CSX Melting Down
CSX Melting Down
by TheOldDessauer » Tue Jul 25, 2017 2:37 pm
- TheOldDessauer
- Posts: 264
- Joined: Fri Oct 25, 2013 1:58 pm
Re: CSX Melting Down
by ZekTheKid » Tue Jul 25, 2017 2:41 pm
Jerry would have much to comment about this. I'd say I'm an unfortunate sap living on CSX right now. 
Anthony Nguyen
Youtube: https://www.youtube.com/fastfreightstudios
GeForce RTX 3050Ti Mobile, AMD Ryzen 7 5800H, 16GB RAM, 3TB Storage
It's January. So long...
-
ZekTheKid - Posts: 2430
- Joined: Mon Dec 29, 2014 6:05 pm
- Location: Cumberland, MD
Re: CSX Melting Down
by gtrtroger » Tue Jul 25, 2017 3:25 pm
None of that reads very well.....
It looks like EHH is doing from the inside what he couldn't do from the outside....takeover......JMHO
It looks like EHH is doing from the inside what he couldn't do from the outside....takeover......JMHO
-
gtrtroger - Posts: 1239
- Joined: Mon Jun 30, 2014 7:31 am
- Location: Montgomery, Alabama
Re: CSX Melting Down
by ErikGorbiHamilton » Tue Jul 25, 2017 3:27 pm
Well Hunter is learning his his lesson if his employees don't trust him. The only sensible thing I found was:
RailwayAge wrote:• Hunter did away with the rule banning getting off moving equipment.
Last edited by ErikGorbiHamilton on Tue Jul 25, 2017 9:22 pm, edited 1 time in total.
-
ErikGorbiHamilton - Posts: 1574
- Joined: Fri Aug 23, 2013 2:41 pm
Re: CSX Melting Down
by RAILSOHIO » Tue Jul 25, 2017 4:19 pm
I read the article. I agree the "moving equipment ",is the only good thing he did. However CSX was NEVER a good outfit. Much less than the sum of its "previous" parts. And I have been saying for 10 years,that their goal is to "get rid of all theses rails and equipment". Then we can increase our margins. Railroads are all doomed. Government regulation and greedy CEO's will bring them to and end. All CSX workers need to strike until he steps down . And I am not a pro-strike guy. But how else can it be brought to national attention that he is destroying the company,and another piece of America?
-
RAILSOHIO - Posts: 668
- Joined: Thu Jun 23, 2011 11:35 am
- Location: Little Hocking,Ohio
Re: CSX Melting Down
by TheOldDessauer » Thu Jul 27, 2017 9:38 pm
Two excellent books on American railroad history are Merging Lines: American Railroads 1900-1970 and its sequel, Main Lines: Rebirth of North American Railroads, 1970-2002. They are by Richard Saunders Jr., who at the time of writing the books was a history professor at Clemson University.
This is an excerpt from the first book, describing William N. Daramus III a railroad C.E.O. from the 1950's-1960s:
Daramus III was the son of Bill Deramus, Jr., who was a major investor in, and a reasonably able executive of, the Kansas City Southern. Deramus III came to the presidency of the Chicago Great Western in 1949 after a group of investors that included his father bought a big chunk of it. The weakest of the midwestern granger roads, it probably was one railroad too many. Deramus understood that this marginal railroad had to be run a lot more efficiently or it was going to die.
He did some things right. He hacked off the passenger trains; they did not amount to much. The mill cities Limited and the Minnesotan had once aspired to greatness, but they were too slow to be of interest to passengers who valued their time. He embraced technology-the diesel, of course, and radio communication. Sometimes that backfired. For example,the new communications system made it easy to call headquarters to get a reversal of a division superintendent's ruling-"fishing expeditions" they were called-until morale at the divisional level collapsed.
Deramus understood, as did all railroad executives, that union work rules forced an unproductive use of labor and had to change. He was willing to endure a strike for it, for 42 days in 1953. He felt that he was fighting the good fight of all railroads and was disappointed that not a single officer of another railroad called him during the strike. He thought they were timid; they perceived him as a loose cannon and not the man to lead an industry-wide battle. But so far, it can be argued, Deramus was only being realistic.
There was a point where cost-consciousness began to cut into muscle and lowered productivity rather than raising it. He cut operating costs by running long, long trains, holding every train until it was filled out to maximum tonnage, often running only a single train a day over main routes. These trains operated with eight or ten diesel units up front. To those who knew no better, watching one of these monsters roll by, it looked as if business was booming on the CGW. But one train a day meant horrible service. Trucks provided the customer with service that the railroad had to match. One train a day, which stopped to switch cars along the way, making the through freight do the work of a way freight, was such godawful service that most shippers never came back. These long trains, and the utter collapse of all semblance of a schedule, were the root of his labor problem. Crews had to be away from home for exceptionally long periods at utterly irregular intervals. Morale dropped to zero.
Deramus slashed his staff-for example in car accounts and billing-until customers complained and other railroads complained and the poeple who remained on the job were overworked and morale collapsed. Deramus would just fire people, for example, one who apparently did not have a big enough smile for him one day when he came in-such as receptionist Rosalie O'Hara. He strode straight back to Personnel and said "fire her." That got him in trouble with her union. In contrast, real leaders find ways to make people want to do their job well. Cutting slashing, and browbeating usually did not have the intended results.
Deramus moved on to the Katy Railroad in 1957 to work his magic there. His first order of business was to have all the company's records in its St. Louis general office boxed up and moved out in the dark of night. Employees arrived for work the next morning and found it padlocked, with a notice that if they wanted work, they could report to Parsons, Kansas. The Katy was expelled from the St. Louis Chamber of Commerce after that stunt, amid mountains of ill will, and it was castigated as an outfit respectable shippers would never want to do business with. Deramus slashed employment-just slashed, until there were not enough people to get the job done. The operation looked shabby and was shabby. Shippers were not going to entrust their valuable commodities to an outfit with so little pride in itself. They began to leave, and this became an excuse to make more slashes. Labor relations were abysmal. Service was abysmal. The Frisco, the Katy's partner in the operation of the Texas Special stream-liner between St. Louis and Texas, dropped the train abruptly in January 1959, because the Katy's incompetent maintenance and sloppy operations had turned it into an embarrassment. In the Merger era, nobody who was anybody knocked on the Katy's door. It was a terrible railroad and Deramus III was most of the reason. Then he move on to his daddy's railroad, the Kansas City Southern, in the 1960's and it began to fall apart.
It has been written that Deramus III was a great railroader because he "saved" the Great Western and "saved" the Katy. But he did not save the Great Western. It died. There is almost nothing of it left. The Katy and Kansas City Southern did survive, but not until they were reconceived by leaders with the imagination that Deramus III lacked. Deramus III was an extreme, and his wretched interpersonal skills made a bad situation worse. But all railroad executives of the "crying towel years" contained a little Deramus III in them-cut, slash, retreat, retrench, then cut some more. Cut people until there are not enough to get the job done, so that customers leave and revenue falls, and then you can cut more. It was a disastrous legacy that dominated the industry through the 1960s and the 1970s. It lingered dangerously into the 1980s and 1990s, when the situation changed drastically but the state of mind did not...
Interesting parallels.
This is an excerpt from the first book, describing William N. Daramus III a railroad C.E.O. from the 1950's-1960s:
Daramus III was the son of Bill Deramus, Jr., who was a major investor in, and a reasonably able executive of, the Kansas City Southern. Deramus III came to the presidency of the Chicago Great Western in 1949 after a group of investors that included his father bought a big chunk of it. The weakest of the midwestern granger roads, it probably was one railroad too many. Deramus understood that this marginal railroad had to be run a lot more efficiently or it was going to die.
He did some things right. He hacked off the passenger trains; they did not amount to much. The mill cities Limited and the Minnesotan had once aspired to greatness, but they were too slow to be of interest to passengers who valued their time. He embraced technology-the diesel, of course, and radio communication. Sometimes that backfired. For example,the new communications system made it easy to call headquarters to get a reversal of a division superintendent's ruling-"fishing expeditions" they were called-until morale at the divisional level collapsed.
Deramus understood, as did all railroad executives, that union work rules forced an unproductive use of labor and had to change. He was willing to endure a strike for it, for 42 days in 1953. He felt that he was fighting the good fight of all railroads and was disappointed that not a single officer of another railroad called him during the strike. He thought they were timid; they perceived him as a loose cannon and not the man to lead an industry-wide battle. But so far, it can be argued, Deramus was only being realistic.
There was a point where cost-consciousness began to cut into muscle and lowered productivity rather than raising it. He cut operating costs by running long, long trains, holding every train until it was filled out to maximum tonnage, often running only a single train a day over main routes. These trains operated with eight or ten diesel units up front. To those who knew no better, watching one of these monsters roll by, it looked as if business was booming on the CGW. But one train a day meant horrible service. Trucks provided the customer with service that the railroad had to match. One train a day, which stopped to switch cars along the way, making the through freight do the work of a way freight, was such godawful service that most shippers never came back. These long trains, and the utter collapse of all semblance of a schedule, were the root of his labor problem. Crews had to be away from home for exceptionally long periods at utterly irregular intervals. Morale dropped to zero.
Deramus slashed his staff-for example in car accounts and billing-until customers complained and other railroads complained and the poeple who remained on the job were overworked and morale collapsed. Deramus would just fire people, for example, one who apparently did not have a big enough smile for him one day when he came in-such as receptionist Rosalie O'Hara. He strode straight back to Personnel and said "fire her." That got him in trouble with her union. In contrast, real leaders find ways to make people want to do their job well. Cutting slashing, and browbeating usually did not have the intended results.
Deramus moved on to the Katy Railroad in 1957 to work his magic there. His first order of business was to have all the company's records in its St. Louis general office boxed up and moved out in the dark of night. Employees arrived for work the next morning and found it padlocked, with a notice that if they wanted work, they could report to Parsons, Kansas. The Katy was expelled from the St. Louis Chamber of Commerce after that stunt, amid mountains of ill will, and it was castigated as an outfit respectable shippers would never want to do business with. Deramus slashed employment-just slashed, until there were not enough people to get the job done. The operation looked shabby and was shabby. Shippers were not going to entrust their valuable commodities to an outfit with so little pride in itself. They began to leave, and this became an excuse to make more slashes. Labor relations were abysmal. Service was abysmal. The Frisco, the Katy's partner in the operation of the Texas Special stream-liner between St. Louis and Texas, dropped the train abruptly in January 1959, because the Katy's incompetent maintenance and sloppy operations had turned it into an embarrassment. In the Merger era, nobody who was anybody knocked on the Katy's door. It was a terrible railroad and Deramus III was most of the reason. Then he move on to his daddy's railroad, the Kansas City Southern, in the 1960's and it began to fall apart.
It has been written that Deramus III was a great railroader because he "saved" the Great Western and "saved" the Katy. But he did not save the Great Western. It died. There is almost nothing of it left. The Katy and Kansas City Southern did survive, but not until they were reconceived by leaders with the imagination that Deramus III lacked. Deramus III was an extreme, and his wretched interpersonal skills made a bad situation worse. But all railroad executives of the "crying towel years" contained a little Deramus III in them-cut, slash, retreat, retrench, then cut some more. Cut people until there are not enough to get the job done, so that customers leave and revenue falls, and then you can cut more. It was a disastrous legacy that dominated the industry through the 1960s and the 1970s. It lingered dangerously into the 1980s and 1990s, when the situation changed drastically but the state of mind did not...
Interesting parallels.
Last edited by TheOldDessauer on Sun Jul 30, 2017 8:11 pm, edited 1 time in total.
- TheOldDessauer
- Posts: 264
- Joined: Fri Oct 25, 2013 1:58 pm
Re: CSX Melting Down
by TheOldDessauer » Sat Jul 29, 2017 6:32 am
From Virtual Rail Creations Facebook Page:
The Surface Transportation Board's letter to Mr. Harrison.
https://www.stb.gov/stb/docs/NonDocumen ... 202017.pdf
The Surface Transportation Board's letter to Mr. Harrison.
https://www.stb.gov/stb/docs/NonDocumen ... 202017.pdf
- TheOldDessauer
- Posts: 264
- Joined: Fri Oct 25, 2013 1:58 pm
Re: CSX Melting Down
by evafan002 » Sun Jul 30, 2017 10:38 am
by the tone of that letter harrison is gonna find himself in severe trouble soon....
- evafan002
- Posts: 202
- Joined: Sun Dec 12, 2010 9:13 pm
Re: CSX Melting Down
by JOHNtheREDNECK » Sun Jul 30, 2017 3:59 pm
I guess its about time for Conrail 2.0?
New York State is not the same as New York City
-
JOHNtheREDNECK - Posts: 173
- Joined: Sat Jun 11, 2016 6:45 pm
- Location: Finger Lakes region, New York State
Re: CSX Melting Down
by TheOldDessauer » Mon Jul 31, 2017 7:18 pm
For those of you who don't have Facebook: Trains magazine just posted and open letter from E.H.H. to the shippers where he blames all the service disruptions on...the CSX employees....
Harrison sends note to shippers amid traffic turmoil
CSX CEO acknowledges service disruptions
By Bill Stephens, Steve Sweeney | July 31, 2017
JACKSONVILLE, Fla. — Amid worsening stories about CSX Transportation's service to shippers, CSX CEO E. Hunter Harrison sent a personal note to shippers today via email.
In the note, Harrison acknowledged service problems and said that he wants to reassure customers of the railroad's commitment to "working with you individually to ensure you receive the support you require to meet your business needs.
"The pace of change at CSX has been extremely rapid, and while most people at the company have embraced the new plan, unfortunately, a few have pushed back and continue to do so. This resistance to change has resulted in some service disruptions," Harrison wrote, in part. "To those customers that have experienced such issues, we sincerely apologize. As we move forward, we will continue to address these internal personnel matters and our teams have recommitted themselves to reaching out to those affected to work through any service issues and resolve them as quickly as possible."
The letter appears to address complaints shippers say they've made to railroading's financial and service regulator, the Surface Transportation Board. More of those complaints are now being made public. Last week the board sent a letter to CSX inquiring about the issues and requesting that upper-level railroad officials meet with regulators on a conference call once a week.
"Our members have told us that they have raised serious service concerns to the STB so we're glad to see the Board start to take action. Poor and declining service from CSX continues to be a major problem for many of our members and is hindering their ability to operate,” American Chemistry Council spokesman Scott Jensen says. The group represents chemical manufacturers.
One chemical shipper said he hasn’t seen service this bad since CSX and Norfolk Southern split Conrail in 1999. The problems the railroads had digesting their portions of Conrail prompted federal regulators to expand and extend their oversight of the merger.
Arch Coal last week joined another coal producer, Murray Energy, in complaining about CSX’s service.
“We started seeing problems toward the tail end of Q2 and frankly the problems have gotten worse in the last 10 days,” Arch Coal President Paul Lang said on the company’s second-quarter earnings call on July 27. The coal shipper first saw problems with domestic shipments, Lang said, but they have since expanded to export coal as well.
“We need and we expect the railroad to perform in the back half of the year,” Arch CEO John Eaves says. “We’ve had a long-term relationship with those guys. It’s been a partnership and we’ve held up our end of the bargain. We expect those guys to hold up their end of the bargain.”
Also, a check of CSX’s annual report shows that at the end of 2016 they rostered 23,802 gondolas, which represented 37 percent of its leased and owned freight car fleet. That’s far and away the biggest single category of CSX’s fleet. The next closest is multi-levels, which come in at 12,069, or just 19 percent of the 65,159-car fleet.
Read the text of Harrison's letter below:
"To our valued customer,
Over the past four months, CSX has been undergoing a tremendous amount of change, including an operational transformation that will ultimately result in better service to our customers. We’re not at the finish line yet, but I’m personally writing you today to reaffirm our commitment to working with you individually to ensure you receive the support you require to meet your business needs.
I think we can agree that more-reliable service and improved asset utilization is a win-win for your business and ours. It is with these intentions that we have focused our efforts – moving our customer’s freight consistently, reliably and cost efficiently.
The pace of change at CSX has been extremely rapid, and while most people at the company have embraced the new plan, unfortunately, a few have pushed back and continue to do so. This resistance to change has resulted in some service disruptions. To those customers that have experienced such issues, we sincerely apologize. As we move forward, we will continue to address these internal personnel matters and our teams have recommitted themselves to reaching out to those affected to work through any service issues and resolve them as quickly as possible.
Throughout our transformation, one thing that has remained constant is our dedication to our customers and the great effort we put forth to deliver the service you expect from CSX. Our operating and sales and marketing teams are collaborating closely to better ensure you are prepared for and work through any planned changes that may occur. I will remain engaged in overseeing our customer service and communications efforts, and appreciate your partnership and willingness to also remain engaged.
We value your business and thank you for the opportunity to be your transportation provider."
Harrison sends note to shippers amid traffic turmoil
CSX CEO acknowledges service disruptions
By Bill Stephens, Steve Sweeney | July 31, 2017
JACKSONVILLE, Fla. — Amid worsening stories about CSX Transportation's service to shippers, CSX CEO E. Hunter Harrison sent a personal note to shippers today via email.
In the note, Harrison acknowledged service problems and said that he wants to reassure customers of the railroad's commitment to "working with you individually to ensure you receive the support you require to meet your business needs.
"The pace of change at CSX has been extremely rapid, and while most people at the company have embraced the new plan, unfortunately, a few have pushed back and continue to do so. This resistance to change has resulted in some service disruptions," Harrison wrote, in part. "To those customers that have experienced such issues, we sincerely apologize. As we move forward, we will continue to address these internal personnel matters and our teams have recommitted themselves to reaching out to those affected to work through any service issues and resolve them as quickly as possible."
The letter appears to address complaints shippers say they've made to railroading's financial and service regulator, the Surface Transportation Board. More of those complaints are now being made public. Last week the board sent a letter to CSX inquiring about the issues and requesting that upper-level railroad officials meet with regulators on a conference call once a week.
"Our members have told us that they have raised serious service concerns to the STB so we're glad to see the Board start to take action. Poor and declining service from CSX continues to be a major problem for many of our members and is hindering their ability to operate,” American Chemistry Council spokesman Scott Jensen says. The group represents chemical manufacturers.
One chemical shipper said he hasn’t seen service this bad since CSX and Norfolk Southern split Conrail in 1999. The problems the railroads had digesting their portions of Conrail prompted federal regulators to expand and extend their oversight of the merger.
Arch Coal last week joined another coal producer, Murray Energy, in complaining about CSX’s service.
“We started seeing problems toward the tail end of Q2 and frankly the problems have gotten worse in the last 10 days,” Arch Coal President Paul Lang said on the company’s second-quarter earnings call on July 27. The coal shipper first saw problems with domestic shipments, Lang said, but they have since expanded to export coal as well.
“We need and we expect the railroad to perform in the back half of the year,” Arch CEO John Eaves says. “We’ve had a long-term relationship with those guys. It’s been a partnership and we’ve held up our end of the bargain. We expect those guys to hold up their end of the bargain.”
Also, a check of CSX’s annual report shows that at the end of 2016 they rostered 23,802 gondolas, which represented 37 percent of its leased and owned freight car fleet. That’s far and away the biggest single category of CSX’s fleet. The next closest is multi-levels, which come in at 12,069, or just 19 percent of the 65,159-car fleet.
Read the text of Harrison's letter below:
"To our valued customer,
Over the past four months, CSX has been undergoing a tremendous amount of change, including an operational transformation that will ultimately result in better service to our customers. We’re not at the finish line yet, but I’m personally writing you today to reaffirm our commitment to working with you individually to ensure you receive the support you require to meet your business needs.
I think we can agree that more-reliable service and improved asset utilization is a win-win for your business and ours. It is with these intentions that we have focused our efforts – moving our customer’s freight consistently, reliably and cost efficiently.
The pace of change at CSX has been extremely rapid, and while most people at the company have embraced the new plan, unfortunately, a few have pushed back and continue to do so. This resistance to change has resulted in some service disruptions. To those customers that have experienced such issues, we sincerely apologize. As we move forward, we will continue to address these internal personnel matters and our teams have recommitted themselves to reaching out to those affected to work through any service issues and resolve them as quickly as possible.
Throughout our transformation, one thing that has remained constant is our dedication to our customers and the great effort we put forth to deliver the service you expect from CSX. Our operating and sales and marketing teams are collaborating closely to better ensure you are prepared for and work through any planned changes that may occur. I will remain engaged in overseeing our customer service and communications efforts, and appreciate your partnership and willingness to also remain engaged.
We value your business and thank you for the opportunity to be your transportation provider."
- TheOldDessauer
- Posts: 264
- Joined: Fri Oct 25, 2013 1:58 pm
Re: CSX Melting Down
by ErikGorbiHamilton » Mon Jul 31, 2017 7:36 pm
TheOldDessauer wrote:For those of you who don't have Facebook: Trains magazine just posted and open letter from E.H.H. to the shippers where he blames all the service disruptions on...the CSX employees....
Harrison sends note to shippers amid traffic turmoil
CSX CEO acknowledges service disruptions
By Bill Stephens, Steve Sweeney | July 31, 2017
JACKSONVILLE, Fla. — Amid worsening stories about CSX Transportation's service to shippers, CSX CEO E. Hunter Harrison sent a personal note to shippers today via email.
In the note, Harrison acknowledged service problems and said that he wants to reassure customers of the railroad's commitment to "working with you individually to ensure you receive the support you require to meet your business needs.
"The pace of change at CSX has been extremely rapid, and while most people at the company have embraced the new plan, unfortunately, a few have pushed back and continue to do so. This resistance to change has resulted in some service disruptions," Harrison wrote, in part. "To those customers that have experienced such issues, we sincerely apologize. As we move forward, we will continue to address these internal personnel matters and our teams have recommitted themselves to reaching out to those affected to work through any service issues and resolve them as quickly as possible."
The letter appears to address complaints shippers say they've made to railroading's financial and service regulator, the Surface Transportation Board. More of those complaints are now being made public. Last week the board sent a letter to CSX inquiring about the issues and requesting that upper-level railroad officials meet with regulators on a conference call once a week.
"Our members have told us that they have raised serious service concerns to the STB so we're glad to see the Board start to take action. Poor and declining service from CSX continues to be a major problem for many of our members and is hindering their ability to operate,” American Chemistry Council spokesman Scott Jensen says. The group represents chemical manufacturers.
One chemical shipper said he hasn’t seen service this bad since CSX and Norfolk Southern split Conrail in 1999. The problems the railroads had digesting their portions of Conrail prompted federal regulators to expand and extend their oversight of the merger.
Arch Coal last week joined another coal producer, Murray Energy, in complaining about CSX’s service.
“We started seeing problems toward the tail end of Q2 and frankly the problems have gotten worse in the last 10 days,” Arch Coal President Paul Lang said on the company’s second-quarter earnings call on July 27. The coal shipper first saw problems with domestic shipments, Lang said, but they have since expanded to export coal as well.
“We need and we expect the railroad to perform in the back half of the year,” Arch CEO John Eaves says. “We’ve had a long-term relationship with those guys. It’s been a partnership and we’ve held up our end of the bargain. We expect those guys to hold up their end of the bargain.”
Also, a check of CSX’s annual report shows that at the end of 2016 they rostered 23,802 gondolas, which represented 37 percent of its leased and owned freight car fleet. That’s far and away the biggest single category of CSX’s fleet. The next closest is multi-levels, which come in at 12,069, or just 19 percent of the 65,159-car fleet.
Read the text of Harrison's letter below:
"To our valued customer,
Over the past four months, CSX has been undergoing a tremendous amount of change, including an operational transformation that will ultimately result in better service to our customers. We’re not at the finish line yet, but I’m personally writing you today to reaffirm our commitment to working with you individually to ensure you receive the support you require to meet your business needs.
I think we can agree that more-reliable service and improved asset utilization is a win-win for your business and ours. It is with these intentions that we have focused our efforts – moving our customer’s freight consistently, reliably and cost efficiently.
The pace of change at CSX has been extremely rapid, and while most people at the company have embraced the new plan, unfortunately, a few have pushed back and continue to do so. This resistance to change has resulted in some service disruptions. To those customers that have experienced such issues, we sincerely apologize. As we move forward, we will continue to address these internal personnel matters and our teams have recommitted themselves to reaching out to those affected to work through any service issues and resolve them as quickly as possible.
Throughout our transformation, one thing that has remained constant is our dedication to our customers and the great effort we put forth to deliver the service you expect from CSX. Our operating and sales and marketing teams are collaborating closely to better ensure you are prepared for and work through any planned changes that may occur. I will remain engaged in overseeing our customer service and communications efforts, and appreciate your partnership and willingness to also remain engaged.
We value your business and thank you for the opportunity to be your transportation provider."
The Hunter will become the Hunted if he keeps that up.
-
ErikGorbiHamilton - Posts: 1574
- Joined: Fri Aug 23, 2013 2:41 pm
Re: CSX Melting Down
by evafan002 » Tue Aug 01, 2017 7:23 am
Jesus.. does he even realize how stupid he sounds blaming this on the employees or is he really that damned clueless?
- evafan002
- Posts: 202
- Joined: Sun Dec 12, 2010 9:13 pm
Re: CSX Melting Down
by PennCentral670 » Tue Aug 01, 2017 8:13 am
Mamma mia! No wonder I haven't been seeing CSX along the River Sub as much as before. Well I hope Harrison resigns or something and if not, let Conrail come back!
-
PennCentral670 - Posts: 152
- Joined: Tue Jun 21, 2016 10:17 am
- Location: Westchester County, New York
Re: CSX Melting Down
by buzz456 » Tue Aug 01, 2017 10:53 am
The drama continues at CSX:SEATTLE (Reuters) - CSX Corp Chief Executive Hunter Harrison has apologized to customers for service disruptions that he blamed on resistance from some of the railroad's employees, according to an email seen by Reuters, as a shipper survey found the No. 3 U.S. railroad losing business to rivals.
Harrison's email, addressed to "our valued customer," was sent on Monday and acknowledged customer complaints with the railroad's service since he took control in March amid high expectations from investors and analysts.
On Tuesday, Cowen & Co analysts said more than 80 percent of shippers they surveyed have experienced problems with CSX and nearly 40 percent have switched to rival Norfolk Southern.
One shipper said the transition under Harrison "has been a complete disaster" in regard to operational service.
"Car velocity has drastically declined, putting our ability to serve our customers and maintain empty supply to our plants in serious jeopardy," the shipper told Cowen.
Harrison's email, addressed to "our valued customer," was sent on Monday and acknowledged customer complaints with the railroad's service since he took control in March amid high expectations from investors and analysts.
On Tuesday, Cowen & Co analysts said more than 80 percent of shippers they surveyed have experienced problems with CSX and nearly 40 percent have switched to rival Norfolk Southern.
One shipper said the transition under Harrison "has been a complete disaster" in regard to operational service.
"Car velocity has drastically declined, putting our ability to serve our customers and maintain empty supply to our plants in serious jeopardy," the shipper told Cowen.
Buzz
39 and holding.
"Some people find fault like there's a reward for it."- Zig Ziglar
"If you can dream it you can do it."- Walt Disney
39 and holding.
"Some people find fault like there's a reward for it."- Zig Ziglar
"If you can dream it you can do it."- Walt Disney
-
buzz456 - Site Admin
- Posts: 21408
- Joined: Sun Mar 21, 2010 8:30 am
- Location: SW Florida
Re: CSX Melting Down
by NStrains » Tue Aug 01, 2017 1:52 pm
Sounds to me like EHH should've stepped in at Ringling Bros. instead of CSX 
-
NStrains - Posts: 1367
- Joined: Sun Nov 15, 2015 1:31 pm
- Location: VA near the "B-Line"
Who is online
Users browsing this forum: No registered users and 32 guests