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Investing in ourselves
Fanatical over Frac
CP Has Heart
CP is reinvesting in its business to make it
faster, more reliable and safer.
Ever seen CP roll up to Wisconsin’s frac
sand mines? We’ve decided to show you.
It really hits home for an ES mechanic whose
three-year-old nearly died before his eyes.
MAGAZ I N E
VOLUME 5 — 2014
HOME
8
Steel in the ground
From bolstering the North Line
to adding CTC, from adding more
efficient (and comfortable) engines
to buying back stock, we look at
the details of where and how CP
is investing in itself.
1 LETTER FROM
THE EDITOR
GETTING MORE OUT,
PUTTING MORE IN
15 5 FOUNDATIONS
REACHING FOR THE TOP,
STARTING WITH THE
FOUNDATIONS
18 UPDATING ASSETS
BUILDING ON TRADITION,
PLANNING FOR THE FUTURE
20SAFETY
TRACKING DOWN DEFECTS
24
The linchpin yard
Vaughan Intermodal Yard is one
of the linchpins of CP’s future.
2210 QUESTIONS
GEORGE KISHI
30 SAFETY
READY
32 FROM THE ArcHIVES
SIGNAL TESTING
4
Fanatical over Frac
We take you on a rare tour of our
Wisconsin-based, co-located frac
shipping compound.
2
CP Has Heart
Even if CP’s new community
investment program saves the
life of one child, it’s a huge success.
Just ask Engineering Services
mechanic Thomas McCallum.
ON THE COVER
Photographer Kris Grunert
captures a CP engineering
services employee
stepping over the rail
as he gets into position
to work on the track in
rural Saskatchewan.
HOME
LETTER FROM THE EDITOR
Replacing ties during a misty, midsummer Saskatchewan dawn.
Getting more out
Putting more in
Steven Noble
Editor-in-chief
Every three months it seems
like CP is announcing a
new record of some sort:
operating ratio, share price,
revenue tonne miles, Federal
Railroad Administration
reportable accidents per
million train miles, etc.
Some of you might feel like this
doesn’t have much to do with you.
But it impacts us all in a simple,
yet significant way.
You’ll see in this issue’s feature
article, that CP is investing more
dollars in the company than it has
in years—and spending it more
wisely than ever before. That cash
is dedicated to replacing old, worn
ballast, upgrading rail and allowing
us to extend the engineering work
season so they can get more done
each year.
Yes, trains will run faster. There
will be more capacity. And in the
coming years, with this reinvestment
in the network, CP’s growth will
occur more safely and it will
be sustainable.
If you’re interested in learning
more about how this is coming
together on the ground, join us as
we visit the locomotive shops and
talk about CP’s remanufactured,
more efficient locomotives. We also
take an in-depth look at CP’s
North Line, where quite a bit of
smart infrastructure improvement
is underway. And, we show you
where the ongoing addition of
Centralized Traffic Control is
helping us modernize how we
communicate with train and
engineering crews.
The cumulative result of these
efforts is that we provide customers
with more reliable service, and the
company attracts more business,
which ultimately generates more
jobs and more money.
It’s pretty hard to argue with that.
CANADIAN PACIFIC MAGAZINE 1
HOME
Cheyanne Mattern wouldn’t be
alive right now if it hadn’t been for
the support of research, education
and training in regard to heart
defects and related issues.
HEART of
LIFE
There isn’t anything worse than
seeing your three-year-old princess
drop to the cement, turn blue and
lose her pulse.
Thomas McCallum, an Edmonton-based
engineering services mechanic, remembers it
like it was yesterday. The family was heading
out on a road trip for the 2011 August long
weekend when his healthy little girl dropped
to the ground.
“We felt helpless,” says Thomas. “It only
took Emergency Medical Services five
minutes to get to us, but it felt like forever.
When you’re watching your daughter lie there
lifeless, every second is an eternity.”
One in every 100 babies is born in
Canada every year with a congenital heart
defect. That’s one of the reasons why CP
focused on heart health this past summer
when it launched CP Has Heart, a new
community investment program.
2 CANADIAN PACIFIC MAGAZINE
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CP has heart
Oxygen shortage
Thomas’ daughter Cheyanne suffered
from pulmonary hypertension, a
condition that normally affects older
people who have a history of smoking.
The arteries carrying blood away
from the heart constrict, reducing the
available oxygen. “And as it gets worse,
it compounds. So by the time she passed
out, she had zero oxygen in her blood
and her heart actually shut off.”
The family was rushed from one
Calgary-based hospital to the next,
before determining that Cheyanne
must be airlifted to Edmonton because
nobody in Calgary could treat her. She
was finally diagnosed the next morning
at the University of Alberta’s Stollery
Children’s Hospital.
The fight wasn’t over. Specialists gave
Cheyanne a heart catheterization. They
inserted a tube through an artery in the
groin up into the heart to run tests, and
more acutely monitor the heart.
Cheyanne suffered repeated violent
cardiac arrests. She wound up living
in an ECMO machine for nearly two
months, which extracts and oxygenates
blood cells before pumping blood back
into the body. Eventually she needed
a heart-lung transplant.
BUBBLES, PUZZLES
AND SOCCER
Today, seven-year-old Cheyanne
enjoys playing soccer, making bubbles
and doing puzzles, and has recently
fallen in love with reading. Her health
is still a constant battle though. She
takes medication twice daily and
fights a type of leukemia every winter,
which is a further complication of her
condition. She is in and out of the
hospital monthly.
When Thomas found out that
CP was launching a new program to
support heart health, he was shocked.
“It means a lot. You always hear about
how other diseases get support, but
for some reason heart health is undersupported. However, it’s as important
as it gets,” says Thomas.
CP has since donated $2,500 in
Cheyanne’s name to the third Annual
Hope for Little Hearts Walk/Run,
October 18, 2014 in Edmonton.
For more details about CP Has
Heart, visit www.cpr.ca or RailCity.
In June, CP launched CP Has Heart, a new
community investment program supporting
cardiac care facilities, research and
initiatives to improve heart health across
North America.
The decision was not made lightly.
Heart disease will be the leading
cause of death in the world by 2020.
CP’s campaign, however, is not just
about addressing grave facts, but
about celebrating heart health and the
many methods available to ensuring a
happy ticker.
“All men, women and children can
benefit from understanding the factors that
put our hearts at risk, what we can do to
improve our heart health, and how simple it
is to save a life if the right tools and training
are available,” said CEO Hunter Harrison,
at the launch of the campaign.
And that’s exactly what we’ve been
up to. This summer the new platform was
brought to life with exciting initiatives
through CP-sponsored events, including
the Canadian Pacific Grand Prix at Spruce
Meadows equestrian centre, and the
LPGA Canadian Pacific Women’s Open
golf tournament.
CP has already contributed 12
automated external defibrillators valued at
approximately $10,000 each to locations
Pictured from left:
Adalynn Mattern McCallum,
Thomas McCallum, and
Cheyanne Mattern.
where youth learn, play and gather. CP
also announced, as a lasting legacy gift
to the London community that hosted
the Canadian Pacific Women’s Open
last month, a $1 million contribution
to support paediatric cardiac research
and clinical care at Children’s Hospital
at London Health Sciences Centre, and
Children’s Health Research in London,
Ont. Employees should keep their
eyes on RailCity and future issues of
Canadian Pacific Magazine for further
updates about CP Has Heart.
CANADIAN PACIFIC MAGAZINE 3
HOME
line of business
After a half-billion years in the ground, the
northern white sand of the Wonewoc formation
of western Wisconsin is meeting its destiny.
This year, mining companies will release around
50,000 cars of proppants, mostly Wisconsin sand,
to CP for shipment to markets across the U.S. and
Canada. That’s up from virtually zero a decade
ago, and just 20,000 cars four years ago.
Gerald Baer, a Portage, Wisconsin-based conductor says the
new tracks serving the Wisconsin sand facilities are set up to
move a lot of cars, and to do it in a hurry. “You bring a whole
unit train of 100 empty sand cars in on one loop, then you
cut away from it and they’ve got 100 loaded cars on the other
loop ready for you to pick up. You tie onto those, brake test
and leave. It doesn’t get any more convenient than that.”
Smart Sand’s rail loading facilities include
a double track loop and a yard. The company
is capable of loading unit trains and individual
cars for manifest trains.
4 CANADIAN PACIFIC MAGAZINE
A La Crosse, Wisconsin-based local
CP crew shoves empty sand cars into
Smart Sand’s yard for loading. The
facility handles both unit trains and
manifest business.
Mountains of processed sand grow
taller on Smart Sand’s grounds as a
plant worker passes.
HOME
line of business
Smart Sand’s dry plant removes water
from the sorted sand. From here, sand
moves either to stockpile or direct to
railcars for shipment.
At Smart Sand’s laboratory, samples from
each railcar are tested to ensure quality
and size. A computer photographs each
individual grain of sand from the sample
and catalogues their exact dimensions.
CANADIAN PACIFIC MAGAZINE 5
HOME
Line of Business
In this aerial view of Smart Sand’s facility, the wet
plant is visible at center-right, the sand stockpiles
are at bottom-left, and the yard stretches across
the top. Smart Sand’s loop track is to the left
(south) of the photo, not visible.
A front-end loader deposits sand from Smart Sand’s
mine into the conveyor system that begins the process
of sorting. The conveyor carries the sand into the wet
plant, where it’ll be mixed with water to create a slurry.
The slurry will be pumped to the top of the plant, and
from there gravity will separate sand and grit.
Why frac?
Companies that drill for oil and gas have long used proppants
(frac sand) as part of the hydraulic fracturing process. They force
a mixture of water and sand (pulverized ceramics can also be
used) into wells. The water creates fissures in rock and the
sand props those fissures open (hence the term proppants),
enabling gas or oil to flow to the well.
In the past decade, new techniques for drilling oil and natural
gas in regions previously inaccessible have caused the demand
for high-quality frac sand to skyrocket. CP has been ahead of
the trend from Day 1.
CP gained access to its first high-grade frac sand mine with
our acquisition of the Dakota, Minnesota & Eastern Railroad
(DM&E) in 2008. DM&E served Pattison Sand Company
in Clayton, Iowa. In the past few years, three new mines have
opened on former Soo Line railways in western Wisconsin:
Smart Sand at Oakdale, Unimin at Tunnel City, and U.S. Silica
in Sparta. CP has exclusive contracts and co-located rail access
with each. More sand mines and transload sites are planned for
CP rails in the region for the next several years.
“It’s really been a collaborative effort,” says CP’s Torrey
Swan, a marketing analyst who’s helped develop CP’s sand
business. “CP’s network is well positioned to deliver that sand,
directly or over interchange.”
Canadian Pacific Magazine recently took a trip down into
the mines and here’s what we saw:
6 CANADIAN PACIFIC MAGAZINE
A Unimin employee oversees railcar loading
at the company’s Tunnel City, Wisconsin
mine. CP is the exclusive provider of rail
service to Unimin, Smart Sand, and U.S.
Silica plants in southwestern Wisconsin.
HOME
Line of Business
Conveyors carrying sand hum
after sunset at Smart Sand.
The facility operates 24/7.
Conveyors feed stockpiles where sand will await
rail loading. Smart Sand’s mining and sorting
operations shut down during winter, but stockpiled
sand keeps the plant shipping year-round.
CANADIAN PACIFIC MAGAZINE 7
HOME
in the
CP’s story through our investment plan
8 CANADIAN PACIFIC MAGAZINE
HOME
Quick: What industry spends the greatest
portion of its revenue buying and installing
big-ticket items to keep the business running,
while expanding into new markets?
The answer is, the industry you work in.
Broadly, these expensive items constitute what’s known as
CP’s “capital spend.” Understand a railroad’s capital spend
and you can see into its future. In the pages that follow, we
explore where the $1.3 billion we’ve dedicated to the capital
plan this year is being spent and why. We’ll also look at what
it means for you. Finally, we’ll try to get a line of sight on
future capital budgets.
What is capital spending?
Capital spending refers to money we distribute to
update and upgrade property that wears out over time:
locomotives, cars, rail, ties, bridges, buildings, etc. What’s
not included in the capital spend? Resources we expend in
our day-to-day operations, such as fuel, staff time, brake
shoes and electricity.
So, how does our capital spending figure into our overall
budget? Well, in 2013, our customers paid us $6.133 billion
to move their freight. We spent $1.265 billion, just over
20 per cent of that on capital items.
Deryk Gillespie, CP’s managing director investment
analysis says capital budget planning begins with the most
costly items and filters down to smaller projects across the
network. “The biggest piece,” he says, “is the money spent
replacing worn-out track and structures. Ties wear out,
ballast wears out, things need to be replaced and renewed.”
In 2014, this portion of the capital budget will go
towards buying and installing 530 miles of replacement rail,
1 million ties, 400,000 tons of crushed-rock ballast, 200
turnouts, and $80 million worth of materials for bridges.
So basic upkeep consumes more than half the capital plan
each year.
Although this portion of the capital budget is critical, it
tells us little about CP’s priorities. It’s the rest of the capital
budget that gives us a glimpse into the crystal ball.
CANADIAN PACIFIC MAGAZINE 9
HOME
EDMONTON
WETASKIWIN
LLOYDMINSTER
NOR
CALGARY
SASKATOON
TH L
INE
REGINA
PORTAGE LA PRAIRIE
MOOSE JAW
VANCOUVER
ST
WINNIPEG
.P
KINGSGATE
AU
TO
L
COUTTS
M
OO
SE
THUNDER BAY
JA
W
DULUTH
CO
RR
ID
OR
MINNEAPOLIS/ST. PAUL
TRACY
MILWAUKEE
CHICAGO
KANSAS CITY
Growth in the U.S.
CP’s corridor between Moose Jaw and
Chicago has long been a key route for
moving traffic between western Canada
and U.S. markets. That traffic continues
to increase. Meanwhile, customers are
adding and expanding terminals in the
North Dakota Bakken oilfield to ship
frac sand in and oil out.
Toss in North Dakota’s crops
of wheat and other grains, and the
infrastructure that’s served us well
in the past is rapidly approaching its
limits. This is most apparent from
St. Paul, Minn. westward to the
junction with our transcontinental
main line at Moose Jaw.
“There’s a capacity issue along that
corridor,” says Justin Meyer, CP’s chief
engineer for the Southern Region.
“We are near or at capacity, and if we
are going to continue to see growth in
oil or sand, investment is needed to
support that potential business.”
This year, three sidings between
St. Paul and the Canadian border will
be lengthened to open up capacity
on that stretch, and work has begun
to lengthen three receiving tracks at
10 CANADIAN PACIFIC MAGAZINE
St. Paul Yard. Deryk notes that while
lengthened sidings are important,
“There’s no point in upgrading all of
your sidings to support longer trains if
you’ve got no launch pad for them.”
Perhaps more critically, we’re extending
a key train dispatching and signalling
system that promises to dramatically
improve safety and train velocity in the
corridor (see sidebar, “What is CTC?”).
Until early this year, only 129 of the
722 miles between St. Paul and Moose
Jaw operated under Centralized Traffic
Control (CTC). Last year, we installed
81 miles of CTC over two segments of
the route near our terminals at Harvey
and Enderlin, N.D. In these locations,
CTC went live in early 2014. This year,
signal crews are adding 121 miles of CTC
in eastern North Dakota and western
Minnesota, plus five miles in the St. Paul
area. With that, nearly half of this
previously “dark territory” route will be
operating under CTC, up from 18 per
cent a few years ago.
“The plan,” says Justin, “is to
continue closing the gap to Moose Jaw
over the next several years.”
WHAT is
Centralized
Traffic Control?
CTC is a system in which a rail traffic
controller (RTC), also known as a train
dispatcher in the U.S., gives routing
instructions to train crews using lineside
signals and remotely controlled power
switches. With the click of a mouse, the
RTC can direct train crews to proceed
across main lines, or divert trains onto
sidings, yard tracks or branch lines. In
places where CTC is not in place, the
RTC must issue instructions to crews by
radio and crews must stop their trains
to line switches by hand. CTC uses
track circuits to detect whether a stretch
of track is occupied, and displays red
signals to trains approaching occupied
track blocks. When a rail breaks or a
main line switch is left lined for a side
track, the track circuit detects the issue
and displays red signals; a real safety
benefit. Currently, most of CP’s route
across Canada is CTC, as is the U.S.
route between the Chicago area and
Glenwood, Minn. However, train crews
on most key secondary routes still rely
on radio-issued instructions.
HOME
“The North Line holds a lot of
potential for CP,” says CP President
Keith Creel. “For many of those
shipments, the North Line offers
the most direct path to market, and
we recognize that we need to find
ways to take advantage of that.”
The North rises
Prior to 2011, the CP route between Portage
la Prairie, Man. and Wetaskiwin, Alta.
was little more than a 750-mile-long
branch line. Potash and grain traffic
originated on the line, but due to
its aging infrastructure, this traffic was
routed to the nearest junction point
and sent towards the main line.
Deryk notes that our long-running
neglect of the North Line was the result
of both the business it handled and CP’s
inability to generate cash.
“The North Line holds a lot of
potential for CP,” says CP President and
Chief Operating Officer Keith Creel.
“For many of those shipments, the
North Line offers the most direct path to
market, and we recognize that we need
to find ways to take advantage of that.”
Rehabilitation work began three years
ago, but the pace proved frustratingly
slow. Come 2013, CP’s board and senior
leadership agreed that it was time to
speed things up.
“Last year, we experienced some
unfortunate derailments in parts of
the territory where, quite frankly,
the infrastructure was not up to our
standards,” Keith told investors this
summer. In 2013, to help deal with
this issue, “The board supported
an advancement of capital of about
$100 million for our North Line, where
a lot of this grain, potash and crude
comes from.”
Matt Foot, CP’s general manager of
capital planning and projects, elaborated
on the North Line focus. “The first aspect
is alternatives. If we encounter significant
outages on the coal or East-West Line,
we can safely and quickly run important
traffic up to Wetaskiwin and down the
North Line. Second, the improvements
enable us to balance traffic flows. The
third aspect is about having a reliable,
robust infrastructure that ensures the safe
transport of customers’ goods and our
employees’ safety.”
This year’s North Line continuouswelded rail project will leave only one
short segment of jointed rail, and it’s set
for replacement in 2015. Meanwhile,
we’ve started a five-year ballast program
on the line that will eventually enable
speeds to rise to 50 mph across much of
the corridor. Additionally, the line will
receive two new sidings and an existing
one will be lengthened.
This will have a positive impact
on our growing crude business. New
oil-by-rail terminals are coming online
in Kerrobert, Sask., Hardisty, Alta.
and in the Edmonton area, and trains
originating there are beginning to
traverse the robust new infrastructure
on the North Line.
“The employees executing these
projects did a tremendous amount
of work to bring this plan to
fruition, including winter work
on the Prairies,” Matt says. “It’s a
great accomplishment.”
CANADIAN PACIFIC MAGAZINE 11
HOME
Small diesels, big impact
You may have noticed that since 2012,
the flow of new line-haul diesels into
our network, such as General Electric®
ES44ACs, has braked to a halt. That’s
because through careful planning we’ve
been able to operate growing volumes
with fewer total line-haul locomotives.
That share of the capital budget is
instead going towards the purchase of
Electro-Motive® Diesel (Caterpillar®)
GP20 remanufactured locomotives.
This year, CP is bringing in
60 of these 2200-series four-axle
locomotives, primarily for yard and
local freight services. “This is the first
major reinvestment in yard locomotives
in decades,” Deryk notes. “The
industry as a whole, hasn’t built new
four-axle locomotives in a long, long,
long time.”
Technically, the 2200s are
remanufactured locomotives. Their
trucks, traction motors, air compressors,
main alternators and electrical
components come from retired CP units.
However, their diesel engines, electric
generators, operator’s cabs, radiators and
long hoods are entirely new. In terms of
mechanical reliability and pulling power,
these are new locomotives.
Tom Lambrecht, CP’s vicepresident mechanical, says the 60
GP20s slated for delivery this year
will expand CP’s total fleet to 130.
He notes yard-service locomotives are
critical to serving our customers, as
they operate local, branch line and yard
jobs where line-haul locomotives are
too big. For more details on the new
GP20s, see page 18.
Taking the next step
The common thread among these
projects is this: The money we’re
earning from day-to-day operations
today supports real investment in our
infrastructure tomorrow. We’re making
up for lost time, spending our money in
a number of areas where we have long
wanted to spend, but couldn’t afford to.
“Our improved performance gives
us some options,” Deryk says.
“How we are choosing to exercise
those options is accelerating our
reinvestment into the business and
recommitting our focus to parts
of the network that were patiently
waiting for investment.”
12 CANADIAN PACIFIC MAGAZINE
The result is a virtuous circle. It
begins with increasingly efficient train
operations, such as more direct routings
via the North Line, quicker meets on
account of new CTC installations or
two GP20s replacing three older diesels.
Next comes the cash savings: lower fuel
consumption, and fewer locomotives and
cars needed to move the same amount
of freight.
Finally, for decades into the future,
a portion of the money we save will
be reinvested in capital projects that will
continue to make our railroad operate
more efficiently.
HOME
“This is the first major
reinvestment in yard
locomotives in decades.
The industry as a whole,
hasn’t built new four-axle
locomotives in a long,
long, long time.”
CANADIAN PACIFIC MAGAZINE 13
HOME
Looking forward
Sharing the wealth
We haven’t committed to any capital
funds past 2014, but continued CTC
extensions across North Dakota and
up to Moose Jaw appear likely. Beyond
that, Deryk says some secondary routes
elsewhere on the network would benefit
from CTC, and that’s on his team’s radar
as well.
After this year’s delivery of GP20s,
we’re looking at the future of our fleet
of light-duty six-axle diesels, like the
SD40-2 model. So far, we’ve taken
delivery of 20 remanufactured SD40-2s
that underwent a rebuild similar to that
of the GP20 program, and are now
known as SD30Cs.
“They’ve set a new benchmark for
reliability,” Tom says. As a result, he says
we’ll be taking a close look at expanding
that fleet over the next three to four
years. Tom notes that since we’ve been
able to use our line-haul locomotive fleet
more efficiently, we likely won’t need to
procure additional units for several years.
There’s an item that doesn’t technically
fall under the heading of capital
spending, but is perhaps a cousin to it.
With our recently improved financial
performance, we’ve begun buying back
CP stock. By reducing the supply of
outstanding shares, those shares that
remain become more valuable. It’s hard
to ignore CP’s rising share value during
the past few years. Maintaining that
trend going will be a key priority in the
years ahead.
Deryk says the network investments
will continue to be critical to CP’s plans,
but rewarding shareholders is the next
logical step.
“Generating this kind of financial
performance allows you to reinvest in
the plan, and allows you to reward your
shareholders,” he says. “Anybody who’s
a shareholder—and a lot of employees
are shareholders—should be very happy
with that.”
14 CANADIAN PACIFIC MAGAZINE
HOME
5 foundations
PROVIDE SERVICE
Suresh Kumar Harish
Conductor
Winnipeg Yard
Reaching for the top,
starting with the Foundations
A building is only as good as its foundation.
The same philosophy applies to railroads.
Each of the five Canadian Pacific Foundations
is a guidepost, designed to support you by
providing a standard and a focus you can base
your career on as we continue to build a positive
and productive culture.
Canadian Pacific Magazine asked employees from
within our communities to tell us how one of the
five Foundations impacts their day-to-day job
performance. Stay tuned to RailCity this fall for
CP’s Foundations in the Field video series featuring
more detailed video interviews with these
employees and others.
I’ve worked for the railroad for 18 years, 15 of them were
spent in India. My father also worked for the railroad in
India, so I’m a second-generation railroader and I’ve seen
the work done in different ways all over the world.
At CP, my job is all about moving customers’ products
from one place to another, and making sure the work is
done safely and quickly. The changes that I’ve seen around
CP have really improved our ability to provide service.
The reconfigurations here at Rugby Yard in Winnipeg, for
example, are allowing crews to move trains more quickly and
think more independently.
Now that we’ve gone from using power to manual
switches, the customer definitely benefits. It seems
counterintuitive to go back to manual; however, there was
a time when several crews might have been sitting on their
trains indefinitely, waiting for someone else in a different city
to align the switches. Now, control has been given to us and
we can use our good sense to determine when we can safely
move around that part of the yard, and avoid gridlock.
CANADIAN PACIFIC MAGAZINE 15
HOME
5 foundations
CONTROL COSTS
Heather Hanna
Director, network services operations, operations
system, Network Service Centre, Winnipeg
Optimize Assets
David Anders
Trainmaster, Pacific Region: Crowsnest, Byron
Creek, Fording River, and Cranbrook subdivisions
I’ve worked for CP for 33 years across a number of
departments before taking on my current role in Winnipeg’s
new CP Network Service Centre. My team and I provide
the paperwork that train crews require to move trains.
Controlling costs is a regular part of our day-to-day
activities, right down to job performance—how we work
with customers on requests, provide timely updates
to inventory and ensure fluid interchanges and border
crossings. These activities are all linked to specific
processes. Controlling costs is all about having the right
processes and re-evaluating them often.
My team and I recently reviewed a particular
process that was put in place four years ago. While this
involved two extra hours of work to complete the review,
in the long run we identified clear opportunities for
improvement that will save our company time and money.
This is the kind of accountability that enables each
employee to contribute to CP’s transformation.
Every day at shift change we have a quick whiteboard
session to address the issues of the day and relay
important information to the team. This is an important
part of how we communicate with one another and helps
us prepare for the challenges that come our way.
You can’t be afraid to make a change. You can’t be
afraid to question everything.
16 CANADIAN PACIFIC MAGAZINE
I’ve been working at CP for 10 years, but I’m particularly
proud of the progress we’ve made in the last two years,
which has seen us improve service to our coal customers
(specifically, Teck®). With fewer resources to pull from,
we discovered how to work smarter every single day.
The results speak for themselves. We’re experiencing
the best cycle times we have ever had. Earlier in the
summer, we processed a monthly record of 143 coal
trains. The tower loading process at the Fording River
Mine (one of the biggest mines we service), which
updated how we load coal into the railcars, is a big piece
of that success.
The CP crew hands an empty train to Teck’s loadout operator, who controls the train during the loading
process. Once the train is loaded, the CP crew takes
control again. One advantage of this process is that it
permits optimal use of people assets. Sometimes a crew
will take one train from Fort Steele to Fording River, and
then return to the bunkhouse and rest. In peak periods
it’s easy for crews to drop off one train and then work one
going in the other direction, meaning they can be home
the same day.
Not long ago, crews would bring a train to the mine
and wait for it to be loaded while it travelled at two to
three miles an hour. They would burn a lot of hours on
duty, without operating their train. The old ways resulted
in a depleted crew base and too many trains waiting to
depart. Now we’re in a position to move five trains in
and out of the valley every single day.
HOME
5 foundations
operate safely
Cindy Ingram
Division engineer
Quad Cities Division, Davenport, Iowa
DEVELOP PEOPLE
Tyson Venne
Conductor, FPC
Smiths Falls Yard
I started with the railroad 22 years ago, working as an
assistant technician at Toronto Yard. I’ve held 10 jobs in 22
years. My family’s joke is that we don’t clean, we just move.
In my current job at the Quad Cities Division, I am
responsible for signals, structures, and the track department
from Kansas City to Randall Road, which is just west of
Elgin, Ill., in the Chicago area. This territory is extremely
susceptible to flooding; we experienced a major flood event
here this past summer (2014).
In my territory we look to keep operations simple and
safe. We are not a company that expects its employees to
hold off repairing something because, in some technical
sense, it meets requirements. We ask our managers and their
teams to always keep the big picture in mind. If the railway
needs ties, we will install them and not leave it to the last
possible minute to replace the old ties. We will not take
such risks.
No manager can be everywhere at the same time.
We coach and train our employees to learn what they
need to know to perform their duties safely, and to
look out for each other.
I’ve worked at CP for 15 years, starting out working
on engineering crews. Eventually my supervisor
recommended that I apply for the running trades;
something I’ve never forgotten. It’s important for
employees to feel like they have a future and that
someone believes in them.
A year ago, I started coaching new hires in the field.
That’s not something I take for granted. If they learn
that it’s okay to take shortcuts from the start, those
bad habits could end up costing them their job one
day, or worse.
If I see someone doing something incorrectly,
I’m not doing them a favour by not pointing it out
to them. I make sure to address the issue as soon as
it arises. There’s no such thing as a small accident
on the railway.
I encourage new-hires to believe in themselves,
because often, they already know the rules and
procedures. Confidence comes with time and
experience. I motivate people to think, asking
them questions that will help them figure out the
answers. This is the best way for people to learn
and remember.
This pays off. Plus, it’s really satisfying to help new
hires learn the job, and then to watch them in the yard
and work with them, because I know first-hand that
they know the job.
CANADIAN PACIFIC MAGAZINE 17
HOME
Updating assets
BUILDING ON
tradition
PLANNING FOR THE
FUTURE
By Matt Gawelczyk, supervisor, production,
Alyth and Moose Jaw locomotive repair facilities.
18 CANADIAN PACIFIC MAGAZINE
For decades, CP relied on general
purpose Electro-Motive Diesel
(EMD) locomotives to handle yard
and road work. But during the
past two years the reinvigorated
CP has been updating its
locomotive roster with new
EMD GP20C-ECO units.
In 2008, EMD began developing
the technology for a new locomotive
set-up—the GP20C-ECO. CP has been
the industry leader in acquiring these
locomotives. They began pulling freight
in 2013.
HOME
Updating assets
Cleaner,
STRONGER, faster
Innovations and improvements
The remanufactured locomotives reuse
many components that have been
overhauled, including trucks, traction
motors, main generators and air
compressors. However, their former 567
engines have been replaced with brand
new turbocharged eight-cylinder 710
series prime movers that promote 2000
hp with reduced emissions.
They also create a better working
experience for the engineers. Rich
Baxter, a locomotive engineer with 26
years of service out of London, Ont. says
comforts like air conditioning actually go
a long way towards helping employees
stay focused throughout a long shift.
Although sharing many similarities
with their predecessors, GP20C-ECOs
are not just a newer build of the
conventional GP9 engine. The GP20s
represent an evolution of the
GP locomotive.
“The GP20 is a world of difference
compared to the old-style locomotives,”
says Rich. “The new engines keep their
feet a lot better, while the former engines
would slip on wet rail and keeping
momentum would be difficult. They’re
also more responsive and user-friendly.”
The GP20’s 710 engine has proven
to be 25 per cent more efficient than
the former GP9 engine due to design
features such as Electro-Motive Diesel
Engine Control (EMDEC) electronic
fuel injection, higher peak firing pressure,
turbocharger, etc., as well as other new
locomotive system technology such as
AESS and AST® engine heating systems,
which enable the locomotive to be shut
down when not in use.
“In combination, these features help
improve locomotive fuel efficiency and
reliability. And, the EMDEC allows for
better operation and monitoring of the
engine’s performance in real time,” says
Matt Gawelczyk, who has worked as
supervisor, production for a locomotive
repair facility in Calgary and Moose Jaw
since 2011. “This enables it to reduce
component wear, fuel consumption
and engine oil use in comparison to
the GP9.”
The old relay logic analog control
system has been replaced with a new
Electro-Motive EM2000 Control
System, a microprocessor-based system
that provides improved performance,
reliability and diagnostic capabilities.
Also, a big deal for operators and
mechanics is the Functionally Integrated
Railroad Electronics (FIRE) system.
“FIRE helps all of the cab electronics
communicate with one another. It
provides our Train & Engine (T&E)
personnel with improved management of
locomotive operation and performance,
and it displays relevant operating data
for the locomotive engineer on
a computer screen.”
This is important for the mechanics
because FIRE enables locomotive
system information and fault history
to be quickly and reliably accessed.
“We can pinpoint defects quickly and
more accurately,” adds Matt. “When
something does go down in the engine
locomotive, the FIRE system makes for
a faster, straightforward repair.”
This integrated approach in turn
reduces maintenance costs and repair
times. The event recorder, also known as
the little black box, is also integrated with
the FIRE system.
“Numerous other upgrades, including
improved cab space built to meet the
existing crashworthiness specifications,
new car bodies, and microprocessor
controls have also been fitted, making
the engines safer and more reliable,”
says Matt.
“We now have a fleet of engines that
are more reliable for our customers and
safer for our T&E guys to drive.”
More fuel
efficient engines
IntelliTRAIN
remote satellite
UPGRADED
AIR BRAKE SYSTEM
Expected savings of more than
This capability makes it easier for CP’s
The new New York Air Brake CCB II air
$40,000 in fuel per engine per year.
mechanical managers to troubleshoot
brake system also offers improved reliability,
faults and access operational data.
and self-diagnostic capability.
CANADIAN PACIFIC MAGAZINE 19
HOME
Safety
TRACKING DOwn
DEFECTS
1
Turnout
inspection
2
The hammer
test
3
Checking the
underside
Gary stops to inspect the north wye switch
Departing yard limits, Gary scans for
Farther north, Gary notices another
at Ramsey, at the junction of the Jackson
potential trouble spots between the left-
shadow, adjacent to where some flow
Subdivision. It’s one of 76 main track
hand and right-hand jointed rails. North of
(mushrooming of the railhead) is occurring.
switches in his territory. All the switches
town, he finds one: a light shadow on the
The flow isn’t a problem, but the shadow
must be checked monthly to ensure they
railhead at the site of a gravel road crossing.
might be. He uses a mirror on a stick,
meet Federal Railroad Administration and
Such shadows can indicate that the ball of
similar to a dentist’s tool, but larger, to view
CP standards.
the rail (the wide part at the top) could be
the underside of the ball. This time, he sees
separating from the web (the skinny vertical
the start of a separation. He consults the
part of the rail).To test his suspicion, Gary
Red Book, CP’s book of track standards,
drops the head of a hammer on the ball.
and finds that the emerging separation is
It bounces several times, indicating that the
in compliance and doesn’t compromise
rail has retained its integrity. If the hammer
safety. Gary scribbles down the location
had fallen with a thud and failed to bounce,
of the issue, which he’ll watch closely in
it would indicate an emerging separation.
coming months.
20 CANADIAN PACIFIC MAGAZINE
HOME
Safety
The spring thaw had just
gotten underway when
Canadian Pacific Magazine
joined Gary Wagner, a
Southern Region-based track
inspector on his rounds.
4
Looking for
a low spot
Gary’s task on this day was to watch for
emerging issues within a segment of his
territory; a 147-mile route in southern
Minnesota and northern Iowa. Gary
started his railroad career with CP
predecessor Milwaukee Road in 1979, and
has been inspecting and maintaining track
5
Clearing
the track
ever since. Today, the routes Gary covers
include a mix of 40-mph welded rail and
25-mph jointed rail. Problems can emerge
at rail joints, culverts, crossings and just
about anywhere else. It’s Gary’s job to spot
troublesome developments before they
evolve into major complications.
6
CreaTing
THE Report
Approaching Blooming Prairie, Minn., Gary
Near Lyle, Minn., Gary stops to check a slight
Gary completes his inspection southward
notices that a bolt is missing from an angle
sag in the track. He removes two clamps
across the Iowa border, watching for potential
bar, the piece that holds the ends of rails
tied together with a 62-foot length of string
signs of trouble, like disturbed ballast, which
together. He says that between the heaving
from his truck and attaches each clamp to
can indicate that the track is moving, there
and settling that results from the freeze-thaw
the rail. By measuring the distance between
are missing tie clips or ballast is eroding from
cycle and the motion from passing trains,
the railhead and the string at the midpoint
between ties at culverts. The only issue he turns
“It’s amazing how quick it can turn a nut off.”
compared to the distance at each end, he
up is a crossbuck that’s fallen over and is lying
Gary installs and tightens a new nut and bolt.
can determine if the rail is sagging enough
in the ditch. Gary reports the issue to the local
to create a defect. In this case it’s not. He
track maintenance crew, and will hold onto his
also checks cross-level (the difference in
track warrant until the task is complete. Upon
height between the two rails) and gauge (the
returning to Austin, Minn., Gary logs into his
distance between the two rails) and finds both
digital track notebook and reports everything
to be well within compliance.
he’s inspected. On this day, it was 51 miles of
track in 6 hours, 30 minutes. The program will
automatically notify him if any section of track
or any switch is approaching its mandated
inspection interval.
CANADIAN PACIFIC MAGAZINE 21
HOME
QUESTIONS
CP employees interact with our
track evaluation cars (TECs)
in many ways, including the
scheduling and dispatching
of these cars. Yet, few CP
employees have had a chance
to ride them and see what they
actually do.
Canadian Pacific Magazine caught up
with George Kishi (who oversees the
TEC program) to learn about the cars’
purpose and why they’re so important.
The motorsports enthusiast and all-around
handyman talks about how the cars work,
what role they play in the company’s track
maintenance and planning programs, and
what he finds most gratifying about his
job. George has nearly 30 years of service
with CP.
22 CANADIAN PACIFIC MAGAZINE
HOME
10 questions
1
What do you find most
gratifying about working in
Track Evaluation?
3
Track inspectors check these lines
more frequently than TEC visits.
What is it that TECs detect that
7
Does CP’s capital planning team
use data from the TEC to evaluate
when track components might
I started my CP career with Track
track inspectors might not?
need to be replaced?
Evaluation in 1988, right off the street.
Track inspectors are out there every day
Yes. CP allocates about $600
Aside from brief stints in engineering,
and TECs can’t replace the important
million per year to track structure
operations and track scheduling,
jobs they perform. However, TECs test
replacement ($690 million in 2014),
I have worked with track evaluation
track underload to detect developing
and where and how CP spends that
cars for most of my career. My
problems that track inspectors might
money is heavily based on the results
fulfillment comes from the variety
miss. We’re one of the only railroads
TECs provide. Headquarters reviews
of duties, including working cross-
that tests in the winter; most railroads
data constantly, to evaluate the life
functionally with different levels of
don’t start testing until springtime. There
cycle of track components.
engineering and operations. I have
are details that track inspectors may
always been fortunate to work with
miss as a result of heavy snow cover,
quality people. It is rewarding to know
which the TECs will not miss. So, TECs
that the company depends on the
are a valuable complement to our track
work we do to keep the railroad safe
inspection team.
and to plan track programs.
2
4
5
8
We have two TECs: TEC-63 and
TEC-64. We’ve talked about how
these cars are equipped with the
latest technology, despite their
age. Tell us about their history.
What’s life like aboard TECs?
TEC-63 was built in 1931 and rebuilt
Our staff comprises three to four people
by CP in 1971. TEC-64 was built in
who live on board: supervisor, geometry
1947 and rebuilt by CP in 1987. Both
of the TECs?
operator, joint bar editor and in the case
cars were rebuilt from passenger
We use tonnage and class of track to
of TEC-63, gauge restraint monitoring
cars. As part of the rebuilds, our
determine the frequency of testing.
system operator. Each staff member is
shops retrofitted them with modern
We’re out on the various subdivisions
provided with a bedroom, and each car
running gear. They’ll soon be joined
within the network a minimum of
is equipped with a dining room, kitchen
by a third car, an automated track
twice a year—more than what the
and TVs for off-hours. This is unique
geometry measurement car, which
government requires of us.
to CP. Other Class 1 railroads put their
will be the first of its kind on any
personnel up in hotels at the end of the
Class 1 railroad.
How often are your main line
subdivisions evaluated by one
How do TECs work, and what
day. When track evaluation crews are
specifically do they check?
out testing for the day, they’re usually
Both cars measure track geometry
accompanied by the division engineer
(low, high, narrow and wide spots),
and roadmaster, and sometimes other
rail wear and joint bar inspection.
local engineering people.
One car, TEC-63, is also equipped
6
9
How will the automated
car function?
This car, the CP60, is a boxcar we’ve
equipped with software and hardware
that’s required to check track
When TECs spot defects,
geometry and convey results to the
how do you respond?
team at Head Office. CP60 will move
It depends on the severity of the
in conjunction with freight trains. Each
underside will immediately detect
defect. TECs are capable of detecting
year, along with TEC-63 and TEC-64,
defects, including those that do
even the smallest variances from
it’ll help us cover more track miles
not yet exceed Transport Canada,
optimal conditions, and in these cases,
than before. TEC-63 and TEC-64
Federal Railroad Administration or CP
roadmasters note the emerging issue
can’t travel with freight trains.
specifications. Whenever we explore
and monitor it during the months ahead
a segment of track, data from the
for possible worsening conditions.
last time we explored that track is
When the defect goes beyond
accessible. That way, we can identify
specifications for the class of track in
deterioration, as well as sections
question, we’ll immediately contact
the TECs on CP’s network, allowing
that have been fixed up, or that are
the dispatcher and issue a slow order
us to test more often.
holding firm.
that limits train speed within that
with a gauge restraint measurement
system, which assesses fastener
effectiveness. Sensors on the car’s
10
Have the TECs ever been loaned
to other railroads for testing?
Yes, up until this year. Now we keep
troublesome spot, and then dispatch
engineering crews to repair the track.
CANADIAN PACIFIC MAGAZINE 23
HOME
PHOTO JOURNAL
24 CANADIAN PACIFIC MAGAZINE
HOME
During the 1990s, the City of
Vaughan ran a marketing campaign
promoting it as “the city above
Toronto.” The irony is there wasn’t
much there.
In 1991, the Township of Vaughan renamed
itself as the City of Vaughan. The newly minted
city featured a handful of homes, a nearby
amusement park and CP’s recently opened
Intermodal Yard.
Since then, Vaughan has become one of
Canada’s fastest growing cities. Roughly
300,000 people now call this North Toronto
suburb home.
As domestic intermodal business has
become a more significant element of
our growth, Vaughan Intermodal Yard has
followed a similar trajectory to the city.
Today, Vaughan Yard is a tightly run ship
overseen by Jeff Allen, director intermodal
operations, and his management team of
James Mason, Matt Wiatrowski, Joe Rigato,
Kevan Proudlock, Michael McDonald and
Cory Gauther-Romaniuk.
Vaughan is a 24/7 operation employing
roughly 150 people who handle an average
of 1,800 containers per day, including all
12,000 feet of the 101, one of our priority
trains. The 101 departs the yard at 2100 every
day, racing across our main line in Canada,
covering the distance between Toronto,
Calgary and Vancouver faster than any other
railroad. That train carries containers bound
for customer distribution centres and retail
outlets, including Costco®, The Home Depot®,
Lowes®, The Real Canadian Superstore® and
Canadian Tire®.
See Vaughan Yard featured in the
animated Port to Purchase video on our
new website: www.cpr.ca/en/choose-rail.
Vaughan
Intermodal Yard
The yard operates on 350
developed acres. The entire
terminal has 700 acres
within its boundaries.
CANADIAN PACIFIC MAGAZINE 25
HOME
In the cockpit
Right: Al Bellchamber
is one of the many vital
top-lifter operators whose
work ensures that CP’s
cross-country intermodal
trains, such as the
westbound 101 and 119,
leave on time every day.
Making moves
Left: This RTG, electricdiesel hybrid top-lifter is
the only one of its kind
in Canada. Watch for
more information on this
cost-saving machine in
the next issue of Canadian
Pacific Magazine.
Line ’em up
Left: Vaughan Intermodal
Yard has over 17 miles
of track; 31,400 feet of
working track and 51,780
feet of storage track.
26 CANADIAN PACIFIC MAGAZINE
HOME
CANADIAN PACIFIC MAGAZINE 27
HOME
28 CANADIAN PACIFIC MAGAZINE
HOME
Right on time
Top left: Since March
2014, the 101 departing
daily from Vaughan Yard
has a near perfect on-time
departure record.
On the spot
Top right: It used to take
Vaughan’s car shop 24-48
hours to pull a bad-order
car, change a wheel set
and get it back to work.
Now, the Vaughan carmen
can do it in less than
an hour.
Take them in,
turn them around
Left: Vaughan Yard sees
between 1,200 and 1,900
trucks per day, picking
up and dropping off
containers. The yard turns
those trucks around in an
average of 34 minutes.
CANADIAN PACIFIC MAGAZINE 29
HOME
Safety
30 CANADIAN PACIFIC MAGAZINE
HOME
SAfety
While only six per cent of the
commodities CP moves yearly
are classified as dangerous
commodities, their safe
shipment is a top priority.
“We are to the point where our hazmatresponse equipment is industry-leading,”
says Scott Croome, a CP hazmat field
specialist based in Toronto who has an
extensive background as a firefighter.
Scott took a few minutes during a
hazmat equipment and emergency
education day at a British Columbia fire
department to talk about why the CP
equipment is such a big deal.
“In Canada, there aren’t even any
contractors who have this calibre of
equipment. We discovered that gap in
the industry about 10 years ago and
have been working towards a solution
ever since. But we really got the support
needed to develop and expand our
equipment during the last two years.”
This equipment includes five fire
trailers, which essentially have the
capabilities of a fire truck, but are
smaller and more mobile, as well as four
53-foot trailers equipped with everything
someone could need in a hazmat
rail emergency.
“The equipment is currently stored in
locations throughout the network, based
on volume of traffic, population density
and of course, the volume of dangerous
goods travelling through an area.”
Ed Dankbar, one of Scott’s U.S.
counterparts who works out of
Minneapolis and St. Paul, says that with
the ever-increasing number of crude
shipments, developing and expanding our
capabilities is the responsible thing to do.
“Having come up through the crafts
as a mechanical employee I have a
unique understanding of how sometimes
things can go wrong,” says Ed. “Now,
we don’t have to rely on someone else to
react in those situations.”
Mobile hazmat trailer can do everything
a fire truck can, and can go more places.
in action
Ed explains that if a crew derails, they’ll
call the operations centre, who will call
911 and dispatch CP’s first responders.
“We’ll get there by helicopter if we
have to,” says Ed. “Obviously trains don’t
always travel in conveniently accessible
locations. This is one added bonus of our
equipment—everything can actually be
transported by helicopter and dropped
into the middle of nowhere if required.”
Once equipment arrives on scene,
the team can fight a fire—just about
everyone on the hazmat team is a licenced
firefighter—drain a leaking tank car and
reload its contents to a fresh car, or cap a
leaking valve.
Now that our equipment is up to
speed, the big focus for the hazmat
team is education and training. Scott
has completed more than 75 public
first-responder training events in the
first quarter of 2014 alone, and trained
more than 1,000 first responders on our
equipment and procedures during that
same time.
“It’s the kind of thing that makes you
feel like your job counts for something,”
says Scott.
Ed Dankbar,
CP hazmat field specialist
CANADIAN PACIFIC MAGAZINE 31
HOME
FROM THE
ARCHIVES
Signal testing
Signal maintainer Walter Beckstead is using the standard 2A electrical test metre to test a dwarf signal in
Windsor Station. He is making sure that the signal operates correctly, since it is one of the signals governing
train movements in and out of what was once one of CP’s busiest locations. These signals and associated
track switches were controlled from the lever-operated mechanical interlocking machine in the control
tower. A dwarf signal is used between tracks when there is no room for the standard high signal on a pole.
32 CANADIAN PACIFIC MAGAZINE
Photographer
Nicholas Morant, 1938
HOME
CEO AWARDS
of
EXCELLENCE
Last year CEO, Hunter Harrison launched his CEO Awards of Excellence to
recognize our best. The winners were treated to a lavish, five-star vacation for
two in Florida. This year we’re going back, and we are looking for a new group of
employees to take with us. We are looking for employees whose efforts to execute
through CP’s five Foundations have shone the brightest this past year.
If you know someone who has gone above and
beyond to satisfy a customer without sacrificing
the integrity of our business, found a way to
reduce or control costs, improved a process,
prevented a problem before it happened, or gone
out of your way to develop the next generation of
CP’s employees, then we want to know about it.
Don’t let someone’s extraordinary efforts
to produce results for CP go unnoticed.
Provide as much detail as possible about the
employee’s efforts and achievements. It’s
beneficial to attach a typed document that
thoroughly provides senior leadership with
the context warranting the nomination.
Nomination forms must be filled out and submitted by Dec. 1, 2014.
Scan and submit nomination forms to [email protected], or fax to: 403 319 6081.
For more details on the awards categories visit RailCity.
HOME
Nomination form
nominee
NAME
EMPLOYEE ID
PHONE
DEPARTMENT
TITLE
REGION
E-MAIL
DIRECT SUPERVISOR
nominator
NAME
EMPLOYEE ID PHONE
DEPARTMENT
TITLE
REGION
E-MAIL
DIRECT SUPERVISOR
CATEGORY
PROVIDING
SERVICE
CONTROLLING
COSTS
OPERATING
SAFELY
OPTIMIZING
PEOPLE
ASSETS
Please summarize the effort for which you are nominating this person, its impact, uniqueness,
innovation, etc. Attach a separate page if you need more space to do this appropriately.
HOME
EDITORS
Breanne Feigel, Steven Noble
Writers
Andy Cummings, Matt Gawelczyk, Erin Randles,
Nick Richbell, Steven Noble, Jade Wong
Photographers
Andy Cummings, Kristopher Grunert, Tomas Kraus, Nicholas Morant,
Steven Noble, Ewan Nicholson, Jade Wong
SPECIAL THANKS
Tina Sheaves, Jeff Allen, Kevan Proudlock, Morris Prychitko, Michael McDonald and
everyone at Vaughan Intermodal Yard who works so hard day in and day out to make intermodal
a successful building block at CP. Thanks for putting up with the cameras and the questions.
Also, Canadian Pacific Magazine would like to thank Rhea Adama, Brent Bichard,
James Cranney, Dave Courville, Matt Gawelczyk, Deryk Gillespie, Neil Greenslade,
Bob Hatfield, Heather Hannah, Tim Majcik, Danny Melo, Torrey Swan, Kevin Francis,
Steve Doyle, Patrick Giosi, Drew Primrose, Aaron Twomey, Real DeCarufel and David Braun.
HOME