In 1970 when other companies were fleeing the coal business, Jim McGlothlin and his partners saw an opportunity. They believed new mining safety regulations would improve the coal industry and increase its profit potential.

Just 11 years later - in May 1981 - the company led coal exports at Hampton Roads, Va., exporting 178,977 long tons from the Norfolk pier. It was clear that our superior coal reserves were in high demand both domestically and internationally.

This success triggered our aggressive growth strategy to acquire other coal companies and re-invest into the company instead of taking short-term profits.

We approached the business differently. Instead of relying on suppliers who couldn’t meet deadlines, we opened our own supply business.

We built prep plants to process coal before others did the same. We built a mine safety and training center and purchased equipment that we then leased to independent coal contractors.

We signed long-term contracts when other companies would not. We stockpiled coal before others did. We started a trucking company to move our coal and formed a research and development department.

UCC was often seen as a bit of a nonconformist company; we did things differently, but the real difference was that we were focused on the future. We realized the value of a hands-on management culture, which led to our aggressive pursuit of continuing improvement opportunities.

It wasn’t long before we had developed a proven track record of recognizing underachieving and undercapitalized operations. We focused on maximizing potential by providing necessary investment, facilities, equipment and a highly skilled labor force. Throughout the process, we constantly emphasized safe and environmentally sound practices.

The “new” UCC brings that same focus to its approach.