2013 ANNUAL REPORT METALLURGICAL COAL 2013 HIGHLIGHTS Walter Energy is a leading, publicly traded “pure-play” metallurgical coal producer for the global steel industry with strategic access to high-growth steel markets in Asia, South America and Europe. The company also produces thermal coal, anthracite, metallurgical coke and coal bed methane gas. SUMMARY STATISTICS (U.S. Dollars) Revenue: $1.9 Billion Adjusted Net Loss(1): ($210.8) Million Adjusted Net Loss Per Share(1): ($3.37) Adjusted EBITDA(2): $149.2 Million Metallurgical Coal (Met) Sales: 10.9 Million Metric Tons (MMT) Thermal Coal Sales: 1.7 MMT Employees: 3,600 REVENUE ADJUSTED EBITDA(1) MET PRODUCTION ($ IN BILLIONS) ($ IN MILLIONS) (MMT) 3.0 900 $822 – $2.6 14 $2.4 – 2.5 12 11.5 11.6 – – $1.9 2.0 600 10 8.7 – – 8 1.5 $412 – – 6 1.0 300 4 – – $149 0.5 2 – – 0 0 0 2011 2012 2013 2011 2012 2013 2011 2012 2013 MET CASH COST OF MET CASH COST SG&A EXPENSE CAPEX PRODUCTION OF SALES ($ IN MILLIONS) ($ IN MILLIONS) ($ PER METRIC TON) ($ PER METRIC TON) 125 150 180 500 $135 $166 $437 $101 $125 100 $95 125 400 $392 $116 135 $133 $78 100 75 $100 300 75 90 50 200 50 $154 45 25 25 100 0 0 0 0 2011 2012 2013 2011 2012 2013 2011 2012 2013 2011 2012 2013 (1) Defi ned and reconciled on page A-4 of this document. (2)Defi ned and reconciled on page 84 in the 2013 Form 10-K Dear Fellow Shareholders: Our principal management objective during 2013 was to concentrate on operational excellence in order to mitigate the impact of poor market conditions for metallurgical coal. Our results reflect that effort. Costs were lower, production was higher, and sales were stronger. Safety performance also improved, and we did all this in the face of a very difficult market for coal producers. We believe that in order to succeed during a difficult period in the business cycle, we must first manage well those aspects of the business that are within our power to control. We concentrated on improving the cost structure for every mine to ensure each could be a cash contributor in the current environment. We controlled production, curtailing unprofitable operations while increasing production from mines with higher value products and better cost structures. And we built on our strong relationships with existing customers to increase our sales of metallurgical coal. We also aggressively managed the near-term financial and administrative aspects of our business. We improved our debt maturity profile and enhanced our liquidity position. At year end, we had total liquidity of $587 million, including cash and cash equivalents of $261 million plus $326 million available under our revolving credit facility. In addition, we made significant reductions in administrative cost, reducing year-over-year costs to $100 million, an improvement of 25 percent. We will continue to focus on this area and expect our annual run-rate for SG&A expense to be $80 million going forward. Retaining a Long-Term Focus These results should not suggest, however, that we lost sight of longer term challenges or opportunities. The global steel market we serve historically has been a cyclical one. During the cyclical lows of this market, Walter Energy concentrated on near-term issues in order to address the limitations that external market factors often create. But we also prepared for the next upward swing in the cycle and its potential opportunities by ‘right sizing’ our production assets and carefully managing capital to maximize the value of each dollar we spent. For example, we haven’t hesitated to curtail operations at met mines where the cost structure couldn’t meet our objective of being cash positive at the bottom of the cycle, or where inventories had grown to unsatisfactory levels. We curtailed production at our Willow Creek Mine in Canada, and plan to continue this status until the pricing environment improves. Despite curtailing production at several mines in 2013, we grew met coal production overall through productivity improvements. We have carefully allocated capital to continue to grow our key met mines so they will remain cost-competitive and ready to expand production coincident with the anticipated improvement in the business cycle. And in the case of curtailed mines such as Willow, we have taken steps to ensure that we can return quickly to production if market conditions warrant. We estimate that we could increase met coal production from our current 11 to 12 million tons per year to nearly 15 million tons per year by increasing production at existing mines. We also have continued our strategic planning process for several key metallurgical mine projects. We estimate that our Blue Creek Energy and our Belcourt-Saxon metallurgical projects could give us an additional eight million tons of high quality met coal production capacity annually over the next ten years if we determine the investments are warranted. Operations Highlights There are several specific highlights from across our operations that are worth drawing to your attention. Mine No. 4 in Alabama has transitioned to longer and wider longwall panels. By mining larger blocks of coal, the longwall shearer stays in the coal longer, reducing the number of times during the year equipment must be moved to a new block. This drives higher volumes and lower per ton costs. Our Mine No. 7 in Alabama also had outstanding results for the year, posting a 13 percent increase in production while driving down production costs eight percent. We depleted reserves and ceased production at our North River thermal mine in Alabama as planned. Ordinarily, closing a mine would not be considered a highlight. However, it’s worth noting that despite the work at North River coming to an end, our employees remained focused and did all the required reclamation work without a lost-time accident. In addition, we were able to redeploy these experienced employees elsewhere in our Alabama operations, keeping these skilled people within the Walter Energy family. Our Brazion operations in Canada and our Maple operation in West Virginia both improved costs in 2013. Our Falling Creek Connector Road project, for example, linked the Brule Mine to the Willow Creek Mine where Brule’s coal is processed and loaded at the rail load-out facility. The new road allowed us to increase our hauling capacity per truck and reduced the hauling distance as compared to the previous route from just over 62 miles down to 37 miles. We then ‘right-sized’ production to match the lower cost transportation we now have. These changes, coupled with our transition to owner-operated status at Brule in 2012, positively impacted their results last year. Our coke and gas businesses continued to perform well. Walter Coke produces metallurgical coke for furnace and foundry applications. Furnace coke is sold to the domestic and international steel industry for producing steel in blast furnaces. Foundry coke is marketed to ductile iron pipe plants and foundries producing castings, such as for the automotive and agricultural equipment industries. The plant utilizes up to 120 coke ovens with a capacity to produce nearly 400,000 tons of metallurgical coke annually and is the second largest merchant foundry coke producer in the United States. Our natural gas business represents one of the most extensive and comprehensive commercial programs for coal seam degasification in the country. In 2013,we produced approximately 12.1 billion cubic feet of gas from more than 1,725 wells. In addition, by extracting the gas from coal seams that we mine, we significantly enhance the safety of mining operations by reducing the amount of gas liberated from the coal during actual mining. Finally, we continued to make progress on safety. Our total injuries were down 27 percent for the year, a significant improvement for which our operations people deserve a lot of credit. Creating a culture where safety is the highest value doesn’t happen unless everyone embraces the commitment toward safety. Several of our Alabama mine rescue teams won both team and individual national awards – a recognition of their professional excellence. And our Brule mine operated an entire year without a reportable incident. Unfortunately, we had one employee fatality last year. Safety performance is about more than statistics. Unless our recordable accidents and injuries numbers are zero, it means people are still getting hurt. We ask employees to look beyond the statistics and remember that those numbers represent real people…people they know and work beside every day. A-2 A-3 Looking Ahead The first half of 2014 is likely to remain a challenging period. Global supplies of met coal grew in 2013, but supply growth is expected to slow as mines that ramped up in the past two years reach capacity and as producers limit capital spending in response to low prices. In the meantime, we will continue to respond to the weak global forecast for met coal pricing by closely matching production to the market and by restricting spending across the company. Global steel consumption is projected to increase approximately 3% in 2014 from 2013, driven largely by the China market which accounts for 45-50% of global steel demand. Although China is not directly an important market for us, it is typically the primary unknown variable in the global demand equation. If these forecasts are realized, we expect global demand for metallurgical coal to grow by more than 30 million metric tons. Moreover, we believe the long-term demand for metallurgical coal in our markets will be strong. Projections indicate that global steelmaking will require increasing amounts of higher quality metallurgical coal and we are managing our production portfolio accordingly.