Prototype News

The Willamette Shore Trolley became Oregon’s first solar-powered railroad this fall and only the second in the world. With help from the City of Lake Oswego, the Portland-area tourist railroad installed a 29.2 kW solar array on the roof of its carbarn, which now fully charges its battery-powered trolley. The first solar-powered railroad is located in Australia. 

“The solar panels became operational in late July and, so far, have generated 8.66 MWh of lifetime energy, equivalent to CO2 emissions from 5.6 barrels of oil or 6,175 miles driven by an average gas-powered passenger vehicle,” the railroad announced. 

The Willamette Shore Trolley is owned by the City of Lake Oswego and operated by the Oregon Electric Railway Historical Society. The trolley runs on about 5 miles of former Southern Pacific tracks along the Willamette River between Portland and Lake Oswego. It typically operates from Memorial Day to Labor Day.

—Justin Franz 

The post Willamette Shore Trolley Goes Solar-Powered appeared first on Railfan & Railroad Magazine.

The American Chemistry Council (ACC) on Oct. 16 sent a letter to POTUS 47 signed by 40 chief executives of member companies, all of which are railroad customers, expressing “strong concerns regarding the proposed merger between the Union Pacific (UP) and Norfolk Southern (NS) railroads.”

ACC’s letter (download below) is one of those communications my predecessor, Luther S. Miller, would refer to as “making the obvious less obscure.” Two excerpts:

“Today, the U.S. freight rail system is less competitive than ever. Just four railroads control more than 90% of U.S. rail traffic and most U.S. chemical production facilities are served by only one major railroad. Past mergers have led to severe service disruptions, rising rates, weakened supply chains and a less competitive U.S. industrial base. We have no doubt that combining UP and NS into the nation’s largest railroad will make these problems worse, leaving domestic manufacturers, farmers, and energy producers with fewer choices, higher costs, and less reliable service. And, if approved, this deal will likely spur additional mergers culminating in a nationwide railroad duopoly.”

“The STB has the exclusive authority to review rail mergers and will determine whether the UP/NS proposal is “consistent with the public interest.” The Board must be allowed to do its job and hold firm to a broad view of its mandate and set a high bar for merger approvals. The STB should reject any deal that fails to clearly demonstrate how it would effectively improve service, increase safety, and enhance rail-to-rail competition.”

Most of ACC’s letter does little more than rehash things many of us already know. Yes, Virginia, “the Pope is a Catholic,” as Luther Miller liked to point out.

Whether the merger, if approved—it’s not a “done deal,” as some will lead you to believe—will result in all the negative impacts ACC claims, remains to be seen.

“If there is a communication more dreadful than one written by artificial intelligence, it is one written by committee and distilled down to contain no more backbone than possessed by a banana,” comments Railway Age Capitol Hill Contributing Editor Frank N. Wilner. “If ACC’s intent was to tell POTUS 47 to keep his ‘Royal Hands’ off independent regulatory agency decision-making, the final product is an overly lengthy message in obscurity. Most sorrowfully, ACC—as did Union Pacific CEO Jim Vena, who went hat-in-hand to the POTUS seeking merger support—reveals a regrettable disregard for the statutory decisional independence of the STB and its Senate-confirmed members pledged to follow the letter of the law.”

The post ACC POTUS 47 Letter on UP+NS ‘Lengthy Message in Obscurity’ appeared first on Railway Age.

Pinsly Railroad Company on Oct. 22 reported that Ryan Ratledge, President and CEO, has been appointed to the STB’s RSTAC as the Small Railroad Representative. He will serve a three-year term.

RSTAC provides advice and recommendations on regulatory, policy, and legislative matters to STB Board Members; the Secretary of Transportation; the Senate Committee on Commerce, Science and Transportation; and the House Transportation and Infrastructure Committee. The STB opened nominations for the role in July.

Ratledge brings more than 30 years of freight rail experience to RSTAC. Since joining Pinsly in 2022, he has led the company’s expansion from two to nine short lines through strategic acquisitions that also added warehousing, transload, and trucking capabilities.

“I am honored to represent Pinsly Railroad Company and small railroads across the country on the RSTAC committee,” said Ratledge, who was selected by Railway Age readers as one of ten Most Influential Leaders for 2025. “I look forward to the opportunity to positively impact the industry by contributing to RSTAC’s objectives.”

Pinsly’s network includes the Florida Gulf & Atlantic Railroad (FL), Grenada Railroad (MS), Hondo Railway (TX), Camp Chase Rail (OH), Chesapeake and Indiana Railroad (IN), Vermilion Valley Railroad (IN, IL), Pioneer Valley Railroad (MA), North Florida Industrial Railroad (FL), and its newest short line: Georgiana & Andalusia Railroad (AL).

Anna Lynn Smith, AICP, has returned to HDR to lead the firm’s intercity and high-speed rail practice, which encompasses planning, engineering, architecture, systems, signal engineering, zero-emissions mobility, strategic advisory services, and roadway disciplines. Based in Philadelphia, she will oversee strategy, client engagement, and market position for intercity and high-speed rail across rail and transit markets. Her work will primarily be focused on the United States and Canada.

Smith has more than 30 years of experience working on a variety of projects with state and federal agencies, metropolitan planning organizations, cities, transit agencies, railroads, and other clients across North America. Most recently, she was Vice President of Planning and Strategy at Amtrak, where she directed strategic planning across long-range, five-year, and annual initiatives, guiding service development, infrastructure planning, and sustainability goals.

Previously, Smith served in regional and national roles at HDR.

“With her background and decades of experience, Anna Lynn is the right person to lead HDR’s intercity and high-speed rail practice group,” said HDR Global Transit Director Matt Tucker, who recently joined the Board of Trustees at the Mineta Transportation Institute. “She has a deep understanding of the challenges our clients face and how to plan for the future to deliver successful passenger rail solutions.”

Four new State Coordinators for Colorado, the District of Columbia, Minnesota and West Virginia have joined OLI:

OLI State Coordinators share rail safety education messages across their states. They also manage local volunteers and provide free customized rail safety education presentations to a variety of audiences, including professional drivers, students of all ages, new drivers, first responders, and others.

“We are excited to welcome these new State Coordinators, whose dedication to safety education and community outreach will undoubtedly make a significant impact in their states,” OLI Executive Director Rachel Maleh said. “They join a dedicated network of professionals committed to our mission of stopping track tragedies. Each new coordinator has a strong commitment to safety, which is essential as we continue our efforts to educate the public about the importance of making safe choices around tracks and trains. Their leadership brings unique perspectives and insights that will help ensure the rail safety education message successfully reaches individuals in their states.”

For a full directory of all OLI State Coordinators, click here.

• OLI 2024 Report: ‘Growth, Outreach, and Lifesaving Education’
• See Tracks? Think Train® Week Set for Sept. 15-21

The post People News: Pinsly/STB, HDR, OLI appeared first on Railway Age.

HNTB will explore the potential of commuter rail from State Highway 130 near Austin-Bergstrom International Airport to Interstate 10 in San Antonio, according to KEYE, a CBS affiliate in Austin. The Travis County commissioners approved the study, under a $124,953.50 contract, that will “examine current rail infrastructure and potential service options, focusing on utilizing the right of way along state highways and interstate regions,” the media outlet reported Oct. 21.

The study, it said, is slated for completion by next summer, “with the possibility of further collaboration with other counties and corporations for additional funding if the project progresses.”

“I’m very excited about this one,” said Travis County Judge Andy Brown, according to KEYE. “This is looking at if we can squeeze a passenger rail route in the right of way that does not involve taking a lot of private land. I think that makes the possibility of getting rail between Austin down to Bexar County that much more realistic.”

According to a report by KVUE, an ABC affiliate in Austin, about 4.5 million people reside in the Interstate 35 corridor between Austin and San Antonio, but that population is expected “to grow 6 to 7 million by 2030.” Brown said “he’s talked to Union Pacific [for years] about adding a passenger rail line along I-35 connecting the two cities.” 

“The Texas Department of Transportation (TxDOT) is currently working on a study about adding a passenger line there,” KVUE reported. “But with freight trains already on that line, [Brown] said it may be difficult to make the two of them work on the same line. That’s why county leaders are now looking into this alternate route. It would be around 80-90 miles running from 71, down SH 130 and ending on I-10. Brown said he’s confident this route would be more feasible.”

“That I believe would get us a lot of support at the Capitol, at TxDOT, and other places if we’re not trying to take private land to build this passenger rail line,” Brown said, according to KVUE.

Transit Plan 2035

-Approve CapMetro’s roadmap for the next 5-10 years, and beyond.

-Includes improvements to Bus, Rail & Pickup

-Engagement & outreach took place over 18 months, reaching over 10,000 community members

-The plan will help CapMetro meet its Critical Results to… pic.twitter.com/kQ3r2hWwZm

The CapMetro Board of Directors on Oct. 20 approved Transit Plan 2035, which is described as “a blueprint that will guide how the agency’s system grows, adapts, and serves central Texas over the next decade and beyond.”

Developed through 18 months of analysis and community collaboration, this plan offers a “data-informed, fiscally responsible, and fair roadmap to improve transit access and reliability across the rapidly growing region,” reported CapMetro, Austin’s regional public transportation provider of bus, commuter rail, vanpool, and paratransit services for a population of more than 1.2 million in a 543-square-mile service area. “It uses the available resources to respond to current travel patterns, while preparing us for the future—from new Project Connect services to the expected regional growth.”

More than 10,000 community members participated in the process through surveys, open houses, pop-up events, and digital engagement tools. Feedback from riders, operators, and regional partners also shaped key service decisions, ensuring the final plan “reflects regional priorities and lived experience,” according to CapMetro.

This plan aligns CapMetro service with current and projected travel patterns in the region and plans for the integration of Austin Light Rail, and includes concepts for further regional expansion. It will be implemented through service changes, which happen three times per year, for the next five to ten years, CapMetro said.

Key Highlights of Transit Plan 2035’s Phased Implementation:

• “0–5 years: Targeted bus routes improvements, deliver full implementation on Rapid 800 and 837 to fulfill the Project Connect investment, and rail enhancements, including the new North Burnet/Uptown Station and extended hours of operation.
• “5+ years: Integration with Austin Light Rail, additional bus route improvements, two new Pickup Zones and modifications to five existing zones, and expanded regional connectivity.
• “10+ years: Further integration of Project Connect investments, and strategic partnerships to support a connected regional express network.”

Implementation of the plan is slated to begin in 2026, with near-term improvements rolled out in phases. Because CapMetro updates its Transit Plan every five years, the long-term recommendations (five-plus years and beyond) will be reviewed and refined around 2030, CapMetro said. 

“The approval of Transit Plan 2035 is a major step forward for CapMetro and a significant milestone for our community,” said Sharmila Mukherjee, EVP, Chief Strategic Planning and Development Officer at CapMetro. “It’s more than just a plan; it’s a roadmap for making public transportation a bigger part of everyday life for our community.” 

“Transit Plan 2035 is truly a community-built plan as nearly 40% of it changed based on the thoughtful feedback from Central Texans during the second round of engagement alone,” said Dottie Watkins, CapMetro President and CEO. “Our regional community is the reason we exist, and through Transit Plan 2035, we are committed to using the resources we have to expand a service that’s more connected, consistent, and efficient for everyone.”

The post Transit Briefs: Austin-San Antonio Commuter Rail, CapMetro appeared first on Railway Age.

NS recently announced that its Bellevue Yard in Ohio achieved a major milestone of processing nearly 2,600 railcars in a single day, including more than 1,100 in one shift, and all without a single safety incident.

“None of this matters if you don’t do it safely,” said Assistant Superintendent J.R. Elliott.

The goal, NS says, is to fully align capability and resources with volume, maximizing operations to serve its customers faster and more reliably. The strategy requires that leaders and crews collaborate closely to safely fine-tune processes, ensure clear communication, and provide the right support at the right time.

“When you think about a hump operation, it’s like an assembly line,” Elliott explained. “Cars arrive; you feed the hump, and the hump feeds the bowl. Then you pull back to react and respond safely so you can keep producing high over the hill.”

The team, NS says, executed flawlessly because everyone was aligned on the mission. Everyone pulled in the same direction.

“There was so much pride that day,” said Mike McGowan, Manager Terminal Operations. “The expectation was clear from the start, and the team delivered safely and efficiently.”

“I’m proud of this team for showing what committed leadership and collaboration can achieve,” Superintendent Rob Sarver added. “Everyone stayed focused, worked together, and never compromised on the core value of safety. That’s how you hit milestones like this.”

Separately, Atlanta’s business, civic, and community leaders recently gathered for Atlanta Police Foundation’s 21st Annual Crime is Toast Awards Breakfast to celebrate the people and partnerships shaping the city’s future of public safety.

At the event, NS announced a $2 million donation to the Foundation’s Safest City Campaign to support the operations of the @Promise Youth Centers, which strives to make Atlanta the safest large city in America.

NS President and CEO Mark George, who also serves as Crime is Toast chairman, delivered opening remarks at the breakfast, highlighting the evolution of public safety in Atlanta and the shared responsibility of building a stronger city.

This investment, NS says, advances prevention, innovation, and training programs that protect the people who keep Atlanta moving, from first responders to families and businesses across the community.

NS’ partnership with the Atlanta Police Foundation reflects a long-term investment in programs, facilities, and initiatives that strengthen safety and community connection across the city. Since 2023, the Class I has contributed a total of $3.8 million to support this shared mission:

• “Training and readiness: Advancing the development of the Public Safety Training Center, where first responders will gain hands-on experience in state-of-the-art facilities.
• “Safety initiatives: Helping build a new fire station and donating a Safety Train for first responder education.
• “Youth engagement: Providing $50,000 annually to support the Foundation’s @Promise programming, which mentors and empowers young Atlantans.”

“The Safest City Campaign is a transformative vision for Atlanta’s future—one that demands bold leadership and deep investment,” said George. “That’s why I’m proud to announce that Norfolk Southern is contributing $2 million to the campaign specifically to support the ongoing operations of the four @Promise centers that serve Atlanta’s youth. This gift builds on our longstanding partnership with the Atlanta Police Foundation and reflects our commitment to helping make Atlanta the safest large city in America.”

UP recently announced via a LinkedIn post that it has earned Gold in Shell Chemicals’ MVP Awards, celebrating the Class I’s “commitment to safety, innovation and impact.”

“Big thanks to Shell Chemicals and a shoutout to our team of MVPs who keep America’s freight safely rolling every day,” UP wrote in the post.

CSX’s REDI Center in Atlanta recently celebrated 20 years of workforce development, the Class I announced via an X post.

Since 2005, the center has trained more than 100,000 employees, customers and partners, “driving safety, reliability and success.”

“Kudos to the REDI team for continuing to shape the future of rail,” said CSX.

The CSX REDI Center in #Atlanta just celebrated 20 years of workforce development! Since 2005, it’s trained 100,000+ employees, customers & partners—driving #safety, reliability & success. Kudos to the REDI team for continuing to shape the future of rail. #ONECSX pic.twitter.com/1gPAkfYW41

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

More than half of the funds, CTC says, will provide 600 local governments and regional transportation agencies with their annual funding to fix roads, bridges, and other transportation needs statewide.

Of the nearly $5 billion, $2.7 million has been allocated to upgrade bridge rails in Marin County; $78 million will go to the City and County of San Francisco to rehabilitate bridges by overlaying deck, replacing joint seals, and repairing bridge rails; and $30 million will go to the Train Control Upgrade Project (TCUP) Phase 0 and 1, which will replace San Francisco Municipal Transportation Agency’s (SFMTA) aging Automatic Train Control System with a modern Communications-Based Train Control (CBTC) system. Phase 0 delivers the systemwide CBTC design of the TCUP project, while Phase 1 develops detailed designs for installation along the T Third corridor.

In Santa Clara County, $6.9 million is being allocated for the construction of 2,600 feet of railroad siding near the Santa Clara-Great American Station, adjacent to Levi’s Stadium and the Great America theme park, between railroad mileposts 40.9 and 41.5, to reduce vehicle miles traveled, greenhouse gas (GHG) emissions and increase ridership through enhanced service reliability and increased train operations, including during entertainment and sporting events at Levi’s Stadium and various stadiums between Oakland and San Jose.

In Solano County, $1.2 million is being allocated to rehabilitate Putah Creek Bridge No. 23-0099 near Winters by upgrading bridge rails and overlaying bridge deck.

Of the total allocation this month, $470 million has come via Senate Bill (SB) 1, the Road Repair and Accountability Act of 2017, and $4.2 billion from the federal Infrastructure Investment and Jobs Act (IIJA). The “larger than normal” expenditure of federal money, CTC says, “relates almost exclusively to the annual allocation provided to local governments and regional transportation agencies.”

California is expected to receive nearly $42 billion in federal infrastructure funding over a span of five years. These investments will upgrade the state’s roads, bridges, rail, public transit, airports, ports and the electric vehicle charging network.

The post Calif. Invests Nearly $5B in Local Transportation Projects appeared first on Railway Age.

Total U.S. weekly rail traffic came in at 497,854 carloads and intermodal units for Week 42 (ending Oct. 18, 2025), down 2.6% from the same week in 2024, according to the AAR. Total carloads were 224,244, up 0.3%, while intermodal volume was 273,610 containers and trailers, down 4.8% from 2024.

Results were similar for Week 41 (ending Oct. 11, 2025): U.S. Class I railroads carried 498,462 carloads and intermodal units, down 1.3% from the same point last year. That comprised 224,562 carloads, up 1.2% from 2024, and 273,900 containers and trailers, down 3.3% from 2024.

For the week ending Oct. 18, 2025, five of the 10 carload commodity groups posted an increase compared with the same week last year. They included nonmetallic minerals, up 3,253 carloads, to 33,517; metallic ores and metals, up 1,461 carloads, to 20,355; and chemicals, up 970 carloads, to 32,046. Commodity groups that posted declines included grain, down 2,364 carloads, to 21,011; miscellaneous carloads, down 1,521 carloads, to 8,413; and coal, down 1,057 carloads, to 57,604.

For the first 42 weeks of 2025, U.S. railroads reported cumulative volume of 9,326,053 carloads, rising 2.0% from the prior-year period; and 11,399,777 intermodal units, increasing 3.2% from last year. Total combined U.S. traffic for the first 42 weeks of this year came in at 20,725,830 carloads and intermodal units, a gain of 2.7% over 2024.

In comparison, for the first 41 weeks of 2025, U.S. railroads reported cumulative volume of 9,101,809 carloads, up 2.1% from the prior-year period; and 11,126,167 intermodal units, up 3.4% from last year. Total combined U.S. traffic for the first 41 weeks of 2025 was 20,227,976 carloads and intermodal units, up 2.8% from last year.

North American rail volume for the week ending Oct. 18, 2025, on nine reporting U.S., Canadian, and Mexican railroads totaled 330,151 carloads, flat with the same week last year, and 358,632 intermodal units, down 1.9% from last year. Total combined weekly rail traffic in North America was 688,783 carloads and intermodal units, a 1.0% drop-off. North American rail volume for the first 42 weeks of this year was 28,533,333 carloads and intermodal units, up 2.2% from 2024.

Canadian railroads reported 92,310 carloads for the week ending Oct. 18, 2025, dipping 2.9%, and 70,928 intermodal units, rising 5.2% from the same week last year. For the first 42 weeks of this year, they reported cumulative rail traffic volume of 6,802,397 carloads, containers, and trailers, up 1.9%.

For the week ending Oct. 18, 2025, Mexican railroads reported 13,597 carloads, increasing 19.2% compared with the same week last year, and 14,094 intermodal units, jumping up 33.9%. Their cumulative volume for the first 42 weeks of 2025 was 1,005,106 carloads and intermodal containers and trailers, a 4.4% fall-off from the same point last year.

The post AAR: U.S. Rail Traffic Down for Week 42 appeared first on Railway Age.

In this transcription of a Rail Group On Air Podcast, Norfolk Southern Executive Vice President and Chief Operating Officer John Orr discussed passenger rail. Like all Class I railroads, Norfolk Southern hosts numerous passenger trains including intercity services and regional commuter. We’re talking about Amtrak and Virginia Railway Express, for example. John and the team at Norfolk Southern have been working hard to improve relationships with passenger railroads.

Vantuono
John, welcome to Rail Group on Air. You’ve been a frequent guest here. We’ve talked about a lot of things, but now we’re going to talk about something completely different or, well, related, I guess. Passenger rail. Norfolk Southern, as you know, hosts a significant number of passenger trains, both Amtrak and regional commuter rail like Virginia Railway Express and other services. And from what I understand here, the performance has been improving in the past couple of years. Let’s talk about that.

Orr
Bill, first it’s always great to be with you and no matter the topic, we always have some really interesting conversations and always in the interest of our industry sector and so proud to be here. But let me just say that NS has had a really strong safety trajectory from 2024 to 2025 with continuous technological, cultural and operational enhancements. We’re leading to ongoing improvements in train reliability, schedule iterations, and improved network standards and efficiencies. Customers are more satisfied, our employees are absolutely engaged. We’ve improved safety and service and our financial performance. Amtrak is a great example of how all of those come together in our PSR 2.0 transformation, and they extract value from our overall network capability. And while it’s true, we’ve put a lot of focus on our improvements on their schedule and on time performance, there is truly an example of all ships rising with the tide, with a bit of fine tuning on our prioritization and engagement and teaching people the skills and capabilities required to run a really, really strong network.

Vantuono
As I’ve often said, this is one industry; there’s been too much of this us versus them mentality—well, we’re a freight railroad and you’re lucky to be on our tracks. Well, that doesn’t work. Bearing in mind, of course, that the passenger rail operators have to understand that this isn’t their railroad, it needs to be a partnership, needs to be a collaboration. You’ve said that there’s a direct line between operational improvements and improvements in passenger rail hosting performance. Describe some of those.

Orr
We’ve talked about this, Bill. In PSR 2.0, we really simplify things, simplify schedules. We’ve tightened standards, and as we optimize our locomotive and freight car utilization, we’re using the network in a more holistic view. Amtrak is as important as anybody else using the network. And when you really commit to having that holistic view and ecosystem view of your network, I take the approach that we drive performance across it. At NS, we’ve focused on simplification and reducing interference on freight on our cars, and that’s taken the form of a couple of things. Our mechanical war rooms, for example, really look at how we remove the unreliability of mechanical failures and keep getting to the root cause of things. And so, as we introduce portals and mechanical inspections across the railroad, we’re able then to take it back to our originating terminals and either teach new skills or invest differently in how the equipment gets inspected.

And as a result, we’ve seen about a 30% reduction in recrews, and when you have that amount of fluidity created, it allows a lot more movements within a corridor. That investment for our core business translates well into the stability and reliability of the Amtrak schedules. Now there’s still work to do obviously as we work through that, but that’s a part of it. And then you layer on the next level of thought and our need for speed war rooms that looks at how do we get them the maximum speeds out of our corridors and start to deal with realities of day-to-day operations like train stalls or interference with grade as it slows trains down, and how do we optimize the locomotive utilization through those corridors, increase the speed wherever possible, engineer it out, and then build the schedules around the more realistic train schedules. Amtrak really benefits from that because now we’ve got the freight trains that are moving more fluidly. They’re not stopping where they’re not supposed to, and the train schedules really drive the meets. And our RTCs, our dispatchers, are really responding to that.

Vantuono
A couple of years ago, Amtrak’s former head, Steven Gardner, said, PSR can be better for passenger service because if the freight service is more reliable, more consistent, then that means that we (Amtrak) can keep our schedules more consistently.

Orr
I don’t disagree with that, and I think where we have an integrated safety and service plan in our PSR 2.0, where we develop the environment that people can be successful in, we understand the skills and capabilities they need to be successful and provide the right level of equipment and create the willingness to give that discretionary effort, then that integration really sets us up for best-in-class service, whether it’s a freight car or as a host railroad, for Amtrak’s performance. I’m really proud of what we’ve done as far as our Amtrak performance over the past 16, 17 months.

Vantuono:
How has that improved percentage wise? I know Amtrak keeps a scorecard. Some people will look at that and say, well, it’s not that accurate. But maybe if you could share some numbers with us, how that performance has improved in terms of on-time performance.

Orr
You know me, Bill. I’m never going to be satisfied with how the current state of operations is because I’m really trying to drive cultural and operational change across the board, and that means continuous improvement, accountability, where we have visibility and concrete obligations and that led itself into operational excellence. And operational excellence starts and stops with safety and service regardless of what the scorecard and Amtrak says. I want to be as good as I can possibly be and allow, as a host railroad, the schedules of Amtrak to be as reliable as I want my freight to be reliable. I want the passengers on that Amtrak experience to be satisfied with what they’ve been delivered on the NS properties. If we boil it down to the Amtrak scorecard, we’re right up there on the top of the heap with a couple of other railroads.

Vantuono
You’ve also had some very effective partnerships with local and state passenger agencies, in three states, Pennsylvania, Virginia, North Carolina.

Orr
Bill, I’ll tell you that under Mark George and our leadership team, we have a really clear strategic vision. We want to encourage entrepreneurial spirit. We have a collaborative culture and we really want to scale Norfolk Southern across the board and partnering. It makes sense. That’s what we talk about with an ecosystem approach. And truly, those three examples are where deeds matter and we show up. Sometimes you just have exploratory talks, other times they manifest into something more concrete. But we are open to collaboration. We’ve got a really strong strategic roadmap. We’ve got a host of initiatives that we’re working through. These are a couple of examples that you’ve just cited.

Vantuono
Getting back to operations, you have employed rather effectively those centers that you call war rooms, really strategic planning places. How do you utilize those? I know for not only for freight, but really for the passenger operations.

Orr
Under PSR 2.0, we’ve kind of extended the traditional Precision Schedule Railroading by integrating digital tools, operating analytics, ecosystem level coordination that really helps us simplify operations. It’s a very non-linear complex set of inputs, and the simpler they are in their application, the tighter the controls, the tighter the standards and the better the optimization of the network. If I have a problem, I’ll pull together subject matter experts. It could be top level executives all the way down to the field level craft employees and bring them into a room and start solving the problem as fast as possible. So we have a triage where we deal with day-to-day, hour- to-hour, minute-to-minute realities of those issues. But then taking a step out of the heat of the moment to reflect on the implications of the issues and the longer term solutions, we’re able to have a better view of what our operational concerns are and get to solutions faster.

So originally it was a wayside war room where we were really trying to address the frequency of unplanned train stops, and that led to concrete improvements in our terminals, preparations for trains, the mechanical inspections, even the mechanical repairs of the cars. We trained our people differently. We invested in some different infrastructure like our air plants. Lately it’s taken on a new level. We’ve decided we’re going to use war rooms to do next-level thinking and what are the next-level problems that we could have so anticipatory and let us get ahead of the issues. So, as we invested in more [inspection] portals, for example, across our network, we have a better view of all of the cars going across the corridors and we want to make sure that we’re doing something with the information we’re finding. So the war rooms are helping us understand what are the types of information that we need to have to prevent accidents, prevent safety shortcomings, and then create greater reliability and start to solve problems before they happen. And that’s the iteration and the evolution of our war room. So we are always going to be in the now, but as we mature, we can get into future-state course corrections.

Vantuono
Amtrak and the commuter railroads are often the cause of their own delays. Mechanical failures, for example, over the road, locomotive failures. What can you share with them as a freight railroad in terms of your mechanical practices? What best practices can you share with your tenants so to speak, as far as their own reliability?

Orr
Let me just start with how we work. Right now at NS, we have a culture of “speak up” where we have something I call “NS candor” where we’re going to talk about tough issues, we’re going to talk to them in a way that solves the problem, brings people to bear on the issues and is respectful for the efforts and the outputs. That’s the kind of conversation I have with the leadership over at Amtrak. We have a very respectful dialogue. We have really learned to trust one another and speak up to issues and advocate for the things that we both need. And so I think we do more of that for sure, is that speak up and that engagement, because that sets the tone for everything, whether it’s a locomotive failure or a car issue. Those things, they’ve got experts over there and they’re very, very good at what they do. In fact, I was with the COO at Amtrak. We were in Washington for a meeting, and we had breakfast, and we were talking about work block planning, and it really opened my eyes to how they have to de-energize their [catenary] infrastructure in order to safely work and do work blocks. And it helped me understand why it’s taking longer than I do when I don’t have that same consideration.

In the same respect, he’s learning a lot about what we’re doing with portals and how we engage together. Ultimately, we’re creating an environment where I have great respect for his schedules and what he does, and he’s got even greater respect now for what I need, especially where we intersect in the Northeast Corridor and we transit our freight cars on his territory. I think it’s more important for me to make sure that he’s confident that I’m going to have a safe train, a reliable train and locomotives that are going to move it from A to B in the time I ask him to take my trains so I can get more access to those routes and he can do the same with me. I think that’s the fair statement and I think that’s the balance I’d like to strike with Amtrak as a host. I know I have contractual and regulatory obligations, but I like to think we’re railroaders who are making railroad decisions because it’s in our DNA to do what’s right for either the product or the people because ultimately that’s how we get satisfaction as railroaders.

Vantuono
And there’s certainly a lot of data that can be shared. Those train inspection portals, Norfolk Southern collects the data from your freight trains at speed. I’ve been through one of those portals on your executive train, this giant flash of ligh—wow, what was that? The passenger trains pass through those as well. And if there’s a way to share that data and get it in real time to the Amtrak trouble desk, for example, and so they know what’s going on and they can address a potential failure.

Orr
We have an adage that our network improvements power a better future for passenger rail. And we have these portals that we’ve developed with Georgia Tech and they are best in class and I’ve worked in a lot of Class I’s. They’re so responsive and our algorithm deployment is very quick and very concentrated on issues that railways really need to concentrate on. And I’m open to sharing that with not only Amtrak but with short lines and other users of our network, and even using that as a standard by which all railways used to inspect equipment. Really it’s the back office that makes the difference in how you react to that data. We’ve got some of the best back-office leaders and skilled workers in any Class I. The work they do to take the information, distill it into manageable actionable items and then act on them is really what’s differentiating. Data for data’s sake is a waste of time. Data for action is the vehicle for continuous improvement, whether that’s us sharing it with Amtrak or them sharing it with us. There’s no pride of ownership here. Whatever makes the railway industry safer and especially makes the passengers safer is a good news story for me.

The post ‘Network Improvements Power a Better Future for Passenger Rail’ – John Orr, NS appeared first on Railway Age.

For the third-quarter 2025, Wabtec reported that its GAAP earnings per diluted share of $1.81 was up 11.0% from the prior-year period; adjusted, it was $2.32, up 16.0% from 2024. GAAP EPS and adjusted EPS increased from third-quarter 2024 “primarily due to higher sales, operating margin expansion, and benefits from prior quarter share repurchases,” according to the company.

Third-quarter 2025 sales came in at $2.89 billion, up 8.4% from the same quarter in 2024 “driven by higher sales in the Freight segment, which includes the acquisition of Inspection Technologies, and in the Transit segment,” Wabtec said. Among the key sales drivers, according to the company:

• Services: “Lower sales driven by fewer modernization deliveries as expected.”
• Equipment: “Higher locomotive deliveries.”
• Components: “Industrial products growth offsetting lower North America railcar build and portfolio optimization initiatives.”
• Digital Intelligence: “Increased sales driven by Inspection Technologies acquisition.”
• Transit: “Higher OE and aftermarket sales; sales up 5.2% on constant currency basis.”

GAAP operating margin for third-quarter 2025 was higher than the prior year at 17.0%, and adjusted operating margin was higher than the prior year at 21.0%. Both GAAP and adjusted operating margins “benefited from higher sales and improved gross margins, partially offset by higher operating expenses as a percent of revenue,” according to Wabtec.

At Sept. 30, 2025, the 12-month backlog was $643 million higher than the prior-year period, according to Wabtec, and the multi-year backlog was $3.34 billion higher than the prior-year period. The company said “excluding foreign currency exchange, the multi-year backlog was $3.30 billion higher, up 14.9%.”

Freight segment sales for third-quarter 2025 were up 8.4%. Equipment sales were up 32.0% “driven by higher locomotive deliveries,” while Digital sales were up 45.6% “driven by the acquisition of Inspection Technologies,” according to Wabtec. Components sales were up slightly and, as expected, Services sales were down 11.6% “due to the timing of modernization deliveries.” GAAP operating margin “benefited from improved gross margin which was offset by higher operating expenses as a percentage of revenue and purchase accounting adjustments resulting from the Inspection Technologies acquisition,” the company noted. Adjusted operating margin “benefited from improved gross margin which was partially offset by higher operating expenses as a percentage of revenue,” Wabtec said.

Transit segment sales for third-quarter 2025 were up 8.2% “driven by higher OE and aftermarket sales,” Wabtec reported. GAAP operating margines, the company noted, “were up as a result of improved gross margins and lower operating expenses as a percent of revenue.” Adjusted operating margins “were up as a result of improved gross margins, partially offset by higher operating expenses as a percent of revenue.”

Wabtec raised and tightened its 2025 adjusted EPS guidance range to $8.85 to $9.05, up $0.10 at the mid-point. For full-year 2025, Wabtec said it continues to expect revenues to be between $10.925 billion and $11.225 billion, up 6.6% at the midpoint. Wabtec also expects operating cash flow conversion of greater than 90%.

“We continue to be encouraged by the pipeline of opportunities that remains ahead of us. Our team’s commitment to product innovation, disciplined cost management, focused execution and partnership with our customers has been instrumental in driving our ongoing success. Together with our strong results, these factors give us confidence to continue to deliver on profitable growth into the future,” said Santana. “Our team’s dedication positions us to drive Wabtec’s success, even in a dynamic and uncertain economic environment.”

The Wabtec website provides more financial report details.

The post Wabtec 3Q25: ‘Continued Growth in Backlog, Sales, Margin and Earnings’ appeared first on Railway Age.

As Norfolk Southern Executive Vice President and Chief Operating Officer, John Orr holds ultimate responsibility for every train on the Class I’s vast network, freight and passenger. Relationships between passenger carriers and their host freight railroads aren’t always harmonious, but NS has been working on improvements benefiting both.

“For several months now, we’ve been a top performer among Class I’s when it comes to host-responsible delay metrics—no small feat considering how much passenger service we host on our network,” Orr tells Railway Age Editor-in-Chief William C. Vantuono. “A more fluid network benefits everyone who touches our system, from customers to passenger services like Amtrak to communities throughout our system that experience fewer slow or stopped trains. There is a direct line between all our operational improvements and improvements in passenger rail hosting performance. And during the past two years we’ve forged effective partnerships with local and state passenger groups, from Pennsylvania to Virginia to North Carolina.”

Orr discusses why “a reliable, consistent team is necessary for reliable, consistent service,” initiatives for “building skills and capabilities of our railroaders” and “training generational railroaders.” He describes a “root cause analysis mentality” and the “war rooms” Operations has been utilizing. “Safety is the core of everything,” he stresses. “A safe railroad is an efficient railroad.”

(A transcript of this podcast is available here)

The post John Orr Talks Passenger Trains – Rail Group On Air  appeared first on Railway Age.

For the first time in the agency’s history, Metro-North trains will serve New York’s Capital Region. On October 20, New York Gov. Kathy Hochul was joined by officials from Metro-North and Amtrak to announce that the commuter agency would begin making one round trip to Albany starting in 2026. This marks the first time in a quarter century that Metro-North has expanded service. 

Additionally, Gov. Hochul announced that Amtrak would restore one round-trip between New York City and Albany after reducing service earlier this year to accommodate ongoing work on the East River Tunnel. As part of that, Amtrak has also agreed to set a price cap on all Empire Service tickets in response to rising ticket prices amid sold-out trains. 

“Restoring Amtrak service and debuting Metro-North service to Albany is a huge win for riders. The Empire Service is vital to communities along the Hudson River,” Gov. Hochul said. “While Amtrak’s repairs to the East River Tunnels are necessary, riders from Albany to New York City have had to endure sold-out trains and higher fares for the past five months. I’ve been clear from the moment this plan was proposed that New Yorkers deserve better. This new plan will provide more travel options and lower fares for over two million annual riders, saving them time and putting money back in their pockets.” 

Metro-North’s trip to Albany will help fill gaps in Amtrak’s schedule. It’s expected to leave Grand Central around mid-morning and return in the afternoon, arriving back at Grand Central in time for evening events in New York City. Test runs for Metro-North are expected to start later this year. No date has been set yet for when the service will be available to the public. 

At the same time, one additional Amtrak trip in each direction between Penn Station and Albany-Rensselaer will be restored starting December 1. Train 235, which departs Penn Station at 3:15 pm, and Train 238, which departs Albany-Rensselaer at 12:10 pm, will both resume service.

“New York State residents and visitors’ passion and patience are paying off, as additional, affordable, and improved train service between New York City and Albany is on its way,” said Amtrak President Roger Harris. “Thanks to Governor Hochul for her leadership and commitment to New York State, and NYSDOT and MTA for their partnership in helping meet the high demand of train service we have throughout the state.”

—Justin Franz 

The post Metro-North to Expand to Albany appeared first on Railfan & Railroad Magazine.

The San Diego MTS Board of Directors on Oct. 17 approved a disposition and development agreement with the San Diego Housing Fund to bring a new 100% affordable housing community to East Village, “helping meet the growing demand for affordable homes in San Diego.”

“This project reflects MTS’s commitment to being more than just a transit agency; we’re a community partner,” said Stephen Whitburn, MTS Board Chair and San Diego City Councilmember, who represents East Village. “By connecting future residents with affordable housing directly at our region’s busiest transit hub, we’re helping residents access opportunity while building a more sustainable future and activating the areas around our stations.”

The six-story, mixed-use, transit-oriented development will feature 161 affordable apartment homes for low-income individuals and families, including 74 one-bedroom, 55 two-bedroom, and 32 three-bedroom units. Residents will also enjoy amenities such as a children’s play area, green outdoor spaces, a community room, and 96 on-site parking spaces. It replaces a surface parking lot and public street that will be removed as part of an MTS transit center expansion project.

Located steps away from MTS’s busiest transit hub, the 12th & Imperial Transit Center, the community offers residents direct access to three major Trolley lines and numerous bus routes, connecting them to recreational, educational, medical, and employment opportunities throughout the region.

Under the agreement, the project will be constructed at no cost to MTS. The ground lease will be for 99 years. Construction is expected to begin in 2027, with completion anticipated in 2029.

“We are very pleased MTS’ Board unanimously approved the 12th & Imperial affordable housing project today. Over the past two and a half years, San Diego Housing Fund has worked in close partnership with MTS to bring this vision to life,” said James Howell, Managing Partner, San Diego Housing Fund, which was founded by San Diego Foundation. “This 161-unit community represents what’s possible when we strategically align housing with transportation and break down barriers that keep low-income families from accessing jobs, education, and services. We look forward to seeing this project break ground in 2027 and transform East Village into a more vibrant, equitable neighborhood.”

In addition to the approved housing project, MTS says it plans to expand and modernize the 12th & Imperial Transit Center. The improvements will increase bus capacity, provide a special event platform for Orange Line Trolley service, enhance passenger amenities such as shelters, lighting, and benches, improve traffic flow, and upgrade stormwater and flood control infrastructure. Construction for the transit center improvements is anticipated between 2026 and 2027.

More information is available here.

The MTA announced Oct. 17 that it will provide free MARC and Commuter Bus service to federal workers during the ongoing federal government shutdown.

​The free service will be provided from now through the remainder of the federal government shutdown, and any individual with a federal ID badge can ride for free by showing their badge to the operator.

“Marylanders make up a large share of the federal workforce, so we fully understand the financial strain many of our riders are experiencing,” said Maryland Department of Transportation Acting Secretary Samantha J. Biddle. “Free rides on MARC and Commuter Bus ensure that federal workers who are still reporting to the office have one less thing to worry about.”

The federal government is the largest employer in the State of Maryland. Prior to this year’s federal workforce cuts, 269,000 Maryland residents were employed by the federal government, and more than 160,000 federal civilian jobs were located in Maryland, according to the agency. Since the POTUS 47 Administration has taken office, Maryland has lost more than 15,000 federal jobs—the largest number in the nation. Past government shutdowns have had direct repercussions in Maryland, with POTUS 47’s 2019 partial shutdown in 2018-2019 costing thousands of Marylanders $778 million in wages, the agency noted.

“This is what Maryland does in times of crisis: We band together and we help each other out,” said Gov. Moore. “But while Maryland is mobilizing to ease the shutdown’s burden on our people, let’s be clear, no state can fill the gap created by the federal government. The longer this shutdown lasts, the more pain we will feel, so it’s time for [POTUS 47] to come to the negotiating table on health care and open the government.”

The Deux-Montagnes branch of the REM will officially begin service on Nov. 17 based on the tests conducted over the past few weeks, and, “if everything goes according to plan.”

Subject to a successful completion of the last tests, starting Nov. 17, 14 new stations, three connections to the metro, and countless new possibilities will be available to our riders. Details about the launch activities for the Deux-Montagnes branch will be shared in the coming weeks.

According to REM, in the morning, service will begin around 5:30 a.m. for both Brossard and Deux-Montagnes Stations. In the evening, the last departure to Deux-Montagnes from Brossard will be at 8:30 p.m., and from Gare Centrale at 8:45 p.m. After these hours, service will continue from Brossard to Côte-de-Liesse Station, with the final departure at 1:00 a.m. on weekdays. This adjusted evening schedule will allow teams to continue testing for the upcoming launch of the Anse-à-l’Orme branch.

Metrolinx recently announced that the Ontario Government has reached an Agreement-in-Principle with CN to purchase land to construct dedicated GO tracks on the Kitchener Line, “marking a major milestone in the province’s plan to build faster transit between Kitchener and Toronto.”

The Agreement-in-Principle coincides with additional GO train service that will be added to the Kitchener Line in November, including 18 new weekend trips between Bramalea GO and Union Station, as well as the first-ever weekend service to Kitchener.

The Agreement-in-Principle is the latest step to build faster two-way, all-day rapid service on the Kitchener Line as part of the Kitchener Extension Project. This project will add 40 kilometers (25 miles) of new, two-way track and includes track re-alignments, signal upgrades, bridge work and platform expansion along the corridor.

When complete, the new Kitchener Line will enable:

To Bramalea GO:

• Two-way, all-day service, seven days per week.

To Mount Pleasant GO:

• 30-minute two-way, all-day service, seven days per week.
• Additional trains during peak rush hour travel times to provide enhanced service to Union Station in the morning and to Mount Pleasant GO in the evening.

To Kitchener GO:

• 60-minute two-way, all-day service, seven days per week.
• Additional trains during peak rush hour travel times to provide enhanced service to Union Station in the morning and to Kitchener GO in the evening

In the meantime, starting Nov. 23, 2025, GO Transit train service will be expanded on the Kitchener Line. The service increases include:

• 18 new weekend trips between Bramalea GO and Union Station, which will enable service every 30 minutes.
• Four existing weekend trips will be extended from Mount Pleasant GO to Kitchener GO, enabling weekend service to Kitchener for the first time.
• Two new weekday trips between Bramalea GO and Union Station.
• Two existing weekday trips will be extended to Bramalea GO (previously Malton GO).
• One existing weekday trip will be extended to Kitchener GO (previously Guelph Central GO).

Expanding service along the Kitchener Line is part of Ontario’s $70-billion investment in the largest transit expansion in North America. Ontario is delivering new rail, subway and transit lines across the province from Barrie to Niagara, Kitchener, Oshawa, Toronto, and more.

The post Transit Briefs: San Diego MTS, MDOT MTA/MARC, REM, Metrolinx appeared first on Railway Age.

“Conditions across our global markets remain largely consistent with our original expectations,” GATX Corporation President and CEO Robert C. Lyons said in a third-quarter 2025 financial report on Oct. 21. He noted that while “demand for most car types remains stable despite ongoing macroeconomic uncertainty” at Rail North America, fleet utilization ended the quarter at 93.7% at GATX Rail Europe, “reflecting ongoing macroeconomic headwinds, including weak GDP results and expectations.” The Chicago-based railcar lessor continues to expect closing of its joint acquisition of Wells Fargo’s rail assets with partner Brookfield Infrastructure to occur in first-quarter 2026 or sooner. It reiterated its full-year 2025 earnings guidance of $8.50-$8.90 per diluted share.

For GATX, net income for the three-months ended Sept. 30, 2025, came in at $82.2 million, or $2.25 per diluted share, compared with net income of $89.0 million, or $2.43 per diluted share, in the prior-year period. The third-quarter 2025 results include a net positive impact of $5.3 million, or $0.15 per diluted share, from Tax Adjustments and Other Items, and the 2024 third-quarter results include a net negative impact of $2.5 million, or $0.07 per diluted share, from Tax Adjustments and Other Items, according to the lessor. 

Net income for the first nine months of 2025 was $236.3 million, or $6.46 per diluted share, compared with $207.7 million, or $5.68 per diluted share, in the year-ago period, GATX reported. The 2025 year-to-date results include a net positive impact of $5.3 million, or $0.15 per diluted share, from Tax Adjustments and Other Items, and the 2024 year-to-date results include a net negative impact of $9.9 million, or $0.27 per diluted share, from Tax Adjustments and Other Items, the company noted.

Profit at GATX’s Rail North America segment was $70.7 million in third-quarter 2025, vs. $102.4 million in third-quarter 2024. Year-to-date 2025, the lessor said that the segment had a profit of $256.1 million, compared with $271.5 million for the same period last year. “Lower 2025 third-quarter and year-to-date segment profit was driven by lower gains on asset dispositions and higher interest and maintenance expenses, partly offset by higher revenue,” GATX reported.

As of Sept. 30, 2025, Rail North America’s wholly owned fleet comprised approximately 109,000 cars, including approximately 7,500 boxcars. The following fleet statistics and performance discussion exclude the boxcar fleet, GATX said. Fleet utilization came in at 98.9% at the end of third-quarter 2025, vs. 99.2% at the end of the prior quarter and 99.3% at the end of third-quarter 2024. During third-quarter 2025, the renewal lease rate change of the Lease Price Index (LPI) was positive 22.8%, compared with 24.2% in the prior quarter and 26.6% in third-quarter 2024. The average lease renewal term for all cars included in the LPI during third-quarter 2025 was 60 months, vs. 60 months in the prior quarter and 59 months in third-quarter 2024. The 2025 third-quarter renewal success rate was 87.1%, compared with 84.2% in the prior quarter and 82.0% in third-quarter 2024. Rail North America’s investment volume during third-quarter 2025 was $142.6 million, according to GATX.

“These results reflect our commercial team’s ongoing success in raising renewal lease rates and extending terms, enabling us to lock in high-quality, long-term committed cash flow,” Robert C. Lyons said. “In addition, the secondary market in North America remains very strong, and we generated over $16 million in remarketing income this quarter.”

Profit at GATX’s Rail International segment was $34.4 million in third-quarter 2025, compared with $33.9 million in third-quarter 2024. Year-to-date 2025, this segment’s profit came in at $92.3 million, vs. $89.2 million for the same point in 2024, according to the lessor, which noted that “[h]igher 2025 third-quarter and year-to-date segment profit was driven by more railcars on lease.”

As of Sept. 30, 2025, GATX Rail Europe’s (GRE) fleet consisted of approximately 30,600 cars. Fleet utilization was 93.7%, compared with 93.3% at the end of the prior quarter and 95.9% at the end of third-quarter 2024.

As of Sept. 30, 2025, Rail India’s fleet comprised more than 11,700 railcars. Fleet utilization was 100%, compared with 99.6% at the end of the prior quarter and 100.0% at the end of third-quarter 2024.

“At GATX Rail Europe, fleet utilization ended the quarter at 93.7%, reflecting ongoing macroeconomic headwinds, including weak GDP results and expectations,” Robert C. Lyons said. “This uncertain environment continues to cause some customers to take a cautionary approach to rail fleet planning, thereby tempering demand across certain car types. Despite these conditions, we saw increases in renewal lease rates for the majority of car types compared to expiring rates. Last month, GATX Rail Europe announced an agreement to acquire approximately 6,000 railcars through a sale-leaseback transaction with DB Cargo AG, one of Europe’s largest rail freight operating companies. This acquisition further expands and diversifies our portfolio and enhances our industry-leading railcar leasing platform in Europe. In India, demand for railcars remains very strong. GATX Rail India’s fleet utilization was 100.0% at quarter end, and we continued to take delivery of new railcars to meet customer demand.”

GATX reported that its Engine Leasing segment profit was $60.4 million for third-quarter 2025, compared with $37.5 million in the prior-year period. Year-to-date 2025, segment profit was $126.3 million, vs. $81.6 million at the same point last year. GATX noted that third-quarter 2025 and year-to-date results included a net positive impact of $10.9 million ($8.2 million after tax) from Tax Adjustments and Other Items, and 2024 year-to-date results included a net positive impact of $0.6 million from Tax Adjustments and Other Items. “Excluding these impacts, higher 2025 third-quarter and year-to-date segment profit was driven by strong operating performance at the Rolls-Royce and Partners Finance (RRPF) affiliates and increased earnings from GATX Engine Leasing, our wholly owned portfolio, due to more engines under ownership,” the company reported.

“Engine Leasing delivered strong third-quarter results, driven by excellent performance across both our Rolls-Royce and Partners Finance affiliates and wholly owned portfolios,” Robert C. Lyons said. “Robust global passenger air travel continues to drive strong demand for aircraft spare engines. During the quarter, we identified attractive opportunities to invest in engines─both directly and through the RRPF affiliates. The RRPF affiliates have invested over $1.0 billion year to date, and in the third quarter, we invested approximately $147 million to acquire seven engines for our wholly owned portfolio.”

Regarding the acquisition of Wells Fargo’s rail operating lease assets, Lyons said that “[k]ey regulatory periods have passed without comment from the U.S. Department of Justice and the European Commission, and we have received a positive response from the Canadian Commissioner of Competition.” The transaction, he continued, “remains subject to other customary closing conditions, including clearance from the Mexican National Antitrust Commission and CFIUS, both of which are progressing. All parties to the transaction continue to work collaboratively to bring the transaction to closure.”

Lyons concluded: “Based on current market conditions and our year-to-date performance, we continue to expect 2025 full-year earnings to be in the range of $8.50–$8.90 per diluted share. This guidance excludes the impact of Tax Adjustments and Other Items.”

More financial report details can be found on GATX’s Investor Relations website.

• Organic Growth or Doing More With Less?
• GATX, Brookfield Infrastructure JV Acquiring Wells Fargo Rail Assets
• GATX Acquiring 156 Progress Rail Locomotives

The post GATX: ‘Rail North America’s Fleet Utilization Remains Strong’ appeared first on Railway Age.

Rail transit project management and systems integration expert Manan Garg, Executive Director, Capitol Projects Planning & Delivery, Sound Transit, has joined the agenda at Next-Gen Rail Systems, the communications, signaling and advanced technology conference presented by Railway Age, and formerly known as Next-Gen Train Control.

Manan’s presentation focuses on Sound Transit’s CBTC program. He will also participate in the Agency Roundtable Discussion. “I’m looking forward to connecting with everyone, sharing insights from Sound Transit’s expanding rail program, and learning from peers tackling similar opportunities and challenges across the country,” he says.

Manan Garg joined Sound Transit from Austin, Texas, where he served as Senior Director Design & Construction for Austin Transit Partnership’s Orange Line, and more recently as Senior Vice President, Delivery and Construction for Austin Light Rail. Manan’s responsibilities have included leading the development of the project delivery plan for ATP’s $5-$7 billion light rail program. His work in Austin demonstrates a deep commitment to innovation: in technology, procurement and contracting methods, and business process. Manan previously managed BART’s Office of Transit System Development in the Bay Area, focusing on Silicon Valley extension projects, contract administration, project finance, and vehicle procurement. Before that, he played a key leadership role at MTA Capital Construction, contributing to the delivery of New York’s Second Ave Subway, overseeing real estate acquisition, design, construction, systems integration and stakeholder management. Manan’s experience in managing mega projects across the complete life cycle—from initial option studies at the feasibility level through preliminary and detailed design, to construction, testing and commissioning through safety certification, make him an invaluable partner and leader as he collaboratively leads projects and programs to the next level of excellence. Manan leads the Tacoma Dome Link Extension, Everett Link Extension, Stride BRT, and future Link Extension teams at Sound Transit. 

This year’s conference offers a bonus for attendees: A special tour hosted by PATH (Port Authority Trans-Hudson) spotlighting advanced technology the agency is developing and deploying on new railcars, fare collection systems and other customer interfaces. The tour, available on a first-come, first-served basis, occurs Oct. 29. Stay tuned for details.

“Next-Gen Rail Systems expands the focus of Next-Gen Train Control, the communications, signaling, and advanced technology conference presented by Railway Age since 1995,” saysEditor-in-Chief William C. Vantuono. “The new name reflects the evolving state of rail technology. Over the years, rapid technological developments such as AI (artificial intelligence), deep data analysis, machine learning, cybersecurity and telematics have transformed train control to become just one element of a complex, integrated platform. That’s why we’ve expanded the program to encompass the entire system. Sessions will examine how signaling and train control is constantly undergoing improvements and enhancements that deliver better safety, functionality, interoperability, versatility, and reliability, at lower life-cycle costs.

“Next-Gen Rail Systems is an essential gathering for all those involved in the growing rail systems market—whether your focus is transit, main line passenger, or freight. We are proud to present a rebranded, expanded event that features the same in-depth technical sessions and comprehensive project updates that attendees have come to expect. This conference, since its inception, has always been a ‘must attend’ event.”

In addition to Manan Garg, among the leading experts in the NGRS lineup are keynote speaker Tom Prendergast, CEO of Gateway Development Commission; Kris Kolluri, President and CEO of New Jersey Transit; Mario Peloquin, President and CEO of VIA Rail Canada, Andy Byford, Senior Vice President and Senior Board of Directors Advisor, Penn Station New York; Dustin K. Lange, P.E., Senior Director of Engineering, Norfolk Southern, Mark Salsberg, Co-Principal of WDG Consulting; Michael Godfrey, Co-Principal and Chief Technology Officer, WGD Consulting; Matthew Kim, Assistant Vice President Enterprise Strategy, Canadian Pacific Kansas City; Wilson Milian, P.E., President and CEO of Milian Consultants, LLC; Pete Tomlin, Independent Consultant, Jonathan Kirby, Senior Director, NJT PTC, New Jersey Transit; Clarelle DeGraffe, General Manager, PATH; Steven Vant, Chief Signal Engineer, Conrail, Mike Palmer, Senior Project Manager, Parsons; Brian Yeager, Director Advanced Technology & Train Reliability, Norfolk Southern; Yousef Kimiagar, Vice President, Institution of Railway Signal Engineers; Brad Cummins, Austin Transit Partnership; and Catherine Campbell-Wilson, Principal, StrategyFive.

Register now for Next-Gen Rail Systems, to be held Oct. 30-31, 2025, in Jersey City, N.J.

Railway Age conferences are known for providing valuable opportunities: networking with professionals from around the world; learning about innovative approaches to implementing advanced technologies; discovering new methods for procurement and contracting; providing input on standards development; becoming better-informed about ongoing and planned projects; and discovering what regulations are coming and how they could impact business.

Supporting Organizations

Industry support for Next-Gen Rail Systems includes sponsorships from 4AI Systems, Alstom, CSA – Critical Systems Analysis, Druid Software, Hitachi Rail, HNTB, KB Signaling, Milian Consultants, LLC., Parsons, Piper, SATS, and Siemens Mobility. To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

The post Sound Transit’s Manan Garg Joins NGRS Conference appeared first on Railway Age.

Supported by New York State via the New York State Department of Transportation (NYSDOT), the Empire Service is an “economic engine” up and down the Hudson River, carrying two million riders annually and achieving record-high ridership in 2024. Following the suspension of three daily Amtrak Empire Service roundtrips, the Metropolitan Transportation Authority (MTA) was tasked with developing potential solutions “leveraging its existing Metro-North Railroad service as a mitigation for affected customers.” The MTA is now advancing a plan with partners to run Metro-North service between Albany and Grand Central, starting with one daily round-trip in the Spring of 2026. In addition, Amtrak has committed to restoring one daily round-trip previously suspended between New York City and Albany on Dec. 1.

“Extending Metro-North’s safe, reliable service to Albany closes a critical gap in regional transit by restoring capacity and connecting New York City and Hudson Valley communities with the high-quality service our customers expect,” said Metro-North President Justin Vonashek.

“New York State residents and visitors’ passion and patience are paying off, as additional, affordable, and improved train service between New York City and Albany is on its way,” added Amtrak President Roger Harris. “Thanks to Governor Hochul for her leadership and commitment to New York State, and NYSDOT and MTA for their partnership in helping meet the high demand of train service we have throughout the state.”

To provide mitigation for rail commuters affected by the suspension of Amtrak service during the rehabilitation of the East River Tunnel, Governor Kathy Hochul challenged the MTA and Metro-North Railroad “to develop a plan to run Hudson Line service beyond Poughkeepsie to connect Grand Central Terminal with Albany-Rensselaer Station.” Metro-North is now advancing a plan to commence this service in early spring of 2026, with non-passenger test trains set to run later this year.

The planned schedule, MTA says, “will fill in gaps left by Amtrak service that was suspended earlier this year,” with the Grand Central to Albany train departing at mid-morning and the Albany-Rensselaer to Grand Central train departing in the afternoon and arriving at Grand Central in time for evening events in New York City. This service would be the first time Metro-North has run between New York City and New York’s Capital Region, according to the agency. Metro-North’s predecessor on the Hudson Line, the New York Central Railroad, previously ran service between Grand Central and Albany until 1967, including on the 20th Century Limited train to Chicago.

This additional service, MTA says, “builds on the excellent service Metro-North has provided in 2025.” On-time performance on the railroad is at 97.9%. Customer satisfaction is at a near-record high of 89%. Ridership has climbed all year, reaching 94.5% on weekends and 86.4% of weekday pre-pandemic levels. In September, an average of 233,632 customers rode Metro-North on weekdays, the highest daily average since the pandemic. In October, Metro-North officially launched improved super-express service on the Hudson Line between Poughkeepsie and Grand Central, with trips taking less than 90 minutes. In September, the MTA debuted the first new Siemens Charger locomotives on the Hudson line, which, the agency says, “will bring more horsepower, improved reliability, and reduced emissions to the railroad.”

Following the cancellation or consolidation of three weekday round trips between Albany and New York Penn Station earlier this year to accommodate Amtrak repairs to the East River Tunnels in New York City, Gov. Hochul “sought the restoration of as much rail service as possible along the corridor.” In support of these efforts, Amtrak says it will be restoring one round trip between Albany and Penn Station on Dec. 1. Amtrak has also committed to a first-of-its-kind price cap on trips between Albany and New York City, with coach seats capped at $99.

In May 2025, in coordination with NYSDOT and other partners, Amtrak began operating a reduced Empire Service schedule to accommodate planned work to the East River Tunnels, which were damaged by Superstorm Sandy and are in urgent need of repair. Amtrak service between Albany-Rensselaer and Penn Station was reduced with the suspension of three trips in each direction.

Thanks to joint efforts by the State of New York and Amtrak, one additional Amtrak trip in each direction between Penn Station and Albany-Rensselaer will be restored starting Dec.1, 2025, the company said. Train 235 which departs Penn Station at 3:15 pm, and Train 238 which departs Albany-Rensselaer at 12:10 pm, will both be resumed.

The reduced service starting this May caused fewer available tickets to be sold at higher prices, with some Coach Class tickets reaching $109 between Albany and Penn Station. To ensure that commuters were not adversely affected by Amtrak’s tunnel rehabilitation project, New York State and Amtrak coordinated on a first-of-its-kind fare cap of $99 on coach seats on all Empire Service trains, bringing down the maximum ticket price by nearly 10%. To provide additional affordable fares, Metro-North fares are anticipated to be competitive with the low end of existing Amtrak fares between Albany and New York City.

Amtrak will also restore direct rail service between Albany-Rensselaer and Boston on the Lake Shore Limited on Dec. 1, which is currently running with a temporary bus service. This restoration will reconnect rail service between Albany and Massachusetts for the more than 80,000 Lake Shore Limited riders who use the station.

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Whitehead, who had served previously as CN’s Executive Vice President and Chief Network Operating Officer since October 2023, succeeds Derek Taylor, who has left the company, according to the Canadian Class I railroad. He will be based in Montreal and has been taking French classes since 2023, the company noted.

With more than 30 years of railroad experience, over 25 of which have been in management positions in Transportation and Mechanical operations, Whitehead joined CN in 2021 as General Manager in Chicago, Ill., following service at Norfolk Southern as Vice President, Transportation. He was appointed Senior Vice President, Network Operations in June 2022. He holds a Master of Science degree in Transportation Management from the University of Denver and has completed the Wharton School of Business’ Advanced Management and Corporate Governance programs.

Drysdale in July assumed the role of interim Chief Commercial Officer, following the departure of Remi G. Lalonde. She spent the first decade of her nearly 30-year career at CN in a variety of roles in Sales and Marketing. She held executive positions in Investor Relations, Finance, Corporate/Business Development, Sustainability, and most recently as Chief Stakeholder Relations Officer. She is now permanent Chief Commercial Officer, a role, the Class I has said, “is a critical executive position overseeing CN’s strong and experienced team responsible for sales and marketing.” Bilingual and based in Montreal since 1997, Drysdale earned an Honors Bachelor of Science degree from Queen’s University and an MBA from McGill University.

“Janet and Pat are key drivers of CN’s efforts to achieve new levels of operational, commercial and customer service excellence,” CN President and CEO Tracy Robinson said. “Their proven cross-functional leadership is instrumental in delivering value for our shareholders and customers. I look forward to working closely with them. I thank Derek for his contributions to the company and wish him the best in the future.”

In other CN news, the railroad and Congebec, a Canadian logistics provider of distribution services for the food, retail and packaged goods industries, are collaborating on a “state-of-the-art” cold storage facility at CN’s Calgary Logistics Park.

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Wabtec and Vale, a global mining company, have announced a partnership to study a dual-fuel engine capable of running on both diesel and a diesel-ethanol blend. The studies will initially be conducted in laboratories “to validate the concept and evaluate the performance, emissions reduction, and ethanol/diesel substitution rate.” The tests are expected to run through 2027 to assess future application in Brazil’s Vitória-Minas Railway (EFVM) fleet.

The agreement to use ethanol, a renewable fuel that replaces fossil diesel consumption, is part of a series of joint initiatives with Wabtec to advance Vale’s rail decarbonization program, said the companies, which announced an agreement in January to purchase 50 locomotives equipped with Evolution Series engines capable of operating with up to a 25% biodiesel blend. In the coming years, Vale and Wabtec will conduct a series of tests aiming to further increase this percentage.

“Innovative initiatives like these, aimed at adopting alternative fuels in our locomotives, are part of Vale’s commitment to accelerating the decarbonization of our rail network,” said Vale Vice President of Operations Carlos Medeiros. “In 2024, Vale’s rail network accounted for 14% of the company’s carbon emissions.”

“For the first time, Wabtec will use ethanol as an energy source in a locomotive, a milestone in the global rail industry. We are committed to developing technological solutions that accelerate the transition to more efficient and sustainable transportation,” said Danilo Miyasato, President and Regional Leader of Wabtec LATAM.

The post Wabtec, Vale Partner to Test Ethanol Use in Locomotives appeared first on Railway Age.

Cando entered the lithium-ion era with the launch of a new battery-powered locomotive this fall. Their Li-Ion 2025 project transformed a standard diesel-electric locomotive by replacing the diesel prime mover with a bank of lithium-ion batteries and a sophisticated control system. The result is a zero-emission switching locomotive 

They took an EMD GP15 and stripped it down to its frame. A tall high-visibility cab was added, with a standard control stand inside, together with a long and short hood. The fuel tank remains, but it is filled with concrete as ballast to increase traction.

The long hood houses the air compressor, a bank of batteries, power conversion equipment, climate control for the batteries, and the traction motor blowers. The short hood contains a toilet. The power conversion is essential to adjust the battery power for use with the standard DC traction motors, and the climate system maintains the batteries at their optimal operating temperature range.

Cando 2501, the switching railroad’s new battery-powered locomotive, is seen shortly after its rebuild in Winnipeg. Photo by Steve Boyko.

There are 12 batteries, each roughly the size of a Tesla car battery, with an adjacent empty rack for another dozen if needed. The liquid-cooled batteries are certified for underground mining operations, with built-in fire suppression, and are mounted in isolation dampers. The custom control system manages the batteries, power conversion, and temperature controls.

The locomotive is optimized for the type of operations that Cando performs at its many switching contracts – low-speed, intermittent switching work. It is not designed for high-speed, main-line operation.

Charging is accomplished through one of two methods. The long hood houses a cable for connecting to 100A “shore power” to recharge the batteries, while the top of the long hood features a receiver for an overhead 800A high-speed charger, similar to what an electric bus uses. Cando envisions the locomotive operating continuously, with opportunistic charging taking place when the crew takes a break or between assignments. It does not use regenerative braking, as they believe it is inefficient at low speeds and would add unnecessary complexity locomotive.

One key design requirement was to use as many standard locomotive parts as possible for easier maintenance. From the frame down, it is a standard GP15 locomotive. This project received $2 million in funding from Emissions Reduction Alberta, and the total estimated cost of the project was $4 million.

—Steve Boyko

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Cathcart Rail has named Scott Driggers as CEO, effective Oct. 2. He succeeds outgoing CEO Jeff Chick.

Driggers brings “vast railroad experience” spanning field operations and executive-level leadership. Since joining Cathcart Rail earlier this year as Chief Operating Officer (COO), he has made an impact by “building strong connections across our network, listening to employees and customers, and driving progress on key initiatives,” the company said. “His leadership and vision make him the right person to guide Cathcart Rail into its next chapter.”

Port NOLA has appointed Adam Laurie as its new CFO. A New Orleans area native, Laurie “brings an accomplished background encompassing military service, financial expertise, and revenue growth strategy,” the Port said.

Laurie’s career has spanned leadership roles in financial planning, strategic finance, and executive management, including:

• Macquarie Infrastructure: Worked across IMTT and Atlantic Aviation portfolio companies. Served as internal manager for the $2.7 billion sale of IMTT, a leader in independent liquid bulk storage.
• IMTT (Private Equity portfolio company of Riverstone Holdings): As Head of Strategic Finance, he led capital investments in excess of $100 million and directed acquisition and divestiture processes across IMTT’s portfolio.
• Mouledoux, Bland, Legrand & Brackett LLC: Immediately prior to joining the Port of New Orleans, Adam served as the first Chief Financial Officer of a large law firm, where he grew the firm’s expansion through acquisitions and revenue growth while enhancing financial reporting, forecasting, and governance.

Laurie has consistently built forward-looking finance functions, encompassing budgeting, forecasting, treasury management, KPI analytics, and strategic investment planning, the Port noted.

“Adam brings exceptional and proven financial leadership to Port NOLA,” said Beth Branch, Port NOLA President and CEO and New Orleans Public Belt (NOPB) CEO. “His expertise in guiding large-scale financial strategies, coupled with his deep ties to our community, will be a tremendous asset as we continue to drive growth and advance our mission.”

Laurie grew up in New Orleans and attended Jesuit High School. He completed his Bachelor of Science degree at Tulane University’s School of Science & Engineering and later earned a Master of Management in Energy Finance and Trading from Tulane’s A. B. Freeman School of Business.

During his time as a U.S. Navy officer, Laurie completed advanced flight training and managed complex logistics operations, “instilling in him a process-oriented leadership style and a respect for structured decision-making,” the Port said. “These values align strongly with Port NOLA’s mission of resilience, service, and strategic growth.”

His leadership, Port NOLA says, also extends into community service, including board positions with the New Orleans College Preparatory Academies, the Friends of the Cabildo, and other military veteran and alumni organizations.

“As someone who grew up here and lives several blocks from the Port, I am deeply honored to serve my city and this vital gateway to global commerce,” said Laurie. “I look forward to bringing my experience in service and finance to strengthen Port NOLA’s financial strategy and support its mission of driving economic opportunity for our region.”

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