Union Pacific and Norfolk Southern Merger IntelliConference: Difference between revisions

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=Background Statement=
Union Pacific and Norfolk Southern propose an $85 billion merger to create the first U.S. transcontinental railroad, projecting $2.75 billion in annual benefits and savings from improved supply chain efficiency, faster transit times, and modal shift from road to rail. Past large rail mergers have led to inconsistent results, but the industry as a whole has significant growth opportunities. The transaction is subject to review by the Surface Transportation Board amid stakeholder concerns about reduced competition, monopolistic pricing, safety, and workforce relations.


=== Background Statement ===
=Core Question=
Union Pacific and Norfolk Southern propose an $85 billion merger to form the first U.S. transcontinental railroad, forecasting $2.75 billion in annual gains from improved supply chain efficiency, faster transit times, and modal shift from road to rail. The transaction faces Surface Transportation Board review amid stakeholder concerns about reduced competition, monopolistic pricing, and labor risks, including safety and workforce relations.
What is the full range of rail stakeholder concerns and opportunities, and how can the UP-NS merger be designed to optimally serve railroads, employees, customers, communities, and investors? 


=== Core Question ===
===Round One: Establishing the foundation===
How can this merger best serve the public interest while balancing competition, supply chain efficiency, and labor equity in the national rail system?


=== Action Buttons ===
* Which stakeholder groups should be included in this IntelliConference to ensure a robust gathering of all perspectives and insights? To date, we have included shippers, employees, local communities, sustainability advocates, Class II and III railroads, carload transloaders, investors, and Class I railroads.
Use Action Buttons to stay up-to-date on the Union Pacific and Norfolk Southern Merger IntelliConference. The Action Buttons will be initiated when the first IntelliConference is launched.
* How can stakeholder-centric governance be encouraged through the merger process to ensure comprehensive representation?
* What do Union Pacific and Norfolk Southern intend to gain for themselves and their investors by this merger?
* What do Union Pacific and Norfolk Southern intend to deliver to shippers and communities by this merger?
* What lessons from past mergers help illuminate and inform our thinking about this merger?
* What past shortcomings in the regulatory approval process have we seen that can be improved?
* Which corridors, communities, shippers, and receivers are in danger of experiencing rail line abandonments or service degradation?
* What actions can be considered to prevent adverse effects on pricing resulting from monopolistic conditions in key freight corridors?
* What existing shortcomings and gaps in rail service generally need addressing?
* How will the merger impact intermodal competition between rail and trucking?
* How might this merger affect future rail consolidation?


* '''[[Private:UP-NS Merger IntelliConference Summary|Summaries]]''' Brief overview of the latest thinking generated during IntelliConferences and IntelliSynthesis
==Round Two: Clarifying Stakeholder Concerns and Opportunities==
* '''Digests''' Excerpts, next steps and conclusions. Each Digest is linked to the detailed background generated during IntelliSynthesis.
* '''Calendar''' The next round of activities. This is where you can engage in the work.
* '''BrainTrust''' Organizations and titles of the Participating Stakeholders engaged in the work. Join the [[BrainTrust]] by first registering as a stakeholder on the [[Participation Options]] page.
* '''[[Context]]''' Supporting subjects that compose the background, thinking and strategy of the Union Pacific and Norfolk Southern Merger.
* '''[[Search]]''' Simple lookup and site map


=== Dialogue Questions ===
* What concerns does each stakeholder group have regarding this potential merger, i.e., shippers, employees, local communities, sustainability advocates, Class II and III railroads, carload transloaders, investors, and Class I railroads?
* What opportunities does the proposed merger offer each stakeholder group, and how can the merger be guided to achieve them?
* These two questions will be applied to each stakeholder group below, as well as other questions brought to the IC by Participating Stakeholders.


===== '''''Round One''''' =====
'''Rail Freight Customers:'''
# What are the stakeholder groups that should be included in this IntelliConference to ensure a robust gathering of all perspectives and insights?
* What potential impacts does the proposed merger have on competition and market structure, and how might that influence the shipping community?
# What lessons from past mergers help illuminate and inform our thinking about this merger?
* How can efficiency gains translate into lower shipping costs for customers, not just benefit shareholders?
# What concerns does each stakeholder group have for this potential merger?
* How will faster transit times and improved connectivity benefit different types of shippers?
# What opportunities would each stakeholder group want to see advanced from this merger?
* What is the timeline for realizing these efficiency improvements?


==== '''''Round Two''''' ====
'''Employees:'''
* How many jobs does UP-NS anticipate eliminating through consolidation, and in which regions?
* How will the merger impact crew scheduling, fatigue management, and safety protocols?
* How will the merger affect union representation and collective bargaining power?


===== '''Stakeholder-Centric Governance''' =====
'''Local Communities:'''
# How can stakeholder-centric governance be encouraged through the merger process to ensure comprehensive representation?
* Which regions will benefit most from improved rail connectivity?
## Shippers
* How will rural areas and small towns benefit?
## Investors
* How will communities served by redundant facilities be affected by potential closures?
## Labor
## Carload transloaders
## Class II and III short line railroads
## Local, State, and Regional governments


===== '''Market Structure & Competition''' =====
'''Sustainability Advocates:'''
# How can the adverse effects of reduced competition on shippers, particularly smaller ones be minimized?
* Which UP & NS facility and service changes from this merger increase train and truck traffic and possibly impact local air quality?
# What actions are needed to prevent adverse effects on pricing resulting from monopolistic conditions in key freight corridors?
* What other negative impacts might the various outcomes of this merger have on local and global environmental quality?
# What safeguards can ensure adequate competition remains for shippers, particularly smaller customers?
* What improvements might this merger make on environmental conditions, locally and globally?
# How will the merger impact intermodal competition between rail and trucking?
'''Class II and III Railroads:'''
* Which Class I practices limit your ability to expand rail services to existing or potential rail customers?
* What do you want the Class I railroads to implement to enhance your business growth and customer service efforts?


===== '''Regulatory Oversight''' =====
'''Carload Transloaders:'''
# What regulatory approval process timeline constraints, potential requirements, or divestiture demands are anticipated?
* Which Class I practices limit your ability to expand rail services to existing or potential rail customers?
# What regulatory safeguards are needed to preserve meaningful competition?  
* What do you want the Class I railroads to implement to enhance your business growth and customer service efforts?
# What conditions should the Surface Transportation Board impose to preserve competitive balance?
# How can we assure the projected benefits of the merger will reach the customers and communities they serve?
# Are there specific routes or services that should require divestiture to maintain competition?
# How can rate regulation prevent abuse of increased market power?
# How can reciprocal switching and joint access requirements be used to preserve competitive balance?
# How might this merger affect future rail consolidation?


===== '''Supply Chain Efficiency''' =====


====== '''Operational Benefits''' ======
'''Investors:'''
# How can we ensure operational integration reduces interchange delays and enhances efficiency, while preserving regional service diversity and access for all shippers?
* How should the need for long-term investment be balanced with expectations for short-term financial returns and sustainable growth?  
# What specific operational practices should be implemented to optimize flow, reduce congestion, and improve fuel utilization across the network?
* See CAPSI’s Rail Growth Capitalization IntelliConference to engage in this critical dialogue more deeply.
# How can the deployment of AI-driven logistics platforms to forecast demand, dynamically allocate assets, and enhance real-time cargo tracking be advanced?
# What actions need to be taken to encourage electrification of selected routes?
# How will faster transit times and improved connectivity benefit different types of shippers?
# What is the timeline for realizing these efficiency improvements?


====== '''Infrastructure & Service''' ======
'''Class I Railroads:'''
# Can the merged network handle increased traffic volumes without service degradation?
* What capacity constraints and service disruptions are anticipated during integration?
# How will the integration process affect service reliability during the transition period?
* What infrastructure investments are needed to deliver promised improvements?
# What infrastructure investments are needed to deliver promised improvements?


====== '''Economic Impact''' ======
==Round Three: Addressing Stakeholder Concerns and Opportunities==  
# Will efficiency gains translate into lower shipping costs for customers or primarily benefit shareholders?
# How will the modal shift from trucking to rail affect overall transportation costs and capacity?
# Which regions will benefit most from improved rail connectivity?
# How will communities served by redundant facilities be affected by potential closures?
# How will rural areas and small towns benefit?
# What measures can mitigate negative impacts on railroad-dependent communities?


===== '''Labor Equity''' =====
'''Rail Freight Customers:'''
* How can we ensure operational integration reduces interchange delays and enhances efficiency, while preserving regional service diversity and access for all shippers?
* How can the integration process be implemented to maintain service reliability during the transition period?
* Are there specific routes or services that should require divestiture to maintain competition?
* How can rate regulation prevent abuse of increased market power?
* How can reciprocal switching and joint access requirements be used to preserve competitive balance?


====== '''Workforce Impact''' ======
'''Employees:'''
* What retraining and transition support should be provided to displaced workers?
* How can workforce safety concerns be adequately addressed?
* What actions can be taken to prevent workforce reductions from compromising safety standards and maintenance practices?
* What oversight mechanisms will ensure safety standards are maintained during integration?
'''Communities:'''
* What measures can mitigate adverse impacts on railroad-dependent communities?


# How many jobs will be eliminated through consolidation, and in which regions?
'''Sustainability Advocates:'''
# What retraining and transition support will be provided to displaced workers?
* What Environmental, Social, and Governance (ESG) metrics need to be considered in the merger evaluation?
# How will the merger affect union representation and collective bargaining power?
* How can ESG metrics be incorporated into Class I railroad quarterly reports?
* How can regional and community impact reporting be incorporated into Class I railroad annual reports?


===== '''Safety Considerations''' =====
'''Class II and III Railroads:'''
* What do UP-NS agree to implement to support your business growth and customer service efforts?


# How can workforce and safety concerns be adequately addressed?
'''Carload Transloaders:'''
# What actions can be taken to prevent workforce reductions from compromising safety standards and maintenance practices?
* What do UP-NS agree to implement to support carload transloaders' business growth and customer service efforts?
# How will the merger impact crew scheduling, fatigue management, and safety protocols?
# What oversight mechanisms will ensure safety standards are maintained during integration?


===== '''Technology and Infrastructure Modernization''' =====
'''Investors:'''
* See the Rail Growth Capitalization IntelliConference to contribute to this critical dialogue.


# What are the key steps that must be taken to accelerate technology and infrastructure modernization?
'''Class I Railroads:'''
# How can the deployment of  AI-driven logistics platforms to forecast demand, dynamically allocate assets, and enhance real-time cargo tracking be advanced?
* How can the merged network handle increased traffic volumes without service degradation?
# What actions can be taken to encourage the electrification of selected routes?
* How can the operational "meltdowns" of past mergers be avoided?
# What actions must be taken to encourage the deployment of zero-emission locomotives?
* What specific operational practices should be implemented to optimize flow, reduce congestion, and improve fuel utilization across the network?
# What steps should be taken to encourage the implementation of smart yard automation technologies?
* What are the key steps that must be taken to accelerate technology and infrastructure modernization?
# How can real-time cargo tracking systems improve visibility across the network, enhance supply chain predictability, and improve customer service?
** How can the deployment of AI-driven logistics platforms to forecast demand, dynamically allocate assets, and enhance real-time cargo tracking be advanced?
# What investments are needed in intermodal hubs to seamlessly integrate rail, truck, and port logistics, stimulating more efficient multimodal transportation solutions?
** How can real-time cargo tracking systems improve visibility across the network, enhance supply chain predictability, and improve customer service?
** What investments are needed in intermodal hubs to seamlessly integrate rail, truck, and port logistics, stimulating more efficient multimodal transportation solutions?
** What actions can be taken to encourage the electrification of selected routes?
** What actions must be taken to encourage the deployment of zero-emission locomotives?
** What steps should be taken to encourage the implementation of smart yard automation technologies?


===== '''Implementation Oversight''' =====


# What performance standards should be required to ensure promised benefits materialize?
==Round Four: Supporting an Effective Merger Implementation==
# How should regulatory oversight evolve to monitor the merged entity's market behavior?
 
# What enforcement mechanisms are needed if the merger fails to deliver public benefits?
What enhancements would enable transparency, tracking, review, and performance?
# How can greater investor alignment and transparency be guaranteed?
* As the foundation of ensuring promised benefits materialize, what categories of performance standards capture all stakeholders' concerns?
# How should the need for long-term infrastructure investment be balanced with expectations for short-term financial returns to promote sustainable growth?
** Within each category, what specific performance standards point to the desired outcomes?  
# What actions can be taken to foster greater accountability and transparency regarding the merger's broader effects, particularly on smaller communities and rural economies?
** What enforcement mechanisms are needed for each standard?
# What actions can be taken to encourage the creation of economic impact dashboards and the publication of periodic reports documenting the effects on job creation, trade, and infrastructure improvements?
* How should regulatory oversight evolve to monitor the merged entity's market behavior?
## At the local level?
* What actions can be taken to institute economic impact dashboards and the publication of periodic reports documenting the merger effects on job creation, trade, and infrastructure improvements?  
## At the regional level?
** At the local level?
# What Environmental, Social, and Governance (ESG) metrics need to be considered in the merger evaluation?
** At the system level?
## What ESG metrics should be included in revised quarterly and annual reports?
* What enforcement mechanisms are needed if the merger fails to deliver public benefits?
## How can regional and community impact reporting be integrated into corporate annual reports?
# What actions can be taken to encourage the creation of economic impact dashboards and the publication of periodic reports documenting the effects on job creation, trade, and infrastructure improvements at the local and regional level?
# What performance standards should be required to ensure promised benefits materialize?
# How should regulatory oversight evolve to monitor the merged entity's market behavior?
# How will the merger affect transportation sustainability and supply chain security?
# How can the operational "meltdowns" associated with past mergers be avoided?
## What capacity constraints and service disruptions are anticipated during integration?
# What are the environmental implications of increased rail efficiency versus reduced competition?
# What enforcement mechanisms are needed if the merger fails to deliver public benefits?

Revision as of 19:56, 8 September 2025

Background Statement

Union Pacific and Norfolk Southern propose an $85 billion merger to create the first U.S. transcontinental railroad, projecting $2.75 billion in annual benefits and savings from improved supply chain efficiency, faster transit times, and modal shift from road to rail. Past large rail mergers have led to inconsistent results, but the industry as a whole has significant growth opportunities. The transaction is subject to review by the Surface Transportation Board amid stakeholder concerns about reduced competition, monopolistic pricing, safety, and workforce relations.

Core Question

What is the full range of rail stakeholder concerns and opportunities, and how can the UP-NS merger be designed to optimally serve railroads, employees, customers, communities, and investors?

Round One: Establishing the foundation

  • Which stakeholder groups should be included in this IntelliConference to ensure a robust gathering of all perspectives and insights? To date, we have included shippers, employees, local communities, sustainability advocates, Class II and III railroads, carload transloaders, investors, and Class I railroads.
  • How can stakeholder-centric governance be encouraged through the merger process to ensure comprehensive representation?
  • What do Union Pacific and Norfolk Southern intend to gain for themselves and their investors by this merger?
  • What do Union Pacific and Norfolk Southern intend to deliver to shippers and communities by this merger?
  • What lessons from past mergers help illuminate and inform our thinking about this merger?
  • What past shortcomings in the regulatory approval process have we seen that can be improved?
  • Which corridors, communities, shippers, and receivers are in danger of experiencing rail line abandonments or service degradation?
  • What actions can be considered to prevent adverse effects on pricing resulting from monopolistic conditions in key freight corridors?
  • What existing shortcomings and gaps in rail service generally need addressing?
  • How will the merger impact intermodal competition between rail and trucking?
  • How might this merger affect future rail consolidation?

Round Two: Clarifying Stakeholder Concerns and Opportunities

  • What concerns does each stakeholder group have regarding this potential merger, i.e., shippers, employees, local communities, sustainability advocates, Class II and III railroads, carload transloaders, investors, and Class I railroads?
  • What opportunities does the proposed merger offer each stakeholder group, and how can the merger be guided to achieve them?
  • These two questions will be applied to each stakeholder group below, as well as other questions brought to the IC by Participating Stakeholders.

Rail Freight Customers:

  • What potential impacts does the proposed merger have on competition and market structure, and how might that influence the shipping community?
  • How can efficiency gains translate into lower shipping costs for customers, not just benefit shareholders?
  • How will faster transit times and improved connectivity benefit different types of shippers?
  • What is the timeline for realizing these efficiency improvements?

Employees:

  • How many jobs does UP-NS anticipate eliminating through consolidation, and in which regions?
  • How will the merger impact crew scheduling, fatigue management, and safety protocols?
  • How will the merger affect union representation and collective bargaining power?

Local Communities:

  • Which regions will benefit most from improved rail connectivity?
  • How will rural areas and small towns benefit?
  • How will communities served by redundant facilities be affected by potential closures?

Sustainability Advocates:

  • Which UP & NS facility and service changes from this merger increase train and truck traffic and possibly impact local air quality?
  • What other negative impacts might the various outcomes of this merger have on local and global environmental quality?
  • What improvements might this merger make on environmental conditions, locally and globally?

Class II and III Railroads:

  • Which Class I practices limit your ability to expand rail services to existing or potential rail customers?
  • What do you want the Class I railroads to implement to enhance your business growth and customer service efforts?

Carload Transloaders:

  • Which Class I practices limit your ability to expand rail services to existing or potential rail customers?
  • What do you want the Class I railroads to implement to enhance your business growth and customer service efforts?


Investors:

  • How should the need for long-term investment be balanced with expectations for short-term financial returns and sustainable growth?
  • See CAPSI’s Rail Growth Capitalization IntelliConference to engage in this critical dialogue more deeply.

Class I Railroads:

  • What capacity constraints and service disruptions are anticipated during integration?
  • What infrastructure investments are needed to deliver promised improvements?


Round Three: Addressing Stakeholder Concerns and Opportunities

Rail Freight Customers:

  • How can we ensure operational integration reduces interchange delays and enhances efficiency, while preserving regional service diversity and access for all shippers?
  • How can the integration process be implemented to maintain service reliability during the transition period?
  • Are there specific routes or services that should require divestiture to maintain competition?
  • How can rate regulation prevent abuse of increased market power?
  • How can reciprocal switching and joint access requirements be used to preserve competitive balance?

Employees:

  • What retraining and transition support should be provided to displaced workers?
  • How can workforce safety concerns be adequately addressed?
  • What actions can be taken to prevent workforce reductions from compromising safety standards and maintenance practices?
  • What oversight mechanisms will ensure safety standards are maintained during integration?

Communities:

  • What measures can mitigate adverse impacts on railroad-dependent communities?

Sustainability Advocates:

  • What Environmental, Social, and Governance (ESG) metrics need to be considered in the merger evaluation?
  • How can ESG metrics be incorporated into Class I railroad quarterly reports?
  • How can regional and community impact reporting be incorporated into Class I railroad annual reports?

Class II and III Railroads:

  • What do UP-NS agree to implement to support your business growth and customer service efforts?

Carload Transloaders:

  • What do UP-NS agree to implement to support carload transloaders' business growth and customer service efforts?

Investors:

  • See the Rail Growth Capitalization IntelliConference to contribute to this critical dialogue.

Class I Railroads:

  • How can the merged network handle increased traffic volumes without service degradation?
  • How can the operational "meltdowns" of past mergers be avoided?
  • What specific operational practices should be implemented to optimize flow, reduce congestion, and improve fuel utilization across the network?
  • What are the key steps that must be taken to accelerate technology and infrastructure modernization?
    • How can the deployment of AI-driven logistics platforms to forecast demand, dynamically allocate assets, and enhance real-time cargo tracking be advanced?
    • How can real-time cargo tracking systems improve visibility across the network, enhance supply chain predictability, and improve customer service?
    • What investments are needed in intermodal hubs to seamlessly integrate rail, truck, and port logistics, stimulating more efficient multimodal transportation solutions?
    • What actions can be taken to encourage the electrification of selected routes?
    • What actions must be taken to encourage the deployment of zero-emission locomotives?
    • What steps should be taken to encourage the implementation of smart yard automation technologies?


Round Four: Supporting an Effective Merger Implementation

What enhancements would enable transparency, tracking, review, and performance?

  • As the foundation of ensuring promised benefits materialize, what categories of performance standards capture all stakeholders' concerns?
    • Within each category, what specific performance standards point to the desired outcomes?
    • What enforcement mechanisms are needed for each standard?
  • How should regulatory oversight evolve to monitor the merged entity's market behavior?
  • What actions can be taken to institute economic impact dashboards and the publication of periodic reports documenting the merger effects on job creation, trade, and infrastructure improvements?
    • At the local level?
    • At the system level?
  • What enforcement mechanisms are needed if the merger fails to deliver public benefits?
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