Class I Briefs: CPKC, NS

CPKC

CPKC recently announced that it has been named to the Dow Jones Sustainability (DJSI) North America Index for the second consecutive year, building on Canadian Pacific’s three consecutive years on the North America Index, which represents the top 20% of the largest 600 North American companies in the S&P Global BMI based on long-term economic, environmental and social criteria.

“We are proud to have been recognized for our sustainability and climate action,” said CPKC Assistant Vice President, Environmental Risk Glen Wilson. “This recognition is a reflection of the hard work and commitment of our 20,000 railroaders across Canada, the United States and Mexico in meeting our sustainability goals.”

CPKC’s inclusion on the index, the Class I says, reflects its ongoing commitment to sustainability, including its industry-leading hydrogen locomotive program.

NS

With a focus on “safety and exceptional service,” NS has highlighted 10 ways in which the Class I has “powered progress” in 2024:

1. “Enhancing safety across operations: Safety is a value and the lens through which we view every decision. We continue to enhance the safety of our operations, and we are equipping our leaders and frontline colleagues with additional knowledge, coaching, and tools. In 2024 we…
   • Completed 18 Safety Camps and three Safety Summits (more than 1,200 participants);
   • Completed 24 Safety Energizers (approximately 1,000 participants);
   • Trained over 5,500 first responders across 20 states through Operation Awareness and Response; and,
   • Launched five additional Digital Train Inspection Portal systems to further enhance rail safety across our network, bringing the network count to six sites and seven systems. 
2. “Unleashing the value of our network: We fine-tuned our operating plan, achieving quarter-over-quarter improvements in key industry metrics and paving the way for a new era of operational excellence and growth.
3. “Investing in communities: We contributed $18.4 million across the Norfolk Southern network to elevate the communities where our railroaders, live, work, and raise their families. This includes targeted giving through our Safety First and Thriving Communities grants, as well as strategic sponsorships and memberships. 
4. “Leading sustainable transport: We were honored by the International Union of Railways with the Sustainability Impact Award for our Living Shoreline restoration project in Lamberts Point, Virginia. Additionally, we made this year’s Reuters Automotive D.R.I.V.E Honours shortlist, as the only freight transportation company recognized for significant investments in sustainable transport.
5. “Celebrating 50 years of training excellence: We marked the golden anniversary of the Norfolk Southern Training Center, which has been central to educating and developing countless railroaders for five decades.
6. “Maintaining reliable supply chains during disruptions: We helped maintain critical supply chains through significant disruptions for our customers and the communities where we operate. When the Port of Baltimore temporarily closed during recovery efforts, we quickly collaborated with our customers to divert much of that traffic south to the Port of Norfolk. When Hurricane Helene brought unprecedented damage to parts of the Southeast, our team cleared over 15,000 trees, repaired multiple washouts and over 50 damaged slide fences to get all core routes back open within 72 hours of landfall.
7. “Investing in infrastructure: We committed $1 billion in infrastructure updates to enhance safety, productivity, and fluidity, including an impressive multi-state infrastructure repair effort completed by our Engineering team in just 30 hours.
8. “Exceeding customer expectations: We found innovative ways to leverage a reliable service product and target spot market opportunities.
9. “Expanding our footprint: We grew our strategic footprint, made investments to yield long-term growth, and helped 94 customers connect to new markets. And, as customers and partners continue to put their trust in us to help power their supply chain, we’re supercharging our industrial site development and marketing strategy to attract new business.
10. “Establishing innovative pathways to grow: We leveraged new products, services, and technologies to not only meet, but exceed, our customers’ expectations. For example, in March, we switched the handling of international traffic at our Austell intermodal terminal in Georgia from a wheeled system to a stacked operation – utilizing stack optimization technology and unlocking ability to accommodate more traffic within the same geographic footprint. We improved communication and processes at local short line interchanges, purchased the Great Lakes Reload–a direct rail and truck-served transload and warehouse facility located in Chicago–and strategically aligned our trucking subsidiaries to offer customers a one-stop-shop for rail-integrated solutions.”