“In addition to that, we still invest between $500 million and $700 million a year in capacity projects.”

In context

“acro headwinds turn to talents? Eric Gehringer: Yes, Jonathan, thank you for that question. And certainly, a topic that we review on a consistent basis. We've always said from the railroads perspective, you have 5 critical resources, mainline capacity, terminal capacity, crews, locomotives and cars, and you're obviously hitting on one of those 5. Now as we look at the railroad today, we have latent capacity. Now we've driven that through a couple of different ways. Number one, and I reported this morning on top of all the improvements we've made train length, we did it again, 3% improvement best quarter ever, that train length is generating lane capacity. After a number of other reasons why we do train length, that's right up there at the very top for being able to generate that capacity. In addition to that, we still invest between $500 million and $700 million a year in capacity projects. And you've heard us talk about those in the past. They're citing extensions, they're citing constructions. They're the expansion of terminals. So the Union Pacific is positioned and will remain positioned with that capacity to bring growth that Kenny and the team are working on every single day to bring this railroad. Kenny Rocker: The only thing I'll add, Eric, is 2 tangible ways to see that capacity really bearing fruit. One is on the equipment side, where we're able to go in and insert more equipment into a facility and/or spot at 100% of their order fulfillment, which allows us to go out and capture more business. But then more importantly, on the capacity -- and I've talked about this before, is the ability to shift in different lanes or geographic areas. So maybe we're going from th”