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The canadian national railway aml National Railway
CN is today the largest rail network in Canada and the only one to cross the continent in North America. In the years of the Great Depression the CN was an important source of revenue for the federal government.
After the 1980s, CN began to remove redundant secondary trackage. They also bought second-hand machinery that was streamlined. This allowed CN to compete with canadian national railway stomach cancer Pacific.
History
CN had to face a financial crisis in the aftermath of World War I, as its debts grew, and its freight volumes decreased. The federal government stepped in and bought the railway, along with Grand Trunk and canadian national railway black lung disease national railway aplastic anemia - see this page - Northern to prevent them from defaulting on CAD 1.3 million in loans. The merger resulted in the second-largest railway system in the world. It also resulted in CN profitable for the first time ever.
The new management team was helmed by former federal bureaucrats and was focused on boosting productivity. They reorganized the company which reduced the number of managers to a small number and cut staffing levels by a third, and eliminated branch lines that lost money. Technology was instrumental in the effort. Automation of train control, clerical, and diesel locomotives allowed CN to operate longer trains with the smallest number of employees. Unions also struggled to keep their jobs.
The company has grown into a transport conglomerate with interests that range from coal to newspapers. It owned the Toronto CN Tower, which was the highest freestanding structure, until 1976. In the 1970s CN began to eliminate its non-rail activities, such as hotels and real estate. In 1988, it dissolved the trucking business and established a separate Crown Corporation, CNX/CN Trucking. Air Canada, incorporated in 1937 was subsequently a subsidiary of CN. VIA Rail took over the passenger train operations of CN in 1978.
Passenger Service
CN was founded to provide express and local trains for commuters. The system spanned across Atlantic Canada to the West and connected Moncton, New Brunswick with Toronto, Ontario and Montreal, Quebec.
In 1919, the company was nationalized after financial turmoil brought Grand Trunk and Canadian Northern railways close to bankruptcy. The government owned both railways and they merged to create the second largest railroad system in the nation.
In 1932, passenger traffic were reduced due to the Great Depression. Passenger train routes were either relocated or eliminated to focus on freight service. When this time was over, passenger traffic had dropped by 45percent.
To regain lost traffic, CN began to offer lower-priced passenger train services. It also renovated its stations and opened the Spadina Roundhouse in Toronto, that was created to keep passenger trains moving between journeys.
In the 1970s, CN had grown substantially under its active president Donald Gordon. He streamlined the company's subsidiary companies from 80 down to 30 and modernized the fleet of locomotives by switching to diesel engines. He also emphasized increasing efficiency and autonomy, by establishing profit centers to increase management accountability, and highlighting areas of government-enforced losses. In addition to diversifying the company's operations, it also expanded into Telecommunications. This has helped ease the strain on its sluggish railroad operations. The railway is among the largest providers of logistical and transportation services, including containerized cargo intermodal freight as well as petroleum, chemicals grain and forest products metals, automotive and other products.
Locomotives
In the latter part of 1920, CN began modernizing its passenger train equipment. One of the most fascinating innovations was the introduction of a two-way radio network for train passengers that allowed them to make telephone calls that were in line with the quality of calls made by the standard phone. The system was tested on a trip through Toronto by the International Limited train, which was led by 4-8-4 Mountain type locomotive 6028.
During the 1950s and 1960s the railroad was still trying to balance its passenger and cargo traffic however the growing competition from airlines made it more difficult to compete with air travel. In the late 1960s, deregulation of the transportation sector helped CN get back to profitability.
Today, CN operates the largest rail network in North America. It is mostly a cargo transporter, and is focused on high-value cargo such as automobiles, grain, and steel. Its network spans over 32800 kilometers.
CN operates numerous models of diesel locomotives. It has a wide range of hopper and boxcars that are used to transport massive quantities of grain from the regions of praire to big cities and harbours. The railway museum in Toronto has this CN locomotive, 4803 decorated in livery from the pre-1960 era. It is an GE Dash 8-40CW. It was built in 1974 at London, Ontario.
Management
After World War II, rail passenger traffic plummeted dramatically because air travel and highways grew. CN's rival, privately owned CPR reduced its services considerably while the government-owned CN continued to operate many of its passenger services and even introduced new programs. One of these, the "Red Blue, White and Blue" fare structure (which offered deep discounts on off-peak days) was credited with increasing the number of passengers.
In the 1970s, CN's leadership focused on increasing the railway's autonomy and profit. It organized its profit centers and began to cut off branches that were losing money. The branch network of the company drastically reduced with thousands of kilometres of track being abandoned. This included entire track networks on both Newfoundland and canadian national railway aplastic anemia Prince Edward Island (passenger train operation ended in those provinces in 1969 and 1988 respectively) across southern Ontario as well as in the Prairie provinces, and in the northern regions of British Columbia.
In 1998, CN purchased the Illinois Central Railroad. This allowed the company to establish a North-South presence within the United States. In the age of consolidated rail ownership, the purchase transformed the company into a single, integrated system operating in both Canada and the United States under the CN North America moniker.
The company was privatized in the year 1995 with a lot of shares being purchased by American shareholders. In 2003, there was controversy when the company decided to drop references to its Canadian heritage, and now it simply refers to itself under the name CN.
CN is today the largest rail network in Canada and the only one to cross the continent in North America. In the years of the Great Depression the CN was an important source of revenue for the federal government.
After the 1980s, CN began to remove redundant secondary trackage. They also bought second-hand machinery that was streamlined. This allowed CN to compete with canadian national railway stomach cancer Pacific.
History
CN had to face a financial crisis in the aftermath of World War I, as its debts grew, and its freight volumes decreased. The federal government stepped in and bought the railway, along with Grand Trunk and canadian national railway black lung disease national railway aplastic anemia - see this page - Northern to prevent them from defaulting on CAD 1.3 million in loans. The merger resulted in the second-largest railway system in the world. It also resulted in CN profitable for the first time ever.
The new management team was helmed by former federal bureaucrats and was focused on boosting productivity. They reorganized the company which reduced the number of managers to a small number and cut staffing levels by a third, and eliminated branch lines that lost money. Technology was instrumental in the effort. Automation of train control, clerical, and diesel locomotives allowed CN to operate longer trains with the smallest number of employees. Unions also struggled to keep their jobs.
The company has grown into a transport conglomerate with interests that range from coal to newspapers. It owned the Toronto CN Tower, which was the highest freestanding structure, until 1976. In the 1970s CN began to eliminate its non-rail activities, such as hotels and real estate. In 1988, it dissolved the trucking business and established a separate Crown Corporation, CNX/CN Trucking. Air Canada, incorporated in 1937 was subsequently a subsidiary of CN. VIA Rail took over the passenger train operations of CN in 1978.
Passenger Service
CN was founded to provide express and local trains for commuters. The system spanned across Atlantic Canada to the West and connected Moncton, New Brunswick with Toronto, Ontario and Montreal, Quebec.
In 1919, the company was nationalized after financial turmoil brought Grand Trunk and Canadian Northern railways close to bankruptcy. The government owned both railways and they merged to create the second largest railroad system in the nation.
In 1932, passenger traffic were reduced due to the Great Depression. Passenger train routes were either relocated or eliminated to focus on freight service. When this time was over, passenger traffic had dropped by 45percent.
To regain lost traffic, CN began to offer lower-priced passenger train services. It also renovated its stations and opened the Spadina Roundhouse in Toronto, that was created to keep passenger trains moving between journeys.
In the 1970s, CN had grown substantially under its active president Donald Gordon. He streamlined the company's subsidiary companies from 80 down to 30 and modernized the fleet of locomotives by switching to diesel engines. He also emphasized increasing efficiency and autonomy, by establishing profit centers to increase management accountability, and highlighting areas of government-enforced losses. In addition to diversifying the company's operations, it also expanded into Telecommunications. This has helped ease the strain on its sluggish railroad operations. The railway is among the largest providers of logistical and transportation services, including containerized cargo intermodal freight as well as petroleum, chemicals grain and forest products metals, automotive and other products.
Locomotives
In the latter part of 1920, CN began modernizing its passenger train equipment. One of the most fascinating innovations was the introduction of a two-way radio network for train passengers that allowed them to make telephone calls that were in line with the quality of calls made by the standard phone. The system was tested on a trip through Toronto by the International Limited train, which was led by 4-8-4 Mountain type locomotive 6028.
During the 1950s and 1960s the railroad was still trying to balance its passenger and cargo traffic however the growing competition from airlines made it more difficult to compete with air travel. In the late 1960s, deregulation of the transportation sector helped CN get back to profitability.
Today, CN operates the largest rail network in North America. It is mostly a cargo transporter, and is focused on high-value cargo such as automobiles, grain, and steel. Its network spans over 32800 kilometers.
CN operates numerous models of diesel locomotives. It has a wide range of hopper and boxcars that are used to transport massive quantities of grain from the regions of praire to big cities and harbours. The railway museum in Toronto has this CN locomotive, 4803 decorated in livery from the pre-1960 era. It is an GE Dash 8-40CW. It was built in 1974 at London, Ontario.
Management
After World War II, rail passenger traffic plummeted dramatically because air travel and highways grew. CN's rival, privately owned CPR reduced its services considerably while the government-owned CN continued to operate many of its passenger services and even introduced new programs. One of these, the "Red Blue, White and Blue" fare structure (which offered deep discounts on off-peak days) was credited with increasing the number of passengers.
In the 1970s, CN's leadership focused on increasing the railway's autonomy and profit. It organized its profit centers and began to cut off branches that were losing money. The branch network of the company drastically reduced with thousands of kilometres of track being abandoned. This included entire track networks on both Newfoundland and canadian national railway aplastic anemia Prince Edward Island (passenger train operation ended in those provinces in 1969 and 1988 respectively) across southern Ontario as well as in the Prairie provinces, and in the northern regions of British Columbia.
In 1998, CN purchased the Illinois Central Railroad. This allowed the company to establish a North-South presence within the United States. In the age of consolidated rail ownership, the purchase transformed the company into a single, integrated system operating in both Canada and the United States under the CN North America moniker.
The company was privatized in the year 1995 with a lot of shares being purchased by American shareholders. In 2003, there was controversy when the company decided to drop references to its Canadian heritage, and now it simply refers to itself under the name CN.
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