T h e e m p l o y e e m a g a z i n e o f T e a m B n S f j u l y / a u g u S T 2 0 0 6

Viewpoints on VelocityThe watchword at BNSF this

year is velocity. So how are we doing overall in implementing

this initiative within all levels of the organization? Two chief executives provide their perspective on this and other

velocity questions.Page 2

A Special RideOnce again, the BNSF Special

made its annual journey, but this year, the passenger train

charted new territory, making stops in New Mexico, Arizona

and California. Some 7,000 riders got to ride the train, and all of

them thought it special.Page 6

Also InsideA Day in the Life of a K-9 Team

BNSF’s Police Team includes special agents who have full-time canine partners. Follow one team as they

protect the railroad and its employees from those who might want to do harm. Page 4

BNSF Business Unit Roundup Business is booming on the railroad, as evidenced by

17 quarters of year-over-year volume growth. So what’s behind the growth? Read about the business unit

drivers fueling BNSF’s success. Page 10

RAILwAy StAffVP, Corporate Relations Richard Russack

editor: Marietta Collins

associate editor: Susan Green

Contributing photographers: Howard Ande, Mike Collins, Chuck Gierhart, RoShanda Hawthorne, David Lustig and Clarke Sutphin

Got A StoRy IdeA? Send story ideas to BNSF Railway Editor, via Outlook to: Communications, Corporate, or send by Internet to: marietta.collins@bnsf.com, or 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, Life Events and click on 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 Social Security number.

our vision is to realize the

tremendous potential of BnSf

Railway Company by providing

transportation services

that consistently meet our

customers’ expectations.

� RAILwAy I JULY/AUGUST 2006

on the CoVeRPhoto of a BNSF stack train taken at Caliente, Calif., by Howard Ande.

It’s been more than six months since velocity became the watchword at BnSf. how are we doing overall in implementing this initiative within all levels of the organization?

John:It’satop-of-the-mindtopicatalllevels.Whereverwego,there’sawarenessoftheeffortandpeoplearereallystartingtoask,“WhatcanIdotoaffectvelocity?”Everyoneseemstowanttotakeownershipregardlessoftheirrole.

Carl:Anykeystrategystartswithasenseofurgencytochange,andIthinkwe’veaccomplishedthat.Peoplethroughouttheorganizationhavevelocityontheirmindandarelookingforwaystoimproveit.Forexample,atarecentTownHallmeeting,IwastalkingwithaResourceProtectionemployeeabouttheirapproachtothetheftoflinewire,whichisoneofthemostsignificantwaysthey[ResourceProtection]haveofaffectingvelocity.Ithinkwe’retoapointwherepeopleseetheycanmakeanimpact.Theygetit.Withinourorganization,whenwehaveaninitiativesuchasthis,peoplerallyaroundit.It’spartofourculture.

John: Peoplewanttofeelthatthey’remakinganimpact,sosomeofthediscussionrightnowrevolvesaroundindividualscomingupwithideasand,insomecases,peopletryingtogettheirarmsaroundvelocityandsaying,“ThisiswhatIdodaytoday,sowhatcanIdotoimprovevelocity?”Or,“Iwasthinkingaboutthis,willitimprovevelocity?”It’sveryline-of-sightforOperatingfolks,butnotsomuchforsupportgroups.Butagain,acrossthecompanyifpeoplearen’tkneedeepininitiativesaroundvelocity,they’retryingtofigureouthowtheycanbe.OntheMarketingside,forexample,we’vegotfolksworkingdirectlywithcustomersonsuchissuesasdwell,demurrage,loadingschedulesanddockavailabilitythatwillhaveadirectinfluence.

when you talk to employees about velocity, what do they want to know?

Carl:Theyask,“Howarewedoingoverall?”Theyunderstandwhyit’simportant.They’renotaskingquestionsasmuchashavinglotsofconversationsaboutvelocityandthevelocitymeasures.Inourpresentationstoemployees,weputthesafetynumbersupfirst,followedbythevelocitynumbers.

John:Wemissedourfirst-quartervelocitygoals,butwemadeimprovementsinthesecondquarter.What’simportantaboutthevelocitymeasuresandthegoalsisthatwhenwesetuptheprogram,fromanICP[incentivecompensationplan]perspective,webaseditonaquarterlybasissoitwasn’tanall-or-nothingplan;wecanmakeprogressthroughouttheyearandstillmakeapositiveimpact.Wewantedaplanthatgoteveryone’sattention,butwedidn’twantittobepunitivesothatifwehadabadquarterandfellbehind,wecouldn’tcatchup.

So, how are we doing?Carl:We’rebuildingmomentumandgettingbettereachmonth.Aprilwasanimprovementover

March,andMaygenerallyincreased,whichfitswiththeideathatthereisurgencyforchange.We’reenthusiasticthattherearewaystomakeimprovements.Keepinmindthatwe’vehadmorevolumesthisyearthaneverwith200,000-plusloadsin17of26weeksinthefirsthalfoftheyear.Youhavetoask,“Whatwouldhavehappenedwithoutthiseffort?”

John:Wehavegrownasacompanyattwicetherateoftheindustry.That’sphenomenal.Thinkaboutit.We’regrowingtwiceasfastonapercentagebasisastherestoftheindustrycombined,andonanabsolutebasis,wehavebeenhandlinghalfofthetotalgrowthoftheClassIindustryforthelastcoupleyears.Withoutthevelocityfocus,I’mnotsurewecouldbewherewearetoday.Someofthefrustrationthatpeoplemaybefeelingisthatthey’redoingalotandworkinghardtoimprovevelocity,butit’scompoundedbythistremendousgrowththatkeepscomingaswell.Whatfolksreallyneedtofeelgoodaboutisthatthefocusonvelocityishelpingushandletherecordvolumes,evenifthevelocitynumbersaren’twhereweneedthem.

Viewpoints on VelocityEditor’s Note: The buzz is all about velocity at BNSF this year, especially since 30 percent of the goals under the incentive compensation plan are directly tied to velocity improvements, not only for salaried employees but for about a quarter of our union-represented work force. Velocity is important to everyone at BNSF because it will help provide better customer service as well as enable us to accommodate ever-increasing volumes of business. Railway visited with Executive Vice President and Chief Operations Officer Carl Ice and Executive Vice President and Chief Marketing Officer John Lanigan to get a sense of how well BNSF is embracing this effort and how well we’re doing.

Carl Ice, left, and John Lanigan discuss velocity and its impact.

RAILwAy I JULY/AUGUST 2006 �

Carl:Remember,velocityisn’tanewfocus,eventhoughtodayit’singrainedinourinitiatives,thestrategicfocusareasandthechangesincompensation;theseallreinforceasignificantnewpushanditshouldfeellikeitis.Ontheotherhand,it’snotasthoughJan.1wewokeupandsaid,“Velocityisanimportantthing.”Allthelinkageswithon-timeperformance,capacityandassetturns–it’sallaboutvelocity.Couldwehavestartedthevelocitypushsooner?Perhaps.It’snotliketherewasanonoroffswitch.Itwassimplyimperativethatwemadethisourfocusbecauseitimprovescapacitybyturningequipmentfaster.Aswegrowusingvelocityasalever,ithelpswithourreturnsandwithprofitability.

John:We’vebeenmeasuringvelocitynumbersinsomeformorfashionforyears.It’snotanewthing,butvelocityistangible.Peoplecanputtheirarmsaroundthisissuebecausetheyknowthatifwecangetbetteratthis,wecancontinuetogrow.It’sgoodforeverybody.Priorto2003,velocitywasinsomeregardsself-managingbecausethegrowthwasrelativelyslow,andwedidn’tseetheimpactonvelocity.But25-percentgrowthinthreeyearshasputastrainonthenetworkandcausedustothinkdifferentlyabouthowwemaximizetheassetsthatwehave.

there are six areas by which we measure velocity. After more than half a year of tracking these, are these still the right measures?

Carl:Thevelocitymeasuresarecenteredoncycletimeandimprovingtheturnswegetoutofequipment.They’recertainlytherightcategories,andwhenwechosethem,webalancedthemwithexistingmeasures.Wepickedexactlytherightmeasuresforthecurrentsituation.Asthingsevolve,wemightmakesomeadjustments.

John:Wewantedtohavemeasuresthatpeopleunderstoodandnotcreateaseriesofmetricsthatnoonehadeverheardofandcouldn’trelateto.Itwasimportantforpeopletobeabletorallyaroundconceptstheywerefamiliarwithorthattheycouldsensewhenthingswouldstarttochangeforthegoodorthebad.Aswithanynewprogram,youhavetobecarefulnottobetooquickonthetriggerwithadjustments,becauseyouwanttoletthesethingsrunforawhilesoyoucangetconsistencyandhavepeopleseethelonger-termeffects.[Editor’s Note: See Velocity Performance box on page 9.]

Are we doing better with some of these measures than others and why?

Carl:Yes,we’vedonebestinintermodal,butit’sbecausewe’refurtheralongintermsofsomeoftheconcretethingswe’redoingthatareimpactingthemeasures.Notonlyarewemovingintermodaltrainsfaster,we’rechanginghowbigtheyare,howpuretheyare,andconsolidatingtheO/D[origination/destination]pairs.And

we’vegotgreatcohesionbetweenthebusinessunits,OperationsandServiceDesign.Sowhilewe’vemademoreimprovementinintermodal,thelevelofeffortisstrongacrossallmeasures,andtherearealotofdifferentnuancesthatinfluenceeachofthem.

what are we doing to keep improving all the measures in the coming months?

John:There’stheaccumulationofeffortthathappensovertime,andthentherearethings,likeweather,thathopefullyaidusastheyeargoeson.Again,someofthisisthemomentumplay,wherepeoplecontinuetofocus,butit’snotlikewehavethreeorfourthingsthatwe’veuncoveredandwesay,“Startingtomorrow,velocityisgoingtoimprove.”It’sthousandsofsmallstepsthathavetocometogether,becauseifwejusthadthreeorfourthingsthatwouldmovetheneedle,theywouldbedone.

how can customers help us to improve velocity?

John:We’reveryengagedwithcustomers,especiallythetimethatequipmentiswiththem.We’retryingtogetquickerturnsofequipment

throughcustomers’loadingandunloadingprocessesand,in

somecases,storage.TheAIM[Assess.Improve.

Maximize.]carloadreshapeinitiativeisanotherexamplewherewe’rediagnosingtheopportunitiesforimprovinglocalgatheringanddistribution.We’realsoworkingwithintermodalhubstogetequipmentin

andoutasquicklyaspossible.Our

customersarealmostaswellinformedabout

velocityasemployeesarebecausethey’veaskeda

lotofquestionsandhaveheardaboutvelocity.Wehavebeenproactivelytalkingaboutthiswiththembecausesomeofthemwereconcernedthatweweretakingoureyeoffservice.Whenyoulinkvelocitytoservice,theygetitalmostimmediately.

Speaking of service, how does velocity help on-time performance, and is it still a key measure for us?

John:Wetalkabouthowpurethevelocitynumbersareandhow“unpure”theservicenumbersarebecausethey[servicenumbers]

areaffectedbywhatwecallActsofGodsuchasweather,mudslides,etc.–theeventsthatareoutofourcontrol.Whenwemeasureservice,we’reonlymeasuringwhatwecancontrol.Withvelocity,wedon’tcutourselvesany

slack.It’sstillimportant,however,forourcustomersthatwemeasureon-time

performance.What’snoteworthyisthatawidevarietyofcustomers

havesaidtheyhaveseenimprovedperformanceinthefirsthalfoftheyear.I’veheardmore“yourserviceisimproving”inthefirsthalfoftheyearversusthelastthreeyears,whenIoftenheard,“Yourserviceisgettingworse.”

So is service improving

because of any new velocity

processes we’re putting in place or is it

that we’re just “putting our eye back on the ball”?

Carl:Wenevertakeoureyeofftheballwhenitcomestoservice,andwecouldn’thavehandledallofthisbusinesswithoutthatfocus.There’salwaysamultitudeofreasonsforwhyimprovementshappen.Certainlythefocusonvelocityhashelped,butIalsothinkthere’ssomethingelse.Asyougetvolume,whattodayseemslike“Howcanwehandleallofthis?”thennextyearbecomesyourbase.Ithinkwe’vemadegreatstridesjustmovingthebar.

Withthepushforvelocity,oneofthewonderfulthingsaboutourorganizationisthatwhenyouclearlyestablishsomethingthat’smeaningfulandtangible,andyoucommunicateit,andwedriveourobjectivesaroundit,peoplerespondinapositiveway.So,yes,therearenewprocessesandnewinitiativesthataremakingadifference.

do you see improving velocity as a never-ending quest for BnSf, just as safety has become?

Carl:Ithinktherearesomanyleveragesonvelocitythatitwillalwaysbeimportant.There’salinktocapacity,alinktoinvestmentsandreturns.Itwillalwaysbeimportant,butIdon’tthinkit’slikesafetyinthatitwillhavethesamelevelofemphasis.OverthelifeofBNSF,we’vechangedwhatwemeasure.Forexample,atonetimeitwasrevenuegrowth,butsafetyisalwaysfundamental.

John:Ifwetrulyareinthemiddleofarailrenaissance,whichthelastthreeorfouryearsdemonstrate,theneverythingwecandotoimprovethevelocityofthisnetworkiscriticalbecausewe’resocapitalintensive.Totheextentthatwecansqueezeanotherounceoutoftheassetsthatwedeploy,thatmakesusamuchmorecompetitivemodeoftransportationandthatmuchmorevaluabletothesupplychain.

� RAILwAy I JULY/AUGUST 2006

A spartoftherailway’sPoliceTeam,BNSFspecialagentsareinterspersedthroughouttherailnetworkaspartofourfirstlineofdefenseagainstthieves,trespassersandotherswhomightwanttodothecompanyanditsemployeesharm.Anumberofagents,suchasCendejas,havefull-timecaninepartners.

Ithadbeenaquieteveninguntilnow.Afterclockinginandgettingbriefedontheeventsofthepreviousshift,therehadbeenlittleinthewayofproblems.TherewereacoupleoftrespassingkidswhoCendejasgentlylecturednottostrayagainontorailwayproperty,firstbecauseit’sillegalbutalsobecausethechanceofgettinghitbyoneofthemanyfreighttrainsisarealpossibility.

Otherpeoplewhothisnightfoundthelureofrailwaypropertytooenticingtostayawayfromincludedatoothlesselderlyladywithanoverflowingshoppingcartfullofbagsofcansandplasticbottles,acoupleofguyswalkingtheirdogandadrifterlookingtofindsecurityinaquietspotofayarddownbythePortofLosAngeles.NonerequiredLexo’sassistance.

Cendejas,however,isontheconstantlookout.Therearepotentialcriminalslookingforanunguardedcontainerorafreightcarparkedinasecludedspotwhocouldbreakinandstealthecontents.Therearegraffiti“artists”whonotonlydon’tunderstandthey’retrespassingbutjustdon’tseemtorealizehowdangerousrailwaypropertycanbe.ThosearethetimesCendejasreallydependsonhispartner.

Bothondutyandoff,Cendejas,35,andLexo,5,arepracticallyinseparable.WhenCendejassignedonwithBNSFtwoyearsago,hewasalmostimmediatelyaskedifhewouldconsiderbeingpartofaK-9team.Heeagerlyagreed.

Now,asheapproachesHobartYard,Cendejasagaincontactsthetoweroperator.

“Hobart,anyfurthersignofourtrespasser?”heinquires.Theresponseisnotwhathehopedtohear.Themanhasmeltedinto

thenightandCendejas,inconjunctionwithBNSF’scontractsecuritypeople,willnowsearchtheintermodalfacilitytotryandroothimout.AsCendejasguideshisvehicleupanddownrowafterrowofcontainers,heshinesaspotlightintothedarkcreviceswheresomeonemightattempttohide.Afteranhourandwithnofurtherreportsonhiswhereabouts,theman,whoeverhewas,hasvanished.

WhileLexohasnotbeenneededsofartonight,Cendejastakestheopportunitytogivehispartnersomedailytraining–inthiscase,sniffingforexplosives,somethingthedoghasbeencross-trainedtodetect.

CommandingLexotosniffforexplosives,thecanineautomaticallybeginshissearch,continuallymovinguntiltoldotherwise.IfLexostopsandliesdown,Cendejasknowshispartnerhasfoundsomething.Afterhistraining,Lexoboundsbackintothevehicle.

Butdon’tfeeltoosorryforLexo.AlthoughconfinedtothebackseatoftheSUVinaheavy-dutycage,Lexohasallthecreaturecomfortshe

couldaskfor,includingairconditioning,plentyofcoldwater,treats,toystokeephimactiveand,whenthereisasparemoment,alittlegroomingtokeephimlookinghisbest.

Astheirshiftcontinuesintotheearlyhoursofthemorning,Cendejasgrabsasandwichfromalocalshopandheadstoaparkadjacenttothetracks.Herehecantakeabreak,letLexooutforafewmomentsofcloselymonitoredexerciseandalsowatchfortrespassers.

Sureenough,onebiteintohissandwichandCendejasspotssomeonebrisklywalkingalongtheparallelrailwayright-of-way.HemotionsLexointothevehicle,notwantingtogetthedogunnecessarilyinvolved,whileatthesametime,commandsthetrespassertostopandapproach.

Theman,inhismid-30s,isnotsureatfirstwhyheisbeingstoppedandwondersaloudifthespecialagentevenhastherighttostophim.Cendejasfirmlyinformsthetrespasserthathehasallthepowersoflocal,countyandstatelawenforcement,includingthosetodetain,searchandarrest.Theman’saggressivemoodquicklysubsides.

A Day in the Life of a K-9 Team

By David lustig

It’s 11:1� p.m. on a balmy Southern California evening. Senior Special Agent Paul Cendejas, driving northbound on the 710 freeway, is responding to a call from a hobart yard tower operator who thinks he’s spotted a trespasser trying to climb onto an eastbound intermodal train. while on the company radio trying to obtain more information, Cendejas’ partner, Lexo, is lying down in the back seat yawning and letting out a whine or two. After all, that’s what German Shepherds sometimes do.

Man’s Best Friend Is Also BNSF Railway’s

Senior Special Agent Paul Cendejas and his partner, Lexo, are a team, dedicated to keeping BNSF and its employees safe.

RAILwAy I JULY/AUGUST 2006 �

“Ifit’ssomeoneI’veneverseenbeforeusingtherailwayasashortcuttosomewhere,Iusuallyjustgivethemawarningandletthembeontheirway,”Cendejasexplains.

Ifthepersonisnotcooperative,theagenthasaprotocoltofollow.“Iruntheirdriver’slicense,findoutwhotheyareandiftheyhaveanypriorarrestsorhaveaFieldInterviewonfile,whichrecordseverythingaboutthemandwhytheywereinthearea.Ifweeverrunacrossthemagain,weknowwe’vetalkedtothembefore,whichwilllikelyresultintheirarrest.”

SowhenwouldCendejasuseLexo?“Ascoverandprotectionandwhenmakingahigh-riskpedestrianstop

oranarrest,andalsoifI’moutinanareawheremyvisionislimited.Thedogistrainedtoalertonhiddensuspects,”Cendejasexplains,addingthatthedog’ssenseofsmellandsoundarealotsharperthanhisown.“We’reateam,”CendejassaysofLexo.“He’smypartneraswellasanextratooloutthereformetouse.”

Unlikemostpartners,however,CendejasandLexodon’tgotheirownwayattheendofashift.LexoseemslikeaBNSFemployeeandhashisownexpenseaccountsohishandlercankeephimwell-fed,groomedandup-to-dateonhisshots,butafterclockingout,bothheadtothesameresidence.

Whenoffduty,CendejaswilltakeLexotoalocalparkforexerciseandstillmoretraining.Whileheplayswiththedog,heshiesawayfromtreatinghimasapet,knowinghispartnerhasaseriousjobtodo.Cendejasdoesn’tevenfeelcomfortablewithanyoneelsegroominghim,takingituponhimselftogivethedogregularbathsathome.

“Ineedhimtoobeyacommandwithoutthinkingaboutit,”saysCendejas,explainingthathehastoberecertifiedwithLexotwiceayeartoshowhehascompetencyinthehandlingofhisdog.“Heknowshe’sworkinguntilItakehimhomeandputhiminhiskennel.Andlikemostofus,healsoknowstomorrowisanotherdayonthejob.”

Rail Fans on Patrol

Not only are employees needed to be the “eyes and ears” to help prevent possible security

breaches, now BNSF is recruiting rail fans to help keep BNSF properties safe by reporting suspicious activities.

“Keeping America’s rail transportation network safe from crime and terrorist activity is a high priority for the railroad industry,” says William Heileman, general director, Police and Protection Solutions. “Every day across the country, rail fans photograph and watch trains as they pass through communities. It seems natural to harness their interest to help keep America’s rail system safe.”

Beginning in June, rail fans began registering for the Citizens United for Rail Security (CRS) program by going to the Web site http://newdomino.bnsf.com/website/crs.nsf/request?open. CRS participants receive an identification card along with access to news and information on the BNSF CRS Web site.

To report suspicious activity, CRS members and the public can call (800) 832-5452. The information will be taken by a BNSF representative and routed for appropriate response.

The CRS program is an outgrowth of another BNSF grassroots program, BNSF ON GUARD, which encourages employees to report suspicious activities, trespassers or individuals to BNSF’s Resource Operations Call Center.

The program provides rail enthusiasts an opportunity to have a positive impact on Homeland Security while pursuing their hobby. However, BNSF emphasizes that in the interest of safety and security, members are expected to follow local, state and federal laws, including those that prohibit trespassing on railway property.

� RAILwAy I JULY/AUGUST 2006

BnSf Special

a decade of SuccessCelebrates

By RoShanda hawthorne

where can you see smiling faces, adults who act like kids, children whose mouths gape in awe and an overall happy environment? no, it isn’t disneyland, but the 200� BnSf Railway Special.

For10years,theSpecialhasgiventheyoungandtheyoungatheartachancetotourroutes–sometimesremote–acrosstheBNSFsystem.Formany,theseareararetreat;mostpeopledon’tgetanopportunitytorideaBNSFpassengertrain,muchlesswitnesssuchsceniclandscapesasCajonPassinSouthernCaliforniaorexperienceBNSF’sbusyTranscontinentalline(Transcon).

Forthosewhohavenotyetexperiencedit,theSpecialisacollectionof13passengerrailcars,includingtwocrewsleepersandofficecars,apowercar,diningandloungecar,baggagecarandfivecoaches.Therailcarsarepulledbytwodiesel-electric

locomotives.Thisyear’sSpecialcompleteda5,000-milejourneywithstopsinNewMexico,ArizonaandCaliforniabetweenJune5andJune25.

A history of SuccessIn1996,theSpecialbeganasatributetoand

inappreciationofemployees,allowingthemtosharewiththeirfamilymemberssomeoftheir

everydayexperiencesatBNSF.Eachyear,theSpecialtoursdifferentregionssoallemployeeshaveachancetoenjoytherideasittravelsacrossBNSF’svastnetwork.Aswasevidentbyallthesmilingfaceson

thisyear’strip,everyoneofthe7,000passengersappreciated

thechancetobeontheSpecial.“Formethistripwasvery

important,”saysR.E.Henderson,signaltechnician,DispatchingCenter,SanBernardino,Calif.“Mostofthetimemyfamilyisonlyabletohearaboutmyjob,butwiththeBNSFSpecial,theycanseeitforthemselves.”

KennethPeterson,retired,SanBernardino,saysbringinghisthreegrandchildrenwasareal-lifelearningtool.“Itiseducationalineveryway,”saysPeterson.“Plus,trainsgoplacesthatahighwaycan’t,sothisgivesusallanewviewofthings.”

“It’sagoodbreakfromtheheat,andwearehavingagreattime,”saysWesHarris,atwo-yearconductor,Phoenix,whileonboard.

JJMaganaIII,anengineerof10years,Phoenix,accompaniedperhapsoneoftheyoungestpassengersevertoboardtheBNSFSpecial.JoeyMagana,a2-week-oldbaby,quietlysleptinhismother’sarms.Hewasn’tquiteasexcitedaboutthetripaswashis4-year-oldbrother,Jesse,

whoshowedenoughenthusiasmaboutthetrainrideforthebothofthem.

“Whatawonderfulopportunityfortheemployeestohavetheirfamiliesspendtimeonapassengertraintraversingaportionofthesubdivisionswheretheywork,”saysLarryKreger,superintendentofOperations,Winslow,Ariz.,ontheSouthwestDivision.“Theywere

abletoexplainvariousaspectsoftheirjobtotheirfamilies,sotheycanbetterunderstandwhatitistheydoforalivingandtheroletheyplayasanintegrallinkinthetransportationofgoodsacrosstheworld.”Inaddition,theSpecialvisitedtheCaliforniaand

LosAngelesdivisions.SaysJoeFaust,regionaldirector,

PublicAffairs,BNSF:“We’repleasedtosupportanendeavorsuchasthistothankouremployeesforajobwelldoneaswellasacknowledgetheroletheirfamiliescontributetothateffort.”

TheSpecialalsoentertainscustomers,communitymembersandyouthfromthelocalBoys&GirlsClubs.Since2002,BNSFhaspartneredwithBoys&GirlsClubsofAmericatoraisefundsandgivechildrentheopportunitytoridetheSpecial.Thisyear,again,theBNSFFoundationpledgeddonationstotheBoys&GirlsClubsnationalofficeandlocalchaptersinfivecitiesalongtheroute.

RAILwAy I JULY/AUGUST 2006 7

Thisyear’sschedulehadtobecarefullycraftedtoaccommodateschoolcalendarsintheSouthwestduetotheschoolyearrunningwellintoJuneinsomeareas.“Ifpossible,wewantthetripstooperateafterschoolisoutforthesummer,”saysSchmid.

It All works outNomatterhowmuchplanningisdone,

obstaclescanstillchangescheduledevents.Forexample,oneportionofthisyear’striphadtobecanceledduetoaderailment.

“OneBoys&GirlsClubtripandanemployeetripwerecanceledbecauseofafreightderailment,whichpreventedthetrainfromtravelingtoFresno,Calif.,”saysSchmid,whofacedotherchallenges.

“GiventheextremefreighttrafficvolumesandtheneedtoavoidAmtrakconflicts,thescheduleperformancewasexcellent,”saysSchmid.“Inevitably,therearelast-minutedetailsandunforeseencircumstances.Evenafterthetripisunderway,I’monthephonewithvariousterminals,answeringquestionsandaccommodatingproblems,suggestionsorrequests.Amazingly,itallworksout.”

BecausetheSpecialrequiresfrequentmechanicalmaintenanceandrequiredcheckups,twoMechanicalpersonnelareonthetrain24hoursaday.Theyoftenhandledailyneedssuchasfuel,water,toiletretentiontankpump-outandtrashpickup.

“ThetwoMechanicalemployees[MikeCairoandBobKoozer,whoissoontoretire]wereexcellentinaddressingproblems,”saysSchmid.“Theequipmentperformedverywellgiventheintensityofuseandextremeheat,whichexceeded100degreesduringeightdaysofthetour.Airconditioningonlyfailedinonecoachononetrip,andpassengerswerequicklymovedtoothercoaches.”

“HavingproventhattheSpecialcanoperatesuccessfullyontheTranscon,itcanalmostcertainlyoperateanywhereelseonBNSF,”saysSchmid.“Therewardforallofusisthethousandsofpassengersmilesonthetrips,andthethanksastheydepartthetrain.”

Special ChallengesThepassengersarejustonepartoftheBNSF

Special’sstory.Thecrewistheotherimportantpiece.For10years,theSpecialhashadasmoothrunthankstothestaff,whichincludesmorethan20BNSFemployeesandcontractors.Therearecooks,housekeepers,tickethandlersandserversonboardtomeettheneedsofpassengers.Thereisalsoanemergencymedicaltechniciantoassistanyonewhomayneedmedicalassistance.

Oneofthetoughestjobsmaybecooking;thechefhastomakemealsforBNSFstaff,invitedcustomersandotherguests.“Developingamenuforanentirecrewwithalotofvarietyistough,”saysShawnBravence,crewchef.

“Thepassengersaregreat.Somerarelyhavethistypeofexperience,sothere’sahighlevelofexcitement.TheyareveryappreciativeoftheSpecial,”saysMichaRigmaiden,staffmemberontheSpecial,addingthatthetoughestpartofthetripforherislivingonthetrainforamonth.

Fromthepassengers’pointofview,itmayseemlikeeverythinggoesoffwithoutahitch,buttherearemanychallengesalongthewaythatmaypotentiallytaketheSpecialofftrack.

“It’slikerunninghurdles,andyouknoweventuallyanotheriscoming,”saysJeffSchmid,manager,FieldSafetySupport,whohasbeenanintegralpartoftheBNSFSpecialfor10years.Headdsthekeytomanagingthechallengesisgoodplanningandbeingflexible.

Schmidplansandscoutsthetripsseveralmonthsinadvance.Hehastoanticipatenumerousfactorsbeforethetrainevercomestoalocation.

Thefirstportionofplanningistypicallyhandledbyaregionalvicepresidentandgeneralmanagers,saysSchmid.Oncetheyhaveapprovedageneralroute,theycommunicatetotheirstaffthattheSpecialwilloperateintheirterritory

andassignapersontoworkwithSchmid,whothentravelstoeachlocationtodetermineneedsandlogisticaldata.

Schmid’spre-tripresearchincludesfindingstoragefora1,300-foottrainandaboardingsitewithgoodfootingandenoughparkingforvisitors.Also,theavailabilityofservicessuchaswater,fuel,septicservice

forthebathrooms,ice,trashpickupandsecurityarehugeconsiderations.

new territoryThisyear,theSpecial

chartednewterritory,coveringmuchoftheSouthernTranscon.(TheTransconisBNSF’s2,227-milelineconnectingChicago

toLongBeach,Calif.,akeyWestCoastentryforcontainershipscarryingconsumergoods.)

“The2006SpecialwasarguablythemostchallengingofanySpecialinrecentyears,”saysSchmid.“Operationalandclimatefactorswerethemostextremeever.However,despitethedifficulties,the2006Specialwasagreatsuccess.”

SaysChrisRoberts,vicepresident,southernregion:“Manyofthesegmentsthisyear’sSpecialoperatedoverhandleasmanyas100trainsperday.The2006Specialwasagreatsuccessduetotheplanningandparticipationofeveryoneinvolved.”

“Weneededtoconsiderourcurrentoperationandensurewecouldadequatelydoboth[passengerandfreightoperations],”saysChuckPotempa,terminalsuperintendent,Hobartfacility.“Wenotonlywantedtotakecareofourcustomers,butalsoouremployees,whowe

dependoneveryday.”AddsMatthew

Garland,terminalmanager,Bakersfield,Calif.:“Planningtheeventinadvanceandcommunicatingtheneedsofourteamwerecrucial.ThestaffontheSpecialwasfantasticandprovidedgreatsupport.Everymemberofthisteamwentoutoftheirwaytoensureasmoothoperation.”

� RAILwAy I JULY/AUGUST 2006

Whenitcomestoleadingpeople,ithelpstoknow–literally–the“nutsandbolts”oftheirjobs.That’swhyTrudiAbbottcanoftenbefoundontheshopfloorasking,“Whatdoesthisdo?”and“Showmehowyoudothat.”

Lessthanayearago,AbbottwasnamedassistantgeneralforemanattheDenverDieselShop.PreviouslyshewasforemanatHoustononthefreightcarside.

“Imaybenewtolocomotives,butnottomanagingpeople,”saysAbbott,whorecognizedtherewouldbechallengestocrossingovertothe“other”sideoftheMechanicalDepartment.“Iknewthatpeople[atDenver]wouldwonderifI’dbeagoodsupervisor,andifI’dappreciatealltheprocessesinvolved[inmaintainingandrepairinglocomotives].”Afreightcarhasonlyfivemovingparts,shenotes,whilealocomotivehasthousandsofcomponents.

Withaneed-to-knowpersonality,Abbottisn’tshyaboutclimbinginandaroundengines.“Theword‘can’t’isnotinmyvocabulary,andIasklotsofquestionssoIcanunderstandthetechnicalside.Itrytosurroundmyselfwiththosewhodoknowsotheycanteachme.”

Understandinghowtodotheworkalsoearnsemployees’respect,saysAbbott,whowon’tasksomeonetodosomethingthatshe’snotwillingtodoherself(andshe’shadlotsofexperience,havingstartedasacarmaninTulsa,Okla.,in1993).

Inaleadershiprolesince2001andnowservingontheMechanicalDepartment’sFirst-LineSupervisorCouncil,Abbotthaslearnedwhatitmeanstobeagoodleaderbywatchingothers,andshehopestoleadothersbyexample.“Peoplewanttobeledbypeoplewholistentothem,whoarewillingtostandupforthem,whoappreciatewhattheyaredoingandevengetthemexcitedtodothework.Itrytodoallthesethings.”

Abbott’sjobalsorequiresthatsheleadduringtimesofchangesincesheisresponsibleforashopthatisredefiningitsrole.In1996,thefacilitywasclosedasafull1-Ashop,whichhadlocomotivesassignedtoitformaintenance,inspectionandrepair.Followingtheclosure,about20peoplewereassignedtotheshop,whichwasconvertedtoafuelingfacility.

WhenAbbottcametoDenverin2005,shecamewithadesiretocreateacompellingvision:Tohavetheshopdowhatitdidbefore.Withsomuchmorebusinessontherailroad,morelocomotiverepairisneeded,andDenverhastheresourcesandcapacitytodoit.Currently,thereare33peopleattheshop,includingthethreeforemenAbbottdirectlysupervises.

“Theshophasavitalroletoplay,andthepeopleherehavetheexpertiseandthepride,”saysAbbott.“We’retryingtogetthefacilityretooled,andwe’reconductingworkshopstobringtheirtraininguptospeed,thoughwedon’tseeDenverbeingabigshopagain.”

Whilechangehasitschallenges,themoodattheshopisupbeat.“MostofthepeopleherewouldliketheworktocometoDenverinsteadofshippingittoanothershopbecausetheycandoit,”saysJackRader,oneofthethreemechanicalforemenwhoreporttoAbbott.“It’smorechallengingwork,andthey’vemisseddoingit.TheideasthatTrudibringshavebeengoodfortheshop.”

Asthefacilitytakesonitsnewrole,Abbottencouragestheemployees–electriciansandmachinists–tobecreativeintheirworkprocesses.“ItellthemnottoworryaboutthetimeittakestodothejobandthatIdon’tneedtounderstandexactlywhatthey’redoingbecauseItrustthemtodothejobright,”saysAbbott.“Idon’taskthemtotakeshortcuts,andifthere’saproblem,I’llgotobatforthem.”

Butshewillkeeppressingthemforthe“how-to’s”oftheirjobs.“That’sTrudi,”saysRader.“She’salwaysaskinglotsofquestions.”

Growingupwith13brothersandsisterstaughtLarryWakehowtolisten...andlisten...andlisten.“Withsomanyinmyfamily,Ilearnedthattherearealotofdifferentideasandwaystoseethings,”hesays,addingthattherailroadislikeanextendedfamily,whichiswhyhecontinuestorelyonthosefamiliarlisteningskillsasamanager.

“ItrytoreallyhearwhatanemployeehastosaybecauseifIdon’t,especiallyifthere’saproblem,thenitbecomesBNSF’sproblem,”hesays.

ListeningisjustonewayWakesupportsthe27two-personweldingcrewsandtravelingweldinggangsthatreporttohim,evenifitisn’tdonefacetoface–especiallydifficultsincehisterritorycoversmorethan1,000miles.Hisweeklyconferencecallsarewell“attended,”hebelieves,becausehedoesn’tdoallthetalking.“Itellthemit’stheirchancetovoicetheiropinions,”hesays.

BeingavailableisanotherofWake’strademarks.ButWake’snotamicro-manager,needingpeopletofillhiminoneverydetail.“Idon’twant themtocallmeeverytimetheymakeadecision,butIwantthemtoknowI’mtheretosupportthem,”hesays.

WhileWakeisobviouslyusedtogettinganearful,healsohastorelyonhiseyestodohisjob.MaintainingtrackintegrityisultimatelythejobofeveryEngineeringemployee,butwelders–whofixbrokenrails,eliminatejointsandrepair/replaceswitchcomponents–haveexactingstandards.Forexample,aweldonasectionofrailcannotbelessthanfivethousandthsofaninch–oraboutthethicknessofasheetofpaper.

“Ispendabout75percentofmytimemakingsureBNSF’squalitystandardsaremet.Ourrailroadhassomeofthebest-trainedandbest-equippedweldersintheindustry,”saysWake,whoisontheroadthreeoutoffivedaysauditing.Inadditiontoinspectingtheweldinggangs’workmanship,he’sresponsibleformakingsureeveryoneisuptodateontheirtrainingandrequiredsafetyequipment.

Wakefrequentlymakesunannounced“drop-in”visitstoobserveemployeesandfindoutwhat’sontheirminds.“I’mnottheretomakethemnervous,butjusttotalktothem,andmaybeeducatethemaboutnewprocedures,”hesays.

Themostfrequentissueweldershave,saysWake,isthattheyareexpectedtomakeahigh-qualityweldinless-than-idealcircumstances,forexample,thetrackbedisnotinnewcondition.“Itellthemtheyhavetofixit[theweld]asbesttheycanwithwhattheyhavesothatnoonecancriticizetheworkthey’vedone,”saysWake,aproponentofmodelingtheway.“‘Dothejobtherightway,’Itellthem,‘andeverythingelsefallsinplace.’”

DougWinterrowd,awelderoutofLebanon,Mo.,saysWakeisgoodaboutworkingwithemployeeswithoutbeingoverlycritical.“Ifsomethingiswrong,Larrygivesyouconstructivecriticism,insteadofattackingyou,”hesays.“Hetriestoshowyouwhatyoucandotocorrectandlearnfromamistake.It’snotlikehe’soutlookingforproblems;he’salsolookingtotellyouwhatyou’redoingright.”

DanBrewer,awelderatWillowSprings,Mo.,whoworksforWake,says,“Larrywantstomakesurethejobisdoneright,buthedoesn’thoundyou.Ifsomethingneedscorrecting,he’llbringittoyourattentionandinastraightforwardway.”

WhichgetsbacktoWake’supbringing.Inadditiontoawillingnesstolistentoothers’ideas,helearnedearlyonit’simportanttothinkbeforespeaking.“ItrytobecarefulaboutwhatIsayandhowIsayit,”hesays.“Peopledeservethatkindofrespect.”

You might not know how a good leader is defined, but you know one when you work for one. At BNSF, the Leadership Model is our guide, and its basic principles include Create a Compelling Vision; Model the Way; Lead More, Manage Less; Communicate, Communicate, Communicate; and Make Development a Priority.

If you would like to nominate a “Good Leader,” like those profiled below, please send your recommendation to marietta.collins@bnsf.com or susan.green@bnsf.com and indicate why you think your candidate makes a good leader.

By Susan green

What Makes a Good Leader?

Trudi abbottAssistant General ForemanDenver Diesel Shop

larry WakeSupervisor, WeldingEngineeringSpringfield, Mo.

RAILwAy I JULY/AUGUST 2006 �

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30JUN 06SEP 05 OCT 05 DEC 05 MAY 06APR 06JUL 05 AUG 05 NOV 05 JAN 06 FEB 06 MAR 06 JUL 06

BnSf Units handledYear-to-date through July 22, 2006, and July 21, 2005 2006 2005

200� BnSf Velocity PerformanceYear-to-date through July 25, 2006 3rd Qtr Goal Actual QTD

Locomotive miles per day 303.0 286.7

Agricultural car miles per day 168.4 185.4

Merchandise car miles per day 118.2 116.6

Coal cycle index 125.0 136.5

Intermodal stack transit days 5.2 5.1

Intermodal trailer transit days 2.6 2.7

Coal 1,346,728 1,226,414Agricultural Products 536,207 507,713Industrial 895,329 879,067Consumer 3,055,739 2,865,655System 5,834,003 5,478,849

BnSf Performance Measures

BnSf Stock12-month through July 25, 2006 S&P 500 Index BNSF

BnSf Reportable InjuriesYear-to-date through July 22, 2006

320

Locomotive Velocity = Total locomotive miles on 3,000+ HP/ Total locomotive count (average miles per day per locomotive)

Agricultural and Merchandise Car Velocity = Car miles / active cycle days

Coal cycle index percentage = Actual total cycle time / Plan cycle time (starts with the time the cars are placed for loading, followed by transportation time to the utility, unloading and transportation of the empty cars back to mine); excludes foreign road delay and utility outage delay

Intermodal Service average transit days = Average time between cutoff and deramp or interchange delivery (transit time starts at cutoff or first train departure if cutoff is after first train departure)

308

2006

2005

the Federal Railroad Administration (FRA) issued a new Train Horn Rule, effective June 24, 2005, that changed the requirements for sounding the locomotive whistle at public grade crossings. The final rule was more than 10 years in the making and the result of a federal law mandating the use of the locomotive horn at all public highway-rail grade crossings (with certain exceptions).

The FRA rule requires that if the train is traveling 45 mph or less, the engineer must sound the whistle for at least 15 seconds before the lead locomotive enters the crossing and continue blowing until the lead locomotive passes through the crossing – but it also sets a maximum whistle length of 20 seconds. Trains moving faster than

45 mph continue the standard practice of blowing the whistle at the whistle post and must continue sounding the whistle until the lead locomotive passes through the crossing.

Not only is this whistle requirement a federal regulation, it is also an essential BNSF operating rule, GCOR Rule 5.8.2 (7). BNSF supervisors are conducting operations tests to ensure train crews demonstrate their understanding and correctly follow the new whistle requirements.

A failure to adhere to the FRA whistle regulation may subject the engineer to a personal violation or fine from the FRA of up to $27,000 for noncompliance, particularly if they do not sound the locomotive whistle for the required length of time. If an engineer is involved in a grade crossing

train horn Rule: how to whistle while at work

accident where the whistle was not properly sounded, he or she may be sued in a civil lawsuit or be subject to jail or fines for a criminal action. Since locomotives have event recorders and many units are equipped with cameras, information gathered by these devices may be used by authorities investigating the incidents.

The rule also gives communities the choice to consider silencing train horns at highway-rail grade crossings, based on meeting safety needs, through the establishment of quiet zones. Additionally, the rule provides a process for localities with existing whistle bans to retain their bans.

Currently on BNSF, there are 26 quiet zones where train whistles are not blown. (Note: Not all quiet zones have been listed in their respective timetable. If the quiet zone was recently established, it would have been issued as a general order to the timetable and will be added to the timetable when reprinted.) However, the locomotive engineer is empowered to sound the whistle in a quiet zone in the event of an emergency, when the whistle is otherwise required to be blown by the FRA as well as for the safety of railroad employees and others.

A video/dVd examining GCoR Rule �.�.2 has been mailed to the home of all

transportation employees.

10 RAILwAy I JULY/AUGUST 2006

As in the last five years, growth

in Trans-Pacific trade and in U.S.

truck tonnage is expected to

continue contributing to sustained

Intermodal growth at BNSF.

International Intermodal has

seen a 10.5-percent unit growth

over last year’s first half. This

segment’s expansion contin-

ues to be driven by growth in

China’s trade. In 2005, China

generated about 68 percent of TEU (20-foot equivalent unit) im-

ports from the Asia-Pacific region to the Pacific Northwest and

Pacific Southwest ports. Last year the volume growth in Interna-

tional accounted for more than 70 percent of the volume growth

for BNSF. Forecasts for international trade indicate no change in

the strong demand.

Domestic Intermodal experienced a 3.6-percent unit growth in

the first half over last year. Increasing costs related to over-the-

road transit (driver shortages, increased driver pay, higher insur-

ance rates, higher diesel fuel prices and lower productivity due to

government regulation and highway congestion) have contributed

to making intermodal a more cost-effective, high-capacity trans-

portation mode for shippers.

Strong volumes, coupled with efficiency initiatives such as

increased on-dock utilization, utilization of proper equipment,

increased train length and increased units per train, are making

this business group the fastest-growing one in BNSF’s business

portfolio. Some efficiency examples include: International daily

units-per-train all-time records were set on June 16 and June 18

with 242 and 243 units, respectively. The longest stack train ever

(SLPCLHW3-04A), at nearly one and one-half miles long with 375

units, made history on June 4.

BnSf Business Unit RoundupEditor’s Note: With 17 consecutive quarters of year-over-year volume growth, BNSF’s business is booming, thanks largely to the country’s appetite for Asian imports and Western coal. As fuel prices rise, transporting by rail is also becoming more attractive. These are just some of the drivers fueling BNSF’s resurgence. To get the bigger picture, the following is a “roundup” of BNSF’s major business units that explains why more and more of these commodities are “riding BNSF’s rails.”

Industrial Products saw strong

growth in the first half of 2006,

resulting in record volume across

several commodities. Records

in all-time monthly volume were

set in steel products, panel prod-

ucts, petroleum and plastics due

to strong market demand.

Petroleum, in particular,

has experienced tremendous

growth, in large part, due to

demand for asphalt, liquefied petroleum gas and the Fuel by Rail pro-

gram. Fuel by Rail continues to gain momentum due to geographic

imbalances in supply and demand, mandates for cleaner fuels and a

constrained pipeline system.

The strong focus on the network, improved cycle times and the

ongoing A.I.M. [Assess. Improve. Maximize.] initiative have helped in-

crease merchandise velocity, with miles per day by end of the second

quarter up to 114.6 compared with 109.6 for the first quarter of 2006.

Other anticipated growth should result from customer facility

improvements allowing BNSF to increase the length of unit ag-

gregate trains, as well as the new fuel unit train unloading facility

opening in Phoenix in the near future.

BNSF moved more Agricultural

Products in the first half of 2006

than ever before. Volume was

up 5.7 percent for the first half

of 2006, compared with last

year’s first half.

Growth in Agricultural

Products’ volume is driven by

the increased demand for U.S.

grains and grain products in

both export and domestic mar-

kets. Ethanol production is a contributor to this growth as well as

increased feed and feed products’ demand in California, Mexico

and the southwestern United States. Pacific Northwest exports

also continue to be robust.

BNSF continues to anticipate growth opportunities in the

agriculture industry and is committed to increasing service to its

agriculture customers. Therefore, it continues to invest in addi-

tional large-cube grain covered hopper cars and is making velocity

improvements to its service.

BNSF’s five best months ever

for coal movement all came

during the first half of this year.

Driven by strong demand for

low-sulfur Powder River Basin

(PRB) coal, volume for the first

half was up more than 10 million

tons, or about 10 percent, from

the first six months of last year.

Growth in coal tonnage

was driven by strong energy

demand worldwide. China’s

continuing industrialization, coupled with continued growth in the

U.S. economy, raised global energy demand – and energy prices

– to record levels.

Low-sulfur PRB coal, which accounts for more than 90 percent

of BNSF coal tonnage handled, was a great bargain compared with

natural gas, higher-sulfur eastern coal and other energy sources, and

U.S. Department of Energy forecasts indicate that trend will continue.

To accommodate increasing demand for coal transportation,

BNSF completed in three months’ time work on a six-track staging

yard at Donkey Creek, Wyo., in June. The new yard allows empty

trains to be staged off of the main line, while positioning them

close enough to mines to enable loading as soon as mine slots

become available.

BNSF also built 19 miles of third main track near Reno Junction.

When crossover and signal construction work is completed late this

summer, the entire Joint Line used by BNSF and Union Pacific to

serve southern PRB mines will be triple track, providing additional

flexibility during peak demand and maintenance periods.

BNSF and customers continue testing the operation of 150-car

coal trains. If testing is successful, utility customers would receive

the same amount of coal from five 150-car coal train sets that it

currently takes six 125-car train sets to deliver, reducing the num-

ber of train sets in service and improving asset velocity.

Coal Consumer Products

Agricultural Commodities

Industrial Products

Contributing Writers: Patrick Hiatte, Aaron Lakey, Suann Lundsberg,Shannon Stevenson and Krista York.

Otherfactorscanalsoaffectyourexercisechoices.For

instance,dependingonwhereyoulive,thesummer

weathercaninfluenceyourexercise.IntheNorthern

states,summeroftenisapeakopportunitytobeoutside

andenjoysports.Furthersouth,theheatoftendrivespeople

tomoreindoorphysicalactivityortophysicalinactivity.

Inthespiritofprovidingsomelightsummertime

reading,here’sareviewofsomeexerciseoptions,

includingactivitieswewouldnotnormallyconsideras

exercise.Surprisinglyenough,manyroutineactivities,if

donecorrectly,canprovideanexcellentmeanstobuild

exerciseintoanaverageday.

Keepinmindthatthereisno“best”typeofexercise

foreveryone.Sustainedmoderateactivitycanbring

nearlyasmanybenefitsasmorerigorousexercise,

especiallyasweage.Thekeyisfindingexerciseyou

enjoyandcansustain.

This is not the Beatles’ yoga (no guru Required)

Theancientpracticeofyogaisgoingmainstream,

withclassesofferedatcommunitycenters,parkdistricts,

YMCAsandevensomechurches.Manypeoplethink

yogaisjuststretching,butyogaisreallyaboutcreating

balanceinthebodybybuildingstrengthandflexibility.

Eachyogaposeworksonadifferentpartofthebody.

Sometypesofyogacanrelievestresswithafocuson

breathingandmeditation,whileothertypesoffera

goodcardiovascularworkout.AHatha-styleclassis

usuallyslow-pacedandisagoodintroductiontoyoga.

VinyasaandAshtangayogatendtobefast-paced;

Ashtangaistheinspirationfor“PowerYoga.”Other

typesofyogaincludeIyengar,whichfocusesonbody

alignment;Kundalini,whichfocusesonthebreathwith

rapid,repetitivemovement;andBikram,knownas“Hot

Yoga,”whichispracticedina95-100degreeroomand

allowsforlooseningofmusclesandprofusesweating.

Some up-and-Coming optionsDevelopedintheearly20thcentury,Pilatesfocuses

onthecoreposturalmusclesthatkeepthebodybalanced

andsupportthespine.Typically,Pilatesclassesmove

rapidlythroughaseriesofposestoteachawarenessof

breathandalignmentofthespine,andstrengthenthe

deeptorsomuscles,whichareimportanttohelpalleviate

andpreventbackpain.ManyPilatesexercisesarebased

onyogaandmartialartsposes,andPilatesispopular

withpeoplewhoaredrawntoyogabutareseekingmore

varietyintheirworkoutsorwhowanttofocusespecially

ontheir“core”strength.

InChinesemedicine,“chi”isavitalforcethat

animatesthebody,similartothenervousandvascular

systems.Itisthebasisformanyorientalhealingarts,

includingacupuncture.Tai Chiisdesignedtofosterthe

circulationof“chi”inthebodytoenhancehealthand

vitality.MovementinTaiChiisslowandgraceful,with

smoothtransitionsbetweenseveralformsorsequences

fromthemartialarts.Manydoctorsrecommend

TaiChiforpeoplewitharthritisbecauseitimproves

flexibilityandmusclestrengthgradually.

Tango,salsa,ballroomandsquaredancingarejusta

fewtypesofdancethatprovideacardiovascularworkout.

A160-poundpersoncanburnmorethan400caloriesin

justanhourofsalsadancing.That’salmostasmuchas

you’dburnduringanhour-longtennismatch.

more mundane, But amazingly effective if Done Right

Ifyouhirealawnserviceorneighbortodoyour yardwork,you’remissingachanceforsomegreat

exercise.Thenexttimeafewdandelionscropupinyour

yard,consideritanopportunity.Anhourofweeding

orgardeningcanburnabout300calories.Mowingthe

lawnwithahand-propelledpowermowerisevenmore

exerciseforyourlowerbody,bicepsandtriceps,burning

about400caloriesanhour.Ifyouryardworkinvolves

liftingandmovingofobjects,youmaybegettingthe

addedbenefitofbuildingmuscleandbonestrength.

Houseworkcanalsoburnextracalorieswhilegivingyou

agoodworkout.

Strongscientificevidencesupportsthemanyhealth

benefitsofwalking.Whetheryouwanttoimprove

yourhealth,keepfitorcontrolyourweight,walking

canhelp.Itcanbedonewithotherfamilymembers,

itcostsyounothinganditcanfitinwithanylifestyle.

Fitwalkersarelesslikelytosufferinjuriessuchaship

fracturesbecausebonesarestrengthenedandmuscles

andjointsaremoreflexible.Theyalsoarelessproneto

depressionandanxiety;betterabletomanageweight,

cholesterolandbloodpressure;andhaveimproved

cardiorespiratoryfitness.Therecommendedintensityof

walkingforfitnessvariesforeachperson,butgenerally

abriskpaceisbest.

Thetypicalrailroaderdoesn’tneedencouragement

togohunting or fishing.Buttheseactivitiescanbegood

exercise–ifyou’resmartaboutit.Sedentaryfishing

fromaboatortheshoreonlyburns170caloriesan

hour;snackingonchipsandbeercanwipeoutthose

benefitsprettyquickly.Butrowingyourownboator

flyfishinginastreamcanburnmorethan400calories

anhour.Thesamegoesforhunting.Huntingcanburn

about400caloriesanhourifyouwalkandstayactive.

Golfisanotherhobbythatprovidesgoodexercise

ifyou’resmartaboutit.Ifyouviewgolfmostlyasan

excusetorideinacartanddrinkbeer,youmaynotsee

manyhealthbenefits.Butifyouwalkthecourseusinga

pullcartforyourclubsor,betteryet,carryyourclubs,

golfcanprovideagreatworkout.Walkingagolfcourse

isequivalenttoathree-orfour-milewalk,andyour

workoutismoreintenseifthecourseishilly.Evenif

youdon’tfeeluptowalkingthewholecourse,consider

walkingonesetofnineholesandridingtheothernine.

Or,ifthecourserequirescarts,letyourpartnerbring

thecartupwhileyouwalkdownthefairwaytoyour

ball,orparkthecartonthecartpathandwalkthe

longerdistancetoyourball.

Therearecountlessotheroptions,fromswimming,

tennisandbicyclingtomountainclimbingand

kickboxing.Youmightevenconsidervolunteerwork.

Whetheryou’reservingfoodinasoupkitchenor

buildinghousesforHabitatforHumanity,you’llstay

activeandlendahelpinghand.Thekeyistofind

somethingyouenjoy.Thirtyminutesofexerciseeven

justthreetimesaweekattherightintensitycanhavea

significantimpact.

it all adds upStartinganexerciseprogramtakesinitiative,and

stickingwithittakescommitment.Regardlessofthe

exerciseyouchoose,watchforopportunitiestoaddmore

activityinyoureverydayroutine.Parkatthefarendof

thelottoaddstepsatworkorwhenshopping.Takingthe

stairsisanothergreatwaytoburncalories,exerciseyour

quadricepsandgetacardiovascularworkout.

Gettingstartedcanbedifficult,butwhenyouthink

ofthepotentialhealthbenefits,it’swellworthyour

effort.Beforeyouknowit,you’llfeelmoreinvigorated

andexercisewillbecomeanaturalpartofyourdaily

routine.Youmightevenhavefun.

the fine PrintHere are a few other tips if you’re considering

an exercise program:Check with your physician. If you haven’t

been active, check with your doctor before starting an exercise program. He or she may help design a program that’s best for you.

Start slow and easy. If you tire easily, start slowly and gradually build up the length and intensity of your exercise.

invest in the right equipment. Whatever type of exercise you choose, be sure you have the shoes, clothing and equipment you need to keep your workouts safe and comfortable.

Stretch. Before your workout, spend a few minutes walking to warm up your muscles. Stretch your muscles to reduce your risk of injury, including your calves, quadriceps, hamstrings, arms and lower back.

use proper technique to avoid injury. For activities like yoga, golf or Tai Chi, learn proper technique from a qualified instructor before striking out on your own. If you decide on a walking program, remember that if your posture is poor or your movements exaggerated, you increase the risk of injury. And be sure to use good lifting techniques and ergonomics when working around the house.

RAILwAy I JULY/AUGUST 2006 11

By Dr. Thomas Pace, Chief Medical Officer and Assistant Vice President, Medical and Environmental Health

So What Are You Doing To Stay Fit This Summer? A Quick Primer – From Power Yoga To Yard Work

We all know the benefits of regular exercise

– weight loss, improved endurance, life

extension and improved life quality, stress

relief and increased resistance to chronic

disease. But it can be challenging to find an

exercise program that you enjoy and that fits

your lifestyle and stage of life.

PRSRT STDU.S. POSTAGE

P A I DFORT WORTH, TXPERMIT NO. 2528

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

PRSRT STDU.S. POSTAGE

P A I DFORT WORTH, TXPERMIT NO. 2528

T h e e m p l o y e e m a g a z i n e o f T e a m B n S f j u l y / a u g u S T 2 0 0 6

Ask Labor RelationsWhen you have questions about:

agreementsunderwhichyouworkhealthcareplansnegotiationsandmore

GotoAskLR,whereyourquestionscanbeansweredbysomeoneintheknow.

You have questions – get answers at Ask LR.

The Labor Relations Web site is available via employee.bnsf.com, whichis accessible fromany computerwith aWebbrowser, 24hours aday.Go toDepartmentsandthenselectLaborRelationsfromthedrop-downmenu.

Toaccessemployee.bnsf.com,justuseyourmainframeorWindowsuserIDandpassword(eitheronewillwork).Youdonotneedtologontothemainframetoaccess–simplyuseyouruserIDandpasswordwhenprompted.IfyoudonotcurrentlyhaveaBNSFcomputeruseraccount,yoursupervisorshouldsubmitUserRegistrationRequestForm,ISS28294,tosetupanaccount.

Employee.bnsf.com - Labor Relations - Ask LR