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MAGAZINE

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17 PAGE 14

MODERNIZING LOCOMOTIVESVisit GE’s manufacturing facility that is bringing old locomotives into the 21st century.

PAGE 06

CLEAR TO PROCEEDSee what it takes to complete CP’s largest signal and communications project in decades.

PAGE 24

MESSAGE IN A BOTTLEMeet Saskatchewan employees collecting bottles for a good cause.

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01 LETTER FROM OUR CEO

08 HOMES FOR HEROES

10 10 QUESTIONS

11 Q3 RESULTS

14 PHOTO JOURNAL

22 OUR FLEET

28 FROM THE ARCHIVES

ON THE COVER“I am very impressed with GE’s attention to detail in the complex rebuilding process. It has been fasincating to capture this elaborate story of taking twenty-five-year-old locomotives and rebuilding them to make safer, more efficient, more technologically advanced locomotives.”Dan Pope,Photographer

06ALL SIGNALS GOCountless work blocks and thousands of hours later, Signals and Communications complete one of CP’s largest signaling and engineering projects in recent history. Bringing with it operational enhancements that are slashing transit times and allowing us to serve our customers better.

24RECYCLING HOPECP Saskatchewan recycling program keeps our yards clean and safe while granting wishes for sick children.

02DO YOU HEAR WHAT I HEARWith the help of a patented algorithm and some brainy Engineers, CP is using acoustic detectors to predict bearing failures before they occur.

04WINTER IS COMINGWinter planning is an intrinsic part of running a successful railway and comes with year-round preparations and learnings. Neil Burke, Director Enterprise Risk and Crisis Preparedness, is CP’s in-house weather guru and winter preparation planning specialist.

C O N T E N T S

When I started the year and my new role as CEO, I had some ideas of what I thought 2017 would look like. I knew we were strong operationally and could continue to build on that strength. I knew we were financially stable and that if the economy started to pick up, which it has, we were well positioned to take advantage. And I knew that so long as we stayed true to our foundations of providing service, optimizing assets, controlling costs, prioritizing safety and developing people, the opportunities ahead of us were great.

While that all proved to be true, there were things I didn’t know. It started with the town halls early in the year. I was encouraged and impressed by the frank nature of the questions and the willingness of our people to bring issues to light. Since then, I have been making time to listen. I have sat with union representatives, I have been reading comments in employee exit interviews and we recently did an employee survey of our non-union staff.

I’m encouraged by much of our progress. However, as I learn more about how our people are

feeling, some concerns have been raised.

We have room for improvement, and much of it stems from how we treat each other. I firmly believe in the strength of diversity. I’d like to be clear on my expectations and those of our leadership: when it comes to our culture there can be no tolerance for anything less

than full respect of our fellow employees and all those with whom we interact each day.

I know we have work to do in this area, and I know it starts at the top with our policies and processes and in leading by example. This doesn’t mean we can’t have tough conversations or hold people accountable for doing their jobs safely and effectively, but it does mean we expect even difficult or disciplinary conversations to be handled with respect.

My commitment to you is that I will continue to listen and act on the feedback you are providing. My ask of you is that you be a part of the solution by speaking up or taking a step back and asking yourself if you are acting in a professional, respectful manner to your fellow coworkers.

As we wrap up 2017, there is no doubt we are among the best performing railways. I’m proud of what we’ve accomplished, but even more driven by what’s to come. Our operational turnaround took hard work and change; we’ve proven we’re capable of it. Ensuring we are a place where people feel valued and respected, building a culture that attracts the

best and brightest talent in the industry, is well worth the effort.

I hope you enjoy this edition of our Canadian Pacific Magazine; it’s just a small representation of the great people and accomplishments from across our network. Keep up the good work, and have a safe and happy holiday season.

Sincerely,

Keith CreelPresident and CEO

I FIRMLY BELIEVE IN THE STRENGTH OF DIVERSITY. I’D LIKE TO BE CLEAR ON MY EXPECTATIONS AND THOSE OF OUR LEADERSHIP: WHEN IT COMES TO OUR CULTURE THERE CAN BE NO TOLERANCE FOR ANYTHING LESS THAN FULL RESPECT OF OUR FELLOW EMPLOYEES AND ALL THOSE WITH WHOM WE INTERACT EACH DAY.

LETTER FROM THE CEO

—1

DO YOU HEAR WHAT I HEAR

AT A REMOTE SIDING IN SINGLE-TRACK TERRITORY, A CREW BRINGS TRAIN 498 TO A HALT. A WAYSIDE HOT BEARING DETECTOR HAS SENSED A WHEEL BEARING ON A FLATCAR LOADED WITH LUMBER THAT’S GETTING HOTTER, AND HAS NOW EXCEEDED TOLERANCES. THE CAR CANNOT SAFELY CONTINUE AS PART OF THE TRAIN. AS THE CREW BEGINS THE WORK OF REMOVING IT, A GRAIN TRAIN TRAVELING THE OPPOSITE DIRECTION IS WAITING AT A SIDING. AN INTERMODAL TRAIN FOLLOWING NO. 498 EASES TO A STOP TO WAIT OUT THE OPERATION.

In this scenario, three trains are delayed by an hour. The customer’s lumber shipment, needed to keep a distant lumberyard stocked, will sit for at least a day. And a mechanical truck and crew have to be deployed from the nearest terminal to go to the location to make the fix.

There’s a better way. CP has patented it, and other railroads are paying attention.

“We can predict, using an acoustic detector, when the bearing is going to fail,” says Kyle Mulligan, CP’s Assistant Chief Mechanical Engineer, who holds a Ph.D. in predictive analytics. “The model is able to see three months in advance.”

Railroaders sometimes refer to cars in the early stages of bearing failure as growlers due to the whining sound they make while in transit. Such cars are not yet at risk of suffering an overheated bearing, but some will go on to develop that condition. As early as 2003, CP’s mechanical engineers were looking at this, and began using acoustic detectors to identify impending failures. Loaded cars flagged by acoustic detectors could proceed to destination, be unloaded, than forwarded empty to an appropriate car shop for repairs.

VOL. 17 | 2017 —2

This plan had the potential to dramatically reduce service failures. Problem was, the detectors sensed too many impending failures. Bearing replacements shot up, taxing the capabilities of the mechanical department. If the system was working properly, the number of bearing replacements should have stayed the same; the only difference should have been the

ability to identify failure earlier in the process. So we returned to relying on hot bearing detectors.

The reason we’ve been able to make it work now, Kyle says, is that his team has created an algorithm to analyze acoustic detector results to more precisely identify which bearings will fail, and when. “Around 92 percent of them are valid repairs,” he says.

The algorithm came through careful study of acoustic detector data. Kyle, along with CP engineer in training Solange de Blois, analyzed the precise sonic patterns that emanated from bearings as they passed acoustic detectors. Then, they watched those same bearings as they

passed over infrared detectors in subsequent days, weeks and months. Through this process, they were able to identify which sonic signatures were precursors to bearing failure and which ones weren’t. Turns out, the solution wasn’t in developing a flashy new technology, but in gaining a better understanding of data we were already collecting.

Prior to joining CP, Kyle studied the failure of bearings on gas turbines for the National Research Council of Canada. This research, he says, “was directly applicable to the railroad industry.”

Because acoustic detectors can predict

failure so far in advance, there’s little need to saturate CP’s network with them. Currently, CP employs four acoustic detectors at strategic points on our system.

Meanwhile, CP has altered the way we use data from hot bearing detectors. Cars that are showing elevated readings, but are still within tolerances, are now opportunistically sent to repair shops.

Infrared detectors are still necessary as a last resort to catch hot bearings, and are still important in identifying hot wheel treads, but we are relying on them less and less. In the recent past, CP could expect to suffer around 60 service failures per

month as a result of hot bearings. Our improved understanding of acoustic detector data and analyzing the trends have reduced that by around 90 percent.

The results of better data analytics don’t stop there. Our existing detectors are now weighing railcars to catch overweight loads, identifying malfunctioning railcar brakes by identifying which wheels are cold, and calling out wheelsets that need to be changed out. All this stems from better understanding the data we were already collecting from wayside detectors.

“We effectively save a lot of money doing this,” Kyle says, “and we still maintain a high standard of safety.”

“ WE CAN PREDICT, USING AN ACOUSTIC DETECTOR, WHEN A BEARING IS GOING TO FAIL”

OUR EXISTING DETECTORS ARE NOW WEIGHING RAILCARS TO CATCH OVERWEIGHT LOADS, IDENTIFYING

MALFUNCTIONING RAILCAR BRAKES BY IDENTIFYING WHICH WHEELS ARE COLD, AND CALLING OUT WHEELSETS THAT NEED TO BE CHANGED OUT.

—3

Neil Burke, Director Enterprise Risk and Crisis Preparedness, is CP’s in-house weather guru and winter preparation planning specialist. Neil has been in charge of amalgamating and updating CP’s comprehensive winter plan for the past 10 years, working closely with numerous internal departments across our network to manage, streamline and mitigate weather impacts on our systems.

“Every winter has its unique challenges,” says Neil. “Nothing can be predicted with 100 percent accuracy. We usually plan for the worst, but past experience and strategic thinking play an important role when it comes to execution and reacting to unforeseen circumstances.”

Winter planning at CP comes in the form of a comprehensive document that includes weather analysis, various communication plans, emergency measures, specific terminal-based winter preparations, avalanche preparedness and numerous other components that are necessary in proactively preparing our network.

The plan is reviewed and updated annually by senior

management in conjunction with members of CP’s operation teams. Pre-planning activities start as early as September, with the plan going into full effect from about mid-November until the end of March each year.

Preparing our network for winter is no small feat and it usually begins with winterizing our

safety training sessions for all yard and terminal employees.

Our trains and locomotive fleet also undergo preparations depending on the temperatures and weather conditions they needs to operate in. For example, during an extreme cold snap, a train’s makeup may be adapted by reducing its length and

WINTER IS COMING

RAILROADING IN NORTH AMERICA HAS ITS CHALLENGES, ESPECIALLY WHEN IT COMES TO WINTER. WINTER PLANNING IS AN INTRINSIC PART OF RUNNING A SUCCESSFUL RAILWAY AND COMES WITH YEAR-ROUND PREPARATIONS AND LEARNINGS.

quality,” says Neil. “Each winter, to better facilitate product pickup and delivery, CP communicates and works closely with our customers to educate them on how to best prepare their plants for the upcoming season.”

Besides strategic planning, another important part of Neil’s job is winter weather predictions. For this, he relies on a variety of sources and factors, including the analysis of past weather patterns, Environment Canada reports, the National Weather Network, the National Oceanic and Atmospheric Administration in the United States, different weather applications, the tracking and observation of annual weather systems and events affecting North America and even weather data provided by our own railway network.

Two specific weather events Neil is always mindful of are the Global La Niña and El Niño Southern Oscillation changes in the Pacific Ocean’s temperature. These yearly events can have a major impact on weather in certain areas of North America and can affect CP’s mobility in various regions across Canada and the United States.

track components and terminals. Some of the major preparations include switch heaters being installed in areas where snow is known to blow in and freeze switches; ditches and yards being cleared to ensure there are no tripping hazards underneath the snow; positioning snow clearing equipment and extra crews strategically in areas across our network; and providing additional

strategically adding certain locomotives to allow the assets to operate more safely and efficiently. Operating plans may also be altered to avoid picking up extra cars to minimize train building in temperatures below -25ºC (-13ºF).

“While CP takes every measure to ensure the efficiency of our operations, our customers also play an important role in helping us maintain good service

“ PAST EXPERIENCE AND STRATEGIC THINKING PLAY AN IMPORTANT ROLE WHEN IT COMES TO EXECUTION AND REACTING TO UNFORESEEN CIRCUMSTANCES.”

—4 VOL. 17 | 2017

According to Neil, an El Niño winter signifies warmer temperatures in the west corridor with less snowfall in the Rockies, while a La Niña winter registers as more average temperatures on the east coast, with increased snow and lower temperatures in the west. Understanding the pattern of these two events every year, in combination with additional weather data and analysis, provides Neil with an accurate macro view of the winter ahead, and guides winter planning preparations.

Neil predicts an old time winter for Canada in 2017/2018, with a weak impact from La Niña in mid-December. This means we are anticipating a traditional winter, characterized by short intervals of below -30ºC (-22ºF) in the prairies region, with cool temperatures on the east coast and milder temperatures on the west coast, coupled with average snowfall volumes in the Canadian Rockies.

Similar to Canada, the United States part of our network will experience below -30ºC (-22 ºF) cold snaps in the upper central plains region and cool temperatures with average snowfall, in the American northeast. In comparison, the Southern part of Iowa and Illinois will register milder temperatures with variable precipitation.

This year Neil has also been working on an innovative approach to further improve the accuracy of his weather predictions, which involves CP’s hotbox system – a set of over 380 already installed detectors, which sit trackside along our rail line.

“In some areas across our network weather predictions are largely based on computer models and data gathered from remote weather stations that don’t necessarily reflect area temperatures accurately, due to their distance in relation to our tracks,” says Neil. “In the past this has resulted in substantial differences in temperature, which

in turn negatively affected our proactive winter preparations.”

Neil’s approach involves leveraging the detectors’ existing temperature readings, which are recorded and reported when a train passes by, and inputting them into a central data collection system. This then allows information to be better plotted. He is also hoping to eventually have the hotboxes record and transmit temperature readings every hour on their own, essentially acting as CP’s internal weather analysis system.

Working in conjunction with members of the Signals and Communications team and members of the Information Services group, Neil is enhancing and further upgrading the hotbox system to be able to add extra options, such as wind anemometers and barometric pressure devices, thus improving system functionality and the quality of the weather data gathered.

“We are currently still in the process of upgrading the system, but I am hoping to have the project completed by the end of this year,” says Neil. “I am confident this will provide us with more accurate temperature readings and with better overall weather forecasting abilities across our network, resulting in improved winter planning capabilities.”

—5

LLOYDMINSTER

GATINEAU

—6 VOL. 17 | 2017

LLOYDMINSTER

GATINEAU

Taking a moment, Ed thinks back on the countless work blocks that came before this one and the thousands of hours it took to finally get here. It marks the completion of one of CP’s largest signaling and engineering projects in recent history – the installation of CTC across the southern part of our network, covering a stretch of track beginning from Portal, North Dakota down to Glenwood, Minnesota. Almost five years and more than 420 miles later the work is completed, bringing with it operational enhancements that are slashing transit times and allowing us to serve our customers better.

“The magnitude of what has been accomplished cannot be overstated,” said Ed. “We had a tremendous undertaking ahead of us, not only is it a large territory to cover but when you’re dealing with

signaling systems there is an enormous amount of technical work and planning that goes into it. Everything we do is safety critical and there is no room for error.”

CTC gives rail traffic controllers (RTC) influence over switches and traffic flows with a click of a mouse. CTC consolidates train routing decisions that were previously carried out by local signal operators or the train crews themselves.

CONCEPT TO COMPLETIONIn order for Ed and his team to get to this point, a small army was

assembled from a variety of departments. For John Leonardo, General Manager Wayside Train Control and Communication, S&C Maintenance, it was the ability to implement every aspect of this project from planning to design to installation that puts CP ahead of the class.

“I’ve worked a lot in this industry and I’ve never seen such an integrated team that could do everything from beginning to end,” said John. “It’s extremely powerful that we can go from a concept to commissioning the work, and manage everything that happens in between.”

There is a lot that happens in between: environmental and radio site approvals, signal and block design, building the communications network, wiring the bungalows, acquiring radio licensing approvals and material sourcing to field implementation. We are capable of doing all this work because we have such a fully integrated team.

An integral part of the team is the signals and communications wiring shop in Winnipeg, Manitoba, where a team of nine employees, who have been working together for 23 years, assemble the bungalows from scratch.

You’ve most likely seen a bungalow somewhere along our tracks. These silver shacks are the brains of the system and house a variety of communication and safety systems.

Starting with an empty shed, they work with the design team to configure the layout, install and hardwire everything and upload all the software. Afterwards, they run a series of tests to ensure everything is working as intended so that there are no issues once the bungalow reaches the field.

“We’ve changed our process these last few years and are working closer with design,” said Jeff Piush, Supervisor S&C Testing and Commissioning. “We do extensive testing here, doing a full breakdown and finding a lot of software issues before it gets to the field. This is saving us time during the installation because they aren’t running into any major problems and wasting time trying to solve software issues. So it’s really streamlined our process in terms of timing.”

“WE HAD A TREMENDOUS UNDERTAKING AHEAD OF

US, NOT ONLY IS IT A LARGE TERRITORY TO COVER BUT

WHEN YOU’RE DEALING WITH SIGNALING SYSTEMS THERE

IS AN ENORMOUS AMOUNT OF TECHNICAL WORK AND

PLANNING THAT GOES INTO IT.”

Just after 11 a.m. on July 12, Ed Harwick, Director Signals and Communications

(S&C) Construction U.S. East Region, makes the call he’s been working towards these past four years. He advises the Minneapolis Operations Centre (MOC) that the work block between mile 364 and 346 on the Carrington subdivision can be lifted. The final testing for newly installed centralized traffic control (CTC) has been completed and trains are safe to proceed.

GOALL

SIGNALS

—7

In total, this nine man crew completed 260 bungalows over four years. Every bug they fixed and kink they ironed out, helped Ed’s team on the ground shave time off of their work blocks and kept the network fluid.

“It’s a hidden gem,” said John. “To have this knowledge and expertise within our company is so powerful. You can’t hire an electrician or computer tech to install these things. It’s highly specialized work and we are lucky to have them.”

WORKING THROUGH A COMPLEX PROCESS Installing CTC is easy to say but complicated to accomplish. To

simplify the process, John and his team came up with some design standards and produced eight templates for signal layouts.

“It’s like buying a truck,” said John. “I could buy a basic model off the

lot, or I could have Bluetooth, four-wheel drive, running boards, sunroof, you name it. So we came up with eight options for signaling layouts, each with their own sort of design package.”

Signal facing right, signal facing left, intermediate signals, with eight design standards in place, the network planning team picked the appropriate layout for each location.

Determining radio tower locations and subsequently where power was going to come from came next. Through the remote plains of North Dakota, down through Minnesota, most of these new signaling systems were built in locations that never had power.

“Nothing in the process is easy and radio tower and power locations are no exception,” said John. “Even when you’ve picked the location for a tower, it requires environmental approvals for the land you want to build on and Federal Communications Commission approval to build up. With power, we have to work with the utility companies to see if it’s even feasible to get power to the locations we want.”

Every part of this intricate process relies heavily on the other and the challenge for John’s team is managing the complexity of all these different interfaces. A challenge only intensified by the introduction of crossings that intersect with other Class 1 railroads.

“Now we have the added challenge of a diamond, where two sets of track intersect and in this case the other tracks belong to either Red River Valley or Western,” said John. “Both railroads are going to want to control the operation of the diamond so we have to work towards an agreement for that.”

LIVES ON THE LINEWith approvals and agreements in place, some taking months and

others a year, the design phase can begin. One of the standard templates is chosen and the hardware is designed.

Signaling systems are made up of two components: hardware, how things are wired together and software, how the boxes are going to work.

A rigid system is in place to ensure the design of the system is flawless.

“We have a designer, a checker and then a second level checker,” said John. “This is vital safety equipment and we have to ensure its working exactly as intended.”

It can take up to a month to get through the design phase for each location and once completed over 200 parts ranging from nuts and bolts, wires to computers, batteries to bungalows, signal towers to switches, are ordered to start the build.

KEEPING TRAINS MOVINGEd and his team diligently worked their way across 95 miles through

Portal, Newtown and Elbow Lake subdivisions, for the first phase of the installation process in 2013.

During this first phase, approximately 47,620 feet or nine miles of cable was laid in the ground, 28 switch controllers and 23 switch machines were installed, and seven cutovers implemented. A cutover is best described as the date a portion of the signaling system would be placed into service, within the specified time period provided by an RTC.

“We have to work closely with other departments to make these dates,” said Ed. “The track department installs insulating appliances for

“ TO HAVE THIS KNOWLEDGE AND EXPERTISE WITHIN OUR COMPANY IS SO POWERFUL. YOU CAN’T HIRE AN ELECTRICIAN OR COMPUTER TECH TO INSTALL THESE THINGS. IT’S HIGHLY SPECIALIZED WORK AND WE ARE LUCKY TO HAVE THEM.”

—8 VOL. 17 | 2017

track circuits to work, block planners determine when we can get an absolute block with no train traffic, the RTC keep the trains moving and the rules department makes sure all pertinent information is delivered to the field.”

After the first year, momentum started to build and the ground work became less challenging.

“Ed’s team, led by Kurt Hoban, Manager of S&C Construction, started blowing our projections on construction out of the water,” said John. “They got so good at the installation, learning and improving along the way, they brought down their needed track time from nine to four hours in some cases. They didn’t miss a single track block and their safety record was excellent.”

From then on, the team lived and breathed CTC installation, completing the Elbow Lake subdivision in 2015, Portal subdivision in 2016, and completing the Carrington subdivision in 2017. Using only four crews, they laid more than 42 miles of cable and installed 105 switch controllers, 74 switch machines and 26 cutovers.

CLEAR TO PROCEEDBack at the MOC, the completion of CTC has provided greater

functionality within the dispatching centre. Now, with the click of a mouse, an RTC can direct trains to proceed without having to verbally issue track warrant authorities via radio or having train crews stop their train to line switches by hand.

“These efficiencies have provided for improved train velocity and enhanced safety,” said John Abrahamson, General Manager Transportation, U.S. “CTC uses track circuits to detect whether a stretch of track is occupied, and displays red signals to trains approaching occupied track blocks. So if a rail within the track were to break, the track circuit detects the issue and displays a red signal to an approaching train; a value added safety benefit that will continue to have positive return in the future.”

Operationally, CTC allows for increased train speeds throughout each subdivision, in some cases maximum allowable speed went from 49 to 60 mph. The corridor extending from Portal to Glenwood is a very important route for moving customer freight between Western Canada and the U.S. markets, and we are already seeing a two hour improvement to most transit times in this lane.

“There is still some engineering tie and rail programs ongoing in the corridor,” said Tom Albanese, Assistant Vice-President Operations East. “Once those projects are completed, we expect to see the network really take off. With improved transit times and reduced train delays this will directly translate into better service for our customers.”

CTC installation in this key part of our network sets in motion operational efficiencies that will continue to benefit our customers in years to come. Increased train speed will improve cycle times, allowing rail cars to return to customer origin facilities faster for reload. And with improved velocity, we have the ability to move more customer freight leveraging existing resources.

USING ONLY FOUR CREWS, THEY LAID MORE THAN 42 MILES

OF CABLE AND INSTALLED 105 SWITCH CONTROLLERS, 74 SWITCH

MACHINES AND 26 CUTOVERS.

—9

HOMES FORHEROESIT ALL BEGAN OVER A CUP OF COFFEE IN THE LAST SPIKE BISTRO AT CP’S HEADQUARTERS IN CALGARY, ALBERTA. RORY THOMPSON, SIGNALS AND COMMUNICATIONS MANAGER WITH CP, AND FORMER CAPTAIN IN THE BRITISH ARMY, SAT DOWN WITH SCOTT MACDONALD, SENIOR VICE-PRESIDENT OF OPERATIONS, TO DISCUSS CORPORATE SUPPORT FOR RORY’S BRAINCHILD, THE SPIN FOR A VETERAN INITIATIVE.

RIGHT Homes for Heroes aims to create an inclusive community for veterans that facilitates peer-to-peer support.

ABOVE Rory Thompson, Signals and

Communications Manager (left) and Scott MacDonald, Senior Vice-President

Operations - Systems (right), present David Howard, CLP President and CO-founder

(centre) with a cheque for the money raised through the Spin for a Veteran initiative.

OPPOSITE PAGE A birds-eye-view of the Homes for Heroes

unit and a community rendering.

—10 VOL. 17 | 2017

Currently going into its second year, the event involves a 24-hour spin marathon hosted by CP, where participants race stationary bikes to raise funds to end veteran homelessness.

Scott, a fellow veteran and also a former captain in the Canadian Airforce, fully supported the idea and the first spin competition took place this past April in Calgary, raising approximately $74,000.

“Rory’s enthusiasm was infectious when he approached me with his plans,” said Scott. “The initial proposal was to spin on two bikes in the employee cafeteria, but then the idea gained momentum and grew into the phenomenal event we hosted in April.

CP employee participation ranged from those working in Engineering Services to CP Police to HazMat response officers. Other teams were made up of Calgary Police Services, the Canadian Corps of Commissionaires, Lord Strathcona Horse, British Army Training Unit Suffield, British Army Trails End Camp and the Calgary Fire Department. The event was covered by Calgary media, including live coverage on Global Calgary’s morning show.

An instant success, Spin for a Veteran surpassed its original goal of $60,000, with CP matching employee donations. The funds gathered went towards the Homes for Heroes Foundation (HFHF), a charity program that assists with the reintegration of military veterans into civilian life.

Rory became aware of HFHF opportunity through the Canadian Legacy Project (CLP), the organization responsible for the foundation. He was inspired by CLP’s mission to support Canadian veterans in need. He contacted David Howard, CLP President and Co-founder, looking for a way to make a difference; Spin for a Veteran was born.

To date many of Canada’s veterans struggle with homelessness, post-traumatic stress disorder, mental health issues and proper

access to veteran-specific rehabilitation programs.

Recognizing these challenges, David together with Murray McCann, founder of Calgary’s Field of Crosses Memorial Project, set to find a solution that blended both housing needs and rehabilitation techniques to help veterans integrate back into mainstream society.

“The HFHF program is the first of its kind in Canada, and CP was the first organization to step up and offer its support,” said David. “Our mandate is to provide homes, a community of peers and a support structure, designed to meet our veterans’ individual needs, and this would not be possible without creative ideas like Spin for a Veteran.”

Designed as its own community, with 26 houses, in Calgary’s Bridgeland neighborhood, the project will feature shared gardens and pathways open to the public.

“The idea of having houses instead of condos is very important because the apartment building format has the tendency of isolating individuals,” said David. “We want our veterans to feel like they are part of a larger community and that they are able to get that peer-to-peer support, so many of them currently lack.”

Each house costs approximately $60,000 to build and will bear the name of a fallen Canadian hero. A plaque out front will display the hero’s picture and biography and the name of the organization that helped finance the dwelling.

The $74,000 raised by CP during the Spin for a Veteran event in April, will cover the cost for one of the houses, which will be named the Lord Strathcona House, in honour of Donald Alexander Smith, 1st Baron of Strathcona and Mount Royal, former CP director and Canadian military supporter, and best known for driving the last spike.

Construction of the housing project has yet to begin, as the foundation is currently still working with the City of Calgary on home development planning permits. David remains optimistic the project will open its doors sometime in March 2018, as scheduled.

“In Calgary alone we are currently aware of 160 veterans that need our help, with an additional 2,500 to 3,000 more across Canada,” said David. “The numbers are probably much greater as many of our veterans are too proud to ask for help.”

At a cost of approximately $2.5 million, which includes $500,000 being placed in trust for each community, HFHF hopes to build at least one village in every major Canadian city, with additional facilities to be added on as funding permits.

CP will continue to support the HFHF program in 2018. Growing our Spin for a Veteran initiative, events will be held in Toronto on June 15 and in Calgary on June 29. The events run all day, through the night and into the following morning, giving participants’ family and friends the opportunity to come and cheer the efforts.

“I am looking to have a lot more military involvement this time around from the both Canadian and British Armies, as well as from first responder teams,” said Rory. “I am excited to grow the event and I am happy to see so much support and enthusiasm from CP employees, the broader community, our sponsors and other stakeholders.”

“ I AM HAPPY TO SEE SO MUCH SUPPORT AND ENTHUSIASM FROM CP EMPLOYEES”

—11

1. How did you get your start with

Canadian Pacific?

I joined around the beginning of 1981 and have worked here ever since. I started out as a trainman/yardman. After that, I was a conductor. You had to write tests at that time, after two years, and then you would be promoted to conductor, and then to engineer.

10QUESTIONS

2. What’s your favourite thing

about working for the railroad?

The independence; once you leave the yard, you’re for the most part working on your own, just you and the conductor. You know what you have to do, and you do what it takes. You also get great scenery; that’s just an added bonus.

3. This summer, we took a special

CP Canada 150 train across the

country, you were on the train?

I was the Engineer on launch day as the train pulled out of Calgary, Alberta, and again on the eastward portion from Field, British Columbia back to Calgary.

4. What does it mean to have been

one of the locomotive engineers

driving CP’s Canada 150 train?

It actually came in two stages; first I was notified that I would drive the Canada 150 train, and then the second stage was several days later when I found out that the Prime Minister would be on the train. That was something else. It was quite surprising. I was honoured to be part of the crew.

5. What was it like meeting the

Prime Minister?

There were some nerves at first, meeting the Prime Minister, but after a couple of minutes it was great. I introduced myself and told him that this was the second time that a member of his family had been on a train that I was on. I explained to him that I was also on a train that his father, Pierre Elliott Trudeau, had been on. There were several moments where he didn’t say anything and I didn’t say anything, it’s hard to describe, it was a moment I think for both of us.

6. What was it like having the

Prime Minister and his daughter

on the train?

After the initial introductions, we boarded the locomotive. Once everybody was inside, we showed him the controls. He asked us questions about what it was like running the engine and driving trains. His daughter was there, so I had her sit in the engineer’s chair. I think she enjoyed it. They rode in the locomotive from Field to Lake Louise. After that they rode in one of the passenger cars.

7. How did this differ from your trip

decades earlier with then Prime

Minister Pierre Elliott Trudeau?

On that occasion, it was a passenger train running eastward out of Field, Prime Minister Pierre Elliott Trudeau was on board, as was German Chancellor Helmut Schmidt. It was just a regular passenger train that was operated by VIA with CP crews on it. My job, on that particular train, was baggage man; it was basically looking after all the luggage.

8. When you became a railroader

did you ever think you would be on

a train with two Prime Ministers?

No, nothing like that seemed likely, no matter how long I worked here. I saw a future of freight and passenger and switching cars.

9. Do you do anything differently

as a locomotive engineer when

you’re pulling a train that has

passengers versus freight?

Yes. The first thing different with a train like the 150 train was the units; they were made in the ‘50s and the diesel engine in the locomotive is different than the units we have today; the power response is a lot faster. The passenger train is also shorter, but the cars are actually fairly heavy. You have to take that into account when you’re cresting a hill, going into a valley or coming into a curve. You’re always compensating for rolling resistance and thinking ahead. With the passenger, it’s a short train; you have to react a little bit faster than freight.

10. Anything else you’d like to say

about the experience driving the

CP Canada 150 Train?

The experience was a highlight of my career here at CP. I can’t imagine anything that would top a trip like that. I considered myself fortunate to have been chosen as the engineer to take that train. It’s the experience of a career, of a lifetime.

Locomotive Engineer Garth Clermont has been with CP for more than 35 years. Clermont was part of the crew that welcomed aboard Prime Minister Justin Trudeau and his daughter Ella-Grace, a unique opportunity, but we learned it wasn’t the first time Clermont was onboard a train with a sitting Prime Minister. Canadian Pacific Magazine sat down with Clermont to ask him 10 questions.

GARTH CLERMONT

—12 VOL. 17 | 2017

Q3 2017 EARNINGS RESULTS

$1.6 BILLION Q3 2017 $1.55 BILLION Q3 2016

IMPROVEMENT OF 100 BASIS POINTS

56.7% Q3 2017 57.7% Q3 2016

“Thanks to the hard work of our CP family and a disciplined, balanced approach in the marketplace and to our operations, we were able to produce another quarter of exceptional results. We remain grounded in our foundations of precision railroading and continue to pursue sustainable, profitable growth, which has us well-positioned to finish the year with strong momentum leading into 2018 and beyond.”KEITH CREEL, PRESIDENT AND CEO

FRA TRAIN ACCIDENT FREQUENCY (per million train miles)0.95 Q3 2017 vs. 1.24 Q3 2016

FRA PERSONAL INJURY RATE (per 200,000 employee hours)1.63 Q3 2017 vs. 1.87 Q3 2016

REVENUE PERFORMANCE (CDN $)

SAFETY

OPERATING PERFORMANCE

OPERATING RATIO

3%IMPROVEMENT

7,301 FEET

8,990TONS

6.6HOURS

1.63

AVERAGE TRAIN WEIGHTIncreased by 1% from 8,891 tons in Q3 2016

AVERAGE TRAIN SPEEDDecreased by 3% from 23.9 miles per hour in Q3 2016

TERMINAL DWELL TIMEImproved by 6% from 7.0 hours in Q3 2016

AVERAGE TRAIN LENGTHDecreased by 1% from 7,411 feet in Q3 2016

23.1MPH

100BASIS

POINTS

—13

NEW LIFE FOR OLD LOCOMOTIVES

VOL. 17 | 2017 —14

BIG RED CP units take four to six weeks to go through the modernization process.

NEW LIFE FOR OLD LOCOMOTIVES

As part of a multi-year plan to modernize CP’s aging fleet, 30 high-horsepower, six-axle AC locomotives will run through the modernization program in 2017, with more slated for 2018.

“We worked closely with GE to develop a model specifically tailored to meet CP’s needs,” said Tom Lambrecht, Assistant Vice-President Mechanical – Locomotive. “Over the years, we’ve identified reliability issues with aging equipment and are investing in technology that will eliminate those failures in the future, allowing better overall fleet reliability and supporting CP’s ongoing mandate to improve service quality while reducing operating costs.”

Piece by piece, each locomotive is taken apart and rebuilt. From a new main and auxiliary cab to a new diesel engine and cooling system, the modernized fleet will have all the capabilities of a new locomotive but with a lesser price tag.

“Our partners are always looking for more capital efficient ways to do things,” said John Manison, General Manager Locomotive Modifications for GE. “So we really shifted focus in early 2016 and built a whole organization around modernizations and capital efficient answers to help our customers, like CP, become more efficient.”

Building a strong collaborative relationship over the past 20 years, CP and GE identified the areas of opportunity where modernizing technology would be an economically viable way to improve performance. GE’s Jim Hilderhoff, responsible for commercial sales for the Americas, has been a part of the CP relationship from the day the first AC4400 locomotives were purchased. Jim is particularly proud of the relationship both companies have cultivated over the years.

“It’s been a journey for both of us; one I’m grateful to be a part of,” said Jim Hilderhoff. “We’ve been able to stay close and work together through challenges, as business demands changed over time. The modernization program is just another great example of creating a platform to extend this partnership that is working well for both companies and therefore working for our shareholders and respective customers.”

Canadian Pacific Magazine followed our AC 4400 locomotives to GE’s locomotive manufacturing plant in Fort Worth, Texas to see how 200 tons of steel gets stripped down and rebuilt into a modern powerhouse.

IN THE MID-90S, CP SET OUT TO UPDATE AND EXPAND ITS LOCOMOTIVE FLEET BY PURCHASING AC4400 LOCOMOTIVES FROM GENERAL ELECTRIC (GE). TWENTY-TWO YEARS LATER, WE ARE TAKING THOSE SAME LOCOMOTIVES AND RUNNING THEM THROUGH GE’S MODERNIZATION PROGRAM, A PROCESS WHEREBY OLDER LOCOMOTIVES LIKE THE CP9669 AND 9679, GET DISASSEMBLED AND REBUILT WITH MODERN TECHNOLOGY.

—15

A - ELECTRIC AVENUEAlternators are mostly re-used and go through an overhaul process where they are cleaned up, rewound and receive a fresh coat of paint before they are coupled back to the engine.

B - PACKING ON THE POUNDSTwo steel plates, totaling 1600 lbs, are added to CP platforms to increase the overall weight of units. Heavier units increase traction, which improves performance on steep grades.

C - KEEPING IT COOLGE employee works on the end of the water tank located at the back of the radiator cab. The tank is one part of the upgraded cooling system modernized units receive.

D - RIDING IN STYLEMain cabs are built new and include the Association of American Railroads control stand, wall-mounted seats, new flooring and equipment.

C

A B

D

VOL. 17 | 2017 —16

GO BIG The GE Manufacturing Solutions locomotive facility in Fort Worth, TX is one million square feet and includes teams of assemblers, welders, painters, machinists, test technicians and much more.

—17

VOL. 17 | 2017 —18

ASSEMBLY LINEGE’s facility operates much like a car manufacturing plant, with employees working massive disassembly and assembly lines.

—19

A - RAD-ICAL IDEASOld radiator cabs are sanded down, buffed, repainted and reused on new units.

B - ALL IN THE DETAILSThe auxiliary cab contains high-voltage equipment and most of the computer control panels, which are responsible for controlling power delivery to traction motors and auxiliary systems like the air compressor and cooling fans.

C - FLIPPING OUTTo make installing cables and ballast plates easier, platforms are flipped upside down. Once the work is complete they are rotated again and placed onto the trucks, which house wheels and traction motors.

C

A

B

VOL. 17 | 2017 —20

IMPROVING RELIABILITYThe modernized fleet is expected to dramatically reduce locomotive failures by approximately 40 percent annually. Locomotive failures such as engine shutdowns that result from cooling system issues, which cause engines to overheat, are the types of failures being addressed with this initiative.

—21

BUILDER: GENERAL ELECTRIC

YEARS BUILT: 1995-2004

FLEET SIZE: 435

L X H X W: 73’-2” X 15’-6” X 9’-11”

WEIGHT: 420,000 LBS

HORSEPOWER: 4400

ENGINE SIZE: TURBOCHARGED FOUR-STROKE, 16 CYLINDER

FUEL CAPACITY: 4200 IMP GALS



FLEET SIZE: 291

L X H X W: 73’-2” X 15’-5” X 9’-11”

WEIGHT: 420,000 LBS

HORSEPOWER: 4500



BUILDER: ELECTRO-MOTIVE DIESELS


FLEET SIZE: 130

L X H X W: 59’-9” X 16’ X 10’-5”

WEIGHT: 276,000 LBS

HORSEPOWER: 2000

ENGINE SIZE: TURBOCHARGED TWO-STROKE, 8 CYLINDER


BUILDER: GENERAL MOTORS ELECTRO-MOTIVE DIVISION

YEARS BUILT: 1989

FLEET SIZE: 42

L X H X W: 71’-2” X 15’-7” X 10’-3”

WEIGHT: 368,000 LBS

HORSEPOWER: 3800



AC4400CW

ES44AC

GP20C-ECO

SD60

BUILDER: ELECTRO-MOTIVE DIVISION


FLEET SIZE: 211

L X H X W: 59’-2” X 15’-4” X 10’-4.5”

WEIGHT: 250,000 LBS

HORSEPOWER: 2000

ENGINE SIZE: NON TURBOCHARGED FOUR STROKE, 16 CYLINDER


GP38



FLEET SIZE: 50

L X H X W: 68’-10” X 15’-8” X 10’-3”

WEIGHT: 380,000 LBS

HORSEPOWER: 3000



SD30C-ECO



FLEET SIZE: 291

L X H X W: 73’-2” X 15’-5” X 9’-11”

WEIGHT: 420,000 LBS

HORSEPOWER: 4500



ES44AC

OUR FLEET

CP has 1,450 locomotives in its fleet with more than 900 active, working day in and day out to haul our customers’ goods safely and efficiently across the network. Meet the fleet that keeps our business and the economy moving.

—22 VOL. 17 | 2017



FLEET SIZE: 435

L X H X W: 73’-2” X 15’-6” X 9’-11”

WEIGHT: 420,000 LBS

HORSEPOWER: 4400





FLEET SIZE: 291

L X H X W: 73’-2” X 15’-5” X 9’-11”

WEIGHT: 420,000 LBS

HORSEPOWER: 4500





FLEET SIZE: 130

L X H X W: 59’-9” X 16’ X 10’-5”

WEIGHT: 276,000 LBS

HORSEPOWER: 2000



BUILDER: GENERAL MOTORS ELECTRO-MOTIVE DIVISION

YEARS BUILT: 1989

FLEET SIZE: 42

L X H X W: 71’-2” X 15’-7” X 10’-3”

WEIGHT: 368,000 LBS

HORSEPOWER: 3800



AC4400CW

ES44AC

GP20C-ECO

SD60

BUILDER: ELECTRO-MOTIVE DIVISION


FLEET SIZE: 211

L X H X W: 59’-2” X 15’-4” X 10’-4.5”

WEIGHT: 250,000 LBS

HORSEPOWER: 2000

ENGINE SIZE: NON TURBOCHARGED FOUR STROKE, 16 CYLINDER


GP38



FLEET SIZE: 50

L X H X W: 68’-10” X 15’-8” X 10’-3”

WEIGHT: 380,000 LBS

HORSEPOWER: 3000



SD30C-ECO



FLEET SIZE: 291

L X H X W: 73’-2” X 15’-5” X 9’-11”

WEIGHT: 420,000 LBS

HORSEPOWER: 4500



ES44AC

OUR FLEET

—23

THERE ARE WORDS NO PARENT SHOULD EVER HEAR. TO BE TOLD YOUR FIRST BORN ONLY HAS A FEW MONTHS TO LIVE ARE SOME OF THE CRUELEST. THAT IS EXACTLY WHAT JEFF CUSHWAY, MANAGER BRIDGE MAINTENANCE, SASKATCHEWAN, ALONG WITH WIFE HEATHER, NOT ONLY HAD TO HEAR, BUT ABSORB.

The Cushway’s world tipped upside down in a matter of seconds when young Braydon was diagnosed with clear cell sarcoma at the age of one. At two years of age, Braydon was given a short life expectancy, and the Cushway’s were quickly connected with the Children’s Wish Foundation (CWF) in Saskatchewan, an organization that grants wishes to very sick children. Jeff Cushway, who had yet to join CP, would soon find out it was through a CP employee-driven, recycling program in Saskatchewan, that his son’s wish – a tent trailer to go camping with his mom and dad – was granted.

RECYCLING

HOPE

—24 VOL. 17 | 2017

Once again, through the generosity of Saskatchewan employees and the Saskatchewan CWF, their second son Riley was granted his wish. The family was whisked away to Florida and the Give Kids the World resort. Both Braydon, now 13, and Riley, now 10, beat the odds and are active, thriving young boys.

To date, Saskatchewan employees have donated 2.3 million bottles, totaling $230,000 or 23 wishes. Laid end to end, that’s 218 miles of bottles and they are not done yet. Gabrielle Belanger, Supervisor Support Services, now heads up the program and she continues to see the generosity of employees. Every couple of weeks Gabrielle and conductor Sean Arnold can be found in the basement of the Moose Jaw Yard office meticulously going through dozens of bags and sorting every bottle.

“Without our employees contributing to this program by dropping their bottles into the bins, I would have nothing to sort,” said Gabrielle. “It would be a thankless job except for the awareness that each bottle is another dime closer to realizing a dream come true.”

When you understand what is really at stake, sifting through bags isn’t just another day at the office.

CP’s Saskatchewan recycling program started in 2002 when an employee was injured on the job by stepping on a bottle and twisting his ankle. Wanting to go beyond issuing a standard bulletin, Scott Sutherland, then Superintendent Saskatchewan, along with now retired Superintendent Mechanical Jim Woodrow, and Jim Goodmundson, Train and Engine Health and Safety Co-Chair, set out to find a creative solution and corrective action for discarding bottles.

Recycling fit the bill; but they knew they needed buy-in and participation from employees. To encourage this, they opted to support local not-for-profit groups, adding CWF to that list in 2004. It didn’t take long for employees to jump on board and stop carelessly leaving empty cans or bottles lying around. That first year, Saskatchewan employees proudly gave a cheque of $5,000 to the CWF. By 2009, the committee decided to partner solely with CWF and their donation rose to $16,000.

Director Gay Anderson of CWF, describes the working relationship with CP as a true partnership.

“CP is one of our pillar partnerships and a valued relationship that we use to demonstrate best practices.” Gay has been with the program six years and takes every opportunity to share CP’s generosity with external audiences.

By the time Jeff joined CP, he was impressed that the company would do something like this.

“CWF is unbelievable,” said Jeff. “They take care of everything for the family, so the family can just be together. They are an amazing organization, who relies on individuals and companies, like CP, to help them.”

While Braydon was undergoing his final treatments, the Cushway’s had their second child, another boy, who was born with a deformed heart and heart defect. Seven years later, the Cushway’s found themselves in an eerily similar situation as young Riley had heart bypass surgery to replace a valve.

“ IT WOULD BE A THANKLESS JOB EXCEPT FOR THE AWARENESS THAT EACH BOTTLE IS ANOTHER DIME CLOSER TO REALIZING A DREAM COME TRUE.”

2.3 MILLION BOTTLESTOTALING $230,00023 WISHES

TO DATE, SASKATCHEWAN

EMPLOYEES HAVE DONATED

LAID END TO END, THAT’S 218 MILES OF BOTTLES

—25

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

events across the network, from Minneapolis to Montréal.

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

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

representing CP in the community. Submit your photos

to [email protected] and we will try to share

them here. For more information about CP events visit

the notice board and event calendar on CP Station.

FAMILY FUN ST. PAUL, MINN.

CP Police Special Agent, Michele Mair enjoys family day in St. Paul with her children Madi and Garrrett.

U.S. FAMILY DAYS HARVEY, N.D.

Special Agent Ben Dahl celebrates family days with Ramon Serrano, husband to Lynn Serrano, Administrative Assistant (not shown in photo).

PADDLES UP WINNIPEG, MAN.

Lynn Kennedy, Senior Specialist, Network Service Operations joined a CP team at the annual Manitoba Dragon Boat Festival in September. The festival supports Cancer Care Manitoba and the Children’s Hospital Foundation.

A DREAM COME TRUETORONTO, ONT.

“For a railroader who has lived and breathed the railroad life 24/7 for more than 40 years, the ultimate prize was to travel on a vintage train from Toronto to Winnipeg. To be catered to like a king, while traveling through the most picturesque locations along the pre-Cambrian shield was unfathomable,” said Cliff Goheen, Director Track and Structures – Sudbury. What’s your railway legacy? contest winner Cliff, enjoyed an all-inclusive trip aboard the CP Canada 150 Train this past summer.

CANADA 150 CELEBRATIONS HAMILTON, ONT.

Miniature Train volunteer Warren Merrick, Specialist Work Equipment gives special guest Keith Creel, President and CEO a ride on the Little General.

—26 VOL. 17 | 2017

CP SPONSORSWORLD INDIGENOUS GAMES ENOCH, ALTA.

CP’s Manager, Diversity and Inclusion Kari Giddings poses with an athlete in traditional Indigenous attire at the World Indigenous Nations Games Reception in Treaty 6 Territory.

DOG DAY AFTERNOON CALGARY, ALTA.

CP hosted the Calgary Canine Unit for a special rail yard photoshoot in April. Photos were used for a charity calendar for the Calgary Police Foundation. The Calgary Police Foundation is a not-for-profit group that provides programs and support for under privileged children in the city and surrounding communities.

YEE HAW CALGARY, ALTA.

From left to right, Racquel Miranda, Spec Business Systems, Ronald Quitoriano, Spec Business Systems, Roland Montoya, Spec Business Systems, Marvin Almario, Application Developer, Everlasting Pichay, Spec Business Systems and Nerissa Canceran, Spec Business Systems enjoy the festivities at the annual employee Stampede lunch.

We’re ready to close out Canada 150 celebrations with our 19th annual Holiday Train, raising food and funds for local food banks across Canada and the U.S. Find out when we’re coming to your town here: http://www.cpr.ca/holiday-train/

Canadian Pacific launches #CPRailSense, encourages everyone to be safe around tracks this back-to-school season. #DontGoNearTheTracks

FROM INSTAGRAM:

FROM LINKEDIN:

FROM TWITTER: FROM FACEBOOK:

Our international intermodal team will be at the TPM Asia Conference next week discussing how CP serves Asia and beyond. https://lnkd.in/eq9QeX9

Hear from CP’s Murray Hamilton about what’s happening in grain, including an all-time Sept record. #Dedicated2Grain http://bit.ly/2xYTfqm

Follow, like, post and tag. Engage with us on social media for a chance to be featured here.—27

FROM SOCIAL MEDIA

FROM THE

ARCHIVES

CP’S ROBOT CONTROLLED

LOCOMOTIVESCP has been using futuristic technology for longer than you might think. Robot-controlled trains have been travelling across our network since the late 1960s.

When first installed, this was a new technology that would forever revolutionize CP’s motive power practices. A locomotive, placed throughout the train, could be controlled remotely by radio from the locomotive and engineer on the head end. Sounds pretty ho-hum in today’s context, but back in the 1960s this was something quite remarkable. At the time, you also needed a whole extra carload of radio-controlled electronics and relays to make this happen.

CP wasn’t the first with this ingenious idea. Norfolk Southern’s predecessor, Southern Railroad, was the first to use this new technology earlier in the 1960s. But when CP launched the new technology on November 10, 1967, it would change things forever.

CP’s Angus Shops took a couple of its latest and greatest locomotives, among them SD40 locomotives No. 5557 and the newest CP locomotive at the time No. 5564, and equipped them for robot service. The locomotives themselves couldn’t house all of the equipment necessary so each train with mid-train, robot-controlled power would need an additional car full of electronics and relays to accept and translate the radio-relayed throttle speeds, transitions and train dynamics.

CP first tested out these locomotives and cars in the east and later rolled them out for testing in the west at the end of 1967. The tests on mixed freight trains were generally successful but reliability issues with Wabco equipment prompted a switch to GE-Harris equipment, with their solid-state equipment model 105SS, becoming the model of choice that CP later referred to as Locotrol I.

DATE 1967

LOCATION UNKNOWN

CP’s initial test of robot-controlled locomotives in mid-train use. The newest CP locomotive at the time, SD40 No. 5564, acts as the mid-train unit with business car Wentworth (now called Royal Wentworth) housing CP mechanical and transportation personnel. November 10, 1967.

DATE 1967

LOCATION UNKNOWN

CPR SD40 No. 5557 and Robot-1 fresh out of Angus Shops in its reverse tuscan and gray CP livery in November 1967.

—28 VOL. 17 | 2017

EDITORS

Martin Cej, April Crane, Vanessa DiFruscia, Jeremy Berry, Mellissa Murray

WRITERS

Ariella Calin, April Crane, Andy Cummings, Vanessa DiFruscia, Brenda Land, Mallory McCredie

DESIGN

Geminesse Johnson

ILLUSTRATION

Danny Schlitz

PHOTOGRAPHERS

Vanessa DiFruscia, Andy Hamilton, Todd Korol, Ewan Nicholson, Dan Pope, Adam Scotti

SPECIAL THANKS

Canadian Pacific Magazine would like to extend a special thanks to GE’s Tim Bader and Sarah Mazzocchi for graciously hosting us in Fort Worth, Texas. To Ed Harwick and John Leonardo for helping us understand the intricate world of Signals and Communications. To Gabrielle Belanger

and Sean Arnold for showing us the messy but rewarding task of sorting bottles. And thank you to everyone else who answered a call, suggested a name or story idea, let us take your photo and more.

We couldn’t do it without you. Please remember to submit your photos of employees representing CP at community events for the Out and About page ([email protected]).

NEED HELP?The Employee Family Assistance Program (EFAP) is available, free of charge, to any employee interested in confidential counselling, addiction services and other community resources for a wide range of personal challenges. To get more information about EFAP services or to use this resource, call:

Canada 1 800 735 0286 U.S. 1 800 432 5155

@canadian.pacific @canadianpacific @canadianpacific

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