 39. Resilient. 40. Let people have “fun”. 41. Importance of being your brothers keeper.

7. LEADERSHIP QUALITIES 42. Allocate and supply resources. 43. Manage safety by observing, etc. “Walking around” positive reinforcement. 44. Recognize barriers to the work process and remove them. 45. Level with people about their performance. 46. Jack of all trades - have knowledge – well rounded. 47. Credibility. 48. Team player – be a part of the solution. 49. Humility (ask management for help, admit being wrong). 50. Risk assessment skills. 51. Value of positive feedback and recognition. 52. Build a cooperative relationship with other people. 53. Mentoring. 54. Be able to anticipate what’s going to happen. 55. Limitations/expectations. 56. Put yourself in other positions (do unto others…). 57. Treat others “like they want to be treated”. 58. Accepts responsibility and accountability. 59. Accepts risks.

8. Tools for Managers Plan (Planning) Assign (Organizing) Follow Up (Leading) Report (Controlling) MaintenanceSafetyQualityProductionCost

9. How do we implement? (develop, deliver, market, follow-up, etc.) Development –Time (suggestions) 3 parts (in phases) – “hands on” –Taught Academy Remote Location (Regionally) Pilot class to evaluate (General Manager, foreman – participation) Count toward continuing education (if required) Train the Trainer Team teach (Train – Federal/State/Industry) –Small Mines Count towards 8 hours DEVELOPMENT TEAM –MSHA Coordinator (Casto/Forte) –Ken Perdue –Alliance - ? –State of WV, KY –Jim Walters Resources - ?

10. How do we implement? (develop, deliver, market, follow-up, etc.) What issues do we expect to encounter during implementation? How can we overcome these obstacles?