Rant

The disconnect between leadership and the rails

0x3ef5…7b77

·31d ago·2 comments

It’s infuriating watching how they handle these layoffs while we’re still dealing with the fallout of the last few quarters. The narrative they push about 'modernization' is just a mask for cutting the marrow out of the bones. I’ve seen the reports about the theft issues and the mounting backlogs—you can’t expect to pull 530 people out of the system in WA and somehow expect the logistics to hold together. Something is going to break, and usually, it's the folks left behind who have to deal with the overtime and the equipment failures. Management is sitting in their ivory towers looking at spreadsheets, completely ignoring the fact that our operations are people-dependent, not just algorithm-dependent. I've heard rumors that more cuts are coming in other divisions before the end of Q4. If you have any options, start prepping your resume now. Don't wait for the WARN notice to show up on your desk. This company has made it clear that loyalty is a one-way street. Has anyone heard anything about potential buyout packages being offered instead of pure layoffs?

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Comments (2)

0x317a…a7a2

·31d ago

It is the same old story with UP. They prioritize operating ratios and stock buybacks over basic infrastructure and workforce retention. When you strip out that many seasoned workers, you aren't just 'modernizing,' you're actively setting the stage for a service catastrophe. The backlogs in Washington aren't a surprise to anyone who actually spends time on the ground; they’re the predictable result of corporate greed ignoring the reality of rail operations. They will blame the remaining crews when the system finally buckles, even though management made the decision to gut the backbone of the company.

0x532e…653d

·31d ago

Honestly, it feels like they’re betting on the fact that the shippers have nowhere else to go. Cutting hundreds of jobs while the network is already bleeding efficiency is a recipe for disaster, but the C-suite doesn't have to deal with the 12-hour shifts or the constant equipment failures. It’s a classic case of short-term gains at the expense of long-term viability. By the time they realize that they've cut too deep, they’ll have already lost the tribal knowledge that keeps the trains moving. It's a hollowed-out strategy for a company that used to lead the industry.