CN Board of Directors recognizes outg...

CN Board of Directors recognizes outgoing President and CEO, E. Hunter Harrison

There are 5 comments on the CNW Group story from Dec 27, 2009, titled CN Board of Directors recognizes outgoing President and CEO, E. Hunter Harrison. In it, CNW Group reports that:

"On behalf of CN's board of directors, I would like to thank Hunter for the outstanding leadership and service that he has provided to this company.

Join the discussion below, or Read more at CNW Group.

Cheyenne1

Olive Branch, MS

#1 Dec 28, 2009
When Hunter first started out for the old Frisco Railroad back in the sixties, He was the laziest worker I ever knew. He worked in the Car Department as an oiler and he slept a good part of the midnight shift.
And then when he got thru with college(it's debatable if he even finished), he started playing as a golf gaddy to some of the higher ups in the Frisco RR. That's when he became a trainmaster trainee.
He treated the men just awful in my opion and used to use such vile, cussing language. He's a worthless piece and is going to be accountable someday.
interesting info above

Toronto, Canada

#2 Dec 29, 2009
cn worker

Winnipeg, Canada

#3 Dec 29, 2009
I have 30 years with the company.Most of the bosses were and still are the laziest people.
The harshest bosses are the ones that used to drool when asleep.Some even left puddles on their desks.
Human nature I guess.
But I at least can say that I sleep well knowing that as a worker I dont go out of my way to screw anyone,or put a feather in my cap disrupting other people's lives.I hope that they can honestly say the same to our maker one day!
Human nature I guess.
beagle

Langley, Canada

#4 Jan 1, 2010
Cheyenne1 wrote:
When Hunter first started out for the old Frisco Railroad back in the sixties, He was the laziest worker I ever knew. He worked in the Car Department as an oiler and he slept a good part of the midnight shift.
And then when he got thru with college(it's debatable if he even finished), he started playing as a golf gaddy to some of the higher ups in the Frisco RR. That's when he became a trainmaster trainee.
He treated the men just awful in my opion and used to use such vile, cussing language. He's a worthless piece and is going to be accountable someday.
No doubt, when Mr. Harrison was caddying for the "higher ups" in the Frisco RR it was when they were playing golf with someone like me, a shipper who moves about 1200 railcars a year.

Likely he heard a multitude of stories of the resultant costs to shippers/manufacturers because of the unscheduled and unacceptable delays in the delivery of their raw materials.

It probably gave him pause when he heard someone like me talk about how reducing the transit time on the railroad movement by one week per railcar reduced the financing charge/railcar leasing costs for raw materials by $12,000,000 annually. An amount equal to the total shipping charges paid to the railroad.

Mr. Harrison, then probably sat down with a pen and piece of paper and realized that if he could provide shippers like me with a more reliable service we would gladly pay higher shipping charges and both of us would be more profitable.

You, on the other hand did what?

a) Went to Harvard and got a PhD in economics.
b) Became a shop steward.
c) Worked for thirty years grousing about management and complaining about any perceived transgression to your union contract.
d) Other.

beagle
cn worker

Winnipeg, Canada

#5 Jan 4, 2010
beagle wrote:
<quoted text>
No doubt, when Mr. Harrison was caddying for the "higher ups" in the Frisco RR it was when they were playing golf with someone like me, a shipper who moves about 1200 railcars a year.
Likely he heard a multitude of stories of the resultant costs to shippers/manufacturers because of the unscheduled and unacceptable delays in the delivery of their raw materials.
It probably gave him pause when he heard someone like me talk about how reducing the transit time on the railroad movement by one week per railcar reduced the financing charge/railcar leasing costs for raw materials by $12,000,000 annually. An amount equal to the total shipping charges paid to the railroad.
Mr. Harrison, then probably sat down with a pen and piece of paper and realized that if he could provide shippers like me with a more reliable service we would gladly pay higher shipping charges and both of us would be more profitable.
You, on the other hand did what?
a) Went to Harvard and got a PhD in economics.
b) Became a shop steward.
c) Worked for thirty years grousing about management and complaining about any perceived transgression to your union contract.
d) Other.
beagle
Your right.There was a need to decrease shipping time.The use of new reporting technology and the care of the vast majority of employees made it happen.Now who is going to rebuild the rails?
The "American Grand Puba"has taken an institution and turned it into a money making machine.But I can honestly tell you that wheels made in the Eastern block have'nt held up and that Transport Canada has CN trying to find the cars with the 800 faulty wheels.
The derailments we have had due to neglect of the rails and equiptment to me ,a shame.
The very first year of privatization,10% of the rail welds were missed,risk management said "it was ok."
The shops have turned from battleship clean to outright pigpens from the majority of employees that just do not care anymore.
For the past 7 years try to get a toilet fixed,IMPOSSIBLE.I can tell you as a dedicated Canadian the way managers and employees were treated by that ceo we had was terrible.
I have seen 17 highly qualified managers quit in the last 2 1/2 years.Thats 1 department 1 town.
So untill you work for a guy like Mr.Harrison,better than that,come work for CN,we can use your expertise.

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