We're going to go ahead and get started here on day three of the Industrials Conference at JP Morgan. Really excited to close out here with CPKC. We have Keith Creel, President and CEO, Chris de Bruyn, VP of IR and Treasury as well. I'm Brian Ossenbeck, I cover the group for the firm. We're going to go ahead and just give it over to Keith, make some introductory comments. Got obviously a bunch of questions, certainly a lot to talk about. We'll try to get it all in 35 minutes. Keith, really appreciate your time being here today with us and what certainly is probably an unprecedented market. Kick it over to you to lead it off.
Seems like we have unprecedented markets every season. Listen, thanks, Brian. I appreciate the opportunity to come and talk about our CPKC story. It's, you know, time is flying by. It's hard to believe we're approaching our two-year anniversary of our forever company. Coming up quick, just a few weeks away. I tell you, I remain impressed and inspired and, quite frankly, often really surprised with the tenacity and the impact and the performance of the team overall. We're integrating well. That was obviously a lot of risk in the beginning. A lot of the naysayers in the history of our industry did not fare well on the integrations of railroads. We said we would do it differently, and we are. We're creating competition. We're driving and creating growth. We're driving investment, and we're enabling commerce between our three nations like never before possible.
I would say, I said then and I'll say today, maybe in a different way, the timing of it never needed more, in all honesty. We closed the quarter out last year, very strong demand. We carried that into this year. I had a very strong January. You know, Mother Nature came and reminded us that we still are a Canadian company too. Not that we've ever forgotten that, but the winter has been pretty challenging in Canada in February. When you manage the network the right way, you've got the right team and a bit of resiliency, you bounce back fast, which we have. There is a little bit of that pent-up demand from February that's carried into March. March is looking extremely good as well.
I expect that with the momentum we have, we're going to close out a strong quarter, which sets us up well to meet or exceed our guidance for the year.
All right, Keith. Yeah, it's hard to believe about two years ago you were here just having gotten approval for the acquisition. Lots certainly happened since then. Of course, we can't really avoid the headlines at this point. In terms of just the tariffs and how your customers are planning for and adjusting for them, obviously critical pieces, supply chain, autos has kind of been in the front line. Maybe we can just cover off on the short term first and how that's affecting the actual operations and volumes from your perspective.
Okay. Let me step back, and I'm going to kind of tell you the way I look at this. I think about these tariffs, and I've had a lot of time to think about it, obviously. I anticipated, you know, some choppiness when President Trump got elected in our USMCA negotiation, which we, you know, it has to happen next year, which my thesis is it happens sooner than next year. That said, I kind of look at the tariffs in three buckets. Number one, and I don't minimize this, the actions of the Trump administration to address illegal immigration and drug flow between Canada and the U.S., between Mexico and the U.S., those concerns are real. Those drove, you know, the initial 25% tariffs that President Trump threatened and quasi-imposed and pulled back. That's one specific bucket.
The other is USMCA, how that may or may not be affected relative to renegotiating. Third is this, what I call reciprocal tariffs. Those are kind of the three buckets I look at. I look at all three of those, and I think about the facts. The facts are status quo is not acceptable. That is what I'm hearing and I'm seeing and I'm reading from the administration. President Trump and his administration are intent on rebalancing the trade imbalances that exist between U.S., Mexico, between U.S. and Canada. That is absolutely undeniably true. When I look at what has happened so far, I see, again, what I've said all along, that these three countries have never been more integrated than they are today.
The last three, four years, which happens to parallel the time that we began the pursuit of the KCS, and we've, you know, now starting to integrate, the need and the interdependence has only grown. The nearshoring, you know, ally shoring, all those things got accelerated with risk in the supply chains, which the pandemic exposed in a very meaningful way. As a result of that, billions of dollars have been invested, especially in Mexico, to help de-risk supply chains, to bring, you know, products closer to market, to the consumption market, which is the U.S. In the end, once all this settles out, especially our railroad, because uniquely we connect all three nations, we're the only forever-only railroad that does that, I see a way to win in all these markets.
In all honesty, you know, our customers initially, if you think about automotive, they took a pause. Obviously, when the president came out and paused also the tariffs in line with the USMCA compliance, things are shipping normally. We have strong demand in autos. We have strong demand in intermodal. We have strong demand in lumber. We have strong demand in energies, chemicals, and plastics. All those markets are strong and they are there. Now, I think about what might happen, and I have looked at all the scenarios. Of course, we are running daily scenarios like everyone else is. We are not, you know, we are not tariff immune, but I think we are built well for this.
What I look at, if I look at all the range of outcomes of what we know today, worst case versus best case, it kind of aligns with the way we issued our guidance. We said 12%-18% earnings growth. In all those scenarios, in a worst-case scenario, which by the way, we're not anticipating, we still make our double-digit, low double-digit guidance for the year. Once you get beyond the storm, and I think that's what's going to happen, you're going to have some rebalancing, you're going to have some negotiations, we're going to get more clarity. I think clarity is going to help everyone. In the midst of the unclarity, in the midst of the risk and the uncertainty, it's creating an opportunity for us with this network to be market makers. Let me explain.
You know, we had managed trade flows from Canada to the U.S., from Mexico to the U.S. That's what everything's been centered on. Now that this risk has been introduced, you have an appetite and an incentive. If you're a Canadian producer or a Mexican producer looking for a new market that might not be the United States, we're the land bridge that makes it possible. That was never before possible without this merger. That's unique to our railroad. No other railroad can do that. We can create these markets. I'll give you some for instances. We think about products, food products that are produced in Canada that historically have been shipped to the U.S., something as simple as French fries. There's a lot of French fries produced in Canada, east side as well as west side.
Right in our backyard at Calgary, a company called McCain we've all heard of. We're starting to ship literally this week, 20 loads a week of French fries that are produced in Canada and Calgary to Laredo. They're going to Laredo because today we don't have the cold storage facility established yet in Mexico, which has been ongoing for a two-year process, which is coming online later this year. They'll eventually go beyond that border to the Mexican mouths that will need them to that market. That opportunity exists in intermodal. I can go to metals and minerals. I can go to aluminum. There's a lot of aluminum produced in Canada. I can make a case that we consume more than we could ever produce, or at least in the short term produced in the United States. That's one market.
What about a market of what's produced in Canada now looking for a new market to diversify in Mexico? Since we've brought the companies together, we've already started shipments of Canadian aluminum to Mexican markets. This accelerates those discussions. This allows for discussions and new markets to be created so that the volumes that we've enjoyed so far, and by the way, that's quite a long haul from Canada to Mexico, can be amplified. Same story for energies, chemicals, and plastics. If you look at refined fuels, we're already moving refined fuels from Canada to Mexico. If the U.S. market is unattractive, the Mexican market becomes more attractive. The Mexicans are motivated, as the Canadians are motivated to create this market, and we become the bridge. Same story on plastics.
Plastics that are produced in the western part of Canada, right in our wheelhouse in the Edmonton area, with a market going to Mexico. You can go across the book of business, and as much as this creates challenges, it creates opportunities. That's the way this company's wired to think. You know, history will give you challenges, but you can be defined by how you respond to them, not by the challenges themselves. It just means that we get eager, we get hungry. I tell you, the more I think about this, I get more excited about it. We were together, we bring annually our marketing team together every February, the beginning of February. We've done it for 10 years now.
It is all about we do a little bit of celebrating about what we have accomplished, but most importantly, we get aligned on what we have to get done this year. In February, I stood on the stage as I closed the conference out, and we started thinking about, you know, we control what we cannot control. I cannot control the president. He is running a country. I am running a company. What I can control and what we can do is we can create our own solutions. When I told that marketing sales team, you are not order takers, you are market makers and you are hunters. It is an opportunity for you with all the risks to get closer to your customer, to become more strategic, to become part of their solution instead of part of the problem. That is exactly what the team is doing.
I'll give you one last case in point. I don't know any other railroad that does this because it was kind of unique for us, at least in my experience in 30 years of doing this. Back during the pandemic, it's standalone CP. Business was drying up. Customers didn't, we didn't know, we didn't have a lot of certainty. There was a lot of risk in the air. We said, you know what we're going to do? Everybody's locked in at home. They can't really get out. The world is shut down. I said, but the phones work and the computers work. I said, we're going to introduce cold call selling. At CPKC, again, unique to the industry, for our sales team, we have a commission program. They're incented to bring on new quality revenue. I said, you know what?
Coming out of that sales meeting, one of our young salespeople from Kansas City came up to me and said, Mr. Creel, you know what? I've done in my history and my past before I came to work for the railroad that I think might work well for us. Have you ever considered a cold call campaign? I said, you know what? Let me tell you about what we did at CP, but you're right, we haven't at CPKC. We kicked off a campaign three weeks ago. We brought all the team together. We said, listen, you're already getting a commission. We're going to create a competition over the next 60-90 days. New leads, new opportunities for one business. You got to win it. It's got to come to the railroad in each of our five business units. We're going to recognize and incent the winner.
This might sound silly to some, but this means a lot. You know, you take a marketing person and you award them when they win this with a weekend at a meaningful hotel for them and their spouse, something they'd never pay for themselves. That gets people motivated. That campaign alone kicked off. They've identified it. I checked on it yesterday. Over 343 opportunities. It represents the opportunity pools in excess of $350 million in revenue. That's what we had to go work for. Already over the last three weeks, we've won $20 million in new business. To me, that's entrepreneurial. That's aggressive. That's hungry. That's making a unique outcome with a very unique network.
One of the other, I think, unique outcomes with the network that requires some investment, you mentioned a little bit earlier, just the cold chain. Can you talk more about Americold? At least in my experience, we haven't really seen the railroads do all that well with temp controlled. I guess is that something you'd agree with and sort of what's different this time and what should we sort of expect as this project ramps up throughout the year?
Yeah, I think, again, perspective matters. At CP, this is before CPKC, Loblaws, we're their largest transportation provider in Canada. They're the largest retailer in Canada. We have quite a bit of experience with temp controlled reefers in Canada. We offer that product on a retail basis. Loblaws is a big consumer of that. As we approached this transaction and we thought about the ecosystem we could create and how we could create new markets, we came up with the concept of making the border invisible. Because as it works today, if you look at the proteins that are kind of produced in Middle America, they're trucked into Mexico. It's a huge market for beef. It's a huge market for pork as an example. The fruits and vegetables that are produced in Mexico, that's kind of the fruit basket of North America.
Now it's not California anymore. It's coming from Mexican origins and it's going to U.S. mouths and Canadian mouths. We said we need an ecosystem to support this. We had land in Kansas City at our intermodal terminal. That's our capital. We went to Americold and we said we have a concept. They're very entrepreneurial as well. Headquartered in Atlanta. They're world-class producers, world leaders in this space. We said this is what we think we could create that would be special and unique, allowing the complexities of the border to disappear. If you're willing to partner with us, you can build your facility, create the stickiness. We get the lion's share of the business that comes in your door. It goes to rail. This journey started three and a half years ago.
It actually started before we announced, we signed the deal before we got the final approval for a merger together back in. This has been a journey. To make it work, part of the solution is, okay, we got to figure out how do we get border and ag inspections that are done in Mexico identified and located in Kansas City. We literally have worked out an agreement with the Mexican government. We have Mexican inspectors that are going to be living in Kansas City when the facility at Americold opens up in June or July of this year that will inspect those proteins that are going to Mexico, pre-clear them. They'll get to the border. It'll be transparent. They'll go to our bonded destination, which we're building in Monterrey and Salinas Victoria Bio Terminal. That's the first location.
We're already in advanced talks about a second or third location in Mexico with Americold. Since that's occurred, now go to Canada. If you go to Canada at Port of Saint John, that's another unique transaction that we entered into before the CPKC merger, connecting us back to the Port of Saint John. They're in the middle now of an $80 million project where they're building a cold storage facility that's going to open up second quarter of next year of 2026. That creates another bookend to feed this ecosystem that's unique to our industry. In anticipation for this, we announced this back before the merger. We went to the market and bought 1,000 additional temperature-controlled reefers, state of the art. We're deploying those assets now. It's going to create the ecosystem.
You're going to have proteins going from the Kansas City area, from the Midwest to Mexico. You're going to have fruits and vegetables coming from Mexico to the U.S. and to Canada. We're already starting to move fruits and vegetables that are grown in Mexico to Canadian mouths in Toronto and across the Loblaws ecosystem from truck conversion where they were trucking from Mexico to Canada over the rail. Again, back to the point I said a minute ago, we're not tariff-proof, but that is tariff-proof. That will bridge any tariff using our railroad as a land bridge to connect the market from Mexico to Canada. Again, it's unique to this network and something that we're capitalizing on.
One of the other ones that was pretty unique, excuse me, that sounded pretty good at the time, I think has also exceeded expectations, just the auto closed loop with the OEMs and I think with GM in particular. Is that something other OEMs are kind of seeing the same progress, the same opportunity? Is that something you can scale to them? Obviously, there's a headline a minute that's probably giving some uncertainty to that. Looking beyond that, is that something you can also offer to other players?
Yeah, undeniably, the answer is absolute yes and we are. As you said, we anticipated our success in that conversion to be kind of later in our synergy story. Because of the crisis that occurred in 2023 with railcar supply, it kind of advanced the discussions and it motivated the incentive for the railroads to partner with our railroad specifically with General Motors and offer this supply chain solution. It has been met with the resounding success with General Motors. That same concept, when you compete against General Motors, if you're competing for market share in a market, you need to get your vehicles to the market. It creates interest and motivation. We have contracts that are opening up in 2026 with two large OEMs. We have one that we converted this year. We have short sea contracts that are opening up as well.
That whole ecosystem of the virtual loop, which is enabled by this network, enabled by the investment we made building the terminal in Wylie, which quite frankly is literally at the verge of being sold out. We're now opening up other opportunities. This last week, I was talking to the team. There might be an opportunity to build a compound, say, in North Dakota. Right now, vehicles that are feeding North Dakota are being trucked in. We're talking hundreds of miles of dray from railheads that aren't really in the backyard. When we have an opportunity, again, with the bookends, we've got the manufacturing facilities in Canada. We've got them in Mexico. The market's in North Dakota.
If the business case is there, we've got the capital to sink it in the ground and we'll create the stickiness to just continue to add to this ecosystem of virtual supply, creating railcar supply and keeping those finished vehicle racks on our railroad so we can create supply organically for our customers.
One of the other services that you've talked a lot about and brought to the market and created some competition, I think, in the market is the 180-181 cross-border service into and out of Mexico. Maybe you can give an update on that. Is the second bridge at Laredo, the Pat Ottensmeyer Bridge, going to help with additional service, with additional opportunity, with fluidity, or is that just more of a broader network piece that you added there?
Let me start with the second part because that's something we're extremely proud of. We finished the bridge in Laredo back in December. We commissioned it last month and I had the honor and opportunity to go down and name, we named it after Pat, you know, to honor Pat. So it's a Pat Ottensmeyer International Bridge. Twin bridges beside each other. It's built for growth for decades to come. It doubles our capacity. In the meantime, the existing business that ran over that rail single bridge, which was part UP and part ours, is going to move faster, more efficiently. We have immediate asset turn implications where it's going to allow the border to be more fluid. Of course, it provides the capacity for tomorrow. It's accretive right out of the gate, something we're super excited about.
The second part, 180 and 181, that train is a difference maker. It's a market maker. We put it in service a month after we took control of the railroad back in 2023. It's continued to grow. It's truck-like reliable. You can set your clock to it. It's truck competitive. The truck can't beat us to the markets in Mexico because of that border. It's a day faster than our rail competitor. The Falcon, I guess I want to say tri-national, the Falcon cooperation or partnership between CN, UP, and Ferromex, you know, it serves a market. I'm not saying it doesn't, but the market we serve is very time-sensitive. To have the quickest and the fastest and the most reliable service has allowed growth and unlocked growth.
I looked at just yesterday our growth in first quarter of this year versus first quarter of last year, and it continues to gain momentum. We're up 43% versus last year. We exited December at a record volume, and this thing as it continues to grow, we're up 18% from where we were in December. As we start to negotiate and partner with companies like Schneider, which is a very strategic partner of ours, which we kind of launched this service with, we're bringing automotive parts, automotive parts that are coming off the highway that are shutdown parts going to manufacturing facilities in Mexico. Those parts are starting to move by rail on 180 and 181.
Again, it's kind of a pathway to future growth, but it's something that can't be replicated and creates stickiness to this rail network that not only wins rail share, but wins truck-to-rail share.
How does that tie into the MNBR, which was to go out and get approved, but finally last fall, which opens up the southeast? I believe Schneider is also a partner there as well. You have a Class 1 to Class 1 connection. Can you talk about the investments you might need to make there and where that's ramping up as we look further into this year?
That was, quite frankly, something that had been thought about, but never imagined would come to realize as quickly as it did. When we put the company together, that was something that kind of came after the fact. I can tell you it's completely accretive to it. Schneider, who again, just so happens, CSX is the company that we partner with to create that second alternative, that Class 1 alternative to bring traffic to the Meridian Speedway from the Southeast. They're uniquely aligned with Schneider. Schneider, with their knowledge of the market, given that they've competed or tried to compete in that market and been at a disadvantage connecting the southeast to the Dallas markets into Mexico, they're no longer at a disadvantage. They're excited about the opportunities in that lane.
They tell me from their intelligence, there's twice as much opportunity from that lane as there was from Chicago into Mexico. Again, it's early days. We're getting momentum. We're starting to make shipments. As a matter of fact, Americold is one. I'll tell you about it now. Americold, they're headquartered in Atlanta. Their largest cold storage facilities are located in Atlanta. Not very far from that cold storage facility is a terminal that CSX runs in Fairburn, Georgia. We've got moves now coming out of Mexico, product that's been trucked forever to that market that is starting to move to the Americold facility. We're going to test the market. We're going to prove the concept.
With this new gateway and connecting to that 180 and 181, it just creates this growth and opens up this opportunity between the southeast and Mexico that is, I think, exceeds the opportunity from Chicago to Mexico.
Looking at the international ocean side for a second, your partners with Hapag-Lloyd and Maersk on different areas in different ways, but they've also partnered for the Gemini Alliance, which is rolling out as we speak. There have been some skeptics on it. I heard it described at a conference last week. It sounds a whole lot like scheduled railroading on the ocean, perhaps, maybe. I do not know if that's oversimplifying it too much, but what does that do for the CPKC model and your ports of call? Maybe if you can just talk a little bit about how you view the potential for the China fees that are being talked about in the market, if there were to be levied on those vessels coming in, does that impact this alliance or impact your strategy with the ports at all?
Okay, let me start with the potential tariffs on the Chinese ships. You know, at the end of the day, if that occurs, when that occurs, then certainly that creates economic incentive, I believe, for Canadian ports as well as Mexican ports. You got to be able to convert it. To convert it, you got to be aligned with the right people when it comes to capacity at those terminals. Lazaro Cardenas has a lot of capacity. It just so happens that Maersk owns one of those terminals. They're economically incented to drive volume to it. They have just recently, as part of their concession in that terminal, had to commit to investing an additional $100 million into the capacity into the infrastructure. That's a positive.
Now, if you go up to Vancouver, at Centerm, Centerm a couple of years ago started an expansion project that has just come online. It just finished last year that we uniquely serve direct on the South Shore. Now with Gemini, Gemini ships, they made their first call on Centerm Terminal this past weekend. At Centerm now, with this business shift in Gemini, CPKC and the partnership with Gemini represents about 80% of the capacity that's coming into Centerm. We have an opportunity to create, by partnering with Gemini, launch a train from the South Shore that can penetrate markets in Canada that can't be paralleled by a competitor. It will be an industry-best service partnered with an industry-best steamship line. Exactly what you said is exactly what it is. It's PSR on the water. Think about these assets.
When you turn assets and you drive a scheduled operation, you're going to get better service and you're going to get better cost control and asset turns. I just happened to be with Rolf last week and at TPM we had lunch and I just said, "Listen, Rolf, I got to ask." I said, "I'm a PSR guy." I said, "You're becoming a PSR guy too." I said, "You understand the importance and the benefit." I said, "So I'm going to ask you an operating question." I said, "You got a lot of ships." I said, "If you're striving to be more than 90%." At that point last week, I think they had already launched around the world over 100 different launches and they were at 94%, 95%. They're super excited about it. Centerm ready to rock and roll for us. We're all set up for success.
I said, "Okay, let's say 90%. You maintain 90%, Rolf, how many ships do you save?" I want to get excited about it. The number is staggering. It's hundreds of ships. I'm not going to tell you the exact number because I don't want to speak for his business, but it's exciting. I said, "Man, those things cost a lot of money. They cost a little bit more than a locomotive do." It's compelling. He said, "Yeah, Keith, and what about the containers?" I said, "You're exactly right. It's the containers and the ships." The savings for that alliance, the motivation to run those ships on time, which when you get into a supply chain, predictability, reliability, scheduled service matters. We match our train service to those ship services.
When they call on time, they discharge on time, it goes to our rail cars on time. I get to optimize my assets as well. We get a service offering that allows us to get cost synergies. It allows us to optimize our capacity. It allows us to benefit our customer uniquely because they're enjoying the same benefits. The stickiness gets created. The product is unique to the marketplace. I guarantee you in a world where transit times matter, that alliance is going to win market share. Whether it's motivation because of surcharges on ships going to the U.S. ports, sending business to a Canadian port, sending business to a Mexican port, partnering with the right folks that can actually convert it matters. We happen to be in the middle of that.
Again, both of those discussions are very accretive to our value proposition.
We'll probably have time for one more question, but I'll ask a bigger picture one just on growth in general. We've heard a lot about truckload conversion over the years. Obviously, we talked about today as well, but it sounds like to me, at least to solve that equation, and industries had some issues with growth and consistent growth over the years, rail industry overall. Is service enough or is that table stakes? Do you have to do things like add new service designs, new products, add new, use some of your land bank to stand up new facilities? Because I think the industry has gotten a lot better with service. I just don't know if that's going to necessarily translate to outsized growth if the shippers are not necessarily seeing anything differently.
Maybe you can talk about your experience with truckload conversion now that you've got a much larger footprint in the U.S. and in Mexico, and then just how you're thinking about the longer term getting that sticky growth and how you go about doing that.
Yeah, I think let me still speak for the industry because I think these are universal truths that apply to the industry, but I'm going to speak to our success, which was table stakes at CP and it's table stakes at CPKC. You have to be truck-like reliable. It's an outdoor sport. It's never going to be perfect, but you have to have a plan and you have to execute it. You have to allow a bit of resiliency. You have to have a disciplined operating model. That's what PSR is. Those that get that and figure that out can create truck-like reliability. Now you got to convert it. You got to differentiate yourself from your competitor. Is your competitor another rail? Is your competitor a truck? In our case, it's both. In our case, we get to play in both markets.
How have we done it and how will we continue to do it to create the stickiness is being entrepreneurial. What can we do for the shipper that no one else can do that not only attracts them to come, but keeps them? You have strategic partnerships, and you're not treated like a commodity. It's things like we're doing like the Americold story where we take our land holdings, we build a facility, our capital is the land, their capital literally is the brick and mortar that it takes to build it like we did in Vancouver years ago with Maersk. Little did we know what that partnership would lead to today, but it made sense then. It makes sense now.
If you can take your land holdings and create mousetraps that add value for the customer and you have truck-like reliability, there's no reason in the world you shouldn't be growing because historically railroads are not known for doing that. It's a different way of thinking. It's much more entrepreneurial. It takes a bit more resilience. You got to go out and be market makers. You got to go out and be hunters. The days of just being order takers, those that are just order takers, if you feel comfortable doing that, I guarantee your outcome is not going to be very unique and exciting. At this railroad, rest assured, we're not going to be comfortable, and our outcome will be unique and exciting.
One of the things we've heard a lot about talking to shippers recently is just we've seen it in the news as well and the AAR published something earlier this week about cargo theft and security. Not a CPKC specific issue, a rail issue, a supply chain issue, but given your unique perspective across the three countries, is that something that comes up in your conversations with shippers and how you think about designing and operating the network?
It certainly has been very topical with our shippers Mexico into the U.S. Obviously, we've got to inherit that, but God bless them. The KCS team did a phenomenal job of recognizing that risk. They invested a ton of money, and they've created an ecosystem of partnership with security as well as on-rail, off-rail, unique partnerships in Mexico itself, even with the military. Something as simple as with the military, a lot of these locations that might be hotspots or at-risk spots, when you have land and you have an ability to create lodging, perhaps, and there's a place for the military to stay and they just happen to be located by your rail yard, it's almost as if the deterrence is there. It is much more involved than that. We have a very disciplined process. We have the most secure border crossing. The second bridge has only enhanced that.
We have an outcome when it comes to claims, less than 1%. The claims that we get from Mexico into the U.S. are almost nonexistent because of all these levels and layers of security that we have. We call that the CPKC advantage because what's true on our border crossing is not replicated at the other border crossings. We have some experience in that. Now, I'm not hauling a bunch of containers of Nike's and somebody, maybe I'm not just going to go do that, but at the end of the day, if we do and when we do is we win our business, we can assure our customers that we have a secure railroad and we're going to do our dead level best, continue to exercise those muscles that allow that outcome to occur. Our customers should expect that from experience with us.
There's been, I'd say, probably not a whole lot of progress in terms of the industry being able to advance even simple things for safety and productivity out of D.C. in particular and probably also in Canada as well. Now that we've kind of turned the page in that regard, do you feel like there are some things the industry or maybe CPKC itself can bring to the market to address or at least use some of the technologies that are out there? I know you've got the Cold Wheel technologies and other things you've demonstrated over the years, the inspection portals, but there are certainly things you're wanting to get out into the field. Is that something we can expect to see the rest of this year or at least start?
Yeah, again, I think the essence of the last four years, unfortunately, with the previous administration, when it came to advancing technologies that allowed safer outcomes, more resiliency, safety in the rail industry, the motivation to do that was taken away. A lot of that was even regressed, in fact, through autonomous track inspection, some of those things that were out in the marketplace. With this new administration and the new regulator, they've already signaled to us, not by what they're saying, but what they're doing. They're going to reduce regulations that are unnecessary and they're going to allow technologies. If you can prove that it creates a safer outcome, then we've got an administration that will allow us to deploy those initiatives. We have experience in Canada.
To your point, the Cold Wheel Technology, there have been regressive actions by Transport Canada, again, with empirical data that shows that it drives a safer outcome, a safer rail car, safer track infrastructure, safer brake system. We have uniquely benefited from technology deployment in Canada that we want to bring to the U.S., which will strengthen the U.S. rail industry, safety for the U.S. rail industry, and benefit our railroad eventually out of the gate uniquely, but I think it's going to be picked up across the industry and benefit the overall industry. Super excited about the regulatory front as we step into this new administration.
Very good. Unfortunately, we're out of time, but thanks very much, Keith, for spending time with us today. Really appreciate it.
Thank you so much. Take care.