Prototype News

by Victor Hand/photos by the author, courtesy Center for Railroad Photography & Art

The railroad crisis that engulfed the Northeast in the late 1960s and early 1970s was the culmination of decades of postwar economic policy that left railroads struggling with declining revenues, shifting traffic patterns, and mounting competition from government-funded highways, waterways, and aviation. In response, many carriers turned to mergers as a last-ditch solution to avoid bankruptcy. When New York Central and Pennsylvania Railroad combined in 1968 (followed by the addition of the New Haven in 1969), the resulting Penn Central instantly became one of the largest corporations in America.

Yet the 20,000-mile behemoth was fundamentally unsound, taking its first steps already off-balance. Its collapse into bankruptcy in 1970 sent shock waves throughout the region, pulling down connecting carriers and pushing the entire Northeastern rail network to the brink of shutdown. Faced with the very real prospect of losing essential rail service as the national economy entered a recession, the federal government stepped in. Congress passed the Regional Rail Reorganization Act in late 1973, and President Richard Nixon signed it into law in 1974. The “3R Act” created the United States Railway Association (USRA), charged with studying the bankrupt carriers and developing a viable plan for reorganization that would ultimately form the blueprint for Conrail.

ABOVE: Six months into Conrail, Penn Central units still powered many trains. An eastbound freight crosses the Niagara River on the Michigan Central arch bridge at Suspension Bridge Station in Niagara Falls, N.Y., on October 3, 1976. The train is TV-16 from Kalamazoo, Mich., to North Bergen, N.J., combined with Train MC-4, which operated from Detroit to Selkirk (N.Y.) Yard. The MC bridge was abandoned in 2001, but the Canadian National span to the right is still used by Amtrak trains today.

Once the Final System Plan was submitted to Congress on July 26, 1975, USRA turned its attention to the property conveyance process that would be required to transfer ownership of the designated assets to Conrail and other parties. In a traditional real estate transaction, a deed is prepared describing the property to be conveyed, sometimes accompanied by a map. USRA had nine months to prepare the deeds for what was about to be one of the most complicated real estate transactions in U.S. history. The staff had assured the board of directors that there would be no “map job”; someone would look at every location out in the field where lines were being severed, and at each parcel of property that the bankruptcy trustees claimed as not “used or useful in rail transportation.”

The job seemed impossible. A proposal was made to structure the real estate transfers as a “negative conveyance.” All of the property of a transferor railroad within a given jurisdiction would be conveyed, and property to be left with the bankrupt estates would be excepted from the transfer by describing it and marking it on valuation maps. The lawyers, of course, objected that this had never been done before. After much argument, the USRA president decided that a negative conveyance was the only viable option.

Working alongside a talented group of colleagues, I was directly involved in managing the real estate conveyance process for USRA. What follows is an overview of how that work came together.

ABOVE: A westbound freight behind two E-44 electric units passes Gwynn tower in Baltimore on Amtrak’s Northeast Corridor on October 15, 1978. Conrail would end electric freight operations in 1981.

First, the bankrupt estates were asked to submit valuation maps marked with properties that they contended were not “used or useful in rail transportation,” and should not be conveyed. Valuation maps were detailed maps of railroad property and facilities that were prepared by all the steam railroads in the U.S., pursuant to the Valuation Act of 1913. Congress was considering placing a cap on railroad profits calculated as a return on invested capital. Unfortunately, there had been such financial chaos in the building of the railroad system during the 19th century that no one knew what the invested capital was. Ten years and many millions of dollars were spent in preparing these maps and cataloging and photographing railroad facilities. The process was never completed, but the maps became the basis of the property and engineering records of the railroads, and for the most part, were kept up to date as changes were made to facilities and property. These maps were invaluable in carrying out the conveyance process.

There were more than 1,250 “line cuts” where lines were being severed from the system, and more than 8,000 individual parcels of property claimed by the trustees. The USRA operating staff became property inspectors who examined all the property involved and made recommendations that were sent to USRA headquarters. The inspectors were accompanied by operating officials of the involved railroads, and often were joined by representatives of local government, major shippers, and commuter agencies.

ABOVE: lue Conrail units are eastbound at Bethlehem, Pa., with Train ALOI (Allentown, Pa. –Oak Island Yard, Newark, N.J.) on October 30, 1983. In the background is Bethlehem Steel’s massive Bethlehem Works, which closed in 1995.

Each Monday, the inspectors would come to the Washington headquarters to report their findings, and to receive packages of maps for the next week’s inspections. Based on the inspector’s recommendations, the trustee’s valuation maps were either accepted, rejected, or modified. USRA had four lawyers writing deed language, four draftsmen modifying maps, and an army of clerks to keep track of all the paper.

The Penn Central trustees retained Victor Palmieri & Company, a large real estate firm, to help them with the preparation of the valuation maps, while most of the smaller estates did the work with their own real estate staff. As an aside, Palmieri had previous involvement with the company as PC quickly sold off its real estate investment subsidiary Great Southwest Corporation in 1970 when it was revealed that top executives were benefiting from fraudulent transactions and insider information (which also contributed to PC’s bankruptcy). Palmieri later became a director of Pennsylvania Company (which was owned by PC and controlled all the non-rail properties) in an effort to untangle the railroad’s obligations from its real estate holdings.

I saved a few of the more interesting field inspection trips for myself. I spent two days traveling in a hi-rail truck with Lehigh Valley’s director of real estate and operating officials. We traveled from Jersey City, N.J., to Buffalo, N.Y., inspecting properties along the way. I also performed inspections on various Erie Lackawanna and Penn Central lines.

ABOVE: Train TV-1 (Kearny, N.J., to Chicago) is westbound at South Fork, Pa., on October 29, 1985. The tracks on the right lead to South Fork Yard and the South Fork Secondary Track.

Based on the results of the inspections, deeds were prepared for each transferor and transferee in each county. There were more than 480 deeds required to carry out all the real estate transfers. The transfers of rolling stock, shop and office equipment, and inventory also required the preparation of voluminous documents. I was busy with the real estate transfers, and did not participate in this work.

For each of the more than 1,250 “line cuts” where lines were being severed, a detailed description of the exact location of the cut was required. For example, the Final System Plan might have designated the “X Branch” between milepost 0 and mile 1.2 be conveyed to Conrail. The exact location of the line cut might read “1,200 feet west of the west abutment of the bridge over Noname Creek.” This is where the field inspections proved useful, to not only determine these physical locations, but to also make sure they actually existed as they were indicated on the maps. A determination of Conrail’s need for each of the more than 8,000 individual parcels of property claimed by the trustees was made, based on the recommendations of the field inspectors and railroad operating staff. A bit of “horse trading” went on, but not much…

The post Countdown to ConRail: Part 3 appeared first on Railfan & Railroad Magazine.

On March 6, CSX joined HDHPT, along with state and local leaders, to celebrate the expansion of their manufacturing operations in Montgomery, Ala. The groundbreaking marks a significant milestone in HDHPT’s $200 million project and “highlights CSX’s role in supporting the efficient movement of large, complex transformer components critical to the nation’s power grid,” the Class I said.

“CSX has been a longstanding partner to HD Hyundai Power Transformers and the Montgomery community,” said Christina Bottomley, Vice President of Business Development and Real Estate. “As this project moves forward, our team is working closely with CSX’s Clearance Bureau, which specializes in the logistics of complex, dimensional moves, to help HDHPT further strengthen its supply chain, support regional growth, and advance the reliability of the nation’s power grid.”

Rashard Howard, Director of Business Development, represented CSX at the event and emphasized the importance of collaboration in advancing large-scale infrastructure projects.

“State and local partnerships are essential to moving transformational projects from vision to reality,” said Howard. “By working alongside our customer, community leaders, and economic development partners, we’re delivering solutions that drive investment, create jobs, and support long-term growth for our railroad.”

The expanded facility will enable HDHPT to manufacture even larger transformer units in the United States, “reinforcing domestic manufacturing capabilities and enhancing national energy security.”

In related news, CSX subsidiary Quality Carriers, Inc., has been named Unilever’s Bulk Carrier of the Year for 2025, recognizing the company’s excellence in service, safety and partnership.

“Congratulations to the Quality Carriers team for this well-deserved honor and for continuing to set the standard in the bulk liquid chemical transportation industry,” CSX wrote in a LinkedIn post.

Triple Crown Services, a NS subsidiary was named Top Intermodal Rail Carrier by Averitt as part of its 2026 Averitt Integrated Carrier Awards. The recognition highlights Triple Crown’s strong performance across the past year, including tracking and visibility, proactive communication, service quality, on-time performance, and total volume supported.

“Our carrier partners are essential to the success of our Integrated Services operations. These awards recognize the carriers that consistently demonstrate reliability, strong communication, and a commitment to service that supports our customers across a wide range of transportation needs,” said Averitt Vice President of Integrated Services Steve McDonald.

“This recognition from Averitt shows that when we deliver reliable service and strong partnership, customers notice. Thank you to everyone across the Triple Crown Services team and our broader intermodal organization who played a role in delivering this result,” NS said.

“We’re proud to see the Triple Crown team recognized for the strong service they deliver to customers every day. This award reflects the impact, efficiency and collaboration that define our partnership with Averitt and our team’s commitment to adding value to our customers’ supply chains,” said NS EVP and Chief Commercial Officer Ed Elkins.

On Feb. 5, 2001, CN’s Halifix Intermodal team made a commitment to one another to put safety first. A quarter-century later and that commitment is stronger than ever.

This year, the team proudly celebrates 25 years injury-free, CN announced via LinkedIn. “Even as faces have changed over the years, the standard has not. Safe choices are simply how work gets done, and nothing less is accepted,” the Class I said.

“Halifax Intermodal shows that when safety becomes a legacy, everyone goes back home to their loved ones the same way they came into work.”

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

TTC riders of Line 5, Eglinton Crosstown Light Rail Transit, between Don Valley and Kennedy stations, and across Line 6, Finch West LRT, will start to see improved trip times with the rollout of “enhanced transit signal priority” at intersections on the street-level portions of each line, the agency reported March 11.

The City of Toronto has made changes to traffic signals that allow LRT trains to move through these intersections before left-turning vehicles, according to TTC. “Additional enhancements to the signals to make them more dynamic and responsive in real time are in the works on both lines and will be rolled out in the coming months,” it said. “Enhanced transit signal priority is implemented at all intersections on Line 6, and at the following Line 5 intersections: Victoria Park Avenue, Eglinton Square/O’Connor Drive, Pharmacy Avenue, Hakimi Avenue/Lebovic Avenue, Warden Avenue, Sinnott Road/Thermos Road, Rosemount Drive, Ionview Avenue, andSloane Avenue/Bermondsey Road. Improvements at Leslie Street will be implemented after further testing and coordination with other planned traffic operations changes.”

TTC is the operator for Line 5 Eglinton and Line 6 Finch West. Under agreements with Metrolinx and the City of Toronto, it is responsible for operating trains, providing security and revenue control, and staffing stations. The agency began an introductory service period on Line 5 on Feb. 8; and launched Line 6 service on Dec. 7.

Line 5’s infrastructure and vehicles are maintained by Crosslinx Transit Solutions (CTS) under contract to Metrolinx; for Line 6 they are maintained by Mosaic Transit Group (MTG) under contract to Metrolinx.

“We are taking action to save customers on Line 5 and Line 6 more time on their trips,” Toronto Mayor Olivia Chow. said “Rapid deployment of new enhanced transit signal priority measures is part of our plan to speed up transit across our city and give people more time with their families and less time commuting.”

“I have been clear that rapid transit must be rapid,” TTC Chair Jamaal Myers said. “I want to thank the City, TTC and Metrolinx teams for moving quickly on these signal priority improvements. This is a practical step that will help keep LRT vehicles moving and improve travel times for riders, especially along the Line 5 corridor in Scarborough.”

“As the operator of Lines 5 and 6, we are listening to our customers when they tell us they want to see their trip times sped up as part of broader improvements,” added TTC CEO Mandeep S. Lali. “This first, new phase of Transit Signal Priority is going to bring real, measurable, incremental improvements upon which we can continue to build, bringing with it an enhanced experience for the City, the region and our customers.”

Meanwhile, TTC on March 15 will extend LRT service on Line 6 to 1 a.m. Trains will arrive every six and a half minutes during weekday morning and afternoon rush hours, and every 10 minutes at all other times, the agency reported March 10.

With this change, late-evening replacement buses will no longer operate after 10 p.m. along the Finch West corridor. TTC’s Blue Night bus service will operate from 1 a.m. until the start of train service at 6 a.m. Monday to Saturday, and 7:30 a.m. on Sundays. TTC noted that in the event of an unexpected service disruption, shuttle buses will continue to be available if needed.

Line 6 opened in December under temporary “soft opening” conditions, with early nightly closures providing the line’s maintainers, MTG, with an extended maintenance window, allowing staff to become more familiar with the line and monitor it for any issues while in full revenue service, according to TTC.

TriMet has released an updated package of service proposals to its Board of Directors for consideration as it continues efforts to balance the budget for FY 2027, according to the transit agency, which provides MAX light rail, WES commuter rail, bus, and LIFT paratransit services in Oregon’s three most populous counties (Multnomah, Washington and Clackamas).

“With steep cost increases, less revenue coming in from fares and projections showing all of our funding streams lower than expected, service cuts are a difficult but necessary step toward our long-term financial stability,” TriMet reported March 11. “By taking action now, we will preserve vital transit service to jobs, schools, services and other important destinations across our 533-square-mile service district for decades to come.”

TriMet released service proposals in January outlining a number of changes and cuts to service. “Following extensive community engagement, including 13 open house events and a survey that drew more than 8,100 responses, our final package makes changes to 34 lines,” it said. “That includes updated proposals affecting 12 lines.”

Among the largest changes made to the proposals, the agency said it now plans to:

• Continue Line 19 service along NE Glisan Street to serve Providence Portland Medical Center.
• Adjust proposed Line 10 route to run on SE Duke Street and adjust hours to maintain transit service for students at Portland Public Schools’ Community Transition Program.
• Maintain Line 97 serving Tualatin-Sherwood Road and extending north to Barbur Transit Center.

Updated proposals adjust the plans for the following lines: 10, 16, 19, 29, 34, 38, 58, 63, 97, and 156. The agency said it has dropped proposed changes to lines 22 and 23. All but one of the proposed changes will take effect Aug. 23, 2026, if approved, according to TriMet, which noted that the changes “remain centered on network efficiency, combining lines or reducing where lines run near others, eliminating some bus lines and moving routes.” The goal, it said, “is maintaining as much service as possible while focusing our service investment where it is needed and used most.”

The TriMet Board is now considering these proposed changes as part of the FY 2027 service plan. The Board will vote on an ordinance approving the plan on April 22, 2026, the agency said.

TriMet also released its proposed budget for the coming fiscal year—July 1, 2026 to June 30, 2027 (above). “It continues to rely on reserve funds to preserve the core transit service essential to our riders, employees and the regional economy while we work to balance our expenses with our resources,” the agency said. “While the proposed budget absorbs the initial measures TriMet has taken to cut spending, including reducing internal expenses and staff, it does not reflect all upcoming cost-cutting efforts.” That includes the service changes proposed to take effect in August since the TriMet Board has yet to approve them. Also, TriMet said its leadership is currently finalizing another round of internal spending cuts as well as a staffing reduction that will include another round of layoffs. Those service and internal spending cuts will be included in the budget when it goes to the TriMet Board for adoption in May. Because of that, the FY2027 adopted budget is expected to come in less than the current proposed budget, according to TriMet.

Public comment on the proposed budget is open through noon, March 24 or at the TriMet Board’s March 25 business meeting.

CTA has submitted its Revised Security Enhancement Plan to the FTA, which includes “a 75% increase in monthly system policing hours, aggressive crime reduction targets, and expanded social service support—bolstered by early data showing that crime reduction strategies implemented over the past three months are working* ,” the transit agency reported March 10. The plan is CTA’s formal response to an FTA Special Directive issued in December and details how the agency will “significantly expand the law enforcement surge it launched in December.”

CTA said the plan was created in collaboration with the Chicago Police Department (CPD)—CTA’s primary law enforcement partner—and the Cook County Sheriff’s Office. CTA is also in communication with the Cook County State’s Attorney’s Office about security initiatives.

The plan’s increased policing includes 34% more hours from CPD’s Public Transit Section; double the off-duty officers patrolling CTA on their days off as part of CPD’s Voluntary Special Employment Program (VSEP); and Cook County Sheriff’s Police officers working on CTA’s rail lines (4,400 hours monthly).

The plan also features other aspects of what CTA called its “comprehensive approach to keeping its employees and riders safe”:

“Social Services & Crisis Intervention

• “Partnership with Chicago Department of Family and Support Services: CTA funds outreach teams on the Blue and Red lines (24-hour service) to connect unhoused riders with shelter, housing, and social services. Since 2023, more than 300 people have been placed in shelters and 200 moved to stable or permanent housing. In 2026, CTA is funding 30 dedicated shelter beds—a five-fold increase—with $1.65 million in allocated funding.
• “Partnership with Chicago Department of Public Health (CDPH): CDPH funds overnight outreach by The Night Ministry two nights weekly at Blue and Red Line terminals to connect people with social services and housing. CTA also added a police kiosk at Forest Park Blue Line station for local police to staff and have a presence on the platform.
• “Safe Ride Specialists pilot: This year, CTA is launching Crisis Intervention Specialists and Violence Interrupters—trained staff to de-escalate mental health and behavioral crises and refer and connect riders to social services.”

“Fare Evasion Mitigation

• “High-barrier fare gates pilot: CTA will expand the installation of non-ADA, high-barrier fare gates at rail stations that are typically staffed but continue to have high rates of fare evasion.
• “Farecard inspection missions: In 2026, CTA is launching farecard inspection missions to uncover the use of free, reduced, or other entitlement fare media by someone other than the authorized holder and revoke the entitlement if the eligible user is allowing the inappropriate use of the fare media.
• “Enhanced ridership data: The CTA is using new data tools to track fare evasion more precisely. On buses, it’s analyzing passenger counts by route and time of day. On trains, video audits are measuring evasion at individual branch lines. The more detailed picture will help CTA deploy enforcement resources more strategically and measure whether they’re working.”

“Technology, Infrastructure and Public Messaging

• “AI-powered gun detection technology: CTA is continuing to expand the use of AI-powered gun detection technology to more than 1,500 cameras across its Chicago rail stations.
• “Enhanced fare messaging: New bus signage and ‘fare required’ audio announcements are being added to CTA buses to clarify fare payment requirements.”

“Partnerships

• “Increased transit crime prosecution in collaboration with the Cook County State’s Attorney’s Office: CTA and CPD are working closely with the CCSAO as it continues to enhance its operations and protocols to proactively and vigorously prosecute transit-oriented crime.
• “Project Safe Neighborhoods (PSN): CTA has entered into a partnership with the U.S. Attorney’s Office for the Northern District of Illinois to address violent crime on transit—the first PSN deployment on a mass transit system. PSN is a federally funded, nationwide initiative and brings together federal, state, and local law enforcement and other stakeholders.”

“This plan represents my commitment to our employees and riders,” CTA Acting President Nora Leerhsen said. “As part of its holistic approach to security, CTA is significantly increasing policing hours through the Chicago Police Department’s Public Transit Section and off-duty policing program, and the Cook County Sheriff’s Police Department has been engaged to bring their officers onto CTA. CTA is also expanding social service support, from introducing mental health teams to funding shelter beds for the unhoused and investing in technology that supports the officers that patrol the system. The January and February results* from CTA and CPD’s joint security surge have been promising, and we’ve built on that momentum by creating a sustainable security model that puts people first.”

“CPD, in close partnership with CTA, is committed to enhancing safety on the public transit system for all ridership and employees,” added CPD Superintendent Larry Snelling. “In this updated security plan, CPD will have more officers patrolling the rail system to both deter crime and respond to incidents more quickly. This builds on the progress we have made throughout the past year to hold criminal offenders accountable through an increased police presence on the rail system, the launch of a new Public Transit Strategic Decision Support Center and strengthened, specialized transit crime investigations.”

“The CTA is one of the largest public transit systems in America and our office looks forward to working closely with them as they expand and invest in their security environment,” Cook County Sheriff Tom Dart noted. “Along with providing Sheriff’s Police officers that will soon be patrolling the CTA, my office will be leading a public safety task force for the new Northern Illinois Transit Authority starting in June. NITA is a recently created government body that will oversee CTA, Metra and Pace.”

According to CTA, it has worked with CPD to implement new police missions across its system, including:

• “Transit Rider Interaction Program (TRIP) missions: Teams of six-eight officers board trains and inspect cars at high-incident stations. More than 300 TRIP missions have been conducted since they were launched in January; crime at targeted stations dropped 15%.
• “Bus Ride-Along missions: Officers patrol CTA bus routes with the most reported crimes and highest rates of fare evasion.
• “Bus Safe Corridor missions: Police are stationed at bus stops in high-crime areas during peak hours.”

* CTA reported that the improved security numbers since the December 2025 introduction of the CTA and CPD’s joint security surge “are compelling”:

• “Total transit worker assaults fell 25% in January and 29% in February when compared to the six-month average leading up to the start of the security surge in December 2025.
• “[W]hen comparing the period since the start of the surge (Dec. 19, 2025) through the end of February 2026, with the same period in the previous year: Violent crime on buses plummeted 19%; systemwide crimedropped 9%; and incidents of crime on CTA’s rail system fell 9%.”

Starting the week of March 8, WMATA reported that new non-slip decals will be on the floor of 20% of its Kawasaki Rail Car, Inc.-built 7000-series rapid transit cars for approximately three months, “reminding customers sitting in priority seats to offer them to those in need.“

Priority seating, it noted, is intended for “people with disabilities, people who use mobility devices, older adults, pregnant people, and others with not-always-visible disabilities.” These seats are next to the center doors of each railcar and are marked with signs above the seat, but the signs “can be difficult to see in crowded trains or when customers are seated,” according to WMATA, which serves a population of approximately four million people across Washington, D.C., Maryland, and Virginia within a 2,054-square-mile jurisdiction. The transit agency has a network of six rail lines, 98 stations, 126 bus routes, and a door-to-door paratransit service (see map below).

The floor decals “will remind customers to look up and proactively offer the seat to fellow passengers who may need it more,” according to WMATA.

“Accessible transit is as much about infrastructure as it is about culture,” WMATA Chief Customer Officer Sarah Meyer said. “In a world where many of us are distracted by our phones and plugged into noise-cancelling headphones, we sometimes forget about our surroundings. These decals are a simple but powerful reminder that we all share responsibility in making [WMATA] welcoming and accessible to everyone.”

WMATA said it will use feedback from riders, its Office of ADA Policy & Planning, and the Accessibility Advisory Committee to evaluate the pilot’s effectiveness before deciding the next steps. It noted that its upcoming fleet of Hitachi-built 8000-series cars will also include more accessibility features, including a dedicated spot for people using wheelchairs.

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

CSS is continuing its multi-year locomotive modernization initiative, which includes major rebuilds that extend the life and utilization of its mainline fleet. By the end of 2026, 12 of 13 road locomotives will have undergone comprehensive mechanical overhauls, including upgraded electrical systems, traction components, and improved cab ergonomics, according to Anacostia.

“These rebuilds have already reduced shop time and improved fleet availability,” said Chief Mechanical Officer Justin Moon. “With rebuilt components below the deck, our locomotives perform more consistently and require fewer surprise repairs. The return on investment has been very strong.”

NYA’s mechanical team has expanded its capabilities and now completes locomotive rebuilds internally, “reducing downtime from a year or more to just six months,” according to the company. The current focus is GP38-2 #261, which is receiving rebuilt engines, upgraded generators, a new compressor, improved LED lighting, enhanced cab ergonomics, and an upgraded electrical cabinet.

“Having this work done in-house gives us greater control over timing, costs, and quality,” said NYA President Marlon Taylor.

The mechanical shop now consists of 10 employees, including a Quality Assurance Manager, Gene Beaubien, whose role “ensures compliance with industry standards and supports continuous improvement.”

The post CSS, NYA Take Part in Locomotive Upgrades appeared first on Railway Age.

Intramotev, developer of the TugVolt autonomous battery-electric railcar, has appointed Ray Betler, former Wabtec President and CEO, as an Independent Director for its Board.

“Ray began his career as a Propulsion Systems Design Engineer at Westinghouse, where he rose to become the youngest Head of Engineering and later President and CEO in the company’s 120-year history,” Intramotev reported March 12. He joined Wabtec in 2008, becoming COO, then President and CEO. During his tenure, Betler led Wabtec’s global operations, directed the strategic acquisition of Faiveley Transport, and led the company through its merger with GE Transportation, which was completed in early 2019. This doubled Wabtec’s size to more than $8 billion in revenue and 27,000 employees worldwide and secured the company’s place in the Fortune 500, noted Intramotev, which describes itself as “the first company in the world to commercially deploy autonomous freight railcars.” Betler retired from Wabtec in summer 2019; he was succeeded by Rafael Santana, who had been President and CEO of GE Transportation prior to the merger.

“Betler’s appointment comes as Intramotev continues to demonstrate real-world impact for customers,” the St. Louis-based manufacturer said. “In 2025, the company moved over 350,000 tons of material for customer Carmeuse Americas. In February of 2026, Intramotev began a commercial deployment with Watco, one of the largest short line railroad holding companies in North America.”

“Ray has spent his career at the forefront of rail innovation,” Intramotive CEO Tim Luchini commented. “He’s led global organizations through times of transformation, and having his experience at Intramotev will be invaluable as we continue to grow.”

“Intramotev’s technology is already delivering measurable results for customers, and it’s clear the company has only scratched the surface of what’s possible,” Ray Betler noted. “I look forward to supporting the team as they expand adoption of a technology our industry truly needs.”

Separately, rail industry veteran Harry Zander joined Intramotev last spring as Chief Commercial Officer.

• Intramotev: $14.4MM to Retrofit Rail Industry Growth
• Eagle Drayage Deploying Intramotev TugVolt

The post Ray Betler Joins Intramotev Board appeared first on Railway Age.

Investment firm Ridgewood Infrastructure on March 10 reported acquiring a controlling interest in California-based Sierra Railroad Company (Sierra), which provides short line, switching, storage, and transloading services. At the same time, it said, Sierra is acquiring Central Valley Ag Transport (CVAT), an agricultural products transload facility owner and operator serving customers along Sierra’s rail network.

Sierra’s operating subsidiaries include Sierra Northern Railway (SERA), Railway Age’s 2026 Short Line of the Year Honorable Mention, which owns and operates the freight rail business and provides switching, storage, and transloading services across approximately 130 miles of track in California. SERA interchanges with BNSF and Union Pacific, and its network is located near dairy and agricultural regions, West Coast ports, and industrial centers.

According to Ridgewood Infrastructure, its transaction also includes SERA’s subsidiary Railpower, Inc. Last fall, their jointly developed HFC (hydrogen fuel cell)-powered, ZE (zero-emission) four-axle switcher entered service. The unit—the first of four—is described as “the first [of its type] in the United States built specifically for freight rail.”

“The acquisition of CVAT strengthens SERA’s platform by vertically integrating agricultural transload capabilities that are essential to California’s dairy and broader agricultural industry,” Ridgewood Infrastructure said. “CVAT provides specialized transloading services along SERA’s network, enabling efficient movement of feed and agricultural products while deepening customer relationships and increasing rail utilization.”

“SERA is a high-quality short line rail platform with strong fundamentals, a diversified customer base, and a strategic footprint in some of California’s most important industrial and agricultural corridors,” said Ridgewood Infrastructure Partner Ryan Stewart, who is a former Managing Director for Fortress Investment Group’s infrastructure business. “Our team brings deep experience owning and operating short line and other railroad businesses across the United States, and we see meaningful opportunities to build on SERA’s strong foundation by driving additional freight volumes for both existing customers and new customers, expanding transload capabilities, and supporting innovation across the platform.”

“This partnership with Ridgewood marks an important next step for SERA,” noted Kennan H. Beard III, CEO of SERA. “Ridgewood’s experience operating rail and infrastructure businesses, combined with their investment approach, gives us the resources and support to accelerate execution across the platform. We are focused on growing volumes, expanding transload capacity, and continuing to serve our customers with the reliability and responsiveness they expect.”

“In selecting a partner for Sierra, it was critical to find an investor with the sector expertise, aligned strategic perspective, and financial capacity to support the company’s next phase of growth,” commented Mike Hart, Founder of Sierra, who has led the company since its acquisition in 1995. “Sierra had reached a point where meaningful near-term investment was required to pursue identified opportunities. Ridgewood stood apart as a differentiated, value-added partner with a deep understanding of the rail industry and a proven track record of building lower middle-market infrastructure businesses. Their experience and approach made them the right long-term owner for Sierra, and I am pleased to remain a significant investor alongside Ridgewood.”

Ridgewood was advised by King & Spalding and Truist Securities. Sierra was advised by Northborne Partners, and Honigman LLP served as its legal counsel. Debt financing for the transaction was provided by Brookfield Infrastructure Credit.

• SERA Celebrates USA’s 250th Anniversary With Specially Painted Locomotive
• SERA Debuts HFC ZE Switcher
• SERA Orders More Ballard Fuel Cell Modules
• SERA Acquires RailPower LLC Assets

The post Ridgewood Infrastructure Acquires Sierra appeared first on Railway Age.

According to the company, the SIDINGS API structures industry data in a way that makes it “significantly easier for software, AI tools, and enterprise systems to identify relevant facilities, services, and routing-related options in real time.” The launch, Standard Rail says, “marks an important step forward in how rail-served services can be discovered, understood, and utilized by both individual users and organizations.”

“SIDINGS is about making rail-connected services easier to find, easier to understand, and easier to use,” said Robert Skarzynski. “By structuring this data for machine-readable access, we are creating a foundation that allows people to use it directly, use it with AI, and integrate it into their own internal tools and workflows.”

The SIDINGS API enables users to:

• “Access structured, real-time service data in a machine-readable format.
• “Use that data in their own tools, workflows, and digital processes.
• “Support AI-assisted discovery and decision-making.
• “Integrate live service information into enterprise systems and applications.”

For shippers, Standard Rail says this means “faster access to structured service data that can support better decisions and more efficient workflows.” For facilities, it means “stronger discoverability in an environment increasingly shaped by both human users and machine-based systems.”

The launch of the SIDINGS API is the first step in a broader API and data infrastructure Standard Rail is building to support “smarter search, deeper integrations, and more intelligent use of rail-connected services across the industry,” the company noted.

As logistics, procurement, and supply chain systems continue to evolve, structured real-time access to rail service data will become increasingly important, the company said. “Standard Rail believes the SIDINGS API represents an early foundation for how these services will be used in the future.”

The post Standard Rail Launches SIDINGS™ API appeared first on Railway Age.

“Retailers and manufacturers brought in cargo ahead of the Lunar New Year holiday, when many factories paused production in Asia,” Port of Los Angeles Executive Director Gene Seroka said at a media briefing (watch, below). “As we head into our traditional slack season, it will be followed by some replenishment of inventories, particularly spring and summer fashion goods. The Port of Los Angeles will be prepared with efficient operations, terminal capacity and the world’s best waterfront workforce.”

 Seroka noted that while cargo volume remains steady, “global developments are creating uncertainty across supply chains.”

“With so many developments affecting supply chains—from the conflict unfolding in the Middle East to the Supreme Court tariff ruling and broader trade policy shifts—there’s real uncertainty across the industry right now,” Seroka said. “Even so, manufacturing flows serving the United States continue to move, and we’re not seeing disruption to U.S.-bound cargo today.”

February 2026 loaded imports totaled 433,812 TEUs, 5% higher than last year. Loaded exports reached 116,633, an increase of 7%. The Port processed 273,878 empty container units, 2% less than last year.

Two months into the year, the Port of Los Angeles has handled 1,636,324 TEUs, 5% less than last year.

Joining Seroka for the briefing was Ron Widdows, former CEO of Neptune Orient Lines and current CEO of FlexiVan Leasing, a leading U.S. intermodal chassis provider. Widdows discussed shipping network adjustments as carriers respond to tensions in the Middle East, as well as tariff uncertainty following the Supreme Court decision and the broader outlook for global trade.

Current and historical cargo data, including fiscal year-end totals, are available here.

The post Port of Los Angeles: February Cargo Volume ‘Second Best on Record’ appeared first on Railway Age.

The American Short Line and Regional Railroad Association (ASLRRA) will present North Shore Railroad (NSHR) with the 2026 Veterans Engagement Award at its Annual Conference and Exhibition next month in Minneapolis, Minn.

The award honors member railroads that “go above and beyond to recruit, retain and support U.S. military service members,” ASLRRA reported in the March 12 edition of its Views & News email newsletter. “In addition to strong internal hiring and recognition programs, recipients must demonstrate meaningful, sustained engagement with veterans and military organizations in the communities they serve.”

NSHR, it said, stood out in every category, pairing “highly visible community engagement with an equally strong commitment to the veterans within its own workforce, showing appreciation through its actions.”

NSHR in 2024 unveiled two locomotives honoring military service and sacrifice. The Veterans Unit, LVRR 9052, recognizes service members and features the silhouettes of three soldiers saluting the American flag; it bears the phrase “All gave some.” The Memorial Unit, LVRR 9050, honors all service members who have lost their lives in the line of duty and includes the shadow of two soldiers paying their respects to a fallen comrade; written on this unit is the phrase “Some gave all.”

The locomotives are more than symbolic, ASLRRA said. NSHR in 2025 held a fundraiser train ride using its military units, raising $12,000 for two nonprofit organizations benefiting veterans, Central Pennsylvania Wreaths Across America and Heroes & Horses. In 2024, it donated all proceeds from the inaugural fundraising event to Expedition Orange and Lycoming County Hometown Heroes.

The railroad has raised a total of $32,000 for veterans organizations through ticket and merchandise sales, according to ASLRRA. To ensure these efforts continue to grow, it said, NSHR has set up an application process for qualifying veterans programs to request train ride fundraising with the military units.

When not used in special events, the military units are deployed in regular freight service. Their visibility along NSHR’s routes “turns everyday operations into a public reminder of the importance of recognizing the service of the nation’s military members,” ASLRRA noted.

The short line’s commitment to veterans is evident within the company as well, according to the association. “While NSHR does not operate a large-scale recruitment campaign due to its size, honorably discharged veterans who apply are automatically placed on a preferred candidate list,” ASLRRA reported. “Today, veterans make up 15% of the railroad’s workforce, a significant figure for a small organization.”

“Retention tells an even stronger story,” ASLRRA continued. “Veteran employees have tenures ranging from four to 23 years, with an average of 15 years of service. Seventy percent have earned at least one promotion, reflecting the company’s commitment to investing in growth and building from within.”

According to the association, recognition is part of NSHR’s culture. “Before officially unveiling the Veterans Unit, NSHR dedicated the locomotive to its military veteran employees,” ASLRRA reported. “Each person received a challenge coin and tactical jacket with custom patches, and they all signed an interior board of the locomotive that was sealed to remain on permanent display.”

Additionally, every year in honor of Veteran’s Day, NSHR President and CEO Jeb Stotter gives a gift card and note of thanks to each veteran employee. There is also a stop order on Nov. 11, with a minute of silence at 11 a.m. followed by one long horn blast.

“Altogether, NSHR is an organization making recognition and support of military veterans a daily practice,” ASLRRA said. “Through visible community engagement and a workplace culture that values veterans as leaders and teammates, the railroad shows a sustained commitment to servicemembers that embodies the spirit of ASLRRA’s Veterans Engagement Award. With its actions, NSHR sets a standard for how short lines can meaningfully support those who have served.”

HDR and Watco were ASLRRA’s 2025 and 2024 Veterans Engagement Award honorees, respectively.

NSHR earned Railway Age’s Short Line of the Year award in 2017; its sister railroad, Union County Industrial Railroad, earned the award this year. Both railroads are North Shore Railroad Company affiliates. UCIR will be presented with the Railway Age award at the ASLRRA Conference and Exhibition in Minneapolis.

• NSHR Unveils ‘Semiquincentennial Locomotive’
• We Need Strong Public Policies. It’s Up to You!
• LSRC to Receive ASLRRA’s Environmental Achievement Award

The post NSHR To Be Honored for ‘Veterans Engagement’ appeared first on Railway Age.

The International Association of Sheet Metal, Air, Rail, and Transportation Workers – Transportation Division (SMART-TD) on March 3 sent a letter to senators and representatives, urging them to support the Union Pacific–Norfolk Southern (UP-NS) merger.

“Beyond workforce stability, this merger presents significant opportunities to strengthen freight mobility nationwide. The creation of the nation’s first coast-to-coast railroad would expand service options, improve network fluidity, reduce truck congestion on taxpayer funded highways, and support long-term economic growth,” the union wrote in the letter (download below).

The Surface Transportation Board (STB) rejected the railroads’ first merger application as “incomplete.” UP and NS are expected to refile their application by April 30.

The post SMART-TD Urges Congress to Support UP-NS Merger appeared first on Railway Age.

BNSF on March 12 reported celebrating the official groundbreaking of its new Logistics Center North Dallas. Located in Gunter, Tex., an hour north of Dallas near State Highway 289, it will be a 944-acre multi-customer, multi-commodity industrial park. This BNSF-owned facility, like the railroad’s five others in Hudson, Colo.; Oklahoma City, Okla.; Fontana, Calif.; Sweetwater, Tex.; and Cleveland, Tex., will “create a speed-to-market advantage for customers by helping them save up to nine to 12 months of development time,” according to the railroad.

The Logistics Centers are described as differing from private business parks by BNSF “investing directly in the development of the facility to create sites in under-served, strategic, and primarily end-user markets.”

Construction of Logistics Center North Dallas’ first phase is slated to take approximately 19 months. BNSF and the City of Gunter “continue to work closely together with plans for future zoning and platting requirements,” the Class I said.

“Gunter is well-placed in one of the fastest‑growing corridors in the country, and this new logistics center positions our customers to take full advantage of that momentum,” BNSF Assistant Vice President of Economic Development and Real Estate Scot Bates noted. “By offering direct rail service and a ready‑to‑build site, we’re helping customers expand their supply chain reach faster and more efficiently.”

“This groundbreaking represents an important step for Gunter’s future,” added Gunter Mayor Karen Souther. “Getting here required hard conversations, meaningful collaboration, and a commitment from everyone involved to find a path that will protect our community while creating opportunities. I am so proud of where we are today and of the partnership that helped make it possible.”

Launched last year as part of our #RoomtoGrow strategy, CPKC’s Site Ready program supports customers with efficient industrial solutions driving economic growth continent-wide. This year we’ve added 14 Site Ready locations to the program, making it 22 across our North American… pic.twitter.com/iTRK3CbRpj

CPKC, also on March 12, reported the certification of 14 new Site Ready rail-served industrial development sites. The sites are located across six U.S. states, three provinces in Canada, and two states in Mexico, and are said to open more than 6,600 acres of immediately developable land to prospective manufacturers, logistics operators, and supply chain partners. Certified in partnership with global engineering and construction firm Burns & McDonnell, CPKC said the locations are “tailored for versatility, scalability and long-term operational success.” The railroad now has 22 such locations across North America.

“Our Site Ready Program supports customers with efficient industrial solutions and drives economic growth continent-wide,” said John Brooks, CPKC Executive Vice President and Chief Marketing Officer. “Each certified location is designed to streamline development, accelerate timelines, and create new value for both business and communities through unparalleled rail connectivity.”

According to CPKC, the sites are part of its Room to Grow strategy and are “located close to major markets, ports and distribution hubs for optimized logistics”; “pre-certified for rail service”; and backed by CPKC “expertise, from initial site selection to ongoing rail operations”; and their “development drives local job creation, capital investment and lasting economic benefits.”

The NS-served industrial site in Muncie, Ind., has earned Gold REDI (Ready for Economic Development Investment) Site certification, the railroad announced March 12. “Indiana has the highest concentration of manufacturing employment on a per capita basis, twice the U.S. average, underscoring the state’s industrial strength and importance of rail-served development,” NS noted. “The certification reflects the site’s preparedness to support the region’s target industries, including advanced manufacturing, food processing, metals processing, logistics, and industrial operations, with direct rail access and connectivity to key transportation corridors.”

The 80-acre Muncie site is along NS’ high-capacity Chicago to Atlanta corridor and nine miles from I-69.

The Site Selectors Guild’s REDI program is said to evaluates sites on key criteria including:

• “Infrastructure capacity and utility readiness.
• “Environmental due diligence and site control.
• “Transportation access, including rail service.
• “Workforce availability and regional market access.
• “Development timeline and overall project feasibility.”

According to NS, a Gold certification indicates the site meets “rigorous standards and is prepared to support large-scale manufacturing, logistics, or industrial operations.” A total of 18 NS-served sites (NSites) have received a REDI designation.

“Gold REDI certification demonstrates that this Muncie site is ready to compete for significant industrial investment,” NS Director of Industrial Development MaryBeth Flournoy said. “With direct rail service and strong regional infrastructure, the site offers companies the connectivity and reliability they need to grow while strengthening economic opportunity in Indiana.”

“In today’s competitive industrial market, speed and certainty drive location decisions,” added Traci Lutton, Vice President of Economic Development for the Economic Development Alliance of Muncie-Delaware County, Ind. “Through our partnership with NS and the REDI Sites program, achieving Gold certification mitigates risk, accelerates timelines, and positions Delaware County as a rail-served community ready for industrial investment.”

• Building Successful Industrial Development Spaces

The post BNSF, CPKC, NS: Accelerating Industrial Development appeared first on Railway Age.

The Station Inn, a fan-favorite bed and breakfast just steps away from Norfolk Southern’s busy former Pennsylvania Railroad main line in Cresson, Pa., has reopened its popular basement bar after a 20-year hiatus. 

The Station Inn was founded in 1993 by Tom Davis, who purchased a former railroad hotel built in 1866 and converted it into a bed-and-breakfast for rail enthusiasts. Besides offering visiting enthusiasts a place to recharge after a long day trackside, it’s possible to watch trains right from the front porch. The Lang family purchased the Inn in 2022.

A bar had operated in the hotel’s basement as early as 1904. Later, it became a pizza place. Not long after Davis purchased the hotel, he reopened the basement as a bar and ran it until about 2005, when he closed it to focus on the rest of the operation. Owner J. Alex Lang said that, after buying the hotel in 2022 and reestablishing it, one of his next goals was to reopen the bar. That happened earlier this winter, and it’s since become a popular watering hole for railfans and locals alike. The bar offers a variety of small plates and snacks, a cocktail menu, and local beers and wines. It’s presently open Thursday through Saturday, from 5 to 10 p.m. For more information, visit yardofficelounge.com.

—Justin Franz

The post Pennsylvania’s Station Inn Reopens Popular Bar appeared first on Railfan & Railroad Magazine.

Political divisions may cause Democrats to attempt a procedural block on a floor vote as they are infuriated that POTUS 47 has almost exclusively been nominating Republicans for senior government posts while firing Democrats already holding office.

However, Republicans in 2025 reinterpreted Senate rules to allow nominees to move in a large group without a previously typical pairing of Republican nominees with Democratic nominees. This reinterpretation—a practice reducing opportunities for political obstruction—allowed Republican Michelle A. Schultz to be confirmed to a second five-year term in December as one of more than 80 Republican nominees and no Democrats. This contrasts with Senate floor confirmation in May 2024 of Republican Chairperson Patrick J. Fuchs to a second term where he was paired with Democrat Jennifer Homendy, who is now chairperson of the National Transportation Safety Board.

Among POTUS-47 fired Democrats—with no cause shown as is required by statute—was STB member Robert E. Primus, in a second term not expiring until Dec. 31, 2027. Primus alleges his August 2025 firing by POTUS 47 was unlawful. A federal district court has yet to rule. An appeal by either Primus or the Administration is likely following that decision. And it is not clear whether a court has authority to order reinstatement should Primus prevail on the unlawful firing claim.

Nor has POTUS 47 taken steps to ensure the STB’s current lone Democrat, Karen J. Hedlund, will remain. Her first term expired in December, leaving her in a maximum 12-month holdover period with no sign she will be renominated or that another Democrat will be named as her successor.

This is concerning. Two of the more significant rail regulatory decisions in generations—a major rail merger and a rulemaking overturning four decades of agency precedent—are on the STB’s voting agenda. They could be decided by just two members—both Republicans—if Kloster is not confirmed, Hedlund departs and a Democratic successor is not nominated and confirmed, and Primus is not returned to office or a Democratic successor to Primus is not nominated and confirmed.

The two sitting Republicans are Fuchs, whose second and final (by statute) term expires Jan. 14, 2029, and Schultz, whose second and final term expires Nov. 30, 2030. The STB governing statute contains no quorum requirement and has twice functioned in the past with but one member while awaiting reinforcements.

If the STB accepts an expected second merger application from Union Pacific (UP) and Norfolk Southern (NS)—the first rejected in January as incomplete; a revised version expected by April 30—the agency will be voting by mid-2027 on allowing the first U.S. Atlantic-Pacific transcontinental railroad to be created.

Expected earlier for a final vote is an STB-initiated rulemaking on easing the process by which shippers may obtain, at a currently single-railroad served facility, access to a second railroad to provide competitive rail service. So-called Reciprocal Switching creates, in theory, rate and service competition. It would be available to all rail shippers, not just captive shippers defined as lacking effective transportation alternatives to rail.

While the proposed UP-NS merger has received substantial public attention, the pending rulemaking—“Eliminating Regulatory Barriers to Competition: Review of Part 1144, Docket No. 788”—is also consequential. If finalized—Fuchs, Schultz and Hedlund expressed their support in calling for public comment—the new rule would repeal an existing one shippers consider the antithesis of a promise made to them by Congress in 1980 (Staggers Rail Act). The promise was to protect against railroad market power abuse. The rule targeted for repeal requires that shippers demonstrate railroads are engaging in anticompetitive conduct before those shippers become eligible for Reciprocal Switching relief. Shippers—agricultural, chemical, energy and manufacturing—have never been able to meet the burden.

While the former Interstate Commerce Commission once had 11 members—reduced in 1983 to five—successor STB was created in 1995 with three members. That number soon collided with the 1976 Government in Sunshine Act prohibiting an agency majority (just two when only three members) from discussing official business in a non-public setting.

The 2015 Surface Transportation Board Reauthorization Act increased STB membership to five, allowing a minority (two members) to discuss case issues under specific conditions. The provision was co-authored by Thune (then Commerce Committee chairperson) and senior committee Democrat Bill Nelson of Florida, with drafting by Fuchs, who then was a senior committee staff member.

Restoration of a five-person Board would enhance the ability of STB members to learn directly from peers their thought process and logic underpinning their concerns or likely vote. Such ability could be especially productive at the STB as, in this era of extreme political divide, there is remarkable collegiality among Republicans Fuchs and Schultz and Democrat Hedlund. Kloster has shown no inclination to upset that chemistry.

Although STB members—when their number is fewer than five—are still able to communicate second-hand through staff, the one-on-one process is considered most productive. In considering competition enhancing measures, there are complex ancillary issues such as the STB’s non-working rate reasonableness standards, including the Stand-Alone Cost (SAC) and Three-Benchmark processes, and application of a revenue adequacy constraint, all of which are ripe for merger-approval conditions. In many respects, the STB functions much as a multi-member judicial panel where collaboration among decision-makers improves decisional quality.

In this regard, the diversity of STB-member disciplines is noteworthy—Fuchs, with a Senate Commerce staff background; Schultz, an attorney with a small-business background and experience in commuter rail labor relations and lobbying; Hedlund, with a transportation consulting background; and Kloster, skilled in rail equipment supply. 

Kloster is president and founder of rail equipment consultancy Integrity Rail Partners, Inc. He has an extensive career in rail fleet management as well as experience with Class I and short line railroads. He is an executive board member of the National Industrial Transportation League and sits on the board of the Railway Supply Institute. He earned an undergraduate degree in business from Northern Illinois University and a master’s in marketing from the University of Alabama.

Kloster told Railway Age in July 2025 that his strength is “considerable time” working with railroads and shippers. He had early employment with Chicago & North Western Railway (now part of Union Pacific)—beginning, he said, as a “car department apprentice” the same week in 1980 that President Carter signed into law the 1980 Staggers Rail Act.

Kloster was confirmed to a seat vacated by former STB Chairperson and Democrat Martin J. Oberman, who retired in May 2024. With Republican POTUS 47’s inauguration in January 2025, the swing seat became available to a Republican.

Although Kloster and Schultz went before the Senate Commerce Committee together in November 2025, only Schultz was reported-out favorably. No vote was taken on Kloster, with sources saying it had to do with “paperwork delay.” Kloster’s still-open nomination was returned to the White House at the close of the first session of the 119th Congress in December. POTUS 47 nominated him a second time in January 2026. A second confirmation hearing was not held, and Commerce Committee Chairperson Ted Cruz (R-Tex.) scheduled the successful March 12 Commerce Committee vote.

The Commerce Committee on March 12 also favorably reported the nomination of Republican Michael Graham to a second term on the National Transportation Safety Board (NTSB). Earlier this year, the Senate confirmed to a first term on the NTSB Republican John DeLeeuw to replace Democrat Alvin Brown, who was fired by POTUS 47. Brown, as Primus, has challenged in court the legality of the firing. Should Brown prevail in court, there would be, theoretically, two people occupying the same NTSB seat.

Also fired by POTUS 47 at the five-member NTSB was Republican member Todd Inam, but his March 6 firing was, according to the White House, for cause, following allegations Inam was, as reported by Politico, guilty of “alcohol use at his job, harassment of staff and a host of other issues.” Inman denies the allegations. Currently serving on the NTSB are Democratic Chairperson Homendy, Republican Graham, Republican DeLeeuw (not yet sworn in) and Democrat John Chapman.

At the three-member National Mediation Board, Democrat Deirdre Hamilton is contesting in court her firing by POTUS 47, leaving that agency with one Republican (Loren E. Sweatt) and one Democrat (Linda Puchalla).

Railway Age Capitol Hill Contributing Editor Frank N. Wilner is author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, www.railwayeducationalbureau.com/product/ railroads-economic-regulation-an-insiders-account/, 800-228-9670. 

The post Kloster Advances; STB Questions Lurk appeared first on Railway Age.

Norfolk Southern Executive Vice President and Chief Operating Officer John Orr was honored as Railway Age’s 2026 Railroader of the Year on March 10 during the traditional dinner hosted by the Western Railway Club at the Union League Club of Chicago. Earlier in the day, he, in a discussion with Railway Age Executive Editor Marybeth Luczak, closed out the Next-Generation Freight Rail Conference.

“Surrounded by family and friends last night, I was deeply honored and humbled to accept the Railroader of the Year award—and grateful for the opportunity to reflect on what this industry and its people mean to me,” Orr said. “Railroading has never been about one person. It’s about people, purpose and continuous improvement. Throughout my career, I’ve learned that if you’re standing still, you’re losing ground—and if you think you’re done learning, you have already lost. At Norfolk Southern, our PSR 2.0 transformation is anchored in safety and stability. Everything else depends on it.

“From there, we focus on building leaders at every level, pushing decision‑making closer to the work, and using data and curiosity to solve real problems—not just talk about them. PSR 2.0 ‘the evolution of railroading in the digital age,’ isn’t ‘either/or.’ It’s safety and service, people and process, reliability and profitability. When you invest in people and treat them as though they are full of capability, they become force multipliers for everyone around them. This recognition belongs to the many railroaders who show up every day to learn, adapt and move this industry forward—together.

“In his distinguished career as a railroader, spanning North America, John started in the field as a train and engine service employee,” Railway Age Editor-in-Chief William C. Vantuono noted. “Today, as Chief Operating Officer of Norfolk Southern, he continues to spend most of his time in the field, where the work is performed 24/7. That says a lot. I am honored to have known him in a professional capacity for a long time. I’ve learned a lot from John through the experiences I’ve had accompanying him as he runs a railroad as few people can. But most meaningful to me, I am blessed to have him as a friend. Since 1964, when the first Railroader of the Year, Southern Railway’s Bill Brosnan—now a legend—was honored, few have been as deserving of this award as John Orr.”

The post Norfolk Southern’s John Orr Honored as 2026 Railroader of the Year appeared first on Railway Age.

Recognizing his years of dedicated service and leadership to the global heavy haul rail community, the Association said, “Scott Lovelace has been a central figure in IHHA’s evolution, strengthening the Association’s technical programs, global collaboration, and commitment to advancing safe, efficient, and innovative heavy haul operations. The IHHA Board expressed deep appreciation for Scott’s contributions, including his stewardship of major conferences, technical exchanges, and member engagement initiatives.”

“With gratitude and respect, we thank Scott for his remarkable service,” said Kari Gonzales, MxV Rail President & CEO and IHHA Chairperson. “His dedication to IHHA and to the heavy haul industry worldwide has left a lasting legacy.”

Merheb, a long-serving IHHA leader, will step into the CEO role following his acceptance of the Board’s appointment. He brings more than a decade of technical, academic, and executive experience in heavy haul railway engineering.

Merheb holds a PhD, MSc, and BSc in transportation infrastructure and civil engineering, and has served as a researcher in the United States and Brazil.

“We are thrilled to welcome Antonio into the CEO role,” Gonzales said. “His deep technical expertise, global perspective, and long-standing commitment to IHHA’s mission make him the ideal leader to guide the Association into its next chapter.”

As IHHA prepares for upcoming conferences, workshops, and strategic initiatives, Merheb will work closely with the Board, members, and industry partners “to continue advancing heavy haul rail innovation, safety, and collaboration worldwide,” the Association noted.

“I am honored to lead IHHA at this pivotal time,” said Merheb. “Together, we will continue to foster innovation, enhance global collaboration, and ensure that our industry remains at the forefront of transportation excellence. I look forward to working with our members and partners to build on the Association’s achievements and drive new progress in the years ahead.”

The post IHHA CEO Scott Lovelace Retires; Antonio Merheb Named Successor appeared first on Railway Age.

New Hampshire’s Mt. Washington Cog Railway has received the first of two new boilers that will allow the mountain-climbing railroad to continue running steam for years to come. 

From 1869 until 2008, steam ruled the west slope of Mt. Washington. Constructed in the 1860s, the Mount Washington Cog Railway was the world’s first mountain-climbing cog railroad. However, in the late 2000s, diesel locomotives began to replace most steam locomotives. For a few years, only the first run of the day up the hill featured steam. In recent years, the railroad has offered a handful of trips to the summit behind steam, as well as a Mid Mountain Steam Special that travels about halfway up the hill. Presently, there are two steam engines on the active roster: Locomotive 2 Ammonoosuc, built in 1875, and 9 Waumbek, built in 1908. Both locomotives were constructed by the Manchester Locomotive Works, which later became part of the American Locomotive Company.

The new boilers are being built by Maine Locomotive & Machine Works in Alna, Maine. The first boiler is being used on locomotive 9, and officials said they hope to have the engine reassembled and in service this year.

—Justin Franz 

The post Mt. Washington Receives New Boiler appeared first on Railfan & Railroad Magazine.

Total U.S. rail traffic for the week ending Feb. 28, 2026, and Feb. 21, 2026, rose 1.6% and 10.7%, respectively.

U.S. Class I railroads moved 514,996 carloads and intermodal units for the week ending March 7, 2026, AAR reported March 11. Total carloads came in at 231,889, up 5.7%, and intermodal volume was 283,107 containers and trailers, up 1.8% from the same week last year.

For the week ending March 7, 2026, eight of the 10 carload commodity groups posted an increase compared with the same week in 2025. They included coal, up 4,464 carloads, to 62,480; grain, up 3,656 carloads, to 25,313; and chemicals, up 1,378 carloads, to 34,464. Commodity groups that posted decreases compared with the same week in 2025 were nonmetallic minerals, down 297 carloads, to 28,142; and forest products, down 117 carloads, to 8,068.

For the first nine weeks of 2026, U.S. railroads reported cumulative volume of 1,994,393 carloads, a 5.5% increase from the prior-year period; and 2,474,208 intermodal units, a 0.7% fall-off from last year. Total combined U.S. traffic for the first nine weeks of 2026 was 4,468,601 carloads and intermodal units, up 2.0% compared with last year.

North American rail volume for the week ending March 7, 2026, on nine reporting U.S., Canadian, and Mexican railroads totaled 337,025 carloads, up 4.6% from the same week last year, and 371,354 intermodal units, up 3.7% from last year. Total combined weekly rail traffic in North America came in at 708,379 carloads and intermodal units, up 4.1%. North American rail volume for the first nine weeks of this year was 6,150,558 carloads and intermodal units, up 2.7% from 2025.

Canadian railroads reported 91,046 carloads for the week ending March 7, 2026, down 0.1%, and 73,037 intermodal units, up 3.5% compared with the same week last year. For the first nine weeks of 2026, they reported cumulative rail traffic volume of 1,438,199 carloads, containers, and trailers, up 2.4%.

Mexican railroads reported 14,090 carloads for the week ending March 7, 2026, rising 21.2% from the same point last year, and 15,210 intermodal units, up 56.9%. Their cumulative volume for the first nine weeks of this year came in at 243,758 carloads and intermodal containers and trailers, increasing 19.1% from the same point last year.

The post AAR: U.S. Rail Traffic Up for Fourth Consecutive Week appeared first on Railway Age.

RAILWAY AGE NEXT-GEN FREIGHT RAIL CONFERENCE, MARCH 10, 2026: Union Pacific sees end-to-end scale and past merger lessons supporting its consolidation case with Norfolk Southern, but peers flag competition loss and gateway risk. Union Pacific noted that it is talking to several Class I carriers behind the scenes, potentially paving the way for some concessions. The Surface Transportation Board is streamlining environmental permitting and is committed to overhauling switching rules.

In a discussion with Railway Age Editor-in-Chief William C. Vantuono (who joined via video conference link), the CEOs from Union Pacific and Norfolk Southern, Jim Vena and Mark George, expressed confidence that the merger will pass review, citing clear alignment with regulatory criteria and broad shareholder support. Vena expects the application to demonstrate public interest, customer benefits, job protection and stronger competition, arguing that an end-to-end railroad lowers costs and reduces truck congestion, all while preserving union jobs. Operationally, the merger will likely be integrated gradually to avoid serious disruption, drawing on lessons from past rail consolidations as well as leveraging agreements with the other Class I’s. They also noted that they are working with other Class I’s behind the scenes. These discussions are likely to secure solutions for the limited numbers of customers that are slated to lose rail options with the proposed merger and may also be the beginning of Union Pacific offering some concessions. Both leaders also highlighted leveraging best-in-class practices, including tech portals, engineering and operating discipline as standards to scale across the combined network. They also pointed to AI-driven inspection and analytics as key tools to improve safety, efficiency and asset utilization over time.

Peers across the industry, including both Canadian roads (CN and Canadian Pacific Kansas City) and BNSF (CSX chose not to participate), argued the merger would reduce competition, unlike prior deals that added capacity and end-to-end options with no overlap. They warned the scale of the transaction would concentrate market power, eliminate shipper choice, and introduce service integration risks at critical gateways like Chicago. With networks already delivering growth through targeted investment, innovation and competition, they questioned the need for a high-risk merger when the current rail network is functioning well.

CPKC CEO Keith Creel (also in a discussion with Vantuono) put it best when he said the truth is found in three places: “Your truth, my truth and the truth,” and ultimately “The truth” will decide this merger. “Too big to fail is said for a reason,” he noted. “If it fails, wer all suffer … Ultimately, is that what’s in our nation’s best long-term interests?”

I conducted a fireside chat with all three sitting STB members—Chair Patrick Fuchs, Vice Chair Michelle Schultz and member Karen Hedlund (nominee Dick Kloster is set to appear at an executive session in the Senate Committee on Commerce, Science, and Transportation later today, March 11). The STB is pushing to streamline regulation, with faster environmental reviews and potential categorical exclusions that could reduce project costs and timelines. Clearer federal preemption would limit regulatory fragmentation and support more predictable interstate rail operations. On reciprocal switching, the Board is reconsidering the decades-old framework, as members maintain that the previous industry consensus on switching is stale. They argued that an improved U.S. rail network supports an overhaul. The one thing that struck me was how well all three Board members seemed to work together and generally be on the same page. While they were prohibited from answering any direct questions on the merger, I believe a thorough review of the Union Pacific/Norfolk Southern combination will be conducted and do not expect a resolution until sometime in mid-2027.

There were also separate presentations on technology being used in the industry where railroads highlighted their ability to improve reliability, safety and the customer experience. AI is being used in inspection portals and locomotive-mounted systems to analyze high-resolution images and detect defects without disrupting operations. Intermodal facilities are deploying automation and autonomous vehicles to increase capacity and labor productivity. Digital tools are also improving ETA accuracy and exception management, reducing hidden costs from rail variability.

The post TD Cowen: Takeaways From the Next-Gen Freight Rail Conference appeared first on Railway Age.

Norfolk Southern (NS) and Progress Rail, a Caterpillar company, are collaborating to upgrade 96 DC-traction NS locomotives to AC. Deliveries will start in 2027 and be completed in 2029.

Each upgrade from Progress Rail will feature:

• Individual axle control “for superior traction.”
• Diesel Engine Management (ADEM®) “for improved performance.”
• Remanufactured 16‑cylinder EMD 710 engines producing 4,300 horsepower.

The SD70ICC Tier 2+ AC traction conversions from EMD® SD70M-2 DC, NS says, deliver:

• “Stronger productivity: Fewer engines needed to pull a train.
• “Reliability gains: The upgrades improve reliability by 40% and increase haulage capacity by 55%.
• “Each conversion extends a locomotive’s life by at least 20 years, with significant savings compared to the cost of buying new.
• “Fuel savings: The conversions are 3% more fuel efficient.”

NS’s modernization roadmap includes new locomotives, a DC-to-AC program and a “push to reduce engine models from 13 to four over the next decade,” the Class I noted. Fewer models mean “lower maintenance costs, simplified training and tooling, and greater operational consistency,” according to NS, which, in 2025, led the industry in Fly Rate, “a key measure of mechanical performance, achieving a rate of 1.14, well below the industry benchmark.”

Today, nearly 90% of the company’s in service road fleet locomotives are AC traction, and the entire fleet uses energy management software, “making NS the only railroad using the fuel efficiency technology across its entire fleet,” according to the Class I.

“By modernizing existing units, Norfolk Southern is taking a significant step toward a more efficient future. Our SD70ICC conversions deliver the performance and reliability railroads need while helping them meet their sustainability goals. This order underscores Progress Rail’s commitment to providing innovative solutions that help customers strengthen performance across their network,” said Progress Rail Locomotive EVP Jack Zhang.

“These conversions are a tangible example of how we’re modernizing our fleet to drive safe, reliable, and efficient operations for the long term. By upgrading to AC traction, we’re strengthening network resilience, improving fuel efficiency, and extending the life of our assets—while giving our customers greater haulage capacity and the consistent service they need to support their own growth and sustainability goals,” said NS VP, Mechanical and Chief Mechanical Officer Brian Barr.

The post NS, Progress Rail Collaborate to Upgrade 96 Locomotives appeared first on Railway Age.