Norfolk Southern Corporation is one of the nation’s premier transportation companies. Its Norfolk Southern Railway Company subsidiary is the fourth largest railway in the U.S, operating approximately 20,000 route miles in 22 states and the District of Columbia. With a large, geographically dispersed workforce, Norfolk Southern was struggling to engage its 30,000 employees and build a strong culture of health and well-being within the organization. Approximately 25,000 of its employees are directly involved with railroad operations and are moving targets, spending most of their time traveling.
They have no home office to report to and no easy access to computers and email. Mary Pitman, Manager of Health Promotion at Norfolk Southern, was tasked with taking the company’s 100-year-old corporate culture and breaking down the barriers to making healthier choices while fostering engagement. But creating a healthy culture can be difficult even when employees are in the same location. As Norfolk Southern found, it’s especially challenging across thousands of miles of train tracks when most employees are in a different, non-centralized location every day.