Prototype News

Cando Rail & Terminals will acquire Savage Enterprises in a deal that will add 36 railcar storage and transload facilities, three short line railroads, and 80 first and last mile rail service operations to the rapidly-growing Canadian switching and terminal railroad. The transaction requires regulatory approval, though, as Cando and Savage mention, there is no overlap in their current networks. 

Savage Rail is Cando’s fourth major acquisition in just two years, and follows its recent purchase of Channelview Terminal in Houston. 

“The industrial rail environment is fundamentally different than a decade ago – customer supply chains are increasingly continental, and they choose partners that can support their evolving needs with greater reach and efficiency. Bringing Cando and Savage Rail together will create the leading integrated rail terminal and infrastructure company in North America to meet these needs and beyond,” said Brian Cornick, President & CEO of Cando Rail & Terminals. “By combining two highly complementary teams and capabilities with Cando’s strong financial profile, we’re creating a stronger, more resilient platform to support our customers, team members, and communities today and invest for the long term. We are excited to welcome the Savage Rail team to the Cando family.”

Perhaps the most notable part of the acquisition is Savage’s Utah short lines, including the Savage Bingham & Garfield Railroad Company and Savage Tooele Railroad. 

Cando headquarters will remain in Winnipeg, but it will establish a U.S. headquarters in Salt Lake City. —Justin Franz 

The post Cando to Acquire Savage Rail appeared first on Railfan & Railroad Magazine.

CSX

The CSX Mechanical department has introduced its first owned and operated locomotive service truck in the Toledo Zone in Ohio (watch video above). The mobile unit allows the Class I to service locomotives directly on the line of road, eliminating the need to send them to a central service center.

“This approach has transformed routine engine servicing, enabling mechanical employees to complete tasks in the field in about an hour,” CSX said. “By avoiding the time-consuming process of routing locomotives to a shop, CSX has significantly reduced downtime and improved productivity.”

The benefits extend beyond efficiency, according to the railroad. Previously operated by a contractor, the truck is now staffed by Toledo Zone mechanical employees, supporting 16 line of road locations and the Northwest Ohio terminal. This insourcing effort has “enhanced service flexibility and generated millions of dollars in annualized savings across the CSX network,” the railroad said.

“Employee ingenuity played a key role in the truck’s success,” CSX reported. “Mechanical employees at the North Baltimore yard redesigned the truck’s internal layout, making it safer and more efficient. The modifications eliminated the need to climb into the vehicle to access pumps and valves, reduced the truck’s overall weight, and removed the requirement for a CDL operator or hazmat endorsement.”

CSX machinist Sean Killian commented: “This truck changed the way our team operates. We control when the engines are serviced. Everything is going out more on time, and we can focus on working to get these engines down the track efficiently.”

According to the railroad, the Transportation team has also embraced the change, with Toledo Zone mechanical leaders reporting positive feedback on improved coordination and operational flexibility.

Further Reading:

• For CSX, $670MM Power Upgrade Order
• CSX Trains Thousands of First Responders in 2025 (part of Class I Briefs)
• CSX Spotlights its AESS System (part of Class I Briefs)

CPKC

We’re thrilled to partner with @RAHFoundation & CK Hui Heart Centre to strengthen Western Canada’s leading heart hospital! As this year’s @cpkcwomensopen community charity partner, CK Hui Heart Centre will use funds to improve patient care. #CPKCHasHeart https://t.co/YTzGkQL3LT

— CPKC (@CPKCrail) February 23, 2026

The Royal Alexandra Hospital Foundation (RAHF) on Feb. 23 announced that its CK Hui Heart Center has been selected as the community partner for the 2026 CPKC Women’s Open, to be held at the Royal Mayfair Golf Club in Edmonton, Alberta from Aug. 19-23, 2026.

As the community charity partner, funds raised through the CPKC Women’s Open this year will support the CK Hui Heart Center, which provides specialized cardiac care to patients from across Alberta and Western Canada. CPKC will be matching donations up to a total of C$250,000.

“We are thrilled to collaborate with the Royal Alexandra Hospital Foundation and the CK Hui Heart Center to strengthen Western Canada’s leading heart hospital,” said Chad Becker, CPKC Chief of Staff. “As this year’s community partner for the CPKC Women’s Open, CK Hui Heart Center will use the funds to purchase vital equipment, enabling them to double the number of valve replacement procedures and significantly improve patient care.”

“Minimally invasive cardiac procedures have transformed how we care for patients,” noted Dr. Ben Tyrrell, Chief of Cardiology at the CK Hui Heart Center. “These procedures mean less trauma, faster recovery, and better outcomes. That’s especially important for women, who on average face more complications and longer recoveries after traditional open-heart surgery. With this support, we can help more patients receive life-saving care sooner.”

On Feb. 2, CPKC announced that Stollery Children’s Hospital Foundation was chosen as the 2026 CPKC Women’s Open charity partner with the goal of raising more than C$3.9 million to support their pediatric cardiac program.

In 2025, CPKC raised C$4.5 million for cardiac healthcare at the CPKC Women’s Open; it presented the funds to MacKids, the arm of Hamilton Health Sciences Foundation dedicated to fundraising for McMaster Children’s Hospital (C$4 million), and to Trillium Health Partners (C$502,000).

Further Reading:

• CPKC: ‘Exceptional Execution in Challenging Market’
• CPKC, NS Advance Locomotive Modernizations

UP Big Boy No. 4014 (Courtesy of UP)

UP’s Big Boy No. 4014, the world’s largest operating steam locomotive, is readying for the western leg of its coast‑to‑coast tour to celebrate America’s 250th birthday with 27 whistle-stops and four public display days scheduled during its journey.

“The tour honors the crucial role railroads have played in building and unifying America while highlighting more than a century of industry innovation,” UP reported Feb. 24 during its whistle-stop announcement. “Since 1862, when President Abraham Lincoln signed the Pacific Railway Act and created Union Pacific, railroads have connected the nation, driven industrial growth and helped to spark new industries.”

(Courtesy of UP)

The Big Boy will leave its home base in Cheyenne, Wyo., on March 29, traveling across Wyoming, Utah, Nevada, and California, where it will stop near historic Mile 0, the site where Central Pacific Railroad laid the first rail ties for the transcontinental railroad in 1863 (see map above).

Whistle-stops, which last generally 15 to 30 minutes, will take place in:

Wyoming

• March 29 – Laramie
• March 29 – Medicine Bow
• March 30 – Wamsutter
• March 31 – Rock Springs
• April 1 – Green River
• April 21 – Green River
• April 23 – Point of Rocks
• April 23 – Wamsutter
• April 24 – Medicine Bow
• April 24 – Laramie

Utah

• April 2 – Morgan
• April 2 – Salt Lake City
• April 20 – Morgan

Nevada

• April 4 – Wells
• April 6 – Carlin
• April 6 – Battle Mountain
• April 7 – Gerlach
• April 14 – Lovelock
• April 15 – Carlin
• April 15 – Elko
• April 17 – Wells
• April 17 – Montello

California

• April 9 – Oroville
• April 9 – Marysville
• April 9 – Lincoln
• April 12 – Colfax
• April 12 – Truckee

Public display days will be held in Roseville, Calif., on April 10-11 and in Ogden, Utah, on April 18-19. Display days offer an up‑close look at this 1.2‑million‑pound locomotive, along with the “Experience the Union Pacific” railcar, described as an immersive walk-through exhibit that highlights American railroading.

In addition to public stops, UP employees and their families will be invited along the route for special family-day events. UP noted that there will not be any passenger excursions offered on the western leg of the tour.

Details for tour’s eastern leg will be released later, according to UP.

Background

ALCO manufactured 25 Big Boys for UP, 20 in 1941 and five in 1944, to haul heavy freight during World War II. They saw service until their fires were dropped for the last time in 1961. Eight survived; UP re-acquired No. 4014 in 2013 from the RailGiants Museum in Pomona, Calif., and meticulously restored her to operating condition. No. 4014 returned to service in 2019 and is the only functioning Big Boy.

Railway Age reported on the 1941 debut with an extensive technical article (download below).

RA-Reprint-Big-Boy-1941Download Further Reading:

• UP: Big Boy, Lincoln Locomotive Unite for Tour
• Big Boy to Make Two Whistle-Stops in Colorado During Limited 2025 Excursion
• Once in a Lifetime: UP Honors Four Employees With Big Boy Ride-Along
• Big Boy Upgraded With Self-Contained PTC
• Railway Age, October 4, 1941: UP’s “Big Boy” debuts
• Big Boy 4014 is back: UP restores, runs iconic train
• UP: A return to steam for Big Boy 4014

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

The Massachusetts Bay Transportation Authority (MBTA), in partnership with Maryland Transit Administration (MTA),  is seeking proposals from qualified manufacturers for the procurement of new diesel and battery electric locomotives. This procurement supports fleet modernization efforts and advances the Authorities’ transition toward cleaner, more efficient propulsion technologies.

Key Details:

• Scope includes the design, manufacture, testing, and delivery of new diesel and battery electric locomotives, along with associated technical support and documentation. 
• Interested firms must demonstrate prior experience in locomotive manufacturing, integration of advanced propulsion systems, and the successful delivery of complex rail vehicle programs.
• Proposals must be submitted in accordance with the requirements outlined in the RFP by June 10th, 2026, at 2:00 PM EDT.

Interested firms can access the full RFP document at the Commonwealth of Massachusetts bid platform: https://www.commbuys.com – there is no cost for suppliers, though registration is required.

The URL for the RFP is – https://www.commbuys.com/bso/external/bidDetail.sda?docId=BD-26-1206-40000-40000-125513&external=true&parentUrl=close

The post Request for Proposals (RFP) No. 187F-25: Procurement of New Diesel and Battery Electric Locomotives appeared first on Railway Age.

Notice to interested parties: The MBTA is seeking companies to participate in an upcoming RFP.

If you are a manufacturer or distributor that can provide fixed-place systems that apply materials directly to the rail, the MBTA would like to hear from you.

All interested parties should contact Steven Pelczar at spelczar@mbta.com.

Companies that respond will be notified of the RFP issue date, which will be posted on the Massachusetts e-procurement platform – COMMBUYs.

The post MBTA – Massachusetts Bay Transportation Authority – Traction Gel Applicator Systems to improve rail traction and friction management appeared first on Railway Age.

Results for Week 6 were similar. Total U.S. rail traffic rose 6.2% for the week ending Feb. 14, 2026.

U.S. Class I railroads hauled 507,712 carloads and intermodal units for the week ending Feb. 21, 2026, according to the AAR. Total carloads came in at 227,124 up 17.6%, and intermodal volume was 280,588 containers and trailers, up 5.8% from the same week last year.

For the week ending Feb. 21, 2026, nine of the 10 carload commodity groups posted an increase compared with the same week in 2025. They included coal, up 10,972 carloads, to 58,828; grain, up 8,121 carloads, to 24,463; and nonmetallic minerals, up 5,365 carloads, to 28,181. One commodity group posted a decrease compared with the same week in 2025: forest products, down 137 carloads, to 8,242.

For the first seven weeks of 2026, U.S. railroads reported cumulative volume of 1,524,373 carloads, up 5.3% from the same point last year; and 1,912,503 intermodal units, down 0.8% from last year. Total combined U.S. traffic for the first seven weeks of 2026 was 3,436,876 carloads and intermodal units, an increase of 1.8% compared to last year.

North American rail volume for the week ending February 21, 2026, on nine reporting U.S., Canadian and Mexican railroads totaled 330,836 carloads, up 15.6% compared with the same week last year, and 364,182 intermodal units, up 9.3% compared with last year. Total combined weekly rail traffic in North America was 695,018 carloads and intermodal units, up 12.2%. North American rail volume for the first seven weeks of 2026 was 4,730,362 carloads and intermodal units, up 2.6% compared with 2025.

For the week ending Feb. 21, 2026, Canadian railroads reported 90,075 carloads, an increase of 14.0%, and 68,824 intermodal units, an increase of 22.8% compared with the same week in 2025. For the first seven weeks of this year, they reported cumulative rail traffic volume of 1,106,192 carloads, containers, and trailers, up 2.0%.

Mexican railroads reported 13,637 carloads for the week ending Feb. 21, 2026, down 2.8% from the prior-year period, and 14,770 intermodal units, up 24.5%. Their cumulative volume for the first seven weeks of 2026 was 187,294 carloads and intermodal containers and trailers, up 23.5% from the same point last year.

The post Rail Traffic Uptick Continues for Week 7 appeared first on Railway Age.

BART

BART ridership growth is starting the new year on a positive note, with January counts showing continued growth, including several weekdays that surpassed 200,000 trips, the agency recently reported. While ridership continues to bounce back, BART says it is “still far off from its pre-pandemic ridership, largely due to hybrid work patterns.”

The January 2026 Monthly Ridership Snapshot (download below) reports nearly 4.6 million paid exits, a 10.7% increase compared with January 2025. Average weekday ridership reached 182,487 trips, “reflecting consistent demand and building on the gradual recovery seen over the past years.”

BART also saw significant ridership increases during major events, including on Jan. 17 for the Bob Weir public memorial at Civic Center and the TWICE concert at the Oakland Arena, for which BART ran longer trains. 

January Highlights

• Total exits: 4.6 million
• Average weekday: 182,487
• Year-over-year growth: +10.7%
• Busiest day: Jan. 28 with 207,343 trips

Tap and Ride and Clipper START Usage Increase

Tap and Ride usage grew 15.5% in January compared to December, as more riders used contactless bank cards or mobile wallets to pay at the fare gates. In all, 14% of total BART trips were taken using Tap and Ride in January. 

Usage of Clipper START, the 50% fare discount for low-income riders, rose 32.6% year over year in January. 

Even with encouraging ridership gains, fare revenue is not enough on its own to stabilize BART’s finances, the agency noted. “Like many transit agencies nationwide, BART faces a structural budget deficit as remote and hybrid work patterns reduce weekday commute trips, which is historically the system’s largest source of fare revenue. While individual riders have returned to BART, they are riding less frequently.”

202601 Monthly Ridership SnapshotDownload MBTA

The MBTA on Feb. 24 announced that critical signal modernization work is taking place on the Red Line at Columbia Junction near JFK/UMass station while crews complete testing and cutover to the new, digital signaling system in this area.

This work, the MBTA says, “will bring important upgrades that will strengthen Red Line service reliability for riders, providing the ability to route trains more quickly, turn trains around faster, and recover from unplanned disruptions more efficiently.” To accomplish this work, four phases of temporary evening service changes will begin on Feb. 28 and continue through April. 

“The long-overdue work at Columbia Junction completes signal updates that should have been accomplished after the 2019 Red Line derailment. We’re taking the time now to do the work correctly, modernize the system, and improve the Red Line’s reliability long-term,” said Interim MassDOT Secretary and MBTA General Manager Phillip Eng. “By doing this work in a phased evening approach instead of a full shutdown, we’re also delivering essential improvements while minimizing disruption for riders. I thank riders for their patience while we accomplish this critical work.”

Columbia Junction is the complex area of track just north of JFK/UMass that merges the Ashmont and Braintree branches and connects the Red Line’s main passenger track to the Cabot Yard Maintenance Facility where the majority of the Red Line fleet is stored and maintained. 

The signal system in this area was significantly damaged following the major derailment of a Red Line train in 2019. Initial repairs restored service at that time, but signal and switch operations have continued to be limited, according to the MBTA. The work taking place beginning Feb. 28, which could have been completed in 2019, fully corrects these issues, restoring full system functionality. “Operations will have the ability to quickly reroute trains as needed, turn trains around faster, and quickly recover after unplanned service changes, ultimately providing a better transit experience for riders, the agency said. The work also follows through on the MBTA’s commitment to complete major signal upgrades on the Orange and Red lines prior to the FIFA World Cup matches this summer. 

Testing of the new system began in mid-February. More than 100 track circuits are within the Columbia Junction area, and most track circuits have 12 tests that need to be performed. With more than 1,200 tests to complete during this phase of the project, the MBTA says it is “closely monitoring, analyzing, and documenting the results of each test, understanding that adjustments will need to be made as the work progresses.”

The post Transit Briefs: BART, MBTA appeared first on Railway Age.

MARS

The MARS Winter Meeting set a record with more than 980 attendees and included the introduction of the 2025 Executive Committee.

Elected officers are President, Steve Blinn; First Vice President; Luke Jones, GATX Corporation; and Second Vice President, Monica Freeman, CHS, Inc. The Immediate Past President is Matt O’Kray.

“I am honored to move into my new role,” says Blinn. “Over the years MARS has evolved with the changing market to become a leading venue for railroads and shippers to work together in open and constructive relationships. Our upcoming Summer Meeting promises more productive communications at one of the Midwest’s premier meeting locations.”

New members of the MARS Executive Committee are:

• Elie Dakhoul, Senior Manager, Contracts & Compliance, CN
• Kristin Dixon, Director, Rail Operations, Third Coast Commodities
• Bess Jones, Director Sales, Union Pacific
• Shelly Nowlin, Director Transportation & Logistics, Grain Craft
• Aaron Williams, Senior Sales Manager, Ag & Food, CSX

The next gathering will be the Summer Meeting on July 8-9 and will be held in conjunction with the MARS Scholarship Golf Outing at the Grand Geneva Resort in Lake Geneva, Wis. To accommodate the Independence Day holiday weekend, the golf outing is scheduled for Tuesday 7/8, and meetings will occur on Wednesday 7/9 this year. More information is available here.

SLSI

The SLSI on Feb. 24 announced the promotion of Jill Medeiros to Chief Administrative Officer.

“Over the past decade, Jill has strengthened and enhanced the processes that ensure SLSI operates at an exceptionally high level. From managing an expanding grant portfolio and improving team onboarding, to overseeing our accounting and auditing functions and coordinating workflow with legal counsel, her contributions have been both wide-ranging and invaluable. There is virtually no process within the organization that has not benefited from Jill’s insight, leadership, and execution,” said Tom Murta, Executive Director, SLSI. “In addition, Jill’s grant management expertise is consistently recognized by our funding partners as best in class. This well-deserved promotion reflects both the significant contributions she has made to the organization and the expanded scope of her leadership.”

Reporting to the Executive Director, the Chief Administrative Officer will be responsible for compliance with the Federal Code of Regulations, part 200 and the entire lifecycle of federal grant awards, from application to close-out. In addition, Medeiros will oversee the day- to-day operations of the SLSI, including developing and improving policies and procedures to ensure smooth operations, financial reporting, and grant compliance.

“The Short Line Safety Institute provides a critical service to the industry by focusing on improving railroad safety through strengthening safety culture. It has been a pleasure to be part of a team that has impacted more than 25,000 railroaders through Safety Culture Assessments and supported 1,000 organizations with Hazardous Materials Training. I look forward to continuing to advance our impact,” said Medeiros.

SJRRC

The SJRRC Board of Commissioners has re-elected Lodi City Council Member Lisa Craig-Hensley as Chair and Ripon City Council Member Leo Zuber as Vice Chair.

During her tenure as Chair, Craig-Hensley has played a key role in enhancing multimodal connectivity, and advocating for transportation investments that improve mobility, economic opportunity, and environmental sustainability across the region, SJRRC noted. As Chair, she will continue to guide the Commission’s strategic direction, regional partnerships, and advancement of passenger rail service throughout the San Joaquin Valley and Northern California.

“I am honored to continue serving the communities of the San Joaquin Valley and Northern California,” said Chair Craig-Hensley. “Our Commission remains committed to delivering safe, reliable, and accessible rail service while planning responsibly for future growth.”

As Vice Chair, Zuber will continue serving in his leadership role at the Commission, supporting Board priorities and Commission oversight and helping advance board priorities focused on enhanced connectivity, expanded special event service, and identifying opportunities to improve passenger access.

“I appreciate the opportunity to continue working with my fellow Commissioners and staff,” said Vice Chair Zuber. “Together, we will keep advancing transportation solutions that connect residents to jobs, education, and opportunity.”

The re-election of Chair Craig-Hensley and Vice Chair occurred by unanimous votes of SJRRC’s Board of Commissioners at its Feb. 6, 2026, meeting.

“Chair Craig-Hensley and Vice Chair Zuber bring exceptional experience, dedication, and regional understanding to the Commission,” said SJRRC CEO Chris Orlando. “Their leadership has been instrumental in expanding access to rail, improving reliability, and strengthening collaboration with our partner agencies. We are grateful for their continued service.”

The post People News: MARS, SLSI, SJRRC appeared first on Railway Age.

Starting this spring, Rogers Business customers will be able to “seamlessly track critical assets like trailers, containers and equipment across the country, whether they’re connected to our 5G+ network or in areas where traditional cell coverage is not available,” Rogers Business President Tom Turner said.

GO Anywhere Plus hardware from Geotab, which has headquarters in Oakville, Ontario and Atlanta, Ga., will be powered by Rogers Satellite to extend the visibility of assets “where traditional cell coverage is not available, giving Rogers Business customers near real-time location of critical assets wherever they operate,” according to Rogers Communications Canada Inc.

Applications include fleet and asset tracking along remote highways and rail corridors, as well as powering automated sensors for sectors like forestry and mining.

Only 18% of Canada is covered by traditional wireless networks, the Canadian communications and entertainment company said. “Using low-earth orbit (LEO) satellites and Rogers national wireless spectrum, Rogers Satellite enables existing IoT devices to switch seamlessly between Rogers wireless network and satellite-to-mobile service, keeping IoT devices connected in some of the most remote regions of the country,” it explained.

“Working with Rogers and their coast-to-coast IoT satellite-to-mobile coverage allows us to deliver an asset tracking solution to Canadian businesses that performs where other cellular networks cannot,” Geotab CEO Neil Cawse said. “This partnership provides our customers with the visibility and confidence they need to manage their most important assets, regardless of where they operate.”

Further Reading:

• GBXLE, Amsted Team on Condition-Based Maintenance Initiative
• For European Railcar Lessor, New Load Health, Tracking Tech
• Telematics: Slow, But Steady
• Amsted Recognized as ‘RailPulse Certified Vendor’

The post Rogers, Geotab Team on Asset Tracking in Canada appeared first on Railway Age.

What Happened?

On Feb. 5, 2024, a CPKC freight train was proceeding westward on the Brooks Subdivision (see map, top) when a train-initiated emergency brake application occurred, according to the TSB, which is an independent government agency that investigates air, marine, pipeline, and rail transportation occurrences, and like the National Transportation Safety Board in the United States, aims to advance transportation safety and does not assign fault or determine civil or criminal liability. Upon inspection, it was determined that the trailing head-end locomotive had derailed, as well as the first 17 intermodal railcars; there were no injuries reported, and no dangerous goods were released, the TSB said.

Cars derailed in an accordion fashion (Caption and Photograph Courtesy of TSB) Investigation Findings

“The investigation determined that the train had to be stopped in Ontario the day before due to smoke emanating from one of the trailing head-end locomotive’s traction motors,” the TSB said in an announcement of the investigation report’s official release (download R24C0012 below). “In consultation with the supervisor mechanical (locomotive) (SML), the locomotive engineer cut out the affected traction motors and their associated speed sensor. The locomotive engineer was instructed to monitor the issue and the train continued on its trip. However, when recording the traction motor issue neither the locomotive engineer nor the SML made mention of the speed sensors in their respective fault logs. The next day, after several crew changes, the axle seized with the resulting damage to the wheelset causing a track failure and the subsequent derailment.”

R24C0012-ENGDownload

“The investigation also found that cutting out the speed sensor removed an important line of defense to protect against locked axle conditions,” the TSB said. “However, neither the locomotive engineer nor the SML fully understood the implications of this action. In this case, the SML was still completing his training modules and had not yet received training on the mechanical aspects of locomotives, which covers essential information for troubleshooting. Without this specific technical knowledge, he was unaware of the potential consequences of cutting out speed sensors.

“Additionally, in 2014–2015, … [Canadian Pacific, which in 2023 merged with Kansas City Southern to form CPKC] eliminated the central locomotive specialist position, which required in-depth knowledge of all major locomotive systems and many years of hands-on troubleshooting and repair experience. When the position was eliminated, SMLs assumed many of the responsibilities, however, their role is broader. When specialist duties are transferred to a position occupied by an individual that is not specialized in those duties, unless technical training, mentoring, and operational experience are provided to bridge the gaps between the two positions, there is an increased risk that these duties will not be performed to meet safe railway operations.”

Safety Action

CPKC on Feb. 7, 2024 issued a mechanical locomotive bulletin to all locomotive facilities. According to the TSB, this bulletin explains the “critical role of traction motor speed sensors in monitoring motor functions and detecting locked axle conditions, specifying that speed sensors must not be cut out when dealing with traction motor issues.” Additionally, the bulletin indicates that “traction motor speed sensors can only be disabled in specific cases, such as when a dummy wheelset (i.e., a wheelset without the motor) has been applied in that position, or when the traction motor had its pinion cut and the speed sensor has been disconnected or removed,” the government agency noted. “Affected locomotives must be monitored for proper wheel rotation and noise, and the Crew Information Form must be updated as necessary.” The bulletin also “details the use of toggle switches for traction motor and speed sensor cut-outs, accessible through the locomotive control monitor, and advises to only disable speed sensors under mechanical guidance.”

According to the TSB, CPKC implemented a Mechanical Locomotive Support Desk, described as “a dedicated five-person team of operations support coordinators, which has taken over the locomotive troubleshooting responsibilities previously held by supervisors mechanical (locomotive).” This team’s sole responsibility, it said, is to respond to locomotive service interruption calls from Canada and the United States. The change became effective April 2024.

The post TSB Issues Investigation Report for 2024 CPKC Train Derailment appeared first on Railway Age.

The North American railway industry in large part is driven by influential leaders, people whose mantra is making a difference, and who are committed to service. Railway Age subscribers may now nominate an individual they believe is the single-most influential active (non-retired) man or woman in the industry. The top 10 will be featured in Railway Age’s May 2026 issue.

ELIGIBILITY:

• A nominee can be from a Class I, II or III freight carrier; a switching and terminal railroad; a regional/commuter, intercity, rapid transit or light rail passenger railway; a supplier, contractor or consultant; a trade association; or a government agency with jurisdiction over the industry (i.e., FRA, STB, FTA).
• Nominees must be part of the North American (U.S., Canada or Mexico) rail industry.
• Self-nominations will not be considered.

DEADLINE: Wednesday, April 8, 2026, 5 p.m. EST

Complete this nomination form for the 2026 Railway Age Subscribers’ 10 Most Influential Industry Leaders poll.

Who were the top 10 picks of Railway Age subscribers in previous years? Read about them here:

• 2025: Readers’ Influential Leaders and Redefining Leadership
• 2024: Forward Focus
• 2023: Exemplary Executives
• 2022: Leadership Defined
• 2021 Railway Age Readers’ Influential Leaders
• 2020 Railway Age Readers’ Most Influential Leaders

Join Railway Age on March 10, 2026, for our “Next-Gen Freight Rail Conference” at the Union League Club of Chicago. Among the confirmed speakers are John Orr (NS; a Railway Age 2025 Influential Leader and the 2026 Railroader of the Year), Mark George (NS), Keith Creel (CPKC), Jim Vena (UP), Tracy Robinson (CN), Tom G. Williams (BNSF), and Patrick Fuchs and Michelle Schultz (STB).

The post Nominations Open for Railway Age ‘10 Most Influential Industry Leaders’ appeared first on Railway Age.

Union Pacific “Big Boy” 4014 will travel from Wyoming to California and back over four weeks in late March and early April, according to a schedule released Tuesday. The trip is the first part of a highly anticipated coast-to-coast tour to celebrate the 250th anniversary of the Declaration of Independence. 

For the most part, this western leg will follow the same route the locomotive took back in 2024, when it last visited California. Again, the locomotive will travel via Western Pacific rails heading west and former Southern Pacific lines coming back east. The only difference from the 2024 tour is that this time it will skip a side trip into Idaho. The excursion will depart Cheyenne, Wyo., on March 29 and return on April 24. The full schedule is available online. 

While UP has not provided specific details about the East Coast portion of the tour, a recent filing with the Federal Railroad Administration has suggested a possible route via Norfolk Southern. UP and NS are requesting a waiver from the Federal Railroad Administration to operate the locomotive through cab signal territory. The filing indicates that the tour will traverse the Fort Wayne, Cleveland, Pittsburgh, and Harrisburg lines sometime between May 25 and July 29.

UP-NS FRA Filing

—Justin Franz 

The post UP Releases ‘Big Boy’ Western Tour Schedule appeared first on Railfan & Railroad Magazine.

After the first of four weeks of temporary schedules on New Jersey Transit’s (NJT’s) rail lines due to the cutover from the old Portal Bridge to the new Portal North Bridge over the Hackensack River, it appears that the operation went well, except for the first two days. We reported on Jan. 16 that the change was coming, and that different schedules would be in effect for a four-week period while the agency and Amtrak run a single-track operation on the segment of Amtrak’s Northeast Corridor (NEC) between Newark Penn Station and Secaucus Junction Station.

At that time, we reported on NJT’s view: “‘We understand that this work will disrupt the way our customers travel during the cutover period, which is why every element of our service plan was designed to keep people moving as safely and efficiently as possible,’ [President and CEO Kris] Kolluri said. ‘While the disruption is temporary, the benefits, including a far more reliable and resilient commute along the Northeast Corridor, will last for generations.’”

The biggest change affects riders on the Morris & Essex (M&E), Montclair, and Gladstone lines, all of which trace their heritage back to the Lackawanna Railroad and are now owned by NJT. In effect, the agency revived an operation for all trains on those lines that was in effect before June 10, 1996. At that time, it initiated Midtown Direct service, over a new track connection between the M&E and New York Penn Station that allowed M&E and other trains to go directly to Midtown Manhattan for the first time. In addition to the New York trains, most Gladstone trains, some Montclair trains and some M&E trains (via Morristown) still serve Hoboken at the historic terminal where connections are available to other NJT rail lines, several bus lines, PATH trains, and ferries to Manhattan on weekdays. The big change is that all trains on those lines now run to or from Hoboken and passengers bound to or from Midtown must change at Hoboken for the duration. Transfers are available for PATH trains, New York Waterway’s Midtown ferry, and NJT’s #126 bus to the Port Authority Bus Terminal. NJT tickets reading “Hoboken” are also valid for the segment to or from Manhattan. That gives passengers a break on the fares, because New York fares are higher than Hoboken fares from the same points of origin. Trains on the M&E still run directly to or from Penn Station on weekends with hourly service, but the schedule is different from the customary one.

There are also some temporary service cuts on NJT lines that go through Newark Penn Station, and Amtrak implemented its own reductions, most notably many Keystone Corridor trains to Harrisburg that previously originated at New York now run only from Philadelphia and vice-versa. Still, the biggest change is that longtime M&E riders are getting a taste of the ride that they customarily took until 30 years ago, while others are dealing with a new inconvenience. That is the length of time required to travel between New Jersey and Manhattan, which varies with the connecting transit mode.

Rocky Starting Weekend

On Saturday, February 14, the agency ran its normal weekend schedule. Sunday the 15th was the first day of the new schedule, with similar levels of service, but with trains running at different times to accommodate the single-tracking. It was not a good day on the railroad, with 89 alerts from the agency, 46 of which concerned M&E or Montclair trains, mostly in the afternoon and evening. Monday, February 16 was a holiday, with essentially the weekend schedule and a few additional trains, such as a “mini-peak” on the M&E and other lines that would soon be diverted to Hoboken on weekdays. It was also not a good day on the railroad, with 74 alerts, although many of them were on NEC trains between Trenton and New York. The M&E operation ran more smoothly on Monday than it had the day before.

Larry Higgs reported for NJ Advance Media that the agency had cancelled 27 trains that Sunday: “NJ Transit officials issued an apology to riders after cancelling 27 trains Sunday on the first day of a month-long rail service reduction to put one track of the new Portal Bridge in service. Most trains were canceled Sunday morning, with a few canceled in the afternoon, according to NJ Transit alerts.” Those alerts blamed “originally scheduled crew availability at the time of departure” for the trains that did not run. Higgs also reported: “In an apology to riders posted on X and Facebook, NJ Transit officials blamed the cancellations on the contractual process locomotive engineers use to select new assignments which happens when rail schedules change. This time, the issue is all schedules of all engineers, trainmen and conductors have to be changed for the cutover, said NJ Transit CEO Kris Kolluri.”

According to Higgs, engineers and conductors have 48 hours prior to a schedule change to pick their new assignments, but the schedules currently in effect represent a sweeping change that affects essentially the entire railroad. Only the Atlantic City Rail Line, which runs between that city and Philadelphia, is not affected by the change. Higgs reported: “Brotherhood of Locomotive Engineers and Trainmen union officials said they offered to start the assignment selection process early.”

A Better Week

NJ Transit started somewhat tentatively on Tuesday morning but did better as the week went on. This writer took three trips from to New York that week, starting with a one-way trip on Tuesday morning. It took 45 minutes, about 15 minutes longer than under the “normal” schedule, to get from South Orange to Hoboken. While there is enough capacity at Hoboken and on the segment of the railroad that approaches the terminal, that capacity is only used under special circumstances, rather than under normal operation. Employees, including managers and customer service agents, were out in force to help riders get oriented on the first day of the return to what some riders remembered as the way they traveled until 1996, and which other riders would not remember at all. The object was to get to Penn Station using the ferry and a connecting shuttle bus, both of which are operated by NY Waterway. The operation was time-consuming, and it took one hour longer to get to Penn Station than it would have taken under the normal schedule.

My Thursday afternoon trip included a PATH train from Hoboken. One turnstile on the PATH platform at Hoboken was used for NJT’s “cross-honoring” and an employee was there to keep a count of customers who used it. PATH ran the regular weekday schedule, and it felt somewhat nostalgic to recreate the two-seat ride that many passengers had taken thirty years ago or more. On the way back, an employee checked for “cross-honoring” at the 33d Street PATH station (which is located at 32d Street now), and the late-afternoon train to Hoboken was crowded, as they were “back in the day.” Taking PATH and changing at Hoboken adds about 20 minutes to the one-way trip, but riders appeared to take the longer travel time in stride. A mitigating factor was that all trains on the schedule originate at Hoboken during the alternate service period: both trains that customarily originate at Hoboken and trains that normally originate at New York Penn Station but are diverted to Hoboken for the month.

While PATH trains and the #126 bus run full spans of service, the ferries between Hoboken and NY Waterway’s midtown terminal run only during peak-commuting hours on weekdays. Despite the limited schedule, the ferry company offers an interesting connection to go elsewhere in Manhattan, and I tried in on Friday. Along with the ferry ride, NY Waterway includes a shuttle bus that makes city bus stops between the ferry terminal and the East Side (and also serving most of the West Side).

Most of the shuttle routes go to the East Side of Midtown, on 57th Street, 49th and 50th Streets, 42d Street, and a route that makes a wider loop. That one goes east on 34th Street, south on Third Avenue, west on 23d Street, and north on Seventh Avenue before, taking 34th Street west to the terminal. The fifth route proceeds downtown along the waterfront to Pier 11, near Wall St., in the Financial District.

I chose the 57th Street route. It got me to the end of the line at 47th Street and Lexington Avenue in a mere 16 minutes, apparently a result of the Congestion Pricing toll that began last year for vehicles traveling in Midtown Manhattan or south of there. Coming back took significantly longer, due in large part to just missing the shuttle bus and then missing a boat at the ferry terminal. The boat ride was quicker than the one the previous Tuesday. It was the next-to-last run of the “evening peak” to Hoboken Terminal, and there were only a few passengers on board at that time.

While the route can be tricky, especially for the uninitiated, I did not find many reports of problems. There were only a few alerts on the NJT website, and employees seemed pleased with the way things were going with the operation, even though their opinions, albeit knowledgeable, were unofficial. After getting used to the operation on Tuesday, it appeared that the employees and the riders both got the hang of it, and it appeared to go smoothly for the rest of the week. At this writing, it has 14 days to go.

Also at this writing (Monday, Feb. 23), NJ Transit is not running any trains at all. A severe blizzard pounded much of the Mid-Atlantic region severely for almost 24 hours, beginning on Sunday afternoon, and knocked out most of the area’s transit, but that’s a different story.

The post For NJT, a Relatively Smooth Portal North Cutover Startup appeared first on Railway Age.

MTC RegionalNetworkIdentityDesignGuide260217Download TransitStopSignageDesignGuide260217Download

The Regional Network Management (RNM) Council on Feb. 23 approved the first set of transit wayfinding design guides to help Bay Area transit agencies establish a uniform look for signs and maps used everywhere from individual bus stops across the region to major hubs where multiple systems connect (see above). “These design guides are intended to make it easier for riders to identify information and use transit by delivering information that is clear, predictable and consistent across service areas and county lines,” according to the Council, which comprises the Executive Director of MTC, the regional transportation planning, financing and coordinating agency for the nine-county Bay Area; and General Manager-level representatives of such transit agencies as San Francisco Bay Area Rapid Transit District (BART), San Francisco Municipal Transportation Agency (SFMTA), Alameda-Contra Costa Transit District (AC Transit), Santa Clara Valley Transportation Authority (VTA), Caltrain, Golden Gate Bridge, Highway & Transportation District, and San Mateo County Transit District (SamTrans).

The approval finalizes the region’s new transit network identity and offers transit stop sign guidelines that MTC and agencies can use in the near-term while guidance for all transit stops and stations is refined and finalized, the RNM Council said.

The Regional Network Identity Design Guide is said to define a consistent “look and feel” for the Bay Area transit network, finalizing designs first introduced in January 2024 and used throughout the test locations at El Cerrito del Norte BART station (see photograph, top) and the Santa Rosa Transit Mall and Santa Rosa downtown SMART station. According to the Council, the Network Identity Design Guide includes specifications for the colors and symbols that should be used, as well as the hierarchy of how information should be presented, across all transit wayfinding materials.

The Transit Stop Signage Design Guide provides guidance for designing, installing, and maintaining transit stops—typically bus stops—using a new regional design that works across rural, suburban, and urban environments while accommodating stops with many routes, special services, or multiple transit agencies, the Council reported. Consistent signage at the Bay Area’s approximately 21,000 transit stops, it noted, is expected to improve legibility for riders and is intended to reduce long-term design, fabrication, and maintenance costs for transit agencies.

According to the RNM Council, MTC will use these two design guides for future pilot locations around the region. It noted that SFMTA already used the designs to make signage improvements at the Castro Muni Metro station, and other agencies with time-sensitive sign replacement projects are also considering using the new guidelines in the near term, with assistance from MTC as needed. These prospective projects include:

• BART: installing bus bay numbers at transit hubs.
• County Connection with WestCAT and Tri Delta Transit: testing new sign designs at three-agency shared stops in Martinez.
• SolTrans and WestCAT: installing new signage for 2026 service restructures.

An update to the comprehensive regional transit connections map, which is said to enable riders “to discover key destinations” they can reach on the Bay Area’s extensive rail, bus, and ferry network, was also released, according to the RNM Council. 

“The Regional Mapping and Wayfinding Project is a standout example of regional cooperation,” said Bob Powers, RNM Council Chair and BART General Manager. “Putting customers’ interests first is the cornerstone of our Transit Transformation Action Plan to increase ridership by making transit faster, cleaner, more comfortable, more convenient and easier to navigate.”

Further Reading:

• First Look: Design Prototypes for Common Set of Bay Area Transit Signs (part of Transit Briefs)
• MTC Launches Regional Mapping and Wayfinding Project

DART (Courtesy of DART)

“Plano leaders have decided to call off the election to potentially withdraw from Dallas Area Rapid Transit after reaching a deal with the agency,” KERA News reported Feb. 23.

The May 2 election would have allowed voters to “decide to stay in or leave DART,” according to the media outlet. The Plano City Council, it said, also “voted to repeal an earlier resolution supporting capping DART’s tax revenue collections.”

DART operates light rail, Trinity Railway Express, regional rail, bus routes, GoLink on-demand service, and paratransit, moving more than 171,000 riders daily across a 700-square-mile, 13-city region including Addison, Carrollton, Cockrell Hill, Dallas, Farmers Branch, Garland, Glenn Heights, Highland Park, Irving, Richardson, Rowlett, Plano, and University Park. 

KERA News reported that the Plano City Council decision “follows months of negotiations between DART and several member cities that have pushed for changes in DART’s funding and governance.” Plano, it said, is one of six cities—Addison, Farmers Branch, Highland Park, Irving, Plano, and University Park—“that called withdrawal elections that would end bus and train service within their city limits.”

“As part of the new deal, DART will give $360 million back to all of its member cities over six years,” KERA News reported. “It also plans to restructure its board of directors so each city has a representative, expanding the board and reducing voting power for the city of Dallas. Plano City Council members passed a resolution Monday [Feb. 23] expressing support for the reform and ‘requesting state legislative action to implement a new governance structure.’”

DART CEO Nadine Lee “told KERA the agency will need to find other revenue streams to keep operations running,” according to the media outlet.

Lee also said: “There’s nobody who wants to improve services more than more than DART and we will endeavor to do that. If we can do that in partnership with the cities and if the cities are working with us in good faith we think that can be accomplished.”

KERA News reported that the Plano City Council, as part of the deal, “agreed to cease legislative efforts to defund DART. The city will receive more than $61 million over the next several years.”

At least three other cities—Addison, Farmers Branch, and Irving—are “considering calling off DART withdrawal elections,” according to KERA News. Cities have until March 18 to rescind the elections. If voters in any city elect to withdraw from DART, services in that city would cease  immediately after the election is canvassed.

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The Alabama Port Authority on Feb. 23 reported rebranding and launching Mobile America Express (MAX), a service platform to help “strengthen the Port’s role as a catalyst for economic development statewide and promote Alabama’s strategic position in the global supply chain.” Rail-served, its Terminal Railway Alabama State Docks (TASD) provides access to five Class I’s.

(Courtesy of Alabama Port Authority)

“As Alabama’s only deep-water seaport and the gateway to a growing network of inland logistics assets, the Alabama Port Authority supports industries, communities, and jobs statewide,” it said. “From farmers in the Black Belt to manufacturers in North Alabama and distribution centers in Central Alabama, the Port connects local businesses to national and international markets. The new MAX initiative and logo will serve to emphasize not just the Port’s strengths, but Alabama’s advantages in logistics, developable properties, and workforce capabilities.”

(Courtesy of Alabama Port Authority)

MAX organizes the Port’s multimodal capabilities into a single, coordinated platform. Deep-water access in Mobile connects with rail (BNSF, Canadian Pacific Kansas City, CN, CSX, Norfolk Southern, Alabama & Gulf Coast, CG Railway, and Alabama Export), inland waterways, highways, airports and intermodal facilities. That connectivity “strengthens rural exports, supports advanced manufacturing, attracts distribution investment, and reinforces Alabama’s position as a logistics leader in the Southeast,” according to the Alabama Port Authority.

(Courtesy of Alabama Port Authority)

The Alabama Port Authority includes the Port of Mobile’s Blakeley Island Terminal in the Upper Harbor; Alabama Steel Terminals and AutoMobile International RO/RO Terminal at the Main Docks; and Cold Storage, a Container Terminal, an Intermodal Container Transfer Facility (ICTF), a Logistics Park, McDuffle Coal Terminal, and Pinto Steel Terminal in the Lower Harbor (download map below). Its Middle Bay Port includes a Liquid Bulk Terminal (download map below).

mappica-imageDownload mappica-image copyDownload

The Alabama Port Authority and CSX in early 2025 kicked off construction on the $100 million, 272-acre Montgomery Intermodal Container Transfer Facility, which is expected to open in 2027. Designed to reduce congestion at the Port of Mobile and provide an alternate shipping option for existing Port customers in central Alabama, it will offer 25,016 feet of track served by CSX Intermodal and handle 60,000 TEUs (Twenty-Foot Equivalent Units).

“Our responsibility is not limited to the waterfront in Mobile,” Alabama Port Authority Director and CEO Doug Otto said. “We are Alabama’s port—serving all 67 counties—and our infrastructure supports economic opportunity in every corner of our state. This new focus highlights our strongest assets—the deepest port in the Gulf, unparalleled connectivity through rail, highways, and inland waterways, and a workforce that can surpass businesses’ needs today and in the future.”

“Through this brand evolution and the launch of MAX, the message is clear: Alabama’s port belongs to the entire state and its benefits reach far beyond the Gulf Coast,” Otto concluded.

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HNTB

Diana Mendes, AICP, Corporate President of Infrastructure and Mobility at HNTB, has been inducted into the College of Fellows of the AICP, the organization’s highest honor. The recognition honors planners whose careers have made “transformative contributions” to communities and the planning profession. Fellows are nominated by their peers and selected based on their sustained impact on the profession and the communities they serve.

Mendes has nearly four decades of experience guiding complex transportation initiatives that “strengthen mobility, support environmental stewardship and improve how infrastructure serves communities,” the firm noted. In her role at HNTB, she leads the firm’s national efforts to advance infrastructure and mobility solutions, working with transportation agencies to enhance planning, project development and delivery.

At HNTB, Mendes has helped shape the firm’s national approach to infrastructure planning and project delivery, establishing technical guidance, training programs and operational practices “that strengthen support for clients advancing major transportation initiatives.” Her leadership, the firm says, “has helped bolster HNTB’s role in working with agencies to navigate federal requirements.” Throughout the industry, her impact extends through national policy and professional development, including her work training more than 2,000 professionals through the National Transit Institute (NTI).

“I am deeply honored to be inducted into the College of Fellows alongside so many planners whose work has shaped our communities and profession,” Mendes said. “Planning plays a vital role in helping communities grow, adapt and thrive. This recognition reflects the many partnerships and collaborations that have advanced meaningful infrastructure solutions across the country.”

Mendes will be formally recognized as part of the 2026 Class of Fellows at the American Planning Association’s National Planning Conference in Denver on April 26, 2026.

Joanna M. Pinkerton, PE, has been named HNTB’s National Practice Leader for Digital Infrastructure Solutions. With more than 30 years of experience spanning infrastructure delivery, agency leadership and technology-enabled innovation, Pinkerton will lead the firm’s strategy, growth and delivery of integrated digital solutions. In this role, Pinkerton will partner with clients to use data intelligence and advanced technologies in planning, design, delivery and operations of their transportation programs.

Prior to joining HNTB in 2024, Pinkerton served as President and CEO of the Central Ohio Transit Authority. Under her leadership, the agency launched one of the nation’s first public mobility‑on‑demand systems and tested on‑demand technology for high‑capacity transit.

“I’m excited to continue building on HNTB’s industry leading work in digital infrastructure across all modes of transportation, focused on leveraging data, advanced analytics and emerging technologies to enable better outcomes for our clients, based on the needs of their agencies and communities,” Pinkerton said.

Pinkerton holds a bachelor’s degree in civil engineering from Ohio Northern University and is a professionally licensed engineer in Ohio.

Michael Baker International

Michael Baker International on Feb. 23 announced it has named Rod Malehmir, PhD, Executive Vice President and Chief Technology Officer. In this role, Dr. Malehmir will lead the firm’s technology vision and initiative, “advancing the deployment of AI-powered digital solutions and translating advanced AI and digital capabilities into scalable, operationally embedded solutions that help clients modernize legacy environments, improve decision‑making and achieve measurable, mission‑critical outcomes in cost-efficient manners.”

These efforts, the firm says, “reflect Michael Baker’s long-standing commitment to delivering best-in-class solutions through its continuous pursuit of Technology, Differentiation, and Innovation (TDI).” In recent years, the firm has deepened its focus on and investment in technologies for the future, “methodically expanding its capabilities through internal incubation and strategic acquisitions.” As a result, the technology team now includes more than 400 top-tier professionals and continues to drive rapid growth across the firm’s technology platforms.

“Technology has always been at the heart of how we deliver excellence at Michael Baker International, and we have long embraced innovation to stay at the forefront of the AEC industry. As AI reshapes the landscape, our focus is on building advanced platforms that unlock new possibilities for our employees and create lasting impact for our clients,” said Michael Baker International CEO Brian A. Lutes. “I look forward to partnering with Rod as we embark on the next chapter of our technology journey—one that reimagines how we work, innovate and lead in service of our mission: We Make a Difference.”

As Executive Vice President and Chief Technology Officer, Dr. Malehmir will channel a “One Michael Baker” approach to advance the firm’s Vision 2030 goal of evolving into a next-generation, technology-driven engineering and consulting firm. He joins Michael Baker from Tetra Tech, where he most recently served as Senior Vice President of AI & Digital Solutions. He holds a Doctor of Philosophy degree in Physics with a focus on AI from the University of Alberta, as well as a Master of Science degree and a Bachelor of Science degree in civil engineering.

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The tentative agreement would provide retroactive pay dating to July 1, 2024, and subsequent general wage increases each year through July 1, 2029. It would also include a $1,000 retention pay bonus. The proposed deal would provide improvements to existing provisions for paid holidays, personal protective equipment, and certification and training. New provisions of the proposed deal would provide paid parental leave for the first time, and also additional paid personal leave days for new hires.

Members governed by this tentative agreement belong to BLET Division 204 (Linton, Ind.), and the CSXT-Western Railroad Lines General Committee of Adjustment. The negotiating team consisted of CSXT-WL General Chairman Keith Kerley, retired Vice President Alan Holdcraft, Vice President Randy Fannon, and Division 204 Local Chairman Kevin Jerrell.

Ballots, which were mailed out last week to INRD members, are due back to the BLET National Division by Friday, March 13.

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A complete cosmetic restoration of the Santa Fe Railway diesel-electric locomotive No. 93 is well under way and expected to wrap up by spring or early summer, Wichita, Kans.-based Great Plains Transportation Museum (GPTM) reported Feb. 23. Built by the Electro-Motive Division (EMD) of General Motors Corporation in late 1967, the unit was donated to the museum by BNSF in June 1999.

Following years of fundraising, the Santa Fe No. 93 restoration campaign in June 2025 eclipsed the approximately $200,000 required to have the work completed. When the locomotive was grit-blasted down to bare metal last fall at Mid-America Car in Kansas City, Mo., more damage was revealed and GPTM commenced a GoFundMe effort to raise additional funds. The museum has now reached its goal of raising an additional $50,000.

“While the GoFundMe effort raised several thousand dollars, the majority of the $50,000 we needed was donated, or is committed, directly to our museum by generous supporters who learned of our need via publicity generated from our announcement,” GPTM President Heather Gatton said Feb. 23. “Every donation to our Santa Fe 93 cosmetic restoration project is important, and we appreciate the incredible support we received from so many people who want to see 93 in gleaming new red and silver paint.” 

BNSF Picking Up Santa Fe No. 93 at GPTM in Wichita, Kans. on Aug. 17, 2025. (Courtesy of GPTM)

Santa Fe No. 93 was transported to Mid-America Car last summer. BNSF worked on a round-trip transportation plan. According to GPTM, the Oklahoma Railway Museum, using its BNSF customer account, created the waybill necessary to move No. 93 under the reporting marks OKRX93. The Class I railroad in late July performed a mechanical inspection of the unit required for movement.

No. 93 pulled Santa Fe passenger trains between Chicago and California or Texas from 1967 to 1971 and freight trains for Santa Fe and successor BNSF from 1971 to 1998, according to GPTM, a 501(c)3 not-fot-profit educational and preservation organization. It will be restored in the red and silver Santa Fe Super Fleet scheme it has worn since 1989, when then railroad President Michael R. Haverty approved an updated version of the well-known and historic scheme used on passenger train locomotives from 1937 to 1971, the museum reported when restoration-work fundraising began in 2023.

Donations are still being accepted online via www.gptm.us or https://www.gofundme.com/f/support-santafe93, in-person at GPTM (700 East Douglas Ave., Wichita, Kans., 67202), or via phone (316-263-0944); and lithograph and canvas giclee prints of John Winfield’s “Warbonnet Renaissance” are still available for purchase in support of the effort.

“Warbonnet Renaissance” by railroad artist John Winfield. (Courtesy of GPTM)

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Railway Age proudly recognizes Union County Industrial Railroad (UCIR), a North Shore Railroad Company affiliate, and Georgia Central Railway (GC), a Genesee & Wyoming subsidiary, as our 2026 Short Line and Regional Railroads of the Year, respectively. Sierra Northern Railway (SERA) has earned Short Line Honorable Mention, and R. J. Corman Railroad Company’s Nashville & Eastern Railroad (NERR) has earned Regional Honorable Mention.

All four small roads will receive specially designed award plaques; UCIR and GC executives will be presented with them at the American Short Line and Regional Railroad Association (ASLRRA) 2026 Conference & Exhibition, to be held April 12-14 at the Minneapolis Convention Center in Minneapolis, Minn. 

“Our Honorees and Honorable Mentions are not only achieving growth through strategic investment, a collaborative approach to industrial development, and a commitment to service excellence, but also positioning themselves as technology innovators delivering value to the industry, their partners and customers, and the communities they serve every day,” Railway Age Executive Editor Marybeth Luczak said. “All of us at Railway Age congratulate them on their outstanding achievements and thank all 20-plus finalists who were part of this year’s strong program.”

The four winning railroads share their stories below.

SHORT LINE OF THE YEAR UCIR helped bring on line Country View Family Farms’s new $55 million facility, which includes a 600,000-bushel silo and an 8,250-foot loop track designed to handle unit trains. (UCIR Photograph)

Founded on March 30, 1995, the Pennsylvania-based Union County Industrial Railroad (UCIR) operates 18.2 miles of track owned by three private companies. The Class III over the past 31 years has grown almost twentyfold—from handling some 200 railcars annually to nearly 4,000 today—and achieved more than 13 consecutive years without an FRA-reportable injury. It serves customers across Milton, West Milton, New Columbia, Winfield, and Allenwood, and interchanges with Norfolk Southern (NS) and Canadian Pacific Kansas City (via haulage) in Northumberland.

UCIR’s success is rooted in focused marketing, innovative operations, and exceptional customer service—from the office to the field—delivered by Operations, Customer Logistics, Marketing, and Maintenance of Way teams alike.

Growth Through Strategic Partnerships

UCIR has experienced growth in both infrastructure and customer base over the past 15 years. The railroad constructed three new sidetracks and runarounds, including a 1,700-foot runaround (installed in 2020) and two additional runarounds (completed last year). Since 2017, it has invested more than $8 million in infrastructure.

A UCIR crew passing a new siding in 2025. (UCIR Photograph)

One of the most impactful examples of UCIR’s growth is its partnership with Country View Family Farms. In 2022, CVFF—a family-owned business and one of the top hog producers in the United States—was seeking a location for a hog feed facility capable of handling both manifest traffic and unit trains. After more than a year of unsuccessful searches elsewhere, UCIR stepped in with a creative solution. Its local marketing team identified a property not previously on the market and facilitated discussions between CVFF and the landowner. The resulting agreement allowed the former landowner to continue farming within a 115-railcar loop track built around the property. One year after groundbreaking, CVFF celebrated the $55 million facility’s launch in 2024. It includes a 600,000-bushel silo and an 8,250-foot loop track designed to handle unit trains. UCIR and NS teamed to secure new trackage rights through the Surface Transportation Board, enabling seamless unit train service without disrupting main line operations. UCIR now assists with unloading trains and manages all manifest traffic to the facility. Production ramped up in 2025. CVFF now supplies feed to farms within a 50-mile radius—enough to support nearly one million hogs. It also created 50 permanent jobs and supports 30 full-time truck drivers.

“This was the largest project I was ever involved with,” UCIR Chief Marketing Officer Todd Hunter noted, “and the railroad is extremely proud to now be a part of the CVFF family.”

UCIR’s customer growth also includes major industrial partners such as GAF, a leading North American roofing and waterproofing manufacturer with 30 U.S. locations, and White Deer Gas.

UCIR first connected with GAF in 2015, and after evaluating multiple sites, GAF chose New Columbia for its East Coast manufacturing facility. Following a $75 million investment, the plant became operational in 2018. GAF later expanded with an additional $100 million investment. It built a second 400,000-square-foot facility and two rail spurs, which UCIR began serving in 2021. The company publicly cited “excellent rail service” as a key reason for the expansion. It has brought more than 60 family-sustaining jobs to the region. Beyond rail service, UCIR has supported GAF by assisting with hiring efforts, community connections, and special events, including an inaugural railcar ribbon-cutting ceremony attended by regional leaders.

UCIR in 2017 attracted White Deer Gas to New Columbia. The company invested more than $10 million in a new transfer facility located on the railroad; it began receiving shipments in 2018 and handled nearly 200 railcars in its first year. The terminal is among the largest of its kind east of the Mississippi River.

Community Commitment

UCIR’s success extends beyond freight service. The short line is active in industry associations, economic development organizations, and local chambers of commerce, serving on boards and committees. It is also devoted to the community, donating passenger excursions for Scouting America (Boy Scouts), veterans’ organizations, community celebrations, and special-needs events. In 2024 and 2025, UCIR brought to fruition and hosted the Veterans Benefit Voyage, raising nearly $32,000 for nonprofit organizations supporting U.S. Veterans.

Veterans Benefit Voyage in Lewisburg. (UCIR Photograph)

The railroad has also hosted Toys for Tots collections in conjunction with the North American Railcar Operators Association, the day after the North Shore Railroad Toys for Tots drive. Combined, NSHR and UCIR have gathered more than 10,000 toys and raised more than $25,000 over the past seven years for this Marine Corps initiative.

Additionally, UCIR has invested heavily in public safety and infrastructure, including the complete rehabilitation of the Winfield grade crossing in partnership with the Pennsylvania Department of Transportation, and upgrades to accommodate high-and-wide dimensional shipments.

Looking Ahead

UCIR is proud to have a hand in growing Central Pennsylvania manufacturing. The projects UCIR has been involved in have brought more than 150 jobs to the area and had a positive impact on local farming and the agriculture and building and construction industries. This comes after $8 million in infrastructure and $240 million in new project investment over the past decade.

UCIR’s steady growth demonstrates that strategic investment, strong partnerships, and a commitment to customer service drive long-term success. As railcar volumes continue to rise, it remains well-positioned to serve the area’s industries, communities, and economy for decades to come.

“The communities located along the Union County Industrial Railroad were a hidden gem of Central Pennsylvania for a long time,” North Shore Railroad Company & Affiliates President and CEO Jeb Stotter said. “Over the past decade, this gem has been discovered and has enhanced the corporations that were wise enough to see the incredible potential therein. The introduction of two large corporations to New Columbia in such a short time is nothing less than phenomenal. GAF and CVFF saw the potential in this rural area and are wonderful additions to this community. It would not have made sense for these companies to take a risk on Union County if it were not for the talent and customer-focused efforts of the employees working on the UCIR. From track to train, they make UCIR what it is. They deserve this award; our crews have earned it. Thank you!”

“We are so proud of our team’s accomplishments on the Union County Industrial Railroad,” North Shore Railroad Company & Affiliates Treasurer/Controller Diana Williams noted. “We can’t wait to see what UCIR will do in 2026 and beyond. I have faith that courage will carry our team to heights they have never imagined before.”

“We are honored to receive this award, and it’s the result of many months and even years of communication, negotiations, and cooperation with many public and private partners to grow the Union County Industrial Railroad,” Todd Hunter added. “We have a great team here that makes the difficult look easy!”

REGIONAL OF THE YEAR A GC locomotive at the Garden City Terminal within the Port of Savannah. (David Blazejewski Photograph, Courtesy of GC, G&W)

Georgia Central Railway (GC) is a case study in how small roads can help boost regional economies, deliver value through strategic vision and disciplined execution, and lead the rail industry into a new chapter.

In 2025, GC positioned itself at the forefront of innovation, becoming the first freight railroad in North America to receive FRA approval to pilot test Parallel Systems’ zero-emission, self-propelled rail technology on portions of its line—positioning itself at the forefront of innovation. If the pilot proves successful, the technology has the potential to capture new container business moving to and from the Port of Savannah, as well as reinvigorate traffic on rural rail lines and revive inland ports in Georgia—all while removing trucks from the region’s roads. Two of the seven pilot phases were completed last year.

A Parallel Systems self-propelled, battery-powered bogie is tested on track in central Georgia for GC and its sister railroad, Heart of Georgia. (Parallel Systems Photograph)

That milestone is the latest chapter in the broader transformation of the 211-mile Class II. Halfway through a decade that has in large part been defined by a global pandemic and persistent market volatility, GC remains a steady bright spot in the rail industry. It has strategically invested for long-term growth, secured major industrial development wins, and delivered top safety performance and customer service in a high-growth industrial corridor that includes the booming Port of Savannah.

Recognizing the potential to grow alongside Savannah, GC carried out improvement projects over the past two decades that have enabled 286K capacity along the entire line and, through a public-private investment/FRA CRISI grant, 25 mph track speeds on more than one-third of it.

To handle present traffic demands, two new sidings totaling 20,000 feet and representing a $12 million investment were completed in summer 2025.

In addition, GC In 2022 completed a two-year initiative to overhaul its locomotive fleet by adding 14 cleaner engines that consume 23% less fuel and enhance the railroad’s overall efficiency.

Industrial Development Focus

Industrial development has been a contributor to GC’s growth. Over the past five years, customer projects totaling more than $6 billion have occurred along the line. From 2024-25 alone, a half-dozen projects came on line, adding nearly 11,000 carloads and expanding traffic across the railroad’s diverse commodity base, including new frozen potato shipments, as well as increased aggregate, pulp and paper, chemical, and fertilizer volumes. Frozen potato shipments, for example, grew more than ten-fold in those two years, while another customer’s traffic increased nearly 460%.

“Georgia Central has provided outstanding service to us and has been a strategic partner as we work to deliver refrigerated and frozen food to customers in the Southeast,” said John Ripple, Chief Development Officer at Agile Cold Storage, which ships frozen potatoes via the Class II.

These wins are on top of GC’s 2019 selection as the rail service provider for a $172 million plastic distribution facility and 2022 selection as the transportation provider for Hyundai Motor Group’s $5.5 billion electric vehicle and battery-manufacturing facility.

Meanwhile, one of the railroad’s major customers in the distillers’ dried grains sector is developing a project for 2026 that could increase GC carloads by 20% in the long term. Additionally, an aggregate customer’s expansion could generate growth, according to GC.

A GC train hauls freight through southeast Georgia. (Zane Williams Photograph, Courtesy of GC, G&W) Prioritizing Safety, Service

GC understands that with growth comes the responsibility of community stewardship. The railroad has reduced the number of reportable injuries by 80% over two years. Amid a challenging freight environment, the railroad also scored 8.8 out of 10 in overall satisfaction on its 2025 biennial customer survey.

“GC has consistently demonstrated exceptional responsiveness and reliability,” said Jason Lovett, Chief Operations Officer for GC customer DSI. “Their team maintains clear communication, promptly addresses any operational concerns, and thoroughly reviews data to ensure the highest level of accuracy in our railcar information. That unwavering customer focus and commitment to excellence have made them an invaluable long-term partner to our organization.”

Thanks to all these initiatives that have demonstrated a commitment to southeast Georgia, GC has seen traffic grow more than 36% in five years, rising from nearly 22,000 carloads in 2020 to more than 30,000 carloads in 2025. By 2032, annual carloads are expected to surpass 50,000.

“The story of the Georgia Central clearly demonstrates how investing in a railroad, hustling for growth and providing world-class service can be a recipe for success,” G&W North America CEO Michael Miller said. “The future looks bright at GC for decades to come.”

SHORT LINE HONORABLE MENTION (SERA Photograph)

The last Interstate Commerce Commission-approved short line transaction was Mike Hart’s 1995 acquisition of what is now Sierra Northern Railway (SERA) in California. Widely expected to fail, its 600 carloads were operated over 49 excepted miles of broken ties and rusty rail. Derailments were common and a lone Baldwin locomotive was firing on five cylinders.

Through an innovative “take-or-pay” agreement with Sierra Pacific Industries, freight traffic was stabilized and rebuilt by lowering rates to those charged when the railroad was constructed in 1897. Over the next 31 years, the railroad expanded, adding the Yolo Short Line Railroad (YSLR), Mendocino Railway’s “Skunk Train” (MRY), operations at the Port of West Sacramento, the Riverbank Industrial Complex, and the former Fillmore & Western trackage in Ventura County. Parent company Sierra Railroad Company also added excursion services, developed electric-assisted rail-bike operations, and maintained SERA’s reputation as the “The Movie Railroad” with more than 400 films recorded on site.

SERA, Sierra Railroad Company’s freight division, began to accelerate in 2015 under Kennan H. Beard III’s leadership. It now moves more than 15,000 carloads annually and has materially expanded system capacity through new sidings, interchanges, storage tracks and transload facilities. 

Sierra Railroad Company in 2020 acquired and developed a 116-acre inland port and unit train transload facility that serves Union Pacific and BNSF and now handles more than 7,000 carloads annually, and in 2024 constructed a West Sacramento transload that exceeds 3,000 carloads per year.

Last fall, the first of four HFC (hydrogen fuel cell)-powered, ZE (zero-emission) four-axle switchers entered service on SERA. Developed with Railpower Technologies (now a SERA subsidiary), the locomotive is described as “the first [of its type] in the United States built specifically for freight rail.” The project was made possible through a P3 (public-private partnership). The California Energy Commission awarded $4 million to design and demonstrate the prototype. In 2023, the California State Transportation Agency and the Sacramento Metropolitan Air Quality Management District provided $19.5 million for three additional locomotives. In addition to Railpower, technology partners include GTI Energy, OptiFuel Systems LLC, Ballard Power Systems, and the University of California, Riverside. Sierra Railroad Company’s energy division, founded in 2003, is producing hydrogen for the locomotives using waste feedstocks. 

In December 2025, SERA completed a 5-1/2-year FRA CRISI project installing 90,000 new ties and eight miles of 115-pound rail, and upgrading ten highway-rail grade crossings. With RRIF financing, SERA built more than six miles of new main line sidings, including an 8,000-foot unit-train interchange and fully utilized storage tracks.

SERA represents a turnaround story—from near-abandonment to sustained growth, infrastructure renewal, and technical innovation. This ASLRRA Environmental Award winner is now entering into a new phase with the sale of a majority interest to Ridgewood Infrastructure.

“Thank you to Railway Age magazine for recognizing Sierra Northern Railway with an honorable mention, a testament to our team’s dedication and innovative spirit,” said Kennan H. Beard III, President and CEO of SERA. “This acknowledgment celebrates our remarkable growth in services, from expanded freight capabilities and sustainable initiatives to enhanced customer partnerships across California. We are inspired to continue our expansion, building on this momentum to deliver even greater value to our communities and the rail industry.”

REGIONAL HONORABLE MENTION (R. J. Corman Railroad Company Photograph)

Nashville & Eastern Railroad (NERR) in Tennessee has achieved measurable, long-term economic development in the communities it serves. Leveraging an understanding of the highly competitive Nashville market, parent company R. J. Corman in 2025 worked with multiple partners to identify and develop rail-served sites along the busy I-40 corridor, providing customers with a competitive rail alternative and reducing reliance on long-haul trucking. NERR not only advanced these projects but also continued operating 12 daily roundtrips of WeGo Public Transit’s 32-mile Nashville Star commuter rail service between Nashville and Lebanon.

Annual carloads are projected to increase by approximately 2,700, a significant accomplishment for a railroad whose volumes have historically remained at 10,000 to 10,500 carloads per year.

This business expansion follows R. J. Corman’s acquisition of NERR in January 2019. With 31 customers along 145 miles of track, R. J. Corman has successfully integrated the railroad’s operations and service.

A key element of NERR’s growth strategy has been its ability to create value through the thoughtful redevelopment of existing rail-served property. The National Cement terminal in Lebanon is one example. After construction was completed on the site, which had been vacant and included an underutilized rail spur, test cars began running in fourth-quarter 2024 and full production commenced in first-quarter 2025. The terminal represents a 12% increase in NERR carloads and is forecasted to support sustained carload volumes for years to come.

“We are pleased to partner with R. J. Corman Railroad Company to transport our cement products,” said Jason K. Heathcock, Vice President-Logistics at National Cement Company of AL, Inc. “Their commitment to safety and efficiency aligns with our company values, and we are confident in their ability to meet our expanding supply chain needs.”

The development of a fly ash terminal in Lebanon reflects the same strategic approach. Eco Materials Technology, a CRH company, committed to a structured five-year volume plan, culminating in a 10% increase in annual carloads for NERR. The terminal has two tracks with capacity for 20 railcars, allowing for operational flexibility and future commodity growth.

This project required the cooperation of several partners and represented a combined $5.8 million investment. The Nashville Eastern Railroad Authority provided property and financial support, R. J. Corman/NERR facilitated facility construction, Eco Materials Technology installed equipment for unloading materials, and CSX contributed rate alignment to strengthen the competitiveness of the service offered.

“The opening of the Lebanon terminal reinforces Eco Materials’ leadership in sustainable innovation and represents another major milestone in building our national network of rail terminals dedicated to delivering low-carbon cement alternatives,” Eco Material Technologies President Grant Quasha said.

Projects like these depend on alignment across real estate owners, utilities, zoning, capital investment, customer needs, and Class I connectivity. NERR has excelled in bringing these elements together. It is committed to working with property owners and economic development partners to enhance industrial site and building inventory along its line.  

“We are incredibly proud of the work taking place on the Nashville & Eastern Railroad, and we’re grateful to Railway Age for recognizing the progress being made along the line,” R. J. Corman Railroad Group Chief Commercial Officer–Railroad Shannon Drown said. “Our team’s commitment to collaboration and thoughtful development has strengthened service for our customers and reflects the robust relationships that support this growth. The ability to bring new terminals into operation, repurpose dormant industrial sites, and grow freight service on a shared commuter corridor speaks to the dedication of our employees and partners across Middle Tennessee. We appreciate Railway Age for highlighting the significance of this work and are excited for what the Nashville & Eastern Railroad will accomplish in the years ahead.”

UCIR, the Short Line Railroad of the Year; GC, the Regional Railroad of the Year; SERA, the Short Line Honorable Mention; and NERR, the Regional Honorable Mention, will be featured in Railway Age’s March 2026 issue.

ABOUT RAILWAY AGE

In business since its establishment in Chicago in 1856, Railway Age is the transportation industry’s longest-running trade publication, covering railway technology, operations, strategic planning, marketing, equipment finance, and other topics such as legislative, regulatory and labor/management developments. What began as a weekly in the mid-19th century is, in the 21st century, an information resource incorporating digital and print publishing of a monthly magazine; a website; daily and weekly e-newsletters (Rail Group News, Innovations); webinars; social media (X, Facebook and LinkedIn); Rail Group On Air podcasts; industry conferences; and custom publishing services.

PRIOR SHORT LINE, REGIONAL HONOREES

2025
• Short Line: Rochester & Erie Railway LLC
• Regional: Railroad Development Corporation’s Iowa Interstate Railroad LLC 

Honorable Mentions:
• Short Line: Central Montana Rail Inc.
• Short Line: Genesee & Wyoming’s Columbus & Ohio River Rail Road
• Short Line: Regional Rail LLC’s Great Sandhills Railway
• Short Line: R.J. Corman Railroad Company West Virginia Line

2024
• Short Line: Mississippi Export Railroad
• Regional: Wheeling & Lake Erie Railway Company

Honorable Mention:
• Short Line: Eastern Idaho Railroad

2023
• Short Line: Napoleon, Defiance & Western
• Regional: ArcelorMittal Infrastructure Canada Railway

Honorable Mention:
• Short Line: Aberdeen, Carolina & Western Railway

2022
• Short Line: Vermont Railway
• Regional: South Kansas and Oklahoma Railroad

2021
• Short Line: RJ Corman Memphis Line
• Regional: Lake State Railway

Honorable Mentions:
• Short Line: Belpre Industrial Parkersburg Railroad
• Short Line: Grenada Railroad

2020
• Short Line: Terminal Railroad Association of St. Louis
• Regional: Reading & Northern Railroad

Honorable Mentions:
• Short Line: Delmarva Central Railroad Company
• Regional: Vermont Rail System

2019
• Short Line: Louisville & Indiana
• Regional: Rapid City, Pierre & Eastern

2018
• Short Line: Lake State Railway
• Regional: Indiana Rail Road

2017
• Short Line: North Shore Railroad
• Regional: Conrail Shared Assets Operations

2016
• Short Line: New Orleans & Gulf Coast
• Regional: Central Maine & Quebec

2015
• Short Line: Palmetto Railways
• Regional: Reading & Northern

2014
• Short Line: Coos Bay Rail Link
• Regional: Arkansas & Missouri

2013
• Short Line: Gardendale Railroad
• Regional: Montana Rail Link

2012
• Short Line: Vermont Railway
• Regional: Indiana Rail Road

2011
• Short Line: Blacklands Railroad
• Regional: Reading & Northern

2010
• Short Line: Greenville & Western Railway Co., LLC
• Regional: Northern Plains Railroad

2009
• Short Line: Pacific Harbor Line
• Regional: Wisconsin & Southern

2008
• Short Line: Twin Cities & Western
• Regional: South Kansas & Oklahoma

2007
• Short Line: R.J. Corman West Virginia Line
• Regional: Florida East Coast

2006
• Short Line: Georgia Midland
• Regional: Buffalo & Pittsburgh

2005
• Short Line: Cedar Rapids and Iowa City
• Regional: Red River Valley & Western

2004
• Short Line: Nittany & Bald Eagle
• Regional: Wheeling & Lake Erie

2003
• Short Line: San Joaquin Valley Railroad
• Regional: Indiana Harbor Belt

2002
• Short Line: Winchester & Western
• Regional: Reading & Northern

2001
• Short Line: South Buffalo Railway
• Regional: Wisconsin & Southern

2000
• Short Line: Arkansas Midland
• Regional: Bessemer & Lake Erie

1999
• Short Line: South Central Florida Express
• Regional: Providence & Worchester

1998
• Short Line: St. Lawrence & Atlantic
• Regional: Texas-Mexican Railway

1997
• Short Line: Livonia, Avon & Lakeville
• Regional: Red River Valley & Western

1996
• Short Line: Philadelphia, Bethlehem & New England
• Regional: Bangor & Aroostook

1995
• Short Line: Cedar Rapids & Iowa City
• Regional: New England Central

The post Railway Age Names 2026 Short Line, Regional Railroads of the Year appeared first on Railway Age.

A recently-restored Northern Pacific 4-6-0 was fired up and moved under its own power for the first time in 73 years in Washington on February 21. The Northern Pacific Railway Museum in Toppenish, Wash., has been working on NP 1364 for over a decade and fired it up for the first time on New Year’s Day. 

Locomotive 1364 was one of 40 S-4 class 4-6-0s that the NP purchased in 1902 from Baldwin. NP 1364 was assigned to the Tacoma Division and spent most of its operating life in Washington State. It was retired in 1954 but was set aside for preservation and donated to the City of Tacoma. It was on display for several years before being moved to Nallys Valley for an ultimately unsuccessful restoration. Later, it was relocated to the Mt. Rainier Scenic Railroad. In 1994, it was moved to the Northern Pacific Railway Museum in Toppenish, and volunteers have been gradually working on it ever since. 

On February 21, the engine was moved back and forth on a short stretch of track at the museum. The museum said it would announce opportunities to see the engine under steam in the near future. For more information, visit nprymuseum.org.

—Justin Franz 

The post Northern Pacific 4-6-0 Runs Again in Washington appeared first on Railfan & Railroad Magazine.