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CN is the most important railway network in Canada and the only one that crosses the continent in North America. In the Great Depression, the CN railroad was a major source of revenue for the federal government.

After the 1980’s CN began to eliminate redundant secondary trackage and purchase second-hand equipment that was streamlined. This allowed CN to compete with canadian national railway aplastic anemia Pacific.

History

CN was in the midst of a financial crisis following World War I, as its debts grew and its freight volumes fell. The federal government stepped up and bought the railway along with Grand Trunk and canadian national railway kidney cancer Northern to prevent them from owing on CAD 1.3 million in loans. The merger formed the second-largest railway system and made CN a profitable company for the first time in its history.

The new management team, headed by ex-federal bureaucrats, emphasized the importance of increasing productivity. They revamped their organization, reducing the number of managers to just a few and reducing staffing levels by a quarter, and shut down branches that were losing money. Technology was key to the process. Automating train control, clerical work, and diesel locomotives allowed CN to run longer trains while employing smaller staff. While unions fought for their jobs and CN was able to run longer trains using fewer staff.

The company has grown into a transport conglomerate with interests ranging anywhere from coal to newspaper. It owned the Toronto CN Tower, which was the highest freestanding structure up until 1976. In the 1970s, CN started to divest its non-rail businesses such as real estate and hotels and in 1988, it split off its trucking operations into a separate Crown corporation called CNX/CN Trucking. Air Canada, incorporated in 1937, became a subsidiary of CN. VIA Rail took over the passenger train operations of CN in 1978.

Passenger Service

CN was built around passenger service, offering local and express trains for commuters. Its system extended from Atlantic Canada to the West and connected Moncton, New Brunswick with Toronto, Ontario and Montreal, Quebec.

The company was nationalized in 1919, after a financial crisis left the Grand Trunk and canadian national railway aml Northern railways close to bankruptcy. The government owned both systems and they were 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 in order to concentrate on freight service. By the time this period was over, passenger traffic had dropped by 45percent.

In an effort to reclaim lost traffic, CN began offering lower-priced passenger trains. It also upgraded its stations and opened Spadina Roundhouse, a Toronto facility that is designed to keep the passenger trains moving between trips.

Donald Gordon, CN’s dynamic president has led the company to significant growth in the 1970s. He reduced the number of subsidiaries to 30, and modernized the fleet of locomotives with diesel engines. He also focused on increasing efficiency and autonomy, setting up profit centers in order to improve accountability of management and highlighting areas where government-imposed losses were incurred. The company also expanded into telecommunications and hotels and hotels, diversifying its business. This helped ease the strain on its sluggish railroad operations. The railway is a major supplier of logistics and transportation services which include containerized and intermodal freight chemical and petroleum products, grain wood products, metals, and automotive components.

Locomotives

In the late 1920s CN began to modernize its train passenger equipment. One of the more interesting innovations was a radio network that could be used two ways for train passengers, which allowed them to make telephone calls that were on par with the quality of calls made by the standard phone. This system was tested during the 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 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 latter half of the 1960s, regulation of the transportation industry helped CN get back to profitability.

CN is the biggest railway operator in North America. It is primarily a freight transporter, and it is focused on high-value cargo such as automobiles, grain, and canadian national railway Copd steel. Its network stretches over 32 800 km.

CN operates numerous models of diesel locomotives. It owns a lot of hopper and boxcars that it uses to transport huge amounts of grain from the region of praire to big cities and harbours. The railway museum in Toronto exhibits this CN locomotive, 4803 painted in pre-1960 livery. It’s a GE Dash 8-40CW, built in London, Ontario in 1974.

Management

After World War II, rail passenger travel drastically decreased as aviation and highways grew. CPR, CN’s private-owned rival CPR significantly reduced its service but the state-owned CN continued to offer a wide range of its existing passenger services. It even introduced new schemes. One of these was the “Red White, Blue” fare structure (which offered substantial discounts on off-peak days) was credited with increasing passenger numbers significantly.

In the 1970s, the CN’s management aimed on enhancing the railroad’s autonomy and its profitability. It changed profit centers and began to cut off branch lines that were losing money. The company’s network of branches was dramatically reduced with thousands of kilometers of track being abandoned. This included complete track networks on Newfoundland and Prince Edward Island (passenger train operation was stopped in these provinces in 1969 and 1988, respectively) and throughout southern Ontario and in the Prairie provinces, and across 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 an era of consolidated rail ownership, the purchase transformed the company into a single entity operating in both Canada and the United States under the CN North America name.

In 1995, the company was privatized. Many of its shares were bought by American shareholders. Controversy arose in 2003 when the company decided to drop references to its Canadian National Railway Copd heritage, and now simply refers to itself as CN.