Mark Coombs worked as a leader at ISP Minerals and Holcim from 2006 to 2010. During this time period, he achieved several safety and operational accomplishments including over 6 years without a lost time accident across 500,000 hours of work. Specifically at ISP Minerals, he achieved 600 days without a reportable injury and improved mill production rates, electrical energy costs, and housekeeping scores.

1. Work Summary 2006 through 2010
Mark Coombs
December 2010

2. Safety First!
• >6 years without a lost time accident during my most recent
leadership positions at ISP Minerals and Holcim
• Approximately 500K hours without a lost time accident
• Achieved 600 days without a reportable injury at ISP and >
than 1 year at Holcim
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Chicago Results

3. Accomplishments
 2010
 >2 years without a lost time accident at ISP Minerals
 Achieved 600 days without a reportable injury
 >3 years without a justified customer complaint
 Zero environmental NOVs
 >15% improvement in overall housekeeping score across all plant areas in 2010
 $2.3 million improvement in operating income on revenue of $30 million
 Achieved 30% improvement and sustained mill production rate above budget and stretch for
Q3/Q4 2010 though continued significant reductions in mill process interruptions
 Sustained savings in specific electrical energy costs ($400K versus ‘08) by beating specific
electrical energy consumption by up to 5 kwh/t in Q3/Q4 and effectively managing the
curtailment and off peak operational strategy developed in 2009
 Engaged the entire plant management team in goal setting and determining plant lead
indicators for 2010
 Coordinated a leadership and personal ownership event (incl. shop floor), that resulted in a
>40% improvement in net promoter score in the areas of workplace and safety excellence
 Zero bargaining unit grievances were taken to arbitration in 2010
 2009
 >1 year without a lost time accident
 Zero environmental NOVs
 Zero justified customer complaints for 2 years
 Improved overall housekeeping score across all plant areas by >20% in 2010
 >40% overall reduction in 52 week rolling process interruptions
 > $900K favorable versus budget flexed to lower volumes
 Negotiated and implemented a power cost savings strategies including a curtailment rider
and off peak operation leading >$200K savings in Q4
 Zero bargaining unit grievances taken to arbitration in 2009
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Chicago Results

4. Accomplishments
 2006
 Two year no lost time accidents
 Fixed costs under budget by $1.047 million
 Capital projects under budget by $258k
 Maintenance $707K under budget
 Production record for the plant
 Beat net availability stretch target – 89.2%
 Zero environmental NOVs
 2007
 Three years without a lost time accident
 Record production volume for the plant
 Zero environmental NOVs
 Finished capital projects >5% under budget, ahead of schedule
 Record net overall equipment efficiency 82.5% for the plant
 7.2% lower than budget on production costs
 33% improvement in housekeeping scorecard, 5S implementation
 2008
 Four years without a lost time accident
 Zero environmental NOVs
 Quality coefficient of variation 4.6%
 World class net equipment efficiency of >85%
 Total cost reduction of $773K (variable and fixed)
 Record mean time between failure for the plant -110 hrs
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Chicago Results

5. Variable Costs versus Budget (USD / ton)
4
2
0
-2 2005
2006
-4
2007
-6 2008
-8 2009
-10
-12
2005 2006 2007 2008 2009
2009 cost savings are all reflected in total dollars in fixed costs
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Chicago Results

6. Fixed Costs versus Budget (K USD)
800
600
400
200
2005
0
2006
-200
2007
-400
2008
-600
2009
-800
-1000
-1200
2005 2006 2007 2008 2009
2009 favorable compared to budget flexed
to lower volumes at ISP
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Chicago Results

7. Kremlin Mill Tons/Scheduled Hour and OEE
100
90
tons/sched hour & OEE 80
70
60
50
40
30
20
10
0
n
ov
ar
p
ay
l
Ju
Ja
Se
M
M
N
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8. Percentage
01
-2
0
20
40
60
80
100
120
140
13 004
-2
21 004
-2
29 004
-2
37 004
-2
45 004
-2
53 004
-2
OEE (Net)
08 004
-2
16 005
-2
24 005
-2
32 005
-2
40 005
-2
48 005
-2
Target OEE (Net)
05 005
-2
13 006
-2
21 006
-2
29 006
Chicago Results
-2
37 006
Week
-2
45 006
-2
01 006
-2
12 007
-2
20 007
13 per. Mov. Avg. (OEE (Net))
-2
28 007
CHIC Net Overall Equipment Efficiency by Week
-2
36 007
-2
44 007
-2
52 007
-2
13 007
-2
22 008
-2
30 008
-2
38 008
-2
52 per. Mov. Avg. (OEE (Net))
46 008
-2
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8
8

9. Percentage
01
-2
20
40
60
80
0
100
120
09 004
-2
17 004
-2
25 004
-2
33 004
-2
41 004
-2
49 004
-2
04 004
-2
12 005
-2
20 005
-2
28 005
-2
36 005
-2
44 005
-2
Availability Index (Net)
52 005
-2
08 005
-2
16 006
-2
24 006
-2
32 006
Chicago Results
13 per. Mov. Avg. (Availability Index (Net))
-2
40 006
Week
-2
48 006
-2
04 006
-2
12 007
-2
CHIC Net Availability Index by Week
20 007
-2
28 007
-2
36 007
-2
44 007
-2
52 007
Target-Availability Index (Net)
-2
08 007
-2
16 008
-2
24 008
52 per. Mov. Avg. (Availability Index (Net))
-2
32 008
-2
40 008
-2
48 008
-2
12/18/2008
00
9
8

10. Percentage
01
-2
100
120
140
0
20
40
60
80
13 004
-2
21 004
-2
29 004
-2
37 004
-2
45 004
-2
53 004
-2
09 004
-2
17 005
-2
25 005
-2
33 005
-2
41 005
Production Rate Index
-2
49 005
-2
06 005
-2
14 006
-2
22 006
-2
Chicago Results
13 per. Mov. Avg. (Production Rate Index)
30 006
-2
Week
38 006
-2
46 006
-2
04 006
-2
15 007
CHIC Production Rate Index by Week
-2
23 007
-2
31 007
-2
39 007
-2
47 007
-2
Target-Production Rate Index
04 007
-2
18 008
-2
26 008
-2
52 per. Mov. Avg. (Production Rate Index)
34 008
-2
42 008
-2
00
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11. Results
 Ownership – people make the difference
 Customer’s First – listening to customers and providing
quality products and solutions on time
 Innovation – manage commodity contracts and hours
of operation to maximize savings, focus on
debottlenecking
 Execution – track failures and downtime in each
functional area and determine root cause on items
identified in Pareto charts
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Chicago Results

12. 2006 through 2008
 Annual Review History
 Performance – “exceeds expectations” for three years.
- 2006 – Mark has made significant improvement in his leadership style
and communication skills. This amongst other factors definitely has
contributed to the improvement in Skyway’s performance. The plant
showed a good performance in 2006 and established a new all time
production record.
- 2007 – Very strong performance in 2007…Mark has done an excellent
job of pulling the team together and … wouldn’t have been possible
without Mark leading the effort. Mark..you can look back on a very
successful year which wouldn’t have happened without your
leadership.
- 2008 – A very strong performance where most objectives have been
either met or exceeded. Net overall equipment efficiency of 85% with
a mean time between failure of 110 hours is a great achievement …
You can be proud of 2008’s results. Thank you for your continued
effort and commitment.
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Chicago Results