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>> My name is Jacob Hanchar.

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I work for River Hill Coal Company,
which is a family-held corporation.

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We sell coal internationally
to Brazil, India, China.

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Those are our biggest customers.

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And I manage that from a day-to-day
basis with operations, sales,

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logistics and everything else you can imagine.

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And there are several other responsibilities,
but for the most part, I'm a proud father

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of three, and I have a lovely wife.

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The biggest environmental pressures that a
coal company faces are regulation, both from,

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let's say, a safety standpoint, but
also from an environmental standpoint.

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Those are the biggest pressures coming in
on our industry that we're currently facing.

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If I had a magic wand, that would
be the first thing I would do,

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would make that part of the business easier.

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But it's not getting any easier.

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So rather than running from it, or going and
complaining about it and making the issue worse,

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we're choosing to embrace it with open arms and
say, "Okay, how does this improve our business?

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How do these regulations keep us on the
cutting edge of technology and research?"

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And that's what we're constantly
trying to strive to improve.

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And we figure this will have carryover
eventually, into the international market

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where we can go to China, who's trying

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to improve their safety and
their environmental impact.

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So rather than treating it like it's
a curse, we actually want to try

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to make it a viable business and a part

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that makes us innovative,
versus being behind the curve.

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You wear many different hats in this business.

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I wear a hat from, I have
to deal with logistics.

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That's loading the train, and then
it's going down to Norfolk in Virginia,

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and going up pier six and
being exported with a vessel,

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then going to our customers,
let's say, in Europe.

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And then I have to check with the customers
in Europe to make sure that they're happy.

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So there is logistic in sales.

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It can be anywhere from checking on how
the mine is doing, what the operations --

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what's going on in the operations.

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Really the job, the way I explain
it to people is I just check on it

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to make sure people are doing their job.

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"Okay, hello, are you doing -- okay.

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Good. Okay.

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You're doing your job?

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That's great.

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Okay. You're doing your job?"

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Because typically, when the market is good,
River Hill runs two shifts: like a 6:00 AM shift

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and then the second shift will
start around 3:00, approximately.

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Right now the market's down,
so we're running 50 percent.

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So my hours, I would say, have shrunk, but on a
normal day, it's checking in with various people

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and just checking the numbers,
monitoring every penny, every expense.

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Because we have to be very, very
detail-oriented in order to stay afloat,

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especially in lean times like this.