Also Inside - bnsf.com · tremendous potential of BnSf President of Mechanical and Value...

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THE EMPLOYEE MAGAZINE OF TEAM BNSF JANUARY/FEBRUARY 2008 Extreme Makeover Employees in Topeka, Kan., are helping to make a new, experimental technology – a hydrogen fuel cell switch locomotive – a reality. While it may take decades to fully realize the benefits of this complex technology, the work is exciting, say the employees. Page 4 Joint Operations Update BNSF’s three major Operations groups – Transportation, Engineering and Mechanical – have committed to working more closely together on common goals. Hear from the leaders of these groups how they work as a team. Page 2 Also Inside BNSF has always been committed to providing a safe work environment. Beginning with this issue of Railway, you’ll find a permanent section, Focus on Safety , that chronicles safety successes and provides safety resources. We begin by taking an in-depth look at how the Nebraska Division and the Interbay (Seattle) Locomotive Shop approach safety. Page 5

Transcript of Also Inside - bnsf.com · tremendous potential of BnSf President of Mechanical and Value...

T h e e m p l o y e e m a g a z i n e o f T e a m B n S f J a n U a R y / f e B R U a R y 2 0 0 8

Extreme MakeoverEmployees in Topeka, Kan., are

helping to make a new, experimental technology – a hydrogen fuel cell

switch locomotive – a reality. While it may take decades to fully realize the benefits of this complex

technology, the work is exciting, say the employees.

Page 4

Joint Operations UpdateBNSF’s three major Operations

groups – Transportation, Engineering and Mechanical – have committed to working more closely

together on common goals. Hear from the leaders of these groups

how they work as a team.Page 2

Also InsideBnSf has always been committed to providing a safe work environment. Beginning with this issue of Railway, you’ll find a permanent section, Focus on Safety, that chronicles safety successes and provides safety resources. We begin by taking an in-depth look at how the nebraska Division and the interbay (Seattle) locomotive Shop approach safety. page 5

RAIlwAy StAff

Vp, Corporate Relations Mary Jo Keating

general Director, internal CommunicationsKristen Rabe

editor: Susan Green

Contributing photographers: Michael Johnston, Clarke Sutphin and Kevin Wright

Got A StoRy IdeA? Send story ideas to BNSF Railway Editor, via Outlook to: Communications, Corporate, or send by Internet to: [email protected] or mail to:BNSF Corporate RelationsP.O. Box 961057Fort Worth, Texas 76161-0057

AddReSS ChAnGeS employees: To review your address, call company line 435-3345 or dial 1-800-274-6739 or review and change your address online via BNSF ‘s Intranet site at employee.bnsf.com. Go to the My Self page, click on Life Events, Personal Changes, then Change of Address. Or you may complete and return a Personal Information Change Form (#12796) to the administrative office; mail it to Human Resources Information Systems, P.O. Box 961055, Fort Worth, Texas 76161-0055; or fax it to 817-352-7109.

Retirees: Send address changes and requests to receive Railway after you retire to BNSF Corporate Relations, P.O. Box 961057, Fort Worth, Texas 76161-0057. Please include your former employee ID number.

our vision is to realize the

tremendous potential of BnSf

Railway Company by providing

transportation services

that consistently meet our

customers’ expectations.

2 RAIlwAy I JANUARY/FEBRUARY 2008

on the CoVeRA BNSF train passes the Flagstaff, Ariz., depot on a cold, wintry day. Photo by Clarke Sutphin.

Q. the three major operations groups have committed to working more closely together toward common goals. Please describe the value of this teamwork.

dAVe: Every member of BNSF should be working toward accomplishing the same goal: to realize the tremendous potential of BNSF Railway by providing transportation services that consistently meet or exceed our customers’ expectations. We need to be using our skills, knowledge and experience to safely work together to make that happen.

CRAIG: I agree. We’re working toward eliminating a silo mentality. We’ve come a long way in realizing that what each of us does in our job has a direct impact on the ability of an employee in another department to do his or her job. Our wheel impact change-out plan is an excellent example. Constant communication between Mechanical and Transportation ensures that the detector alarms are set at the appropriate level to protect the infrastructure without sacrificing train velocity.

GReG: Railroading is a team sport. In fact, it’s the ultimate outdoor team sport played in all sorts of weather and conditions. Given the high degree of difficulty from our environment that we face in this business, ensuring that all three functional areas – Transportation, Engineering and Mechanical – play well together is critical to our team’s overall success. It’s kind of like a three-legged stool; without full support of all three legs, the stool is not much good.

dAVe: Greg’s analogy is right on; it doesn’t work well if the team is pulling in different directions. We have to ensure that the legs of the BNSF stool are safely and effectively supported at all times by the team.

Q. last year was a tough one for safety at BnSf – and after several years of a downward trend in injuries. what is being done differently in 2008 to improve safety?

GReG: There really are pockets of excellence out there – and most often you see strong safety performance in groups where there’s a very strong team commitment to safety. It’s team driven vs. management driven. This type of culture is best described as a culture driven by the ideals of “Safety With vs. Safety To” our employees. To take safety to the next level, we must have employee-driven practices for safe behavior. It’s a culture where our employees direct the safety processes to identify and engineer out at-risk behaviors. Some processes we already have in place are the safety coordinator role, site safety teams and work practice observations (WPOs).

dAVe: Also, we want to hear from our employees on how we can improve the team’s performance. As an example, the Engineering team struggled with our safety performance throughout 2007. While

Joint Operations Update: Demonstrating a Model in Teamwork

Vice President of Transportation Greg Fox, Vice President of Engineering Dave Freeman and Vice President of Mechanical and Value Engineering Craig Hill are the leaders of the “three-legged stool” making up BNSF’s Operations Department. They are a model in teamwork – working together and communicating closely while making the everyday decisions in providing services that meet customers’ expectations as well as responding to a crisis such as a natural disaster.

Their cross-functional leadership will continue to guide BNSF’s operations in 2008, as we work to provide reliable service, improve safety and enhance our efficiency in an uncertain economy. And long term, as demand for rail freight transportation continues to increase, BNSF teamwork will be needed to meet the challenges.

In early 2008, the three leaders hosted a Joint Operations Update video program. This in-depth, behind-the-scenes video demonstrates how the departments work together to keep the railroad on track safely and efficiently. (See box for more details about the video.)

The following Question & Answers offer a “sneak peek” at the content.

2008

we completed a lot of work safely, we continued to have significant numbers of injuries as a result of the at-risk behaviors and conditions in our workplace. We all play a role in improving the safety of our employees. We need your help to identify what is missing in these efforts and what we need to do to improve our safety performance.

CRAIG: When it comes to safety you can’t just participate from the sidelines. We must all commit to working safely. Each of us must recognize and correct our own at-risk behavior. We also need to use all of the tools at our disposal to recognize and correct at-risk behavior in our co-workers. Ultimately, we are responsible not only for our own safety, but for the safety of our brothers and sisters, as well. Looking out for each other is the fundamental principle behind the WPO process. I strongly believe that full participation in the WPO process will be one of the keys to our success in driving safety improvement.

dAVe: Yes and, Craig, to your point, we recognize for some that it may feel uncomfortable to point out the unsafe behavior of another co-worker. But, when I think about what may happen if I do not step up and talk to my colleague, the alternative of that employee or another of my co-workers being injured or killed would be much worse.

Q. how do you three specifically communicate with each other about complicated issues or even things that come up in day-to-day operations?

CRAIG: We have formal meetings monthly, but many times our discussions are much more informal. Often, some of the best ideas come out of the informal communications that we have with each other. We expect that our people in the field would also use this model of formal and informal methods for communication. The formal communications we have set up, like the Front-Line Supervisors Council, provide a structured approach to communicating specific issues in a consistent way across the system. But we want our employees to feel like they can communicate openly and informally with their supervisors or with employees in different departments about their ideas or concerns. These informal sessions are an excellent way of knocking down the inter-departmental barriers that may build over time.

GReG: We want employees to have more interaction and direct communication with their supervisor, because that not only allows them to know what the goals are, but it also helps to foster teamwork within work groups and a sense of team for the big picture.

dAVe: Departmentally, we have other forms of formal communication including BNSF-TV in the terminals, the Engineering and Transportation Update DVDs we send out, division newsletters, the Labor Relations Web site and bnsf.com. These all are ways we’re working to keep you posted on what’s happening at BNSF and industrywide, and give much- needed kudos where due.

Q. Any parting words on safety?

CRAIG: Safety is a full-contact sport. It requires the involvement of each one of us as individuals. If we are to be successful in 2008, it will take the efforts of the entire team to make it happen. Truly, people are our most valuable asset.

dAVe: I think the BNSF Operations team understands the challenges of working safely. We need to aggressively work to understand the causes of at-risk behaviors and conditions in our workplace and eliminate them. That will put all of us in a position to complete our job assignments safely.

GReG: Ultimately, our goal in safety isn’t a number. Simply put, our goal is to have each employee go home to his or her loved ones safe each day. That’s our ultimate definition of success!

Joint Operations Update: Demonstrating a Model in Teamwork What’s ‘On the Plate’ in 2008?

While working together as a team will be a big focus for the three operations teams in 2008, each has some significant projects of its own planned for the year. here are some of the highlights by department that you will learn more about in coming months:

engineering Continue triple track work through Cajon Pass in Southern

California, which should be completed this year. The segment between Cajon and Summit involves removing two tunnels as well as setting up for track construction between Keenbrook and Summit.

Begin the double track work through Abo Canyon in New Mexico in the spring, with plans to put a five-mile segment of second main track in service in 2009. This is the continuation of the effort to complete the double track work on the BNSF route between Chicago and the West Coast.

Complete a segment of the fourth main track on the Orin Subdivision in Wyoming on the coal route.

Work on safety performance; all Engineering exempt employees will go through Engineering Safety Leadership Training to enhance communication with their work teams about best practices for working safely.

mechanical Continue the progress made in 2007 in developing the first

prototype hydrogen fuel-cell locomotive; in 2008, begin testing the unit in actual yard service. (See related story on Page 4.)

Continue to lead the industry in our efforts to fully utilize wayside detector technology to proactively identify conditions that may negatively impact service to our customers; primary goal for 2008 is to complete installation of our new hot and cold wheel detectors.

Realize the benefits from our Automated Diagnostic Locomotive Inspection System, a tool that will allow BNSF to improve locomotive reliability while decreasing the amount of locomotive out-of-service time.

Pilot the next generation of Electronically Controlled Pneumatic brakes, which will include the first industry use of wire-line distributed power.

Transportation Promote strategic agenda describing focus in the areas of Safety,

Service Reliability and Velocity, Efficiency and People.

For Safety, develop a culture based on the ideals of “safety with” vs. “safety to” employees.

Under Service, Velocity and Efficiency, focus on a Service Excellence initiative to drive further improvements in terminal efficiency and velocity; focus will be to develop the “BNSF Best Way” for the operations of our yards and terminals, beginning at Argentine Yard in Kansas City to define standard processes and tools that comprise the “BNSF Best Way” for hump yards.

For People, drive a culture of “Playing to Win” and provide everyone with clear objectives that are aligned with BNSF’s business plan; work on retirement transition planning, and actively recruit and retain a diverse workforce.

RAIlwAy I JANUARY/FEBRUARY 2008 �

edItoR’S note: The Joint Operations Update video program will be mailed to the homes of operations personnel and should arrive by early march. The program will also be posted both to the portal Web site and the labor Relations Web site. The link to the intranet Web site is: http://bnsfweb.bnsf.com/departments/corpcommunications/videonews.html

� RAIlwAy I JANUARY/FEBRUARY 2008

FUEL CELL POWER MODULES

HYDROGEN STORAGE

TRACTION BATTERY

UNDERCARRIAGE BAY

1

2

3

4

Some of the Topeka BNSF team members (left to right): Jeff Gower, Guy Cumpton, Michael Bortz, Robert Shrake, Gordon Hall, Bryan Johnson, Craig Snyder, Robert Farwell, Richard Nash and Tom Kendall.

Where do the oxygen and hydrogen come from? The oxygen used by a fuel cell comes from the air. The hydrogen must be provided to the fuel cell and is stored as a compressed gas in the same types of tanks used by compressed natural gas-powered transit buses.

The great news about fuel cell technology – and part of BNSF’s motivation to test it – is that fuel cells create zero emissions and are quiet and highly efficient. The reason is that fuel cells convert fuel to energy via an electrochemical process, not through combustion like conventional diesel engines.

One drawback of the technology is that

compressed hydrogen is not readily available, because the fuel

is not in widespread use. It also takes energy to create compressed hydrogen; that energy can come from oil or from light, electricity, a nuclear reactor, or wind or solar power. As applications for using compressed hydrogen increase, the assumption is that more manufacturers will create it.

Pioneering effortThe BNSF people involved in the Fuel Cell

Battery Hybrid Project believe they are making history, but they also recognize that it will take years – possibly decades – for the benefits of the new technology to become a reality.

“It’s exciting. When we work with new technology, typically we look to implement it in two to four years,” says Tom Lambrecht, general director, Locomotives, Mechanical, who provides technical oversight from the system level to the project. “This project is looking a lot further into the future. It’s something that hasn’t been done before.”

The project leaders emphasize that their work is an experiment. The goal is not necessarily to create a switch engine for in-service use (although that will most likely happen); the goal is to learn how to make this technology work for railroad use.

“It’s a way to understand a wholly different power plant design that is not oil-dependent,” adds Mark Stehly, assistant vice president, Environmental & Research and Development. “It’s an experiment. When oil supplies dwindle or coal gasification becomes a greater reality, this type of power plant will have greater utility.”

Why not use a line-haul locomotive for this experiment? The main reason is that switch engines have lower horsepower requirements than their road counterparts. Trying to provide power for a switch engine with requirements in the 1,200- to 2,000-horsepower range is more attainable than powering a road locomotive that needs an average 4,400 units of horsepower.

Extreme Makeover: Topeka Employees Helping Develop Experimental Switch Engine Deep inside BnSf’s topeka, Kan., Mechanical Shop, a hybrid switch locomotive is undergoing an extreme makeover. this isn’t a cosmetic procedure. It’s a major installation of new systems that will potentially take locomotive technology into the next generation.

The experimental hydrogen fuel cell switch locomotive is being developed by BNSF and Vehicle Projects LLC. More than just a railroad industry initiative, this project is being funded in part by the U.S. Department of Defense. If this experiment succeeds, the innovative switch locomotive will reduce air pollution, will not require diesel oil for fuel and could serve as a mobile backup power source for military and civilian disaster relief efforts.

“At BNSF, we believe that it is good business to minimize our impact on the planet and contribute to the long-term sustainability of the communities we serve,” says Craig Hill, vice president, BNSF Mechanical and Value Engineering. “While it’s not a proven technology and the project is still in its infancy, we believe investments like the fuel cell switch locomotive are important for the advancement of new technology.”

The Fuel Cell Battery Hybrid Project is simple in its premise: Take an existing hybrid switch engine, and replace the onboard diesel generator with a hydrogen fuel cell power plant. Power from the fuel cell can recharge batteries or provide power directly to the traction motors, depending on power demand.

The reality of making this conversion is easier said than done. Creating a hydrogen fuel cell-powered locomotive has never been attempted. In recent years, transit buses have been converted to run on this type of power, but the load carried by a locomotive is vastly greater than that of a bus. The technology had to be redesigned to meet the demand loads of a locomotive.

That’s where Vehicle Projects comes in. This company, which specializes in heavy industry and transport, is executing the engineering design of the prototype fuel cell switcher for BNSF.

hydrogen fuel Cell technology

To understand the complexity of the project, it’s helpful to have basic knowledge of hydrogen fuel cell technology. A fuel cell is an electrochemical device that combines hydrogen and oxygen to produce electricity. The byproduct of this process is water and heat. As long as fuel (hydrogen and oxygen) is supplied, the fuel cell will continue to generate power.

How Do Fuel Cells Power a Locomotive?The diagram above shows how fuel cells can power a locomotive using a hybrid battery storage system. each step of the process is shown:

1. Hydrogen is used by an onboard fuel cell power module.

2. The fuel cell power module produces electricity that is either stored in the batteries or directly fed to the traction motor controller.

�. The electricity from the batteries or fuel cell is throttled by the motor controller in the electrical cabinet.

�. The throttled electricity is delivered to the traction motors.

(Continued on page 11)

Staying the Course

RAILWAY I JANUARY/FEBRUARY 2008 5

Dear Valued Member of Team BNSF:

Last year was a difficult year for us in safety. Most importantly, we lost four team members who were fatally injured while performing their jobs – Marshall Aull, Christopher Blackburn, Walter White and Charles Willey. Our safety performance also fell significantly short of our stated improvement goals. Systemwide, our injury frequency and severity ratios were considerably higher than in 2006, and our total number of reportable injuries increased by 33 percent.

All of these facts are a sobering – and disturbing – reminder that we are not where we need to be in safety. Our performance is unacceptable to me, and I am sure that it is unacceptable to you. At BNSF, we sincerely believe that all injuries are preventable.

Clearly, going forward, we must stay the course to achieve our vision of an accident- and injury-free workplace. We continue to believe that we have the right safety processes in place to help us achieve our safety vision. The question that each one of us should address is “What do I personally need to do to be sure that I – and my team – work injury-free this year?”

For one, we must focus on eliminating all at-risk work practices. Each of us must rigorously examine how we approach our work tasks. Safety is ultimately an individual responsibility – and that responsibility is nonnegotiable. At BNSF, we’ve adopted a core safety principle of empowerment. This principle allows employees to immediately stop a task if they believe a condition or work practice is unsafe. Report the condition or work practice, protect it and assist in correcting it whenever possible.

By taking personal accountability for safety, we can each have a positive impact on safety that extends to our families and even the communities where we operate. We talk about our safety goals and targets, but the bottom line is that every single employee at BNSF needs to go home in the same condition as he or she came to work – every single day. Only by practicing empowerment can we proactively advance safety solutions and eliminate unacceptable behavioral risks.

We must also consistently practice careful and thorough safety communication. This includes improving everyday communication through effective job safety briefings and risk identification. We have to actively communicate with each other about the work task at hand and any potential risks or concerns. This communication is not limited to the beginning of our work day; we must recognize and discuss safety factors for every step of each work task.

We need to reduce inconsistencies and variability in our safety processes. In 2006, our lowest-performing work groups experienced injury rates that were three times higher than our safest-performing work groups. By more stringently applying best practices – for example, those practices outlined in each Safety Action Plan – we can begin to standardize how we approach our work tasks.

Lastly, we will also expand our formal companywide communication on safety. We all benefit from knowing how others have addressed and improved their safety performance. Beginning with this issue, we’re making Focus on

Safety, our company safety newsletter, a permanent section of Railway. The Focus on Safety section will feature teams with outstanding safety records,

best practices, safety checklists, safety tips provided by our employees and other safety information. We welcome your suggestions and feedback as we raise the visibility of this exchange of ideas on safety.

For the coming year, we have a tremendous challenge and opportunity before us. I am confident that, together, we will build

on a strong foundation of safety processes to achieve our vision of an accident- and injury-free workplace. I thank each of you for

remembering that safety is for us.

Sincerely,

Mark SchulzeVice President, Safety, Training and Operations Support

NEBRASKADIVISION

Boyd Andrew, general manager, Nebraska Division, addresses employees about safety.

6 RAILWAY I JANUARY/FEBRUARY 2008

Nebraska Division: Leading the WayThe Nebraska Division has consistently delivered on safety. Employees on this division are transforming their safety culture and generating strong service reliability.

The Wide Plains… 1,683: Miles of main line 105: Miles of siding 65: Miles of branch line 612: Miles of yard track 2,985: Signal locations 8: Number of main home terminals

...and Safe Trains of the Nebraska Division 1,481: Transportation employees 670: Engineering employees 118: Mechanical employees

Injury-free Campaigns (in days*) 3,145: St. Joseph, Mo., Yard 1,454: Engineering Signal team 4,621: McCook, Neb., Mechanical

work group*as of publication

The Nebraska Division is grounded in safety, consistently delivering excellent

safety performances. In 2002, the division achieved a “triple crown,” with three Safety Bells for Best Frequency, Best Severity and Most Improved. And this year, the division was recognized for a “double crown” for Best Frequency and Best Severity performances in 2007.

According to Rick Wetsch, superintendent, Operations, in Lincoln, Neb., the extraordinary safety record of the division is a tribute to its long history of employee-based safety excellence. Wetsch says that employees take ownership of safety processes. “They are committed to safe production. They truly believe that each person is responsible for his or her own safety,” he explains.

Empowering Work PracticesIn 2004, the Nebraska Division implemented

a risk identification process that was 100 percent craft employee-driven. Known as work practice observations (WPOs), the program consists of peers observing fellow employees performing a particular job task, such as tying hand brakes, and then identifying best practices as well as at-risk behaviors. Anonymity is maintained throughout the process. Aggregate data based on a number of observations is compiled and then examined by union safety leaders and BNSF management. If the WPOs indicate patterns of unsafe behavior, the team may recommend education, training or other preventive measures to strengthen best practices. The initiative, part of the Safety Summit Agreement, is still used on the division.

Besides being actively involved in the safety process, the approximate 2,300 employees of the division adhere to a very good work ethic, says Bob Borgeson, the division’s safety coordinator for the United Transportation Union employees.

Inspiring InnovationA benchmark program that began on the

Nebraska Division is a voluntary, one-day safety training course for employees who want to spend extra time reviewing rules and work practices, in addition to their ongoing certification programs. This training session grew from the WPO training classes, according to Kent Confer, the Brotherhood of Locomotive Engineers and Trainmen safety coordinator. The idea – and the funding – is supported by Boyd Andrew, general manager of the division. Recently, safety “representatives,” craft employees who are members of local safety committees, attended two “train-the-trainer” classes in Lincoln and North Kansas City, Mo. These representatives will train their peers on:

n Authority violations n Causes of injuries n Process for identifying risk n The Safety Summit Agreement n Safety tools for employees

The program has proven so successful that both the Powder River and Colorado divisions have implemented it.

Additionally, the Nebraska Division brings craft site safety team members together on a regular basis for roundtable discussions on improving safety processes and other safety issues. These discussions helped teams identify patterns in certain types of switching injuries.

Afterward, they compiled storybooks that pinpoint 95 percent of the division’s switch locations, allowing employees to visualize potential risks prior to performing switching.

The division is also adept at solving other safety issues. Last October, authority violations began increasing. Confer took the issue to Jack Landon, the division’s safety manager. The result was a 48-hour safety awareness blitz during which craft representatives boarded trains at eight locations. Before movement of the train, representatives were able to observe the crew’s normal activities and visit with peers about the most important focus areas. Afterward, authority violations decreased. “We wanted to get everyone really thinking about safety and taking time to identify risks, whether physical plant, attitudinal or behavioral, before the wheels moved,” says Confer.

Shining SuccessesAcross the division, managers agree that

safety is largely employee-driven. Safety successes have followed in all crafts.

Greg Pester, manager, Signal, points to six work groups, all of which have achieved more than 1,400 days injury-free.

Rollie Roskilly, division engineer, Nebraska East, talks about a team that has had no reportable injuries for more than 1,600 days. Roskilly credits his crews for being disciplined about job safety briefings. “Before every job, all day, every day, our crews brief and then debrief afterward,” Roskilly says. “And they are very comfortable with empowerment. They will not do something if they think it is unsafe.”

Danny Ray, terminal superintendent of Murray Yard in Kansas City, Mo., oversees employees who have not had a reportable injury for 3½ years – the second-longest injury-free period of any yard in the history of BNSF. Ray clearly credits employees for the achievement. “People here are real starters,” Ray says. “They encourage one another, and they really desire to leave a legacy of safety.”

Maintenance of Way employees clear snow from switches in McCook, Neb.

NEBRASKADIVISION

RAILWAY I JANUARY/FEBRUARY 2008 7

the Interbay shop reported no injuries and no lost or restricted days due to reportable injury. The Northtown (Minneapolis) mechanical facility tied for the Best Severity Bell, also working without any lost or restricted days due to injury.

Among Engineering and related groups, the Telecommunications work group achieved the lowest frequency ratio at .79 injuries per 200,000 work hours for its 2007 safety performance, earning the bells for Best Frequency and Most Improved. The Signal Southwest team received the Best Severity Bell for a severity ratio of 2.69.

The Montana Division received the Best Rail Accident Performance Bell, which is determined by derailment statistics, including ratios for reportable and nonreportable derailments as well as overall cost of damages.

Best FrequencyDivision: Nebraska (1.38) Shop: Interbay (.00) Engineering-RelatedGroups:

Telecommunications (.79)

Best SeverityDivision: Nebraska (24.13) Shops: Interbay, Northtown (tie, .00) Engineering: Signal Southwest (2.69)

Most Improved(by Frequency/Severity Index 2007 vs. 2006)

Division: Colorado Shops: Interbay Engineering-RelatedGroups:

Telecommunications

Best Rail Accident PerformanceMontana Division

“Last year our safety performance fell significantly short of our stated improvement goals, which was concerning for all of us,” says Mark Schulze, vice president, Safety, Training and Operations Support. “That said, these Safety Bell teams prove that safety excellence is achievable. We commend and honor these

Employee Safety Tips:

“Pay attention. Staying focused and keeping your head in the game will prevent you from being surprised and injured.”

– Bill Moseley, conductor, Brookfield, Mo.

Focus on Safety

“Always use three-point contact when climbing railcars.”

– Danell Buck, UTU training coordinator, Superior, Wis.

Job Safety Briefing Checklist

Does your briefing include:

All employees on the work team?

Outside parties or contractors involved in the work or in the area?

General work plan?

Existing or potential hazards?

Discussion of ways to eliminate or protect against hazards?

Time to answer questions?

Discussion of tasks that will require extra attention?

Does your briefing include:

Expectations for the shift, work group or crew?

The establishment of authority?

A plan for performing work tasks?

Specific assignments of tasks?

A timeline of when tasks will be performed?

Time for communication between team members performing joint tasks?

Does your briefing include:

Identification of workplace risks?

Review of critical behaviors?

• 8 Deadly Decisions • 5 Critical Decisions • 7 Safety Absolutes

Environmental considerations?

• Heat, wind, noise, water, muddy conditions

Physical plant considerations?

• Close clearances, walking conditions, suspended loads, terminal and yard configurations, electrical exposure

Does your briefing include:

Human factor critical work practice risks?

• Foul of track • Track authority, including Form B,

track and time, track warrants • Crew communication and

coordination • Three-point contact • Switch and hand brake operation

Consideration of new employee to the task/work/team?

Potential team member distractions?

• Finances • Death in the family • Upcoming vacation

General Job Planning Workplace Risks Human Factors Risks

teams for their very significant accomplishments in adhering to safe work processes. Their example provides us a strong foundation on which to build our vision for an accident- and injury-free workplace in the coming year.”

Winning work teams will receive a bell trophy, which features a bell that came from a locomotive once in service on BNSF or a predecessor railroad. Work groups will also be visited by members of the BNSF Operations leadership team as part of a safety celebration.

Upcoming issues of Focus on Safety will feature other top safety performances of Bell award winners and work teams.

2007SafetyBellAwards:MeasureofDistinction

The Nebraska Division, the Interbay Mechanical Shop in Seattle and the

Telecommunications work groups are among the teams being recognized as part of the 2007 Safety Bell Awards. Safety Bells are awarded annually for best performance by a division, a Mechanical work group and an Engineering work group in the following areas: Best Frequency Ratio, Best Severity Ratio and Most Improved Frequency/Severity Index.

Among BNSF’s operating divisions, the Nebraska Division achieved the lowest frequency ratio at 1.38 injuries per 200,000 work hours for its 2007 safety performance, earning the bell for the Best Frequency. The Nebraska Division was also recognized for maintaining the lowest severity ratio at 24.13, reflecting lost and restricted days due to reportable injury, and netted the Best Severity Bell.

The Interbay Mechanical Shop received triple bell awards for an outstanding safety performance in 2007: Best Frequency Bell, Best Severity Bell and Most Improved Bell. Notably,

VP, Safety, Training and Operations Support:Mark Schulze, [email protected]

Editor:Linda Jacobson

Contributing Photographers:Kent Confer, Bill Moseley, Richard Olson

Got a story idea? Send story ideas, suggestions and comments to [email protected] or call Gene Welander at 817-352-1144.

SAFETY VISIOnWe believe every accident or injury is preventable. Our vision is that BNSF will operate free of accidents and injuries.

8 RAILWAY I JANUARY/FEBRUARY 2008

Working TogetherCooperation flows at Interbay. Moreno

points to the high participation of employees in the safety process. As evidence, the facility averages 130 work practice observations (WPOs) each month, which are voluntary. Additionally, Lee and Henry Koikoinui, a locomotive electrician, teach weekly safety training classes throughout the year, which keeps safety at the forefront.

Job safety briefings are an important part of the safety culture at Interbay. Moreno virtually outlawed reading briefings, saying that he wants the safety message to be interactive. He tells supervisors to “talk from the heart” and to

“make it meaningful.”Employees at Interbay work as a team. “No

matter what craft, if we see someone struggling, we help each other,” states Jeff Bergman, a 21-year Interbay machinist. Carman Ed Holm agrees. “We’re like a family,” Holm says. “People here have decided to care for each other as an intricate part of the safety process.”

In 2008, those who have worked injury-free at the 10-, 15-, 25- and 30-year career markers will see their names on a plaque. “Moving large equipment is potentially hazardous. I want to recognize those who have worked injury-free during their careers,” says Moreno. “They can leave an important safety message behind.”

After a challenging safety performance in 2006, the Interbay Mechanical Shop made a clean sweep in 2007. The facility’s employees were recently recognized with three Safety Bell Awards for Best Frequency, Best Severity and Most Improved.

InterbayLocomotiveShopMakesa“CleanSweep”

CRITICAL WORk PRACTICES

The Interbay Mechanical Shop in Seattle performs servicing, maintenance and repairs for about 600 locomotives per month.

The 80-plus craft employees of the Interbay Locomotive Shop in Seattle

made a clean sweep in 2007, capturing three Safety Bells for Best Frequency, Best Severity and Most Improved. And they did it by starting with a broom.

Wooden ceiling rafters and brick from the 1920s grace the Interbay facility. When Dave Moreno, shop superintendent, first came to Interbay in October 2006, he noticed the architecture, along with needed housekeeping and workplace organization improvements.

Trusting the “Clean Sweep”After talking with employees, Moreno

implemented the “Clean Sweeps” safety initiative, which literally cleans a specific area of the shop. The employees walk the area together, sweeping away debris, addressing tripping hazards and attending to other potential risks. In a diesel shop, this is a substantive effort. Moreno lists the challenges, from finding storage for tools and hoses to cleaning oil-covered floors.

According to Jim Lee, Interbay safety assistant, statistics from 2000 to 2006 showed that the shop’s highest-risk activity was walking. “Starting ‘Clean Sweeps’ was good for us in two ways,” Lee says. “First, we were able to eliminate risks related to moving about the facility. But second, employee morale really lifted when we saw the results.”

In fact, Moreno’s attitude and willingness to be on the floor have helped instill trust and respect among the employees, many of whom have more than 20 years at BNSF. Lee notes that employee attitudes have shifted. “People feel they have a voice in their safety, and they’ve begun taking responsibility for it,” he says.

DEADLYDECISIONS

CRITICALDECISIONS

SAFETYABSOLUTES

1 On and Off S-13.5

2 Going Between S-13.1.1

3 Separation S-13.1.1

4 Riding End S-13.1.5B

5 Fouling S-1.1; S-13.1.3.C

6 Running S-1.5

7 Riding S-13.1.5

8 Shoving GCOR 6.5

1 Track Occupancy MWOR 6.3.1; MWOR 6.3.2; MWOR 6.3.3

2 Lockout/Tagout Engineering Instruction 1.10

3 Fall Protection Engineering Instruction 1.4

4 Operating Boomed Equipment Engineering Instructions 14.10 and 15.5 S-17.2.5; S-17.2.6; S-12.12; S-16.24; S-17.0

5 Main Track Switches MWOR-8.2; MWOR-8.3

1 Blue Signal Protection S-24.2; M-1.1 through M-1.6

2 Lockout/Tagout S-3.1.6; S-10.3.1; S-16.17; S-27.13; M-3.4

3 Jacking Equipment S-10.1; S-10.1.1

4 Vehicle Operations S-1.2.2; S-8.3.1; S-8.3.2; S-12.1 through S-12.14

5 Fall Protection S-21.1; S-27.7; M-3.1; M-3.2; M-3.5

6 Crane Operations and Rigging S-12.12; S-17.0; S-17.1; S17.1.1 through S-17.1.5; S-17.2.1 through S-17.2.6; S-17.3 through S-17.9

7 Locomotive and Car Movement S-10.2.1; S-10.2.2; S-13.1.1; S-13.2.4; S-13.2.5; S-13.5; M-1.5

RAIlwAy I JANUARY/FEBRUARY 2008 �

employees Stop escapee Cold in his tracks

On Jan. 17, a cold front moved into Lincoln, Neb., bringing snow, 30 mph winds and bitter cold temperatures. The blustery weather did not, however, deter five alert Nebraska Division employees from noticing a man hiding among trees near BNSF track and then reporting him to the authorities. As a result, the man, who had escaped from a nearby psychiatric hospital, was apprehended.

Residents had been advised that the patient had walked away from a supervised outing at a Lincoln bookstore that afternoon. Authorities began searching for the man and by nightfall had issued bulletins that he should be considered dangerous.

During this time, Assistant Roadmaster Scott Jordan’s maintenance crew headed to work. The crew, led by Foreman John Berkebile, reported for the night shift at the Tecumseh, Neb., depot, unaware of the patient’s disappearance.

Around 5 a.m. the next day, Berkebile and crewmembers Keith Antholtz and Merle Hammond were informed of a broken rail near Hickman, Neb. Jack Scott, signal maintainer for the territory, also was notified of the broken rail and headed to the site.

Track along that section is tree-lined on one side, bordered by a ditch and a creek. “When we pulled up, it was dark,” recalls

twin Cities divisiont

California divisionC

nebraska divisionn

Editor’s Note: Time and again, BNSF people from across the system are making both the workplace and the communities where we operate safer, more secure and better places to work and live. Some employees are continuing our tradition of supporting public safety programs such as Operation Lifesaver. Others are taking action to ensure that property is safe and secure, reporting suspicious activity or noticing when something isn’t “just right,” as in the case of a broken wheel. Many employees are safety or service champions, leading by example or resourcefully creating a new tool or process that improves safety or efficiency or enhances customer satisfaction. Additionally, numerous individuals and teams of BNSF people give back to their communities – sharing their time and resources with others in need.

Every one of these individuals has a success story that builds on our sense of BNSF pride. To recognize the talents and achievements of those who contribute to this spirit, Railway will feature their stories on a regular basis. The “Across the BNSF System” section is also designed to connect us – from one point of pride to another.

If you have a story you would like considered, please drop us an e-mail, via Communications, Corporate in Outlook, attention Railway Editor.

Putting officers on a trainDrivers in North Dakota learned an

important safety lesson, thanks to a recent Officer on the Train event. Beginning in Mandan and ending in Crystal Springs, two sheriffs, the chief of police, trainmasters and train crews joined forces to teach the public about the dangers of failing to yield at grade crossings.

This highly successful event, which gave police and sheriffs a new perspective on the dangers faced at grade crossings, was organized by Cherie Bonebrake, grade crossing safety coordinator. “The chief of police told me it makes him want to write more tickets,” says Bonebrake. “When he sees a violation, he will give the offender a citation instead of a warning.

“If police write more citations, people aren’t as likely to drive around the gates or the train,” she adds. “They will become more aware of safety around railroad tracks.”

Officer on the Train is designed to raise public awareness of motor vehicle traffic laws that apply to highway-rail grade crossings. Last year, BNSF conducted 97 Officer on the Train events.

Responder’s Actions a Quick Save

During Peak Season, a Z train carrying 15 UPS loads left Needles, Calif., nearly four

hours ahead of schedule to make an afternoon sort the following

day. Just outside of Needles, the train went

into emergency. Rapid Responder Eric Bas was

called. Meanwhile, the train crew proceeded to inspect the train. Between

two cars, they found a parted air hose, which they recoupled. The train prepared to depart.

Bas arrived shortly thereafter, and examined the hoses. He noted fresh markings on the glad hands,

a finding that caused him to believe that an impact may have caused the hoses to part.

As the train departed, Bas detected what looked like a piece of wheel missing from one of the cars that had the uncoupled air hose. He immediately notified the crew to stop the train.

Bas’s suspicion proved to be correct. Crews found that

a 15-inch piece of wheel had broken off and struck the glad hands, causing the initial air hose separation.

Thanks to teamwork, the train was on the move three hours later and arrived at the sort destination ahead of schedule.

Berkebile. “We went to work and didn’t really notice anything.”

But as the crew was leaving, Scott saw a man crouching behind bushes. He checked with Berkebile to make sure that everyone was accounted for, and then both men turned their trucks around and left when they didn’t see anyone. Berkebile and his crew stopped at a convenience store to pick up some coffee. While inside, Berkebile heard the bulletin on the radio. “We knew immediately that this must have been the man Jack had spotted,” he says.

Driving back to the site, the crew now could see the man’s tracks in the snow and where he had tried to cover them. They called the county sheriff’s office, reporting the sighting. They then drove a short distance away to wait for authorities.

During this time, the crew – assisted by Jerry Bartch, who was operating a rail detector – spotted the escapee. When the local deputy arrived, he took the man into custody without any problems.

In 2004, the escapee was charged with murder; however, the jury found him not guilty by reason of insanity. Since then, he has been institutionalized at a psychiatric hospital.

Roadmaster Jordan believes Berkebile and his crew showed exemplary action by being alert and attentive not only to their own safety but also to the community’s safety. “I’m very proud of these individuals and the actions they took.”

RAIlwAy I JANUARY/FEBRUARY 2008 �

Eric Bas

10 RAIlwAy I JANUARY/FEBRUARY 2008

lending a helping handLast fall, Conductors Darrell Bowden and

Jesse Schwerdtfeger were activated with the Oklahoma National Guard. A few weeks later, the two men learned that in January they would be deployed to Iraq for one year.

Paul Petty, locomotive engineer, sought to provide extra support for the servicemen’s families during the holidays.

“With husbands and fathers gone, life is probably a little tougher than if the two men were home,” Petty says. “We thought it would be great to help out the families during the holidays.”

Petty collaborated with Don Douglass, Enid safety chairman. Douglass sent out a notice soliciting donations for the two families. Dave Rapp, yardmaster, also spread the word. Within three weeks, the terminal collected $1,000.

Two $250 gift cards and two $250 money orders were purchased and divided between the families.

Petty and Douglass presented the gift cards and money orders to both wives, who got to see their husbands for 10 days before the men had to report back to Fort Bliss, Texas, for their deployment.

“We have some very generous people here in Enid,” Petty says. “We want these families to know, in a practical way, that we support them while their husbands are on a mission.”

A Special RetirementAfter 13 years of dedicated service helping to

direct cars and build countless trains, the master retarder at the Galesburg, Ill., hump yard retired on a cold November day last year.

More than 200 Maintenance of Way, Structures and Signal employees gathered at Galesburg for the “retirement” event. Using six sidewinders, these employees worked together to remove the veteran master retarder.

“We were constantly repairing the old master retarder and putting in significant maintenance time, so we just needed a new one,” says Rick Danielson, terminal superintendent, noting that the “vacancy” was subsequently filled by a replacement that will enhance hump yard efficiency for years to come.

The replacement team endured frigid temperatures and worked quickly to return the yard on line, safely finishing the installation within a 40-hour time span. Trains scheduled to pass through Galesburg Yard were re-routed to other system hump yards until the project was completed.

Directed by Roadmaster John Bainter, Signal Supervisor Scott Fall and Engineering and Structures Supervisor Louis Welte, the crew made several modifications to further enhance the retarder. Most notably, the slope foundation was raised to correct the shape of the hump yard and provide a smoother grade for the cars.

“The yard here differs in that it’s not a true bowl like normal humps,” says Danielson. “If you have any track deviations, then you’ll have problems. That’s what we had, and that’s why we had to correct it.”

Kansas divisionK

Gulf divisionG

Springfield divisionS

Chicago divisionC

Making the Right CallWhen John Sutherland

observed two men loading track material into a pickup truck on the right-of-way in Argentine Yard (Kansas City, Kan.), his first instinct was to confront them. Seconds later he stopped.

“I just knew it wasn’t right,” he recalls.

Instead of meeting the men head-on, Sutherland called Resource Protection.

The suspects fled the scene, but Andy Paalhar,

employees Pitch in to end hunger

Houston Diversity Council members recently prepared more than 100 meals for distribution to needy people in the Houston area. The frozen meals were distributed during the holidays as part of the “End Hunger in Houston” program.

“Having good jobs working for the railroad, we sometimes forget about those in need,” says Therman Lamb, locomotive engineer and Diversity Council member, who participated in the event. “It touched our hearts and made us more aware and compassionate toward those less fortunate than us.”

Lamb says there are thousands of people going hungry in the Houston area, and many of them are single women with children.

“We were moved when we were told about the suffering people in the Houston area,” Lamb says. “We didn’t realize that many folks were suffering.”

employees Intervene in Crossing Incident

The need for grade crossing safety education hit home again following a recent incident on the Houston Subdivision near Newby, Texas. A slow-moving train traveled down the rails toward a crossing, but just as the warning signals were being activated, crews working on the tracks spotted two 18-wheel gravel trucks approaching.

The first driver raced his rig through the crossing, but the second truck didn’t make it in time. The crossing gates came down and the truck was stuck on the tracks.

As the drama unfolded, Anthony Rios, welder; Bobby Callaway, assistant foreman; and Corey Gray, Brian Stelly and Ray Woodside, mechanics, downed tools and rushed into action.

Seconds later, they flagged down the train and prevented what could have been a tragic accident. In an admirable show of alertness and quick response, this crew’s actions may have saved the life of the truck driver and certainly prevented extensive damage and cleanup.

While the train backed up to allow the crossing arms to rise, Rios spoke to the driver. “I told the truck driver he had made a bad mistake,” Rios recalls. “It could have been a whole lot uglier.”

He adds, “All the safety training that has been preached to me has done some good.”

The fast action and response of Rios and his co-workers have been duly noted. “I appreciate their diligence and attention to recognizing hazards,” says Structures Supervisor Ross Ruckel.

senior patrolman with Resource Protection, responded and apprehended them west of the yard. They had approximately 1.5 tons of steel track material in the truck when Paalhar

caught up with them. He charged them with numerous violations. All property was recovered with no loss to BNSF.

Paalhar says thieves usually covet metal, which they sell to recycling companies. This incident took place at 11 a.m. – disproving the idea that railroad thieves strike only in darkness.

“We all have to do our job – keep a lookout and prevent things like

this from happening,” says Sutherland, who was recognized with an On Guard Award.

Lori Bowden and Don Douglass

10 RAIlwAy I JANUARY/FEBRUARY 2008

Andy Paalhar, left, and John Sutherland

Houston Diversity Council members

RAIlwAy I JANUARY/FEBRUARY 2008 11

100

95

90

85

80

75

70

65

60

55

50APR 07 NOV07 DEC 07FEB 07 FEB 08JAN 08MAR 07 JUN 07MAY 07 JUL 07 OCT 07SEP 07AUG 07

BnSf Units handledYear-to-date through Feb. 7, 2008, and Feb. 6, 2007 2008 2007

2008 BnSf Velocity PerformanceQuarter-to-date through Feb. 7, 2008 1st Qtr. Goal Actual QTD

Locomotive miles per day 296.5 292.3

Agricultural car miles per day 177.5 182.2

Merchandise car miles per day 123.2 124.0

Coal cycle index* 290.9 291.7

Intermodal stack transit days* 4.55 4.55

Intermodal trailer transit days* 2.24 2.31

Coal 48,771 47,163Agricultural Products 21,409 18,349 Industrial 30,498 29,628Consumer 93,837 97,216System 194,515 192,356

BnSf Performance Measures

BnSf Stock12-month through Feb. 8, 2008 S&P 500 Index BNSF

BnSf Reportable InjuriesYear-to-date through Feb. 7, 2008

692008

2007 79

*With these measures, the lower the number, the better.

Locomotive data is measured as miles per day. Agricultural and Merchandise active car cycle data is measured as miles per day

on the BNSF system. Coal cycle time starts with the time the loaded train is released from the mine,

followed by transportation time to the utility, and stops when the train arrives to spot at utility. The cycle time starts again with the time the train is released from utility, followed by transportation time of the empty train back to the mine.

Intermodal is based on average time between cut-off and deramp or interchange delivery. Includes units in business segments 3 0 (International Intermodal) or 3 2 (Domestic Intermodal) and that traveled on train symbols M, P, Q, S, or Z and that have car kind K or V. Container service includes units with equipment type K (containers); trailer service includes units with equipment type V (vans).

RAIlwAy I JANUARY/FEBRUARY 2008 11

If the test is successful, the experimental unit with hydrogen-charged onboard batteries should be able to perform any assignment a traditional switch engine can perform, with the same efficiency. From the operator’s point of view, the experimental switch engine should work like any other. “In terms of operating controls, this locomotive will be identical to that of a conventional locomotive,” Lambrecht says.

In addition to powering a switch engine, the fuel cell has potential military applications. The U.S. Army uses just under 100 locomotives. With the hydrogen fuel cell powerplant onboard, these locomotives could be dispatched to locations in need of temporary electric power.

Project timelineFor such a pioneering effort, the fuel cell

project has a relatively short timeline. The project started in May 2006 and will be completed within two years.

Vehicle Projects kicked off the work by starting the design phase. In the summer of 2006, the locomotive platform was fabricated by Railpower Hybrid Technologies Corp., a company that develops and constructs specialized energy technology systems for

transportation and power generation. The locomotive used by Railpower was originally a 1950s-design EMD GP9.

In early 2007, the new subsystems for the switch engine were built, including the fuel cell power modules, the power electronics and the hydrogen storage subsystem. This work was performed by Vehicle Projects as well as companies that specialize in fuel cell technology.

Later in 2007, the pieces of the puzzle all came together at BNSF’s Topeka System Maintenance Terminal, where assigned BNSF locomotives come for major work. A team of BNSF employees was selected to work on the project, consisting of three electricians (Robert Shrake, Michael Bortz and Guy Cumpton), two sheetmetal workers (Craig Snyder and Jeff Gower), five boilermakers (Rob Farwell, Darryl Cummings, Richard Nash, Gordon Hall and Fred Stewart ), a first-line supervisor (Jeff Moore), an assistant general foreman (David Frazer) and Shop Superintendent Rick Galvan.

“Basically, our team’s job was to strip the locomotive down to its frame and start from scratch,” Galvan says.

The team began by building racks and brackets that would later hold components on the locomotive. Then, to the locomotive, they attached the new framework and then attached the subassemblies according to engineering blueprints from Vehicle Projects.

The team kept in daily contact with Vehicle Projects, allowing them to clarify instructions, troubleshoot problems and adapt to changes in design. “Our team members helped the engineering group a lot. They relied on the expertise of our team and their knowledge of locomotive frameworks,” Galvan says.

The integration of the major subsystems into the platform is continuing into early 2008. Under completion in Building 10B in Topeka, the project is exciting for the employees there, Galvan says. “Everybody is interested in the

project and provides feedback. We all feel like we’re viewing history in the making.”

Additional excitement was created in January with a media event at the facility. Several major news organizations attended a briefing. Sen. Sam Brownback (R-Kan.) described how he has worked for two years to procure funding for the fuel cell locomotive: “The progress that BNSF and Vehicle Projects are making in its development is remarkable, and their work is helping to wean America off foreign oil.”

the futureAfter assembly, the switch engine will

be taken to the Transportation Technology Center in Pueblo, Colo., for initial testing and will then head to the Los Angeles area for in-service testing.

After the concept has been proven, the engine may undergo further refinements and eventually may be put into revenue service in California – miles away from its origins in Topeka and leap years ahead of its peers in the switch yard.

Contributed by Susan Demers

(Continued from page 4)

Sheetmetal workers Craig Snyder, left, and Jeff Gower discuss piping arrangements.

Electrician Robert Shrake disconnects battery packs.

PRSRT STDU.S. POSTAGE

P A I DFORT WORTH, TXPERMIT NO. 2528

Burlington Northern Santa Fe CorporationP.O. Box 961057Fort Worth, Texas 76161-0057

PRSRT STDU.S. POSTAGE

P A I DFORT WORTH, TXPERMIT NO. 2528

T h e e m p l o y e e m a g a z i n e o f T e a m B n S f J a n U a R y / f e B R U a R y 2 0 0 8

Since being launched just under a year ago, the BNSF-TV network is broadcasting live local and company-wide information for employees from Los Angeles to Chicago and everywhere in between. Today, 110 BNSF-TVs have been installed, with monitors at major work locations on every division. If your work location doesn’t currently have BNSF-TV, which looks just like a big TV screen, chances are a monitor will soon be installed, or you can find one at another major work location.

The Web-based, Flash-driven news medium complements other employee communications tools already in place. It provides quick hits for scheduled-employee information – think CNN Headline News format. It’s ideal for those times when you have just a few minutes to “catch up” on news and is best suited for locations where employees gather, such as major crew-change points, break rooms and division offices.

The BNSF-TV team, made up of employees in the field as well as in Fort Worth, pulls together key corporate, departmental or division news for broadcast. BNSF-TV focuses on short news highlights and refers employees to their supervisors or an online or written resource if more detail is needed.

Topics range from critical railroad news to safety information, from local weather broadcasts to health tips, from national headlines to fun feature articles and much more.

And each BNSF-TV is customizable. While the BNSF-TV in Argentine, Kan., broadcasts its upcoming Mechanical class schedules, the Seattle team learns more about a winter snowstorm headed its way.

“Safety is our No. 1 priority, so as a severe winter storm approached recently, the BNSF-TV came in handy. The live weather images illustrated exactly when the storms would hit, and we reacted by posting safety briefing reminders and up-to-the-minute operational changes,” explains Manager of Safety Elizabeth Jackson, Northwest Division. “The BNSF-TVs provide us the ability to communicate several related messages, quickly and simultaneously, to employees specifically in our division.”

Directors of administration, first-line supervisors and general managers frequently cite the tool’s benefits as well.

“As a leader, I use the BNSF-TV to share operational ideas, helpful tips and ‘lessons learned’ with other divisions,” explains Kathy Straight, director of administration for the Powder River Division. “Safety information is universal, so I’m able to share my insight with employees across the system, and I get to learn from others, via the BNSF-TV, as well.

“BNSF-TV gives employees in the Powder River Division a sense of inclusion and engagement with the entire BNSF team. Employees in Wyoming once said they felt like ‘little fish in a big pond.’ Now they know their voices can be heard,” says Straight. “By featuring an employee’s photo with a safety

or operational-efficiency tip, everyone knows he or she can have a direct impact on the business.”

2008 BNSF-TV plans include increased video, such as customer vignettes, employee recognition spots and safety reminders, as well as additional BNSF-TVs installed throughout the system, including intermodal hubs.

Interested in finding out more about the BNSF-TVs or how you can contribute information? E-mail [email protected].

Stay tuned. ...

Contributed by Andrea Scott