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Are you up for it?

Another record

Pushing weight

CP needs employees to be leaders, no matter the job, no matter who’s watching.

You’re making CP a safer operation, day in and day out. A new record proves that.

MAGAZ I N E

VOLUME 4 — 2014

Don’t be fooled by the headlines—you’ve worked your butt off to keep grain trains moving.

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LEADING THE CHARGE Great teams need great individual effort to succeed. It’s a fact, whether on the hockey rink or in the rail yard. Passion, communication and determination all play a role.

1 LETTER FROM THE EDITOR MORE THAN A NAME TAG

4 BUILDING OUR BRAND SIMPLICITY IS STRENGTH

6 10 questions LISA BRYSON 23 TOOLS, TECH AND GEAR WE’VE GOT YOUR BACK

24 CARGO PLANT TO PURCHASE 26 OPERATIONS

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THE PULSE

28 ADVICE FOR THE ROOKIE BRIAN CLIFTON

another record

29 OFF THE CLOCK

You’ve set a new standard with a rate of only .92 train accidents per million miles in the first quarter of 2014.

30 ACROSS THE NETWORK

ANIMAL HOUSE

ON THE ROAD 32 CEO AWARDS OF

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Pushing weight There’s a lot to be proud of coming out of the past winter. CP’s employees battled to provide service in spite of historic weather conditions.

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Moose Jaw One of the key cogs in our network lies in a small Prairie town where junior hockey is second only in local importance to keeping upwards of 2,600 cars a day moving.

EXCELLENCE LEADING THE WAY

35 NEW CHARITABLE FOCUS CP HAS HEART

36 FROM THE ArcHIVES WHEELING AND DEALING

ON THE COVER Photographer Kristopher Grunert spent the day keeping up with Assistant Superintendent Lisa Bryson in Brandon, Manitoba. “It was inspiring to see her with employees and handle multiple tasks while keeping focus on the future. It’s nice being around people who love their work.”

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LETTER FROM THE EDITOR

more than a

name tag Steven Noble, Editor-in-chief

Maybe you don’t have any desire to move into management, or take on a senior role, but if you understand how CP leadership thinks, what their goals are, and how they want to achieve those goals, you’ll have a better idea of what’s expected of you and how you can succeed at CP. When you see a leadership theme in some of these articles, don’t think it doesn’t apply to you. President and Chief Operating Officer Keith Creel says that for CP to succeed, “Individually, every employee must model an attitude of personal ownership and accountability.” Senior Vice-president Operations System Scott MacDonald recently shared about a situation where his management team chose to own a situation instead of accepting the norm and making excuses. A facility in the network was resisting change and justifying old ways of doing things, such as using expensive Trackmobile® vehicles to move bad-order cars in and out of repair track areas, when they could just as easily have used a locomotive. “There was a sense of entitlement,” says Scott. “We could have accepted the justifications and tried to sell those

ideas up the leadership chain. Instead, we decided to look for ways around using the Trackmobile, and guess what? We found a way. And while we were at it, we also identified several buildings that were no longer necessary, and a few other areas where we could behave more efficiently.” The result? Scott and his team found there was room for improvement where people didn’t initially see it; improvements that saved CP several hundreds of thousands of dollars. “Everyone who helped us identify room for efficiencies set an example in that yard and took on a bit of a leadership role. We need that to happen everywhere.” Noted American author Tom Peters says, “Leaders don’t create followers, they create more leaders.” That sums up a big part of the new CP, don’t you think?

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HOME Line of Business

In respect to media scrutiny, government tactics and a historically cold, snowy winter, CP’s Canadian grain business has been...a bit grainy. Grainy, like an old photo where the lines are not as defined as you’d like; the blurry areas are fuzzy enough to be irritating. Yet one thing is clear: CP employees have been relentless in their efforts to deliver service in spite of a historic winter. The buzz around grain freight has been understandable. Grain is vital to so many elements of daily life, not to mention, this year’s harvest was 37 per cent larger than the five-year average. The result is extreme pressure on the entire supply chain—farmers demanded

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service for an extra 20 million metric tonnes (MMT) more grain—on top of the 30–34 MMT that Canadian railroads typically move in a crop year. The reality is, this is a year where your hard work enabled CP to move more grain and oilseed than anything else. Grain is CP’s single largest commodity. The challenge has been explaining this to Canadian federal regulators, who have been quick to pass legislation forcing railroads to move a set amount of grain weekly, or face steep fines. It is important to understand that this is not a singlecomponent supply chain. The grain is shipped in a truck, elevated in rural regions, moved to port by rail and is loaded on a ship by a port terminal operator. If the regulations don’t apply to everyone involved, it’s hard to expect that operations will be very effective.

Weathering the winter The 2013 – 14 grain season got off to a strong enough start. During fall 2013 and early winter 2014, CP shipped more than 20 per cent more grain than ever before. That’s when winter came knocking with force. The early part of 2014 was exceptional, with 49 days below -25 degrees Celsius. In fact, the Canadian Prairies faced the coldest December/January in more than 60 years. That region generally expects only 25 days below -25. Certain U.S. regions faced similar challenges.

HOME Line of Business

Going public Chief Executive Officer Hunter Harrison was so unimpressed with the unbalanced public scrutiny that he released an open letter in The Globe and Mail and National Post to “provide some context.” “I’ll be the first to admit that our usual service levels aren’t being met during this period when all commodities in the entire supply chain are impacted by this brutal weather,” wrote Mr. Harrison. “Despite this, the women and men of CP remain on the job 24/7, exposed to this weather as they keep the railway operating even while, in some cases, grain elevators have temporarily suspended loading operations.” In March, Keith Creel echoed Mr. Harrison’s comments to defend CP’s efforts in front of the Government of Canada’s Standing Committee on Agriculture. “If the supply chain is to do better we need to find a collaborative approach in the near term and create, in the longer term, capacity in the grain supply chain,” adds Keith. “This is how we will ultimately benefit the farming community and the Canadian economy.”  

The GATEWAY

“Now, we’re dealing with challenges in real time. Not only has that helped us stay on top of things, we’re learning as we go.” Ben also oversees Keith Yard, a small Calgary terminal yard northwest of Alyth Yard, with mobile air plants and railcar mechanics positioned to help speed up the processing of grain trains. “A lot of grain cars pass through that yard,” adds Ben, pointing out that the Calgary terminal’s operating plan has enabled increased velocity through its yards, creating capacity gains that support both grain and potash movements. Those types of efforts have gone on throughout the network this past year, a sign of a new era and a new attitude at CP.

The take-away In spite of the headlines, a lot of hard work has gone into enabling CP to move an average of 32 grain trains a day, seven days a week, in each of the key grain corridors. “That’s something everyone should be proud of,” Keith says. “It sure wasn’t easy.”

Ben Serena Superintendent Operations Calgary and Alberta South, and team play a big role in keeping grain trains flowing to the West Coast.

This year CP has moved an average of 32 grain trains a day.

WHAT IS IT? Wheat, barley, corn, oats and rye are

Ben Serena, superintendent operations Calgary and Alberta South, runs the team that’s responsible for a large piece of the puzzle; a high percentage of U.S. and Canadian grain funnels through Calgary and Lethbridge, Alta., en route to West Coast ports. In December 2013, Senior Vicepresident Western Region Guido DeCiccio’s operations team started a twice-daily call to troubleshoot ongoing issues and try to keep ahead. “There was a time when that call would have happened once a week,” says Ben.

categorized as grain, while canola, flaxseed and soybeans are categorized as oilseed. Canadian Pacific also moves a small portion of the grain family that includes lentils, dry beans and chickpeas. Eighty-two per cent of Canada’s crop comes from farmland in the Prairie provinces of Manitoba, Saskatchewan and Alberta. Canadian Pacific moves that grain for domestic U.S. and Canadian use, but also moves it to the ports of Vancouver, Thunder Bay, Montréal and Québec City, where it is loaded onto ships bound for worldwide destinations. CANADIAN PACIFIC MAGAZINE 3

HOME BUILDING OUR BRAND

SIMPLICITY IS

Strength

The CP you work for now is not the same CP it was a few years ago. That’s why it made sense that with all the changes at the heart of this company, our brand and logo better reflect CP’s fresh, responsible way of doing business.

TIMELINE OF OUR LOGO

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1886 – 1889

1889 – 1898

1898 – 1929

1960 – 1968

1968 – 1986

1987 – 1990

HOME BUILDING OUR BRAND

Our company’s name remains Canadian Pacific. However, our logo going forward will illustrate a simple “CP.” Our company’s operations extend beyond Canadian borders, so this logo is more inclusive. It’s also simpler. Simplicity is strength. Shortening our name provides consistency and ease of use for our stakeholders around the world. As a logomark, it demonstrates a bolder presence among our industry peers and other top corporations, reinforcing the strength of our five Foundations and our confidence. Its presence and style reflect CP’s current culture, which is defined by hard work, accountability and a commitment to customer service; doing what we say we will do, in all we do. As we tell the unfolding story of becoming the best, we start with a brand position and a strong logo—the logo on the front of the engines that drive our company.

We are all railroaders Canadian Pacific is a stronger company because all employees, no matter the region or the division, are united in their approach. Similarly, a strong brand relies on one voice. Canadian Pacific is strengthening its brand by telling the company’s story to different audiences and by different means, but always with a consistent tone, theme and personality. The story is focused on precision and strength, is genuine and enforces accountability.

1917 – 1929

1929 – 1946

Where WILL IT BE SEEN? You will see the new CP logo on all marketing materials, rolled out in stages for signage, the website, stationery, safety equipment, company vehicles and most other applications. Some exceptions will include the side logo application on newly painted locomotives and the illuminated sign on the front of Ogden headquarters. In those locations the logo will remain as Canadian Pacific. The new CP logo and the complete brand book outlining the standards can be downloaded from RailCity.

OUR BRAND POSITION We have a railroader philosophy. It doesn’t change. It’s made of a metal that doesn’t bend, melt or dent. All CP railroaders should have this attitude of pride when doing their jobs, using the five Foundations as guidelines. We extend this perspective to our entire business; not just rail, but road, water and logistics. We’re applying this philosophy to new technologies and advancements that will improve our service. The attitude is simple. And like anything pure, it’s also the strongest. That’s why customers depend on us to not only get their goods delivered, but to grow their business.

1946 – 1949

1949 – 1959

1997 – 2007

2008 – 2014

LINE S

1990 – 1996

1993 – 1996

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HOME 10 questions

LISA BRYSON QUESTIONS

Lisa Bryson, assistant superintendent, Brandon, Man., is part of a wave of next-generation leadership in the ranks at CP today. Lisa joined CP in 2006 as a conductor in Schreiber, Ont. Since that time she has seen it all; the good and the bad, and recently, a lot of good. But this is nothing for the mother of a 15-year-old to handle.

Lisa believes communication is vital to CP’s continued success, and she’s right. Pictured with Kyle Omilanow, Chris Kirchmann and Trainmaster Pat King.

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HOME 10 questions

Q When you find yourself at the end of a long day or week, with no end in sight, what keeps you motivated? A The fact that there are never really problems, but rather challenges. I look at it like a puzzle and it’s up to me and my team to find the solution.

Q With so many veteran railroaders retiring, what do you think our field managers can do to ensure their knowledge and experience is passed on to new hires? A I think we have to encourage and engage our senior running trades employees to mentor younger employees as their own careers wind down. We train our employees well, but

Q Was there a particular moment when you knew railroading was for you?

experience can be irreplaceable. From a management perspective, we have an obligation to efficiency-test, guide and

A When I arrived at the away-from-home terminal in White River, Ontario I remember thinking, “Wow, you did it!” It was an

mentor junior employees. We need to focus on them to ensure that they’re doing everything as safely as possible.

adrenaline rush. That feeling jumped to the next level when I became a trainmaster, realizing that I could be part of a team and impact how we move trains and influence how CP operates. It ceased to be something I just wanted to do; I needed to. I have

Q What advice would you give to someone entering management ranks for the first time, in terms of how to effectively manage people? A Lay out your expectations and be honest with every person

to railroad.

you interact with. Whether it is concerning our employees, Q Why did you choose to hire on with CP?

colleagues or superiors, everyone needs to understand what

A Before joining the railroad, I ran [Caterpillar ] 988 hi-lifts and D8

you need and what you expect. That knowledge is key to

®

bulldozers. I’ve spent my entire career around large equipment,

achieving success.

and railroad equipment intrigued me even more. That, and the fact that CP was an international company with room for changing roles and opportunities for advancement made me want to work here.

Q What’s the key to help guide your Train and Engine team in making the right decisions to ensure they’re working safely every day? A Every employee has to be accountable for their safety, their

Q How do you incorporate the need to use CP’s locomotives,

crew, the public and the environment. It is my job to hold them

cars and other assets efficiently into your daily decision-

to that accountability. Everyone has to know and understand

making? Can you give an example?

the rules and operating procedures, and I need to feel

A We always have to watch for opportunities to be efficient. There

confident that everyone knows how to apply those rules in

have been multiple occasions where we will steal power for

the different scenarios they encounter every minute of every

two or three hours to service a customer or grab a grain launch

day. It is also our job as the management team to provide the

before its dedicated locomotives arrive. If a locomotive is going

mentoring and guidance they require, and to give them the

to sit for any reason, we break it off and do something with it.

tools to attain the confidence to perform the demanding job of

We look for opportunities to capture every moment—to utilize

engineer and conductor. That perspective could save a life.

these locomotives for 24 hours a day, every day.

At the end of the day, I need every employee to go home to their families, safe and sound.

Q What does an assistant superintendent’s day look like? A There is never a typical day. You plan your day and your trains. You do what you need to do. But exceptions pop up, and my team and I get to fix them. Those situations are always opportunities to prove yourself, and to learn.

Q What challenges are unique to Brandon and the territory around it? A Where some areas face one or two big challenges, Brandon encompasses a little of everything. For instance, the Minnedosa Subdivision has mountain grades. Then, you have

Q What are you most proud of during your time at CP?

the longer Estevan Subdivision, where we have some slower

A The relationships I have developed and the team atmosphere

track. There are many customers and elevators that can be

here in Brandon. Whether I’m referring to my Vice-president,

labour-intensive. Nonetheless, the employees we have in

general manager or the trainmasters and operating employees,

Brandon and Minnedosa are resilient. They’ve got a serious

that’s what I am most proud of. Everything else is a series

workload, but they get the job done.

of accomplishments.

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HOME

You don’t have to be in management to be a leader— every employee needs to make a choice to be a leader each and every day. THIS IS the only way CP will take the next step forward.

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HOME

Canadian Pacific President and Chief Operating Officer Keith Creel.

The National Hockey League’s (NHL) Chicago Blackhawks have been the only team in the last decade to win the Stanley Cup® twice (at the time this article was written they were in the running for their third). What makes that success special and comparable to Canadian Pacific’s transformation is not where the Blackhawks are at, so much as where they’ve come from. Ten years ago, the Blackhawks missed finishing dead last in the league by a single point. They hadn’t won a championship since 1961 and it seemed as if mediocrity was becoming acceptable—expected even—for the once great Original Six NHL franchise. In 2007, a dramatic leadership change fuelled a rarely seen turnaround that catapulted the Blackhawks from embarrassment of the league to toast of the league. But that turnaround wasn’t because of one or two all-stars stepping up. One of the big contributing factors to the Blackhawks’ new-found success was the new culture—one of leadership and an expectation of individual excellence within the team culture—from each and every player. This past season, no team other than the Blackhawks had more players score 25 or more points. With that type of production throughout the roster, it’s no wonder the Blackhawks have become a respected powerhouse. Blackhawks General Manager Stan Bowman is on record as saying: “We have loads of leaders on this team, but I don’t think you can ever have too much of that.” Fellow Blackhawks Senior Advisor Scott Bowman, literally the winningest man in the history of hockey (having been involved in 13 championshipwinning teams during his career) points out that a captain’s effort may be extraordinary, but it’s still only the effort of one person. “Teams need all types of leaders,” he says.

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Sound Familiar? This is the same message Chief Executive Officer Hunter Harrison, and President and Chief Operating Officer Keith Creel have been preaching since their respective arrivals at CP. While the past year was about process improvement and efficiency, particularly in operations, a major focus for this year will be to develop leaders and create a culture of excellence. CP needs people who are willing to go the extra mile whether someone’s watching or not; people willing to set an example no matter their job title. “There’s no I in team, but there’s an I in win,” says Keith. “Without individual efforts, we don’t have success as a team. “Some people believe exceptional individual efforts are counterproductive. Well, I believe that who our individuals are and what they do matters.”

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CP leadership wants its teams not only to achieve excellence, but to expect it. “It’s not like CP has not had solid leaders before,” says Keith. “But the people here definitely weren’t held accountable to standards of railroading excellence in all that we did.” Keith, who comes from a military background, explains that people live up to the expectations placed on them. “The level of performance you receive as a leader is directly connected to the level of performance you demonstrate you’re willing to accept. I firmly believe that our team of railroaders is capable of delivering great results. We’re already seeing that.

“Hunter and I want every CP employee to develop and achieve their full potential during their railroading career, regardless of the job for which they are originally hired.” What level of performance is expected? To become a high-performance culture, a culture of excellence. Hunter and Keith have announced that they expect CP to improve its operating ratio to 65 by 2016. And they expect CP to grow revenue by six to seven per cent in 2014. This isn’t just about cutting spending or trimming assets, it’s about the people of this organization stepping up to the plate and making a difference. If you will be a leader for your shift, your crew or team, and make decisions based on our five Foundations (Provide Service, Contain Costs, Utilize Assets, Operate Safely and Develop People), CP will achieve these goals and ultimately, you will reap the benefits.

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HIGH-PERFORMANCE

Vice-president Human Resources and Industrial Relations Peter Edwards says that high performance is something that begins with leadership. “We should never do something simply because we used to do it,” says Peter. “Create change, create improvement—that’s what leaders do—always look for a new way to do something. Don’t be afraid to bust it up. “Every one of us can impact CP’s culture and its success. We all have to make a choice. Are we going to be a positive leader or a negative leader?” Peter refers to the ABCs as the key to unlocking a high-performance culture. The ABCs are born from how you manage moments when a decision is necessary. “Are you going to do things the way they’ve always been done? Turn a blind eye to something that should be done differently? Try doing something safer, more efficiently or more thoroughly? “The answers to these questions separate those willing to be a leader from those who aren’t.” ABC: A stands for antecedent. This sounds like bad medicine, but it’s a fancy word used to refer to a cause. B stands for behaviour. C stands for consequence—positive or negative. Here’s an example: If someone chooses to steal from the company, they run the risk of losing their job. If someone finds an extraordinary way to save the company money in their day-to-day role, they might be rewarded with a trip for two to a five-star resort, like those recently recognized at the inaugural CP’s CEO Award of Excellence ceremony (see page 32 to read about some of this year’s winners). It’s up to you to decide if you are going to be a leader when you do your job or while representing CP in the community. But one thing is certain: you don’t have to be in management to be a leader. “True leaders make the right decision when nobody is watching. That’s the concept our culture needs to demonstrate,” says Hunter. CANADIAN PACIFIC MAGAZINE 11

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Ben Serena Superintendent Operations Calgary & Alberta South

“Good leaders set a positive example. They’re disciplined. They communicate well. They make sure their team understands the value in the new direction, and they always look for ways to take results to

Mike DifrusCIa

another level.

Superintendent Mechanical Alberta, Saskatchewan

down for how we are achieving our goals. People who you remember

“A sense of urgency is important. That sets the tone from the top can handle times when the workload is exceptional. Lethbridge Yard is a great example of that. The leadership team and employees there are

“Good leadership is getting the most out of your team, which

managing a lot of grain traffic, as well as additional traffic of about 400

reflects on your ability to motivate. When I arrived at Calgary’s Alyth

cars a day since we shut the hump at Alyth, and they don’t complain.

diesel shop three years ago, our bad-order cycle time was at 80

They get the job done.

hours. Now it’s down to 29 hours; we’re doing that with a smaller team and they own that success. “Demand success and get out on the shop floor. I want people to give me the best they can every day, and I hold them

Define leadership in one sentence: “Passion, knowledge and philosophy can be taught, but passion is something that always catches my eye. That drive and energy for excellence in what we do just can’t be taught.”

accountable when they don’t. And as their standard improves, so do their expectations for themselves. The more they see the winning results and get a better idea of what they’re capable of, the more they ask of themselves.”

Jason Inglis Assistant Superintendent Operations Western Region

Danny Melo Director Network Services Inventory Control

“Good leaders help spur a person’s performance, hold their team members to a high standard, mentor them on the business plan, and drive people out of their comfort zone, pushing them to be better leaders themselves.

“I always take note of someone who isn’t averse to change, and

“You don’t need to be in management to be a leader. Today, every

instead of complaining, looks at what needs to be done in the new

individual is accountable for delivering results, setting an example,

context. That’s important in a leader.

and making the right decisions. In order for CP to continue building on

“It’s important for a leader to exemplify the traits he or she expects of people, whether it’s coming in on a weekend and helping with desk moves, or working some extra hours to ensure deadlines are

recent success, we need people to challenge the status quo and look for new opportunities. Leadership in one word: “Motivation; give them positive feedback,

being met. I’m always trying to behave how I want others to carry

recognize strong efforts. Passion is another good one. A lot of things

themselves. A leader needs to do that to gain credibility, and if you

can be taught, but there’s got to be that something inside that makes

look at CP’s senior leadership, that’s clearly how they operate.”

someone want to get out of bed every day, do a great job and be a part of something.”

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HOME

INTERESTED IN A MANAGEMENT CAREER?

ANNE MARIE Davies

You don’t have to be in management to be a leader. But, if you are interested in working for the railroad and being a

Director of Regional Sales Merchandise Calgary & Alberta South

part of the strategic and tactical side of the business, the

“Leaders I have looked up to have been ones who made me feel

program to identify and encourage the promotion of

as though my work is worthwhile. That has motivated me to hold

our front-line railroaders who may want to consider

myself to a higher standard. Good communicators stand out as

management positions.

Front-Line Management (FLM) program is a good place to start. Canadian Pacific recently launched the FLM

well. It seems obvious, but you must be able to communicate

Canadian Pacific believes current union employees

effectively, to ensure people know their expectations and feel a

have the knowledge, passion and experience to become

part of the plan moving forward.

future leaders of this company. The company needs your

“If I had to sum up what makes a strong leader in a word, I would say drive. If you can package up that drive, add some

help to identify these future leaders. Supervisors and managers should encourage

enthusiasm and communicate it well, everyone will want to come

employees who are currently excelling in their roles, and

along for the ride and buy in. Again, leaders who do that bring

those employees who have demonstrated leadership skills

everyone up with them.

and interest to complete the FLM assessment on RailCity. The assessment will take approximately 2.5 hours and can be completed at the employee’s convenience over multiple sittings. Part of our Foundation, Developing People is the responsibility of management to identify employees who

Tim Mouland

may be ready and interested making the jump. Management

Superintendent Locomotive St. Paul & U.S. West

employees who fit the following criteria:

“I’ve always thought that an effective leader is one who doesn’t

who are doing that should consider encouraging unionized

Demonstrated ability to work safely.

just look at the negative, but the positive as well… People retain

Exemplary safety/performance record.

positive feedback.

Proven ability to effectively communicate with others.

“An effective leader actually gets out in the field and isn’t afraid to get their boots dirty. I like to come in with the attitude that today, I’m going to make a difference. I believe a sense of urgency is

Demonstrated leadership skills and interests. Share a sense of urgency to complete their work.

critical to being an effective leader.” To learn more about the program visit the FLM RailCity page, research operational roles and answer any questions you may have. To express interest, please email [email protected].

Norbert Denzer Superintendent Operations NEUS

“I’ve heard Mr. Creel say, ‘The level of performance you receive is the level of performance you’re willing to accept.’ “That really says it all. The other thing I always tell my guys is to do the right thing and set the example. And that’s how I lead, by example. You have to be consistent.”

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HOME PHOTO JOURNAL

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HOME

Moose Jaw Yard is not located in a thriving metropolis; it doesn’t have a booming business corridor and other than the noise coming from the local stock yard, it gets pretty quiet after sundown (although it was infamously once a part of Al Capone’s smuggling operations). What Moose Jaw does have is one of the most vital yards in Canadian Pacific’s network. The main line runs right through the yard, the 24/7 yard sees approximately 2,600 cars a day and the nearly 500 employees working out of Moose Jaw have the character, determination and passion to keep those cars moving. Moose Jaw may or may not be on the short list for your next vacation, but don’t underestimate its importance to CP’s business, or the quality of the people who work and live there. In 2013, Moose Jaw was one of CP’s most efficient terminals in each of the key categories found on the Terminal Score Card, and the terminal continues to deliver standard-setting results in 2014.

Switch it Employees switch cars in the west end of the yard with the main line running past in the background.

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HOME

In review Left: The whiteboard is filled out each morning before a shift in the Moose Jaw diesel shop. Break time Right: Long-serving diesel mechanic, Jim Keeping works on locomotive’s breaks.

Power lift Employees switch out a wheel set on a locomotive in the diesel shop.

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Fire it up Left: Diesel mechanic, Dennis Maydanich repairs a gate on a hopper car. Moose Jaw is one of the top terminals in CP’s network for getting bad-order cars back to work. Hard at work Right: A Moose Jaw LRC employee on the radio, preparing for another completed unit to be moved for fueling, before being returned to service.

A close shave Diesel mechanic, Harold Burgess shaves down a wheel and balances a wheel on a locomotive.

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Fill’er up Left: Doug Cook fuels up a locomotive coming in off the main line as it awaits a crew change. Pride Top right: While distinctly CP, Moose Jaw Yard has a character all its own.

On the move Bottom right: Trains come and go through Moose Jaw Yard all hours of the day and night, every day of the year. Speed is of the utmost importance in and around Moose Jaw Yard to ensure CP can deliver the service it promises to its customers.

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Sundown in the Paris of the Prairies Chad Lawrence, a conductor of 17 years boards a yard engine scheduled to spend the evening kicking cars into blocks in the top end (west end) of the yard.

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HOME Tools, TECH and GEAR

TOOLS

TECH GEAR AND

WE’ve got your back Canadian Pacific and SPORTSMARK have teamed up to offer you a rugged, comfortable and durable backpack, developed by the Coquitlam Running Trades Workplace Health & Safety Committee. It is suitable for carrying lunches, laptops, boots or other gear to and from work. The best part? You can use your annual high visibility alternate apparel subsidy towards purchase.

Capacity

Affordable

Holds up to 96 classic, 500 mL bottles of orange Gatorade®.

Available to all CP employees $132 CAD (includes shipping). To purchase, contact [email protected] or call 604 904 1125.

FITTED Snug and padded to fit your shape, and not the other way around.

BASE

Secure

Rubberized bottom, so your belongings won’t be soaked from slushy bus floors during the winter.

Padded laptop/ iPad®, and safety glasses compartments, key ring holder, among other pockets.

CANADIAN PACIFIC MAGAZINE 23

HOME CARGO

TO

The transport of food products is big business for CP Intermodal, and meeting our commitments has strengthened our partnership with Loblaws®. That relationship is worth approximately $40 million annually in revenue. “When CP improved its fourth morning service from Montréal to Calgary, the result was more business from Loblaws,” explains Paul Antonellis, national sales account manager, national retail. “We’re now out-competing trucking, and CP has captured road

DAY 1 When orders are received, a truck is dispatched to CP’s Lachine intermodal terminal in Montréal to pick up a CP-owned reefer container, which has been pre-tripped for the product; cleaned, fuelled and set to 40 degrees Fahrenheit.

business previously recognized by Loblaws as the best way to move refrigerated products across the country.” That includes dairy. And CP ships both Danone® and Yoplait® yogurt across Canada for Loblaws, using a fleet of 500 modern refrigerated containers known as reefers. “CP moves 20,000 containers of Loblaws product across the network annually. On a daily basis we’re picking up five 53-foot containers packed with yogurt,” explains Paul. And it all starts with an order Loblaws transmits to CP via an electronic data interchange (EDI). This is how it happens:

After ensuring the reefer is fit to ship the product, the truck, known as a “dray agent” is hooked up to the 53-foot container and heads for Loblaws’ Robert facility in Lachine, Montréal, where it is loaded with the yogurt, before being delivered to the Lachine terminal.

LOBLAWS’ ROBERT FACILITY, LACHINE, MONTRÉAL

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HOME CARGO

DAY 5 The yogurt is packed onto refrigerated trucks and delivered to Real Canadian Superstore® locations in Calgary, eventually making its way to kitchen tables across the city.

SUPERSTORE, CALGARY, ALBERTA

The containers are unloaded at the distribution centre and unpacked for reassignment by orders to serve local stores across Western Canada.

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DAY 4 Three days later, the train arrives in Calgary. Reefers are unloaded onto CP-contracted trucks for same-day delivery. The reefers containing the yogurt are unloaded and delivered to Loblaws’ Calgary distribution centre.

5

LOBLAWS’ DISTRIBUTION CENTRE, CALGARY, ALBERTA

The containers are in-gated at the terminal and trucked directly to the train for loading, where a lifter sets them onto Train 113 consigned to Calgary and Vancouver. Once loaded onto the train, reefers are connected to a generator with a series of cables.

All shipment appointments are managed once the train departs Lachine. To ensure timely delivery, CP Logistics provides proactive day-to-day shipment management and communications regarding all Loblaws’ shipments.

TERMINAL, LACHINE, MONTRÉAL DID YOU KNOW? Train 113 spends the next two days cutting across the main line before arriving in Calgary the morning of the fourth day. It arrives in Vancouver 24 hours later, offering the fastest service on the market. This train switches cars at Vaughan, Winnipeg and Regina en route to Calgary. Currently, 13 crews are required to transport the 133 from Lachine to Calgary.

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HOME OPERATIONS

Stu Kennedy (Director Network Planning) and Mario Chimenti (Planner System Bulk) review the day’s bulk launch schedule.

The Canadian Pacific Operations Centre (OC) in Calgary is home to all the Canadian train control functions and transportation planning groups. However, most people are unaware of this hushed, softly lit, tightly wound room. Located at the core of the Ogden corporate offices, the pass-card protected OC runs 24 hours a day, 365 days a year, connecting headquarters to the field.

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Telephones ring constantly. Radio towers are activated on consoles, buttons are pressed and signals are lined thousands of miles away. Teams of OC employees dispatch trains, call crews, plan the distribution of locomotives, coordinate track work programs, monitor yard arrivals, departures and traffic levels, and ensure that the planning is keeping pace with customer commitments. They also control manifest information, liaise with marketing and sales and the Network

Service Centre on problem resolution, and become the hub for any emergency response coordination, should an incident occur on our network. At the heart of the OC is the rail traffic controller (RTC). This job (formerly train dispatcher) is the direct link between office and field. An RTC oversees one or more subdivisions and controls all train and engine movements within that territory. “The OC could best be described as the central nervous system of our

HOME OPERATIONs

RTC Debbie Lachance (DJL) speaks to a foreman on her subdivision about his intended work, prior to issuing a TOP.

Working day shift on the Shuswap Sub, RTC Glenn Stockford (GAS) speaks to a train crew about a planned set-off at Chase.

Craig Ruff (Assistant GM Transportation Canada) calls his counterpart in the Minneapolis OC about a cross-border traffic issue.

Those helping Jason coordinate the Canadian OC include: The entrance to the OC is a blend of modern and CP heritage. The portrait is that of Sir William Cornelius Van Horne, CP’s second president.

Craig Ruff—Assistant General Manager Transportation Canada Duffy Kibsey—Assistant General Manager Transportation Canada

network,” says General Manager Transportation Canada Jason M. Ross. “Working hand and hand with employees in the field, teamwork and operating to the plan are just some of the many things we do. “This is done every day, and is key to driving our success.” Communications between field and OC is constant. The challenges presented within an eight-hour RTC shift can be as wide as the network itself. While B.C. may be dealing with record snowfall, the Canadian Prairies are managing

operations through freezing temperatures. On a single subdivision during a single shift you can see issues with switches and signals, trains that cannot recover their air, hot box detector set-offs, track work that cannot clear for trains on time, slow orders, power issues, incorrect consists or missing cars, blocked culverts, avalanche control and congestion on line. The list can seem endless. During these moments the focus is on the best and most direct solution for resolving the issue at hand.

Kevin Patterson—Senior Director B.C. Main Line Lonnie Jamieson—Senior Director B.C./Alta. South Peter Gysbers—Senior Director Alta./Sask./Man. North John Bonham—Senior Director Sask./Man. South Darren Field—Senior Director Northern Ont. Marc Boucher—Senior Director Ont./Que. South

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HOME ADVICE FOR THE ROOKIE

Advice for the

ROOKIE

With so many employees retiring, and more and more new hires coming into the fold, Iowa-based conductor Brian Clifton believes that passing along knowledge and experience is more important than ever.

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When it comes to training the next generation of railroaders, CP needs you. The knowledge and experience you’ve built is of value to us all. When you share that experience with new railroaders, you make CP a safer and more productive railroad. One CP employee who takes that transfer of knowledge to heart is Brian Clifton, a conductor based at Nahant Yard near Davenport, Iowa. Trainmaster Shawn Jefford says he relies on Brian as a trainer. “He is well-tempered and able to work with all personalities,” Shawn says. “He is knowledgeable of not only rules and regulations, but also the operations.” Brian, who started with CP predecessor I&M Rail Link in August 1999, says new hires need to focus on learning the rules and how to apply them. “In my opinion, they should know the rules as best as possible and keep up on them. Training is their biggest asset.” He adds that hands-on exposure to the yards and routes they’ll be working is critical to performing their jobs safely. What’s the number 1 piece of advice Brian gives to trainees? “Don’t hurry. That gets people in trouble more than anything on the railroad.” For others mentoring new hires, Brian is quick to share his philosophy as well: “As far as I’m concerned, I’m going to have to work with these guys in the future. And, we can train these up-and-comers to operate safely for the benefit of everyone.” Through mentorship and training, Brian hopes to ensure that the next generation of railroaders contributes to a safe work environment.

HOME OFF THE CLOCK

OFF THE CLOCK

Animal

HOUSE In children’s books, the story always has a happy ending: A smart, loyal dog who’s spent months in a shelter is adopted by a child who proves to be a soulmate. In real life, half of all shelter dogs and 7 out of 10 shelter cats will be euthanized. Chris and Chrissie Zarozny take a hands-on approach when it comes to saving as many of these animals as they can. Chris is a trainmaster at CP’s Bensenville Yard near Chicago, while Chrissie works in administration at a veterinary office in Plainfield, Ill., which operates five non-profit animal shelters in the area. “It’s more than a hobby,” says Chris. “Animal care means a lot to us.” Chris’ love for animals began when he was a child growing up in Poland. His family had a mixed-breed dog named Czila. When Chris was 12, his family

emigrated to the U.S., but had to leave Czila behind. Chris did not forget his friend, or his love for animals. Years later, he and his soon-to-be wife, Chrissie, bonded over a shared love for animals. The Zarozny’s have taken in dogs, cats and even “exotics”; a category that includes reptiles, rabbits and ferrets. Chrissie’s background includes training as a nurse, and for animals needing extra care, the Zarozny home often becomes a short-term care clinic. At the five Help Save Pets shelters, where Chrissie oversees intake, every possible option is looked at to extend an animal’s life.

“We’ve had 15-year-old dogs with medical issues that we’ve found the perfect owner for,” she says. The Help Save Pets shelters take in animals as a result of different circumstances: high-kill shelters, puppy mills, people who can no longer care for their pets, and strays. Some find new homes quickly, and some require extra effort. “It’s amazing how animal lovers pull together on Facebook,” Chrissie says. On Facebook®, Chris and Chrissie have discovered animals, sometimes in other states, that are victims of cruelty and need a home. They quickly put the word out: Can anyone take this animal? Sometimes it’s as far-flung a connection as a co-worker’s friend’s uncle. The couple also organizes fundraisers and donates to the ASPCA® and other humane-related causes for animals. They have two Great Danes and a toddler who is already enjoying the full benefits of growing up amidst furry, critter foster care. Perhaps everyone who does charity work wrestles with the question: “Can I really make a difference when this problem seems so overwhelming?” For Chris and Chrissie, the answer is yes. Chris is clear about his motivation. “A neglected dog will never be able to tell his story,” he says. “They can’t speak for themselves. They need people like us to get the message out.”

MAKE A DONATION Canadian Pacific matches a portion of all employee donations to the ASPCA through its Giving Engine. For more details, search “Giving Engine” on RailCity. For more information on the ASPCA and volunteering for animalrelated causes, visit www.aspca.org.

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HOME ACROSS THE NETWORK

on the road It’s not every day you get to sit down for two to three hours with the president of the company, hear what he has to say and more importantly, tell him what you think. Earlier this spring, President and Chief Operating Officer Keith Creel hit the road along with Senior Vice-president Western Region Guido DeCiccio, Vice-president Human Resources and Industrial Relations Peter Edwards, and Assistant Vice-president Labour Relations Myron Becker, to begin a direct discussion with CP’s front lines. Senior leadership aims to conduct several front-line town halls each year to give some direction on where the company is going, and to get some direct feedback. “It’s not often you get to sit down in a fairly small room and talk to the president one-on-one,” said Rickhi Misra, assistant superintendent, operations, Alberta North. “At the Alyth Town Hall in Calgary, people seemed a little nervous at first. But as soon as one person spoke up there was a flood of questions. “I think both the running trades guys and leadership team appreciated the chance to speak openly with each other in an informal setting. To be honest, it was comforting to see that the executive panel was able to discuss achieving work-life balance by fulfilling our roles as parents and not just as providers. The Town Hall provided great personal insight, which

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I know people appreciated due to the sacrifices made on the home front.” The Western Canadian leg of the tour included stops in Moose Jaw, Calgary, Cranbrook and Vancouver. Jason Inglis, assistant superintendent, Saskatchewan South, said the Moose Jaw Town Hall was spirited. “The employees who attended the Moose Jaw Town Hall definitely took advantage of the opportunity to speak directly. And both sides actually seemed to welcome it. “That was the great thing about it. The initial presentation was interesting and provided a valuable overview, but the Q&A was the meat and potatoes. That’s a rare opportunity, and people are still talking about it.” In fact, Mr. Creel told audiences he wasn’t just on the road to talk, but to listen, and he welcomed dialogue on a full range of questions from safety to job security, hiring to service issues. “Guys around southern Saskatchewan are still talking about it,” adds Jason. Mr. Creel is currently planning stops at several eastern and mid-western terminals throughout the summer (stay tuned to RailCity for possible dates and locations).

HOME SAFETY

Moving in THE

RIGHT DIRECTION Canadian Pacific has recently added another record to its list of accomplishments—the lowest rate of Federal Railroad Administration reportable train accidents in a three-month period.

The most important moment in any employee’s day is when they wrap up a shift and return home. If you’ve completed that shift without getting hurt or getting anyone else hurt, you’re doing something right. Something that matters. “We just finished 2013 leading the industry in the least number of accidents per million miles,” says President and Chief Operating Officer Keith Creel. “And we jumped out of the gate in 2014 with an even stronger result in that area, setting a CP record of only .92 train accidents per million miles. “That’s something to be proud of.” Coming out of a tough winter, that’s a warming report. “Continuous progress has always been our attitude towards safety, and it's great to see everyone's collective efforts reflected in this latest result,” says Calgary Terminal Locomotive Engineer Trevor O'Donoghue. Trevor, whose wife Talia and brother Ryan also work at CP, and who has nearly 30 years of experience in operations says, “Safety is personal. The people we’re working with are not just co-workers, we've all become good friends over the years and in my case, family as well. While this is a step in the right direction, personal injuries need the same improvement. As many of you know from the safety survey, which you were asked to participate in earlier this year, Canadian Pacific is re-examining its ability to operate safely. But this must be a team effort.

Long-time Calgary Terminal Locomotive Engineer Trevor O’Donoghue.

It’s each individual’s responsibility to practise the rules for operating safely, avoid complacency, recognize at-risk behaviours and correct them. “The alternative is a price too high for anyone to have to pay,” says Trevor. “We owe it to the communities we operate in to ensure that we never lose our focus.”

It’s on you Keith is thrilled with the .92. “But, it’s not something we can ever be satisfied with. I can’t be everywhere. It’s on each of our people to stand up for safe practices. If you see someone on their cellphone when they shouldn’t be; if you don’t buckle up your seatbelt when driving; if you simply aren’t as up-todate with the rules as you need to be, it’s on you to do the right thing. “Do you want to work with someone who has decided to send a text message instead of inspecting the train? If that’s happening at an airport, I’m not getting on that plane. The stakes are the same on the railroad.” When Trevor first started with the railroad there was a caboose with a mirror hanging on the wall. The sign on that mirror said, “You’re looking at the person most responsible for your safety.” “That stuck with me for the last 27 years. The way we operate our railway is rapidly changing, however, our commitment to safety never does. We will always strive to operate our railway safer than the day before. We have to.”

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HOME CEO AWARDS OF EXCELLENCE

Chris McMillan Safety Award Winner

2014

LEADING THE WAY

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Mike Foran RAILROADER OF THE YEAR

Many of you are setting an example of leadership in the workplace with your attitude, passion and dedication. Some of you have recently been recognized for your exceptional efforts to apply the five Foundations to your daily duties with a CEO Award of Excellence. CEO Award of Excellence winners come from all walks of life, locations, positions, roles and departments. All in all, we recognized 20 outstanding CP railroaders with awards for their efforts in 2013. Here we feature a few of the winners and their outstanding efforts. For the full list of winners, visit RailCity:

Assistant Vice-president Network Transportation Mike Foran has personified each of the Foundations from the time they were laid out. Over time, he has accepted increasingly prominent roles, each contributing to a more efficient, precise operation of the railroad. He is someone who CEO Hunter Harrison identified early in his tenure as a smart individual with a good idea of how small pieces fit into the bigger picture. It didn't take long for President and COO Keith Creel to agree. Mike understands accountability and every day he works hard to improve CP’s results. He has played a key role in enabling CP to remove more than 10,000 unnecessary cars from the network and is now driving fluidity and identifying further areas of opportunity in his current position as assistant Vice-president, network transportation.

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TERMINAL OF THE YEAR

CEO AWARDS OF EXCELLENCE

MontrÉal Former Montréal Superintendent, Jason M. Ross received this award on behalf of Montréal Terminal. The decision was based on significant improvements in terminal productivity and efficiency (cars handled, cars handled per people hours worked, cost per car handled, terminal dwell, bad-order time to spot). In 2013, Montréal leadership embraced a new tool—the terminal scorecard— and utilized it to improve processes and leverage change while demonstrating focus, integrity and accountability to senior leadership. Montréal’s advancement sets a tremendous example of the five Foundations at work and exemplifies leadership in the network.

Chris McMillan OPERATE SAFELY

In 2013, London, Ontario Conductor/Locomotive Engineer Chris McMillan was working as a conductor when his train was involved in a crossing accident with a minivan. When the train was brought to a stop, Chris went to the van. The occupants were a father and his three young children, their injuries severe.

PROVIDE SERVICE Floods of 2013: Victor Parr Division Engineering Manager Brett Larocque Deputy Regional Chief Engineer Phil Tataryn Division Engineer Sealing a new potash deal, stealth style: Chris Sore National Account Manager, Fertilizers, Greenfield, and TIH Dave Courville Director Real Estate

CONTROL COSTS Invoice renewal , savings in the millions : Marie-France Poulaert Director Accounts Payable The IS turnaround, insourcing at its best Fred Chambers Director Infrastructure and Data Centre Gopi Ranganathan SAP ® Application Support

First on the scene, Chris pulled the three children from the van and began to perform first aid and CPR. While the final outcome was tragic, Chris’s efforts

OPTIMIZE ASSETS

were something everyone associated with CP should be proud of. Employees

The big move, building a new headquarters and relocating the troops in less than nine months: Mark Buchwald Director Facilities Gary Hudon Director Facilities West Katrina Gagyi Manager Facilities Neil Burke Director Contingency Planning

are ambassadors for our company each and every day. We ask them to represent us in the communities we serve. Chris found himself in a public situation that would have severely tested anyone. He acted immediately and instinctively, and performed far above the call of duty.

Tina Sheaves & FRANK PIGNATARO Tina, director, intermodel operations, Eastern Region, runs safety blitzes, and has qualified her team on rules for departure of trains to ensure all

OPTIMIZE ASSETS

other 2013 CEO AWARD of excellence WINNERS

management employees can depart trains as quickly and safely as possible. She’s also improved the wheel change-out process, resulting in improved train performance, and has made changes to the gates at the terminal. Tina’s work in Vaughan Yard enables CP to consistently do what we say we’re going to do,

OPERATE SAFELY Driving forward, with the big picture in mind: Justin Meyer Regional Chief Engineer Ed Rejman St. Paul Signal Maintainer

DEVELOP PEOPLE Continuous improvement and development in bridge structures: John Unsworth Director Structures

pertaining to last year’s improved intermodal services. Tina’s efforts have benefited from the buy-in of unionized employees like top lift operator Frank Pignataro. Frank goes out of his way to improve service and productivity at Vaughan. One example occurred last year when Frank suggested making signs to prompt truck drivers to show their VA number upon entry to the yard. In the past, an employee would often have to stop what they were doing and go ask the driver for their VA number. It’s a small idea that makes for a better use of resources, and it’s safer than having employees unnecessarily running back and forth between heavy machinery and trucks.

FIND OUT MORE ABOUT 2013 WINNERS ON RAILCITY. And remember, if you know somebody who has done or is doing something exceptional for CP, be sure to nominate them for next year’s CEO Awards of Excellence. You can find the nomination form on RailCity or contact [email protected] for further details.

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HOME CEO AWARDS OF EXCELLENCE

They come from across CP’s network, representing many disciplines. They acted in locomotive cabs, alongside the track, at desks and in meeting rooms. Their decisions were made through both extensive planning and in a fraction of a second. What ties them together is that their choices in their day-to-day jobs exemplify CP’s five Foundations and represent the highest standards of doing business. Their reward was an all-expense paid trip for two to the Ritz-Carlton resort in Naples, Florida. The prize included recreational activities such as a hover craft tour of the Everglades, a formal gala event where the winners were recognized, in addition to an employee share bonus. Next year this could be you. Here are some photos taken at this year’s gala.

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HOME Introducing our new charitable focus

A railroad may serve as the arteries of a nation, but at its heart is community. Through its new community investment program, CP Has Heart, we’ll be supporting cardiac care facilities, research and initiatives to improve the heart health of men, women and children across North America. And along the way, we’re going to show heart whenever we can. We’ll be launching this exciting initiative at various CP-sponsored events this summer. Watch for details on RailCity for how all CP railroaders can join the movement.

@cphasheart | www.cpr.ca

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HOME

FROM THE

ARCHIVES

Wheeling and dealing Opened by CP in 1904, the Angus Shops were a collection of locomotive and car shops in Montréal. The property had extensive facilities dedicated to the construction, assembly, repair and maintenance of CP’s locomotives and rolling stock. The Angus Shops consisted of a wheel foundry, truck shop, locomotive shop, passenger car shop, planing mill, cabinet and upholstery shop, kiln, blacksmith shop, frog shop and a general store. Around the time of the Second World War more than 12,000 people worked at the Angus Shops. In this photo an employee lifts some newly-cast steel wheels that are ready for use. Once cooled, each wheel was checked for any cracks or defects before being sent for machining and being approved for service.

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Photographer Nicholas Morant, 1946

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EDITORS

Andy Cummings, Breanne Feigel, Steven Noble

Writers

Andy Cummings, Erin Randles, Steven Noble, JBP, Angela Wiles, Jade Wong

Photographers

Andy Cummings, Kristopher Grunert, John Hryniuk, Clinton Hussey, Tomas Kraus, Nicholas Morant, Ewan Nicholson, Steven Noble

SPECIAL THANKS

Dave Purdon, Brian Snow, Jason Inglis, and everyone at Moose Jaw Yard, as well as the entire Canadian Operations Centre—thanks for putting up with the cameras and questions. Paul Antonellis, Mike Foran, Norb Denzer, Jarad Farmer, Jason M. Ross, Ben Serena, Corey Wolak, Ryan Mayman, John Ward and Kevin Sholes, and anyone else who answered a call or email, posed for a photo, referred someone to be interviewed or helped out in some way.

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