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CSX is the third-largest Class I in the United States. Its roots date back to the early 19th century, when the Baltimore and Ohio Railroad Co. — the nation's first common carrier — was chartered in 1827. The railroad's network stretches about 21,000 route miles through 23 states, the District of Columbia, and Canadian provinces of Ontario and Quebec. More than two-thirds of the U.S. population resides within CSX's territory. The number of employees at the company — whose motto is, "How tomorrow moves" — exceeds 29,000. The railroad serves major markets in the eastern U.S. and accesses more than 70 ports along the Atlantic and Gulf coasts, Mississippi River and St. Lawrence Seaway, and in the Great Lakes region. CSX also interchanges with more than 240 regionals and short lines. Carloads total about 4 million annually, with commodities ranging from coal, biodiesel and ethanol, to automobiles, chemicals, military equipment, forest products and consumer products. The company's rolling stock includes a fleet of more than 4,000 locomotives and 80,000 rail cars, and rail network includes 36 yards situated in 16 states. Principal officers include E. Hunter Harrison, president and chief executive officer; Fredrik Eliasson, executive vice president and chief sales and marketing officer; Ellen Fitzsimmons, executive vice president of law and public affairs, general counsel and corporate secretary; Cindy Sanborn, executive vice president and chief operations officer; Frank Lonegro, executive vice president and chief financial officer; and Mark Wallace, executive vice president of corporate affairs and chief of staff. Harrison is the recipient of Progressive Railroading's Railroad Innovator of the Year Award for 2009. CSX subsidiaries include CSX Transportation Inc., CSX Intermodal Terminals, CSX Technology, CSX Real Property Inc., TRANSFLO and Total Distribution Services Inc. CSX Intermodal Terminals operates more than 30 U.S. terminals and employs more than 600. A Goal- and Growth-Minded CSX The company maintains a "Promise of Tomorrow" pledge through which CSX holds itself accountable for addressing sustainability and energy issues by striving to keep air clean, decrease its impact on the environment, increase fuel efficiency and help spur the U.S. economy. To that end, the railroad in June 2012 announced that by 2020, it plans to reduce its greenhouse-gas emissions 6 percent to 8 percent below 2011 levels. In 2010, the Class I achieved an emission-reduction goal of 8 percent a year ahead of schedule. In addition, CSX is pursuing an ongoing initiative that calls for reducing its operating ratio — a calculation of operating expenses and net sales that determines a company's efficiency — to the mid-60s longer term. The railroad's operating ratio for all of 2014 was 71.5 (relatively flat versus 2013).
In 2016, CSX reported revenue of $11.1 billion, down 6 percent from 2015. Net earnings for the year dropped 13 percent to $1.7 billion from $1.968 billion in 2015. The Class I's coal business plummeted 21 percent during the year. Still, the company posted earnings per share of $1.81, operating income of $3.4 billion and an operating ratio of 69.4. CSX also is working to establish the National Gateway, a double-stack intermodal route that will link East Coast ports with Midwestern distribution and manufacturing hubs. The $850 million National Gateway is advancing via a public-private partnership. The initiative includes vertical clearance projects at 61 locations to accommodate double-stack trains, including work at tunnels, bridges and intermodal terminals.