Prototype News

NS

NS on Veterans Day is honoring service members who it says “bring their leadership, discipline, and mission-focused mindset to our railroad.” From yards to headquarters and everywhere in between, active-duty and veteran employees “play a vital role in keeping our operations strong and our network moving—helping us serve customers and communities across America,” according to the Class I railroad, a Military Friendly® company that is on the 2025 Military Times Best for Vets: Employers list.

NS released a Q&A with a few of those active-duty and veteran employees, which Railway Age reproduces in full below. (All photographs courtesy of NS.)

Susan Decker

EEO Compliance & Reporting Manager (Human Resources)
Atlanta, Georgia
Joined NS in 2007
Branch of Service: United States Navy
Years of Service: 1983 – 2007
Highest Rank: Chief Petty Officer
Military Occupational Specialty: Information Systems Technician

What was your job in the military, in civilian-friendly terms?
Over the course of my 24-year career in the United States Navy, I held a variety of leadership and operational roles across multiple global deployments. In my final assignment aboard the U.S.S. Bataan, I served as the Leading Chief Petty Officer for the Automated Data Processing (ADP) Division. In this capacity, I led a team of 25 sailors responsible for maintaining the ship’s communications systems and safeguarding its computer networks against cyber threats, ensuring mission-critical systems remained secure and fully operational.

How did you get started at Norfolk Southern, and what drew you to the company?
During my transition from the Navy, I attended a Transition Assistance Program (TAP) class where Norfolk Southern participated in the accompanying job fair. I was drawn to their Operational Supervisor Trainee program, which was specifically designed to help military veterans step into leadership roles within the company. I was impressed by the structured environment of the transportation department and saw strong alignment with my military background. Additionally, the long-term retirement benefits offered by a career in the railroad industry made the opportunity even more appealing.

How do your military skills or experiences help you succeed in your current role?
My military background instilled a strong sense of discipline, integrity, and attention to detail—qualities that are essential in EEO compliance and reporting. I’m able to navigate complex regulations, lead with accountability, and foster equitable practices across the organization. These experiences have equipped me to manage sensitive issues with professionalism and clarity.

Stephen Heald

Supervisor of Scale Inspection
Chattanooga, Tennessee
Joined NS in 2005
Branch of Service: NC Army National Guard
Years of Service: 2002 – 2023
Highest Rank: Staff Sergeant
Military Occupational Specialty: 15B Aircraft Powerplant Repairer

What was your job in the military, in civilian-friendly terms?
I inspected, serviced, repaired, and replaced turbine engines on Army helicopters.

How did you get started at Norfolk Southern, and what drew you to the company?
The employer I was working for at the time was talking about having a lay-off and an acquaintance of my in-laws told me about an upcoming hiring session. The only thing I really knew about the company / railroad at the time is how everyone always talked about how good a job it is.

Tell us about your current role at NS.
Supervisor of Scale Inspections; responsible for overseeing the condition, compliance, and safe operation of scales and scale test equipment. Ensuring the scales are operating properly, compliant with federal and company standards, and inspection / record-keeping is being done.

How do your military skills or experiences help you succeed in your current role?
With deployments to both Iraq and Afghanistan plus numerous stateside training missions have helped me sharpen these skills — attention to detail, time management, the ability to lead a group towards a common goal and the ability to work in austere environments which have all prepared me for my current and previous roles at Norfolk Southern.

Jesse Jokinen

Supervisor of Bridge Inspections
Painesville, Ohio
Joined NS in 2005
Branch of Service: U.S. Marines
Years of Service: 1991 – 2003
Highest Rank:  Staff Sergeant
Military Occupational Specialty: 1371/ Combat Engineer

What was your job in the military, in civilian-friendly terms?
My primary job as a Combat Engineer was to use high explosives to divert or destroy enemy targets. Another job for Combat Engineers was to assemble two types of bridges, both the IRB (Improved Ribbon Bridge) and the MGB (Medium Girder Bridge). The IRB is a bridge loaded on specially outfitted trucks and backed into a body of water and dropped from a vehicle where it would float and open. Several of these would be dropped, and boats would assemble them together to essentially make a floating bridge. The MGB is like Legos. You assemble the small pieces together over a gap to create a bridge.

How did you get started at Norfolk Southern, and what drew you to the company?
I was drawn to Norfolk Southern through family; my father, grandfather, uncle, and great uncle worked for Conrail, Norfolk Western and Norfolk Southern.

Tell us about your current role at NS.
My current role at Norfolk Southern is Supervisor of Bridge Inspections. I operate an under-bridge inspection vehicle to inspect areas on bridges that are difficult to reach.

How do your military skills or experiences help you succeed in your current role?
The skills and experiences that I brought from my years of service would be leadership and the ability to adapt to a changing environment.

Kevin Kainer

Mechanical Management Trainee
Roanoke, Virginia
Joined NS in 2025
Branch of Service: U.S. Army
Years of Service: 2006 – 2021
Highest Rank: Sergeant First Class
Military Occupational Specialty: 19D Cavalry Scout

What was your job in the military, in civilian-friendly terms?
In the military I worked as a Reconnaissance Specialist trained to engage the enemy using real time intelligence.  

How did you get started at Norfolk Southern, and what drew you to the company?
I moved from CPKC over to Norfolk Southern. I dealt a lot with Norfolk Southern trains, and it brought me over. Norfolk Southern has a rich history, and I wanted to be a part of it.  

Tell us about your current role at NS.
I am a Management Trainee – Mechanical.

How do your military skills or experiences help you succeed in your current role?
The military skills help with an environment like the railroad. Aspects from the military like structure, rules, regulations, and safety have all helped me at Norfolk Southern.

Terry McCoy

Senior Technology Engineer
Atlanta, Georgia
Joined NS in 2019
Branch of Service: U.S. Army
Years of Service: 2000 – 2005
Highest Rank: Specialist
Military Occupational Specialty: 11B – Infantry Team Leader

What was your job in the military, in civilian-friendly terms?
I served in the U.S. Army as a Combat Infantry Team Leader with the 101st Airborne Division. My time in service took me from Fort Benning, Georgia, to more than a dozen locations, from the cold arctic of Alaska to the hot streets of Fallujah, Iraq. I led a small team through complex missions where every decision mattered, not just for the mission but for the people beside me. It taught me the value of teamwork, adaptability, and staying calm under pressure.

How did you get started at Norfolk Southern, and what drew you to the company?
I joined NS after a fellow veteran and former co-worker encouraged me to consider the company. He believed my background in Operational Technology (OT), Cybersecurity, and Leadership would be a strong fit for NS’s mission. After learning more about the opportunities here, I knew I could make a meaningful impact. Today I have the privilege of protecting the critical systems that keep our trains, and when called upon, our nation’s troops moving.

How do your military skills or experiences help you succeed in your current role?
The military prepared me to lead under pressure, adapt quickly, and make critical decisions with confidence. Those skills directly apply to OT Cybersecurity, where challenges often come without warning, and the stakes are high. My experience has taught me to be strategic, decisive, and focused on building strong, trusted teams because teamwork is the difference between success and failure.

Cheldrick Reese

Management Trainee
Louisville, Kentucky
Joined NS in 2025
Branch of Service: U.S. Army & Army National Guard
Years of Service: 2010 – 2025
Highest Rank: SGT
Military Occupational Specialty: 92G – Culinary Specialist

What was your job in the military, in civilian-friendly terms?
I served primarily as a Cook. Attached to other units, I was able to learn other skills from various jobs in the military.

How did you get started at Norfolk Southern, and what drew you to the company?
Once I retired from the military in March 2025, a buddy of mine who I deployed with talked to me about a position with Norfolk Southern. We talked about the Management Trainee position in the transportation department. He explained that the position would be similar to my position in the Army.

Tell us about your current role at NS.
My current role with Norfolk Southern is as a Management Trainee. I am training to be a Terminal Supervisor or Road Manager. During the training process, I traveled to many locations to learn operational skills that will make me a valuable team member to my counterparts, the crew, and my division.

How do your military skills or experiences help you succeed in your current role?
Over my 15 years of service, the experiences allowed me to learn from my mistakes and become a better leader. From the combat environments to state-side missions, they have helped shape who I am today. The accomplishments and setbacks allow me to be an asset to the people I supervise daily. Being able to relate, build, and maintain a healthy work environment safely improves efficiency. Keeping focus on the overall goal.

Larry Sargent

Senior Terminal Manager
Buffalo, New York
Joined NS in 2006
Branch of Service: U.S. Army
Years of Service: 1986 – 2006
Highest Rank: SSG
Military Occupational Specialty: 31B

What was your job in the military, in civilian-friendly terms?
Military Police Officer

How did you get started at Norfolk Southern, and what drew you to the company?
I was getting close to retirement and knew that I was not interested in civilian law enforcement. I went on Military.com and searched for jobs where I found Norfolk Southern. I did some research on the job and benefits and liked what I saw. I applied and was hired as an Operations Supervisor Trainee.

Tell us about your current role at NS.
I oversee three supervisors and four yardmasters. I spend time with our crews making sure that they are performing their duties in a safe and efficient manner while complying with the rules. I also ensure our inbound trains are being switched in a timely manner to make it to our customers.

How do your military skills or experiences help you succeed in your current role?
The Army values of loyalty, duty, respect, selfless service, honor, integrity and personal courage go hand-in-hand with the SPIRIT values at NS. The military taught me to always do the right thing regardless of the challenges you may be facing. The same thing goes along with working for NS. Having dealt with a lot of people from various backgrounds in the military gives me the ability to relate to our employees on both personal and professional levels.

Separately, Railway Age on Nov. 4 named NS Executive Vice President and Chief Operating Officer John Orr 2026 Railroader of the Year, the publication’s 63rd such award.

Wabtec

“At Wabtec Corporation, honoring veterans is a year-round commitment,” the company reported via LinkedIn on Veterans Day. “From hiring to community impact, we proudly support those who serve and celebrate the skillsets they bring to our team.”

As part of its social media post, Wabtec shared a specially produced video (above) that included team members Albert Park (Lead Project Management Specialist; U.S. Army), TJ Laws (Manufacturing Engineer; U.S. Navy), Jay Jones (Facility Engineer; U.S. Navy), Adam Franco (Director Product Development and Business Development; U.S. Marine Corps), Gina Trombley (EVP, Sales and Marketing and Chief Commercial Officer; U.S. Army), and Chad Gritten (EHS Fixed Facilities Leader; U.S. Army). The video also covered Wabtec employee participation in customer Canadian Pacific Kansas City’s Spin for a Veteran event on Oct. 4, which raised money and awareness for veterans experiencing homelessness, and Wabtec’s seventh annual veterans golf tournament on May 16 in Melbourne, Fla., which raised thousands for Vets4YouthSports, a nonprofit connecting veteran mentors with youth athletes.

Approximately 20% of the rail industry and about 8% of Wabtec’s workforce is made up of veterans, according to Wabtec, which noted that some 23% of its new salaried hires in 2025 came from military backgrounds.

Earlier this year, the company was recognized as a 4 Star Employer in the 2025 VETS Indexes Employer Awards.

“Wabtec Corporation has demonstrated exceptional support for veterans and the military-connected community, earning the organization one of the most prestigious awards possible in the VETS Indexes Employer Awards program,” VETS Indexes President George Altman said during the April announcement. “Even as more organizations than ever are recognizing the uniquely valuable skills that veterans bring as employees, the efforts of Wabtec Corporation to recruit, retain, develop, and support those who served, as well as their families, stand out from the pack. Wabtec Corporation is among the very best veteran employers, and its program can serve as a model for others.”

A record total of 349 organizations completed and submitted surveys for the VETS Indexes Employer Awards in 2025; those surveys covered employers’ policies, practices, and outcomes across veteran job candidate recruiting and hiring; veteran employee development and retention; veteran-inclusive policies and culture; support for members of the National Guard and Reserves; and military spouse/family support. Of those participants, VETS Indexes recognized 294 organizations, including companies large and small, government agencies and departments, nonprofit groups, colleges, and universities.

Further Reading:

• Wabtec 3Q25: ‘Continued Growth in Backlog, Sales, Margin and Earnings’
• Wabtec, Vale Partner to Test Ethanol Use in Locomotives
• Driving the Future of Rail: A Conversation With Wabtec’s Eric Gebhardt

BNSF

BNSF Division Trainmaster Ryan Hooper and Locomotive Engineer Jason Diefenbaugh are “walking the walk” when it comes to honoring veterans, according to the Class I railroad, which reported via social media that Hooper wanted to commemorate the Army’s 250th birthday, so he set out to hike about 150 miles earlier this year while Diefenbaugh participated in the 50-Mile March Foundation. BNSF Staff Writer Jeremiah Valentine provided the story on the BNSF website; Railway Age reproduces it in full below.

Ryan Hooper. (Courtesy of BNSF)

One step at a time, BNSF Division Trainmaster Ryan Hooper and Locomotive Engineer Jason Diefenbaugh have a passion for honoring veterans. To them, every step of every hike is a tribute to the sacrifices of the military community. 

Hooper wanted to commemorate the Army’s 250th birthday, so he set out to hike 250 kilometers (about 150 miles) earlier this year while Diefenbaugh participated in the 50-Mile March Foundation. Both were in tribute or support of veterans.  

Hooper has been with BNSF for 17 years. Prior to that, he served in the U.S. Army for 11 years, continuing a military tradition that runs deep in his family. His father was in the Navy during Vietnam, and both of his grandfathers served in World War II. 

He served in the Army as a locomotive operator and a recruiter, and when he transitioned out of the Army, his experience with trains led him to BNSF.   

“I definitely give credit to my Army training for helping me get my foot in the door,” Hooper said. “I started as a train conductor and switchman, but the Army gave me a chance to be a leader. I always loved leading troops, and I knew I wanted to do that when I left the service.” 

Hooper, who works out of Minneapolis, continues to serve in another way, by volunteering to support veterans. 

Hooper’s route started just southwest of Denver and continued through the Rocky Mountains, just past Breckenridge. (Courtesy of BNSF)

His wife is also a veteran working with the Minnesota Area Council for Veterans, a nonprofit that helps veterans find housing, job retraining programs and other essential services. He joins her frequently, volunteering any way he can. They both lost close friends in Iraq and donating their time is a way to honor loved ones and fellow service members. 

This year, to commemorate the Army’s 250th birthday, Hooper set a goal to hike 250 kilometers. Though he didn’t quite reach 250, he did hike 200 kilometers over nine days, climbing 20,000 feet in elevation. 

“This hike was a way for me to celebrate being part of something bigger,” he said.  

One of Hooper’s views during the long trek through the Colorado mountains. (Courtesy of BNSF)

In that same vein, Diefenbaugh, who is based out of Omaha, Nebraska, joined 165 hikers for a 50-mile march in August. Their walk honored veterans and raised awareness about the mental health challenges some face after service. He marched from Lincoln to Omaha, finishing in 22 hours. The participants raised $750,000 for the 50-Mile March Foundation. 

He signed up for the march as a physical challenge. But then he started to reflect on his grandfather’s service in World War II and the mental health struggles he faced after returning home. That reflection gave the march a deeper meaning for Diefenbaugh. 

Diefenbaugh enduring the 50-mile march. (Courtesy of BNSF)

The walk tested his endurance, but participants supported each other. 

“If you think about the entire hike, it seems unbearable,” Diefenbaugh said. “But if you break it up and connect with others along the way, there is a better chance you can deal with it and finish. By the end of the march, everyone is suffering, but we all stomach it together.” 

Marchers—including Diefenbaugh—participating in a 50-mile march. (Courtesy of BNSF)

He also volunteers with Moving Veterans Forward, a nonprofit that works with the Veterans Administration in Omaha to support veterans in Nebraska and Iowa. The organization provides donated furnishings and appliances to help veterans settle into housing and work toward self-sufficiency.

Diefenbaugh’s kids cheered him on during his walk. (Courtesy of BNSF)

To those who have served or those supporting those who do, BNSF thanks you. 

(Courtesy of WLDA)

“A big thank you to the World Leaders in Data and AI (WLDA) for honoring our CEO Katie Farmer with the AI Visionary CEO of the Year Award this past weekend in NYC!” BNSF reported Nov. 10 via social media. “The WLDA Awards Gala celebrates exceptional leadership and measurable progress in responsible innovation, inclusion, and impact across industries. We’re proud to be recognized for our efforts in AI over the past few years. We hold the most patents than any other Class I railroad and continue to innovate to improve safety and service, increasing our focus on data and AI to enhance operational efficiency. As we embark on our massive technology transformation with bnsf | tech, we will keep leaning into change while looking at the future of railroading for our employees and our customers.”

The AI Visionary CEO Award “celebrates a CEO who has made AI and data central to their organization’s growth and mission—demonstrating visionary leadership in digital reinvention and strategic innovation,” according to WLDA, which is described as a “premier forum for leadership in AI, uniting global executives and industry pioneers to shape a fair digital world through collaboration, knowledge exchange, and thought leadership in Data, Digital, and AI.“

(Courtesy of WLDA)

Farmer was one of 11 WLDA award recipients. Others received the AI for Good Impact Award, Data and AI Luminary Award, Executive Ally Award, Rising Star in Data and AI Award, Responsible Tech Leader Award, Women Leader of the Year Award, Trailblazer in Responsible Data and AI Award, Tech Ally Award, Music Tech Innovation Award, and Distinguished Impact Award.

Further Reading:

• BNSF Adds Two More Shortline Select Members
• BNSF 3Q25: Revenue, Volume Up, OR Down
• 32 Companies Earn BNSF Sustainability Awards

The post Class I Briefs: BNSF, NS, Wabtec appeared first on Railway Age.

The plan, Texas SMPTP 2050 (download below), builds on existing local, regional, and other statewide plans, including the Active Transportation Plan and Connecting Texas 2050, and “aims to identify actions necessary to increase mobility and connectivity, account for anticipated population and economic growth, and address congestion through 2050.”

Through stakeholder and public outreach efforts, TxDOT says, Texas SMTP 2050 “identifies needs, gaps, challenges, strategies and initial steps for implementation that increase mobility and connectivity options for all Texans, support economic development and address congestion in regional and intercity corridors through 2050.” Texas SMTP 2050 includes current and emerging forms of public transportation and supporting technologies “for a safe, accessible and integrated network of transit mobility options,” the agency noted.

According to a report by The Texas Tribune, “Texas is projected to add more than 9 million residents by 2050. The number of drivers on the road has vastly outpaced the state’s ability to build highway capacity. Meanwhile, there’s generational forces afoot. Millennials and Zoomers in the state’s major urban areas want more transit options, while older Texans in rural parts of the state may increasingly need it owing to the rising cost of car ownership.”

Texas SMTP 2050 engagement efforts, TxDOT says, have been crucial in shaping the draft plan and understanding public priorities and needs. The input provided helped identify how Texans use transit, where opportunities and gaps lie, and what value transit brings to Texans and the state economy. The following are key engagement activities completed during TxDOT’s 18-month statewide engagement efforts:

• Collected more than 2,900 public survey responses.
• Engaged with 2,000 people at in-person events throughout Texas at libraries, community centers, fairs, festivals, farmers markets, athletic events and other locations.
• Held multiple meetings with the Texas SMTP 2050 Steering Committee, TxDOT districts, metropolitan transit authorities, urban and rural transit operators and the Public Transportation Advisory Committee (PTAC)
• Kicked off six Emphasis Area Working Groups in spring 2024..
• Rolled out spring 2024 public awareness campaign.
• Held pop-up events in all 25 TxDOT districts.
• Digital outreach of 24,000 views, more than 460 likes, shares and comments and 2,900 visits to the Texas SMTP 2050 web page.

According to The Texas Tribune report, TxDOT has “increasingly gestured at ways to travel around the state without a car in recent years. During the Biden administration, the agency applied for federal planning grants for intercity rail between the state’s major urban areas, a bid to give travelers ways to bypass the state’s increasingly congested highways. TxDOT is implementing an ‘active transportation plan’ that lays out strategies to make it easier for people to walk and ride a bicycle.”

Transit advocates, according to the report, “say the plan is a major step that could help lay the groundwork for at least a statewide conversation about the state’s public transit needs.”

The report, according to The Texas Tribune, also comes as several suburban cities in the Dallas-Fort Worth region threaten to pull out of Dallas Area Rapid Transit (DART). “Farmers Branch, Highland Park, Irving and Plano have signaled their intent to ask voters to allow the cities to leave the system on the grounds that they don’t get enough in services for how much they invest.”

There are signs, The Texas Tribune reports, “Texans already feel the need for expanded public transit, though whether they’d support efforts to do so is to be determined. In a poll commissioned by the agency, some 86% of Texans in 2023 said it’s at least somewhat important to improve the state’s public transportation network. At the same time, three-quarters of Texans said the state needs to boost funding for highways, and about 94% said it’s important to improve the state’s existing roadways.”

TxDOT is holding the last pair of meetings seeking public input in San Antonio on Wednesday and in Auston on Thursday. The public may also submit feedback on the plan until Nov. 20. A final plan is expected by the end of the year.

102025-draft-planDownload

The post TxDOT Releases Draft Statewide Multimodal Transit Plan appeared first on Railway Age.

CLR (formerly County Line Rail) on Nov. 10 launched its new website (www.clrail.com) “to support the company’s national expansion strategy and showcase its strategic rail infrastructure capabilities.” CLR also announced the appointment of Bryan Boaz as Chief Commercial Officer (CCO).

The digital platform, the company, which provides comprehensive rail solutions including switching, storage, transloading, railcar maintenance and cleaning, unit train services, and industrial real estate development, says, “reflects CLR’s evolution from regional Gulf Coast operator to national rail infrastructure provider.”

“We’ve built something exceptional in Texas—operational excellence, strategic infrastructure advantages, and genuine partnerships with both Class I railroads and industrial customers,” said CLR CEO Ben Brosseau. “As we expand our footprint nationally, we need a digital presence that reflects the scope and quality of what we’ve built on the ground.”

The website highlights CLR’s competitive advantages including triple Class I access at its Sabine River & Northern Railroad (SRN) facility (the only such location in the Golden Triangle region), 24-hour switching guarantee versus industry standard 48-72 hours, direct plant connectivity to local manufacturing site, multiple transloading services, and 2,300+ railcar storage spots across three Texas facilities.

“The rail industry is evolving rapidly as Class I carriers focus on improving system velocity, which creates tremendous opportunity for strategic infrastructure partners like CLR,” said CCO Bryan Boaz. “We’re developing facilities along high-traffic mainline corridors that allow railroads to execute ‘hook and haul’ operations more efficiently—we handle the switching and blocking; they handle the line haul.”

Boaz brings more than two decades of railroad operations and commercial leadership experience, “positioning CLR to execute its national expansion strategy as a strategic infrastructure partner for North America’s evolving rail network,” the company said.

“Bryan is one of those rare industry leaders who has excelled on both sides of the business—railroad operations and shipper commercial strategy,” said Ben Brosseau. “He started as a conductor at Kansas City Southern (KCS) and went on to lead ExxonMobil’s North American rail program through some of the most challenging periods in recent history. That combination of ground-level railroad knowledge and strategic commercial execution is exactly what we need as we scale CLR into a national platform.”

Most recently, Boaz led Gulf Coast Rail Operations for ExxonMobil’s Supply Chain organization, managing key Canadian assets and maintaining oversight of more than 100 agreements for railcar switching, storage, and transloading across North America. He successfully navigated multiple hurricanes, mainline outages, labor shortages, and the COVID-19 pandemic by proactively rerouting shipments—enabling ExxonMobil to maintain supply continuity while competitors faced significant service challenges.

Boaz’s railroad foundation was built at KCS (now CPKC), where he started as a conductor and advanced through operational leadership roles including Trainmaster. In this role, he transformed the railroad’s poorest performing subdivision—the eastern half of the Meridian Speedway, a critical East-West corridor connecting Los Angeles to Atlanta—into the safest, most on-time, and overall best performing subdivision in just six months. He later served as Director of International Business Development, playing a key role in the Rosenberg Subdivision rebuild and leading major commercial initiatives across Mexico with KCSM. He also held logistics and commercial roles for Enbridge Energy and two of their trading companies, overseeing rail logistics and then more than 20 million barrels of merchant tank storage and blending operations.

A multi-generational railroader, Boaz currently serves on the U.S. Surface Transportation Board’s (STB) Rail Energy Transportation Advisory Committee (RETAC) and previously chaired the American Petroleum Institute’s Rail Subcommittee.

“We’ve already rebranded to CLR—’Built for What’s Next’—to reflect our national ambitions. We’re expanding east of the Mississippi River and developing operational storage and blocking yards in strategic locations with multiple Class I service options. Three to five years from now, I see CLR as a recognized infrastructure provider that adds measurable value to North America’s rail network,” said Boaz.

The post CLR Launches New Website, Appoints Boaz as CCO appeared first on Railway Age.

Manitoba, Canada-based Cando Rail & Terminals (Cando) on Nov. 11 reported appointing Joe Gioe as Vice President Service Delivery.

“Joe is a seasoned rail industry executive with more than two decades of experience leading teams, enhancing safety performance, and driving operational excellence,” said Paul Duncan, who earlier this year became Chief Operating Officer of Cando, which provides short line operation, industrial switching, material handling, terminal and transload, railcar staging, train assembly, and related services. “Most recently he served as President and Chief Executive Officer of The Indiana Rail Road Company [INRD], where he guided the organization through a period of strategic growth, efficiency improvements, and strengthened customer partnerships. Joe has also previously held key leadership positions with Norfolk Southern [NS] and BNSF. He is extremely well positioned to support our Service Delivery teams as we continue to expand our operations across North America.”

A third-generation railroader whose family roots go back to the Central Railroad of New Jersey and Conrail, Gioe began his career at BNSF in 2005 as a conductor and rose through the ranks to management roles in Transportation and Service Design. Gioe joined NS in September 2021 as Assistant Vice President Network Optimization. He was elevated in April 2023 to Vice President of Performance Excellence and in September 2023 to Vice President Transportation. Gioe in August 2024 took over leadership of INRD.

Cando’s network includes 15 terminals, one short line, and rail operations at more than 50 customer locations. (Courtesy of Cando)

Cando last month reported entering a definitive agreement to acquire the rail terminal and associated operations of Texas Deepwater Partners, a joint venture project formed by USD Group LLC and Pinto Realty Partners to develop an energy logistics terminal on the Houston (Tex.) Ship Channel. It would be Cando’s first terminal in the United States. The transaction, subject to certain conditions and customary regulatory approvals, was expected to close in fourth-quarter 2025. It would be Cando’s third acquisition in the past two years. The company purchased AWP Industries in Canada’s Northwest Territories in November 2024 and Transmark in Southwest Alberta in December 2023.

Further Reading:

• First Look: Cando Rail & Terminals’ Battery-Electric Switcher
• Cando Launches Alberta Rail Terminal

The post Joe Gioe Joins Cando appeared first on Railway Age.

Work on the Arroyo El Sauz-Nuevo Laredo section includes:

• Construction of a single-track line exclusively for passenger rail service, alongside Canadian Pacific Kansas City’s existing freight rail line (part of its principal freight corridor: Mexico City–Querétaro–San Luis Potosí–Saltillo–Monterrey–Nuevo Laredo).
• 1.6-mile-long (2.5-kilometer-long) sidings every 12.4 miles (20 kilometers), plus crossovers allowing CPKC to access industry once the new passenger track is installed.
• Three stations (at Nuevo Laredo, Anáhuac, and Lampazos de Naranjo).
• 52 railway bridges.
• 108 drainage works.
• 42 vehicular (highway/rail grade) crossings.

This is one of six sections of the broader 244.2-mile (393.9-kilometer) Gulf of Mexico Train project from Saltillo to Nuevo Laredo. The other five sections are: the Derramadero–Ramos Arizpe line (33.5 miles/54.1 kilometers); Ramos Arizpe–Santa Catarina line (39.3 miles/63.3 kilometers); Monterrey–Joyas Anáhuac line (12 miles/19.4 kilometers); Joyas Anáhuac–Unión San Javier line (14.8 miles/23.8 kilometers); and Unión San Javier-Arroyo El Sauz line (61.9 miles/23.8 kilometers).

OpenRailwayMap.org

According to Andrés Lajous Loaeza, the head of the Railway Transport Regulatory Agency (ARTF), trains on the Saltillo-Nuevo Laredo line will run at maximum speeds of between 160 kilometers per hour and 200 kilometers per hour and will travel from Monterrey to Nuevo Laredo in just under two hours and from Saltillo in three and a half hours, the government reported.

The Gulf of Mexico Train project is part of Mexico’s National Railway Plan, which aims to restore passenger services on approximately 2,100 miles (more than 3,400 kilometers) of main lines across the country, according to a July 2025 report by Kevin Smith and William C. Vantuono, chief editors of International Railway Journal and Railway Age, respectively. 

Bidding was under way this summer for contracts to upgrade infrastructure and restore passenger services along two segments of freight main line: the Saltillo–Nuevo Laredo line (CPKC) and the 66.8-mile (107.8-kilometer) Querétaro–Irapuato line (Ferromex). Both projects are included in the National Railway Plan’s first phase. Passenger services along the Ferromex right-of-way involve three lines: Mexico City–Querétaro–Irapuato–León–Aguascalientes–Chihuahua–Ciudad Juárez; Manzanillo–Colima–Guadalajara–Irapuato; and Mexico City–Querétaro–Guadalajara–Tepic–Mazatlán–Nogales.

Further Reading:

• Mexico Moving on Passenger Rail Revival
• Mota-Engil Wins Mexican Construction Contracts
• Mexico’s Outgoing President Announces Completion of Mayan Train Project

The post Gulf of Mexico Train Project Construction Begins appeared first on Railway Age.

MTA Metro-North Railroad’s eighth Heritage Series locomotive, P32AC-DM No. 216, wrapped in a U.S. military tribute scheme, “honors the service and sacrifice of the nation’s veterans and was developed with direct input from Metro-North’s veteran workforce.”

MTA Metro-North Railroad President Justin Vonashek unveils new heritage wrap on locomotive 216 (P32AC-DM) at the North White Plains MOE Facility in honor of veterans on Monday, Nov 10, 2025. (Marc A. Hermann / MTA)

Metro-North conducted a system-wide survey of all military-veteran employees to gather ideas and perspectives, followed by the formation of a 12-member committee of veterans who selected the final concept. “The resulting design pays tribute to every branch of the U.S. Armed Forces and features military uniform patches,” the railroad noted. “All decals on the locomotive, including the MTA and Metro-North logos, the locomotive numbers and the Heritage Fleet emblem, have been reimagined as embroidered uniform patches. The front of the locomotive is wrapped in a fabric-textured design resembling an American flag with detailed stars, while each side displays silhouettes of iconic military equipment such as the Navy’s transport dock ship USS New York, a Coast Guard Cutter, a Marine Corps Super Stallion and an Army Blackhawk helicopter.”

(Marc A. Hermann / MTA)

“Metro-North is proud to recognize and honor the men and women who have served our country,” said President Justin Vonashek. “This locomotive represents our gratitude to the veterans who are part of our Metro-North family and to all who have worn the uniform. Their dedication, teamwork, and service reflect the very same values that drive our railroad every day.” 

(Marc A. Hermann / MTA)

Following ceremony at North White Plains, No. 216 traveled to Grand Central Terminal to be on public display on Nov. 11, Veterans Day, and Nov. 12 (video below). It will then tour Metro-North’s employee facilities before entering revenue service at the end of November. All Heritage Series locomotives are in service on Metro-North’s Hudson, Harlem and New Haven Lines, and can be seen on any train that normally operates with the railroad’s dual-mode diesel-electric locomotives.

(Marc A. Hermann / MTA)

Merto-North’s seventh commemorative locomotive, No. 203, was unveiled in June 2025, painted in a silver and blue scheme applied to seven Conrail diesel-electric locomotives by the MTA in 1979. The sixth commemorative locomotive, No. 222, debuted in February 2025 and was wrapped in an olive green and a dandelion yellow vinyl, the paint scheme employed on New Haven Railroad locomotives until 1954. The fifth commemorative locomotive expanded upon the originally envisioned Heritage Series, wrapping engine No. 214 to pay tribute to the workforce featuring 2,000 pictures of past and present Metro-North workers to form four larger images of prominent landmarks along each of Metro-North’s rail lines. The fourth commemorative locomotive, No. 217, hit the rails in March 2024, and paid tribute to Penn Central, formed in the 1968 merger of the New York Central and Pennsylvania Railroads, which also absorbed the New Haven Railroad in 1969. The third commemorative locomotive paid tribute to New York Central, the predecessor railroad that built and operated Grand Central Terminal and the Hudson and Harlem lines. Metro-North No. 211 made its debut run in NYC’s stylish lightning-stripe paint scheme on the Hudson Line on Tuesday, Nov. 14, 2023. The second commemorative locomotive paid tribute to Conrail, the railroad which is Metro-North’s immediate predecessor. Engine No. 201 made its debut on the Hudson Line on Monday, Aug. 14, 2023. The design of the wrap mimics the paint scheme applied to older FL-9 dual-mode locomotives that Conrail operated for the MTA over the Hudson, Harlem, and New Haven Lines from 1976 to 1982. The first rebrand paid homage to Metro-North’s original design. Locomotive No. 208, which made its debut in May 2023, was wrapped in silver, blue and red vinyl. The design was created upon the railroad’s founding in 1983 for the railroad’s historic FL-9 locomotives and worn by them until the last was retired in April 2007 after 51 years of service.

SEE ALL THE ABOVE UNITS HERE

The post Metro-North Eighth Heritage Unit Honors Veterans appeared first on Railway Age.

Schneider National, Inc. is introducing Schneider Fast Track intermodal, described as “a premium solution designed for shippers with time-sensitive and high-service freight needs.” Fast Track follows the December 2024 introduction of an intermodal lane linking Mexico with the U.S. Southeast through Canadian Pacific Kansas City (CPKC) and CSX, both of which are Schneider’s primary Class I railroad partners, along with Union Pacific.

“Fast Track combines Schneider’s extensive asset-based truckload and intermodal capabilities with strategic rail partnerships to create a network of some of the fastest, most consistent intermodal lanes in the industry, selected specifically for their proven competitive differentiation and transit consistency,” the company said. “Shippers can confidently convert just-in-time, inter-plant and customer freight from over-the-road to intermodal, gaining more secure capacity alternatives and cost efficiency without sacrificing speed.”

Schneider said Fast Track’s key features are:

• “High performing lanes that offer faster transit and superior service standards.
• “Prioritized placement, optimized drayage and expedited recovery solutions to reduce disruption.
• “24/7 tracking and proactive communication from Schneider’s Center of Excellence.
• “Flexible nationwide service.
• “Industry-leading cargo security with a 99.99% theft-free record in the U.S. and Mexico in 2024.

Schneider’s noted its Fast Track services “have already delivered up to two days faster transit than competitors on key U.S. and Mexico lanes; 95%-plus on-time performance, backed by priority rail placement and dedicated planning; and lower costs, increased efficiency and enhanced security – in other words, a truck-like experience with intermodal benefits. Already proven with time and service-sensitive automotive freight moving from Mexico to Kansas City [via CPKC], Chicago and beyond, Fast Track is expanding to more lanes to meet growing demand for just-in-time and expedited shipping. For shippers looking for an alternative capacity solution to over-the-road that keeps their high service or time-sensitive freight moving with consistency and service they can count on, Fast Track sets a new standard for expedited intermodal.

Schneider National

Fast Track follows Schneider’s December 2024 launch of an intermodal lane “providing continuous rail service between points in Mexico and Texas and points in the Southeastern United States” with CPKC and CSX. “As strategic customer of CSX and CPKC, Schneider will provide this competitive advantage to shippers, who have traditionally relied on over-the-road transport in the Southeast,” the company noted in 2024. “This new service will connect growing markets in Mexico and Texas with Florida and Georgia. Unlike truck transportation on this Southeast-Mexico cross-border route, intermodal service with CPKC provides a seamless, efficient border crossing, eliminating potential delays and exposure to freight loss. This service is a testament to the dynamic collaboration between CSX, CPKC and Schneider.”

Schneider National

The service, Schneider reported in November 2024 followed the Surface Transportation Board’s approval of CPKC’s respective acquisitions of rail lines operated by Genesee & Wyoming’s Meridian & Bigbee Railroad, L.L.C. (MNBR), resulting in the creation of a direct CPKC-CSX interchange connection in Alabama. 

“Reliability is a cornerstone of our operations,” said Schneider Executive Vice President and Group President of Transportation and Logistics Jim Filter. “Fast Track gives shippers peace of mind with unmatched speed and consistency, supported by our professional drivers and robust nationwide network of company-owned assets.”

“Fast Track is engineered for precision,” said Senior Vice President and General Manager of Intermodal Michael Baumgardt. “We designed this solution to meet the demands of shippers who can’t afford delays, offering speed, control and confidence across every mile.”

The post Schneider National Launches Fast Track Premium Intermodal appeared first on Railway Age.

FreightCar America, Inc. on Nov. 10 reported third-quarter 2025 results that include 42% year-over-year revenue growth and “strong” gross margins of 15.1%—expansion of 80 basis points—while reaffirming adjusted EBITDA guidance for full-year 2025.

3Q25 Highlights

• Revenues of $160.5 million, compared to $113.3 million in the third quarter of 2024, with railcar deliveries of 1,304 units compared to 961 units in the prior year period.
• Gross margin of 15.1% with gross profit of $24.2 million, compared to gross margin of 14.3% with gross profit of $16.2 million in the third quarter of 2024.
• Recorded a $17.6 million non-cash adjustment due to share price appreciation resulting in a Net loss of $(7.4) million, or $(0.23) per share, and adjusted net income of $7.8 million, or $0.24 per share.
• Adjusted EBITDA was $17.0 million, representing a margin of 10.6%, compared to $10.9 million and a margin of 9.6% in the third quarter of 2024.
• Ended the quarter with a backlog of 2,750 units valued at $222.0 million,” reflecting a diversified mix of railcar conversion programs and new railcar builds.”
• “Well-positioned to deploy capital for growth, with $62.7 million in cash and equivalents and no borrowings under the company’s revolving credit facility.”

“Our third quarter results highlight the strength of our operating platform and the continued execution of our commercial strategy,” said Nick Randall, President and CEO of FreightCar America. “We delivered record third quarter adjusted EBITDA at our new facility, reflecting the benefits of improved production efficiency and favorable product mix. Our team continues to demonstrate manufacturing flexibility which, coupled with our customer-centric approach, differentiates FreightCar America in the market. While overall industry demand remains subdued, we continue to support customers by leveraging our expertise in conversions and customized solutions to create value for our customers.

“This quarter’s strong bottom line performance reflects our manufacturing discipline and commercial excellence. By building for value and meeting complex customer requirements instead of commoditized throughput, we delivered exceptional adjusted EBITDA performance and strengthened the Company’s financial position. With this momentum, we enter the final quarter well-positioned to deliver profitable growth, generate positive free cash flow and advance our long-term growth initiatives.”

Mike Riordan, Chief Financial Officer of FreightCar America, added, “We delivered another quarter of solid financial results, including strong deliveries, margin performance and operating cash flow. Looking ahead, while our change in revenue guidance reflects product mix as we saw a larger number of conversion railcars compared to new railcars in the second half of 2025, our profitability and positive cash performance remain on track, underscoring the resilience of our business model, which fuels our capital strength and positions us to drive long-term sustainable growth.”

The company updated its outlook for fiscal year 2025 as follows:

The post FreightCar America 3Q25: 42% Revenue Growth appeared first on Railway Age.

BNSF

BNSF on Nov. 7 reported that 99 customers have earned its Product Stewardship Award for the safe transportation of hazardous materials by rail in 2024.

The annual award, established in 1997, recognizes shippers who transport a minimum of 500 loaded tank cars of hazardous materials during the previous year and record zero non-accidental releases. These shippers also uphold the ethics of Product Stewardship under the American Chemistry Council’s Responsible Care® initiative.

“Safety is a shared responsibility, and at BNSF, we value strong partnerships that make it possible,” BNSF Vice President of Safety Chad Sundem said. “Recognizing customers who align with our safety standards reflects our commitment to working together to deliver necessary materials more safely than any other mode of land transportation.”

And the honorees are:

• ABERDEEN ENERGY LLC
• AGRIUM US INC.
• ALLIANCE ENERGY SERVICES LLC
• ALTAGAS LTD
• AMERICAS STYRENICS
• ARKEMA INC.
• ASPHALT & FUEL SUPPLY LLC
• AUX SABLE LIQUID PRODUCTS
• BASF CORP.
• BIG RIVER RESOURCES LLC
• BONANZA BIOENERGY LLC
• BP PRODUCTS NORTH AMERICA
• BRIDGEPORT ETHANOL LLC
• BUSHMILLS ETHANOL INC.
• CALUMET SPECIALTY PRODUCTS
• CARGILL INC.
• CENTENNIAL ENERGY LLC
• CHEMTRADE LOGISTICS INC.
• CHEVRON PHILLIPS CHEMICAL
• CHEVRON PRODUCTS CO.
• CHIEF ETHANOL FUELS INC.
• CHS INC.
• CITGO PETROLEUM CORP.
• COVESTRO LLC
• CVR RENEWABLES WYN LLC
• DAKOTA SPIRIT AGENERGY LLC
• EASTMAN CHEMICAL CO.
• ELBOW RIVER MARKETING LTD.
• ENTERPRISE PRODUCTS OPERATING LLC
• ERCO WORLDWIDE
• EXXONMOBIL CORP.
• FLINT HILLS RESOURCES LP
• GOLDEN TRIANGLE ENERGY LLC
• GREEN PLAINS TRADE GROUP LLC
• HARMATTAN GAS PROCESSING LP
• HEREFORD ETHANOL PARTNERS
• HESS CORP.
• HF SINCLAIR REFINING & MARKETING
• HUSKER AG LLC
• HUSKY ENERGY INC.
• INDORAMA VENTURES USA INC.
• INEOS STYROLUTION AMERICA
• INTERNATIONAL RAW MATERIAL
• ITAFOS CONDA LLC
• JR SIMPLOT CO.
• K2 PURE SOLUTIONS LP
• KEMIRA WATER SOLUTIONS INC.
• KIROS ENERGY MARKETING ULC
• KM LIQUIDS MARKETING LLC
• LINDE INC.
• MARATHON PETROLEUM
• MARKWEST ENERGY PARTNERS LLC
• MEGLOBAL AMERICAS INC
• METHANEX METHANOL LLC
• MID AMERICA AGRI PRODUCTS
• MOOSE JAW REFINERY PARTNERSHIP
• NEBRASKA CORN PROCESSING LLC
• NGL SUPPLY COMPANY LTD
• NUGEN ENERGY LLC
• OCCIDENTAL CHEMICAL CORP.
• OLIN CORP.
• ONEOK INC.
• OQ CHEMICALS CORP.
• PBF HOLDING COMPANY LLC
• PCS SALES (USA) INC.
• PEMBINA RESOURCE SERVICES
• PENOLES METALS & CHEMICALS
• PETROGAS ENERGY CORP.
• PLAINS LPG SERVICES LP
• PLAINVIEW BIOENERGY LLC
• PLYMOUTH ENERGY LLC
• POET BIOREFINING
• REAGENT CHEMICAL & RESEARCH
• REDFIELD ENERGY LLC
• RIO TINTO MINERALS
• RPMG LLC
• SANDHILLS RENEWABLE ENERGY
• SEABOARD ENERGY MARKETING
• SHELL OIL PRODUCTS US
• SIOUXLAND ENERGY COOPERATION
• SM ENERGY CO.
• SOLVAY AMERICA INC.
• SOUTHWEST IOWA RENEWABLE ENERGY
• SUNCOR ENERGY MARKETING INC.
• TARGA RESOURCES INC.
• TAUBER OIL CO.
• THE ANDERSONS INC.
• THE DOW CHEMICAL CO.
• THE INTERNATIONAL GROUP INC.
• THE MOSAIC CO.
• TRAFIGURA COMMODITIES MARKETING
• TRECORA HYDROCARBONS LLC
• UNITED ENERGY TRADING LLC
• UNIVAR SOLUTIONS USA INC.
• US OIL & REFINING CO.
• VANTAGE CORN PROCESSORS LLC
• WE HEREFORD LLC
• WESTLAKE CHEMICAL CORP.

In related developments, earlier this year CN recognized 213 shippers with Safe Handling Awards for 2024 and Union Pacific honored 147 chemical shippers for their dedication and commitment to safety with 2024 Pinnacle Awards.

(BNSF Image)

“BNSF operating teams are sustaining improved service performance as we move through the first week of November,” the Class I railroad reported Nov. 7. “Car velocity has increased compared to the previous week and is steady with the average for the month of October. Average terminal dwell remains consistent with that of the previous week and month, and our local service compliance measure exceeds 90%.”

It also reported that every month so far in 2025, from January through October, “our teams have turned in the lowest dwell in our company’s history for that month.” BNSF said it has “focused hard on reducing dwell at our facilities, which is the average time a railcar spends in a terminal before continuing toward its destination. The lower, the better.”

CN / CPKC (Images Courtesy of WXN)

WXN recently unveiled the winners of the 2025 Canada’s Most Powerful Women: Top 100 Awards, celebrating 102 women “whose leadership, innovation, and impact are transforming industries, organizations, and communities across the country.” The winners will be honored in person at the 23rd annual Top 100 Awards Gala, hosted at the Fairmont Royal York Toronto on Nov. 27.

Winners were selected by WXN’s Global Alliance for Inclusive Leadership, a partnership of corporations that the association describes as being “committed to helping women rise and lead.” Winners span the private, public and not-for-profit sectors.

With 11 categories, the Top 100 Awards highlight the contributions of women at every stage of their careers across industries:

1. CN Executive Leaders (CN-sponsored)
2. CPKC Skilled Trades (CPKC-sponsored)
3. Canada’s Most Powerful CEOs, presented by Postmedia
4. Amex Emerging Leaders
5. Entrepreneurs
6. RBC Future Leaders
7. Food Industry Award, presented by Skip
8. Professionals
9. STEM
10. Board of Directors
11. WXN Hall of Fame

“This year marks CN’s first time sponsoring the CN Executive Leaders category, a moment to recognize 16 outstanding women whose leadership breaks barriers, drives innovation, and inspires future generations to dream bigger,” CN reported via social media. “We’re proud to stand with these remarkable leaders and the women who move us forward.” The 16 women are from these companies: Sun Life, KJ Harrison Investors, PwC, Terry Fox Foundation, Desjardins Group, BDO Canada, LLP, RBC, Skip, Events East Group, Metrolinx, Toronto Metropolitan University, Kruger Products Inc., Vermilion Energy Inc., University of Manitoba, Bombardier, and TELUS.

In the CPKC Skilled Trades category, 11 women recognized for “contribut[ing] immense value and demonstrate[ing] excellence in skilled trades, product or service innovation, and community involvement.” They are from the following companies: Just Working Construction Inc., Build a Dream (two), Ontario Masonry Training Centre, Women on Site, IBEW Local Union 804, Heffner Lexus, Smart Local 285, UBC Local 93, SaskPower, and Guns N’ Hoses Roofing & Contracting.

“This year has tested what it means to rise boldly, and our Top 100 Award Winners have shown us what it means to answer the call,” said Sherri Stevens, owner and CEO of WXN. “They’ve turned setbacks into breakthroughs, uncertainty into courage, and ambition into real impact. Their achievements light a path for others, proving that strength, confidence and purpose are unstoppable—and that when women rise boldly, they change the whole world around them.”

WXN has celebrated 1,833 women with a Top 100 Award since the program launched in 2012. Past winners include Top 100 winners such as Lisa LaFlamme, award-winning international journalist; Princess Sarah Culberson, Princess of Sierra Leone; The Honourable Rona Ambrose, former leader of Canada’s Official Opposition in the House of Commons; and Dr. Makaziwe Mandela, global activist, head of the House of Mandela and the daughter of Nelson Mandela.

UP As part of UP’s annual United Way campaign, Finance employees from the railroad’s headquarters in Omaha volunteered their time and efforts at food pantries, after-school programs, and nonprofits across the city. (UP Photograph)

UP employees this fall supported the 2025 United Way workplace giving campaign, raising $690,000 to benefit nearly 100 United Way chapters across the railroad’s 23-state network.

During United Way’s citywide day of service in Omaha, 80 Finance employees volunteered at eight local nonprofits painting facilities, wrapping diapers, preparing food, and organizing supplies to help neighbors and community members.

Teams throughout the railroad’s system drove participation with creative events designed to engage employees across all shifts, according to UP. Activities included prize raffles, pizza parties, trick-or-treat candy deliveries and team meals.

UP reported that its leadership team played a key role: CEO Jim Vena and senior leaders connected with employees and nonprofit representatives at the railroad’s annual Community Village event; Executive Vice President-Marketing and Sales Kenny Rocker and his leadership team handed out popcorn to raise awareness; and Christina Conlin, Senior Vice President, Chief Legal Officer and Corporate Secretary, rolled a team treat cart across Law and Risk Management to foster connection.

“It’s inspiring to see our team come together to make a difference,” said Josh Perkes, UP Senior Vice President and Chief Human Resources Officer, who chaired this year’s campaign.

Since 2005, Union Pacific and its employees have raised more than $20 million through its annual United Way campaign.

UP employees came together during the United Way campaign to volunteer, fundraise and make an impact in the community. (UP Photograph)

The post Class I Briefs: BNSF, CN/CPKC, UP appeared first on Railway Age.

Container Trade in TEUs: Calendar Year to Date (Totals) – October 2025 (Courtesy of POLB)

The Port said it moved 8,229,916 TEUs (Twenty-Foot Equivalent Units) through the first 10 months of 2025, up 4.1% from the same period last year.

It is moving cargo ahead of the “record-setting pace” achieved in 2024 “largely because retailers ordered shipments early and stocked warehouses before tariffs and reciprocal tariffs were implemented in spring,” according to POLB.

Container Trade in TEUs: Calendar Year to Date (By Month) (Courtesy of POLB)

In October 2025, dockworkers and terminal operators moved 839,671 TEUs, down 14.9% from October 2024, which the Port said remains the busiest month in its 114-year history. Imports decreased 17.6% to 401,915 TEUs; exports decreased 11.5% to 99,817 TEUs; and empty containers moving through the Port declined 12.6% to 337,940 TEUs vs. the same month last year.

Container Trade in TEUs: October 2025 (Courtesy of POLB)

The Port also saw a cargo volume decline in September, albeit a smaller one (3.9%), which it attributed to “[s]oftening consumer demand and rising prices driven by shifting trade policies.” 

“The consumer has not seen significant tariff impacts given that manufacturers, retailers, and others have shared in incurring some of these costs and mitigating price escalation to the consumer, but that may change as we approach 2026,” said POLB CEO Mario Cordero, who recently announced he will retire at the end of this year. “Consumers will likely see price escalation in the coming months as shippers continue to pass along the cost of tariffs on goods and a higher percentage of these costs will be passed on to the consumer.”

“Even in the midst of the nation’s longest government shutdown, cargo continues to move smoothly through our port and across the nation’s supply chain,” POLB Chief Operating Officer Noel Hacegaba added. “We continue to coordinate closely with all of our partners to anticipate and mitigate issues before they arise to keep cargo and our economy moving.”

“Our dedicated workforce and terminal operators are working hard to ensure store shelves are stocked and shoppers are able to purchase gifts for the holidays,” Long Beach Harbor Commission President Frank Colonna commented. “We plan to continue delivering extraordinary customer service and building for a sustainable future into the new year.”

The ports of Long Beach and Los Angeles recently extended their agreement with Anacostia Rail Holdings’ Pacific Harbor Line to provide railroad operating and maintenance services within the San Pedro Bay ports complex. Union Pacific and BNSF move cargo in and out of the complex.

(Courtesy of POLB)

Meanwhile, the South Coast Air Quality Management District (South Coast AQMD) Governing Board on Nov. 7 voted to approve a Cooperative Agreement with the ports of Long Beach and Los Angeles. “The enforceable agreement requires the ports to develop and implement charging and fueling infrastructure plans and includes annual reporting requirements and agency oversight,” according to South Coast AQMD, the regulatory agency responsible for improving air quality for large areas of Los Angeles, Orange, Riverside, and San Bernardino counties, including the Coachella Valley.

The agreement is said to prioritize the development of “zero-emission infrastructure” at the ports. South Coast AQMD described it as “the first critical step toward eliminating emissions from cargo handling equipment, harbor craft, trucks, trains, and ocean-going vessels and attaining clean air in the region.” Under the agreement, it said:

• “The ports will develop comprehensive zero-emission Infrastructure Plans in three phases, including planning targets, key milestones, and public input.
• “South Coast AQMD will verify progress through annual reports and regular reporting to its Governing Board on implementation and progress.
• “Penalties for noncompliance range from $50,000 to $200,000 per default and will be used toward projects benefiting near-port communities.
• “A 45-day exit clause was included to provide flexibility for either party to withdraw if necessary.”

Since 2022, South Coast AQMD said it has hosted nearly 30 public meetings, including Board and Mobile Source Committee meetings, community meetings, and office hours on the agreement; public feedback directly influenced such key items as enforcement, doubled penalties, and public process for the development and modifications of infrastructure plans.

“The Governing Board also adopted a resolution to pause rulemaking for five years—unless the agreement is terminated early—allowing time for the infrastructure planning needed while preserving South Coast AQMD’s authority to resume rulemaking if needed,” South Coast AQMD said.

The Cooperative Agreement still must be approved by the Boards of Harbor Commissioners for both the Port of Long Beach and the Port of Los Angeles. Those approvals are expected to take place in the next several weeks, according to South Coast AQMD.

South Coast AQMD and the ports “will continue to negotiate on additional measures to expand emission reduction efforts, with updates expected in Spring 2026,” the regulatory agency said. “These future actions will focus on near-term emission reductions and support for long-term zero-emission goals.”

The Nov. 7 “approval of the Cooperative Agreement by the SCAQMD marks an important step forward to accelerate further progress in cleaning the air at the nation’s largest port complex,” POLB reported via social media. “It grew out of a transparent public process and extensive collaboration between AQMD and POLB/POLA.”

Further Reading:

• POLB: $3.2B 10-Year Capex Plan
• FEMA Awards $2.6MM Security Grant to POLB
• Watch: POLB Breaks Ground on Pier B Project

The post POLB: Cargo Volumes ‘Steady’ Through October appeared first on Railway Age.

Rail transit veteran Joseph Leader has joined STV, Inc. as Vice President and Engineering Director, Transportation North Operating Group.

With more 35 years of senior leadership experience, Leader has managed inspections, design reviews and testing of emerging railway technologies “to ensure resilient and high-performing rail networks,” STV said. “He has a proven track record of overseeing complex rail operations and driving system-wide performance improvements. His expertise includes heavy and light rail operations, infrastructure management, systems integration and safety oversight, enabling him to lead strategic initiatives, enhance reliability and deliver innovative solutions for transit agencies.

Leader comes to STV from HDR, Inc., where he was Senior Rail Project Manager. Prior to HDR, he served as Chief Operating Officer of WMATA (Washington Metropolitan Area Transit Authority) for nearly six years. Leader spent the bulk of his career, nearly 30 years, at MTA New York City Transit (NYCT), from which he retired as Senior Vice President in 2016. He was a Senior Consultant at Bianco Associates, a consulting firm led by former NYCT President Carmen Bianco, prior to joining WMATA.

Leader helped develop NYCT’s FastTrack program, “a pioneering effort that sped up overnight maintenance and repair work, increased productivity and reduced service disruptions,” STV noted. “As part of WMATA’s SafeTrack and performance improvement programs, he led data-driven initiatives that used real-time analysis to boost reliability and achieved record customer satisfaction across the Metrorail system. His work has concentrated on optimizing maintenance approaches, deploying innovative technologies and planning long-term infrastructure projects for agencies such as the Massachusetts Bay Transportation Authority, the New York MTA and WMATA.

Leader holds a Bachelor of Engineering in Electrical Engineering from Manhattan College and an Executive Certificate in State and Local Governments from Harvard Kennedy School. He is a member of the American Public Transportation Association (APTA) and the American Railway Engineering and Maintenance-of-Way Association (AREMA). He also serves on the Oversight and Project Selection Commission for the Transit Cooperative Research Program.

“Shaping innovative solutions that positively impact communities is at the core of everything we do,” said STV Senior Vice President and Transportation North Operating Group District Manager Peter Pappas, P.E. “Joe’s extensive experience leading public sector transit initiatives and rail operations strengthens our team’s ability to deliver complex, high-performance transportation programs across the region.”

The post Leader Joins STV Transportation North Ops Group appeared first on Railway Age.

Atlanta, Ga.-based SIMONA AMERICA Industries (SAI), a subsidiary of SIMONA AMERICA Group, a manufacturer of thermoplastic sheet and rod products, broke ground on $25 million expansion project at its Archbald, Pa., facility in Lackawanna County. The project will add 155,000 square feet of new manufacturing space and “marks a major milestone in the company’s ongoing growth and commitment to U.S. manufacturing.”

The expanded facility will support more than 25 new jobs in manufacturing, shipping, and logistics, “contributing to regional economic growth,” SAI said. “The site’s strategic access to rail and interstate systems enables efficient nationwide distribution and supports SAI’s expanding customer base across industries including chemical processing, semiconductor manufacturing, marine, outdoor living, food and beverage, playgrounds, retail displays, signage, and medical orthotics and prosthetics.”

The Delaware-Lackawanna Railroad Co., Inc. (DLRR) provides rail freight services in Archibald on its Carbondale Line under contract with the Pennsylvania Northeast Regional Railroad Authority (PNRRA), which owns the rail assets and properties.

OpenRailwayMap.org

Scheduled for completion in the early third quarter of 2026, the expansion “will enable more advanced extrusion and fabrication technologies, including the addition of the new SL12 production line, which will enhance SAI’s capabilities in partition materials and other performance thermoplastics,” SAI noted.

“This investment represents a major step forward in advancing SIMONA’s long-term growth strategy,” said Adam Mellen, CEO of SIMONA AMERICA Group. “By expanding our production capacity and introducing new technologies, we’re strengthening our ability to serve our customers with innovative, high-quality materials while continuing to invest in our people and our community. This expansion is a testament to the dedication of our employees and the continued confidence of our customers. It positions SAI to meet growing market demand, improve production efficiency, and drive sustainable innovation well into the future.”

SIMONA AMERICA Group is a diversified manufacturer of thermoplastic products serving a wide range of industries. As a subsidiary of SIMONA AG, the Group includes SIMONA AMERICA Industries, SIMONA Boltaron, and SIMONA PMC, with manufacturing sites in Pennsylvania and Ohio, and its headquarters in Atlanta.

The post SAI Expanding in PA appeared first on Railway Age.

The Los Angeles County Metropolitan Transportation Authority (LA Metro) has awarded Clever Devices a contract for the Advanced Transportation Management System II (ATMS II) dispatching and vehicle location program. The technology will be implemented on more than 500 railcars among six rail yards and 2,400 buses across 12 depots.

ATMS II, Clever Devices said, “will modernize LA Metro’s Computer-Aided Dispatch and Automatic Vehicle Location (CAD/AVL) systems across its expansive fleet, enhancing real-time operational efficiency, safety, and rider experience without sacrificing the familiar integrations and interfaces that users rely on. For the first time, LA Metro will implement CAD/AVL technology across both its bus and rail fleets, along with a new state-of-the-art yard management system, positioning Los Angeles as a global leader in intelligent transit infrastructure.”

Clever Devices

As part of the project scope, Clever Devices will deploy a suite of cloud-hosted solutions, including CleverCAD, LMR and VoIP, Disruption Management, Real-Time Passenger Information and Reporting solutions, that will replace the previous ATMS I system, initially installed in 2004. The ATMS II project, the company noted, “will bring new and enhanced functionality to operations at LA Metro as well as greater reliability for critical communications.”

The contract has options for expanding the system to include support for Yard Management, Electric Vehicles, Rail Onboard Systems, Onboard Digital Signage, and camera system upgrades.

“As LA Metro continues to experience significant growth, investment, and increased ridership, it was paramount that we select a technology provider capable of delivering a state-of-the-art solution that prioritizes the needs of the people of Los Angeles,” said Conan Cheung, Chief Operations Officer of LA Metro. “This partnership with Clever Devices introduces powerful new capabilities such as real-time disruption management and integrated communications that will improve our operational processes, enhance service reliability, and elevate the overall rider experience. With the 2028 Olympic Games on the horizon, these advancements will ensure LA Metro is prepared to meet the demands of a global audience while continuing to deliver exceptional service to our local communities. As the City of Los Angeles prepares to welcome the world for the 2028 Olympic Games, LA Metro’s investment in advanced transit management technology will be pivotal in delivering safe, efficient, and seamless mobility for millions of residents and international visitors.”

Clever Devices

“This historic partnership with LA Metro is a testament to our team’s dedication to innovation and excellence in transit technology,” said Frank Ingrassia, CEO of Clever Devices. “We are honored to support their vision for a smarter, safer, and more connected transportation future.”

LA Metro operates one of the largest and most complex public transportation systems in North America, serving more than 311 million annual riders across a network spanning 1,447 square miles, with six rail lines, 118 bus routes and 107 stations.

Clever Devices describes itself as “a leading provider of technology solutions for all modes of public transportation, including passenger rail, fixed-route, bus rapid transit, and paratransit, serving more than half of North America’s top 20 transit agencies. We deliver scalable and modular Intelligent Transportation Systems (ITS), providing benefits to transit system operators and the riding public, including increased operational efficiencies, enhanced safety, and better passenger experiences. Clever Devices’ mission is to make meaningful contributions to worldwide mobility. Our solutions enhance mobility and help meet the public transportation challenges of communities around the world. We strive to be at the forefront of innovation, using technology to drive the next generation of public transportation.”

The post Clever Devices Awarded LA Metro ATMS II Contract appeared first on Railway Age.

Caltrain at its recent Board Meeting outlined “significant service cuts and operational impacts,” including the potential elimination of weekend service and of half-hourly trains, “to reduce budget shortfalls despite strong ridership recovery and high rider satisfaction” if the proposed regional transit funding measure fails in November 2026 and no new external funding is available, according to the California regional/commuter railroad, which provides service along the San Francisco Peninsula, through the South Bay to San Jose and Gilroy.

Caltrain Map (Courtesy of Caltrain)

Gov. Gavin Newsom on Oct. 13 signed SB 63, the Bay Area Transit Sales Tax Ballot Measure that is intended to fund “fiscally distressed” transportation authorities in the Bay Area, according to the California Transit Association. Authored by Sens. Scott Wiener and Jesse Arreguin, the approved measure ”takes the next step in ensuring that the proposal will appear on the 2026 ballots of voters in the counties of Alameda, Contra Costa, San Francisco, San Mateo and Santa Clara,” the Association reported late last month. “Notably, the measure will not automatically go to voters; the newly formed Public Transit Revenue Measure District overseen by the Metropolitan Transportation Commission must first approve the measure for the ballot, which would require a ⅔ majority vote for its approval (alternatively, the measure could be placed on the ballot as a voter-initiated measure, which would require only a simple majority for its passage). If the measure does appear on the ballot and if it is approved by voters, it will impose a half-cent sales tax in four counties and a full-cent sales tax in San Francisco with the goal of generating nearly $1 billion in annual revenues for the transit operations of AC Transit, BART, Caltrain, Muni, County Connection, Tri Delta Transit, LAVTA, Union City Transit, WestCAT and SF Bay Ferry. SB 63 also requires financial audits of the major transit systems facing fiscal cliffs (AC Transit, BART, Caltrain, SF Muni) and provisions for stronger regional network management.”

Caltrain on Nov. 7 reported that as “transit agencies across the Bay Area are confronting structural budget shortfalls as post-pandemic travel patterns continue to reshape commuting behavior,” it has responded by:

• Taking “significant cost-cutting measures, including FTE freezes, crewing efficiencies, and reductions to professional services and other non-labor expenses.”
• Working on “monetizing available resources and diversifying revenue through a non-fare revenue strategy portfolio that includes expanded advertising, property leasing, selling fiber optic cable and Transit Oriented Development.”
• Modernizing and expanding service—“boosting train frequency beyond traditional commute hours, improving reliability, and enhancing the rider experience following electrification.”

Caltrain in September 2024 fully launched its electrified service with 23 Stadler Rail-built KISS bilevel EMUs (electric multiple-units), transforming the now 161-year-old corridor from diesel to electric power. The railroad runs every 15 minutes at most stations during peak hours and half hourly service at all other times including on the weekend.

Caltrain’s preliminary FY25 budget end results ”are showing positive impacts from the cost efficiencies and more revenue than budgeted,” according to the railroad. “The focus on quality service is also paying off: ridership has risen 55% compared to September last year with weekend ridership doubling and four consecutive months of over one million riders.” It noted that 91% of polled riders approve of the agency and results from a recent rider satisfaction rating “are the highest they have ever been in the 27 years of surveying Caltrain riders.”

According to Caltrain, the SB 63 measure “would establish a stable funding source for Caltrain and other Bay Area transit systems to maintain reliable, accessible service.” If the measure fails, Caltrain said it “would be forced to take actions to reduce the structural funding gap, unless new external funding sources are identified”; these actions, it noted, “would significantly undermine the progress Caltrain has made in recent years to rebuild ridership, improve service reliability, and support clean air goals through electrification.”

The railroad said without external funding, the potential impacts would include:

• “Closing more than one-third of stations.
• “No weekend service.
• “Reducing service to once an hour.
• “Ending operations by 9 p.m.
• “Cutting segments of service.”

Caltrain said it will “continue to work through budget scenarios with the Board in early 2026, with additional details on savings and the downsides of service cuts, which include significant loss of riders and associated revenue.” It noted that it “remains committed to transparency about its financial outlook and to working with regional partners to identify sustainable, long-term solutions that protect the service improvements, ridership increases, and environmental benefits the agency has worked hard to achieve.”

In June, Caltrain’s Board approved its operating and capital budgets for FY 2026, which began July 1, 2025, and ends June 30, 2026.

The FY26 operating budget is nearly $260 million, with funds coming from fares, Measure RR, state SB 125 funding, and utilization of State Transit Assistance (STA) carryforward funds. The railroad said it identified $10.9 million in operating cost reductions compared with its earlier financial projections by reducing both labor and non-labor expenses. These reductions were said to be achieved while maintaining current service levels, reflecting “Caltrain’s commitment to cost control and financial stewardship.”

Caltrain’s FY26 $34.8 million capital budget is funded through a combination of federal, regional and state grants; local funding; and member agency funding. It focuses on state of good repair and safety and includes funding for grade crossing safety improvements, such as LiDAR and camera-based artificial intelligence systems.

Caltrain in June said it was projecting an average annual deficit of close to $75 million between FY 2027 and FY 2035, without an “injection of funding from a regional sales tax measure or other external sources.”

“Caltrain has made tremendous strides in improving service, expanding ridership, and earning the trust of our riders and communities,” Executive Director Michelle Bouchard said on Nov. 7. “The regional funding solution would provide a sustainable funding source to continue those efforts, but should it fail to pass we will face a number of scenarios that will affect years of progress, affect tens of thousands of daily riders who depend on Caltrain, increase traffic, and adversely affect the Bay Area’s economy.”

Michelle Bouchard, Executive Director of Caltrain (Photograph Courtesy of Caltrain)

The post Caltrain: ‘Cuts to Come’ Without External Funding appeared first on Railway Age.

A large order of Plasser American maintenance-of way-equipment arrived in Canada on Nov. 6. Offloaded from a ship at the Port of Hamilton/Federal Marine Terminals Pier 14, the equipment  was rigged up for transport on QTTX flatcars for delivery to Metrolinx facilities in the Greater Toronto/Hamilton area Nov. 8.

Equipment included three Plasser Unimat 4×4/4S universal tamping machines, and a pair of USP 2005 ballast regulators. The ship that unloaded the equipment was DSHIP CARRIERS Ronnie. Based on past ports of call, these units were constructed by Plasser India at its state-of-the art manufacturing facility in Vadodara.

While no details for this order were publicly released, the equipment has logos for Metrolinx, Aecon and FCC Canada (A division of FCC Construcción S.A), the partners in ONxpress Transportation Partners, a public-private partnership comprising Aecon Concessions and DB International Operations that was set to assume a 23-year operations and maintenance contract for GO Transit. The ONxpress contract was announced in January 2024, but cancelled in May 2025.

The post Metrolinx Takes Delivery on Plasser American M/W Machines appeared first on Railway Age.

MxV Rail’s Security and Emergency Response Training Center (SERTC) has set its 2026 lineup of specialist-level and advanced courses “designed to train first responders in all manners of surface transportation hazards and support the resilience of communities nationwide.”

SERTC’s “comprehensive catalogue represents the most extensive course offerings in recent history, providing diverse training options to meet the varying needs, learning styles, and budgetary requirements of the community,” the Center said. “SERTC trainings are widely recognized as the most immersive and realistic training available globally.”

The 2026 schedule includes:

• Resident courses conducted at SERTC’s state-of-the-art facility in Pueblo, Colo., ranging from 40 to 80 hours and featuring full-scale props and scenarios for live drills.
• Remote courses are offered, lasting four to 16 hours, which allows groups to train on location according to their schedules.
• Contract courses are available for industry partners and sponsors as remote deliveries or resident courses at SERTC’s training facility.

To “significantly expand access in 2026,” open enrollment, available on a first-come, first-served basis, is offered for the Alternative Fuels and Flammable Incident Response and Management (AFFIRM) course. While open enrollment options have been offered for other courses in previous years, this marks the first time the AFFIRM course will be available.” This initiative ensures that trainees who may not be eligible for Federal Emergency Management Agency (FEMA) grants can still access world-class training opportunities,” SERTC noted. “SERTC continues its affiliation with the U.S. Department of Homeland Security (DHS)/FEMA National Training and Education Division (NTED), offering courses that provide funding to cover participants’ travel, transportation, lodging, meals, and course costs. This partnership ensures responders and their organizations incur no expenses while receiving premium training.”

Visit SERTC.org to review all the professional learning opportunities available:

• AFFIRM (PER-327) – Expands flammable liquids emergency response to include alternative fuels and electric vehicle (EV) incidents.
• HazMat/WMD Technician for Surface Transportation (PER-293) – Combines NFPA 470 hazmat technician standards with highway and rail response training.
• Highway Emergency Response Specialist (PER-291) – Covers emergencies involving hazardous materials transported by highway.
• Leadership & Management of Surface Transportation Incidents (PER-292) – Focuses on ICS, NIMS, and NRF principles for managing full-scale scenarios.
• Tank Car Specialist (PER-290) – Comprehensive rail incident training, including derailments and non-accidental releases.
• Surface Transportation Emergency Preparedness and Security – Senior Officials (PER-331) – Half-day course for senior officials on surface transportation emergency preparedness.
• Surface Transportation Emergency Preparedness and Security – Mass Transit & Passenger Rail (PER-330) – Two-day course on mass transit and passenger rail safety using THIRA-based planning.
• Surface Transportation Emergency Preparedness and Security – Freight (PER-326) – Freight-focused emergency preparedness aligned with federal interoperability standards.
• Railroad Safety Awareness (RSA) – Returning online mid-2026 with upgraded content for responders and planners. Check SERTC.org for updates.

Successful 2025

SERTC highlighted three “significant milestones that informed the development of the new catalogue. First, the AFFIRM course successfully transitioned from a pilot program to a permanent offering after receiving industry-wide input and FEMA approval. Second, Lee Nelson assumed the role of Executive Director this fall, bringing more than two decades of expertise in hazardous materials emergency response during a period of transformative growth. Finally, SERTC closed the year with expanded international offerings by launching Spanish-language courses, beginning with a fully translated STEPS-FR program delivered in partnership with Mexican industry leaders.”

“Our 2026 catalogue represents our unwavering commitment to preparing first responders for the evolving challenges of transportation emergency response,” said Nelson. “By expanding access while maintaining our world-renowned training standards, we’re building safer, more resilient communities across the nation and around the world.”

Student Feedback

“It’s no wonder that community leaders and first responders turn first to SERTC when they want to advance skills, as evidenced in our most recent student reviews,” the Center said, highlighting:

• “I was impressed by the knowledgeable cadre of instructor staff there to relay info, and the excellent props we had to understand the material. SERTC put on an excellent course with the inclusion of the Hazard3 experts.”
• “Playing the role of an Incident Commander was valuable to me, because it allowed me to get a more realistic understanding of what leadership entails, and what I need to work on. Unless you get into these positions, it is very difficult to see where your gaps are in leadership.”
• “Using the actual tools that would be used in the field made the learning stick. The hands-on portion was the most helpful, and I felt comfortable asking questions every step of the way.”

About SERTC

Established in 1985, the Security and Emergency Response Training Center is operated by MxV Rail, a subsidiary of the Association of American Railroads. SERTC noted its “world-renowned training programs offer extensive, immersive, realistic professional development that includes full-scale scenarios to help first responders and leaders be better prepared for surface transportation emergencies. The center provides the very best hazmat training possible, ensuring responders understand processes required for transportation accidents involving all manners of hazardous materials and can perform the duties that protect communities.

Registration Contact: SERTC Administration sertc@aar.com, 719-584-0584.

The post SERTC Sets 2026 Agenda appeared first on Railway Age.

BNSF Railway has installed Positive Train Control on the Canadian section of its New Westminster Subdivision between Seattle and Vancouver, B.C., making it the first route in Canada to permanently implement the crash prevention technology. 

The New Westminster Sub features both BNSF freight and Amtrak Cascades trains running between Eugene, Ore., and Vancouver. The first train to operate with PTC on this route was a BNSF freight on October 21. 

While BNSF claimed that the October 21 run was the first time PTC had been used in Canada, that isn’t entirely accurate. In 2023, CPKC briefly deployed PTC on its Aldersyde Subdivision between Calgary and Lethbridge, Alberta, to test the technology it had installed on Canadian Pacific 4-6-4 H1b 2816, ahead of its tri-nation tour in 2024. 

—Justin Franz 

The post BNSF Extends PTC to Canada appeared first on Railfan & Railroad Magazine.

TTC (William C. Vantuono Photograph)

TTC on Nov. 5 reported that Mayor Olivia Chow launched an action plan to improve safety across Toronto’s transit system. “This initiative is powered by an expanded safety and security force funded in the 2025 budget, including TTC staff, Streets to Homes outreach workers, LOFT’s Multi-Disciplinary Outreach Team, Toronto Community Crisis teams, TTC Special Constables, Provincial Offense Officers, safety ambassadors, and contract security guards, as well as Toronto Police Services,” according to the transit agency, which provides bus, subway, streetcar and Wheel-Trans services.

The agency’ Community Safety, Security, and Well-being Plan (2024–2028) was approved this week by the TTC Board. It is described as a “comprehensive six-point plan [that] aims to further enhance safety for both customers and employees, while boosting public confidence in the TTC.”

The six points are: collaboration and partnerships with city agencies and social services; clear communication and public awareness campaigns; active engagement with riders and employees; robust procedures and training for staff; ongoing improvements to vehicles, stations, and facilities; and data analysis and monitoring of safety metrics.

Through high-visibility teams, expanded crisis support, enhanced outreach, and continuous evaluation, the TTC said it is committed to reducing offenses, increasing customer satisfaction, and fostering a “compassionate, people-first transit environment.”

As part of the plan, TTC said it is taking steps to strengthen its approach to addressing fare evasion and activities not directly related to transit use, “with a focus on fairness and consistency across the network.” Staff will continue to “use discretion” and, where appropriate, connect individuals with specialized support services, recognizing the complex challenges some may be facing, it said.

According to TTC, adding TCCS crisis workers to service Line 1 bolsters the range of high-visibility safety and social supports already working in the system, including:

• 160 additional TTC staff and supervisors in stations and on platforms, compared with 2023.
• 137 TTC Special Constables, and more in training.
• 111 Provincial Offences Officers and 13 Provincial Offences Officer Supervisors.
• Streets to Homes outreach staff.
• LOFT’s Multi-Disciplinary Outreach Team.
• Community Safety Ambassadors.

Since TTC initiated a multi-disciplinary approach, it reported that:

• “Offenses have reached three-year lows, with offenses against customers down 28% since December 2022 and offences against employees down 38% since January 2023.
• “Customer satisfaction with personal safety has risen from 57% to 64% between 2023 and 2025, with a goal of 80% by 2028.
• “Customer complaints related to safety have dropped by 56% since January 2023, returning to pre-pandemic levels.
• “Overall satisfaction with the TTC climbed from 72% in July 2025 to 75% in August 2025, aiming for 85% by 2028.
• “Use of the SafeTTC app has grown by 9% since July 2025.”

TTC also reported that has:

• More than 32,000 cameras that now monitor the TTC system.
• Provided de-escalation training to frontline employees and improved employee support systems.
• Established a program with auxiliary police to conduct community safety events in partnership with Toronto Police Service20 Community Safety Ambassadors who engage with vulnerable individuals and those with complex needs.
• Initiated the Toronto Community Crisis Service pilot to support people experiencing mental health crises.
• Expanded partnerships with Streets to Homes and LOFT/M-DOT to support persons experiencing homelessness and mental health challenges, providing 24/7 support.
• Made available Naloxone at all stations and facilities to address the drug toxicity crisis.
• Implemented a program to improve cleanliness and state-of-good-repair at six stations.
• Extended bus operator barriers to prevent operator assaults.
• Instituted a public-facing dashboard that tracks key safety metrics and guides resource deployment.

“Whenever you need help on our transit system, help is here for you,” said Mayor Chow, who announced the plan alongside the TTC Special Constables, Provincial Offenses Officers, and many of the 160 additional, high-visibility TTC station employees made possible by a $31 million investment in the 2025 budget. “Our investment in resources and our unwavering focus on safety are making a real difference for riders and employees. We are committed to ensuring every Torontonian feels secure on our transit network, every day.”

“By listening to our community and acting on feedback, we’re building a transit system that puts people first,” TTC Chair Jamaal Myers added. “The downward trend in offenses and the increase in safety resources are a testament to our proactive approach to TTC safety. Our partnerships and investments are delivering results.”

“The Community Safety, Security, and Well-being Plan is our commitment to customers and employees that safety and security is our cornerstone,” said Mandeep S. Lali, who became TTC CEO in July. “We’ve expanded high-visibility teams, improved incident response, and strengthened social supports. The data show our approach is working, and we will continue until every customer feels safe, every trip.”

WMATA

Metro is honoring veterans for this Veterans Day with patriotic wraps for trains, buses, and MetroAccess vans. We thank our region's veterans for their service including nearly 25% of our workforce. On Tues 11/11 we'll run a Saturday service. : https://t.co/SxaZI7D5VP pic.twitter.com/E4D6XIjSbS

— Metro Forward (@wmata) November 6, 2025

This Veterans Day, WMATA is honoring the men and women who have served the United States with a special patriotic train, bus, and MetroAccess vehicle that will serve customers across Washington, D.C.; Maryland; and Virginia. With a network of six rail lines, 98 stations, 125 bus routes, and paratransit service, WMATA is the second busiest transit system in the country, and nearly 25% of its workforce has served in the military.

“In recognition of their service and the contributions of all veterans in our community, Metro [WMATA] will feature red, white, and blue stars and stripes vehicle wraps until the end of November,” the agency reported Nov. 6. The vehicles can be found on WMATA’s live tracker at wmata.com/live by clicking on “Special Edition.”

In related news, WMATA in August announced that the public selected Option 3 for the exterior design of its 256 8000-series rapid transit cars from Hitachi Rail, which will start arriving in 2027. The public was able to vote for one of three design options. Similarly, Metropolitan Atlanta Rapid Transit Authority in 2021 asked the public to weigh in on the exterior graphic design for its 254 new Stadler railcars. The winner was revealed in 2022.

Further Reading:

• Report: DC Rail Extension Eyed for New Commanders Stadium Project
• WMATA Delivers $120MM Savings, Record Ridership in FY2025
• WMATA Garners Top APTA Award

TriMet (TriMet Photograph)

Kroll Bond Rating Agency (KBRA) recently gave TriMet’s payroll tax revenue bonds a AAA rating, according to the transit agency, which provides MAX light rail, WES commuter rail, bus, and LIFT paratransit services across 533 square miles of Oregon’s three most populous counties of Multnomah, Washington and Clackamas. “KBRA’s outlook for the bonds is stable, showing confidence that TriMet will continue to meet the highest standards for our ability to repay these bonds,” TriMet reported Nov. 6.

The AAA rating means that TriMet’s payroll tax bonds are “the highest possible quality investment and the lowest credit risk, while the stable outlook affirms that they are expected to remain that way,” TriMet said.

KBRA previously gave its AAA rating to TriMet’s payroll tax bonds in 2024. According to TriMet, Moody’s earlier this year awarded the bonds its top rating of Aaa with a stable outlook, and Standard & Poor’s has also given these bonds a AAA rating.

“Bond rating agencies apply tests to determine how likely it is that a public agency will be able to repay its bonds—all of which TriMet has passed, as the AAA rating shows,” TriMet said. “Additionally, KBRA describes the payroll tax that supports TriMet operations as ‘an exceptionally reliable revenue source.’”

TriMet relies on payroll taxes to provide transit service; it sells bonds to borrow against the payroll tax revenue the agency expects to take in. These bonds help pay for infrastructure improvements and capital projects.

“Thanks to the top-notch bond ratings we’ve received for our payroll tax bonds, we pay less in interest on those bonds,” TriMet said. “That helps to bring down the cost of improvement projects that allow TriMet to better serve our riders. As part of our strategic planning effort, TriMet is making deliberate service and budget reductions to ensure payroll tax resources will be available to pay our debt obligations for many years to come.”

Further Reading:

• TriMet Announces Service Cuts to Address Budget Shortfall
• WES: Commuter Rail Skirting Its Principal City
• TriMet Board Adopts $1.96B FY2026 Budget

WVU (Courtesy of WVU)

WWU’s Personal Rapid Transit system, or PRT, is marking 50 years of transporting students, faculty and staff, and visitors across the Morgantown Campus, according to the University, which is celebrating the milestone with a series of special events Nov. 3-8.

Initially funded by the U.S. Department of Transportation with design and construction from Boeing, the PRT was an experimental project and the first large-scale automated guideway transit system in the United States, according to WVU. The 67 rubber-tired, electrically powered vehicles are built on a Dodge truck chassis. Cars travel at speeds of up to 33 mph on 8.7 miles of dedicated guideway between five stations: Walnut, Beechurst, Engineering, Towers, and Health Sciences. The trip from end to end covers four miles in 11.5 minutes.

The PRT has helped reduce traffic congestion in Morgantown by providing more than 100 million passenger trips, according to WVU. On average, 12,000 riders take the PRT each day, and the PRT’s reliability rate is said to be regularly above 98% thanks to a dedicated staff of more than 30 managers, central control operators and maintenance workers.

“The PRT is a quintessential and critical part of our campus community—a recognizable, bedrock piece of infrastructure that also stands as an ongoing example of the ingenuity that defines Mountaineers,” WVU President Michael T. Benson said in the PRT anniversary announcement on Oct. 27. “For generations, students, faculty and staff, and visitors have made their way to class, to sporting events, or to meet friends in the original PRT cars that run between the Downtown, Evansdale, and Health Sciences areas of campus along with downtown Morgantown as moving pieces of history.”

“There is no other system like this,” WVU Transportation Director Jeremy Evans said. “When the PRT was built, the design life on it was estimated at 10 years. It’s really a testament to the people who work at the PRT—especially our maintenance staff—who have kept it running for these 50 years. Our on-demand service is really what sets us apart. You can get on any PRT vehicle, pick the destination you want to go to, and we’ll take you directly there and bypass all the other stations. There are other similar systems, but you have to stop at every station, so we’re much more efficient and really the only ones that do it this way. We take great pride in how well the PRT runs to serve our students which is very important to everyone here.”

Evans predicts the PRT will continue to evolve, tapping into new technologies. “Possibilities include going to battery-powered vehicles that could someday allow us to take the PRT vehicle off the guideway and out into a dedicated lane somewhere and other places across campus and in town,” he said. “Five decades later, the PRT experiment continues in really exciting, forward-thinking ways.”

WVU will be holding the following events to celebrate the PRT’s anniversary:

• As part of Mountaineer Week and the PRT’s anniversary celebrations, behind-the-scenes tours of PRT Central will be offered Nov. 6-7. Each tour will give participants a look at the operations and technology that keep the transportation system running. Participants will meet at the Beechurst Station, where a PRT team member will gather the tour group to travel to PRT Central. Tours will last approximately 90 minutes and are limited to 20 people per group. Tours are open to members of the University community and the public, but space is limited. Find tour registration information here.
• The West Virginia and Regional History Center, located at the Downtown Library, will host a historical PRT display in the Atrium during regular business hours from Nov. 3 through the end of the year.
• The WVU Bookstore is hosting a special anniversary activation on Nov. 6 and Nov. 7, which will include a walk-through photo history of the PRT and a retro-inspired PRT collection available for purchase. WVU Bookstore hours are 8 a.m. to 4:30 p.m.

Additional WVU Resources:

• Watch “A Ride of the Future,” produced for WVU by Ellis Dungan in 1977.
• Meet the WVU PRT supervisor who keeps campus moving.
• Learn about the WVU alum whose senior capstone project inspired the development of the PRT lab.
• Read about the living legacy of the WVU PRT.

The post Transit Briefs: TTC, WMATA, TriMet, WVU appeared first on Railway Age.

Two battery-electric locomotives (BELs) from Progress Rail’s Brazilian plant are bound for Fortescue’s mining operations in the Pilbara region of Australia.

(Courtesy of Fortescue)

The EMD® Joule series units are due for arrival in December, Fortescue reported late last month via social media. The Western Australia-based technology, energy and metals company placed the order with Progress Rail, a Caterpillar Company, in 2022.

(Courtesy of Fortescue)

“Each [BEL] carries an impressive 14.5 MWh of energy, making them the largest battery-powered mobile assets in the world,” Fortescue said in its posts. “We’ve collaborated with Progress Rail to design a scalable, zero-emission rail solution that provides a pathway for heavy industry to decarbonise today, not tomorrow.” The units, it noted, will be “ready to hit the tracks and start cutting emissions from day one.”

(Courtesy of Fortescue)

Fortescue praised its “Rail Decarb team for bringing this vision to life and preparing the locomotives for their journey to Australia. A true example of what partnership and collaboration can achieve together.”

(Courtesy of Fortescue)

“We are excited to support Fortescue with our shared passion for safety and innovation,” Progress Rail commented in a social-media repost of Fortescue’s delivery announcement. “At Progress Rail, we’re proud to deliver advanced rail solutions, expand global partnerships, and invest in sustainable technologies that move the world forward.”

Separately, Anacostia Rail Holding’s Pacific Harbor Line is acquiring five zero-emission locomotives, building upon a successful first year of operations with its zero-emission Progress Rail EMD® Joule SD40JR BEL at the ports of Los Angeles and Long Beach.

Further Reading:

• Looking Beyond Diesel
• Engines of Change
• Could BE Technology Reinvigorate the Locomotive Market?
• Battery Locomotives: Debate Continues
• Progress Rail to Expand in KC
• Wabtec, Roy Hill Unveil Second-Gen FLXdrive 

The post Fortescue to Take Delivery of Progress Rail BELs appeared first on Railway Age.

At its 2025 Summit, held in Washington D.C., the Commuter Rail Coalition (CRC) honored rail transit veteran Kay O’Neil as a Champion of Commuter Rail. O’Neil, who serves as Chief of Network Strategy and Partnering at Keolis Commuter Services, the MBTA’s (Massachusetts Bay Transportation Authority) operations and maintenance contractor, received the Doty Award, named for Robert Doty, “who empowered a generation of rail leaders by building teams that were diverse by intention and nurtured individual strengths.”

“Kay entered the traditionally male-dominated transportation industry in the 1970s with the determination and vision that she could contribute to transformative change,” CRC noted. “Her journey began with significant roles at the Boston & Maine Railroad and the MBTA, where she quickly earned a reputation for her innovative thinking and technical expertise. Kay later founded KKO and Associates, a consulting firm specializing in transportation systems analysis, information systems and management consulting. Through her leadership, KKO provided critical software solutions and planning analyses to commuter rail systems across the globe, contributing to projects in major U.S. cities like Boston, New York, Miam, and Chicago, as well as internationally in countries such as Poland, Argentina, Macedonia, and South Africa.

“One of Kay’s most notable achievements at KKO was the development of the Train Resource Management System (TRMS), a cutting-edge software system to collect and correlate disparate data on rollingstock, crews, infrastructure and reliability to provide an integrated database of train performance information.

“Leading up to 2003 and again in 2014, the MBTA sought Kay’s expertise for the creation and negotiation of the largest contract ever between the State of Massachusetts and a private company. In 2015, Keolis invited Kay to join their organization where she continues to make significant contributions to Massachusetts’ passenger railroad. As Chief of Network Strategy and Partnering, she collaborates closely with the MBTA to plan and execute long-term capital investment strategies that align with the commuter rail’s future vision. Under her leadership, Keolis has enhanced service reliability, operational efficiency, and the passenger experience for more than 100,000 daily commuters across more than 150 communities. Kay has played a critical role in advancing public transportation both in Boston and around the world.”

“I’m honored to receive this award,” said O’Neil. “Transportation has been my passion and my career, and I’m proud of the work I’ve done to improve Boston’s commuter rail system and railroads around the world. I’d like to thank my colleagues and the Commuter Rail Coalition for this special recognition.”

“Kay’s career has been defined by her dedication to improving the commuter rail system serving Greater Boston and beyond,” said Keolis Commuter Services CEO and General Manager John Killeen. “Her strategic vision, collaborative spirit, and unmatched expertise have garnered the respect of her colleagues, partners, and industry peers alike. I can’t think of a better candidate to be honored as a Champion of Commuter Rail.”

Keolis Commuter Services has operated and maintained the MBTA commuter rail system, the sixth largest in North America, for more than ten years. Keolis Commuter Services is a subsidiary of Keolis North America (KNA), both headquartered in Boston, and employs approximately 2,500 people throughout the region. Both companies are part of Keolis Group, a global provider of transit services with operations in 13 countries.

MBTA-HSP46. William C. Vantuono photo.

The post CRC 2025 Champion of Commuter Rail: Kay O’Neil appeared first on Railway Age.