Prototype News

HNTB

HNTB Corporation on Jan. 12 announced several key leadership changes that it says, “strengthen cross-functional collaboration and ensure clients benefit from the full strength of the firm. This enhanced structure positions HNTB to continue meeting the growing demand for innovative infrastructure solutions and supporting clients at every stage of project development and delivery.”

Inabinet

Mike Inabinet, PE, has been named President, Markets and Services; Chris Gale, PE, has been named Chief Operating Officer; and Michelle Dippel has been named Region President of HNTB’s newly expanded West Region.

Inabinet will lead HNTB’s market sectors and professional services, advancing integrated strategy, delivery and innovation. He will collaborate across disciplines to support clients and guide growth across a broad portfolio including aviation, transit, rail, bridges, digital infrastructure and other multidisciplinary practices.

Gale

Gale will oversee firmwide operations with an emphasis on performance, delivery and operational excellence. He will drive consistency in project execution, foster innovation and support the development of next-generation tools and processes to drive growth.

Dippel

Dippel will lead HNTB’s newly expanded West Region, which now includes the firm’s West, Central and Great Lakes Divisions. This unified regional footprint, the firm says, “strengthens HNTB’s ability to serve clients across a broader geography and deliver cohesive, multi-disciplinary support for major infrastructure programs.” Dippel will focus on regional growth, client partnership and talent development to meet accelerating demand for transportation, mobility and community-shaping infrastructure.

“HNTB’s growth strategy centers on discovering what our clients value and delivering that value better than anyone else,” said Rob Slimp, PE, HNTB Chairman and CEO. “These leadership appointments strengthen our ability to collaborate across teams and deliver extraordinary value, ensuring we continue creating exceptional outcomes for our clients and the communities we serve.”

Greenbrier

The Greenbrier Companies on Jan. 13 announced the appointment of Travis Williams as its new Head of Investor Relations, reporting to Michael Donfris, Chief Financial Officer.

In this role, Williams is responsible for managing Greenbrier’s interactions with the investment community, including institutional investors, equity research analysts, and other key stakeholders.

With more than 20 years of experience in investor relations, capital markets, and equity analysis, Williams brings extensive knowledge and a proven track record of enhancing shareholder engagement and driving long-term value creation. Williams most recently served as Senior Director of Investor Relations at Enerpac Tool Group. Before his role at Enerpac, he worked at Invesco from 2012 to 2022. Earlier in his career, he was at Stephens from 2009 to 2012 and at Wasatch Global Investors from 2004 to 2009.

“Travis comes to us with an impressive background in both investor relations and financial analysis,” said Michael Donfris, SVP and Chief Financial Officer. “His expertise in building strong shareholder relationships and his proven ability to communicate effectively will be invaluable as we continue to enhance our engagement with investors and drive our growth strategy forward.”

Williams holds a Bachelor of Science degree in Finance from the University of Utah.

Frauscher

Frauscher Sensor Technology on Jan. 14 announced that Mayank Tripathi has assumed the position of Vice President & General Manager, effective Jan. 1, 2026. Michael Thiel concluded his 15-year tenure as Frauscher CEO at the end of 2025. The leadership transition, the company says, “follows Frauscher’s succession plan and marks an important milestone as the company enters its next growth phase as part of Wabtec Corporation’s Digital Intelligence division, following the successful completion of the acquisition in December 2025.”

Under Thiel’s leadership, “Frauscher achieved significant growth and strengthened its position as an industry leader—a testament to his vision and dedication.” The company evolved from its Austrian roots to become a global enterprise with more than 700 employees across 15 countries and installations in more than 100 nations.

“Leading Frauscher has been the privilege of my professional life,” said Thiel. “I’m incredibly proud of what our team has achieved together—not just in terms of growth and market position, but in the culture of innovation, quality, and customer partnership we’ve built. With Mayank, a leader takes over who knows the company, our customers, and our values inside and out.”

Tripathi brings more than 20 years of rail industry experience to his new role. Most recently serving as Frauscher’s Chief Sales Officer, he led global sales strategy and was instrumental in building deep customer relationships worldwide.

“I’m honored to lead Frauscher into this exciting new chapter,” said Tripathi. “Michael and the entire Frauscher team have built something truly special—a company that customers trust implicitly, that employees are proud to be part of, and that consistently pushes the boundaries of what’s possible in rail technology. My focus will be on preserving and strengthening what makes Frauscher unique while leveraging our integration with Wabtec to accelerate innovation, expand our global reach, and deliver even greater value to our customers.”

Before joining Frauscher, Tripathi held senior international roles in rail and industrial technology, driving business development and strategic growth across Europe, Asia, and the Middle East. He holds a Master of Science in Industrial Engineering from the École Nationale Supérieure des Mines de Nancy and a Postgraduate Diploma in Organizational Leadership from Saïd Business School, University of Oxford. Tripathi will continue to be based in France.

The post People News: HNTB, Greenbrier, Frauscher appeared first on Railway Age.

BNSF

177 years strong, and thanks to our incredible team, 2025 was the safest year in BNSF history. Employee injury rates hit an all-time low, and rail equipment incidents dropped by 13%. Every milestone brings us closer to our ultimate vision: a railroad free of accident and injury. pic.twitter.com/L091lDMwjK

— BNSF Railway (@BNSFRailway) January 13, 2026

BNSF on Jan. 13 reported that 2025 was the “best year ever” for safety in the company’s 177-year history.

With approximately 35,000 employees and a 32,500-mile network, the Class I marked its “lowest ever employee injury frequency rate,” down 10% from the previous record set in 2023. BNSF also saw a 13% decrease in rail equipment incidents, which it said surpassed its 2025 target.

“I am so proud of what our teams were able to accomplish in 2025, marking significant progress toward our ultimate safety vision of operating a railroad free of accident and injury,” BNSF President and CEO Katie Farmer said. “This milestone is proof our entire team remains united and dedicated to prioritizing safety. We are deeply grateful to every person who played a role in reaching this accomplishment, especially our team who is out there every day delivering for our customers.”

“This year marks an important milestone in our safety performance,” BNSF Vice President of Safety Chad Sundem commented. “It was earned through steadfast commitment, competence, and courage of our teammates throughout BNSF. I believe our results are a direct reflection of strong collaboration between labor and management, and a shared belief that safety is a value and guides every decision we make. I am proud of our teammates and grateful for the trust, discipline, and teamwork that made this historic year possible.”

Separately, BNSF in November achieved “record-breaking” terminal dwell for the 11th consecutive month.

NS Volunteers from NS helped build homes across its network in 2025. Pictured here are NS railroaders in Chicago. (Caption and Photograph Courtesy of NS)

NS in 2025 donated more than $18.2 million to 385-plus organizations across its 22-state network. The funds support its “community impact pillars: sustainability, safety, workforce development, and thriving communities,” the railroad reported Jan. 13.

Following are highlights:

• Sustainability: NS said it “advanced equitable access” to parks and trails through a $250,000 donation to Trust for Public Land, bringing total support to $950,000 since 2022.

• Safety: NS invested in public safety, providing $2 million to the Atlanta Police Foundation’s Safest City Campaign, $100,000 to the Chicago Police Foundation and $1.6 million through its Safety First grant program.

• Workforce development: NS said it “expanded opportunity” by helping to open a welding training center at the City of Refuge; providing $100,000 through its Trades on Track scholarship program; and continuing its Thoroughbred Scholars program, which has awarded $1.4 million in scholarships to children of NS team members since 2002.

• Thriving communities: NS distributed $4.5 million in grants for housing, food and job training; $1 million to the Hampton Roads Community Foundation in support of 75 Virginia-based nonprofits; and targeted disaster relief and healthcare funding throughout 22 states.

According to the railroad, its employees also volunteered more than 7,200 hours with 143 organizations in 73 cities last year. Among them: HOPE Atlanta, Habitat for Humanity and Marine Toys for Tots.

“Our railroad is deeply connected to the communities we serve,” said Kristin Wong, Director of NS Foundation and Community Impact. “These investments reflect our long-term commitment to resilience, opportunity and helping families thrive.”

Separately, NS recently supported Warrior Met Coal’s Blue Creek Mine project with a $200 million investment. Also, Railway Age named NS EVP and COO John Orr as its 2026 Railroader of the Year. In Atlanta, site of the railroad’s headquarters as well as Inman Yard, a principal intermodal hub, Orr recently met with Railway Age Editor-in-Chief William C. Vantuono to talk about his long career and the transformational work he’s doing at NS; watch the video here.

CSX (Courtesy of CSX)

“Brothers Brian Kingman (engineer, 30 years) and Gary Kingman (conductor, 26.5 years) took their final CSX run together, honored with the ‘Spirit of Kingman’ tribute on their locomotive, CSXT 8400,” CSX reported via social media on Jan. 12. The railroad thanked both for their “decades of dedicated service” and congratulated them on their retirement.

(Photographs Courtesy of CSX)

In other news, CSX recently teamed with Genesee Valley Transportation and New York & Atlantic on a new rail move in New York State, and reported that its Columbus, Ohio, Mechanical Team achieved 1,500 days injury-free.

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

USA Rail Terminals (USART) on Jan. 13 reported opening a rail terminal in Monroe, La., to support the construction activity associated with Meta’s Richland Parish Data Center in Holly Ridge. It is the company’s second rail terminal in the state and its fourth in the Gulf Coast region.

Served by Canadian Pacific Kansas City (CPKC), the Monroe terminal is designed to handle high-volume movements of aggregate and other bulk construction material for large-scale infrastructure projects, from initial buildout to long-term supply needs, according to USART, an Alpenglow Rail-owned rail logistics provider offering rail-to-truck transloading, railcar storage, switching, and railcar services. The facility can handle 90-car unit trains, providing high-throughput rail-to-truck transloading, and ground-pile storage, allowing customers “to stage materials efficiently and maintain consistent delivery flows to regional construction sites,” USART noted.

“Meta has announced plans for the Richland Parish campus to span approximately 4 million square feet across more than 2,000 acres, representing a multi-billion-dollar investment in advanced artificial intelligence infrastructure,” USART reported. “Construction is expected to extend through the end of the decade, with peak activity employing thousands of skilled-trade workers. Once operational, it is expected to support hundreds of permanent jobs. Meta has also committed to matching the data center’s electricity usage with 100% clean and renewable energy, along with investments in local infrastructure such as roads, utilities, and water systems, further enhancing the project’s regional economic impact.”

“The Richland Parish Data Center is one of the most significant global infrastructure builds currently under way anywhere in the world,” said Rich Montgomery, CEO of Alpenglow Rail, which also owns terminals under the VIP Rail brand in Canada. “Our job is to ensure that the supply chain never becomes the bottleneck—and this terminal is well suited to do exactly that. This facility reflects our long-term view of rail assets as part of the critical backbone that enables next-generation infrastructure. From AI data centers to energy, manufacturing, and industrial development, rail terminals like Monroe are essential to building the economy of the future.”

“Projects of this magnitude don’t succeed without logistics partners who understand scale,” added Chad Womack, Director of Business Development at USART. “By railing aggregate materials directly into the local market and efficiently unloading 90-car unit trains, we aim to significantly reduce long-haul truck traffic while providing a reliable supply to keep construction timelines on track.”

Separately, USA Rail Terminals last spring hired James “J.J.” Lund Jr. as Director of Projects and Planning.

Further Reading:

• Alpenglow Rail, CC&L Infrastructure Build on ‘Long-Term Investment Strategy’
• Alpenglow, CC&L Acquire Orange, TX Rail Terminal
• Alpenglow Rail Launches Texas Terminal
• CC&L Teams With Alpenglow Rail, Acquires VIP Rail

The post USART Launches Second Louisiana Terminal appeared first on Railway Age.

“Freight rail operations have become increasingly complex and unpredictable, placing new pressure on shippers to manage cost, utilization, and uptime with greater precision,” said AITX, adding that this partnership “addresses that challenge.”

The partnership brings Telegraph’s predictive products directly into AITX FleetAX, a real-time digital fleet management platform for AITX railcar customers. Together, the companies, AITX says, “deliver advanced visibility and forward-looking intelligence that enables customers to move beyond reactive fleet management and make clearer, more confident decisions—improving utilization, controlling costs, and reducing operational uncertainty across railcar operations.”

AITX FleetAX provides rail freight shippers with a centralized, end-to-end view of their AITX railcar operations, bringing together fleet status, leasing activity, repair shop movements, compliance, and day-to-day operations in one platform. AITX customers use Telegraph’s fleet management tools to turn that visibility into foresight, “allowing them to anticipate delays, manage in-shop activity more effectively, optimize fleet deployment, reduce dwell, and avoid costly demurrage,” the company noted. Telegraph’s modular products deliver predictive intelligence across carload shipment tracking, telematics, predictive ETAs, demurrage, and centralized railroad waybilling, “giving customers a clearer picture across complex rail logistics,” AITX said.

Rail shippers already using the Telegraph products are seeing measurable optimization, including 28% higher equipment utilization and a 34% reduction in unplanned demurrage costs, according to AITX. Rail operations teams have reduced manual reporting time by an average of two hours per shift, “enabling teams to focus on higher-value operational decisions.”

“Our customers are operating in an environment where predictability matters more than ever,” said AITX Chief Commercial Officer Tina Beckberger. “By delivering Telegraph’s predictive intelligence directly to our customers through our platform, we are providing enhanced railcar visibility that enables better decision making and more efficient fleet management.”

“At Telegraph, our focus has always been on making rail operations easier to manage through practical, predictive technology,” said Telegraph CEO Harris Ligon. “Partnering with AITX allows us to deliver that capability at scale, directly within the workflows fleet managers rely on every day.”

AITX is the Marquee Sponsor of the Midwest Association of Rail Shippers (MARS) Winter 2026 Conference, taking place Jan. 13-15, 2026, in Schaumburg, Ill., where the company will debut the enhanced AITX FleetAX platform.

The post AITX, Telegraph Bring Predictive Intelligence to Railcar Shipping Operations appeared first on Railway Age.

Republican Richard Kloster, whose nomination to an open seat on the Surface Transportation Board (STB) failed to exit the Senate Commerce Committee during the first session of the 119th Congress, has been renominated by POTUS 47.

The Kloster nomination is to fill a seat left vacant by the May 2024 retirement of Democrat and former STB Chairperson Martin J. Oberman. The seat became Republican upon the inauguration of Republican POTUS 47 to succeed Democrat Joe Biden, as political majorities of independent federal agencies match the political party of the President.

There is no requirement for a second Kloster confirmation hearing, although one may be scheduled by Chairperson Ted Cruz (R-Tex.). For Kloster’s second nomination to advance to the Senate floor for a confirmation vote, he still must receive a majority of Commerce Committee member votes in an Executive session.

While the nomination of Republican Michelle A. Schultz was advanced to the Senate floor Nov. 19—where on Dec. 18 she was confirmed to a second five-year term—Cruz did not call up Kloster’s nomination for a vote on Nov. 19, even though both appeared together before the committee Nov 6 for a hearing into their qualifications. Sources say the reason Kloster’s nomination did not receive a committee vote Nov. 19 was “paperwork delay,” but that often is boilerplate explanation for other issues.

Although Kloster, at his Nov. 6 confirmation hearing, fumbled a basic question on administrative procedure—not understanding what a “record” of proceedings is—numerous nominees in the past have done worse during what is, arguably, a stressful interrogation for those not familiar with such hearings.

More likely is Democratic opposition—and no current Republican pushback—to confirming a third Republican on the five-member STB at a time that one Democratic seat is vacant owing to POTUS 47’s lawfully questioned firing of Democrat Robert E. Primus.

Notably, the President has not nominated a Democratic successor to Primus, who was fired entirely for political reasons; Primus’ court challenge to his firing could stretch at least until summer; and even if courts find Primus was unlawfully terminated, it is not established whether courts have authority to order reinstatement.

The STB’s governing statute does not provide for a quorum, and it can function with as few as just one member—a matter of significance given that the largest railroad merger in history is currently before the STB and is expected to be voted upon in early 2027.

Kloster may find himself in limbo at least until the Primus issue is settled or another Democrat is nominated and Senate-confirmed. In the meantime, Kloster is being provided staff briefings—both on and off-site—on issues before the agency so he is up-to-speed should he be Senate-confirmed.

If Kloster, 67, is confirmed, his term will expire Dec. 31, 2028, as STB terms coincide with seats rather than individuals—the expiration being that of Oberman’s first term had he not retired.

The seat held by 56-year-old Primus until his firing, and now open, expires Jan. 14, 2029.  

The lone occupied Democratic seat is held by Karen J. Hedlund, 77, whose first term expired Dec. 31. The STB’s governing statute, however, allows a maximum 12-month holdover or until a successor is Senate confirmed. POTUS 47 has not indicated whether he intends to nominate Hedlund to a second term.

Should Hedlund be nominated and confirmed to a second term, she would become the oldest of 117 current and former sitting members of the STB and its Interstate Commerce Commission (ICC) predecessor. Oberman, the oldest to enter office at 73, departed at 78, tying him with ICC member J. Monroe Johnson (1940-1956) for the oldest to serve.

The second term of Republican Schultz, 53, expires Nov. 30, 2030. The other STB Republican now serving—giving the STB a 2-1 Republican majority—is Chairperson Patrick J. Fuchs, 37, whose second term expires Jan. 14, 2029. Fuchs was the second-youngest to enter office at age 30—Heather J. Gradison (1982-1990) the youngest, at 29.

The post Second Try for Kloster to STB appeared first on Railway Age.

The fate of Yakima, Washington’s famed interurban railroad will be the subject of a city council meeting on January 20. The meeting comes a month after the city council decided not to offer the non-profit that operates the city-owned electric railroad, Yakima Valley Trolleys, an operating agreement for the new year. 

During the December 9 meeting, the council considered offering the non-profit a five-year agreement starting January 1, as it has done for many years. However, the council decided to delay that discussion until this month as it evaluates its financial situation amid increasingly tight budgets. A week earlier, the council approved a 2026 budget that requires cutting $9 million from its current budget. 

The actual operation of the trolley is fairly minimal for the city. According to Community Development Director Bill Preston, the proposed agreement called for the city to cover basic costs, such as heating and maintaining the city-owned trolley barn, and to set aside about $10,000 for any maintenance issues that might arise with the track or other city-owned property. But the bigger issue — and cost — is a major road construction project along the trolley route connecting the trolley barn with the rest of the line to the town of Selah. That street needs to be rebuilt, and for a time, the city considered paying the approximately $7 million it would cost to reinstall the rails and the catenary above. But with a budget crisis looming, some on the city council are questioning if that’s a wise financial decision. Because of that, the city council decided to wait on approving or denying an operating agreement until a decision was made on the road project. The road project is also expected to be discussed during the January 20 meeting. 

Yakima Valley Transportation Company 298 made a rare appearance during what could be the railroad’s final day of operation on December 31. It was followed by line car A. Photo by David Honan. 

Yakima Valley Trolleys is encouraging the public to attend the January 20 meeting to support the continued operation of the historic railroad. The meeting begins at 5:30 p.m.

Yakima Valley Transportation Company was founded in 1907. Starting as a streetcar line serving downtown Yakima, the company was acquired by Union Pacific predecessor Oregon-Washington Railroad & Navigation Company in 1909 with a goal of tapping the fertile agricultural resources of the region. Eventually, the system comprised over 40 route-miles radiating into surrounding communities, providing interurban passenger service and feeding freight traffic to the national rail network.  Regular passenger service ended in 1947, and the remaining streetcars were scrapped or sold.  Freight service continued until Union Pacific filed for abandonment in 1985 due to depleted traffic. The railroad was later acquired by the city. 

With the future of the operation uncertain, on December 31, Yakima Valley Trolleys decided to roll out all the stops on the final day of its operating agreement. On New Year’s Eve, the railroad utilized all of its active equipment, including freight motor 298, which wears a UP-inspired livery as it has since the railroad’s heyday.

See more about what could have been the railroad’s final day of operation in the March 2026 edition of Railfan & Railroad.

—Justin Franz, with additional reporting by David Honan. 

The post City Council to Discuss Fate of Famed Yakima Interurban appeared first on Railfan & Railroad Magazine.

The Broe Group (Courtesy of OmniTRAX)

BNSF Associate General Counsel Tammy Middleton on Jan. 19 will transition to The Broe Group to become Chief Legal Officer and General Counsel for OmniTRAX and Broe Real Estate Group. She will lead legal strategy, risk management and government affairs.

Middleton began her career clerking for U.S. District Judge John D. Rainey and has spent nearly 15 years at BNSF, earning progressively expanded legal responsibility. The Ohio native holds a Bachelor of Science degree from Howard Payne University and a law degree from SMU Dedman School of Law.

“Tammy’s blend of legal strategy and corporate leadership is the ideal addition to our executive team,” OmniTRAX CEO Colby Tanner said. “Given the dynamic state of the rail industry, Tammy’s extensive legal knowledge is perfectly suited to counsel our continued rail and real estate growth.”

“The Broe Group’s rail and real estate platform has earned strong industry attention for its rapid growth and impressive clientele,” Middleton said. “I am excited to provide the legal and risk strategy to continue that impressive momentum.”

OmniTRAX last summer appointed Ryan Dreier as Executive Vice President of Sales and Economic Development.

Koppers (Courtesy of Koppers)

Jimmi Sue Smith on Jan. 5 retired as CFO of Koppers. She will continue to serve as Treasurer, as well as in an advisory role “to assist with a smooth transition” through Feb. 28, 2026, the company reported. The Koppers’ Board of Directors has elected Bradley Pearce, Chief Accounting Officer, to act as interim CFO, in addition to his current role, while an external search is conducted to identify a permanent successor.

Smith had served as CFO since January 2022, leading all aspects of the company’s global finance and accounting, budgeting and forecasting, tax, and investor relations functions, along with advising on key strategic growth initiatives.

Pearce joined Koppers in 2006 and has served as Chief Accounting Officer since May 2019, overseeing the company’s accounting, tax, and external reporting functions, while also playing a role in strategic initiatives. Additionally, Pearce serves as a member of Koppers’ pension committee. Prior to joining the company, he held finance and treasury-related roles in the private sector. He earned a bachelor’s degree in accounting from Grove City College.

“Jimmi Sue’s impact on Koppers will continue to be felt long after her departure,” Koppers CEO Leroy Ball said. “Joining the company as VP of Finance and Treasurer just weeks before the COVID-19 pandemic, she quickly ascended to the CFO role and helped ensure we remained on solid footing during a perilous time. In addition to successfully optimizing the company’s capital structure, she also spearheaded the effort to increase our emphasis on free cash flow improvement, resulting in more dollars being returned to shareholders in the last two years than at any point in company history. A tireless advocate for several non-profits, Jimmi Sue’s work in the community provided a shining example for all Koppers employees to follow. On behalf of our Board and senior management team, I want to thank Jimmi Sue for her contributions to Koppers and wish her happiness as she embarks on her next chapter.”

“It has been an honor to serve as Koppers CFO, to be part of such a storied company and to work alongside such an amazing group of people,” Smith said. “I am immensely proud of everything the finance team has accomplished during my time at Koppers, including modernizing and improving our capital structure, upgrading our financial systems, and most importantly, reorganizing our work to better develop our talent and improve efficiency. While I look forward to retirement and the opportunity to spend more time with my family, I will miss working with my exceptional colleagues. I leave knowing that Koppers is well positioned for continued success.”

In early 2025, Koppers named James Sullivan as President and Chief Transformation Officer.

(Courtesy of STV) STV

STV has promoted Suresh Karre, Derek Overstreet and Michael Randolph to Vice President roles in the Virginia and Washington, D.C., region, where the firm operates four offices.

Karre is a transportation engineering director with more than 20 years of experience leading complex infrastructure projects. Based in STV’s Fairfax, Va., office, he specializes in multimodal transportation with an emphasis on traffic operations and safety, including projects that integrate bus rapid transit, light rail, and bicycle and pedestrian facilities. He holds a Master of Science in civil and environmental engineering from Utah State University and a Bachelor of Engineering in civil engineering from Osmania University in India.

Overstreet is a senior project manager and structural engineer in STV’s Richmond, Va., office, with more than 20 years of experience delivering rail transit and highway transportation projects throughout the Southeast. His experience includes work on major bridge, tunnel and passenger rail infrastructure projects. Overstreet earned a Master of Engineering in civil engineering from the University of Virginia and a Bachelor of Science in civil engineering from the Virginia Military Institute. 

Randolph has 20-plus years of experience managing transit, highway, and rail projects across Washington, D.C.; Maryland; and Virginia. He is an engineering director in STV’s Washington, D.C., office, leading multidisciplinary teams. According to STV, Randolph is known for his “collaborative approach to innovative project delivery methods, including design-build and progressive design-build.” He earned a Bachelor of Science in civil engineering from the University of Maryland. 

STV recently appointed Natasha Avanessians as Chief of Staff to the CEO, succeeding Kristen Van Gilst, who transitioned to Deputy Operations Director.

The post People News: OmniTRAX, Koppers, STV appeared first on Railway Age.

Projects on the list range from construction or rehabilitation of rail infrastructure and bridges, as well as interstates and roads, to improvements to port and airport facilities (download below). As of May 2025, more than $560 million in projects were completed and $2.6 billion in funding had been allocated for others, according to the Freightway, an economic development enterprise of Bi-State Development that is said to “enhance and optimize the region’s freight network and strengthen modal flexibility, support workforce development initiatives … , and raise awareness about the global connectivity the St. Louis region offers that makes it a great location to establish or grow a business.”

Freightway-2026-Priority-Freight-Projects-FinalDownload

The projects on the list are identified by the Freightway’s Freight Development Committee, which includes representatives from the Illinois Department of Transportation, Missouri Department of Transportation, East-West Gateway Council of Governments, as well as all modes of transportation, the manufacturing and logistics industries, and academia.

Among the rail-related projects:

• St. Louis Multimodal Freight Yard Expansion at Madison Yard and Rail Improvements in St. Clair County, Ill. (partially funded for construction): This project is focused on expanding railcar capacity at Terminal Railroad Association of St. Louis’ (TRRA) Madison Yard in Venice, Ill., which is near St. Louis, Mo. TRRA—Railway Age’s 2020 Short Line of the Year—owns a 100-acre site adjacent to the classification yard that can be used for expansion. The project would increase the current capacity of 2,500 railcars by 1,500 to hold a total of 4,000 cars. “This project benefits not only TTRA, but also the entire national freight network, as it adds capacity at a strategic freight node with connectivity to all Class I national rail carriers, inland ports of St. Louis, and truck terminals,” the Freightway reported. “It will also positively affect travel times for Amtrak by reducing delays from blocked main lines due to yarding today’s larger freight trains. Specifically, the project will allow increased efficiencies for the Mississippi River freight network for river-to-rail connections by being able to stage trains off the main lines; allow for more Storage-in-Transit opportunities; and alleviate freight rail congestion in St. Louis and other midwestern markets. Investment in the project will contribute to the growing regional multimodal logistics sector and support the critical redundancy TRRA’s Madison Yard provides in the regional and national rail network. Such investment in the national freight infrastructure is critical for future economic growth and will help to ensure the regional rail network can accommodate growing demand. The project is consistent with the strategic goals and objectives of USDOT’s National Freight Strategic plan.” The project cost is estimated at $69.3 million. TRRA has applied to the Federal-State Partnership for Intercity Passenger Rail Grant Program (FSP) for a grant to cover 80% of the project cost and the remaining 20% will be covered by TRRA, according to the Freightway. The Illinois Transfer 3rd Main Railroad Track project between the TRRA Madison Yard and Willows Interlocking in East St. Louis “will address freight bottlenecks downstream to the new double track Merchants Bridge by addressing yard congestion due to today’s longer trains,” the Freightway reported. This project, it noted, “will deliver fewer blocked grade crossings for shorter periods of time, less wasted locomotive emissions due to idle trains in an Environmental Protection Agency non-attainment area, higher utilization of the region’s Mississippi River intermodal ports, and will create more jobs due to the ability to more efficiently process freight in the St . Louis region.” At-grade rail crossings benefiting from this project will include St. Clair Ave., IL Rte. 15 (Missouri Ave.), Martin Luther King Dr., and IL Rte. 3. The estimated project cost is $28.7 million, and the Freightway said $15.3 million is funded through the Illinois Department of Transportation’s Competitive Freight Program.

(Courtesy of Freightway)

• Kaskaskia Regional Port District Improvements, Illinois (partially funded for construction): The Kaskaskia Regional Port District is the 12th largest inland port district in the country. According to the Freightway, this project would add a second rail loop track; it also includes upgrades to the lead rail track and a rail yard at Port Terminal #1 (New Athens). $10 million in funding from the Illinois Department of Transportation has been secured for the loop track and an $8 million Maritime Administration Grant is supporting the upgrades to the lead rail track and building a new rail yard.

• MidAmerica St. Louis Airport Distribution Improvements, Illinois (concept planning/development): This project includes building an approximately two-mile rail spur from the Norfolk Southern main line at the southern edge of the airport, enabling freight rail access for businesses on the eastern side of the airport. The estimated cost is $45 million.

The Freightway also reported that the pipeline of rail-served industrial sites grew to 26 locations in 2025, now totaling almost 5,500 acres (download details below). Four new sites in Southwestern Illinois were added, offering developers heavy industrial zoning, multimodal access, and proximity to major interstates and utilities. “These sites are ideal for end-users seeking to leverage the region’s global connectivity with access to six Class I railroads and rail infrastructure that continues to attract new investment,” Freightway said.

Freightway-Rail-Sites-2025.09.26Download

“Rail distribution continues to grow in importance, and the St. Louis region is already recognized as one of the largest rail hubs in the nation,” noted Brent Wood, President of TRRA and Chair of the Freightway’s Freight Development Committee. “Rail service and infrastructure in the St. Louis region are constantly improving, thanks to the commitment of public and private leaders who are collaborating to identify priority projects and advocate for funding for them.”

“Our commitment to workforce development and multimodal connectivity ensures that the St. Louis region remains a resilient, world-class hub for freight, manufacturing, and aviation,” commented Mary Lamie, Executive Vice President of Multimodal Enterprises for Bi-State Development and head of its Freightway enterprise. “These advancements benefit not only our region but the entire national supply chain.”

The post Driving Freight Growth in St. Louis appeared first on Railway Age.

FINANCIAL EDGE, RAILWAY AGE JANUARY 2026 ISSUE: All industries have “drops.” In the world of the sneaker-head it is the release of the latest Air Jordan basketball shoe. For movies it is the Friday night blockbuster release. For lovers of interesting watches, Swatch’s MoonSwatch drop during COVID caused lines, store closures and 9x purchase price eBay sales. 

For North American rail, the “drop” is Union Pacific and Norfolk Southern filing their merger application to the Surface Transportation Board on Friday Dec. 19. Analysts and regulators crinkled at the length—the application weighed in at a hefty 6,700 pages. It was as if during a late-night drafting session someone caught wind of Rodney Dangerfield’s infamous clip in the movie “Back to School,” where after weighing a lab report written by his staff in his palm, he says “This feels like a C. Bulk it up and add some multicolored graphs.”

There are going to be lots of questions and lots of time to tear into the details of the application. UP held a press conference on the morning of the release and covered a lot of understandably positive information about the merger. 

Here are a few key takeaways from the presser:

1. Where in the world is OR? After two decades of chasing OR in North American railroading, there was no mention of OR or on the merger’s OR impact. The guarantee made that “every employee with a union job at the time of the merger will continue to have one” could be a drag on OR. That is a collective moment of joy for the men and women who will not lose their jobs. In fact, Jim Vena also added that there will be an increase of 900 jobs within the first three years. The job picture is clouded by the operating highlights provided in the associated deck. With a reduction of 2,400 train handlings, 4,700 daily train-miles and 60,000 car-miles, the first question might be, what are all the employees going to do?

2. The answer to the previous question may come from the extraordinary growth being promised following the merger. The numbers are audacious: an increase of $2 billion (yes, billion) in EBITDA, with 75% of that coming from new business being brought onto the rail. That translates into more than 1.4 million intermodal loads and 425,000 new manifest and bulk traffic loads (105,000 annual carloads converted from trucks), much of the latter coming from east/west business originating within 250 miles from the north/south corridor that tracks the mighty Mississippi.

3. Maybe the biggest Easter Egg dropped was Committed Gateway Pricing (CGP). UP and NS discussed offering customers with originations or destinations on CSX and BNSF access to competitive rates as a hybrid “single-line” haul. This would allow other railroads with these origin and destination points the opportunity to quote “competitive rates” involving UP route-miles. A few important things: Adding CGP into the application allowed for the removal of $750 million in competitor concessions from the application. The scale and scope of CGP will certainly change over time. Rates are expected to be based on actual rates charged to operate in those corridors. That opens “dynamic” route costing and a competition-based pricing system. 

What resonates is the similarity between CGP and the European “open access” model (where qualified operators run on railroad-controlled track). It’s a fascinating exchange of value, the scale of which is unexpected from an industry that has worked tirelessly to protect individual franchises. Expect a lot of devil in those details, but the premise centers around what should be an infamous quote from Vena: “[Customers] are going to go with the one [railroad] that gives them enhanced service, enhanced safety and enhanced competitive advantage.”

The proposed merger, if it follows through on all of these “promises” or “projections,” will change North American rail permanently. If the merging railroads deliver these results, one could imagine that by 2035 there could be one or two Class I railroads selling track space and no longer looking like a traditional rail operating company. 

So, the presser was a mix of the unexpected (CGP) and the routine. North American railroads have spent decades (with deviations for coal, ethanol and fracking) making intermodal a growth strategy cornerstone and service the foundation of bringing back the customer. Industry watchers from “coast to coast” will wonder what’s different this time when there’s a claim that business will be pulled away from trucks and that service will be the priority—all while tomorrow’s new rates are the same as yesterday’s old rates. 

Join Railway Age on March 10, 2026 for our “Next-Gen Freight Rail Conference” at the Union League Club of Chicago. Confirmed participants include Jim Vena (UP), Mark George (NS), Keith Creel (CPKC), Tracy Robinson (CN), Tom G. Williams (BNSF), Maryclare Kenney (CSX), and Patrick Fuchs and Michelle Schultz (STB), and 2026 Railroader of the Year John Orr.

Further Reading:

• CN on UP+NS: ‘Show Us Schedule 5.8′
• BNSF, CN, CPKC, CSX, NGFA: UP+NS Merger Application ‘Incomplete’
• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post Easter Eggs Are Dropping. Will They Break? appeared first on Railway Age.

MxV RAIL R&D, RAILWAY AGE JANUARY 2026 ISSUE: As railroads continue to adopt technology to improve safety and efficiency, the effectiveness of brake systems remains a critical focus. A recent study conducted by MxV Rail under the Association of American Railroads (AAR) Strategic Research Initiative (SRI) program sheds light on the performance of cold wheel processes (CWP), which are automated methods for assessing brake system health using wheel temperature data from braking trains.

All CWPs utilize wayside detection systems to identify railcars with unusually low wheel temperatures, i.e., a potential indicator of degraded brake performance, in designated areas where air brake usage is required. These systems are used to supplement traditional departure and intermediate brake tests, especially under regulatory waivers or exemptions. 

The study analyzed data from two Class I railroads and compared wheel temperature data collected before and after shop visits triggered by cold wheel (CW) alerts.

CWP Assessment

The use of CWPs has not been standardized across the industry and is highly dependent on the characteristics of the train type and the terrain where CWP is applied. Two Class I railroads provided extensive datasets: Railroad A employed the Truck Temperature Ratio (TTR) method to assess performance statistically, while Railroad B’s operations allowed the use of fixed temperature thresholds per train trip. To ensure consistency, MxV Rail normalized the data using train-based z-scores, which measured the distance of each data point from the average in a normal distribution.

It is important to consider the influence of train handling on wheel temperature readings to reduce false positives. Timing of brake applications in the vicinity of a Wheel Temperature Detector (WTD) can create false perceptions of cold wheels. 

For a reasonably maintained fleet, false positives can usually be detected by assessing whether strings of neighboring cars have similar wheel temperatures. The neighboring car wheel temperature assessment is built into the TTR method used by Railroad A. For Railroad B, MxV Rail also analyzed neighboring car wheel temperatures to eliminate false positives.

Key Findings

The overall analysis revealed a statistically significant improvement in wheel temperatures following shop events, regardless of the type of repairs recorded by the shop personnel. The performance improvement suggests that CWPs are effective in identifying and addressing brake system issues, even when the repairs are not directly linked to failures in pneumatic components or brake riggings. Interestingly, as shown in Figure 1 (top), the study found that, regardless of the repairs reported, cars generally produced higher wheel temperatures after the shop visit.

Using the Kruskal-Wallis H-Test, the study confirmed that wheel temperature improvements post-repair were statistically significant (p <0.05) for both railroads. Although cars shopped for CW alerts continued to show below-average performance, the improvements suggest that CWPs contributed positively to brake system health. This observation also suggests that other processes could be added to augment CWP to further restore degraded brake performance on the alerted cars.

Conclusion

MxV Rail’s analysis supports the continued use and refinement of CWPs as a reliable method for identifying brake system issues. Noticeable wheel temperature improvements were observed post-maintenance on cars identified by CWPs. As railroads strive for safer and more efficient operations, CWPs offer a promising tool for proactive maintenance and brake-related service interruption reductions.

The Technology Digest this article is based on can be found in the MxV Rail eLibrary along with more than 1,000 other publications describing the railway research, testing and analysis available from the AAR SRI program. Explore www.mxvrail.com to learn more about MxV Rail and to register for the 31st Annual AAR Research Review, to be held April 28-30, 2026.

Reference

Wang, Yi. 2025. Effectiveness of Cold-Wheel-Based Brake Tests. Technology Digest TD25-001. AAR/MxV Rail, Pueblo, Colo. 

Further Reading:

• Using Technology to Improve Bearing Reconditioning

The post Effectiveness of Cold Wheel-Based Brake Tests appeared first on Railway Age.

Mexico City has confirmed plans to modernize the 14.7-mile (23.6-kilometer) Metro Line 3, with $270 million (Pesos 5 billion) earmarked in the 2026 city budget for the first phase of works. The funding forms part of the wider $1.4 billion (Pesos 25 billion) public transport budget.

According to budget documents submitted to the Mexico City Congress, the Line 3 project will receive a further $220 million (Pesos 3.86 billion) to fund multi-year contracts covering system-wide maintenance, rolling stock refurbishment, specialist technical advisory services and operations.

Mexico City’s head of government, Clara Brugada Molina, confirms that the project represents a comprehensive renewal of the line, that, unlike the recent upgrade of Line 1, will be delivered without a full closure, allowing passenger services to continue during construction and reducing disruption on the city’s busiest metro line. However, the detailed scope of the project and procurement timelines have yet to be disclosed.

Line 3 runs north-south through the capital, linking Indios Verdes in the north with Universidad in the south, and is regarded as critical to daily transport for commuters, students and workers.

Faster Ticket Gates

Separately, Mexico City Metro has announced the installation of 146 automated ticket gates ahead of the Fifa World Cup football tournament taking place later this year. The gates are designed to improve passenger throughput at busy locations by remaining open when motion is detected and will be installed across lines 1, 2 and 7 at the following stations:

• Pino Suárez (lines 1 and 2).
• Observatorio (Line 1).
• Tasqueña (Line 2).
• Zócalo-Tenochtitlán (Line 2).
• Bellas Artes (Line 2).
• Hidalgo (Line 2).
• Auditorio (Line 7).

Further Reading:

• Mexico Awards $1B Passenger Fleet Contract
• Gulf of Mexico Train Project Construction Begins
• Mexico Moving on Passenger Rail Revival

The post Mexico City Metro Confirms Line 3 Modernization appeared first on Railway Age.

FROM THE EDITOR, RAILWAY AGE JANUARY 2026 ISSUE: Years ago, then-BNSF chief executive Matt Rose said that railroads will need to adapt to the “Amazon Economy,” to be successful in a supply chain where customers expect to know, in real time, their shipment status, from origin to destination. Last month, talking with Railroader of the Year John Orr at Norfolk Southern’s Inman Yard—a key intermodal hub—I couldn’t help but notice bright blue Amazon-badged double-stack containers and trailers moving through the yard on an intermodal train. Now, I may sound out of touch, but I’d never seen them moving by rail. 

UPS containers and trailers? Of course. J.B. Hunt, Schneider? Ditto. But Amazon? Can railroads meet the exacting supply chain requirements that consumer-based companies like Amazon demand?

Apparently so.

“The movement of those containers is going to affect how the consumer, the end user, gets their delivery to their doorstep,” I said to John. “So being part of the Amazon supply chain puts a lot of pressure on being able to move that container and those products when the end user is expecting them.”

“Railways have always been on a cutting edge,” John said. “Even if you go back to Abraham Lincoln, railways, the technology of the time and the information corridor— newspapers, telegraphs, all of that—revolved around the rail network.

“As the world drove change, railways participated in every economy, and we’re now participating in the new economy as well. If you want to characterize it this time, it’s proof that you can’t stand still. It’s proof that as you invest in people and developing their capability, their knowledge of what competition looks like, what relevance feels and looks like, needs to apply not only to themselves, but to customers or to a broader ecosystem of stakeholders.

“You can appreciate why PSR 2.0 is so well received here at Norfolk Southern. We’re one of the largest movers of intermodal freight. We’re one of the largest movers of automobiles and automobile components. And all of that has a timeliness that has never been felt more acutely.

“So we’re ready for it. It’s an evolution. You have to do it intentionally and build those capabilities intentionally. And that’s what we’re doing at Norfolk Southern. And I love the fact that we have 19,000 people across our network who are getting the opportunity to make supply chains more robust, more reliable and faster in the United States of America.

“PSR 2.0 is at the center of our transformation that is allowing our business to grow, including all stakeholders. All participants have an active role in the evolution of Norfolk Southern, which has as much meaning at headqurters in Atlanta  as it does in Harrisburg, Pennsylvania, or Buffalo, New York. It’s the ability to participate in a continuous engagement chart, the ability for people to be included at the table across departments and across the stratification of leadership here.”

For more on this remarkable leader, see our 2026 Railroader of the Year story and video. 

The post Railroads in the  ‘Amazon Economy’ appeared first on Railway Age.

BALTIMORE — On January 12, the B&O Railroad Museum held a ribbon-cutting to mark the conclusion of the cosmetic restoration of American Freedom Train No. 1 (formerly Reading 4-8-4 2101). A ceremony was held for museum board members and donors in the morning, followed by a public viewing in the afternoon.

The ribbon cutting was the culmination of 1,300 hours of labor to return the Northern to its AFT livery. Speakers at the event included former Maryland Gov. Martin O’Malley and Amtrak Vice President of Government Affairs and Corporate Communications Bruno Maestri (who also serves on the museum’s board). Also on hand were four members of the original Freedom Train crew from 1975-1976 including Louis and Valerie Arcuri, Harold Weisinger, and Steve Wickersham (who, along with the late Ross Rowland, was the engineer on the 1 during its AFT stint). The 2101 was one of three locomotives to power the Freedom Train on its coast-to-coast tour, primarily handling the train in the Northeast. Texas & Pacific 2-10-4 610 led the train in Texas, while Southern Pacific 4-8-4 4449 powered the train through most of the rest of the country. Members of the Freedom Train crew from 1975-1976 were on hand, including (left to right) Louis Arcuri, Valerie Arcuri, Harold Weisinger, and Steve Wickersham. Built by Reading in its home shop in Reading, Pa., from a smaller 2-8-0, the 2101 was set aside as protection power for the famed Iron Horse Rambles in the late 1950s, although it never powered those trips. Sent to Streigel’s scrap yard in Baltimore after the Rambles came to a close, it was rescued by Ross Rowland for the AFT. It later powered the Chessie Steam Special in 1977 and 1978, but was damaged by a roundhouse fire in Silver Grove, Ky., in early 1979. Chessie System traded Chesapeake & Ohio 4-8-4 614 to Rowland for the damaged locomotive; the 2101 was returned to its AFT identity and placed in the B&O Railroad Museum. Outdoor display took its toll on the AFT paint job, and in recent years the locomotive looked somewhat neglected. The refurbished AFT 1 will spend a little time displayed outdoors, but will spend most of its time displayed indoors in the museum’s North Car Shop. According to the museum, “The locomotive’s restoration and interpretation connect two milestone anniversaries: the 250th anniversary of the United States in 2026 and the 200th anniversary of American railroading in 2027.” —Steve Barry Missing or damaged exterior elements were restored or accurately recreated, including the number boards and eagle on the headlight. The lights were wired to run off standard current for display purposes. In all, the restoration required more than 1,300 hours of labor, all performed at the museum.

The post Restored American Freedom Train 4-8-4 Makes Debut at B&O Museum appeared first on Railfan & Railroad Magazine.

Story and Photos by Dave Zeman

For many railfan photographers, a large part of the motivation for taking photos of trains is documenting a subject before it is gone forever and lost to history. However, when the stars align, it is possible to bring history back to reality. Bringing the late-1950s and early 1960s on the Chicago Burlington & Quincy Railroad back to life was the main objective for myself, Ralph Durham, James Keats Jr., and the Illinois Railway Museum Diesel Department, when we hosted the “Nebraska Zephyr Night Photo Shoot” in October 2025.

For the last handful of years, Ralph and I, plus a handful of other dedicated IRM volunteers, have coordinated several special night photo shoots with a diverse variety of equipment, having mostly focused on highlighting the Museum’s steam locomotive, Frisco 2-10-0 1630. Last year, as 1630 underwent a mandatory 1472-day inspection, we shifted our focus ahead to the diesel era with the 1935-built Nebraska Zephyr for an all-CB&Q evening featuring other miscellaneous pieces of Burlington Route equipment. Our main goal for the event was to take our guest photographers back to the golden age of passenger rail travel on one of America’s most famous streamlined trains by incorporating actors and crew members in period dress plus appropriately placed memorabilia items and props into our photo setups…

Read more about this night photo session in the February 2026 edition of Railfan & Railroad…

A sharp-dressed crew was one of the highlights of a Chicago, Burlington & Quincy-themed photoshoot at the Illinois Railway Museum in October 2025. 

Timetables, rule books, tickets, luggage tags, maps, conductor hats and more all served as props for the CB&Q photoshoot at IRM.

Here one of those timetable props is put to use in a scene with a conductor helping a pair of passengers. The moon is rising in the distance on a beautiful October evening in the Heartland. 

Scenes inside the Nebraska Zephyr were also part of the photoshoot. Old magazines, coffee cups and cigarettes were all props used to bring the 1960s on the Q back to life for one night only. 

Two passengers play cards aboard the Nebraska Zephyr at the Illinois Railway Museum. These interior shots were set up ahead of the shoot’s highlight later that evening. 

A real Chicago, Burlington & Quincy E5 leads the Nebraska Zephyr past the East Union Depot during a night photo session at the Illinois Railway Museum in October 2025. 

The post Photo Line: Bringing the ‘Q’ Back to Life appeared first on Railfan & Railroad Magazine.

On Jan. 8, shortly following release of several customer letters and Surface Transportation Board filings from BNSF, CSX, CN and CPKC on the proposed Union Pacific-Norfolk Southern merger (which Railway Age has published in our continuing coverage of this potentially industry-altering transaction), UP CEO Jim Vena posted a letter on the railroad’s “Great Connection” website. This letter, a UP spokesperson told us, is to “stakeholders, inclusive of customers, suppliers, communities, employees and shareholders,” and is partially in response to what UP is calling a “smear campaign.”

Vena’s entire letter can be downloaded below. Following are excerpts:

“2025 was spectacular for our Union Pacific team – we are very proud of what we accomplished and how we delivered our Safety, Service and Operational Excellence strategy.”

“Our nearly 7,000-page application comprehensively details how the end-to-end combination will enhance competition and deliver broad public benefits. Connecting the United States from coast to coast will transform 10,000 existing lanes from interline service into faster, more efficient single-line service – eliminating time-consuming handoffs between railroads. Our transcontinental railroad will move freight more efficiently, eliminating an estimated 2,400 railcar and container handlings and 60,000 car-miles each day. We also will compete more effectively with long-haul trucking, converting an estimated 2 million truckloads of freight from road to rail annually.”

“We … knew opponents would come forward, and we understand why. Our opponents see an enhanced competitor that will be faster, delivering service with fewer touch points and less complications for customers. They see us coming and know that to compete they will need to either improve their service, price or both – and that is at the heart of all their concerns …  Let me be clear, our competitors want to be the best, too. If they thought we were doing something that would make Union Pacific weak, they would remain silent.”

“When I joined Union Pacific in 2019, I was unfamiliar with the complexity of its network. I used 40 years of railroading experience – as a locomotive engineer, conductor, yardmaster, clerk, sales manager, market manager, and key superintendent at flat yards, hump yards, and major port locations – to lead a team that improved Union Pacific’s efficiency, delivered better service and fostered growth. The Norfolk Southern integration will be handled the same way.”

“We will celebrate our nation’s 250th anniversary by bringing out Big Boy No. 4014 to make history on its first-ever coast-to-coast tour. I look forward to announcing the tour schedule soon, so Union Pacific and Norfolk Southern employees can bring their families to key stops on the route as a celebration of where we came from and where we are headed.”

Great_Connection_Vena_Letter_v5Download Further Reading:

• CN on UP+NS: ‘Show Us Schedule 5.8′
• BNSF, CN, CPKC, CSX, NGFA: UP+NS Merger Application ‘Incomplete’
• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post Vena to UP ‘Stakeholders’: ‘Clear on Our Vision and Strengths’ appeared first on Railway Age.