Union Pacific Q2 2025 Earnings Report

Union Pacific EPS Results

• Actual EPS: $3.03
• Consensus EPS: $2.84
• Beat/Miss: Beat by +$0.19
• One Year Ago EPS: $2.74

Union Pacific Revenue Results

• Actual Revenue: $6.15 billion
• Expected Revenue: $6.09 billion
• Beat/Miss: Beat by +$67.58 million
• YoY Revenue Growth: +2.40%

Union Pacific Announcement Details

• Quarter: Q2 2025
• Date: 7/24/2025
• Time: Before Market Opens
• Conference Call Date: Thursday, July 24, 2025
• Conference Call Time: 8:45AM ET

Union Pacific (NYSE:UNP) (NYSE: UNP) is a leading railroad company in the United States, providing freight transportation services across a vast rail network. Through its principal subsidiary, Union Pacific Railroad, the company moves a wide range of goods including agricultural products, automotive and machinery components, chemicals, coal, food and beverage items, industrial commodities, and intermodal containers. Its operations are supported by extensive yard, terminal, and maintenance facilities that enable efficient freight handling and network reliability.

Chartered by the U.S. Congress in 1862, Union Pacific played a pivotal role in completing the nation’s first transcontinental railroad in 1869. Over more than a century and a half, the company has expanded through construction, mergers, and acquisitions to build one of the country’s largest rail systems. Today’s network reflects that heritage of growth, linking short lines and regional carriers to deliver comprehensive door-to-door service.

Headquartered in Omaha, Nebraska, Union Pacific’s rail system covers nearly 32,000 route miles across 23 states in the western two-thirds of the United States. The network’s strategic corridors connect major U.S. markets with Canada and Mexico via cross-border gateways, while interchanges with eastern railroads provide coast-to-coast service. The company continually invests in track infrastructure, signal technology, and locomotives to enhance safety, capacity, and operational efficiency.

Union Pacific is governed by a board of directors and led by an experienced executive team dedicated to long-term planning and customer service. Management focuses on leveraging technology, data analytics, and sustainability initiatives to meet changing supply chain needs while maintaining rigorous safety and environmental standards.

Union Pacific Q2 2025 Earnings Call Transcript

Key Takeaways

• Positive Sentiment: In Q2, Union Pacific delivered EPS of $3.15 and an adjusted EPS of $3.30, up 12% year-over-year, while achieving an adjusted operating ratio of 58.1%, a 230-basis-point improvement.
• Positive Sentiment: Freight revenue ex fuel surcharges rose 6% in the quarter to record quarterly and year-to-date highs, fueled by volume growth, core pricing gains and productivity improvements.
• Positive Sentiment: Operating expenses were up just 1% against 4% volume growth as workforce and fuel productivity hit second-quarter records, with the $55 million crew agreement nearly offsetting wage inflation.
• Neutral Sentiment: For Q3, UP anticipates sequential volume declines amid autos and intermodal softness and lower asset-sale gains, but reaffirms its 2025 EPS CAGR goal of high single to low double digits and an industry-leading operating ratio and ROIC.
• Neutral Sentiment: Union Pacific and Norfolk Southern are in advanced talks on a potential business combination, with no assurances of a deal and no further commentary until definitive agreements are reached.

Presentation

[Operator]

Greetings, and welcome to the Union Pacific Second Quarter twenty twenty five Earnings Call. At this time, all participants are in listen only mode. A brief question and answer session will follow the formal presentation. As a reminder, this conference is being recorded and the slides for today's presentation are available on Union Pacific's website. It It's now my pleasure to introduce your host, Mr. Jim Vena, Chief Executive Officer for Union Pacific. Thank you, Mr. Vena. You may now begin your presentation.

[Jim Vena, CEO at Union Pacific]

Thanks, Rob, and thanks everyone for joining us this morning. Another beautiful day in Omaha. A little bit of thunderstorms last night, but the skies are clear this morning and wonderful day to be railroading. So good morning, everyone, and thank you for joining us today for Union Pacific's second quarter twenty twenty five earnings call. I'm joined in Omaha by our Chief Financial Officer, Jennifer Hayman our Executive Vice President of Marketing and Sales, Kenny Rocker and our Executive Vice President of Operations, Eric Geringer.

[Jim Vena, CEO at Union Pacific]

As you'll hear from the team this morning, we are delivering on our strategy and our results demonstrate our commitment to leading the industry as we set new standards for safety, service and operational excellence. Now if we turn over to slide three, this morning Union Pacific reported twenty twenty five second quarter earnings per share of $3.15 We had two unusual and offsetting items in the second quarter, a deferred tax benefit and the labor expense for a crew ratification agreement both of which Jennifer will discuss in more detail. Excluding those items our adjusted earnings per share is $3.3 up 12% versus last year's adjusted results. Volume growth, core pricing gains and productivity improvements drove the solid results in the quarter. Our adjusted second quarter operating ratio was 58.1% improving two thirty basis points versus last year's adjusted results.

[Jim Vena, CEO at Union Pacific]

Freight revenue excluding fuel surcharge grew 6% in the second quarter setting best ever quarterly and year to date records in 2025. In addition, we set quarterly records in both quarters for workforce productivity with second quarter ranking as the best ever. Importantly, we efficiently handled the first half volume growth while also improving our safety and service performance. I'm very comfortable with where we are and pleased with the level of execution I see across the company. Next, the team will walk you through the quarter in more detail, and then I'll come back and wrap it up before we go to Q and A. With that, Jennifer, second quarter results.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

All right. Thank you, Jim, and good morning, everyone. I'll start with a walk down of our second quarter income statement on slide five with operating revenue of $6,200,000,000 improved 2% versus last year, while freight revenue of $5,800,000,000 set a second quarter record and increased 4%. Breaking down the drivers of freight revenue, volume growth in the quarter added three seventy five basis points. Fuel surcharge revenue of $569,000,000 declined 100,000,000 or two twenty five basis basis points as lower year over year fuel prices reduced our freight revenues. Price combined with mix for a 200 basis point benefit to freight revenue versus last year as strong core pricing dollars more than offset the continued business mix impact.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

We are disciplined in our pricing supported by a strong service product and for the third consecutive quarter yielded price dollars net of inflation that were accretive to our operating ratio. Wrapping up the top line, other revenue declined 16% to $311,000,000 Included in the year over year change are the items that we've discussed previously, last year's intermodal equipment sale and the metro transfer. Also impacting other revenue in the quarter were lower accessorial and subsidiary revenues. Switching to expenses, our appendix slides provide some more detail, but I'll walk through the highlights as operating expense increased only 1% to $3,600,000,000 against a 4% increase in quarterly volume. Looking closer at the expense lines, compensation and benefits increased 5% driven by the Brakeperson buyout agreement of $55,000,000 This is the third and final Brakeperson agreement further enabling more efficient car handling.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

When you adjust for the Brakeperson agreement, quarterly compensation and benefits expense increased 1% while our cost per employee increased 3.5%. These results demonstrate how a 3% lower workforce level and strong productivity almost entirely offset the impact of wage inflation. We would expect a similar level of increase in compensation per employee for the full year as we continue to leverage process improvements and technology to offset wage increases. Additionally, in the quarter, we transferred close to two fifty employees to Metra completing the majority of the transfers we began in the second quarter of twenty twenty four. Fuel expense declined 8% on an 11% decrease in fuel prices from $2.73 to $2.42 per gallon.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Our fuel consumption rate improved 2% and set a second quarter record. Ongoing benefits from our fuel and locomotive initiatives coupled with running a more fuel efficient business mix drove the improvement. Equipment and other rents increased 5% driven by lower equity income and our business mix. Finally, other expense improved 5% versus last year. Lower casualty including environmental costs more than offset last year's $46,000,000 gain from the intermodal equipment sale.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Our reported operating income grew $2,500,000,000 a second quarter record. Income tax expense improved 14% as the state tax legislation change provided a one time deferred tax benefit of $115,000,000 more than offsetting the tax increase from higher income. Our reported net income totaled $1,900,000,000 and earnings per share was $3.15 Excluding those unusual items in the quarter, adjusted earnings per share was $3.3 Our adjusted operating ratio came in at 58.1% reflecting the 90 basis point impact of the break person agreement. Overall, a very strong quarterly performance by the team executing on all elements of our strategy and demonstrating what's possible from the Union Pacific franchise. Turning to shareholder returns and the balance sheet on slide six.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Our second quarter cash from operations totaled $4,500,000,000 up more than $500,000,000 versus last year. Through the second quarter, we returned $4,300,000,000 to our shareholders through a combination of share repurchases and dividends. And in keeping with our Investor Day commitments, we announced a 3% dividend increase last week. This marks the nineteenth consecutive year of annual increases. Our adjusted debt to EBITDA ratio finished the quarter at 2.8 times and we remain A rated by our three credit rating agencies.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Looking out to the remainder of 2025 on slide seven, we expect third quarter other revenue to be in line with our second quarter results due to continued softness in the autos market and lower asset sales. Additionally, other income will look more like first quarter results as a result of lower expected real estate gains. For volume, everyone recalls the benefit that we experienced in the 2024 from the surging international intermodal flows through the West Coast ports. Month to date in July, we are seeing the impact of the tariff pause as reflected in the current volume surge. Similar to last year, we're seamlessly handling this volume, although we do expect volume to moderate to the point of sequential declines through the quarter.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

On the flip side, our diverse franchise is providing numerous growth opportunities, which Kenny will discuss a bit later. Operationally, we plan to stay the course and keep driving improvement, working safely, controlling our costs, providing good service and seeking out price opportunities that reflect the value of that service product. Our second quarter results support our conviction in the three year targets introduced last September. Specific to 2025, EPS growth will be consistent with attaining our three year EPS CAGR view of high single to low double digit growth. Further, we reaffirm our view on accretive pricing, industry leading operating ratio and ROIC.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

And of course, our capital deployment strategy is unchanged. Unchanged. The team is confident, energized and ready to deliver value for our stakeholders. With that, I'm going to turn it over to Kenny to provide more details on the business.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Thank you, Jennifer, and good morning. We delivered a solid second quarter. Freight revenues totaled 5,800,000,000 which was up 6% excluding fuel surcharges, driven by strong core pricing gains and increased volume. Confident in the strength of our service product, the team remains bullish on our pricing strategy and this approach continues to deliver positive results. Let's jump right in and talk about the key drivers for each of these business groups.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Starting with our Bulk segment, revenue for the quarter was up 10% compared to last year with an 11% increase in volume while lower fuel surcharge and business mix resulted in a slight decrease in average revenue per car. Strength in coal was driven by strong customer demand due to favorable natural gas pricing and the start of lower Colorado River Authority shipments. Softer domestic grain demand was more than offset by strength in export shipments to The Gulf and Mexico resulting in double digit growth. Grain products volume was also up for the quarter, which continues to be driven by new soybean crush production Nebraska and Kansas. Turning to Industrial.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Revenue was up 4% for the quarter on a 3% increase in volume and a 2% increase in average revenue per carload. Strong core pricing gains were partially offset by business mix and lower fuel surcharges. Rock shipments remained solid this quarter, driven by strong customer demand and favorable weather conditions compared to last year. And increased shipments of industrial chemicals were partially offset by continued softness in our forest products markets. Premium revenue for the quarter was down 4% on a 1% increase in volume and a 4% decrease in average revenue per car, reflecting the mix impact of increased international intermodal shipments and lower fuel surcharges.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Intermodal volumes continue to show year over year growth as our business development efforts offset market uncertainty and slower consumer spending. Automotive volumes were down based on reduced OEM production. Turning to slide 10. Despite the challenging market outlook, our hustle mindset and continued focus on business development gives us the edge to outperform. Starting with bulk, we expect coal volumes to significantly exceed last year's levels driven by current forecast on natural gas prices through the remainder of 2025 and the new volume with LCR8.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Grain had a strong first half of the year and while we are still a couple months from the 2025 crop looks favorable and we are working to finalize customer demand. We're evaluating competitive risk to the fourth quarter exports. As it relates to grain products, our intense business development focus will offset policy related uncertainty in renewable fuels and associated feedstocks. Moving to industrial. Our strong investments in our Gulf Coast franchise continue to help us win in the petrochemical market.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

For example, we are proud to serve Dow's new expansion in Freeport, Texas, which began operations last month. We anticipate stable performance in the metals and minerals markets. Tariff activity continues to impact metals shipments, but this is balanced by continued strength in construction, specifically in the South. With our exceptional service, we're well positioned to capture that demand. Additionally, we anticipate petroleum volume to remain challenged due to business shift and our commitment to balance volume at the right margin.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Wrapping up with premium, as Jennifer indicated, strong comparisons and port shifts will challenge international and domestic intermodal volume. We saw an uptick in automotive volumes at the end of the second quarter and we recently converted new auto parts volume originating from Mexico. That said, softer vehicle sales are a concern. While we remain mindful of external pressures, including potential tariff implications that could influence consumer behavior, we're focused on the strength within our control and I am confident we'll win in the marketplace. That confidence is reinforced by the investments we're making to expand our capabilities and our footprint.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Just last week, we opened our new Kansas City intermodal terminal, our fourth new intermodal terminal in the past few years. Since 2020, we've invested over $1,400,000,000 to support growth and expansion in our intermodal business. But our focus extends beyond premium. The industrial development team is actively driving projects that are opening new doors for us. So as we move into the second half of the year, I'm encouraged by our dynamic service and adaptability of our team.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

What truly sets us apart is our relentless ability to rise to any challenge from unexpected international intermodal volume to surges in coal. We've proven we will deliver. Our commercial and operations teams are working together to unlock growth in unexpected areas. We don't wait for opportunities, we create them, turning momentum into impact and driving results that matter. And with that, I'll turn it over to Eric to review our operational performance.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

Thank you, Kenny, good morning. The team delivered another strong operating performance in the second quarter, demonstrating exceptional results behind our strategy of safety, service and operational excellence. Our agility was once again on full display as we effectively handled a 30% surge in coal and renewable shipments, all while providing the service we sold to our customers. Ultimately, it's another proof statement highlighting our robust and reliable service product, which is imperative as we strive to grow with our existing customers and unlock new markets. Moving to key performance metrics on slide 12.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

Safety remains our top priority at Union Pacific, and our goal is to be the safest railroad in North America. Importantly, we are making continued progress towards that goal with improvements in both personal injury and derailment rates versus their three year rolling average. We won't stop until each and every employee goes home safe every day. Freight car velocity, the best measure of fluidity on the railroad, improved 10% to two twenty one miles per day. Driving the performance was both reduced terminal dwell as well as increased train speed, which improved 73%, respectively.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

We continue to leverage new technology to enhance terminal processes and adjust transportation plans, eliminating touch points while simultaneously improving cycle times. Importantly, we are turning our customers' assets faster, enabling growth through efficiency. Also key is how that translates into our service for our customers. And in the second quarter, both intermodal and manifest service performance improved year over year to 9997%, respectively. Our buffer of resources, coupled with further improvements in line of road variability, terminal run through dwell and first mile last mile performance is generating level of service for our customers.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

It's great work by the team as we deliver on our service commitments. Now let's review our key efficiency metrics on Slide 13. As I mentioned before, fluidity is king, and the results on this slide are a byproduct of the exceptional results throughout the quarter. It's the team pushing the limits of what's possible to drive continuous improvements across our railroad. Locomotive productivity improved 5% versus last year, a second quarter record as we efficiently handled a heavier business mix while also improving dwell times across the network.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

Workforce productivity, which includes all employees, improved 9% and marked an all time quarterly record. Similar to first quarter, our active train engines and yard workforce decreased 1%, again demonstrating excellent operating leverage against the 4% volume growth. We are confident there is more opportunity in front of us as we leverage technology to make our workforce safer and more efficient. Trail length in the quarter grew both sequentially and year over year. In fact, the second quarter set an all time record at nearly 9,700 feet.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

It continues to be an ongoing source of productivity as we look to reduce crew starts, improve asset utilizations and build capacity on our network. Wrapping up, we have tremendous operational momentum, momentum that is enabling growth across our railroad. Our footprint is unparalleled and built to handle that growth. It's on us to execute it in an efficient service focused manner. We will continue to work hand in hand with Kenny's team, remaining agile with our customers to quickly adapt to changes in demand and traffic flows. Jim?

[Jim Vena, CEO at Union Pacific]

Eric, thank you very much and the entire team. But before we get to your questions, I'd like to quickly summarize what you've heard from all of us. First, as you heard from Jennifer, the team is delivering on our strategy. We're generating carload growth and price by delivering the service we sold to our customers while driving continued productivity into the network.

[Jim Vena, CEO at Union Pacific]

We are controlling what we can control. We produced quarterly records in freight revenue and operating income and a best ever record in freight revenue excluding fuel. And I'm confident our 58.1% adjusted operating ratio will be industry leading. Kenny summarized second quarter volume and revenue drivers and discussed his thoughts for the second half of twenty twenty five. Unknowns remain, but we are focused on outperforming our markets and pricing to the value we're providing our customers.

[Jim Vena, CEO at Union Pacific]

The second quarter surge in coal and our ability to seamlessly handle it demonstrates the value our buffer of resources provides as we compete and win business. Next, Eric reviewed our strong operating results. Safety metrics continue to show great improvement as we strive to lead the industry and bring our employees home safe. Operationally, the network is running at a very high level, delivering on our service and operating plans. We will remain agile and ready to handle whatever comes our way.

[Jim Vena, CEO at Union Pacific]

Wrapping up, we remain committed to the long term guidance that we laid out at our Investor Day last September. You see that in our results and in last week's dividend increase. We are confident we will remain the industry leader as we drive value for our shareholders. The foundation is built. We are growing with our customers and we have strong momentum as we continue to maximize the value of this great franchise.

[Jim Vena, CEO at Union Pacific]

In addition to today's earnings release, we also just announced that Union Pacific and Norfolk Southern are engaged in advanced discussions regarding a potential business combination. There are no assurances that we'll reach an agreement, but we are talking. We will not comment any further until there's something to disclose and we will not take any questions relating to this topic during the Q and A. With that Rob, we're ready to start the Q and A. Thank you.

[Operator]

Thank you, Mr. Vena. We'll now be conducting the question and answer session. And the first question today comes from the line of John Chappell with Evercore ISI. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, John.

[Jonathan Chappell, Senior MD at Evercore ISI]

Thank you. Good morning, Jim. That's quite a curveball with the press release and not taking any questions about the thing everyone's going to ask you about. So let me phrase it this way and you can answer it how you so choose. Everything you just laid out before the mention of the press release is everything you said you're going do and you're going to join.

[Jonathan Chappell, Senior MD at Evercore ISI]

The momentum is amazing. The OR is best in business, pricing, balance sheet, everything is working the way it's supposed to and you're doing this in a very tough freight environment. So why now potentially take a multiyear distraction that could potentially sidetrack the organic momentum that you're already building?

[Jim Vena, CEO at Union Pacific]

So why don't we back up a little bit in time because I think you have to think about things in time and place. So I've been involved with Union Pacific with a short little time when I was on sabbatical as I describe it since 2019. And since 2019 it was a journey to be able to have a team which I'm very proud of the team that's sitting here with me and everybody that works at Union Pacific to fundamentally drive the efficiency, drive the productivity, drive that customer focus, drive the capability to deliver and sell and be able to move products at a high level for our customers in an efficient manner. If we look forward, truly it's we look possible and what's better. And that's what this is all about.

[Jim Vena, CEO at Union Pacific]

This is everything else in the world is moving ahead technology wise and fundamentally going to change. So I've been railroading for maybe way too long and I remember when there was five people on trains and there was four and three. I also remember when locomotives couldn't communicate and we could not run-in train power. If you stand still, you get left behind. So I love where we are because if you fundamentally have a railroad that's operating the way we operate and the way we can react then you can do things that help the nation, help our customers win and that's what it's all about.

[Jim Vena, CEO at Union Pacific]

So sorry for the long answer but I thought I'd frame it for you.

[Jonathan Chappell, Senior MD at Evercore ISI]

I appreciate it. Thanks Jim.

[Jim Vena, CEO at Union Pacific]

You're welcome.

[Operator]

The next question is from the line of Brian Ossenbeck with JPMorgan. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Brian.

[Brian Ossenbeck, MD & Senior Analyst - Transportation at J.P. Morgan]

Hey, good morning, Jim. Good morning, team. Thanks for taking the question. So I think I'll just ask more of a philosophical one for you, Jim. We've seen efforts to give shippers options like reciprocal switching over the past the quarter, obviously, just remanded that back to the STB.

[Brian Ossenbeck, MD & Senior Analyst - Transportation at J.P. Morgan]

But what's your view on just conceptually the reciprocal switching open access giving shippers more options maybe in exchange for the news you just announced? And you've also talked about the rail industry hasn't done a great job for intermodal growth in the past making some tough decisions. I wanted to see if you had some further comments on that maybe a direct to shipper offering at some point. So that's a lot of theoretical stuff but appreciate your thoughts on that Jim.

[Jim Vena, CEO at Union Pacific]

Thank you. So who are we at Union Pacific? Okay. I can't talk about the industry in general. The people I think have very similar goals.

[Jim Vena, CEO at Union Pacific]

We want we know that if we provide service at a high level and the service is what we sold the customer. We have a range of customers that need different types of service. Some need speed, some need consistency, some need storage, some need additional. But everything that we do from the technology we put in place to make it easier to enter faster into our intermodal facilities, faster being able to trace cars, being able to tell where all their equipment is, working on innovative solutions is that's how we win. And nothing changes.

[Jim Vena, CEO at Union Pacific]

It doesn't matter whether it was two weeks ago or today, nothing changes in what we think we need to do to continue to grow this and absolutely help the country. The more we can move off of highways onto our railroad, the more we allow our customers to be able to win in the marketplace by giving a tie in with them and have that service and product where it should be is a win. So that's the way I look at it Brian. Hopefully, you can see the philosophy that we all have here.

[Brian Ossenbeck, MD & Senior Analyst - Transportation at J.P. Morgan]

Yes. Appreciate it, Jim. Good luck. Thank you.

[Jim Vena, CEO at Union Pacific]

Thank you.

[Operator]

The next question is from the line of Chris Wetherbee with Wells Fargo. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Chris.

[Christian Wetherbee, Senior Analyst at Wells Fargo]

Good morning, Jim. Thanks for taking the question. I guess about a month or so ago, I think in a public forum, you noted that you'd only do things that you thought were possible. And I guess just maybe big picture as you're thinking about the industry moving forward here, I think your comments were interesting about not standing still. I guess when you think about what's possible, is this the landscape that would allow changes to occur, whether it be from a shipper perspective, from a technology perspective, from a regulatory perspective?

[Christian Wetherbee, Senior Analyst at Wells Fargo]

I guess we're just trying to get a sense of how you see sort of the receptivity of the other stakeholders industry as you think about what Union Pacific is trying to accomplish over the next several years?

[Jim Vena, CEO at Union Pacific]

I think it's a great question and I do talk about what's possible and that's the way we think here at Union Pacific is. And if you take a look at what we've done, we don't look at and we never have. But we're very, very diligent in going through any decisions that we make. And I can go back in my time here and I could go back to my time to the other great railroad that I worked for Canadian National Railways, okay, great company, great franchise. And when I came here and the team we decided that what we wanted to be able do is make sure that we make smart decisions how we move ahead, how we operate, how we sell and Kenny does that in his team every day.

[Jim Vena, CEO at Union Pacific]

And Jennifer keeps us grounded. She's some of the discussions you would find very interesting on making sure that we are driving to the best decision possible. But that's who we are is if we can fundamentally operate a railroad in a safe, provide great service and be operationally excellent then we can look at what's possible and decide what we want to do next. We never take decisions lightly. We do not flippantly wake up one morning and say we're going to do something like we just announced that we're in discussion And we thought about it yesterday.

[Jim Vena, CEO at Union Pacific]

We've done a lot of homework to get us to this place. And I'm not going to comment. Nobody would expect me to. Only a fool would expect me in the middle of when we're having discussions to start getting into any details. So and none of you are fools.

[Jim Vena, CEO at Union Pacific]

I've met you all. You guys are smart people. So at the end of the day, I'm very comfortable where we are. We're diligent on decision making. We thought it was prudent for us where we were and to be fully tell our shareholders and everybody exactly what we're where we at this morning after the quarter that we had and we're moving ahead. So thanks for the question.

[Brian Ossenbeck, MD & Senior Analyst - Transportation at J.P. Morgan]

Thanks Jim. Appreciate it.

[Operator]

The next question is from the line of Stephanie Moore with Jefferies. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning.

[Stephanie Moore, SVP - Equity Research at Jefferies]

Hi, good morning. Thank you. Can you hear me?

[Jim Vena, CEO at Union Pacific]

I can hear you clear. How are you this morning? Great.

[Stephanie Moore, SVP - Equity Research at Jefferies]

I'm doing very well. Maybe I'll I figured if

[Jim Vena, CEO at Union Pacific]

I ask you questions, you won't ask me a question. We'll do it two ways. Go ahead.

[Stephanie Moore, SVP - Equity Research at Jefferies]

You're more than welcome to ask me whatever questions you'd like. Well, Maybe I'll jump away from the topic, Djur, real quick here. I wanted to talk a little bit about the rail itself. I mean, you've made tremendous progress. The network is working about as well as it has.

[Stephanie Moore, SVP - Equity Research at Jefferies]

So as you think about the back half of the year and you talk about really the cost performance as we go from 2Q to 3Q, if you wanted to share any puts and takes about anything that might not continue from the second quarter into the third quarter and the same time how we should think about maybe some potential benefits as we look to the back half of the year and ultimately hitting that full year target? Thank you.

[Jim Vena, CEO at Union Pacific]

You know what, you guys are probably getting sick and tired of listening to me already. So I've got a couple of people here that can give you a real wholesome view on it. And all three of you please jump in. But Eric, why don't you start about what you see second half? What you're thinking about operationally?

[Jim Vena, CEO at Union Pacific]

What's possible? And Jennifer and Kenny, you guys want to jump in? Away we go. Okay.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

Yes. So two quarters in and certainly in this quarter, we're already demonstrating a very high level of productivity and certainly a very high level of service to our customers. When you think about the second half and as we think about how we're going to execute that, the game plan really isn't different. We've got a great team executing against some very challenging goals, and they're delivering on those goals. Now we're looking for opportunities always.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

It never ends. That perpetual dissatisfaction that I've spoken about before, that's our mindset or seeing what's possible. So I still see opportunities in how we think about improving service from a dwell perspective, which also has the benefit of driving efficiency to make Kenny even more competitive in the market with this team. I still see opportunities in the locomotive dwell side. We set a second best record ever in the second quarter at fifteen point four hours.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

There's no reason that can't be below 15, and the team is up against that. Even outside of the core transportation team, it's about how we think about automation within engineering and mechanical. So the plan isn't different. It's to continue to be safe. It's to continue to give good service.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

And it's continue to find new and inventive ways to be efficient.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Yes. So I'll go through a few things I mentioned in my script. Certainly, expect for our coal business to be up significantly. We're looking at grain. We've got a great harvest out there.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

We'll see where the demand takes us. I like the fact that our network and Eric has a network that we can move wherever the grain and traffic flows take us. On the industrial side, I'm excited and pumped up about the wins that we have in the marketplace. We're winning as our customers are expanding on us and they're aligned with the investments that we've made in The Gulf Coast. On the premium side, the fight will be on international intermodal.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

And bottom line is we've got to backfill that volume and some of the ways we do that is on the domestic side. And I'll tell you, when you have a strong service product like we have, we're going to introduce new products. We're going to introduce a seven day a week service from Tacoma into Chicago. We're going to introduce a seven day a week service from Memphis to Dallas. We're going to introduce the Kansas City Intermodal Terminal.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

That's the fourth one in the last few years. So when you got a strong service product and you're introducing what we're doing, I feel really good about where we expect to be.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Yes. So Stephanie, Eric and Kenny both hit great points in terms of the railroad's running really well. Kenny and his team are out there executing. We called out the one timer that we have relative to the expense line with the labor agreement. Certainly, that's not going to repeat itself as you're thinking sequentially second quarter to third quarter.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

So all really good progress and feel really good about those things. The only thing I'll remind you of and we've talked about this before is that this is going to be a little bit of an unusual year for us when you think about the volume cadence. Usually, you have your stronger volumes in your third and fourth quarter. Because of the strong comp that we have with the international intermodal and how we see that trending, that's likely not going to happen. In fact, we're expecting some sequential declines through the back half.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

But set that aside, the team is executing at a very high level, and we'll continue to do that. Thank you very much.

[Operator]

The next question is from the line of Tom Wadewitz with UBS. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Tom.

[Tom Wadewitz, Senior Equity Research Analyst at UBS Group]

Yes. Hey, Jim. So I want to see you since you had the Trains magazine article back in May, you really had a dramatic impact on the discussion on consolidation. There's been enough time, I would imagine, some of your good contacts and buddies in the customer and shipper side have reached out to you and probably given you some feedback. Can you offer any thoughts on kind of what the flavor of that feedback is?

[Tom Wadewitz, Senior Equity Research Analyst at UBS Group]

Or shipper is gravely concerned? Are they mechanical shippers? Are they excited about maybe intermodal shippers? Are excited about a transcon railroad? Is there anything high level you can give us on just kind of initial shipper response over the last couple of months? Thank you.

[Jim Vena, CEO at Union Pacific]

So Tom, we deal with our unions and our employees all the time. And we decided this round to have direct negotiations and we've signed up close to about 36% now of our employees are signed up or have a tentative agreement. And that's the way our relationship is with our employees. We want our employees to come to work, deliver. We need them to work and be very efficient.

[Jim Vena, CEO at Union Pacific]

We give them everything we can to make sure that they work in a safe manner and all the training necessary using technology. So that's how I look at the labor and Union Pacific. It's a real positive place and we're moving ahead just like we want to under all the agreements that we have. Appreciate the question. Yes.

[Tom Wadewitz, Senior Equity Research Analyst at UBS Group]

I think I was really asking more about shipper feedback on potential Yes.

[Jim Vena, CEO at Union Pacific]

Tom, I said it from the start. It's pretty clear. You never negotiate publicly. I think we came out and we're very specific in what we said this morning and that's about all I'm going to say. I'm not going to get into any other detail when you're in the middle of negotiation.

[Jim Vena, CEO at Union Pacific]

I don't know about you guys, but the last time I looked when I went and bought a home and I've only moved like 19 times, I don't go tell everybody on the street what I'm thinking and where I am and what I'm going to pay or anything else. You're in negotiations. So it's advanced negotiations which is good, but that's it. It's as far as I'm going to say Tom, okay?

[Tom Wadewitz, Senior Equity Research Analyst at UBS Group]

Fair enough.

[Jim Vena, CEO at Union Pacific]

Thank you.

[Operator]

Next question is from the line of Bascome Majors with Susquehanna. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Bascome.

[Bascome Majors, Senior Equity Research Analyst at Susquehanna]

Good morning, Jim. As you look out long term, UP has been pretty committed to the modification approach to refreshing your locomotive fleet over the last three years. Is that agreement which I believe predated your arrival Jim comes to an end here in the next couple of quarters. How do you feel about the fleet today? What are your intentions and desire to continue refreshing it longer term?

[Bascome Majors, Senior Equity Research Analyst at Susquehanna]

And does a combination make that a little more complicated than it would have been otherwise? Thank you.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

So let's start with reminding ourselves that it takes five critical assets, five critical resources to run this railroad and locomotives is one of them. So what you always want to make sure you're doing, and we do it every single day, is to ensure that, to your point, we're making the proper investments in our locomotive fleet. And to be clear, we are. As we look at the modernization program, that's one part of it. It's a very important part of it.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

It's what allows us to continue to improve reliability, renew the fleet, deliver fuel improvements as well as greenhouse gas emission reductions. But we also have our overhaul program, which is another way to keep our fleet in a specific operational order that runs efficiently, runs reliably. We also have investments that we make every single day in our shops when we do modifications to the locomotive. So as I look out, all three are going to remain very important. Now the distribution of where we spend in those three buckets may change based on the condition of the fleet or the mix of traffic, but all three are critical components for us to deliver a consistent and reliable service product to our customers.

[Bascome Majors, Senior Equity Research Analyst at Susquehanna]

Thank you.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

Thanks, Bascome.

[Operator]

The next question is from the line of Ken Hoexter with Bank of America. Please proceed with your question.

[Ken Hoexter, Managing Director at Bank of America]

Good morning, Ken. Hey, good morning, Jim and team and certainly a loud announcement this morning. So I want to ask about the operating potential, right? You're at a 58.1%. Maybe can you talk about where you think you can still take this railroad in terms of operating ratio efficiency?

[Ken Hoexter, Managing Director at Bank of America]

And Jen, you talked about the ability to hit the upper single digit, low double digit target. Think you were kind of saying specifically to this year, right? I just want to clarify that where it hadn't been, I don't think that's specific before. And Jim, just can you clarify just using words, right? You mentioned it's an advanced.

[Ken Hoexter, Managing Director at Bank of America]

Is there different stages of discussions that it like we should be taking away with the advanced comment? Thanks.

[Jim Vena, CEO at Union Pacific]

Well, that was pretty good, Ken. Three questions. Jennifer, why don't you reiterate what our claim we're going to deliver moving forward our guidance?

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Yes. Thanks Ken. I don't we have not said anything different on that EPS piece than what we've been saying all year. We're reiterating our three year target. We're confident in our ability to hit that.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

We've said that this year's performance will be consistent with hitting that. So I really there's been no change there. And obviously, the world's changed a little bit since last September. We weren't expecting tariffs. We weren't expecting some of the things in the economy.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Conversely, we're running as well as we ever have. So lots of puts and takes all in. We're still very confident in our ability to hit those targets.

[Jim Vena, CEO at Union Pacific]

You bet. And on the second pieces of operational efficiency, Ken, know me you and I have talked if we haven't talked 100 times, I'd be surprised is I'm very consistent on that. I don't get out and tell people and put a number out and say this is what we're going to deliver because there's so many puts and takes in operating the railroad. But bottom line is our goal is to be the most efficient. That would mean driving the operating ratio the lowest in what the business and the mix that we have can deliver.

[Jim Vena, CEO at Union Pacific]

And that's what it's all about for us. And we're real happy in the last few quarters. I think we've been in the position that we're leading the industry in that, and we want to continue to do that. What it looks like down the road, I don't know. If Kenny could go get a whole bunch more price, he would really help us on the operating ratio.

[Jim Vena, CEO at Union Pacific]

So maybe I'll have to push him a little harder, Ken. I know you've told me a few times that I pushed Kenny a little too hard. So I just thought I'd remind you about that. Did I miss any of your questions? Because you had three or four Ken.

[Ken Hoexter, Managing Director at Bank of America]

Just the advanced comment. I just want to understand is there a signal there or what it means? I don't know what you're trying to send with that comment.

[Jim Vena, CEO at Union Pacific]

There's nothing there. Just read it and think about what it says. That's it. It's as simple as that. And you're a smart guy. Okay?

[Ken Hoexter, Managing Director at Bank of America]

Appreciate it, Tim.

[Jim Vena, CEO at Union Pacific]

Thank Thank you very much.

[Operator]

The next question is from the line of Daniel Imbro with Stephens. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Daniel.

[Daniel Imbro, Managing Director at Stephens Inc]

Hey, good morning. Thanks for taking the question, Jim. Maybe a different question on regulation here and to follow-up on part of Chris' question earlier. Just with the new administration and maybe lower regulatory backdrop, are we seeing any progress on things like zero to zero, one man crews? I mean, mentioned you knew it was five man crews, four man crews.

[Daniel Imbro, Managing Director at Stephens Inc]

Mean, any progress on that push towards automation or any closer to a more efficient future with the new administration?

[Jim Vena, CEO at Union Pacific]

Yes. Eric has really been leading a lot of that discussion with the FRA. And so I'll let him speak. Go ahead, Eric.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

Daniel, we're definitely seeing momentum. We've always appreciated our partnership with the FRA as an example. Right now, those engagements, they've been very effective. They've been prompt. We're trying to move as quickly as possible both at the railroad and the FRA but also in the industry.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

Now you pointed out some of the technologies, and certainly those are parts of our discussions, But it's broader than that. As we look at technologies even outside of what's related to group or the number of people in the capital locomotive, there's a lot of opportunity for us to continue to improve safety by being allowed to implement technologies, some of which have been around for a while, some of which that are just new and some of which that we're developing. So I'm very happy with where we are with all of them. I think the way to measure us against that is the speed at which we can get through those conversations and get it on not just our railroad but many other railroads because the net benefit is a safer railroad industry.

[Daniel Imbro, Managing Director at Stephens Inc]

Great. Appreciate the answer.

[Jim Vena, CEO at Union Pacific]

Thank you very much.

[Operator]

Our next question is from the line of Jason Seidl with TD Cowen. Please proceed with your question.

[Jason Seidl, Managing Director at TD Cowen]

Morning, Thanks, operator. Good morning. I guess with your line of questioning or how limited you could be, I could ask about if you guys had too much money in Bouchard for 10,500,000.0 in the season, but I'm going to try anyway.

[Jason Seidl, Managing Director at TD Cowen]

There has been a lot of talk about opening up some of this watershed traffic accessing it. So can you talk about sort of the market that's out there for the rail industry in terms of how much business you think is available to access whether it be through a deal or through railroads working together more closely?

[Jim Vena, CEO at Union Pacific]

Well, me talk real quick about the business and the way we look at it, okay? Because that's what's important is if you build the fundamentals and have a very efficient railroad, you can open up markets that you can handle within the physical plant that you have and that's real important for us. Delivering at a high level to deliver what we sold and what we agreed to with the customer and they know we're consistent and not just for a short period of time is real important for us to open up opportunity. And that's what's really important. And you know what, I have a little fun with Kenny every so often, but Kenny is real close to the customers and what we're doing and how we're looking at it and how we want to build together to win.

[Jim Vena, CEO at Union Pacific]

So Kenny, why don't you fill in some of the gaps?

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Yes. I'll just say through our interline alliances, we've always looked at which markets we can open up. When you have a strong efficient network and service product that we have today obviously that allows us to look at new opportunities and allows our customers to look at new opportunities. So we're going to keep with that mindset and see if we can grow the business.

[Jason Seidl, Managing Director at TD Cowen]

Perfect. Thank you very much. Thanks for the question.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Thanks.

[Operator]

Our next question comes from the line of Scott Group with Wolfe Research. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Scott.

[Scott Group, MD & Senior Analyst at Wolfe Research]

Hey, thanks. Good morning. I'll just stick to some of the fundamentals for now. Jennifer, any thoughts on second half operating ratio, second half price mix as you sort of think about the business? Then don't know, Kenny, just huge strength in coal, putting aside the contract win, like what's the sense from customers about the sustainability of this?

[Scott Group, MD & Senior Analyst at Wolfe Research]

Do we need to just think about we need to start thinking about coal a little bit differently just given everything going on in the power markets?

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Okay, Scott. I think that was about a three part question, but I'm going to give you extra credit because you asked about the fundamentals of the business. So, in terms of how we think about OR, obviously Jim's talked about that. That's an outcome of all the efforts that we're putting forward. But our challenge and our task as a management team is to make continuous improvement.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

And so we feel very confident in our ability to continue to drive improvement as we move through the back half of the year. And you mentioned pricemix. So yes, as we look at the back half of the year, we do actually think assuming our belief is correct, which I think it is in terms of what's going happen with international intermodal as a part of our business mix, we should see that mix piece turn more positive as we move through the second half. So that is an expectation that we have in there Scott. I think you're spot on with that.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Even one though last comment and then I'll let Kenny talk to coal. But just as a reminder on the coal piece, while it is has a higher arc than our international intermodal, it is still below the system average. So Kenny?

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Okay. So, yes, and I talked about the natural gas prices. That's certainly playing a role. But more importantly, the service product that Eric and his team is providing us, being able to pull ahead more tons and deliver more trains, especially in a time where they need it when natural gas prices are where they are. We benefited from that.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Obviously, we've talked about the win, which is also uplift for us with LCRA. And I think you had a question about the future. We'll see what happens. I mean, we're looking closely at the impact of data centers out there and cloud computing. Will it have an impact on coal overall and maybe we'll see some retirements get pushed out.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

But right now, we're really being opportunistic with the service and capturing what we can.

[Eric Gehringer, Executive Vice President, Operations at Union Pacific]

It's been a great opportunity for us to reinforce the buffer resources that are there. Kenny brings the business to the railroad. We're not waiting weeks and months. We're finding that we have the locomotives, they're pre positioned, we have the crews and we get the volume on the railroad. Absolutely.

[Jim Vena, CEO at Union Pacific]

Building America. Yeah, you bet. Scott, thank you very much. Appreciate it. Thank

[Operator]

you. The next question comes from the line of Rica Hurrem with Deutsche Bank. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning.

[Richa Harnain, Director - Lead Surface Transportation & Airfreight Equity Analyst at Deutsche Bank]

Hey, everyone. Good morning. So maybe you can talk a little bit about how you see your intermodal channel partners, the IMCs sitting into the equation of driving more domestic intermodal and enabling more conversions. It seems like you're doing more transloading services through your own subsidiaries. Do you think that's sustainable or you can grow it?

[Richa Harnain, Director - Lead Surface Transportation & Airfreight Equity Analyst at Deutsche Bank]

Kenny, you talked about the new products you're introducing on the domestic side, seven days a week in various markets. Are your IMC partners able to keep up? And then I know, just a bonus one, if you throw me a bone, given it's on the core business. Kenny, you also talked about, I think, over 400 projects and you have in line of sights winning those. And maybe you can talk about like customer feedback on turning those on, if those conversations are being accelerated by the new tax plan.

[Richa Harnain, Director - Lead Surface Transportation & Airfreight Equity Analyst at Deutsche Bank]

Anything on the long term outlook for the revenue growth would be helpful. Thank you.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Yes. I'll just talk high level about intermodal. And I'll tell you, we're excited about the framework we have with our portfolio of private asset customers and our own rail box. When we talk to BCOs, they like the fact that they've got a choice of IMCs and private asset owners to look at. Our rail box is very competitive and we've seen it compete very favorably in the marketplace.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

The second part of your question is around industrial development. And yes, the team is out there hustling to bring on more traffic, engage. We've had some really strong wins already this year. We look at those as forty year assets that will be around for a while. We've seen the cadence there, a slight uptick in run rate from what we've seen in the previous year.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

It's hard to pinpoint down that's because of the administration or some policy change, but we're encouraged about in the future of how those projects will shake out.

[Richa Harnain, Director - Lead Surface Transportation & Airfreight Equity Analyst at Deutsche Bank]

Thank you.

[Jim Vena, CEO at Union Pacific]

Great. Have a good day. Thank you.

[Operator]

Our next question is from the line of Brandon Oglenski with Barclays. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Brandon.

[Brandon Oglenski, Director & Senior Equity Analyst at Barclays]

Hi. Good morning, Jim. And I guess I want to ask one on the historical perspective of the industry just given your career. Like how has the interchange process for customers evolved? I mean we always used to talk about Chicago as being a real pain point.

[Brandon Oglenski, Director & Senior Equity Analyst at Barclays]

And so I guess can you talk to where that is today some of the challenges that you still see with your shippers and maybe some of the inherent limitations on dealing with that given today's structure?

[Jim Vena, CEO at Union Pacific]

I think you always have to look at how you simplify the movement of products. And we do that internally in how we use our network. And it's a great example of how we operate. So you can come out of the L. A.

[Jim Vena, CEO at Union Pacific]

Basin with a number of different products not just intermodal and decide how you're going to move it to the different markets and how what you've sold to the customer on speed and what. The more you can do that so you remove touch points and we do that all the time. Eric, we spend a lot of time looking at ways that we don't have to process cars in multiple hump yards or multiple switching facilities. And that's one of the here I am talking about our secret sauce. We spend a lot of time worried about and have technology that helps us be able to examine it.

[Jim Vena, CEO at Union Pacific]

So for us that's real important. That's the way we operate. And if you can have a much more fluid, less touching railroad and that's what we've driven, it helps us being able to provide a higher level of service because you remove some of that noise that happens when you hand off. So if it gets to the hump yard in Inglewood and you hump it there and then you want to go all the way to Minneapolis and you're trying to figure out that we used to touch those cars two or three times. Every time you touch something could go wrong.

[Jim Vena, CEO at Union Pacific]

But if you do it in a much more seamless manner the way we have and also in a cost efficient manner, it's a win win. And sorry for getting into the detail, but that's just the way my mind works. And I think Eric does as good a job or maybe even better than me at looking at that stuff. So I give the team a lot of credit. And Kenny loves it because we remove some of the noise on how we move the traffic and make it less expensive for us to move.

[Jim Vena, CEO at Union Pacific]

So that's the way I look at it. Thanks for the question.

[Brandon Oglenski, Director & Senior Equity Analyst at Barclays]

Thank you.

[Operator]

The next question is from the line of Walter Spracklin with RBC. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Walter. How are you?

[Walter Spracklin, Canadian Research Management & Co-Head of Global Industrials Research at RBC Capital Markets]

Good morning, Jim. Good, good. My oilers

[Jim Vena, CEO at Union Pacific]

didn't make it again. Yes. Our lease I remember to meet or last time we were talking. Son of a gun. Okay. Keep on going. We'll Absolutely. Get back to

[Walter Spracklin, Canadian Research Management & Co-Head of Global Industrials Research at RBC Capital Markets]

So I'm going to put merger if we put aside merger talk to you, mean, you and I we have talked in the past about U. S. Bound traffic making its way up through Canadian ports and that's been a target for you in terms of repatriating that. I was wondering have you ever quantified that as a total addressable market as to how much you could repatriate? And if you even if we were to go after that, is the port a big bottleneck at all in terms of you getting that volume?

[Walter Spracklin, Canadian Research Management & Co-Head of Global Industrials Research at RBC Capital Markets]

Or is it forget that volume if we get more East West fluidity it's really domestic that you're going to focus on not international intermodal?

[Jim Vena, CEO at Union Pacific]

Well, I think you as a railroad, we look at all ways to be able to grow our business and win in the marketplace. And that it's the entire supply chain is the only way you win. You can have the most efficient one piece of it that will not Walter allow you to win that business. But if you can deliver and listen the Canadians and I was there with CN, they've done CN and I don't know CP quite as well, but I'm absolutely sure that Keith's all over it big time. He's a smart guy.

[Jim Vena, CEO at Union Pacific]

Same thing with Tracy, very smart person. So at the end of the day they're working hard to make their supply chain better. My job and all of us here is to have a competitive product that we can win. We are competing as railroads every day. So I'll be honest, if I could figure out a way to drop about three trains a day coming out of Canada going into Chicago and win in that marketplace, I think that's my job and that's my responsibility and I would do it. Kenny, anything you want to add?

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Yes. Just to reiterate, very strong service product. You heard me talk about ways that we can penetrate those markets. How do you get a service product that we've created from Tacoma into the Chicago market? That's one way.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Another way is creating a new ramp at Twin Cities. So we are on offense when it comes to trying to go out there and grab new business.

[Jim Vena, CEO at Union Pacific]

Walter, thank you very much. Appreciate it.

[Walter Spracklin, Canadian Research Management & Co-Head of Global Industrials Research at RBC Capital Markets]

Thank you, Jim.

[Operator]

The next question is from the line of Jordan Alliger with Goldman Sachs. Please proceed with your question.

[Jordan Alliger, VP & Equity Research Analyst at Goldman Sachs]

Hi. Good morning.

[Jordan Alliger, VP & Equity Research Analyst at Goldman Sachs]

Just Good curiosity question. Simultaneous with the discussions you're having with Norfolk Southern, do you actually pre discuss or engage in like pre merger chats with the Surface Transportation Board around this? Thank you.

[Jim Vena, CEO at Union Pacific]

Yes. Listen, appreciate the question. But like I said, we've given all the information that one those two lines that we put out and that's where we are right now. I think that's a lot of information we handed out today. So for us that's where we are and we'll see what happens next. But I appreciate the question. Thank you.

[Jordan Alliger, VP & Equity Research Analyst at Goldman Sachs]

Thanks.

[Operator]

Next question is from the line of David Vernon with Bernstein. Please proceed with your question.

[David Vernon, MD & Senior Analyst at AllianceBernstein]

Hey guys. And Jim, thanks for disproving the thesis that volume of service are somehow in this quarter. Good numbers.

[Jim Vena, CEO at Union Pacific]

Thank you very much.

[David Vernon, MD & Senior Analyst at AllianceBernstein]

Kenny, as you're looking at the tariff impact on some of the grain export risk, I guess it occurs to me that the export side of the equation is going to be a negative. But as you're looking across the business, it's metals or some of the more domestic movements, Are you seeing any positives as freight closures kind of being redirected or tariffs are incentivizing additional production inside of The U. S? Can you talk a little bit about how that balances out from an overall impact on the book of business? Thanks.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Yes. David, first I want to say the biggest positive is the service product that we have out there to handle the stops and starts that come with tariffs that we've seen over the last call it seven nine months. The also traffic flows have changed. And so when you have a prepared service network and strong service that's the positive for us. Taking a step back, if you look at it externally, we are starting to see a few green shoots out there. I met with a customer a couple of months ago that said that they were shifting some of their production from Asia into Mexico and we've got a strong service product coming out of Mexico. I mentioned our industrial development pipeline. We're keeping an eye on that to see if we see a little bit more growth on the metal side. Over the long term, we think that that will be a positive for even if it doesn't happen today or next week. So encouraged by that.

[Operator]

Our next question is from the line of Ari Rosa with Credit Suisse. Please proceed with your question.

[Ari Rosa, Senior Analyst at Citigroup]

You talked about evolving to the changing business environment. It's not really M and A specific, but I was hoping you could talk about what constraints you think UP has from kind of a structural network perspective that inhibit its growth and kind of what prevents you from taking more share off the highway, especially with the service levels as strong as they are today?

[Jim Vena, CEO at Union Pacific]

Okay. You know what, I've answered that sort of type of question a lot. And I'd like to push my team a little bit. So Jennifer, it's yours.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Thank you, Jim. So I'm going to channel my inner Kenny rocker on this one. But I think first of all, it does start with the fundamentals of how we approach our customers and how we can be flexible with them and how we can provide a great service product. So one of the things we really haven't talked about maybe and should talk about more is Eric and his team are very much partnered with Kenny's team to say what does this customer need. We're deep into those conversations not just saying here's our service product do you like it.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

It's more what service product do you need and how can we introduce that? How can we serve you better to meet those needs? Kenny referenced earlier we're introducing a couple of new intermodal service products. I know we've got lots of examples too on the manifest side where in those customer discussions they've told us they need either more frequent day a week service, maybe changing time of day, etcetera. And Eric and his team have worked with that and that's picked up incremental carloads. And then I'd also take you back to something that Jim brought when he first got here, and I know you've heard us talk about this, is speed of decision making, speed of market, supporting those customers. When they come to us with a business opportunity, they're not talking to us about something they want to do sometimes in two years or three years. Sometimes it is, but sometimes it's in the next thirty days, in the next sixty days.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

This is the opportunity we have. And so by being much more nimble, we've layered the organization, that's allowing us to jump in there and attack that as well. And with the strong service product, we're saving money for our customers by taking days out of their transit time. That's real money for our customers in terms of inventory and in terms of their equipment assets. So it's an all of UP kind of effort and it's winning.

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

And Kenny just raised his hand. So I think he wants to add something.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

Jennifer, you got an A plus for that answer.

[Ari Rosa, Senior Analyst at Citigroup]

That was good. Thank you.

[Kenny Rocker, EVP - Marketing & Sales at Union Pacific]

The one thing I'll add that Jim and Eric brought to us is around car supply and equipment supply. And nearing 100% in that order fulfillment number, we're really excited about that and customers are excited. It gives us an opportunity to get one or two more cars out of that facility. So that's another win for us.

[Ari Rosa, Senior Analyst at Citigroup]

All right. Thank you very much.

[Operator]

The next question is from the line of Ravi Shankar with Morgan Stanley. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning.

[Ravi Shanker, Managing Director at Morgan Stanley]

Great. Thanks. Thanks for all the discussion today. Jim, maybe just a follow-up to a previous question. Obviously, you've had many, many, many customer conversations over the years.

[Ravi Shanker, Managing Director at Morgan Stanley]

To what extent have you been effectively asked by your shipper customers to see if you can put together something like a TransCon railroad because they want a service like that and they want to take trucks off the road? Kind of to what extent kind of has this been precipitated by customer conversations?

[Jim Vena, CEO at Union Pacific]

Customers tell us this. They've been very consistent with me my entire career. What's my service? How do I move to the markets? What are my options?

[Jim Vena, CEO at Union Pacific]

And then it comes down to what do you charge me for it? So if can win on the service, we can win on that customers are happy. And you can see that like fundamentally this quarter and I think sometimes we get caught up in other noise. But if you look at fundamentally this quarter, we were able to grow our business, okay? We were able to increase our revenue.

[Jim Vena, CEO at Union Pacific]

We were able to show how efficient we could be when our total compensation was up at 1% above with all the inflationary. That's who we are. That's what we sell to our customers. And if we do that our customers are aligned with us. They want to be with Union Pacific.

[Jim Vena, CEO at Union Pacific]

They want to be with this railroad. They want to win and they want to be with the railroad that opens opportunity for them. It's as simple as that. That's all I have to say. Thank you very much.

[Ravi Shanker, Managing Director at Morgan Stanley]

Understood. Thank you.

[Operator]

Thank you. Our final question is from the line of Jeff Kaufman with Vertical Research. Please proceed with your question.

[Jim Vena, CEO at Union Pacific]

Good morning, Jeff.

[Jeffrey Kauffman, Partner - Transportation & Logistics at Vertical Research Partners]

Thank you. Good morning and congratulations. Terrific quarter. Thank you for squeezing me in. Jen, have you looked at the

[Jeffrey Kauffman, Partner - Transportation & Logistics at Vertical Research Partners]

One Big Beautiful Bill and assessed how that might impact the opportunities and cash flow at the company?

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

Yes. We have looked at that. And so going back and restoring 100% bonus depreciation obviously is a benefit we think. For us, it's probably cash $250,000,000 to $300,000,000 incremental on an annual basis.

[Jeffrey Kauffman, Partner - Transportation & Logistics at Vertical Research Partners]

Okay. And that's the primary impact? Are there others?

[Jennifer Hamann, Executive VP & CFO at Union Pacific]

That's the primary impact. We do make some investment tax credit purchases. Those are still available through the bill. R and D credit. The regulatory. Yes. So I think that's all there. Yes.

[Jim Vena, CEO at Union Pacific]

So there's lots of Jennifer, the only thing I would add is the administration talking about deregulation, making sure that businesses have the opportunity to win because we do compete against everybody else in the world is real important to us. And I like some of those things that weren't specifically in the big beautiful bill, but help us to compete better and be able to move our products within The U. S. And internationally. So thank you for the question.

[Jim Vena, CEO at Union Pacific]

And I guess operator that's the last question. So if I can just tie it up. So I apologize for the curveball that we set out, but we thought it was prudent to put that out. But fundamentally, what is more important to myself and the entire team and all 30,000 of us that work at Union Pacific is to move this company forward. We like where we are.

[Jim Vena, CEO at Union Pacific]

Do we have more work to do? We Eric says it well. We are never satisfied. I never wake up in the morning and say, my God, what am I going to do today? It's who can I push and what can I do to deliver better operations and better value to our customers?

[Jim Vena, CEO at Union Pacific]

So we're excited. We had a great quarter. We got to build on this for the third quarter and we're looking forward to having a discussion with all of you for sure when we report after the third quarter. Have a great day. Thank you very much for listening in and taking the time.

[Operator]

Thank you. Ladies and gentlemen, this concludes today's conference. You may now disconnect your lines at this time and have a wonderful day.

Participants

Executives

• Jim Vena, CEO
• Jennifer Hamann, Executive VP & CFO
• Kenny Rocker, EVP - Marketing & Sales
• Eric Gehringer, Executive Vice President, Operations

Analysts

• Jonathan Chappell, Senior MD at Evercore ISI
• Brian Ossenbeck, MD & Senior Analyst - Transportation at J.P. Morgan
• Christian Wetherbee, Senior Analyst at Wells Fargo
• Stephanie Moore, SVP - Equity Research at Jefferies
• Tom Wadewitz, Senior Equity Research Analyst at UBS Group
• Bascome Majors, Senior Equity Research Analyst at Susquehanna
• Ken Hoexter, Managing Director at Bank of America
• Daniel Imbro, Managing Director at Stephens Inc
• Jason Seidl, Managing Director at TD Cowen
• Scott Group, MD & Senior Analyst at Wolfe Research
• Richa Harnain, Director - Lead Surface Transportation & Airfreight Equity Analyst at Deutsche Bank
• Brandon Oglenski, Director & Senior Equity Analyst at Barclays
• Walter Spracklin, Canadian Research Management & Co-Head of Global Industrials Research at RBC Capital Markets
• Jordan Alliger, VP & Equity Research Analyst at Goldman Sachs
• David Vernon, MD & Senior Analyst at AllianceBernstein
• Ari Rosa, Senior Analyst at Citigroup
• Ravi Shanker, Managing Director at Morgan Stanley
• Jeffrey Kauffman, Partner - Transportation & Logistics at Vertical Research Partners