Prototype News

Headquartered in Chicago, 80-year-old Lochner “will drive Egis’ expansion in the U.S. market, leveraging its expertise in aviation, surface transportation, and water infrastructure,” according to a press release. Lochner joins forces with Egis’ award-winning U.S. team, operating from 19 offices in 13 states. The combined firm “will steward organic and acquisitive growth across key sectors, including the transportation, water, energy, and environmental markets.”

With a workforce of more than 1,100 professionals spanning 54 offices, Lochner will combine with Egis’ 265+ U.S.-based engineers, project managers, and architects to provide a full range of consulting and technical services, encompassing every aspect of mobility and the built environment. Since 1945, Egis in the U.S. “has developed a tradition of engineering excellence, enhancing communities across the nation,” the company noted.

Terry Ruhl, CEO, Lochner (CNW Group/Egis)

“The Lochner merger is a major milestone in meeting Egis’ goal of expanding our footprint in the U.S.,” said Egis CEO Laurent Germain. “Lochner’s proven leadership, trusted brand, and growth trajectory make it the ideal partner to accelerate our geographic strategy. Together, we will deliver deeper technical expertise, broader service offerings, and greater value to our clients and communities.”

Alaa AbuSiam, CEO, Egis Americas Region (CNW Group/Egis)

“We’re excited to join Laurent and the Egis team in the U.S., drawing on the company’s global leadership in aviation, highways and bridges, transit and rail, ports and maritime, and tunnel infrastructure, as well as water, energy, environmental, urban development, vertical facilities, operations and maintenance, and concessionaire services,” said Lochner CEO Terry Ruhl. “As the U.S. base for Egis, we’re focused on scaling our impact, expanding opportunities for our team, and delivering high-quality projects and programs for our clients.”

“This merger expands our presence in the U.S. and strengthens our ability to support clients locally with global expertise,” added Egis American Region CEO Alaa AbuSiam. “The U.S. is a priority country for the Group, and the move will accelerate our development. The merger builds additional capabilities and gives Egis nationwide ability. We are investing here for the long term.”

The post Lochner, Egis Merge to Expand U.S. Presence appeared first on Railway Age.

According to PennDOT, Pennsylvania ranks first in the country in the number of operating railroads, with 65, and ranks near the top in total track mileage, with more than 5,600 miles. In the 2024 grant period, PennDOT awarded $55 million for 30 rail freight projects, “creating or sustaining 344 jobs across Pennsylvania.”

PennDOT manages two grant programs: RTAP, a capital budget grant program funded with bonds; and RFAP, which is funded through the Multimodal Fund created by Act 89 of 2013. Both programs, PennDOT says, “provide financial assistance for investment in rail freight infrastructure, with the intent of preserving essential rail freight service and stimulating economic growth through new or expanded rail freight service.”

“Pennsylvania’s rail freight network keeps goods moving and supports the economy, making it a critical piece of our transportation infrastructure,” said PennDOT Secretary Mike Carroll. “These investments are another example of the Shapiro Administration’s commitment to bolstering the business community and enhancing rail-line safety.”

Applications are available here, now through 4 PM on Friday, Aug. 29, 2025.

The post PennDOT: 2025 Rail Freight Grant Application Period Now Open appeared first on Railway Age.

FINANCIAL EDGE, RAILWAY AGE AUGUST 2025 ISSUE: Statistics indicate that married couples are better savers and do better financially than single people. It’s not over most married couples’ natural propensity to nest vs. the go-go life of a swinging single. Two people sharing one set of common expenses is more cost-effective and efficient than a single household. According to The Wall Street Journal, the median net worth of married couples between the ages of 25 and 34 is nine times that of similarly aged single households. That frees up more capital for fun (vacations and nice cars) and savings and therefore leads to the perception of a better quality of life. This is not true just for people, but for corporations as well.

The announcement that Union Pacific intends to acquire Norfolk Southern wasn’t the most surprising news wire in 2025. (That might be that the museum commemorating the great Johnstown, Pa., floods was closed due to … wait for it … flooding.) The buzz surrounding a possible transcontinental railroad merger was quite intense. UP’s initial announcement that it was in “advanced discussions” with NS could have been a product of confirmation bias, but more likely it was a response to a Presidential Administration that seems friendly to some kinds of business. 

Jason Seidl, Wall Street Contributing Editor for Railway Age, noted that UP was reading the politics in the room and that this overture felt serious. Seidl said that UP was expecting the fifth STB board member to support a merger and that the railroad hired an investment bank to assist in the evaluation. He was correct! As long-time Financial Edge columnist Tony Kruglinski often said, “If they’re spending money, then I know they’re serious.”

It had become difficult to pick up any state of the rails summary that didn’t discuss the possibility of a transcontinental merger. Some were surprised by the target of NS over CSX, but that was just noise. The real news is that if the six Class I’s become five, how long will it be before there are four or even three?

In a similar yet completely different vein, in mid-June, GATX announced an acquisition of Wells Fargo Rail in conjunction with Brookfield Asset Management. Over a period of ten years, GATX will have the option to acquire almost 100% of the Wells Fargo Rail fleet. This will make GATX the largest operating lessor of railcars and locomotives in North America and give them control/ownership of 23% of the operating lessor-owned railcar fleet. 

Railcar operating lessor consolidation has been on a low simmer over the past decade. Some of the impetus has been a private equity infusion (directly or indirectly) into the railcar market; some has been the recognition that railcar prices (and rental rates for leasing cars) hadn’t exactly kept up with inflation. 

After this transaction, there will be five railcar operating lessors with more than 100,000 cars, a couple with fewer than 100,000 and more than 20,000, and a larger group with 20,000 or fewer. 

Here’s the point: North American rail is an incredibly mature industry that runs fluidly (more or less) over a continent. The industry frets and frets and frets again and again over growth. Mergers and acquisitions at lofty levels between some of the largest companies in a segment is about expense consolidation and reduction, efficiency and of doing more with less. It is rarely about increased prospects for organic growth. 

Some people can convince (or con) themselves that a transcontinental railroad will provide better service. A railroad that can move intermodal across the country and avoid the Chicago interchange can be better at moving that freight. Ask most shippers what generally offers them better service and most would say having two railroads compete for the same business. Mergers promise improvements. North American rail hasn’t always delivered on those promises.

Mergers at these levels seem almost defensive as well as opportunistic. Like a married couple, the sum of two may deliver better financial reports together than separately. 

Key differences between the mergers exist: A new railroad is not going to appear anytime soon. Generally, the existing track is all the track there is going to be. Railcar leasing is different than running a railroad. Even if the industry only intends to produce about 30,000 railcars in 2025, new railcars are easier to manufacture than new lines of track. Lessor consolidation at these levels can allow new entrants into the market that could steal market share from larger companies. 

Both deals amplify the ubiquitous concerns about growth that have been and will continue to dominate the rail industry news cycle..

Got questions? Set them free at dnahass@railfin.com. 

The post Organic Growth or Doing More With Less? appeared first on Railway Age.

VHB During a companywide livestream on July 29 Mike Carragher (left) introduced Bill Ashworth as VHB’s next President and CEO. (Photograph Courtesy of VHB)

VHB Chief Operating Officer Bill Ashworth has been selected as the firm’s next President and CEO, succeeding Mike Carragher, who will continue in the position for the remainder of 2025 to help execute a transition plan. Ashworth will officially take on his role as President in January 2026, working closely with Carragher until his full transition into the President and CEO role in July 2026, according to VHB, which partners with clients in the transportation, real estate, institutional, and energy industries, as well as federal, state, and local governments. Carragher will continue to serve as the firm’s Chair for the next several years.

“Bill has been making a positive impact at VHB since joining the firm early in his career as a traffic engineer 29 years ago in our Providence office,” VHB reported Aug. 4. “His career progression is a reflection of his commitment and leadership.” He advanced through various roles within VHB’s Rhode Island office, including Transportation Director, before being named Managing Director. He then served as the New England Regional Manager before being appointed as Chief Operating Officer in 2017.

“I’ve been so fortunate to have been given opportunities to grow my career at VHB alongside incredible colleagues over the past 29 years,” Ashworth said. “I truly love this company, and I care deeply about our people, our purpose, and our future. It’s an honor and a privilege to have the opportunity to lead our generational company.”

“During the interview process for the President and CEO role, Bill outlined a very compelling, future-focused vivid description for achieving VHB’s vision and success, demonstrating his deep and thoughtful consideration of the rapid pace of change and looking out longer-term,” Mike Carragher said.

VHB has more than 30 offices on the East Coast, spanning Connecticut; Washington, D.C.; Virginia; Georgia; Florida; Maine; Maryland; Massachusetts; New Hampshire; New Jersey; New York; North Carolina; Vermont; and Rhode Island.

Further Reading:

• VHB Launches Energy Consultancy Division
• HB Opens Larger Newark, N.J., Office
• VHB: NYC Office Experiences ‘Unprecedented Growth’

LX Pantos (Photograph Courtesy of LX Pantos)

David Bang has been named CEO, Americas for Seoul, South Korea-based LX Pantos, a global logistics company with end-to-end supply chain solutions, including freight forwarding, contract logistics, intermodal transportation, rail services and e-commerce logistics. With more than 30 years of logistics experience, Bang will lead approximately 2,000 employees across key markets in North and South America.

Before joining LX Pantos, which is a part of LX Group—a South Korean conglomerate with more than $16.8 billion in annual revenue that emerged from a spin-off of LG Group in 2021—Bang served as Global Chief Commercial Officer at JAS Worldwide, where he is said to have transformed its commercial footprint into a globally recognized logistics provider, particularly in the key industries such as automotive, aerospace and defense, pharma and healthcare, energy solutions, and technology. He also spent more than 20 years at DHL as a co-founder and CEO of a joint venture between DHL and Lufthansa Cargo for bio-pharma temperature controlled international logistics.

“We expect David Bang to elevate our business in the Americas—a strategic region for LX Pantos—to the next level, based on his abundant experience and network in the global market,” LX Pantos CEO Lee Yong-ho said.

The post People News: VHB, LX Pantos appeared first on Railway Age.

ASLRRA PERSPECTIVE, RAILWAY AGE AGE AUGUST 2025 ISSUE: Every new Administration begins its tenure with a wave of activity. This time around, POTUS 47’s “unique” style combined with a change of party control in Congress has turned that expected wave into a tsunami. I am pleased to say that short line railroads have met the moment in an admirable fashion and on many fronts.

Since January, short lines have presented oral testimony at three Congressional Hearings—Pinsly Railroad General Counsel and ASLRRA Executive Committee member Kristin Bevil before the House T&I Committee on ways to improve the CRISI grant process, Anacostia Rail CEO Peter Gilbertson before the Senate Commerce Committee on modernizing the rail network, and yours truly before the House T&I on the need for continuing federal infrastructure investment and short line priorities in surface transportation reauthorization.

Immediately after the new Session of Congress began, short lines started soliciting Congressional signatures on letters to the House and Senate Appropriations Committees urging full funding for the CRISI grant program. In short order they secured signatures from 62 House Members and 31 Senators. Although the FY2026 appropriations process is yet to be finished, the House Appropriations Committee has advanced its version of the bill that includes $538.4 million for CRISI, up significantly from the $100 million enacted in FY2025. This funding is in addition to the $1 billion in advance CRISI appropriations approved by the previous Congress.

In May, ASLRRA hosted one of the best attended Railroad Day on Capitol Hill events ever, with 305 Congressional meetings held by 327 well-prepared and engaged attendees from across the country. One of the primary missions was to secure co-sponsors for the short line 45G rail rehabilitation tax credit modernization bills. 

In addition, short lines have participated in a half dozen state specific fly-ins to build our 45G co-sponsor list. These combined efforts have resulted in more than 400 short line representatives holding more than 500 Congressional meetings in the first six months of the year. This work has now yielded 96 co-sponsors for the House bill (H.R.516) and 13 co-sponsors for the Senate bill (S.1532). 

While this is more co-sponsors than the vast majority of bills introduced in the new Congress (we’re in the 97th percentile already), we know from past experience that our success in enacting 45G legislation depends on our ability to secure a majority of the 435 House and 100 Senate Members. There is a long road ahead on that front, and 99th percentile is more fun than 97th percentile anyway.

With the able assistance of an active ASLRRA Surface Transportation Board (STB) Working Group, ASLRRA General Counsel Sarah Yurasko has spearheaded an effort to secure STB process and policy changes that will benefit the short line industry. The effort piggybacks on STB Chairman Fuchs’s policy review initiative, which is seeking to streamline agency procedures, improve collaboration and transparency, and ensure a more efficient and effective regulatory environment. We are seeking three changes that will save short lines time and money and level the playing field with our modal competitors. 

First, short line railroads spend valuable time and resources asserting federal preemption in state and federal courts in matters where there is clearly preemption. We are asking the STB to provide more aggressive and anticipatory leadership in helping educate states, localities, federal entities, and courts about the extent of ICC Termination Act (ICCTA) preemption. 

The STB took on the task effectively in commenting on CARB’s Section 209(E) Authorization Request for its In-Use Locomotive Regulation. This type of proactive work is crucial in protecting short lines’ ability to compete with trucks for business.

Second, short lines need an accelerated process for the formal recognition of common carrier status. Because there is no established process, other than through a lengthy STB declaratory order proceeding, for new carriers to provide local government agencies or the courts proof of that status, short lines are often forced to spend significant amounts of time and money on legal proceedings predicated on third parties and/or local government challenging the carrier’s STB-regulated common carrier status.

Third, in 2006 the STB made a regulatory change that unnecessarily lengthened the period for class exemption procedures from seven days to 30 days. Delays cost money and kill deals and are a regulatory invitation for competitive modes of transportation not so regulated to fill the transportation void and grab competitive business.

A real tsunami will change the landscape it hits in an instant and there is little anyone can do about that. Today’s political tsunami has indeed changed the landscape in an instant, but short lines have proven there is much we can do to respond. 

I am deeply appreciative of the thousands of hours that short line representatives have spent meeting with and educating Members of Congress and transportation agency decision-makers on the issues that are so important to short line success. What progress we have made in the past six months is a direct result of that time and effort. I cannot stress enough how important it is that short lines continue that work. 

The post We Must Continue to ‘Meet the Moment’ appeared first on Railway Age.

UP The 100th rebuilt tamper has placards commemorating the accomplishment. (UP Photograph)

The UP Equipment Shop team in Denver, Colo., recently rebuilt its 100th tamper, a Harsco unit. The milestone was a decade in the making, reflecting an “employee-led commitment to safety and extending the life of critical equipment—all while delivering reliable service for customers,” the railroad reported Aug. 4.

The journey began in 2015, when UP launched its automatic tamper switch rebuild program. That first year, the Denver team rebuilt two tampers. By 2017, they reached 12 annually, a pace they have maintained ever since, according to the railroad.

In December 2023, UP reported rebuilding the first of 32 continuous action tamper machines. Work on the 09-16 Dynacat from Plasser American included a redesigned cab to improve ease of access, as well as visibility and air flow; relocation of valves, hoses, manifolds, electrical panels, and pumps for easier maintenance access; and replacement of the manually operated extension bar with a hydraulic telescoping boom for greater maneuverability.

“Our front-line team’s craftsmanship and dedication to quality drive our success,” UP Senior Manager-Maintenance-of-Way Shop, Engineering Casey Prewitt said. “They’ve streamlined everything from training to parts storage, helping maximize the value of every resource. I’m proud of the team. Safety is our foundation—we have a culture of doing things the right way the first time. That goes for workmanship, too. The data shows the equipment we rebuild is equal to or better than new machines.”

“No project is too big for this team,” added Russ Rohlfs, Vice President, Engineering at UP.

According to the railroad, the team is working on its second CAT tamper rebuild, and starting next year, will begin work on ballast regulators.

Further Reading:

• STB Receives Notice of Intent for Proposed UP-NS Merger
• Union Pacific + Norfolk Southern: It’s Official
• Amtrak, Union Pacific Settle Sunset Limited Dispute

CSX

Congrats to the CSX Southeast Region Communications & Signals team for achieving 4 years without a reportable injury under FRA guidelines! Their commitment to #safety and mitigating hazards exemplifies the #SafeCSX culture we’re building every day. #ONECSX pic.twitter.com/Ow14KhppRT

— CSX (@CSX) August 1, 2025

CSX on Aug. 1 honored its Southeast Region Communications & Signals team via social media for achieving four years without a reportable injury under Federal Railroad Administration guidelines.

“Four years injury-free as a region, the amount of bonds that have been put on, the amount of miles of track that have been walked, [it is] just a huge accomplishment that doesn’t happen without your commitment, your team’s commitment,” CSX Assistant Regional Engineer Scott Coster said in a special video the Jacksonville, Fla.-based railroad released (watch above). All the Communications & Signals managers from across the Southeast met at Bennett Yard in Charleston, S.C., to mark the occasion, and the video covered job safety briefings and a 90-day/quarterly switch test and inspection.

Today, government officials, @FSCJ_Official reps, & CSX leaders broke ground on a state-of-the-art hazmat training facility. This marks a big step in preparing #FirstResponders for rail-related incidents & reaffirms CSX's commitment to community #safety. pic.twitter.com/ZLEXqbhkxF

— CSX (@CSX) August 4, 2025

Meanwhile, CSX has teamed with Florida State College at Jacksonville to construct a hazmat training facility located at FSCJ’s Fire Academy of the South. The partners on Aug. 4 held a groundbreaking ceremony (see video above) and are planning to launch the facility in early 2026.

The center will train first responders, emergency managers, and industry professionals to handle rail-related hazmat incidents through live exercises and classroom instruction, according to the railroad. Students will gain hands-on experience with containment, response, and coordination using general and pressure service tank cars, highway cargo tank trucks, simulators, a locomotive, and an augmented reality scenario program. 

(Logo Courtesy of CSX)

“This facility will be an invaluable resource for training first responders to handle hazardous materials incidents effectively,” said Joe Hinrichs, CSX President and CEO and Railway Age’s 2025 Railroader of the Year. “Our partnership with FSCJ reflects our broader commitment to delivering safe and reliable operations while creating value and opportunity in the communities in which we live and work.”

“FSCJ is proud to strengthen our ongoing partnership with CSX through the development of this state-of-the-art facility dedicated to railroad emergency response training,” added John Avendano, Ph.D., President of the College, which serves more than 45,000 students and awards nearly 4,000 degrees and certificates each year. “A recognized leader in the training of first responders, FSCJ is dedicated to supporting critical needs for advanced emergency management education, which we know contributes to our region’s vitality.”

Further Reading:

• CSX: ‘We Continue to Stay Focused’
• CSX Earns Toyota’s Rail Quality Award
• CSX Introduces Mobile Collision Safety System

The post Class I Briefs: UP, CSX appeared first on Railway Age.

RAILWAY AGE AUGUST 2025 ISSUE: For 115 years after Railway Age began publishing in 1856, passenger trains were operated by private-sector railroads. That changed in 1971, when Amtrak was formed to keep a small number of trains going, while most were discontinued; a change that represented financial relief for hard-pressed railroads. During the 1970s and 80s, the railroads were able to turn their local passenger operations over to public-sector transit authorities, who kept them going, mostly in the nation’s largest cities. The last private sector passenger train, except for tourist railroads, was operated by the Denver & Rio Grande as the Rio Grande Zephyr between Denver and Salt Lake City on a tri-weekly schedule until 1983. Then it became part of today’s Callifornia Zephyr route in Amtrak’s long-distance network.

Today there is talk of private-sector passenger trains once again. Two potential operators want to run overnight business-oriented trains, including luxury features. RAILnet-21 proposes an investor-owned Infrastructure Management Organization (IMO) that would manage Amtrak’s mileage on the Northeast Corridor (NEC) and elsewhere, while AmeriStarRail (ASR) has proposed operating more trains on the NEC and its branches than Amtrak runs today, and with some additional routes. We recently reported on ASR’s plan for the Transcontinental Chief, which would run between New York and Washington, DC in the East and Los Angeles in the West, including on the historic Santa Fe route where Amtrak’s Southwest Chief runs today. Still, these are all proposals, rather than trains running.

It Started in Florida

There is one significant private-sector passenger operation in the United States today. It’s Brightline, which runs between Miami and Orlando Airport, with intermediate stops that include Fort Lauderdale and West Palm Beach. It began as All Aboard Florida (AAF) in 2012, became Brightline in 2015, and began operating on the southern part of the Florida East Coast Railroad (FEC) in 2018. For more than five years, Brightline operated a unique three-stop service between downtown Miami and West Palm Beach, with its only intermediate stop in downtown Fort Lauderdale. It was new-looking, novel, and faster than the more-traditional local service offered on Tri-Rail, mostly located several miles inland.

On Sept. 22, 2023, Brightline began serving Orlando International Airport (code MCO), a northward extension that had been in the works for years. The journey from AAF to MCO (or OIA, as some people like to call it) has not been a smooth one, but it has attracted a lot of attention, including reports in the local Florida papers and other media, national news outlets, and publications such as Railway Age. Brightline’s path toward Orlando has had more twists and turns than the actual railroad.

AAF was started in 2012 by Florida East Coast Industries, a real estate arm of Fortress Investment Group. In that sense, the railroad’s founders emulated the FEC’s founder, real estate developer Henry M. Flagler, who was active in the late 19th and early 20th centuries. The upgrades to the FEC for Brightline service were financed by an RRIF (Railroad Rehabilitation and Improvement Financing) loan and private activity bond sales. An Oct. 8, 2014 article in the Palm Beach Post called the financing deal an “All Aboard Florida Shocker.”

Construction started in 2014 and the first service, between Fort Lauderdale and West Palm Beach, began in 2018. It was extended to downtown Miami later that year, to a station that today also hosts Tri-Rail’s “Miami Link,” but with separate entrances for each service. They run on different railroads and serve different customer bases, and Miami Central Station is the only point where they meet.

I have reported relatively often on Brightline since I came on board at Railway Age in 2018. The first major story I covered was Brightline’s flirtation with Richard Branson’s Virgin brand. The Brightline brand disappeared briefly, and Branson’s Virgin Group hailed the “Red Spike Era” for “Virgin Trains, USA,” but Brightline and Branson had a falling-out and the Brightline brand came back. Branson sued in London and won a judgment there, but the Brightline brand remains part of the American rail scene.

The original FEC service ran between Miami and Jacksonville, and served as the Florida segment of through-routed trains to and from places like New York and Chicago. The trains served such tourist meccas as St. Augustine and Daytona Beach in those days, as well as the areas now known as the Space Coast and the Treasure Coast. That operation ended when a multi-year strike began in 1963, and the FEC discontinued the last remnant of the old service in 1968. Communities like Stuart, Fort Pierce, Vero Beach, and Cocoa lost their trains and have not hosted a passenger train since. Affected counties, especially Indian River County (where Vero Beach is), sued Brightline over financial and safety issues, although some residents were aggrieved because they would not have the benefit of any trains stopping in their towns. Infill stations at Aventura and Boca Raton, on the part of the line where service began in 2018, opened for service in December 2022. There are also plans to build new infill stations at Stuart and Cocoa, which are north of West Palm Beach, and service is expected to start in 2028.

Brightline ceased operations for a time during the COVID-19 pandemic, but came back on November 8, 2021 after an absence of 19½ months. The next big news came on September 22, 2023, when trains ran to Orlando Airport for the first time. The FEC route between West Palm Beach and Cocoa was upgraded, and Brightline built new railroad along the Beachline Expressway between Cocoa and Orlando Airport; track rated for 125 mph. It’s not “high-speed rail” by international standards, but we call it “high-performance rail.” We covered these and other events through the years at Railway Age.

The trip takes 3:25 or 3:30 between Miami and Orlando Airport, and trains run roughly hourly for most of the service day. Train sets previously consisted of four cars: one “premium class” car with 2-1 seating, and three “smart class” (Brightline’s name for a conventional coach) with 2-2 seating. There is now an additional coach or two, with a 4000-HP Siemens Charger SCB-40 unit at each end. Brightline has ten such sets and ordered 30 more cars to lengthen them. Some of those cars are already in service.

High-Speed Rail Under Construction at Brightline West Brightline West photo

Meanwhile, as Brightline was developing its service in Florida, efforts were under way to serve Las Vegas, Nevada with passenger trains for the first time since 1997. The initiative began as DesertXpress in 2005 and later became XpressWest. The original plan was to run between Las Vegas and a point in the Victor Valley in Southern California. The nearest town of any size is Victorville, a stop on Amtrak’s Southwest Chief located about three hours’ running time east of Los Angeles. Fortress Investment Group acquired XpressWest in 2018 and rebranded the project as Brightline West in 2020.

Construction started in 2024, and most of the line will be built in the median of highway I-15. Plans call for a “Victor Valley” station in the town of Apple Valley and one at Hesperia, also in the Mojave Desert region. The line will be single track with passing sidings, which will require precise scheduling and operation, especially since the top speed is slated to be 200 mph (FRA Class 9 track), which meets the standard for true high-speed rail. Siemens will supply ten seven-car trainsets, and the line will be electrically operated. Current plans call for service to begin late in 2028, running 45-minute headways.

Plans also call for an extension to a “Southern California Station” (as the Brightline West website, www.brightlinewest.com, calls it) at Rancho Cucamonga. That location is currently served by the San Bernardino Line on Metrolink, which runs regional trains, mostly to and from Los Angeles. Brightline West says that the station “will be co-located with existing multi-modal transportation options, including Metrolink, for seamless connectivity to Downtown Los Angeles and other destinations through Los Angeles, Orange, San Bernardino, and Riverside Counties.” That’s where Metrolink goes.

The current Metrolink schedule would not provide connections for all Brightline West trains, but it will allow access to the Los Angeles catchment area, with its millions of people. With the recent expansion of rail transit in and near the city, Los Angeles has become a place where it is possible to live without an automobile, and some Angelinos are doing that. They are slated to have access to Las Vegas through Brightline West, even though it would be a two-seat ride, with a transfer at Rancho Cucamonga. There is also a proposal to build a second route that would allow riders to reach the Los Angeles area: the High Desert Corridor. It would run from The Victor Valley Station near Victorville, west to Palmdale on Metrolink’s Antelope Valley Line, which terminates further north at Lancaster. It would connect with Metrolink (schedule permitting) for a two-seat ride to or from the city. Palmdale is also a proposed stop on the currently embattled California High-Speed Rail (CAHSR), line if that line is completed.

According to Brightline West spokesperson Antonio Castelan, the Las Vegas station would be “right on Las Vegas Boulevard near Warm Springs Road – right next to the I-15. This is about ten minutes south of the Strip.” He added: “The train station will be set up as a mobility hub. Passengers will be able to connect with rideshare services, buses, and regional transit. We are making our passengers’ travel as convenient as possible.”

Brightline West Starts Building

Castalan told Railway Age construction is moving forward: “Brightline West has completed approximately 99% of its field investigations, including geotechnical borings, utility potholing, and environmental surveys along the I-15 corridor. Initial construction activities are underway in both California and Nevada, with the first heavy civil work expected to ramp up in late 2025.” He also said: “The route will span approximately 218 miles with trains operating predominantly within the I-15 median. Plans include wildlife crossings, grade separations, desert-adapted infrastructure, and a mix of single- and double-track sections designed to reduce environmental impact while maintaining high-speed performance.” He projected a travel time for that distance of 2 hours and 10 minutes, which would place the average speed at slightly more than 100 mph; within the range of what we call “high-performance” rail. Some segments will allow faster speeds, specifically the part along the median of I-15. According to Castalan, “The corridor supports maximum line speeds of 200 mph, with everyday operational caps near 186 mph, except where gradients or terrain necessitate lower speeds.”

While there was hope that the line could be open for service in time for the upcoming Olympics in Los Angeles in 2028, Brightline West managers no longer expect that. According to Castalan: “Recent bond documents and statements took time to finalize. Brightline West still anticipates completing construction by the end of 2028.”

On the Florida side, the big news came almost two years ago, when service began on the extension to Orlando Airport. Efforts are continuing to secure financing through bonds for capital construction on the Sunshine Corridor in the Orlando area, which Brightline and local operation SunRail plan to share, and a further extension to Tampa. WFLA in Tampa reported on July 18 that the proposed extension to that city is gaining community support.

Challenges Along the Way

Safety has become an issue lately, in light of an investigative report and podcast by the Miami Herald and local NPR station WLRN about accidents along the line, questionably titled Killer Train. In response, Brightline criticized the report in the Herald and defended its safety record, saying: “Safety is the top priority at Brightline. We have been a leader in the industry on safety initiatives related to education, enforcement, and engineering. As a result of our focus, including our significant investments in safety infrastructure, none of the incidents along the railroad have been the result of improper train handling by Brightline personnel or failure of our equipment or infrastructure. The incidents we have seen in Florida are the same ones facing other railroads around the nation.” Brightline also said: “We have an ongoing, cooperative and strong relationship with the Federal Railroad Administration and the Florida Department of Transportation and are fully compliant with all federal and state regulations.”

WLRN also reported on July 16 that Brightline’s ridership had dropped and so had its bond rating. Trains were lengthened recently to increase capacity, and departures that had been cut from the schedule returned in June. However, Chris Persaud reported in the Palm Beach Post on July 18 that South Florida ridership had grown for the first time in years. He reported that there were 84,000 passengers in the region in June 2025 compared to 150,000 in June 2023. He began his report: “For the first time in about two years, the private passenger train Brightline is gaining riders following its reintroduction of commuter passes for the tri-county area, but ridership in the region still lags far behind 2023 figures.” The least-expensive fare is $15 per ride on a 40-ride ticket. A comparable ticket charged $10 per ride until the program was killed last year. According to Persaud, Brightline brought in $16.9 million in June; up 11% from last year, and $105.9 million for the first half of 2025, up 12% from last year. He also reported: “Brightline lost about $549 million in 2024, in large part due to paying $218 million to refinance its debt of about $4.6 billion.”  

In the meantime, Brightline does not appear to be fazed by these challenges, as it continues its marketing and promotional efforts. The latest development is the opening of Central Fare, a new food hall located next to the Miami Central Station that Brightline shares with local railroad Tri-Rail. According to Brightline Communications Consultant Michael Hicks, the Miami Central Food Collective will feature twelve vendors, all of which are locally based.

An Advocate’s View

James Tilley is President of the Florida Coalition of Railroad Passengers (FRCP) and has also been a Railway Age contributor. This is his assessment of the future of Brightline: “Brightline has been a godsend. I no longer drive all the way to south Florida from Jacksonville but will drop the car in Orlando and take the train from there. Reasonably fast – especially between Orlando and Cocoa prior to operating over FEC. But, more importantly, incredibly reliable even with shared freight trackage.” Tilley looks forward to the planned Cocoa station and added: “There can be little doubt that the build out from Orlando to Tamp will be well patronized.” Regarding the financial side, he told Railway Age: “It is difficult to envision Brightline’s existence absent common ownership of both FEC and Brightline by Fortress. In its previous role as FEC’s owner Fortress was able to press forward with a major passenger project. Their financial wherewithal facilitated funding by bringing a credible reputation to the security markets” and “The FEC possessed a real estate portfolio that Fortress retains control over that has reaped the benefit of increased values due to the access to high quality rail service.” He also struck a cautionary note about Brightline’s finances: “However, as a standalone business, it is difficult to envision the future. The railroad is highly leveraged, and its debt service is heavy. Operating losses remain significant despite the growth of revenue and passenger count. While Brightline returns to the bond market for funds to build out the Tampa extension the ratings agencies have expressed concerns regarding the increasing load of debt Brightline now carries which will increase.”

East and West Sides of Brightline Plan Ahead

Both sides of Brightline have ambitious plans, especially Brightline West, which would become the first true high-speed rail line in the United States if things go as planned. Expansion plans for Brightline in Florida are more modest, with the next potential extension being the proposed Sunshine Corridor running west from Orlando Airport, which Brightline and local predominantly-commuter railroad SunRail would share. While still several years off, the Sunshine Corridor would help Brightline reach Tampa, a destination that was set to receive an FRA grant during the Obama Administration until Gov. Rick Scott rejected the money and it was redirected to projects elsewhere.

There has also been talk of extending some Brightline service north on the historic FEC main, all the way to Jacksonville. At this time, all we know is that Brightline has trackage rights, so such an extension could come. Until 1963, the FEC was the preferred route for many Florida vacationers as well as South Florida residents, for two reasons: it served the popular destinations that were developed by Henry M. Flagler for the FEC, and it was faster than the route that Amtrak currently uses, along with other routes on the historic Seaboard and Atlantic Coast Line Railroads. Both are now parts of CSX.

If Brightline ever runs as far as Jacksonville and manages to connect with trains from points north, rail travel to Florida will have come full circle and returned to its original popular route. It will be a case of either “Forward, into the Past” or “Back to the Future” of rail travel in the Sunshine State. In the meantime, and management hopes much sooner, Brightline West could be running genuine high-speed rail on at least a part of the route between Los Angeles and Las Vegas—even if it requires a two-seat ride to go all the way; at least until Brightline West can reach Los Angeles Union Station.

The post Brightline: Something Different on the Rails appeared first on Railway Age.

RAILWAY AGE AUGUST 2025 ISSUE: Artificial Intelligence is a controversial subject—though not for railroads when it comes to safety, if used properly. 

The North American freight rail industry needs multiple technologies informed by artificial intelligence and machine learning to counter and address the complex needs of the vast North American rail network, sources told Railway Age. The railroads are responsible for monitoring 1.6 million railcars and more than 26,000 locomotives traveling on 140,000 of railway track located in diverse terrain, and AI-informed technologies ranging from ultrasounds and electromagnetics, to drone-based inspection systems, optical-based systems and LIDAR, help to do just that.

“When we talk about the railroads—and this is true for applications in other fields, like in aerospace or pipeline or any industry—not everything can be inspected, mainly because there is a lot of variability in the equipment part,” said Anish Poudel, a Principal Investigator II with MxV Rail’s nondestructive evaluation team. Poudel is involved in testing AI-informed technologies at MxV Rail. And that’s why “we rely on multiple technologies to kind of overcome the limitations of one technology versus another. So there is always a benefit of using multiple technologies that will allow you to see things differently,” he said.

AI’s Evolution in Freight Rail

The use of AI and machine learning in the freight rail industry has been well under way for quite some time. For instance, among the Class I railroads, western carrier BNSF uses AI in conducting wheel inspections, tracking container inventory at intermodal yards and making switching operations more efficient. Union Pacific has developed a ChatGPT-like tool that can analyze data trends.

Indeed, while AI has become a buzzword in the past several years, the concept has existed in the freight rail industry for decades, according to Poudel. In the 1970s and 1980s, the rail industry, along with other industries, utilized a low-level AI application known as the “perceptron technique” to develop an artificial neural network. However, the model ultimately failed because people were “under the notion that AI would solve everything—you build one model, and then you apply a wide range of applications,” Poudel said. “It was kind of like a one-size-fits-all kind of thing. And it failed.”

Despite the failure, people continued to build algorithms for AI, including those for machine learning, a subset of AI where a computer is taught to learn patterns. The advent of the deep learning neural network in the early 2000s opened endless opportunities for AI, including what people know today as large-language models, according to Poudel. “The railroads have been using some level of pattern recognition algorithm tools for many, many years. These were very low-level machine learning algorithms. But now, I would say that yes, the railroads do use advanced analytics,” such as deep learning models to process images from inspection portals that take pictures of speeding railcars, Poudel said. Such train inspection portals are in use at eastern Class I’s CSX and Norfolk Southern.

These inspection portals are comprised of multi-camera systems and lighting systems that can take millions of images of railcars going at track speed, according to Poudel. These images are fed into the deep learning models and enable the railroads to get real-time information on the health of the railcar, he said. The benefit of using this kind of technology is that it can enhance mechanical inspections, which can otherwise take an hour to inspect both sides of a 120-car train. The images can also be taken in the middle of the night, or if it’s raining or snowing. 

Algorithms can also be developed to focus on searching for specific defects, such as broken wheels or defects on railcar springs. “You have an opportunity to do that inspection 24 hours a day, seven days a week, 365 days a year. So, in terms of productivity, I think using the machine vision systems, especially for looking into the rolling stock component, is a shift change,” Poudel said.

Indeed, one of the challenges in using AI now is the velocity and veracity at which data is coming out, according to Poudel. “This data is growing much, much faster than ever before,” and the data is imposing a lot of processing demands as a result, Poudel said.

One goal involving big data is whether it can be used to create real-time inspections, Poudel continued. Because so much data is being produced, “you have to rely on a machine to be able to assist you in terms of pinpointing where the problems are,” he said. This is why the human is still an important factor, because “you cannot just let the system go alone. You need to have the human in the loop there. There is a notion that, in different communities, the machine is going to take my job away, or something like that. It’s never going to happen. People are an important part of the equation.”

Poudel’s view of the human’s key role is also shared by Mika Majapuro, Vice President of Commercial Product management for Railinc. “Personally, I’m a big believer in humans and AI. It’s hard for me to see that AI would replace a ton of people in our field. You’re still going to need people who can look at the data and make critical decisions,” Majapuro said. “However, AI might support new employees in the freight rail industry by providing them with knowledge akin to that of an industry veteran. The big thing is, how can I make my new people perform like someone who’s been doing this for 20 years? And I think that’s where you’re going to see advances. And then, when there’s too much information, too much chaos, the tool can make some recommendations for you. It’s still up to the user to make critical decisions: What am I going to do with this prediction or with this recommendation?” 

AI and Machine Learning Practical Applications 

As Poudel mentioned, the freight rail industry has been using AI and machine learning for years. The products that are available now build more sophistication upon existing offerings.

Railinc has been working since 2018 on developing AI to improve the estimated time of arrival, according to Majapuro. Since Railinc’s initial offering of Advanced ETA, Railinc has produced at least three new updated editions. “We like to say that when we talk to shippers and ask them, what are your three top pain points? They say, ETA, ETA and ETA,” Majapuro said. 

Railinc’s AI-informed product to improve ETA involves working with data provided by different railroad companies. For instance, NS may need to hand over a railcar to CSX, and Railinc functions as the middleman, where different data is passed between different parties with permission to view that data. 

The product functions as a neural network model that looks at factors such as location, car type, commodity, time of year and time of the date to predict an estimated time of arrival. The data that feeds into Railinc’s ETA offering comes from wayside detectors along track in the U.S., Canada and Mexico. “As the car travels, we continue to make updates on the prediction,” Majapuro said. “Railinc’s ETA offering also uses historical weather patterns as an inpute, further enabling more informed decision-making.” For the freight rail industry, “sometimes it’s measured in weeks how long it takes to go from origin and destination, and you have crews that are timing out and trees falling on tracks. That’s why the ETA challenge has been so difficult for many companies to solve. There are so many variables. That’s why we’re so proud of the work that we’re doing, and being able to help the industry and help
the shippers.”

Another Railinc offering that uses data from the wayside detectors is one that monitors the wheelset health. This offering also uses neural networks, which “is obviously a different model than what we use for the ETA, but with some of the same principles,” Majapuro said. “You want to be able to replace those wheelsets before something bad happens. But also, there’s a convenience factor. If you can make predictions when the wheel set will fail, you can control when and how you’re going to change the wheelset.” 

The wayside detectors have a reader that measures the force that the wheel is applying against the track, Majapuro continued. “We take that data, and then we take the time of the year, for example, and the miles on the current wheels, and we can make predictions on the likelihood that an alert will be triggered to replace the wheels.” The offering can also gauge the severity level of the alert, he said, allowing the railcar owner to maintain the car and replace the wheels when it’s convenient. 

This type of insight is also valuable as a lot of very experienced railroaders are retiring, leaving behind a newer, incoming workforce that may lack institutional knowledge to make informed decisions. “You can use AI to make sense of that and prioritize tasks for you—maybe not trusting the AI to make the decisions, but the AI can propose to you, hey, it’s eight o’clock on Friday, these are the five things that you should be working on.” 

MxV Rail’s LTTS TrackEi Optical broken rail detection system, currently under evaluation at FAST under the AAR SRI rail inspection technology program. It uses Machine Vision technology on an edge computing device coupled with deep neural network architecture to intelligently capture visual defects using cameras and characterize it using AI/ML algorithms. MxV Rail

Meanwhile, at MxV Rail, Poudel is involved in testing the application of machine learning on rail inspection that uses ultrasonic technology. The ultrasonic technology detects flaws at the microscopic level, and the machine learning will seek to characterize the flaws. Currently, the railroads collect data that eventually makes its way into the back office via an internet connection or some kind of communication architecture. The data gets processed using cloud architecture, and then the results get transferred to the maintenance group. (Download research paper below.)

MxV Rail

But what Poudel and other researchers want to know is if machine learning can enable the railroads to make decisions on the fly, or as the data is being collected. “What we’re trying to do is, can we implement machine learning or AI in the same device where you collect the data and make that decision in real time,” Poudel said. “That would definitely improve the efficiency in terms of, you don’t need to go back to the track again and occupy the track and reverify it. If we can do that on the fly, that would be a huge step change.”

Poudel and MxV Rail researchers are also looking at applying machine learning using an edge computing device as well as saving raw data, which could open up the possibility of data fusion,” Poudel said. “The goal is the same towards the end: to prevent the rail failure,” he said. “So, our goal and vision is, can we come up with a methodology that would allow us to communicate with other forms of data stream and blend this data together, fuse this data, to come up with the high-level findings, and find or predict this discontinuities or anything that can go wrong with the rail ahead of the time?”

Collaboration is Key

Just as multiple AI-informed offerings and products are needed to respond to the diverse safety and operational challenges facing the freight railroads, so are multiple stakeholders needed to ensure that AI and machine learning are utilized effectively. “Input from these stakeholders may come from technical committees affiliated with the Association of American Railroads, or they may come from researchers’ white papers. Companies can take the findings from the resources and see how they apply to existing models and products, Majapuro said. “There are a lot of technical committees and meetings where our best practices are shared.” 

Poudel agrees. In the committees involving the railroads, original equipment manufacturers and technology suppliers, “there is a great collaboration,” he said. “They don’t share exactly what they’re doing, but in general, they share experiences with each other that would allow them to work together and bring the technology forward. When you collaborate with different people, that’s where the innovation comes. So, when it comes down to AI, I think we as an industry need to figure out a way in terms of how we can share data and collaborate with others, because to be able to train a good model, you need tons and tons of data, and that’s only possible through collaboration.”  

TD25-014Download

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The Women in Rail 2025 Conference, presented by Railway Age and RT&S, will feature a dynamic panel of industry mentors, who will help you build your “leadership toolkit.” They will provide winning strategies and hard-earned lessons learned on how to communicate effectively, put together a productive team, make the move from field to management, handle crises, and more.

Their session—“Commanding the Track: Your Leadership Toolkit”—is one of many scheduled for the third-annual in-person Women in Rail Conference, taking place in Chicagoland on Oct. 15-16. It will also include a celebratory luncheon for the Railway Age 2024 Women in Rail and RT&S 2025 Women in Railroad Engineering award honorees, and the chance to network with a wide-reaching group of like-minded professionals. All this will take place at a new, larger venue: the Hyatt Regency Schaumburg. Plus, don’t miss a special tour of Canadian Pacific Kansas City’s (CPKC) Bensenville Yard.

Meet the “Commanding the Track: Your Leadership Toolkit” Panel

Join us Oct. 15 to be part of a conversation with:

• Karen Claussen, a 29-year railroad industry veteran, who will offer top tips on becoming an effective leader. She is Vice Chair of Gulf & Ohio Railways, a family of short lines, and Senior Vice President of Knoxville Locomotive Works, which manufactures both low- and high-horsepower locomotives that are EPA Tier 4 Certified and CARB Verified. Claussen is also deeply involved in several corporate philanthropic endeavors.

• Cassandra Mullee, Vice President Network Operations at CN, who will impart strategies for fast-tracking your career. Appointed to her current role in May 2024, she is based in Edmonton, Alberta, Canada, and responsible for enhancing network efficiency, ensuring fluid terminal operation, and supporting service commitments to drive volume growth.
  
  Mullee has more than 16 years of railroad experience, and previously served Norfolk Southern in field and network operations. She advanced into more senior roles, eventually becoming General Manager, Network Operations and earning one of Railway Age’s  “Fast Tracker” Under 40 awards in 2022. She holds a Bachelor of Science in international business from the College of Charleston and an MBA from Northwestern University’s Kellogg School of Management.

“At its core, successful leadership in rail—or any industry—is built on a commitment to continuous learning, preparation, knowledge sharing, and consistent performance. When you focus on delivering value, showing up with confidence, and staying dedicated to your growth, recognition follows—not because of who you are, but because of the impact you make.”—Cassandra Mullee, CN

• Tina Sheaves, Vice President Operations, Eastern Region at CPKC, who will discuss how she transitioned from field work to management—and how you can do the same. A 30-plus-year career freight railroader, Sheaves worked as a Laborer, Forklift Operator, Engineering Timekeeper, Conductor and Yardmaster before moving into leadership as an Operations Coordinator. She continued to take on roles of increasing responsibility throughout Canada, and her experience in Engineering, Mechanical, Intermodal and Train & Engine Operations served her well as Assistant Vice President Operations covering the Eastern Region with a team of more than 700 employees. Sheaves was the first woman at this level in Operations at CPKC.
  
  Sheaves’ commitment to safety is evident in her ability to identify at-risk behaviors and implement new processes to drive desired results. A respected leader with deep credibility, she values feedback, accountability and making a meaningful impact. She is an active participant in CPKC’s Women’s Mentorship program, where she provides guidance and counseling to a diverse group of employees. In 2024, Sheaves was elevated to her current role and received a Railway Age Women in Rail Award.

• Kari Gonzales, President and CEO of MxV Rail, who will address the team building techniques that can help you and your business run productively and efficiently. Gonzales was appointed to lead MxV Rail in a unanimous Board decision in September 2021. She was at the helm while the company built new infrastructure, transformed its services, and moved operations in 2022. And she leads the team with the advantage of 20 years’ service and experience in the rail industry.
  
  Gonzales is a mechanical engineer by training, holds an MBA, and was recognized by Railway Age in 2023 as a Women in Rail Award honoree. She was the inaugural candidate for MxV Rail’s Railroad Exchange Program, spending a year at BNSF as a visiting professional.

“I believe leadership isn’t about waiting for permission—it’s about stepping into your power with purpose. During the Women in Rail Conference, I look forward to sharing the tools, mindset, and strategies that have helped me lead with clarity, courage, and conviction—because the track to transformation starts with each of us.”—Kari Gonzales, MxV Rail

• Henrika Buchanan, SVP and National Practice Consultant for HNTB’s Transit & Rail Market Sector, and a 2024 Railway Age Women in Rail Award honoree, who will help you develop the skills needed to best manage crises. A strategic, results-oriented rail industry leader with more than 25 years of experience in public transportation funding programs, Buchanan has led intercity passenger rail projects, major capital project oversight, transit safety regulations, federal transportation policy, regulatory compliance and change management. She also serves as HNTB’s client service leader for Amtrak, where she is committed to driving success and fostering a strong, strategic partnership tailored to Amtrak’s distinct needs and objectives as a national client.
  
  Before joining HNTB in 2021, Buchanan was a senior executive at the Federal Transit Administration for more than a decade. Her professional accomplishments with the FTA include leading the agency’s recovery efforts for the COVID-19 pandemic and Hurricane Sandy. In 2019, Buchanan was awarded the Presidential Rank award, the highest honor bestowed by the President of the United States upon senior executives, recognizing her efforts to manage a $9 billion support package for areas affected by Hurricane Sandy. Buchanan is an active member of WTS International, the Conference of Minority Transportation Officials and the American Public Transportation Association. She also dedicates time to advocating for her alma mater, Alabama A&M University.

“I’m honored to join the Railway Age/RT&S Women in Rail Conference panel to share insights from my time at the FTA, where I had the privilege of leading emergency preparedness, response, and recovery efforts during some of our nation’s most extreme weather and economic events. These experiences have shown me how vital it is to not only learn from the past but to innovate and prepare for the future. By building resilient systems and mobilizing early, we can protect communities and save lives.”—Henrika Buchanan, HNTB

About Railway Age / RT&S Women in Rail 2025

The “Commanding the Track: Your Leadership Toolkit” panelists will be joined at the 2025 Women in Rail Conference by a diverse group of railroaders with a shared commitment to our industry’s future. Among them: Annie Adams, Chief Human Resources Officer, Norfolk Southern; Jennifer Hamann, EVP & Chief Financial Officer, Union Pacific; Sarah Watterson, President, Brightline West; Herman E. Crosson, Chief Safety & Compliance Officer, Anacostia Rail Holdings; Jenni Benton, SVP Commercial, Patriot Rail; Vianey De la Mora, Director General, Mexican Railway Association (AMF); Jim Derwinski, CEO/Executive Director, Metra; Paul Hubler, Chief Strategy Officer, Metrolink; Cherise Myers, Director-Workforce Development, American Public Transportation Association (APTA); and many more.

Speakers will offer their candid thoughts on topics ranging from marketing yourself to ESG and new technologies.

“Leadership isn’t something you’re born with—it’s something you build. In the ‘Commanding the Track: Your Leadership Toolkit’ session, I’ll share the practical tools, learned lessons, and everyday habits that have helped me, and can help you, lead with impact. Because the right toolkit doesn’t just elevate your leadership; it empowers your entire journey. It’s a true privilege to be part of this conference. Throughout my journey in rail, I’ve been honored to receive recognition through several industry awards, but the real reward has been learning, growing, and now sharing the leadership tools that helped me get here. I’m excited to pass those insights on to help others command their own path with confidence.”
—Kari Gonzales, MxV Rail

Supporting Organizations

Industry support for the 2025 Women in Rail Conference is already strong, including sponsorship from: AITX, GATX, TrinityRail, CN, CPKC, RailPros, R. J. Corman, API, Genesee & Wyoming, The Greenbrier Companies, UTLX, Progress Rail, Patriot Rail, The National Association of Railway Business Women, and The League of Railway Women.

Learn More

To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

View the confirmed speakers and take advantage of the early bird rate for Railway Age / RT&S Women in Rail 2025 >>

Don’t Forget

Through Oct. 2, Railway Age is accepting nominations for its 2025 Women in Rail Awards program, which will honor 25 trailblazers for their achievements in our November issue and at the 2026 Railway Age / RT&S Women in Rail Conference. These outstanding railroaders will be selected based on their leadership, vision, innovation, and accomplishments. This award celebrates female leaders in rail and pioneers with a track record of breaking down barriers and helping to create industry opportunities for women. Entries will be judged by Barbara Wilson, Senior Advisor at Railroad Financial Corporation, and Catherine Rinaldi, Executive Vice President of Gateway Development Commission, with input from the Railway Age staff. Both Wilson and Rinaldi will participate at the 2025 Railway Age / RT&S Women in Rail Conference.

Submit your nomination now >>

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TTC OPERATED BY ENSCO, RAILWAY AGE AUGUST 2025 ISSUE: Preventing derailments is critical to rail transportation to enable its safe and efficient operation. In the worst-case scenario, a derailment can lead to casualties and property damage. But even in the best-case scenario they lead to network delays that increase costs for the economy. Looking over the last several decades, North American freight rail transportation has made tremendous improvements decreasing derailments. There was a significant reduction in derailments from 2004 to 2024 according to the Federal Railroad Administration (FRA) derailment statistics. This reduction can be attributed to many factors including the widespread deployment of track and rolling stock automated inspection technology. However, from 2014 to today the total number of derailments has been flat. Track caused derailments have continued to decrease since 2014, but Human Factors and Miscellaneous caused derailments have increased.

One of the best methods to further decrease derailments is the investigation process. Conducting an accurate and scientific investigation is paramount to understanding the root cause (or combination of causes) to properly identify and implement an effective prevention strategy. 

Investigation Fundamentals

From July 22-24, 2025, the Transportation Technology Center in Pueblo, Colo., hosted a workshop with more than eighteen freight and passenger railways to learn, collaborate, and discuss the art and science of derailment investigation and prevention. Some of the skills that were taught are from the first steps of arriving at the site of the derailment, including sketching basics, finding the Point of Derailment (POD), reviewing the Locomotive Event Recorder and several other aspects of the investigation process. Most importantly, the workshop included hands-on activities with track and both freight and passenger rolling stock. Unique TTC hands-on activities included creating a site sketch of derailment pile of cars, performing track measurements at and around the POD, and performing a first derailed car
truck inspection.  

At a high level, there are three main types of derailments: 1) a human factor that affected operations such as an incorrectly lined switch, 2) a component that catastrophically failed such as a broken rail and 3) a vehicle/track interaction condition resulting in a wheel permanently leaving the rail. At the workshop, each of these three types were fully explored and discussed. Catastrophic component failures can be challenging to solve. For instance, broken rail can be caused by many different factors. However, at a derailment site there can be numerous pieces of broken rail. How can you tell if the derailment was caused by a broken rail, and which piece caused it? The workshop team addressed that question along with many more.

Investigating Wheel/Rail interaction type derailments can be the most challenging of all three types to identify the primary cause, often because there are multiple contributing factors working together to cause the derailment. There are three types of vehicle/track interaction derailments. First is wheel climb where the first derailed wheel climbs up and over the rail. In this scenario there is a distinctive wheel climb mark at the POD. Second is a wheel drop where the track gauge is spread and a wheel drops within the gauge. Lastly is rail rollover where a rail rolls outward often causing the wheel flange to fall into the web of the rail. All three types can be caused by numerous different factors including track geometry, rail wear, tie and fastener conditions, ballast condition, wheel wear, truck conditions, train handling and train make-up to name a few. 

An important topic the workshop discussed is how to scientifically determine what is the primary cause and what are contributing causes. Important tools to make this assessment are simulation packages to evaluate “what-if” scenarios. Examples include TEDS for track/train dynamics and VAMPIRE for vehicle/track interaction. These simulation tools are invaluable to assess what is the effect of each cause and enabling the ability to quantify how much each contributed to the end result of the derailment. The conclusion of any derailment investigation is the identification of the root cause. Next comes preventing the next derailment. 

Advances in Derailment Prevention 

Derailment prevention can take many forms. These can include updating internal rules and practices, and making changes to infrastructure or rolling stock. But it can also include the adoption of safety technology. A major success story of preventing derailments has been autonomous or unmanned track geometry measurement systems. They have a major advantage in that they can operate continuously in revenue trains without the need for a crew. This greatly increases the number of miles that can be surveyed while also dramatically decreasing survey costs. The first U.S. system was developed as an FRA R&D project started in 2008. Since then, that research facilitated the adoption and growth of the technology to be utilized by all Class I railroads and many passenger and transit systems. FRA derailment statistics show that from 2008 to 2024 there has been a reduction of 231 track geometry caused derailments, a 65% reduction.[1] Closing out the TTC Derailment Investigation and Prevention Workshop, the team discussed best practices of derailment prevention and case histories. A 2026 event is planned, and further information can be found at ttc-ensco.com/derailment-workshop. 

Conclusion

Each year, ENSCO hosts the annual TTC Conference and Tour with this year’s event being held Oct. 7-8. The event is unique in that it brings together all stakeholders of the railway community to hear users of the TTC talk about their latest research, testing, and technology projects. Additionally, attendees get to visit the site to witness hands-on demonstrations of TTC testing capabilities and meet with suppliers that are leading with new and emerging technologies and offerings. 

At the 2025 event, a hands-on demonstration with a supplier’s emerging technology will close the tour day with a freight car derailment equipped with Railway Metrics and Dynamics’s (RMD) latest Derailment Monitoring System. A single wheel or truck can derail and can be dragged for a long distance before a full derailment occurs, typically occurring at a switch or grade crossing. RMD’s system will be tested at the demonstration to detect the derailed wheel in real-time to enable slowing or stopping of the train to greatly reduce damage. More details can be found at ttc-conference.com. 

Reference

1. https://data.transportation.gov/stories/s/Accident-Detail-Listing-3-18-/vq2r-5pm7/

(Logo Courtesy of TTC Operated by ENSCO) Further Reading:

• Automated Rolling Stock Inspection with Wayside and Onboard Technology
• Grade Crossing Collision Testing at the TTC
• Battery Safety in Rail Transportation
• Rail Dynamics Laboratory: A Fresh Look at Full-Scale Rail Testing

The post Derailment Investigation, Prevention, Detection appeared first on Railway Age.

New York’s Adirondack Railway Preservation Society has acquired two additional Alco C-430 locomotives from the Western New York & Pennsylvania Railroad, just months after purchasing another Century from the short line. The acquisition gives the Adirondack three of the five remaining C-430 locomotives. 

Locomotives 431 and 432 were built in December 1967 for the New York Central as their 2053 and 2054. The engines later ended up on Penn Central, Conrail, and the Morristown & Erie, before going to the WNYP. The third C-430, No. 430, arrived on the Adirondack earlier this year. Adirondack Railway Preservation Society President Luke Irvine said that the nonprofit (which operates the Adirondack Railroad) has been looking for higher horsepower locomotives, especially since expanding toward Tupper Lake, N.Y., a few years ago. The Adirondack operates on 100 miles of former NYC trackage, meaning all three Alcos will be right at home. The Adirondack has a fleet of Alco and Montreal Locomotive Works engines, including C424s and RS18us. 

“The line to Tupper Lake is mountainous,” Irvine said of the need for high-horsepower units. “And the C-430s were probably the zenith of Alco power.”

Irvine said the two units were expected to arrive on the Adirondack in the next few weeks. The acquisition of the three C-430s by the tourist railroad this year leaves just one other, locomotive 433, in regular freight service. 

The post Adirondack Railroad Acquires Two More Alco C-430s appeared first on Railfan & Railroad Magazine.

FreightCar America in the second quarter of 2025 reported a 15% gross margin, $17.8 million gross profit, expansion of 250 basis points, operating cash flow of $8.5 million and adjusted free cash flow of $7.9 million, based on “a strong order intake driven by operational flexibility. The company also reaffirmed its full-year 2025 guidance.

2Q25 highlights:

• Revenues of $118.6 million, compared to $147.4 million in 2Q4, with railcar deliveries of 939 units compared to 1,159 units in the prior-year period.
• Gross margin of 15.0% with gross profit of $17.8 million, compared to gross margin of 12.5% with gross profit of $18.4 million in 2Q24.
• Net income of $11.7 million, or $0.34 per share, and adjusted net income of $3.8 million, or $0.11 per share, “reflecting a $51.9 million benefit from a valuation allowance release, partially offset by a $47.6 million non-cash adjustment from the change in warrant liability due to share price appreciation.”
• Adjusted EBITDA was $10.0 million, representing a margin of 8.4%, compared to $12.1 million and a margin of 8.2% in 2Q24
• New orders for 1,226 railcars within the quarter valued at $106.9 million.
• Quarter-end backlog of 3,624 units valued at $316.9 million, up approximately 300 units from 1Q25, r”eflecting strong order activity and healthy demand”

“In the second fiscal quarter, we delivered on our commercial excellence initiatives across the business, supported by strong order intake and healthy customer demand,” said President and CEO Nick Randall. “We increased utilization across our four production lines, delivered improved productivity and benefited from a richer product mix from disciplined pricing. Our ability to remain agile and responsive to customer needs continues to be a key differentiator, particularly in rebuilds and conversions, enabling us to capture meaningful opportunities in a dynamic market. While broader market uncertainty earlier in the year delayed some order activity, we believe the underlying fundamentals point to a meaningful replacement cycle ahead. As that takes shape, our agile manufacturing presence positions us well to capture incremental demand and grow our share. At the same time, we continue to advance our growth strategy by investing in our tank car capabilities, which we expect will strengthen our cost position and support long-term value creation.”

FreightCar America reaffirmed its outlook for Fiscal Year 2025:

 “We’re pleased to reaffirm our full-year guidance, supported by strong margin performance and continued commercial execution across the business, with order activity supporting our healthy backlog,” said Chief Financial Officer Mike Riordan. “In addition, this quarter marked our fifth consecutive quarter of positive operating cash flow, reflecting the consistency and sustainability of our cash generation engine. Our focus on working capital discipline and operational efficiency has positioned us well to maintain momentum and invest in growth opportunities as we deliver strong performance in the second half of the year.”

The post FreightCar America 2Q25: ‘Richer Product Mix, Disciplined Pricing’ appeared first on Railway Age.

MTA IBX Rendering Courtesy of MTA.

The MTA Board has authorization selection of the Jacobs-HDR joint venture to oversee design and engineering of the IBX light rail project, MTA reported Aug. 1. The $5.5 billion project will be built along an existing, 14-mile freight line owned by MTA LIRR and CSX that extends from Sunset Park, Brooklyn, to Jackson Heights, Queens (see map below). Anacostia Rail Holdings’ New York & Atlantic Railway currently operates on the corridor under a concession agreement on the LIRR branch. IBX will connect historically underserved communities to the subway, bus and LIRR, while significantly reducing travel times between Brooklyn and Queens, with an end-to-end run time of 32 minutes, according to MTA.

IBX Station locations were selected based on public feedback, ridership projections, ability for riders to transfer to other parts of the MTA network, constructability, and spacing, according to the transit agency. (Courtesy of MTA)

IBX will be a new transit option for close to 900,000 residents living in neighborhoods along the route, along with 260,000 people who work near the corridor in Brooklyn and Queens, MTA said. It will create 19 stations and connect with 17 different subway lines (A, C, E, N, Q, R, 2, 3, 5, 7, B, D, F, M, J, Z, and L), 50 bus routes, and two LIRR stations.  

According to MTA, IBX will provide many firsts:

• It will be the first new end-to-end system built entirely within New York City since the IND Crosstown Line, now called the G, fully opened in 1937.
• IBX stations built in Brooklyn will be the first transit stations built in the city’s most populous borough since the A line extended from Broadway Junction to Euclid Ave in 1948.
• IBX stations in Queens will be the first new transit stations built since the Archer Avenue extension of the E, J and Z lines to Jamaica in 1988.

IBX project design will officially kick off this summer, MTA said, focusing on light rail system design including communications and signal design, vehicle design, track design, and civil engineering efforts such as station design, bridge reconstruction and retaining wall design, and design of the operations facility and storage yard. The design process, MTA noted, is the last major step in the project before formal construction begins.

According to MTA, the IBX project has undergone refinement “to ensure that it will provide the best service for passengers for the best value.” In Middle Village, Queens, the MTA is progressing with the design of a tunnel solution beneath Metropolitan Avenue, rather than on-street operations, making the proposed line less prone to travel delays due to mixed traffic operations. This refinement has reduced projected running times of the new line from 39 minutes to 32 minutes and has increased ridership projections to 160,000 per day, up 50,000 from the MTA’s prior estimate, the agency said. IBX’s projected annual ridership is 48 million riders—higher than the current ridership of any other light rail system in the country, MTA said; the next largest is Los Angeles at 46 million riders per year. About 70% of projected IBX riders will transfer within the MTA system, according to MTA.

The project design phase will be principally funded through $45 million from New York State’s 2025 budget and the MTA’s 2025-2029 Capital Plan. An additional $15 million was awarded to the MTA by the U.S. Department of Transportation’s Rebuilding American Infrastructure with Sustainability and Equity (RAISE) grant, which will fund a corridor assessment in support of the design phase. USDOT has also provided $1 million to fund innovative finance expert services for the project.

Gov. Kathy Hochul first announced plans for IBX in her State of the State address on Jan. 5, 2022. Light rail was selected for the project in January 2023. Since that time, MTA has hosted ten open houses attended by nearly 1,000 community members along the route to raise awareness and gather feedback. It also held pop-up outreach at 10 subway stations across the IBX corridor speaking with 1,300 members of the public and over 250 businesses.

“The IBX is a life-changer for millions,” MTA Chair and CEO Janno Lieber said. “It’s about time Brooklyn and Queens residents could move directly between our two most populous boroughs—for jobs, education, recreation and everything else. I want to thank Gov. Hochul and our partners in Albany and Washington for their support getting this project off the ground.”

“I look forward to getting the design process under way and continuing the MTA’s track record of completing projects better, faster and cheaper than ever before,” MTA Construction & Development President Jamie Torres-Springer said.

(Courtesy of MTA)

Meanwhile, Amey on Aug. 4 reported securing its first contract in the U.S. market with the MTA to deliver an EAM Implementation System for LIRR. Under the $2.8 million contract, Amey will provide a range of asset management services to support the MTA in digitizing existing paper-based processes, create smart data visualization dashboards for improved decision-making, and break down data siloes to create a connected data ecosystem. As part of this, the company said it will provide Hexagon EAM configuration services, data management and analytics, business process mapping, solution design and build, user guidance and training, and the implementation of data systems.  

“This award is a significant milestone in Amey’s journey to grow internationally, and it underscores our strategic ambition to expand into carefully selected geographies,” said Andy Milner, CEO of Amey, which opened offices in New York earlier this year.

Separately, MTA recently released its July Financial Plan, showing balanced operating budgets for 2025 and 2026 and narrowed deficits in 2027 and 2028.

Tri-Rail (Courtesy of Tri-Rail)

Tri-Rail logged 4,578,680 rides from July 2024 through June 2025—a new all-time fiscal year ridership record, operator South Florida Regional Transportation Authority reported Aug. 4. The previous high was set in FY 2019 at 4,465,750 rides.

According to a recent U.S. Government Accountability Office report, which analyzed 31 commuter rail systems nationwide, Tri-Rail ranks No. 4 overall and is one of the few to fully recover pre-pandemic ridership, according to SFRTA, which said Tri-Rail returned to its benchmark of 15,000 weekday and 7,000 weekend rides in February 2024, and has continued its growth since.

“We are exceptionally proud of this ridership milestone,” said David Dech, SFRTA Executive Director. “It speaks to the essential role Tri-Rail plays in meeting the transportation needs of our growing region.”

“Despite its recent ridership success, Tri-Rail faces future funding challenges as the recent Florida state budget included reductions to the system’s funding,” SFRTA reported. “SFRTA’s Governing Board and executive team is actively collaborating with the Florida Legislature, Florida Department of Transportation, and leadership from Miami-Dade, Broward, and Palm Beach counties, to secure a sustainable, long-term funding solution. Current financial projections indicate that without additional support, Tri-Rail will only have sufficient funds to operate through July 2027.”

Further Reading:

• WAGO, TransDev Partner on SFRTA OSSI Project
• Tri-Rail Debuts Express Service

FTA

The FTA on July 31 released a video series providing guidance to public transit agencies, private bus operators, and host cities as they prepare to move millions of fans for the 2026 FIFA World Cup Games and the 2028 Los Angeles Olympic Games. Watch above and below:

The FTA said it is laying the groundwork in preparation for the World Cup next year. This video series follows guidance initiated through a “Dear Colleague” letter providing technical assistance and support for recipients related to events like the 2026 World Cup and 2028 Summer Olympics.

Earlier this year, POTUS 47 issued an Executive Order titled “Establishing the White House Task Force on the FIFA World Cup 2026” to coordinate and assist in the planning, organization, and execution of 2025 FIFA Club World Cup and 2026 FIFA World Cup soccer tournaments.

“Next summer, America will be on the world stage, and so will our public transportation system,” said Marc Molinaro, who was recently confirmed as the FTA’s 16th Administrator. “At FTA, we are committed to equipping our 11 host cities throughout the country with the technical assistance they will need to guarantee their ability to move the immense volume of fans visiting our cities while complying with our safety standards. This is a major opportunity to showcase our public transportation system and the incredible transit workers and bus operators that move America forward.”

The post Transit Briefs: NYMTA, Tri-Rail, FTA appeared first on Railway Age.

The Surface Transportation Board (STB) has announced that, effective Aug. 1, 2025, it has combined its Office of Proceedings (OP) and Office of the General Counsel (OGC), into one Office of Chief Counsel. Anika Cooper will serve as the Board’s Chief Counsel, and in that role will continue to serve as General Counsel and will also hold the responsibilities previously held by the OP Director.

The STB says it has combined these offices “to streamline and improve drafting and review procedures, which will benefit the Board and the public.” The Board also issued a decision on Aug. 4 granting interim delegations (download below) to the Office of Chief Counsel.

Previously, the STB had two legal offices: the OGC, which “provided legal advice to the Board on defensibility and other matters and defended the agency in court,” and OP, which “drafted agency decisions, processed filings and decisions, and administered the Board’s recordations database.” 

In today’s decision, the STB says it finds that “all references in the Board’s regulations to OP or OGC will be treated as references to the Office of Chief Counsel; delegations to the Director of the Office of Proceedings will be deemed delegations to the Chief Counsel; and the responsibilities of the General Counsel under the regulations will be fulfilled by the Chief Counsel.” Pending regulatory revisions, today’s decision “waives the Board’s rules as necessary to facilitate these changes,” according to the STB.

The decision, the Board says, “also notes that correspondence and filings previously submitted to the Chief of the Section of Administration in the Office of Proceedings should now be directed to the Chief of Case Administration, Office of Chief Counsel, though the Board will continue to accept filings and correspondence addressed to either position.”

According to the STB, the Office of Chief Counsel will also house the Board’s Chief of Passenger Rail and Investigations, who will lead the Board’s cross-disciplinary passenger rail flex team. This team replaces the Office of Passenger Rail and “ensures the Board can efficiently continue to fulfill its statutory passenger rail investigatory and adjudicatory responsibilities.”

Cooper has served as Acting General Counsel since January 2024. The Office of the General Counsel provides legal advice to the Board, defends Board actions in court (usually in the U.S. Courts of Appeals) and manages the agency’s ethics, FOIA and records managements functions.

“Anika has been a valued member of the STB team for nearly twenty years,” said STB Chairman Robert E. Primus.  “The agency has greatly appreciated her consistent work to advance and uphold our mission, and we will continue to rely on her skill and insight in serving the public interest. I look forward to working with Anika in this new capacity.”

Cooper joined the STB in 2006 as an attorney in the Office of the General Counsel. She has held several leadership roles at the agency and has been the Deputy General Counsel since 2017. Before joining the STB, Cooper worked at the Office of the Attorney General for the District of Columbia in civil antitrust enforcement, and practiced antitrust law at a leading Washington, D.C. law firm.

Cooper earned a law degree from Yale Law School, and holds a Bachelor of Arts from Hampton University.

52686Download

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WTS International

WTS International on July 31 announced the appointment of Dr. Malika Reed Wilkins as its next CEO and Executive Director of WTS International and the WTS Foundation, effective Aug. 18, 2025.

Dr. Wilkins brings more than 25 years of leadership in nonprofit management, public policy, and strategic marketing and communications. She joins WTS International from the Atlanta Regional Commission (ARC), where she served for more than eight years, most recently as Chief Strategy Officer and Chief External Affairs Officer. In this role, she oversaw enterprise strategy development, government affairs, marketing and communications, creative and digital media, and corporate engagement for the 11-county metro Atlanta region.

Her distinguished career also includes leadership roles at the Georgia Department of Human Services, the State Road and Tollway Authority—where she helped launch the Georgia Transportation Infrastructure Bank—and in the nonprofit sector, where she spent more than 13 years at the Southern States Police Benevolent Association.

In addition to her professional accomplishments, Dr. Wilkins brings a deep and personal connection to WTS International, shaped by years of dedicated service and leadership within the organization. She served as President of WTS Atlanta, where she led the chapter to receive the first WTS International Chapter of the Year Award and the Gold Circle of Excellence Award, increased sponsorship revenue by 50%, and initiated impactful partnerships with organizations like Dress for Success and Habitat for Humanity. After many years of chapter service, she joined the WTS International Board of Directors in 2024.

Her academic background reflects the same dedication to public service and leadership that has shaped her career. Dr. Wilkins holds a Bachelor of Arts in Speech Communications from The University of Georgia, a Master of Public Administration from North Carolina Central University, and a PhD in Public Policy and Administration from Walden University.

“It is an honor to lead WTS International at this transformative moment in the organization’s history,” said Dr. Wilkins. “WTS has long served as a catalyst for women’s advancement in transportation. I am excited to build on this momentum, elevate new voices, and deepen our collective impact across communities and generations.”

Dr. Wilkins’ appointment comes at a time of significant momentum for WTS, the organization noted. In May 2025, WTS hosted its first international conference in Toronto, Canada—welcoming more than 1,200 transportation professionals from across North America, the largest attendance in WTS history. As CEO, Dr. Wilkins “will lead efforts to expand WTS’s global reach, strengthen its chapter network, grow scholarship and professional development opportunities, and foster a more inclusive and innovative transportation workforce.”

“Dr. Wilkins is a leader with the strategic insight that will help us strengthen relationships with our partners, support our chapters, and engage more deeply with our members to foster an organizational culture that reflects our values and mission,” said Bridgette Beato, WTS International Board of Directors Chair and Founder and CEO of Lumenor Consulting Group.

FTA

The U.S. Department of Transportation (USDOT) on Aug. 2 announced that Marcus J. Molinaro has been confirmed by the U.S. Senate as the 16th Administrator of the FTA.

“I am grateful to [POTUS 47] for placing his trust in me, and to Secretary Duffy for his confidence in my leadership,” said Molinaro. “I am committed to supporting our nation’s public transportation systems and ensuring a safer, more accessible, and better-connected America.”

Molinaro brings a lifetime of public service and a results-driven record to the USDOT, the agency noted. A lifelong New Yorker, he most recently served as the U.S. Representative for New York’s 19th Congressional District. In Congress, he was a member of the House Committee on Agriculture, the House Committee on Transportation & Infrastructure, and the House Committee on Small Business—advocating for rural economies, infrastructure modernization, and small business growth across Upstate New York.

Molinaro’s career in public service began in 1994 at just 18 years old, when he was elected to the Village Board of Trustees in Tivoli, N.Y. One year later, he was elected Mayor of Tivoli—becoming the youngest mayor in America at the time. He was re-elected five times, “earning a reputation for revitalizing the village and strengthening local government.”

Simultaneously, he served four terms in the Dutchess County Legislature, where he led bipartisan efforts to improve the county’s response to child abuse, domestic violence, and social services coordination along with co-chairing the Budget, Finance and Personnel Committee.

From 2006 to 2011, Molinaro represented the 103rd District in the New York State Assembly where he served as Assistant Minority Leader Pro Tempore. In 2011, he was elected Dutchess County Executive, a position he held for three terms. During his tenure, “he led countywide efforts to streamline government operations, improve fiscal discipline, and launch forward-thinking initiatives.” He served in leadership roles with the New York State Association of Counties and as President of the New York State County Executives Association. In 2023, he stepped down as County Executive following his election to Congress.

A hallmark of Molinaro’s leadership, the FTA says, has been his ability to craft innovative solutions to complex problems. In 2015, he founded the ThinkDIFFERENTLY initiative—a call to action for communities to foster inclusion and break down barriers for individuals with intellectual, developmental, and physical disabilities. The initiative became a national model and has since been adopted by municipalities across New York and beyond.

In 2025, POTUS 47 appointed Molinaro to serve as Administrator of the FTA, where he brings “decades of executive and legislative experience to the challenge of modernizing America’s transit systems and ensuring they are safe, accessible, accountable, and responsive to the needs of all Americans.”

Tariq Bokhari, who previously served as Acting Administrator, now transitions to the role of Deputy Administrator.

American Public Transportation Association (APTA) President and CEO Paul P. Skoutelas released the following statement:

“APTA congratulates former Representative Marcus Molinaro on his confirmation as Administrator of the FTA. We look forward to working closely with him and the Administration to strengthen public transit systems nationwide, support economic growth, and improve mobility for millions of Americans.

“The FTA plays an essential role in supporting the $79 billion public transportation industry, which provides billion of trips annually, employs 430,000 people directly, and creates and sustains millions of private-sector jobs across construction, manufacturing, and supply chains—particularly through Buy America provisions that strengthen domestic production.

“Administrator Molinaro brings valuable real-world experience to the role—from his service on the House Committee on Transportation and Infrastructure to his leadership as a New York County Executive. He understands that modern, reliable public transportation is not only vital to mobility but also critical to economic growth, job creation, and global competitiveness.

“His nationally recognized ThinkDIFFERENTLY initiative—launched during his time as Dutchess County Executive—challenged local governments to reexamine how they served individuals with disabilities. As a Member of Congress, he continued this critical work. His leadership reflects a deep commitment to the role public transportation plays in providing access for millions of Americans to economic opportunities.

“APTA looks forward to collaborating with Administrator Molinaro and FTA. Together, we can advance solutions that improve public transit systems, create job opportunities, and ensure access to mobility for people across the country.”

The post People News: WTS International, FTA appeared first on Railway Age.

As part of its analysis, the FRA also determined the project “would result in significant, unresolvable impacts to federal agencies and federal property, including national security agencies.”

The SCMAGLEV Project was proposed to be a high-speed rail project using superconducting magnetic levitation technology between Baltimore, Maryland, and Washington, D.C. The estimated capital cost to build this project is nearly $20 billion, according to the FRA, whose involvement in the project dates back to 2016 and has “experienced numerous delays and cost overruns,” during that time.

Since the grant was obligated in 2016, the environmental review process has been paused twice on the Federal Permitting Dashboard. It remained on pause from Aug. 2021 until today.

In addition, the FRFA says “indirect effects of this project would also impair critical infrastructure and ongoing agency missions.” Government agencies harmed by this project would have included: the National Security Agency, U.S. Department of Defense and Fort George G. Meade, National Aeronautics and Space Administration, U.S Department of Agriculture, U.S. Secret Service, U.S. Department of Interior – Fish and Wildlife Service and National Park Service, and the U.S. Department of Labor, according to the agency.

Rescission of the NOI, the FRA adds, does not prevent the future deployment of MAGLEV technology in the U.S.

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Patriot Rail recently announced via a LinkedIn post that the first locomotive at the Rocky Mountain Rail Park on its Front Range Railroad (FRRR) has arrived, “marking a significant milestone” in the company’s expansion within the Denver market.

According to Patriot Rail, this state-of-the-art facility will soon offer enhanced transloading services and industrial development opportunities, “providing customers with greater flexibility, efficiency, and connectivity.”

“As we prepare to launch operations, we invite you to explore the opportunities this new location presents,” Patriot Rail wrote in the post.

Denver, Colo.-based infrastructure company Rocky Mountain Industrials, Inc. (RMI) first announced on April 10, 2023, that it had entered into a definitive agreement with Patriot Rail to provide operational and rail-related services to customers within the new Rocky Mountain Rail Park.

Rail service at the Rocky Mountain Rail Park, which is comprised of approximately 620 acres and located next to the Colorado Air and Space Port in Adams County along the greater Denver area I-70 growth corridor, features direct interchange with Union Pacific (UP).

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The ports of Los Angeles and Long Beach on May 20 announced that they are accepting proposals from prospective short line railroad operators interested in providing railroad operating and maintenance services within the San Pedro Bay ports complex.

According to the Port of Los Angeles, the San Pedro Bay ports complex “is the most active in the Western Hemisphere, moving almost 20 million containers collectively in 2024.” Though administered separately by the harbor departments of its respective cities, the ports are served by the same short line rail network, which facilitates intermodal rail services for terminals in both ports. Pacific Harbor Line Inc. (PHL) has provided short line rail services since 1995, when the joint contract was last bid.

A request for proposals with detailed information and an application schedule is available here. Proposals are due at 5 p.m. Monday, July 28, 2025.

Enhancing utilization of on-dock rail—moving containers directly from terminals to trains—”is critical to the goals of the Clean Air Action Plan (CAAP), a landmark partnership between the ports of Los Angeles and Long Beach,” the ports noted.

The CAAP was last updated in 2017 and, among other goals, set a target of moving 35% of containers away from terminals via train. The Port of Los Angeles has on-dock rail service at all of its container terminals and is investing more than $2 billion in infrastructure over the next decade, according to the Port.

8/4 Update

The ports of Long Beach and Los Angeles recently announced that they are extending their agreement with PHL to manage rail operations through Dec. 31, 2026.

The extension gives the ports more time to complete an ongoing RFP process (see above) seeking prospective bidders to provide railroad operating and maintenance services within the San Pedro Bay ports complex. The RFP opened in May and gives bidders until July 28 to submit their proposals. PHL has provided short-line rail service to the port complex since 1998, the last time the contracts were bid. While the ports issue a joint RFP, each has its own contract with the rail service provider. 

The post Ports of Los Angeles, Long Beach Seek Short Line Operator (UPDATED, 8/4) appeared first on Railway Age.

BNSF’s second-quarter and first-half 2025 financials saw the Berkshire Hathaway-owned Class I post healthy operating income gains and operating ratio and operating expense decreases, with essentially flat revenues and modest volume gains. The 2Q25 operating ratio dropped 340 basis points to 64.8% from 68.2% in 2Q25. It dropped 240 basis points to 66.4% from 68.8% for this year’s first half, compared to the prior-year period. Operating income saw respective gains of 10% and 8%. Operating expenses fell 5% and 3% in 2Q25 and 1H25, respectively.

Volumes and Revenues

Total revenues for BNFS’s second quarter and first six months of 2025 increased slightly compared with the same periods in 2024. Volumes increased 1% and 3% in the second quarter and the first six months of 2025, respectively, compared to 2024. Average revenue per car/unit declined 1% in the second quarter and 3% first six months of 2025, resulting from lower fuel surcharge revenue and “unfavorable business mix, partially offset by core pricing gains,” BNSF said. Revenue changes also resulted from the following:

• Consumer Products volumes increased 1% and 5%, respectively, in the second quarter and first six months of 2025 compared with the same periods in 2024 “primarily due to higher intermodal shipments resulting from increased West Coast imports, along with an increase in automotive volume from higher vehicle production.
• Agricultural and Energy Products volumes increased slightly in both the second quarter and first six months of 2025 compared with the same periods in 2024 “primarily due to slightly higher grain exports, partially offset by lower domestic grain, feed and renewable fuel volumes.”
• Industrial Products volumes decreased 4% and 5%, respectively, in the second quarter and first six months of 2025 compared with the same periods in 2024 “primarily due to lower demand for construction products and lower petroleum products shipments.”
• Coal volumes increased 14% and 7%, respectively, in the second quarter and first six months of 2025 compared with the same periods in 2024 “primarily due to the competitive effects of higher natural gas prices.”

Expenses

BNSF operating expenses for the second quarter and first six months of 2025 decreased 5% and 3%, respectively, compared with the same periods in 2024. A “significant portion” of the decline was due to the following factors:

• Fuel expense decreased 15% and 12% in the second quarter and first six months of 2025, respectively, compared to the same periods in 2024, “primarily due to lower average fuel prices, partially offset by higher volumes.” Locomotive fuel price per gallon decreased 14% and 13% in the second quarter and first six months of 2025, respectively, compared to the same periods in 2024.
• Compensation and benefits expense increased 4% and 1% in the second quarter and first six months of 2025, respectively, compared to the same periods in 2024. The increase in both the second quarter and first six months of 2025 “were primarily due to wage inflation, partially offset by increased employee productivity.”
• Materials and other expense decreased 32% and 20% in the second quarter and first six months of 2025, respectively, compared to the same periods in 2024. The declines “were primarily due to litigation accruals in the second quarter of 2024 and ongoing cost management efforts.”
• Income tax expense decreased 13% and 5% in the second quarter and first six months of 2025, respectively, compared to the same periods in 2024, “primarily due to lower deferred state tax expenses arising from changes in enacted rates during the second quarter of 2025.”
• There were no significant changes in purchased services, depreciation and amortization, equipment rents, or interest expense.

OPERATIONAL PERFORMANCE UPDATE

“Frequent extreme weather across our network has caused some negative impacts on service over the past two weeks,” BNSF said Aug. 1. “As a result, overall car velocity decreased compared to both the previous week and the monthly average. Terminal dwell increased from last week but remains lower than the previous month and is still at record low levels. Our local service compliance measure decreased slightly, but has improved compared to last month, averaging above 89% for the week.

“In the Chicago Division, crews recently completed a significant project at our Galesburg classification (hump) yard in Galesburg, Ill. Our crews worked on key mechanical components to improve efficiency and terminal throughput within the hump yard. A key part of the project involved replacing two retarders, which are crucial for safe and efficient operations at hump yards. They help control the transit and speed of railcars into the bowl.

“Other significant accomplishments include:

• “Nearly 8,900 feet of track lift undercutting.
• “More than 19,000 feet of shoulder ballast cleaning.
• “Nearly 22,000 feet of rail replacement.
• “Nearly 1,700 ties replaced.”

Merger Movement?

In the wake of Union Pacific and Norfolk Southern announcing their intent to merge, with UP as the acquiring railroad, there has been much speculation on whether BNSF and CSX would announce a similar transaction, eventually resulting in two U.S. transcontinentals, transnational/Canadian transcontinental CPKC, and Canadian transcontinental CN, whose U.S. footprint reaches all the way to the Gulf of Mexico. BNSF has been basically silent on that prospect, with the exception of Berkshire Hathaway Chairman Warren Buffet denying reports that BNSF is working with Goldman Sachs on a possible merger with an eastern Class I. CSX President and CEO Joe Hinrichs said at the company’s 2Q25 earnings call that “there are all kinds of opportunities to work together to make it better for our customers, and we’re open to talking about all those possibilities.

The post BNSF 2Q25, 1H25: Revenue Essentially Flat, Operating Income Up, OR Down appeared first on Railway Age.

(Courtesy of CPKC)

According to the Class I, key achievements in the 2024 Sustainability Data Report (download below) include:

• Expanding its hydrogen locomotive fleet.
• Advancing biofuel usage.
• Achieving “industry leading” safety performance.
• Improving emergency response training.
• Supporting communities through charitable investments and food-bank donations.

CPKC 2024 Sustainability Data ReportDownload

The report also contains sustainability metrics from the railroad’s first full year as CPKC. (Canadian Pacific in April 2023 completed its merger with Kansas City Southern to form the first single-line, transnational railway connecting Canada, the U.S. and Mexico.)

Following are among CPKC’s metrics for 2024:

(All Courtesy of CPKC) Further Reading:

• CPKC Publishes Low Carbon Transition Update
• CPKC 2Q25: ‘Strong Growth, 2H25 Momentum’; UP+NS Perspective
• CPKC’s Strategic Vision for Growth, Innovation and Sustainability 
• CPKC Fuel Center of Excellence Earns 2025 CEO Award for Excellence
• CPKC 1Q25: ‘Solid Demand, Precision Execution Resilient Network’

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