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Nov
10

Watco to acquire additional bulk terminals from Kinder Morgan

11/10/2016    

Rail News: Short Lines & Regionals

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Nov
10

Seattle, San Francisco OK major transit plans; proposals in Detroit, Virginia Beach fail

11/10/2016    

Rail News: Passenger Rail

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Nov
10

Hurricane Sandy: Four years later, New York City Transit is still fixing, fortifying the rail system

Rail News Home Passenger Rail November 2016 Rail News: Passenger Rail

On Dec. 21, 2012, R trains resumed service through the Montague Tunnel, which reopened after around-the-clock work in one of the most Sandy-ravaged sections of the NYCT.Photo – MTA New York City Transit/Marc Hermann — By This email address is being protected from spambots. You need JavaScript enabled to view it., Senior Associate EditorIt's been four years since Hurricane Sandy slammed into the U.S. Northeast coast — and the Metropolitan Transportation Authority (MTA) is still recovering.The Category 1 hurricane, which hit on the night of Oct. 29, 2012, left in its wake an unprecedented level of destruction to the MTA’s rail systems, with New York City Transit (NYCT) taking the biggest blow. The city’s subway infrastructure sustained more than $4.5 billion in damage from a storm surge that battered some parts of the system more than others. The worst of Sandy’s wrath was felt in lower Manhattan, Staten Island, the Rockaways, and in Brooklyn at the Coney Island rail yards and maintenance facilities.Millions of gallons of saltwater poured into the subway system, flooding nine of NYCT's 14 tunnels. The saltwater’s corrosive effects damaged or ruined walls, tracks, switches, signals, controls, power and communication cables. In the storm's immediate aftermath, NYCT crews scrambled to restore service. Remarkably, they got the system back up and running in three days. But they completed those tasks knowing full well that it would be several years before all reconstruction would restore the subway to pre-Sandy condition, says NYCT spokesman Kevin Ortiz.At the same time, MTA officials determined that their recovery efforts should involve more than fixing the system to its pre-Sandy status. Rather, the subways and commuter railroads should be strengthened to protect critical infrastructure from another Sandy — or worse."From the very beginning, we said this was going to be a process that would be years in the making," says Ortiz of the Sandy recovery. "As we've moved forward, we've followed a parallel track of making repairs and, at the same time, hardening the system against future storms."The recovery effort took on such a key status within the organization that NYCT set up a new Sandy Recovery and Resiliency Division to coordinate the projects.Fixing, shoring up nine tunnelsA major part of the division's work is overseeing the restoration and resilience efforts of the nine tunnels. So far, the following have been completed:
• the Montague Tunnel on the R Line, a $259 million project that wrapped up in 2015. Sandy damage to the Montague was extensive, requiring a 13-month shutdown to complete the repairs. The project was done under two contracts: one to repair all right-of-way components except for signals, the other to repair signals.
• the Greenpoint Tunnel, a $93 million project that started in July 2013 and was completed in December 2014. The tube connects Long Island City with the Greenpoint section in Brooklyn.
• the Steinway Tunnel, a $29 million project that started in spring 2013 and ended this year. Work included rebuilding the tunnel's deteriorated duct bank and bench walls, waterproofing against future storms, replacing discharge lines with higher capacity pipes, raising drains, elevating pump rooms, and replacing track. The 121-year-old tunnel is one of the subway’s oldest segments.Still underway is work on the Cranberry Tunnel, a $96.7 million project, and the Joralemon Street Tunnel, a $113.8 million project. Both are expected to be completed in spring 2017.Moreover, repair and resiliency work is advancing at the 53rd Street Tunnel, a $92.6 million project that NYCT officials expect to finish in winter 2017. NYCT will soon award contracts for the Clark Street Tunnel project, says Ortiz. Also yet-to-be repaired is the Rutgers Tunnel, which will be addressed after the Canarsie Tunnel project is completed.Restoring a vital linkAt what's estimated to be a $1 billion cost, the massive reconstruction of the 92-year-old Canarsie Tunnel will be the biggest project yet. The Canarsie is a vital link that carries the NYCT’s L train under the East River between Brooklyn and Manhattan.In July, MTA announced that the tunnel would close for 18 months starting in 2019 in order to do the work. The full closure option was the most efficient one for NYCT and the “least painful” for subway riders, MTA officials believe. About 225,000 riders travel through the Canarsie tubes on an average weekday.During Sandy, water surging from the East River flooded both Canarsie tubes, extensively damaging tracks, signals, switches, lighting, cable ducts, bench walls and power, sign and communication cables.The worst destruction occurred along the duct bank that protects the tunnel’s cables. The bank has continued to deteriorate, with pieces falling onto the tracks. All 37,000 feet of duct bank will be removed and rebuilt.The Canarsie undertaking is a big deal not only for its pricetag and the work involved, but also because of the project’s expected impact on the lives of so many NYCT riders. Before choosing the full tunnel closure option, the agency hosted held several community meetings to obtain public feedback on whether it should do the work in pieces — or one tube at a time — over the course of three years, or close the entire structure to complete the work in less time.The procurement process for the Canarsie design and construction services has begun, and the MTA is developing alternative transportation strategies for riders during the 18-month closure. A video explaining the Canarsie project's significance is available on the MTA website.The Canarsie and other tunnel projects are representative of the NYCT's objective to "fix and fortify," says Ortiz."We're reconstructing Canarsie's duct banks and making repairs to the tunnel structure. We're hardening the pumping stations and making equipment boxes water-tight," he says. "On the Montague Tunnel, for example, we reconstructed the duct banks, repaired the tunnel structure, added waterproof doors, and relocated a signal relay room to a higher location. That’s all part of repair and resiliency."A flood wall for the RockawaysElsewhere in the system, long-term fixes have included a seventh-month project to construct a flood wall at the Rockaways. Service after Sandy wasn't restored to that area until May 30, 2013. In that case, Sandy’s storm surge dumped debris over the tracks, washed out the right of way, weakened the embankment and destroyed hundreds of feet of the A Line mainline connection between Howard Beach and the Rockaway Peninsula.The hit left 35,000 daily riders without a direct train link to Manhattan, according to MTA officials.NYCT constructed a 3-mile sheet-pile wall along the right of way after making necessary track repairs; replacing miles of signal, power and communications wires; and rehabilitating two stations. The 40-foot-high panels of sheet metal were buried 30 feet into the soil, with the remaining 10 feet of metal remaining above ground."Placing the sheets 30 feet below ground will prevent a washout of the right of way if a strong storm surge is coming in," says Ortiz."The remaining feet [of the panels] was left above ground to keep debris and water off the tracks."Another long-term post-Sandy repair is on the drawing board for the Coney Island Rail Yard, described by MTA as "the most important yard" in the NYCT system. The 75-acre complex resembled a lake after Sandy blew in, with water covering tracks, switches, motors and signal equipment.At a minimum, the yard — which is situated in a flood zone — needed a quick short-term solution to protect it from future flooding. The answer? Giant "trap bags" were designed to be deployed around the perimeter of the yard prior to any storm that could flood it."Since Sandy, we've seen a couple of storms that had the potential to flood the yard and these trap bags served their purpose to keep water out," Ortiz says.NYCT is pursuing a design-build project to install flood-proof walls, gates and other protective measures at the yard. Work on that project, now in design, will start in the near future, he says.Flood protection system-wideBesides repairing and shoring up existing infrastructure, MTA and NYCT officials have taken a system-wide approach to flood prevention."Downtown Manhattan saw a significant amount of Sandy-related damage as a result of all the openings that are essentially at or below sea level — that’s everything from vents, to manholes, to escape hatches and emergency exits," Ortiz says.The challenge? Finding something that’s quick to deploy and can accommodate the various sizes of hatches and manholes. To seal off staircases, MTA contracted with ILC Dover to install its Flex-Gate™ flood-barrier technology."We also are in the process of installing thousands of quickly-deployed vent closure devices that personnel can [launch] to prevent water from entering our system. And, we’re looking at engineered fiberglass covers as well, at other locations," Ortiz adds.The project to rebuild South Ferry Terminal in Lower Manhattan also will integrate flood protection measures, such as staircase covers. Sandy dumped 15 million gallons of saltwater into the then 3-year-old station, submerging the platform and lower and upper mezzanine areas, and ruining the electrical and mechanical systems.In 2014, MTA awarded a $194 million contract to Judlau Contracting Inc. for the South Ferry reconstruction, which is expected to be completed in summer 2017. In the meantime, the agency recommissioned the old South Ferry loop station to serve Line 1 riders until the rebuilt terminal reopens."We're repairing and hardening the station," says Ortiz. "Deployable fiberglass covers that slide into a structure built into the staircases will prevent water from coming in."Some electrical components and other vital equipment are being moved to a higher location.Protecting St. George TerminalAlso underway is the rehabilitation of the St. George Terminal on the north end of the Staten Island Railway, which is the primary passenger connection to the Staten Island Ferry.In September 2014, MTA awarded a contract to LK Comstock for the $105 million project, which calls for replacing interlocking track and signal systems, replacing 13 turnouts, and installing a new third rail system. A tower that houses electrical equipment destroyed in the storm will be rehabilitated.Resiliency work will include raising all signals from 24 to 72 inches above the road bed, and using a raised platform for battery and generator enclosures, according to an MTA press release.In total, NYCT is estimating $2.5 billion will be spent on resiliency efforts, both short- and long-term projects. The projects are designed to protect the subway system from a Category 2 hurricane, says Ortiz.All NYCT Sandy-related repairs and reinforcement of critical infrastructure are being federally funded through grants administered by the Federal Transit Administration and the Federal Emergency Management Agency. In-house crews, contractors and subcontractors are performing the work. Ortiz couldn’t provide a targeted completion date for all Sandy-related initiatives."As we've said from the beginning, this will take years," he says. "I can say definitely that we are much better prepared today if we’re faced with a storm the likes of Sandy. We would not see the type of damage we saw when Sandy hit."While NYCT sustained the greatest damage among the MTA rail systems, MTA Metro-North Railroad and MTA Long Island Rail Road (LIRR) are continuing with their Sandy repair and resiliency projects, as well. Metro-North’s Sandy damage recovery costs added up to $440 million. LIRR’s capital rebuilding costs came in at $193.9 million. The federal government is funding 100 percent of the railroads' rebuilding costs, according to MTA spokesman Aaron Donovan.Email comments or questions to This email address is being protected from spambots. You need JavaScript enabled to view it.
Keywords Browse articles on Hurricane Sandy New York City Transit Metropolitan Transportation Authority (MTA) ILC Dover Judlau Contracting Inc. LK Comstock MTA Metro-North Railroad MTA Long Island Rail Road Contact Progressive Railroading editorial staff.

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Nov
09

Caltrain to add more cars to rush-hour trains

11/9/2016    

Rail News: Passenger Rail

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Nov
09

NYCT gears up to repair two M Line bridges

11/9/2016    

Rail News: MOW

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Nov
09

BLET agrees with TSB's stance on rail-worker fatigue

11/9/2016    

Rail News: Labor

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Nov
09

NRF: Port TEUs slip in September, but rebound in October

11/9/2016    

Rail News: Intermodal

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Nov
09

CSX names Rutherford VP-industrial products

11/9/2016    

Rail News: CSX Transportation

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Nov
09

AAR, APTA react to national election results

11/9/2016    

Rail News: Federal Legislation & Regulation

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Nov
09

Many transit-rail initiatives win on local ballots

11/9/2016    

Rail News: Passenger Rail

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Nov
09

Hurricane Sandy: LIRR, Metro-North railroads' recovery, resiliency projects continue

Rail News Home Passenger Rail November 2016 Rail News: Passenger Rail

To restore Hudson Line service after Hurricane Sandy, MTA Metro-North Railroad employees had to use a crane to remove a boat that had washed up on the tracks at Ossining.Photo – MTA Metro-North Railroad / Al Cecere By This email address is being protected from spambots. You need JavaScript enabled to view it., senior associate editorHurricane Sandy recovery and resiliency projects are continuing at MTA Long Island Rail Road (LIRR) and MTA Metro-North Railroad four years after the storm ravaged the Metropolitan Transportation Authority's rail services. The Oct. 29, 2012, storm damage resulted in an estimated $193.9 million in capital rebuilding costs for LIRR and $440 million for Metro-North. The federal government is paying for those projects at both railroads.Since Sandy, Metro-North has implemented new design standards to ensure vulnerable critical infrastructure — particularly power, signal and communications equipment, and shops and yards — is protected from storm surges, MTA spokesman Aaron Donovan said in an email.Likewise, since Sandy occurred LIRR has revised its hurricane operations plan to reflect the lessons learned. Also, the railroad has revised its design criteria to incorporate new standards for construction within flood zones. The new approach is being applied to all relevant designs,
including signal and other projects that are not Sandy related, Donovan said.At LIRR, one Sandy-related project has wrapped up over the past year: The Long Island City Yard Substation restoration — a $1.1 million project — was finished in first-quarter 2015.At Metro-North, projects completed over the past year include the replacement of the Harlem River lift bridge (HRLB) alternating-current facility house at a $7 million cost; and the replacement of damaged communication and signal equipment in various locations, which cost $5 million. Tutor Perini was the contractor on the completed HRLB effort, which was a design-bid-build project.Restoration and recovery projects ongoing at LIRR include:
• Wreck Lead Bridge system restoration, a design-build project that involves replacing underwater cable, the bridge electrical system and emergency generator for the bridge, which crosses the Reynolds Channel. Contracts have been awarded to HDR Inc. for preliminary design and Hinck-Posillico JV LLC for submarine cable replacement. Expected completion: April 2017.
• Long Beach Branch systems restoration. This design-build project will replace the Oceanside, Oil City and Long Beach substations. Because this branch is flood prone, the railroad is rebuilding them with resiliency in mind: The substations are being built at a higher elevation to better protect equipment against future extreme weather. Contracts have been awarded to AECOM for design and CPS; Litehouse Builders for equipment foundations and platform; and Ansaldo STS USA for the signal system. Expected completion: September 2019.
• West Side Yard restoration, a project to replace signals, power and other assets. This work is being coordinated with the West Side Yard Overbuild and Amtrak Gateway projects. LIRR forces will perform the construction work. Contracts issued include SafeTech USA for a fire detection system. LIRR will use a third-party firm to design, furnish and deliver track and switches. Expected completion: April 2019.
• Long Beach Branch Substation replacement of switches, signals, communications and third-rail equipment. It’s a design-build project. Contracts have gone to Powell Electrical Systems for substation replacement, and Myers Controlled Power LLC for D-B Long Beach substation replacement. There are smaller-value contracts for design, construction phase services, surveys and abatement. Anticipated completion: January 2018.
• Infrastructure and system upgrades of station, signal and power component repair and restoration has been underway at locations throughout the LIRR network. The work is being performed by third-party and LIRR construction forces. Contracts include Litehouse Builders for the replacement and upgrades at Hillside, Penn Station 34th Street Gate, and Westbury Shelter Shed. Anticipated completion: January 2017.
• 1st Avenue Substation restoration, which will replace Substation AC switchgear and associated equipment with saltwater damage. Contracts have been issued to Jacobs for preliminary design and Mass. Electric Construction for design-build services.LIRR resiliency projects underway include:
• Atlantic Avenue Tunnel mitigation, which is being pursued to better protect the LIRR tunnels that run under Atlantic Avenue in Brooklyn and Queens. This project will replace and raise street-level air grates to prevent water from entering the tunnel from the road. Existing pumps will be upgraded to current standards and existing sump pumps will be replaced with improved capacity pumps. Downspouts and vault drains will be replaced. LIRR forces are doing the construction, which began in 2015.
• Long Island City Yard, which will install perimeter protection and make drainage improvements to protect the yard from flooding or storm surges from the East River and Newtown Creek. Gannett Fleming has the design contract; construction procurement has not yet begun.
• River-to-river rail resiliency, which will be a design-build project. A design firm contract has not yet been awarded.
• Emergency management equipment, a project that entails the purchase of equipment to be used throughout the LIRR system, particularly in areas prone to flooding and storm surges, as well as in major yards and towers. Equipment will include generators, vehicle fueling stations, communication upgrades and weather-fighting equipment. The project involves mostly procurement, but also limited design work with specifications by the LIRR engineering department.Major restoration projects underway at Metro-North include:
• Hudson Line substation replacements — Riverdale, Tarrytown and Croton-Harmon. Estimated cost is $44 million; projected completion date is April 2017. Ecco/Verde is the contractor for this design-bid-build project.
• Hudson Line power, signals and communication infrastructure replacement. Judlau/TC Electric is the contractor. The estimated cost for the project's first phase is $161 million; the projected completion date is December 2017. The second-phase option is expected to be exercised in November, with an expected cost of $137 million.
Keywords Browse articles on MTA Long Island Rail Road HDR AECOM Litehouse Builders Ansaldo STS USA Amtrak Myers Controlled Power LLC Powell Electrical Systems Jacobs Contact Progressive Railroading editorial staff.

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Nov
09

For CSX, a workforce of the future is an integral part of a 'railroad of tomorrow'

Rail News Home CSX Transportation November 2016 Rail News: CSX Transportation

Photo – CSX By This email address is being protected from spambots. You need JavaScript enabled to view it., Managing EditorCoal isn’t king for CSX anymore. The commodity now generates a small portion of the railroad’s annual revenue instead of the lion’s share.So, the Class I is in the early stages of adopting a “CSX of Tomorrow” strategy that calls for realigning its network to de-emphasize coal traffic, and optimize intermodal and merchandise business; deploying more automation; and honing service performance to boost reliability and responsiveness. To learn more about the strategy, read this cover story in Progressive Railroading’s November issue.There’s one other main component of the CSX of Tomorrow: a Team of Tomorrow (ToT). To help carry out the strategy, the Class I seeks to develop a more diverse, versatile and highly skilled workforce. Such a team will up the ante on working collaboratively, making decisions quickly, embracing new technologies and finding ways to boost productivity, says CSX Senior Vice President and Chief Administrative Officer Cressie Brown.But first, ToT developers are defining what skillsets employees need to be an integral part of the CSX of Tomorrow.Some important traits: that they be innovative, to think outside the box; flexible, to help flex CSX’s resources; and geared toward service excellence, which is vital “because of the service-sensitive markets we’ll be in,” says Brown. Ultimately, CSX aims to get beyond traditional promotion schemes and training programs to help employees develop new skills in such critical areas as emerging technologies, analytics and customer insight.CSX now is conducting "unconscious bias" seminars for its 2,500 managers and department leaders that are designed to help them better understand some preconceptions that might surface in their decision-making. CSX

Developing a ToT in part calls for establishing a talent pipeline to retain the most experienced and skilled employees who contribute at a high level, and recruit the brightest and most proficient new workers, says Brown. To get such a pipeline flowing, CSX aims to make tweaks and/or major changes to its career development, training and recruiting programs.

In terms of retention and career development, the railroad in late 2015 launched an employee valuation initiative to “get our hands around the Team of Tomorrow,” says Brown. The initiative involved employee interviews, focus groups and research to determine why people joined CSX and why they stayed at the company. The feedback will help identify ways to retain valuable and experienced workforce members.

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Nov
08

Rail supplier news from GREX, PFL, Industry-Railway Suppliers, Hub Group, and in memoriam: Robert Grandy (Nov. 8)

11/8/2016    

Rail News: Supplier Spotlight

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Nov
08

Sound Transit solicits comments on light-rail station designs

11/8/2016    

Rail News: Passenger Rail

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Nov
08

Amtrak boosts Wi-Fi speed on Acela Express

11/8/2016    

Rail News: Amtrak

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Nov
08

Vancouver's Evergreen Skytrain extension to open next month

11/8/2016    

Rail News: Passenger Rail

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Nov
08

Port Everglades logs decline in TEUs for FY2016

11/8/2016    

Rail News: Intermodal

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Nov
08

CP lauds October grain movement, launches website detailing time off

11/8/2016    

Rail News: Canadian Pacific

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Nov
08

MBTA names Dalton GM for Green Line extension, shakes up capital project team

11/8/2016    

Rail News: Passenger Rail

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Nov
08

The 'CSX of Tomorrow' will dawn if the railroad can adopt a more intermodal-driven, less coal–centric operating strategy

Rail News Home CSX Transportation November 2016 Rail News: CSX Transportation

Photo – CSX — By This email address is being protected from spambots. You need JavaScript enabled to view it., Managing EditorTo say sagging coal volumes have been a drag on CSX’s finances the past five years is an understatement. Coal revenue losses that have been mounting since 2011 are expected to reach a total of $2 billion by 2016’s end.The Class I’s coal fortunes aren’t expected to turn anytime soon, either. Low natural gas prices figure to keep compelling domestic utilities to favor that power-plant fuel source for the foreseeable future and tectonic shifts in the global coal market are forecast to keep abating U.S. exports. So, a change in strategic direction is necessary to deal with coal’s steep fall from its longtime perch as the railroad’s top revenue producer.Last year, the senior executive team met to develop a strategy framework that could address the changing customer base and shifting business portfolio. Ultimately, the team considered two options: continue to chase ways to help overcome the coal losses in the short term or develop a plan to change the structure and operation of the coal-dominant railroad for the long term. They opted for the latter.A 40-member cross-functional group that included leaders from each department then helped flesh out the idea and shape specific supporting initiatives, and CSX’s board reviewed and approved the chosen strategy in early 2016. Now, if it ushers the Class I into a new era as hoped, the “CSX of Tomorrow” will dawn in the not-too-distant future.Formally launched in late April, the CSX of Tomorrow (CoT) strategy calls for the company to:
• realign its network to de-emphasize coal traffic and optimize the volume-growth potential of the more promising intermodal sector and solid merchandise segment;
• deploy more high-tech equipment and information systems to forge a highly automated railroad that can support safety, service-performance and efficiency efforts;
• pursue service excellence to help prompt volume growth and better meet customers’ needs; and
• develop a workforce of the future with the right tools and skills to drive productivity and innovation.Expected to take a number of years to implement, the strategy will help spur volume growth and increase profitability in the intermodal and merchandise franchises, and yet preserve the business value of coal as it becomes a smaller part of the company’s portfolio, says CSX Chairman and Chief Executive Officer Michael Ward.“We’ve got to adapt; the world has changed. Coal has gone from one-third of our annual revenue to about 15 percent,” he says. “We have been a more cyclical company, one that was a slave to the vagaries of the general economy. Now, we can be more nimble and flexible.”CSX will benefit by controlling the things it can control: service, safety and productivity, says Ward. In addition, the strategy can help the company attain its long-term goal of a mid-60s operating ratio.CSX plans to carry out the CoT in part by operating two networks: a primary one accommodating longer and heavier trains along the “Iron Triangle” mainlines between Chicago, New York City and Jacksonville, Fla.; and a local one comprising other lines and territories that don’t require the same train speeds and resource intensity. Each network will essentially have the same route mileage, and the local network would retain the same level of safety and customer service as the primary one.CSX also aims to extend sidings or build new ones to accommodate longer trains; triple the amount spent each year on technology adoptions; and provide better quality-of-life benefits and more modern equipment to hone a stronger workforce.Operational performance a prime componentService execution is the most critical aspect of the CoT, says Ward. To win over and best serve shippers of truck-competitive freight, CSX needs to align operating capabilities to customers’ expectations and provide consistently higher levels of reliability.“If we want to grow our other businesses, the service has to be there,” says Ward.He believes the CoT initiative aligns well with the company’s vision to be the safest, most progressive North American railroad, one that relentlessly pursues customer and employee excellence. It lines up with CSX’s core values, too, says Ward. That means continually striving to be fact-based, ensuring people make the difference, stressing safety as a way of life and getting the right results the right way.“It’s how we behave and who we are. It still fits,” says Ward. “The biggest difference [with the CoT] is being more intentional in deploying technology.”CSX strategists performed a lot of modeling exercises to ensure the strategy could be carried out, and the team plans to tweak and refine it as CoT implementation continues.“The way we see it is: OK, we have a path now, and we see where we’re going,” says Ward.A new terminal under construction in Pittsburgh, which is slated to open next year, figures to help boost intermodal business. CSX

But there will be some bumps along that path. For example, to become a more efficient and productive CoT, there will be hundreds of fewer jobs at the company. Meetings have been held with rail labor unions about the job reductions, which mostly will be addressed through attrition, says Ward.

“We’re not being secretive about it. We will have less jobs available,” he says.

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