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James H. Kean, Transferee, Petitioner v. Commissioner of Internal Revenue, Respondent; Richard L. Gray, Transferee, Petitioner v. Commissioner of Internal Revenue, RespondentKean v. CommissionerDocket Nos. 19346-81, 19347-81
United States Tax Court September 8, 1988 September 8, 1988, Filed*122
Decision will be entered for the respondent in docket No. 19346-81; decision will be entered for the petitioner in docket No. 19347-81 .U, a corporation, was involved in the business of solid waste disposal and operated a landfill on certain leased land. M, a corporation, was to remove, process, and sell the gravel and sand located on this leased land before U would deposit the solid waste in the landfill. PRC, another group of companies, was to recycle the paper products disposed of in the landfill by U. Because an economic recession affected the paper products industry and the building industry, M and PRC suffered severe financial setbacks. In an effort to reverse this situation, petitioners decided to sell U's assets pursuant to a liquidation under
sec. 337, I.R.C. 1954 . About the time of the liquidation, U transferred funds to M and PRC, a significant portion of which funds were used to satisfy debts owed by M and PRC that had been guaranteed by petitioners K and (in some instances, coguaranteed by) G. K held a majority interest in U, M, and each of the PRC companies; G held a minority interest. M and PRC did not repay U.Held :1. The transfers from U to M and PRC*123 do not give rise to bona fide debts. Thus, U may not take bad debt deductions under
sec. 166(a), I.R.C. 1954 .2. K, as the majority shareholder of U, is deemed to have received constructive transfers from U to the extent K was relieved of his potential secondary liability on the guaranteed debts. K is a transferee of U (
sec. 6901, I.R.C. 1954 ) and is liable for U's tax deficiency resulting from our conclusion in par. 1 above. However, G, as a minority shareholder of U, is not deemed to have received constructive transfers from U. Thus, G is not a transferee of U and is not liable for U's tax deficiency. andJohn H. Birkeland , for the petitioners.Neil M. Goff Mark H. Howard , for the respondent.Chabot,Judge .CHABOT*575 Respondent determined that petitioners are liable as transferees of the assets of Urban Waste *576 Resources Corp. (hereinafter sometimes referred to as Urban) for a deficiency in Federal corporate income tax for Urban's taxable year 1975 *125 as follows:
Docket No. Petitioner Transferee liability 19346-81 James H. Kean $ 34,032 19347-81 Richard L. Gray 34,032 These cases have been consolidated*124 for trial, briefs, and opinion. After concessions by petitioners, the issues for decision
section 166(a) section 6901 and so are liable for Urban's income tax for Urban's taxable year 1975.FINDINGS OF FACT
Some of the facts have been stipulated; the stipulations and the stipulated exhibits are incorporated herein by this reference. When the petitions were filed in the instant cases, petitioner James H. Kean (hereinafter sometimes referred to as Kean) and petitioner Richard L. Gray (hereinafter sometimes referred to as Gray) resided in Boulder, Colorado.
Ownership and control of the entities .These cases involve transfers of property or payments of money made by Urban to pay debts of one or more of the *577 following related entities: Mesa Sand & Gravel, Inc. (hereinafter sometimes referred to as Mesa); Products Recovery Corp., Inc. (hereinafter sometimes referred to as PRC); Products Recovery Corp. -- Boulder (hereinafter sometimes referred to as PRC/Boulder), a small business corporation; Products Recovery *126 Corp. -- Ft. Collins (hereinafter sometimes referred to as PRC/Ft. Collins), a small business corporation; Products Recovery Corp. -- Denver (hereinafter sometimes referred to as PRC/Denver); and Products Recovery Properties, Ltd. (hereinafter sometimes referred to as Properties), a limited partnership.
TABLE 1 Entity Kean Gray Urban 54.00 President, Director 18.00 Director Mesa 55.50 Secretary, Treasurer 18.80 President PRC/Boulder 63.00 President 7.00 PRC/Ft. Collins 63.00 President 7.00 PRC/Denver 63.00 President 7.00 PRC 72.22 President 11.11 Properties (7.00 (limited partner) *127 Thus, Kean directly controlled Urban, Mesa, and each of the entities comprising the PRC Group, except for Properties (which Kean indirectly controlled through his ownership interest in PRC). Together with Douglas Smith (hereinafter sometimes referred to as Smith) and Ray Meacham, Kean directed the day-to-day management of these entities. Gray devoted part of his time to PRC/Ft. Collins, PRC/Boulder, and PRC/Denver, but was not involved in the day-to-day management thereof. Both Kean and Gray made the final management decisions with respect to actions to be taken by Urban, Mesa, and the PRC Group. Urban, Mesa, and the PRC Group shared most of the same office staff. Separate books and records were maintained for each entity.
*578
Organization and operation of the entities .Before 1971, the Rich-Land Co. (hereinafter sometimes referred to as Rich-Land) engaged in solid waste disposal, including resource recovery work and composting, in Boulder County, Colorado. Rich-Land encountered financial difficulties. It then was acquired by petitioners and several other people. Rich-Land became Urban in 1971.
About 1971, Urban acquired a lease on a 320-acre tract of land (hereinafter*128 sometimes referred to as the 320-acre tract) southeast of Boulder, Colorado, and began operating a sanitary landfill on the westerly 80 acres of that tract. Because there were some water and drainage problems on the remainder of the 320-acre tract and because the existing landfill was nearly filled, Urban recognized a need for additional facilities. On December 18, 1972, Urban leased an additional 80-acre tract (hereinafter sometimes referred to as the south tract) that was adjacent to the 320-acre tract and south of the above-described landfill site. The lease to the south tract was amended on August 3, 1973, to grant Urban the right to mine, remove, and dispose of the gravel or clay located on the south tract.
Urban planned that the south tract would have two uses, described in a Report on Gravel Mining and Sanitary Landfill Operations, prepared for Urban in 1973 by Black & Veatch, Consulting Engineers (hereinafter sometimes referred to as the Black & Veatch report), as follows:
The proposed site is planned to serve a dual purpose. Deposits of gravel are to be removed and processed for construction use and the void created, refilled by sanitary landfill of solid waste using *129 on-site soils and screenings from the gravel processing for cover material. The two functions will proceed simultaneously but will be sufficiently separated to obviate operational problems.
Mesa was organized in 1973 to mine a vein of gravel located on the South Tract.
Pursuant to a memorandum of sublease and agreement (hereinafter sometimes referred to as the sublease) dated December 14, 1973, Urban subleased the south tract to Mesa with the understanding that Urban would conduct all the excavation on the leased premises in connection with its landfill operation. Mesa would then have the right to use *579 the excavated material to extract the sand and gravel therefrom, to excavate additional sand and gravel from the south tract, and to sell this sand and gravel. In consideration of the sublease, Mesa agreed to pay Urban $ 350 per month during the initial lease term (January 1, 1974, through December 31, 1978) plus $ 0.55 for each ton of refuse brought to and disposed of in Urban's landfill by commercial refuse haulers.
On January 3, 1974, the Board of County Commissioners of Boulder County approved Urban's and Mesa's application for a special use permit to mine sand and *130 gravel and to conduct a sanitary landfill operation, and ancillary uses thereto, in accordance with the above-described plan.
Before Rich-Land was acquired by petitioners and other persons and transformed to Urban, Rich-Land was doing composting and resource recovery work at the then-operating landfill on the 320-acre tract. Both Boulder County and the City of Boulder wanted this work to be continued after Urban was formed and so the PRC Group was organized to recover and process waste paper from landfill sites and to sell it in baled and compressed form to markets in the Denver area. Specifically, the PRC Group was to collect, compress, and bale such items as newsprint, corregated cardboard, and a large volume of waste paper from the Coors Brewery printing shop in Boulder, including label stock and six-pack containers. The baled waste paper collected by the PRC Group was to be sold in large part pursuant to an agreement dated September 24, 1974, between PRC and Victor Mill Supply Co. (hereinafter sometimes referred to as Victor Mill), a waste paper broker. Victor Mill was going to sell the compressed and baled waste paper to a Coors Container Corp. mill then under construction*131 in Ft. Lupton, Colorado. The term of the Victor Mill contract was to be for a period of 2 years beginning with the date of the first sale (anticipated to be January 1, 1975) or March 1, 1976, if that date was earlier. Victor Mill agreed that during this period it would buy an average of at least 1,500 tons per month from PRC, charging PRC certain specified brokerage fees depending on the market price of the waste paper.
*580 These separate entities were economically interrelated. That is, Mesa, through the sublease, had access to a vein of gravel that it could excavate, process, and sell; Urban derived income through the sublease and depended on Mesa's removal of the gravel so that it could engage in its landfill operation; the PRC Group relied on both of these entities performing their functions so that it would have waste paper to process and sell. Thus, the success or failure of one entity had a beneficial or adverse effect on the other entities. *132 As a result of the economic relationship among the various entities and the common business operations (i.e., similar office staff and business premises), a practice developed whereby cash of one entity would frequently be transferred to another entity or would be used to pay the expenses of that other entity. Smith, who personally maintained or supervised the books and records of the entities, established a system pursuant to which he could ensure that the books and records of the entities could be kept separate. Thus, to the extent a transaction occurred which represented a payment or receipt by one entity on behalf of another and possibly itself as well (e.g., salaries for common employees, payments to common suppliers or insurers, petty cash expenditures), Smith attempted to allocate the item among the entities. To maintain the independence of the books and records of the entities, a payment made by one entity on behalf of another was to be recorded in the books of the paying entity as an account receivable and in the books of the nonpaying entity that benefited from the payment as an account payable. Periodically, either monthly or quarterly, Smith analyzed the books and *133 records of all the entities in an effort to reconcile the intercompany accounts so that all repayments were properly recorded.
For Urban's transfers to, or payments on behalf of, the related entities, which were maintained on an open account basis, neither Urban nor the related entity (1) prepared or executed notes or contracts evidencing the transfer or payment; (2) charged or paid any interest; (3) prepared a *581 schedule for repayment; (4) specified a due date for repayment; or (5) required or gave security or collateral. Because money, services, and loans were transferred frequently among the entities, it was deemed inappropriate to charge interest or prepare promissory notes with respect to the transfers. Rather, the transfers among the related entities were treated like those for any other trade creditor who had an ongoing credit relationship with the companies and who was expected to pay balances timely. Also, with Kean as the majority shareholder of every one of the related corporations, it was thought that the interest owed by any one of the related entities to any other of the related entities would "wash out".
After Urban, Mesa, and the PRC Group were formed, as*134 described above, Mesa bought a gravel spread, a generating plant, and a crusher to be used in processing the gravel from the south tract. However, Mesa encountered two problems that caused it to develop serious operational and financial difficulties during the summer of 1975. The primary problem was that, in processing the gravel, Mesa was unable to clean off the clay thereon adequately and, thus, it produced a defective product which could not be sold to its largest customer for use as concrete. Secondly, during the period 1974 through 1975, there was a slowdown in the building industry and so the gravel business suffered accordingly. By September 1975, Mesa's financial difficulties were so severe that it had sold off much of its equipment, leaving it with the ability to produce only "pit run" (or base coarse), i.e., material taken directly from the ground and sold without any further processing. Mesa hoped to resolve its financial problems by making a contract with the Colorado State Highway Department to sell pit run for use in construction of the Boulder 47th Street bypass and other State projects. However, this contract never came to fruition and Mesa was able to sell only*135 a small amount of pit run. Mesa never did any gravel processing or mining after September 1975.
For its fiscal years ending August 31, 1974, through August 31, 1977, Mesa reported taxable income or (loss) on its tax returns, as shown in table 2. *582