Coal company wants right to change managers
Judge to decide if state can revoke license if leadership is transferred.
By John J. Moser
The Morning Call
October 1, 2008
A historic Schuylkill County coal company wants a federal judge to stop Pennsylvania from revoking its mining license if it replaces a management team the state imposed because of regulatory violations.
Lehigh Coal and Navigation Co. says the managers who took over two years ago under Coaldale Energy are inept.
The company is scheduled back in federal bankruptcy court today after telling the state Department of Environmental Protection it plans to immediately replace Coaldale with an independent management team.
But DEP has said in court it will revoke Lehigh's mining permit, and Lehigh fears DEP would take its security bonds, if Coaldale is dumped. Lehigh's owners, the Curran family, have said those actions would leave the company unable to operate.
Lehigh last week asked federal Judge John T. Thomas, who is hearing its argument that the current team is ruining the company, to grant an immediate injunction against DEP. The deadline for that passed Monday, but Lehigh also has asked for a permanent injunction.
Thomas has said he will rule quickly, perhaps from the bench today, whether the Coaldale team can be replaced.
The case has exposed the struggles of the largest remaining vestige of the anthracite industry. Founded by coal pioneers Josiah White and Erskine Hazard, Lehigh Coal helped lead the Industrial Revolution and still owns 8,000 acres in Carbon and Schuylkill counties.
The case also is revealing a feud over company control, as members of the Curran family -- some of whom own the company and others who run DEP's management team -- blame each other for financial troubles.
In looking to remove Coaldale Energy, Lehigh Coal owner James J. Curran Jr. would displace his son Sean of Bethlehem, whom Coaldale seated as Lehigh's president and chief executive officer, and daughter Sarah Curran Smith, picked to be vice president of operations.
According to court filings, Lehigh on Sept. 22 told DEP it wants to replace Coaldale with John W. Teitz of Pittsburgh, who has overseen financial restructuring of other coal companies. Lehigh says it's ''in discussions'' to refinance the company, but its lawyer says that requires a new management team.
Coaldale took over running the company in April 2006 after DEP withdrew Lehigh's mining permit, saying the company failed to refill a massive Panther Valley strip mine and didn't post enough bond to ensure the work would be done.
Testimony shows Lehigh hasn't turned a profit since.
James Curran and daughter Caitlin Curran Hatch, a Lehigh board member, have blamed Sean Curran and Coaldale, saying they made bad business decisions, including renovations to a coal processor, or breaker, that ballooned to $4 million, and they still don't have it working at capacity.
But at a Sept. 17 hearing, Sean Curran testified that soon after he took over, his father began undermining him and has caused more than $1 million in litigation and ''disruptions whose costs are incalculable.''
He said his father took a board resolution to fire him, then seized a bank account; had another company he owns put liens on Lehigh to seize its revenue; and almost had its power disconnected.
''He never intended to give up control and is resentful he doesn't have that control,'' Sean Curran testified. ''He's been working against Coaldale for two years with a single purpose in mind: to get back control. Â… Any replacement manager is going to have the same problem.''
That's also DEP's argument. DEP lawyer Dennis A. Whitaker has said removing Coaldale would return Lehigh to the people who forced the state to shut it down.
Sean Curran testified his family summoned him from Cincinnati in 2006 to take over Lehigh in the wake of DEP taking the permit. He said that as a condition of his return, his father agreed to return $5.8 million he took from an estate trust over which the father and another son, James Curran III, are in litigation.
Sean Curran said he found the company ''struggling to operate,'' with checks being drafted on underfunded bank accounts and credit so poor, he couldn't get loans.
''It was a broken company,'' he said. ''It was almost an impossible situation.''
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