Purdue Global University Amtrak Case Study Analysis

Read the factual scenario as to the

Amtrak Case Study

.

Prepare a three-page analysis that defines the concept of corporate social responsibility. Consider the corporate social responsibility of Amtrak as to the tragedy which occurred both before and after the incident involved.

Based on your analysis of the scenario, as well as what you have learned about ethical theories and foundations of moral development, what would your recommendation to the corporation regarding how to proceed after the incident? How does multiculturalism and diversity perspectives of the various stakeholders in this case impact your recommendations? Note that your recommendation should be at least two paragraphs and include at least three specific reasons, with specific references to authoritative sources, stating how you arrived at that conclusion.

Assignment Criteria
Criteria 1
Apply the Concept of
Corporate Social
Responsibility to a Business
Situation.
Criteria 2
Format and Organization
Level III
Level III Max Points
66 Points
All of the following are
true:
Level II
Level II Max Points
55 Points
Four of the following are true:
●
●
Defines the concept
of corporate social
responsibility.
● Addresses the
corporate social
responsibility of the
company involved
before the incident
occurred.
● Addresses the
corporate social
responsibility of the
company involved
after the incident
occurred.
● Defines the concepts
of multiculturalism
and diversity.
● Applies the concepts
of multiculturalism
and diversity to the
stakeholders in the
case study.
Level III Max Points
22 Points
All of the following are
true:
● Uses the appropriate
template/format.
● Content of the paper
concisely stays
focused on the topic.
● Cite three authoritative
sources other than the
text materials.
● Meets the page length
of 3 pages, excluding
●
●
●
●
Defines the concept of
corporate social
responsibility.
Addresses the corporate
social responsibility of
the company involved
before the incident
occurred.
Addresses the corporate
social responsibility of
the company involved
after the incident
occurred.
Defines the concepts of
multiculturalism and
diversity.
Applies the concepts of
multiculturalism and
diversity to the
stakeholders in the case
study.
Level II Max Points
19 Points
Three of the following are
true:
● Uses the appropriate
template/format.
● Content of the paper
concisely stays focused
on the topic.
● Cite three authoritative
sources other than the
text materials.
Level I
Level I Max Points
42 Points
Three of the following are
true:
●
●
●
●
●
Not Present
Not Present
0 Points
Assignment does not meet the
requirements.
Defines the concept of
corporate social
responsibility.
Addresses the corporate
social responsibility of
the company involved
before the incident
occurred.
Addresses the corporate
social responsibility of
the company involved
after the incident
occurred.
Defines the concepts of
multiculturalism and
diversity.
Applies the concepts of
multiculturalism and
diversity to the
stakeholders in the case
study.
Level I Max Points
12 Points
Two of the following is true:
● Uses the appropriate
template/format.
● Content of the paper
concisely stays focused
on the topic.
● Cite three authoritative
sources other than the
text materials.
● Meets the page length of
3 pages, excluding title
and reference pages.
Not Present
0 Points
Assignment does not meet the
requirements.
Assignment Criteria
Level III
title and reference
pages.
Criteria 3
Writing
Maximum Total Points
Minimum Total Points
Level III Max Points
22 Points
The assignment meets all
of the following:
● Clearly written in
Standard English.
● Free of spelling,
grammar, or
punctuation errors.
● References or
academic sources as
required including intext citation(s).
● Properly formatted in
APA style, per the
assignment
instructions.
110
95
Level II
Level I
Not Present
Level I Max Points
12 Points
The assignment meets less
than half of the following
● Clearly written in Standard
English.
● Free of spelling, grammar,
or punctuation errors.
● References or academic
sources as required
including in-text
citation(s).
● Properly formatted in APA
style, per the assignment
instructions.
Not Present
0 Points
Assignment does not meet the
requirements.
66
1
0
0
●
Meets the page length of
3 pages, excluding title
and reference pages.
Level II Max Points
19 Points
The assignment meets most
of the following:
● Clearly written in Standard
English.
● Free of spelling, grammar,
or punctuation errors.
● References or academic
sources as required.
including in-text citation(s)
● Properly formatted in APA
style, per the assignment
instructions.
93
67
\
The Wreck of Amtrak’s Sunset Limited
H. Richard Eisenbeis, Sue Hanks, and Bruce Barrett
University of Southern Colorado
On September 22, 1993, the Sunset Limited, the
pride of Amtrak, glided swiftly along through the
warm, fall night. A dense fog hugged the countryside. Because there was nothing to see through the
train’s windows, many passengers dozed peacefully,
lulled to sleep by the gentle, rhythmic, clickety-clack
of iron wheels passing over jointed rails. Crewmembers roamed the aisles and halls making sure that
those guests still awake were accommodated and
comfortable. In less than a second, this peaceful
scene was shattered by a thundering roar as seats
were torn from the floor and passengers were sent
flying through the cars. At 2:53 a.m. Amtrak’s only
transcontinental passenger train, the Sunset Limited,
plunged into Big Bayou Canot, killing 47 passengers. Eight minutes earlier at 2:45 a.m., a towboat,
pushing six barges and lost in a dense fog, unknowingly bumped into the Big Bayou Canot Bridge
knocking the track out of alignment. The train, traveling at a speed of 72 mph in the dense fog, derailed
as a result, burying the engine and four cars five stories deep in the mud and muck of Big Bayou
Canot.4,7,8,10,12,13
Bruce Barrett, a locomotive engineer, has
described what might have been occurring in the cab
of Amtrak engine Number 819 prior to the wreck.2
This scenario is based upon my 17 years’ experience as a locomotive engineer on a major
western railroad and upon the compilation of
bits and pieces of data from public records and
accounts of the accident.
Engineer Michael Vincent was at the controls
of the two-week-old General Electric “AMDCopyright © 1999 by the Case Research Journal, H. Richard Eisenbeis,
Sue Hanks, and Bruce Barrett. All rights reserved.
103” locomotive. Engineer Billy Rex Hall was in
the cab with Vincent along with Ernest Lamar
Russ who was qualifying as an AMTRAK engineer on this portion of the run.
I can almost see the instrument lights as they
cast a soft, orange glow across the cab of the locomotive, highlighted by the light from the train’s
headlight bouncing off the impenetrable fog. I
can hear the three men calling out the colors of
the railroad signals (sort of like traffic lights for
automobiles) as they came into view and discussing the restrictions that would affect the train
over the next few miles. The new locomotive,
shaped like a bullet, would have been the topic of
conversation. Engineers enjoy comparing the “old
days” with the new technology as it responds to
the movement of their hands on the controls as
the train clipped along at 103.53 feet per second.
While the headlight beam may have reached
1,000 feet in clear weather, given the dense fog,
the visibility would more likely have been less
than 100 feet. As the Bayou Canot Bridge
appeared in the fog, they would have had no hint
of what lay ahead. Even if the headlight had
detected the slight shift of the tracks to the left,
there would have been less than a second for Vincent to react. I can see his hand as he reached too
late for the emergency brake as the 150-ton locomotive turned into an uncontrollable beast and
lurched to the left, starting a dive that would
bury the locomotive 46 feet—equivalent to five
stories—into the muddy bank of the bayou.
I can sense the bridge collapsing under me
and momentarily hear the locomotives and lead
cars dropping into the water and debris below. I
can feel the locomotive’s windshield glass against
   ’ SUNSET LIMITED
my face and hands as it shatters inward. I can
see myself recoiling in terror as water and mud
extrude into the cab, helplessly entombing me
and my two companions in our muddy coffin.
At 2:33 a.m., twenty minutes earlier, Amtrak’s
only transcontinental passenger train, had eased out
of the Mobile, Alabama station to continue its streak
eastward, thirty-three minutes behind schedule—
scheduled departure was 2:00 a.m. (Exhibit 1). It had
been delayed in New Orleans for repairs to an air
conditioner and toilets on two cars. The train, as it
left the Mobile station, consisted of three locomotives and eight cars and carried 202 passengers with a
crew of 18. By the time the train was ten miles out of
Mobile, it had reached a speed of 72 mph (authorized speed was 70 mph). The green signals indicated
that the train was free to “proceed” at maximum
track speed in spite of the dense fog, which reduced
visibility to a few yards. At Mile Post 656.7 on the
Chesapeake and Ohio (CSX) main track, the Sunset
Limited approached a wood-and-steel bridge spanning a navigable estuary called “Big Bayou Canot.”
Although the National Transportation Safety Board
(NTSB) had recommended that all railroad bridges
over navigable bodies of water be equipped with sensors to detect bridge damage, the Big Bayou Canot
Bridge was not so equipped. 4,7,8,10,12,13
None of the engineers survived. The three locomotive units came to rest on the east side of the
bayou. Part of Unit 819 was buried about 46 feet in
the mud, and the part protruding above the embankment caught fire and burned. The verified records
indicate that in addition to the engines, a baggage
car, a baggage-dorm, and two coaches of the eight-car
train dove into the 16 feet of water below the bridge.
The last four cars remained on the bridge.8
The passenger cars in the bayou immediately
began to fill with water, and the diesel fuel from ruptured locomotive fuel tanks began to burn atop the
water. While some passengers were able to fight their
way to the surface, others were hopelessly trapped in
the wreckage. Parents lifted children to safety and, in
their continuing efforts to save others, became victims themselves. Others dove repeatedly into the
black waters in attempts to save fellow passengers. 7,10
Darkness prevailed outside the cars after the
derailment. Battery-powered emergency lighting,
available inside coaches, provided some illumination, but only the train crew had penlights to use
while walking down the tracks in the dark. Once the
cars entered the water, the emergency lighting
became inoperable, further complicating evacuation
from the submerged cars. Without light from a few
penlights and from the fire that ensued following the
accident, no light would have been available.
Because emergency lighting was unavailable in the
submerged cars, passengers had difficulty locating
and moving to exits.8
Since most on-board service crewmembers were
asleep in the dorm coach and since the train attendants were in the cars on the bridge, passengers in
the submerged cars had to make decisions on their
own and evacuate without assistance. Fortunately, a
few passengers took control of the situation, located
exits, and told others what to do.13
Both the conductor and the assistant conductor
were in the diner car, the next to the last car on the
train. The assistant conductor reported that the accident took place without warning—no setting up of
the brakes, no horn blast, and no communication to
the locomotive crew. He was thrown onto a table in
front of him and then into the middle of the car.
The conductor was thrown over him. When the
train stopped, the conductor attempted to contact
the engineers in the lead locomotive using his
portable radio but received no reply.8
The badly shaken but otherwise uninjured assistant conductor instantly contacted Warren Carr (the
CSX trainmaster) who was responsible for monitoring all traffic in this portion of the CSX system and
requested immediate assistance. But, in the confusion and blackness he was able to give only a general
location of the wreck.7
The New York Times article entitled “Report
Revises Times in Train Wreck” published October 8,
1993, included the following transcripts of three
calls to 911 placed by Amtrak employees immediately after the accident.12
FIRST CALL: 3:01 A.M.
The first two calls came from officials of CSX Transportation Inc., owner of the tracks and bridge.
Warren Carr, an assistant terminal trainmaster in
Mobile, apparently made the first, to the Mobile
police dispatcher.
Mr. Carr tells the operator a train has derailed at
Bayou Sara drawbridge and that he understands
people are in the water and the bridge is on fire.
There are references to Prichard, a small town on the
edge of Mobile and Chickasabogue, or Chickasaw
   ’ SUNSET LIMITED
Creek, five miles southwest of the accident site
(Exhibit 2).
911:
Where is this? Where is that located?
It’s off the Mobile River.
CARR:
911:
Um-hm.
CARR:
It’s north of Chickasabogue draw.
You can’t . . .
911:
You can’t . . .?
CARR:
You can’t get there, can’t get there by
vehicle.
911:
O.K., is that going to be, is that going
to be in Prichard, north of Chickasabogue? Is that going to be it?
It’s north of Chickasabogue.
CARR:
911:
Um-hm.
CARR:
It’s a passenger train. I got people in
the water. I got cars on fire.
911:
O.K., but . . .
CARR:
It’s a derailment.
O.K., a derailment, but is it in
911:
Prichard, there by Chickasabogue
Creek?
No, it’s on the river.
CARR:
On the Mobile River?
911:
CARR:
You can’t get to it over the road.
911:
O.K.
You’re going to have to get some
CARR:
helicopters and boats and Coast
Guard and all those people.
Later, Mr. Carr gets frustrated as he tries to give a
location.
CARR:
No, it’s, it’s south of Mobile River,
north of Chickasabogue River.
911:
South of . . .
CARR:
North of Chickasabogue, at the
next, next major creek, north of
Chickasabogue.
911:
And south of, what other river was
that?
CARR:
South of Mobile River. It’s right
along beside Mobile River, where
Bayou Sara comes off the Mobile
River.
911:
Bayou Seven?
CARR:
Get me ahold of the Coast Guard.
SECOND CALL: 3:10 A.M.
The second call was from Ronnie Seymour, an assistant CSX supervisor for bridges and buildings in
Mobile. During this call, operators confirmed that
the train was carrying passengers and began to grasp
the scope of the disaster. (Exhibit 3 provides a
sequence of events.)
911:
Can you tell me what the train was
carrying?
The passengers.
SEYMOUR:
911:
Passengers? (She then speaks to
another operator.) “It’s going to be
Saraland, but it’s a passenger train
that’s derailed . . . crew in water, the
train’s on fire.”
911:
So it is a passenger train?
SEYMOUR:
Yes, ma’am.
O.K., sir. It’s going to be Saraland’s
911:
but we have notified the proper
authorities, O.K.?
Thank you very much.
SEYMOUR:
THIRD CALL: 3:16 A.M.
The third call, 26 minutes after the accident is
believed to have occurred, was from an unidentified
Amtrak supervisor on the train.
AMTRAK:
“We’re on, we’re on the Mobile
River.
911:
You’re on the Mobile River?
AMTRAK:
On the Mobile River. We’ve got cars
burning. They’re over, the bridge is
out. There’s a person in the water.
We’re trying to help them, but we
need all kind of help.
911:
So the bridge is out?
AMTRAK:
Yes, ma’am, we need help. Send help,
please.
Later, after telling the supervisor help is on the way,
the operator asks about the location of the wreck.
911:
This is the bridge that’s out?
AMTRAK:
Yes, ma’am. The bridge is out. Yes,
ma’am.
   ’ SUNSET LIMITED
911:
AMTRAK:
911:
AMTRAK:
911:
AMTRAK:
O.K., which bridge is this that’s . . .
that’s out?
Ma’am, I don’t know. We’re on the
Mobile River.
You’re on the Mobile River?
That’s all I know.
But you don’t know which bridge
it is?
No, ma’am. No, ma’am. I haven’t
been informed by the conductor.
(The supervisor can be heard yelling:
“John! John!” apparently to the conductor.)
The supervisor ends the call by telling the operator,
“Ma’am, I have to go and assist these folks.”
Captain Stabler napped, became lost in the fog and
turned into Big Bayou Canot by mistake. Even
though the towboat was equipped with radar, Pilot
Odom had not been adequately trained in its use.
National transportation regulations state that when
boats become lost in foggy conditions, they must
notify the Coast Guard immediately; however, this
did not occur. River charts show the Big Bayou
Canot Bridge as a trackline over the waterway but do
not state its name, clearances, or the fact that it is a
fixed bridge. The waterway was without channel
markers and was restricted to barge traffic. Nevertheless, it was listed as a “navigable waterway” by the
United States Coast Guard.8
On September 10, 1994, the National Transportation Safety Board published the following
official account of activities aboard the Mauvilla
immediately after it collided with the bridge:8
Source: The Associated Press
Neither Carr nor the Mobile Police Department’s 911 operator were successful in their first
attempts to contact the Coast Guard due to an
incorrect listing of the number in the Mobile telephone directory. And, because there were no
coordinated emergency response maps for the area, a
confused 911 operator had a difficult time understanding the location of the wreck site being
described by Mr. Carr. These two factors had the
effect of slowing rescue efforts considerably.8
Immediately after the wreck, Amtrak crewmen
and passengers noted a “large marine vessel 150
yards or more to the south.” It was later identified as
the Mauvilla. Survivors thought it strange that the
Mauvilla did not move in to assist in the rescue
efforts until 15-25 minutes after the crash.12
ON BOARD THE M/V MAUVILLA
Meanwhile, a short distance away at about 2:45
A.M., towboat captain, Andrew Stabler, realized that
the “bump” which had awakened him from a sound
sleep a few minutes earlier was more serious than
simply glancing off the river bank in the dense fog.
His tow, the M/V Mauvilla (Mauvilla), owned by
Warrior and Gulf Navigation Company (WGN) had
been traveling up the Mobile River pushing a string
of six barges of coal, cement, logs, and woodchips on
its normal run to Birmingham and Tuscaloosa. Pilot
Willie Odom, who was piloting the towboat while
Pilot Odom stated as he maneuvered upstream
that he saw an object on his radar that appeared
to be lying across the waterway. No river charts
were on board the towboat or were they required
to be. Odom said that he never considered the
object might have been something other than
another towboat and barges that had swung out
from the bank. In fact, the object was the singletrack Big Bayou Canot railroad bridge, which
has a vertical clearance of about 7 feet and is
part of the CSX track system. The lead barge of
the Mauvilla had a total height of 7 feet 10
inches.
At some point as he continued toward the
bridge, Odom placed the throttles of the
Mauvilla in reverse. He testified that he was
“still trying to figure out what was in front of
me. And, I never could.” He said he felt a
“bump” and thought he had run aground. The
deckhand on duty testified that he also felt the
“bump” while sitting in the galley and noted the
time as 2:45 a.m. In fact, the lead port and starboard barges of the Mauvilla had struck the
south and center piers of the bridge’s throughgirder span. The forward center barge, which
protruded about 5 feet ahead of the port and
starboard barges, struck the east girder between
these two piers, displacing the south end of the
girder span 38 inches to the west. This caused
the east girder to obtrude into the space traversed
by trains.
   ’ SUNSET LIMITED
As a result of the collision, the port string of
barges broke free from the tow. In the process of trying to retrieve the loose barges, the Mauvilla backed
into the east bank of the Big Bayou Canot, where it
remained pinned for about 8 minutes until about
2:53 a.m.
When the on-duty deckhand went on deck
shortly after the collision with the bridge, he saw
flames and said he heard “a hiss like a roar but not a
boom or nothing like that.” The deckhand estimated that the fire started 5 to 10 minutes after he felt
the “bump.” Odom then radioed the Mobile River
bridge tender* and asked whether anyone had
reported a fire; the tender replied, “No.”
When Captain Stabler arrived in the wheelhouse shortly after he felt the bump” and assumed
control of the tow from the pilot, the starboard
quarter of the towboat was up against the bank, limiting the vessel’s movement. At about 3:05 a.m.
Captain Stabler, concerned about his situation with
the loose barges, broadcast a distress message on
VHF/FM Channel 16:
Mayday, Mayday, Mayday, the motor vessel
Mauvilla [garbled], got a tow broke up right
below anchorage end of pier and seems to have
a cable or something wrapped in the wheel,
barges adrift southbound. . . . If anybody down
there can help rounding them up, I would
appreciate it.”
The U.S. Coast Guard Group Mobile (Group)
received the radio transmission; the radio operator
on watch responded and asked for a position.
Captain Stabler replied: “We’re between the
upper end of Twelve Mile Island and the old
maritime cut, somewhere in that area and I’m
not exactly sure on the mileboard, over.”
Responding to the Group radio operator’s questions about 3:06 a.m., Captain Stabler said that four
people were on board, that the Mauvilla was unable
to move, and that the vessel was in no danger of
sinking.
He added, “I believe we’re right on top of this
thing.”
About 3:07 a.m., the Group told the captain
that a train had derailed.
Captain Stabler replied, “I believe we’re right
below the train. . . . They’s a helluva fire in the
middle of the river and there ain’t supposed to
be no fire up here and, like I say, I don’t know
exactly where we at. It’s so foggy I can’t tell . . .
by looking at the radar, so there’s something
bad wrong up here.”
The Group’s operator asked Captain Stabler
about 3:11 a.m. whether he was involved in the
train derailment.
He replied, “I can’t tell you for a hundred percent whether I’m involved or
not. We are right below it, I’m not sure
what’s going on. I come up here it was
so foggy I can’t tell where I’m at. . . . I
can’t get away from the barges where
I’m at. I’m gonna try to get out of here
and see if I can’t go up there and help
somebody.”
After extensive maneuvering of the Mauvilla’s
engines and rudders, Captain Stabler was able to free
the towboat from its position between the bank and
the port string of barges. He then ordered the deckhands to release the towboat from the barges that
remained together, maneuvered the Mauvilla to the
port side of the tow, and pushed all six barges onto
the bank. Leaving the barges pushed into the northeast bank, he moved the towboat toward the fire.
About 3:19 a.m., Captain Stabler called and advised
the Coast Guard that he had his barges under control and that he would try to render assistance to
survivors.
WHO WAS RESPONSIBLE?
The United States District Court for the Southern
District of Alabama trial records describing the accident read as follows:1
The incident occurred in the early hours of September 22, 1993, in state territorial waters near
the Port of Mobile, Alabama. At approximately
2:45 that morning, a commercial towing vessel
named the M/V Mauvilla (“Mauvilla”) was
traveling north on the Mobile River pushing a
tow of six loaded barges toward a destination
some three hundred and fifty miles upriver. The
vessel, owned and operated by Warrior and Gulf
Navigation, Inc. (WGN), was carrying a crew
under command of a captain and pilot.
   ’ SUNSET LIMITED
Early in the voyage, the Mauvilla was
enveloped by a heavy fog that had settled on the
river. The pilot of the vessel, with his visibility of
the waterway compromised, decided to secure the
Mauvilla and wait for the fog to abate. However, while attempting to secure the Mauvilla to
the riverbank, the pilot allowed the vessel to veer
into the mouth of Big Bayou Canot, a tributary
of the Mobile River.
Unaware of what had transpired, and
under the mistaken belief that he was still navigating on the Mobile River, the pilot continued
to search for a place to secure the Mauvilla and
its tow. While this task was being undertaken,
an object appeared on the Mauvilla’s radar
screen that the pilot believed to be another vessel
to which he could secure his vessel. The object
was in fact a railroad bridge, owned and maintained by CSX, that crossed Big Bayou Canot.
As the pilot steered the Mauvilla toward the
object, the tow struck a bridge support causing a
portion of the track to become laterally misaligned. Soon after, a passenger train, operated by
Amtrak, derailed while attempting to traverse the
damaged section of rail. Three locomotives, two
passenger coaches, a crew dormitory car, and a
baggage car tumbled into the bayou, resulting in
the death of forty-seven persons on the train,
numerous personal injuries, and extensive property damage to the train and bridge.
The crash precipitated the filing of over one
hundred personal injury and wrongful death
suits against WGN, the pilot and captain of the
Mauvilla, CSX, and Amtrak. The Judicial
Panel on Multidistrict Litigation consolidated
these actions in the United States District Court
for the Southern District of Alabama for all pretrial proceedings.
The media is often quick to assign blame for
tragic accidents (See Appendices A and B). Those
cited in this particular tragedy for being totally or
partially responsible were the National Transportation Safety Board (NTSB), Amtrak, CSX, WGN,
the U.S. Coast Guard, the towboat captain, the
pilot, and the Alabama Emergency Response Network. However, because of the multitude of
technical and environmental complexities surrounding the accident, determining responsibility is not a
simple matter. The managers of the organizations,
the public administrators, and the various individuals who were linked with the disaster tended to have
different perceptions than the media regarding
blame and how to prevent similar accidents in the
future. Others believed that, because of the complexity and types of interactions of the various
organizational systems and subsystems involved, the
Big Bayou Canot disaster should be considered a
“normal” accident (See Appendix C).11 A shocked
nation was left pondering why this tragedy occurred,
who was responsible, and what measures should be
taken to prevent the recurrence of such a tragedy in
the future.
Appendix A
Passenger Transportation
in the United States 3
People in America log more business and pleasure
passenger miles than those in any other country in
the world. In 1990, airlines, railroads, and bus lines
in the United States accounted for 423.7 billion passenger miles and $30.76 billion in revenues.
Of the three modes of public transportation,
railroads allow passengers a more leisurely mode of
transportation at fares higher than bus fares but
lower than airfares. Cross country and commuter
train passenger miles averaged 12.26 billion per year
between 1983 and 1989, reaching 13.24 billion passenger miles in 1990. Cross-country train-travel in
1990 accounted for 6.04 billion passenger miles or
46% of this total versus 56% for commuter travel.
Cross-country passenger trains are operated by
the North American Passenger Corporation, commonly known as “Amtrak.” In stark contrast to
crowded inter-city commuter trains, these trains
offer passengers a nostalgic journey into the past by
providing roomy accommodations with large floorto-ceiling windows and vista domes. Amtrak also
offers fine dining, a secure and relaxed environment,
and first-class sleeping accommodations. Coach
prices are reasonably affordable and the sleeping cars
are still less costly than first-class airfare.
In the 1950s, air travel was rapidly gaining in
popularity, and the automobile continued to chip
away at the railroads’ customer base. In a bold plan
designed to win back the public to rail travel, the
   ’ SUNSET LIMITED
railroads introduced air-conditioned, stainless steel
streamliners with all the luxuries of a fine hotel. This
proved to be “a final ill-fated attempt by the railroads to trim costs and to dull the attraction of a
vastly improved interstate highway system.” Passenger miles continued to plummet as travelers turned
to the faster air travel and the ease of automobile
travel on the nation’s interstate highways. The actual
cost of providing basic passenger service, much less
providing luxury service, dropped revenues below
the breakeven point.
By the late 1960s, rail passenger service costs
exceeded revenues. A study by the Interstate Commerce Commission (1968) of eight major carriers
recorded average passenger train expenses of $1.83
for every $1.00 of passenger train revenue. In addition, passenger trains slowed the departure and
arrival of highly profitable freight trains because passenger trains were accorded scheduling priorities.
Ultimately, declining patronage and mounting losses
forced many railroads to discontinue passenger service. By 1970, virtually all passenger trains had
disappeared from the nation’s railroads.
Federal subsidies to Amtrak (1993 to 1996)
$ 731 Million
909 Million
1,000 Million
700 Million
Amtrak itself owns and maintains only 730
route miles of track located mainly in the Northeast
to compete with the airline commuter traffic
between Boston, New York, Philadelphia, Baltimore, and Washington, DC. The remainder of the
23,270 miles of track on which Amtrak operates is
privately owned and maintained by other railroads.
Since its inception in 1971, Amtrak has carried passengers over 119 billion passenger miles. In its
27-year history, Amtrak has had 88 passenger fatalities due to train accidents, or .073 fatalities per 100
million passenger miles. This compares to a passenger fatality rate for planes of .025; buses .028; and
automobiles, 1.03.8,9
CHESAPEAKE SYSTEM RAILROADS
(CSX)
AMTRAK
The few passenger trains that remained in service
were “nationalized” on May 1, 1971, when the government-formed, semipublic National Railroad
Passenger Corporation (NRPC) was given a charter
to run the nation’s railroad passenger service. This
organization evolved into the North American Passenger Association (Amtrak). As with the aviation
and highway systems, Amtrak has been subsidized by
the Federal government throughout its 23-year existence, just as aviation and highways are subsidized.6
With the help of these hefty government subsidies and passenger revenues, Amtrak succeeded in
forging a profitable national railroad passenger transportation network from a hodge-podge of run-down
equipment and facilities inherited from an obsolete
transportation system. New cars and locomotives
were purchased to replace outdated cars and equipment. Run-down facilities with high operating costs
were rebuilt or were replaced with new construction.
By 1996, Amtrak had received almost $15 Billion in Federal subsidies and the NRPC still
continues to be a burden to taxpayers:
CSX Corporation is a Fortune 500 transportation
company providing rail, intermodal, container-shipping, barging and contract logistics services
worldwide. Holdings include CSX Transportation,
Inc.; Sea-Land Service, Inc.; CSX Intermodal, Inc.;
American Commercial Lines, Inc.; and Customized
Transportation, Inc. In 1997, CSX generated more
than $10.6 billion of operating revenue. CSX owns
and maintains the track on which the Big Bayou
Canot disaster occurred.5,9
Financial Highlights (In Millions)
1997
1996
1995
1994
Summary of Operations
Operating Revenue
$10,621 $10,563 $10,304 $9,409
Operating Expense
9,038
9,014
8,921
8,227
Restructuring Charge
—
—
257
—
Total Operating Expense
9,038
9,014
9,178
8,227
Operating Income
$1,583 $1,522 $1,126 $1,182
Net Earnings
$ 799
$855
$618
$ 652
   ’ SUNSET LIMITED
WARRIOR AND GULF NAVIGATION
(WGN)
Organized in 1940, WGN had about 225 employees. Of that number, 45 were towboat captains or
pilots, and 54 were deckhands. The remaining
employees were managers, support personnel, and
terminal operators. The company and the American
Waterways Operators, Inc. consider WGN a medium-size operation; at the time of the accident it had
about 250 barges and 24 towboats.8
The company typically moves six barges in a
tow and occasionally eight. In the fast current of
high-water conditions, tow size is usually held to
four barges. One operator and one deckhand stand
watch on a towboat on a 6-hour-on, 6-hour-off
rotation, which is typical for the type of towing
operation the company is engaged in. Between 1981
and 1994, the company experienced 45 reportable
marine accidents, including the Big Bayou Canot
accident. The 3.75 accidents-per-year average
equates to 0.2 accidents per towboat-tow per year. A
local Coast Guard official stated that he thought
that WGN’s accident record was better than average
for inland towing companies.8
Appendix B
Safety Issues, Regulations,
Recommendations, and
Procedures 8
AMTRAK
Prior to the accident, Amtrak used signs and placards, as well as briefings, to inform passengers about
the safety features on its trains. Both on board service personnel and conductors had responsibility for
safety on Amtrak trains and Amtrak’s manuals stated
that such briefings be routinely given at all stations.
Signs in Amtrak cars indicated the location of firstaid kits, fire extinguishers, and emergency windows;
signs on the ceilings adjacent to emergency windows
were phosphorescent. Each emergency window had
signs explaining how to remove it from both the
inside and the outside. Signs posted in the car
vestibules and elsewhere throughout the cars also
gave instructions about window removal.
Although the collision of the Mauvilla with the
Big Bayou Canot Bridge displaced the south end of
the structure about 38 inches horizontally, the rails
remained intact. Had the rail broken as a result of
the collision and subsequent displacement of the
bridge and track, the signal at Bayou Sara, about 1.7
miles from the accident sight, would have displayed
a red or “stop” aspect. Because the rails remained
intact, the signal circuitry was not interrupted. The
signal displayed for the Sunset Limited was clear or
“proceed,” as the assistant conductor confirmed
when he heard the locomotive crew call the signal
over the radio.
TOWBOAT REGULATIONS
Title 46 of the Code of Federal Regulations, Parts
24 through 28, set forth equipment requirements
for uninspected vessels (under 1,600 tons). The regulations cover life preservers and other life saving
equipment; fire extinguishing equipment; emergency position indicating radio beacons for vessels
on the high seas; and cooking, heating, and lighting
systems as well as other equipment. They do not
cover navigation equipment. Thus, the Mauvilla, an
uninspected towboat of less than 1,600 tons, was
not required to be fitted with a radio, charts, or a
compass.
BRIDGE REGULATIONS
No single entity is responsible for the safety of the
nation’s bridges. Federal, state, and local governments, as well as private industry, share the
responsibility. This fragmentation of authority often
leads to a piecemeal, uneven approach to bridge
safety. Additionally, bridge safety involves several
transportation modes (including marine, railroad,
and highway) and several Federal agencies including
the Coast Guard.
NTSB first addressed the issue of bridge alignment protection after a Union Pacific freight train,
traveling westbound at 50 mph, struck a displaced
bridge at Devil’s Slide, Utah, on November 17,
1979, derailing 5 locomotive units and 56 cars.
   ’ SUNSET LIMITED
Damage estimates exceeded $5 million. As a result
of its investigation of that accident, the Safety Board
issued Safety Recommendation R-80-36, asking the
Federal Railroad Association (FRA) to study “the
feasibility of installing on bridges a mechanism to
indicate when bridges are displaced.”
On May 6, 1981, the FRA responded, noting
that the 98,000 route miles of track in the continental United States contain some 85,000 bridges. The
cost of installing a detection device on each of these
bridges would be about $850 million; maintenance
costs would total an additional $85 million per year.
CSX alone has 11,000 railroad bridges in service.
The FRA also noted that of the 41,627 railroad accidents that occurred between 1976 and 1979, only
20 were caused by displaced bridges or bridges that
failed under load. Of those 20, four resulted from
misalignments that could be detected by the recommended mechanism.
Because the cost of compliance to the NTSB’s
recommendation was thought by railroads to far
outweigh benefits, it was largely ignored. In addition, neither the US Army Corps of Engineers nor
the Coast Guard required bridge protection systems,
such as lights, markers, dolphins, and fenders; therefore, none were in place on the Big Bayou Canot
bridge at the time of the accident. CSX testified that
the bridge did not warrant such systems because it
was not located on a commercially navigable waterway. The bridge had originally been built as a swing
bridge, but the machinery had never been installed.
Since the accident CSX has replaced the Big Bayou
Canot Bridge with a permanent structure.
Appendix C
Normal Accidents
Normal accidents focus on the properties of systems
themselves rather than on the errors that owners,
designers, and operators make running them. They
occur as a result of failure in a subsystem, or the system as a whole, that damages more than one unit
and in doing so disrupts the ongoing or future output of the system. The disruption and/or damage to
the system must be substantial enough to seriously
interfere with ongoing or future tasks that will be
demanded of things, objects, or people. Output
ceases or decreases to the extent that prompt repairs
are required.11
In normal accidents, humans are treated as
parts. However, the vast majority of “accidents”
involving humans are only “incidents.” That is, the
damage is limited to first and second party victims
(operators and system users); system or subsystem
failures do not damage or disrupt the system. For an
accident to be classified as a normal accident it must
involve third and fourth party victims; innocent
bystanders, fetuses and future generations. It is not
the source of the accident that distinguishes the two
types since both begin with component failures;
rather it is the presence of multiple failures that
interact in unanticipated ways. In the Big Bayou
Canot disaster an unanticipated connection
occurred between three independent, unrelated subsystems that happened to be in close proximity to
each other resulting in an interaction that was not
planned, expected, or linear—a normal accident!11

*The Mobile River bridge tender is responsible for raising and lowering the 14-mile swing bridge (drawbridge)
across the Mobile River for river traffic. Because clearance of the bridge above the water is 4 inches and
because river traffic on the Mobile River is heavy, the
bridge tender typically knows the location of all riverboats in the vicinity of the bridge at all times.

1.
Amtrak “Sunset Limited” Train Crash in Bayou Canot,
Alabama, on September 22, 1993 v. Warrior & Gulf
Navigation Company. United States Court of
Appeals, 11th Circuit, No. 96-6833.
2.
Barrett, Bruce. Locomotive Engineer, Santa Fe
Railroad, Pueblo, Colorado. Personal Interview, Fall
1994.
3.
Berge, Stanley, Railroad Passenger Service Costs and
Financial Results. Northwestern University School of
Commerce, Evanston, IL, 1956.
4.
Chin, Paula, et al. “Horror on the Rails.” People,
August 19, 1991, pp. 43–4.
   ’ SUNSET LIMITED
5.
CSX Corp. SEC Filing: Form 10-K for CSX Corp,
March 4, 1994.
6.
Edmonson, Harold A., Journey to Amtrak—The Year
History Rode the Passenger Train, Kalmbach Publishing, Milwaukee, WI, 1972.
7.
Gregory, Sophfronia Scott. “Death by Fire and
Water.” Time, October 4, 1993, p. 67.
8.
Hall, J. E. et. al. A Derailment of Amtrak Train No.
2 on the CSXT Big Bayou Bridge Near Mobile,
Alabama, September 23, 1993. National Transportation Safety Board. Washington, D.C., September
19, 1994.
9.
Harrington, Patricia, National Transportation Statistics Annual Report—June 1992, Department of
Transportation, Volpe National Transportation Systems Center, Cambridge, MA, Publication No.
DOT-VNTSC-RSPA 92-1.
10. Lambert, Pam and Gail Wescott. “Hero of Car
211.” People, October 11, 1993, pp. 46–49.
11. Perrow, Charles, Normal Accidents—Living with
High Risk Technologies. Basic Books, Inc., New York,
NY, 1984.
12. Tolchin, Martin. “Report Revises Times in Train
Wreck.” The New York Times, October 8, 1993, p.
A22.
13. “Tragedy in a Bayou: The Wreck of the Sunset Limited.” Trains Magazine, Kalmbach Publishing Co.,
Waukesha, WI, December 1993, pp. 14–18.
   ’ SUNSET LIMITED
Exhibit 1 Mobile, Alabama, and Vicinity Showing Location of Wreck of Amtrak’s Sunset Limited
   ’ SUNSET LIMITED
Exhibit 2 Mobile River Chart
Note: The accident site at Big Bayou Canot Bridge is in close proximity to the Mobile River, which has a deep and wide channel heavily utilized by commercial traffic. Big Bayou Canot, a tributary of the Mobile River, has a natural channel like the Mobile River. There are few
natural landmarks that allow mariners to visibly distinguish this waterway and the Mobile River. The geography of Bayou Sara and Big Bayou
Canot, and the Mobile River in the vicinity of the CSX railroad bridge, is similar enough that in periods of reduced visibility or at night time,
mariners could become disoriented without additional aids. There are no obstructions or other hindrances to navigation between the Mobile
River channel and the bridge site, thereby allowing commercial vessels unrestricted access to the bridge site.Vessels transiting the Mobile River
may enter the Big Bayou Canot in error, particularly at nighttime or during periods of limited visibility.
   ’ SUNSET LIMITED
Sequence of Events
SUNSET LIMITED
9/21/93
9:30 p.m.
11:34 p.m.
9/22/93
MAUVILLA
Crew on duty, New Orleans
11:30 p.m.
Pilot on watch
12:55 a.m.
Departed National Marine
Fleet, mile 5, Mobile River
Radioed towboat Thomas B.
McCabe
Train 2 departed New Orleans
2:15 a.m.
2:30 a.m.
2:33 a.m.
Arrived Mobile
Departed Mobile
2:53 a.m.
2:56 a.m.
2:57 a.m.
3:00 a.m.
Derailment
Assistant conductor radioed“MAY DAY”
CSX dispatcher notified
CSX called 911
2:45 a.m.
Hit bridge
3:05 a.m.
Radioed “MAY DAY” lost
tow, need help
Reported fire via radio
Coast Guard advised
captain of accident.
3:07 a.m.
3:08 a.m.
Exhibit 3 Times Relevant to Accident 8