1. When it comes to best practices in safety, there are
those who would say, ‘Just Do It’… and there are
those who would say… ‘Do It Better.’
The latter is the case for talented teams at Peabody’s
Viking and Francisco mines in Indiana, dual honorees as
Peabody President’s Award winners for best-in-company
results in 2007. Both mines have earned the distinction in
prior years, too.
Viking completed 2007 with zero reportable incidents,
compared to the 2007 U.S. surface mine incident rate of
2.11 incidents. All told, the team celebrated more than four
consecutive years and 1.3 million hours without a single
reportable incident this March. Viking is located in Daviess
County and last year produced 1.7 million tons of coal.
The Francisco team literally halved their incident rate
every year for three consecutive years, winding up 2007
with a record 1.09 incident rate per 200,000 employee hours.
That’s the best underground safety record in Peabody’s
125-year history and represents results that are 84 percent
better than the U.S. peer average this past year. Francisco is
located in Gibson County and last year shipped approximately
900,000 tons of coal.
Results like these
explain why Peabody has
delivered the three safest
years in its history and is
on track for another record
year with a first quarter
U.S. incident rate of 1.50
per 200,000 hours worked,
also an all-time record.
With solid safety
performance comes
compulsory questions:
how do we keep our
practices best; how do we keep our solutions creative; and
how do we consistently find ways to do it better?
“We’re seeing a step change in culture where we first
think through safety in every situation whether we’re on site
or off,” says Matt Ubelhor, Operations Manager for the Viking
and Miller Creek mines.
IN THIS ISSUE
Rawhide Makes
Clean Sweep
P3 Boosts
Performance
4
Cooperation in
Tavan Tolgoi
Peabody Seeks
Mongolian Partners
13A Company
125 Years Strong
Peabody’s Legacy
of Growth
6
Australia Becomes
Mo Man’s Land
Peabody Fundraises
for Charity
15
Peabody Invests
in GreatPoint
Partners Advance
Btu Conversion
16
A N ew s le tte r fo r P e a b o d y E n e rg y E mp lo y e e s a n d Sta ke h o lde rs Special Edition Spring 2008
Australia Becomes
125
CELEBRATING
YEARS
Special Edition
C
T
P
M
A Company
125 Years Strong
This past year was among the three safest in Peabody’s
125-year history, and the company continues to make new
records, achieving its best ever U.S. safety results in the
first quarter of 2008.
Case in point: When first shift employees at Viking saw
early morning joggers taking a run in the dark, they handed
out reflective safety vests, according to Matt. After
employees realized that early morning hunters might get
a little too close to active mining areas, one enterprising
employee posted reflective flags every 150 feet around the
pit. And because hand injuries could not be tolerated, a
ring policy was put in place, doing away with a potential
hazard, and in the case of Viking, eliminating those accidents.
At Francisco, the mantra is much the same: “Every day’s
a new day when it comes to safety,” says Joe Faulk, an
underground equipment operator. He notes that Francisco has
a youthful workforce, and there has been a significant focus
transferring a tradition of best practices to new employees.
That’s especially important as the mine ramps up with a new
unit, set to double its production this year.
“Attitude and awareness are also key,” says Tommy
Alvey Jr., a Francisco equipment operator. “We’ve really
stepped it up, we’re proud of what we do, and there is a
big difference in results.”
Best practices in safety continue to earn honors
for Peabody operations around the world. This past year,
the Farmersburg Mine in Indiana earned Sentinels of
Leisure&Hospitality
Wholesale
Utilities
Retail
CoalMining
Education&HealthServices
Agriculture/Forestry/Fishing/Hunting
Construction
Manufacturing
Transportation&Warehousing
4.64
1.50
Peabody1Q‘08
BTU’S SAFETY RESULTS BETTER THAN MAJOR INDUSTRIES
U.S. Accidents Per 200,000 Worker Hours
Source: Peabody March 31, 2008 data; U.S. Department of Labor Occupational Safety
and Health Administration, 2006 data;
Mine Safety and Health Administration, 2007 data.
‘Do It Better’… President’s Award Winners Drive Big Results
Safety recognition from the U.S. Department of Labor for
operating the safest large surface mine in the United States.
The company’s Lee Ranch Mine in New Mexico also
earned dual statewide recognition for safety, and the
Governor of Wyoming and state mine inspector each
recognized the North Antelope Rochelle Mine as the safest
in the state. In Australia, Peabody’s operations improved
their 2007 lost-time accident rate by more than half,
including the contribution of new mines.
Management continues accelerating efforts to improve
safety, focusing on strengthened communications, reinforcing
safe behaviors and addressing the root causes of accidents.
During the last year, Peabody trained mine supervisors and
safety teams to analyze the factors that contribute to unsafe
conditions and behaviors.
The company has structured measurement systems
and incentive packages to identify and reward leaders who
consistently demonstrate actions that lead to safety results.
Involving more hourly employees in the safety observation
process will also assure heightened focus in 2008. For
example, the company is rolling out SLAM...“Stop, Look,
Analyze, Manage”... a step-by-step risk assessment process
to help every employee take action to prevent accidents.
“SLAM is about looking at what’s going on around you,
assessing the risks and analyzing how to mitigate them
before you start a job,” says Dave Beerbower, Vice President
of Safety, who recalls discussing SLAM with two mechanics
at an Indiana mine. “We asked them what they did to prepare
for a particular job, and right away they said, ‘We SLAMmed
this project.’ They considered all the safety controls, down
to preventing the bolts they were cutting off from falling into
the floor below. That level of attention to detail will continue
to improve our performance.”
Such collaboration is critical to sustaining safety gains,
according to John Dever, Underground Superintendent at
Francisco Mine: “Around here, it’s understood that we are
accountable to help ensure that everyone returns safely to
our family and friends every day.”
But perhaps Steve Huff, a 12-year veteran equipment
operator at Viking, says it best: “We work together to be the
best we can be,” says Steve. “There’s no ‘I’ in team.”
Francisco Mine in Indiana achieved a new safety record among
Peabody’s underground operations. Francisco and Viking Mine in
Indiana earned Peabody President’s Awards for safety this year.
900
exp
deliv
yea
on t
yea
U.S
per
l
Sandra Van Trease
on Wellness
Taking Charge
of Your Health
2
Peabody’s new SLAM...
“Stop, Look, Analyze, Manage”...
program helps employees knock
out risks by assessing and
addressing them in teams.
3. Conveyor Special Edition 2008|3Conveyor
Low-cost electricity is good for you. Just ask
Frank Clemente and Roger Bezdek. The pair of
highly regarded economists and Ph.D.s have devoted years
to studying the impact of electrification on the economy.
Their conclusion: To fight poverty and
protect the environment, consumers
should use more clean
coal-fueled electricity.
Bezdek, President of
Management Information Services
in Washington, D.C., offers a straight-
forward reason: “Ecowatts.”
Coined by author and economist
Mark P. Mills, the Ecowatts theory is based
on a simple, but powerful, premise: Low-cost,
coal-fueled energy supports economic growth and
promotes more efficient and sustainable technologies.
In other words, producing energy with clean coal
technology transforms ordinary watts of power into
environmentally beneficial “eco” watts.
The proof, says Bezdek, is in the pounds of carbon
dioxide produced by the U.S. economy. America generates
less carbon dioxide per dollar of gross national product
today than it did 30 years ago, according to the U.S. Energy
Information Administration. The Information
Revolution occurred during
the same period, introducing
electronic gadgets that help us
work more productively – from
the personal computer to the
Blackberry.
“The American economy
is far more energy efficient
now than it was three
decades ago,” he says. “And we have electric technologies
to thank. Today we do far more work with less power.”
The savings start at home, says
Bezdek. He points to millions in the
developing world who currently
come home to dinner cooked
over an open fire. Although
such a meal may sound
simple, it’s only 2 percent efficient. If the same
wood was burned in an electric boiler, it could roast
10 to 15 dinners, producing far fewer air emissions
and preventing deforestation.
He cites many other electric technologies that
save energy. Hybrid engines are now transforming
gas-guzzling cars into super-efficient electric appliances.
Telecommuting and e-commerce reduce travel and
increase efficiency. The Federal Reserve transports
far fewer canceled checks from banks thanks to
electronic payments. Radio identification tags now
track shipments from manufacturers to store shelves,
resulting in far less waste. Lasers move ink in printers,
etch metal and even perform surgeries. And these days
far more people send documents by e-mail than post.
The trend toward electrification will only
accelerate in the decades ahead, says
Dr. Frank Clemente, Senior Professor of Social
Science and Energy Policy at Pennsylvania
State University.
“The more low-cost power we use, the
better we get at maximizing every watt,” he
says. “This demand for, and investment in,
technology is only possible when countries
have access to low-cost energy, which is
primarily powered by coal.”
Beyond energy savings,
Clemente says, there is another
major incentive for switching to electric
technologies: human health.
“Why is electricity so important to the
world?” he asks. “It’s about more than playing
Sudoku on your computer or watching your
favorite television show. For the 1.6 billion
people without electricity in the world, electric
power means the difference between light and
darkness, warmth and cold, life-saving medicine
and sickness. Electricity use is closely correlated
with better quality of life… even life itself.”
The United Nations links abundant energy to improving
quality of life. Higher per capita electricity use occurs in nations
that score higher on the organization’s Scale of Human Develop-
ment. And on average an individual’s life span increases 10
years with each tenfold increase in per capita electricity usage,
according to the World Resources Institute. Developing nations
typically seek the lowest cost and most abundant source of
electricity to propel their populations out of poverty, which is
typically coal. Coal is already the world’s fastest-growing fuel,
and coal use is expected to rise more than 70 percent
within the next two decades, according to the
International Energy Information Agency.
For Fred Palmer, Senior Vice President of
Government Relations and an industry veteran,
recent findings on the economic benefits of
coal couldn’t be clearer or more convincing.
Palmer breaks down the scientific
results into a short equation: “Electricity
equals life and, around the world, coal
equals electricity.”
“It’s as simple as that.”
Special Edition 2008|3
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DrDr. FrFranankk ClClememenentete, SeSe
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says. “This demand for
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The savings start a
Bezdek. He points t
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come home t
over an ope
such a me
simple, it’s only 2 percent effici
wood was burned in an electric boi
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and preventing deforestation.
He cites many other electric tech
save energy. Hybrid engines are now t
g p y
protect the environment, con
should use more clean
coal-fueled electricity.
Bezdek, President
Management Informatio
in Washington, D.C., offers
forward reason: “Ecowatts.”
Coined by author and econo
Mark P. Mills, the Ecowatts theory
on a simple, but powerful, premise: L
coal-fueled energy supports economic
promotes more efficient and sustainable t
In other words, producing energy with clea
technology transforms ordinary watts of pow
enenviviroronmnmenentatallllyy bebenenefificicialal “ececo”o wwatattsts.
The proof, says Bezdek, is in the pounds of
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less carbon dioxide per dollar of gross nationa
today than it did 30 years ago, according to th
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on occurred during
Electricity = Life: Clean Coal Makes Every Watt Count
ing
r
tric
and
icine
elated
gy to improving
se occurs in nations
A coal-fueled e-mail uses just a fraction of
the energy of a standard “snail-mail” delivery.
With clean coal initiatives on several continents,
Peabody brings experience and expertise to the GreenGen
partnership, according to Xiaopeng Li, President of China
Huaneng Group: “We are pleased to have Peabody Energy
join GreenGen,” Li said. “Peabody’s participation represents
another important step forward in voluntary global
partnerships to meet long-term energy challenges,
promote a cleaner environment and create technology
solutions to address concerns about climate change.”
Peabody’s participation also comes as the company
expands its presence in the booming Asian marketplace.
Peabody Joins China’s Ultimate Carbon Initiative
continued on page 13
Asite southeast of Beijing will soon give way to
China’s most important climate initiative: a large-
scale commercial, near-zero emissions coal-fueled power
plant with carbon capture and storage.
Dubbed GreenGen, the $1 billion multi-phase project is
a centerpiece of China’s environmental efforts, and Peabody
is the only non-Chinese equity partner. The company joins a
consortium of eight major energy firms led by China Huaneng
Group, one of the top ten power companies in the world
and the largest power generator in China. Other GreenGen
partners include the China Datang Corp., the China Huadian
Corp., the China Guodian Corp.,the China Power Investment
Corp., the Shenhua Group, the China National Coal Group
and the State Development and Investment Corp.
“Peabody is the global leader in clean coal solutions,
and GreenGen is among several flagship initiatives we
are advancing to commercialize clean coal technologies
and address concerns about climate,” says Chairman
and Chief Executive Officer Greg Boyce. “Through a
variety of global partnerships and projects, we’re
moving the world closer to near-zero emissions and
carbon management with each passing day.”
Construction is expected to begin in 2008 in the northern
coastal port city of Tianjin and will proceed in stages. As
early as next year, GreenGen would begin delivering 250
megawatts of electricity to households and businesses using
China’s most abundant energy resource. In later phases,
GreenGen will generate a total of 650 megawatts of clean
electricity generation with hydrogen production, carbon
dioxide storage and polygeneration.
“China, like the United States, prizes coal for energy security,
and both nations are pioneering clean coal models,” says Rick
Navarre, Peabody President and Chief Commercial Officer.
“The world’s growing economies are using coal to fuel
prosperity and a better quality of life. Clean coal technology
continues to drive environmental progress.”
GreenGen will be China’s first integrated gasification
combined cycle (IGCC) facility. This technology gasifies coal,
removing impurities. In later phases, the project will capture
carbon for use in enhanced oil recovery at nearby offshore
fields. Preliminary geological studies indicate Chinese oil
fields and aquifers have several hundred years of carbon
storage potential.
Chairman and Chief Executive Officer Greg Boyce (seated left) and President and Chief Commercial Officer Rick Navarre (standing
left) participate in a GreenGen signing ceremony at the prestigious State Guest House in Beijing, China. They are flanked by U.S. and
Chinese dignitaries, including U.S. Secretary of the Treasury Henry Paulson, Jr. and China’s Vice Premier Wu Yi.
4. P 3 : A C H I E V I N G P E A B O D Y P E A K P E R F O R M A N C E
Rawhide Makes ‘Clean Sweep’ for Continuous Improvement
Peabody Peak Performance – P3 – is our path to
becoming the best energy company in the world. To deliver
best-in-class results, Peabody has launched more than a
dozen transformation, best practice and growth initiatives
under the P3 banner.
The shop at Rawhide Mine is spotless. The floors and
cabinets are spic and span, the work area is tidy, and
parts and tools in an adjoining staging area are organized to
make the most of the maintenance schedule.
All this effort is part of a master plan. Employees
at the Wyoming mine followed “Six S” principles (Sift…
Sort… Shine… Safety… Straighten… Sustain), a
step-by-step process that improved the time mechanics
search for parts and tools by 6 percent and increased
machine availability.
Rawhide’s clean sweep is just one of many processes
introduced by the mine’s Operations Center of Excellence
(COE), a 17-week project team uniting seasoned mine
employees with subject-matter experts from across and
outside the company. Part of the company’s flagship P3
program, the COE has launched 17 ongoing continuous
improvement projects at Rawhide that have reaped
productivity gains and cost-efficiencies estimated at
more than $2 million this past year.
“Peabody has always had continuous improvement
initiatives but never anything quite like the COE, and our
results at Rawhide speak loudly,” says Terry Pettigrew,
Rawhide Operations COE Continuous Improvement
Coordinator. “Our first focus is on learning the processes
to help us improve our business. Meanwhile, we at
Rawhide had a two-fold job: To safely get as many tons
down the rail as possible to meet our customer
commitments and to shift our focus to cost control
and convert gained efficiencies to cost savings. Best
practices from all the COE efforts at the various
mines are helping us meet these challenges.”
Still, best practices are successful because of the
people who implement them, according to Terry: “Every COE
project team was led by a Rawhide employee and included
a technician. These people know how things work and they
have shared that knowledge.”
“Rawhide is the kind of place where people will stick
around after the shift ends just to share what happened with
the next group. People really look out for each other, and
that culture also makes a difference.”
Clear communication counts, too, as COE and
Mindsets, Behaviors and Capabilities team members
Sherry Coleman and Angela Fisk learned when the pair
met with crews to present ideas on shift change and
new communications methods.
Sherry recalls an extremely high engagement level:
“People were saying, ‘Hey, that’s great. Now what about
this,’” she laughs. “The buy-in was fabulous.”
Sherry and Angela also administered training and
introduced a performance management system to help
leaders clearly communicate expectations and hold
employees responsible for results. Six Performance Boards
encourage a culture of accountability and speed the flow
of information. At a glance, a passer-by can find everything
on the boards from safety performance and production
measures to shift schedules and action plans.
Communication is also critical to the COE safety team,
which invested in electronic signage to broadcast safety
messages and introduced a series of best practices,
including a safety observation process and a color-coded
safety index.
“Our Rawhide COE gave us the time and resources to
evaluate the safety process. With the help of the COE Safety
Team we developed systems that will make us a safer
mine,” says Jeff McClaren, Rawhide Safety Analyst and
leader of the Safety Team.
Other areas received equally close attention. For
example, the preparation plant team installed a computer
that speeds the process of getting train car identification
numbers synchronized with the load-out system. In the
past, train load-out operators synchronized scale only after
backing away the entire coal train. Today, a new system
can synchronize the scale after only two train cars reverse
course. A process that once consumed more than two hours
can be complete in as little as 15 minutes, and Rawhide’s
shipping movements improved 65 percent in 2007. Notably,
the solution was pioneered at the Caballo Mine, which
hosted the COE pilot.
The overburden casting process also benefited once
the COE got to work. A project team launched on site
operator training, rethought cast patterns, reallocated
equipment and used electronic detonators. As a
result, the operation maintained effectiveness while
minimizing disturbance.
Says Terry: “As with many projects, the casting and
rail load-out crews at Rawhide already knew much of what
needed to be done. They just needed the extra resources
to push projects past the finish line.”
At the Rawhide Mine in Wyoming, teams from Peabody Peak Performance (P3) and the Operations Center of Excellence launched
17 ongoing continuous improvement projects that resulted in significant productivity improvement and cost savings in the second
half of 2007.
4|Conveyor Special Edition 2008
Productivity
Gains and
Cost-Efficiencies
in the Second
Half of 2007
$2.4 Million
A new computer system enables the Rawhide Mine to swiftly
recalibrate its scale, reducing shipping delays from 2 hours to
as little as 15 minutes.
5. Caballo Mine Celebrates Its 500 Millionth Ton of Production
Peabody Boosts Export Capacity with Coal Terminal Investment
Peabody Fuels the College Dreams of Navajo and Hopi Students
Around the world and back again… That’s how far
500 million tons of coal would stretch end-to-end,
carried by 4 million railcars. Peabody’s Caballo Mine in
the Powder River Basin reached this remarkable production
milestone in April 2008.
A Union Pacific train carried the mine’s 500 millionth
ton by rail to American Electric Power Company’s Cook
Coal Terminal in Illinois for eventual shipment by barge to
Indiana-Michigan Power Company’s Rockport Generating
Station in Rockport, Ind.
Peabody is the largest coal producer in Wyoming’s
Powder River Basin, with 2007 sales of nearly 140 million
tons. During the life of the Caballo Mine, roughly 29,000
Union Pacific and Burlington Northern Santa Fe trains have
been loaded with Caballo’s coal.
Opened in 1978, the Caballo Mine began shipping low
sulfur coal to American Electric Power the
following year. The Rockport Station
receives approximately
2.5 million tons of Caballo’s coal
annually, joining nearly a
dozen coal-based utilities
that use the mine’s
product to deliver
affordable
Peabody is increasing its equity ownership in the
DTA coal terminal to 37.5 percent, boosting the
company’s export capacity at one of the nation’s busiest
coal ports. The terminal, located at Newport News, Va.,
has an annual capacity of 20 million tons of coal.
Peabody’s investment increases the company’s
throughput capacity by approximately 6 to 7 million tons
per year. It’s among several projects Peabody is pursuing
to boost throughput at a time when global demand for
seaborne coal is surging. Net U.S. coal exports are expected
to more than triple between 2006 and 2008, and the
company expects to double its U.S. exports in 2008.
“Peabody is one of the world’s largest coal traders,
and we continue to increase exports to leverage a
strong global pull for our products,” says Stephen Miller,
President, COALTRADE. “Peabody has committed to
energy to millions of households and
businesses throughout the United States.
Last year, Caballo’s 460 employees shipped
31 million tons.
“Caballo’s 500 millionth ton is a significant
accomplishment at a time when energy demand is
reaching record highs,” says Kemal Williamson, Group
Vice President for Western Operations. “My hat’s off
to employees who all worked so hard to make this
happen safely and efficiently.”
To boost export capacity, Peabody has increased its stake in
DTA, one of the busiest coal ports in the United States.
Every Caballo
employee received
a hardhat decal to
commemorate the date
the mine shipped its 500
millionth ton: April 21, 2008.
Caballo employees celebrate the mine’s 500 millionth ton of production, posing before the Union Pacific train that carried coal
to American Electric Power Company’s Cook Coal Terminal. Employees are pictured from left: Shirley Aldridge, Pam Binns,
Tonya Young, Brenda Johnson, Lee McClure, Kathy Egli, Leroy Dike, Audry Rappleyea, Scott Durgin, Donnie Fullenwider,
Jeff Kucera, Dennis Dutcher, Dennis Campbell, Harold Jenkins, Lindy Engle, Roberta DeMott, Quentin Strand,
Richard Harborth, Tim Toth, Barb Chiles, Dave Allison, Sue Kuhrt, Bob Grant, Ben Ortiz, Jim Locke and Larry Reynolds.
The Rockport Station
ximately
of Caballo’s coal
g nearly a
ed utilities
ne’s
er
energ
busines
Last year, C
31 million tons.
“Caballo’s
ed
o
e date
its 500
il 21, 2008.
Caballo employees
to American Ele
Tonya Young
Jeff Kuce
Richa
more export coal shipments in the first three months
of 2008 than it did in the past two years combined.”
DTA combines efficient, high-speed coal handling
with sophisticated sampling and blending systems.
The terminal expects to handle as much as 15 million
tons of export coal in 2008, or roughly double last
year’s throughput.
The investment in DTA follows Peabody’s recent
moves to expand export capacity globally. As a
participant in the Newcastle Coal Infrastructure Group,
the company is adding significant dedicated throughput
in New South Wales, Australia, through a major port
infrastructure project.
Conveyor Special Edition 2008|5
Peabody’s Kayenta Mine is operated through lease
agreements with the Navajo and the Hopi, producing more
than 8 million tons of low sulfur coal annually for shipment
to the Navajo Generating Station near Page, Ariz. Mining on
Arizona’s Black Mesa has injected more than $2.8 billion in
direct economic benefits into Navajo and Hopi
communities through coal royalties, business
payments, taxes, wages, benefits and charitable
contributions since the operations began nearly
40 years ago.
As any cash-starved student will tell you, earning a
scholarship is like winning the lottery. And for
20 years, Peabody has been making dreams come true for
the hard-working students of the Navajo and Hopi tribes
near the company’s Kayenta Mine in Arizona. This spring,
the company presented $356,000 in scholarship funds to
tribal students pursuing college and careers, adding to the
nearly $7 million the company has contributed to date for
Navajo and Hopi education.
“Helping young people pursue higher education has
been a longstanding commitment for Peabody,” says Rob
Hammond, Peabody’s Group Executive for Southwest
Operations. “Our scholarship program in the Southwest has
enabled hundreds of bright students to study at some
of the nation’s most prestigous universities.”
Peabody has a proud tradition of funding
scholarships for hard-working Navajo and
Hopi students.
PEABODY CELEBR
Peabody has been going strong
since its founding in 1883.
What started as a small Chicago-
based retail coal brokerage is
now entering its 38th year of
global industry leadership.
Peabody is the world’s largest
private-sector coal company
and the international leader in
clean coal technologies. Join
Conveyor as we explore our
past and look forward to the
future in the following full-color,
fold-out poster.
6|Conveyor Special Edition 2008
Have a memory to share or a
memento from Peabody’s early days?
Please contact: Meg Gallagher
Corporate Communications
MGallagher@PeabodyEnergy.com
Conveyor Special Edition 2008|11
ATES 125 YEARS Peab
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We salute Team Peabody for breaking new ground: BTU is the first coal company to rank number one in FORTUNE®
Magazine’s list of “America’s Most Admired Companies” for the industry. Our rock solid performance made us
number one in every category: Financial Soundness, Innovation, Long-term Investment, People Management,
Product and Services Quality, Social Responsibility and Use of Corporate Assets. The honor goes to the more than
7,000 employees whose hard work and dedication made this achievement possible.
Thanks BTU... and Rock On.
Peabody Energy Corporation
701 Market Street St. Louis, MO 63101
PeabodyEnergy.com
12|Conveyor Special Edition 2008
6. Caballo Mine Celebrates Its 500 Millionth Ton of Production
Peabody Boosts Export Capacity with Coal Terminal Investment
Peabody Fuels the College Dreams of Navajo and Hopi Students
Around the world and back again… That’s how far
500 million tons of coal would stretch end-to-end,
carried by 4 million railcars. Peabody’s Caballo Mine in
the Powder River Basin reached this remarkable production
milestone in April 2008.
A Union Pacific train carried the mine’s 500 millionth
ton by rail to American Electric Power Company’s Cook
Coal Terminal in Illinois for eventual shipment by barge to
Indiana-Michigan Power Company’s Rockport Generating
Station in Rockport, Ind.
Peabody is the largest coal producer in Wyoming’s
Powder River Basin, with 2007 sales of nearly 140 million
tons. During the life of the Caballo Mine, roughly 29,000
Union Pacific and Burlington Northern Santa Fe trains have
been loaded with Caballo’s coal.
Opened in 1978, the Caballo Mine began shipping low
sulfur coal to American Electric Power the
following year. The Rockport Station
receives approximately
2.5 million tons of Caballo’s coal
annually, joining nearly a
dozen coal-based utilities
that use the mine’s
product to deliver
affordable
Peabody is increasing its equity ownership in the
DTA coal terminal to 37.5 percent, boosting the
company’s export capacity at one of the nation’s busiest
coal ports. The terminal, located at Newport News, Va.,
has an annual capacity of 20 million tons of coal.
Peabody’s investment increases the company’s
throughput capacity by approximately 6 to 7 million tons
per year. It’s among several projects Peabody is pursuing
to boost throughput at a time when global demand for
seaborne coal is surging. Net U.S. coal exports are expected
to more than triple between 2006 and 2008, and the
company expects to double its U.S. exports in 2008.
“Peabody is one of the world’s largest coal traders,
and we continue to increase exports to leverage a
strong global pull for our products,” says Stephen Miller,
President, COALTRADE. “Peabody has committed to
energy to millions of households and
businesses throughout the United States.
Last year, Caballo’s 460 employees shipped
31 million tons.
“Caballo’s 500 millionth ton is a significant
accomplishment at a time when energy demand is
reaching record highs,” says Kemal Williamson, Group
Vice President for Western Operations. “My hat’s off
to employees who all worked so hard to make this
happen safely and efficiently.”
To boost export capacity, Peabody has increased its stake in
DTA, one of the busiest coal ports in the United States.
Every Caballo
employee received
a hardhat decal to
commemorate the date
the mine shipped its 500
millionth ton: April 21, 2008.
Caballo employees celebrate the mine’s 500 millionth ton of production, posing before the Union Pacific train that carried coal
to American Electric Power Company’s Cook Coal Terminal. Employees are pictured from left: Shirley Aldridge, Pam Binns,
Tonya Young, Brenda Johnson, Lee McClure, Kathy Egli, Leroy Dike, Audry Rappleyea, Scott Durgin, Donnie Fullenwider,
Jeff Kucera, Dennis Dutcher, Dennis Campbell, Harold Jenkins, Lindy Engle, Roberta DeMott, Quentin Strand,
Richard Harborth, Tim Toth, Barb Chiles, Dave Allison, Sue Kuhrt, Bob Grant, Ben Ortiz, Jim Locke and Larry Reynolds.
The Rockport Station
ximately
of Caballo’s coal
g nearly a
ed utilities
ne’s
er
energ
busines
Last year, C
31 million tons.
“Caballo’s
ed
o
e date
its 500
il 21, 2008.
Caballo employees
to American Ele
Tonya Young
Jeff Kuce
Richa
more export coal shipments in the first three months
of 2008 than it did in the past two years combined.”
DTA combines efficient, high-speed coal handling
with sophisticated sampling and blending systems.
The terminal expects to handle as much as 15 million
tons of export coal in 2008, or roughly double last
year’s throughput.
The investment in DTA follows Peabody’s recent
moves to expand export capacity globally. As a
participant in the Newcastle Coal Infrastructure Group,
the company is adding significant dedicated throughput
in New South Wales, Australia, through a major port
infrastructure project.
Conveyor Special Edition 2008|5
Peabody’s Kayenta Mine is operated through lease
agreements with the Navajo and the Hopi, producing more
than 8 million tons of low sulfur coal annually for shipment
to the Navajo Generating Station near Page, Ariz. Mining on
Arizona’s Black Mesa has injected more than $2.8 billion in
direct economic benefits into Navajo and Hopi
communities through coal royalties, business
payments, taxes, wages, benefits and charitable
contributions since the operations began nearly
40 years ago.
As any cash-starved student will tell you, earning a
scholarship is like winning the lottery. And for
20 years, Peabody has been making dreams come true for
the hard-working students of the Navajo and Hopi tribes
near the company’s Kayenta Mine in Arizona. This spring,
the company presented $356,000 in scholarship funds to
tribal students pursuing college and careers, adding to the
nearly $7 million the company has contributed to date for
Navajo and Hopi education.
“Helping young people pursue higher education has
been a longstanding commitment for Peabody,” says Rob
Hammond, Peabody’s Group Executive for Southwest
Operations. “Our scholarship program in the Southwest has
enabled hundreds of bright students to study at some
of the nation’s most prestigous universities.”
Peabody has a proud tradition of funding
scholarships for hard-working Navajo and
Hopi students.
PEABODY CELEBR
Peabody has been going strong
since its founding in 1883.
What started as a small Chicago-
based retail coal brokerage is
now entering its 38th year of
global industry leadership.
Peabody is the world’s largest
private-sector coal company
and the international leader in
clean coal technologies. Join
Conveyor as we explore our
past and look forward to the
future in the following full-color,
fold-out poster.
6|Conveyor Special Edition 2008
Have a memory to share or a
memento from Peabody’s early days?
Please contact: Meg Gallagher
Corporate Communications
MGallagher@PeabodyEnergy.com
Conveyor Special Edition 2008|11
ATES 125 YEARS Peab
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We salute Team Peabody for breaking new ground: BTU is the first coal company to rank number one in FORTUNE®
Magazine’s list of “America’s Most Admired Companies” for the industry. Our rock solid performance made us
number one in every category: Financial Soundness, Innovation, Long-term Investment, People Management,
Product and Services Quality, Social Responsibility and Use of Corporate Assets. The honor goes to the more than
7,000 employees whose hard work and dedication made this achievement possible.
Thanks BTU... and Rock On.
Peabody Energy Corporation
701 Market Street St. Louis, MO 63101
PeabodyEnergy.com
12|Conveyor Special Edition 2008
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Francis Stuyvesant Peabody at
age 24 was already ahead of his
time. In 1883, the fresh-faced Yale-
graduate was a messenger carrier at the
Chicago Merchant’s Loan and Trust Bank
when he noticed what would become
a national trend: coal was replacing
wood in city stoves. And the Windy City
wasn’t alone: by 1885, coal surpassed
wood as the most popular energy source
in America.
With just $100 in his pocket, Francis
decided to leave banking behind, create
Peabody, Daniels & Company with a
partner and travel Chicago’s cobbled
streets in a two-mule wagon packed with
high-quality coal.
Francis chose his moment well. Chicago
in the late 19th Century was the beating
heart of American commerce – a boom-
town teeming with industry. And coal was
fueling the city’s growth. As demand grew,
so did business. Within a few years, he
bought out his partner and formed his own
firm: Peabody Coal Company.
Francis sells coal from two-mule wagonto heat Chicago homes and businesses.
Francis S. Peabody founds the
company in 1883.
As the 1920s roared,
Francis’ son,
Stuyvesant “Jack” Peabody,
succeeded his father at the
helm of Peabody Coal Company.
He promptly listed the company on the Chicago
Stock Exchange in 1929. The move raised capital
and further fueled Peabody’s growth.
Under Stuyvesant “Jack”
Peabody’s leadership,
Peabody Coal Company
goes public.
At the turn of the century,
when American industries
were consolidating, coal remained
stubbornly fragmented. In 1905,
nearly 3,500 mining businesses were
operating in the Illinois Basin, or
roughly two companies for every
three mines. Francis realized that
Peabody Coal Company would need
to acquire mines to remain competitive
and purchased mineral rights to
some 40,000 acres of coal-bearing
land around Taylorville, Ill. Peabody
Coal Company soon grew to span
seven states, with mines as far west
as Wyoming.
Peabody expands rapidly, buying
a series of Illinois mines.
Peabody’s Great Heart, Black Arrow and
Deluxe Magestic scatter tags built ardent
brand loyalty during the depths of the Great
Depression as coal companies ramped up coal
production to help win World War II. These
colorful foil or cardboard disks emblazoned with
coal logos were scattered in stoker coal, railcar and truck
shipments to identify Peabody’s finest products. As the
company’s 1949 Annual Report explains: “These sturdy
little messengers…generate confidence between us
and our dealers…and in turn, between them and their
customers who use Peabody stoker coals.”
One of Peabody’s most popular tags was
for “Great Heart” coal, a high-Btu blend
that won over adventurer Admiral Richard Byrd, who
purchased 200 tons to fuel his famed 15,000-mile
expedition to the South Pole in 1939.
&&
Peabody’s Great Heart coal powers Admiral Byrd’s famous 1939Antarctic expedition.
ar and truck
shipments to
company’s
little messe
and our de
customers
One of Pe
for “Grea
that won over advent
purchased 200 tons t
expedition to the Sou
c
ss
c
a
c
From its earliest days, Peabody Coal Company
actively encouraged mine safety training,
forming the first mine rescue team in Southern
Illinois at its DuQuoin Mine. Peabody has
continued this proud legacy into the 21st Century.
The company’s mine rescue teams consistently
achieve the industry’s highest honors, often
undergoing far more rigorous training than
peer teams. In 2007,
employees were
recognized nearly
20 times for safety and
emergency prepared-
ness achievements.
Peabody DuQuoin Mine employees
form the first mine rescue team
in Southern Illinois and go on to
set many records for service.
As World War I engulfed Europe,
President Woodrow Wilson turned
to Peabody Coal Company to help the
nation avert an energy crisis. The President
appointed Francis to chair the National
Defense’s Coal Production Committee,
a group of industry leaders charged with
stabilizing soaring coal prices, which had
tripled to an unheard of $3 per ton from 1915 to 1917. The committee’s
efforts to ramp up production and improve railcar handling enabled the nation
to power an army abroad and the American economy at home.
Hundreds of miles away, a 29-year-old coal salesman named Grant Stauffer
was a rising star at Sinclair Coal, a small wholesaler in Aurora, Mo. By 1917,
Grant purchased the company and just a few years later, entered a partnership
with a former miner named Russell
Kelce. By mid-century, Sinclair Coal
was the third-largest producer in the
United States and poised to play a
pivotal role in Peabody’s future.
American soldiers promote Liberty Loans
to fund World War I by parading through
the streets of Chicago in 1918.
to
n
a
D
a
s
Numerous coal boards such as the Chicago
Coal Board in 1917 power the American
army during World War II. Francis S.
Peabody was selected to lead a national
coal supply effort.
In August 1894, novelist Stephen Crane described
mining in McClure’s Magazine as a “mystic
calling.” These days, the profession of coal mining
is more modern than mystic. Today’s miners use
state-of-the-art modular mining technology and
global positioning satellites rather than carts and
picks, but one constant remains: the black wall of
buried sunshine that pays the bills.
A group of turn-of-the-century coal miners take a moment to
pose for the camera.
By mid-century, Peabody was a major force in the mining industry. The
nation’s eighth-largest coal producer, Peabody operated a host of
underground mines west of the Mississippi River and, in 1949, began listing its
stock on the New York Stock Exchange. Still, sales were slowing as low-cost,
high-volume surface-mined coal had made major inroads in the market. An
opportunity came in 1955 through a merger with Sinclair Coal Company, a mining
conglomerate with more than 1,200 retail and industrial operations and offices
across six Midwestern states. Peabody brought a famous name and access to
capital for investment and expansion.
Sinclair brought highly competitive
Midwestern surface mines. Former miner
Russell Kelce assumed the presidency,
energizing the new company with an
ambitious expansion and modernization
program that continued for 15 years.
After merging with Sinclair Coal
Company in 1955, Peabody gains
highly competitive surface operations
like the mine pictured above.
The modern environmental movement may have begun on the first
Earth Day in 1970, but Peabody had long been greening America
one tree at a time through Operation Green Earth. This innovative
reclamation program embraced a simple, but crucial premise that remains
core to the company’s mission today: by restoring trees and vegetation
and reintroducing fish and wildlife, Peabody can build a sustainable
cycle of life on mined lands. Peabody’s 1954 annual report emphasizes
its early vision for environmental excellence, affirming in one passage
that “coal mining and land conservation go hand in hand,” and
Operation Green Earth is “consistent with the company’s desire to
maintain a proper standard of community citizenship in every area in
which it produces coal.”
During the first decade of the
initiative, Peabody reclaimed nearly
50,000 acres and planted some
25 million trees and 400,000 pounds
of grasses and legumes. Today the
company’s reclamation program
continues to lead the industry,
annually planting more than a
half million trees and reclaiming
thousands of acres.
More than two centuries ago, a band
of shipwreck survivors discovered
Australia’s first recorded coal deposit
at the mouth of the Hunter Valley of
New South Wales. By the 1960s, it
was evident that the continent was full
of rich coalfields.
Australia’s vast mineral wealth
beckoned to Peabody’s growth-oriented
management, and in 1962, the company
constructed Australia’s first major export coal mine in the Kianga-Moura region
of Queensland. To develop the Moura Mine, Peabody forged innovative equity
partnerships with Japanese trading
company Mitsui & Co., Ltd. and
Australian construction giant Thiess
Holdings. Moura produced up to
3.5 million tons of metallurgical and
steam coal per year.
Peabody returned repeatedly to
the Australian market in the decades
to follow, launching its Peabody
Australia Division in 2002 following
the acquisition of the Wilkie Creek Mine
in Queensland’s Surat Basin. Today
the company’s Australian presence
has grown to include 11 operations
in Queensland and New South Wales as well as offices in Brisbane and
Newcastle. With an expanding presence in the world’s largest exporting
nation, Peabody is the fastest-growing coal company in Australia.
Under Gregory H. Boyce’s leadership, Peabody
continues to shatter performance records. The
coal industry veteran joined the company as President
and Chief Operating Officer in 2003, became President
and Chief Executive Officer in January 2006 and was
elected Chairman of the board of directors in October
2007. During Greg’s first five years, income from
Peabody’s continuing operations soared 248 percent;
revenues rose 104 percent; and in 2007, the company
achieved a new industry record for sales volume,
shipping 240 million tons of coal. The company also
marked the three safest years in its history and earned
more than 70 honors for safety, sustainability and
stewardship. Greg also brought a powerful global perspective, having managed Rio Tinto PLC’s
energy portfolio from London. He dramatically expanded Peabody’s international operating
and trading platform and transformed the company into the global leader in clean coal solutions,
with flagship energy and environmental projects in the United States, China and Australia.
Crack open the World Book Encyclopedia, circa 1950, and a fascinating
diagram greets the eye. Before America sent a man to the moon, World Book editors were dreaming big
about more earthly elements: the more than 200,000 ways to use coal. Even more than half a century ago, coal filled
up semis and was transformed into natural gas for wintertime warmth. In 1948, the coke, natural gas and chemical
industries used more than 108 million tons of coal, or 20 percent of that year’s national production.
Fast forward 58 years, and global energy demand is reaching new heights. Coal’s affordability, abundance
and security of supply make it the only fuel capable of closing the gap between rising needs and scarce and
expensive alternatives. And as the global leader in clean coal solutions, Peabody is advancing generation and
Btu Conversion initiatives with near-zero emissions and carbon storage. Through flagship projects such as
GreenGen in China, the COAL21 Fund in Australia and the Vision21 and FutureGen initiatives in the United States,
Peabody is advancing energy security, economic growth and environmental solutions.
Land is life to Native Americans of the Southwest, essential for practicing
religious, cultural and traditional obligations. The Black Mesa has been a
revered homeland to the Hopi and Navajo people for generations. The scenic plateau
of piñon and juniper trees has also been the site of major Peabody operations
since 1970.
Out of respect for the Navajo and Hopi, Peabody committed to reclamation
practices to help preserve their traditional land use and way of life when the company
first entered into a business partnership with the two tribes. Peabody’s mining activities
have brought significant economic benefits, injecting nearly $3 billion directly into the
regional economy and creating hundreds of jobs and tens of millions of dollars in annual
tribal revenue during nearly 40 years of operations.
Long before reclamation activities were required by law, the company also created
a model for sustainable practices on the Mesa that is recognized around the world.
Peabody’s reclamation program currently returns land to a condition that is up to
20 times more productive for
livestock grazing than native
range. The company also
preserves traditional
practices that are core to
Navajo and Hopi culture
through a first-of-its-kind
cultural plant program that
restores plants and herbs
for important medicinal
and ceremonial needs.
he modern environmentat l movement may have begun on the fir
Earth Day in 1970, but Peabody had long been greening Americ
one tree at a time through Operation Green Earth. This innovative
reclamation program embraced a simple, but crucial premise that rem
he modern
U.S.
President Jimmy Carter signed
sweeping legislation for
restoration of mined lands in 1977 that
formalized many of the same innovative
environmental practices that Peabody pio-
neered two decades before. The Surface
Mine Control and Reclamation Act (SMCRA)
was created to “strike a balance between
protection of the environment and the nation’s need for coal.” Through
close cooperation among researchers, industry and regulatory agencies, the
company expanded stewardship programs to restore mined lands to their
‘approximate’ original condition, creating hardy woodlands, pristine wetlands,
productive rangeland and popular recreation areas. In the next 30 years, the
industry delivered nearly 30 billion tons of coal, planted hundreds of millions of trees
and reclaimed more than 2 million acres. Peabody’s reclamation practices are
recognized among the best in the world, typically restoring land to superior condition.
r
fo
en
ne
M
w
protection of the environment
f
e
n
Reclaimed lands at Lynnville Mine
in Indiana are restored to vibrant life,
providing vital wildlife habitat.
Long before reclamation activities are required by law,
the company creates a model for sustainable practices
at Black Mesa.
Peabody’s “Operation Green Earth” initativereclaimed thousands of acres for recreation,farming and wildlife, including this woodedwaterside retreat in Kentucky.
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3.
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Japanese visitors from Peabody
equity partner Mills & Mitsui explore
the Moura Mine.
A shovel expertly removes coal at MouraMine, Peabody’s first internationaloperation and the largest export minein Australia in the 1960s.
As global coal demand accelerated, Peabody made its
Wall Street debut under the ticker symbol BTU in
May 2001, launching one of the most successful initial public
offerings of the year on the New York Stock Exchange. The
public offering created $452 million in proceeds, positioning
the company for growth. As of May 2008, the company’s
market value has increased tenfold from its IPO.
It was the longest coal haul on record… spanning 5 million
miles from John F. Kennedy Space Center at Cape
Canaveral… through the cosmos… and back to earth.
The coal, from Peabody’s North Antelope Rochelle Mine,
took a trek on board U.S. Space Shuttle Discovery in a
hands-on science partnership with the National Aeronautics
and Space Administration in 2001.
The shuttle carried materials for experiments designed
by 300 elementary through high school age students from
eight schools in the St. Louis area. On its return to earth,
a battery of tests were performed on the coal by students
at Parkway Central High School to determine if the extreme
temperatures could manipulate the volume and density of
the coal. Alas, the shuttle delivered no diamonds… only
Peabody coal that is out of this world.
Peabody’s market value increases tenfold afterthe company’s 2001 IPO, making the companyone of the top 10 performing investments inthe S&P (Standard & Poor) 500.
e
a
a
te
t
P
In what must be the longest coal haul on record,
Peabody’s coal rockets into outer space
on board the U.S. Shuttle Discovery as part of
a hands-on science partnership with NASA.
The 1980s marked Peabody’s well-timed transition
to large, efficient surface operations in the
American West. The company recognized increased
demand for low sulfur coal and in 1983 and 1984
opened the North Antelope and Rochelle mines in the
heart of Wyoming’s Powder River Basin. The highly
efficient operations later merged to create the world’s
largest coal mine, annually producing more than
90 million tons of coal from coal seams that can
tower 80 feet.
Following a major entry into the Powder River Basin,
Peabody again demonstrated its mastery of markets,
setting its sights on Appalachia before demand for the
region’s high-quality metallurgical and steam coal surged.
The company purchased Armco’s West Virginia mines
in 1984 for $257 million, forging new contracts with
northeastern utility companies. Three years later, the
company formed its Eastern Associated Coal subsidiary
from Appalachian acquisitions. Peabody relocated its
headquarters to Henderson, Ky.
Peabody expands westward, openingPeabody’s North Antelope and Rochellemines in the early 1980s.
i 1950 d f i ti
Peabody is leading global initiatives toward near-zero emissions
through GreenGen in China, the COAL21 Fund in Australia, and as a
long-standing supporter of the Vision21 coal projects in the United States.
At the 1893 Chicago World’s Fair, Thomas Edison gave Americans their first glimpse
of a miraculous invention: an electric generator that transformed coal into clean, bright light.
By the late 1890s, small coal-fueled generating stations dotted many U.S. cities. Francis also
pioneered the long-term contract, striking an agreement in 1903 to provide a stable, affordable
supply of coal to the electric plants of Chicago. This model is still in use today.
F i Th Edi A i th i fi t li
Electric lights were once novelties, showcased at turn-of-the-century
“electric shows” like the Chicago event pictured above. Peabody’slow-cost coal swiftly brings electric power to consumers.
E
“e
lo
Inventor Thomas Edison helps
bring electricity to the world.
A 1950 drawing depicts
the many uses for coal.
2200111122222200000000000888
stewardship Greg also brought a pow
Greg Boyce’s arrival at Peabody
in 2003 launches a period of record-breaking performance.
Peabody’s championship first aid
team of 1938 from Centertown,
Ky., poses for the camera with
their supplies.
First manufactured in 1911 by Marion
Power Shovel Company of Marion,
Ohio, the rail-mounted and steam-powered
shovel quickly became the workhorse of
surface mining, carving through coalfields
with 1.25-cubic-yard dippers.
The earliest shovels inspired awe in
onlookers, but nothing equalled the impact
of Peabody’s 3850-B shovel. The company
initiated this breakthrough in mining
machinery after a valued customer – the
Tennessee Valley Authority – began building
the Paradise Plant in the late 1950s near Drakesboro in western Kentucky.
Peabody knew that the electric generating station would require enormous
quantities of coal from the company’s neighboring Sinclair Mine. In a bold
move to boost production at Sinclair, the company commissioned Bucyrus-Erie
in 1959 to produce a shovel twice the size of any then in operation. The result
is the 3850-B, then the world’s largest mobile land machine.
Affectionately known as the Big Hog, the shovel was the pride of Sinclair,
towering 90 feet higher than the Statue of Liberty and swinging a 210-foot-long
boom as tall as the deck of the Golden Gate Bridge. The Big Hog was as
productive as it was massive: its 115-cubic-yard bucket is capable of removing
173 tons of material, depositing it 420 feet away and swiveling back within
an unheard of 50 seconds. Such was the shovel’s success that Peabody
installed a sister machine at the River King Mine near Freeburg, Ill., in 1964.
Today the development of the 3850-B is remembered as an unrivaled feat
of engineering and the start of a new era of technological innovation in the
nation’s mining industry.
kesboro in western Kentucky.
A staple of surface mining, the
earliest steam-powered shovels
roll along rail lines.
8. Caballo Mine Celebrates Its 500 Millionth Ton of Production
Peabody Boosts Export Capacity with Coal Terminal Investment
Peabody Fuels the College Dreams of Navajo and Hopi Students
Around the world and back again… That’s how far
500 million tons of coal would stretch end-to-end,
carried by 4 million railcars. Peabody’s Caballo Mine in
the Powder River Basin reached this remarkable production
milestone in April 2008.
A Union Pacific train carried the mine’s 500 millionth
ton by rail to American Electric Power Company’s Cook
Coal Terminal in Illinois for eventual shipment by barge to
Indiana-Michigan Power Company’s Rockport Generating
Station in Rockport, Ind.
Peabody is the largest coal producer in Wyoming’s
Powder River Basin, with 2007 sales of nearly 140 million
tons. During the life of the Caballo Mine, roughly 29,000
Union Pacific and Burlington Northern Santa Fe trains have
been loaded with Caballo’s coal.
Opened in 1978, the Caballo Mine began shipping low
sulfur coal to American Electric Power the
following year. The Rockport Station
receives approximately
2.5 million tons of Caballo’s coal
annually, joining nearly a
dozen coal-based utilities
that use the mine’s
product to deliver
affordable
Peabody is increasing its equity ownership in the
DTA coal terminal to 37.5 percent, boosting the
company’s export capacity at one of the nation’s busiest
coal ports. The terminal, located at Newport News, Va.,
has an annual capacity of 20 million tons of coal.
Peabody’s investment increases the company’s
throughput capacity by approximately 6 to 7 million tons
per year. It’s among several projects Peabody is pursuing
to boost throughput at a time when global demand for
seaborne coal is surging. Net U.S. coal exports are expected
to more than triple between 2006 and 2008, and the
company expects to double its U.S. exports in 2008.
“Peabody is one of the world’s largest coal traders,
and we continue to increase exports to leverage a
strong global pull for our products,” says Stephen Miller,
President, COALTRADE. “Peabody has committed to
energy to millions of households and
businesses throughout the United States.
Last year, Caballo’s 460 employees shipped
31 million tons.
“Caballo’s 500 millionth ton is a significant
accomplishment at a time when energy demand is
reaching record highs,” says Kemal Williamson, Group
Vice President for Western Operations. “My hat’s off
to employees who all worked so hard to make this
happen safely and efficiently.”
To boost export capacity, Peabody has increased its stake in
DTA, one of the busiest coal ports in the United States.
Every Caballo
employee received
a hardhat decal to
commemorate the date
the mine shipped its 500
millionth ton: April 21, 2008.
Caballo employees celebrate the mine’s 500 millionth ton of production, posing before the Union Pacific train that carried coal
to American Electric Power Company’s Cook Coal Terminal. Employees are pictured from left: Shirley Aldridge, Pam Binns,
Tonya Young, Brenda Johnson, Lee McClure, Kathy Egli, Leroy Dike, Audry Rappleyea, Scott Durgin, Donnie Fullenwider,
Jeff Kucera, Dennis Dutcher, Dennis Campbell, Harold Jenkins, Lindy Engle, Roberta DeMott, Quentin Strand,
Richard Harborth, Tim Toth, Barb Chiles, Dave Allison, Sue Kuhrt, Bob Grant, Ben Ortiz, Jim Locke and Larry Reynolds.
The Rockport Station
ximately
of Caballo’s coal
g nearly a
ed utilities
ne’s
er
energ
busines
Last year, C
31 million tons.
“Caballo’s
ed
o
e date
its 500
il 21, 2008.
Caballo employees
to American Ele
Tonya Young
Jeff Kuce
Richa
more export coal shipments in the first three months
of 2008 than it did in the past two years combined.”
DTA combines efficient, high-speed coal handling
with sophisticated sampling and blending systems.
The terminal expects to handle as much as 15 million
tons of export coal in 2008, or roughly double last
year’s throughput.
The investment in DTA follows Peabody’s recent
moves to expand export capacity globally. As a
participant in the Newcastle Coal Infrastructure Group,
the company is adding significant dedicated throughput
in New South Wales, Australia, through a major port
infrastructure project.
Conveyor Special Edition 2008|5
Peabody’s Kayenta Mine is operated through lease
agreements with the Navajo and the Hopi, producing more
than 8 million tons of low sulfur coal annually for shipment
to the Navajo Generating Station near Page, Ariz. Mining on
Arizona’s Black Mesa has injected more than $2.8 billion in
direct economic benefits into Navajo and Hopi
communities through coal royalties, business
payments, taxes, wages, benefits and charitable
contributions since the operations began nearly
40 years ago.
As any cash-starved student will tell you, earning a
scholarship is like winning the lottery. And for
20 years, Peabody has been making dreams come true for
the hard-working students of the Navajo and Hopi tribes
near the company’s Kayenta Mine in Arizona. This spring,
the company presented $356,000 in scholarship funds to
tribal students pursuing college and careers, adding to the
nearly $7 million the company has contributed to date for
Navajo and Hopi education.
“Helping young people pursue higher education has
been a longstanding commitment for Peabody,” says Rob
Hammond, Peabody’s Group Executive for Southwest
Operations. “Our scholarship program in the Southwest has
enabled hundreds of bright students to study at some
of the nation’s most prestigous universities.”
Peabody has a proud tradition of funding
scholarships for hard-working Navajo and
Hopi students.
PEABODY CELEBR
Peabody has been going strong
since its founding in 1883.
What started as a small Chicago-
based retail coal brokerage is
now entering its 38th year of
global industry leadership.
Peabody is the world’s largest
private-sector coal company
and the international leader in
clean coal technologies. Join
Conveyor as we explore our
past and look forward to the
future in the following full-color,
fold-out poster.
6|Conveyor Special Edition 2008
Have a memory to share or a
memento from Peabody’s early days?
Please contact: Meg Gallagher
Corporate Communications
MGallagher@PeabodyEnergy.com
Conveyor Special Edition 2008|11
ATES 125 YEARS Peab
Peab
carried by 4
the Powder
milestone in
A Union
ton by rail to
Coal Termin
Indiana-Mic
Station in Ro
Peabody
Powder Rive
tons. During
Union Pacifi
been loaded
Opened
sulfur coal t
following ye
receives app
2.5 million t
annually, joi
dozen coal-b
that use the
product to d
affordable
eabod
DTA c
company’s
coal ports.
has an annu
Peabody
throughput
per year. It’s
to boost thr
seaborne co
to more tha
company ex
“Peabod
and we con
strong glob
President, C
Every Caballo
employee rec
a hardhat dec
commemorat
the mine ship
millionth ton:
s any
scho
20 years, Pe
the hard-wo
near the com
the company
tribal studen
nearly $7 m
Navajo and
We salute Team Peabody for breaking new ground: BTU is the first coal company to rank number one in FORTUNE®
Magazine’s list of “America’s Most Admired Companies” for the industry. Our rock solid performance made us
number one in every category: Financial Soundness, Innovation, Long-term Investment, People Management,
Product and Services Quality, Social Responsibility and Use of Corporate Assets. The honor goes to the more than
7,000 employees whose hard work and dedication made this achievement possible.
Thanks BTU... and Rock On.
Peabody Energy Corporation
701 Market Street St. Louis, MO 63101
PeabodyEnergy.com
12|Conveyor Special Edition 2008
9. Caballo Mine Celebrates Its 500 Millionth Ton of Production
Peabody Boosts Export Capacity with Coal Terminal Investment
Peabody Fuels the College Dreams of Navajo and Hopi Students
Around the world and back again… That’s how far
500 million tons of coal would stretch end-to-end,
carried by 4 million railcars. Peabody’s Caballo Mine in
the Powder River Basin reached this remarkable production
milestone in April 2008.
A Union Pacific train carried the mine’s 500 millionth
ton by rail to American Electric Power Company’s Cook
Coal Terminal in Illinois for eventual shipment by barge to
Indiana-Michigan Power Company’s Rockport Generating
Station in Rockport, Ind.
Peabody is the largest coal producer in Wyoming’s
Powder River Basin, with 2007 sales of nearly 140 million
tons. During the life of the Caballo Mine, roughly 29,000
Union Pacific and Burlington Northern Santa Fe trains have
been loaded with Caballo’s coal.
Opened in 1978, the Caballo Mine began shipping low
sulfur coal to American Electric Power the
following year. The Rockport Station
receives approximately
2.5 million tons of Caballo’s coal
annually, joining nearly a
dozen coal-based utilities
that use the mine’s
product to deliver
affordable
Peabody is increasing its equity ownership in the
DTA coal terminal to 37.5 percent, boosting the
company’s export capacity at one of the nation’s busiest
coal ports. The terminal, located at Newport News, Va.,
has an annual capacity of 20 million tons of coal.
Peabody’s investment increases the company’s
throughput capacity by approximately 6 to 7 million tons
per year. It’s among several projects Peabody is pursuing
to boost throughput at a time when global demand for
seaborne coal is surging. Net U.S. coal exports are expected
to more than triple between 2006 and 2008, and the
company expects to double its U.S. exports in 2008.
“Peabody is one of the world’s largest coal traders,
and we continue to increase exports to leverage a
strong global pull for our products,” says Stephen Miller,
President, COALTRADE. “Peabody has committed to
energy to millions of households and
businesses throughout the United States.
Last year, Caballo’s 460 employees shipped
31 million tons.
“Caballo’s 500 millionth ton is a significant
accomplishment at a time when energy demand is
reaching record highs,” says Kemal Williamson, Group
Vice President for Western Operations. “My hat’s off
to employees who all worked so hard to make this
happen safely and efficiently.”
To boost export capacity, Peabody has increased its stake in
DTA, one of the busiest coal ports in the United States.
Every Caballo
employee received
a hardhat decal to
commemorate the date
the mine shipped its 500
millionth ton: April 21, 2008.
Caballo employees celebrate the mine’s 500 millionth ton of production, posing before the Union Pacific train that carried coal
to American Electric Power Company’s Cook Coal Terminal. Employees are pictured from left: Shirley Aldridge, Pam Binns,
Tonya Young, Brenda Johnson, Lee McClure, Kathy Egli, Leroy Dike, Audry Rappleyea, Scott Durgin, Donnie Fullenwider,
Jeff Kucera, Dennis Dutcher, Dennis Campbell, Harold Jenkins, Lindy Engle, Roberta DeMott, Quentin Strand,
Richard Harborth, Tim Toth, Barb Chiles, Dave Allison, Sue Kuhrt, Bob Grant, Ben Ortiz, Jim Locke and Larry Reynolds.
The Rockport Station
ximately
of Caballo’s coal
g nearly a
ed utilities
ne’s
er
energ
busines
Last year, C
31 million tons.
“Caballo’s
ed
o
e date
its 500
il 21, 2008.
Caballo employees
to American Ele
Tonya Young
Jeff Kuce
Richa
more export coal shipments in the first three months
of 2008 than it did in the past two years combined.”
DTA combines efficient, high-speed coal handling
with sophisticated sampling and blending systems.
The terminal expects to handle as much as 15 million
tons of export coal in 2008, or roughly double last
year’s throughput.
The investment in DTA follows Peabody’s recent
moves to expand export capacity globally. As a
participant in the Newcastle Coal Infrastructure Group,
the company is adding significant dedicated throughput
in New South Wales, Australia, through a major port
infrastructure project.
Conveyor Special Edition 2008|5
Peabody’s Kayenta Mine is operated through lease
agreements with the Navajo and the Hopi, producing more
than 8 million tons of low sulfur coal annually for shipment
to the Navajo Generating Station near Page, Ariz. Mining on
Arizona’s Black Mesa has injected more than $2.8 billion in
direct economic benefits into Navajo and Hopi
communities through coal royalties, business
payments, taxes, wages, benefits and charitable
contributions since the operations began nearly
40 years ago.
As any cash-starved student will tell you, earning a
scholarship is like winning the lottery. And for
20 years, Peabody has been making dreams come true for
the hard-working students of the Navajo and Hopi tribes
near the company’s Kayenta Mine in Arizona. This spring,
the company presented $356,000 in scholarship funds to
tribal students pursuing college and careers, adding to the
nearly $7 million the company has contributed to date for
Navajo and Hopi education.
“Helping young people pursue higher education has
been a longstanding commitment for Peabody,” says Rob
Hammond, Peabody’s Group Executive for Southwest
Operations. “Our scholarship program in the Southwest has
enabled hundreds of bright students to study at some
of the nation’s most prestigous universities.”
Peabody has a proud tradition of funding
scholarships for hard-working Navajo and
Hopi students.
PEABODY CELEBR
Peabody has been going strong
since its founding in 1883.
What started as a small Chicago-
based retail coal brokerage is
now entering its 38th year of
global industry leadership.
Peabody is the world’s largest
private-sector coal company
and the international leader in
clean coal technologies. Join
Conveyor as we explore our
past and look forward to the
future in the following full-color,
fold-out poster.
6|Conveyor Special Edition 2008
Have a memory to share or a
memento from Peabody’s early days?
Please contact: Meg Gallagher
Corporate Communications
MGallagher@PeabodyEnergy.com
Conveyor Special Edition 2008|11
ATES 125 YEARS Peab
Peab
carried by 4
the Powder
milestone in
A Union
ton by rail to
Coal Termin
Indiana-Mic
Station in Ro
Peabody
Powder Rive
tons. During
Union Pacifi
been loaded
Opened
sulfur coal t
following ye
receives app
2.5 million t
annually, joi
dozen coal-b
that use the
product to d
affordable
eabod
DTA c
company’s
coal ports.
has an annu
Peabody
throughput
per year. It’s
to boost thr
seaborne co
to more tha
company ex
“Peabod
and we con
strong glob
President, C
Every Caballo
employee rec
a hardhat dec
commemorat
the mine ship
millionth ton:
s any
scho
20 years, Pe
the hard-wo
near the com
the company
tribal studen
nearly $7 m
Navajo and
We salute Team Peabody for breaking new ground: BTU is the first coal company to rank number one in FORTUNE®
Magazine’s list of “America’s Most Admired Companies” for the industry. Our rock solid performance made us
number one in every category: Financial Soundness, Innovation, Long-term Investment, People Management,
Product and Services Quality, Social Responsibility and Use of Corporate Assets. The honor goes to the more than
7,000 employees whose hard work and dedication made this achievement possible.
Thanks BTU... and Rock On.
Peabody Energy Corporation
701 Market Street St. Louis, MO 63101
PeabodyEnergy.com
12|Conveyor Special Edition 2008
10. Peabody Seeks to Help Mongolian Deserts Bloom
“
Few camels, fewer people and limitless
opportunity.” That’s how Tayeb Tahir describes
Omnogovi Province in southern Mongolia, home to the
vast coal reserve of Tavan Tolgoi.
The desert plateau was a hot discussion topic
when the President of Peabody China recently met with
Mongolian President Nambaryn Enkhbayar and top
officials in the Mongolian capital city of Ulaanbaatar.
Peabody was granted a rare audience to address how
the company could help the Mongolian people realize
their goal of developing a world-class coal industry.
The Tavan Tolgoi reserve lies beneath a high desert
plateau in a region remarkably similar in topography and
geology to the Powder River Basin in the United States.
The trip is one in a series of exchanges helping to advance
a long-term business partnership.
“Tavan Tolgoi has enormous potential,” says Tayeb.
“We believe metallurgical and thermal coal may be abundant
beneath the Mongolian desert. As a partner, we bring
the advantage of leading safety, mining and stewardship
practices that are recognized around the globe and also
by the Mongolian leadership.”
Sandwiched between Russia and China, this landlocked
nation of open spaces is encouraging more international
investment in a bid to diversify its economy. Mongolian
officials believe development of Tavan Tolgoi’s coal
resources will be key to the nation’s long-term economic
success. They are seeking a consortium of foreign partners
to further this project.
Peabody brings 125 years of expertise as a mining leader
and offers superior safety and operational practices. Within
the past year, Mongolian officials have made two high-
profile visits to observe Peabody’s operations in Wyoming.
And the company has opened an office in Mongolia to
pursue business development opportunities.
“We’re interested in forging a lasting partnership,” says
Cartan Sumner, Director, International Government Relations.
“Peabody will bring strong advantages to any collaboration.
We are a world-class mining company with unique experience
in balancing economic, environmental and cultural goals.”
Peabody’s decades-long experience working
cooperatively with tribal people on Arizona’s Black Mesa
offers a compelling example: The company has earned
international acclaim for its sustainable practices on the
Mesa, many of which represent first-of-a-kind innovations.
Black Mesa is home to the Navajo Nation and Hopi
Tribe, who prize collecting herbs and plants for traditional
and medicinal purposes. Long before laws were established
to require reclamation, Peabody committed to restore tribal
Amar worked with Reclamation Manager for Environmental
Services – West Vern Pfannenstiel to analyze the area’s
conservation and land use needs. The pair found plenty of
parallels between the native peoples of the U.S. Southwest
and the Mongolian steppes.
“The people of Tavan Tolgoi may live about 6,000 miles
from Arizona, but culturally and historically they’re closer to
the Navajo and Hopi experience,” Amar says. “Mongolia is the
birthplace of Genghis Khan and the origin of one of the great
empires and cultures in world history.
“It is also a place where people are closely tied to the land
and steeped in century-old traditions that they understandably
want to preserve. Peabody can help Mongolians advance their
economy and sustain their heritage.”
Mongolian officials observe Peabody employees at the North Antelope Rochelle Mine’s state-of-the-art dispatching center.
Peabody organized the visit to demonstrate the company’s mining expertise and commitment to a true partnership.
In May, Peabody China President Tayeb Tahir and representatives
from Peabody Energy met with Mongolian President Nambaryn
Enkhbayar to discuss the development of coal resources in Mongolia.
Conveyor Special Edition 2008|13
rangelands, pioneering what has become a world-renowned
program to restore native plants that have medicinal,
ceremonial and cultural value. Mining in the region creates
hundreds of skilled jobs, tens of millions of dollars in
annual tribal revenue and a legacy of stewardship that
has tremendous value to the local people.
The experience is relevant to the issues facing residents
of Tavan Tolgoi, says Amar Sharkhuu, an engineer at the
Lee Ranch Mine in New Mexico and a native of Mongolia.
China will account for fully 20 percent of the world’s
energy demand by 2030. Galloping economic growth
means that China is likely to overtake the United States
in energy consumption in as little as two years,
according to IEA forecasts.
China’s appetite for low-cost energy is being met with
coal. The nation added more coal-fueled generation this
past year than the entire capacity of the United Kingdom’s
electric grid. At the same time, China has increased capital
investments in coal-to-liquids projects in a bid to reduce
its dependence on foreign oil.
These developments are historic, according to Tayeb
Tahir, President of Peabody China: “China must rely on coal to
power its future growth, but, like nations throughout the world,
China also recognizes a need to balance energy demand with
environmental sustainability.
“Clean coal technology will enable the world to advance
both energy and environmental needs. GreenGen is real, and
it’s happening now.”
“Peabody is the global leader
in clean coal solutions,
and GreenGen is among
several flagship initiatives we
are advancing to address
concerns about climate”
Greg Boyce
Chairman and Chief Executive Officer
The company has opened a Beijing office and began
coal trading in China last year.
Coal-fueled generation is responsible for nearly
two-thirds of China’s power today, and the
International Energy Agency (IEA) estimates that
Peabody is the only non-Chinese company to participate
in GreenGen, a multi-phase, coal-fueled power plant that seeks
to achieve near-zero emissions and carbon management.
It’s China’s most important climate initiative and scheduled
for groundbreaking this year.
Peabody Joins China’s Ultimate Carbon Initiativecontinued from page 3
“We’re interested in
forging a lasting partnership.
Peabody will bring
strong advantages to any
collaboration.”
Cartan Sumner
Director of International Government Relations
11. Steve Bushart can sum up Peabody’s new, state-of-the-
art Twentymile Preparation Plant in three words: “It’s
the future,” says the Project Manager.
The $22 million project is also ramping up in the
present. To enhance the quality of the coal at the
Twentymile Mine near Hayden, Colo., Steve and the
project team built the largest operating preparation
plant west of the Mississippi River in less than
12 months. The 1,400-ton-per-hour facility was built
on schedule, on budget and without a single lost-time
accident. It will complement an existing, 300-ton-
per-hour preparation plant.
The Twentymile plant arrives at a critical time for one
of America’s largest longwall operations. With a one-million-
ton monthly productivity capacity, Twentymile Mine
is poised to meet record demand for its high-Btu,
steam coal. The mine has just entered export
contracts to supply utilities as far away as
Europe. “The prep plant is a win-win,”
says Steve.
“It gives us greater flexibility to meet customer quality
needs and opens new markets for our product.”
While the average U.S. preparation plant handles 870
tons per hour, the Twentymile plant is capable of processing
nearly two times that amount. The facility partially washes
coal, sending larger material through cyclones and cleaning
circuits. Scalping screens allow fine raw coals to bypass
the washing process. All processed coal less than one inch
in size is mechanically dewatered in centrifuges, and a roll
crusher achieves a 2-inch product.
The plant’s spacious, “low profile” design also features
the latest technology. A remote-controlled, 25-ton overhead
crane travels the length of the plant, enabling employees to
access equipment throughout the plant. Such automation
enhances efficiency and improves safety.
Motors boast visible “disconnects”– or outside switches –
that allow employees to safely and speedily
de-energize equipment on location rather
than at a remote lock-out tag-
out station.
Wash plant operators Travis Johnson (left) and Dave Hahn track
performance at the new Twentymile Preparation Plant.
“Thirty years ago, prep plants had lots of moving
parts to manage,” says Phil Davis, Director of Coal
Preparation Support and Quality Control. “Since then
we’ve opened up the plant floor and moved larger,
more efficient, automated equipment inside. We’re
basically doing more with fewer parts. And it’s paying
off at Twentymile.”
Peabody Goes the Extra Mile for Twentymile Customers
Peabody’s new Twentymile Preparation Plant near Hayden, Colo.,
was built on budget, on schedule and 7,000 feet above sea level.
14|Conveyor Special Edition 2008
Growing, Global and Green: Meet The New BTUcontinued from page 2
Peabody’s London COALTRADE office is part of a growing
international trading platform. The company has tripled its
international activities this past year.
The Governor of Wyoming recognized North Antelope
Rochelle Mine (NARM) as the safest operation in the state.
And in Australia, employees improved their lost-time
accident rate by more than half, due in large part to the
contribution of new mines that joined Peabody through
the Excel acquisition.
Leadership starts with each one of us. As we move
through 2008, I would ask every employee to re-energize your
commitment to safety. Take greater accountability for your
own safety and the safety of your peers. We will continue to
accelerate safety observations, safety audits and risk
assessment programs. Let’s make this year our safest as we
work to achieve the ultimate goal of zero incidents of any kind.
Conveyor: Peabody is advancing a vision of near-zero
emissions through a variety of global clean coal initiatives. We
are a long-time supporter of FutureGen and Vision21 in the
United States; we’re a leader in Australia’s COAL21 Fund; and
we recently became an equity partner in China’s GreenGen
initiative. How do these efforts fit into your vision for greater
use of clean coal to create energy security around the world?
Greg: Fueling the world’s energy needs using clean coal
is central to Peabody’s mission. Our vision is to achieve
near-zero emissions from coal, and we are the global
leader in advancing a number of voluntary initiatives to
commercialize clean coal technologies and address concerns
about climate. Chief among these is GreenGen, a commercial
prototype southeast of Beijing that will generate energy with
near-zero emissions and carbon storage. Peabody is also a
founding member of the COAL21 Fund, a near-zero emissions
technology initiative in Australia that is driving multiple clean
coal demonstration projects. And the company has been
a long-standing supporter of the Vision21 and FutureGen
clean coal and carbon management projects in the United
States. We will continue to advance projects as a partner
and equity participant to achieve our ultimate goals.
Conveyor: Peabody Peak Performance – P3 – is about
achieving best-in-class results at every level. What progress
did we make this past year and how do we continue to grow
and build on our success?
Greg: P3 is about driving down costs and increasing
efficiencies as part of a culture of continuous improvement.
Our focus this past year has been on establishing Centers of
Excellence (COE) to increase productivity and results across
operations, commercial, sourcing, engineering and capital
areas. Each COE uses a team-based approach to achieve new
efficiencies, refine best practices and lower costs.
Often the team implements ideas from mine employees.
For example, an Operations COE at NARM implemented an
employee suggestion to begin parking trucks parallel to each
other during shift change. The move created a half-million
ton-per-year production improvement opportunity. Other best
practices at NARM are realizing a 15 percent improvement
in overburden productivity and 24 percent improvement in
truck hauling capacity. Dozens of productivity initiatives are
expected to result in considerable savings each year,
demonstrating a standard of excellence being implemented
at each operation in the United States and Australia.
We’ve introduced three new Operations COE efforts this
year at the Wambo Complex in Australia, Lee Ranch in
the Southwest and Cottage Grove in the Midwest.
Conveyor: Discuss Peabody’s long-term operating and
joint-venture opportunities in high-growth international markets
such as China, Mongolia and Mozambique.
Greg: China’s double-digit economic growth has forever
changed supply dynamics in our industry.
The Chinese are building the equivalent of two power plants
a week, adding what amounts to the entire United Kingdom
power grid in coal-fueled generation last year alone. Such
growth creates a pull on global markets, with demand from
Beijing reaching south to Australia and as far west as Wyoming.
Peabody’s Beijing team is working with a number
of major partners to pursue coal-related projects and
commercial opportunities in China. We’ve opened a
representative office in neighboring Mongolia, and we
seek to help develop a world-class coal industry in one
of the richest and largest untapped coal reserves in
the world. We’re also working with the government of
Mozambique, Africa, to explore commercial prospects.
And… this is important… even as we grow globally,
our business is built locally. Every day gives us a new
opportunity to earn our reputation for world-class safety,
productivity, stewardship and customer service. That,
beyond anything, opens doors.
Conveyor: As demand from the Pacific Rim
soars, export markets have tightened dramatically.
Describe how Peabody’s trading activities and brokerage
arrangements have evolved to capitalize on this
unprecedented market environment.
Greg: Our markets are becoming more globally
inner-connected than ever before. Peabody has the most
global exports of any U.S.-based company, and we have
tripled our international activities this past year, trading more
than 167 million tons of coal. We also expanded trading in
Australia and the United States, opened an office in China
to broker coal in the world’s fastest growing economy and
started a European trading office to serve our customers in
the most liquid and mature of global trading markets. We
offer customers a one-stop sales, trading and transportation
network, around the clock, around the world.
