To offload all switch yards to short lines via leasing of their yards. If you switch or work on low horse power your job is at risk.
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CORRECTION: Vena long term strategy
Get rid of anyone that directly affects shareholders and their profits. The UP can't have any employees that can affect the returns to the shareholders.
Close any location that does any essential inspections and repairs on rolling equipment. This is deemed non-essential and has the biggest impact on profit. The UP is a perfect company and the equipment never breaks down or needs repairs.
Never accept accountability for a mistake made by management. It's easier to blame someone else that could've had anything to do with the issue at hand.
Reject any outside visitors from entering UP property and promptly ask federal inspectors who are on property to leave immediately. This hurts the bottom line for the company and can make major safety issues harder to hide.
Reprimand any employee who can actually think for themselves and can do a job without the company mandatory micro-managing. The more mistakes that employees don't make, the easier it is for management to make up infractions that didn't happen and write them up for it. This will help with the workforce reductions that the world thinks the UP isn't doing.
Be dishonest in every detail of the UP business. The numbers need to be in the best interest to the shareholders, even though they're not! The shareholders need to be informed at all times the UP is a perfect railroad. Any management or executive engaging in dishonest actions that directly benefits said shareholders will be promoted promptly or given a new title that serves no purpose like a senior manager or director.
In the event of system incident like a derailment, blame it on mother nature. If there's a track or signal defect, blame it on the craft that has nothing to do it. Remember, the UP is a perfect railroad that doesn't have a lot of problems.
Entertain the idea of buying out another railroad with money that we don't have and with more debt than we need. It much more cost efficient for someone else to foot the bill instead of the UP. Expand the UP's footprint in America from the western two-thirds that the UP can't maintain as it is, to the entire country. So logically speaking, we'll have entire the country to play with and a lot more places to park trains at. There's no point in running trains from coast to coast when you have more places to park them.
Don't give the customers what they want. The customer is never right because the UP always is. They should always get what we give them. If the customer demands better service from the UP, then we just get rid of them altogether. The UP doesn't need customers.
Any employee with years experience in the railroading, needs to be investigated immediately. The UP can't have experienced personnel working in the field. The UP needs very inexperienced people who have no idea what they're doing and can be as unsafe as possible in their work. The inexperienced people don't know the rules are easier to fire than the ones who know the rules and can actually do the work efficiently.
The CEO is always right. The CEO never makes mistakes. The past and current issues at the UP that triggered government hearings in the past were because the former CEO made decisions based on the recommendations of the former COO. The buck stops with the CEO, even though the decisions made in the past came from the COO. The current CEO now is always right.
The UP needs to have the minimal amount of employees on hand at all times. The UP doesn't need employees actually moving any trains or equipment to it final destination. It's to leave it parked somewhere where it can be looted for anything of value. Remember, it's not the UP's fault that it got looted. It the fault of the folks who made the decision to loot it while it was parked in a siding for an extended period of time.
The UP is a great big family that's filled with joy every day. There's thousands of employees who are just thrilled to be working for the UP. Nevermind the great number of surveys from the several thousands complaining about how bad the UP is. The only surveys that count are from the dozen or so corporate brown-nosers. They're what makes this company move forward.
If there's any questions, then please feel free to keep them to yourself at this time. Any person questioning this long term strategy will be promptly removed from the company for violating any rule that isn't posted yet, but will be posted shortly after your dismissal for investigation reasons.
Sincerely yours,
UP CEO
Even if the deal goes thru, it will be a sc--wed up mess. All UP managers know how to do is lie and blame others.
If you even work at the UP, your job is at risk. Vena is not going to stop until he's either impressed himself or investors. If the merger does happen, then he'll have something to pat himself on the back for. The only real problem is that Vena is who he is. There's no amount of good he can do at this point to erase what he's already done to the company. The merger won't be pretty and if it gets finalized, he'll be gone to let the next person to deal with the fallout. Don't forget that if the deal falls through, one side has to endure a two or two and a half billion dollar penalty. So Vena needs the merger to happen to save his own skin. He really can't afford to sc--w the deal or he'll cost the company at least 2 billion dollars. That's public information that is easily looked up if anyone is interested in it.