Prototype News

Ohio: ‘Steep Declines in Both Volume and Train Length’

On RailState’s Ohio network, the storm produced the sharpest adjustments.

In the baseline period (Nov. 26, 2025, through Jan. 23, 2026), RailState observed 35.2 trains per day across sensor locations on Norfolk Southern (NS). During the storm window (January 24–26), that fell to 27.3 trains per day—a 22.5% drop.

Train lengths on RailState’s Ohio network also fell sharply. The median train shrank from 6,473 feet to 5,580 feet—a 13.8% reduction, “the steepest length change across all three states RailState monitors.”

By direction on RailState’s Ohio sites:

• Eastbound median: 6,225 → 5,663 feet (–9.0%)
• Westbound median: 6,929 → 5,497 feet (–20.7%)

Westbound trains on RailState’s Ohio network became more than a fifth shorter during the storm.

Among major train types on RailState’s Ohio sites:

• Intermodal median: 7,098 → 5,619 feet (–20.8%)
• Manifest median: 6,637 → 5,327 feet (–19.7%)

On its Ohio network, “both volume and length declined significantly, with westbound and time-sensitive freight types showing the largest shifts,” according to RailState.

Pennsylvania: ‘Larger Volume Drop, Moderate Length Changes’

On RailState’s Pennsylvania network, “train volumes fell more sharply than in Ohio, but train lengths held closer to baseline.”

Baseline average on RailState’s Pennsylvania sites: 50.5 trains per day. Storm window average: 36.7 trains per day (–27.4%).

Median train length on RailState’s Pennsylvania network: 5,965 → 5,670 feet (–5.0%).

The directional split on RailState’s Pennsylvania sites shows different patterns:

• Eastbound median: 5,930 → 5,308 feet (–10.5%)
• Westbound median: 5,988 → 6,116 feet (+2.1%)

“Eastbound trains on RailState’s Pennsylvania network got noticeably shorter. Westbound trains on those same sites actually lengthened slightly,” according to the network visibility provider.

Among major train types on RailState’s Pennsylvania sites:

• Intermodal median: 6,040 → 5,414 feet (–10.4%)
• Manifest median: 6,136 → 5,670 feet (–7.6%)

On its Pennsylvania network, “volumes contracted more than in Ohio, but the trains that ran maintained most of their typical configurations,” according to RailState.

Indiana: ‘Minimal Length Changes Despite Volume Drop’

On RailState’s Indiana network—the busiest of the three states by train count—”train volumes declined but lengths barely shifted.” RailState’s network currently covers NS’s Chicago Line subdivision and CSX’s Garrett subdivision.

Baseline on RailState’s Indiana sites: 95.1 trains per day. Storm window: 74.3 trains per day (–21.9%).

Median train length on RailState’s Indiana network changed only 1.6% (from 6,327 to 6,228 feet), “a statistical rounding error compared to the changes observed in Ohio and Pennsylvania.”

Directional patterns on RailState’s Indiana sites differ from the other two states:

• Eastbound median: 6,212 → 5,912 feet (–4.8%)
• Westbound median: 6,513 → 6,991 feet (+7.3%)

Westbound trains on RailState’s Indiana network increased in size during the storm, more than 7% longer than baseline.

Train types on RailState’s Indiana sites:

• Intermodal median: 7,038 → 6,939 feet (–1.4%)
• Manifest median: 6,188 → 5,844 feet (–5.6%)
• Automotive median: 7,413 → 7,987 feet (+7.7%)

On its Indiana network, “train volumes fell roughly a fifth, but train configurations—especially westbound and automotive—remained close to or above typical sizes,” according to RailState.

Together, these findings, RailState says, show that Winter Storm Fern did not have a single, uniform “rail story,” even across neighboring states. “Each monitored network segment experienced its own pattern of volume and length changes, and those differences only emerge when every train is measured in real time.”

The post RailState: Winter Storm Fern Impacts Network Across Three States appeared first on Railway Age.

Norfolk Southern_2025 Safety ReportDownload

The railroad attributed its overall safety achievements to:

• A “Speak Up” culture: “Driven by a shared commitment to the core value of safety, accountability, and continuous improvement,” NS said every employee is empowered with Stop Work Authority from day one on the job; 100% of operations leaders have completed safety leadership training; and systemwide Safety Walkabouts and labor partnerships have been expanded “to strengthen engagement and enhance the skills and capabilities of our professional railroaders.”

• Technology at scale: “We leveraged advanced technology to identify issues earlier and make our operations safer,” NS said. The railroad installed three additional digital train inspection portals, bringing the total to 10 systemwide; deployed five additional automated track geometry measurement system (ATGMS)-equipped locomotives, expanding the fleet to 25 monitoring track conditions in real time; and installed 265 hot bearing detectors over the past three years, bringing the total to 1,184 networkwide and reducing average spacing to “just over 11 miles on core routes.”

• Prepared communities: “We take pride in being a part of the communities we serve, and we continue to support first responder organizations across our network, helping to keep our communities safe,” NS reported. In 2025, more than 5,800 first responders received training through NS’ Operation Awareness & Response program, and $1.6 million in grants were awarded to first responder organizations through NS’ Safety First grants “to strengthen emergency response capabilities.”

“Safety is a core value and the foundation of everything we do at Norfolk Southern,” NS President and CEO Mark George said. “It’s the lens through which every decision is made. From the boardroom to the front line, the Thoroughbred team focuses on providing safe and reliable service to our customers, our communities and our employees. This report is a comprehensive accounting of the steps we’re taking and the progress we’ve made—in the crew room, on the ballast line and in our communities. We’re continuously raising our standards for excellence, guided by our commitment to safety.”

“Norfolk Southern continues to strengthen a culture where every voice matters,” said NS Executive Vice President and Chief Operating Officer John Orr, Railway Age’s 2026 Railroader of the Year. “Every employee is empowered to speak up about issues and share ideas. Together, we’re enhancing an environment grounded in our core value of safety—one that supports open dialogue, collaborative problem solving, and continuous improvement across all levels of the organization, from craft employees to senior leadership.”

“At Norfolk Southern, safety is more than the absence of incidents; it’s a core value that creates a culture of accountability driven by the grit and dedication of our professional railroaders,” NS Vice President and Chief Safety Officer John Fleps said. “Safety is a daily grind of continuous improvement, pairing strategic initiatives with sweat equity to shape behaviors, refine processes, and enhance procedures that build a safer, more productive, and more reliable network.”

John Orr will be presented with the Railroader of the Year Award at the traditional dinner hosted by the Western Railway Club at the Union League Club of Chicago on March 10. Orr and Mark George are featured speakers at Railway Age’s Next-Generation Freight Rail Conference, to be held the same day in the same location.

SHOALS RESEARCH AIRPARK SITE, Muscle Shoals, Colbert, Ala. (Courtesy of NS)

Also on Jan. 27, NS reported that its industrial development site in the Shoals region of northwest Alabama has received a platinum designation from the national REDI Sites Program. This top designation, it said, is awarded to properties that meet “rigorous readiness criteria.“

The rail-served site with utility infrastructure is in a region with “a highly skilled” workforce, according to the railroad.

“Today’s [Jan. 27] designation for our Shoals-area site underscores Norfolk Southern’s continued commitment to developing quality, shovel-ready sites that rail shippers can trust to meet their evolving business needs,” NS Director Industrial Development MaryBeth Flournoy said. “With its access to markets across the Southeast and Midwest, the Shoals site is positioned to attract companies looking to grow their business with rail.”

“At the Shoals Economic Development Authority, we are focused on advancing The Shoals region as a competitive and attractive destination for business and industry,” added Kevin Jackson, Shoals EDA President. “Our sites and buildings are central to that strategy, and this designation further reinforces our efforts. We appreciate Norfolk Southern’s partnership and its efforts to highlight the potential of this site.” 

Further Reading:

• Nine NS-Served Industrial Properties Recognized by National REDI Sites Program
• NS 2024: $4.3B+ of Industrial Development

The post NS Issues 2025 Safety Report appeared first on Railway Age.

U.S. Class I railroads hauled 481,708 carloads and intermodal units for the week ending Jan. 24, 2026, the AAR reported Jan. 28. Total carloads came in at 214,784, increasing 13.7%, and intermodal volume was 266,924 containers and trailers, rising 0.5% from the same week in 2025.

All of the 10 carload commodity groups posted an increase compared with the same week in 2025. They included coal, up 6,656 carloads, to 58,954; nonmetallic minerals, up 6,626 carloads, to 25,783; and chemicals, up 4,987 carloads, to 33,773.

For the first three weeks of 2026, U.S. railroads reported cumulative volume of 672,370 carloads, up 11.2% from the same point last year; and 825,180 intermodal units, up 1.2% from 2025. Total combined U.S. traffic for the first three weeks of 2026 was 1,497,550 carloads and intermodal units, an increase of 5.5% percent compared to last year.

North American rail volume for the week ending Jan. 24, 2026, on 9 reporting U.S., Canadian and Mexican railroads totaled 317,001 carloads, up 10.1% compared with the same week last year, and 347,873 intermodal units, up 1.3% from 2025. Total combined weekly rail traffic in North America was 664,874 carloads and intermodal units, up 5.3%. North American rail volume for the first three weeks of 2026 was 2,056,530 carloads and intermodal units, up 4.7% compared with 2025.

Fo the week ending Jan. 24, 2026, Canadian railroads reported 88,348 carloads, dropping 0.6%, and 66,285 intermodal units, down 1.4% compared with the same week in 2025. For the first three weeks of 2026, Canadian railroads reported cumulative rail traffic volume of 474,435 carloads, containers and trailers, down 2.0%.

Mexican railroads reported 13,869 carloads for the week ending Jan. 24, 2026, up 34.8% compared with the same week last year, and 14,664 intermodal units, up 41.3%. Cumulative volume on Mexican railroads for the first three weeks of 2026 was 84,545 carloads and intermodal containers and trailers, up 41.7% from the same point in 2025.

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

Construction on the Hudson Tunnel Project (HTP), a key component of the Gateway Program, will “pause if disbursements of federal funds do not resume in the coming days,” the Gateway Development Commission (GDC) reported Jan. 27.

The pause is “an absolute last resort,” according to Thomas Prendergast, CEO of GDC, which has oversight of the $16 billion project, but work cannot be funded “on credit indefinitely.”

(Courtesy of GDC)

The Hudson Tunnel Project is building nine miles of passenger rail track between New York and New Jersey, including nearly five miles of tunnel boring to construct a new, two-tube tunnel under the Hudson River, and rehabilitating the existing North River Tunnel, which has been in service since 1910 and is said to be a source of chronic delays for hundreds of thousands of daily passengers. When the project is completed, there will be four modern tracks between New Jersey and New York where there are currently only two.

GDC reported that project contractors have been notified that funding for construction will run out Feb. 6. “GDC’s contractors will spend the next two weeks winding down work at the active construction sites in New York, New Jersey, and the Hudson River,” it said. “At that time, construction will stop until additional funding becomes available.”

January 2026: With 32 panels complete, we’re more than halfway finished installing the slurry wall for the Hudson County Access Shaft. (Caption and Photograph Courtesy of GDC)

Four major procurements that comprise the remaining construction packages for the new tunnel are also impacted by the federal funding pause, GDC reported. Two construction packages—the Hudson River Tunnel Project and the NJ Surface Alignment Project—are planned to start in 2026, but contracts cannot be awarded until funding resumes, according to GDC.

Of the Hudson Tunnel Project’s $16 billion budget, roughly $12 billion—70% percent—is funded by federal grants and the remaining $4 billion is funded through USDOT Build America Bureau loans to be repaid by the States of New York and New Jersey and by the Port Authority of New York and New Jersey. “Funding disbursements from all these sources have been discontinued since Oct. 1 of last year,” GDC said. “GDC has signed and executed funding agreements with all Hudson Tunnel Project funders, including the U.S. Department of Transportation (USDOT), the Federal Transit Administration (FTA), and the Federal Railroad Administration (FRA). $4.38 billion in federal funding is currently obligated to the project.”

“On Sept. 30, 2025, GDC received a notice from the FTA that federal disbursements under the Capital Investment Grants (CIG) Program would be paused pending a review of the Commission’s federally mandated Disadvantaged Business Enterprise (DBE) program,” GDC reported. “The following day, all federal funding for the Hudson Tunnel Project—not just CIG funds—was paused.” 

December 2025: Manufacturing of the two tunnel boring machines that will be used for the Palisades Tunnel Project is complete. (Caption and Photograph Courtesy of GDC)

According to GDC, construction has continued while federal funding disbursements have been paused (watch live feeds from construction sites here). Since Oct. 1, GDC said it has:

• “Procured two tunnel boring machines. The first is on site in New Jersey, ready for assembly, and the second is scheduled to be shipped in February.
• “Finished the Tonnelle Avenue bridge and made significant progress on the portal launch box, setting the stage for tunnel boring to begin in New Jersey.
• “Completed two major concrete pours for HYCC-3, totaling more than 7,200 cubic yards, and broke through the bulkhead, connecting to the completed sections of the concrete casing.
• “Mixed 84 primary columns and 112 secondary columns of reinforced earth in the Hudson riverbed, bringing the total number of finished columns to 838.
• “Installed 29 slurry wall panels for the Hudson County Access Shaft and 15 panels for the 12th Avenue Access Shaft. The Hudson County Shaft slurry wall is now more than 75% finished.”

“More than one billion taxpayer dollars have been spent on construction of the Hudson Tunnel Project to date,” said GDC, which noted that since October it has utilized “available funding sources and credit to keep the project moving forward as planned.” GDC now has “drawn down nearly all available sources and credit,” it said, “and can no longer continue funding construction without access to the project’s funds.”

According to GDC, pausing construction “will result in the immediate loss of nearly 1,000 jobs,” and an extended pause “would put at risk approximately 11,000 construction jobs on the current projects, as well as the 95,000 jobs and $19.6 billion in economic activity that construction of the Hudson Tunnel Project is anticipated to generate overall.” GDC also warned that pausing construction “increases the risk that the 116-year-old North River Tunnel—already a leading cause of delays that impact hundreds of thousands of riders—will shut down, severing the most heavily used passenger rail line in the country and leading to billions of dollars in lost time and productivity.”

December 2025: The HYCC-3 team poured more than 2,700 cubic yards of concrete in 24 hours to form a section of the tunnel box floor. (Caption and Photograph Courtesy of GDC)

“Over the past two years, GDC, together with our federal and state partners, have made significant progress building the most urgent passenger rail infrastructure project in the country,” Thomas Prendergast said. “The progress we have made since the project started construction would not have been possible without the support of the federal Administration. Since federal funding was paused in October, we have done everything in our power to keep construction moving forward as planned, but we cannot fund this work on credit indefinitely. Pausing construction is the absolute last resort, and we will continue working around the clock to secure funding so that the workers who are counting on this project to pay their bills can stay on the job and we can continue delivering the reliable, 21st century infrastructure America needs.”

According to a New York Times report, “Senator Chuck Schumer, the New York Democrat and minority leader who shepherded the tunnel project through the complex process of obtaining federal funding, said at the [Jan. 27 GDC Board] meeting [during which the GDC announced the potential work stoppage] that the Gateway tunnel was ‘the largest and most important infrastructure project in the nation.’ Now, Mr. Schumer said, the project is ‘on the precipice of being derailed and maybe killed.’”

POTUS 47 “did not accede to Mr. Schumer’s pleas” to “stop withholding the funding” when they met earlier this month, and in a social media post “[l]ast week, he held Mr. Schumer responsible for the suspension,” the Times reported.

According to the newspaper, the USDOT “did not respond to a request for comment,” and White House spokesman Kush Desai said, “It’s Chuck Schumer and Democrats who are standing in the way of a deal for the Gateway tunnel project by refusing to negotiate with the Trump administration.”

Further Reading:

• POTUS 47: Hudson Tunnel Project ‘Terminated.’ DOT Says Not True
• MPA Contract Expanded for Hudson Tunnel Project
• Gateway: HTP Makes Concrete Progress
• GDC Awards Manhattan Tunnel Project Contract
• GDC Issues RFQ for New Jersey Surface Alignment Project
• For Hudson Tunnel Project, $2.7B in Federal Grants Now Available for Construction
• Hudson Tunnel Project Primed for FFGA
• GDC Submits FTA Documentation for Hudson Tunnel Project Funding

The post HTP Work Stoppage on the Way? appeared first on Railway Age.

The Alco era on the Ontario Southland is drawing to a close, but fans of the iconic locomotives shouldn’t fret. In January, it was announced that five OSR units built by the Montreal Locomotive Works will be headed east for service on the Sartigan Railway in Quebec. 

The Sartigan operates on the former Quebec Central Railway, a one-time subsidiary of Canadian Pacific. It presently operates from an interchange with Canadian National in Charny (near Quebec City) to Vallée Junction, with work to reopen the line further south to Thetford Mines presently underway and on target for this year. The Sartigan was founded in 2012. 

Sartigan presently owns a fleet of four former BC Rail M-420s, along with an RS-18, RS-23 and M-636, all ex-CP. Five MLWs from Ontario Southland will include RS-18 181 (ex-CP 1861) and RS-23s 503 (ex-CP 8029), 504 (ex-CP 8044), 505 (ex-CP 8021), and 506 (ex-CP 8013). All five units are expected to regain their old CP numbers. 

—Justin Franz 

The post Ontario Southland Alcos Bound For Quebec appeared first on Railfan & Railroad Magazine.

(Courtesy of GBXLE)

The initiative includes installing Amsted Digital’s IQ Series gateways on all new freight cars from GBXLE, whose portfolio includes hopper, intermodal, tank, and open-box cars. “The IQ Series gateway is mounted directly on the [freight car truck]—a configuration unique in the industry—enabling GBXLE to receive critical [health] information about [freight car] running gear, including wheel slide and wheel fault reports,” said Amsterdam-based GBXLE, part of The Greenbrier Companies in the U.S. “In a second phase, the program will expand to include bearing diagnostics delivered through Amsted Digital’s over-the-air upgrade capability, eliminating the need for additional hardware retrofits or service interruptions.”

According to the partners, the IQ Series platform provides:

• “Continuous monitoring of wheelsets and wheel slide events.
• “AI-driven predictive maintenance insights to reduce unplanned downtime.
• “Seamless integration with existing fleet management systems via industry-standard ITSS protocols.
• “Minimal installation time through plug-and-play setup.
• “Long-life battery and hardware built for harsh rail applications.
• “Over-the-air upgrades that unlock new features and benefits.
• “Green technology: one gateway replaces multiple external sensors to reduce environmental impact.”

Customers, they added, will benefit from:

• “Proactive wheelset health insights that help keep the fleet running at its best.
• “Intelligent shock detection for immediate awareness of potential damage.
• “Maximized [freight car] availability through smarter, data-driven maintenance planning.
• “Optimized maintenance spending through targeted, condition-based interventions.
• “Strengthened operational safety with significantly lowered derailment risk.
• “Seamless installation with no need for additional external sensors.
• “A powerful online portal delivering real-time wheel health analytics and instant incident alerts.”

GBXLE said it provides freight car truck-mounted installation services for its customers, with trucks “upfitted to include an approved Amsted Digital-compatible” mounting bracket.

“This collaboration underscores our commitment to continuously improving the performance and safety of our [freight cars], bringing real benefits to our customers,” GBXLE President William Glenn said. “Partnering with Amsted Digital Solutions enables us to explore new possibilities in [freight car] condition monitoring and help shape a more intelligent and sustainable rail system.”

“This is an exciting milestone in our mission to transform freight rail through intelligent, data-driven tools,” commented John Felty, Managing Director of Amsted Digital’s European operations. “We’re proud to collaborate with Greenbrier Leasing Europe on a program that reflects shared values of safety, innovation and long-term operational efficiency.”

(Courtesy of GBXLE) Further Reading:

• For European Railcar Lessor, New Load Health, Tracking Tech
• Telematics: Slow, But Steady
• Amsted Recognized as ‘RailPulse Certified Vendor’

The post GBXLE, Amsted Team on Condition-Based Maintenance Initiative appeared first on Railway Age.

SFRTA

SFRTA on Jan. 26 announced that it has received the Transportation Security Administration (TSA) Gold Standard Award, “recognizing the agency’s continued commitment to transit security and preparedness.” The award was presented at the SFRTA Governing Board Meeting on Friday, Jan. 23, 2026. This marks the second time SFRTA has received the recognition, having previously earned the Gold Standard Award in 2013.

“We are proud to be recognized for our efforts and remain committed to maintaining high security standards while delivering reliable regional transportation,” said SFRTA Executive Director David Dech. “We appreciate TSA’s partnership and the continued support of our security guards and law enforcement partners across the three counties served by Tri-Rail.”

TSA commended SFRTA for “achieving strong security program outcomes based on results from the agency’s most recent Baseline Assessment for Security Enhancement (BASE) review.” BASE is a TSA program that evaluates transit agencies across multiple categories to support security readiness and enhance response capabilities nationwide. The assessment focuses on 17 categories identified by the transit community as fundamental to a sound transit security program, and SFRTA achieved high scores across all categories.

SFRTA’s receipt of a second Gold Standard Award, it says, “underscores the agency’s sustained focus on security practices, continuous improvement, and coordination with local, state, and federal partners.”

Santa Clara VTA

Residents, elected officials, and transit leaders celebrated the opening of the first TOD housing to open in more than 20 years under the portfolio of the Santa Clara Valley VTA.  The apartments are adjacent to the Tamien Light Rail and Caltrain stations on Lick Ave in San Jose.

(Santa Clara VTA)

The Core Companies, leasing the land from VTA, built 135 apartments accessible to families and individuals earning less than 60% of the Area Median Income (AMI.) The 1-, 2-, and 3-bedroom apartments, now all full, are directly adjacent to Tamien Caltrain and VTA Light Rail stations, with transit passes provided for residents of the building.

“VTA is proud to see beautiful, affordable housing go up right next to public transit, which is the lifeline for so many in our community,” said VTA General Manager and CEO Carolyn Gonot. “We are excited to have many more such projects in the pipeline to open next to our transit stations in the near future,” she said.

Half of the units in the Tamien development are allocated for rapid rehousing to help ensure those most in need have safe housing and avoid homelessness. The building includes an on-site daycare center, a fenced-in rooftop playground, a food pantry, a fitness room, and community gathering spaces. Its location adjacent to transit makes downtown San Jose, local employers, parks, and everyday conveniences easily accessible via walking, biking, or public transportation. The project also includes improvements to the nearby transit plaza, reinforcing Tamien Station as a vital transportation hub.

(Santa Clara VTA)

“Welcoming residents to Tamien Station Apartments marks a monumental milestone for the future of transit-oriented development in Santa Clara County,” said Vince Cantore, Senior Vice President of Development at The Core Companies. This community serves as a blueprint for affordable housing projects, ensuring that residents at all-income levels can enjoy amenities that enhance their quality of life. It’s an honor to partner with VTA on this development and a testament to Core’s long-standing mission to build high-quality homes across the Bay Area.”

The 1.6-acre site was previously a VTA-owned parking lot. It is now leased to Urban Co Tamien LLC, a partnership between Core and Republic Urban Properties, “generating revenue to support transit services while fulfilling VTA’s commitment to affordable housing,” the agency noted. This is the first phase of a mixed-income neighborhood development that will create a total of 555 units on this site, according to VTA.

Funding for the project comes from a mix of sources, including the California Debt Limit Allocation Committee (CDLAC), Santa Clara County’s voter-approved Measure A, the City of San Jose, and the Affordable Housing and Sustainable Communities program.

Tamien Station TOD, the agency says, “is part of VTA’s broader effort to develop mixed-use, mixed-income neighborhoods connected by transit, supporting walkability, cycling, and long-term sustainability.” Other projects include a property next to the Berryessa Transit Center, which houses the BART station, Blossom Hill Station, Capitol Station, Branham Station, Winchester Station, and the former Evelyn Station Park and Ride lot.

The post Transit Briefs: SFRTA/Tri-Rail, Santa Clara VTA appeared first on Railway Age.

With an STB merger refiling for the acquisition of Norfolk Southern anticipated “in the coming weeks,” Union Pacific (UP) posted “a record-breaking year and delivered best-ever safety, service, and operating results in 2025,” UP CEO Jim Vena reported Jan. 27. “Our 2025 reported net income grew 6%, earnings per share increased 8%, and we improved our operating ratio. While we work through the regulatory process to create America’s first transcontinental railroad, our team is focused on driving further safety, service, and operating improvements to support growth.”

The railroad, which connects 23 states, linking major U.S. ports and Mexico gateways, was the second Class I to announce its fourth-quarter and full-year 2025 financial and operations results; CSX reported them Jan. 23.

4Q25 vs. 4Q24 Results (Courtesy of UP)

UP’s reported 2025 fourth-quarter net income was $1.8 billion and diluted EPS was $3.11. Results include industrial park land sales of $234 million, increasing diluted EPS $0.30, and $30 million of merger costs, reducing diluted EPS $0.05, according to the railroad. Adjusted fourth-quarter 2025 net income of $1.7 billion, or adjusted diluted EPS of $2.86, it said, compares to adjusted fourth-quarter 2024 net income of $1.8 billion, or adjusted diluted EPS of $2.96.

(Courtesy of UP)

The railroad reported operating revenue of $6.1 billion, declining 1% from the prior-year period, “driven by lower volume, partially offset by core pricing gains and fuel surcharge revenue.” Revenue carloads, it said, declined 4%. The reported operating ratio came in at 60.5%, 180 basis points worse, and adjusted it was 60.0%, 190 basis points worse, according to UP.

(Courtesy of UP)

UP reported posting “best-ever quarterly records for freight car velocity and terminal dwell and [a] record fourth quarter for train length and workforce productivity.” According to the railroad, both reportable personal injury rate and reportable derailment rate improved; freight car velocity was 239 daily miles per car, a 9% increase; average terminal dwell was 19.8 hours, a 9% improvement; average train length was 9,729 feet, a 3% increase; and workforce productivity was 1,151 car miles per employee, a 3% improvement year-over-year.

2025 vs. 2024 Results (Courtesy of UP)

Reported full-year 2025 net income of $7.1 billion, or diluted EPS of $11.98, compares to full-year 2024 net income of $6.7 billion, or diluted EPS of $11.09, according to UP. Reported full-year net income grew 6% and full-year diluted EPS improved 8%, it said. Adjusted full-year 2025 net income of $6.9 billion, or adjusted diluted EPS of $11.66, compares to adjusted full-year 2024 net income of $6.8 billion, or adjusted diluted EPS of $11.11, with adjusted full-year net income growing 3% and adjusted diluted EPS improving 5%, according to the railroad.

Operating revenue came in at $24.5 billion for 2025, up 1% from 2024, “driven by core pricing gains and higher volume, partially offset by business mix, reduced fuel surcharge revenue, and lower other revenue,” UP reported. Freight revenue excluding fuel surcharge grew 3% and revenue carloads increased 1% from 2024. UP said that the reported operating ratio of 59.8% improved 10 basis points; adjusted, it was 59.3%, a 60 basis points improvement.

UP reported the “best ever full year for safety, freight car velocity, locomotive productivity, terminal dwell, train length, workforce productivity, and fuel consumption rate.” According to the railroad, its reportable personal injury and reportable derailment rates both improved, and the personal injury rate was “industry leading.” In 2025, freight car velocity was 225 daily miles per car, an 8% increase; locomotive productivity was 139 gross ton-miles per horsepower day, up 3%; average terminal dwell was 20.9 hours, an 8% improvement; and workforce productivity was 1,132 car miles per employee, a 7% increase from 2024.

2026 Outlook

Looking ahead, UP said it was “on track with Investor Day targets.” The railroad reported that it would meet “customer demand with strong service” during what it called a “muted economic forecast.” It also reported “pricing dollars in excess of inflation dollars”; “earnings per share growth of mid-single digit, consistent with attaining [a] three-year CAGR target of high-single digit to low-double digit through 2027”; “operating ratio improvement,” with an “industry-leading operating ratio and return on invested capital”; and “continued strong cash generation.” According to UP, it will have a capital plan of $3.3 billion in 2026, and “consistent annual dividend increases.”

(Courtesy of UP) Letter to Employees

Jim Vena on Jan. 27 also released a letter to employees highlighting UP priorities for 2026 and beyond, including its planned merger with NS.

“Our first priority is continuing to run a great railroad,” he wrote, in part. “This means building on our safety performance and staying in the lead as the best, with everyone returning home from work in the same condition they left. In service, we delivered what we promised our customers, and we will not lose our focus or strength when it comes to staying fluid and deploying our buffer when needed. Our marketing team is focused on using our great service product to continue growing and winning new business—and we must all do our part by controlling costs and being mindful of unnecessary expenditures. The best way we position ourselves for the future is by delivering exceptional results today.

“Our second priority is working through the regulatory process to create America’s first transcontinental railroad. We are responding to the Surface Transportation Board’s (STB) request for additional information. This is a normal procedural step we have seen in previous acquisitions that were ultimately approved. The STB’s request is focused on three key areas requiring clarification, and our team is already working to prepare that information and refile our application in the coming weeks. We view this as a short-term blip and do not expect a significant change to the timeline; we still target closing in the first half of 2027. We are following the process and doing our part to minimize unnecessary bureaucracy and move with speed.

“This team has done the work to put us in the position of strength we need to become America’s first transcontinental railroad. As you all know, at Union Pacific we like looking at things from a factual point of view instead of a personal point of view. Our customers will see an enhanced service offering that is faster to market and connects the entire United States. This means more opportunity, less costs tied to inventory and assets, and the capability to move more containers off of interstates and city roads and onto our network.

“As you know, New York Dock protection has been imposed in major transactions by the STB before, and we expect them to mandate that as a condition. New York Dock protection is limited by time and maxes out protection in a few years. We have enhanced protection so that every unionized employee working on the day the deal closes will have a job for life. That commitment does not change.

“I am proud of what we accomplished last year. As we work toward combining with Norfolk Southern, we are delivering at the highest levels and aligned on what it takes to win: driving safety, service and operating improvements to support growth—which we did by moving an additional 113,000 carloads compared to 2024.”

Next: Providing More Details to STB Jim Vena (Courtesy of UP)

In a post earnings-call conversation with Railway Age, Vena addressed the merger application refiling, following the STB’s unanimous decision earlier this month rejecting, “without prejudice,” the first application as incomplete “because it does not contain certain information required by the Board’s regulations.”

UP will provide detailed information in three key areas, Vena said.

One is market share. “We have provided the information that said this is where we are as the combined railroad,” Vena told Railway Age. “And this is where we’re going to be [in terms of growth]. And we never, ever were going to get to a place that we were going to be higher than like 38% to 42% in the combined real world, with the growth, but they want us now to project market share.” The second area that will be addressed, he said, is the related application for the UP-NS acquisition of control of the Terminal Railroad Association of St. Louis; the STB found it to be “a significant transaction, not a minor transaction” as submitted in the original application. “Even though in the application, we said about the railroad, the TRRA, we knew that we were going to get the over 50% ownership, and we said in the application that we were going to divest to make sure that we did not have over 50%, that we were going to be less than majority owners of the TRRA, they want to have more information,” Vena said. “They want us now to formalize exactly what we would do.” The third area is what Vena called the “red line” document. “Every time you have a merger or you buy a house, you always have conditions,” he said. “If these conditions aren’t met, you get to walk away from the deal. So, with Norfolk Southern we agreed on what our conditions would be, that Union Pacific would have an option to walk away. And really, what that has to do with the merits of a merger, I cannot figure it out … I cannot figure out what that has to do with the merits of a combined railroad, and what we do for customers, what we do for the nation, and what we do for our employees, but they’ve asked for it, so I guess we give it, and they’ll know, the other railroads, where our red line is, and the public on what we’re willing to put up with to be able to close the deal. Seems odd that we have to give that, but they asked for that, and we’ll give it to them.”

While Vena said there isn’t a “definitive date” for refiling, he anticipates “sometime in March.” It’s a “very short delay,” he pointed out. “We put the application in in five months instead of six. So we tried to do that to speed up the process and get it done.”

Vena also told Railway Age that UP’s safety and service in 2025 were among the high points of its fourth-quarter and full-year 2025 report, which the railroad will build on in 2026. In terms of the capex, he said the railroad will continue modernizing locomotives and investing in the physical plant, in efficiency, and in capacity for growth.

For more financial and operations results, visit the Investors section of the UP website.

The post For UP, a ‘Record-Breaking Year’ appeared first on Railway Age.

This new commemorative locomotive, UP says, pays tribute to the signing of the Declaration of Independence and the founding of the nation. The locomotive will feature the emblem of the America250 Semiquincentennial Commission, the national nonpartisan organization established by Congress to lead the nation’s 250th anniversary.

“We are proud to honor our nation’s great history and legacy of innovation with our heritage locomotives. For the first time, we will share the Big Boy with communities on the East Coast, operating it from ocean to ocean,” said CEO Jim Vena. “America has never been afraid to dream about what’s possible – and neither is Union Pacific as we carry the grain that feeds families, the steel that builds cities and the household goods that stock store shelves.”

The first leg of the tour starts March 29, with the Big Boy and several historical passenger cars from UP’s Heritage Fleet traveling west to California from Cheyenne, Wyo., the steam locomotive’s homebase. The tour ends April 24 in Cheyenne.

Two major public display days are set:

• April 10-11: Roseville, California
• April 18-19: Ogden, Utah

The tour will be a tribute to the vital role railroads have played in helping build and unify America while showcasing the innovative history of the rail industry, UP noted. Since 1862, when President Abraham Lincoln signed the Pacific Railway Act and created UP, “railroads have connected the nation, supporting its industrial and manufacturing sector and spurring the growth of new industries,” the Class I said.

The eastern leg of the tour, anticipated to start in late spring, is still being finalized and will be announced soon. More information is available here.

“UP’s Big Boy No. 4014 is one of the most iconic steam engines ever built and was designed to haul heavy freight over steep grades during World War II. It represents the pinnacle of steam technology and is a powerful symbol of America’s industrial might,” UP said.

The post UP’s Big Boy Celebrates America’s 250th Birthday With Coast-to-Coast Tour appeared first on Railway Age.

The plan total is down 5% from the 2025 plan’s $3.8 billion total, which included $2.4 billion for maintenance and $535 million for expansion and efficiency projects. It is down 8% from the 2024 plan’s $3.92 billion total.

Maintenance projects in 2026 will again cover replacing and upgrading rail and track infrastructure like ballast and ties, and maintaining rolling stock. They will comprise approximately 13,000 miles of track surfacing and/or undercutting work and the replacement of 2.5 million ties and more than 400 miles of rail, according to BNSF, which operates a rail network of 32,500 route miles in 28 states and three Canadian provinces (see map below).

(Courtesy of BNSF)

The $358 million for expansion and efficiency projects in 2026 will add to the $2.6 billion invested in expansion projects over the past five years. This year’s expansion plans, BNSF said, support customer growth “by continuing to invest in facility and line projects that will increase network capacity and efficiency.” Major facility projects include completing property acquisitions and continuing development activities for the planned Barstow International Gateway project in California and continuing development and starting construction activities for a future intermodal facility in the Phoenix area, according to the railroad. Major line expansion projects include Galesburg, Ill., and Winslow, Ariz., yard track expansions “to increase switching capacity, supporting network service performance and asset (railcars and locomotives) productivity initiatives,” it reported.

“Our 2026 capital plan focuses on strengthening and modernizing our network so we can continue to meet our customers’ evolving needs,” BNSF President and CEO Katie Farmer said. “We prioritize investing with the future in mind, improving efficiency, adding capacity, and ensuring our railroad is always ready to support growth while delivering the dependable, resilient service our customers count on.”

Further Reading:

• Hillwood, BNSF, City of Forth Worth Launch Alliance Logistics District
• Cicero Intermodal Expansion Delivers Capacity, Sustainability and Customer Value
• From Class I to Short Line and Back
• BNSF, CSX Offering More, ‘Faster’ Coast-to-Coast Service

The post For BNSF, a $3.6B Capital Plan appeared first on Railway Age.

OmniTRAX announced Jan. 27 that Ryan Dreier has been named Chief Commercial Officer (CCO). Dreier joined OmniTRAX as Executive Vice President in 2025, following an extensive career at BNSF Railway. In his new role, Dreier will oversee all aspects of OmniTRAX commercial strategy, sales operations, transload, and new business development.

Prior to joining OmniTRAX, Dreier served as BNSF Railway’s Vice President of Industrial Products Marketing, leading all marketing and sales across a large and diverse portfolio of carload commodities including food products, building and construction materials, dimensional components, and chemical and petroleum products.

“OmniTRAX’s ability to provide trusted, tailored service has fueled our record-setting growth,” said OmniTRAX CEO Colby Tanner. “As we continue to add new markets and new operations, Ryan’s industry relationships and national network experience will play an invaluable role in bringing new customers to rail.”

OmniTRAX has grown more than 50% in the past five years, adding new customers and serving new markets. In addition to the company’s record volumes, the rail network has added industry giants and Fortune 500 clients that include The Home Depot, Clorox, CMC Steel, Tata Chemicals and WE Soda.  

“As global and domestic supply chains continue to evolve, rail service provides expanded market access and critical connectivity,” said Dreier. “By combining our rail and real estate resources with industry-leading service, OmniTRAX delivers exceptional operational efficiency to our customers across industry.”

Dreier earned an MBA from Southern Methodist University’s Cox School of Business and a Bachelor of Science in Business Administration from the University of Kansas.

The post OmniTRAX Names Dreier CCO appeared first on Railway Age.

Union Pacific “Big Boy” 4014 will leave Cheyenne, Wyo., on March 29, for the first part of a coast-to-coast trip to celebrate the 250th anniversary of American independence. The first part will take the engine from Wyoming to California and back over a month, returning to its home base on April 24. 

The eastern leg of the tour, which is expected to bring the world’s largest operating steam locomotive to the East Coast for the first time ever, is set to begin in late spring. UP officials said those details are still being worked out. The engine is expected to travel over Norfolk Southern rails, which UP is currently trying to acquire. 

“We are proud to honor our nation’s great history and legacy of innovation with our heritage locomotives. For the first time, we will share the Big Boy with communities on the East Coast, operating it from ocean to ocean,” said CEO Jim Vena. “America has never been afraid to dream about what’s possible – and neither is Union Pacific as we carry the grain that feeds families, the steel that builds cities and the household goods that stock store shelves.” 

So far, only two display dates have been announced: April 10 and 11 in Roseville, Calif., and April 18 and 19 in Ogden, Utah. The 4014 is expected to be joined by two commemorative diesel locomotives, including its newest, 1776, painted in honor of the Semiquincentennial. 

—Justin Franz 

The post UP ‘Big Boy’ To Depart on Coast-to-Coast Tour March 29 appeared first on Railfan & Railroad Magazine.

NS

NS on Jan. 22 reported being named to Fortune’s list of the World’s Most Admired Companies for the second consecutive year, rising two spots to No. 2 in the Trucking, Transportation, and Logistics category and coming in first among railroads.

The 28th edition of the magazine list is based on a poll of some 3,000 executives, directors, and analysts, conducted in partnership with Korn Ferry, a global organizational consulting firm; companies are evaluated on criteria including innovation, people management, social responsibility, and financial soundness. Apple took home the No. 1 spot for the 19th straight year in 2026.

According to NS, earning a place on the list reflects its “steady progress” (“being recognized again points to improvements that are carrying forward year over year,” it noted) and trust (“the ranking is based on how peers and analysts view Norfolk Southern’s leadership, reputation, and execution”), and “reinforces direction“ (“the 2026 recognition builds on a year of continued focus on safety, service, and long-term value”).

“Rising in the Fortune’s World’s Most Admired Companies list and maintaining our top spot among railroads is a testament to our team’s relentless focus,” NS President and CEO Mark George said. “We’re advancing safety, delivering dependable service, and investing for long‑term value, so our customers, communities, employees, and shareholders can thrive together.” 

Beyond the ranking, NS said it “continues to invest in safer operations, resilient infrastructure, and reliable service,” and the company’s strategy “emphasizes long-term value creation for customers, communities, employees, and shareholders.”

Separately, Railway Age has named NS EVP and COO John Orr as its 2026 Railroader of the Year. In Atlanta, the site of the railroad’s headquarters as well as Inman Yard, a principal intermodal hub, Orr recently met with Railway Age Editor-in-Chief William C. Vantuono to talk about his long career and the transformational work he’s doing at NS; watch the video here. Orr will discuss “Intentional Leadership” at Railway Age’s Next-Gen Freight Rail Conference, to be held March 10 at the Union League Club of Chicago.

Further Reading:

• NS: East Edge Double-Stack Service ‘Built for Growth’
• CPKC, NS Advance Locomotive Modernizations
• Sustainability as a Business Imperative, with Norfolk Southern Chief Sustainability Officer Josh Raglin – RAIL GROUP ON AIR PODCAST

UP (Courtesy of UP)

“Our Trenton, Missouri, Engineering team has reached a major safety milestone–working injury free for more than a decade!” UP reported via social media on Jan. 23. “Midwest weather may change by the hour, but this crew stays focused and prioritizes safety through reliable, collaborative work.”

“They look out for one another and themselves,” noted Matthew Sartain, UP Manager-Track Maintenance, in the railroad’s online posts. “This is a solid bunch, and they do a great job.”

Separately, UP’s Livonia, La., locomotive team recently reached one-year of injury-free service, which the railroad attributed to “a culture of mentorship, open communication and a commitment to the why behind each safety protocol.” Also, it partnered late last year to build a first responder training site in California.

Further Reading:

• Thousands of Union Pacific Employees Weigh in on Safety Culture Assessment
• Investing in Safety at Union Pacific: Railway Age CEO Perspectives on Safety

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

HDR

Brian Buchanan, a seasoned leader in delivering complex transportation programs, has been named HDR’s Transit Program Management Lead.

Based in Columbia, S.C., Buchanan “will bring together knowledge and expertise from across HDR’s transit and program management practices to deliver multifaceted transit programs, including bus rapid transit, streetcars, commuter rail, light rail and heavy rail,” according to the firm.

Buchanan has years of experience leading major transit programs, including Project Connect, the first light rail program in Austin, Texas, and the $1.4 billion Phoenix Light Rail New Starts Project in Phoenix, Ariz. He has extensive experience with federal and local funding processes and requirements, managing large capital projects in multi-jurisdictional environments and strategic planning for the building of an organization. Before joining HDR in 2018, he spent nearly 15 years managing projects and planning for public agencies, gaining valuable perspective on the needs of transit systems.

“After 25 years in this business, what energizes me the most is working alongside clients and integrated teams to solve complex problems and deliver programs everyone can be proud of,” Buchanan said. “I’m looking forward to using this role to showcase the real value of program management—strong governance, clear decision-making, risk management and alignment across small and large transit programs.”

The transit program management practice that Buchanan will lead encompasses a wide range of services that HDR provides, including transportation program management, engineering design, project controls, and expertise in environmental, safety, utilities, architectural, systems, facilities, traffic engineering and other disciplines.

“Brian’s passion and outside-the-box thinking helps him achieve results and make him the right person to lead HDR’s transit program management practice,” said HDR Global Transit Director Matt Tucker. “His ability to bring structure to complex environments and projects will be a great asset to our clients.”

NCTD

NCTD has promoted Ioni Tcholakova to Director of Service Planning, effective immediately. In this role, she will oversee service planning efforts to support NCTD’s mission “to provide safe, reliable, and innovative transportation services.”

Tcholakova joined NCTD in 2021 as a Transit Planner and has since been promoted to Senior Transit Planner and Manager of Service Planning. During her time at NCTD, she has led planning efforts for major service changes, conducted complex route and Geographic Information System (GIS) analyses, coordinated stakeholder engagement for NCTD+ micro transit services, and managed multiple Caltrans-funded planning initiatives focused on access, safety, and mobility.

“Ioni is dedicated to improving the region’s transit services, and we’re fortunate to have her on our team,” said NCTD Chief Executive Officer, Shawn M. Donaghy. “Her leadership has already shaped key service improvements and planning initiatives, and we are excited to see her continue to advance NCTD’s vision in this expanded role.”

Prior to joining NCTD, Tcholakova served as a Mobility Solutions Coordinator with the County of Hawai’i, where she supported early-stage zero-emission bus planning and developed the county’s first General Transit Feed Specification (GTFS).

“I’m grateful for the opportunity to serve as Director of Service Planning and to continue supporting thoughtful, responsible, and community-focused service planning at NCTD,” said Tcholakova. “As both a planner and a transit rider, I’m committed to designing services that improve access and support the daily lives of our riders.”

Tcholakova holds a Master of Science in Sustainable Urban Development from the University of Oxford and a Bachelor of Arts in Environmental and Ocean Sciences from the University of San Diego. She is a LEED Green Associate and holds a Transit and Paratransit Management Certificate from the University of the Pacific.

The post People News: HDR, NCTD appeared first on Railway Age.

Port of Los Angeles

More than 900 industry and community representatives gathered for the 11th annual State of the Port (watch below), where Port of Los Angeles Executive Director Gene Seroka outlined his vision for the future, highlighting “Build Bigger and Build Smarter” investment priorities.

Hosted by the Pacific Merchant Shipping Association since 2016, ticket proceeds from the event have now raised more than $350,000 for local non-profit organizations. This year’s recipients were EXP and the Toberman Neighborhood Center in San Pedro.

Seroka announced the Port handled 10.2 million container units in 2025, the third best in the Port’s 118-year history and the third time exceeding 10 million Twenty-Foot Equivalent Units (TEUs). He credited that success and the Port’s 26th consecutive year as the nation’s busiest port to the hard work of the larger Port community and its many stakeholders.

“Every record set and every bar raised is a direct result of the dedication and commitment of the people who make this Port work,” Seroka told attendees gathered at AltaSea at the Port of Los Angeles. “Cargo remains the lifeblood of the U.S. economy. American farmers, manufacturers, retailers and consumers all depend on how well we move that cargo.”

 In anticipation of future cargo demand, Seroka laid out the Port’s investment priorities for 2026 and beyond. His “Build Bigger and Build Smarter” framework outlined key Port investments in infrastructure, technology, community and the environment.

On the theme of “Building Bigger,” Seroka highlighted several of the Port’s signature infrastructure projects in anticipation of future cargo volume increases. Among these is the proposed Pier 500 Marine Container Terminal, an expansion that would significantly increase the Port’s overall cargo capacity. A Request for Proposals (RFP) was issued by the Port in October to evaluate interest and feasibility of the proposed project.

“Pier 500 would be the first new container terminal to be developed at the Port in a generation,” Seroka said. “We envision it to be the greenest, cleanest terminal in the world. It will be an investment in our workforce, sustainability, resilience and innovation—keeping us ready for the opportunities of tomorrow.”

Other infrastructure projects highlighted by Seroka include the Maritime Support Facility, a dedicated hub on Terminal Island for chassis parking and container pick-up and drop-off; an expansion at Fenix Marine Services Terminal on Pier 300; and proposed wharf and rail upgrades at LA TiL Container Terminal in the West Basin.

Expanding the Port’s growing cruise business is also a priority, according to Seroka. Last year, the Port had a record 1.6 million passengers on 241 cruise calls, and more growth is expected in the future. 

Seroka announced that Pacific Cruise Terminals, a joint venture between Carrix, Inc. and JLC Infrastructure, has been selected to transform the Outer Harbor with a new world-class Cruise Center.

 “Carrix is one of North America’s leading cruise terminal operators with a great track record developing large-scale infrastructure projects,” Seroka said. “Together, we’ll establish Los Angeles as the primary West Coast gateway for cruising and strengthen our position for decades to come.”

Speaking to the need to “Build Smarter,” Seroka reiterated the benefits of the Port’s continued investment in technology like the Port Optimizer, Signal and Universal Truck Appointment System, all of which have helped Port partners better predict and manage cargo flow at the Port. An $8 million California GO-Biz grant will extend the Port’s truck appointment system to terminals in neighboring Long Beach, as well as support enhanced data-sharing among five major container ports in the state.

Investment in the LA Waterfront continues on multiple fronts. The grand opening of West Harbor retail and dining center is slated for this summer, and groundbreaking on the Avalon Pedestrian Bridge is set for February. The latter will link the Wilmington community directly to the new Wilmington Waterfront Promenade.

The Port is also in the midst of preparations to host sailing events for the 2028 Olympics.

“The Port and our communities will be front and center on the world stage,” Seroka said as he thanked the LA 28 Olympic Committee for seeing the value of the Harbor Community as a global venue. “This is an investment in global visibility, local pride and showing the world what this Port—and our City—can achieve.”

 Seroka also noted that the Port’s latest emissions report showed that it had achieved the lowest emissions ever on a per-TEU basis of any port in the world. Upcoming projects are expected to help further those gains, including a Collaborative Agreement with the South Coast Air Quality Management District to develop zero-emissions infrastructure. A $412 million EPA Clean Ports grant announced last year—coupled with $230 million in non-federal funding—will also bring more zero-emission equipment to Port terminals in the future, according to Seroka.

“All this environmental work—the record-low emissions, the groundbreaking agreement with AQMD, the projects on our terminals—is an essential part of our collective DNA,” Seroka told the crowd. “No other port complex in the world is tackling these challenges at this pace and with this level of success. I thank all of you for being the partners to make this happen.”

During the event, Seroka honored those involved in responding to a major ship fire at the Port in November, applauding the “heroic and extraordinary” efforts of the Los Angeles City Fire Department, U.S. Coast Guard, Los Angeles Police Department, ILWU Local 13, 63 and 94, Los Angeles Port Police, Yusen Terminals, Inc. and the crew of the Ocean Network Express Henry Hudson. He noted that their quick response prevented any fatalities or injuries, kept air emission and water pollution below danger thresholds, and allowed Port terminals to be back and fully operational within 24 hours.

Port of Montreal

The MPA on Jan. 23 released the Port of Montreal’s preliminary results for 2025 during a speech by its President and CEO, Julie Gascon, to members of the Chamber of Commerce of Metropolitan Montreal (CCMM).

“In an economic and geopolitical climate marked by uncertainty and the reorganization of global trade,” the Port of Montreal handled 34.3 million metric tons of cargo in 2025. The containerized sector experienced a 3.6% increase in the number of containers, a rate higher than projected global trade growth for 2025, which had been estimated at between 2% and 3% by international organizations. This growth, MPA says, “attests to how the logistics ecosystem can capture new trade flows and quickly adapt to changes in international trade.” The Port of Montreal also remains balanced in terms of trade, with comparable import and export volume—a key indicator of the stability and diversification of its activities.

New rail tracks at the Port of Montreal. (CNW Group/Montreal Port Authority)

There was a decline in dry bulk (-6%), attributable to weather conditions that affected harvests, following record years in 2024 and 2023. Liquid bulk also dropped by 1.6%, linked to the decrease in energy demand.

The 2025 cruise season ended on Nov. 1 with 61,000 passenger cruise days, along with nearly 15,000 crew members who visited Montreal.

The 2025 results, MTA says, “reaffirm Montreal’s central role as a port city, where international connectivity represents a clear strategic advantage for both the Québec and Canadian economies.” Trade with the Mediterranean region increased by 1.5%, driven in particular by a 44% surge in trade with Morocco. Imports of fruit from Morocco rose by 137%, while exports of lentils to this market jumped by 154%.

Trade with Africa also increased by 39%, with tonnage doubling with Côte d’Ivoire and Benin and growing 53% with Nigeria. The Port also continued strengthening its ties with key markets such as India and China, “confirming its role as a preferred gateway to Europe, Asia and emerging markets,” Gascon noted.

Against a backdrop of export market diversification, the Port of Montreal’s Contrecœur expansion project, recognized as a project of national interest, achieved several milestones in 2025, according to the MPA, which signed a joint development agreement with DP World Canada, launched preparatory work, and initiated environmental compensation measures.

This expansion, which aims to add 1.15 million containers to the Port of Montreal’s handling capacity, “is in line with the federal government’s goal of doubling Canadian exports outside the United States,” Gascon noted.

“The 2025 results clearly show that diversification is no longer an option, but a necessity. Montreal is a destination port city, profoundly connected to the world, whose strategic infrastructure links the people and businesses of Quebec and Canada to international markets. This openness is one of our greatest strengths. By investing today in our capabilities, especially through the expansion project in Contrecœur, we are strengthening the resilience of our supply chains, supporting businesses in their diversification efforts, and contributing directly to Canada’s economic sovereignty in an increasingly complex geopolitical context,” said Gascon.

The preliminary results presented will be audited and officially released in full this May at the MPA’s annual meeting.

The post Intermodal Briefs: Port of Los Angeles, Port of Montreal appeared first on Railway Age.

This final component of the 2 Line—dubbed the Crosslake Connection—spans approximately seven miles and includes two new stations at Mercer Island and Judkins Park (see map below). It completes the regional transit system expansion approved by voters in 2008 under ST2, increasing the light rail system from 55 to 63 miles.

(Courtesy of Sound Transit)

“To complete the 2 Line and connect to the Eastside, Sound Transit engineers had to do something that had never been done before—design light rail on a floating bridge,” the transit agency reported. “This world-first achievement was made possible by innovative engineering to address the unique challenges of running electric trains across a moving body of water.” (Watch the video below to learn more.) The Homer M. Hadley bridge, which supports light rail and highway traffic alike, is a “pioneering first in engineering, creating a vital east-west connector within the Puget Sound region and an alternative to the congested I-90,” according to the American Public Transportation Association, which presented a 2025 Innovation Award to Sound Transit for the bridge project. “By repurposing existing highway infrastructure rather than building a new crossing, the I-90 Segment saved billions of taxpayer dollars and minimized environmental impact. This strategy serves as a model for other public transit agencies operating in dense, infrastructure-constrained urban environments.”

Once the Crosslake Connection launches March 28, the full, 35-plus-mile 2 Line will operate from downtown Redmond to Lynnwood and connect with the 1 Line in downtown Seattle at International District/Chinatown Station. Trains will run approximately every eight minutes during peak times at the two new stations, and between 10-15 minutes the rest of the day; combined 1 Line and 2 Line headways between Lynnwood and International District/Chinatown will be every four minutes, according to Sound Transit.

“After decades of hard work, creative design, and world-class engineering, we are finally linking the east and west sides of Lake Washington with rail,” Snohomish County Executive and Sound Transit Board Chair Dave Somers said. “I applaud all those who worked on this project, and I appreciate the patience of the traveling public as the project worked through many barriers.”

Mercer Island, WA – Sept. 4, 2024: Workers prepare forms and pour concrete for the light rail track plinths on the I-90 floating bridge for the 2 Line Link connection to Seattle. (Caption and Photograph Courtesy of Sound Transit)

“The completion of the 2 Line exponentially expands employment, housing, and recreation opportunities for people on the east and west sides of Lake Washington,” King County Executive and Sound Transit Board Member Girmay Zahilay commented. “When the 2 Line opens, it will serve 26 stations and more than 35 miles, while knitting together five King County cities and two Snohomish County cities, creating new transit hubs throughout the region.”

“Washington State Department of Transportation operates the longest floating bridge in the world and now operates the only floating bridge in the world that carries light rail,” Washington Secretary of Transportation and Sound Transit Board Member Julie Meredith said. “We’re proud to partner with Sound Transit on this important project, which will better connect the region and increase capacity in some of our busiest corridors.”

Mercer Island, WA – May 21, 2025: An unpowered LRV is pushed and then towed across the Homer M. Hadley Memorial Bridge (I-90). This is the first test of this section of track. An unpowered LRV is pushed and then towed across the Homer M. Hadley Memorial Bridge (I-90). This is the first test of this section of track. (Caption and Photograph Courtesy of Sound Transit)

“Conceived in the early 2000s and approved by the voters in 2008, this project has faced challenges of every kind,” said King County Councilmember and Sound Transit Board Member Claudia Balducci. “There was fierce opposition to the very idea of rail in East King County, a failed ballot measure, local political challenges, court cases, design and construction challenges, a world-wide pandemic, a concrete delivery strike, multiple financial cycles with major cost impacts, and maybe the biggest challenge of all—engineering and constructing a fixed rail system on a floating bridge for the first time in world history. I could not be more proud of the thousands of people who have poured their efforts, energy, creativity and passion into this project over so many years. I am deeply grateful to the agency, contractors and partners who answered the call to open Eastside light rail ahead of the bridge—that innovative approach kept the Redmond station openings on schedule and has served the public well, as evidenced by growing ridership on the Eastside. As the Eastside continues to grow and thrive, this moment represents more than just a transit opening, it demonstrates all this region can achieve when we commit to audacious goals and persevere to get things done.”

Light from the first powered train on the floating bridge reflects off the waters of Lake Washington. (Caption and Photograph Courtesy of Sound Transit)

“This extension connects east and west, connects the 1 and 2 Lines, vastly improving mobility and quality of life in our region,” Sound Transit CEO Dow Constantine noted. “It’s a transformational achievement that took grit, persistence, and ingenuity, and it fulfills a generational promise of uniting both sides of Lake Washington with high-capacity transit.”

The March 28 service launch will include a ribbon-cutting ceremony, activities, exhibits, entertainment and prizes at multiple stations throughout the day, according to Sound Transit. It will also mark the agency’s opening of six light rail expansions in five years: in 2023, T Line service to Hilltop; in 2024, the 2 Line between South Bellevue and Redmond Technology stations and the Lynnwood extension into Snohomish County; and in 2025, the 2 Line extension to Downtown Redmond and the 1 Line extension between SeaTac and Federal Way. The Pinehurst Station at NE 130th Street in Seattle is expected to open later this year.

The post Sound Transit Readies for ‘Crosslake Connection’ Launch appeared first on Railway Age.

The non-profit railroad museum that said last year it was leaving Port Jervis, N.Y., following a conflict with the city, has announced that it’s in talks to stay. Officials with TOYX, Inc., the nonprofit that over the past four years has tried to establish a museum centered on the former Erie Railroad turntable there, said they were optimistic that they could secure a long-term lease directly from the city to stay on site. 

“We are optimistic that a mutually beneficial agreement will be reached to continue and expand TOYX’s ongoing preservation and interpretation of this City-owned historic site, as well as provide a public space for residents and visitors to experience TOYX’s own railcars and artifacts that are so critical to the City’s heritage,” TOYX officials announced on January 23. 

TOYX serves as the banner for a conglomerate of projects, including Operation Toy Train, the Dining Car Society, and the Tri-States Railway Preservation Society. In December, TOYX alleged that the city told them the site was going to be redeveloped and the rail equipment needed to be removed before July 2026. But the mayor of Port Jervis later denied that and said he wanted the museum to stay. TOYX has already moved some equipment off-site. 

Museum officials said they would announce more once negotiations were complete. 

—Justin Franz 

The post Museum Says It’s In Talks With City To Stay in Port Jervis appeared first on Railfan & Railroad Magazine.

Despite headlines signaling a sustainability pullback, the reality is more nuanced: Many companies are quietly doubling down, investing more strategically than ever before. Norfolk Southern Chief Sustainability Officer Josh Raglin has been closely watching how the sustainability shift has been playing out. In this Rail Group On Air podcast, he and Railway Age Editor-in-Chief William C. Vantuono discuss what NS is prioritizing in 2026 to build resilience, meet stakeholder demands, and unlock long-term value. He talks about five predictions for 2026: 

1. “Sharper Focus on Materiality: Companies will concentrate resources on areas where they can make the greatest impact—such as plastics, water, and clean air—guided by materiality assessments and stakeholder priorities.”
2. “Sustainability as a Business Driver: Sustainability is no longer just a moral imperative; it’s an economic one. Organizations will increasingly showcase measurable financial benefits—fuel savings, scrap recycling, and nature-based solutions—to justify investments and strengthen board-level support.
3. “From Ambition to Action: Firms that set science-based targets and net-zero goals will move aggressively into implementation. Expect operational shifts like transitioning freight to rail for carbon savings—even when costs rise—because corporate mandates prioritize emissions reduction.”
4. “Pragmatic Net-Zero Strategies: Updated standards will embrace carbon insets and offsets, signaling a more realistic approach to achieving net-zero. This will accelerate investment in forest carbon credits and value-chain carbon insetting.”
5. “Growing Need for Collaborative Action Meeting sustainability goals increasingly requires deep collaboration with vendors and customers to align strategies, share data, and improve efficiencies across the supply chain. Organizations that fail to engage partners in joint environmental initiatives risk falling short of expectations—and losing competitive advantage.”

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LACMTA

Los Angeles is one step closer to a direct rail connection that will make travel faster and easier through the Sepulveda Pass, one of the most congested corridors in the country, LACMTA reported Jan. 22. The transit agency’s Board has selected a fully underground “heavy rail” subway option as the Locally Preferred Alternative (LPA) for the Sepulveda Transit Corridor Project, which will run between the Van Nuys Metrolink Station in the Valley and the Metro E Line’s Expo/Sepulveda Station on the Westside (see map, top). At the Van Nuys end, the project would also connect riders to the Metro G Line and the future East San Fernando Valley Light Rail Project that will operate between Van Nuys, Panorama City, Arleta and Pacoima; on the Westside, riders would have a station on UCLA’s campus and transfers to the D and E lines.  

According to LACMTA, the Sepulveda Corridor is “a vital link” for the communities of greater Los Angeles, connecting residents in the San Fernando Valley to the Westside’s employment and educational hubs and cultural landmarks. The natural barrier created by the Santa Monica Mountains, it noted, makes traveling between the San Fernando Valley and the Westside “difficult, unpredictable and slow.” This new project would provide a 20-minute trip from end-to-end; the same trip by car often takes 40 to 80 minutes and is unpredictable because of traffic, the transit agency noted.

The agency last summer released a Draft Environmental Impact Report (DEIR) evaluating five different build alternatives. The Board selected Modified Alternative 5 as the LPA based on technical evaluation and community and stakeholder input. This is a modified version of one of three heavy rail alternatives in the DEIR; also under consideration were two monorail alternatives. (Download project Fact Sheet below.)

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Modified Alternative 5 is underground between the Van Nuys Metrolink Station and E Line Expo/Sepulveda Station and modified to connect to the Van Nuys G Line Station and future East San Fernando Valley Light Rail station at the G Line at Van Nuys Boulevard. (Download LACMTA Board report below.) According to LACMTA, it “incorporates key elements of Alternative 5, including automated vehicles in a single-bore tunnel, a terminus at the E Line Expo/Sepulveda Station and 2.5-minute frequencies during peak travel times.” Additionally, it “leverages the strengths of Alternative 5—high ridership, high frequencies, and shorter station construction sites—while avoiding construction of a ventilation shaft in the Santa Monica Mountains.” It also offers “the connectivity benefits of Alternative 6 along Van Nuys Boulevard instead of Sepulveda Boulevard, which reduces the project’s overall length and is anticipated to reduce cost.”

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The “monorail alternatives didn’t meet the DEIR goals as well as Modified Alternative 5, particularly with regards to mobility benefits, including ridership and travel times, and cost-effectiveness,” according to LACMTA.

In 2021, LACMTA entered into Pre-Development Agreements with two private-sector teams to design the alternatives: LA SkyRail Express (LASRE) developed Alternatives 1 and 3 (monorail), while Sepulveda Transit Corridor Partners (STCP) designed Alternatives 4 and 5 (heavy rail). Alternative 6 (heavy rail) was prepared by LACMTA’s environmental consultant, HTA Partners.

According to LACMTA, staff recommended phasing construction of the Sepulveda Transit Corridor Project so that segments can be built as funding becomes available. Staff propose focusing first on an Initial Operating Segment between the G Line in Van Nuys and the D Line on the Westside; this would allow riders to make direct transfers from multiple rail and bus lines, which the transit agency said would improve transit travel times.

The preliminary capital cost estimate for Alternative 5 ($24.2 billion in 2023 dollars) will be “updated to reflect Modified Alternative 5 as design refinement progresses,” LACMTA reported. Initial funding for the Sepulveda project, it said, was in the 2008 and 2016 sales tax measures—Measure R and Measure M, respectively—both of which were approved by more than two-thirds of L.A. County voters. (This amounts to approximately $3.5 billion, according to the LA Times.) Additional funding to build the project will be required; LACMTA anticipates pursuing a combination of federal, state, and local funding, along with potential private financing through a public-private partnership (P3).

With the LPA now approved, LACMTA said staff can begin refining the project’s design, including evaluating project phasing strategies; defining an updated maintenance and storage facility approach; identifying value-engineering opportunities; further assessing a P3 delivery approach; and refining design elements to improve connectivity, including the G Line interface in Van Nuys. The environmental review process will continue, along with ongoing community outreach and additional opportunities for public input.

“A direct rail connection through the Sepulveda Pass will connect people to jobs, schools, airports and entertainment faster than ever,” LACMTA Board Chair and Whittier City Councilmember Fernando Dutra said. “This project will cut travel time, reduce air pollution and is the kind of bold, forward-looking investment that moves Los Angeles County into the future.”

“This is a historic moment for transportation in Los Angeles,” LACMTA CEO Stephanie Wiggins said. “The Sepulveda Corridor Project is one of the most ambitious transportation investments in our region’s history and will redefine how millions of people travel across Los Angeles.”

Further Reading:

• STCP Selects Stadler, Siemens for Sepulveda Transit Corridor Project Proposal

DART (Courtesy of Trammell Crow Company)

DART and Trammell Crow Company earlier this month celebrated the groundbreaking of a new 500-space subsurface parking garage for DART riders and a 394-unit apartment community that will be integrated into the existing shopping center and DART’s SMU/Mockingbird Station.

The transit agency on Jan. 22 reported that the apartments and underground garage are the first phase of redevelopment of 16 acres of DART-owned land adjacent to the light rail station at the intersection of Twin Sixties Drive and Worcola Street. Built on the site of a former DART parking lot, the seven-story apartment building will feature a mix of studios and one- and two-bedroom units, as well as a swimming pool, outdoor areas with fire pits and grilling stations, a fitness center, club room, co-working spaces, electric vehicle (EV) chargers, a dog park, and a sky deck overlooking the Downtown Dallas skyline.

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“The expanded development around SMU/Mockingbird Station is a true partnership between DART and Trammell Crow, with both parties actively working to reconfigure the site through the Covid-19 pandemic and inconsistent economic conditions to ensure a viable TOD [transit-oriented development] opportunity remained near downtown Dallas,” DART reported. “The transformation of the existing land will afford residents and visitors convenient access to DART’s 93-mile light rail system, multiple bus routes, walkable retail, and Dallas’ extensive urban hike-and-bike trail network. Trammell Crow’s future development plans include an office tower, retail, and hotel, adding to the existing retail, dining and living experience available at the SMU/Mockingbird Station area.”

The buildout of the entire site will be completed in phases, DART said, with the second phase focusing on the office tower and hotel. Construction of the SMU/Mockingbird Station TOD is supported by the City of Dallas TOD Tax Increment Financing (TIF) District and funds programmed by the Regional Transportation Council.

“Developments like these promote the economic and social activity that underpins vibrant and prosperous communities, all centered on a critical regional mobility hub,” DART President and CEO Nadine Lee said.

In December, DART and Integral Group hosted the grand opening of the EVIVA Trinity Mills Station apartments and Esplanade Park, the first phase of redevelopment of a 25-acre site that once housed a big box home improvement store and the former DART Carrollton Transit Center.

TOD within a quarter mile of DART light rail stations has generated $18.1 billion in direct economic impact to North Texas over the past 25 years, according to the University of North Texas (UNT) Economic Research Group, DART reported in November. This includes a $1.0 billion direct impact from 2022 to 2024 based on 37 development projects.

Denver RTD (Courtesy of RTD)

RTD on Jan. 22 reported that Transit Police and contracted security officers conducted nearly 5 million fare checks on its rail system (commuter and light rail) in 2025.

Officers scanned 252,677 mobile passes and checked almost 591,000 total transit passes (mobile, paper, or other) for light rail services. According to RTD, 7.28% of individuals did not pay the fare before boarding. Similarly, officers scanned 1,849,856 mobile passes and checked more than 4.2 million total transit passes (mobile, paper, or other) for commuter rail services; 4% of individuals boarded without paying the fare in advance.

“For rail services systemwide, officers scanned more than 2 million mobile passes and checked more than 4.8 million total transit passes (mobile, paper, or other),” RTD reported. “Of these, officers were able to recover fare from 208,722 customers and issued more than 14,664 warnings and 712 citations systemwide for those who did not pay fare.”

(Courtesy of RTD)

RTD reported that fare checks in August 2025 had increased by more than 500% from May 2024. In 2026, with directed RTD Transit Police Department officer patrols across the system’s rail services, fare checks are expected to increase, according to RTD Chief of Police and Emergency Management Steve Martingano.

“Fare checks are an essential safeguard to ensure public transportation remains fair, sustainable, and accessible for everyone who relies on it,” Martingano said. “An increased presence of police and security not only supports this effort, it also helps reinforce a safe and welcoming transit environment, consistent with RTD’s commitment to its customers.”

According to the transit agency, fare payments became more accessible and convenient in 2025 with the launch of Tap-n-Ride , which allows customers to pay the fare at any validator with a tap of their Visa or Mastercard bank or credit card. (Customers who prefer to pay via cash can now load cash value onto a MyRide card or MyRide account for payments at validators.)

The RTD Transit Police Department has 105 sworn officers as of January 2026. Fare checks are just one part of the department’s four-step security plan. Implemented in 2024, the plan focuses on “improving officer presence supported by 24/7 patrolling, educating customers to treat one another with respect, using enhanced technology, such as real-time video feeds for safety observations, and ramping up fare enforcement to support customers and RTD employees,” according to the transit agency.

Further Reading:

• Denver RTD Earns ‘Stable Outlook’ From Three Credit Agencies
• Denver RTD Tabs Tran as CPO
• For Denver RTD, FY26 Budget Tops $1.5B
• Denver RTD Releases 3Q Financial Results

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