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 m A R C h / A P R I l 2 0 0 8

2008 Plan to Keep Railroad Strong, Primed for Growth BNSF announced its planned

$2.45 billion capital commitment program for 2008, with the bulk

– about $1.8 billion – going toward maintenance to keep the

infrastructure strong.Page 10

Delivering Transportation Services – the Best Way

BNSF is rolling out Best Way, which is aimed at smoothing out congestion and working through bottlenecks to deliver the best possible customer experience. Argentine Yard is the

pilot location. Page 2

3-D Safety: Defining, Delivering, Discovering

Defining: Working together, labor and management strive to improve BNSF’s safety process. BNSF relies on local site

safety teams, division safety committees and a system-level task force to address safety concerns. Page 5

Delivering: Five 2007 Safety Bell teams turned in notable safety performances. Teams emphasized empowerment and

focused on the basics of safety. Page 6

Discovering: BNSF’s intermodal and automotive operation is improving its safety through an empowered workforce and

an inclusive safety culture. Page 8

Railway Staff

VP, Corporate Relations Mary Jo Keating

general Director, Internal CommunicationsKristen Rabe

editorSusan Green

Contributing PhotographersDennis Shogren, Clarke Sutphin and David Vickers

Got a StoRy iDea? Send story ideas to BNSF Railway Editor, via Outlook to: Communications, Corporate, or send by Internet to: susan.green@bnsf.com 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.

on the CoVeRPhoto by Dennis Shogren

2 Railway I MARCH/APRIL 2008

Central Region Vice President Bob Lease, who serves as one of the Transportation sponsors, explains, “The Best Way initiative is aimed at extracting the best way of coordinating, communicating and managing a freight yard. Development of these processes is the result of 24-hour monitoring and measuring key hand-offs, decisions and outcomes.” The Service Excellence team will institutionalize those processes by going out and communicating them to the entire system so that everyone at BNSF performs key tasks the same way, which will be the very best way on the entire system.

“Best Way is not an effort at efficiency, or specific job productivity, or work elimination,” he adds. “Best Way is aimed at smoothing out the bubbles of productivity and congestion, and working through traditional bottlenecks to deliver the best possible customer experience.”

Lease compares a BNSF rail terminal with a massive outdoor assembly line that builds a transportation product. “Despite the fact that each location is unique, there are a number of common operating decisions as well as performance constraints that beg for common solutions and correction across the entire system.”

As one of the largest hump and flat yards at BNSF, Argentine was selected to establish Best Way standards for other classification yards that share similar challenges and opportunities. Once the work is completed at Argentine, Best Way standards will also be established for coal train terminals, industry switching operations and intermodal terminals. As one focus area wraps up, the team will immediately begin the process at other BNSF facilities and continue this cycle until Best Way focus areas have been instituted across the entire system.

“The BNSF Best Way initiative currently focuses on both our coal terminals and our hump yards. For our hump yards specifically, given the complexity of these operations, the process for efficiently moving our customers’ shipments through our hump yards requires an orchestrated set of cross-functional activities across Transportation, Mechanical, Engineering and other BNSF departments,” explains Greg Fox, vice president, Transportation, and sponsor of the BNSF Best Way. “The potential benefits are substantial, including driving significant reductions in terminal dwell time for both locomotives and cars, as well as improving on-time train performance for our customers.”

As the pilot facility for the Best Way hump and flat yards initiative, Argentine Yard is the temporary home for team members from Service Excellence and for process consultants. In early January, the team conducted a workshop with local employees, collecting data and studying every process for handling a freight car – from

Delivering Transportation Services –

the Best Way

Several times a week, low rumbling sounds echo through the basement of BNSF’s Kansas Division headquarters at Argentine Yard in Kansas City, Kan.

But these rumblings are not a passing train, as one might expect. They’re the sound of a line of office chairs being wheeled down the hall by some 20 members of the Service Excellence team, made up of Argentine-based Transportation and Mechanical supervisors and members of Value Engineering & Strategic Analysis (VESA) supported by Technology Services and Engineering.

Carrying colorful flowcharts and PowerPoint decks, this enthusiastic group gathers in a large room to work on one of BNSF’s most challenging and exciting initiatives: Best Way. This project is being rolled out now to quickly leverage the capabilities of TSS Xpress, which provides Web-based access to BNSF’s existing TSS (Transportation Support System) application.

Railway I MARCH/APRIL 2008 3

the moment it arrives at the terminal until the moment it departs.

This cross-functional team finished the Best Way diagnostic phase at Argentine Yard in February. Implementation has begun and will continue there through May 2008.

a Competitive advantageUltimately, Best Way aims to improve

customer service and to more efficiently handle growing volumes. John Williams, general manager, Kansas Division, explains why Best Way implementation is so important.

“In the 150-year history of the rail industry, there have been evolutionary changes and revolutionary changes. New technology and worker creativity drive evolutionary changes. The market drives revolutionary changes. Best Way is a revolutionary change to more efficiently handle growth,” he says.

Williams points to a steady stream of tractor trailers rolling past his office window. “We are competing against other railroads, and we are competing against the trucking industry. Our competitors are not waiting for us to improve. They’re building infrastructure. They’re changing their processes. Other railroads and trucking companies are building alliances to be more competitive with BNSF. We need Best Way to meet that competition head on and maintain a competitive advantage.”

Down in the basement of Kansas Division headquarters, Brandon Mabry, assistant vice president, VESA, describes how Best Way will help maximize capacity and velocity. “Eliminating waste, reducing variation and improving flexibility will enable us to grow our capacity without spending capital dollars on infrastructure,” Mabry says. “Our workday will go by much faster. We’ll feel and be more productive. And we’ll deliver a greater level of service for all of our customers by making sure their shipments are moving on-time and damage-free.”

With seemingly every car, every locomotive and every inch of track in use across the system, it’s hard to envision waste in a terminal. But Mabry defines waste as any process that adds no value to the customer.

Turning to a wall covered with process diagrams, Mabry points out areas of waste in the terminal workflow. “In our industry, the biggest form of waste is waiting. And if you look at the time it takes a freight car to move through a terminal, much of the time that freight car is

waiting for some type of service.” This service may include the need to be switched, inspected, loaded or repaired.

Williams is quick to point out that other assets also spend a lot of time waiting in BNSF’s terminals. “The waste of waiting is about the biggest source of frustration for our employees,” Williams says. “Best Way is valuable to all BNSF employees, especially those ‘on the ground,’ because it’s going to reduce the frustration of waiting by creating repeatable job plans for use every day. When you come in to work, you will pretty much know what you’re going to be doing on a daily basis. We’re going to reduce the interruptions, reduce the surprises and reduce the variability in the work processes by sticking to the plan.”

Singing off the Same Sheet of Music

After nearly a full quarter of involvement with the Best Way pilot program, Argentine Yard Terminal Superintendent Steven Nettleton shares his enthusiasm for the initiative.

“I’m very excited about the process that we’ve put in place here in Kansas City as a result of Best Way,” Nettleton says. “We’re looking 12 hours out and locking our plan in TSS Xpress for manifest trains, and everyone – Transportation, Mechanical and the diesel service teams – is looking at that plan.” Previously, the yard would use a series of spreadsheets to determine what cars would be going on a manifest train, so there was a lot of variability in the plan, which could change at the last minute. Now, the tonnages are known 12 hours in advance so locomotive power can be assigned, and the plan is not subject to change.

“With the plan, everybody is singing off the same sheet of music. Trains are ready – they have power and crews, and the cars are

inspected and ready to go. Phone calls and instant messages are reduced. Everybody is looking at the same information to make strategic decisions, and all departments are truly working together to increase volume and velocity.”

At the end of a hectic day of Best Way meetings, brainstorming sessions and problem-solving, Robert Johnson, general director, Service Excellence, describes a few opportunities uncovered so far by Best Way.

In addition to eliminating waste, one key opportunity is the on-boarding of a wave of new employees. “Standardization through Best Way will help us take employees with a few years’ service and accelerate their abilities to prioritize their work and be as productive as an employee who has been here several years,” Johnson explains.

“Adopting Best Way also impacts employee safety,” Johnson continues. “It comes down to predictability. There will be fewer distractions and reduced audibles and less reacting, which will help employees maintain situational awareness and focus on the task at hand.”

According to Johnson, improving communication is one of the most important opportunities in the Best Way pilot program.

“Here at Argentine, Service Excellence discovered a lot of redundancies in communication, primarily with CAD (computer-aided dispatching) messages. For example, CAD messages were being sent to recipients who didn’t need the communication or the managers who did need the communication weren’t receiving them,” Johnson says. “Now we’re able to understand what type of communication is the right communication. Who needs it that’s not getting it? And who is getting it that doesn’t need it? We’re discovering best ways to streamline communication, so we can get back to the business of doing only what is necessary to move a car and exceed customer expectations.”

Lease frames the vision for Best Way in clear terms: “Best Way is not a ‘set it and forget it’ solution. Best Way will not end up in a three-ring binder on top of a file cabinet. Best Way is a continuous effort that will require care and commitment well after it has been implemented and will change the way BNSF delivers transportation services to our customers.”

Contributed by David Vickers

Best Way team members review a manifest train value stream map.

BNSF’s first Corporate Citizenship Report – highlighting BNSF’s goals and plans for continuous improvement in environmental stewardship, safety, people and communities, and economic impact – recently went “live.” The report is available online at http://www.bnsf.com/investors/ccr/2007.

“At BNSF we hold ourselves to the highest standards in corporate citizenship and stewardship,” says Matt Rose, chairman, president and chief executive officer. “We recognize that, as one of our nation’s largest railroads, we are a critical part of the global supply chain and are working to align our business decisions and our environmental, social and economic commitments to create value for our customers and stakeholders today, and in the future.”

Report Underscores BNSF’s CommitmentHighlights of BNSF’s 2007 Corporate Citizenship Report include: Between 1996 and 2006, the fuel efficiency of BNSF’s overall locomotive fleet increased 8.3 percent. In 2007, BNSF’s fuel efficiency improved nearly 3 percent, compared with 2006. BNSF has reduced its carbon intensity per ton mile by more than 6 percent since 1999. From 2002 through the end of 2007, BNSF retrofitted 2,300 older locomotives, reducing NOx emissions on those units by 33 percent.

In addition, BNSF’s 2007 Annual Report is now also online. Check it out at http://www.bnsf.com/investors/annualreports/2007annrpt.pdf.

4 Railway I MARCH/APRIL 2008

Q. how do the average monthly Railroad Retirement and Social Security benefits paid to retired employees and spouses compare?a. The average age annuity being paid by the RRB at the end of fiscal year 2007 to career rail employees was $2,405 a month, and for all retired rail employees the average was $1,890. The average age retirement benefit being paid under Social Security was more than $1,050 a month. Spouse benefits averaged $710 a month under Railroad Retirement compared with $505 under Social Security.

The Railroad Retirement Act also provides supplemental railroad retirement annuities of between $23 and $43 a month, which are payable to employees who retire directly from the rail industry with 25 or more years of service.

Q. are the benefits awarded to recent retirees generally greater than the benefits payable to those who retired years ago?a. Yes, because recent awards are based on higher average earnings. Age annuities awarded to career railroad employees retiring at the end of fiscal year 2007 averaged more than $3,005 a month while monthly benefits awarded to workers retiring at full retirement age under Social Security averaged nearly $1,400. If spouse benefits are added, the combined benefits for the employee and spouse would approximate $4,200 under Railroad Retirement coverage, compared with $2,100 under Social Security. Adding the supplemental annuity to the railroad family’s benefit increases the average total benefits for current career rail retirees to more than $4,235 a month.

Q. Can railroaders receive benefits at earlier ages than workers under Social Security?a. Railroad employees with 30 or more years of creditable service are eligible for regular annuities based on age and service the first full month they are age 60, and rail employees

with less than 30 years of creditable service are eligible for regular annuities based on age and service the first full month they are age 62.

No early retirement reduction applies if a rail employee retires at age 60 or older with 30 years of service and his or her retirement is after 2001, or if the employee retired before 2002 at age 62 or older with 30 years of service.

Early retirement reductions are otherwise applied to annuities awarded before full retirement age – the age at which an employee can receive full benefits with no reduction for early retirement. This ranges from age 65 for those born before 1938 to age 67 for those born in 1960 or later, the same as under Social Security.

Under Social Security, a worker cannot begin receiving retirement benefits based on age until age 62, regardless of how long he or she worked, and Social Security retirement benefits are reduced for retirement prior to full retirement age regardless of years of coverage.

Q. Does Social Security offer any benefits that are not available under Railroad Retirement?a. Social Security does pay certain types of benefits that are not available under Railroad Retirement. For example, Social Security provides children’s benefits when an employee is disabled, retired or deceased. Under current law, the Railroad Retirement Act only provides children’s benefits if the employee is deceased.

However, the Railroad Retirement Act includes a special minimum guaranty provision that ensures that railroad families will not receive less in monthly benefits than they would have if railroad earnings were covered by Social Security rather than Railroad Retirement laws. This guaranty is intended to cover situations in which one or more members of a family would otherwise be eligible for a type of Social Security benefit that is not provided under the Railroad Retirement Act. Therefore, if a retired rail employee has children who would otherwise be eligible for a benefit under Social Security, the employee’s annuity can be increased to reflect what Social Security would pay the family.

Q. how much are monthly benefits for survivors under Railroad Retirement and Social Security?a. Survivor benefits are generally higher if payable by the RRB rather than Social Security. At the end of fiscal year 2007, the average annuity being paid to all aged and disabled widow(er)s averaged $1,165 a month, compared with $995 under Social Security.

Benefits awarded by the RRB at the end of fiscal year 2007 to aged and disabled widow(er)s of railroaders averaged more than $1,545 a month, compared with $820 under Social Security.

The annuities being paid at the end of fiscal year 2007 to widowed mothers/fathers averaged $1,470 a month and children’s annuities averaged $855, compared with $760 and $685 a month for widowed mothers/fathers and children, respectively, under Social Security.

Those awarded at the end of fiscal year 2007 averaged $1,590 a month for widowed mothers/fathers and $1,180 a month for children under Railroad Retirement, compared with $735 and $680 for widowed mothers/fathers and children, respectively, under Social Security.

Q. how do Railroad Retirement and Social Security payroll taxes compare?a. Railroad Retirement payroll taxes, like Railroad Retirement benefits, are calculated on a two-tier basis. Rail employees and employers pay Tier I taxes at the same rate as Social Security taxes, 7.65 percent, consisting of 6.20 percent for retirement on earnings up to $102,000 in 2008 and 1.45 percent for Medicare hospital insurance on all earnings.

In addition, rail employees and employers both pay Tier II taxes, which are used to finance Railroad Retirement benefit payments over and above Social Security levels.

In 2008, the Tier II tax rate on employees is 3.90 percent and on rail employers it is 12.10 percent on employee earnings up to $75,900.

Q. how much are regular Railroad Retirement taxes for an employee earning $102,000 in 2008 compared with Social Security taxes?a. The maximum amount of regular Railroad Retirement taxes that an employee earning $102,000 can pay in 2008 is $10,763.10, compared with $7,803 under Social Security. For railroad employers, the maximum annual regular retirement taxes on an employee earning $102,000 are $16,986.90 compared with $7,803 under Social Security. Employees earning more than $102,000, and their employers, will pay more in retirement taxes than the above amounts because the Medicare hospital insurance tax of 1.45 percent is applied to all earnings.

no matter if you’re closing in on retirement or just planning ahead, most employees want to know how their Railroad Retirement benefits stack up compared with those earning Social Security. According to the U.S. Railroad Retirement Board (RRB), because employers and employees covered by the Railroad Retirement Act pay higher retirement taxes than those covered by the Social Security Act, Railroad Retirement benefits remain higher than Social Security benefits, especially for career employees.

The following questions and answers from the RRB show the differences in Railroad Retirement and Social Security benefits payable at the close of the fiscal year ending Sept. 30, 2007, as well as the differences in age requirements and payroll taxes under the two systems.

Understanding Railroad Retirement vs. Social Security Benefits

The Railroad Retirement Board (RRB) operates field offices throughout the country. Their field office staff handles all questions regarding: Regular and disability retirement benefits Survivor benefits Medicare Social Security benefits for railroad workers and their families Tax withholding and statements Sickness and unemployment benefits Go to the RRB’s Web site at http://www.rrb.gov/default.asp and look for the “Contact an RRB office near you” link or call (312) 751-7139 for more information.

Contacting Your Local RRB Office

Railway I MARCH/APRIL 2008 5

F rom local site safety teams to the System Safety Assurance and Compliance

Program (SACP) task force, BNSF employees are taking a collaborative approach to safety. As these teams bring together labor and management for constructive and focused safety discussions, they demonstrate that the people who do the job every day must be involved in identifying and solving safety concerns. Resolving local issues

At more than 100 terminals and yards, local site safety teams are working to help identify and reduce potential safety risks at each location. Co-chaired by union and management representatives, these committees take a collaborative approach to safety.

Site safety teams represent a broader company philosophy: Employees at a given location are best positioned to identify – and reduce – risks. Or, as Mark Schulze, vice president, Safety, Training and Operations Support, says, “Our safety success is driven at the local level.”

In addition to the co-chairs, the teams include representatives chosen by every participating labor organization and selected management personnel. Site teams consider all local safety-related concerns, including environmental concerns, process concerns, work practices or equipment items. “Anyone, anywhere on the BNSF system can turn in a safety issue,” says Ted Stauffer, locomotive engineer and legislative representative for the Brotherhood of Locomotive Engineers and Trainmen. Stauffer co-chairs the site safety team at Argentine Yard in Kansas City, Kan. “It is the local site team’s responsibility to investigate and resolve these issues.”

Issues are logged into a Safety Issue Resolution Process (SIRP) database. Once logged, the issue is given a number and assigned to someone to facilitate the issue to resolution. Additionally, the site team ensures that the

employee who contributed the issue is informed about its status. That employee can also access information about the issue’s status by logging into the SIRP database.

Stauffer says that the process absolutely works. “I have a boxful of safety issues that our team has resolved. The bottom line for us is to make sure that everyone goes home in the same condition as when they came to work,” he says. “That’s what we’re all working toward.”

Some site teams also recognize those employees and work groups that have contrib-uted to safety. Articles in division, craft and shop newsletters are one way of citing distinction and communicating local efforts. Many divisions also use BNSF-TV to recognize team success.

BNSF has long been committed to sup-porting local safety committees, but a renewed emphasis came with the series of joint safety participation agreements between BNSF and its labor unions. In addition, through these safety participation agreements, more than 100 safety coordinator and safety assistant positions were created. These positions are filled by designated labor representatives who focus full-time on craft-specific safety processes. These teams of safety assistants and safety coordinators also meet periodically to discuss safety issues.

elevating ConcernsWhile most safety concerns are investigated

and resolved by a site team, a small percentage are elevated to a higher level. Often these

are issues that require more capital funding, according to George Bonney, a United Transportation Union safety coordinator. Bonney serves on one of BNSF’s 14 division safety teams. Like the site safety team structure, division teams also consist of labor and management representatives helping guide safety processes. Other members include the division’s safety manager, selected division leaders and two appointed representatives from each craft.

Co-chaired by a selected labor representative and the division’s general manager, these division safety teams work to help identify division safety concerns and act as an oversight committee for local site safety teams.

Bonney says that the emphasis is definitely on resolving issues at the local level. To elevate an issue to the division level requires a detailed, documented effort of attempts to resolve it, along with all other due diligence concerning the safety issue. This might include a list of unacceptable risks, pictures of the safety issue, alternative solutions that the team discussed or tried, and cost estimates for eliminating the risk.

Working cooperatively, division teams decide the outcome by consensus, and the issue is either accepted by the team for further investigation, sent back to the local site team to continue working or elevated to the system level. Breaking through Barriers

A unique, system-level task force operates at BNSF, or more accurately, cooperates. BNSF implemented the SACP in December 1996 to create a cooperative labor/management forum to address safety concerns. Representatives include BNSF Operations leaders, labor organization leaders and a representative from the Federal Railroad Administration (FRA).

The task force meets four times each year to review issues that either have been elevated to

(Safety Process continued on page 7)

BnSf’s safety culture is behavior-based and relies on empowerment. Supporting this culture is a strong cooperative commitment from both labor and management to continually improve BnSf’s safety process and reinforce safe work practices.

Working Together for Safety’s Sake

“The bottom line for us is to make sure that everyone goes home in the same condition as when they came to work.” – Ted Stauffer

6 Railway I MARCH/APRIL 2008

Recognizing Achievement: 2007 Safety Bell Teams

S ome BNSF teams achieved safety excellence in 2007, though overall BNSF

fell short of its goals for safety improvement. Recognized with a Safety Bell Award for their 2007 performance, all these teams focused on one common goal: working in an accident- and injury-free environment.

Telecommunications

Rallying around the slogan Keep Your Head in the Game, the Telecommunications group did just that and was awarded two Safety Bell Awards. The group attained the Best Frequency among Engineering and related teams, with .79 injuries per 200,000 work hours, compared with their 2006 performance of 1.67. The group also received the Most Improved Safety Bell Award for Engineering and related teams, based on improvements in their frequency/severity index from 2006 to 2007.

According to Susan Borsellino, director, field operations, Central, Telecommunications renewed its emphasis on four target areas last year:

1. Awareness

2. Individual ownership of personal safety

3. Focusing on the task at hand

4. Watching out for other employees

Communication played a large role in keep-ing employees informed of best safety practices as well. Telecommunications safety assistants published weekly focus topics contributed by field employees, along with issues that assis-tants felt needed extra emphasis. Additionally, employees on the Telecommunications weekly conference call discussed these focus topics. Ev-ery month, the work group distributed progress evaluations on safety training, operations testing and work practice observations, which tracked progress compared with the team’s Safety Ac-tion Plan.

“Nothing else matters if our people do not go home safely. I am so proud of this team for delivering results safely,” says Jo-ann Olsovsky, vice president and chief information officer, who headed the Telecommunications group in 2007.

Montana Division

Achieving a 37-percent improvement in track incidents helped propel the Montana Division to the Best Rail Accident Performance Bell. With more than 2,200 track miles to cover, divi-

sion Transportation, Engineering and Mechani-cal work groups focused on two items: use of switches, and protecting people and equipment.

“In all our job safety briefings, we stressed best practices in using switches and protect-ing shoves,” says Lance Vallone, the division’s safety manager. For the Mechanical group, the division focused on performing good inspec-tions and maintaining locomotives and equip-ment. The Engineering team continued its focus on the physical plant. The division continually communicated and emphasized these topics throughout the year at safety marathons and at team safety meetings.

Employees considered the environment, as the division is also subject to extreme weather conditions. Temperatures range from 110 degrees above zero to 40 degrees below zero. Vallone points to a team effort, saying that not just one group could keep trains moving in conditions as varied as that. “Transportation, Engineering and Mechanical teams work well together and have good communication. That, along with solid participation in the safety process, was the No.1 key to our safety performance last year,” he says

.Northtown

Turning in an exemplary safety performance, the Northtown Mechanical facility in Minne-apolis, received a Safety Bell Award for Best Severity among Mechanical work groups. In 2007, the shop had no lost or restricted days due to a reportable injury.

According to Shop Superintendent Doug-las Wagner, his team focused on creating an atmosphere in which employees worked with the common understanding that all accidents are preventable. In support of this safety goal, the shop adopted a “safety attitude” in which employees were encouraged to identify risk and to pay attention to housekeeping. Supervisors and employees joined together to consistently perform job safety briefings.

The shop’s emphasis on safety depended heavily on teamwork. Employees work so well together that a Northtown team developed a new process for changing bearings on the EMD locomotives that is being used across the system.

Wagner says shop employees watched out for one another, particularly participating in work practice observations.

“We got down to basics, but we did these basic things ev-ery day,” Wagner stresses. “I credit all the employees for winning the Safety Bell. They remained focused and worked together.”

Signal Southwest

Recognized among Engineering and related groups, the Signal Southwest team received a Safety Bell Award for Best Severity. For 2007, the Signal Southwest team maintained the lowest severity ratio at 2.69, reflecting lost and restricted days due to reportable injury.

The Southwest Signal team, led by Director Gene Kirkley, is comprised of the signal manag-ers on the California, Southwest, Gulf, Texas and Kansas divisions along with the Kansas City Terminal. To be successful, each team focused on the areas embodied in Making Safe Decisions, namely empowerment, leadership and quality job safety briefings.

According to Jim LeVere, assistant vice presi-dent, Signal, any incident can have a catastroph-ic outcome, but by following the principles of Making Safe Decisions, the team reduced the incidents and severity. “I am proud of the success this team has demonstrated it can achieve,” LeVere says.

Notably, the Southwest Division Signal work group, led by Bill Dorcey, Signal manager, reported zero injuries for his group of 125 during the year. This team focused on two areas: rules compliance and co-worker assistance by being a brother’s keeper. “My group has a really good attitude,” says Dorcey. “And that has a lot to do with focusing on the job.”

Colorado Division

Adopting a different approach in 2007, the Colorado Division worked on enhancing two-way communication and initiatives between management and labor work groups. As a result, the division received a Safety Bell for Most Improved for improvements in its frequency/severity index from 2006 to 2007.

(Bell Teams continued on page 7)

each year, BnSf awards Safety Bells 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.

Railway I MARCH/APRIL 2008 7

(Safety Process continued from page 5)

the SACP level from the division safety teams or to investigate issues that are broadly systemic, affecting employees companywide. Like the site safety teams, the task force uses a logging and tracking process to ensure that issues are handled and completed.

The task force operates by its own charter and relies on three subgroups – Transporta- tion, Engineering and Mechanical – to investigate issues. “We found this was really necessary and a better use of resources. We can target safety issues to particular crafts,” says Joe Dominguez, a 34-year machinist and recording secretary representing the International Association of Machinists & Aerospace Workers.

Since its inception, the task force has successfully resolved nearly 900 issues. Roger Bobby, a vice general chairman with the Brotherhood of Maintenance of Way Employes, has been involved from the beginning. “The SACP issue log is 250 pages long. Every one of those issues has affected the safety of all of us

out there working every day,” he notes.The success of the task force depends

largely on the relationship between labor and management, and the level of involvement of labor. Larry Cloyd, a carman who is a local chairman with the Brotherhood of Railway Carmen, acknowledges that the SACP team provided a necessary link that seemed to be missing between top management and labor leaders.

“Everyone – both management and labor – sees the value in being a part of this process,” says Dominguez. “We share the common goal of eliminating risk, so we don’t have our people getting injured.” advancing Safety

The SACP task force has been able to grapple with – and resolve – a number of safety issues that have had a powerful effect not only for BNSF employees but also the industry. These issues have touched on empowerment, safety communications, processes and procedures.

Mike Dake, general chairman of the Brotherhood of Railroad Signalmen, agrees that the task force has been worthwhile. “A lot of things we’ve accomplished transcend craft lines,” he says.

Taken together, these joint processes provide a strong safety foundation, says Schulze. “Proactively addressing concerns is an essential element of the safety process,” he says. “We believe that our site safety teams, division teams and the SACP task force are all powerful ways to help advance and improve our safety performance.”

employee Safety tips:

“We do proper risk assess-ments, good job briefings, and make sure we are all on the same page before getting started on the task at hand.”

– Phil Conklin, MOW gang foreman, Douglas, Wyo.

VP, Safety, training and operations Support: Mark Schulze, Mark.Schulze@bnsf.com

editor: Linda Jacobson, ljacobson@quepr.com

Got a story idea? Send story ideas, suggestions and comments to bnsf.safety1@bnsf.com or call Gene Welander at (817) 352-1144.

Safety ViSion We believe every accident or injury is preventable. Our vision is that BNSF will operate free of accidents and injuries.

focus on Safety

“We need to remind ourselves what can happen if we don’t stay safe. It’s not only the railroad that wants me to stay safe but my family, too.”

– Travis Davis, conductor/ switchman, Lafayette, La.

Foul of Track AwarenessRoutine

Do you know the rules about fouling track?

• EngineeringInstructionS-1.1.4.E• GCOR1.20• MechanicalM-3.9• MWOR1.20• SafetyRulesS-1.1,S-1.2.3,S-1.6.1,S-13.1.3

Before fouling track, do you always check both directions for moving equipment?

Throughout your task, do you focus on track movement?

When crossing tracks:• Doyouavoidunnecessarystoppingbetweentracks?• After the last car/equipment in movement, do you look

for movement on the adjacent track?• Doyouprovide25feetseparationfromstanding

equipment where required?• Areyousufficientlyaheadofapproachingequipmentto

cross safely?

Do you communicate with on-track equipment personnel from the field side?

Do you dismount on-track equipment from the field side?

Can you perform the work from the field side of the track?

Did you complete the appropriate form, where required:• “StatementofOn-trackSafety”form?OR• “EmployeesOccupying/FoulingTrack/MainTrack

Switch Position Verification” form?

Did you or others brief on-track safety before working adjacent to live track?• Establishlimitsofprotection?• Defineemployees’rolesinensuringsafety?• Establishlookoutlocationwhererequired?• Establishmethodofcommunication?• Establishwarningnoticeofapproachingtraffic,other

than visual contact?• Designatea“placeofsafety”?

Are you focused on your environment?• Doyouknowyourpositiononthetrackwithregardto

possible movements?

Is weather a factor, or is your visibility impaired?

Are you anticipating movement on any track, in any direction, at any time?

Readiness

(Bell Teams continued from page 6)

“We honed in on a safety philosophy of ‘safety with’ rather than ‘safety to.’ This, along with targeting relationships, really made the difference for us in 2007,” says

Allen Wolfe, the division’s safety manager. The division began the year with a slew of injuries, particularly in Engineering.

Division Engineer Mark Carpenter initiated meetings to share values and review safety processes, particularly identifying risks. At those meetings, leaders received

feedback that opened up communication. More feedback came to division General Manager Janssen Thompson from meetings with local chairmen.

Beginning in the second quarter, the Engineering group, along with Transportation and Mechanical work teams, turned a corner, according to Wolfe.

The division also worked hard to complete storybooks for every division facility. These books provide detailed instructions and list derails, close clearances and other specific information about a site. “We have quite a few new people, so completing the storybooks was a huge help to us in dealing with knowledge transfer and protocol,” says Wolfe.

Editor’s Note: Two other Safety Bell Award recipients, the Nebraska Division and the Interbay Mechanical Shop, were featured in the January/February 2008 issue of Focus on Safety.

8 Railway I MARCH/APRIL 2008

BNSF’s intermodal and automotive operation has consistently decreased accidents, injuries and trailer/container securement failures during the last four years. Part of the reason is an empowered workforce.

Rules

Are you familiar with the location’s Hazardous Energy Control Plan?• Authorizedandaffectedemployees• InventoryofequipmentrequiringLOTO

procedures• LOTOproceduresforeachpieceofmachinery/

equipment• ProceduretoverifyLOTOeffectiveness

Do you know LOTO rules?• EngineeringInstruction1.10• MechanicalSafetyRulesS-3.16,S-10.3.1,

S-16.17, S-27.13 and M-3.4

Review

Do you know when to use LOTO on machinery/equipment?• Inspection• Installation,set-upormodification• Maintenanceorservicing• Anyoperationthatrequires:

n Bypassing a guard or safety devicen Placing any part of the body in a point-of-

operationn Placing any part of the body in an associated

danger zone

Have you completed LOTO training?

Before applying LOTO:• DidyoureviewLOTOproceduresforthe

specific machinery/equipment?• Doyouhavetheappropriatelockoutdevices

and tags?

Routine

Did you brief all affected employees?

• Did you establish a safety zone and communicate the zone dimensions?

Have you shut down equipment with normal controls to de-energize?

Have you ensured all energy-isolating devices:

• Have labels?

• Are in the Safe or Locked position?

Did you use your own lock or, in operations involving two or more employees, a multiple-lock hasp?

• Did you verify a complete isolation?

• Did you test your lockout to ensure effectiveness?

After completing the work, did you brief all affected employees prior to removing LOTO?

A bout 245 days each year, Carmen Iacullo, director, Hub and Facility System Safety,

observes workers at BNSF’s 33 intermodal and 24 automotive facilities, as well as the 16 port facilities that BNSF serves. Approximately 20,000 people enter and leave these locations each day, and Iacullo is working to ensure that all workers understand “that the culture of safety provides the highest quality of life without compromise.”

In addition to working with BNSF employees, Iacullo coordinates safety efforts with external parties, including:

n Service partners n Haul-away carrier employees n Port terminal operators n International customers n Outside trucking community n Other third-party employees

an inclusive Safety CultureIacullo’s goal was to build a structure

that would enable various work groups, many of which are not employed by BNSF, to come together to discuss safety issues. He began by establishing inclusive safety teams at every intermodal and automotive location across the system. That may have provided the framework, but, according to Iacullo, the real key to safety resides with the employees working at the facilities, along with the people who come and go each day.

Michael Utterback, senior manager, Hub

Operations, Logistics Park-Chicago, agrees. “Although we handle strictly international customers like other facilities, we have BNSF employees, service partners and outside trucking employees. We must all work together to maintain a safe facility,” he says.

Iacullo credits the BNSF intermodal and automotive staff, along with all the service partner managers and employees at each location, in helping to establish a safety culture.

All work groups are represented on safety teams, whether they are BNSF work groups or external service partners, and all attend monthly safety meetings. Each facility celebrates safety successes, which are recognized at monthly safety meetings and safety brunches.

Additionally, BNSF hosts quarterly meetings with the outside trucking community, service partners and customers to recognize safety successes. Annually, intermodal and automotive hosts a Safety Summit banquet to recognize parties that have performed safely.

All work groups participate on observation teams. Teams at each facility conduct weekly observations, which help strengthen safety education, especially for nonemployees. Work groups regularly review system incidents, accidents and securement failures with BNSF hub staff and service partners.

Safety, one lift at a timeIntermodal facilities handled nearly 8

million units (containers or trailers) in 2007.

Automotive facilities handled more than 2 million units (new automobiles and used vehicles) last year.

For intermodal, productivity and safety are measured in terms of “lifts,” the times a container or trailer is loaded or unloaded from a rail car. For automotive, productivity and safety is measured in terms of the number of units driven on or off a railcar. Since intermodal and automotive safety includes nonemployees, whose man-hours are not tracked by BNSF, safety measurements are classified by the number of accidents or injuries for every 50,000 lifts, or the trailer/container securement failure rate for every 50,000 lifts.

For the past four years, intermodal has enjoyed a steady safety improvement as shown by a 15-percent – or better – year-over-year reduction in the total accidents, injuries and securement failures. Additionally, last year, BNSF intermodal hubs showed a 46-percent reduction in injuries compared with 2006 figures, and a 25-percent reduction in intermodal (crane, rail and truck) accidents. Automotive showed a 99-percent reduction in accidents and injuries for third-party providers across the system. Systemwide, train and road crossing incidents within the facilities were reduced by 66 percent.

“Safety is about culture, which means that people may have to adjust their behavior. I’ve seen a lot of change in at-risk behavior, and I’m really pleased with the results,” says Iacullo.

Intermodal Safety Stacks Up

loCKoUt taGoUt

Railway I MARCH/APRIL 2008 9

Springfield DivisionS

havelock (neb.) Shop h

Chicago DivisionC

tulsa employees team with BnSf foundation to Donate Shoes

Looking in their own backyard, the Tulsa, Okla., Diversity Council recently saw a need to “adopt” a low-income school not far from the BNSF terminal. Almost 350 children attend Eugene Field Elementary School, which has a large ethnic population.

The council, chaired by Greg Peters, trainmaster, learned that most students were coming to school with inadequate shoes. The cost of providing new shoes for each student would be about $6,500.

With that goal in mind, council members began raising funds, beginning with a raffle. The council also solicited area businesses, eventually raising $5,500. The BNSF Foundation helped with the $1,000 shortage.

Coffee, Doughnuts and DiversityCoffee and doughnuts are the perfect

accessories for a meet and greet, and that’s exactly what employees at Cicero, Ill., enjoyed with the Chicago Division Diversity Council in January.

Ann Coleman, locomotive engineer and council member, says Diversity Council members want to acquaint themselves with employees on the division.

“We use coffee and doughnuts as an opportunity to talk to employees and let them

know who we are and what we do,” she says. The council visited the locations in the morning, catching the end of the

third shift and the beginning of the first. In February and March, the council visited

with nearby Corwith Yard and Logistics Park-Chicago employees and plans to meet and greet at the Eola Yard next.

Giving the Gift of life 85 timesLong-time blood donor Jack Watson,

carman, recently donated his 85th pint of blood as a part of Havelock Shop’s American Red Cross blood drive. Watson has been a donor for more than 30 years and notes he is just following his father’s example.

“My father said they needed blood, so I gave,” he says. “It is as simple as that.” Watson estimates he is three pints away from donating a total of 11 gallons of blood. “It is just something you do to help out your

fellow man.”“It is so

important for eligible donors to volunteer,” says Lisa Gladney, a BNSF field

manager, Medical and Environmental Health, and drive coordinator. “When else do you have the opportunity to save three lives in 45 minutes?”

Gladney reports that of all those people eligible to donate, less than five percent supply blood for the entire population. Eligible donors can donate as many as six times per year.

Brainerd Roadway equipmentBMission nearly accomplished

Last October, 12 employees at the Brainerd (Minn.) Equipment Shop volunteered to work on a six-month project that would challenge their technical and creative skills, not to mention their patience and knowledge of the German language.

The project is the upgrading and overhaul of an 11-year-old Plasser CAT Unimat Tamper. A new machine would cost $3.2 million.

The CAT’s (continuous action tamper) ability to tamp two ties at a time makes it able to do twice the work of most single-insertion machines. Built jointly in Linz, Austria, and Norfolk, Va., the parts lists, drawings and schematics for the machine are in German and English.

The job is the first of its magnitude for the shop, and the team was determined to complete the work in less time and for 50 percent of the proposed cost.

“The team is progressing extremely well,” says Jeff Schurman, shop superintendent. “These people are doing whatever they need to because they want to succeed.”

The team includes boilermaker Larry Bolton; electricians Jay Landis, Mark Mankowski and Michael Schlueter; machinists Shane Collins, Dan Cory, Jason Jay, Nick Jares, Paul Rudolph and Gary Thiesse; and sheet metal workers Leland Segler and Craig Weigel.

When finished, the machine will be assigned to the Texas and Gulf divisions for mainline track surfacing.

Chinese Railroad Reps Pay a VisitRailroaders from the East and West

recently had a meeting of the minds, as representatives from the Chinese equivalent of the Federal Railroad Administration met with GE and BNSF representatives to learn about the latest trends and technologies in American railroading.

John Stevenson, superintendent of operating practices, and Chip Ewing, road foreman of engines, escorted the Chinese representatives and answered questions.

Some of the representatives rode a stack train from Long Beach, Calif., to San Bernardino, Calif.

“They wanted to ride on an intermodal train

with distributed power, and they were very happy with what they saw,” Stevenson says. “They had questions about every aspect of our train handling.”

Stevenson says that though BNSF wasn’t given much notice of the representatives’ desire to ride a train, with help from Rich Dennison, superintendent of operations, and Vanessa Knapton, trainmaster, the foreign emissaries were able to ride the rails.

los angeles Divisionl Montana DivisionMtracks lead BnSf employee to life-Saving Mission

Jim Hunter, bridge inspector, was on his way home from Havre, Mont., to Helena, Mont., when he decided to take a shorter route – a decision that put him at the right place at the right time.

Driving along a dark two-lane highway, Hunter noticed tire tracks that veered off the side of the road. He could see a truck in the field, and slowing to get a better view, he heard a cry. He parked, called 911 and then immediately ran across the field.

Hunter found a boy partially hanging out the back window. Shining a light around the truck, he saw a man on the ground, not moving. He asked the boy if anyone else had been in the truck but didn’t receive an answer. Hunter immediately began triage efforts. The man was breathing but not conscious.

Gathering the boy, Hunter took him back to his truck, then grabbed some heavy

clothing and headed back to assist the father, covering him. Soon, an ambulance and sheriff deputies arrived, taking

over the scene. The authorities also found a female passenger near the highway. After being airlifted, all three recuperated.

Hunter almost certainly saved these people’s lives, says Dwayne Whitaker, manager, Structures, who along with BNSF Special Agent Thomas Andersen recognized Hunter for his vigilance and his Good Samaritan efforts.

The “Across the BNSF System” section is about BNSF people who are making a difference, who care enough to better the workplace as well as the communities where we live and where our trains operate. This feature is 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.

Chip Ewing, left, and John Stevenson

10 Railway I MARCH/APRIL 2008

To keep the infrastructure strong, about $1.8 billion of BNSF’s $2.575 billion 2008 capital commitment is planned for maintenance, which includes refreshing track, signal systems, structures, freight cars and upgrading technologies. Also in this year’s capital plan, BNSF will lease an additional 275 locomotives for about $500 million. BNSF also plans $250 million in track and facility expansion, a number that is significantly lower than the expansion investments in recent years.

“We are committed to expanding our capacity to handle long-term growth, and we always balance those investments with short-term market conditions and demand,” explains Carl Ice, executive vice president and chief operations officer. “In addition, our significant investment in ongoing maintenance underscores the tremendous importance of ensuring a safe and reliable physical plant.”

Major expansion projects will include continued work on double- and triple-track on the Transcon between Los Angeles and Chicago. By the end of 2008, less than 37 miles of this critical route will be single-track.

On the coal route, BNSF will continue to add double-track in Nebraska and Wyoming to meet demand for Powder River Basin coal. As new plants come on line and mines expand production and improve throughput, demand is expected to continue increasing.

To support BNSF’s intermodal growth, construction is under way on the facility in Memphis, Tenn., and the permitting process will continue for the multimodal Logistics Park-Kansas City (Gardner, Kan.). And the Alliance, Texas, facility has already placed new storage and lead tracks into service. (Please see related story.)

Below are some examples of the major expansion projects planned or under way for

Capital for major construction, such as expanding BNSF’s coal route, is earmarked for long-term growth. On the Orin Subdivision, 21 miles of fourth main track will be added this year.

Some capital projects are completed in a matter of weeks and months, while others can take years. every project has a target in-service date, but sometimes these can be delayed by weather or other unforeseen events.

But the 50-plus days of rain last year didn’t

stop Engineering from completing in January

a massive expansion of the Alliance, Texas,

Intermodal facility on time and on budget – in

just 10 months and at a cost of $32.3 million.

Thanks to this capital expansion, the facility

has additional staging and storage capacity and

will soon have a new Automated Gate System

(AGS), which is slated to open in April. All of

the additions will improve the efficiency of the

existing facility. “The more trains and trucks

in and out of the facility, the better,” says Josh

Ruple, manager, construction in Engineering.

2008 Plan to Keep Railroad Strong, Primed for Growth

Alliance Intermodal Facility

expansion a Capital idea

2008; some are multiyear projects that began last year or may extend into future years:

CaliforniaKeenbrook to Summit – 15 miles of triple-

track; project completion is scheduled for fourth quarter of 2008.

Los Angeles (Hobart Yard) – Parking lot expansion involves the removal of the Maintenance of Way buildings to add 110 parking spots with completion set for end of March; 26th St. grade separation is expected to be completed by first quarter 2009 based on current schedule; west end strip track extensions will extend yard tracks and allow for handling 8,000-foot trains with completion scheduled for June.

KansasGardner – Property has been secured for

logistics park and permitting is under way; construction is expected to begin third quarter 2008 with completion anticipated in 2010.

new mexicoAbo Canyon – Five-mile double-track

project; permitting process under way; on current schedule, project to be completed by fourth quarter of 2009 with late March in-service anticipated.

TennesseeMemphis Intermodal Facility – Wide-span

crane and parking construction; various phases under way, with project completion currently set for early 2009.

WyomingOrin Subdivision (Logan Hill) – Construct

21 miles of fourth main track; main line is scheduled to be placed in-service in May.

BNSF’s Intermodal facility at Alliance, Texas, was a good candidate for expansion because it had reached storage capacity. With the expansion, Alliance will be more efficient and ready for growth.

Railway I MARCH/APRIL 2008 11

New entry and exit portals will use high-

speed recognition cameras to record trucks

entering and leaving the facility, giving BNSF

a more thorough inspection.

The system also provides drivers an

automated interface to receive and verify load

delivery and pick-up information. The new

gates will be safer, too, because a new circular

layout will keep trucks from meeting each other

as they come in and out of the facility, and

personnel will no longer need to inspect trucks

from the ground.

The new checkpoint system will also

reduce the process time for traffic entering

or leaving the facility through automation,

thereby increasing the overall access capacity

for Alliance. The old gates will remain at

the facility, but will only be used by service

contractors, not intermodal trucks.

Contributed by Amy Ray

in and out of the facility daily, as many as 30

to 40 construction vehicles entered and left the

facility daily.

Varela says no serious injury occurred

during construction. “Our first priority was to

build the facility safely,” he says. “Our second

priority was to build it right, and our third was

to build it on time and on budget.”

Priorities two and three were no small

accomplishments, especially given the torrential

rains North Texas experienced. Equipment

often had to be redeployed to other areas. Once

weather improved, material and equipment

shortages occurred as other construction crews

in North Texas scrambled for resources.

Better Gate throughput Currently at Alliance, intermodal trucks

run both ways via four lanes in and two lanes

out of the facility, and trucks are checked in

and out with live personnel. The new setup has

six lanes in and five out, and intermodal truck

traffic flows directionally through the facility,

simplifying logistics and improving efficiency.

More Storage CapacityAlliance was a good candidate for expansion

because it had reached storage capacity. Trains

were frequently parked on mainline sidings or

broken and rebuilt to make room for more.

Because of the expansion, Alliance will be more

efficient, with the potential to expand its current

lift capacity, which had plateaued in recent years

to around 500,000 lifts annually.

“By alleviating infrastructure constraints

at the intermodal facility, we are better suited

to meet our customers’ needs,” explains Chris

Varela, project engineer.

To accommodate longer trains, two new

8,000-foot storage tracks were constructed

and four others were extended to 8,000 feet.

The north and south leads were extended by

constructing more than 11,000 feet of track,

plus two concrete bridges totaling 800 feet in

length and a 2,000-foot-long retaining wall

were also added. Additionally, three larger

turnouts were installed to support higher

velocity in and out of the facility.

With the additions, now trains can come

straight into the facility and be stored entirely

on the leads, and crews no longer have to wait

to get clearance from the mainline dispatcher

to perform routine switching moves. “The

extended leads, coupled with the larger mainline

turnouts, will have a positive impact on our

velocity metrics both in and out of the facility,

which is directly in line with our company’s

strategic initiatives,” explains Ruple.

Putting Safety firstDuring the construction last year, intermodal

operations continued as usual. In addition to

the many intermodal trains and trucks coming

100

95

90

85

80

75

70

65

60

55

50APR 07 MAY07 FEB 08 MAR 08MAR 07 JAN 08JUN 07 JUL 07 OCT 07 NOV 07 DEC 07SEP 07AUG 07

BnSf Units handledYear-to-date through March 25, 2008, and March 25, 2007 2008 2007

2008 BnSf Velocity PerformanceQuarter-to-date through March 25, 2008 1st Qtr. Goal Actual QTD

Locomotive miles per day 296.5 295.7

Agricultural car miles per day 177.5 184.7

Merchandise car miles per day 123.2 123.6

Coal car miles per day 290.9 298.5

Intermodal stack transit days* 4.55 4.55

Intermodal trailer transit days* 2.24 2.29

Coal 597,995 572,939Agricultural Products 268,932 232,702 Industrial 379,801 364,913Consumer 1,102,281 1,197,509System 2,349,009 2,368,063

BnSf Performance Measures

BnSf Stock12-month through March 25, 2008 S&P 500 Index BNSF

BnSf Reportable injuriesYear-to-Date through March 25, 2008

1662008

2007 162

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

Locomotive data is measured as miles per day.

Agricultural, Merchandise and Coal active car cycle data is measured as miles per day on the BNSF system.

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).

The Alliance Intermodal facility this year won a regional “Excellence in Construction” award from the Associated Builders that recognizes the quality

and innovation of such projects. The expansion project is now in the running to win a national award from the same group.

Intermodal truck traffic will now flow directionally through the Alliance facility, simplifying logistics and improving efficiency.

An Award-Winning Project

AWARD

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 m A R C h / A P R I l 2 0 0 8