MAGAZINE

VOL. 1

4 20

17

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PEOPLE

REGIONS

BUSINESS

SAFETY

ON THE COVER“The passion CP

railroaders exhibit

is an inspiration.

Jamie is the next

generation of this

tradition—I don’t meet

too many young,

female trainmasters

but I suspect her

enthusiasm, creativity

and commitment are

what have defined

a CP railroader

since they laid

that last spike.”

Ewan Nicholson,

Photographer.

C O N T E N T S

A L E T T E R F R O M P R E S I D E N T A N D C E O

It’s an exciting time to be

working with this railroad, and

even more so as we celebrate

Canada’s 150th anniversary and

CP’s extraordinary role in the

country’s formation. CP connected

the established markets of the

East with the potential of the

West, founding and nourishing

new communities along the way.

We can take pride in our past, and

I AM HUMBLED AND HONOURED

TO BE WRITING TO YOU AS

CP’S PRESIDENT AND CEO, AND

MINDFUL THAT AS THE 17TH

PRESIDENT IN THIS COMPANY’S

REMARKABLE 136-YEAR HISTORY,

I am not only lucky to stand

shoulder-to-shoulder with you

now, but privileged to be walking

in the footsteps of visionaries who

connected a nation.

now that we have regained our

place as a leader in the industry,

we can look to the future with

the same boldness that drove

the creation of this railroad in the

first place.

Under CEO Hunter Harrison’s

leadership, CP underwent a

significant transformation that

has us poised for an even

brighter future. It wasn’t easy,

but developing a culture that

holds service, cost control, asset

optimization, safety and the

development of people as its core

values is an effort worth sustaining

and guarantees a prosperous

way forward.

What we’ve accomplished

during the past few years is

the result of people from every

department across our network

pulling together. Particularly

this past year, in what’s been

a very challenging operating

environment, I’m proud of the

performance our team delivered,

including achieving the 11th

consecutive year as the safest

railroad in North America.

What we have learned from

this past year is that our company

is nimble, our operating model

works and our careful attention to

safety and controlling costs will

allow us to leverage an improving

economy like no other railroad.

In 2017 and beyond, we will

continue our relentless pursuit

of excellence. I look forward

to meeting many of you in the

coming weeks as I travel across

the network to hear your thoughts

on how we can work together to

make our great company even

better. Together, we can do more.

I am proud to be railroading

with you as we embark on the

next leg of CP’s historic and

history-making journey.

Thank you for your service and

commitment to our CP family.

Respectfully,

KEITH CREEL

DEAR COLLEAGUES,

—1

A BUILDING IS ONLY AS GOOD AS ITS FOUNDATION. THE SAME PHILOSOPHY APPLIES WITH RAILROADS. EACH OF THE FIVE CANADIAN PACIFIC FOUNDATIONS IS A GUIDEPOST, DESIGNED TO SUPPORT YOU BY PROVIDING A STANDARD AND A FOCUS WITH WHICH YOU CAN BASE YOUR CAREER ON AS WE CONTINUE BUILDING A POSITIVE AND PRODUCTIVE CULTURE.

FOUNDATIONS

PROVIDE SERVICE

BETTY ANNE SAVASI’VE WORKED FOR THE RAILROAD

FOR 23 YEARS AND COUNTING,

AND FOR THE PAST EIGHT YEARS

AS A LOCOMOTIVE ENGINEER.

I’ve wanted to work with trains

ever since I was a little girl, and

have fond memories of riding

VIA Rail across Canada. This is

a rewarding job, and it provides

opportunities to see some of the

most beautiful countryside.

I’m based in Thunder Bay,

Ontario, where we service

numerous grain elevators in addition

to a few coal and potash terminals.

My motto is to always give 110

percent, which supports everything

I do, especially when it comes to

customer service. The customer

is number one.

When we’re servicing a grain

elevator it’s important that we’re

working safely and following

protocol because this often involves

spotting more than 100 cars. That’s

why it’s imperative for us all to work

together to benefit the customer

and go home safely to our families

every day.

Getting our customers their

goods is top priority. Knowing

that I can deliver results and keep

business flowing gives me great

satisfaction. I’m proud to be

a railroader.

—2 VOL. 14 | PEOPLE

I’M AN ASSISTANT

TRAINMASTER WITH CP, AND

HAVE WORKED HERE SINCE

SEPTEMBER 2011. Initially, I was

hired on as a conductor trainee

before being moved to the role

of temporary trainmaster, then to

temporary assistant trainmaster

I’M THE TRACK INSPECTION

SUPERVISOR FOR ENGINEERING

SERVICES IN MONTRÉAL’S

ST. LUC YARD. I’ve been with CP

for seven years and in my current

position for five. There are two

important components to my job:

making sure people get home

safely and keeping trains on

the tracks.

With every job comes a

challenge. Our yard traffics plenty

of passenger trains, but beyond

that Mother Nature is by far our

biggest hurdle. If the tracks aren’t

clear our trains don’t move.

During the winter it’s crucial to

keep trains running, so we have

people working around the clock,

removing snow from switches

CONTROL COSTS

DAN BORSI

OPTIMIZE ASSETS

JAMIE BAILEY

and keeping tracks clean. This is

how we practise just one of CP’s

five Foundations: Control Costs.

The best way to control

costs in my line of work is to

plan. Knowing what needs to be

accomplished means knowing

what equipment, materials and

staff are needed. Being efficient

like this saves time; you’re not

running back and forth for

things forgotten, and we have

agreements in place with

Operations to clear the tracks

and prevent holding up trains

and losing revenue.

Being a railroader is different

for everyone. You have to be

tough and must deal with extreme

weather conditions. A railroader

will work hard and also be able

to have some fun. At the end of

the day, you have to enjoy what

you’re doing.

and finally, to permanent

assistant trainmaster.

When Cranbrook Yard closed

last year we were tasked with

finding an alternative way to

service customers. Working out of

a yard had its benefits, but good

things have resulted from the

closure. The Moyie Subdivision

west of Cranbrook has become

a super sub, stretching from

Cranbrook to Crowsnest. We

partnered with Union Pacific and

Lethbridge Yard trainmasters and

assistant trainmasters to better

marshal trains, and for quicker

block swaps.

Closing Cranbrook Yard has

allowed us to cut back on dwell

time. We’re able to use one crew

to get from point A to point B,

which has freed up two full-time

yard crews, who were originally

responsible for maintenance of the

yard and buildings, to move freight.

So, there’s been cost savings

and we didn’t lose jobs; that’s

important to know. Rather than

laying off our yard crews, we have

moved them to train operations.

They’re still moving freight,

just differently.

It’s been challenging at times,

but we’ve worked through plenty of

obstacles and developed solutions

rather than allowing operations to

be hindered by problems. We’ve

implemented a static plan and

allocated tracks for different class

codes and customers, which

makes it easier for crews to stick to

a solid plan.

The hours are not for everyone.

This is a 24/7 operation. We work

on holidays and stat days, in all

types of inclement weather and

on varied terrain. Although this job

is challenging, this is a rewarding

career. I haven’t worked with CP

for long and I’ve already moved up

in the ranks. Plus, there is still room

for advancement. My favourite

thing about this job is that there are

always challenges, and that this

makes me a stronger employee

and person.

—3

OPERATE SAFELY

ED DANKBAR

DEVELOP PEOPLE

DON HEGLAND

I’M A HAZARDOUS MATERIALS

OFFICER WORKING FROM OUR

ST. PAUL OFFICE. I started with

CP in December of 2007 as a

contractor at North Minneapolis

Terminal, and worked my way up

in the Mechanical department

to eventually join CP’s HazMat

team in the fall of 2013.

We’re at Camp Ripley, just

North of Little Falls, Minnesota,

to execute what’s been a year in

the works—demonstrating and

executing a fire trailer lift. A fire

trailer has all the functionality of

a fire truck, just without a cab.

While we can always take a fire

truck into the response area,

having equipment that functions

as a fire truck at our immediate

disposal is an important

enhancement to our ability to

keep everyone safe.

The fire trailer has a pump on

board that’s almost the equivalent

of a front-line fire truck, with a

10,000 gallon frameless water

bladder. It also carries 300

gallons of firefighting foam in

addition to hoses and fire lines

found on a typical fire truck.

At CP, we want to maintain

a safe environment for our staff,

crews and first responders. In

the case of an incident response,

we have to take care of people

and the community first.

I’M THE ASSISTANT DIRECTOR OF

SIGNALS AND COMMUNICATIONS,

SOUTHERN REGION. Our territory

runs from North Dakota through

Minnesota, Wisconsin and Illinois,

all the way to Missouri. My team

ensures that Federal Railroad

Administration regulatory testing

is complied with, which includes

testing all power switches, control

points and crossings. Inspections

are completed monthly, quarterly

and yearly depending on the

equipment. In addition, outages

that arise within our territory

are restored.

We have our challenges,

but they’re nothing good

communications can’t overcome.

Communications are at the core

of how we develop people, along

with giving employees the tools

they need to succeed, and guiding

them through the process. Each

employee learns at a different

pace and if you can adjust your

teaching style to suit the variety of

individual needs, your chances of

success are high.

The best way to develop

people is to spend time with them.

The more time I spend out in the

field with my employees, the more

I can teach them and the more

they show me what they can do.

This also builds trust and allows

them to feel comfortable with me,

and me with them.

Working with CP has been

quite an adventure. I started as

an assistant, digging trenches.

Opportunities arose and I

jumped on them. Now, as

Assistant Director of Signals and

Communications, I appreciate all

that it takes to be a railroader. We

work 24/7. If a phone rings, we

answer it and we go. This is the

nature of the job and I’m proud to

be part of it each and every day.

VOL. 14 | PEOPLE—4

2016 EARNINGS RESULTS2016 featured stiff economic headwinds and a challenging volume environment, headlined by a precipitous decline in crude oil shipments and lower grain and potash movements. As we have shown over the last four years, the precision railroading model works well in all economic conditions.

4% BETTER

20152016

61.0%57.7%

2016

2015

7,217 FT

0.97

2016

1.64

20162015

1.33 1.84

2015

6.7

2016

23.5

20162015

7.221.4

2015

6,935 FT

AVERAGE TRAIN LENGTH

20152016

61.0%57.7%

2016

2015

7,217 FT

0.97

2016

1.64

20162015

1.33 1.84

2015

6.7

2016

23.5

20162015

7.221.4

2015

6,935 FT

20152016

61.0%57.7%

2016

2015

7,217 FT

0.97

2016

1.64

20162015

1.33 1.84

2015

6.7

2016

23.5

20162015

7.221.4

2015

6,935 FT

20152016

61.0%57.7%

2016

2015

7,217 FT

0.97

2016

1.64

20162015

1.33 1.84

2015

6.7

2016

23.5

20162015

7.221.4

2015

6,935 FT

20152016

61.0%57.7%

2016

2015

7,217 FT

0.97

2016

1.64

20162015

1.33 1.84

2015

6.7

2016

23.5

20162015

7.221.4

2015

6,935 FT

AVERAGE TERMINAL DWELL (HOURS)

7% IMPROVEMENT

FRA TRAIN ACCIDENT FREQUENCY (PER MILLION TRAIN MILES)

27% IMPROVEMENT

FRA PERSONAL INJURY RATE (PER 200,000 EMPLOYEE HOURS)

11% IMPROVEMENT

AVERAGE NETWORK SPEED (MPH)

10% IMPROVEMENT

20152016

61.0%57.7%

2016

2015

7,217 FT

0.97

2016

1.64

20162015

1.33 1.84

2015

6.7

2016

23.5

20162015

7.221.4

2015

6,935 FT

58.6% 2016

61.0% 2015

RECORD-LOW, FULL-YEAR OPERATING RATIOOperating ratio is a major indicator

of railroad profitability. It reveals

the cost of earning one dollar of

revenue. For example, in 2015 it

cost CP 61¢ to earn $1. The lower

the number the better.

6.2 BILLION 2016

6.7 BILLION 2015

REVENUE PERFORMANCE (CDN $)

OPERATING PERFORMANCE

SAFETY

OPERATING RATIO (ADJUSTED)

OPERATING MEASURES

PERFORMANCE IN ANY ENVIRONMENT2016 presented challenging economic conditions and we stayed on

track with a disciplined focus on operations, delivering another year

with record results.

Based on the number of FRA train

accidents per 1,000,000 train miles

FRA personal injury frequency based

on the number of reportable injuries per

200,000 man-hours

THE CONTINENT’S SAFEST RAILROADCP has been North America’s safest railroad, based on the Federal

Railroad Administration’s (FRA) train accident frequency for more

than a decade. 2016 represents our eleventh consecutive year as

industry leader.

AS THE ECONOMY STRENGTHENS, SO WILL WE We actively cut costs while

reconfiguring our network for

better efficiency and capacity,

ending 2016 with considerable

embedded operating leverage.

We are well positioned to take

advantage when demand

strengthens, and to grow

revenues and increase margins.

—5

ON TIME! SATISFIED!

AB

C

D

DAILYREPORT

TRIPPLAN

A

B

C

D

CAPACITY

12

87

45

12

6

3910

11

12

87

45

12

6

3910

11

90%

ON TIME! SATISFIED!

AB

C

D

DAILYREPORT

TRIPPLAN

A

B

C

D

CAPACITY

12

87

45

12

6

3910

11

12

87

45

12

6

3910

11

90%

—6 VOL. 14 | 2017

ON TIME! SATISFIED!

AB

C

D

DAILYREPORT

TRIPPLAN

A

B

C

D

CAPACITY

12

87

45

12

6

3910

11

12

87

45

12

6

3910

11

90%

ON TIME! SATISFIED!

AB

C

D

DAILYREPORT

TRIPPLAN

A

B

C

D

CAPACITY

12

87

45

12

6

3910

11

12

87

45

12

6

3910

11

90%

TRIP PLANNING

DO WHAT YOU SAY YOU’LL DO.—7

NEEDS & WANTS!

C P1 2 3 4 5

FEBRUARY

A

B

C

D

AB

C

D

CAPACITY

12

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IN A SHORT PERIOD OF TIME,

TRIP PLANNING HAS GONE

FROM CONCEPT TO DRIVING

TOP-QUARTILE ON-TIME

PERFORMANCE, AND HAS

BECOME THE NEW GOLD

STANDARD AT CP. Trip planning

is the way we do business,

how we run operations and

how we keep commitments to

our customers.

“Trip planning is a by-

the-hour measure of the car,

from the time a customer

releases it, to the time it gets to

destination,” said Keith Creel,

President and Chief Operating

Officer. “It’s a commitment

we make to the customer and

when we measure our success,

the expectation is 90 percent

or better on a daily basis for

on-time performance.”

DAY 1CUT-OFFIt’s 05:30 a.m. The waybill for

car number TTGX 982978

is released before the cut-off

time at the Toyota plant in

Woodstock, Ontario, setting

in motion its trip plan and

starting the clock for CP’s

standard of service.

TTGX 982978 and every

other car that is way-billed

on CP’s network has a trip

plan designed to get each car

to its destination in record-

setting, industry-leading

time. Ray Elphick, General

Manager, Service Design and

his team have worked hard

to develop plans that ensure

cars get through our network

as efficiently and effectively

as possible.

“When you’re building a

trip plan everything goes into

the blender,” said Elphick.

“Customers’ needs and wants,

our service capability and

capacity. It’s not just a system

to help us deliver a consistent

service—it’s one that allows

us to optimize our assets

and resources, and run an

efficient network.”

CP is an operations company

and velocity and asset cycle are

the core drivers. Trip planning

is an extension of these core

drivers, tightening up operations

and allowing us to make more

trips with fewer cars. In turn,

we can keep customer fleets

better balanced, deliver cars on

time and use trip planning as a

measurement tool to gauge how

successful we are at doing what

we said we would do.

DAY 1PULLED FROM PATRON SIDING

Meeting our commitments

requires leadership from

people on the ground, such

as our superintendents and

trainmasters. It’s not just about

operating trains on time, they

have to get the shipments

out on the trains they are

supposed to be on, they have

to know customers and work

with them on service days,

local train timing, billing and

releasing cars, and they have

to really tune up their local

operating plans.

“Timing is everything for

them,” said Elphick. “It’s a

higher level of accountability

with a deeper level

of information.”

For TTGX 982978, the

commitment requires local

assignment, Train 78 serving

the Toyota plant daily and

pulling cars that have made

cut-off to Wolverton, Ontario.

Here, Trainmaster Kevin

Edwards is responsible for its

connection with Train 242 to

Toronto Yard.

Edwards relies on the tools

available, such as Railway

Performance Monitoring

and the Trainmaster Toolbox

to ensure cars make their

designed connections.

“I’m looking as far out

as I can in terms of what’s

coming at me, so I can ensure

I’m getting traffic where it

needs to be to make its next

connection,” said Edwards.

“At its core, trip planning is a

fairly simple idea: ‘right car,

right train’, and success comes

from being prepared and

knowing your territory.”

Managers on the frontlines

understand that trip planning

is how CP does business

and they ultimately own

its success. They are out in

the field, ensuring we are

performing at 90 or better.

For Edwards, the heightened

level of accountability is not

new and trip planning feels

like the natural evolution of

CP’s operations.

“If we’re missing

connections we definitely

—8 VOL. 14 | 2017

NEEDS & WANTS!

C P1 2 3 4 5

FEBRUARY

A

B

C

D

AB

C

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CAPACITY

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12

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1110

have some explaining to

do, but we have always had

to be accountable in terms

of terminal dwell and train

departures,” said Edwards.

“If you follow the trip plan,

yards stay clean and customers

get their shipments on time,

and that’s what we’re in

business for. To me, it just

makes sense that we have

progressed this way.”

Historically, CP’s focus was

on terminal dwell: which cars

are over their processing time?

Trip planning adds another

level of focus: are these cars

on time?

Daily reviews ensure

we are meeting targets and

performing as expected.

Every service exception is

scrutinized to verify the root

cause of issues and learning

opportunities are discussed.

Nothing is missed. Everything

from the mechanical history

of locomotives, railcars and

crossings to local assignment

timetables are reviewed to

break down any failure that

has occurred.

With every car being

switched, Train and Engine

personnel are also aware of the

importance of trip planning.

“ WHEN YOU’RE BUILDING A TRIP PLAN EVERYTHING GOES INTO THE BLENDER, CUSTOMERS’ NEEDS AND WANTS, OUR SERVICE CAPABILITY AND CAPACITY.”

—9

C

P

FEBRUARY

CAPACITY

12

87

45

12

6

3910

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AB

C

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DAILYREPORT

TRIPPLAN

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B

C

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90%

“ WE’VE IMPROVED TREMENDOUSLY IN TERMS OF THE LEVEL OF VISIBILITY WE HAVE FOR OUR SERVICE AND WE CAN MAKE BETTER BUSINESS DECISIONS BECAUSE OF IT.”

DAY 2DEPARTURE FROM LOCATIONOnce TTGX 982978 has

departed Wolverton, it makes

connections en route to its final

destination. Having visibility

to those connections is vital

to tracking performance and

measuring success. This is

where our Information Services

(IS) team steps in, creating

the tools to help support trip

planning service.

“IS has worked hard to

enhance the tools Operations

uses and has introduced new

tools so that they have what

they need to set themselves and

their teams up for success,”

said Elphick. “We’ve improved

tremendously in terms of the

level of visibility we have for

our service and we can make

better business decisions

because of it.”

IS developed a trip plan

console for our operations

dashboard to make it easier to

drill down to the root cause of

failures, arming our Operations

team with the facts to make

informed decisions.

“Every car has a destiny

and the console allows us to

measure how we are performing

to fulfill that destiny,” said

Lucky Strauss, Manager,

Organizational Change Projects.

“We now have visibility to

ensure that what has been

mapped out by Service Design

is actually implemented on

the ground.”

IS works closely with Service

Design, Operations, Marketing

and Sales to ensure the tools are

intuitive and have the correct

data in real time.

“Accessing information

through cellphones is really

important for trainmasters

—10 VOL. 14 | 2017

and superintendents because

they are constantly out on

the property. We’ve increased

mobile functionality to support

that,” said Strauss.

DAY 3

PLACED AT CUSTOMERS’ FACILITY

Getting TTGX 982978 to its

designed connection with the

242 to Toronto Yard, the 118

to St. Luc Yard and ultimately

spotted by the F43 local

assignment takes the effort and

dedication of many. The focus,

through leadership, is driving

this change in culture, where

everyone is accountable, right

down to the handling of an

individual car.

As an organization, we

can view trip planning as an

evolution in providing service.

We’ve taken our improved

operating model, which is

based on precision railroading,

and applied it to a next-level

service offering.

For Todd Workman,

Director, Operations Planning

and Analysis, trip planning is

an all-encompassing change

from how we manage the

company operationally.

It integrates everything—

cars, trains, customers—to

create success.

“Our Operations team

is thinking differently about

how they are moving traffic,”

said Workman. “Customer

service undoubtedly drives

this initiative, because

consistent service is what

creates competitive advantage

in our industry and contrary

to conventional railroading

wisdom, delivering high-quality

service is actually the lowest

cost operating model. Through

trip planning, CP is setting

new standards and living up

to customer expectations.

We’ve made attempts at this

before and it never quite came

to fruition, but now we have

strong leadership and a firm

commitment to action.”

CP has undergone a

tremendous transformation in

the last four years, taking us

from an industry laggard to

an industry leader. The status

quo was challenged and every

department looked internally

to see if what had always

been done could be done

better. This challenge resulted

in streamlined operations,

infrastructure and Information

Services improvements, and

put the right leaders in the

right roles, all while following

each of our five Foundations.

“We have the right people

in place and the appropriate

technology to follow through,

execute the plan and measure

success,” said Workman.

“We couldn’t have done this

10 years ago.”

“WE ARE COMMITTED TO THE HEALTH OF OUR EMPLOYEES AND OUR

OPERATIONS,” said CP President and Chief Operating Officer Keith

Creel. “We are requesting a one-third reduction in the maximum operating

time of unassigned Train and Engine personnel. As we are unable to get the

Teamsters Canada Rail Conference leadership to the table to have meaningful

discussions on this topic, we must find alternative ways to improve the work/

life balance of our employees while enhancing safety across our network.”

CP applied the principles of fatigue science during the formulation of the

proposed rules, which would have Canadian-based employees move

away from a rule founded in the steam locomotive era, which permits

engineers and conductors to operate a train for up to 18 hours, at their

discretion. The new rule lets unassigned Train and Engine personnel

operate a train for a maximum of 12 hours before getting rest. This effort

further highlights CP’s leadership role in addressing issues of work, rest

and time off.

FOR MORE INFORMATION VISIT:

LABOUR RELATIONSCURRENT CANADIAN WORK/REST RULES

NEW CANADIAN HOURS OF SERVICE REGULATION

MAXIMUM TIME AT

CONTROLS OF TRAIN

18 HOURS

MINIMUM TIME OFF

PROVISION/ RESET CLOCK

At the controls of a

train for more than

10 consecutive hours

requires 8 hours of rest

at the home terminal,

6 hours of rest at the

away-from-home

terminal, exclusive of

call time. Provision

does not apply if

employees work less

than 10 hours. Yard

service requires 8

hours of rest inclusive

of call time.

At the home terminal:

after 12 hours on

duty, 8 consecutive,

undisturbed hours of

rest. At the away-

from-home terminal:

up to 10 hours on

duty, 6 consecutive,

undisturbed hours of

rest; over 10 hours on

duty, 8 consecutive,

undisturbed hours

of rest.

12 HOURS

—11

RON PATTYN

ASSISTANT CHIEF ENGINEER,

TORONTO/MONTRÉAL, RON

PATTYN IS OLD SCHOOL. Talk

to him for five minutes and

you might find yourself

nostalgic for gym classes

where push-ups were the norm

and calisthenics were part of

your everyday routine. This

traditional thinking meets

modern sports in Pattyn’s

world of mixed martial arts,

where students half his age

vie for the opportunity to

step into the ring with him to

practise karate, Brazilian jiu-

jitsu and kick-boxing. Pattyn

opened West-Island Jiu-Jitsu

and Kickboxing Academy in

Montréal’s Monster Gym in

2003, along with a couple of

partners. Although he calls it

a hobby, anyone who listens

to him will quickly discover

that it is so much more. It’s his

passion, his love and his way of

life outside of the railroad.

Growing up in a small

farming town in Alexandria,

Ontario, Pattyn learned

discipline at an early age.

His parents instilled in him

and his younger brother,

Rick, a strong work ethic,

which they eventually used

to drive optimum fitness

and recreational sports

performance. While describing

his younger self as physically

small, Pattyn recalls that he

still loved hockey and knew

the only way to gain respect

on the ice was to train and

become bigger. He challenged

himself with weights and the

transformation began. Weights

became more than just a means

to an end and Pattyn took

to the competitive world of

bodybuilding with gusto.

By the age of 22, he had

achieved his goal of being

one of the best in the sport,

ranking ninth in Canada.

VOL. 14 | PEOPLE—12

“ YOU SET THE BAR AT A CERTAIN HEIGHT, AND YOU CAN ACHIEVE AMAZING THINGS”.

“ YOU SET THE BAR AT A GOOD HEIGHT AND YOU CAN ACHIEVE AMAZING THINGS.”

While Pattyn would have

loved to have claimed a

championship, performance-

enhancing drugs were

becoming more popular and he

wanted no part. He dropped

the sport and studied karate in

his spare time to stay fit. After

receiving his black belt, Pattyn

looked to the next challenge,

which led him to Muay

Thai-style kick-boxing and

another black belt. Brazilian

jiu-jitsu (grappling martial arts)

rounded out his training.

Pattyn started his career

with CP in 1980 and worked

his way up the ladder to his

current position. His black

belts were earned during

evenings and weekends because

he wanted to stay in shape,

keep flexible, learn a new skill

and take his mind off work

in his spare time. Opening

the school was a natural fit. It

allowed him to teach and stay

active outside of CP.

Teaching has taken a back

seat to his full-time job these

days, but he can often be

found on a Saturday morning

sparring with members of

his school. Pattyn is a true

motivator for a healthy

lifestyle that includes a sound,

nutritious diet.

As Assistant Chief Engineer,

Toronto/Montréal, Pattyn

travels between Sundays

and Thursdays. Despite a

busy schedule, he does not

cut himself any slack where

heart-healthy activities are

concerned. Free time in hotels

provides ample opportunities

to work out. His regime hasn’t

changed much over the years;

it’s comprised of simple,

tried-and-true exercises that

anybody can do. For Pattyn,

a perfect workout is, “Fifteen

to twenty minutes of skipping

rope, chin-ups, push-ups and

some form of leg training, such

as step-ups or squats.” He rests

for 30 seconds to one minute

between sets and completes

three to five sets, three times a

week, minimum.

With retirement on the

horizon, Pattyn will continue

to teach long after CP. This

58-year-old is a proponent

of keeping active no matter

your age. His school certainly

reflects this, offering classes

for all ages. He encourages his

students to set goals and not

give up, something he too lives

by. In fact, he likens his fitness

regime to his day job: “At

CP, you set the bar at a good

height and you can achieve

amazing things.”

—13

BIG BUSINESSCanada is the world’s

largest exporter and

one of the largest

producers of flaxseed,

canola, pulses and

durum wheat.

—14 VOL. 14 | REGIONS

FROM HARVEST TO PORTGRAIN IS BIG BUSINESS. AROUND

2.32 BILLION BUSHELS ARE

HARVESTED IN THE U.S. EACH

YEAR GENERATING AROUND $80

BILLION IN ECONOMIC OUTPUT.

In Canada, prairie grain farmers

export nearly $30 billion worth

of grain annually to more than

100 countries around the world.

More than 95 percent of those

shipments are moved by rail.

CP moves more grain than any

other commodity. It accounted

for 25 percent of CP’s total

freight revenue in 2016 and

55 percent of CP’s total bulk

revenue. Successfully moving this

commodity through the supply

chain requires the collaboration

of grain producers, handlers

and shippers.

“Harvest is huge,” said

Jeff Page, farm owner based

in Strathmore, Alberta. “It’s

extremely important to us. Harvest

is the final be-all, end-all of the

growing season.”

A successful harvest season

requires the cooperation and

coordination of every link in the

grain supply chain, from the

farmers gathering crops to vessel

coordination at the ports. CP

collaborates with grain customers,

port coordinators and vessels

to ensure we are moving grain

as efficiently and effectively

as possible.

Canada’s grain industry leader,

Viterra, is not only one of CP’s

biggest customers, but a true

partner within the grain supply

chain, working closely with CP

to improve communications,

increase efficiencies and create

better fluidity of assets.

“Working with CP is essential

for Viterra,” said Ryan Schroeder,

Viterra Facility Operations

Manager at the Indus, Alberta

grain elevator. “It’s essential for

both our businesses to move

product and we’ve promoted a

good relationship with CP. Growth

has been continual, and although

we’ve been challenged by cold

winters and extensive crops, we

have succeeded by modifying our

practices and finding new ways to

work around these situations.”

With the 2016/2017 crop

season well underway, Canadian

Pacific Magazine followed the grain

supply chain from harvest to port

to uncover how CP works to build

the most efficient, collaborative

and interconnected grain supply

chain possible. This includes

having the capacity and velocity to

move North American grain so that

the Canadian and U.S. economies

can reap the maximum benefit.

—15

FAMILY FARM“A successful harvest

is quick and concise,

with few breakdowns

and good movement of

product.” –Jeff Page

CANOLAIn just a few decades, canola has become

one of the world’s most important oilseed

crops and the most profitable commodity

for Canadian farmers. Canola is the

world’s only made-in-Canada crop. It was

developed by researchers from Agriculture

and Agri-Food Canada and the University of

Manitoba in the 1970s, using traditional plant

breeding techniques.

HOMESTEAD HARVESTOn small-scale farms with minimal

mechanization, harvesting is the most

labour-intensive activity of the growing

season. On sizeable mechanized farms,

harvesting utilizes the most expensive

and sophisticated machinery, such as the

combine harvester.

VOL. 14 | REGIONS—16

FLUID FARMING“We market a lot of grain off combine,

directly in elevators, to reduce storage. On

a good day, with no mechanical, weather or

elevator issues, we make multiple trips from

our fields to the elevator.” – Jeff Page

GETTING PRODUCT TO MARKETThe completion of harvesting marks the end

of the growing season or growing cycle for

a particular crop. The term harvesting may

relate to immediate postharvest handling,

including cleaning, sorting, packing

and cooling.

—17

ELEVATING CAPACITY Viterra’s facility in Indus has the capacity of

around 36,000 metric tonnes, which is the

equivalent of three trains or 372 railcars.

MORE GRAIN, MORE TRAINCP’s dedicated train program permits

collaboration with customers before each

harvest to determine train load capacity

requirements for the upcoming year. As part

of a one-year commitment, commercial

agreements are reached that guarantee the

supply and management of that capacity

throughout the network. Through this

program, customers are presented with a

clear, guaranteed amount of rail capacity.

VOL. 14 | REGIONS—18

HEART OF THE GRAIN REGIONOur grain service includes an extensive

network that travels through Western

Canada and the U.S. Midwest for direct

delivery from elevators to major grain

terminals, including Vancouver and

Thunder Bay.

PORT PRODUCTIONCascadia Terminal is part of Viterra’s

industry-leading asset network, located on

the south shore of the Port of Vancouver.

With a storage capacity of 280,000 tonnes,

the facility handles wheat, durum, canola,

barley and rye.

—19

GRAIN GAMINGCascadia unloads an

excess of 200 cars per day.

The unloading process is

automated, using sophisticated

technology in the control room.

LINKING PRAIRIES TO PORTCP spots loads and pulls empties

from Cascadia twice daily. Each

grain car’s capacity is approximately

90 tonnes and each takes roughly

six minutes to unload.

ALL ABOARDAverage loading rate of a

vessel, when it is not raining,

is 3,000 tonnes per hour.

—20 VOL. 14 | REGIONS

THE LONG HAULVessels loading at Cascadia

for overseas markets have

a capacity of 60,000 metric

tonnes, which is equivalent to

approximately six trains. —21

MITCH WILLIAMSQUESTIONS

THERE’S NO PLACE LIKE HOME, ESPECIALLY

FOR LOCOMOTIVE ENGINEER MITCH

WILLIAMS, WHOSE RAILROADING CAREER

BEGAN WITH THE IOWA, CHICAGO AND

EASTERN RAILROAD (IC&E) RIGHT AFTER

HIGH SCHOOL. Staying on board when CP

took over operations, Williams returned to his

roots in Kansas City, Missouri and has been

running trains for nine years. This proud CP

railroader, family man and Missourian sat down

with Canadian Pacific Magazine to answer a

few questions about what life is like at CP’s

most southern operations.

—22 VOL. 14 | PEOPLE

1. WHAT BROUGHT YOU TO

THE RAILROAD?

It seemed like the best option for

me after finishing high school.

Friends were working for the

railroad and making a lot of

money. I figured, why not?

2. HAVE THERE BEEN ANY

SURPRISES WHILE WORKING

FOR THE RAILROAD?

Making the transition from IC&E

to CP was a pretty big change.

Soon after I started with IC&E,

CP took over. There were

substantial changes as a result,

both operationally and in terms

of safety. What surprised me the

most was how differently things

could be run.

3. WHAT WAS IT LIKE DURING THE

TRANSITION FROM IC&E TO CP?

It’s normal to resist change at

first, when you are comfortable

doing things a certain way. Once

everyone realized that the changes

contributed to improved business

and safety, it was easy for the

culture to shift.

4. WHAT’S LIFE LIKE FOR YOU OUT

OF THE RAIL YARD?

My wife and I have a two-year-

old son, so that pretty much

consumes all of our free time.

We’ve been together since

our junior year in high school

and she has gone through the

whole experience of becoming

a railroader with me.

5. WHAT DOES YOUR WIFE THINK

ABOUT YOUR CAREER?

It depends on what time you ask

her. If I get called out at two in

the morning versus three in the

afternoon her opinion changes.

When I started with CP, I was

working out of Marquette, Iowa,

even though I was from Kansas

City. When my seniority allowed

for me to be transferred back

she was happy. This is where

we call home.

6. DESCRIBE YOUR TYPICAL

WORK DAY.

Kansas City Yard handles a lot of

mixed freight. I could be servicing

customers or engineering the

475 to Ottumwa, Iowa. When I

show up to work there is always

something different to do and I

like that.

7. BEING THE MOST SOUTHERN

LOCATION ON OUR NETWORK,

HOW DOES KANSAS CITY YARD

DEAL WITH THE OPERATIONAL

CHALLENGES OF WINTER?

Our winter is nothing like what

Canada, Minneapolis or Chicago

experience, but we do get snow

and temperatures drop below

zero. When you compare, it is

mild, but we have to deal with

wicked thunderstorms and there’s

always the possibility of a tornado.

This is Missouri after all.

8. HAVE YOU EVER EXPERIENCED

A TORNADO FIRST-HAND?

I’ve experienced some pretty

bad storms and once when I was

working in Davenport the tornado

sirens went off. I kept working

because I figured if I’ve never

experienced a tornado in Missouri,

then there’s no way there would

be one in Iowa. The clouds got

ugly and the wind was pretty

strong, but nothing touched the

ground that day.

9. CP HAS COME A LONG WAY AS

A COMPANY OVER THE LAST FEW

YEARS. ARE THERE SIGNIFICANT

WAYS IN WHICH KANSAS CITY

YARD HAS CHANGED OR ADAPTED?

The biggest thing that’s changed

around here is that we are more

efficient than before. We build

smarter trains and operate the

yard more effectively. Operations

are definitely geared in the right

direction and hopefully that opens

up a lot more doors for Kansas

City. We are open to challenges

down here and welcome

more business.

10. WHAT IS UNIQUE TO

KANSAS CITY YARD?

The most unique feature about

this yard is that it is shared by CP

and Kansas City Southern (KCS).

We both operate on the same

tracks, a situation known as a

joint agency. This is sometimes

a little tricky—there is friction,

it’s a territorial thing—but we

make it work. At the end of the

day, KCS and CP have the same

objective: to move cars and

service customers. The more we

work together, the better it is for

both railroads.

“ THE BIGGEST THING THAT’S CHANGED AROUND HERE IS THAT WE ARE MORE EFFICIENT THAN BEFORE. WE BUILD SMARTER TRAINS AND OPERATE THE YARD MORE EFFECTIVELY.”

—23

Throughout the year, CP hosts or is involved in a range

of events across the network, from Minneapolis to

Montréal. We want to see you there. Snap a photo of

yourself or co-workers at a CP event, or employees who

are representing CP in the community. Submit your photos

to and we’ll try to share on

our Out and About page. Make sure to follow CP Has Heart

on Twitter, Facebook and Instagram to find out how CP

employees are getting fit and supporting heart health. Post

a photo of your participation using the hashtag #CPhasHeart

for your chance to be featured on CP’s social media.

For more information about CP events watch the notice board or event calendar on CP Station. Event details are often posted on CP Station’s Community page.

PADDLES UP!WINNIPEG, MAN.

It was a first for the Winnipeg employees who paddled hard at the

Manitoba Dragon Boat Festival to raise money for CancerCare Manitoba.

PREPARED TO PROTECTDETROIT, MICH.

On October 26, CP and several police agencies trained for the

unthinkable—a terrorist attack on the rails. Simulated attacks on rolling

stock and on infrastructure were performed to ensure we are ready

for all possible contingencies.

RUN FOR THE CUREWINNIPEG, MAN.

Eleven employees at Weston participated in the CIBC Run for the Cure,

raising $2,666 in support of breast cancer research. Back row (left to right):

Pat Remillard, Lorraine Wilkie, Maura Kenny, Jessa Scott, Janet McIntyre,

Kalev Liivamagi. Front row (left to right): Robert Daoust, Jenna Chouinard,

Sarah Rogalsky, Joan Mayman.

BIG BIKE CHALLENGECALGARY, ALTA.

Employees pedalled

their way to heart

health during the Heart

and Stroke Big Bike

Challenge, a fundraising

event for the Heart and

Stroke Foundation.

This year’s team raised

$11,500 to support

cardiac research.

—24 VOL. 14 | PEOPLE

CP SPIRITLONDON, ONT.

Training Instructor Ron Brosseau

traded his CP cap for a smile from

railroad fan Bryson. From a safe

distance, Bryson and his grandma,

Dawn, watched Brosseau’s crew

switch tracks.

WATER SKI DAYSLAKE CITY, MINN.

CP’s Puffer Belly Express joined

the Lake City Water Ski Days

Parade this past June. The three-

day exhibition celebrates the

invention of water-skiing in Lake

City in 1922 by Ralph Samuelson.

OLYMPIC DREAM COME TRUERIO, BRAZIL

Toplift Operator Lorenzo Farella from

Lachine Intermodal and his wife,

Manuela, proudly followed their

daughter all the way to Rio de Janeiro,

Brazil to watch her fulfill her Olympic

dreams. Bianca Farella competed at

the 2016 Summer Olympic Games

as team member of the Canadian

Women’s Rugby Sevens Team and

took home the bronze.

“Competing in Rio and taking home

the bronze medal was the most

fulfilling reward for the blood, sweat

and tears that my teammates and

I put in to get there,” said Farella.

“Representing Canada at the

Olympics was my ultimate goal and

truly an honour.”

For Farella, seeing his daughter on

the podium was an unforgettable

and surreal moment. “We had the

pleasure of seeing our daughter

play the sport she loves in front

of millions of people,” he said.

“Watching her accept her bronze

medal and seeing how happy she

was as she achieved her dreams are

moments we will cherish forever.”

FROM SOCIAL MEDIAFROM TWITTER:

Follow, like, post and tag. Engage with us on social media for a chance to be featured here.

—25

proper body mechanics can also

prevent you from tiring quickly,

explains Lehfellner. “Using your

arms when you should be using

the strength of your legs will cause

you to tire more quickly, and even

though you don’t feel it right away,

you could be doing damage.”

“Preventing personal injury

is not just up to the individual,”

shares Derek Harter. “As we went

through the training, we noticed

an early barrier: no one wanted to

correct the other. As awkward as

it may be to suggest a different

posture to a co-worker, we need

to watch out for each other and be

our brother’s keeper.”

The idea of taking

responsibility to ensure everyone

THE SPACES CAN BE TIGHT, THE

WALKWAYS NARROW, THE ROOM

TO MANOEUVRE LIMITED AND

FIRST AND FOREMOST, YOU’RE

FOCUSED ON GETTING THE JOB

DONE. So when the thoughtful

folks from the Risk department

show up in the yard to talk body

mechanics and proper lifting

techniques, you shrug and go

back to work.

This was the reality that

Jennifer Goldade and Jennifer

Lehfellner, both licensed

kinesiologists with CP’s Disability

Management team, were not

just expecting but prepared to

challenge, with the support of

both local and senior leadership.

Scott Sutherland, Assistant

Vice-President, Field Safety

& Systems explains, “CP is

the industry leader when it

comes to the Federal Railroad

Administration’s train accident

frequency, but when it comes

to personal on-the-job injuries

we can’t make the same claim.

We’d been making steady

improvements, but knew more

could be done. When we dug

deeper, we identified physical

overexertion as a big contributor.”

Overexertion injuries are

commonly caused by repetitive

motion, lifting heavy objects or

working in an awkward position.

We estimate 26 percent of

these types of injuries should

be easily preventable, so out of

the 418 injuries we recorded in

2016, 165 could have potentially

been avoided.

Derek Harter, Assistant

Chief Engineer in Chicago saw

immediate benefits for his people.

“Once we identified how many

of our injuries were a result of

overexertion, we knew we could

do better, for our people and

our business.”

A combined effort between

our Safety, Risk and Operations

teams led to an in-house solution

targeted at educating, training

and coaching.

“We know it’s not a perfect

world; how we’d like to physically

do the work doesn’t always align

with the realities of the job,”

explains Goldade. “But we could

get out in the field, watch how the

tasks were being performed and

work with our people to modify

movements, to reduce physicial

strain and potential for injury.”

Since the September session

in Kansas City, the team hasn’t

had a single incident related

to overexertion.

We learn bad posture early

on. What feels natural or easy is

what we habitually do, but not

necessarily correct. If you’ve

ever taken a lesson to learn how

to properly swing a golf club,

then you know there’s nothing

about it that feels natural, at

first. Practising proper form will

make the movements feel natural

over time and is better for your

body—and golf game.

In addition to injury prevention,

goes home safely at the end of

every shift is not a new one. The

commitments of our Home Safe

initiative, which is being rolled out

across our network, extends to

all aspects of how we work: you

don’t want to be injured; if you

are at risk, you want a co-worker

to let you know; you don’t want a

co-worker injured; if you see a co-

worker at risk you will warn them.

It’s a hard truth that as we

age our physical endurance and

flexibility decrease, depending on

how we take care of ourselves.

Your level of self-care could mean

the difference between whether or

not you’re able to swing that golf

club into retirement.

THE HOME SAFE PROGRAM IS MAKING ITS WAY ACROSS OUR NETWORK TO EDUCATE OUR PEOPLE ON GOOD BODY MECHANICS, BUT YOU DON’T HAVE TO WAIT TO GET STARTED. THERE ARE FOUR FUNDAMENTALS TO SAFE MOVEMENT ON THE JOB:

REDUCING PERSONAL INJURIES NOT A FAR STRETCH

2

4

3

1

Feet shoulder width

apart, one foot slightly

in front of the other

ANCHOR YOUR SHOULDERS

BEND AT THE KNEES

HINGE AT THE HIPS

LIFT OR MOVE FROM A WIDE, STABLE BASE

VOL. 14 | SAFETY—26

CONNECTING CANADAIT’S HARD TO IGNORE THE

MOBILIZATION OF AN ENTIRE

COUNTRY TO CELEBRATE

THE 150TH ANNIVERSARY OF

CONFEDERATION. Canadians will

be encouraged throughout 2017

to learn about their history and

to honour the people who helped

shape what Canada is today—a

country that is strong, proud

and free.

The histories of Canada and

THEN AND NOW: CP CELEBRATES CANADA 150

In 2017, we celebrate 150 years of

Confederation in Canada. Every CP

railway tie helped make this happen,

binding us together from coast to coast.

CP grew along with Canada and during

that time, CP posters reflected a way

of life and a landscape that excited

the world. CP’s contribution to graphic

arts in Canada is significant. Our

travel posters are regarded as classic

examples of style and form.

To mark the occasion, CP

commissioned 11 new 24 x 36 posters,

each in a style that celebrates CP

and the spirit of a particular era of the

railroad’s poster history. Posters will be

made available for purchase through

CP Shops on .

This featured poster was created

by graphic designer, Mike Grant. Grant

immigrated to Canada from Manchester,

UK to work for a prominent design

company in Calgary before establishing

his own graphic design and illustration

studio. His varied and elegant design

solutions are the result of considered

and intelligent problem-solving. He

specializes in simplifying complex

concepts such as oil and gas plays and

technological innovations.

“What began as an abstract

representation of Canadian Pacific

spanning our nation developed into a

more literal image of a bridge, based on

B.C.’s Stoney Creek Bridge. Stylistically,

my inspiration came from CP posters

from the 40s and 50s, especially

the work of artists Peter Ewart and

Roger Couillard.”

CP are inextricably linked along

this road to national unity.

That’s why we are happy

to announce that we will unveil

the CP Canada 150 Train next

summer, a cross-country train

running from west to east,

stopping in communities along the

way to host free concerts by one

of Canada’s top contemporary

country artists. The train will stop

in many of the communities that

were founded with the building

of the railroad; the arteries that

fuelled the heart of the nation.

The CP Canada 150 Train

will help tell the story of how the

creation of Canada depended

on the construction of rail lines

to link populated centres of the

East to the vast potential of the

unpopulated West. When the last

spike was driven in Craigellachie,

B.C. on Nov. 7, 1885, the dream

of a country joined from coast

to coast became a reality.

But there is more to the story

than a single historical moment.

CP has been involved in

numerous ventures over the past

136 years, from land settlements,

telegraph lines, ships and planes,

to hotels and national parks,

oil, mines, milling and even

broadcast radio. CP has been

instrumental in the development

of Canada, innovative and

supportive to communities,

businesses and industries from

coast to coast.

Today, CP continues its

original mandate of connecting

Canadians with what they

need and love. We don’t move

products in exactly the same

way as we did a century ago,

but we remain at the centre of

the economy, proudly serving

customers and communities.

We will celebrate the 30,000

workers who physically united

the country. They were visionary

and passionate people, among

the first true Canadian pioneers.

They built a legacy that we are

proud to carry on as dedicated

railroaders who continue to fuel

the engine of Canada’s growth

and success.

We encourage you to log on

to CP Station to learn more about

how you and your family can take

part in the festivities.

CP’s future is as exciting

as its past. In 2017, we will

remind Canadians of our role

in connecting Canada, then

and now.

—27

BUILDING CANADIAN PACIFIC RAILWAYCONSTRUCTION OF CANADA’S

FIRST TRANSCONTINENTAL

RAILROAD STARTED EVEN

BEFORE CANADIAN PACIFIC

RAILWAY (CPR) EXISTED. In what

is now Thunder Bay, Ontario, on

June 1, 1875, Judge Van Norman

turned the first sod, commencing

construction of Canada’s first

transcontinental railroad by a

predecessor company.

Many segments of today’s CP

were built by antecedent railroad

companies in Canada and the

U.S., but that June 1, almost six

years before the official CPR was

born, was the true beginning.

LOCATION NORTHERN ONTARIODATE 1881

One of the flimsy, non-standard timber

trestles typical of the government-

constructed portion near Lake of the

Woods, Ont. CP replaced this particular

structure with an earthen embankment.

It was a hapless time in

Canada’s railroading history,

when the transcontinental railroad

wasn’t slated to run from coast

to coast. The Mackenzie Liberal

government had recently toppled

the Conservative government and

had to produce a transcontinental

railroad to keep British Columbia

in Confederation.

Alexander Mackenzie and his

sidekick Edward Blake believed

that the transcontinental railroad

could be a partial water route and

that it could be built as a public

works program. The Feds had

the impression that they could

do the job most efficiently and

save money by not building the

railroad at all over difficult and

expensive geographies.

It was decided that much of

the Great Lakes portion of the

transcontinental railroad would

be built on the Great Lakes and

not around them. Freight and

passengers would be transported

by boat instead of rail, from

Georgian Bay to Thunder Bay.

There would only be Great Lakes

ship service between these two

points. In fact, when CPR was

finally born, it acquired a Great

Lakes shipping company to do

just this.

CPR bought Henry Beatty’s

North-West Transportation

Company in 1883 and bridged the

gap between Eastern Canada’s

railroad and the Thunder Bay to

Winnipeg route by ship. This was

CPR’s introduction to ships and

shipping service. The Great Lakes

service that was supposed to be a

stopgap was kept alive as a parallel

service to the railroad until 1965.

FROM THE

ARCHIVES

In 1875, a public works plan

was to build a rail link between

Thunder Bay, Ontario and

Winnipeg–Selkirk, Manitoba.

Judge Van Norman turned the

first sod of this rail link on the left

bank of the Kaministiquia River,

six kilometres from its mouth.

It took seven years to build the

government-sponsored 660

kilometre section, despite the fact

that separate contractors were

working on it from both ends.

The last spike on this section

(a quarter of the size of the CPR

privately built line that took only

four years and eight months to

build) was driven on June 19,

1882, seven years to the month

after the first sod was turned.

—28 VOL. 14 | 2017

EDITORS

Jeremy Berry, Martin Cej, April Crane, Vanessa DiFruscia, Salem Woodrow

WRITERS

April Crane, Vanessa DiFruscia, Brenda Land, Melanie Sortland

PHOTOGRAPHERS

Kristopher Grunert, Ewan Nicholson

SPECIAL THANKS

Canadian Pacific Magazine would like to extend a special thanks to Jeff Page, who showed us great

hospitality and taught us a little about where our food comes from. Thank you to Ryan Schroeder,

Jamie Young and everyone else at Viterra who welcomed our cameras, answered our questions and

helped us put the links together for the grain supply chain photo journal. Thank you to the Farella

family for sharing your Olympic tale with us, and to everyone else who answered a call, suggested a

name or story idea, let us take your picture and more. We couldn’t do it without you. And last but not

least, please remember to submit your photos of employees representing CP at community events for

the Out and About page ( )

NEED HELP?The Employee Family Assistance Program (EFAP) is available,

free of charge, to any employee interested in confidential

counselling, addiction services and other community resources

for a wide range of personal challenges. To get more information

about EFAP services or to use this resource, call:

Canada 1 800 735 0286

U.S. 1 800 432 5155