We find that the demands of many positions here at CSX often align with skills gained through military experiences—leadership, determination and a team mentality.
Relationships matter. Working together for a common cause is a binding experi- ence that lasts for years. Whether it be for safety or service, we have a winning team.
Army AL&T: You’ve been with CSX a remarkable 28 years, even though your education and experience could open doors to many other jobs in both the private and public sectors. Retention is a topic of great concern in the Army civil- ian workforce, with a large number of the most senior, most skilled civilians on the verge of retirement. What is it about CSX that has kept you there all this time?
Sanborn: Railroading is in my blood.
Both my father and mother were rail- roaders, and I grew up with a clear understanding of the importance of the railroad industry. However, my own career and experience within this indus- try have given me a unique perspective. I have had—and still have—a front-row seat to the greatest transformation the railroad industry has ever seen. I have seen it adapt and blossom into a thriv- ing economic force with streamlined, customer-focused service. More recently, cutting-edge technology has empowered CSX to reach new levels of efficiency, safety and service. And that aspect of our business will continue to grow and expand into exciting new arenas. Play- ing an important role in this compelling narrative is reason enough to come to
work every day. I have the added bonus of being surrounded by incredible lead- ers, who challenge me to think differently and motivate me to push forward.
Army AL&T: How big is intermodal going to be? How much is CSX focused on it?
Sanborn: Intermodal is one essential component to our business that allows CSX to reach new customers. With a growing population demanding more goods, and global supply chains stretch- ing longer, intermodal is an important part of the nation’s ability to serve increas- ing demand. By using trains, trucks and ships for different portions of a freight move, we’re able to maximize supply chain efficiencies, reduce transportation costs and expand our customers’ reach into new markets. It is estimated that there are about 9 million truckloads moving around the East that would be good candidates to convert to intermodal service—which usually means they’re moving 550 miles or more by truck. A train can carry one ton of freight more than 470 miles on a single gallon of fuel, which makes rail about four times more fuel-efficient than trucking. To further improve efficiency, we’re also focused on building a network that can handle double-stack intermodal service, which means stacking two intermodal contain- ers on top of one another on a rail car.
In this way, we can move twice as much freight on the same train—improving the efficiency for customers,
reducing
emissions and helping reduce highway congestion.
Over the past several years, investments in our intermodal network have allowed us
to grow this business
significantly;
in the fourth quarter of 2015 alone, we saw domestic intermodal traffic increase by 14 percent over 2014. We recently expanded our Northwest Ohio inter- modal hub terminal, which has been integral to our ability to serve smaller- and medium-sized markets that would not traditionally have generated enough business to attract intermodal service.
We also broke ground on a new Pitts- burgh intermodal terminal in 2015, which will provide another efficient land- ing place for freight coming through the mid-Atlantic ports on their way to the Ohio Valley consumption markets. We also began construction on the Virginia Avenue Tunnel project in Washington, D.C., which has been a major freight and commuter pain point on the East Coast. Once the tunnel is rebuilt to handle double-stack intermodal service, the percentage of CSX’s network that can handle double-stack intermodal will be in the mid-90s, creating long-term opportunities.
As energy and manufacturing markets shift here in the United States and glob- ally, intermodal is helping CSX adapt to stay competitive. We’re transforming into a transportation company that serves a more diverse set of customers, includ- ing more consumer-driven products and industries. And intermodal is an essential component of our plan to not only reach new customers but also provide a high level of service and efficiency.
ASC.ARMY.MIL
101
CRITICAL THINKING
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