I feel that we shall be compelled to find far better ways of bringing loyalty and initiative and ambition into the hearts of our workers of to-morrow--the other qualities that go into the making of that highly modern term "morale"--and so bring back a genuine revival of our American railroad tradition. We shall start of course with a good wage. We already have that. The average annual wage of the American railroader is now $1700 for eight hours of daily work. In 1913 he worked ten hours a day and received but $761 on an average. His hourly wage is now about 150 per cent. more than it was eight years ago. Remember all the while, if you will, that I am not urging that the railroader is overpaid to-day. I do not believe that upon the average he is any more than well paid--in all cases not even that. And I do believe that these entire pay arrangements are still far from being upon an entirely just and equitable basis; the conditions of his working arrangements, so very vital to the return of our American railroad morale and tradition, are still in the infancy of a really scientific and human adjustment. Here again the situation is open to further explanation. There are, roughly speaking, three classes of railroad employees. The railroad president and the small group of high-priced executives closely about him constitute the first of these classes. This is small in number. It contrasts with the two millions and a half of the rank and file of railroad employees in the United States. Here then are the right and the left wings of our railroading. Between them is a third class, not often in the public eye, but in many ways the keystone of the arch of operation. This third class, not large in numbers, consists of the minor officers of the various active departments of the railroad. It is an immensely valuable factor in successful operation; in fact the great driving force behind it. Yet its position is not a happy one. At all times it is a buffer; it is caught between the upper and the lower stones of a mill which attempts to grind finely. From below comes the natural and unending pressure to increase expenses; from the high executive offices above comes another, to hold down expenditure. From somewhere between these grindings the division superintendent or engineer or mechanical superintendent must produce results. Of necessity, his is a driving job.