Bucks County Employees Retirement System v. Norfolk Southern Corporation

CourtDistrict Court, N.D. Georgia
DecidedMarch 24, 2025
Docket1:23-cv-04175
StatusUnknown

This text of Bucks County Employees Retirement System v. Norfolk Southern Corporation (Bucks County Employees Retirement System v. Norfolk Southern Corporation) is published on Counsel Stack Legal Research, covering District Court, N.D. Georgia primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Bucks County Employees Retirement System v. Norfolk Southern Corporation, (N.D. Ga. 2025).

Opinion

IN THE UNITED STATES DISTRICT COURT FOR THE NORTHERN DISTRICT OF GEORGIA ATLANTA DIVISION

BUCKS COUNTY EMPLOYEES RETIREMENT SYSTEM, individually and on behalf of all others similarly situated, Plaintiff, Civil Action No. v. 1:23-cv-04175-SDG NORFOLK SOUTHERN CORPORATION, JAMES A. SQUIRES, ALAN H. SHAW, and CYNTHIA M. SANBORN, Defendants.

OPINION AND ORDER This matter is before the Court on Defendants Norfolk Southern Corporation, James A. Squires, Alan H. Shaw, and Cynthia M. Sanborn’s motion to dismiss the consolidated complaint [ECF 99]. For the following reasons, Defendants’ motion is DENIED. I. BACKGROUND This is a putative class action for securities fraud brought by shareholders of Norfolk Southern—a freight railroad company—after Norfolk’s stock value fell steeply following a high-profile train derailment in East Palestine, Ohio.1 The complaint alleges that Norfolk and three of its executives misled investors by

1 ECF 82, ¶ 24. The amended complaint at ECF 82 is the operative complaint. paying public homage to safety even as they systematically dismantled the company’s safety infrastructure in an all-out pursuit of profits.

A. The Allegations2 In 2019, Norfolk embraced a new “cut-to-the-bone”3 operational strategy called “PSR,” short for “precision-scheduled railroading.”4 In theory, PSR increases efficiency by (1) reducing staff, (2) reducing assets, and (3) running fewer

trains.5 In practice, PSR requires running “long trains that transport larger and heavier loads with fewer workers in less time.”6 In Norfolk’s case, PSR meant increasing the length of a typical train from around 100 cars to over 200,7 and

cutting personnel by nearly 40%.8 Norfolk assured investors that it was implementing PSR “without sacrificing safety”9: In its annual reports,10 during

2 The following factual allegations, drawn from the complaint, are assumed to be true for purposes of the motion to dismiss. Tellabs, Inc. v. Makor Issues & Rts., Ltd., 551 U.S. 308, 322 (2007). 3 Id. ¶ 77. 4 Id. ¶ 531. 5 Id. ¶ 72. 6 Id. ¶ 73. 7 Id. ¶ 135. 8 Id. ¶ 109. 9 Id. ¶ 417. 10 Id. ¶¶ 422, 424, 427, 433, 434. earnings calls,11 at industry conferences,12 and under oath before Congress,13 Norfolk reiterated its continuing commitment to safety.

But living out that commitment, the complaint alleges, was too rich for Norfolk’s blood. In its pursuit of efficiency, the company built out trains to “astronomical lengths,” sometimes as long as five miles;14 loaded them with tens

of thousands of tons of freight;15 and ran them as fast as it could.16 Train loads were often arranged in violation of federal regulations, with hazardous materials too close to the engine;17 and without regard for weight distribution, risking more frequent and dangerous derailments during braking (more on that below).18

Norfolk preferred to staff its trains with “skeleton crews”19 of just two people—a conductor and an engineer—whose aging, 1.5-mile-radius radios would regularly lose contact with each other.20 Facing manpower shortages due to aggressive

11 Id. ¶¶ 407, 409, 418, 419, 425, 431, 437, 438. 12 Id. ¶¶ 439, 440, 443. 13 Id. ¶¶ 416, 417, 429, 441. 14 Id. ¶ 123. 15 Id. ¶ 139. 16 See id. ¶ 463. 17 Id. ¶¶ 127–128. 18 Id. ¶¶ 124–126. 19 Id. ¶ 116. 20 Id. ¶¶ 129–131. personnel cuts,21 Norfolk slashed its training program for engineers, trying to cram what had previously been done in six-plus months into 90 days.22 Norfolk’s

conductors were similarly undertrained and inexperienced: rushed in six weeks through what had been a six-month training program,23 taught by recent trainees with negligible experience,24 and expected to learn on the job25 on trains much

longer and heavier than they had ever run before.26 To maximize its man-hours, Norfolk cut its safety program down from three days every year to one day every three years,27 and replaced its quarterly safety meetings with webinars.28 At the same time Norfolk was entrusting increasingly unqualified crews

with operating increasingly gigantic trains, it was making those trains increasingly difficult to properly inspect and repair. Layoffs reduced maintenance personnel in some railyards by 90%29 and, critically, decimated the ranks of its qualified

21 Id. ¶ 141. 22 Id. ¶¶ 150–151. 23 Id. ¶¶ 147–148. 24 Id. ¶ 146. 25 See id. ¶ 143. 26 Id. ¶ 154. 27 Id. ¶ 159. 28 Id. ¶ 158. 29 Id. ¶¶ 113–114. mechanical inspectors, or “carmen.”30 Those carmen who were not laid off were forced into consecutive 16-hour shifts that rendered them unable to “see straight,

let alone look at a car.”31 To reduce time spent inspecting trains at terminals, Norfolk pressured carmen to inspect each car in one minute or less (they had before been allotted three),32 an infeasible time frame that inevitably led to

mechanical defects being missed.33 Norfolk discouraged carmen from reporting defects, rewarding those who did not report with better working hours,34 and targeting those who did with discipline or termination.35 Sometimes, cars were sent out despite having reported defects,36 or without being inspected at all.37

Norfolk also abused a regulatory exception that permitted abbreviated inspections at terminals where no carmen were on duty.38 At such terminals, the full carman inspection—consisting of 90 items, administered by a tradesman with at least three

years of experience—was replaced by a 12-item inspection for “imminently

30 Id. ¶¶ 180–181. 31 Id. ¶ 110. 32 Id. ¶ 163. 33 Id. ¶ 168. 34 Id. ¶ 244. 35 Id. ¶¶ 248, 250. 36 Id. ¶ 254. 37 Id. ¶ 167. 38 Id. ¶ 180. hazardous conditions” administered by conductors trained, if they were lucky, for 45 minutes on a computer.39 At Norfolk, this regulatory exception largely became

the rule, as cars ran for tens of thousands of miles without being properly inspected.40 Despite regulations mandating that cars undergo brake inspections every 1,000 to 1,500 miles, and despite Norfolk’s own policy calling for car

inspections every 3,500 miles, Norfolk cars went uninspected for over 40,000, or 70,000, or in one case 90,000 miles.41 Car defects missed by inspections—particularly wheel and brake defects— could theoretically still be caught by Norfolk’s “wayside detection” sensors.42 But

Norfolk, seeking to cut maintenance costs, started spreading its wayside detectors further apart,43 and made it more difficult for crews to respond to wayside detector alerts.44 Previously, alerts were immediately broadcast to the crew over radio.45

Norfolk blocked most of those broadcasts.46 Instead, all but the most critical alerts were sent to a central “wayside desk,” manned by a single employee working a

39 Id. ¶¶ 179–180, 183. 40 Id. ¶ 180. 41 Id. ¶ 194. 42 Id. ¶¶ 17, 175, 207. 43 Id. ¶ 210. 44 See id. ¶¶ 213–214. 45 Id. 46 Id. 12-hour shift47 who determined whether the crew needed to be notified of the alert.48 Notifications from the wayside desk fell noticeably after Norfolk

implemented PSR.49 And even when crews did receive notifications, they were often told by their dispatcher to ignore them:50 to keep a train moving despite an overheated wheel, for example, or a malfunctioning brake.51

The alleged emptiness of Norfolk’s commitment to safety was laid bare52 on the evening of Friday, February 3, 2023, when a 1.75-mile, 149-car, 18,000-ton Norfolk train carrying hazardous materials crashed in East Palestine, Ohio.53 The train that day was staffed by two separate crews: one that took it from its origin in

Illinois to Toledo, Ohio; and another crew that took over at Toledo and was operating the train during the crash.54 They were inexperienced crews. The engineer on the first expressed concern about the size and weight of the train—it

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Bucks County Employees Retirement System v. Norfolk Southern Corporation, Counsel Stack Legal Research, https://law.counselstack.com/opinion/bucks-county-employees-retirement-system-v-norfolk-southern-corporation-gand-2025.