5 - Q. How many people do you have here at corporate headquarters? A. Approximately 250 and about 6,000 people worldwide. Q. How many of those at corporate headquarters are professionals? A. Approximately half. Q. Can you continue to make decisions quickly? A. Yes. We will want to clear a lot of things with GE but this is at a very senior level and we get very quick turnaround. Here at Utah we have a very thin organization and in that kind of environment ideas can pop to the top very quickly. The atmosphere is conducive for making decisions quickly. Q. From what you have said, GE's announced intention is to keep Utah relatively autonomous? A. Yes. Mr. Jones has indicated that both at Bel-Air at a meeting of GE management and again in San Francisco at a meeting of senior Utah people soon after the consummation of the merger. (At this point Mr. Kraar reviewed with JTC the members of the Utah board and was particularly interested in the family relationships of the board members who are descendents of the original founders of the company). Q. Mitsubishi Development Pty. Ltd. -- is that a subsidiary of the trading company? A. Yes. Q. Why have there been extra-contractual price increases in coking coal? A. During 1974 & 1975, world prices for coking coal increased very rapidly and there were long-term suppliers who were not delivering coking coal under their long-term contracts but instead were delivering at the higher spot price. We were not playing that game, and were delivering under the terms of our contracts, but the Japanese saw that they had lost the necessary reliability of many of their suppliers. At the same time, the Australian government which has an important stake in this because of foreign exchange and income tax revenues, indicated to both suppliers and purchasers of the coal that they would like to see Australian coking coal exported at prices consistent with the world market price. So to