Union Pacific General Chairperson’s Association

1. Union PacificGeneral Chairperson’s Association Jim Young, Chairman and CEO – March 9, 2011

2. Our Mission The men & women of Union Pacific are dedicated to serve Our Values Focus on performance Ensure high ethical standards Work as a team

3. Leadership Attributes Vision Commitment Communication Teamwork Respect

4. Union Pacific: The Premier U.S. Railroad • Greatest franchise • Robustinfrastructure • Highest customer satisfaction • Great service • Most efficient • Record safety • Top employees • Strong reputation

5. National Rail Plan’s Projected Modal Shift Potential Truck to Rail Conversions Rail Market Projected Market Shift Market Share Truck Market 1000-1499 250-499 0-249 >2000 750-999 500-749 1500-2000 Distance (Miles)

6. Slow Economic Recovery in 2011 Source: Global Insight as of 2/2011

7. Five-Year Volume Outlook: “Economy Plus” • Base growth With the economy • “Plus” drivers: • Excellent service • Cost efficiency • Truck capacity • Outsized benefit of recovering markets • Improve overall returns Expected Volume Growth

8. Capital Investment TrendsFull Year (In Billions) Total Capital Spending* • 2011 – 2015 Outlook • 100-200 locomotives purchased annually • Future growth capital projects • Blair double track • Mississippi River bridge • Strauss fueling facility • Positive Train Control • Annual capital ~17% to 18% of revenue $3.2 $2.5 $2.1 2010 2008 2011Est. 2003 2004 2005 2006 2007 2009 PTC Replacement and Growth Capital *Includes Cash Capital, Leases and Other Non-Cash Capital

9. Slow Order Miles Good 58%

10. Capital Investment Supports Volume Outlook2011 $3.2 Billion Capital Plan • Safe and resilientinfrastructure • Increased capacity spending • Sunset Corridor • Blair double track • 100 new locomotives • Increased PTC spending (In Millions) Infrastructure Replacement $1,665 PTC $250 Capacity/ Commercial Facilities $580 $165 $415 Technology/ Other $125 Locomotives/ Equipment $580 Growth and Productivity Replacement PTC

11. Corridor Investment Outlook Seattle Blair Double Track Eastport Duluth Portland Powder River Basin Twin Cities CREATE Sidings/Extensions Chicago Omaha CTC/Tunnels Mississippi River Bridge Salt Lake City Denver North Platte Oakland St. Louis Kansas City Sunset Double Track CTC / Terminals West Colton Los Angeles Memphis Phoenix Ft. Worth Calexico Dallas Shreveport Nogales El Paso San Antonio New Orleans Strauss Fueling Facility Houston Proposed and Existing Projects Eagle Pass Corridor Terminal Sidings/Extensions Laredo Brownsville

12. IT Strategic Focus • World class operational quality and efficiency • Formal service level agreements • Protect information and operational infrastructure • Narrowband initiative • Drive innovation • Key projects • NetControl (replace TCS – Train Control System) • Time management • PTC • Subsidiary software development • Recruit and retain top talent worldwide • Quality of life / employee satisfaction

13. Employee Safety Performance Reportable Injuries (Per 200,000 Man-Hours) Celebrate • Severity reduction over time • Solid improvement Key Initiatives Reportables • Employee engagement / TSC (Total Safety Culture) • Communication quality • Work standardization / RIM Lost Time Goal • Zero incidents

14. Workforce Transition = OpportunitiesHiring 15,000 Employees Over Next 5 Years* Current Workforce Number of Employees *Based on carloading projections

15. 2011 New Hire Estimates • Total hiring • Approx. 4,000 • Total agreement hiring by region • ~1,300 in North • ~1,200 in South • ~1,100 in West

16. The Big Picture Long-term Strategy • Safety • Customer service • Efficiency • Strategic investments • Improve shareholder returns • Challenges and Concerns • Legislation / regulation • Positive train control • High-speed Passenger Rail • CO2

17. Opportunities Service Delivery Index (with early delivery) 2010 Record Achievements Focus on Opportunities 90.3 9.7 Customer Satisfaction Index 89 11 • Op. Margin • Op. Ratio 29.4 70.6 • Employee Engagement Index 75.8% 24.2% Goal is 0! Employee Safety 2 fatalities. 6 catastrophic injuries. 845 incidents. • $58.5 M in derailments. 240 track/signal issues daily. 80 on-line equipment issues daily. • Interruptions

18. Change in Engagement – Agreement Employees 2010 2003 Clarity & Comm. Discretionary Effort Immediate Manager Job Gratification Loyalty & Attach. Performance Culture Pride Safety Teamwork Mean Overall

19. Opportunities for Improvement While overall responses were positive/strong, areas for opportunity include listening and feedback: • When I have a good idea, I am able to influence my manager’s decision • Sufficient effort is made to get the opinions and thinking of employees • Recognition for a job well done

20. Union Pacific is a Great Place to Work • Great heritage • Critical to the American economy • Good pay and benefits • Opportunity for advancement and involvement • Strong safety culture • Improving predictability and quality of life

21. Service is our Key to Success;Safety is our Foundation Service Price Invest Grow Jobs Safety

22. Union PacificGeneral Chairperson’s Association Jim Young, Chairman and CEO – March 9, 2011