Question

what is the efficiency and effectiveness of Canadian Pacific Rail in terms of their supply chain and human resource management. explain in atleast 350 words?

Answer 1

About Canadian Pacific
Canadian Pacific is a transcontinental railway in Canada and the United States with direct links to major ports on the west and east coasts. CP provides North American customers a competitive rail service with access to key markets in every corner of the globe. CP is growing with its customers, offering a suite of freight transportation services, logistics solutions and supply chain expertise.

Efficiency and effectiveness of Canadian Pacific Rail in terms of their supply chain

Canadian Pacific is proud to report another record-setting month in the movement of Canadian grain and grain products. In April, CP moved a best-ever monthly total of 2.8 million metric tonnes (MMT) to market, bettering the previous record set in November 2019 by more than 100,000 metric tonnes (MT).   

"CP's family of professional railroaders continues to deliver for our customers and the economy during this extremely challenging COVID-19 period," said Joan Hardy, Vice-President Sales and Marketing Grain and Fertilizers. "By working collaboratively with our customers from field to port, we have been able to find synergies and efficiencies to drive the grain supply chain forward. CP's service excellence and best-in-class team have enabled us to move more grain steadily throughout this crop year, with an impressive surge in April as the Port of Thunder Bay opened for the spring shipping season."

CP's performance in April comes on the heels of CP announcing that January, March and Q1 2020 also saw record movements. At 21.4 MMT of grain and grain products shipped crop year to date, CP has moved 51 percent of the grain and grain products originating by rail in Canada, 6 percent more grain this year than at the same point last year, and 8 percent more than the previous three-year average. Based on metrics generated by the grain shipping community, CP has moved 54 percent of the whole grains moved by rail from the Canadian prairies this crop year. CP foresees strong grain shipping for the remainder of the 2019-2020 crop year now that the Port of Thunder Bay has reopened and is operating at maximum capacity and efficiency.

"CP has been moving significant amounts of grain throughout the year and will continue to do so as farmers deliver the balance of last year's crop and begin planting for the 2020-2021 crop year," said Hardy "CP is proud to be working in lockstep with the entire supply chain in delivering for North Americans and beyond."

The supply chain advancements by CP and its customers are yielding significant productivity gains from field to rail to port. CP's investment in high-capacity hopper cars will see 5,900 new cars added to the railway's grain shipping fleet. CP's fleet of new grain cars, now at more than 2,500, is adding more than 1.1 tonnes of extra grain per railcar compared to the same period last year. The new hopper cars can carry 15 percent more volume and 10 percent more weight compared to the older cars they are replacing.

Canadian Pacific Railway (CP) and its shortline and regional railroad connections gathered during the weekend to discuss ways to move the North American supply chain forward.

The talks took place as part of CP Reconnect 2018 Short Line and Regional Railroad Conference, officials said.

“Our shortline and regional connections are integral to the business we do here at CP,” said John Brooks, CP’s senior vice president and chief marketing officer. “Reconnect 2018 was an excellent opportunity to touch base with these key stakeholders and help them understand CP’s vision, while also getting a better look into their own priorities and business goals. By sharing ideas and strategies we are able to generate innovative ways to serve new and existing markets together.”

Brooks was joined by his senior team including Joan Hardy, vice president sales and marketing, grain and fertilizers; Jonathan Wahba, vice president sales and marketing, intermodal and automotive; and Coby Bullard, vice president sales and marketing, merchandise and energy, chemicals and plastics.

CP said officials interacted with 39 shortline and regional partners who attended the event from throughout North America. Shortline and regional connections provide more than 10 percent of CP’s yearly carloads and contribute 14 percent of CP’s annual revenue across its network.

“It’s essential for shortlines like Iowa Northern Railroad to meet with Class 1 railroads to maintain a great working relationship. It benefits both networks,” said Dan Sabin, president of the Iowa Northern Railroad. “Thanks to this conference we were able to gain a better understanding of CP’s vision for its business, how we fit strategically into that plan and how we can help enhance the service we provide together. This helps keep our operations running smoothly and effectively.”

CP said attendees shared ideas that the company believes will enable the Class 1 and its customers to work on joint operations more efficiently.

“We look forward to ongoing collaboration as we put more strategic dots on the map and find win-win opportunities that move the transportation supply chain forward and help drive sustainable, profitable growth,” Brooks said.

Efficiency and effectiveness of Canadian Pacific Rail in terms of their human resource management

Diversity and inclusion at CP

Two thousand eighteen was a milestone year for CP by nearly every performance measure. We delivered record-setting results both financially and operationally, and continued to be a safety leader for the 13th consecutive year among Class 1 railroads, with the lowest Federal Railroad Administration reportable train accident frequency. Our people drove these achievements.

While we are moving in the right direction, we recognize the need to do more as an organization to achieve our desired diversity and inclusion outcomes. We are working on programs and opportunities to ensure we are attracting, retaining and developing the best people and skill sets for CP

In 2018, we further defined what diversity and inclusion means at CP and created a strategy focused on leader accountability, and fostered respect and inclusion at all levels of the organization. Working collaboratively with our employees, communities along our network and with partner organizations in Canada and the U.S., we continued to progress and support CP’s commitment towards a more representative and inclusive workplace. Initiatives included:

• Continuing our existing partnerships with associations and organizations that attract, recruit and support skilled immigrants, transitioning veterans, women and persons with disabilities.
• Collaborating with Indigenous groups to better understand their cultures and develop more meaningful relationships.
• Working with Indigenous-based organizations to create targeted outreach initiatives, career development programs and employment opportunities.
• Supporting the development and advancement of women and veterans at CP.
• Continuing to position CP as a military-friendly employer in Canada and the U.S. and increasing our veteran recruitment and hiring efforts.
• Increasing employee awareness regarding diversity and inclusion practices in the workplace through communications, education and training.

Engaging Their leaders

At CP, they follow the philosophy of leading by example. This work begins with those in positions of leadership. Support for their diversity and inclusion vision is woven into our corporate processes and fully endorsed by their executive team and Board of Directors. As of December 31, 2018, CP’s Board of Directors has six men and four women. As of July 15, 2019, CP’s Board consists of six men and five women.

According to CP,"We are a founding member of the Canadian Board Diversity Council, an organization dedicated to advancing diversity on Canadian boards, and a member of the 30% Club, a leading international organization focused on developing a diverse pool of talent for all businesses. Members of the 30% Club commit to better gender balance at all levels of their organizations".

CP’s executive team receives quarterly progress reports on the company’s efforts to increase diversity and inclusion in the workplace, while the Board receives these updates twice a year.

In December 2018, Andrew F. Reardon announced his retirement from CP’s Board as of May 7, 2019. Mr. Reardon was a board director since May 1, 2013, and Chair of the Board since July 20, 2015. Isabelle Courville, a Board director since 2013, became Chair of the Board May 7, 2019, making history as the first-ever woman at CP and the first-ever woman across all Class 1 freight railroads in North America to hold this position. Under Ms. Courville’s leadership, CP will continue to refine its diversity and inclusion strategies to better respond to the challenges of our changing workforce.

Employment equity in Canada and the U.S.

Canada

As a company that operates in Canada and the U.S., CP must comply with several regulatory requirements to ensure proper workforce representation of various groups identified under federal law.

In Canada, they not only meet, but strive to exceed the Employment Equity Act ‘s (EEA) requirements to attain a representative workforce that includes the four designated groups identified by the act: women, Aboriginal Peoples, visible minorities and persons with disabilities.

CP’s long-term employment equity goals are calculated in conjunction with the Canadian government’s Workplace Equity Information Management System (WEIMS). CP has continued to increase the percentage of women it employs in Canada over the last three years. We believe working with external organizations such as the League of Railway Women, and the formation of internal programs such as our CP Women’s Meet and Greet events, will assist in continuing this trend. To learn more about CP’s diversity and inclusion initiatives to support and celebrate women in the railway industry.

United States

In the U.S., CP’s representation goals are governed by the Equal Employment Opportunity Commission’s (EEOC) laws and regulations to attain a representative workforce that includes women, minorities, individuals with disabilities and protected veterans as the four designated groups identified under the law.

CP works in conjunction with the Office of Federal Contract Compliance Programs and EEOC regulations to establish yearly diversity representation goals.

In the U.S. diversity goals are determined yearly based on CP’s departmental hiring needs, workforce representation and the geographical area of recruitment CP is targeting to hire from, for a particular location.

In addition, diversity goals are only required for two of the four designated groups: women and minorities; and only in locations with 50 or more employees, where these groups are under-represented.

In 2018, they identified 11 locations on their U.S. network that under EEOC criteria required set diversity goals for women and minorities. We established targets to increase representation in all of these locations by year-end, resulting in:

• CP meeting their diversity hiring goals for women and minorities in six of the 11 locations.
• CP surpassing their diversity hiring goals for women and minorities in three of the 11 locations.
• CP did not meet our diversity hiring goals for women and minorities in two of the 11 locations; however,they are working towards meeting these targets by year-end 2019.

A highlight from 2018 was the noticeable improvement in representation of protected veterans. CP’s Veterans Club, founded in 2018, was created with a goal to help veteran employees feel supported and find community after starting a career with the railway.

Diversity initiatives at CP

According to CP,"Throughout 2018, we executed various initiatives to support diversity and inclusion among our workforce in Canada and the U.S., and within the designated groups identified by the EEA and the EEOC . Programs and activities focused on increasing employee engagement by providing a better understanding of diversity and inclusion practices at CP, through increased communications, consultation and education. We also made progress on refining our strategies regarding attracting, developing and retaining talent across all designated diversity groups, to ensure future growth and business success."

Women

In 2018, CP continued to support the advancement of women within the organization through several programs and initiatives, focused on providing female employees with resources regarding career planning and development, including:

• Extending our corporate membership and support of the Women’s Executive Network (WXN), an organization dedicated to the advancement and recognition of women in management, executive, professional and board roles. With more than 25,000 members, WXN offers numerous events annually, including networking, mentoring and professional and personal development opportunities.
• Becoming a member of the League of Railway Women (LRW), an organization dedicated to advancing women in the railway industry. In December 2018, CP expanded its LRW corporate membership to all female employees across the organization. Benefits include access to networking events, receptions and various other programs; access to webinars on a variety of rail-related topics; eligibility for nominations to volunteer for leadership openings; access to the LRW scholarship program; access to coaching and mentoring opportunities; and subscription to the LRW member newsletter.
• Creating and launching CP Women’s Meet and Greet events to support women connecting with one another and learning about each other, across our business.
• Inaugurating the CP Women’s Leadership Summit in partnership with Golf Canada. The event was hosted during the CP Women’s Open golf tournament in Regina, and featured four-time Olympic Gold Medalist Hayley Wickenheiser as the keynote speaker. An all-female panel also discussed subjects related to various challenges women face in the workplace. The panel included Shannon Cole, Senior Director Brand Marketing, RBC, Lesley Hawkins, General Manager adidas Golf Canada, Joan Hardy, Vice-President Sales & Marketing, Grain and Fertilizer, CP; and renowned cardiologist Dr. Andrea Lavoie. Topics ranged from breaking the glass ceiling, to professional advancement opportunities in male-dominated industries, to supporting other women achieve success in the workplace. Approximately 220 women, including CP employees and business and community leaders in Regina attended the event

Indigenous Peoples

CP’s approach to Indigenous relations acknowledges and respects the history and diversity of Indigenous Peoples in Canada and the U.S.

They strive to build mutually beneficial relationships by working closely with Indigenous community leaders, local government bodies and Indigenous-based organizations to support meaningful dialogue and opportunities for economic growth and development, employment and training programs.

In 2018,they continued to demonstrate our commitment in these areas through targeted recruitment initiatives, corporate sponsorships and attendance at various Indigenous-related events, including:

• Sponsoring and attending the Atamiskakewak National Gathering 2018 in Moose Jaw, Sask. The event brought together Indigenous and non-Indigenous people from across Canada to inform and educate regarding the Truth and Reconciliation Commission’s 94 Calls to Action.
• Becoming a Patron Member of the Canadian Council for Aboriginal Business and a Committed Member of the Council’s Progressive Aboriginal Relations (PAR) program. PAR is a tiered certification program that provides Indigenous communities with assurance that its member companies are good business partners, Indigenous-friendly employers and committed to prosperity in Indigenous communities. Annually, a jury composed of Indigenous business people and an independent third party assess a member company’s performance and tier designation.
• Continuing our relationship with Siksika Employment & Training Services and the Centre for Aboriginal Human Resource Development Inc. staffing solutions services, in support of CP’s Mechanical Indigenous Recruitment Program. The program facilitates the hiring of Indigenous applicants into CP unionized railcar mechanic apprentice positions. In 2018, CP hired seven people under the program.
• Indigenous Workforce Engagement & Training services hosted CP management on a tour of the Sagkeeng First Nation Reserve outside of Winnipeg. The visit sought to build relationships with the community, raise awareness of the railway as a prospective employer and inform potential applicants of the necessary educational requirements. CP’s recruitment team also participated in the Sagkeeng First Nation Reserve’s local job fair.
• Sponsoring the 25th annual Council for the Advancement of Native Development Officers (Cando) Conference National Youth Panel, near Edmonton, as part of CP’s recruitment efforts in the area.
• Working together with the British Columbia Institute of Technology and the Aboriginal Skills Employment and Training Strategy employment office in Ashcroft, B.C., to develop and execute a four-week initiative. Potential Indigenous applicants learned about careers in the railway and toured CP’s Ashcroft and Port Coquitlam rail yards. The activity is part of CP’s broader diversity hiring strategy and seeks to recruit and prepare a future Indigenous cohort of qualified applicants to work in the railway industry.

CP’s Indigenous Mechanical Recruitment Program

In 2017, the CP and Unifor Joint National Employment Equity and Human Rights Committee reviewed CP’s mechanical workforce, identifying under-representation of Indigenous employees in railcar mechanic positions.

As with any safety-sensitive role at CP, those working as a railcar mechanic must meet specific requirements, such as proof of completion of a high school diploma or a General Equivalency Diploma (GED).

Recognizing that not all potential Indigenous candidates meet these requirements due to various economic and social barriers, CP created the Mechanical Indigenous Recruitment Program later that year as a pilot initiative, seeking to facilitate the acquisition of a GED for applicants meeting all other hiring requirements.

The program’s goal was to hire a cohort of five successful applicants as railcar mechanic apprentices, where upcoming openings and attrition allowed. CP engaged the Centre for Aboriginal Human Resource Development Inc. workforce solutions service in Winnipeg and Siksika Employment & Training Services in Alberta to source potential candidates.

In January 2018, the pilot program achieved its goals by hiring five Indigenous candidates in the following positions: three railcar apprentices in Winnipeg, with a high school diploma or a GED; and two railcar apprentices in Calgary, seeking to obtain a GED.

Both CP management and Unifor Joint National Employment Equity and Human Rights Committee representatives were involved in the employee onboarding process and continued to provide coaching and follow-up support as necessary.

A growing ongoing initiative, CP considers the program a success based on the following achievements and learnings:

• CP and Unifor Joint National Employment Equity and Human Rights Committee collectively raised awareness of CP employment opportunities within two Indigenous communities, building positive relationships and partnerships in the process.
• By the end of 2018, CP hired seven Indigenous apprentices in railcar mechanic positions.
• CP identified a future need to modify certain processes to better address various challenges faced by Indigenous participants, including increased support through coaching and mentoring and a higher level of educational requirement for acceptance into the program.
• CP is planning to expand the program in 2019, to recruit Indigenous candidates for our locomotive department. We are targeting Lethbridge, Alta. as the main area of recruitment for this next stage.

CP employees’ Indigenous awareness and education

In addition to online learning and training resources, they offer a wide variety of in-person educational training workshops, lunch and learn sessions, seminars and courses throughout the year, to aid in the development of their leaders and employees.

In 2018,they hosted two workshops facilitated by third party Indigenous expert consultants, providing crosscultural Indigenous awareness training for CP employees. The sessions sought to improve awareness and promote understanding of Indigenous history, culture, norms and behaviours in the workplace.

Military veterans’ program outreach activities and achievements included:

• Hiring an army veteran for the role of Manager Military Relations, to support CP’s ongoing military outreach and retention strategies. This role is largely responsible for increasing CP’s visibility at military career fairs; creating awareness about CP as a military-friendly employer through CP-sponsored events like Spin for a Veteran; conducting informational presentations at Canadian and U.S. military bases; and acting as a point of contact and support for veteran employees within CP.
• Attending more than 20 military recruitment events in Canada and the U.S. and hiring nearly 200 veterans.
• Implementing and executing social media hiring campaigns targeted at various Canadian and U.S. military bases. The campaigns ran between July and October 2018, generating approximately 400,000 impressions per month (200,000 per country) in Canada and the U.S.
• Promoting CP’s veteran recruitment program in the U.S. through a televised segment on Lifetime. The five-minute segment aired nationally on two occasions, on the network’s Military Makeover show, with a potential reach of 100 million viewers. Filmed in Chicago, the segment features interviews with CP employees and veterans, including President and CEO Keith Creel, who served as acommissioned officer in the U.S. Army during the Persian Gulf War in Saudi Arabia.
• Continuing to promote CP as a military-friendly employer of choice through engagement and networking opportunities with various military personnel in Canada and the U.S. who oversee transitioning veterans.

Veteran career planning and development

To assist veteran employees with a successful transition into railroading, in 2018 we created five separate military management trainee programs. Depending on rolespecific requirements, programs run 11 to 16 weeks in duration and teach the critical skills needed to perform in a front-line management position at the railway.

Front-line management positions include:

• Operations train & engine: trainmasters, assistant trainmasters and road foremen
• Engineering track: supervisors and production supervisors
• Engineering signals & communications: maintenance supervisors and managers; construction supervisors and managers
• Mechanical locomotive: supervisors and managers
• Mechanical car: supervisors and managers

Veterans who express interest in these programs are interviewed and assessed for suitability based on their transferable skills and qualifications. Successful candidates learn the specifics of their role by engaging in classroom and on-the-job training. Part of their preparation also includes spending time within other CP departments to ensure they develop a good understanding of the company and railroading industry as a whole, for a seamless transition into their new role upon graduation.

Here are some of the reasons why Canadian Pacific Railway Limited was selected as one of Alberta's Top Employers (2020):

• Publicly traded Canadian Pacific Railway encourages employees to adopt an ownership mentality through a share purchase plan, available to all, and helps employees save for the future with contributions to a defined benefit or defined contribution pension plan, depending on employee group
• Canadian Pacific Railway invests in the education of current and future generations, offering generous tuition subsidies for current employees (to $5,000 per year) and academic scholarships for children of employees (up to $1,000 per child per year)
• Canadian Pacific Railway's health and wellness program aims to build a culture of well-being based on five key pillars, including healthy choices, mindfulness, nutrition and fitness, financial health, and community -- the company offers employees a $300 wellness spending account to help subsidize the cost of related items