Rail industry safety reaches record level in 2025

Rail industry safety reached a record level in 2025. New figures from the Federal Railroad Administration support that point. Also, the Association of American Railroads cited the data.

It shows improvement across nearly all major measures. It also reflects continued safety work across freight railroads. Meanwhile, that work was already under way at Union Pacific and Norfolk Southern.

FRA rail industry safety data in 2025

Rail remains the safest option for moving freight over land. Truck incident rates stand at 6.84 per 100 million gross ton miles. Railroads report 0.45. In addition, the text points to shared best practices, broader training, and continued investment in established technologies. At the same time, America’s first transcontinental railroad would be positioned to deliver further safety gains. Those gains would extend across a coast-to-coast network. They would also be based on measurable results.

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Union Pacific safety culture and performance

As Union Pacific notes, its approach has already produced record results. In 2025, the company recorded the lowest full-year personal injury incident rate in its history. It also recorded the lowest full-year derailment incident rate in its history. Also, those rates improved 24% and 19% year over year, respectively. Those results are tied to a safety strategy built around four pillars.

Union Pacific’s four pillars

The first is a Go Home Safe Culture. It focuses on critical rules. It is also backed by training that supports consistent, safe execution. In addition, it encourages employees to speak up when they see unsafe behavior.

The second is Technology-Enabled Risk Reduction. It uses technology proactively. For example, it helps identify potential risks earlier. It also strengthens prevention and network reliability.

The third is Field-Based Learning and Coaching. It relies on direct engagement in operating environments. Meanwhile, that approach helps reinforce understanding and compliance with rules. It also supports safer, more consistent performance.

The fourth is Continuous Improvement Through Safety Systems. It is an integrated safety management system. It brings together rules, training, technology and field practices in one framework. Still, its purpose remains the same: promote consistency, identify emerging risks, reinforce accountability and support ongoing improvement.

“For the first time in my more than 30-year career, we’ve cut serious injuries in half,” said Rod Doerr, chief safety officer for Union Pacific. “I’m incredibly proud of our team and the fact that more people are going home safely.”

Norfolk Southern safety culture and accident rate gains

At Norfolk Southern, 2025 was the company’s strongest year for accident rate in more than a decade. The railroad reduced FRA-reportable train accidents by nearly 30%. It also lowered its FRA-reportable injury rate by 15% from the previous year.

According to Norfolk Southern, those 2025 results came from training, technology and a people-first safety culture. That culture is shaped by high expectations, clear communication, mutual accountability, follow through and a shared commitment to standards. Separately, that framework includes four main elements.

Norfolk Southern’s four elements

The first is a Speak Up Culture. Under it, employees are encouraged to raise potential risks, ask questions and share ideas. They can do so with confidence that concerns will be heard and addressed.

The second is Stop Work Authority. It treats safety as a shared responsibility. Also, it requires every employee to halt work immediately when questions or concerns arise. The same applies when safety is at risk.

The third is Committed Leadership. Under this principle, supervisors act on issues that are raised. In addition, they follow up on potential risks. They also advance meaningful safety improvements.

The fourth is Continuous Learning and Intentional Practice. It is supported by the Thoroughbred Academy. At the same time, that support helps extend safety leadership, learning and action across the railroad.

“Continuous safety improvement doesn’t come from one initiative or lean on a single year of performance,” said John Fleps, chief safety officer for Norfolk Southern. “It comes from daily curiosity, extreme ownership, consistent operational execution, strong partnerships and thousands of professional railroaders who take pride in honoring the standard every day.”

Bringing together two railroads with strong safety cultures would speed up progress. It would apply proven practices across a unified Union Pacific-Norfolk Southern network. Meanwhile, it would keep safety central to the movement of essential goods throughout the economy.

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