The Coming of Coal

by Robert W. Bruère

The very abundance of the supply has made us enormously wasteful in its exploitation, as we have been wasteful in the exploitation of our forests. Unlike the forests, coal once destroyed does not grow again. The most valuable of our coals are in the Appalachian bituminous fields that stretch from northern Pennsylvania to Alabama, and in which some of the best sections have already been gutted and abandoned. In our greedy grasp for wealth, we have left one ton of coal to waste underground for every ton we have brought to the surface. More than one hundred and fifty thousand miners have been drawn into the mines in excess of efficient requirements. Planless overexpansion of the industry has resulted in such irregular operation of plant and equipment that for more than a generation the miners have lost an average of ninety-three days in the working year of three hundred and eight days, and a needless overhead charge has been imposed upon the consumer which Mr. F. G. Tryon of the U. S. Geological Survey calculates at a million dollars for each working day. Planless exploitation has made the most basic of our basic industries the prey of technical inefficiency and social unrest, the extent of which we as a people ignored until they threatened national and international disaster at the crisis of the war.

This trouble might have gone on some time longer undiagnosed if we had not met our first modern national emergency in 1917. Of necessity the weight of the military structure was added to the weight of the industrial civil structure and the combined load was more than the coal industry could bear. It bent and broke under it, and in order to prosecute the war, the government was forced to take hold of the formless inchoate thing and reshape it into a stable prop for the national need. As a first step it was necessary to find out what this great unwieldy coal industry was.

Coal mines are systems of tunnels driven into the veins where they crop out along the slopes of hills, or from the foot of shafts sunk through the overlying strata. These tunnels run for miles underground. Secondary tunnels run from the main tunnel or heading into the rooms where the miners work. The surveyor's diagram of a mine looks like a crushed centipede. The getting of coal out of the mines, after it has been picked or blasted down by the miner, like its distribution after it is brought to the surface, is almost entirely a problem of transportation.

Even in times of peace our railroad transportation was an intricate and complicated thing. It had been repeatedly regulated and re-regulated to bring it more in line with community needs. Among other regulations was a law, designed to give the public the benefit of as much competition between operators as possible, which required the railroads to furnish sidings and cars to all coal mines in proportion to their production, with a preferential provision for new operations. The double demand for coal sent up prices and the rise in prices led to the opening of new coal mines and the re-working of old abandoned ones. All the eleven thousand mines, scattered more or less at random over thousands of square miles of territory, clamored for their legal quota of cars and transportation to market. This competitive din aggravated the confusion upon our already overtaxed railroads. At the critical moment when the essential movement of troops and munitions was straining the resources of the railroads, the sprawling coal industry made their task impossible.

In peace times one-third of our ordinary bituminous production is used to generate steam for transportation, and more than one-third of all the tonnage carried by the railroads is coal. The weight of the coal which the railroads normally carry is double the weight of iron ore, steel, lumber, wheat, corn, oats, and hay combined. The problem of hauling this huge load is needlessly complicated by competitive cross-shipments of coal from one mining state into or across another. The producers of Illinois, Pennsylvania, and Indiana sell their coal in from eighteen to twenty states, many of them coal-mining states. A part of this cross-shipment is necessary, because certain mining states like Illinois, for example, do not produce the grade of coking coal which their steel plants need and which must, therefore, be brought from West Virginia or southern Pennsylvania. But most of it is due to blind competitive planlessness and waste.

Upon this tangled mesh the critical demands of the war placed a crushing burden. The nation's safety made it imperative not only that coal should be produced, but that it should be delivered where it was needed. The miners were digging more coal than had ever been produced before, yet cries of coal shortage went up from domestic consumers and manufacturers all over the land. The railroads themselves resorted to the confiscation of coal in transit to keep their engines running. To avert impending catastrophe to the nation and the world, the national consciousness of kind asserted itself over the acquisitive instinct of individuals and groups, and through the federal government created the Fuel Administration which brought the mines under unified public control and converted the coal industry, for the period of the war, into a unified public service.

From the high central tower of the Fuel Administration, the people of the United States for the first time caught a fleeting glimpse of the coal industry as a whole and of the relation it bears to the national and international industrial life. They discovered that coal bears much the same relation to our modern industrial structure that the water supply bears to the life of a great municipality. When America entered the war, she resembled with respect to her primary source of mechanical energy a municipality dependent for its water supply upon eleven thousand separate wells, owned and operated primarily in their individual interests by thousands of enterprising individuals, with hundreds of separate delivery systems jostling in the highways that needed to be kept clear for soldiers and guns, its people bidding against one another, offering fabulous prices for water, yet parched with thirst.

“Basic industries and transportation,” writes Dr. Garfield, in describing what he saw as head of the Fuel Administration, “were caught in a vicious circle. Steel could not be manufactured without coke, coke could not be made without coal; coal could not be commercially produced without transportation; transportation was dependent upon coal…. Industrially we were in a wild scramble of manufacture, production, and shipment…. It was no longer a question of withholding coal from non-war industries but rather a question whether any coal could much longer get through to any consumer.”

With eleven thousand coal mines in operation, the engines of the nation were running cold for lack of coal.

Created to avert impending catastrophe, the Fuel Administration went about the service of the nation much as an engineer would tackle the job of converting eleven thousand wells into a modern system of water supply. It dealt with the coal fields as a single great reservoir of fuel and power. It worked out a budget covering the needs of the essential industries, the railroads, steel plants, munition factories, gas and electric utilities, as well as the domestic consumers. It made maps charting the coal-producing and coal-consuming territories, divided the nation into regional zones, established these zones as fuel reservoirs, created a distributing organization by zones and states like a great system of water mains. It called the experienced operators and technical managers into public service and entrusted to them the technical problems of production and distribution. It fixed prices limiting profits to an estimated fair return. It converted the miners' union and the operators' organizations into administrative arms of the government for the industry, with committees for conference and conciliation at the mines, and in the various producing districts, heading up in a Bureau of Labor at Washington as a final court of appeal for the adjustment of disputes over wages and working conditions.