COVER
EXHIBIT 13
Pages 4 through 49, inclusive, of Union Pacific's Annual Report
to Stockholders for the year ended December 31, 1994, but excluding
photographs set forth on pages 4 through 22, none of which supplements
the text and which are not otherwise required to be disclosed in this
Form 10-K
4
UNION PACIFIC RAILROAD
1994 1993 1992
------ ------ ------
OPERATING REVENUES (millions of dollars) $5,318 $4,987 $4,897
OPERATING INCOME (millions of dollars) $1,173 $1,042 $1,031
CARLOADINGS (thousands) 4,991 4,619 4,458
OPERATING RATIO 77.9 79.1 79.0
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
The Railroad enjoyed tremendous success in 1994 due to the hard work of its
service-minded employees, increased traffic and improved weather conditions.
All financial results were favorable. Earnings improved to $754 million -
nearly 13 percent over last year's $669 million, excluding the 1993 accounting
adjustments. Carloadings rose more than 8 percent overall, as five of seven
commodities posted gains.
The operating ratio continued its downward trend, dropping 1.2 percentage
points to 77.9 - better than any other western railroad. To top the year, the
Railroad was one of five service companies selected as a finalist in the
prestigious Malcolm Baldrige National Quality Award competition. Adopting the
Baldrige's high standard heightened the Railroad's commitment to quality
service.
Highlights for 1994
The Railroad's partnership successes are as varied as the commodity mix it
hauls - the most diversified in the industry.
Intermodal traffic still ranks as the Railroad's fastest growing and most
schedule-sensitive business. Volume grew to a record 1.45 million loads in
1994, up 14 percent over 1993, helped by increases from UPRR's trucking
partners. An upward trend is forecast to continue into the next century, and
the Railroad has established aggressive action plans to handle this
substantial growth. The state-of-the-art Lathrop Intermodal Facility in
central California became operational in the fourth quarter of 1994. Yard
expansions and technology improvements such as computer scanning were
introduced throughout the system, expediting intermodal traffic.
The Railroad hauled nearly 130 million tons of coal last year - with 86
million tons originating in the Powder River Basin (PRB)of Wyoming. PRB
tonnage has doubled since 1989, and demand for this low-sulfur,environmentally
preferred fuel remains strong. Triple- and quadruple-tracking projects
currently under way along links of the PRB coal chain will help the Railroad
meet the challenges of this demanding schedule. Additionally, higher-volume,
lighter-weight aluminum cars added to the PRB fleet permit longer trains and
heavier loading.
UPRR's auto traffic reached record levels in 1994, with 11 percent growth.
With 21 strategically located loading ramps and direct access to four auto
assembly plants, the Railroad leads the western rail carriers in auto volume.
To improve service and increase
5
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
6
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
7
(Graph of Union Pacific Railroad Carloadings - see Appendix.)
(Two photographs, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
market share, UPRR's Automotive Business Team has created an automotive train
network with dedicated trains running from Chicago to southern and northern
California and the Pacific Northwest. The network's unit trains provide
customers with improved vehicle handling.
Chemicals accounted for over $1.1 billion in Railroad revenue in 1994 - more
than any other commodity. To sustain this performance, the Chemical Business
Team has captured significant new petrochemical business in the Houston area.
UPRR will complete the capital improvements, including trackage to new
customers, to support this strategic initiative in 1995 and 1996 at a cost of
approximately $37 million.
Mexico revenues were up 20 percent to $348 million. Grain, chemicals and
intermodal have shown the greatest increases. The North American Free Trade
Agreement, coupled with successful joint efforts to facilitate border
interchanges, have substantially increased efficiencies in handling traffic to
and from Mexico. UPRR added four classification tracks at its growing Port
Laredo, Texas yard.
New Horizons
While the commitment to strengthen partnerships through quality improvement
progresses steadily, dramatic gains are envisioned from new technologies,
redesigned processes and strategic ventures. For example, the use of
distributed power and AC (alternating current) traction could produce as big a
breakthrough in locomotive power as the shift from steam to diesel engines did
in the 1950s.
8
(Graph of Union Pacific Railroad Revenue Ton-Miles Per Employee - see Appendix.)
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
Distributed power allows locomotives to be placed throughout a train in up to
four locations - all controlled from the lead locomotive. This reduces
in-train stresses and permits longer trains throughout the system - even in
mountainous regions. Separate AC traction motors improve wheel adhesion and
braking performance, while their smaller size leaves more room for the higher
horsepower main diesel engines.
The Railroad knows its customers place a premium on reliability and a
hassle-free business environment. To better serve its customers, UPRR's
reengineering program, established in 1993, identifies and removes barriers
that stand in the way of improved service. Eventually, all core business
processes - from deal-making to bill-collecting - will be scrutinized by
reengineering teams. Initially, improved terminal operations at Hinkle, Oregon
and better train scheduling everywhere are the prime focus of reengineering
teams.
Last December, the ICC approved the Railroad's application for authority to
control UPRR's railroad partner, the Chicago & North Western (C&NW). The ICC
action will enable Union Pacific to vote its 30 percent block of C&NW stock
and increase UPRR's representation on the C&NW board of directors to three of
nine members. The synergism made possible by increased cooperation with the
C&NW, together with new technologies and superior processes, should prove a
potent combination for the future of the Railroad and its shipping partners.
9
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
10
(Graph of Union Pacific Resources Production - see Appendix.)
UNION PACIFIC RESOURCES
1994 1993 1992
------ ------ ------
OPERATING REVENUES (millions of dollars) $1,306 $1,323 $1,259
OPERATING INCOME (millions of dollars) $ 351 $ 382 $ 315
TOTAL RESERVES (MMBOE)(a\b) 509.0 445.4 441.5
TOTAL PRODUCTION (MMBOE)(a\b) 77.7 69.6 67.0
(a) Natural gas converted on a BTU basis to barrels of oil equivalent on a
ratio of 6,000 cubic feet of gas to one barrel of oil.
(b) Includes the first quarter 1994 acquisition of Amax Oil & Gas, Inc.
Union Pacific Resources achieved another record year in the face of flat or
declining prices. Net income was $390 million in 1994, compared to $309
million in 1993 (excluding accounting adjustments). The 1994 results included
a $100 million gain from UPRC's share of the Wilmington sale.
An aggressive exploration and production program helped UPRC remain a leading
domestic independent oil company and the most active driller in the United
States. This program, along with the purchase of Amax Oil & Gas, boosted the
company's production 15 percent to 242,000 barrels of oil equivalent (BOE) a
day, while total reserves grew from 445 to 509 million BOE.
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
Thriving in a Low-Price World
UPRC has become a pre-eminent independent by crafting a strategy that allows
it to thrive in a low-price world. That strategy is driven by four factors:
the development of a large drill site inventory; the quick application of new
technology; one of the most pro-active cost-cutting programs in the industry,
including an intensive reengineering effort; and a continuing focus on natural
gas and the gas value chain.
UPRC's largest thrust in 1994 was the $725 million purchase of Amax, which
provided an additional core area - Ozona in West Texas - along with promising
properties in south Louisiana and East Texas. With numerous potential drill
sites, Ozona will help to underwrite UPRC's future long into the twenty-first
century. In 1995, for example, the company plans to drill a well a day in the
area. These wells require as little as a week to drill, but can have a
productive life of over 30 years.
UPRC's other core areas - or profit centers - include East and South Texas
(Carthage), the Land Grant and the Austin Chalk. All had substantial gains in
production in 1994.
In East Texas, UPRC has remained a strong producer, increasing output in the
Carthage area to over 90 million cubic feet a day (MMCF/D), while further
expanding one of the largest gas processing facilities in the country. This
unit delivers gas to the Carthage hub that serves 15 pipelines supplying gas
throughout the East and Midwest.
11
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
12
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
In the Land Grant, Resources has brought six wells on-line to feed the
Wahsatch Gathering System in southwestern Wyoming and Utah; these wells have a
combined production of 80 MMCF/D. Further south, in Utah, UPRC has completed
its first four horizontal oil wells in the Overthrust Belt and expects to
drill up to 10 wells in the Lodgepole area in 1995.
The huge Austin Chalk Trend in central Texas has been UPRC's success story of
the nineties, with nearly 1,000 completed horizontal wells. Production reached
another record, rising from an average of 66,600 equivalent barrels a day in
1993 to 73,300 barrels in 1994; 43 percent of this output is natural gas.
Two other promising areas are being developed:south Louisiana and the Gulf of
Mexico. The south Louisiana play has been created by the Amax purchase, with
UPRC's
13
(Graph of Union Pacific Resources Reserves - see Appendix.)
first well producing 15 MMCF/D. Several more wells are planned in 1995. In
1994, three successful wells in the Gulf of Mexico were drilled; these platforms
will come on-stream in 1995, with a combined output of 100 MMCF a day.
Technology and Cost Cutting
UPRC's technical staff has expertly applied the latest technology available -
particularly horizontal drilling, 3-D seismology and fracturing - to
Resources' core areas with a high degree of success. This resourcefulness made
the Austin Chalk one of the richest domestic oil and gas plays of the decade,
substantially enhanced well economics, improved drilling success rates, and
made UPRC the forerunner in advanced hydraulic fracturing of difficult
tight-gas formations.
Technology also has provided Resources with a prime tool for cutting costs and
enhancing productivity. In 1994, UPRC's cost-reduction program drove
development drilling expenses down from $5.15 to $4.80 per BOE, while monthly
operating costs per well were lowered by over 35 percent. On the productivity
front, UPRC increased its operated well count by 43 percent with the Amax
purchase - without increasing its general and administrative head count.
UPRC will continue its relentless war on costs. Its reengineering campaign has
six teams studying and improving every phase and process of how UPRC does its
work - from the front office to the most remote leasehold.
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
The Natural Gas Value Chain
For the past five years, UPRC has shifted its focus to finding, producing and
marketing natural gas. UPRC grades gas with four A's: it is abundant,
affordable, acceptable environmentally and American. The company's major
acquisitions and properties are primarily in prolific, long-lived gas regions.
In 1994, UPRC increased its daily production 25 percent to 772 MMCF, with half
of the gain attributable to the Amax properties.
The gas value chain strategy involves investing in downstream facilities to
generate enhanced value from all gas produced, including gathering,
processing, transporting and marketing. In Texas and Wyoming, UPRC has become
a pre-eminent player by investing in gathering systems, plants and pipelines
that multiply value from wellhead to burner tip. For example, new or expanded
gas processing plants in Carthage, Brookeland and Ozona, Texas, and in Echo
Springs, Wyoming raised UPRC's total processing capacity from 940 MMCF to
1,290 MMCF per day in 1994.
14
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
15
OVERNITE TRANSPORTATION
1994 1993 1992
------ ---- ----
OPERATING REVENUES (millions of dollars) $1,037 $939 $873
OPERATING INCOME (millions of dollars) $ 67 $ 69 $ 57
OPERATING RATIO (a) 91.3 90.2 90.9
(a) Excludes goodwill amortization.
Despite the worst winter in decades for the eastern half of the United States
and the 24-day Teamsters' strike against other carriers in April that drove up
costs, Overnite Transportation earned $64 million before goodwill. This
compares to the $65 million earned last year, excluding the 1993 accounting
adjustments. For the first time in its 60-year history, Overnite also
surpassed the billion-dollar revenue mark, with final revenues of
$1,037,000,000.
Record less-than-truckload (LTL) tonnage (up 7 percent) and a 4 percent
increase in LTL rates helped the company boost revenues by over 10 percent and
remain the most profitable nationwide carrier. However, the strike shifted
traffic patterns unfavorably. As Overnite accepted more long-haul freight from
its regular customers, some of the company's short-haul business was lost to
regional competitors and not fully recovered in the second half of the year.
Overnite has moved aggressively to recover this business and to improve
overall efficiency, but the net result was a less profitable freight mix in
1994. Consequently, its operating ratio - still the lowest of the nationwide
LTL carriers - rose for the first time in many years from 90.2 in 1993 to 91.3
in 1994.
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
Prospects for 1995
Several developments point to a better operating environment in 1995.
In January, 1995, intra-state trucking was deregulated, permitting access to
all markets within each state and eliminating price barriers. Overnite has
targeted 10 newly deregulated states for immediate expansion, including Texas,
California, Ohio and Tennessee. To improve its ability to penetrate markets,
Overnite has introduced its Streamline pricing program, which significantly
reduces the complexity of determining freight charges.
Another example of Overnite's logistical flexibility is the Special Services
Division, whose volume grew by 24 percent in 1994 and is expected to increase
again in 1995. This division includes dedicated truckload service for auto
parts from Detroit and the Upper Midwest to Chicago - for shipment by UPRR to
manufacturing sites in mid-America and Mexico.
16
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
17
Overnite offers a comprehensive array of products and services, including
next-day, intra-state and regional shipping, providing nationwide service to
95 percent of the U.S. population and entry to portions of Canada and Mexico.
Overnite's service encompasses toll-free phone access to a state-of-the-art
customer service center; electronic shipment-tracking information; and on-site
representatives at customer locations, who facilitate partnerships with such
major customers as DuPont and Philip Morris.
(Graph of Overnite Transportation Less-Than-Truckload Tonnage - see Appendix.)
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
Technology on the Cutting Edge
Overnite is placing itself in the forefront of technology in the trucking
industry. It started with the centralized customer service and billing center
in Richmond, the first of its kind in the industry. The center serves all 173
Overnite terminals - accepting imaged bills of lading from all over the
country and sending invoices to customers every morning.
In 1995, Overnite will centralize over-the-road dispatching in its Richmond
headquarters. The company is continuing to develop an integrated dispatching,
yard management, dock management, and time-tracking system, using hand-held
computers and mobile communications.
18
Skyway Freight Systems
In 1994, Skyway continued to distinguish itself as a leading technology-based
logistics operating company, providing an array of services to its shipping
partners. Revenue for 1994 climbed to $124 million, surpassing expectations
and reflecting growth of 23 percent over 1993. In 1995, Skyway will exploit
opportunities presented by NAFTA by expanding time-sensitive transportation
and information services into Canada and Mexico, including door-to-door
shipment tracking and customs processing.
(Graph of Skyway Freight Systems Total Weight Shipped - see Appendix.)
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
Ground-breaking Developments in 1994
- - A logistics and transportation program that bypasses distribution centers
for a major retailer. This pilot delivery system dramatically reduces
order-fulfillment time for customers. Skyway expects to expand this program
to similar retailers in 1995.
- - The industry's first Electronic Packing Slip, a single electronic
transmission that provides manufacturers and their consignees access to
shipment information prior to delivery. This enables Skyway customers to lower
costs, improve inventory management, reduce receiving time and, in many cases,
accelerate payment cycles.
- - The Catapult Project - an aggressive reengineering effort using advanced
technology to put Skyway ahead of its competition by revamping business
processes, accelerating product development and automating training.
- - A satellite tracking system for transcontinental trucks that allows
customers the tightest control possible over the shipment of their goods.
- - The addition of second distribution stations in San Francisco and Dallas to
handle increasing volumes.
19
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
20
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
21
Union Pacific Technologies
Union Pacific Technologies (UPT) built its reputation for excellence in
transportation software and computer applications at the Union Pacific
Railroad. Today, UPT's information management expertise provides the
competitive edge throughout the Union Pacific family of companies - and to
many more partners across the country and around the world.
Within the corporation, Technologies boosts operating company efficiency with
customized information management systems, combined purchasing power and
shared computer and telecommunications capabilities. Additionally, UPT
shoulders the critical responsibility for disaster recovery computer backup.
At the Railroad's intermodal facilities, UPT has streamlined traffic flow and
freight movement through computer scanning. In addition, the company has
created an award-winning interactive training course for locomotive managers.
With Overnite, Technologies created the centralized dispatching system to
improve routing and to reduce "empty miles."
(One photograph, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
Stateside and Worldwide Partnerships
Subscribers to UPT's Shipment Management System (SMS) now number nearly 150.
SMS monitors rail and truck shipments, identifying delays en route and
providing reports to customers, helping them manage logistical operations.
Beyond the basic SMS package, such value-added services as detention billing
and contract compliance monitoring help cut costs and increase efficiency.
Several railroads now realize service reliability improvements from UPT's
Transportation Control System (TCS) features such as car ordering, car
scheduling, work order generation, and locomotive placement and maintenance
scheduling.
UPT continues to operate under a long-term agreement with the Mexican
government to modernize the National Railways of Mexico (FNM). With the core
TCS components in place, UPT trains FNM employees in its use as it brings on
line such additional TCS components as the Car Location Messages (CLM) system.
CLM allows American, Canadian and Mexican shippers to track their goods as
they move through Mexico just as they can north of the border. For a Spanish
power company and a shipping agent, UPT adapted the Coal Inventory Management
System, developed for Union Pacific Railroad, to track time-sensitive coal
shipments moving by train, barge and ship from the Powder River Basin in
Wyoming to power plants in Spain.
22
USPCI
(Two photographs, not incorporated by reference - see prefacing comment on
Exhibit 13 Cover Page.)
Because of continued depressed market conditions in the waste management
industry, Union Pacific decided in September to exit the business by divesting
itself of USPCI. The corporation recorded a $404 million after-tax write-down
of assets and reclassified USPCI as a discontinued operation.
In October, Union Pacific signed a letter of intent to sell USPCI to Laidlaw
Inc. of Burlington, Ontario, Canada for $225 million, plus the assumption of
certain debt and liabilities. A definitive agreement for the sale was signed
on December 5, and the transaction closed at year-end.
USPCI fell far short of the corporation's expectations for a variety of
reasons: the sluggish cleanup of the nation's Superfund sites; increased waste
minimization efforts by many corporations; and a general decline in hazardous
waste volumes because of the recession in the early nineties. In addition,
strong competition from cement kilns was expected to reduce the income from
USPCI's hazardous waste incinerator - now on the verge of commercial operation
- - since cement kilns are not held to the same high standards of operation.
23
FINANCIAL REVIEW
CONSOLIDATED RESULTS OF OPERATIONS
This review should be read in conjunction with the financial statements, notes
and supplementary information.
1994 COMPARED TO 1993
CONSOLIDATED RESULTS: In September 1994, Union Pacific Corporation (the
Corporation or UPC) committed to dispose of its waste management subsidiary,
USPCI, Inc. (USPCI), and in December 1994 completed the sale of USPCI to Laidlaw
Inc. (Laidlaw) for $225 million in notes that were subsequently collected in
January 1995 (see Note 2 to the Financial Statements). In the third quarter of
1994, the Corporation recorded a $654 million ($425 million after-tax) provision
for discontinued operations. This provision included a write-down of USPCI's
assets to UPC's estimate of their net realizable value and provided for costs
associated with the disposition. In the fourth quarter of 1994, the Corporation
adjusted its original loss provision to reflect the sale of USPCI to Laidlaw by
reducing the provision by $54 million ($21 million after tax).
The Corporation reported net income of $546 million or $2.66 per share in 1994,
including a net loss from discontinued operations of $412 million or $2.00 per
share. The loss from discontinued operations included a loss from USPCI's 1994
operations of $10 million ($8 million after tax). In 1993, the Corporation
reported net income of $530 million or $2.58 per share, which included a $237
million after-tax charge for the 1993 accounting adjustments--$175 million
($0.85 per share) for changes in accounting methods and $62 million ($0.30 per
share) from the implementation of the Omnibus Budget Reconciliation Act of 1993
(the 1993 Tax Act) (see Notes 3 and 7 to the Financial Statements). 1993
earnings also included a $9 million net loss from discontinued operations.
RESULTS OF CONTINUING OPERATIONS: The Corporation reported income from
continuing operations of $958 million or $4.66 per share, including the one-time
benefit of a $116 million ($0.56 per share) after-tax gain resulting from the
first quarter sale of Union Pacific Resources Company's (Resources) Wilmington,
California oil and gas operations (see Note 4 to the Financial Statements).
This compares to income from continuing operations of $714 million ($3.47
per share). Excluding the 1993 accounting adjustments, 1993 net income
would have been $776 million or $3.77 per share, which included a
$34 million after-tax reduction in operating results at Union Pacific
Railroad Company and its affiliate Missouri Pacific Railroad Company
(collectively the Railroad) caused by the 1993 Midwest flood. In 1994,
earnings improved at the Railroad and Resources, while earnings
declined slightly at Overnite Transportation Company (Overnite).
Operating revenues grew 6% to $7.80 billion from $7.33 billion in 1993, as
increased transportation volumes at the Railroad and Overnite, higher
hydrocarbon sales volumes at Resources and the May 1993 addition of Skyway
Freight Systems, Inc. (Skyway) (see Note 4 to the Financial Statements) were
partially offset by hydrocarbon sales price declines. Operating expenses rose
$372 million to $6.20 billion for the period. Higher volumes, severe winter
weather in the Eastern U.S. in the first quarter of 1994 and the effects of
unfavorable traffic shifts at Overnite (the result of an April 1994 Teamsters'
strike) caused increases in salaries, wages and employee benefits ($94 million),
equipment and other rents ($70 million), third-party transportation ($38
million), other taxes ($38 million), and materials and supplies ($11 million).
Depreciation charges increased $87 million--the result of both the Corporation's
continued commitment to upgrade equipment and technology, and higher production
volumes at Resources. Personal injury expense rose $42 million, while
professional fees rose $17 million as the Corporation pursued various strategic
transactions in 1994. These cost increases were partially offset by lower costs
associated with pipeline and gas plant product purchases for resale, reduced
mining costs and lower fuel costs.
(Graph of Union Pacific Corporation Operating Revenues - See Appendix)
Operating income advanced $101 million (7%) to $1.60 billion in 1994. Other
income increased $170 million to $259 million, largely the result of the
Wilmington sale, while interest expense increased $21 million, reflecting higher
debt levels to fund the AMAX Oil & Gas, Inc. (AMAX) acquisition (see Note 4 to
the Financial Statements). Income from continuing operations--excluding the
one-time effect of the 1993 Tax Act--as a percentage of operating revenues would
have been 12.3% in 1994 and 10.6% in 1993. On the same basis, return on average
common stockholders' equity would have improved to 18.4% in 1994 from 15.9% a
year ago.
24
RAILROAD: Net income at the Railroad was $754 million in 1994 compared to
$540 million in 1993. Earnings before the effects of the 1993 accounting
adjustments would have improved $85 million (13%) from $669 million a year
ago. 1993 results also included the adverse effects of the flooding in the
Midwest, which reduced operating results by approximately $52 million
($34 million after tax).
Operating revenues improved $331 million (7%) to $5.32 billion in 1994. Higher
revenues were generated by an 8% (over 371,000 loads) rise in 1994 carloadings.
Intermodal volumes improved 14% because of business expansion with the
Railroad's trucking partners and growing container traffic. New coal contracts,
inventory replenishment by major utilities and the absence of 1993 flood-related
traffic interruptions accounted for a 13% increase in energy carloadings.
Automotive traffic climbed 11%, the result of higher carloadings for both
finished autos (14%) and auto parts (4%), reflecting improving economic
conditions in the automotive industry. Food, consumer and government
carloadings advanced 8% due to improvements in the food group--mainly canned and
frozen goods--and growth in the consumer segment, reflecting growing shipments
of waste/recyclables and transportation equipment. Chemical carloadings also
advanced 5% from a year ago, reflecting increases in phosphorous, soda ash and
fertilizer volumes. Grain traffic declined 6%, primarily the result of weak
export markets for corn and lower fourth quarter wheat shipments, while metals,
minerals and forest products traffic also declined 2%. The positive effect of
higher volumes was partially offset by a 1% decline in average commodity revenue
per car, largely the result of volume growth of lower-rated commodities--mainly
energy and intermodal.
Operating expenses increased to $4.15 billion in 1994 compared to $3.95 billion
last year. Personal injury expense rose $40 million, as a 34% decline in
reportable injuries was more than offset by higher average settlement costs per
injury. Wages and benefits rose $36 million, as higher volumes and inflation
were partially offset by continued improvements in labor productivity, as the
average workforce declined slightly year-over-year. Volume growth and inflation
also accounted for a $36 million rise in equipment and other rents, a $16
million escalation in third-party transportation costs (reflecting higher
intermodal shipments) and a $9 million increase in materials and supplies costs.
Other taxes increased $20 million because of higher use and property taxes,
while depreciation expense grew $25 million, reflecting the Railroad's
continuing investment in equipment and capacity. These cost increases were
partially mitigated by an $8 million reduction in fuel and utility costs, the
result of lower fuel prices, hedging gains and an improved fuel consumption
rate. Operating income at the Railroad advanced $131 million (13%) in 1994 to
$1.17 billion. The Railroad's operating ratio improved 1.2 points to 77.9 from
79.1 a year ago.
NATURAL RESOURCES: Resources reported 1994 net income of $390 million--
including a $100 million after-tax gain on the sale of the Wilmington
properties-- compared to 1993 net income of $244 million. Earnings before
the effects of the 1993 accounting adjustments would have improved $81
million from $309 million a year ago. Operating revenues declined $17
million from 1993 to $1.31 billion, as a 15% increase in overall
sales volumes was more than offset by a 6% decline in sales prices (including
the effects of Resources' hedging program) (see Note 5 to the Financial
Statements), lower pipeline and other revenues, and reduced minerals revenues.
Despite rising production volumes and the sale of the Wilmington Field and other
properties, Resources improved its reserve position in 1994 through the
acquisition of AMAX and exploitation of its existing properties, as Resources
remained the most active driller in the U.S. for the third consecutive year.
Natural gas sales volumes rose 25% to 772 mmcf/day, primarily the result of the
first quarter AMAX acquisition and higher Austin Chalk production. Natural gas
liquids sales volumes also improved 25% to 49,996 bbl/day because of the
addition of the AMAX properties, the Carthage gas plant and improved production
in the Austin Chalk. Crude oil sales volumes declined 5% to 63,070 bbl/day,
reflecting the first quarter Wilmington sale and production declines in
other fields. Average prices for crude oil fell $1.32/bbl (8%) to $14.34/bbl,
while natural gas liquids prices declined $0.66/bbl (7%) to $9.18/bbl. Natural
gas average prices were unchanged at $1.82/mcf. Pipeline and other revenues
declined $81 million, largely the result of the reclassification of certain
pipeline revenues, lower Section 29 revenues, the absence of lawsuit and
insurance recoveries from 1993, and the sale of the Harbor Cogeneration facility
as part of the Wilmington sale.
25
Operating expenses rose $14 million to $955 million in 1994. Depreciation and
depletion charges increased $48 million due to the addition of new gas
processing facilities and pipelines, as well as higher production levels. In
addition, other expenses increased $19 million, largely the result of higher
lease operating costs (reflecting higher volumes) and gas plant expenses (the
result of the addition of new plants), while inflation pushed up wages and
benefits $11 million. Dry hole costs also increased $7 million, the result of a
more extensive drilling program in 1994. These higher costs were countered by a
$30 million decline in pipeline and gas plant product purchases for resale, a
$29 million reduction in mining costs (as a result of a favorable contract
settlement) and a $9 million decrease in geological and geophysical costs,
reflecting the completion of an exploration program in West Texas.
Operating income for all of Resources' operations declined to $351 million in
1994 from $382 million in 1993. Operating income from Resources' minerals
operations improved $14 million in 1994 to $116 million, reflecting higher coal
sales and increased soda ash and coal royalties.
TRUCKING: Overnite's 1994 net income was $41 million compared to a net loss
in 1993 of $38 million. Excluding the effects of the 1993 accounting
adjustments, 1993 earnings would have been $42 million. This decline was
the result of higher operating costs caused by the worst winter in decades
for the Eastern U.S. and reduced efficiency associated with shifts in
freight flows from shorter-haul, more profitable, intra-regional business to
longer-haul traffic. Results for both periods included goodwill amortization of
$23 million.
Overnite's operating revenues exceeded the $1 billion level for the first time
in its history, as revenues advanced $98 million (10%) to $1.04 billion.
Average prices rose 6%, reflecting the shift to longer-haul traffic, contractual
rate increases and the effects of a January 1994 price increase on non-contract
business. Volumes improved 4%, as a 7% rise in less-than-truckload (LTL)
business was partially offset by truckload traffic declines. Volume
improvements were generated by the April 1994 Teamsters' strike against other
unionized carriers, the third quarter 1993 bankruptcy of a major Eastern carrier
and continued business expansion.
Growing volumes, the effects of the severe winter and higher miles associated
with shifts in freight flows caused operating expenses to increase $100 million
in 1994 to $970 million. Increases occurred in wages and benefits ($41
million), equipment rents ($27 million), mileage-based insurance and claims
accruals ($9 million), taxes and licenses ($7 million) and materials and
supplies ($5 million). Depreciation expense also increased $5 million as a
result of continuing capital programs. Operating income declined to $67 million
in 1994 from $69 million a year ago. Overnite's operating ratio, including
goodwill amortization, increased to 93.5 in 1994 from 92.7 in 1993.
CORPORATE SERVICES AND OTHER OPERATIONS: Expenses related to Corporate Services
and Other Operations--which include corporate expenses, third-party interest
charges, intercompany interest allocations, other income and income taxes that
are not related to other segments, and the results of other operating units--
totaled $227 million in 1994. This compares to 1993 costs related to
Corporate Services and Other Operations of $216 million. Excluding the
effects of the 1993 accounting adjustments, these costs declined $17 million
from $244 million a year ago.
Lower stock incentive compensation and increased interest charges to
subsidiaries (mainly the result of the AMAX acquisition, subsidiaries' capital
spending and pension funding at Overnite) were only partially offset by higher
interest expense to third parties and increased professional fees. Other
operations reported operating income of $4 million for 1994, up $3 million from
a year ago, as a result of the 1993 addition of Skyway and improved operating
results at the Corporation's other operations.
1993 COMPARED TO 1992
CONSOLIDATED RESULTS: In the first quarter of 1993, the Corporation recorded a
$175 million or $0.85 per share after-tax charge to reflect the adoption of new
Financial Accounting Standards Board (FASB) pronouncements as described in Note
3 to the Financial Statements. In the third quarter of 1993, the Corporation
recorded a $62 million or $0.30 per share charge reflecting a deferred tax
adjustment that resulted from the implementation of the 1993 Tax Act (see Note
7 to the Financial Statements). 1993 results also included a $9 million net
loss from the discontinued operations of USPCI.
26
The components of the accounting adjustments for the year ended December 31,
1993 are as follows:
Income/(Loss)
In Millions, before Net
Except Per Accounting Accounting 1993 Income/
Share Amounts Adjustments Changes Tax Act (Loss)
------------ ---------- ------- -------
Railroad $ 669 $ (72) $ (57) $ 540
Natural resources 309 (59) (6) 244
Trucking 42 (79) (1) (38)
Corporate services
and other operations(a) (253) 35 2 (216)
----- ----- ----- -----
Consolidated(a) $ 767 $ (175) $ (62) $ 530
===== ===== ===== =====
Per share(a) $3.73 $(0.85) $(0.30) $2.58
(a) Includes the discontinued operating results of USPCI. Income from
continuing operations excluding the one-time effects of the 1993 Tax Act
would have been $776 million or $3.77 per share.
As a result of the 1993 accounting adjustments, the absence of Resources' $63
million ($42 million after-tax) 1992 production-based tax settlement and the
1993 effects of weather-related traffic interruptions on the operations of the
Railroad, the Corporation's earnings declined to $530 million ($2.58 per share)
in 1993 compared to $728 million ($3.57 per share) in 1992. Excluding
accounting adjustments, the Corporation's earnings would have risen to $767
million ($3.73 per share). Income excluding accounting adjustments would have
improved at all operating units.
Operating revenues advanced 4% to $7.33 billion in 1993 from $7.03 billion in
1992. Revenues advanced on the strength of growing transportation volumes,
rising average natural gas prices, a 5% increase in hydrocarbon sales volumes
and the acquisition of Skyway.
Operating expenses rose $196 million to $5.83 billion from $5.64 billion in
1992. Equipment and other rents increased $51 million and fuel and utility costs
rose $19 million due to higher transportation volumes and weather-related
traffic interruptions at the Railroad. Depreciation charges increased $41
million, reflecting asset adjustments required by the first quarter adoption of
SFAS No. 109 (Accounting for Income Taxes) and the Corporation's continued high
level of capital investment, offset by lower surrendered lease activity and dry
hole costs at Resources. Other taxes rose $39 million, resulting from the
absence of 1992 tax settlements at Resources and the Railroad, while third-party
transportation costs increased $32 million mainly due to the acquisition of
Skyway. In addition, weather-related inefficiencies and volume growth caused
wage and benefit costs to escalate $20 million, and materials and supplies $9
million. Higher hydrocarbon sales volumes and prices caused the cost of
pipeline and gas plant product purchased for resale to rise $15 million.
Operating cost inflation was tempered by efficiency and productivity
improvements at the Railroad and Resources and the absence of Resources' $24
million 1992 workforce reduction charge. Operating income improved 7% to $1.49
billion in 1993 compared to $1.40 billion in 1992 as gains occurred at all
operating units.
Other income declined $57 million largely due to the absence of interest related
to Resources' 1992 tax settlement and diminished property sales. Interest
expense also declined $40 million, reflecting lower average interest rates and
debt refinancing activities, while corporate expenses rose $9 million due to
higher professional fees and depreciation charges. Income from continuing
operations--excluding the effects of the 1993 Tax Act--as a percentage of
operating revenues would have been 10.6% in 1993 and 10.4% in 1992. On the same
basis, return on average common stockholders' equity would have declined to
15.9% in 1993 from 16.5% in 1992.
RAILROAD: The Railroad posted earnings of $540 million in 1993. Excluding the
1993 accounting adjustments, earnings would have been $669 million (before
considering the effects of the harsh winter and Midwest flooding) compared to
$667 million in 1992. Operating revenues improved 2% to $4.99 billion as a 4%
increase in carloadings was partially offset by a 2% decline in average
commodity revenue per car. This decline resulted from volume growth of lower-
rated commodities--mainly intermodal and energy--and growth of lower-rated goods
within chemicals, as well as increased use of shipper-owned equipment for coal
shipments. Revenues also included higher earnings from equity investments in
related operations. Automotive carloadings advanced 8%, reflecting improvements
in the domestic auto industry. Energy carloadings also grew 8% because of an
expanding domestic customer base and higher demand created by more normal
temperature patterns. Intermodal traffic improved 6% as market share continued
to expand, reflecting new partnership arrangements with trucking companies. In
addition, chemical carloadings increased 1%, while weather-related traffic
interruptions and crop damage caused grain carloadings to decline 2%.
Carloading declines also occurred in food, consumer and government products (2%)
and in metals, minerals and forest products (1%).
27
Operating expenses increased to $3.95 billion in 1993 from $3.87 billion in
1992. Depreciation expense grew $54 million, reflecting asset adjustments
required by the 1993 adoption of SFAS No. 109 and continuing capital spending on
equipment and track. Employee injury expense rose $26 million as continuing
declines in the number of injuries were more than offset by higher average
settlement costs per injury. Growing volumes and weather-related traffic
congestion accounted for a $25 million rise in equipment and other rents and a
$17 million increase in fuel and utility costs. Wage and benefit costs also
rose $6 million as weather and inflation-related cost increases were largely
offset by train crew reductions. Higher operating costs were tempered by a $23
million reduction in joint facility costs and an additional $22 million of cost
offsets associated with car repairs for other carriers.
Operating income at the Railroad rose $11 million in 1993 to $1.04 billion.
Despite severe weather conditions, the Railroad maintained an operating ratio of
79.1 in 1993 compared to 79.0 in 1992.
NATURAL RESOURCES: Resources' 1993 earnings were $244 million. Without the
1993 accounting adjustments, earnings would have risen $37 million (14%) to $309
million compared to $272 million in 1992, despite the absence of the $63 million
($42 million after-tax) 1992 production-based tax settlement. Operating
revenues climbed $64 million (5%) to $1.32 billion in 1993 as a result of a 5%
rise in total hydrocarbon sales volumes, higher average natural gas prices and
pipeline volume growth. Natural gas sales volumes grew 7% to 619 mmcf/day,
reflecting production improvements in the Austin Chalk and the southwestern
Wyoming portion of the Land Grant. Natural gas liquids sales volumes were up
10% to 39,855 bbl/day, largely because of increased production in the Austin
Chalk, the return to operation of a damaged pipeline, increased ownership in the
Carthage gas processing plant and improved recoveries under processing
agreements, while crude oil sales volumes held steady at 66,456 bbl/day.
Including hedging activities, natural gas average prices advanced 20% to
$1.82/mcf (an increase of $0.30/mcf), while crude oil prices fell $1.56/bbl (9%)
to $15.66/bbl. Average prices for natural gas liquids also declined 8% to
$9.84/bbl. Once again, Resources improved its reserve position, despite rising
production levels, as it remained the most active driller in the United States.
Operating expenses declined to $941 million in 1993 from $944 million in 1992.
Surrendered lease costs decreased $33 million because of accelerated lease
surrender activity in 1992. Wage and benefit costs declined $24 million
stemming from the absence of Resources' 1992 workforce reduction charge and
ongoing productivity improvements. Insurance and other settlements in 1993
lowered other operating costs $12 million. Mining costs declined $9 million due
to lower operating costs stemming from the ongoing effects of a favorable 1992
contract settlement at Resources' joint venture coal mine. In addition, dry
hole costs decreased $8 million, reflecting improved exploration success. These
cost reductions were largely offset by volume-related cost increases.
Depreciation and depletion charges rose $21 million, reflecting higher
production levels and higher per barrel rates in the Chalk. Increased
exploration activities generated a $17 million expansion in geological and
geophysical costs. In addition, production and other taxes rose $28 million
caused by the absence of the 1992 tax settlement and growing volumes, while
higher volumes and prices caused the cost of pipeline and gas plant product
purchases to increase $15 million.
Operating income for all of Resources' operations improved $67 million (21%) to
$382 million in 1993. Other income declined $17 million, mainly due to the
absence of the interest portion of the 1992 tax settlement.
Operating income from Resources' minerals operations declined $9 million (8%) in
1993 to $102 million. This decline was the result of the absence of a favorable
uranium contract settlement recognized in 1992 and volume and price declines at
its soda ash joint venture. These declines were partially offset by the ongoing
effects of a favorable 1992 contract settlement at Resources' coal joint
venture.
TRUCKING: Overnite recorded a net loss of $38 million in 1993. Without the
1993 accounting adjustments, earnings would have improved $2 million to $42
million (after goodwill amortization of $23 million). Operating revenues rose
$66 million (8%) to $939 million as a 3% rise in average prices combined with a
4% volume improvement. Higher volumes were generated by a 7% increase in LTL
business (driven by tonnage gains in the Northeast--reflecting the bankruptcy of
a major regional carrier--and continued business expansion). Higher LTL volumes
were partially offset by truckload traffic declines, reflecting Overnite's focus
on its core LTL business. Revenue growth was also stimulated by the 1993
addition of the Special Services Division, which supports the Railroad's
automotive traffic.
28
Operating expenses increased $54 million to $870 million in 1993. Salaries,
wages and employee benefit costs grew $28 million in response to higher volumes
and inflation. Equipment and other rents rose $15 million, largely because of
increased contracted rail usage and volume-related growth in line-haul charges,
while continued capital spending caused depreciation expense to rise $6 million.
Operating income improved to $69 million in 1993 from $57 million in 1992.
Overnite's operating ratio, excluding goodwill amortization, improved to 90.2
from 90.9 in 1992.
CORPORATE SERVICES AND OTHER OPERATIONS: Expenses related to Corporate Services
and Other Operations totaled $207 million in 1993. Excluding the accounting
adjustments, these costs would have been $244 million compared to $251 million
in 1992. This decline was largely the result of lower interest expense and
improved results at other operations, partially offset by higher corporate
expenses. Operating income from other operations improved $7 million to $1
million in 1993, reflecting the addition of Skyway.
CASH FLOWS, LIQUIDITY AND CAPITAL RESOURCES
In 1994, cash from operations was $1.91 billion, compared to $1.56 billion in
1993. This increase was largely the result of improved operating results and a
higher proportion of non-cash expenses. Non-cash charges to earnings increased
as a result of higher depreciation, increased personal injury accruals, lower
Section 29 revenues at Resources and higher deferred taxes. Cash from
operations also benefitted from lower cash outlays related to the 1991 special
charge. Offsetting these operating cash improvements were the negative effects
of changes in working capital. Higher working capital levels reflected
increases in current taxes receivable (generated by the recognition of tax
benefits from the USPCI sale), in notes receivable (from the USPCI and
Wilmington sales) and in accounts receivable (the result of higher revenue
levels and the AMAX acquisition), partially offset by higher short-term
borrowings.
(Graph of Union Pacific Corporation Operating Cash Flow - See Appendix.)
Cash used in investing activities of $1.96 billion reflected a $408 million
increase over 1993. The Corporation acquired AMAX in March 1994 for a net
purchase price of $725 million in cash. Capital expenditures grew $23 million
over 1993, largely due to development activities at Resources (mainly the Austin
Chalk and AMAX properties) and fleet expansion and renewal at Overnite. The
AMAX purchase and higher capital spending were partially offset by $343 million
of cash proceeds generated by the Wilmington sale.
(Graph of Union Pacific Corporation Dividend History - See Appendix.)
Outstanding debt levels increased $377 million in 1994 and included $500 million
in new offerings of the Corporation's notes and debentures and $88 million of
Railroad equipment financings, offset by lower commercial paper borrowings.
Debt financings were used to fund capital expenditures and the AMAX acquisition,
and repay maturing debt. The quarterly common stock dividend was raised to
$0.43 per share in the third quarter of 1994, up from $0.40 per share. The
ratio of debt to total capital employed increased to 36.3% at December 31, 1994
from 35.6% at December 31, 1993. This increase reflected the higher debt levels
incurred to fund the AMAX acquisition, partially offset by 1994 earnings.
The Corporation's 1995 capital expenditures and debt service requirements will
be funded primarily through cash generated from operations, property sales and,
if required, through additional debt financings. The Corporation expects that
such sources will continue to provide sufficient funds to meet cash requirements
in the foreseeable future. At December 31, 1994, the Corporation had
authorization from the Board of Directors to repurchase up to $359 million of
the Corporation's common stock. At year-end, the Corporation had available
$1.06 billion in short-term credit facilities and $800 million in long-term
credit facilities expiring in 1999.
29
RAILROAD-RELATED MATTERS
PERSONAL INJURY: Over the past ten years work-related injuries have declined by
more than 10% annually (reflecting aggressive safety and training programs),
while average settlement cost per claim has continued to rise. Compensation for
work-related accidents is governed by the Federal Employers' Liability Act
(FELA). FELA's finding of fault and damage is usually assessed based on
litigation or out-of-court settlements. In addition, the Railroad offers a
comprehensive variety of services and rehabilitation programs for employees who
are injured at work. Annual expenses for injury-related events were $194
million in 1994, $154 million in 1993 and $128 million in 1992. The Railroad is
also participating with other rail carriers in an industry-wide effort to
replace FELA with a no-fault system that could significantly reduce personal
injury costs while fairly compensating injured employees.
OTHER MATTERS
ENVIRONMENTAL COSTS: The Corporation generates, transports, remediates and
disposes of hazardous and non-hazardous waste in its current and former
operations, and is subject to Federal, state and local environmental laws and
regulations. The Corporation has identified approximately 150 sites, including
approximately 50 sites currently on the Superfund National Priorities List or
state superfund lists, at which it is or may be liable for remediation costs
associated with alleged contamination or for violations of environmental
requirements. Certain Federal legislation imposes joint and several liability
for the remediation of identified sites; consequently, the Corporation's
ultimate environmental liability may include costs relating to other parties in
addition to costs relating to its own activities at each site.
A liability of $243 million has been accrued for future costs of all sites where
the Corporation's obligation is probable and where such costs can be reasonably
estimated; however, the ultimate cost could be lower or as much as 25% higher.
The December 31, 1994 liability balance included $50 million for the obligation
to participate in the environmental remediation of the Wilmington, California
properties. The liability included future costs for remediation and restoration
of sites as well as for ongoing monitoring costs, but excluded any anticipated
recoveries from third parties. Cost estimates were based on information
available for each site, financial viability of other potentially responsible
parties (PRP), and existing technology, laws and regulations. The Corporation
believes that it has adequately accrued for its ultimate share of costs at sites
subject to joint and several liability. The ultimate liability for remediation
is difficult to determine with certainty because of the number of PRPs involved,
site-specific cost sharing arrangements with other PRPs, the degree of
contamination by various wastes, the scarcity and quality of volumetric data
related to many of the sites and/or the speculative nature of remediation costs.
Remediation of identified sites previously used in operations, used by tenants
or contaminated by former owners required spending of $43 million in 1994 and
$42 million in 1993. The Corporation is also engaged in reducing emissions,
spills and migration of hazardous materials, and spent $14 million and $16
million in 1994 and 1993, respectively, for control and prevention, a portion of
which had been capitalized. In 1995, the Corporation anticipates spending $37
million for remediation and $10 million for control and prevention. The
majority of the December 31, 1994 environmental liability is expected to be paid
out over the next five years, funded by cash generated from operations. Future
environmental obligations are not expected to have a material impact on the
results of operations or financial condition of the Corporation.
INFLATION: The cumulative effect of long periods of inflation has significantly
increased asset replacement costs for capital-intensive companies such as the
Railroad and Overnite. As a result, depreciation charges on an inflation-
adjusted basis, assuming that all operating assets are replaced at current price
levels, would be substantially greater than historically reported amounts.
FINANCIAL INSTRUMENTS: The Corporation uses derivative financial instruments to
protect against unfavorable hydrocarbon price movements, interest rate movements
and foreign currency exchange risk. While the use of these hedging arrangements
limits the downside risk of adverse price and rate movements, it may also limit
future gains from favorable movements. All hedging is accomplished pursuant to
exchange-traded contracts or master swap agreements based on standard forms. UPC
does not hold or issue
30
financial instruments for trading purposes. The Corporation addresses market
risk by selecting instruments whose value fluctuations correlate strongly with
the underlying item or risk being hedged. Credit risk related to hedging
activities, which is minimal, is managed by requiring minimum credit standards
for counterparties, periodic settlements and/or mark-to-market evaluations.
A further discussion of the Corporation's use of financial instruments is
included in Note 5 to the Financial Statements.
A LOOK FORWARD
GENERAL ECONOMIC FACTORS: The Corporation's future results can be affected by
fluctuations in oil and natural gas prices, and by the economic environment.
Resources directly benefits from increases in hydrocarbon prices to the extent
that these gains are not limited by hedging activity, while the Railroad and
Overnite can be adversely affected by increases in diesel fuel costs, to the
extent that such costs are not recovered through higher revenues and improved
fuel conservation or mitigated by hedging activity. In addition, certain
categories of rail carloadings and trucking tonnages can be negatively impacted
by a prolonged economic downturn.
1995 CAPITAL SPENDING: The Corporation expects to maintain its high level of
capital spending in 1995. At Resources, capital spending will be focused on
drilling in the Austin Chalk, the AMAX properties and the Land Grant. The
Railroad's capital expenditures will be used to continue to expand capacity on
its main lines and upgrade equipment to meet customer needs, while Overnite will
continue to expand its distribution network and upgrade its truck fleet and
technology. UPC will also continue to expand its core businesses through
strategic acquisitions.
(Graph of Union Pacific Corporation Capital Investments - See Appendix.)
(Graph of Union Pacific Corporaiton Book Value per Share - See Appendix.)
1995 BUSINESS OUTLOOKL: Rail volumes are anticipated to improve in 1995 because
of continued growth in coal shipments (reflecting growing demand for low-sulfur
coal), expansion of the Railroad's intermodal business, and higher grain
shipments resulting from stronger export demand and growth in feed grain
shipments. Average commodity revenue per car is expected to remain at 1994
levels as price increases will be offset by volume growth in lower rated
commodities--mainly intermodal and coal. At Resources, overall sales volumes
are anticipated to improve. This anticipated volume growth reflects an
expansion in natural gas and natural gas liquids sales volumes, resulting from
the addition of the AMAX properties, and production increases in the Austin
Chalk and in the Rockies. These volume improvements will be partially offset by
crude oil sales volume declines, reflecting the Wilmington sale and reduced
crude oil production in the Austin Chalk. Natural gas prices are expected to
decline in 1995, while crude oil and natural gas liquids sales prices are
expected to improve somewhat. Overnite anticipates improvements in the current
pricing environment and continued tonnage growth--although there is a risk of
price discounting due to increasing competition by regional, non-union carriers.
Higher volumes at Overnite will be generated by continued growth in the
Northeast and Midwest and expansion in the Southwest and West. Overnite's
operations should also benefit from an expected stabilization of traffic
patterns in 1995.
USPCI SALE: The sale of USPCI will not have a significant impact on the
Corporation's future operating results or financial condition. Sales proceeds
and tax benefits derived from the sale will be used for general corporate
purposes, including the reduction of outstanding debt levels.
31
INDEPENDENT AUDITORS' REPORT
(Logo-Deloitte & Touche LLP)
Union Pacific Corporation, its Directors and Stockholders:
We have audited the accompanying statements of consolidated financial position
of Union Pacific Corporation and subsidiary companies as of December 31, 1994
and 1993, and the related statements of consolidated income, changes in common
stockholders' equity, and consolidated cash flows for each of the three years in
the period ended December 31, 1994. These financial statements are the
responsibility of the Corporation's management. Our responsibility is to
express an opinion on these financial statements based on our audits.
We conducted our audits in accordance with generally accepted auditing
standards. Those standards require that we plan and perform the audit to obtain
reasonable assurance about whether the financial statements are free of material
misstatement. An audit includes examining, on a test basis, evidence supporting
the amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made by
management, as well as evaluating the overall financial statement presentation.
We believe that our audits provide a reasonable basis for our opinion.
In our opinion, such consolidated financial statements present fairly, in all
material respects, the financial position of Union Pacific Corporation and
subsidiary companies at December 31, 1994 and 1993, and the results of their
operations and their cash flows for each of the three years in the period ended
December 31, 1994 in conformity with generally accepted accounting principles.
As discussed in Note 3 to the consolidated financial statements, in January
1993, the Corporation changed its method of accounting for postretirement
benefits other than pensions, income taxes and transportation revenue and
expense recognition.
/s/ Deloitte & Touche LLP
New York, New York
January 19, 1995
RESPONSIBILITIES FOR FINANCIAL STATEMENTS
The accompanying financial statements, which consolidate the accounts of Union
Pacific Corporation and its subsidiaries, have been prepared in conformity with
generally accepted accounting principles.
The integrity and objectivity of data in these financial statements and
accompanying notes, including estimates and judgements related to matters not
concluded by year-end, are the responsibility of management as is all other
information in this Annual Report. Management devotes ongoing attention to
review and appraisal of its system of internal controls. This system is
designed to provide reasonable assurance, at an appropriate cost, that the
Corporation's assets are protected, that transactions and events are recorded
properly and that financial reports are reliable. The system is augmented by a
staff of corporate traveling auditors supplemented by internal auditors in the
subsidiary operating companies; careful attention to selection and development
of qualified financial personnel; programs to further timely communication and
monitoring of policies, standards and delegated authorities; and evaluation by
independent auditors during their audits of the annual financial statements.
The Audit Committee of the Board of Directors, composed entirely of outside
directors, as identified on page 51, meets regularly with financial management,
the corporate auditors and the independent auditors to review the work of each.
The independent auditors and corporate auditors have free access to the Audit
Committee, without management representatives present, to discuss the results of
their audits and their comments on the adequacy of internal controls and the
quality of financial reporting.
/s/ Drew Lewis
Chairman and Chief Executive Officer
/s/ L. White Matthews III
Executive Vice President-Finance
/s/ Charles E. Billingsley
Vice President and Controller
32
BUSINESS SEGMENTS
Union Pacific Corporation and Subsidiary Companies
Millions of Dollars 1994 1993 1992
------- ------- -------
Operating Railroad $ 5,318 $ 4,987 $ 4,897
Revenues Natural resources 1,306 1,323 1,259
Trucking 1,037 939 873
Corporate services and other
operations 137 76 3
------- ------- -------
Total $ 7,798 $ 7,325 $ 7,032
======= ======= =======
Operating Railroad $ 1,173 $ 1,042 $ 1,031
Income (Loss) Natural resources 351 382 315
Trucking 67 69 57
Corporate services and other
operations 4 1 (6)
------- ------- -------
Total $ 1,595 $ 1,494 $ 1,397
======= ======= =======
Net Income Railroad $ 754 $ 540 $ 667
(Loss) Natural resources 390 244 272
Trucking 41 (38) 40
Corporate services and other
operations (a) (639) (216) (251)
------- ------- -------
Total $ 546 $ 530 $ 728
======= ======= =======
(a) Includes the results of USPCI, Inc. (see Note 2 to the
financial statements).
Cash from Railroad $ 1,061 $ 1,074 $ 999
Operations Natural resources 821 567 776
Trucking 116 44 100
Corporate services and other
operations (89) (122) (215)
------- ------- -------
Total $ 1,909 $ 1,563 $ 1,660
======= ======= =======
Assets Railroad $10,455 $10,014 $ 9,397
(at Year-End) Natural resources 3,180 2,246 2,061
Trucking 1,420 1,393 1,350
Corporate services and other
operations 887 1,242 1,193
------- ------- -------
Total $15,942 $14,895 $14,001
======= ======= =======
Depreciation, Railroad $ 468 $ 443 $ 389
Depletion and Natural resources 464 410 435
Amortization Trucking 63 58 51
Corporate services and other
operations 10 7 2
------- ------- -------
Total $ 1,005 $ 918 $ 877
======= ======= =======
Capital Railroad $ 769 $ 805 $ 767
Expenditures Natural resources 613 507 552
Trucking 93 80 72
Corporate services and other
operations 71 128 134
------- ------- -------
Total $ 1,546 $ 1,520 $ 1,525
======= ======= =======
This information should be read in conjunction with the
accompanying accounting policies and notes to the financial
statements.
33
STATEMENT OF CONSOLIDATED INCOME
Union Pacific Corporation and Subsidiary Companies
Millions of Dollars, Except Per
Share Amounts 1994 1993 1992
------- ------- -------
Operating Sales and Revenues (Notes 3 and
Revenues 5) $ 7,798 $ 7,325 $ 7,032
------- ------- -------
Operating Salaries, wages and employee
Expenses benefits 2,562 2,468 2,448
Depreciation, depletion and
amortization 1,005 918 877
Equipment and other rents 646 576 525
Fuel and utilities (Note 5) 488 496 477
Materials and supplies 378 367 358
Other costs 1,124 1,006 950
------- ------- -------
Total 6,203 5,831 5,635
------- ------- -------
Income Operating Income 1,595 1,494 1,397
Other Income - Net (Notes 4 and
13) 259 89 146
Interest Expense (Note 8) (336) (315) (355)
Corporate Expenses (99) (99) (90)
------- ------- -------
Income before Income Taxes 1,419 1,169 1,098
Income Taxes (Notes 3 and 7) (461) (455) (370)
------- ------- -------
Income from Continuing Operations 958 714 728
Discontinued Operations: (Note 2)
Provision for Disposal - Net
of Tax Benefits of
$196 Million (404) -- --
Operating Losses (8) (9) --
------- ------- -------
Loss from Discontinued Operations (412) (9) --
------- ------- -------
Income before Cumulative Effect
of Changes in Accounting
Principles 546 705 728
Cumulative Effect to January 1,
1993 of Changes in Accounting
Principles (Note 3) -- (175) --
------- ------- -------
Net Income $ 546 $ 530 $ 728
======= ======= =======
Per Share Income from Continuing
Operations $ 4.66 $ 3.47 $ 3.57
Loss from Discontinued
Operations (2.00) (0.04) --
Cumulative Effect to January 1,
1993 of Changes in Accounting
Principles -- (0.85) --
Net Income 2.66 2.58 3.57
Dividends 1.66 1.54 1.42
The accompanying accounting policies and notes to the
financial statements are an integral part of these
statements.
34
STATEMENT OF CONSOLIDATED FINANCIAL POSITION
Union Pacific Corporation and Subsidiary Companies
Millions of Dollars 1994 1993
------- -------
Assets
Current Assets Cash and temporary investments $ 121 $ 113
Accounts receivable (Note 5) 648 593
Inventories 315 252
Notes receivable (Notes 2 and 4) 291 6
Income taxes receivable (Note 2) 285 46
Deferred income taxes (Notes 3
and 7) -- 117
Other current assets 162 190
------- -------
Total 1,822 1,317
------- -------
Investments Investments in and advances to
affiliated companies 492 453
Other investments 170 170
------- -------
Total 662 623
------- -------
Properties Cost (Notes 2, 4 and 6) 18,885 17,396
Accumulated depreciation, depletion
and amortization (6,614) (6,318)
------- -------
Net 12,271 11,078
------- -------
Other Excess Acquisition Costs - Net 939 963
Net Assets of Discontinued
Operations (Note 2) -- 697
Other Assets 248 217
------- -------
Total Assets $15,942 $14,895
======= =======
Liabilities and
Stockholders' Equity
Current Accounts payable $ 463 $ 439
Liabilities Accrued wages and vacation 223 249
Income and other taxes 198 158
Dividends and interest 192 176
Accrued casualty costs 163 135
Debt due within one year 470 115
Other current liabilities 796 758
------- -------
Total 2,505 2,030
------- -------
Other Debt Due After One Year
Liabilities (Notes 8 and 9) 4,090 4,068
and Equity Deferred Income Taxes (Notes 3 and 7) 2,856 2,678
Retiree Benefits Obligation
(Notes 3 and 10) 603 600
Other Long-Term Liabilities (Note 12) 757 634
Common Stockholders' Equity (page 36) 5,131 4,885
------- -------
Total Liabilities and Stockholders'
Equity $15,942 $14,895
======= =======
The accompanying accounting policies and notes to the
financial statements are an integral part of these
statements.
35
STATEMENT OF CONSOLIDATED CASH FLOWS
Union Pacific Corporation and Subsidiary Companies
Millions of Dollars 1994 1993 1992
------- ------- -------
Cash from Net Income $ 546 $ 530 $ 728
Operations Non-cash charges to income:
Depreciation, depletion and
amortization 1,005 918 877
Deferred income taxes 349 310 214
Write-down of discontinued
operations (Note 2) 404 -- --
Gain on property dispositions
and retirements (Note 4) (220) (35) (58)
Cumulative effect of changes
in accounting principles
(Note 3) -- 175 --
Other - Net (95) (70) (10)
Changes in current assets and
liabilities (22) (128) 101
Cash used for special charge (58) (137) (192)
------- ------- -------
Cash from operations 1,909 1,563 1,660
------- ------- -------
Investing Capital investments and
Activities exploratory expenditures (1,597) (1,574) (1,567)
Investments and acquisitions
(Note 4) (725) (75) (71)
Proceeds from sale of assets and
other investing activities
(Note 4) 361 96 291
------- ------- -------
Cash used for investing
activities (1,961) (1,553) (1,347)
------- ------- -------
Equity and Dividends paid (334) (309) (282)
Financing Debt repaid (Note 8) (338) (753) (677)
Activities Purchase of treasury stock
(Note 11) (1) (10) (5)
Financings 733 926 750
------- ------- -------
Cash used in equity and
financing activities 60 (146) (214)
------- ------- -------
Net Change in Cash and Temporary
Investments $ 8 $ (136) $ 99
======= ======= =======
Changes in Accounts receivable $ (55) $ (71) $ (68)
Current Assets Inventories (63) (8) (22)
and Liabilities Other current assets (379) (48) (31)
Accounts, wages and vacation
payable (2) (40) 138
Other current liabilities 477 39 84
------- ------- -------
Total $ (22) $ (128) $ 101
======= ======= =======
The accompanying accounting policies and notes to the
financial statements are an integral part of these
statements.
36
STATEMENT OF CHANGES IN COMMON STOCKHOLDERS' EQUITY
Union Pacific Corporation and Subsidiary Companies
Millions of Dollars 1994 1993 1992
------- ------- -------
Common Stock Common Stock, $2.50 par value
(authorized 500,000,000 shares)
Balance at beginning of year
(230,788,175 issued shares in
1994; 229,774,547 in 1993;
228,410,296 in 1992) $ 577 $ 574 $ 571
Conversions, exercises of stock
options and other (1,049,801
shares in 1994; 1,013,628 in
1993; 1,364,251 in 1992) 3 3 3
------- ------- -------
Balance at end of year (231,837,976
issued shares in 1994;
230,788,175 in 1993; 229,774,547
in 1992) 580 577 574
------- ------- -------
Paid-in Balance at beginning of year 1,383 1,339 1,288
Surplus Conversions, exercises of stock
options and other 45 44 51
------- ------- -------
Balance at end of year 1,428 1,383 1,339
------- ------- -------
Retained Balance at beginning of year 4,529 4,338 3,899
Earnings Net Income 546 530 728
------- ------- -------
Total 5,075 4,868 4,627
Cash dividends declared (341) (315) (289)
Exchangeable note conversion
(Note 8) -- (24) --
------- ------- -------
Balance at end of year (Note 8) 4,734 4,529 4,338
------- ------- -------
Treasury Stock Balance at end of year, at cost
(25,900,775 shares in 1994;
25,626,946 in 1993; 25,879,742
in 1992) (1,611) (1,604) (1,612)
------- ------- -------
Total Common Stockholders' Equity
(Note 11) $ 5,131 $ 4,885 $ 4,639
======= ======= =======
The accompanying accounting policies and notes to the
financial statements are an integral part of these
statements.
37
NOTES TO FINANCIAL STATEMENTS
SIGNIFICANT ACCOUNTING POLICIES
Principles of Consolidation
The consolidated financial statements include the accounts of Union Pacific
Corporation (the Corporation or Union Pacific) and all subsidiaries.
Investments in affiliated companies (20% to 50% owned) are accounted
for on the equity method. In addition, the Corporation consolidates its
proportionate share of oil, gas and mineral ventures. All material
intercompany transactions are eliminated.
Cash and Temporary Investments
Temporary investments are stated at cost that approximates fair market value,
and consist of investments with original maturities of three months or less.
Inventories
Inventories consist primarily of materials and supplies carried at the lower of
cost or market.
Exploration and Production
Oil and gas exploration costs are accounted for using the successful efforts
method.
Drilling costs of unsuccessful exploratory wells, geological and geophysical
costs and carrying costs are charged to expense when incurred. Costs to develop
producing properties, including drilling costs and applicable leasehold
acquisition costs, are capitalized.
Depletion and amortization of producing properties, including depreciation of
well and support equipment and amortization of related lease costs, are
determined by using a unit-of-production method based upon proved reserves.
Acquisition costs of unproved properties are amortized from the date of
acquisition on a composite basis, which considers past success experience and
average lease life.
Costs of future site restoration, dismantlement and abandonment are based on
internal engineering estimates. Such costs for offshore wells and production
platforms are accrued as part of depreciation, depletion and amortization
expense using the unit of production method. The balance of the accrual was
$11 million at December 31, 1993 and $9 million at December 31, 1994, and
is classified in other long-term liabilities. Onshore restoration,
dismantlement, and abandonment costs are accrued as part of depreciation,
depletion and amortization expense for tangible equipment, using the unit of
production method with no salvage value.
Property and Depreciation
Properties are carried at cost. Provisions for depreciation are computed
principally on the straight-line method based on estimated service lives of
depreciable property.
The cost (net of salvage) of depreciable rail property retired or replaced in
the ordinary course of business is charged to accumulated depreciation.
A gain or loss is recognized on all other property upon disposition.
Intangible Assets
Amortization of costs in excess of net assets of acquired businesses is
generally recorded over forty years on a straight-line basis. The
Corporation regularly assesses the recoverability of such costs through a
review of cash flows and fair values of those businesses.
Revenue Recognition
Transportation revenues are recognized on a percentage-of-completion basis,
while delivery costs are recognized as incurred (see Note 3).
Hedging Transactions
The Corporation periodically hedges hydrocarbon sales and purchases, interest
rates and foreign currency exchange risk. Gains and losses from these
transactions are recognized at delivery of the commodity or, with respect to
interest rates and foreign currency, over the life of the instrument (see Note
5).
Earnings Per Share
Earnings per share are based on the weighted average number of common shares
outstanding during the periods, plus shares issuable upon exercise of
outstanding stock options (see Note 11).
Change in Presentation
1992 and 1993 amounts have been restated to conform to the 1994 financial
presentation of USPCI, Inc. (USPCI) as a discontinued operation (see Note 2).
1. Business
Union Pacific consists of companies operating principally in the United States
engaged in rail transportation; oil, gas and minerals production; and trucking.
The following financial information is an integral part of these financial
statements:
Business Segments
Supplementary Information (unaudited)
Selected Quarterly Data;
Oil and Gas -- Proved Reserves;
Capitalized Exploration and Production Costs;
Costs Incurred in Exploration and Development;
Results of Operations for Producing Activities;
and Standardized Measure of Future Net Cash Flows
2. Sale of USPCI
In September 1994, Union Pacific's Board of Directors approved a formal plan to
dispose of its waste management business. As a result of this decision, the
Corporation recorded a $654 million ($425 million after-tax) loss on
discontinued operations in the third quarter of 1994 to write down
the Corporation's investment in USPCI's assets to estimated net realizable
value and to provide for estimated closing costs and certain retained
liabilities.
38
At year-end, the Corporation completed the sale of USPCI to Laidlaw Inc. for
$225 million in notes. These notes were collected in January 1995. As
a result of the sale, the Corporation adjusted its original loss provision in
the fourth quarter of 1994 by reducing the provision by $54 million
($21 million after tax). The sale of USPCI will not have a significant
impact on the Corporation's future operating results or financial
condition. Sales proceeds and cash tax benefits derived from the sale of
USPCI will be used for general corporate purposes, including the
reduction of outstanding debt levels.
Operating revenues of USPCI were $342 million in 1994, $236 million in 1993 and
$262 million in 1992. Capital expenditures at USPCI were $66 million in 1994,
$114 million in 1993 and $109 million in 1992.
3. Accounting Changes
The Corporation adopted the following accounting changes in January 1993:
In Millions, Except
Per Share Amounts
Income Revenue
OPEB Taxes Recognition Total
------- ------ ----------- -------
Railroad $ (171) $ 121 $ (22) $ (72)
Natural resources (44) (15) -- (59)
Trucking (47) (25) (7) (79)
Corporate services
and other
operations (9) 44 -- 35
------- ----- ------ ------
Consolidated $ (271) $ 125 $ (29) $ (175)
======= ===== ====== ======
Per share $(1.32) $0.61 $(0.14) $(0.85)
Other Postretirement Benefits (OPEB)
The Financial Accounting Standards Board (FASB) issued Statement No. 106,
"Employers' Accounting for Postretirement Benefits Other Than Pensions," which
requires that the cost of non-pension benefits for retirees be accrued during
their period of employment. The adoption of this Statement does not affect
future cash funding requirements for these benefits (see Note 10).
Income Taxes
The FASB issued Statement No. 109, "Accounting for Income Taxes," which requires
the balance-sheet approach of accounting for income taxes, whereby assets and
liabilities are recorded at the tax rates currently enacted. The Corporation's
future results may be affected by changes in the corporate income tax rate (see
Note 7).
Revenue Recognition
The Corporation changed its method of transportation revenue and expense
recognition from accruing both revenues and expenses at the inception of service
to the industry practice of allocating revenues between reporting periods based
on relative transit time, while recognizing expenses as incurred.
4. Acquisitions and Property Dispositions
AMAX Oil & Gas, Inc. (AMAX)
In March 1994, Union Pacific Resources Company (Resources) acquired AMAX from
Cyprus AMAX Minerals Company for a net purchase price of $725 million. AMAX's
operations primarily consist of natural gas producing, transportation and
processing properties in West Texas and Louisiana. These properties include
interests in 14 major fields, encompassing approximately 600,000 acres and 2,000
producing wells. Resources recorded 92 million barrels of oil equivalent of
proved reserves related to the AMAX acquisition.
Skyway Freight Systems, Inc. (Skyway)
In May 1993, the Corporation acquired all of the outstanding common stock of
Skyway for $65 million and the conversion of its initial $7 million preferred
stock investment. Skyway specializes in providing customized logistics and
transportation support for the time-definite and specialized freight markets.
Wilmington Sale
In March 1994, Resources sold its interest in the Wilmington, California oil
field's surface rights and hydrocarbon reserves, and its interest in the Harbor
Cogeneration Plant, to the City of Long Beach, California for $405 million in
cash and notes. The Wilmington sale resulted in a $184 million ($116 million
after-tax) gain--$159 million ($100 million after tax) at Resources and $25
million ($16 million after tax) at Union Pacific Railroad Company, the latter
related to land and trackage rights. Wilmington hydrocarbon reserves
represented approximately 3% of Resources' year-end 1993 proved reserves
and the sale of the Wilmington properties will not significantly affect
Resources' ongoing operating results.
As part of the Wilmington sales agreement, Resources has agreed to
participate with the Port of Long Beach in funding environmental remediation
and site preparation, as specified by the Port of Long Beach, up to a
maximum of $112 million in total. As a result, the determination of the gain
on the sale of the Wilmington properties included provisions of $57 million
($50.5 million remaining at December 31, 1994) for future environmental costs
and $55.0 million ($53.7 million remaining at December 31, 1994) for future
site preparation costs categorized as Other Long-Term Liabilities. The
majority of cash outlays for these liabilities is expected to occur over
the next five years.
5. Financial Instruments
Hedging
The Corporation uses derivative financial instruments to protect against
unfavorable hydrocarbon price movements, interest rate movements and foreign
currency exchange risk. While the use of these hedging arrangements limits the
downside risk of adverse price and rate movements, it may also limit future
gains from favorable movements. All hedging is accomplished pursuant to
exchange-traded contracts or master swap agreements based on standard forms.
Union Pacific does not hold or issue financial
39
instruments for trading purposes. The Corporation addresses market risk by
selecting instruments whose value fluctuations correlate strongly with the
underlying item or risk being hedged. Credit risk related to hedging activities,
which is minimal, is managed by requiring minimum credit standards for
counterparties, periodic settlements and/or mark-to-market evaluations. The
largest credit risk associated with any of the Corporation's counterparties was
$25 million at December 31, 1994. The Corporation has not been required to
provide, nor has it received any significant amount of collateral relating to
its hedging activity.
Unrecognized mark-to-market gains or losses approximate the fair market value of
the related derivative position at December 31, 1994 and were determined based
upon current market value, as quoted by recognized dealers, assuming a round lot
transaction and using a mid-market convention without regard to market
liquidity.
Hydrocarbons: Resources uses exchange-traded futures contracts, swaps and
forward contracts to fix selling prices or margins on hydrocarbon volumes. At
December 31, 1994, Resources had entered into futures contracts and price swaps
for 1995 natural gas sales volumes of 200 mmcf/day at $1.91/mcf, approximately
23% of its 1995 natural gas production. Resources had also entered into long-
term fixed price sales agreements for 98 bcf of natural gas at an average price
of $2.89/mcf covering the period 1995 thru 2008, comprising average annual sales
of 7 bcf, less than 4% of its expected annual production. In addition,
Resources' marketing subsidiary uses swaps, futures and forward contracts to
lock-in margins on purchase and sales commitments of natural gas, which
generally mature over the next five years. At December 31, 1994, positions
consisted of forwards sales of 89.9 bcf (mark-to-market gain of $32.4 million),
futures contracts for 14.0 bcf (mark-to-market loss of $1.0 million) and
price swaps for 104.8 bcf (mark-to-market loss of $14.6 million). The net
mark-to-market gain locked in on these agreements at December 31, 1994
was $16.8 million, which is included in Resources' overall mark-to-market
gain of $43 million relating to all of its hedging arrangements.
Fuel purchase hedging fixes diesel fuel prices using price swaps in which Union
Pacific Railroad Company and its affiliate Missouri Pacific Railroad Company
(collectively the Railroad) and Overnite Transportation Company (Overnite) pay
fixed prices in exchange for market prices for equivalent notional amounts of
fuel. At December 31, 1994, the Railroad had no hedging agreements in place,
while Overnite had hedged virtually all of its first quarter 1995 fuel
consumption (17 million gallons at $0.48 per gallon). At December 31, 1994,
Overnite had an unrecognized mark-to-market gain of $300,000 relating to these
arrangements.
Interest Rates and Foreign Currency: The Corporation uses interest rate swaps
to manage its exposure to increasing interest rates and uses cross-currency
swaps to eliminate foreign exchange rate risk in connection with debt
denominated in foriegn currency. At December 31, 1994, UPC has outstanding
interest rate swaps on $230 million of notional principal amount of debt.
The interest rates paid on these instruments range from 4.3% to 9.6%, while
interest received ranges from 4.3% to 7.6% with spreads no greater than 2.3%.
These contracts mature over the next one to nine years. There are unrecognized
mark-to-market losses of $12 million associated with these swaps. In
addition, the Corporation has currency swaps in place to cover $58 million of
notional principal amount of debt denominated in yen. This debt, which was
entered into because of favorable interest rates being offered by certain
financial institutions, matures over the next one to five years. There are
mark-to-market gains of $24 million associated with these swaps.
Hedging of foreign currency transactions offsets actual foreign
currency losses. Had the Corporation not hedged its foreign currency
obligations, other income would have been $8 million and $7 million
lower in 1994 and 1993, respectively, and would not have been
affected in 1992. Interest rate hedging activity increased interest expense
by $8 million in each of 1994, 1993 and 1992, raising the weighted average
borrowing rate by no more than 0.2 of 1% in any year during the period.
Fair Value of Financial Instruments
The fair market value of the Corporation's long and short-term debt has been
estimated using quoted market prices or current borrowing rates. At
December 31, 1994, the carrying value of total debt exceeded the fair market
value by approximately 5%. The carrying value of all other financial
instruments approximates fair market value.
Off-Balance-Sheet Risk
Union Pacific Railroad Company has sold, on a revolving basis, an undivided
percentage ownership interest in a designated pool of accounts receivable.
Collection risk on the pool of receivables is minimal. At December 31,
1994 and 1993, accounts receivable are presented net of the $300 million of
receivables sold.
6. Properties
Major property accounts are as follows:
Millions of Dollars 1994 1993
------- -------
Railroad:
Road and other $ 8,428 $ 7,935
Equipment 4,658 4,575
------- -------
Total Railroad 13,086 12,510
Natural resources 4,965 4,144
Trucking 704 621
Other 130 121
------- -------
Total $18,885 $17,396
======= =======
Accumulated depreciation, depletion and amortization are as follows:
Millions of Dollars 1994 1993
------ ------
Railroad:
Road and other $2,131 $1,990
Equipment 1,881 1,769
------ ------
Total Railroad 4,012 3,759
Natural resources 2,365 2,364
Trucking 200 165
Other 37 30
------ ------
Total $6,614 $6,318
====== ======
40
7. Income Taxes
Components of income tax expense including discontinued operations are as
follows:
Millions of Dollars 1994 1993
---- ----
Current:
Federal $(81) $118
State 30 12
---- ----
Total current (51) 130
---- ----
Deferred:
Federal 314 304
State 2 16
---- ----
Total deferred 316 320
---- ----
Total $265 $450
==== ====
In August 1993, President Clinton signed the Omnibus Budget Reconciliation Act
(the 1993 Tax Act) into law raising the Federal corporate income tax rate to 35%
from 34%, retroactive to January 1, 1993. As a result, 1993 income tax expense
increased by $74 million: $62 million for the one-time, non-cash recognition of
deferred income taxes related to prior periods and $12 million of incremental
current year Federal income tax expense.
The 1992 components of tax expense, which have not been restated to reflect the
accounting change (see Note 3), were $155 million for current Federal income tax
expense and $215 million for deferred Federal income tax expense.
Deferred tax liabilities (assets) are comprised of the following:
Millions of Dollars 1994 1993
------ ------
Net current deferred tax
(asset) liability $ 66 $ (117)
------ ------
Excess tax over book depreciation 2,705 2,457
Exploration costs 343 286
State taxes - Net 223 221
Other liabilities (150) (195)
Postretirement benefits (140) (152)
Alternative minimum tax (135) (178)
Other 10 239
------ ------
Net long-term deferred tax liability 2,856 2,678
------ ------
Net deferred tax liability $2,922 $2,561
====== ======
A reconciliation between statutory and effective tax rates of continuing
operations is as follows:
1994 1993 1992
---- ---- ----
Statutory tax rate 35.0% 35.0% 34.0%
Cumulative effect of Federal
rate increase -- 5.3 --
State taxes - Net 1.5 1.6 --
Goodwill amortization 0.8 0.8 2.7
Section 29 credits (3.7) (1.2) (1.8)
Dividend exclusion (1.1) (1.6) (0.9)
Other (0.1) (1.0) (0.3)
---- ---- ----
Effective tax rate 32.4% 38.9% 33.7%
==== ==== ====
All material IRS deficiencies prior to 1978 have been settled. The Corporation
is contesting deficiencies in the Tax Court for 1978 and 1979. The Corporation
has reached a partial settlement with the Appeals Office of the IRS for 1980
through 1983; the remaining issues will be resolved as part of the Tax Court
case for 1978 and 1979, as well as the refund claim filed for 1983. The
Corporation is negotiating with the Appeals Office concerning 1984 through
1986. The IRS is examining the Corporation's returns for 1987 through 1989.
The Corporation believes it has adequately provided for Federal and state
income taxes.
Net payments of income taxes were $119 million in 1994, $142 million in 1993 and
$168 million in 1992.
8. Debt
Total debt is summarized below:
Millions of Dollars 1994 1993
------ ------
Notes and Debentures, 4.75% to 10.08%
due through 2054 $2,634 $2,225
Equipment obligations, 6.12% to 15.50%
due through 2012 748 732
Commercial paper, average of 6.12%
in 1994 and 3.35% in 1993 767 868
Mortgage bonds, 4.25% to 5.00%
due through 2030 178 178
Tax-exempt financings, 3.75% to 9.60%
due through 2026 206 206
Capitalized leases 207 156
Unamortized discount (180) (182)
------ ------
Total debt 4,560 4,183
Less current portion (470) (115)
------ ------
Total long-term debt $4,090 $4,068
====== ======
Debt maturities for each year, 1996 through 1999, are $269 million,
$108 million, $457 million and $1 billion, respectively. Interest payments
approximate gross interest expense.
Approximately 54% of all rail equipment and other railroad properties secures
outstanding equipment obligations and mortgage bonds.
Certain tax-exempt financings had variable interest rates from 3.75% to 4.85% at
December 31, 1994, and from 2.41% to 3.10% at December 31, 1993.
The Corporation has $1.86 billion of available credit facilities for general
corporate purposes with various banks. These facilities consist of revolving
credit facilities of $1 billion that expire in 1995 and $800 million that expire
in 1999, and $60 million of other short-term facilities. Commitment fees and
interest rates payable under these facilities are similar to fees and rates
available to the most creditworthy corporate borrowers.
41
To the extent the Corporation has long-term credit facilities available, a
portion of commercial paper borrowings and tax-exempt financings, which are due
within one year, have been classified as long-term debt. This classification
reflects the Corporation's intent to refinance these short-term borrowings on a
long-term basis through the issuance of additional commercial paper and/or new
long-term financings, or by using the currently available credit facilities if
alternative financing is not available.
The Corporation is subject to certain restrictions related to the payment of
cash dividends. The amount of retained earnings available for dividends
under the most restrictive test was $2.7 billion at December 31, 1994.
In February 1993, the remaining $25 million of the 7.50% Exchangeable Guaranteed
Notes due 2003, which were issued in conjunction with the acquisition of the
Missouri-Kansas-Texas Railroad, were exchanged for approximately 774,000 shares
of the Corporation's common stock. These common shares were held in treasury
prior to the exchange.
9. Leases
The Corporation leases certain locomotives, freight cars, trailers, production
platforms and other property. Future minimum lease payments for capital and
operating leases with initial or remaining non-cancelable lease terms in excess
of one year as of December 31, 1994, are as follows:
Operating Capital
Millions of Dollars Leases Leases
--------- -------
1995 $131 $ 35
1996 78 35
1997 67 33
1998 61 30
1999 42 29
Later years 247 208
---- ----
Total minimum payments $626 370
====
Amount representing interest (163)
----
Present value of minimum lease
payments $207
====
Rent expense for operating leases with terms exceeding one month was
$119 million in 1994, $113 million in 1993 and $105 million in 1992.
Contingent rentals and sub-rentals are not significant.
10. Retirement Plans
The Corporation and certain of its subsidiaries provide pension and
postretirement health care and life insurance benefits to all eligible retirees.
Pension Benefits
Pension plan benefits are based on years of service and compensation during the
last years of employment. Contributions to the plans are calculated based on
the Projected Unit Credit actuarial funding method and are not less than the
minimum funding standards set forth in the Employee Retirement Income
Security Act of 1974, as amended. In addition, Railroad employees are covered
by the Railroad Retirement System. Contributions made to the System are
expensed as incurred and amounted to approximately $200 million annually over
the past three years. Since 1989, the Corporation has settled a portion of the
non-qualified unfunded supplemental plans' accumulated benefit obligation by
purchasing annuities.
Pension cost includes the following components:
Millions of Dollars 1994 1993 1992
---- ---- ----
Service cost - Benefits
earned during the period $ 36 $ 30 $ 30
Interest on projected
benefit obligation 87 87 84
Return on assets:
Actual (gain) loss 12 (140) (57)
Deferred gain (loss) (99) 60 (19)
Net amortization costs 11 9 11
---- ---- ----
Charge to operations $ 47 $ 46 $ 49
==== ==== ====
The projected benefit obligation was determined using a discount rate of 8.0% in
1994 and 7.0% in 1993. The estimated rate of salary increase approximated 6.0%
in 1994 and 5.0% in 1993. The expected long-term rate of return on plan assets
was 8.0% in both years. The change in assumptions will not significantly affect
1995 pension cost. As of year-end 1994 and 1993, approximately 32% and 34%,
respectively, of the funded plans' assets were held in fixed-income and short-
term securities, with the remainder primarily in equity securities.
42
The funded status of the plans is as follows:
Assets Accumulated
Exceed Benefits
Accumulated Exceed
Millions of Dollars Benefits Assets (a)
--------------- ---------------
1994 1993 1994 1993
------ ------ ------ ------
Plan assets at fair value $1,115 $1,180 $ -- $ --
------ ------ ------ ------
Actuarial present value
of benefit obligations:
Vested benefits 867 922 33 39
Non-vested benefits 45 54 2 1
------ ------ ------ ------
Accumulated benefit
obligation 912 976 35 40
Additional benefits
based on estimated
future salaries 233 201 32 26
------ ------ ------ ------
Projected benefit obligation 1,145 1,177 67 66
------ ------ ------ ------
Plan assets (over) under
projected benefit
obligation 30 (3) 67 66
Unamortized net transition
asset (obligation) 35 39 (26) (33)
Unrecognized prior service
cost (44) (46) (36) (39)
Unrecognized net gain (loss) 146 168 (32) (30)
Minimum liability -- -- 62 76
------ ------ ------ ------
Pension liability $ 167 $ 158 $ 35 $ 40
====== ====== ====== ======
(a) Represents the Corporation's non-qualified unfunded supplemental plans.
Other Postretirement Benefits
In January 1993, the Corporation adopted the provisions of SFAS No. 106,
"Employers' Accounting for Postretirement Benefits Other Than Pensions" (see
Note 3). The Corporation does not currently pre-fund health care and life
insurance benefit costs. Cash payments for these benefits were $15 million in
1994 and $16 million in 1993.
Railroad agreement employees' health care and life insurance benefits are
covered by a separate multiemployer plan and therefore are not subject to the
provisions of this Statement.
Components of the postretirement health care and life insurance benefit expense
are as follows:
Millions of Dollars 1994 1993
---- ----
Service cost - Benefits
earned during the period $ 8 $ 7
Interest costs on accumulated
benefit obligation 22 21
Net amortization costs (12) --
--- ---
Charge to operations $18 $28
=== ===
The liability for postretirement benefit plans is as follows:
Millions of Dollars 1994 1993
---- ----
Accumulated postretirement benefit
obligation (APBO):
Retirees $213 $201
Fully eligible active employees 20 21
Other active employees 88 99
---- ----
Total APBO 321 321
Unrecognized prior service gain 66 76
Unrecognized net gain 53 40
---- ----
Postretirement benefits liability $440 $437
==== ====
The APBO was determined using a discount rate of 8.0% in 1994 and 7.0% in 1993.
The health care cost trend rate is assumed to gradually decrease from 12.4% for
1995 to 5.8% for 2009 and all future years. If the assumed health care cost
trend rate increases by one percentage point in each subsequent year, the
aggregate of the service and interest cost components of annual postretirement
benefit expense would increase by $4 million and the APBO would rise by $33
million.
11. Stock Option Plans, Retention Stock Plans and Other Capital Stock
Pursuant to the Corporation's stock option, retention and restricted stock plans
for directors, officers and key employees, 9,747,370, 14,469,250 and 4,095,900
common shares or options for common shares were available for grant at December
31, 1994, 1993 and 1992, respectively.
Options under the plans are granted at 100% of market value at the date of grant
and are exercisable for a period of ten years from the grant date. While
options become exercisable no earlier than one year after grant, in 1994 a
multiyear grant was made covering normal annual grants for three years,
becoming exercisable over a three-year period, provided designated target
Union Pacific common stock prices are met, or becoming fully exercisable in
any event after nine years. The plans also provide for granting of options
containing stock appreciation rights (SARs) features; however, all outstanding
SARs were voluntarily surrendered during 1994.
Changes in common stock options and SARs outstanding are as follows:
Shares Price Range
Under Option Per Share
------------ ------------------
Balance Dec. 31, 1991 4,406,720 $19.04 to $49.13
Granted 1,322,250 54.13
Exercised (1,511,920) 19.04 to 46.66
Expired/Surrendered (61,100) 46.66 to 54.13
------------ ------------------
Balance Dec. 31, 1992 4,155,950 20.04 to 54.13
Granted 1,352,850 63.75
Exercised (792,890) 20.04 to 54.13
Expired/Surrendered (19,450) 28.32 to 54.13
------------ -----------------
Balance Dec. 31, 1993 4,696,460 20.04 to 63.75
Granted 3,990,200 47.00
Exercised (205,000) 20.04 to 54.13
Expired/Surrendered (31,550) 46.66 to 63.75
------------ -----------------
Balance Dec. 31, 1994 8,450,110 23.07 to 63.75
============ =================
Exercisable Dec. 31
1992 2,833,700 $20.04 to $49.13
1993 3,343,610 20.04 to 54.13
1994 4,459,910 23.07 to 63.75
43
The plans also provide for awarding restricted shares of common stock to
eligible employees, generally subject to forfeiture if employment terminates
during the prescribed restricted period. In addition, a multiyear award
was made in 1994 covering a performance period through 1998, with vesting
dependent upon the achievement of certain Union Pacific stock price targets.
During 1994, 1993 and 1992, 755,230, 208,700 and 131,450 retention and
restricted shares, respectively, were issued.
The Corporation has announced programs to repurchase up to $1.2 billion of its
common shares. Since 1984, 15 million shares have been repurchased at a cost of
$841 million.
12. Commitments and Contingencies
There are various lawsuits pending against the Corporation and certain of its
subsidiaries. The Corporation is also subject to Federal, state and local
environmental laws and regulations, and is currently participating in the
investigation and remediation of numerous sites. Where the remediation costs
can be reasonably determined, and where such remediation is probable, the
Corporation has recorded a liability. At December 31, 1994, the Corporation
had accrued $243 million for estimated future environmental costs and
believes it is reasonably possible that actual environmental costs could be
lower than the recorded reserve or as much as 25% higher. The recorded
liability includes $105 million related to properties previously sold,
including $50.5 million for the obligation to participate in the
environmental remediation of the Wilmington properties. The Corporation
has also entered into commitments and provided guarantees for specific
financial and contractual obligations of its subsidiaries and affiliates.
The Corporation does not expect that the lawsuits, environmental costs,
commitments or guarantees will have a material adverse effect on its
consolidated financial position or its results of operations.
13. Other Income - Net
Other Income - Net includes the following:
Millions of Dollars 1994 1993 1992
---- ---- ----
Rental income $ 32 $ 33 $ 38
Net gain on property dispositions
(Note 4) 216 18 36
Interest on tax settlements -- -- 55
Interest and other - Net 11 38 17
---- ---- ----
Total $259 $ 89 $146
==== ==== ====
SUPPLEMENTARY INFORMATION (unaudited)
Selected Quarterly Data
Selected unaudited quarterly data are as follows:
Millions of Dollars
Except Per Share Amounts Mar. 31 Jun. 30 Sep. 30 Dec. 31
------- ------- ------- -------
1994
Operating revenues $1,860 $1,988 $1,958 $1,992
Operating income 345 421 428 401
Income from continuing
operations 285(a) 228 210 235
Net income (loss) 283(a) 220 (213)(b) 256(c)
Per share:
Continuing operations 1.39(a) 1.11 1.02 1.14
Net income (loss) 1.38(a) 1.07 (1.04)(b) 1.25(c)
Dividends 0.40 0.40 0.43 0.43
Common stock price:
High 67.13 59.75 60.13 53.75
Low 55.50 55.38 52.75 44.50
1993
Operating revenues $1,777 $1,796 $1,839 $1,913
Operating income 345 389 344 416
Income from continuing
operations 167 204 108(e) 235
Net income (loss) (11)(d) 198 108(e) 235
Per share:
Continuing operations 0.81 0.99 0.53(e) 1.14
Net income (loss) (0.06)(d) 0.96 0.53(e) 1.14
Dividends 0.37 0.37 0.40 0.40
Common stock price:
High 62.38 65.38 67.00 64.88
Low 56.88 58.75 58.38 57.88
(a) Included a one-time $116 million ($0.56 per share) after-tax gain resulting
from the sale of the Corporation's oil and gas properties in Wilmington,
California.
(b) Included an after-tax loss from discontinued operations of $423 million
($2.06 per share), reflecting a write-down of USPCI's assets to estimated
net realizable value and a provision for costs associated with the
disposition of USPCI.
(c) Included a $21 million after-tax ($0.11 per share) reduction in the
Corporation's original USPCI loss provision to reflect the sale of USPCI to
Laidlaw Inc.
(d) Included a $175 million ($0.86 per share) after-tax charge for changes in
accounting principles.
(e) Included a $62 million ($0.30 per share) increase in income tax expense
resulting from the deferred tax effect of the 1993 Tax Act.
44
Stockholders and Dividends
The common stock of the Corporation is traded on various stock exchanges,
principally the New York Stock Exchange. At January 31, 1995, there were
205,911,244 shares of outstanding common stock and approximately 62,500 common
stockholders. At that date, the closing price of the common stock on the New
York Stock Exchange was $50.25.
Cash dividends declared on common stock by the Corporation were $1.66 per share
in 1994 and $1.54 per share in 1993. Union Pacific has paid dividends to its
common stockholders during each of the past 95 years. See Note 8 to the
Financial Statements for a discussion regarding restrictions relating to the
payment of cash dividends.
Rail Transportation
Commodities
Revenue ton-miles (RTM) and commodity revenue (CR) for major commodities by
percent and in total are as follows:
1994 1993 1992
Percent of Total RTM CR RTM CR RTM CR
----- ---- ----- ---- ----- ----
Automotive 3.8% 11.3% 4.0% 11.3% 3.7% 10.7%
Chemicals 14.6 21.1 14.0 20.9 14.8 21.6
Energy 35.9 18.9 34.3 18.3 31.2 17.6
Food, consumer
and government 5.7 6.6 5.8 6.6 6.3 7.1
Grains and grain
products 14.3 11.7 16.1 12.9 17.3 13.5
Intermodal 12.5 15.6 12.0 14.3 12.1 13.2
Metals, minerals
and forest 13.2 14.8 13.8 15.7 14.6 16.3
----- ---- ----- ---- ----- ----
Total(%) 100% 100% 100% 100% 100% 100%
===== ==== ===== ==== ===== ====
Total (Billions) 235.8 $5.2 220.7 $4.9 209.1 $4.8
===== ==== ===== ==== ===== ====
Equipment
Owned or leased at year-end 1994 1993 1992
----- ----- -----
Locomotives 3,132 3,142 3,074
Freight cars:
Covered hoppers 24,009 23,399 22,656
Box cars 15,670 15,826 16,573
Open-top hoppers 11,256 10,885 11,064
Gondolas 9,678 9,969 10,438
Other 7,698 8,013 8,408
Work equipment 4,529 4,704 4,922
Acquired during the year:
Locomotives 49 74 74
Freight cars 1,784 1,394 646
Average age of equipment (years):
Locomotives 13.0 12.2 11.8
Freight cars 20.2 19.8 19.3
Bad order ratio - Freight cars 6.4% 7.9% 8.2%
Expenditures
Millions of Dollars 1994 1993 1992
---- ---- ----
Capital Expenditures:
Roadway and other $586 $591 $504
Equipment 183 214 263
---- ---- ----
Total $769 $805 $767
==== ==== ====
Maintenance Expenditures:
Roadway $258 $247 $273
Equipment 500 490 485
---- ---- ----
Total $758 $737 $758
==== ==== ====
Track
Miles 1994 1993 1992
------ ------ ------
Main line 13,836 13,972 14,032
Branch line 3,663 3,863 4,988
Yards, siding and other
main line 12,279 12,480 12,717
------ ------ ------
Total 29,778 30,315 31,737
====== ====== ======
Track miles of continuous
welded rail (at year-end) 13,988 13,735 13,528
Track miles under centralized
traffic-control (at year-end) 8,900 8,861 8,847
Track miles of rail replaced:
New 278 280 373
Used 252 254 267
Track miles re-ballasted 2,442 2,510 3,296
Ties replaced (thousands) 1,623 2,017 1,946
Freight Operations
1994 1993 1992
------ ------ ------
Operating ratio 77.9 79.1 79.0
Carloadings (thousands) 4,991 4,619 4,458
Average commodity revenue per
carloading $1,045 $1,055 $1,081
Average price of diesel
fuel (cents per gallon) 58.7 62.8 63.9
Trucking
Freight Operations
1994 1993 1992
----- ----- -----
Shipments (thousands):
Less-than-truckload 8,535 8,146 7,603
Truckload 58 60 67
----- ----- -----
Total 8,593 8,206 7,670
===== ===== =====
Tonnage (thousands):
Less-than-truckload 4,557 4,277 3,994
Truckload 667 733 837
----- ----- -----
Total 5,224 5,010 4,831
===== ===== =====
Revenue per hundredweight $9.82 $9.28 $9.03
Operating ratio 91.3 90.2 90.9
45
Equipment and Terminals
Owned or leased at year-end 1994 1993 1992
------ ------ ------
Tractors 5,364 5,254 5,311
Trailers 18,858 17,105 16,123
Straight trucks 87 93 101
Automobiles and service units 214 237 385
Service centers 173 166 160
Average age of equipment (years):
Tractors 6.5 6.8 7.2
Trailers 7.0 8.0 8.7
Capital Expenditures
Millions of Dollars 1994 1993 1992
---- ---- ----
Revenue equipment $ 58 $ 40 $ 48
Other 35 40 24
---- ---- ----
Total $ 93 $ 80 $ 72
==== ==== ====
Natural Resources
Oil and Gas -- Proved Reserves
Proved reserves of crude oil, which include condensate and natural gas liquids,
are as follows:
Millions of Barrels 1994 1993 1992
----- ----- -----
Beginning of year 156.9 156.6 161.4
Revisions of previous estimates (1.7) 5.5 7.1
Improved recovery -- 1.3 --
Extensions, discoveries and
other additions 29.1 20.8 27.2
Purchases (sales) of
reserves-in-place 1.1 4.6 (7.3)
Production (30.7) (31.9) (31.8)
----- ----- -----
End of year 154.7 156.9 156.6
===== ===== =====
Proved developed reserves 151.1 153.8 148.5
----- ----- -----
The table above includes the following amounts with respect to natural gas
liquids:
Millions of Barrels 1994 1993 1992
---- ---- ----
Production (8.5) (7.7) (7.5)
Reserves, end of year 83.8 74.3 67.8
Proved natural gas reserves are as follows:
Billions of Cubic Feet 1994 1993 1992
------- ------- -------
Beginning of year 1,731.2 1,709.2 1,655.5
Revisions of previous
estimates (33.1) (35.6) 37.2
Extensions, discoveries
and other additions 360.3 237.0 427.1
Purchases (sales) of
reserves-in-place 349.4 46.6 (199.6)
Production (281.8) (226.0) (211.0)
------- ------- -------
End of year 2,126.0 1,731.2 1,709.2
======= ======= =======
Proved developed reserves 2,054.4 1,643.5 1,610.8
------- ------- -------
Reserve estimates for 1994 include the effects of the AMAX Oil & Gas, Inc.
acquisition and the sale of Wilmington, California properties (see Note 4 to the
Financial Statements). Over 90% of proved reserves are in the United States.
At December 31, 1991, proved developed reserves of oil and gas were 135.4
million barrels and 1,512.9 billion cubic feet, respectively.
Drilling and Production Activities
Drilling 1994 1993 1992
---- ---- ----
Gross wells 677 529 483
Gross productive wells 644 491 435
Net wells:
Exploration 24 20 33
Development 373 303 291
Net productive wells:
Exploration 16 10 13
Development 365 295 285
At December 31, 1994, 134 gross wells and 45 net wells were in process of being
drilled.
Sales Price and Cost (a) 1994 1993 1992
------ ------ ------
Crude oil sales price $14.34 $15.66 $17.22
Natural gas liquids sales
price 9.18 9.84 10.67
Gas sales price 1.82 1.82 1.52
Lifting cost (b) 3.57 4.12 4.12
(a) Average per bbl or mcf, except lifting cost which is per barrel oil
equivalent converted at 6:1.
(b) Lifting cost per unit includes 9.8 million, 6.9 million and 5.8 million
barrels of natural gas liquids earned through plant ownership in 1994,
1993 and 1992, respectively.
Production (per day) 1994 1993 1992
---- ---- ----
Net crude oil (thousand bbl) 63.1 66.5 66.5
Net natural gas liquids
(thousand bbl) 23.2 21.0 20.6
Net natural gas (mmcf) 772.0 619.0 576.0
Natural gas processed (mmcf) 1,122.4 949.4 935.1
Acreage and Wells
Oil and gas acreage is as follows:
Thousands of Acres 1994 1993
----- -----
Gross developed 1,811 1,569
Net developed 847 833
Gross undeveloped 4,252 17,588
Net undeveloped 3,083 15,733
The table excludes 7.1 million gross acres and 6.4 million net acres, which were
acquired through 19th century Congressional Land Grant Acts. Substantial
portions of this acreage are considered prospective for oil and gas.
46
Productive oil and gas wells at December 31, 1994, are as follows:
Wells Oil Gas
----- -----
Gross (a) 3,565 4,109
Net 1,272 2,513
(a) Approximately 785 are multiple completions, 449 of which are gas wells.
Capitalized Exploration and Production Costs
Millions of Dollars 1994 1993 1992
------ ------ ------
Proved properties $ 786 $ 386 $ 402
Unproved properties 146 151 134
Wells, related equipment and
facilities 3,448 3,110 2,791
Uncompleted wells, equipment
and facilities 172 197 200
------ ------ ------
Gross capitalized costs 4,552 3,844 3,527
------ ------ ------
Accumulated depreciation,
depletion, amortization
and valuation provisions (2,218) (2,208) (1,983)
------ ------ ------
Net capitalized costs $2,334 $1,636 $1,544
====== ====== ======
Costs Incurred in Exploration and Development
Costs incurred in oil and gas property acquisitions, and exploration and
development activities are as follows:
Millions of Dollars 1994 1993 1992
---- ---- ----
Costs incurred: (a)
Proved acreage $441 $ 27 $ 3
Unproved acreage 35 57 31
Exploration costs 104 88 89
Development costs 746 400 485
(a) Costs incurred include capitalized costs.
Results of Operations for Producing Activities
Millions of Dollars 1994 1993 1992
------ ------ ------
Revenues - Third parties $1,059 $1,044 $ 957
------ ------ ------
Production costs (315) (315) (300)
Exploration expenses (73) (76) (89)
Depreciation, depletion and
amortization (447) (400) (409)
------ ------ ------
Total costs (835) (791) (798)
------ ------ ------
Pre-tax results 224 253 159
Income taxes (80) (83) (58)
------ ------ ------
Results of operations $ 144 $ 170 $ 101
====== ====== ======
Pipeline results, overhead expenses and interest costs have been excluded in
computing these results of operations.
Standardized Measure of Discounted Future Net Cash Flows Relating to
Proved Oil and Gas Reserves
Millions of Dollars 1994 1993 1992
------ ------ ------
Future cash inflows from
sale of oil and gas $5,023 $4,540 $5,256
Future production and
development costs (1,791) (1,631) (1,451)
Future income taxes (722) (859) (1,156)
------ ------ ------
Future net cash flows 2,510 2,050 2,649
10% annual discount (851) (761) (1,097)
------ ------ ------
Standardized measure of
discounted future net
cash flows $1,659 $1,289 $1,552
====== ====== ======
An analysis of changes in standardized measure of discounted future net cash
flows follows:
Millions of Dollars 1994 1993 1992
------ ------ ------
Beginning of year $1,289 $1,552 $1,504
Changes due to current
year operations:
Additions and discoveries
less related production
and other costs 571 441 721
Sales of oil and gas - Net
of production costs (744) (733) (657)
Development costs 745 400 485
Purchases (sales) of
reserves-in-place 235 28 (228)
Changes due to revisions in:
Price (10) (516) (4)
Development costs (812) (358) (414)
Quantity estimates (80) (5) 103
Income taxes 224 143 (101)
Other 67 123 (56)
Discount accretion 174 214 199
------ ------ ------
End of year $1,659 $1,289 $1,552
====== ====== ======
Future oil and gas sales, and production and development costs have been
estimated using prices and costs in effect as of each year-end. Future net
revenues were discounted to present value at 10%, a uniform rate set by the
FASB. Income taxes represent the tax effect (at statutory rates) of the
difference between the standardized measure values and tax bases of the
underlying properties at the end of the year.
Changes in the supplies and demand for oil and natural gas, inflation, timing of
production, reserve revisions and other factors make these estimates inherently
imprecise and subject to substantial revision. As a result, these measures are
not the Corporation's estimate of future cash flows nor do these measures serve
as an estimate of current market value.
47
TEN-YEAR FINANCIAL SUMMARY(a/b)
Union Pacific Corporation and Subsidiary Companies
Millions of Dollars, Except Per Share Amounts, Ratios and Employee Statistics
1994 1993(c) 1992 1991(d) 1990
---- ------- ---- ------- ----
Operating Revenues $ 7,798 7,325 7,032 6,778 6,735
Operating Income (Loss) 1,595 1,494 1,397 480 1,309
Income (Loss) from
Continuing Operations 958 714 728 84 614
Net Income (Loss) 546 530 728 64 618
Per Share:
Continuing Operations 4.66 3.47 3.57 0.41 3.06
Net Income (Loss) 2.66 2.58 3.57 0.31 3.08
Dividends $ 1.66 1.54 1.42 1.31 1.18
At Year-End
Total Assets $ 15,942 14,895 14,001 13,226 13,008
Total Debt 4,560 4,183 4,098 4,049 4,083
Common Stockholders'
Equity 5,131 4,885 4,639 4,163 4,277
Equity Per Common Share $ 24.92 23.81 22.75 20.52 21.63
For the Year
Capital Investments (e) $ 1,597 1,574 1,567 1,231 1,206
Total Salaries, Wages and
Employee Benefits (f) $ 2,863 2,786 2,778 2,635 2,634
Average Number of
Employees 46,900 45,500 44,400 45,500 47,000
Revenues Per Employee $166,300 161,000 158,500 148,900 143,200
Financial Ratios (%)
Debt to Total
Capital Employed 36.3 35.6 36.8 39.1 38.5
Return on Average Common
Stockholders' Equity 10.9 11.1 16.5 1.5 15.1
1989 1988 1987 1986(d) 1985
---- ---- ---- ------- ----
Operating Revenues $ 6,246 5,951 5,351 4,773 5,078
Operating Income (Loss) 1,240 1,197 991 (364) 825
Income (Loss) from
Continuing Operations 598 561 495 (270) 464
Net Income (Loss) 595 644 583 (460) 501
Per Share:
Continuing Operations 2.83 2.46 2.16 (1.40) 1.94
Net Income (Loss) 2.81 2.83 2.55 (2.28) 2.09
Dividends $ 1.12 1.05 1.00 0.93 0.90
At Year-End
Total Assets $ 12,421 12,182 10,919 10,863 10,710
Total Debt 4,034 3,353 2,885 3,061 2,192
Common Stockholders'
Equity 3,911 4,482 3,761 3,408 4,356
Equity Per Common Share $ 19.50 19.85 17.90 16.23 19.84
For the Year
Capital Investments (e) $ 1,174 1,240 748 738 1,067
Total Salaries, Wages and
Employee Benefits (f) $ 2,552 2,436 2,284 1,978 2,188
Average Number of
Employees 47,100 46,300 46,600 39,500 44,400
Revenues Per Employee $134,800 128,500 114,900 120,900 114,300
Financial Ratios (%)
Debt to Total
Capital Employed 40.3 34.4 32.7 36.1 24.7
Return on Average Common
Stockholders' Equity 14.2 13.4 12.9 -- 10.1
(a) 1994 results include a net after-tax loss from discontinued operations of
$412 million from the sale of the Corporation's waste management operations
(see Note 2 to the Financial Statements). Excluding this loss, return on
average common stockholders' equity would have been 18.4%. All information
presented has been restated to reflect USPCI, Inc. as discontinued
operations.
(b) Data include the effects of the AMAX Oil & Gas, Inc. acquisition as of
March 31, 1994, the Skyway Freight Systems, Inc. acquisition as of May 31,
1993 and the Missouri-Kansas-Texas Railroad Company acquisition as of
August 1, 1988.
(c) 1993 results include a net after-tax charge of $175 million for the
adoption of changes in accounting methods and a one-time $62 million charge
for the deferred tax effect of the Omnibus Budget Reconciliation Act of
1993 (the 1993 Tax Act) (see Notes 3 and 7 to the Financial Statements,
respectively). Excluding the effects of the 1993 Tax Act, income from
continuing operations would have been $776 million ($3.77 per share) with a
return average common stockholders' equity of 15.9%.
(d) Earnings excluding the special charges would have been $639 million in 1991
with a return on average common stockholders' equity of 14.2% and would
have been $485 million in 1986 with a return on average common
stockholders' equity of 11.1%.
(e) Includes exploratory expenditures and capital expenditures of
unconsolidated affiliated companies.
(f) Includes capitalized salaries, wages and employee benefit costs.
48 and 49
(Union Pacific Corporation System Map - See Appendix.)
Appendix
Union Pacific Corporation 1994 Annual Report
Appendix: Description of Graphic Material omitted from electronically
filed excerpts of the 1994 Annual Report
Union Pacific Railroad - Page 7
Thousands
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Carloadings 4,158 4,304 4,458 4,619 4,991
Union Pacific Railroad - Page 8
Millions
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Revenue Ton-Miles
Per Employee 6.10 6.58 7.21 7.66 8.21
Union Pacific Resources - Page 10
Millions of Equivalent Barrels
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Production
Gas 34 33 35 38 47
Oil 23 28 32 32 31
Union Pacific Resources - Page 13
Millions of Equivalent Barrels
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Reserves 435.4 437.3 441.5 445.4 509.0
Overnite Transportation Company - Page 17
Thousands of Tons
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Less-than-
truckload
tonnage 3,869 3,652 3,994 4,277 4,557
Skyway Freight Systems - Page 18
Thousands of Tons
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Total Weight
Shipped 97.39 115.98 183.91 225.02 265.84
Financial Review - Page 23
Union Pacific Corporation
Millions
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Operating Revenues $6,735 $6,778 $7,032 $7,325 $7,798
Financial Review - Page 28
Union Pacific Corporation
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Operating Cash Flow
Millions $1,467 $1,392 $1,660 $1,563 $1,909
Dividend History
Per Share $1.18 $1.31 $1.42 $1.54 $1.66
Financial Reveiw - Page 30
Union Pacific Corporation
1990 1991 1992 1993 1994
------ ------ ------ ------ ------
Capital
Investments
Millions $1,206 $1,231 $1,567 $1,574 $1,597
Book Value
Per Share $21.63 $20.52 $22.75 $23.81 $24.92
Union Pacific Corporation System Map - Pages 48 and 49.
Map Description
- ----------------
Two-page white map of the Continental United States, Western
Provinces of Canada, and Alaska, on a gray background with a blue
and black border.
The location of significant assets and operations are indicated
on the map by operating company as follows:
A. Union Pacific Corporation
1. Corporate Headquarters in Bethlehem, Pennsylvania.
B. Union Pacific Railroad
1. Headquarters in Omaha, Nebraska
2. Single, Double and Triple Track located in the states of
Nebraska, Iowa, Illinois, Missouri, Kansas, Oklahoma,
Arkansas, Tennessee, Louisiana, Texas, Colorado,
Wyoming, Utah, Idaho, Montana, Nevada, California, Oregon
and Washington.
3. Classification Yards located in the states of Nebraska,
Illinois, Missouri, Arkansas, Louisiana, Texas, Idaho,
California and Oregon.
4. Major Intermodal Trailer/Container Terminals located in
the states of Nebraska, Illinois, Missouri, Arkansas,
Tennessee, Louisiana, Texas, Colorado, Utah, California
and Washington.
C. Union Pacific Resources
1. Headquarters in Fort Worth, Texas.
2. Major Petroleum Producing Areas in Texas, Arkansas,
Kansas, Colorado, Wyoming, Utah, Alberta, and the
Gulf of Mexico.
3. Exploration and Development Activities in British
Columbia, Louisiana, Texas, Colorado, Wyoming, Utah,
Indiana and the Gulf of Mexico.
4. Gas Processing Plants in Texas, Utah, Wyoming, Colorado,
and Alberta.
5. Coal Operations in Wyoming.
6. Trona Activities in Wyoming.
7. Construction Materials Activities in Missouri and Utah.
8. Pipelines - Overland Trail Pipeline in Wyoming and the
Wahsatch Gathering System in Utah, Idaho and Wyoming.
D. Overnite Transportation
1. Headquarters in Richmond, Virginia.
2. Key Terminals spread throughout the eastern half of the
Continental United States; and in the western states of
Washington, Oregon, California, Nevada, Utah, Arizona
and Colorado; and in the Canadian cities of Toronto and
Montreal.
E. Skyway Freight Systems
1. Headquarters in Watsonville, California.
2. Key Terminals in the states of Washington, California,
Arizona, Colorado, Texas, Iowa, Illinois, Indiana, Ohio,
Florida, Georgia, North Carolina, New Jersey and
Massachusetts.
F. Union Pacific Technologies
1. Headquarters in St. Louis, Missouri.