Posts Tagged ‘CSX executives’

CSX Names New VP and Controller

March 21, 2018

Angela Williams has been named by CSX as vice president and corporate controller. She succeeds Andrew Glassman, who is leaving the company, but will remain through June 30 to assist the transition period of his successor.

Williams is currently CSX’s assistant controller and has served in various positions in the accounting department since joining the carrier in 2003

She is a certified public accountant and before coming to CSX worked at KPMG LLP and Winn-Dixie Stores.

“Angie’s depth of knowledge of our business and her strong accounting acumen will be invaluable as we continue to build momentum behind our strategy to become the best run railroad in North America,” said CSX Executive Vice President and Chief Financial Officer Frank Lonegro in a statement.


Ex-CSX VP Lands Job at Union Pacific

January 29, 2018

A former CSX high-ranking executive who was forced out of her job as vice president and chief operations officer had handed a VP job with Union Pacific.


Cindy Sanborn, the first woman to hold a senior operating executive role at a Class I railroad,  was among three CSX executives who left the carrier last November during a management shakeup instituted by then-CEO E. Hunter Harrison.

Sanborn will become regional vice president transportation-western region at UP on Feb. 16.

She will replace the retiring Richard Castagna and lead rail operations in Washington, Idaho, Oregon, California, Nevada, Utah, Arizona and New Mexico from a base in Roseville, California.

Sanborn had held various management positions during her 30 years at CSX.

CSX to Require CEOs to Get Annual Exam

January 24, 2018

The board of directors of CSX has decided that henceforth all of its CEOs will have an annual visit with a doctor.

The board will adopt the policy change in the wake of the death of former CEO E. Hunter Harrison last month.

The health of the 72-year-old Harrison had been an issue when he was hired as CEO last spring.

Harrison was known to have health issues and the CSX board at the time insisted that his medical records be reviewed by an independent physician. But Harrison balked, saying that his doctor had cleared him to assume the CEO position.

The CSX board dropped its demand and Harrison took over the C suite at CSX in March.

Harrison died on Dec. 16 two days after taking a medical leave for unspecified health problems.

Railway Age magazine has reported that Harrison suffered from emphysema and it had been widely reported that he used supplemental oxygen.

Federal securities laws do not require companies to disclose executive health problems, but some firms provide that information because it might affect an investor’s decisions to buy or sell stock.

It is not uncommon for companies to be cagey about why their CEOs take medical leave.

United Continental Holdings, the parent company of United Airlines, for example disclosed that its CEO Oscar Munoz had been hospitalized but did not initially reveal in October 2015 that he had suffered a heart attack.

Munoz, who once headed CSX, underwent a transplant and returned to work the following year.

Thomas Flannery, managing partner at the executive search firm Boyden, described the matter of forcing an executive to share his or her medical history with a board of directors as a slippery slope because of privacy concerns. It could have a bigger downside than upside.

He said he encourages executives and their boards to be open about health problems and whether they affect the executive’s ability to fulfill his or her duties.

The CSX board plans to change its policy next month during a meeting, thus avoiding a vote on a resolution that was set to be introduced at the company’s annual meeting.

The policy will require the CEO to get a comprehensive physical performed by a medical provider chosen by the board, according to a letter submitted to the Securities and Exchange Commission that was reviewed by The Wall Street Journal.

A CSX spokesman would not comment on the matter.

The shareholder vote had been proposed by John Fishwick, a Virginia attorney who owns 1,000 shares of CSX stock.

No Turning Back, Foote Says

January 18, 2018

New CSX CEO James M. Foote wanted to make one thing clear. On his watch there will be no turning back from the commitment made to precision scheduled railroading that the late E. Hunter Harrison brought to the carrier last year.

James Foote

During a conference call on Wednesday to discuss the railroad’s fourth quarter financial results, Foote praised Harrison and said CSX would not be where it is today without him.

“I am committed to seeing his vision through and making CSX the best railroad in North America,” Foote said.

Speaking during the same conference call the newly-appointed CSX vice president of operations, Edmond Harris, said the carrier will continue what Harrison started, including operating fewer trains, putting more locomotives into storage, moving the same tonnage with fewer freight cars, and having a more fluid network.

“The table has been set,” Harris said, saying CSX will take advantage of technology and boost the use of distributed motive power.

Foote said he made changes to the sales and marketing structure to simplify the organization by reducing the leadership group to three business units and aligning certain functions into other departments.

He said he also implemented changes in the operating department at the staff and field levels in order to achieve more efficient operation and achieve service improvements.

Foote noted that one of his first moves as CEO was to order the hump to be razed at Tilford Yard in Atlanta.

The yard, which remains open as a flat switching facility, was one of eight hump yards that were converted last year.

As for what the future holds for CSX operations, Harris said that he favors run-through interchange trains and would like to see CSX bypass the Belt Railway of Chicago by running merchandise trains directly to BNSF and Union Pacific.

He will also seek partnerships with short lines railroads and other Class I carriers to create shorter, more efficient routes.

CSX will study creating directional running for longer trains and will continue to build longer trains pulled by fewer locomotives per train.

Foote said CSX will make it a priority to improve its on-time performance, which was just 56 percent in the fourth quarter of 2017.

Calling that unsatisfactory, Foote said CSX plans to create schedule plans for every carload as a way to improve on-time deliveries.

Foote acknowledged that the rapid changes that Harrison ordered at CSX before his death last Dec. 16, disrupted operations, resulting in angry shippers and additional regulatory oversight.

The railroad also lost some traffic, but Foote predicted that most of it will return. “We are seeing some of those customers return already,” Foote said.

However, CSX doesn’t expect to recoup the 7 percent loss it suffered in domestic intermodal business after it closed its Northwest Ohio Intermodal Terminal and ditched the hub and spoke strategy toward building intermodal traffic.

CSX’s intermodal strategy will be built on increasing container traffic to East Coast ports and not on seeking to develop low-volume service lanes.

Capital spending will fall by 20 percent to $1.6 billion in 2018 on top of a 25 percent cut last year.

That prompted some analysts on the conference call to express concern about CSX’s ability to maintain its infrastructure.

In response, Chief Financial Officer Frank Lonegro said CSX will spend $1.4 billion this year on track maintenance, which he said is about the same as it spent in previous years.

Lonegro said most of the curtailed capital spending would have been for new locomotives and freight cars. But with 900 locomotives in storage, and 20,000 cars sidelined, he said it would be many years before CSX needs to buy more rolling stock.

Looking ahead to a March 1 investors conference, CSX executives said they did not want to provide many details about their expectations for this year and beyond other than they expect the operating ratio to improve due to operations improvements and efficiency gains.

However, they did say that CSX expects to reduce its payroll by 2,000 people this year and that it ended 2017 with 3,282 employees than it had on the last day of 2016. CSX now employs 24,000. CSX also reduced the number of consultants that it hired by 1,418.

CSX Names Operations VP

January 9, 2018

A former Canadian National executive has been brought out of retirement to help CSX in its implementation of precision scheduled railroading.


Edmond L. Harris has been named executive vice president of operations and will oversee mechanical, engineering, transportation and network operations.

Harris, who will begin his position immediately, worked with the late E. Hunter Harrison and current CSX CEO James M. Foote at CN.

He also worked with Harrison at the Illinois Central Railroad where Harrison initially implemented the precision scheduled railroading model.

During his 40 years in the railroad industry, Harris rose to the post of executive vice president of operations at CN.

He later served as chief operations officer at Canadian Pacific and held a seat on the CP board of directors.

Harris also was as a senior adviser to Global Infrastructure Partners, an independent fund that invests in infrastructure assets worldwide; chairman of Omnitrax Rail Network; and board director for Universal Rail Services. He began his railroad career in operations at the IC.

Holding a Bachelor of Science degree in management from the University of Illinois-Chicago,  Harris served in the U.S. Marine Corps from 1969 to 1973.

Foote Named Permanent CSX CEO

December 23, 2017

James M. Foote had the word “acting” removed from his title on Friday after the CSX board of directors unanimously voted to name him the company’s permanent president and chief executive officer.

James Foote

Foote had been named acting CEO on Dec. 14 after E. Hunter Harrison was placed on medical leave. Harrison died two days later.

In a news release, CSX said that Foote will also join the board of directors.

“Jim has decades of railroading experience and the board is confident of his ability to lead the company,” says CSX Chairman Edward J. Kelly III in a statement. “He has already had a markedly positive impact. The board looks forward to working with him.”

Foote said in the same statement that his intends to continue to implement Harrison’s model of precision scheduled railroading, saying that its implementation is well underway, with the most critical components of the implementation completed and beginning to generate measurable operating improvement.

“We look forward to providing an update on our strategic progress and to showcase our deeply talented management team at our upcoming investor day in March,” Foote said.

Before joining CSX last October, Foote was president and CEO of Bright Rail Energy, a technology company formed in 2012 to design, develop, and sell products that allow railroads to switch locomotives to natural gas power.

He previously served as executive vice president of sales and marketing at Canadian National, which he had joined in 1995 as vice president of investor relations to assist the company’s privatization.

Foote began his railroad career in 1972 as a laborer in the mechanical department with the Soo Line Railroad in Superior, Wisconsin.

For nine years, he worked in operating positions with the Soo Line and the Chicago & North Western fulltime while earning his undergraduate and law degrees.

Harrison on Medical Leave From CSX

December 15, 2017

CSX announced Thursday night that CEO E. Hunter Harrison has taken a medical leave of absence and Chief Operating Officer James Foote is serving as acting CEO.

E. Hunter Harrison

The announcement said Harrison is dealing with complications from a recent illness.

A conference call was to be held on Friday morning to discuss the situation.

Harrison has been thought to have health issues for some time. It was reported earlier this year that he sometimes uses supplemental oxygen and that due to an undisclosed illness he has curtailed his traveling.

Concerns about Harrison’s health had been an issue early this year after hedge fund Mantle Ridge acquired a block of CSX stock and pushed for the company to make him CEO.

The CSX board of directors had demanded that Harrison’s medical records be examined by independent physicians, but he declined and the demand was later dropped.

Foote worked with Harrison years ago at Canadian National and was brought to CSX this past October with the idea of eventually succeeding Harrison as CEO of CSX.

“Hunter is a good friend and has been a colleague of mine for many years. He is an icon in the industry and we pray for his speedy recovery,” Foote said in a statement. “I have been following the CSX story very closely since January, but did not realize just how much progress Hunter and CSX’s able team have made replicating the transformation we effected at Canadian National some years ago.”

Harrison agreed to a four-year contract when he agreed to become CEO of CSX.

In his statement, Foote said that the precision scheduled railroading operating model is well in place at CSX and “the company has amassed the critical talent – through education of the internal team and supplementation with a complement of strong PSR operating veterans and a strongly supportive Board – sufficient to follow through and execute on the PSR operating plan.”

Website Lauds CSX CEO Harrison

December 6, 2017

Someone other than Wall Street venture capitalists and investors like CSX CEO E. Hunter Harrison.

E. Hunter Harrison

Supply Chain Dive, a supply chain industry website, has named Harrison its executive of the year.

The website said Harrison is an example of “how a single executive can single-handedly transform a company.”

The editors pointed to the CSX executive’s rapid move toward implementing precision scheduled railroading and the effects of that change on the railroad and its customers as part of its reason for the honor.

“A successful transition will see no more disruptions, and no love lost with shippers. Look to the company’s quarterly reports to monitor revenues, costs of legal claims, and sales figures to see whether non-captive shippers are sticking with the company through the transition,” the website wrote. “Any further intervention by the STB will also be important, so keep an eye on those stories.”

CSX Executive in Presentation Lauds Precision Scheduled Railroading, Explains How it is Benefiting Shippers

December 5, 2017

A CSX executive gave a rosy assessment of the benefits of the precision scheduled railroading model during a speech at the RailTrends 2017 conference last week.

Michael Rutherford, CSX vice president of industrial products, said carload customers are benefiting from faster and more dependable service.

Although the closing of hump operations at eight CSX yards has received much publicity, Rutherford said a less visible change has been the practice of blocking cars closer to their origination and pushing them further across the network before they are flat-switched or classified in a hump yard.

“That’s how you get the speed and reliability,” he said. “Hump yards make sense where they make sense. They just don’t make sense everywhere.”

Rutherford said running cars through hump yards was adding two or more days to their transit time and cars were sometimes humped more that once.

Since implementing the precision scheduled railroading model, Rutherford said, CSX has reduced the average merchandise transit time from just under seven days to just under six days by early November.

Rutherford cited an example of faster transit times between Buffalo and Syracuse, two New York cities located 150 miles apart.

Previously, freight traveling from Buffalo to Syracuse went through Syracuse to Selkirk Yard near Albany to be classified. It was then sent back west to Syracuse.

“We used to have to boomerang the car over Selkirk,” Rutherford says. “As a result, the actual route miles were three times the actual distance from Buffalo to Syracuse.”

Today an eastbound train picks up a block of Syracuse cars in Buffalo and drops them off in Syracuse, which Rutherford said is a faster, more reliable service that costs less.

Although many CSX shippers prefer to see their cars move in unit trains because they view that as more reliable than regular merchandise service, Rutherford said that where possible CSX is shifting unit train business into the merchandise network as a way to streamline service.

Rutherford said the downside to unit trains is the extra time expended in building and unloading them, which adds expense by requiring the use of more freight cars.

Metal shipped for a customer in a unit train would require 10 days to load, move from origin to destination, and unload, Rutherford said. But smaller blocks of carloads moving in daily merchandise service has reduced the moves to two days and the shipper is able to use 10 to 15 percent fewer cars to handle the same traffic

Those now surplus cars are being re-assigned to other shippers to carry other freight.

Rutherford acknowledged that CSX is seeking to change the behavior of its shippers by encouraging them to order only the number of cars they need and to unload their shipments more quickly.

When shippers order extra cars, those cause congestion. Precision scheduled railroading seeks to keep rolling stock moving along.

“The change has been transformative,” he said, citing performance measures of reduced terminal dwell time and faster average train speed.

However, Trains magazine observed that Rutherford did not say that CSX’s on-time performance remains lodged at its 2016 level with about a third of its trains arriving late.

Now did he acknowledge that some shippers still believe service is subpar or deteriorating.

New CSX Executive to be Paid More Than Predecessors

November 3, 2017

The new transportation chief operating officer at CSX will make more base salary than his predecessors.

Trains magazine reported Thursday that James Foote reaped a $400,000 signing bonus and will be paid more than either Chief Operating Officer Cindy Sanborn or Chief Marketing Officer Fredrik Eliasson.

Foote, a former Canadian National executive, will earn a $750,000 annual base salary under the terms of a four-year contract that was disclosed in a CSX regulatory filing earlier this week.

By contrast, the base salary of Eliasson was $600,000, while Sanborn was paid $550,000.

Both CSX executives, who will be leaving the company in mid November, also earned more than $1.3 million in cash-based compensation in 2016, a figure that rises to more than $3.7 million when stock awards are included.

Foote, who formerly worked at CN with CSX CEO E. Hunter Harrison, agreed to a $2 million sign-on equity award, which is half performance-based and half stock options. He will participate in the same incentive bonus plan other CSX executives.