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<P>This is a clear example of why an unregulated private integrated rail network is suseptable to one internal corporate division bleeding out another for the ostensible overall benefit of the whole corporation.  The easiest way to shift money around within an integrated railroad is to defer construction and maintenance of actual track, and use that money for more non-operational items, usually involving the stock price.</P> <P>Deferred maintenance has been a long standing problem with the integrated model, because it is easier to hide within the total corporate balance sheet.  Separating the divisions and requiring transparancy for each division's actions is one salient check on such actions, since an infrastructure company's attempts to defer maintenance would be much tougher to get away with, e.g. where are they going to hide the transaction?</P>
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