Forging a Better
Tomorrow
NORFOLK SOUTHERN ENVIRONMENTAL, SOCIAL, AND GOVERNANCE REPORT
6 | 30 | 2023

Environmental, Social, and Governance Report  |  2
Forging a Better Tomorrow
For over 15 years, Norfolk Southern has been a corporate leader in sustainability. In 2007, we named the industry's first 
Chief Sustainability Officer and a year later published our inaugural sustainability report. To further our environmental 
commitment, in 2021 we established a science-based target to reduce greenhouse gas emissions intensity 42% by 2034. 
This past year we took the next steps in our sustainability journey, including:
•  Committing to developing and announcing a Climate Transition Plan by the end of 2023 to help guide us in meeting 
    our science-based target
•  Building upon the safety enhancements we made following the East Palestine derailment, including implementing  
    a six-point safety plan and retaining a best-in-class consultant with Navy nuclear experience to conduct an  
    independent safety review
•  Further enhancing quality of life improvements for our employees following our announcement on becoming the first 
    Class 1 railroad to provide paid sick leave to 100% of its craft workforce
•  Executing a new strategic plan based on safe, reliable and resilient service, smart, sustainable growth, and continuous 
    productivity improvements
That is why this year’s report theme is “Forging a Better Tomorrow.” By working together with our partners, we can create a 
more sustainable world, a brighter future for our employees, and help our customers achieve their goals.
It takes tenacity, time, and effort – and we are all in.
REPORT INTRODUCTION
Report Introduction
A Message from Our CEO                                                                                                       3
East Palestine Incident & Responsive Efforts                                                                   4 
Materiality Assessment                                                                                                           6
________________________________________________________________
Environmental Pillar
Carbon Emissions & Climate Change                                                                                  8
Energy & Water Consumption                                                                                                11
Responsible Sourcing & Circularity                                                                                      12
Sustainable Land Use & Biodiversity                                                                                   13
________________________________________________________________
Social Pillar
Employee Health & Safety                                                                                                       16
Craft Workforce Engagement                                                                                                17
Emergency Preparedness & Response                                                                              18
Employee Recruitment & Development                                                                            19
Diversity, Equity, & Inclusion                                                                                                  20
Economic Performance                                                                                                            22
Local Impact                                                                                                                                23
Corporate Giving & Community Engagement                                                                 24
Innovation & Technology                                                                                                        25
________________________________________________________________
Governance Pillar
Board Oversight & Risk Management                                                                                 27
Business Ethics & Compliance                                                                                             29
Legislation, Regulation, and Government Relations                                                      30
________________________________________________________________
Disclosures Appendix 
Reporting Frameworks                                                                                                            31
Norfolk Southern Data Tables                                                                                             32

Environmental, Social, and Governance Report  |  3
I’m proud to be a Norfolk Southern railroader. I joined the company 
more than 29 years ago, and if you ask me what I appreciate the 
most about Norfolk Southern, the answer is simple: The people. 
They have heart, drive, and compassion. I see it every day, in the 
seemingly small ways and in the big ways. 
We care about each other, our customers, our 
partners, the communities we serve, and the planet 
we call home. That’s who we are, in everything we 
do, and our decisions reflect our values.
The shock and sadness we felt after the Norfolk Southern train 
derailment in East Palestine, Ohio, on February 3, 2023, rippled 
throughout our company. We are deeply sorry and remain committed
to making things right for everyone affected by the incident.  
We’re working to make sure our response is one we can be proud of 
five years from now, and ten years from now. That means doing more 
than less: more financial resources, more time, and more personal 
commitment to helping East Palestine, the environment, and the 
surrounding communities recover and thrive. We are cleaning the site 
safely and thoroughly; testing the air, water, and soil; helping families 
whose lives were disrupted; and making long-term investments in the 
community. Every day, we work to earn the trust of the people who live
in that area, ensuring we deliver on our promises.  
We are a safe railroad, and we can do better. When a difficult event 
occurs, especially like the one in East Palestine, it is an opportunity  
for us to learn and grow. Our long-term approach to our response in 
East Palestine is aligned with our new strategic direction: 
•  We are charting a new course in the industry, intent on driving long-
    term value through our balanced approach to service, productivity,
    and growth. 
•  We are strengthening our safety culture, with a deep commitment to 
    improving ourselves by investing in technology and resources to make 
    our employees, communities, and first responders safer. 
A Message from
Our CEO
•  We are investing in our people, with a renewed focus on engaging our 
    craft workforce. 
•  We are committed to safely delivering reliable and resilient service so 
    our customers can continue to build Norfolk Southern into their supply  
    chains, taking advantage of rail’s sustainability.   
•  We are building a customer-centric, operations-driven service 
    organization, collaborating with our customers, and competing on 
    operational excellence.   
I believe this is a better way forward for Norfolk Southern, and you’ll see 
why in this report. You’ll read about a company committed to protecting, 
supporting, and valuing our people, the communities we serve, and 
our customers. You’ll see that reflected in our engagement with our 
craft colleagues, the progress we’ve made in East Palestine, and our 
drive to continually leverage rail’s efficiency and sustainability. You’ll 
also note our commitment to strong governance and risk management 
practices. We’ve made tremendous achievements on these fronts, and 
we will continually look to make progress. Of course, none of this can be 
achieved without an incredible team of people to champion our vision for 
stronger communities, and a better planet.  
Norfolk Southern values trust, and keeps its promises, and we’re only able 
to do that through patience, perseverance, and perspective. We see the 
bigger picture, and we are forging a better tomorrow together.  
Thank you for your partnership.  
Regards,
Alan H. Shaw, President and CEO

Environmental, Social, and Governance Report  |  4
REPORT INTRODUCTION
East Palestine Incident & Responsive Efforts
On February 3, 2023, a Norfolk Southern train derailed in East Palestine, 
Ohio, including 11 cars containing hazardous materials. Norfolk Southern 
representatives were onsite quickly to take responsive action to ensure 
the safety of residents in close coordination with local, state, and federal 
officials. We will continue to work with these officials and others to 
conduct environmental monitoring and carry out near- and longer-
term clean-up activities. We understand our role in ensuring that the 
environmental response is handled thoroughly and responsibly, with 
sensitivity to the natural resources that have been impacted.
We have a responsibility to make it right, and we are fully committed to 
doing what it takes to see East Palestine recover and thrive. We have 
worked closely with the National Transportation Safety Board (NTSB) 
and other authorities to determine the cause of the derailment and are 
working with affected communities every day to address the long-term 
effects. Our ongoing efforts are focused on the following three key areas, 
which reflect Norfolk Southern’s Environmental, Social and Governance 
(ESG) structure and approach to sustainability more broadly:
Environmental remediation and testing (as of June 30): 
78,000+
tons of waste
soil shipped
off site
22M+
gallons of 
impacted water 
recovered
100+
air purifiers 
distributed
684
drinking water 
wells tested
17M gallons
of clean water bypassed, eliminating the need for more 
than 600 frac tanks and 4,000 vac truck trips
5,200 feet
of impacted waterways flushed

Environmental, Social, and Governance Report  |  5
REPORT INTRODUCTION  |  East Palestine Incident & Responsive Efforts
Norfolk Southern is committed to learning from this accident and 
 working with public officials and the industry to make railroads even safer
Safety and governance efforts:
•  We are cooperating fully as the NTSB continues its investigation into 
    the cause of the accident and are not waiting for the results to take 
    immediate steps to enhance safety 
•  We announced a six-point safety plan on March 6 to immediately 
    enhance the safety of our operations, including making our network of 
    early warning sensors stronger, partnering with other railroads to review 
    best practices, and working to strengthen our safety culture by joining   
    the Federal Railroad Administration's (FRA) Confidential Close Call 
    Reporting System, which encourages railroaders to speak up if they see 
    something that is unsafe 
•  We appointed Atkins Nuclear Secured (ANS), a leading design, 
engineering, and project management consultancy, on May 25 to 
conduct an independent review of our safety culture and safety-
related training programs, employee engagement, oversight, and 
communications, with subsequent improvements to be implemented 
thereafter in phases
•  We anticipate publishing an additional report to discuss the East 
    Palestine derailment and our responsive efforts in greater detail
________________________________________________________
More information can be found at nsmakingitright.com
Community support:
As of June 30, we have helped more than 10,000 families through our 
Family Assistance Center located in East Palestine and committed more 
than $62.5 million in community support, including:
$25M
for upgrades and improvements to the East Palestine City Park, 
including a new aquatic center, three new playgrounds, upgraded 
baseball fields, a new amphitheater, and more
$7.5M in financial 
assistance
to reimburse Pennsylvania 
emergency responders and 
health and environmental 
agencies
$3M+
in reimbursements and
support to the East Palestine 
Fire Department for equipment 
used in the response
$1M
fund established for community 
leaders to identify and direct, in 
their opinion, where donations 
can make the most impact
$1M
fund to support the immediate 
needs of the community, 
overseen by a Norfolk Southern 
craft railroader who lives in East 
Palestine and has been appointed 
to serve as a community liaison

Environmental, Social, and Governance Report  |  6
Materiality Assessment
In late 2021, Norfolk Southern conducted a materiality assessment 
to identify current and emerging ESG issues most relevant to our 
business. Completing the materiality assessment was a major step in 
our sustainability journey, enabling us to align our ESG priorities and 
activities, ensuring that we are engaging with and being responsive to 
all of our key stakeholder groups across broader sustainability topics. 
It also provides an accountability framework to ensure continuous 
improvement and that sustainability considerations are incorporated 
into our decisions at every level. 
In turn, we have structured our Forging a Better Tomorrow report to 
align with the ESG priorities we identified through our materiality 
assessment.
STAKEHOLDER ENGAGEMENT
Norfolk Southern used information from leading sustainability 
reporting frameworks such as the Global Reporting Initiative (GRI) 
and the Sustainability Accounting Standards Board, rail transportation 
sector, to formulate our relevant ESG topics.
To ensure an inclusive and comprehensive assessment, we requested 
feedback from five key stakeholder groups: executive leadership 
team, employees, investors, customers, and suppliers. Engagement 
methods included interviews with our executive leadership team and 
customers, while employees, investors, and suppliers were invited to 
complete our online ESG survey.
SCORING METHODOLOGY
All participants were asked to score each ESG topic on a scale from 
1 to 5, with 5 being the most important. Responses were weighted to 
identify the highest priorities for our business as represented in the 
matrix to the left.
REPORT INTRODUCTION
Low
Customer Service & Satisfaction 
Economic Performance 
Employee Health & Safety 
Business Ethics & Compliance  
Digital & Physical Asset Security 
Innovation & Technology 
Carbon Emissions & Climate Change 
Emergency Preparedness & Response 
Energy & Water Consumption 
Labor Rights 
Local Economic Development 
Recycling, Reuse, & Waste Minimization 
Community Involvement
& Corporate Giving 
Responsible Sourcing 
Sustainable Land Use & Biodiversity 
Diversity, Equity, & Inclusion 
Board Oversight & Risk Management 
Legislation, Regulation, & Government Relations 
Employee Recruitment & Development  
High
Importance to Norfolk Southern
Importance to Stakeholder
Low
High
Environment              Social              Governance

Environmental Pillar
Conserving natural resources and reducing our impact on the environment is a critical part of Norfolk 
Southern’s ESG approach. Our Environmental Policy Council has responsibility to review corporate 
environmental policies including looking at environmental and sustainability initiatives, trends, and 
data provided by the various departments. At Norfolk Southern, we are committed to bold action and 
innovative approaches that not only move our company forward on its sustainability journey but invite 
our customers and partners to work with us to build a better planet.
HIGHLIGHTS IN THIS AREA INCLUDE:
•  Completion of a Transition Scenario Analysis and
     our forthcoming Climate Transition Plan
•  Robust locomotive modernization activities
•  Efforts to help our customers decarbonize their 
    supply chains through our Carbon Calculator and 
    Rail Emissions Report tools

Environmental, Social, and Governance Report  |  8
Reducing carbon emissions is a strategic component of our 
environmental strategy. 
The ability to help customers reduce 
their own carbon emissions is a major 
strength of rail – freight rail's carbon 
footprint is up to seven times more 
efficient than trucking.
In 2021, we announced our science-based target to achieve a 42% 
reduction in scope 1 and 2 greenhouse gas emissions intensity by 
2034 from a 2019 base year. We have made a 6% reduction thus far and 
continue to make steady progress toward that goal through a number  
of decarbonization initiatives.
TRANSITION SCENARIO ANALYSIS
In early 2023, Norfolk Southern assessed risks and opportunities 
related to a transition to a low-carbon economy per the Task Force on 
Climate-Related Financial Disclosure (TCFD) framework. These risks 
include current and emerging regulations, legal exposure, transition 
to a low-emission technology, market changes, and reputational risks. 
Alternatively, transition opportunities include benefits from shifts in 
customer demand for low carbon transportation, the transition to
low carbon emissions operations and services, and participation in 
carbon markets.
Norfolk Southern pursued a bottom-up transition risk and opportunity 
analysis that engaged a cross-section of internal stakeholders that 
understand the impact a transition risk or opportunity would have 
on our organization and our vulnerability or readiness to each risk or 
opportunity, respectively, given our business continuity plans and existing 
management methods. In alignment with this process, we are developing 
a Climate Transition Plan which we anticipate publishing by the end of 
the year.
LOCOMOTIVE MODERNIZATIONS
Converting older DC-traction locomotives to AC traction is one major way 
to increase fuel efficiency and reduce carbon emissions. This initiative 
is the ultimate recycling project and involves taking older locomotives 
and stripping them down to the steel frame and outfitting them with new 
engines, traction motors, and the latest technology. AC traction motors 
are more efficient, have lower maintenance costs and higher tractive 
effort. Better traction means that we can pull more weight with fewer 
locomotives, further driving fuel efficiency. With the additional technology 
of distributed power, we can place the locomotives in other positions 
besides the front of the train, creating greater fuel efficiency as well as 
improved train handling.
Beyond the engine replacements, the new AC traction locomotives are 
also equipped with advanced sensors and energy management software. 
Analyzing that data can help Norfolk Southern reduce idle time and more. 
A complete modernization has the ability to improve fuel efficiency by up 
to 25%. This is a multi-year project that has seen the overhaul of about 
100 locomotives per year since 2016 and is set to continue through 2025, 
with a total of 1,000 locomotives upgraded as a result.
INTERMODAL CRANE REPLACEMENTS
Replacing diesel-powered cranes at intermodal terminals like Austell, 
Georgia with hybrid or full-electric models to reduce carbon emissions. 
The new cranes are also wider, taller and can stack more containers, 
creating additional efficiencies. The replacements are ongoing, and we 
expect 22 of 68 units will be replaced by the end of 2023. As each crane 
is replaced, the emissions emitted are reduced by 75% per year on 
average. Each hybrid unit will avoid around 22,000 gallons of diesel fuel 
and 225 metric tons of emissions annually – over a 20-year life cycle this 
means 440,000 gallons of fuel and 4,500 metric tons of emissions.
ENVIRONMENTAL PILLAR
Carbon Emissions & Climate Change

Environmental, Social, and Governance Report  |  9
MODAL SHIFT
More than a fourth of our customers have declared public goals for 
carbon emissions reduction – goals that we aim to support through a 
more sustainable supply chain. Norfolk Southern helps our customers 
avoid approximately 15 million metric tons of carbon emissions every year 
compared with shipping by highway, equivalent to saving approximately 
1.5 billion gallons of truck diesel. Converting shipments from truck 
to rail can reduce emissions up to 90%, as rail is the most emission-
efficient medium for transporting freight over land. That said, the average 
company still produces over 11 times more supply chain emissions 
than operational ones. This fact is a main driver of our next-generation 
Carbon Calculator that uses reliable data to produce accurate emission 
estimates, so companies see firsthand the climate advantages of 
shipping via rail.
As carbon offsetting requirements become more commonplace, tools like 
our industry-leading Carbon Calculator continue to be a valuable asset 
for our customers in understanding their climate impact and where 
they are getting savings to put against more carbon-intensive parts of 
the supply chain.
In May 2023, Norfolk Southern went a step further with the launch 
of our customer-focused Rail Emissions Report. This customizable 
tool provides customers with comprehensive data on the positive 
environmental impact of shipping by rail, including total carbon dioxide 
emissions, fuel consumption, and train miles traveled. Additionally, the 
tool gives customers visibility into the full lifecycle and carbon footprint of 
moving a shipment across Norfolk Southern's 22-state rail network. With 
these insights, customers can make better informed decisions about 
transporting their goods and develop strategies to both reduce their 
emissions and meet decarbonization goals.
      RAIL EMISSIONS REPORT EXAMPLE
      Estimated Annual Savings:
22,972 metric tons of avoided emissions
78.7% of avoided emissions
0.49 metric tons of avoided emissions per 
rail shipment
2,256,557 avoided diesel
gallons burned
14,289,237 avoided truck miles
46,447 trucks removed from
the highway
4,994 cars removed from
the highway
2,768 households' worth of 
energy consumed
28,014 acres of US forests' worth 
of sequestered tons of CO2
ENVIRONMENTAL PILLAR  |  Carbon Emissions & Climate Change
Automobile sustainability survey
Underscoring the importance of decarbonizing the supply chain in the 
automotive industry, a Norfolk Southern survey found that more than 
two-thirds of consumers believe rail is the most sustainable method 
for transporting cars from the manufacturer to the dealership. The 
Automotive Buyer Benchmark survey, launched last year, also found 
that 68% of car buyers want automotive manufacturers to use the most 
sustainable methods possible when delivering finished vehicles, with rail 
being the preferred option.
EMPLOYEE SPOTLIGHT:
Jamie Helmer
Jamie Helmer, our fuel efficiency director 
and member of the Advanced Control 
Team, is one of Norfolk Southern’s 
brightest stars. Helmer has helped 
improve our locomotive fuel efficiency 
by 8% since 2019 - saving approximately 
80 million gallons of fuel and avoiding 
825,000 metric tons of greenhouse gas emissions. She was
also integral to the development of our industry-best
Carbon Calculator.
In recognition of her outstanding contributions to Norfolk 
Southern’s sustainability efforts, Helmer was awarded the 
2022 John H. Chafee Environmental Excellence Award by the 
Association of American Railroads while also being included
in Progressive Railroading’s inaugural “Women of Influence in 
Rail” eBook.

Environmental, Social, and Governance Report  |  10
ENVIRONMENTAL PILLAR  |  Carbon Emissions & Climate Change
RECOGNIZING ENVIRONMENTAL PERFORMANCE
We are thankful for the numerous sustainability recognitions that
Norfolk Southern received over this past year including:
Responsible Care 
Energy Efficiency 
Award
Net Zero
Leaders 2023
USA Today
America’s Most 
Responsible 
Companies 2023
We also launched our Thoroughbred Sustainability Partner Awards, a 
new annual opportunity to recognize our customers, suppliers, and 
other partners who are leaders in sustainability. The awards recognize 
achievements in three categories: Energy Efficiency, Innovation, and 
Environmental Stewardship. A cross-departmental team from Norfolk 
Southern reviewed applications for their measurable progress, and 
winners were selected based on their program’s novelty, relevance,
and impact.
2022 Thoroughbred Sustainability Partner Award winners include:
Energy Efficiency
•  Ford Motor Company
•  J.B. Hunt Transport Services
•  Marathon Petroleum
•  Schneider National
Innovation
•  Georgia Ports Authority
•  Loram Maintenance of Way
•  The Port of Virginia
•  UPS
•  Wabtec
Environmental Stewardship
•  NARSTCO
•  Outokumpu
•  Paper Transport
•  Progress Rail
•  Subaru
•  TRAC

Environmental, Social, and Governance Report  |  11
ENVIRONMENTAL PILLAR
We are committed to ensuring our facilities are both energy efficient and 
powered by renewable energy when possible.
In the past year, Norfolk Southern made 
considerable progress towards our long-
term goal of increasing our renewable 
energy utility usage to 30% by 2030 – a 
feat that would save approximately 
59,000 megawatt hours, which equates 
to a year’s worth of power for nearly 
6,000 homes in the U.S.
Roughly 30,000 MWh of our electricity consumption was offset by 
renewable energy in 2022. This progress was fueled by new community 
solar agreements as well as existing Green-e certificate agreements that 
offset usage at our facilities in Altoona and Reading, Pennsylvania, with 
renewable energy.
Our corporate headquarters in Atlanta – one of only six buildings in 
Georgia to be LEED Gold version 4 certified – received a Chrysalis Award 
from USGBC Georgia for green innovation. It was also recognized by the 
American Chemistry Council for its energy efficiency, as it reclaimed, on 
average, 180,000 gallons of water per month.
Through this and other water 
conservation measures, we have 
reduced overall water usage by 22% 
over the past two years, saving over
91 million gallons.
Looking ahead, we plan to expand our efficiency initiatives even further 
by conducting audits of water and energy use at key sites.
________________________________________________________________
Where there are opportunities, Norfolk 
Southern is prepared to commit to 
sustainability on the energy procurement 
side – whether that’s power from wind, solar, 
geothermal, biomass or hydro-electric.”
– Panos Kokkinos, Director Facilities Services
Energy & Water Consumption

Environmental, Social, and Governance Report  |  12
Responsible Sourcing
& Circularity
Norfolk Southern is committed to sustainability by being a responsible steward of the 
environment and helping to protect the communities where we operate and source materials. 
We strive to partner with companies that hold the same values through their demonstration of 
sustainable projects and policies. 
Circularity is also a fundamental part of our sustainability efforts – recycling, reusing, and 
minimizing waste are some of the most important ways we can lessen our environmental impact.
Some key highlights around our circularity efforts in 2022 include:
•  100% of our wheelsets – for both locomotives and cars – continue to be 100% recycled
•  800 new high-strength steel mill gondolas from the NS-Greenbrier-US Steel partnership 
    lightened the weight of railcars while maintaining their stability to increase cargo capacity
•  Around 6,000 pounds of railcar weight were removed thanks to the new high-strength steel 
    mill gondolas resulting in 3% more cargo capacity per railcar
•  100% of replaced rail was recycled and 70% of the rail we purchased in 2022 was made from 
    recycled steel
•  Over 80% of our retired information technology assets were recycled
•  Our waste diversion rate was 60% which was an 8% improvement from 2021. This avoided 
    over 139,000 tons of material being sent to landfills, including 66,000 tons of crossties, 
    37,000 tons of scrap metal, and 238 tons of batteries
ENVIRONMENTAL PILLAR

Environmental, Social, and Governance Report  |  13
ENVIRONMENTAL PILLAR
Sustainable Land Use & Biodiversity
BROSNAN FOREST
As one of the most diverse ecosystems in North America, Norfolk 
Southern’s Brosnan Forest is an ecological treasure featuring biodiversity 
comparable to the Amazon rainforest. The 14,400-acre nature preserve in 
coastal South Carolina has the largest population of endangered red-
cockaded woodpeckers on private land and one of the country’s largest 
remaining stands of longleaf pines.
This past year, we expanded upon our decades-long conservation efforts. 
To date, over 800 acres (about the area of Central Park in New York City) 
of wetlands and 5.7 miles of streams have been restored.
This past year at Brosnan Forest, the following projects were completed:
1,105 acres
of additional land protected through a conservation 
easement donated to the Lowcountry Land Trust
~3,000 acres
identified for potential watershed restoration opportunities
600+ acres of wetland restored, planting 308,000 
native trees and shrubs
4 miles of stream channel restored
125 acres
of loblolly pine plantation converted back to native 
longleaf habitat, with 223 more acres planned for 2023
OPERATION CLEAN SWEEP
In 2020, we pledged our support to Operation Clean Sweep, a program 
developed by the American Chemistry Council and the Plastics Industry 
Association to educate companies on preventing the release of micro 
plastics into marine ecosystems. The goal is to eventually achieve zero 
loss of plastic resin into the environment.
For the past two years, we have completed annual site inspections at  
18 bulk transfer facilities that make up the entire network of sites on the 
Norfolk Southern system that transload these products. The goal of these 
visits is to raise awareness and ensure best management practices occur. 
A new program to redirect virgin resin samples from the landfill was also 
launched at two locations and will expand to further railyards in 2023. 
Once mature, this program could divert thousands of pounds of micro 
plastic materials from landfills.

Environmental, Social, and Governance Report  |  14
LAMBERT’S POINT LIVING SHORELINE
Lambert’s Point in Norfolk, Virginia, is a critical marine terminal serving 
railroad operations. The nearby Elizabeth River shoreline had suffered 
significant and increasing rates of erosion, so, since late 2019, Norfolk 
Southern has partnered with the Elizabeth River Project, a conservation 
nonprofit, to develop a living shoreline to stabilize the area. A living 
shoreline is a more environmentally friendly alternative to a hardened 
concrete structure in combatting erosion.
This project not only enhanced the aesthetic appeal of the shoreline and 
contributed to the restoration of the river but provided crucial protection 
against flooding for the railroad land and infrastructure. The shore 
restoration was no small task, involving:
 
2,300
cubic yards
of sand
2,000
cubic yards
of stone
24,000
marsh plantings
90
cubic yards
of oysters
One of the key elements of our shoreline restoration was using live 
oysters to clean and purify the river. In 2022, Norfolk Southern placed over 
20,000 new oysters on site adjacent to the living shoreline. This oyster 
gardening project was completed in partnership with the Chesapeake 
Bay Foundation and Elizabeth River Project, two local non-profit 
organizations. 
A single adult oyster can process and filter up 
to 50 gallons of water per day, and this oyster 
restoration will yield filtration and water 
quality benefits of over 1 million gallons of 
water each day once the oysters are mature.
The area now provides a habitat for fish, oysters, river otters, shore birds 
and other wildlife. Phase 2 of this project is set to kick off in late 2023 
with a plan to create a 4-acre offshore oyster reef in addition to other 
improvements. Norfolk Southern is also committed to establishing an 
annual monitoring plan to track overall project performance and to 
document any ongoing maintenance needs.
ENVIRONMENTAL PILLAR  |  Sustainable Land Use & Biodiversity

Social Pillar
At Norfolk Southern, our people and our communities are at the heart of what we do. Together, we are 
building a culture that enhances safety, champions diversity, and values inclusion. And we are working 
hard to ensure that our locomotives and freight cars do not just pass by, but that our activities bring 
value and prosperity to the customers and communities we serve.
HIGHLIGHTS IN THIS AREA INCLUDE:
•  Enhanced collaboration with our craft employees on safety and quality of life 
     initiatives, including more predictable work schedules for our craft colleagues 
     and becoming the first Class I railroad to provide paid sick leave benefits to its 
     entire workforce
•  Developing a six-point safety plan following the East Palestine derailment
•  Our lowest employee injury rate in the past 10 years

Environmental, Social, and Governance Report  |  16
At Norfolk Southern, everything starts with safety. Our mission is to 
provide safe and reliable service to our customers and the communities 
we serve, as well as to protect the health and safety of our most valuable 
assets – our employees. This year, we improved our already-strong safety 
culture with enhancements to safety performance evaluation and risk 
analysis processes, including with respect to incident fact finding and 
root cause analysis as well as increased field audits. We’ve also put an 
increased focus on hazard awareness, which has helped our employees 
to recognize and mitigate risks, while remaining prepared to respond  
to incidents.
Communication is a critical part of Norfolk Southern’s safety culture, as 
evidenced by the recent joint letter from our CEO Alan Shaw and all 12 
union leaders to our employees regarding our shared commitment to 
rail safety. This includes initiatives like Operation Lifesaver, where we 
work with local communities as well as employees, emphasizing the 
partnership between our unions and Norfolk Southern to improve safety 
and the wellbeing of our employees.
In June 2023, we held our first-ever companywide Town Hall, where to 
celebrate our 41st anniversary and the start of National Safety Month, Alan 
Shaw—along with labor union leaders—talked about the importance of 
safety and what it means for Norfolk Southern and the rail industry.
Critical to safety communications are the ways in which information
flows up and down the chain of command. To that end, Norfolk 
Southern’s Local Safety Service Committees (LSSCs) play a critical role 
ensuring that safety is communicated to employees at all levels. These 
committees, comprised of management and labor representatives from 
all craft employees at a terminal or hub, specifically focus on safety 
initiatives and outreach at the local level. There are currently 59 LSSCs 
across our network, driven by craft employees – our eyes and ears in 
the rail yards and along the lines, who work with communities to deliver 
safety information and identify potential problems.
Other safety highlights include:
•  Improving our Regional Manager Safety & Operating Practices 
    performance assessments addressing both safety and efficiency
•  Promoting increased awareness around highway grade crossings
•  Increasing the overall scores of our annual safety survey
•  Enhancing our health and safety audits and employee exposure 
    assessments
Best-in-class consultant
with experience from the Navy’s nuclear operations to conduct 
an independent safety review including union leaders and 
engagement with our craft employees
Successful recertification
through the ACC's Responsible Care Management System,
for the 27th consecutive year
Developing a new
Ballast Line Leadership Program for frontline supervisors
SOCIAL PILLAR
Employee Health & Safety
EMPLOYEE Q&A:
John Fleps
Vice President of Safety
What is your role at Norfolk Southern?
I’m the new Vice President of Safety. My 
role is to enhance our safety culture, 
strengthen trust and collaboration with our 
employees, and foster universal respect 
for risks and hazards in the workplace.
How is our company enhancing its safety culture?
At Norfolk Southern, we are committed to investing in people, 
process, and technology to engineer out risk long term.
Safety is a team effort -- it takes each member of the team 
looking out for themselves and each other to reach our ultimate 
goal, which is of course zero injuries or accidents. To get there 
takes attention to detail -- doing the little things right every day 
to reap long-term rewards.
How are we moving safety culture forward in 2023?
I’m particularly excited about our engagement with Atkins Nuclear 
Secured, who will put a fresh set of eyes on how we do things. 
Getting that outside perspective will help validate the things we 
are doing right and will help us identify areas we need to address. 
As a civil engineer myself, I appreciate their focus on operational 
excellence, which will benefit both our safety and service cultures.

Environmental, Social, and Governance Report  |  17
SOCIAL PILLAR
Our employees are the heart of our company, and Norfolk Southern 
strives to continuously enhance the experience of our craft workforce in 
support of a customer-centric, operations-driven organization.
In 2022, we successfully reached national agreements with all 12 unions 
that resulted in a net 24% pay increase for our craft employees and 
maintained premium health care benefits. 
Coming out of national negotiations, we continued our efforts to 
enhance the workplace experience for our hard-working craft railroaders 
by focusing on the issue most important to them: quality of life. To advance 
this issue, we engaged in extensive negotiations with our local labor 
representatives starting in early 2023. As a result of this partnership, by 
June 2023 Norfolk Southern had reached paid sick leave agreements  
with all 12 of its unions, providing every craft employee with access to  
this important benefit. 
In June 2023, Norfolk Southern 
became the first Class I railroad to 
provide paid sick leave to 100%
of its craft workforce.
When approaching quality of life for our conductors, who traditionally 
work some of the least predictable assignments, we went beyond paid 
sick leave and negotiated a comprehensive suite of new workplace 
benefits, including scheduled days off, greater certainty around weekly 
assignments, and more flexibility to enjoy vacation and other paid time 
off. As an innovator in this space, we had already implemented a similar 
suite of benefits for our engineers.
And for our unionized clerical employees, we also negotiated remote-
work agreements, delivering measurable positive impact to availability 
and employee morale.
Finally, we have increased our efforts to collaborate with labor to continue 
strengthening our safety culture. We partnered with the leaders of 12 
unions to issue a joint letter, underscoring our shared goal of driving 
continuous improvement in rail safety. We remain highly engaged with 
national and local labor leaders to drive continuous improvement for this 
top priority.
Craft Workforce Engagement

Environmental, Social, and Governance Report  |  18
Norfolk Southern takes emergency preparedness and response 
extremely seriously, and we strive to be good stewards of the railroad 
and the communities in which we operate and serve along our network. 
In all incidences, we respond promptly and work with first responders to 
protect life and property.
Last year, we trained over 5,000 first responders through our Operation 
Awareness & Response (OAR) program to safely respond to rail incidents. 
We were also honored to receive the National TRANSCAER Achievement 
Award for training first responders across the Norfolk Southern network. 
The award recognizes exceptional achievement in support of voluntary 
efforts by companies and others to help communities prepare for and 
safely respond to incidents involving transport of hazardous materials.
Other significant activities include:
•  Our response to the East Palestine derailment, covered in greater detail 
    in the East Palestine Incident & Responsive Efforts section
•  Employed the Norfolk Southern Emergency Response Plan (ERP) and 
its environmental reference guide, “Our World, Our Choice,” to guide 
emergency response activities
•  Maintained and managed a network of emergency response 
contractors across our network to provide necessary assistance in 
responding to emergency events
•  Conducted quarterly tabletop and simulation exercises in accordance 
with Norfolk Southern's oil spill and facility response plans
•  Provided required High Hazard Flammable Train (HHFT) information 
(including number, route, and hazardous material description) to state 
emergency response agencies
Norfolk Southern also conducts targeted hazardous materials compliance 
checks at our railyards, working with customers and shippers to continue 
to drive down the number of non-derailment, accident or collision-
related releases (otherwise known as Non-Accident Releases or NARs) 
across the network and limit potential employee exposures. Of course, 
in 2023 the East Palestine derailment is at the core of our emergency 
response activities. The short-term and long-term remediation plans and 
procedures Norfolk Southern has in place are utilized daily as we continue 
to make it right for the community and the environment.
OPERATION AWARENESS & RESPONSE (OAR) SAFETY TRAINING
Designed to enhance safety outside of our own operations, the OAR 
program continues to train first responders across our 22-state network, 
providing them with the information and resources they need to protect 
our communities. The OAR program also helps educate the public about 
the importance of the safe movement of hazardous materials by rail.
In 2023, we expanded our first responder training program’s scope by 
taking our Safety Train to increased stops around our network. The Safety 
Train is a dedicated locomotive we have used since 2015 that is specially 
equipped with classroom box cars and tank cars designed to provide first 
responders with hands-on training. In addition, we mobilized an interim 
Regional Training Center at Bellevue, Ohio with over 350 first responders 
trained to date. We will continue to work with first responders to deliver 
high quality training that helps ensure the best possible response to 
emergencies and overall preparedness.
NEW REGIONAL SAFETY CENTER
While we are in the process of finalizing a location, Norfolk Southern has 
plans to build a state-of-the-art fire and emergency response training 
facility in Ohio that will provide high-quality training to first responders 
from Ohio, Pennsylvania, West Virginia, and the greater region. It will also 
strengthen coordination between railroads and first responders in the 
event of a future emergency response like the one in East Palestine.
SOCIAL PILLAR
Emergency Preparedness & Response

Environmental, Social, and Governance Report  |  19
In 2022, we hired 5,125 people and led the industry in conductor recruiting 
by promoting employee referrals and increasing pay for conductor trainees.
During 2022, more than 50% of our 
management hires as well as over 40% 
of our hires overall were people of color.
Both of these figures exceed the industry average.
In 2022, Norfolk Southern ranked No. 2 out of over 8,000 transportation 
and logistics organizations in attracting talent from underrepresented 
groups at Handshake. In 2023, Norfolk Southern ranked No. 1 out of over 
10,000 transportation and logistics organizations in attracting talent from 
underrepresented groups at Handshake, and received additional Handshake 
awards for being a top employer for women and early career talent.
We hosted university and college alumni events in our new headquarters 
in Atlanta that introduced more people to Norfolk Southern and 
railroading. We also renewed and continue to leverage the successful 
college, military, and veteran recruiting partnerships that we cultivated 
before the pandemic.
Our Talent Acquisition team also embarked on strategic partnerships 
with seven HBCUs, including the Atlanta University Center Consortium 
(AUCC), to support our recruitment efforts.
CONTINUING EDUCATION
Investing in our people through training programs and cross-functional 
experiences is core to Norfolk Southern’s long-term strategy as a 
customer-centric, operations-driven service organization focused on 
strengthening trust, communication, and collaboration. 
Beginning in March 2023, we partnered with our Operations division 
to launch a leadership program for more than 1,000 front-line field 
supervisors who manage nearly 78% of our workforce. We also launched 
a new leadership and development training program for our individual 
contributors.
EMPLOYEE ENGAGEMENT
We are committed to creating a culture where employees speak up – 
one where we listen and respond to their feedback. We solicit employee 
engagement feedback in a quarterly pulse survey, and in 2023, shifted 
to an engagement index that is tied to broad industry benchmarks. 
Following the ease of various pandemic-related restrictions, we joined 
our craft colleagues at locations across our network for monthly listening 
sessions. All of this has allowed us to better connect with employees and 
understand the challenges and opportunities on the front line.
COMPENSATION & BENEFITS
In 2022, we engaged an independent national firm of compensation 
experts to conduct a statistical study of pay equity for all management 
employees to identify compensation gaps that may exist across gender, 
race, or ethnicity. This study validated our commitment to fair and 
equitable pay practices and resulted in our making targeted adjustments 
to eliminate any statistically significant differences across gender, race,
or ethnicity.
SOCIAL PILLAR
Employee Recruitment & Development
We also revitalized our benefits and wellbeing programs to better serve 
the financial, physical, mental, and social needs of our employees. New 
and enhanced resources include increased paid parental leave for all 
management employees, improved adoption and surrogacy benefits for 
all employees, free subscriptions to Noom and Insight Timer, discounted 
gym memberships, exclusive offers from our credit union partner, and 
much more.

Environmental, Social, and Governance Report  |  20
At Norfolk Southern, our goal is to build a more diverse, equitable and 
inclusive workplace. In 2022, progress on our Diversity, Equity, and 
Inclusion (DEI) journey accelerated as we shifted from building awareness 
to increased action. We know that support from leadership will be key 
in advancing the company’s DEI goals. CEO Alan Shaw signaled the 
company’s DEI commitment by signing the CEO Action for Inclusion 
pledge. Going forward we will continue to listen to our employees, 
stakeholders, and communities to inform us of our next steps.
Key DEI milestones:
11% increase in racially diverse representation at the 
Vice President level and above
$248M spend with small businesses and diverse suppliers
~$500K contributed to historically black colleges and 
universities (HBCUs), diverse secondary school scholars, and
diverse student and academic groups
Named one of America’s Greatest Workplaces for Women for 2023 
by Newsweek
Committed to benchmarking our disability inclusion journey 
with the Disability Equality Index and partnering with an external 
consultant to accelerate our DEI strategies and initiatives
Piloted new DEI training, highlighted DEI efforts in our updated 
Code of Ethics, and hosted meaningful conversations about DEI 
with employees across our system
EMPLOYEE RESOURCE GROUPS (ERGs) AND
OTHER RESOURCES
Over 3,000 Norfolk Southern employees are members of seven ERGs, 
and in 2022 these groups held 60 events including volunteer cleanups 
and tree plantings, meaningful activations around Pride Month, Women’s 
History Month, Black History Month, and more.
ERGs have a positive impact on members and Norfolk Southern’s culture 
by enhancing members’ sense of pride and knowledge and helping 
to build community in the office and beyond through development, 
volunteering, mentorship, and more. Employee engagement and 
retention are improved by deepening members’ connection to the 
company’s vision and mission, and our ERGs actively promote the 
benefits of diversity and inclusion while strengthening teamwork and 
connections across departments and locations.
_________________________________________________________________
In 2022, Norfolk Southern launched the Thoroughbred Scholars program 
which provides scholarship awards of up to $40,000 for the children 
of craft employees and some management employees. Every year 
Norfolk Southern will fund 100 scholarships of up to $10,000 each and 
three special awards of up to $40,000 each to help cover four years of 
college expenses. Reflecting the makeup of our workforce, 80 of the 100 
scholarships are awarded to the children of our craft workforce.
________________________________________________________________
Our goal is to ingrain inclusion as deeply as safety.”
Christine Traubel, AVP, DEI
INCLUSION LEADERSHIP COUNCIL (ILC)
The ILC provides strategic focus and accountability in our work to build a 
company where every employee can thrive. It consists of cross-functional 
senior company leaders who are responsible for developing and leading 
our inclusion strategy. The ILC aims to hold the organization accountable 
to the DEI strategy and works to foster a work environment where diverse 
perspectives, experiences, and backgrounds are celebrated as catalysts 
for innovation and positive change.
SOCIAL PILLAR
Diversity, Equity, & Inclusion

Environmental, Social, and Governance Report  |  21
SOCIAL PILLAR  |  Diversity, Equity, & Inclusion
EMPLOYEE SPOTLIGHT:
Nabanita Nag
Executive Vice President and
Chief Legal Officer
Norfolk Southern’s Chief Legal Officer 
Nabanita Nag is a sterling example of a 
DEI champion.
In 2022, Nabanita signed a public 
Leadership Council on Legal Diversity (LCLD) pledge detailing her 
personal and organizational commitments to lead and advocate 
for DEI in the legal profession. LCLD is an organization of over 400 
members, who serve as general counsel of major corporations or 
managing partners of the nation’s leading law firms.
She also led the creation of a department DEI committee to guide 
the legal department’s efforts to advance DEI internally and within 
surrounding communities, supported the Corporate Counsel 
Women of Color Conference, and worked with two high-profile law 
firms, Troutman Pepper and Morris, Manning & Martin to establish 
a fellowship program. Through the program, three first-year diverse 
law fellows were given an opportunity to work “in house” with 
Norfolk Southern counsel for two weeks.
GEORGE LOTTIER RISING STAR AWARD
Norfolk Southern received the George Lottier Rising Star Award from the 
Georgia Minority Supplier Development Council in 2022. To be eligible 
for the award, a company must have a supplier diversity program that is 
active for less than three years and has significantly impacted the growth 
of supplier diversity within their organization.
Norfolk Southern launched a supplier diversity program in September 
2021, which includes small businesses and certified diverse firms that 
are operated and controlled by organizations that are minority owned, 
women owned, veteran owned, disability owned, LGBTQ owned
and more.

Environmental, Social, and Governance Report  |  22
Economic Performance
Norfolk Southern’s sustainability strategy informs our overall business 
strategy and helps drive economic performance. A focus on sustainability 
and ESG principles is the right thing to do for business as well as for the 
planet. We share an ambition to reduce carbon emissions with many of 
our top customers, for whom sustainable supply chain solutions are no 
longer a luxury but essential.
This mutually beneficial business model has rewarded us with partners 
who continue doing business with us, and with strong financial 
performance in 2022, including with respect to revenues, operating 
income, and earnings per share.
KEY STATISTICS FROM 2022:
Norfolk Southern kept the economy moving last year, shipping over:
     
     
     
$3.7B
in intermodal 
shipments
$2.5B
in agriculture, forest, 
and consumer 
products
$1.7B
in metals and 
construction 
merchandise
Customer investment in facilities along Norfolk Southern’s lines totals:
 
$3.2B
invested
3,100
jobs
~$1.9B
invested to promote safe, efficient operations, modernize our 
technology, and support economic growth in the communities
we serve
60% of the U.S. population served
and about 50% of the manufacturing sector
19,300 route miles
of rail lines – enough track to span New York to Los Angeles nearly 
eight times
7M highway miles eliminated daily,
for our logistics and transportation partners, avoiding 41,000 tons of 
carbon release from highway transport
27 automotive plants served,
over half of the U.S.’s total production
We transported a tremendous amount of consumer goods, including:
      -  The equivalent of 145 million six-packs of beer – enough for more 
          than one six-pack per American household
      -  Enough pet food to feed half a million dogs per year
      -  Enough potatoes to supply every Chick-fil-A restaurant in the 
          United States, twice
SOCIAL PILLAR

Environmental, Social, and Governance Report  |  23
SOCIAL PILLAR
Local Impact
SCOUT MOTORS ELECTRIC VEHICLE PLANT
Underscoring rail’s importance to the green transition in the 
automotive industry – and serving as a key connection to a 
growing region of the country focused on electric vehicle and 
battery manufacturing – Norfolk Southern will service a new
$2 billion Scout Motors plant located in Blythewood, South 
Carolina. The plant is scheduled to start producing electric 
vehicles in 2026. Norfolk Southern is working with the state and 
Palmetto Railways to develop rail infrastructure for the plant.
BIOFUEL AT ST. BERNARD 
In Chalmette, Louisiana, Norfolk Southern is supporting St. Bernard 
Renewables (SBR), a new biorefinery co-located within PBF's 
Chalmette Refinery in St. Bernard Parish. To produce renewable 
diesel fuel at the biorefinery, SBR has built a new unit to treat 
feedstocks and retrofitted an out-of-service refinery process unit 
known as a hydrocracker with new technology. SBR is scheduled to 
begin producing renewable diesel in 2023, with the capacity to refine 
more than 300 million gallons annually.
FAIRWINDS LANDING
On Norfolk Southern property leased to its subsidiary Fairwinds 
Landing, $100 million is being invested to transform Lambert's 
Point Docks in Norfolk, Virginia, into a maritime operations and 
logistics center that supports the offshore wind, defense, and 
transportation industries.

Environmental, Social, and Governance Report  |  24
SOCIAL PILLAR
Norfolk Southern's approach to charitable donations and how we 
engage with the communities we serve and operate in is propelled by our 
commitment to relationship building and elevating all members of these 
communities. DEI is at the heart of our philanthropic efforts, and we 
partner with organizations that are committed to equal access for all. 
We donated over $9.5 million in 2022 – a number that we want to actively 
increase moving forward. Specifically, we:
Awarded $400K
in community impact grants across 15 states, meant to support fire 
departments, educational and environmental advocacy groups, 
community service initiatives, and arts and culture organizations
Provided $400K
in grants to 31 food banks across our network, as well as other 
assistance initiatives
Allocated $600K
in grants to 27 organizations across 18 different states that provide 
shelter and services for people who are unhoused
Committed $750K
to Georgia Tech's Advanced Technology Development Center (ATDC) 
to support its new Sustainability Technology Program
Additionally, we actively rolled out
four new giving focus areas – safety, 
sustainability, workforce development,
and thriving communities – to better
align what we do with Norfolk Southern's 
values and strategic priorities.
Most recently, we created a community affairs team tasked with 
improving stakeholder outreach efforts and building relationships 
throughout all communities within our network.
EMPLOYEE RESOURCE GROUPS (ERGs) GIVING
Norfolk Southern supports community engagement efforts led by our 
ERGs. For example:
•  We sponsored the 2022 Atlanta Pride Festival in conjunction with TiES, 
    our ERG focused on advocacy, education, and inclusion for the
    LGBTQ+ community
•  We launched Giving November in partnership with our DEI Alliance 
    and Thoroughbred Volunteers. The initiative encouraged our employees 
    to give back to their communities through acts of service during the   
    penultimate month of the year
•  In December, our VeteraNS ERG laid over 500 wreaths on the graves of 
    Veterans across several cemeteries in Atlanta as part of Wreaths
    Across America
In June 2023, we launched Thoroughbred Giving, a new streamlined way 
for our employees to give back to their communities in ways that matter 
most to them. Our employees are able to directly log their volunteer 
hours in the portal and they can enter their zip code to easily find nearby 
volunteering opportunities. For every four hours an employee volunteers, 
they receive $50 to give to a charity of their choice. 
Corporate Giving & Community Engagement

Environmental, Social, and Governance Report  |  25
SOCIAL PILLAR
Innovation & Technology
Norfolk Southern is on an accelerated path of digital transformation, 
informed by data. Our diverse team of data scientists, developers and 
IT professionals are using digital technology to build a safer, more 
sustainable, and more reliable railroad. We are focused on three primary 
areas: data, automation and empowering the user.
Our machine-vision enabled inspection program is an example of how we 
are bringing automation to create a safer and more sustainable railroad. As 
part of our six-point safety plan announced this year, Norfolk Southern is 
partnering with Georgia Tech Research Institute to develop next-generation 
safety inspection technology, using machine vision and algorithms 
powered by artificial intelligence (AI) to identify defects and needed repairs 
much more effectively than traditional human inspection. Ultra-high-
resolution cameras stationed in strategic locations around its network will 
give Norfolk Southern a 360-degree health check on railcars, improving its 
ability to detect, diagnose and repair defects before they become issues.
Using AI, we created analytic models 
to accurately predict wear on rails
up to 10 years in the future across 
our network.
Our mobility efforts provide employees with handheld, internet-enabled 
devices that allow them to do the work at the point where it needs to be 
done, rather than taking notes in the field and going back to a computer. 
We are continuing to expand our use of mobile applications and devices 
in field and yard operations, enhancing safety, transparency, compliance, 
and efficiency.
WOMEN IN TECHNOLOGY
As part of its mission to support women in science, 
technology, engineering, and math (STEM), Norfolk 
Southern has a long-standing relationship with Women
in Technology (WIT), an Atlanta-based nonprofit. The 
partnership aims to encourage women in IT jobs, but also to fortify the 
pipeline of talent and increase upward opportunity for women within 
Norfolk Southern. 
Norfolk Southern sponsors tickets to WIT’s monthly training sessions 
that gives local women opportunities for education, mentorship, and 
networking. In April 2022, we began supporting a program through Emory 
University for single mothers living below the poverty line who want to 
complete a certificate program in cybersecurity. One of the program’s 
participants was hired to work at Norfolk Southern.
RECOGNIZED FOR INNOVATION IN SAFETY
In spring 2023, the Technology Association of Georgia recognized  
Norfolk Southern as a top innovation-driven company for its Rail Wear 
Predictive Analytics and robust track maintenance.
This industry-leading technology ensures rails are replaced at the optimal 
time, increasing operational safety while reducing costs.

Governance Pillar
One of Norfolk Southern’s strengths is its governance structure. We have a highly effective and 
engaged Board of Directors involved in every aspect of our company’s governance who provide 
accountability for business as well as safety and sustainability performance, ensuring we are doing 
everything we can to provide responsible growth for our investors, employees, communities, and 
business partners. With respect to East Palestine, our Board of Directors is committed to making things 
right and overseeing management’s responsive efforts, including those covered in greater detail in the 
East Palestine Incident and Responsive Efforts section.
HIGHLIGHTS IN THIS AREA INCLUDE:
•  Strong risk management protocols including the use of a dedicated Safety Committee
•  Specific responsive and timely actions taken following the East Palestine derailment
•  An updated Code of Ethics that clearly and concisely articulates our corporate values    
     and Human Rights commitment

Environmental, Social, and Governance Report  |  27
BOARD OVERSIGHT AND PRACTICES
Our Board of Directors is highly engaged, actively involved, and focused 
on ensuring accountability and oversight on behalf of our shareholders. 
With accomplished backgrounds in multiple industries, our Board of 
Directors provides invaluable insight and leadership to ensure our 
continued success.
The Board took several steps in 2022 to enhance its overall governance 
practices, including separating the roles of CEO and Board Chair. On 
May 1, Amy Miles became our new independent Board Chair. Miles 
is the former CEO of Regal Entertainment Group, Inc., with previous 
experience at Deloitte & Touche and PricewaterhouseCoopers LLC. Miles 
has enhanced governance processes, leveraging the Board’s capacity to 
provide strategic advice and actively engaging with management to stay 
informed on material matters impacting Norfolk Southern.
Guided by our independent Board Chair's experience and expertise, the 
Board is actively overseeing the implementation of the bold new strategic 
plan outlined at our 2022 Investor Day, which focuses on a balanced 
approach to safely deliver reliable and resilient service, propel smart and 
sustainable growth, and drive continuous productivity improvement.
More information about our Board of Directors and the extensive 
governance framework and practices they have established can be 
found in our 2023 Proxy Statement. Additional details about our risk 
management processes and related Board committees, including our 
dedicated Safety Committee, is set forth below and described further in 
our Proxy Statement.
RISK MANAGEMENT
The Board monitors and receives periodic updates regarding the primary 
operational, compliance, financial, technological, and strategic risks 
facing Norfolk Southern, and oversees our corresponding Enterprise 
Risk Management (ERM) program. The Board uses the ERM program 
to proactively identify and mitigate the primary risks and uncertainties 
that may impact the company's business objectives. Norfolk Southern’s 
management has in turn created an Enterprise Risk Council, comprised 
of executive leadership, which periodically receives updates on enterprise 
risk and risk-related topics. Additionally, groups of cross-functional senior 
business leaders across the company meet quarterly to discuss current 
and emerging risks and trends to proactively mitigate risk. The Board 
further receives regular reports on risk management efforts associated 
with climate-related threats as part of its efforts to ensure that our 
company’s assets and long-term strategy are resilient to the impacts of 
climate change.
Subject to the Board’s ultimate oversight and accountability, the Board 
has delegated the following risk management oversight responsibilities 
to its various committees:
Finance and Risk Management Committee: oversight of the ERM 
program, including receiving reports on overall risk monitoring and 
mitigation activities, including technology risks, and assisting the Audit 
Committee in reviewing the company’s major financial risk exposures
Audit Committee: oversight of the accuracy and integrity of Norfolk 
Southern's financial statements, regular financial reports, and internal 
policy compliance
GOVERNANCE PILLAR
Board Oversight & Risk Management
Governance and Nominating Committee: oversight of sustainability and 
climate change risks, including the impact of legislative and regulatory 
developments impacting such risks
Human Capital Management and Compensation Committee: oversight 
of human capital management and compensation risks, including talent 
and recruiting risks, and compensation plans and programs to ensure 
they do not encourage unnecessary or excessive risk taking
Safety Committee: oversight of risk management related to Norfolk 
Southern’s safety programs and practices. Norfolk Southern is the only 
Class 1 railroad with a standing Board-level Safety Committee. Our 
Safety Committee meets periodically with senior management to review 
multiple topics, including our safety performance, accident and injury 
rates, training programs, trends, and risk management activities, with 
deep dives into additional topics such as infrastructure, hazardous 
material safety processes, and innovative technologies.

Environmental, Social, and Governance Report  |  28
DIGITAL & PHYSICAL ASSET SECURITY
Norfolk Southern takes data and physical 
asset security seriously. Our multi-layered 
defensive cyber security strategy is 
based on the Framework for Improving 
Critical Infrastructure Cybersecurity from 
the National Institute of Standards and 
Technology. The process is continually 
monitored, tested, assessed, and updated 
while working with government agencies and 
peers to implement best practices, guard 
against an evolving threat environment, and 
ensure we remain compliant with relevant 
regulatory requirements. 
BOARD DIVERSITY
Our Board recognizes the value of diverse directors. During shareholder 
engagement in 2022, multiple shareholders focused on the increasing 
importance of diversity and gender diversity on our Board. Currently,  
38% of our Board is comprised of women and ethnically diverse directors, 
a percentage we anticipate increasing by the 2024 Annual Meeting  
of Shareholders.
RESPONSIVE ACTIONS – EAST PALESTINE
The Board took several responsive actions in response to the East 
Palestine derailment, including:
•  Actively overseeing management’s responsive efforts, including 
    the environmental, community support, and safety activities covered
    in greater detail in the East Palestine Incident and Responsive
    Efforts section
•  Appointing a newly elevated Vice President of Safety
•  Approving new compensation metrics for 2023 in the annual incentive 
    program that better align with our new balanced strategy to safely   
    provide reliable and resilient service, including using revenues rather 
    than Operating Ratio and adding specific service and publicly reported 
    safety metrics
      -  Our Safety Committee receives regular reports regarding these 
          safety metrics (FRA reported accident rate and FRA reported 
          injury rate) which are consistently used in the industry to
          measure performance
      -  We believe the addition of these safety metrics keeps performance 
          in these areas top of mind for our employees and is consistent with 
          our enhanced focus on safety, with both historical and peer 
          performance considered when setting the precise targets
GOVERNANCE PILLAR  |  Board Oversight & Risk Management

Environmental, Social, and Governance Report  |  29
UPDATED CODE OF ETHICS
Norfolk Southern revised and updated its 
Thoroughbred Code of Ethics in 2022 to 
provide a modernized look and tone to the 
code that communicates our corporate 
values in a clear and concise manner. We 
performed a benchmarking assessment and 
plan to conduct a full program assessment 
in 2023.
Our goal is to ensure that we continue 
doing business in a responsible and ethical 
manner and that expectations are clearly 
defined and available for both employees, customers, suppliers, and the 
communities we serve.
As set forth in the updated Thoroughbred Code of Ethics, management 
employees receive an annual ethics survey and questionnaire. Depending 
on their job position, employees receive periodic training to ensure they 
uphold federal laws covering antitrust, fair competition, and insider 
trading. Additionally, Norfolk Southern maintains an Ethics & Compliance 
Hotline to make it easy for employees and third parties to confidentially, 
or anonymously if desired, report concerns or possible wrongdoing, 
including theft, fraud, or violations of law or company policies. The 
Hotline, 800-732-9279, is available 24/7.
HUMAN RIGHTS COMMITMENT
Respect for others is fundamental to our values. We recognize that all 
people have a right to be treated with dignity and without discrimination. 
We seek to respect and support universal human rights in the workplace, 
the communities we serve, and our global supply chain. Our commitment 
is consistent with the United Nations Guiding Principles on Business and 
Human Rights (the UN Guiding Principles), which establishes that the 
role of government is to protect human rights while the role of business 
is to respect human rights, and that both can play important roles to 
remedy human rights offenses when they occur. Norfolk Southern’s 
commitment draws upon international standards regarding human 
rights, including those described in the International Labour Organization 
(ILO) Declaration on Fundamental Principles and Rights at Work and the 
United Nations (UN) Guiding Principles on Business and Human Rights. 
Business Ethics & Compliance
The Thoroughbred  
Code of Ethics 
GOVERNANCE PILLAR

Environmental, Social, and Governance Report  |  30
Legislation, Regulation, & Government Relations
GOVERNANCE PILLAR
We are an integral part of the communities across our network and 
our country’s supply chain. We employ local citizens and provide 
freight rail service for businesses that drive the national and global 
economy. At Norfolk Southern, our government relations program 
seeks to educate and inform the people that make decisions 
that affect railroads and railroaders, customers, suppliers, and 
communities.
Our public policy advocacy efforts are focused on a wide range 
of issues that could impact the company, and our political 
contributions reflect a philosophy of productive bipartisan 
engagement. We generally support candidates, regardless of 
political party, whose positions on issues central to our business 
align with our interests. Please see our website for more information 
where we stand on key policy issues that impact our business. 
While we may not agree with all the positions of every industry, 
trade, or policy organization in which we participate, or candidate 
to whom we contribute, Norfolk Southern believes continued 
engagement is the most effective tool to support the long-term 
interests of our stakeholders. We may further engage in indirect 
lobbying through trade associations and chambers of commerce of 
which we are a member. Our membership in any such organization 
does not imply that we agree with or endorse every position that 
these groups may take. We work with the other members to ensure 
that lobbying, if any, conducted through trade organizations reflects 
our values and concerns.
We prioritize transparency across all our public affairs activities, 
providing regular reports on our political activities to our Board of 
Directors and disclosing our political contributions on the Norfolk 
Southern webpage. As a result of these efforts and more, Norfolk 
Southern was recognized as a “Trendsetter” in the 2022 Center for 
Political Accountability (CPA)-Zicklin Index of Political Accountability 
and Disclosure. CPA-Zicklin has recognized us for our corporate 
leadership in political disclosure since 2012.
We know a safer railroad is a better railroad, and the events of the 
last few months have strengthened our commitment to rail safety. 
We have already taken actions to further enhance safety, and we 
are advocates in Washington for legislative provisions that have 
the potential to enhance freight rail safety. It will take the entire 
industry, including railcar owners, leasing companies, equipment 
manufacturers, and the railroad companies to make meaningful 
safety enhancements, and we are embracing our role in that journey.

Environmental, Social, and Governance Report  |  31
Disclosures Appendix
ABOUT THIS REPORT
This report has been prepared in reference to the Global Reporting
Initiative (GRI) Universal Standards and in alignment with the 
Sustainability Accounting Standards Board (SASB) and Task Force on 
Climate-related Financial Disclosures (TCFD) frameworks. Information 
includes sustainability initiatives in 2022 and Q1/Q2 of 2023 and financial 
data for 2022 (as well as through June 30, 2023 for items pertaining to 
East Palestine) for the operations of Norfolk Southern Corporation and 
its consolidated subsidiaries. Additional information on our ESG program 
is available on the Norfolk Southern website. The numbers shown in this 
report are approximate and may be rounded. Materiality, as used in this 
report, differs from the definition used in the context of filings with the 
Securities and Exchange Commission (SEC). Issues deemed material 
for the purposes of our ESG strategies and disclosures may not be 
considered material for SEC reporting purposes.
FORWARD-LOOKING STATEMENTS
This report contains forward-looking statements that may be identified 
by the use of words like “believe,” “expect,” “anticipate,” “estimate,” “plan,” 
“consider,” “project,” and similar references to the future. Forward-looking 
statements reflect our good-faith evaluation of information currently 
available. These forward-looking statements are subject to a number of 
risks and uncertainties, and our actual results may differ materially from 
those projected. Please refer to our annual and quarterly reports filed 
with the SEC for a full discussion of those risks and uncertainties we 
view as most important. Forward-looking statements are not, and should 
not be relied upon as, a guarantee of future performance or results, nor 
will they necessarily prove to be accurate indications of the times at or 
by which any such performance or results will be achieved. As a result, 
actual outcomes and results may differ materially from those expressed 
in forward-looking statements. We undertake no obligation to update or 
revise forward-looking statements.
SUSTAINABILITY AND CLIMATE STATEMENT
At Norfolk Southern, our actions to reduce the environmental impact 
of our operations are rooted in our values, and our understanding of 
current climate science. We all want cleaner air and a healthier planet 
for ourselves and future generations, and this responsibility inspires us 
to integrate sustainability into our daily operations. We also recognize 
that significant scientific evidence points to the effect of greenhouse 
gas emissions on the global climate. As a leading provider of freight-rail 
service – the most sustainable mode of surface transportation – we have 
committed to do our part to reducing our carbon emissions by setting 
a science-based target consistent with the Paris Agreement on climate 
change, pursuing innovative solutions and providing our customers with 
unparalleled, energy-efficient service.
CLIMATE CHANGE SCENARIO ANALYSIS
In alignment with our enterprise risk management process, Norfolk 
Southern performed a physical climate change scenario analysis in 2022 
to explore vulnerabilities and to address our response to climate-related 
risk. The physical risk scenario analysis focused on almost 450 of our 
critical assets in short-, medium and long-term scenarios. This includes 
a baseline of 2020, which extends to 2100 at five-year intervals and looks 
at a historical baseline view (average of 1986-2005). The analysis was 
conducted for Representative Concentration Pathways (RCPs) 2.6, 4.5, 
and 8.5 along eight different climate perils using the Jupiter Intelligence 
ClimateScore Global program. Norfolk Southern reports annually on the 
climate-related risks and opportunities we face in our publicly available 
CDP Climate Change response.
REPORTING FRAMEWORKS
Norfolk Southern measures progress on ESG activities against several 
third-party reporting frameworks, including the GRI, SASB, TCFD, and the 
United Nations Sustainable Development Goals (UN SDGs). This report 
has been prepared in reference to the GRI Universal Standards and in 
alignment with the SASB and TCFD frameworks.
Global Reporting Initiative: GRI provides commonly used standards for 
sustainability reporting that help organizations increase transparency and 
responsibility for long-term sustainability impacts.
Sustainability Accounting Standards Board: SASB standards guide the 
disclosure of financially material sustainability information by companies 
to their investors. Available for 77 industries, the standards identify the 
subset of environmental, social, and governance issues most relevant to 
financial performance in each industry.
Task Force on Climate-Related Financial Disclosure: The TCFD 
framework is designed to help companies and investors understand how 
to assess climate-related risks and opportunities.
United Nations Sustainable Development Goals: The UN SDGs consist 
of 17 goals, developed, and adopted by all UN member states in 2015, and 
work toward achieving peace and prosperity for people and the planet by 
2030. Most pertinent to Norfolk Southern are the SDGs that align with 
our mission, vision, and values.
GOVERNANCE PILLAR

Data Scorecard
NORFOLK SOUTHERN ENVIRONMENTAL, SOCIAL, AND GOVERNANCE REPORT

Environmental, Social, and Governance Report  |  DS1
TERMINAL DWELL*  ↑ 10.5% 
in average hours 2022 vs. 2021
19.6
19.2
23.6
2019
2020
2021
2022
26.1
TRAIN SPEED** ↓ 5% 
in average mph 2022 vs. 2021
2019
2020
2021
2022
23
22.3
19.8
18.8
CAPITAL INVESTMENT
snapshot of Norfolk Southern track roadway additions and replacements over the past four years to support safe and efficient operations and growth 
2019
2020
2021
2022
Track miles of rail installed
449
418
458
541
Miles of track surfaced
5,012
4,785
4,225
4,155
Crossties installed (millions)
2.4
1.8
2.0
2.2
SUPPLY-CHAIN SPEND
2019
2020
2021
2022
Approved suppliers
7,633
7,837
8,206
8,471
Small and diverse suppliers
255
216
204
187
Small and diverse suppliers
$126M
$166M
$189M
$248M
Total
$3.8B
$2.9B
$3.2B
$4.4B
*   Terminal dwell, a measure of rail yard efficiencies, is the amount of time rail cars spend in a terminal before departing on an outbound train for customer delivery. 
** Train speed is an indicator of network velocity and fluidity, key to turning assets faster, moving more freight with fewer locomotives and rail cars, and adding network     
     capacity to support customers’ growth. 
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS2
NORFOLK SOUTHERN CORPORATION AND SUBSIDIARIES ECONOMIC CONTRIBUTIONS TO THE STATES, INCLUDING D.C., SERVED BY NORFOLK SOUTHERN CORPORATION 2022
($ in thousands)
State
Total Number of
Employees Paid (A)
Total Payroll (A)
Total State & 
Local Taxes (B)
*Total Purchases &
Other Payments (C)
includes taxes
Total Purchases &
Other Payments (C) 
Miles of Road Operated  
12/31/2022
Alabama
1,578
$  116,577
$  26,844
$  97,757
$  124,601
1,304
Delaware
59
4,360
293
2,351
2,644
82
District Of Columbia
3
563
2
19,592
19,594
19
Florida
223
15,836
2,609
61,442
64,051
148
Georgia
5,400
542,397
47,374
671,046
718,420
1,706
Illinois
1,300
99,177
28,400
1,104,947
1,133,347
1,261
Indiana
2,155
178,541
22,382
124,144
146,526
1,440
Iowa
15
751
302
1,524
1,826
43
Kentucky
987
67,915
16,090
119,077
135,167
429
Louisiana
106
6,449
6,517
5,486
12,003
76
Maryland
95
5,266
918
37,749
38,667
259
Michigan
608
47,687
2,006
53,526
55,532
489
Mississippi
274
16,909
11,019
32,046
43,065
211
(A) Employment based on W-2's state of residence. Payroll figures are not included in purchases column.    (B) Taxes include state income, property, sales and use, franchise, and other miscellaneous taxes.    (C) Total purchases includes any payments that 
were processed through NS' voucher A/P system (including capital items, rolling stock, joint facility, employee claims, legal fees, etc.) based on payment remittance address. Payroll and tax payments are not included.
*Excludes payments such as: Payments made to healthcare vendors; insurance payments to United Health Care, averaging $25M per month; Vanguard contributions. NOTE: Excludes employees in the Shared Asset Area but includes all nonoperating companies.
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS3
NORFOLK SOUTHERN CORPORATION AND SUBSIDIARIES ECONOMIC CONTRIBUTIONS TO THE STATES, INCLUDING D.C., SERVED BY NORFOLK SOUTHERN CORPORATION 2022  
($ in thousands)
State
Total Number of
Employees Paid (A)
Total Payroll (A)
Total State & 
Local Taxes (B)
*Total Purchases &
Other Payments (C)
includes taxes
Total Purchases &
Other Payments (C) 
Miles of Road Operated  
12/31/2022
Missouri
482
$  36,565
$  11,213
$  105,471
$  116,684
409
New Jersey
167
10,798
9,559
96,701
106,260
893
New York
443
32,233
13,488
76,669
90,157
840
North Carolina
1,068
79,053
10,369
303,345
313,714
1,121
Ohio
2,907
224,864
16,357
753,540
769,897
1,905
Pennsylvania
3,424
273,467
44,602
1,107,362
1,151,964
2,410
South Carolina
664
51,496
12,820
53,816
66,636
762
Tennessee
1,439
106,282
24,296
75,127
99,423
718
Virginia
2,715
208,594
35,385
124,322
159,707
1,990
West Virginia
712
51,840
13,532
7,200
20,732
618
All Other
138
15,770
2,070
1,015,789
1,017,859
4
Total
26,962
$  2,193,390
$  358,447
$  6,050,029
$  6,408,476
19,137
(A) Employment based on W-2's state of residence. Payroll figures are not included in purchases column.    (B) Taxes include state income, property, sales and use, franchise, and other miscellaneous taxes.    (C) Total purchases includes any payments that 
were processed through NS' voucher A/P system (including capital items, rolling stock, joint facility, employee claims, legal fees, etc.) based on payment remittance address. Payroll and tax payments are not included.
*Excludes payments such as: Payments made to healthcare vendors; insurance payments to United Health Care, averaging $25M per month; Vanguard contributions. NOTE: Excludes employees in the Shared Asset Area but includes all nonoperating companies.
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS4
LOCOMOTIVE DIESEL FUEL USE
in million gallons
FUEL EFFICIENCY
gallons of diesel consumed per 1,000 gross ton-miles improved 8% 
since 2019
2022 EMISSIONS
CO₂ equivalents in metric tons
SCOPE 1*
SCOPE 2
SCOPE 3
CO2
4,089,403
149,672
90,941
CH4
8,393
306
59
N2O
29,862
513
618
CO2e
2,701,909***
Total
4,127,658
150,491
2,793,527**
*   Scope 1 emissions exclude 31,488 tons of direct CO2 emissions from the use
     of biofuels.
** Emissions in Scope 3 above account for employee business travel, waste   
     generated in operations, upstream leased assets, upstream transportation
     and distribution, purchased goods and services, capital goods, and fuel- and  
     energy-related activities not covered in Scope 1. 
*** 55,125 metric tons CO2e are emissions related to waste generated in   
     operations. The total CO2 CH4 and N2O emissions breakdown for this category    
     is not available because emissions for waste constitute only methane  
     emissions and emission factors for waste are not broken down per GHG type.    
     956,554 metric tons CO2e are emissions related to the well to tank (upstream) 
     portion of Scope 1 fuel use and a breakdown for this category is not available 
     because emission factors are provided in kg of CO2e per liter and therefore a 
     breakdown per GHG type is unavailable. 400,830 metric tons CO2e are related 
     to purchased goods and services emissions allocated by top 30% supplier 
     spend in 2022. 1,289,401 metric tons CO2e are related to capital goods 
     emissions. Constituent gas breakdowns for purchased goods and services and 
     capital goods are not available due to spend-based emissions factors being 
     used in kgCO2e/USD.
ABSOLUTE GHG EMISSIONS
total Scope 1/Scope 2
CO₂ equivalents in million metric tons
 4.20
4.99
4.31
2022
2019
2020
2021
4.28
GHG EMISSIONS INTENSITY
CO₂ equivalents per million gross ton-miles in metric tons improved 
6% since our 2019 base year. Values exclude emissions from biofuels.
2022
2019
2020
2021
12.61
13.44
13.38
12.66
DATA SCORECARD
PURCHASED ELECTRICITY: 4%
152,460 METRIC TONS
STATIONARY SOURCES: 4%
180,736 METRIC TONS Fuel oil, kerosene, 
natural gas, propane, non-vehicle diesel 
MOBILE SOURCES: 92%
3.98 MILLION METRIC TONS Locomotive
diesel, fleet and non-fleet vehicle fuel, jet fuel

Environmental, Social, and Governance Report  |  DS5
Summary*
Tons**
Waste generated
232,134
Waste to landfill
92,755
Waste diverted
139,379
RCRA hazardous waste***
5,203
Total waste diverted from landfill
60%
Battery recycling
Tons**
Lead acid
42
Nickel-cadmium
33
GNB absolyte
161
Other
2
Materials reused or recycled
Tons**
Crossties for energy
66,637
Mixed scrap metal/steel
37,560
Reclaimed used oil/grease
3,937
Recycled trash/cardboard
201
Other recovered materials
Tons**
Fluorescent light bulbs
4.05
Solvent recovery/paint recycle
14,378
ENERGY SCORECARD****
2022
366 million kilowatt hours
2021
362.8 million kilowatt hours
2020
421.3 million kilowatt hours
2019
442.4 million kilowatt hours
ELECTRICITY COST****
2022
$44.7 million
2021
$40.5 million
2020
$40.5 million
2019
$40.5 million
2022 WASTE SCORECARD  
*       NS hired an independent consultant to collect and quality-check waste stream data.
**     Numbers are rounded to the nearest ton.
***   Resource Conservation and Recovery Act wastes are managed by NS according to applicable federal and state laws governing hazardous waste.
**** Valid as of June 30, 2023
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS6
EMPLOYEE SAFETY SNAPSHOT (Safety data numbers as of June 1, 2023)
2019
2020
2021
2022
YoY change 
2021 to 2022
Reportable injuries*
356
293
228
191
16.2% A
Employees who lost work days due to injury
232
196
105
81
22.9% A
Reportable injury ratio per 200,000 employee-hours 
1.51
1.52
1.26
1.01
19.8% A
Work-related fatalities
2
1
1
1
-
Fatality rate**
.01
.01
.01
.01
- 
Serious injury count***
50
40
24
8
66.7% A
Ratio
0.21
0.21
0.13
0.04
69.2% A
*      Three most frequent: strain, bruise/contusion, and sprain.
**    Measured by number of fatalities divided by total employees.
***  A serious injury involves death, or one of the following injury types resulting in seven or more lost days: amputation, concussion, dislocation, fracture, internal 
        injury, laceration, one-time exposure to fumes or chemicals, burns, electric shock, rupture/tear, crushing injury.
HIGHWAY-RAIL GRADE-CROSSING INCIDENTS
2019
2020
2021
2022
Injuries
112
100
84
86
Fatalities
32
27
25
26
Highway-rail 
incidents
358
302
358
310
Incidents per million
train miles
4.09
4.16
5.17
4.54
TRESPASSER INCIDENTS
2019
2020
2021
2022
Injuries
71
61
59
58
Fatalities
75
51
64
52
Incidents per million
train miles
1.66
1.54
1.78
1.6
FRA TRAIN ACCIDENTS
2019
2020
2021
2022
Total number
289
266
276
289
Incidents per million
train miles
3.30
3.66
3.99
4.20
FRA MAINLINE ACCIDENTS
2019
2020
2021
2022
Total number
68
63
52
57
Incidents per million
train miles
0.89
0.99
0.85
0.93
Mainline refers to that portion of the track that connects stations (other than 
auxiliary track) on which trains operate.
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS7
TOTAL REPORTABLE HAZMAT INCIDENTS  includes accident and nonaccident releases
2019
2020
2021
43
42
64
2022
43
CARLOADS OF REGULATED HAZARDOUS MATERIAL  carloads in thousands
2019
2020
2021
483
576
520
2022
491
HAZMAT ACCIDENT RELEASES
Accident 
releases by 
number of cars 
involved
Accident release 
incidents per 
100,000 carloads 
of hazardous 
material 
shipments
2019
2020
2021
2022
7
8
7
7
1.38
1.45
1.35
1.42
HAZMAT NONACCIDENT RELEASES
2019
2020
2021
36
33
57
5.73
7.45
10.96
Nonaccident 
releases by 
number of cars 
involved
Nonaccident 
release incidents 
per 100,000 
carloads of 
hazardous
material
shipments
2022
36
7.32
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS8
Craft (unionized) workforce
Female
611
4.0%
Male
14,609
96.0%
Total
15,220
100%
Age under 30
1,523
10.0%
30 to 50
8,606
56.5%
Over  50
5,091
33.4%
Total
15,220
100%
White
12,324
81.0%
Black or African American
2,282
15.0%
Hispanic/Latino
305
2.0%
Asian
76
0.5%
Other 
233
1.5%
Total 
15,220
100%
Management workforce
Female
884
22.3%
Male
3,082
77.7%
Total
3,966
100%
Age under 30
356
9.0%
30 to 50
2,467
62.2%
Over 50
1,143
28.8%
Total
3,966
100%
White
2,774
69.9%
Black or African American
800
20.2%
Hispanic/Latino
119
3.0%
Asian 
187
4.7%
Other
86
2.2%
Total 
3,966
100%
Senior management
Female
5
19%
Male
21
81%
Total
26
100%
Age under 30
 - 
-
30 to 50
10
38%
Over 50 
16
62%
Total
26
100%
White
21
81%
Black or African American
3
12%
Hispanic/Latino
 - 
 - 
Asian
1
4%
Other
1
4%
Total
26
100%
WORKFORCE DEMOGRAPHICS as of 12/31/2022
In addition to the workforce demographics disclosed above, we are publishing our 2021 EEO-1 report, available here, for transparency, and to demonstrate our continued commitment toward advancing diversity, equity, and inclusion. The EEO-1 report is 
an annual mandatory submission provided to the U.S. Equal Employment Opportunity Commission; however, it uses specific job categories that are not necessarily tailored to our company’s unique organizational structure. As such, we encourage you to 
review the employment data disclosed in the tables above, which provides a more specific and informative breakdown of our workforce.
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS9
Management workforce
Female
168
32%
Male
357
68%
Total
525
100%
Age under 30
147
28.0%
30 to 50
300
57.1%
Over 50
78
14.9%
Total
525
100%
White
243
46.3%
Black or African American
192
36.6%
Hispanic/Latino
22
4.2%
Asian
46
8.8%
Other
22
4.2%
Total
525
100%
Craft (unionized) workforce
Female
253
5.6%
Male
4,275
94.4%
Total
4,528
100%
Age under 30
1,782
39.4%
30 to 50
2,332
51.5%
Over 50
414
9.1%
Total
4,528
100%
White
2,680
59.2%
Black or African American
1,425
31.5%
Hispanic/Latino
161
3.6%
Asian
112
2.5%
Other
150
3.3%
Total
4,528
100%
2022 NEW HIRES as of 12/31/2022
VETERAN INFORMATION as of 12/31/2022
Workforce
2,302
12%
New hire
412
8%
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS10
Management workforce
Female
124
24%
Male
400
76%
Total
524
100%
Age under 30
69
13.2%
30 to 50
269
51.3%
Over 50
186
35.5%
Total
524
100%
White
330
63.0%
Black or African American
138
26.3%
Hispanic/Latino
18
3.4%
Asian
25
4.8%
Other
13
2.5%
Total
524
100%
Craft (unionized) workforce
Female
204
5.3%
Male
3,646
94.7%
Total
3,850
100%
Age under 30
920
23.9%
30 to 50
2,116
55.0%
Over  50
814
21.1%
Total
3,850
100%
White
2,478
64.4%
Black or African American
1,078
28.0%
Hispanic/Latino
109
2.8%
Asian
69
1.8%
Other
116
3.0%
Total
3,850
100%
*Includes employees who were discharged, resigned, left due to disability or workforce reduction, and retired.
2022 EMPLOYEES WHO LEFT* as of 12/31/2022
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS11
FOUNDATION & CORPORATE GIVING
2019
2020
2021
2022
Total Foundation
$
6,214,249
5,376,000
3,678,008
2,037,964
Total corporate giving
$
2,452,866
2,396,100
3,242,180
6,373,672
Hampton Roads community gift
$
5,000,000
Children's Hospital of The King's Daughters gift
$
1,000,000
1,000,000
500,000
Good Government Fund Matches
$
743,050
686,100
667,703
590,173
Total 
$
9,410,165
14,458,200
8,587,891 
9,501,809
EMPLOYEE CONTRIBUTIONS
Donation
$
393,779.08
Match
$
343,815.05
Total 
$
737,594.13
EMPLOYEE CONTRIBUTIONS BY CAUSE
Agriculture
4%
Arts Humanities
 15%
Education
67%
Environment
5%
Other
9%
Total
100%
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS12
GRI STANDARD
DISCLOSURE
RESPONSE / INFORMATION LOCATION
GRI 2: GENERAL 
DISCLOSURES
The organization and its reporting in reference to GRI requirements
2-1 Organizational details
a. Norfolk Southern Corporation 
b. Norfolk Southern is a publicly traded company, incorporated in Virgina. Norfolk Southern's common stock is listed on the New York Stock Exchange 
and the official trading symbol is "NSC." 
c. Atlanta, GA 
d. 2022 Annual Report - Form 10-K (p. K3-K4)
2-2 Entities included in the organization's 
sustainability reporting
a. 2022 Annual Report - Form 10-K (p. K3) 
b. 2022 Annual Report - Form 10-K (p. K3) 
c. ESG Data Scorecard; 2022 CDP Response; and 2022 Annual Report - Form 10-K (p. K5-K8)
2-3 Reporting period, frequency and contact 
point
a. About this Report  
b. About this Report  
c. June 30, 2023 
d. Corporate Communications Department, media.relations@nscorp.com
2-4 Restatements of information
a. The reported Absolute GHG Emissions and GHG Emissions Intensity for 2020 have each been restated based on updated biofuel volumes (from 3.8 
to 4.20 and from 12.44 to 13.44, respectively).
2-5 External assurance
a. 2022 GHG Emissions Report 
b. 2022 GHG Emissions Report
Global Reporting Initiative (GRI) Content Index	
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS13
GRI STANDARD
DISCLOSURE
RESPONSE / INFORMATION LOCATION
GRI 2: GENERAL 
DISCLOSURES
Activities and workers
2-6 Activities, value chain and other business 
relationships
a. 2022 Annual Report - Form 10-K (p. K3-K6) 
b. 2022 Annual Report - Financial Highlights; Responsible Sourcing & Circularity, ESG Data Scorecard 
c. 2022 Annual Report - Form 10-K: Appendix A 
d. 2022 Annual Report (p. 1-4)
2-7 Employees
ESG Data Scorecard
2-8 Workers who are not employees
ESG Data Scorecard
Governance
2-9 Governance structure and composition
a. Board Oversight & Risk Management and 2023 Proxy Statement (p. 17-23) 
b. Board Oversight & Risk Management and 2023 Proxy Statement (p. 17-23) 
c. 2023 Proxy Statement (p. 7-26)
2-10 Nomination and selection of the highest 
governance body
a. 2023 Proxy Statement (p. 7-26) and Corporate Governance Guidelines 
b. 2023 Proxy Statement (p. 7-26) and Corporate Governance Guidelines
2-11 Chair of the highest governance body
a. 2023 Proxy Statement (p. 2-17) 
b. 2023 Proxy Statement (p. 2-17)
2-12 Role of the highest governance body in 
overseeing the management of impacts
a. Board Oversight & Risk Management, 2023 Proxy Statement (p. 7-26), and Charter of the Governance and Nominating Committee 
b. Board Oversight & Risk Management, 2023 Proxy Statement (p. 4-6, 15), Charter of the Governance and Nominating Committee, and 2022 CDP 
Response 
c. 2023 Proxy Statement (p. 21)
2-13 Delegation of responsibility for managing 
impacts
a. Board Oversight & Risk Management and 2023 Proxy Statement (p. 17-23) 
b. 2022 CDP Response
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS14
GRI STANDARD
DISCLOSURE
RESPONSE / INFORMATION LOCATION
GRI 2: GENERAL 
DISCLOSURES
Governance (continued)
2-14 Role of the highest governance body in 
sustainability reporting
a. This ESG report was reviewed by the Company's Executive Leadership Team and provided to the Board of Directors before publication.
2-15 Conflicts of interest
a. The Thoroughbred Code of Ethics (p. 32) and 2023 Proxy Statement (p. 17, 23, 24, 42) 
b. The Thoroughbred Code of Ethics (p. 32) and 2023 Proxy Statement (p. 17, 23, 24, 42)
2-17 Collective knowledge of the highest 
governance body
a. 2023 Proxy Statement (p. 14-15, 18)
2-18 Evaluation of the performance of the 
highest governance body
a. 2023 Proxy Statement (p. 17-20) and Corporate Governance Guidelines 
b. 2023 Proxy Statement (p. 17-20) and Corporate Governance Guidelines 
c. 2023 Proxy Statement (p. 17-20) and Corporate Governance Guidelines
2-19 Remuneration policies
a. 2023 Proxy Statement (p. 45-56) and Charter of the Compensation Committee 
b. 2023 Proxy Statement (p. 45-56) and Charter of the Compensation Committee
2-20 Process to determine remuneration
a. 2023 Proxy Statement (p. 45-56) and Charter of the Compensation Committee 
b. 2023 Proxy Statement (p. 32-33)
2-21 Annual total compensation ratio
a. 2023 Proxy Statement (p. 78-79) 
b. 2023 Proxy Statement (p. 78-79)
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS15
GRI STANDARD
DISCLOSURE
RESPONSE / INFORMATION LOCATION
GRI 2: GENERAL 
DISCLOSURES
Strategy, policies and practices
2-22 Statement on sustainable development 
strategy
a. A Message from Our CEO
2-23 Policy commitments
a. Business Ethics & Compliance, Thoroughbred Code of Ethics  
b. Business Ethics & Compliance, Thoroughbred Code of Ethics (p. 38-39) 
c. https://code.nscorp.com/  
d. Thoroughbred Code of Ethics (p. 43) 
e. Thoroughbred Code of Ethics (p. 5) 
f. Business Ethics & Compliance
2-24 Embedding policy commitments
a. Business Ethics & Compliance, Thoroughbred Code of Ethics
2-26 Mechanisms for seeking advice and 
raising concerns
Thoroughbred Code of Ethics (p. 5, 8, 42-43) and Ethics & Compliance Hotline
2-28 Membership associations
a. Legislation, Regulation, & Government Relations 
2-29 Approach to stakeholder engagement
a. Materiality Assessment, Responsible Sourcing & Circularity, Employee Health & Safety, Emergency Preparedness & Response, Employee Recruitment 
& Development, Craft Workforce Engagement, Corporate Giving & Community Engagement, Legislation, Regulation, & Government Relations, 2023 
Proxy Statement (p. 4, 18-20) and 2022 Annual Report (p. 2-3) 
2-30 Collective bargaining agreements
a. 2022 Annual Report (p. 11-15)
GRI 3: MATERIAL 
TOPICS
3-1 Process to determine material topics
a. Materiality Assessment 
b. Materiality Assessment
3-2 List of material topics
a. Materiality Assessment 
b. No changes
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS16
GRI STANDARD
DISCLOSURE
RESPONSE / INFORMATION LOCATION
GRI TOPIC 
STANDARDS
GRI 201: Economic Performance
201-1 Direct economic value generated and 
distributed
2022 Annual Report – Financial Highlights and ESG Data Scorecard
201-2 Financial implications and other risks 
and opportunities due to climate change
2022 Annual Report (p. K15) and 2022 CDP Response
GRI 207: Tax Transparency
207-4 Country-by-country reporting
2022 Annual Report – Financial Highlights and ESG Data Scorecard
GRI 302: Energy
302-1 Energy consumption within the 
organization
2022 Annual Report – Financial Highlights and ESG Data Scorecard
302-3 Energy intensity
ESG Data Scorecard and 2022 CDP Response
302-4 Reduction of energy consumption
Carbon Emissions & Climate Change, Energy & Water Consumption, ESG Data Scorecard, and 2022 CDP Response
GRI 304: Biodiversity
304-3 Habitats protected or restored
Sustainable Land Use & Biodiversity
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS17
GRI STANDARD
DISCLOSURE
RESPONSE / INFORMATION LOCATION
GRI TOPIC 
STANDARDS
GRI 305: Emissions
305-1 Direct GHG emissions (Scope 1)
ESG Data Scorecard and 2022 CDP Response
305-2 Indirect GHG emissions (Scope 2)
ESG Data Scorecard and 2022 CDP Response
305-3 Indirect GHG emissions (Scope 3)
ESG Data Scorecard and 2022 CDP Response
305-4 GHG emissions intensity ratio
ESG Data Scorecard and 2022 CDP Response
305-5 GHG reductions realized
Carbon Emissions & Climate Change, Energy & Water Consumption, ESG Data Scorecard, and 2022 CDP Response
GRI 306: Waste
306-3 Waste generated
ESG Data Scorecard
306-4 Waste diverted from disposal
Responsible Sourcing & Circularity, ESG Data Scorecard
306-5 Waste directed to disposal
ESG Data Scorecard
GRI 401: Employment
401-1 New employee hires
ESG Data Scorecard
GRI 403: Occupational Health and Safety
403-3 Occupational health services
East Palestine & Responsive Efforts, Employee Health & Safety, Thoroughbred Code of Ethics (p. 13-16, 43)
403-7 Prevention and mitigation of 
occupational health and safety impacts 
directly linked by business relationships
East Palestine & Responsive Efforts, Employee Health & Safety, Thoroughbred Code of Ethics (p. 13-16, 43)
403-9 Work-related injuries
ESG Data Scorecard
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS18
GRI STANDARD
DISCLOSURE
RESPONSE / INFORMATION LOCATION
GRI TOPIC 
STANDARDS
GRI 405: Diversity and Equal Opportunity
405-1 Diversity of employees
Diversity, Equality, & Inclusion and ESG Data Scorecard
GRI 413: Local Communities
413-1 Operations with local community 
engagement, impact assessments, and 
development programs
East Palestine & Responsive Efforts, Materiality Assessment, Employee Health & Safety, Emergency Preparedness & Response, Corporate Giving & 
Community Engagement, and ESG Data Scorecard
413-2 Operations with significant actual 
and potential negative impacts on local 
communities
East Palestine & Responsive Efforts, Materiality Assessment, Employee Health & Safety, Emergency Preparedness & Response, and ESG Data Scorecard
GRI 418: Customer Privacy
418-1 Substantiated complaints concerning 
breaches of customer privacy and losses of 
customer data
Digital & Physical Asset Security. No material customer data breaches were recorded in 2022.
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS19
TOPIC
CODE
ACCOUNTING METRIC
RESPONSE / INFORMATION LOCATION
GREENHOUSE 
GAS EMISSIONS
TR-RA-110a.1
Gross global Scope 1 emissions
ESG Data Scorecard
TR-RA-110a.2
Discussion of long-term and short-term strategy or 
plan to manage Scope 1 emissions, reduction targets, 
and an analysis of performance against those targets
Carbon Emissions & Climate Change, ESG Data Scorecard, 2022 CDP Response
TR-RA-110a.3
Total fuel consumed, percentage renewable
Carbon Emissions & Climate Change, Energy & Water Consumption, ESG Data Scorecard, 2022 CDP Response
AIR QUALITY
TR-RA-120a.1
Air emissions of the following pollutants:  
(1) NOx (excluding N2O) and  
(2) particulate matter (PM10)
(1) t NOx = 37,781 metric tons  
(2) t PM10 = 1,058 metric tons
EMPLOYEE 
HEALTH AND 
SAFETY
TR-RA-320a.1 
(1) Total recordable incident rate (TRIR),  
(2) fatality rate, and  
(3) near miss frequency rate (NMFR)
ESG Data Scorecard
COMPETITIVE 
BEHAVIOR
TR-RA-520a.1
Total amount of monetary losses as a result of 
legal proceedings associated with anticompetitive 
behavior regulations
Norfolk Southern wasn’t subject to any monetary losses as a result of legal proceedings associated with anticompetitive 
behavior regulations in 2022.
Sustainability Accounting Standards Board (SASB) Content Index
SUSTAINABILITY DISCLOSURE TOPICS & ACCOUNTING METRICS
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS20
TOPIC
CODE
ACCOUNTING METRIC
RESPONSE / INFORMATION LOCATION
ACCIDENT 
AND SAFETY 
MANAGEMENT
TR-RA-540a.1
Number of accidents and incidents
ESG Data Scorecard
TR-RA-540a.2
Number of (1) accident releases and (2) nonaccident 
releases (NARs)
ESG Data Scorecard, Employee Health & Safety
TR-RA-540a.3
Number of Federal Railroad Administration (FRA) 
Recommended Violation Defects
ESG Data Scorecard
TR-RA-540a.4
Frequency of internal railway integrity inspections
2 inspections per week*
ACTIVITY METRICS
ACTIVITY METRIC
CODE
RESPONSE / INFORMATION LOCATION
TR-RA-000.A
Number of carloads transported
2022 Annual Report – Form 10-K (p. K5 – K6)
TR-RA-000.B
Number of intermodal units transported
2022 Annual Report – Form 10-K (p. K5)
TR-RA-000.C
Track miles
ESG Data Scorecard and 2022 Annual Report – Form 10-K (p. K5)
TR-RA-000.D
Revenue ton miles (RTMs)
2022 Annual Report – Form 10-K (p. K5)
TR-RA-000.E
Number of employees
ESG Data Scorecard
*(The FRA requires twice-weekly inspections, with at least one calendar-day interval between inspections if the track has carried passenger trains, or more than 10 million gross tons of traffic during the preceding calendar year. Norfolk Southern inspects all track at the FRA regulatory 
levels based on million gross ton-miles and class of track operated.)
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS21
RECOMMENDED DISCLOSURES
RESPONSE / INFORMATION LOCATION
1. Governance
a. Describe the Board's oversight of climate-related risks and 
opportunities
Board Oversight & Risk Management, 2023 Proxy Statement (p. 8-22), Charter of the Governance and Nominating Committee, and 2022 CDP Response 
(C1.1)
b. Describe management's role in assessing and managing climate-
related risks and opportunities
Materiality Assessment, Carbon Emissions & Climate Change, Board Oversight & Risk Management, Climate Change Scenario Analysis, 2023 Proxy 
Statement (p. 5, 18), Charter of the Governance and Nominating Committee, and 2022 CDP Response (C1.2)
2. Strategy
a. Describe the climate-related risks and opportunities the 
organization has identified over the short, medium, and long term.
Materiality Assessment, 2022 CDP Response (C2.1, C2.2, C2.3, C2.4, and C2.4a)
b. Describe the impact of climate-related risks and opportunities on 
the organization's businesses, strategy and financial planning.
Board Oversight & Risk Management, Materiality Assessment, 2023 Proxy Statement (p. 5, 18), Charter of the Governance and Nominating Committee, 
and 2022 CPD Response (C2.4a,C3.1, C3.3, and C3.4)
c. Describe the resilience of the organization's strategy, taking into 
consideration different climate-related scenarious, including a 2°C or 
lower scenario.
Materiality Assessment, Carbon Emissions & Climate Change, Board Oversight & Risk Management, Climate Change Scenario Analysis, 2023 Proxy 
Statement (p. 5, 18), Charter of the Governance and Nominating Committee, and 2022 CDP Response (C1.2)
3. Risk Management
a. Describe the organization's processes for identifying and 
assessing climate-related risks.
Materiality Assessment, Carbon Emissions & Climate Change, Climate Change Scenario Analysis, 2022 CDP Response (C2.1, C2.1a, and C2.2, C2.2a, 
C2.3, C2.3a)
b. Describe the organization's processes for managing climate-
related risks.
2022 CDP Response (C2.1 and C2.2, C2.3a)
Task Force on Climate-Related Financial Disclosure (TCFD) Index	
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS22
RECOMMENDED DISCLOSURES
RESPONSE / INFORMATION LOCATION
3. Risk Management (continued)
c. Describe how processes for identifying, assessing, and managing 
climate-related risks are integrated into the organization's overall 
risk management.
2022 CDP Response (C2.1 and C2.2)
4. Metrics and Targets
a. Disclose the metrics used by the organization to assess climate-
related risks and opportunities in line with its strategy and risk 
management process.
Carbon Emissions & Climate Change, Climate Change Scenario Analysis, and 2022 CDP Response (C4.1, C4.1b and C9.1)
b. Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse 
gas (GHG) emissions and the related risks.
ESG Data Scorecard and 2022 CDP Response (C6.1, C6.3 and C6.5)
c. Describe the targets used by the organization to manage climate-
related risks and opportunities and performance against targets.
Carbon Emissions & Climate Change and 2022 CDP Response (C4.1 and C4.1b)
SUSTAINABLE DEVELOPMENT GOALS
ALIGNMENT
The United Nations’ 17 Sustainable Development Goals (UN SDGs) is the global framework for driving progress toward a more sustainable future. 
Norfolk Southern is contributing to this urgent call to action throughout our business operations and activities as noted below.
  •  Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.
ESG Report - Corporate Giving & Community Engagement 
ESG Report - Employee Recruitment & Development
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS23
  •  Achieve gender equality and empower all women and girls
The Thoroughbred Code of Ethics 
Proxy Statement 
Annual Report 
ESG Report - Diversity, Equity, & Inclusion 
ESG Report - Employee Recruitment & Development 
ESG Report - Innovation & Technology, ESG Report - Board Diversity
  •  Ensure availability and sustainable management of water and sanitation for all
ESG Report - Sustainable Land Use & Biodiversity 
ESG Report - Energy & Water Consumption 
ESG Report - Data Scorecard
  •  Ensure access to affordable, reliable, sustainable and modern energy for all
CDP Response 
ESG Report - Carbon Emissions & Climate Change 
ESG Report - Energy & Water Consumption 
ESG Report - Data Scorecard
  •  Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
The Thoroughbred Code of Ethics 
Annual Report 
Proxy Statement 
CDP Response 
ESG Report - Responsible Sourcing & Circularity 
ESG Report - Employee Health & Safety 
ESG Report - Employee Recruitment & Development 
ESG Report - Divsity Equity & Inclusion
ESG Report - Economic Performance
ESG Report - Innovation & Technology
  •  Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
Annual Report 
ESG Report - Economic Performance 
ESG Report - Innovation & Technology 
ESG Report - Corporate Giving & Community Engagement 
ESG Report - Data Scorecard
SUSTAINABLE DEVELOPMENT GOALS
ALIGNMENT
DATA SCORECARD

Environmental, Social, and Governance Report  |  DS24
SUSTAINABLE DEVELOPMENT GOALS
ALIGNMENT
  •  Make cities and human settlements inclusive, safe, resilient and sustainable
Annual Report 
The Thoroughbred Code of Ethics 
ESG Report - Carbon Emissions & Climate Change 
ESG Report - Corporate Giving & Community Engagement 
ESG Report - Data Scorecard
  •  Ensure sustainable consumption and production patterns
CDP Response 
ESG Report - Responsible Sourcing & Circularity 
ESG Report - Corporate Giving & Community Engagement 
ESG Report - Data Scorecard
  •  Take urgent action to combat climate change and its impacts
Annual Report 
CDP Response 
The Thoroughbred Code of Ethics 
ESG Report - Carbon Emissions & Climate Change 
ESG Report - Legislation, Regulation, & Government Relations 
ESG Report - Data Scorecard
  •  Conserve and sustainably use the oceans, seas and marine resources for sustainable development
ESG Report - Sustainable Land Use & Biodiversity 
  •  Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and     
         halt and reverse land degradation and halt biodiversity loss
CDP Response 
ESG Report - Sustainable Land Use & Biodiversity
DATA SCORECARD

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2022 DATA. PERCENTS ARE ROUNDED.
www.norfolksouthern.com
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