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Today, CN is the largest railway network in Canada and the only transcontinental railroad in North America. During the Great Depression it was a cash cow for the federal government.

After the 1980's CN began to eliminate unnecessary secondary trackage and bought second-hand, streamlined equipment. This helped CN to compete with canadian national railway copd Pacific.

History

CN was in the midst of 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 together with the Grand Trunk and canadian national railway acute Lymphocytic leukemia Northern in order to prevent them from defaulting on CAD 1.3 billion in loans. The merger resulted in the second largest railway system, and resulted in CN a profitable company for the first time in its history.

The new management team was led by former federal bureaucrats, and focused on increased productivity. They reorganized the organization and reduced the number of managers to a small number and cut staffing levels by a third, and shut down branch lines that were losing money. Technology was crucial to the success. Automation of train control, clerical tasks, and diesel locomotives allowed CN to operate longer trains with fewer employees. While unions fought for their job, technology helped CN operate longer trains with fewer staff.

The company has morphed into a transport conglomerate with interests ranging anywhere from coal to newspaper. It owned the Toronto CN Tower, which was the highest freestanding structure, until 1976. In the 1970s, CN began to divest its non-rail businesses which included hotels and real estate. In 1988, it split off the trucking business and established a separate Crown Corporation referred to as CNX/CN Trucking. The company also expanded into air and maritime services as well, with Air Canada (incorporated in 1937) becoming an affiliate of CN and VIA Rail (which took over passenger train operations from CN in 1978) being a distinct Crown corporation.

Passenger Service

CN was built around passenger services, offering local and express trains for commuters. The network extended from Atlantic Canada westward, connecting Moncton in New Brunswick to Toronto, Ontario, and Montreal, Quebec.

In 1919 the company was nationalized in 1919 after financial turmoil brought Grand Trunk and canadian national railway lymphoma Northern railways to the brink bankruptcy. The government owned both systems and they were merged to create the second largest railroad system in the country.

In 1932, the Great Depression reduced traffic volume and trains carrying passengers were moved or eliminated to concentrate on freight services. At the time this period ended, passenger ridership was down by 45percent.

In a bid to regain lost traffic, CN began offering lower-priced passenger trains. It also renovated its stations and opened the Spadina Roundhouse in Toronto, which was designed to keep passenger trains moving between journeys.

Donald Gordon, CN's dynamic president has led the company to significant growth in the 1970s. He streamlined the company's subsidiary companies from 80 down to 30 and modernized its locomotive fleet by switching to diesel engines. He also focused on enhancing profitability and autonomy, establishing profit centers in order to improve management accountability and identifying areas where government-imposed losses occurred. The company also expanded into hotels and telecommunications and hotels, diversifying its business. This eased pressure on its slowing railroad operations. The railway is a major supplier of logistics and transportation services which include containerized and intermodal freight, petroleum and chemicals, grain forest products, metals, as well as automotive products.

Locomotives

In the latter part of 1920, CN began to modernize its train passenger equipment. One of the more intriguing innovations was a radio network that could be used two ways for passengers in trains, which allowed them to make phone calls that were in line with the quality of calls made by an ordinary phone. This system was tested by the International Limited train in Toronto that was driven by a 4-8-4 Mountain type locomotive.

In the 1950s and 1960s, the railroad was still trying to balance its cargo and passenger traffic however, the increasing 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 to return to profitability.

CN is the biggest railroad operator in North America. It is mostly a freight transporter, and Canadian national railway acute lymphocytic leukemia is focused on cargo with high value, such as automobiles, grain and steel. Its network covers 32 800 kilometers.

CN operates numerous models of diesel locomotives. It owns a lot of boxcars and hopper wagons that are used to transport massive quantities of grain from the region of praire to big cities and harbours. This CN locomotive, dubbed 4803 and painted in pre-1960 livery is displayed at the railway museum in Toronto. It's a GE Dash 8-40CW built in London, Ontario in 1974.

Management

After World War II, rail passenger travel decreased dramatically as aviation and highways expanded. CPR's private rival CPR cut its services in a significant way however the government-owned CN continued to operate many of its existing passenger services and even introduced new services. One of these, the "Red, White and Blue" fare structure (which provided deep discounts on off-peak days) was credited with increasing the number of passengers.

In the 1970s, the CN management concentrated on increasing the railways autonomy and profitability. It revamped profit centers and began to abandon money-losing branch lines. The company's network of branches was drastically reduced with thousands of miles of track being abandoned. This included complete track systems in Newfoundland, Prince Edward Island, southern Ontario and the Prairie provinces as well as the northern regions of British Columbia.

In 1998, CN bought the Illinois Central Railroad which enabled the company to develop a north-south footprint in the United States. In the era of consolidation 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 1995 and many of the shares being purchased by American shareholders. In 2003, controversy erupted when the company chose not to refer to its canadian national railway stomach cancer heritage and instead named itself CN.