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 n o V e m B e R / D e C e m B e R 2 0 0 6

Crews of the NightThe increasing tonnages of

coal BNSF has been handling are resulting in unplanned service interruptions on a major coal route. To better

respond, Engineering now has track and signal workers

in place 24/7 on this high-traffic route.

Page 3

Keeping It All in BalanceBNSF is working to ensure

that Operations field supervisors are able to maintain work/life

balance – even with ever-increasing volumes of

business. An added benefit is that these initiatives are

impacting field employees at many levels.

Page 4

Also InsideDiversity a Bottom-Line Imperative

America’s minority population is gaining a foothold in the corporate landscape. What does this mean to compa-nies like BNSF, especially with about 40 percent of our

workforce eligible to retire in the next five years? Page 6

EIC Tablet Provides Fast Relief for Track Authority Headaches

Making and responding to requests for track authority just got a lot easier and faster, thanks to BNSF deploying

Employee-in-Charge tablet computers. Page 7

RAIlwAy StAFFVP, Corporate Relations Richard Russack

editor: Susan Green

Contributing photographers: Chuck Gierhart and Bob Heine

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

2 RAIlwAy I NOVEMBER/DECEMBER 2006

oN the CoVeRA reproduction of the 2006 BNSF holiday card. The Railway staff wishes you and your family a safe and happy holiday.

Correction to health Insurance Phone NumberA United Health Care (for scheduled employees) phone number listed un-der “The ABCs of Retirement” article in the September/October issue of Railway was incorrect. The correct phone number is 800-842-9905.

As 2006 comes to a close and we look forward to celebrating the holiday season with family

and friends, Team BNSF also has a lot to celebrate this year. We continued to set historic records in

volume handled, and by year-end, we expect to have 19 consecutive quarters of volume growth and 16

consecutive quarters of year-over-year revenue growth. I believe the tremendous volume growth we’ve

experienced is due to the fact that we have the best people and the best leadership team in the industry.

So, as we do every year in this letter, let’s look at the highlights of 2006.

At the beginning of the year, we introduced the BNSF Pyramid for Success to make sure we are

well-positioned for continued growth and effectiveness. While we have seen remarkable growth, I

believe the key to continuing success is when our more than 40,000 employees are better aligned with our goals and we

are all moving in the same direction every day. Within the Pyramid, we identified five Strategic Focus Areas: Franchise,

Service, Return, People and Community. Let’s take a look at the progress we’ve made in each area.

PeopleThe most important piece of this Strategic Focus Area is safety: to protect our employees, our families and our

communities by eliminating accidents and injuries. Sadly, we lost three members of our BNSF community who were

fatally injured while on duty this year. While through the first quarter of the year we made significant safety progress,

injury frequency continued to increase through the next three quarters. I urge each of us to renew our commitment to

have a safe and productive workplace. At the end of the day, each of us should go home safe and sound.

Another element of this Strategic Focus Area is that we must make sure we have the right people in the right place at

the right time if we want to successfully manage the increasing volumes of business and to transition the workforce as

our “Baby Boomers” begin retiring. To do this, we’ve increased hiring across every function, and for the year, we will

have hired more than 2,000 Transportation, 1,000 Engineering, 850 Mechanical and nearly 400 salaried employees,

many of these as an offset to attrition.

Work/life balance and achieving alignment with our front-line workforce has been a major focus this year. While we are

not yet where we want or need to be, we have made progress, and several initiatives are helping move this strategy forward.

CommunityThis year we celebrated a milestone in our grade-crossing closure program – on March 27, we closed the 3,000th

crossing since the program began six years ago, and by year-end we will have closed about 435 in 2006. By eliminating

unnecessary and redundant crossings, BNSF is making an important contribution to public safety, while also improving

the efficiency and safety of our rail operation.

BNSF employees are truly generous, whether it’s donating time, skills or money. Across the system, we show this type

of generosity daily through blood drives, mentoring for Junior Achievement, volunteering with the Boys and Girls Clubs,

collecting toys for the Salvation Army Angel Tree program, donating money and time to local United Way agencies

and more. In addition, the BNSF Foundation this year will distribute about $7 million to help these organizations and

hundreds of others in communities across our network.

FranchiseThe Franchise focus area is all about balancing resources to promote growth and stable products, develop new

services, and enter into relationships and partnerships that truly add value. Our new agreement with CSX to create

a high-volume rail corridor that early next year will connect California with Atlanta and the rest of the fast-growing

Southeast will help us provide reliable intermodal services on one of our busiest routes.

In our international intermodal business, we celebrated a milestone in October: the 1 millionth container loaded on

dock in Southern California in a calendar year. A concerted effort by BNSF and its transportation partners to maximize

international intermodal cargo capacity in Southern California has resulted in record-setting on-dock cargo shipments

for 2006.

To further improve service and increase capacity, BNSF reached an agreement with The Allen Group to develop a

1,000-acre logistics park near Gardner, Kan., which should be up and running by late 2008.

ServiceImproving velocity has been a major accomplishment this year, because maximizing velocity is a key to increasing

capacity and improving customer service to meet customer expectations. In the third quarter, we really started seeing the

benefits of these efforts. Through the fourth quarter so far, we are above goal in four of our six velocity measures. Given

that volumes have been at record levels across all four business groups, this is a significant achievement and proof that

we are moving in the right direction with our velocity initiatives.

ReturnThis year, we increased our $2.4 billion plan for capital improvements by $100 million so we could acquire 52 more

locomotives than the originally planned 310 units, and then another $100 million for coal capacity improvements over

the next two years. We continued to complete major capital work to improve efficiency and help keep the core network

strong, including completion of about 32 miles of second track on the Transcon and 24 miles of third track on the coal

line. Six new staging tracks opened this spring at Donkey Creek Yard (Rozet, Wyo.) in the Powder River Basin, and

additional improvements followed in November. At Logistics Park-Chicago, 20 acres of additional parking and storage

were added earlier this year, and another 17 acres were recently added just in time for Peak season.

We definitely have a lot to celebrate this year. What we accomplished together is setting the foundation for continued

growth and success. Your dedication, perseverance and contributions are really making a difference.

Thank you for all you do every day to make BNSF so successful. Best wishes to you and your family for a safe and

happy holiday season and a rewarding 2007.

Sincerely,

Matt Rose

BNSF Chairman, President and CEO

2006 BNSF on a Roll

then waiting for them to establish a plan of action to get crews, equipment and materials in place,” says Hestermann. “There was a time when we were willing to accept those kinds of delays, but not now.”

Today, recovery time is down in some cases to around an hour or two, thanks to the night relief concept, says Hestermann, who credits the Powder River and Nebraska divisions for developing the idea, noting that the 24/7 maintenance program is an industry first, at least on this scale.

The night “gangs” of three track workers and one signal maintainer assignments are strategically located where day crews are headquartered so that night crews can use the same vehicles and tools. Also, as the night gangs – which work from 11 p.m. to 7:30 a.m., five days a week – call it a “day,” they can brief the incoming shift on progress. Night relief crews work four 10-hour shifts to ensure week-long coverage.

The composite night supervisors have been trained in both track and signal work. They’re responsible for providing technical direction, and if there is more than one service interruption on their territory, they set priorities.

When the night track gangs aren’t responding to service interruptions, there is planned activity for them, such as working on regular maintenance activities or placing materials for the day shifts, says Hestermann. Signal maintainers can do tests and inspections for their daytime counterparts.

The night-relief concept dovetails with Engineering’s Maintenance Excellence program, which schedules all planned work activities, Hestermann explains. “The scheduled work we have for the night gangs is the type they can drop in a moment’s notice because when they are needed to respond to a service interruption, we need them as soon as possible.”

Signing off, Staying off dutyThe 24/7 Engineering program has

incalculable benefits when measuring the impact on service interruptions. Systemwide, coal train velocity improves because the service interruption time – and its domino effect – is shorter.

Additionally, the 24/7 concept has also saved BNSF in overtime expenses, according to Hestermann. Overtime was up to as much as 40 percent, he says, because of the increasing unplanned service interruptions on the coal route.

Another benefit of the 24/7 night maintenance program is that trains aren’t being “held” for

“As a result of the increasing tonnages of coal we’ve been handling over the last three years, we’ve seen an increase in unplanned service interruptions on the coal route between the PRB and the routes east through Nebraska,” says Dave Hestermann, assistant vice president and chief engineer, Central Region, Fort Worth.

Broken rail and other unplanned service interruptions can bring train traffic to a standstill. And with about 65 empty and loaded coal trains daily moving over this core route, reducing the impact of these and other interruptions is essential if BNSF is to keep up with the coal growth and maximize train velocity.

In an effort to provide better response time to these service disruptions, beginning earlier this year, Engineering established 104 nighttime positions for track workers and signal maintainers as well as nine night “composite” supervisors to ensure 24/7 coverage. Their territory is the 920-mile route, or about 1,500 track miles, between Gillette, Wyo., and Kansas City, Mo., as well as the Bridger Junction-Orin Line in Wyoming. (Please see “How to Apply” box for more information.)

As a result of having Engineering crews available to respond to unplanned service interruptions round the clock, seven days a week, there has already been a significant reduction in response time – in some cases, according to Hestermann, it’s been cut in half.

when It’s Broke, Fix It – FastIn the past, disruptions such as broken rail

– which happen typically in the early hours of the morning as temperatures drop – might stop train traffic for five or more hours. One interruption can create a domino effect in train delays systemwide that might take as much as 24 hours from which to recover. It wasn’t that Engineering forces weren’t doing all they could; it just took that much time to react, says Hestermann, adding: “We thought we were doing a great job to get a broken rail repaired in three to four hours.”

Typically, when a broken rail is detected or a signal is out, the dispatcher is the first notified in Fort Worth’s Network Operations Center. Then a series of phone calls is placed to Engineering’s maintenance desk, to division personnel and others – depending on severity – down to the roadmaster, track and signal employees for the affected territory.

“We were having to wake up people or track them down in the middle of the night,

such long periods of time, so re-crewing trains whose Transportation crews have “died” under Hours of Service is minimized. Signal maintainers, too, operate under Hours of Service, so having them in place 24/7 similarly reduces the impact.

Just as important, the concept is improving work/life balance for Engineering employees because their work schedules are more predictable. “When I’m done in the evening, I go home and know I don’t have to worry about the phone ringing for a service interruption,” says Roadmaster Sam Hatton, Broken Bow, Neb. “I can get a good night’s rest and am ready for the next day’s work.”

Says Hestermann: “It is a cultural change for us,” noting that one of the hurdles was making the nighttime jobs attractive to people. To make the positions appealing, they pay more than the starting jobs for daytime workers. Some of the positions have been filled by employees who operate ranches and farms so they can still tend to some of this work during daylight.

“I was pleasantly surprised by the number of employees, especially senior people, who bid on these positions,” says Greg Pester, manager, Signals, for the Nebraska and Colorado divisions. “A lot of it has to do with quality of life – they know on their days off, they’re off. They won’t be tied to a pager or cell phone.”

Safety briefings had to be adjusted to accommodate night’s limitations. Boom trucks were equipped with appropriate lighting, and portable lights are also available. Helmets with a light similar to those worn by miners are provided to the gangs.

While the 24/7 program is still fairly new, other time-sensitive, high-traffic sections of the railroad are being considered for it. Among these: the Fallbridge Subdivision in south-central Washington; the Emporia Subdivision in Kansas on the busy Transcon; the Marceline and Chillicothe subdivisions in Missouri; and the Angora, Valley and Canyon subdivisions in Nebraska and Wyoming.

Crews of the NightBy Susan green

The unprecedented demand for powder River Basin (pRB) coal that BnSf transports in growing numbers of trainloads is good for the bottom line – but not so good for the routes over which that business moves.

Engineering has added nighttime positions for track workers and signal maintainers on the major coal route between the Powder River Basin and Kansas City, Mo., to ensure 24/7 coverage.

RAIlwAy I NOVEMBER/DECEMBER 2006 �

how to ApplyIf you are interested in applying for positions open under the night maintenance program, please visit: http://www.bnsf.com/careers/jobs.html and select “Track” or “Signal” from the Job Category pull-down menu.

Railroading is a demanding profession. In an industry that operates 24/7, employees may work long hours or be asked to respond after hours to a derailment or other service issue. Record volumes only add to the pressure.

These challenges are inevitable, but BNSF leaders are working to ensure that field supervisors are able to maintain work/life balance even in the face of these pressures. Some work/life balance initiatives have been in progress for several years. Others came after a 2005 Self-Assessment survey affirmed just how significant the issue is for BNSF people. Although the initial focus has been on improving work/life balance for first-line supervisors, these initiatives are impacting field employees at many levels.

Making a differenceRod Bailey, a trainmaster/road foreman of engines, Wishram, Wash.,

has seen dramatic improvements in work/life balance. “When I first came to Wishram, I felt like I had to work 12 to 14 hours a day. My territory on the Fallbridge Subdivision was expanded to include the Oregon Trunk, so I was working two territories,” Bailey explains.

“But I’ve seen an outstanding commitment by leadership,” he adds. “My superintendent, Mike White, opened my eyes to work/life balance. He stresses the importance of family and the need for me to share time at home with my wife. He sets the expectation for achieving work/life balance and holds me accountable for my success. Not only does work/life balance improve my morale and make me feel more rested, it also makes me want to go the extra mile to do a great job.”

As a second-generation railroader, Bailey notes that both his father and brother work for BNSF. “When I was a kid growing up, I swore I’d never join the railroad because I saw it as the place that always took my dad away from me. But after finishing college I reconsidered, because I felt I could make a difference. Since then, I’ve worked hard to improve operations wherever I am.”

Bailey joined BNSF in 1997 as a conductor in Edgemont, S.D. He was promoted to locomotive engineer in 1999, and was later elected vice local chairman for the United Transportation Union. In 2004, he became terminal trainmaster at Guernsey, Wyo. “Working the coal territory at Guernsey was challenging, especially as a new BNSF officer. But it was also very beneficial. I had tremendous support from local management,” Bailey says.

In April, he moved to Wishram as a division trainmaster/road foreman. “Since I came here, my superintendent has provided similar support. He made it clear we need to focus on the most essential things and hand off less important tasks, if necessary, to make sure we get our rest days. My primary goal is safety. Other priorities include communicating with craft employees and making sure they understand the goals of BNSF and what needs to be done to achieve those goals,” Bailey says, noting that the Wishram terminal has worked five years injury-free as of Nov. 28, 2006.

Bailey credits several improvements to a recent Transportation study that reviewed expectations for key supervisor jobs. “Playbooks” were developed for division trainmaster and road foremen positions to highlight core tasks for each job.

“The playbooks are a great thing, an eye-opener. They clearly establish goals and expectations for each position, and help us identify and eliminate busy work,” Bailey says. “When you combine smart time

management with leadership commitment, work/life balance takes care of itself. I’m proud that BNSF would go to this effort and expense to make us a more successful team.”

He and his wife have discussed starting a family soon, in part because his improved schedule allows him more time at home.

Bailey also credits technology – including the Blackberry and the soon-to-come “air cards” that will allow for wireless computer access – with creating more flexibility. “We can set up a mobile office to check e-mail and input data while we’re out communicating with our people. These tools definitely help us use our time more efficiently,” he explains.

The velocity initiative is also improving work/life balance, especially for train crews, according to Bailey. “Velocity and work/life balance go hand-in-hand,” he says. “Under Transportation’s ‘lock and load’ initiative, we’re improving the accuracy of train lineups 24 hours in advance. This helps velocity, and it improves quality of life for train crews with more predictable work schedules and more time at home between trips.”

Knowing exactly what’s expectedJim Polston, road foreman, Belen, N.M., saw a similar transformation

in work/life balance. “Before this program, we were running like crazy. It wasn’t unusual to work 18 hours a day. We worked 12 days and then got two off. All I’d do was sleep on my days off,” he says.

Polston credits three factors for improving his work/life balance. “I was covering three road foreman territories for six months, which is part of why it was so crazy. We hired two more road foremen, which was a big help. It was like paradise for me.”

Second, he points to the “playbook” project for having an impact. “When they made a manual for road foremen and division trainmasters, we knew exactly what was expected.”

Lastly, local management is committed to improving work/life balance, he says. “I now get two days off per week, so I feel rested and ready to go. Whereas before I’d sleep continuously on my days off, now I spend at least one day doing things with my family. The biggest benefit is that the company actually gets more production out of me. The work schedule boosts morale and gives me more time for personal development.”

Like most terminal trainmasters, Tobin Zerfas, who handles Southern California On-Dock for ports at Los Angeles and Long Beach, works “three days on/three days off” with 12-hour shifts. He alternates his work schedule with another trainmaster.

“We have great supervisor support; they work hard to take care of us and make sure we’re not interrupted during our time off,” he says.

it all inKeeping

By Kristen Rabe

Balance

4 RAIlwAy I NOVEMBER/DECEMBER 2006

“Sometimes I’ll work on my own time, but it’s my choice. I never feel an overwhelming pressure to come in on my time off.” Zerfas adds that his predictable work schedule has allowed him to train for three triathlons, and to spend a week’s vacation biking across Iowa.

Zerfas has a unique perspective on work/life balance because he was at a nonprofit agency before joining BNSF three years ago. “I have a graduate degree in social work and directed a home for abused kids before I joined the railroad,” Zerfas says. “When I was head of the children’s home, basically every day was a work day – weekends, holidays, whatever came along.

“I can’t say anything but positive things since coming to the railroad,” he adds. “I saw a strong commitment by local management to work/life balance before the major corporate initiatives; but those initiatives have made that commitment even stronger.”

engineering a SolutionIn a study similar to the Transportation

project, the Engineering team created playbooks for roadmasters and assistant roadmasters. “Our roadmaster jobs presented the biggest challenge for work/life balance, so that’s where we started. It wasn’t unusual for roadmasters to work more than 65 hours a week,” says Marty Brummer, director, Administration and Planning.

These playbooks differentiate between assistant roadmasters who work support, division or terminal jobs. The goal is to ensure adequate “support and relief” for every position. The playbooks clarify which positions provide administrative support and which positions relieve a roadmaster who is on vacation, on medical leave, in training or otherwise away from work. The plan also calls for adding a small number of dedicated relief production gang roadmasters and terminal assistant roadmasters.

The project was piloted this fall on the Colorado and Nebraska divisions. The results have been impressive. Roadmasters on the Colorado Division worked an average of 10 fewer hours per week after the first six weeks of the pilot. In a survey, one roadmaster noted that, with the extra time at home, he was able to paint a room in his house that he’d been meaning to get to all summer.

Still, it’s a learning process, notes Frank Moffitt, assistant director, Maintenance Planning, Denver. “This pilot started while we were rolling out another major initiative, Maintenance Excellence, which requires significantly more planning and coordination of maintenance windows with Transportation. Maintenance Excellence initially increases the workload for supervisors. For instance, work orders increased from around 250 per roadmaster to 1,000 or 1,500 per roadmaster.

“On the one hand, rolling out the two programs together kept us from seeing the dramatic results we’d expected from the work/life balance initiative. On the other hand, rolling them out at the same time let us implement Maintenance Excellence without overwhelming our supervisors with the workload,” he says.

Engineering is reviewing the work/life balance pilot to determine to what degree it will be implemented systemwide in 2007. “We’re definitely focused on improving quality of life for our field supervisors. We’re just trying to determine the best way to make that happen,” Brummer says. “Everyone needs to understand that this is a team sport. No one person is responsible for improving work/life balance; we all are.”

The Maintenance Excellence initiative in itself should improve work/life balance over time. Although Maintenance Excellence initially increases the load as people change how they manage their work, it is designed to improve the efficiency of track windows and enable more maintenance work to be accomplished in less time.

“The Northwest Division was the first to implement Maintenance Excellence,” says Bruce Polnicky, manager, Structures, Seattle. “It takes the full commitment of everyone involved, and over time it will help our work/life balance by improving our ability to plan and prioritize work. By improving velocity and the reliability of track and structures, Maintenance Excellence should reduce ‘emergency’ work and maximize productive work time once our processes are fully integrated.”

tilting the Scale in MechanicalThe Mechanical team also is working to maintain work/life balance for

field supervisors. Two years ago, the Mechanical Department evaluated each field supervisor position and identified administrative tasks that could be consolidated or eliminated in a project similar to those in

Transportation and Engineering. The goal was to enable supervisors to spend more time “on the shop floor” leading their work teams.

A pilot project at the diesel and car facilities in Minneapolis, Minn., took this initiative a step further, as a cross-functional team developed playbooks for each first-line position.

“Here at the diesel facility, Mechanical supervisors usually work 10 hours during their shift. They don’t typically face the extreme or irregular work hours you might see in other parts of the operation,” explains Ward Greisen, superintendent, Northtown diesel shop, Minneapolis. “So our project had a different focus. We looked at improving quality of life at work by clearly identifying roles and expectations and letting people know exactly how their success will be measured. Even though we didn’t reduce

the number of hours worked, we helped our people reduce some firefighting through playbooks that prioritize activities,

helping them manage their time at work. They now know exactly what they need to accomplish and when

it needs to be accomplished.”Steve Skoglund, a first-line supervisor at

Northtown, confirms that the playbook has “relieved some of the pressure, especially in communicating from one shift to the next. With all the demands on our time, it’s easy to ‘ping pong’ from task to task. The playbook helps us stay focused, and it does improve our

quality of life at work.”“Our first-line supervisors work very hard and

definitely feel pressure to perform while they’re at work, but it’s rare for them to have to work during their

time off,” adds Anthony Ruff, general foreman, Northtown. “As a manager, I’m very protective of my supervisors’ rest days,

and I’ll sometimes pinch hit for them for an hour or two during their shift if they have an important family event.”

The department added 79 first-line supervisors and is doing a better job of anticipating leaves of absence and attrition in supervisor positions. Like many groups, the Mechanical team is aggressively hiring management trainees and experienced first-line supervisors to prepare for the wave of retirements in the coming years.

Changing a CultureIn addition to departmental initiatives, BNSF has several broad

initiatives impacting field supervisors: BNSF is hiring more manpower where it’s most needed. These hiring initiatives are not always the answer, but they can make a difference for certain positions. Additional time off is being provided for first-line supervisors working BNSF holidays. Scheduling and efficiency projects, such as Maintenance Excellence and preventive maintenance, will help maximize productive work time. By improving velocity and reliability of track and equipment, these initiatives should reduce “emergency” work and help improve quality of life at work. The updated Vehicle Policy includes revisions that increase flexibility for work/life balance. For instance, appropriate business use now includes commuting and stops in the course of commuting or on-going business travel. First Line Supervisor (FLS) Councils are a forum for supervisor representatives to discuss issues, including work/life balance, with their leaders and identify solutions. Engineering and Mechanical have had FLS Councils for several years. Similar FLS Councils were formed this year in Transportation and Telecommunications. When all four councils met jointly in early October, work/life balance was a key topic. Supervisors are being asked to address the topic during PMP [performance management process] or Upward Feedback sessions with their managers.

“We respect and appreciate the tough choices our people face with our operational demands and record volumes,” says Carl Ice, executive vice president and chief operations officer. “We know that at times our supervisors will need to work long hours or respond to an emergency during their time off. But it is also extremely important that our supervisors be able to manage their time and maintain a healthy balance between work and time away from work. Our division and local leaders have embraced the effort to improve work/life balance, and the result is that we are changing our culture.”

RAIlwAy I NOVEMBER/DECEMBER 2006 �

“our division and local leaders have embraced the effort to improve work/life balance, and the result is

that we are changing our culture.”

Carl IceExecutive Vice President and

Chief Operations Officer

6 RAIlwAy I NOVEMBER/DECEMBER 2006

It’s not big news that America’s minority population is gaining a foothold in the corporate landscape. Hispanics make up 14.5 percent of the overall population and have become the country’s largest minority group, followed by African-Americans at 12.8 percent.

But, what does this mean to companies like BNSF?

According to a survey of 121 human resources professionals from Fortune 1,000 companies, diversity initiatives have a “direct impact” on their company’s bottom line and help their organizations “keep a competitive edge.” The survey, released by the Society for Human Resource Management and Fortune magazine, found that 79 percent of respondents felt their company’s diversity initiatives improved corporate culture, while 77 percent said it improves recruitment of new employees. A majority (91 percent) of human resources professionals said the diversity initiatives help their organizations stay competitive, while 79 percent said that diversity improved employee morale.

“Everyone wants to feel comfortable and accepted within their work atmosphere, but it’s hard to do that if the workplace doesn’t mirror your neighborhood, city or other surroundings,” says Ed McFalls, assistant vice president, Human Resources and Diversity. “The U.S. population is rapidly changing, so in order for BNSF to remain competitive in attracting prospective job seekers in today’s employment environment and retaining talent we employ, it is necessary to maintain a workforce that represents a rich diversity of backgrounds, thoughts, skills and experiences.”

Another challenge is the outflow of workers due to retirements. It is anticipated that the American workforce will be 8 million workers short by 2014. At BNSF it is estimated that about 40 percent of the workforce will be eligible to retire within the next five years.

“That’s a lot of skilled, knowledgeable people who may be leaving BNSF,” says McFalls. “But it’s also a tremendous opportunity for people who are not near retirement and for people who want to work at a stable, progressive and growing company.”

BNSF is addressing these challenges by remaining committed to its Corporate Diversity Strategic Plan, which covers five areas of focus: executive Support – BNSF Executive Management will provide the leadership to see that our diversity initiatives are implemented and employees are held accountable when measured against quantifiable objectives. Diversity Training – Continuous diversity education is essential at all levels to ensure that the principles behind respecting and valuing differences and similarities among our employees, stockholders and customers are realized. employee advocacy – Employees play a critical role, and participation will enable all members of our BNSF community to realize their own unique potential. Community advocacy – Members of the BNSF community and the communities at large are vital to the well-being of the organization. On-going communication and relationships are essential to the overall diversity program. Diversity measurements – These are measurements that serve as a yardstick toward assessing our progress of achieving more workforce representation, retaining diverse talent and improving our procurement of services from minority/women owned businesses.

On the hiring front, BNSF, along with other industries, will need to hire thousands of new people as the Baby Boomers retire. BNSF is trying to broaden its appeal to a diverse population, one that is reflective of the general population.

“We are working to remain competitive with other companies, to stay the employer of choice, and to continue to enhance the quality of the workplace where people have the experience of feeling valued,” says Felicia Wright, senior benefits specialist, Human Resources, Fort Worth.

To recruit new, diverse people, BNSF has a number of key selling points. The top four are: 1) Opportunity for advancement 2) Benefits 3) Stability of the industry and BNSF’s leadership, and 4) A Fortune 200 company that is multi-faceted.

“If they choose to spend their career with us, BNSF will be here,” says Wright.

“With the demographics of the country changing, BNSF needs to be reflective of that,” says Shinita Hishaw, manager, Staffing/Sourcing, Fort Worth.

Although BNSF has some substantial “pluses,” it also is dealing with dated stereotypes. “A perception is that the only job here is being a conductor or engineer because that’s what people see,” says Pam Sherlock, director of Staffing, Fort Worth. “But they don’t realize we have telecommunications, sales, marketing and many other critical roles.” Those perceptions make it more challenging to appeal to a diverse candidate.

But it doesn’t stop at recruiting and retaining a diverse workforce. BNSF is actively pursuing diverse suppliers.

“The goal is to have the Diverse Business Enterprises (DBE) program at BNSF be more second nature to our employees, allowing our supplier base to become more reflective of the diverse populations that we serve,” says Todd Nicholson, director, Strategic Sourcing and Supply, Fort Worth. “Through this process, we hope to enhance BNSF’s ability to build customer-base differentiation and loyalty; increase the opportunity for lower cost, better performing suppliers; and reduce our dependency on single suppliers.

“We have made a lot of strides over the past few years. We are proud of where we are today, but we realize there is still a long way to go.”

Through September 2006, BNSF’s spending with diverse supplier businesses was $230 million compared with $153 million for full-year 2005, according to Nicholson. For 2006, the DBE group, which is part of Strategic Sourcing and Supply, had a goal to increase DBE spending by $15 million.

The DBE group is challenged by the small number of businesses that can supply BNSF with its necessities. “Entry is kind of difficult,” says Nicholson. “The railroad industry typically has ebbs and flows that make it difficult for some suppliers to weather the slow periods. So, some companies either can’t hang on or they choose to be a supplier for other industries. By expanding our DBE vendor list, we hope to reduce BNSF’s risks of having only one or two suppliers for certain products or services.”

And, just as BNSF is trying to increase its employee and supplier diversity, beginning next year, it will begin monitoring its suppliers’ diversity efforts.

“It’s important for our suppliers to work with diverse businesses,” says Nicholson. “We will begin to monitor what we call ‘Tier 2’ spend, which is the spending of our suppliers with diverse business that ultimately helps support us.”

Unlike past decades, diversity is becoming a business imperative. To remain competitive, to attract the most talented, and to gain the best services and products, businesses are having to think broader and shelve stereotypes. It’s the bottom line.

a Bottom-line ImperativeBy Denise ovalle

diversityA BNSF employee looks like...That statement 30 years ago

might have been completed with

“male Caucasian in his 30s.”

But today, the answer could be

female, college-educated and

hispanic. or a native american

veteran in his 20s. or disabled,

Caucasian man with a liberal arts

college degree. The possibilities

are almost limitless.

RAIlwAy I NOVEMBER/DECEMBER 2006 7

eIC tablet Provides Fast Relief for track Authority headachesBy patrick hiatte

Digital transmission of requests for and grants of track authority not only reduces potential for misunderstanding of a voice transmission, but also takes up much less telecommunications bandwidth than traditional voice transmissions, improving the velocity of information flowing through the BNSF telecommunications network.

“It’s about velocity,” says Banks, who works with EIC on his usual Alliance North assignment. “The dispatcher has to focus a lot on the repeats of track authorities. When it’s done electronically, you know you haven’t messed up on an authority number or a track number. It makes the operation safer. I wish everybody on the Alliance territory had it.”

EIC is an integral part of the next-generation

train control system currently being deployed by BNSF. Future potential enhancements requested by dispatchers include the ability for a dispatcher to initiate a message to an on-track worker.

EIC is compatible not only with TMDS but also with the Electronic Train Management System, Software Defined Radio, Switch Point Monitoring System and Remote Control Power Switch initiatives. All are working together to improve the velocity of the BNSF network and at the same time improve the safety of our operations.

“BNSF always seems to be on the cutting edge of new technology, and it’s nice to be part of that,” says McClain.

BNSF is deploying Employee-in-Charge (EIC) tablet computers – more than 250 of them this year – at locations across the railroad. EIC – also known as Smart Mobile Client – allows employees who need track authority to request it through BNSF’s Train Management and Dispatch System (TMDS). The dispatcher sees the request on the TMDS screen and can grant it if traffic flows permit. The authority is automatically shown on the TMDS screen.

“It’s a wonderful tool,” says dispatcher Bruce McClain, a veteran of 28 years in the rail industry, 15 years as a dispatcher. “It saves 30 minutes to an hour a shift, and that’s with only 60 to 70 percent of the people equipped with Smart Mobile Client. You can verify and check authorities within 15 seconds, compared with

one to one-and-a-half minutes, times 20 or 30 authorities granted every day.”

EIC also provides the on-track worker or employee in charge of a work team with the same TMDS screen seen by the dispatcher. The screen shows where trains and other track authorities are located so that on-track workers can plan their work around trains and other track authorities without having to call the dispatcher.

“It’s very simple to use, and it gives us insight into what the dispatcher is facing,” says Lojero, who began using EIC earlier this year. “When we see a window of opportunity we just point and click to get track and time. When we get it from the dispatcher, we see that portion of the track [diagram on the EIC tablet] turn a blue color, and we know we have the track in those limits.”

From the dispatcher’s perspective, requests for track authority are a significant part of the workload, especially at the beginning of a shift, when both dispatchers and on-track workers are planning their day. At any time, a dispatcher may need to work through a queue of several requests for authority, all the while keeping trains running safely.

“On this job (the Alliance East dispatcher territory between Alliance and Ravenna, Neb.) there’s a bridge line; the field employee calls on that bridge line to the dispatcher, who prioritizes who he wants to talk to,” says Andy Banks, who joined BNSF in 1979 and has been a dispatcher since 1991, usually working the Alliance North territory. He estimates that there are more than 100 conversations between himself, train crews and on-track workers during a typical eight-hour shift.

From the on-track worker’s perspective, the queuing may result in a lengthy wait to communicate with the dispatcher, and even then train traffic may not allow the dispatcher to immediately provide the requested authority. A day’s work plan may have to be adjusted at the last minute.

“This is one of the busiest parts of the railroad, with close to 100 trains a day,” says Alfredo Lojero, Los Angeles main line track supervisor, who has been with BNSF for 15 years. “We have to hy-rail [using a road-rail vehicle] 18.2 miles on the Los Angeles Division. After the commuter trains run we try to squeeze in between freight trains to make inspections.”

Not only can requesting authority be a headache for both dispatcher and on-track worker; proper performance of the repeat process is also essential to prevent errors due to misunderstanding of voice transmissions by radio or cell phone. But a team representing BNSF’s Network Control Systems, Engineering, Transportation and Technology Services has come up with a remedy.

It seems like a simple transaction. A track inspector, signal maintainer or section foreman calls a dispatcher to get authority to occupy a stretch of track for inspection or maintenance. each individual on-track worker, or the employee in charge of a work team, may need a dozen or more authorities to get a shift’s work done.

WIRELESSOR

WIRED

WIRELESS NETWORK(s)

MOWEMPLOYEE

TRACK LINE DISPLAYS

TRACK AUTHORITY REQUESTS

TRACK AUTHORITY RELEASES

OTHER FUTURE APPS

TRAINDISPATCHER

EICPC-TABLET

SOFTWAREDEFINEDRADIO

OTHERBACK OFFICE

SYSTEMS

TRAINDISPATCHSYSTEM

eIC Implementation with tMdS

Track worker Mace Absher uses the Employee-in-Charge tablet (also known as Smart Mobile Client) to request track authority.

� RAIlwAy I NOVEMBER/DECEMBER 2006

Trainmaster Nicole Herbst came to BNSF four years ago through the management training program. She began her career at the Minneapolis terminal, then moved to Dilworth, Minn., and most recently was division

trainmaster in Ravenna, Neb. With a degree in transportation logistics and family members who worked for the railroad, she knew there would be challenges as well as opportunities with the railroad. The first issue she had to confront was a “front-line” knowledge gap.

“I couldn’t take in all the information fast enough,” she recalls. “I learned early on in this job that to establish credibility, I had to take on the challenge of not knowing everything about railroads and showing people I’m sincerely interested in learning.”

Today, she has that knowledge, as well as a vision for the 120-plus on her team: to get trains across their section of the railroad efficiently and safely – especially since the Nebraska Division continues in first place in system safety, based on injury frequency.

“I like working with people and being part of a team, so I really like being a trainmaster,” she says. “No two days are the same, and the good days outweigh the bad.”

A good day for Herbst means scratching items off of her “to-do” list. “I get a lot of satisfaction accomplishing what I set out to do, one step at a time,” she says. “So often what has to happen depends on a lot of other people – in the Network Operations Center, train crews, customers and the switch crews. It’s a matter of everything ‘clicking.’”

Having a “to-do” list is just one step in Herbst’s daily regimen; the next is sharing the day’s plan and asking for input. “I work with the local and road switch crews on input for creative ways to get the work accomplished,” she says. “The crews and I work around our daily plan and make adjustments according to Maintenance of Way windows, unique customer requests, service interruptions, etc. That way, we all know what the plan is and know what part of it we’re accountable for.”

Other times, the plan goes out the window when events such as derailments or unplanned maintenance occur. “I try to explain what’s happening down the line to give everyone the big picture,” she says. “They may not like what I have to tell them, but at least it gives them a better understanding about why things aren’t going according to plan.”

Herbst’s territory is Ravenna to Lincoln, Neb., a key portion of the coal route. About 65 trains a day come across this 130-mile section, and among her duties is to manage the crews, unlike other trainmasters who generally have theirs assigned by chief dispatchers, crew managers or managers of corridor operations. “It’s unique, but it’s good because that way I’m accountable to the crews as well as the division,” she says.

Herbst does an exceptional job having crews in the right place at the right time, says locomotive engineer Tim Birdsall, who co-chairs the local

safety committee. “She has to look way ahead and see where the traffic is coming from and where to have the crews positioned. It’s real easy for the trains to bunch up, so it can be tough to keep up with,” he says. “It takes awhile to get the hang of things, but Nicole has gotten really good at it.”

Birdsall attributes Herbst’s understanding of crewing issues to her listening ability. “She’ll ask us, ‘What’s the best way to handle this?’ She really wants to know what you think,” says Birdsall. “Also, she’s really responsive if you have an issue or problem. If she doesn’t get back to you, she’ll have someone else contact you.”

Because Ravenna is a crew-change point, Herbst has worked with the on-property hotel there to improve the lodging experience for train crews. For example, there is now wireless Internet at the hotel, thanks to Herbst responding to crew requests.

Another thing she has done is to promote a formal check-in procedure. Previously, crews would come in and out without having someone at the hotel track room availability. Now, with check-in, when there is a potential room shortage, the hotel management alerts her.

“If someone comes to me with an idea or issue, I really do try to follow up and let people know I’m receptive and will look into it,” she says. “It’s so important to be accountable and open-minded.”

One area where this accountability is especially important is safety. “Everyone knows that safety is not negotiable with me. I want them to go home safely, and with a sense of accomplishment and ownership.

“Basically,” she says, “I want them to know I care.”

Editor’s Note: Since this article was written, Nicole Herbst has been promoted to Senior Implementation Leader with VESA (value engineering, strategic analysis). She says she credits her success to the support of her employees, peers, past leaders and a strong support system that has provided her with a steady foundation.

Making development a priority, one of BNSF’s Leadership Model tenets, isn’t just about training and coursework. While those do build skills and enhance talent, development is also about “stretching” oneself by

being open and receptive to new possibilities.In the case of Tony Bushong, Maintenance Planning, Galesburg, Ill., that

career development has meant branching into different areas in his field; most recently he’s taken a job that is relatively new even for the railroad.

About a year ago, Bushong’s career path in Engineering took a turn – not a sharp one, but one that he steered. He first hired on with the railroad 13 years ago as a track laborer and then made the move to structures, becoming a supervisor in 2001. Today, he is a Maintenance Planning Supervisor on the Chicago Division, the second division to roll out Maintenance Excellence.

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; Com-municate, Communicate, Communicate; and Make Development a Priority.

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

By Susan green

What Makes a Good Leader?

nicole herbstTrainmasterRavenna, Neb.

Tony BushongMaintenance Planning Supervisor, Galesburg, Ill.

RAIlwAy I NOVEMBER/DECEMBER 2006 �

BNSF Corporate Relations is working with Operations to develop the BNSF News Network – a Web-based, 24/7 news broadcast that will be available at locations across the BNSF system.

what Is the BNSF News Network?

The BNSF News Network is a Web-based news program that packages and delivers BNSF information and regional and local news in an easy-to-read format that will include full-motion animation, video capability and photo-realistic graphics.

Every day, the broadcast will feature BNSF system news, including the latest Labor Relations and Safety information, as well as information specific to each division and location.

when will It Be Available?The BNSF News Network will be

available 24/7 where employees work – including crew-change points, break rooms and mechanical shops.

The pilot started in late November at the following five locations:

Clovis, N.M. Belen, N.M. Argentine LMIT (Kansas City, Kan.)

First introduced by Engineering in 2005, Maintenance Excellence is designed to better schedule “windows,” the time that track is taken out of service so crews can do maintenance work. The planning process involves Transportation as well, so the job of Bushong and his peers requires good organizational and communication skills.

“Communication is really critical because we have to plan as much maintenance activity as we can in a window, so we have to be collecting from and sharing information with many groups,” says Bushong. That level of communication seems to come naturally to Bushong.

“I think of all the things that a supervisor needs most is the ability to communicate, be it written, verbal or just listening,” he says. “The ‘Communicate, Communicate, Communicate’ part of the Leadership Model is probably the most important because all the other pieces of the model are dependent on it.”

Today, in his Maintenance Planning role, because the process is complicated, communication is even more critical. “We’re under the microscope a lot,” he jokes, but the experience has already benefited him because of the insight it’s providing. “I have learned so much about Transportation. It’s really helped me to see ‘both sides,’ and it’s very rewarding, too. Plus, it’s giving me opportunities to enhance my development,” says Bushong.

Though he’s no longer on the structures side of Engineering, Bushong has left a lasting influence. Sheldon Guss, a 25-year employee and Bridge & Building (B&B) foreman, worked for Bushong when he was the supervisor at Fargo, N.D. “Tony was a role model, and one I’m trying to follow. He has a real knack for opening up to people, solving problems and being responsive.”

Guss recalls a time when Bushong – still fairly new as a supervisor – approached the B&B crew with an idea about a new type of tool to replace a steel reamer used in remounting steel plates. “The old tool was a real knuckle-breaker,” says Guss. “Tony did some research and suggested we try an air impactor. I didn’t believe it would work, but it did, and we’re still using it.”

The tool Bushong found not only worked, but it made the job safer and more efficient, requiring only one person instead of two for the task. More importantly, it showed his team that if they needed something, he was willing to do whatever it took, says Guss.

“Tony would also tell us, ‘I don’t know it all, but I do know you do. I’m here to use your experience and do whatever I can to support you,’” says Guss.

That attitude impressed the team. “We’d work as one, and that helped us see the goal,” says Guss, who’s not surprised by the career moves Bushong has since made.

Says the B&B foreman: “Tony’s a go-getter, no question.”

Coming SoonBy Shannon Brown

to a Crew-Change Point Near you...

Corwith Yard, Ill. Haslet, Texas

In December, Corporate Relations started the full rollout to more than 100 locations across the BNSF network.

what Makes the BNSF News Network Unique?

The BNSF News Network is efficient. It enables BNSF to communicate current news to more than 100 field locations from one desk at BNSF headquarters.

The BNSF News Network is stimulating. It provides information from multiple sources – including BNSF corporate, division and local content, as well as weather, stock quotes, national news headlines and other timely information.

The BNSF News Network is customizable. It allows BNSF to create content by division, department or individual location.

The BNSF News Network is dynamic. Like weather on the 5s, the system will allow BNSF to schedule news updates, special features and video viewings for a particular time or day of the week.

The BNSF News Network is scalable. The network has been built so it can grow in both number of signage and variety of content.

how do I Find out if My location will Get the BNSF News Network?

Simply ask your General Manager, Division Administrator or Shop Superintendent if your location will receive the BNSF News Network hardware.

10 RAIlwAy I NOVEMBER/DECEMBER 2006

RAIlwAy I NOVEMBER/DECEMBER 2006 11

85

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70

65

60

55

50

45

40

35

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

BNSF Units handledYear-to-date through Nov. 25, 2006, and Nov. 24, 2005 2006 2005

2006 BNSF Velocity PerformanceYear-to-date through Nov. 30, 2006 4th Qtr Goal Actual QTD

Locomotive miles per day 299.6 295.9

Agricultural car miles per day 176.9 180.9

Merchandise car miles per day 112.7 122.9

Coal cycle index 125.0 141.6

Intermodal stack transit days 5.6 5.1

Intermodal trailer transit days 2.7 2.7

Coal 2,208,900 2,018,001Agricultural Products 875,406 826,025Industrial 1,459,691 1,421,235Consumer 5,088,723 4,805,678System 9,632,720 9,070,939

BNSF Performance Measures

BNSF Stock12-month through Nov. 30, 2006 S&P 500 Index BNSF

BNSF Reportable InjuriesYear-to-date through Nov. 30, 2006

555

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)

2006

2005 518

If you haven’t been to BNSF’s labor Relations (lR) web site, you may be one of only a few employees who have not seen the benefits the site offers. Created in 2004 to increase awareness of labor Relations issues, bargain-ing round updates and industry information, the site has quickly become a resource for all employees. Since it was created, the num-ber of users on the site has increased by more than 70 percent each quarter.

web Site FeaturesSo you have questions and need answers,

but you don’t know who to ask or where to go? There’s an easier way to find answers – Ask LR or Ask TYE Compensation Systems your business-related questions and someone will respond to you quickly.

Do you want to watch the latest BNSF videos? The LR site has been updated to include the latest releases from Engineering, Mechanical, Agricultural Commodities and more. There is a wealth of information just waiting to be watched. You can also get more direct news from the “Transportation Craft News” and “Support Craft News” section. Plus, you can find general news articles on BNSF activities and industry news.

Another popular feature is the “Job Well Done” page, which recognizes employees across the system for doing the right thing and going above and beyond their normal work duties to aid others or for taking initiative to find a solution to a problem.

And everyone’s favorite section is the “Monthly Quiz or Survey” section. Each month there is a new challenge, question or survey. Within the past year, employees have said how much they truly enjoy the challenges and the unique contests the site offers. Past contests have included a coloring contest for children and telling your best railroad experience or best Thanksgiving Day story. There was also a photo contest for the best railroad photo. The latest contest includes an

interactive crossword puzzle, which features questions regarding the railroad industry and BNSF.

Stay Informed with lRAlthough there’s plenty of fun to be had

on the LR site, don’t forget that you can stay on top of all the latest information you want to have as a BNSF employee. If you’d like to learn more about your health benefits, labor agreements, policies and guidelines, manpower and labor planning, it’s all at the tip of your fingers.

To learn more about the LR site, visit today! Check the LR site regularly; it’s a helpful resource and makes it easier for you to find the information you need. Go to the LR Web site via employee.bnsf.com. Look under BNSF Communications or BNSF Departments. It is accessible from any computer with a Web browser, 24 hours a day. You can use your mainframe

or Windows user ID and password (either one will work). You do not need to log on to the mainframe to access – simply use your user ID and password when prompted. If you do not currently have a BNSF computer user account, your supervisor should submit User Registration Request Form, ISS28294, to set up an account.

lR Site Becoming Leading Source for Issues, Questions, InformationBy RoShanda hawthorne

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 n o V e m B e R / D e C e m B e R 2 0 0 6

It’s time for high school seniors to apply for col-

lege scholarships, including those offered through the Burlington Northern Santa Fe Foundation Scholar-ship Program. Once again, the BNSF Foundation will award up to 35 scholarships, $2,500 each, for the 2007-2008 college year.

A direct Web site link is available again so applicants can electronically fill out an application request. (Details included below.)

Here are answers to the most frequently asked questions.

When are applications due?Applications for the 2007-2008 BNSF Scholarship

Program must be postmarked no later than April 1, 2007. Requests for applications will be accepted starting

Jan. 1, 2007.

Who is eligible?The program is available to current high school

seniors who are the dependent sons, daughters or stepchildren of full-time BNSF employees or retired, disabled or deceased employees of BNSF or its prede-cessor companies. Full-time employees must have at least two years of service as of Jan. 1, 2007, and must still be employed by BNSF when winners are selected in April. Retired, disabled or deceased employees must have completed the two-year requirement prior to end-ing their service with BNSF.

How many scholarships are available?Up to 35 scholarships, $2,500 each, will be awarded

for full-time students in four-year colleges/universi-ties in the United States. With satisfactory academic progress, the scholarships are renewable for three addi-tional years. Twenty-five scholarships will be awarded through Scholarship Program Administrators, Inc. (SPA), and up to 10 through the National Merit Schol-arship Corporation (NMSC). (The 10 BNSF Founda-tion Merit Scholarship winners will be selected by the NMSC.) If not all NMSC scholarships are awarded, the balance will be converted to SPA scholarships.

What information is required?For the scholarships handled by SPA, winners are se-

lected largely on the basis of academic merit, in addi-tion to consideration for past academic performance, leadership and participation in school and community activities, and an essay. ACT or SAT scores are ac-ceptable. Guidance counselors routinely supply the required test scores on the high school records accom-panying the applications.

Who is eligible for National Merit Scholarships?

To be eligible, students must take the PSAT in their junior year. Therefore, seniors this year should have taken the PSAT in 2005 when they were juniors to qualify for the program sponsored by the NMSC. The NMSC then notifies sponsors, such as BNSF, about award acceptances and provides scholarship certifi-cates for presentation to winners.

Can more than one scholarship be awarded to an individual?

No. A student cannot win more than one scholar-ship funded by the BNSF Foundation. Since neither award is guaranteed, it is recommended that National Merit Finalists apply for the scholarships handled by SPA. However, students who do win Merit scholar-ships are automatically withdrawn from consideration for scholarships handled by SPA.

How do I get an application?To obtain an application and descriptive brochure,

please complete and return the application request form by March 1, 2007. You may request an applica-tion starting Jan. 1, 2007, by either mailing or faxing in the request. You may also request an application or apply directly online by accessing the following Web site: https://www.scholarshipadministrators.net and follow the instructions. You will be asked to use the access code BNSF.

BNSF College Scholarship ProgramApplication Requests Accepted Jan. 1, 2007

NOTE: The application must be postmarked no later than April 1, 2007.

What is the contact information?• Mail: Scholarship Program Administrators* P.O. Box 23737 Nashville, TN 37202-3737• Phone: 615-320-3149• Fax: 615-320-3151• Web site: https://www.scholarshipadministrators. net/emailrequestform.asp• E-mail: info@scholarshipadministrators.com

*SPA will not be able to provide applications until Jan. 1, 2007.

Request for BNSF Scholarship ApplicationPlease send an application for a BNSF scholarship and a brochure to the high school senior listed below. (Please print)

First Name Middle Initial Last Name

Student’s Social Security Number

Street Address

City State ZIP

Home Telephone Number

E-mail Address