Prototype News

The Maryland Department of Transportation (MDOT) on Aug. 27 announced the award of $1.2 million in grant funding as part of the inaugural Freight Rail Grant Program (FRGP) launched earlier this year, which will “support efforts to preserve rail corridors, improve safety and reliability of freight rail operations and foster the growth of businesses that depend on rail service.” Projects supported by this initial round of funding include rail rehabilitation, resiliency improvements and a feasibility study for extending the rail-trail network on the Eastern Shore.

Funding for the grant program was included in MDOT’s Consolidated Transportation Plan (CTP) Fiscal Year 2026 budget, with the support of Governor Wes Moore and the Maryland General Assembly. The grant program “advances the Department’s goal to make smart investments that improve safety, drive economic growth and preserve Maryland’s transportation system. It complements MDOT’s Serious About Safety​ initiative—an enhanced, department-wide effort to promote safety and save lives,” MDOT noted.

The grant program, administered by MDOT’s Office of Rail and Intermodal Freight, supports local jurisdictions, state agencies, railroads, rail shippers and other businesses to help preserve railroad corridors, support economic development and foster sustainability and innovative technologies. This year’s awardees are:

• Massey to Millington Freight Rail Rehabilitation Project – Maryland and Delaware Railroad, Kent County. Grant Award: $500,000. This project will rebuild and upgrade 3.5 miles of State-owned railroad track to modern standards, enabling increased freight transfer to rail. The state grant provides matching funds for a larger proposed project that will leverage federal funding to reduce roadway congestion and emissions.
• Finksburg Rail Terminal Improvements – S.W. Barrick & Sons, Inc., Caroll County. Grant Award: $500,000. The project will upgrade rail unloading and storage equipment, expand terminal capacity, enhance safety and reduce diesel emissions. These improvements will support both current operation and future expansion of aggregate transport by rail.
• Denton Spur Choptank Bridge Feasibility Study – Maryland Department of Natural Resources, Caroline County. Grant Award: $160,000. This study will explore options for converting the “rail-banked” Choptank River railroad bridge in Denton for interim rail-trail use. Work will include evaluation of the existing structure and the development of potential design alternatives.
• Switch Nine Revenue Capacity Enhancement – Western Maryland Scenic Railroad Development Corporation, Allegany County. Grant Award: $28,800. Funding will complete a main-track siding near Frostburg by installing 450 feet of track and making related repairs. The improvement will increase track capacity and safety on the Western Maryland Scenic Railroad.
• 100-Year Storm Floodplain Study – Walkersville Southern Railroad Inc., Frederick County. Grant Award: $56,800. The project will conduct a 100-year floodplain study in and around the Walkersville railroad yard to assess what improvements are needed to support future rail infrastructure development.

“Our inaugural round of grants delivers on the Moore-Miller Administration’s promise of enhancing safety and utilizing state assets to drive economic growth,” said MDOT Acting Secretary Samantha J. Biddle. “These selected projects are designed to put Maryland on the right track to support our existing and future freight corridors, and the businesses and communities that benefit from the service.”

The post MDOT: $1.2MM for FRGP Projects appeared first on Railway Age.

POTUS 47 on Aug. 27 fired Surface Transportation Board member Robert Primus, The Wall Street Journal reported Aug. 28, noting that the STB is “the railroad regulator weighing the proposed megamerger between Union Pacific and Norfolk Southern.”

“Primus, a Democrat, was nominated by [POTUS 47] to the Surface Transportation Board in 2020 and began serving in 2021,” The WSJ reported. “He was the only member of the Board to oppose the merger of Canadian Pacific and Kansas City Southern, a tie-up approved by the regulator in 2023. At the time, Primus said the deal wasn’t in the public interest. Primus said {Aug. 27] that he planned to challenge the termination.

“‘This is deeply troubling and legally invalid,’ Primus wrote in an email to The Wall Street Journal. He said he planned to continue his duties as a board member and that if he was prevented from doing so, he would seek legal options. The White House didn’t immediately respond to a request for comment.

“Primus received an email shortly after 5 p.m. [Aug. 27] from Mary Sprowls, who works in the White House Presidential Personnel Office. ‘On behalf of [POTUS 47], I am writing to inform you that your position as a member of the Surface Transportation Board is terminated, effective immediately,’ she wrote. She gave no explanation for the termination. Primus was removed from the list of Board members on the regulator’s website … [He] said the White House’s actions would weaken the Board and ‘adversely affect the freight rail network in a way that may ultimately hurt consumers and the economy.’”

“[POTUS 47] has now stepped into the rail M&A arena and shown his cards on a potential transcon in favor of a merger,” comment TD Cowen’s Jason H. Seidl (Railway Age Wall Street Contributing Editor), Elliot Alper and Uday Khanapurkar. “The firing now leaves two seats open at the STB, an independent agency that may now be under scrutiny. A Democrat on the Board serving his second and final term, Primus vocally disavowed rail industry consolidation and was the sole dissenter in the STB’s CP-KCS final merger approval as well as the recent smaller acquisition by CN of Iowa Northern Railway.

“The rail industry has long benefited from an independent STB that may now be under scrutiny of the Administration. This announcement may hinder the Board’s ability to focus on its core duties at a very busy time ahead of a major proposed transcon merger. We worry political pressure could hinder the Board in fact-focused due diligence and may limit outspoken opposition in an effort to avoid confrontation with the President. No statement has yet been made by Chairman Fuchs. Our understanding is that the STB is an independent agency, though it is unclear if the President has the authority to fire Primus, considering no cause was listed in his termination email, per The WSJ.

“The ousting leaves the STB with a 2-1 Republican majority, and we believe the move comes in an effort to clear the path for the potential transcontinental merger of Union Pacific and Norfolk Southern. The STB should be allowed to issue decisions despite the vacancies since the U.S. Code states that this ‘does not impair the right of the remaining members to exercise all of the powers of the Board.’ With the move, an appointment to the formerly vacant seat does not appear essential to a voting majority though we believe a Republican appointment could still be forthcoming as channel checks indicated four candidates in contention, potentially leaving the Board with a 3-1 Republican majority by the time a UP+NS decision has to be made in early 2027. The Board can legally have no more than three people from the same party. Hence, [POTUS 47] could move to stack the Board even further if he wishes.”

Coming: Commentary from Railway Age Capitol Hill Contributing Editor Frank N. Wilner

The post Report: Primus Latest Victim in POTUS 47 Firing Spree appeared first on Railway Age.

Preusser brings more than 28 years of transit industry experience to RTD, which provides light rail, commuter rail, bus, on-demand, paratransit, airport, and special event services in eight counties. He served most recently as Chief Operating Officer for Utah Transit Authority and has held senior leadership roles with the City and County of Honolulu Department of Transportation Services, Tri-County Metropolitan Transportation District of Oregon, and Los Angeles County Metropolitan Transportation Authority. Additionally, he has managed national passenger rail programs for the Federal Railroad Administration and contributed to international transportation projects in the cities of Riyadh, Saudi Arabia, and Kabul, Afghanistan, according to RTD.

“Over the course of his career, Patrick has been recognized for fostering strong relationships, uniting diverse teams, and guiding organizations through growth, change, and complex service environments,” RTD General Manager and CEO Debra A. Johnson said. “He brings great knowledge and experience, as well as a deep respect for public service, and he is dedicated to advancing safety, reliability, customer experience, and innovation in public transportation.”

“I am proud to serve an industry that leads the way with innovative mobility solutions, making our communities better places to live, work and play,” Preusser said.

Preusser is a member of the American Public Transportation Association’s Rail Transit Operating Practices Working Group and Bus Operations Committee. In 2022, U.S. Transportation Secretary Pete Buttigieg appointed him to the Transit Advisory Committee for Safety, which provides strategic safety guidance to the USDOT and the Federal Transit Administration. Preusser has also participated in the Eno Center for Transportation’s Multi-Agency Exchange Program. He holds master’s degrees in public administration from the University of Southern California and transportation management from the University of Denver, as well as a bachelor’s degree in business management from the University of Phoenix. He is a certified Project Management Professional and Transit Safety and Security Professional.

Separately, RTD last month announced the appointment of Tim Tyran as Director of Safety and Environmental Compliance and Chief Safety Officer.

• Making ‘FasTracks’ in the Mile-High City

The post Denver RTD Tabs Preusser as COO appeared first on Railway Age.

Patriot Rail is proud to unveil our new logo – a bold symbol that reflects our strength, growth, and commitment to moving freight safely across America. Same dedication with a new look for the road ahead. Your freight, our focus. Read more: https://t.co/bUrLej9yfm pic.twitter.com/IYXSeknBPG

Patriot Rail on Aug. 27 revealed its new brand mark (see above). “[T]he curve of the ‘P’ symbolizes Patriot’s commitment to first mile/last mile connectivity for customers, while the steps resembling railroad ties represent steppingstones to the future, all unified through forward-leaning letters,” according to the company, which operates 31 short lines, three excursion railroads, and other rail services, including transloading, railcar storage, and real estate and logistics planning and assistance.

“Our rebrand is more than just a new look—it represents a pivotal moment in our ambitious growth strategy to reshape freight rail transportation,” Patriot Rail CEO Brandy Christian said. “We’re aligning our identity with our updated vision to redefine rail freight solutions—connecting communities and industries, delivering locally, and reaching nationally.”

Patriot Rail reported that it has been on a “steady growth path” since its 2022 acquisition of Pioneer Lines. “Over the past three years, Patriot has built upon its freight railroad core and expanded its rail services and excursion railway portfolio,” it said. “In 2023, Patriot Rail achieved a major milestone with the acquisition of HYDRA, a transloading and warehousing company, expanding its ability to deliver integrated logistics solutions alongside its rail operations.” Patriot also grew its freight network with the addition of Delta Southern Railroad in Louisiana and Merced County Central Valley Railroad in California, and its excursion portfolio with the assumption of ownership of New Hampshire’s Hobo Railroad and Winnipesaukee Scenic Railroad.

Since July 2024, under Christian’s leadership, the company said it “has evolved from being a ‘Partner in Growth’ to a ‘Growth Generator.’”

Last fall, Patriot Rail celebrated the opening of a loading dock at the Castle Commerce Center in Merced, Calif., which it said marked “a milestone in the growth and expansion of the Castle Rail District on the MCVR, as well as in the company’s transload services nationwide.” Additionally, the company in spring 2025 announced a new multi-commodity transload facility on the Canadian Pacific Kansas City network in Denton, Tex.; in July opened a new intermodal facility in Salt Lake City in partnership with BNSF and the Utah Inland Port Authority; and earlier this month opened the Gettysburg Excursion Railway.

“Rail has always been about moving forward—and so are we,” Christian summed up. “We’re improving how we operate, how we serve, and how we show up for our customers and communities. We’re ready for the next chapter—a stronger brand for a stronger future.”

On Aug. 20, U.S. Sens. Lisa Blunt Rochester (D-Del.) and Chris Coons (D-Del.) and U.S. Rep. Sarah McBride (D-Del.) toured DCR in Harrington, Del., according to the railroad, a subsidiary of Carload Express, and GoRail, a national non-profit grassroots organization. DCR operates 188 miles of rail line in Delaware, Maryland, and Virginia, and interchanges with Norfolk Southern, as well as Maryland & Delaware Railroad in several locations on the Delmarva Peninsula.

The event began with a briefing led by Mike Tetler, Executive Vice President and CIO of Carload Express. “Tetler highlighted the railroad’s service to agricultural producers and manufacturers, noting that DCR hauls about 30,000 carloads annually, a figure that has grown substantially as the railroad reinvests in its operations and future growth,” DCR and GoRail reported. “He also emphasized the impact of an $18.8 million federal CRISI grant, which is funding upgrades across DCR territory in Delaware and Maryland to improve safety, track conditions, and reliability for shippers.” The grant, awarded in 2020, is going toward upgrades of three movable rail bridges over navigable waterways in Middletown and Seaford, Del., and Pocomoke City, Md.; of 100 miles of track between Porter, Del., and Lecato, Va.; and of nine grade crossings in Delaware and Maryland.

Having one of your elected officials take time to visit your railroad is exciting, but three at the same time? What a treat!

It was great to see Delaware's Senator Lisa Blunt Rochester (@SenLBR), Senator @ChrisCoons and @Rep_McBride onsite at ASLRRA member Delmarva Central… pic.twitter.com/43V88bZKsf

“Our federal delegation was able to secure a major federal grant to help Delmarva Central Railroad make important upgrades and deliver more reliable service,” said Sen. Blunt Rochester, a member of the Senate Transportation Committee. “That’s a win for producers and supply chains here in Delaware and across the region. Every carload moved by rail means fewer trucks on our roads—less congestion for families and more sustainable transportation overall.” 

“Railroads like DCR are proud to be partners in safety and growth for the communities we serve,” said Tetler, who pointed out that Carload Express has reinvested nearly 60% of its revenue in recent years to expand service and modernize infrastructure. “Programs like CRISI, the Rail Crossing Elimination (RCE) Program, and Section 130 grade crossing safety funding provide critical resources that, paired with railroads’ own investments, help us continue reducing truck traffic, improving safety, and supporting local economies.”  

“As Congress shapes the next surface transportation legislation, rail’s story is clear: we need policies that strengthen the rail network through competitive grant programs like CRISI and RCE, promote safety and innovation by allowing the deployment of emerging technologies, and ensure fairness across modes so rail can continue moving efficiently and affordably,” GoRail Vice President Betsy Cantwell said. “When rail thrives, taxpayers, businesses, and communities all benefit.” 

• We Must Continue to ‘Meet the Moment’
• Carload Express Acquiring MDDE
• DCR Delivers to Seaford Transload Terminal

The post Small-Road Briefs: Patriot Rail, DCR appeared first on Railway Age.

Philadelphia has been able to boast many “firsts” in its history, including being the place where the United States was founded almost 250 years ago. Effective Aug. 24 and continuing on Sept. 2, the city will experience another “first”; one that will be catastrophic for the region and especially for transit riders who use the Southeastern Pennsylvania Transportation Authority (SEPTA) to get around. Severe cuts to the agency’s bus system have already been implemented, and rail service on all modes will be reduced to less than half of its current level immediately after Labor Day.

The problem for SEPTA is lack of money, and the cause of that lack of money is political. The agency is facing a $213 million deficit, and elected officials in Harrisburg have been unable (and some appear unwilling) to come up with the money to keep transit in the Keystone State going at anywhere near current levels. It is not only Philadelphia that will soon be devastated; so will transit in Pittsburgh and other places. Gov. Josh Shapiro, who comes from a suburb in SEPTA’s service area, is supportive of efforts to fund transit, but Republicans control the state’s Senate, and keep pushing for transportation funding to go to highways instead. A recent proposal to divert funds for capital projects at SEPTA to keep operations going encountered opposition, so the drastic service reductions at SEPTA have begun.

On July 17, SEPTA reported “Record-High Customer Satisfaction” in a press release. Then things began to change. On Aug. 6, the agency sounded the alarm about its newly precarious funding situation, saying: “New state transit funding must be secured by Aug. 14 in order for SEPTA to avoid implementation of a 20% service cut to close a recurring budget deficit. Otherwise, SEPTA must advance efforts to ensure staff, equipment and materials for customers are ready for reduced schedules starting on Aug. 24.” The funding did not come through, so the cuts were implemented. SEPTA summarized the cuts this way: “SEPTA has released schedules reflecting the service cuts and is urging customers to review all of their travel options. Overall, there would be a 20% cut to all services, including the elimination of 32 bus routes and significant reductions in trips on rail modes, and an end to all special service including the Sports Express.” The agency’s statement continued: “The Aug. 24 service cuts would be the first of several steps SEPTA will take this year to fill a $213 million budget deficit, absent a legislative solution. Additional measures will quickly follow, including a 21.5% fare increase on Sept. 1 and a complete hiring freeze later in that month. A second wave of service cuts on Jan. 1 will include the elimination of five Regional Rail Lines, a 9 p.m. curfew on all rail services, and the elimination of 18 additional bus routes to achieve an overall 45% reduction in service. Those are steps needed to balance this year’s budget without new funding. Additional cuts would follow in subsequent years.” SEPTA General Manager Scott Sauer was quoted as saying: “At that point, we will be left with no other choice but to begin dismantling the SEPTA system.” He added: “Tens of thousands of people or more will be left with no viable public transportation options.”

The bad news for now and 2026 can be found at https://wwww.septa.org/fundingcrisis/service-cuts/.

Service on all Metro lines (subway and other local rail modes), will be “reduced by up to 20%” (SEPTA’s phrase), except for the Norristown High-Speed Line (M), which will remain unchanged for the present. The lines losing service include the Market-Frankford (L) and Broad Street Subways (B1 and B2), including the Broad-Ridge Spur (B3), the Route 15 trolley (G, on Girard Avenue, which uses rebuilt PCC-II cars that date back to 1947), 101 Media (D1) and 102 Sharon Hill (D2) lines west of 69th Street Station, and Subway-Surface trolley routes 10 (T1), 34 (T2), 13 (T3), 11 (T4), and 36 (T5).

Effective at the start of next year, plans call for eliminating three rail lines completely: the Broad-Ridge Spur, and trolley Routes 10 and 15. There will be no rail service on the system after 9 p.m., although some bus routes will continue to run after that hour.

During the COVID-19 pandemic, regional rail service was reduced to hourly during the week and every two hours on weekends. It took years for those service levels to recover, but that recovery will soon be wiped out. New schedules call for service on every regional rail line to be reduced to hourly during peak-commuting hours on weekdays and every two hours at other times on weekdays and at all times on weekends. There are a few exceptions. The Airport Line will continue to operate hourly, although it had previously run every 30 minutes. There will be some half-hourly service during peak-commuting periods on the Lansdale/Doylestown, Manayunk/Norristown, Paoli/Thorndale, Media/Wawa, and Trenton lines. The Cynwyd Line, which runs very limited weekday service, will lose one-third of its trains, so service will become even more limited.

Service reductions planned for January 2026 will escalate from merely severe to catastrophic. There will be no service at all after 9 p.m., and not all places on the regional rail system have bus service that could substitute for lost rail service, even with the additional inconvenience. To make matters worse, five rail lines are slated to be eliminated entirely: the Paoli/Thorndale (the original “Main Line”), Trenton, Wilmington/Newark, Chestnut Hill West, and Cynwyd Lines. Those lines run, all or in part, on Amtrak-owned railroad. While drastic, those particular reductions appear to constitute a cost-cutting measure, because SEPTA pays Amtrak rent for the use of those tracks.

The Chestnut Hill West Line is short and the Cynwyd Line runs a limited schedule, so bus service and the Chestnut Hill East Line could still provide transportation. The other three lines are among the busiest in the system, and not all stations will have bus service that can substitute for the trains that have run for so many years but will all be discontinued.

The effects will spread beyond the mere loss of local trains on those lines, even though that loss will be disastrous for thousands of riders on those lines—especially non-motorists. With the end of SEPTA’s participation on the Paoli/Thorndale Line, Amtrak will lose the money that SEPTA now pays for trackage fees, so the continued viability of the Keystone Corridor between Philadelphia and Harrisburg could be called into question. Additionally, SEPTA had created an operational balance between lines on the historic Pennsylvania Railroad system and the historic Reading system in the 1970s and early 80s by building the Center City Connector tunnel that linked the systems and allowed through-running that brought trains into Center City on one system and out on the other. Under the plan proposed for next year, the Wawa/Media and Airport Lines will be the only components of the old PRR system that will still operate, although trains on the historic Reading system will still run because Amtrak does not own any of it. What effect those cuts will have on service patterns remains to be seen.

Additionally, starting next month, fares for the vastly reduced remaining service are going up 20% or slightly more. The base fare will increase from $2.50 to $2.90 for a single ride, and multi-ride fares on all modes will rise proportionately. Philadelphians and visitors will pay significantly more for far less service than had been available at lower fares.

SEPTA’s website says: “This isn’t just about transit. It’s about our economy. Speak out.” Commentators, transit managers, and rider-advocates alike have raised that particular concern. If cuts of this magnitude are implemented and continue for the long-term, motorists will be inconvenienced and non-motorists will lose much of the mobility that they had until now. Even the COVID-19 service reductions were not this severe, because everybody anticipated that they would be temporary (even though it was a “long temporary” at SEPTA), and they were. Also, no lines were eliminated completely during the pandemic. Plans now call for five regional rail lines, two trolley lines, and one subway line to be discontinued entirely in January, if SEPTA does not get the money to keep it going. Looking at the Harrisburg scene today, the prognosis appears grim. Elected officials still have four months to prevent the severe harm that befall Philadelphia and its transit riders at the start of the year. That’s not impossible, but it appears unlikely from here. Even saving those lines and preventing the 9 p.m. curfew for non-motorists and for motorists who choose to take SEPTA might not be enough to reverse the severe cuts that are about to be implemented or have already gone into effect.

SEPTA is not alone. What happens in Harrisburg will also bring severe cuts to Pittsburgh’s transit, along with the many bus systems that operate in the state. As we reported extensively during summer 2024, transit in many other cities is facing similar catastrophic service reductions. They include Chicago; San Francisco; Washington, D.C.; and many others. The COVID-19 relief money that the feds approved during the pandemic is running out, and revenue has not increased to fill the gap. The new lack of money is causing a new lack of service, and it is difficult to see a solution that will keep transit going at current levels in and near many cities. New York and New Jersey, as examples, have raised business fees to help keep transit going, but they will only last for a few years and must be renewed.

Philadelphia is now experiencing a new “first” in the severity of apparently permanent reductions in transit service; a “first” that does not generate civic pride, but fear for the city’s mobility and its future. While we can all hope that a catastrophe can be averted, it might be time to take some “farewell rides.”

• SEPTA Beginning 20% Service Cuts Aug. 24
• SEPTA Releases Reduced-Service Schedules
• SEPTA FY26 Budget Includes Service Cuts, Fare Hikes
• Second of a Series: Philadelphia Leads the Way
• 2025 Passenger Rail Outlook: ‘Murphy Was an Optimist!’
• Fifth of a Series: SEPTA Hopes for Good News

Join Railway Age and RT&S at Light Rail 2025, our annual conference on light rail transit, to be held Oct. 1-2 in Pittsburgh. Click here to learn more about this event, which has been specially developed for transportation professionals in planning, operations, civil engineering, signaling and vehicle engineering. Among the speakers: Andy Lukaszewicz, Deputy Chief Officer Rail Ops, PRT.

The post SEPTA: Drastic Service Cuts Begin, Deeper Cuts Planned for 2026 appeared first on Railway Age.

Just two years after completing a merger of its own, CPKC officials stated this week that they are not interested in further consolidation of the North American rail network. 

The announcement comes just days after a shareholder group at CSX told its CEO that the railroad should consider merging with either BNSF or CPKC in response to the proposed Union Pacific-Norfolk Southern deal. Earlier this week, BNSF owner Warren Buffett told CNBC that his company was also not interested in a merger. 

“We believe that a transcontinental merger would trigger permanent restructuring of the industry and result in a disproportionately large railway whose size and scope would require others to take action,” said Keith Creel, CPKC President and CEO. “This will likely result in an unnecessary wave of railway mergers that today is not the best way to support American businesses nor the public interest, and has the potential to create more issues than it solves.”

Creel added that CPKC and other railroads should collaborate to find efficiencies without needing mergers. He specifically pointed out partnerships between his railroad and CSX, as well as with CSX and BNSF. 

The back-to-back announcements by BNSF and CPKC suggest that both railroads will vigorously oppose a UP-NS deal. 

—Justin Franz 

The post CPKC: We’re Not Interested in Another Merger appeared first on Railfan & Railroad Magazine.

North American rail volume on nine reporting U.S., Canadian, and Mexican railroads came in at 22,988,498 carloads and intermodal units for the 34-week period ending Aug. 23, 2025, the AAR reported Aug. 27. Cumulative volume in the U.S. was 16,699,108 carloads and intermodal containers and trailers, up 3.5% from the same point last year; in Canada, 5,499,570 carloads and intermodal units, up 2.2%; and in Mexico, 789,820 carloads and intermodal units, down 8.4%.

Results were similar through the first 33 weeks of 2025 (ending Aug. 16, 2025).

For the week ending Aug. 23, 2025, U.S. Class I railroads carried 512,333 carloads and intermodal units, down 0.8% from the same point last year, according to the AAR. That comprised 229,783 carloads, up 0.6% from 2024, and 282,550 containers and trailers, down 1.9% from 2024.

Four of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included grain, up 1,723 carloads, to 20,389; motor vehicles and parts, up 1,001 carloads, to 17,681; and farm products excluding grain, and food, up 640 carloads, to 16,140. Commodity groups that posted declines included petroleum and petroleum products, down 1,068 carloads, to 9,769; coal, down 370 carloads, to 62,043; and miscellaneous carloads, down 249 carloads, to 9,100.

For the first 34 weeks of this year, U.S. railroads reported cumulative volume of 7,514,403 carloads, up 2.6% from the same point in 2024; and 9,184,705 intermodal units, up 4.2% from 2024.

North American rail volume for the week ending Aug. 23, 2025, on nine reporting U.S., Canadian and Mexican railroads totaled 322,359 carloads, up 5.3% compared with the same week last year, and 370,239 intermodal units, up 5.9% compared with last year. Total combined weekly rail traffic in North America came in at 692,598 carloads and intermodal units, rising 5.6%.

Canadian railroads reported 80,067 carloads for the week ending Aug. 23, 2025, a gain of 23.8%, and 73,564 intermodal units, a gain of 47.7% over the same week last year.

For the week ending Aug. 23, 2025, Mexican railroads reported 12,509 carloads, dipping 3.6% from the same week last year, and 14,125 intermodal units, increasing 18.6%.

The post AAR: North American Rail Volume Up Through Week 34 appeared first on Railway Age.

Green Eagle Railroad’s (GER) proposal to construct and operate an approximately 1.335-mile rail line in Maverick County, Tex., “is not needed to meet existing or future demand for transportation, would be less efficient and more costly than existing rail services, would harm existing rail services provided by Union Pacific [UP] and BNSF, and does not appear to be financially viable,” UP told the Surface Transportation Board (STB) in an Aug. 25 filing commenting on the transportation merits of GER’s petition for exemption (download below).

The STB should “deny” the petition seeking an exemption under 49 U.S.C. § 10502 from the prior approval requirements of 49 U.S.C. § 10901 for the line’s construction, according to UP, and “require GER to submit an application for construction authority if GER decides to try to move forward with its proposal.”

“GER is proposing to insert a new carrier in the middle of the current, direct connection between Union Pacific … and BNSF …, on the one hand, and Ferrocarril Mexicano, S.A. de C.V. (Ferromex), on the other hand, at the United States-Mexico border in Eagle Pass, Texes,” UP reported in its STB filing. “GER’s proposal to construct and operate the Line is inconsistent with the public convenience and necessity.”

The Eagle Pass Gateway, UP told the STB, “is the second busiest railroad crossing between the United States and Mexico, but existing capacity is sufficient to accommodate current demand for rail transportation, and capacity can be expanded if necessary to meet future demand.” UP said it is “actively planning operational improvements and capital investments to support improved fluidity and growth of traffic.”

UP and BNSF move about 19 trains per day to and from the Gateway using a UP-owned line over which BNSF has trackage rights, according to UP, and at the border, both railroads interchange traffic directly with Ferromex. UP said that it supports its cross-border operations from Clark’s Park Yard, which is approximately 4.2 miles north of the border. BNSF, it noted, supports cross-border operations from Ryan’s Ruin Yard, which is on UP’s line approximately 14 miles north of the border. Ferromex supports its cross-border operations from Rio Escondido Yard, which is approximately 9.9 miles south of the border. “Trains cross the border using the Eagle Pass-Piedras Negras International Railway Bridge, which is owned and operated by Union Pacific on the U.S. side of the border and owned by the Mexican federal government and operated by Ferromex on the Mexican side of the border,” UP said. “Later this year, Union Pacific and Ferromex expect to shift cross-border crew changes from the bridge to Clark’s Park Yard, reducing the amount of time trains are stopped on the bridge, which will improve security, service, and capacity.”

According to UP, GER’s proposed line would create “a second, duplicative route” connecting UP and BNSF with Ferromex. “As shown below in Figure 2, the Line would extend 1.335 miles between milepost 31 on Union Pacific’s Eagle Pass Subdivision south of Clark’s Park Yard and a new bridge crossing the Rio Grande, then connect with a new 17.8-mile line to Ferromex’s Rio Escondido Yard,” UP said. “The Line would reduce Union Pacific’s and BNSF’s current route to the border by 2.9 miles, but GER’s route in Mexico would be 7.9 miles longer than Ferromex’s current route from the border to Rio Escondido Yard, creating a longer route overall between Clark’s Park Yard and Rio Escondido Yard.”

Additionally, UP said, GER’s proposed line “would not increase rail competition for cross-border traffic.” GER would have to interchange all its cross-border traffic with either UP or BNSF, it noted. “GER’s proposed Line thus would increase the number of carriers required to complete cross-border movements, and thus the complexity and cost of such movements, but would not increase the number of independent routing options available to shippers,” UP explained.

GER also “does not appear to have a viable plan for operating its proposed Line without harming existing service offered by Union Pacific and BNSF,” UP pointed out. “GER’s petition does not address the practical issues that would arise from moving cross-border trains averaging 9,300 feet in length while constructing only 1.335 miles (i.e., approximately 7,050 feet) of new track between the border and its connection with Union Pacific’s Eagle Pass Subdivision. The difference between train length and track length means GER is not planning to construct sufficient facilities to receive southbound trains in interchange from Union Pacific or BNSF: the rear end of a 9,300-foot train would block Union Pacific’s main line all the way past the switch between the main line and the lead track at the south end of Clark’s Park Yard. For northbound trains, GER is not planning to construct sufficient facilities to conduct FRA- [Federal Railroad Administration] mandated safety inspections or the customs and agricultural inspections conducted by CBP [U.S. Customs and Border Protection]. The difference between GER’s proposed train length and track length would cause operating issues even if Union Pacific interchanged southbound trains with GER in Clark’s Park Yard and GER’s northbound train received FRA and CBP inspections in the yard. GER train arrivals and departures would disrupt the flow of other traffic in and through the yard.”

UP told the STB that “GER’s harmful impacts on operational efficiency and customer service would increase if GER were to handle some but not all cross-border traffic at Eagle Pass.” For example, it said, if a UP train was “moving northbound to Clark’s Park Yard when a GER train was entering or leaving the yard, the Union Pacific train would have to stop and wait for the GER train to clear the switch between Union Pacific’s main line and lead track, delaying Union Pacific’s train.” In another example, UP said switching activity at Clark’s Park Yard would increase at the same time GER’s presence would prevent UP from clearing space in the yard. “Specifically, if northbound traffic were divided between Ferromex-Union Pacific and Ferromex-GER-Union Pacific routings, Union Pacific would need to perform classification and blocking on twice as many trains,” UP said. “Union Pacific also might need to hold cars for a longer period to build efficient blocks, which would consume still more yard capacity. The added work and congestion would raise transportation costs and reduce service quality.”

Finally, UP said, GER’s proposed line “does not appear to be economically viable.” GER explained in its petition that its plan “is to enter into agreements with Union Pacific and BNSF for those carriers to shift their cross-border traffic to the Line,” UP said. “However, Union Pacific has no intent to discontinue using its border crossing at Eagle Pass. GER appears to have no plan for making the Line economically viable if Union Pacific and BNSF do not voluntarily agree to route their customers’ traffic over GER. In fact, GER has acknowledged that if it ‘is unable to attract all cross-border rail traffic . . . GER would be unable to construct and/or operate the proposed line.’ And even if Union Pacific and BNSF were to voluntarily reroute their traffic over GER, there is no evidence that GER would earn sufficient revenue from shuttling trains between the U.S. and Mexico to make its Line economically viable.”

Construction of a new railroad line requires prior STB authorization, “either through issuance of a certificate under 49 U.S.C. § 10901 or, as requested by GER, through an exemption under 49 U.S.C. § 10502 from the application requirements of § 10901,” UP summed up. “Section 10502 directs the Board to exempt construction proposals from the requirements of § 10901 when it finds that: (1) regulation is not necessary to carry out the rail transportation policy of § 10101, and (2) either (a) the transaction is of limited scope or (b) application of the statutory provision is not needed to protect shippers from the abuse of market power … In considering a construction application under § 10901, the Board ‘shall’ grant the application ‘unless the Board finds that such activities are inconsistent with the public convenience and necessity’ … In reviewing construction applications, the Board examines ‘whether (1) the applicant is financially fit to undertake the construction and provide service; (2) there is a public demand or need for the proposed service; and (3) the construction project is in the public interest and will not unduly harm existing service’ … Based on the record here, the Board cannot find that regulation is not necessary to carry out the rail transportation policy of § 10101. Accordingly, the Board should require GER to submit a full application under § 10901.”

• STB Issues EIS for Proposed Maverick County, Tex., Line

The post UP to STB: Deny GER’s Petition for Proposed Maverick County, Tex., Line appeared first on Railway Age.

After more than 20,000 votes from customers throughout the region, WMATA has announced that the public has selected Option 3 as the updated livery design for the agency’s incoming rail fleet.

“While the exterior design of the new 8000-series fleet pays homage to Metro’s past, the interior is all about the future,” said Metro General Manager and CEO Randy Clarke. “This new rail fleet will improve the customer experience in every way. We thank our loyal customers for their input on the future of Metro.”

The 8000-series Hitachi Rail cars feature wider aisles, increased digital signage, and dynamic wayfinding, among other upgrades.

“Our region deserves a modern rail system, and the new 8000 series fleet will be instrumental in providing the safe, frequent, and reliable service our customers expect,” said Metro Board of Directors Chair Valerie Santos. “We also commend Metro staff for identifying $21 million in cost savings on this project- funds that will now be reinvested directly into the capital program to benefit our customers.”

Customers can expect to see pilot cars with the new rolling through stations in late 2027. The updated rail fleet look “represents another step toward delivering a more seamless experience for our customers,” WMATA noted.

Newly released data shows crime has dropped substantially on BART through the first seven months of this year. The number of violent crimes reported on BART declined from 203 for the first seven months of 2024 to 130 incidents this year. Property crimes also fell from 1,091 for the first seven months of 2024 to 547 this year. All the latest crime numbers can be found in the July Chief’s Report (download below).

The decrease in crime, the agency says, comes as BART PD has remained focused on maintaining a highly visible safety presence in the system. At the same time BART has accelerated the installation of Next Generation Fare Gates. Now 48 of BART’s 50 stations have new high-tech gates, which are proving to be a strong deterrent against fare evasion and other unwanted behavior, the agency noted. BART says it is well on track to meet its goal to have Next Generation Fare Gates at all stations by the end of this year. “Maintaining a visible safety presence and installing new gates are both key components of BART’s Safe and Clean Plan to put the everyday concerns of riders first,” the agency said.

Other highlights from the Chief’s Report:

• Robberies plummeted from 126 for the first seven months of 2024 to 37 this year.
• Only one cellphone robbery was reported for the entire system in July. That follows zero cellphone robberies in June.
• Auto burglaries fell from 449 last year to 162 in 2025.

BART PD’s highly visible safety presence is making it possible for officers to get to incidents more quickly. The average emergency response time for July was four minutes, 21 seconds. “That’s well below BART PD’s goal of five minutes and one of the fastest response times for any law enforcement agency in the Bay Area,” the agency said.

The City of Honolulu’s DTS recently announced the official integration of its newly redesigned “Transit App,” which, the city says, “aims to make the commute easier for people who rely on public transportation,” according to a KHON2 report.

According to the report, “riders of TheBus and Skyline can track in real time, plan trips with transfers between TheBus, rail, and Biki, and service alerts.”

As part of the partnership with DTS, Honolulu riders will also receive free access to “Transit Royale”, the app’s premium subscription service, which the city says, “unlocks advanced customization tools and features, such as personalized themes, access to complete schedules and real-time info and leaderboards and achievements,” according to the KHON2 report.

“As we expand mobility across Oʻahu with new Skyline and bus routes, we’re committed to giving riders the best tools to move with confidence,” said DTS Director Roger Morton. “The Transit app brings a user-friendly, reliable experience to the palm of your hand, making wayfinding easier, and getting you where you need to be, on-time. Transit Royale will allow our riders access to the best version of the app at no cost to them.”

Following the major redesign, the app, which is available for free on iOS and Android devices, now includes ETA Cards, a refined typeface and a new neon dark mode, according to the report.

“This redesign is more than an aesthetic update,” said Sam Vermette, CEO of Transit App. “It makes Transit easier to use, more informative, and more fun. Our work wouldn’t be possible without our agency partners. We’re proud to be working hand-in-hand with DTS to unlock the best app experience for their riders.”

The post Transit Briefs: WMATA, BART, City of Honolulu DTS appeared first on Railway Age.

SLSI on Aug. 27 announced the promotion of Julia Leone, PhD, to Assistant Director, Research and Organizational Development “recognizing her significant contributions to SLSI’s programs.”

In her newly expanded role, Dr. Leone will lead efforts to continually improve delivery processes and outcomes for all of SLSI’s programs in addition to leading the non-profit corporation’s research efforts.

Her work in developing a systematic approach to evaluating outcomes of completed Safety Culture Assessments (SCAs) “has not only ensured the fidelity of the SCA process but has led to insights that have driven new programs offered by the SLSI,” the corporation said. Research outcomes have also led to adjustments in processes and deliverables to continually improve the efficacy of SCAs for railroads.

“Our program expansion has come as a direct result of research led by Julia Leone. Improvements to processes leading to improved training outcomes have also been identified and implemented through her analysis and in-person observations,” said Tom Murta, Executive Director, Short Line Safety Institute. “Julia will continue to assist the SLSI in identifying and developing the next generation of programs, while ensuring that current programs deliver on their objectives, and support our mission to continuously increase Safety Culture on railroads across the country.”

In her tenure at SLSI, Dr. Leone has presented research to a variety of industry groups including the Transportation Research Board (TRB) and has been a featured speaker at industry rail events.

“In my five years of service at SLSI, I’ve seen rapid growth in programs as a result of SCA fidelity studies and analysis of participant feedback from all of our offerings,” said Dr. Leone. “It’s been an honor to assist railroads in their quest to continuously improve safety culture. I’m particularly looking forward to fully implementing follow up coaching calls with SCA participants to track progress against identified gaps.”

Dr. Leone holds a PhD in Industrial and Organizational Psychology, an MS in Industrial and Organizational Psychology, and an MPhil in Psychology from the Graduate Center, CUNY, N.Y., and a BA in Psychology from Honors College, University of Arizona, Tucson, Ariz., where she graduated Magna Cum Laude.

Read more about the SLSI’s Safety Culture Assessments here.

OmniTRAX on Aug. 27 announced that it has named Ryan Dreier as Executive Vice President of Sales and Economic Development. He joins the company following an extensive career at BNSF Railway, where he held multiple commercial leadership roles in both carload and intermodal freight shipping across the Class I network.

In this newly created role reporting directly to Chief Commercial Officer Ryan Higgins, Dreier, will lead the company’s customer and community-facing sales and economic development teams responsible for freight and transload activities across OmniTRAX’s 31 rail properties. He will also be tasked with the development of new rail-served facilities across the OmniTRAX rail network.

“OmniTRAX has grown more than 50% in the past five years, prompting an expanded sales structure that can scale with our continued growth and commitment to operational excellence,” said Higgins. “Dreier is a proven sales executive with the ideal blend of strategy and performance that aligns with our continued growth objectives.”

Most recently serving as BNSF Railway’s Vice President – Industrial Products Marketing, Dreier led 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. He 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.

“OmniTRAX’s impressive growth has gotten the industry’s attention for its rapid growth, high-profile projects, and industry-leading safety. I’m excited to join such a dynamic team,” said Dreier.

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

Freight and passenger railroads support communities, ensure reliable service for customers and consumers, and move the economy forward—sustainably and with a commitment to environmental stewardship. The Women in Rail 2025 Conference, presented by Railway Age and RT&S, will feature a dynamic panel of industry experts discussing how railroads are having a positive impact on the environment—through new technologies that lower carbon emissions, transportation planning, construction projects that engage all stakeholders, and much more.  

Their session—“Trackside Impact: Environment and Community”—is one of many scheduled for the third-annual in-person Women in Rail Conference, taking place in the Chicagoland area on Oct. 15-16. The event will also include a celebratory luncheon for the Railway Age 2024 Women in Rail and RT&S 2025 Women in Railroad Engineering award honorees, and the chance to network with a wide-reaching group of like-minded professionals. All this will take place at a new, larger venue: the Hyatt Regency Schaumburg.

“I’m honored to join the Women in Rail Conference panel on Environment and Community. Over the course of my career, I’ve had the opportunity to lead initiatives that connect freight rail operations with environmental responsibility and positive community impact. I look forward to bringing that perspective to the conversation and exploring how we can continue to advance sustainability across the industry.” – Kayden Howard, SVP Health, Safety, and Environmental Programs

Join us Oct. 16 to be part of a conversation with:

• Kayden Howard, who is Senior Vice President, Health, Safety, and Environmental Programs at OmniTRAX. As an accomplished global executive and respected leader, Howard has a distinguished track record of leading and improving health, safety, and environmental programs, optimizing operations, and promoting sustainability. Over the course of her career—including an 18-year tenure at Kansas City Southern (now CPKC)—she has successfully guided large teams and organizations in legal affairs, human resources, sustainability, and health, safety, and environmental initiatives, primarily in the freight rail sector. Renowned for taking high functioning teams to the next level, Howard has consistently delivered end-to-end process improvements while transforming organizations.
  
  As Senior Vice President Health, Safety and Environmental Programs, Howard serves as Chief Safety Officer, Chief Environmental Officer, and Chief Sustainability Officer for OmniTRAX, where she leads ESG reporting and initiatives, environmental protection, worker safety and health, public safety, and hazmat preparedness and response across the company’s U.S. and Canadian operations.

• Sean Strong, CHMM, QISP, who is Vice President of Environmental for Watco, a single source transportation and supply chain services company.  He has extensive experience in compliance, remediation, sustainability, and environmental due diligence for industrial properties. Strong is a Certified Hazardous Materials Manager and a Qualified Industrial Stormwater Practitioner through the California Stormwater Quality Association. He has worked throughout the lower 48 states and has completed projects in Mexico and Canada. Strong serves as the Chair of the American Short Line and Regional Railroad Association’s Environmental Committee and holds a degree in economics from the Hobart and William Smith Colleges. 

• Brett Guarino, who is Project Manager II, Design and Construction for CSX, and a 2025 RT&S Women in Railroad Engineering Award honoree. She is a seasoned rail design and construction professional with more than 15 years of experience leading capital infrastructure projects for CSX. Guarino brings deep expertise in project development, financial oversight, and resource management, with a focus on ensuring smooth operations and stakeholder alignment. Since 2012, she has been an active member of AREMA (American Railway Engineering and Maintenance-of-Way Association) Committee 1 (Roadway and Ballast), currently serving as Chair of Subcommittee 4, advancing culvert design standards. Guarino has also represented CSX in the CREATE (Chicago Region Environmental and Transportation Efficiency) Program since 2015, contributing to the modernization of Chicago’s freight and passenger rail systems. She is based in Wyoming, Mich., and committed to advancing rail design through innovation, collaboration, and mentorship.

• Paula Dowell, Ph.D., who is Senior Vice President and National Practice Leader for Integrated Planning at HNTB Corporation. She has 24 years of experience in transportation planning and policy, focusing on transportation economics, freight transportation planning, and transportation funding and investment prioritization. Dr. Dowell is one of the nation’s leaders in transportation economics, freight and goods movement planning, and integrated transportation planning and economic development, continuously driving innovations in the industry through study efforts for strategic development planning and feasibility studies, application of big data, port and rail planning, and national freight research and development. She has led more than two dozen state freight plans, numerous large regional goods mobility studies, and has served as principal economist for several private-sector freight facility feasibility studies.  
  
  Dr. Dowell received her M.A. and Ph.D. in economics from the University of Tennessee, Knoxville in 1998 and 2000 respectively, and is a member of the National Academies’ Transportation Research Board, Women Transportation Seminar (WTS), International Transportation Economist Association, and Council of Supply Chain Management Professionals.   

The panel will be moderated by Lisa Tackach, President of the League of Railway Women (LRW) and Head of Marketing for Paterson, N.J.-based Railroad Construction Company, Inc. (RCC), which was established in 1926 to provide an array of track services for the private and public sectors along the East Coast and has since developed into a major general contractor with experience and expertise in all areas of track, civil, utility, and building construction. Following graduation from Pace University with a Bachelor of Business Administration, Advertising and Promotion degree, Tackach was introduced to AREMA and dedicated the first seven years of her professional career to promoting the non-profit organization in the marketing department. Through AREMA, she quickly learned how propitious the rail industry is and how fortunate she was to have the foundation of her professional future begin with advocating for those who dedicate their time and knowledge to supporting the AREMA mission. In 2014, she relocated to New Jersey, reconnected with her network of railroad industry professionals, and began working at RCC in the marketing department, later evolving into her role on the Marketing and Business Development Team. Having witnessed firsthand the benefit of connecting likeminded individuals to help support, advance, and grow an organization, Tackach became a member of the LRW and was elected to serve on the Board as the Awards Chair in 2017. She is now President. In addition to LRW, Tackach was elected to serve on the New Jersey Railroad Association Board as the Associate Member Representative in 2019 and continues to hold this position today.

The “Commanding the Track: Your Leadership Toolkit” panelists will be joined at the 2025 Women in Rail Conference by a diverse group of railroaders with a shared commitment to our industry’s future. Among them: Annie Adams, Chief Human Resources Officer, Norfolk Southern; Jennifer Hamann, EVP and Chief Financial Officer, Union Pacific; Sarah Watterson, President, Brightline West; Herman E. Crosson, Chief Safety & Compliance Officer, Anacostia Rail Holdings; Jenni Benton, SVP Commercial, Patriot Rail; Vianey De la Mora, Director General, Mexican Railway Association (AMF); Kari Gonzales, President and CEO, MxV Rail; Henrika Buchanan, SVP, National Practice Consultant, Transit & Rail Market Sector, HNTB; Paul Hubler, Chief Strategy Officer, Metrolink; Cherise Myers, Director-Workforce Development, American Public Transportation Association (APTA); and many more.

Speakers will offer their candid thoughts on topics ranging from marketing yourself to ESG and new technologies.

Industry support for the 2025 Women in Rail Conference is already strong, including sponsorship from: AITX, GATX, TrinityRail, CN, CPKC, RailPros, R. J. Corman, API, Genesee & Wyoming, The Greenbrier Companies, UTLX, Progress Rail, Patriot Rail, Union Pacific, The National Association of Railway Business Women, and The League of Railway Women.

To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

View the agenda and confirmed speakers for Railway Age / RT&S Women in Rail 2025 >>

Through Oct. 2, Railway Age is accepting nominations for its 2025 Women in Rail Awards program, which will honor 25 trailblazers for their achievements in our November issue and at the 2026 Railway Age / RT&S Women in Rail Conference. These outstanding railroaders will be selected based on their leadership, vision, innovation, and accomplishments. This award celebrates female leaders in rail and pioneers with a track record of breaking down barriers and helping to create industry opportunities for women. Entries will be judged by Barbara Wilson, Senior Advisor at Railroad Financial Corporation, and Catherine Rinaldi, Executive Vice President of Gateway Development Commission, with input from the Railway Age staff. Both Wilson and Rinaldi will participate at the 2025 Railway Age / RT&S Women in Rail Conference.

Submit your nomination now >>

The post WIR 2025: How Railroads Merge Environmental Responsibility and Operations appeared first on Railway Age.

Hitachi Rail on Aug. 26 announced that it has signed a Memorandum of Understanding (MOU) with Ontario Tech University, to support a first-of-its-kind, Railway Engineering Specialization that will be launched in September 2025.

Signed by Hitachi Rail Canada Managing Director Ziad Rizk and Dr. Hossam Kishawy, Dean, Faculty of Engineering and Applied Science, the MOU “will help address the growing demand for skilled professionals in Canada’s rail sector,” according to the company.

The Railway Engineering Specialization will be available to third- and fourth-year students enrolled in Manufacturing, Automotive, Mechatronics and Mechanical Engineering programs. Students in both Software and Electrical Engineering programs can register for the courses as electives. The Specialization will teach students the necessary skills for railway infrastructure development, track design, signaling systems and rolling stock management.

Hitachi Rail has more than 40 years of history in Toronto. With 1,200 employees in Ontario and delivering global transit projects to the busiest networks in the world, the company is a leader in the mobility sector. “Hitachi Rail’s significant railway expertise contributes to the program, by providing student placements, exploring joint research and development opportunities, while supporting course content review and expert guest speaking events,” the company noted.

“This is an exciting opportunity for Hitachi Rail to partner with Ontario Tech University and for the students to leverage experiences from this partnership. Bridging the gap between industry and classroom will shape a workforce trained and ready to meet real-world challenges,” said Ziad Rizk. “We are greatly looking forward to having the chance to contribute to this discipline and provide opportunities for aspiring engineers in the Canadian rail sector.”

“Ontario Tech is proud to be home to Canada’s only English-language undergraduate Railway Engineering specialization, preparing students with the skills industry needs most—rail electrification, automation, and climate-resilient infrastructure. Our new partnership with Hitachi Rail strengthens this mission, ensuring our students gain exposure to global expertise while helping industry address critical workforce needs,” said Kishawy.

“Ontario has launched the largest transit expansion in North America, and this first-of-its kind railway engineering program will ensure our province has the talent it needs to deliver game-changing rail infrastructure,” said Prabmeet Sarkaria, Ontario’s Minister of Transportation. “Our government is investing $70 billion in public transit to expand GO Transit, restore passenger rail service to northern Ontario and build the largest subway expansion in Canadian history, including the Ontario Line subway. Our GO Expansion plan includes the Bowmanville Extension, which will make it easier for post-secondary students to access Ontario Tech University’s campus in Oshawa.”

“Ontario’s world-class postsecondary education institutions are building a robust engineering workforce of the future. Our government commends this innovative partnership between Ontario Tech and Hitachi Rail, enabling students enrolled in the Railway Engineering Specialization to get the education and hands-on training they need to keep Ontario moving for decades to come,” said Nolan Quinn, Minister of Colleges, Universities, Research Excellence and Security.

The MOU, Hitachi Rail says, “aims to strengthen the collaboration between the rail industry and the next generation of Canadian engineers. By combining industry expertise with specialized academic training, this partnership positions both Hitachi Rail and Ontario Tech University at the forefront of rail innovation.”

The post Hitachi Rail Signs MOU With Ontario Tech University to Support Railway Engineering Specialization appeared first on Railway Age.

After years of delays and anticipation, Amtrak’s new NextGen Acela entered revenue service on Wednesday morning with departures from Boston and Washington, D.C. 

Five of the NextGen trainsets (sometimes called Acela Avelia Liberty) are entering service this month. Amtrak hopes to have all 28 trains in operation by the end of 2027. Until then, high-speed service between Boston and Washington, D.C., will be provided by both the original Acela trains and the new ones. 

Amtrak said that weekday trains 2153, 2154, 2170 and 2173 will usually have the new trains. On Saturdays, trains 2250 and 2251 will have the NextGen sets and on Sundays it will be 2248, 2258, 2259 and 2271. The trains are marked with a unique tag on the Amtrak app and website to note it is a new train. 

“Acela is synonymous with American high-speed trains, and today marks a new era of next-generation service,” said Amtrak President Roger Harris. “On behalf of everyone at Amtrak, I’m proud to welcome you aboard NextGen Acela. The future of high-speed rail starts now.”

The Alstom-built trains were scheduled to start service in 2021, but delays occurred due to various mechanical and infrastructure problems, especially compatibility issues with the decades-old catenary on the route. Once those problems were fixed, testing of the trains has ramped up in recent weeks along the Northeast Corridor. The new trains can reach speeds up to 160 miles per hour and offer features like free high-speed internet, individual power outlets, and more. 

Also on Wednesday, the U.S. Department of Transportation announced it was taking control of Washington Union Station from Amtrak, alleging it had “fallen into disrepair.” The takeover comes as the Trump administration steps up federal law enforcement in Washington D.C., including deploying National Guard troops, despite the fact that crime rates have dropped in recent years.

—Justin Franz 

The post ‘NextGen Acela’ Enters Revenue Service appeared first on Railfan & Railroad Magazine.

Berkshire Hathaway does not intend to purchase CSX, a move we thought was the likely outcome given the competitive offering of an East/West combination. The valuation and merger benefits are clearly not appetizing to Berkshire; we now believe BNSF may only acquire CSX if backed into a corner following Union Pacific+Norfolk Southern deal approval and co-op agreement disappoints. We adjust our valuation framework, and our CSX PT (price target) moves to $38.

CNBC reported that Berkshire met with CSX in Omaha in early August and made it clear that BNSF would not make a bid for CSX. This followed the announcement of a new intermodal partnership between the two carriers that would offer coast-to-coast service, with the hopes of achieving a transcon-like service without combining railroads. Subsequently, CPKC issued a release disclosing that the Canadian Class I will not participate in consolidation and further maintained that consolidation is not essential for the industry. Recall that activist Ancora had suggested a CSX-CPKC match (though we viewed this as less value accretive than an east-west combination). CSX stock fell 10%-plus over the past week as the deal likelihood declined. With Berkshire showing no desire for consolidation, we adjust our valuation framework to our previous methodology of a forward earnings valuation and away from a takeout PT. We now believe BNSF may only acquire CSX if it’s backed into a corner following UP+NS deal approval and/or the partnership agreement doesn’t resonate as a competitive option.

With only one transcon merger currently on the table, a few important questions must be considered:

1. Will this give the STB an easier hurdle for downstream effects?
2. Does one transcon merger create a competitive advantage and reduce competition (i.e. would the decision be easier for the STB if there were two transcons) and ultimately make the approval process more difficult?
3. Will BNSF ultimately be pushed into a CSX bid if the STB approves UP+NS (or the likelihood of approval becomes evident).
4. How big is the value/service delta in a transcon partnership agreement vs. a combined railroad?

The prevalence of interline agreements among peers is unlikely to be enough to scuttle STB approval of a UP+NS deal in our view. While the Board acknowledges positives from interline agreements, it has also conceded numerous times in prior proceedings that mergers offer key operational benefits over and above voluntary agreements. Thus, a potential UP+NS single-line would present a superior product to anything achievable via interline agreements. As a result, we believe that positive developments in the UP+NS proceedings could force the hands of the Western holdout.

With CSX –10% over the past three trading days, merger-related outperformance relative to the overall market has now been largely extinguished, and we do not believe the stock reflects the chance of a takeout at this time. While the shoe appears to have dropped on CSX with Berkshire’s walking away, shares of NS still likely incorporate some merger premium (albeit diminished), and trading should reflect STB developments going forward.

We maintain our 2025 and 2026 EPS estimates for CSX, though we adjust our valuation methodology to a forward PE multiple (as we have done in the past). Using our unchanged 2026 EPS estimate of $1.95 and a 19.5x multiple, our PT moves to $38. Despite our drop in our PT, we believe CSX still presents a good opportunity for longer-term investors given current levels. CSX remains the only railroad in our universe that could grow earnings in 2026 even if volumes do not grow. Additionally, our forecasted OR for 2026 may call for a 210 bps improvement, but it is still more than 500 bps worse than the average OR the Eastern rail giant posted in the 2019-2021 timeframe.

CP+KCS, 2023: Railroad mergers frequently can achieve a degree of coordination beyond that which is available under voluntary coordination agreements.

Santa Fe+Southern Pacific (SPSF, “Shouldn’t Paint So Fast”), which STB predecessor Interstate Commerce Commission denied in 1986: Without the unified management resulting from the merger, few if any of the operating economies projected under the Operating Plan are attainable.

The post Deal Vs. No Deal appeared first on Railway Age.

Lake State Railway Company, a Michigan-based regional freight railroad, has rolled a freshly painted locomotive out of its Saginaw shops inspired by one of its antecedents, the Pere Marquette Railway.

Locomotive 6437, an ex-Union Pacific SD70M, was rechristened “Spirit of Pere Marquette,” with a tribute livery conceived by second-generation LSRC railroader Travis Vongrey, former conductor, engineer, yardmaster and now supervisor of yard operations. Vongrey’s concept art was based on E7 locomotives that pulled the Pere Marquettes, streamlined passenger trains that made daily trips between Detroit, Lansing and Grand Rapids. Vongrey’s designs were handed off to LSRC consultants who developed technical specifications based on historical research. Southern Pride Equipment Painting of Sharpsburg, Ga., performed the painting and detailing.

CEO Mike Stickel embraced Vongrey’s concept as a spirited tribute to LSRC’s history, remarking, “Travis has created something really special that reflects the pride and satisfaction all our people share in shaping the future of rail transportation in Michigan, while staying mindful of our rich heritage. We’re all thrilled to see his design come to life as part of our modern fleet.”

A significant portion of the LSRC network was built and operated by the Pere Marquette Railway, primarily segments of the original corridors between Saginaw, Midland and Ludington.

The post Lake State Releases ‘Spirit of Pere Marquette’ Unit appeared first on Railfan & Railroad Magazine.

The agreement, which is subject to ratification, is consistent with the terms set by dozens of local and national contracts between railroads and unions that have been ratified as part of the 2025 bargaining round, according to the NCCC.

The terms of these pattern agreements provide:

• “Wage increases of 18.8% over five years. Based on current inflation projections, this increase will translate to real wage growth for covered railroaders along with pay certainty for the life of the contract.
• “Enhancements to world-class health and welfare benefits with no increase to the employee contribution rate. Employees’ 2025 health care premiums have decreased to about $277/month, well below the national average of more than $500/month for employer-provided family coverage.
• “Access to more paid vacation time for employees earlier in their careers.”

The BRS tentative agreement follows ratification of nine national contracts—including the International Brotherhood of Electrical Workers; Brotherhood of Maintenance of Way Employes Division; International Association of Sheet, Air, Rail and Transportation Workers’ Mechanical and Engineering Department; National Conference of Firemen & Oilers; American Train Dispatchers Association; Transportation Communications Union; Brotherhood of Railway Carmen; International Brotherhood of Boilermakers; and International Association of Machinists. Those contracts run through Dec. 31, 2029.

If BRS ratifies the agreement, half of the union-represented freight rail employees at railroads participating in national handling will be covered, according to NCCC.

“The decision by BRS to embrace this [tentative] agreement underscores the value the pattern framework provides for workers, bringing wage increases and enhanced benefits without having to wait years,” NCCC and National Railway Labor Conference (NRLC) Chairman Jeff Rodgers said. “Our collaboration with BRS helps deliver stability and growth for rail workers while supporting the freight service that’s essential to American businesses and consumers.”

The NRLC is an association representing all U.S. Class I railroads and many smaller freight and passenger lines. Through its NCCC, NRLC leads national negotiations with the 12 major rail labor organizations*.

The 2025 national bargaining round began with the exchange of Section 6 notices on Nov. 1, 2024. Early local agreements between several rail carriers and unions set the stage for progress, “establishing a clear pattern that addresses employee needs while strengthening the freight rail industry’s ability to provide safe, reliable service,” according to the NRLC. “The 18.8% wage increase in these pattern agreements builds on the historic 24% wage increase from the 2022 bargaining round,” it said. “Taken together, these wage increases represent a nearly 50% (compounded) wage increase for covered employees between 2020 and 2029. Under these agreements, average annual wages will rise to $135,000 and average total compensation will increase to $190,000.”

Download below a list of carriers and unions participating in national handling. Carriers that reached an early local agreement covering a particular craft do not participate in national bargaining with respect to that craft. Additional information about the bargaining round is available at RailNegotiations.com.

* The unions are: International Association of Sheet Metal, Air, Rail and Transportation Workers – Transportation Div. (SMART-TD & SMART-TD-YDM); Brotherhood of Maintenance of Way Employees (BMWE); Brotherhood of Locomotive Engineers & Trainmen (BLET); Brotherhood Railway Carmen (BRC); Brotherhood of Railroad Signalmen (BRS); International Association of Machinists and Aerospace Workers (IAM); International Brotherhood of Electrical Workers (IBEW); Transportation Communications International Union (TCU); National Conference of Firemen and Oilers (NCFO); American Train Dispatchers Association (ATDA); International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART); and International Brotherhood of Boilermakers, Blacksmiths, Iron Ship Builders, Forgers and Helpers (IBB).

• CSX Secures Tentative Labor Agreements With BRS, IBB
• Unconventional Labor Talks Begin
• Canada’s Arbitration Mandate and the Hinrichs Maneuver
• CSX Tentative Agreements with BRC and SMART-TD GO-049 Extended to 12 Unions

The post NCCC, BRS Reach Tentative National Agreement appeared first on Railway Age.

CN in May 2024 opened its Flat Rock, Mich., transload logistics facility, which spans 20,000 square feet; is equipped with a 50-ton overhead crane and a 10-car track capable of receiving covered gondolas transporting steel coils; and offers outdoor coil storage with the capacity to accommodate additional commodities, including iron ore and dry bulk.

CN subsidiary International Bulk Services (IBS) operates the site, which was developed in partnership with Target Steel Inc., with additional support from a matching grant provided by the Michigan Department of Transportation.

“By enabling a modal shift from long-haul truck to rail, the facility enhances operational efficiency, reduces freight costs, and supports more sustainable transportation solutions,” CN reported in an Aug. 25 update.

Steel coils arrive at the facility by rail and are transloaded to trucks for final delivery, primarily serving the Southeast Michigan automotive supply chain.

According to CN, Target Steel Inc. has transitioned a portion of its inbound shipments from truck to rail using the site. Since opening, it said, this shift has led to:

• 400-plus carloads, with capacity available to support additional volume.
• Reduced truck traffic on regional highways.
• Opportunities to cut greenhouse gas emissions by up to 75% in affected lanes.

“This facility isn’t just a logistical solution—it’s a symbol of our partnership with CN to drive innovation in steel logistics,” Target Steel Inc. President Michael Simone said.

“Flat Rock shows how CN develops practical, customer-driven transload solutions,” added Helen Quirke, Vice President, Supply Chain and Business Development at CN. “By integrating rail into our customers’ supply chains, we help create safer, more cost-effective, and lower-emission freight options. We see opportunities to scale these types of solutions across our network.”

“Transloading is about flexibility—connecting different modes and finding efficient ways to move freight,” summed up Benoit Lachance, Senior Manager, Regional Supply Chain Solutions at CN. “At CN, we work closely with customers from planning through execution to ensure each site meets real operational needs. Flat Rock is a good example of that hands-on approach.”

• TGM Expands Grain Storage, Access to CN-Served Facility
• CN, CPKC: Ready for 2025-26 Grain Service
• Canada’s First Fertilizer Terminal Launches at Port of Johnstown
• CN’s Robinson: ‘Strong’ Results Despite ‘Challenging External Environment’

NS in 2023 partnered with DrayNow to offer the ModalView app, connecting small fleet owner-operators with brokers, who need first- and last-mile drayage services. In an Aug. 2025 progress report, NS said that the app is helping to:

• Reduce costs. “With instant document capture and sharing, ModalView accelerates billing cycles and reduces administrative overhead,” NS reported. “Real-time bills of lading and proofs of delivery are helping to improve cash flow by more than two days.”
• Improve shipment visibility. “From pickup to delivery, ModalView provides real-time tracking, status updates, and event notifications,” NS said. “Automated arrival, departure, and ETAs in real time reduce check calls as data is integrated into existing workflows.” Since the roll out, Triple Crown Services, Inc.—NS’s brokerage and motor carrier services arm—has seen more than a 25% reduction in customer service emails, “demonstrating that customers can view real-time updates on their loads more easily, reducing the need to reach out for status updates,” the railroad pointed out.
• “Strengthen customer relationships.” According to NS, ModalView extends visibility beyond the terminal and just one organization “with geolocation tracking, seamless ingating/outgating, and transparent trip details—all in one platform.”
• Support scalability. “By connecting stakeholders across the drayage network through a single, unified digital platform, ModalView is helping NS deliver on our commitment to operational excellence, customer transparency, and digital innovation—while driving growth to our Intermodal network,” said Ed Elkins, NS Chief Commercial Officer.

Meanwhile, NS this month brought together labor leaders from across its network, as well as employees and leadership for the second-annual Labor Summit, which it said “focused on what matters most: safety, service, and the people who make it all happen.” Held at the railroad’s Atlanta, Ga., headquarters, the event included breakout sessions across the Transportation, Mechanical, Engineering, Intermodal and Automotive departments, among others, with the goal of “listen[ing], learn[ing], and find[ing] ways to improve.”

The summit featured a “fireside chat” and Q&A with NS Chief Operating Officer John Orr and NS Chief Human Resources Officer Annie Adams.

“At NS, we work very hard to make deeds matter and to empower people through our Speak Up culture,” said Orr (pictured, right). “We can make things smoother, simpler, more predictable, and safer with a better service product as a result of our conversations today.”

“When we create space for open, honest conversations … we’re not just solving problems—we’re building stronger relationships,” added Adams, who will serve as a featured speaker at the 2025 Railway Age / RT&S Women in Rail Conference. “Through efforts like the Frontline Advisory Council and feedback from our engagement surveys, we’re providing employees a more direct line to leadership. It all connects back to our Speak Up culture that is empowering people to share, be heard, and help shape the future of our railroad.”

• NS Issues Sustainability, Safety, Operations, Community Impact Report
• STB Receives Notice of Intent for Proposed UP-NS Merger
• Union Pacific + Norfolk Southern: It’s Official

UP on Aug. 25 reported adding 15 new Focus Sites across nine states—Arkansas, Illinois, Kansas, Louisiana, Nebraska, Washington, Wisconsin, Oregon, and Texas; 12 of those sites are connected with short lines. In all, the Class I railroad has 39 “shovel-ready” industrial development sites on its 32,000-mile network that range from approximately 125-6,500 developable acres and whose rail designs have been pre-approved.

“Our partnerships with short line railroads are helping to expand our network’s reach while providing businesses easier and faster access to our 23-state network,” said Kenny Rocker, Executive Vice President-Marketing and Sales for UP. “With the help of short lines, shippers will have greater access to both domestic and global markets, including Mexico, Canada, and some of the nation’s largest ports in Los Angeles and Long Beach.”

Matt Cundiff, President of Ironhorse Resources Inc., a transportation company that operates short lines, switching companies, and transload and trucking companies, added: “UP’s Focus Site program is a tremendous benefit to short line railroads and the communities they serve. By including short line-served properties, UP is spurring local economic growth and making it easier for businesses to connect to rail and reach national and global markets.”

In addition to Focus Sites, UP provides a Site Solutions Tool with more than 2,000 potential properties available and located within 800 meters of its rail lines.

• TexAmericas Center Earns UP ‘Focus Site’ Designation
• How UP’s Real-Time Tech Is Powering Rail Growth
• City of Rochelle Expands RITC
• UP: New LA-Chicago Z Train

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

North American Rail Solutions on Aug. 25 announced that that Doug Severidt has joined the company as Procurement Director, reporting directly to the VP, of Assets and Procurement. In this role, Severidt will be responsible for “developing and implementing procurement strategies that align with the company’s growth objectives, while identifying opportunities to reduce cost and risk across the supply chain.”

As Procurement Director, Severidt, who will be based in Plano, Texas, will collaborate closely with vendors, project managers, estimators, operational leaders and other key stakeholders “to build scalable, efficient procurement tactics and strategies across North American Rail Solutions’ operations in the U.S. and Canada,” according to the company.

Severidt brings more than 15 years of experience in procurement and supply chain leadership, with a strong record of driving operational efficiency and financial impact. Most recently, he served as Senior Inventory Manager for SRS Distribution, a $10 billion national building products distributor. In this role, he rebuilt the company’s Pool Division replenishment process, shifting from a geographic-based model to a vendor/category-based approach, streamlining the purchasing of more than $400 million in physical inventory and $900 million in annual direct materials spend.

Severidt previously held leadership roles in procurement operations within the hospitality industry as a food service Procurement Director, and as a Chef. He is also a U.S. Army veteran, “bringing a disciplined, execution-focused approach to operational leadership,” the company noted.

STV on Aug. 25 announced the promotions of Lauren Alger, P.E., ENV SP, and Breanna Horne, CHMM, ENV SP, WEDG, WELL AP, to Vice Presidents. The appointments, the company says, “strengthen STV’s national sustainability and resilience practices within its Advisory Services group.” 

STV’s resilience and sustainability teams integrate adaptive strategies that address and mitigate climate disruptions while extending the lifespan of infrastructure. By balancing resilience with sustainability, STV “delivers systems built for long-term performance and helps safeguard communities,” the company noted.

Alger has played a key role on several award-winning projects at STV, including the Gateway Program Hudson River Tunnel between New Jersey and New York. In her new role, Alger will lead sustainable design practices that use clean energy sources, increase energy efficiency and reduce waste. She currently chairs the American Society of Civil Engineers (ASCE) Infrastructure 2050 initiative, a program that brings together industry experts to advance standardized methods for calculating and reducing carbon emissions across infrastructure assets. She is a leading advocate for global embodied carbon reduction efforts and presented at the United Nations on multiple occasions. Alger was recently honored with Engineering News-Record’s National Top 20 Under 40 award and holds a Bachelor of Science in Civil and Infrastructure Engineering from George Mason University.

Horne brings more than 15 years of experience in multiple award-winning facility and infrastructure improvement projects, including the first-of-its-kind Port Authority of New York and New Jersey’s (PANYNJ) Climate Risk Assessment for bridges, tunnels and the World Trade Center. In her new role, she will lead teams in assessing the impacts of multi-hazard and systemic risks for future-proofed planning and design, “eliminating the barriers for resilience improvements adoption in all projects, as well as securing funding and financing for resilient infrastructure.” She has published research in national and regional industry magazines, including the International Coalition for Sustainable Infrastructure, Urban Land Institute New York and STRUCTURE Magazine. A recognized voice in the industry on finance-informed climate solutions, she has spoken at prestigious national forums, including the MPact Transit + Community Conference and was named one of Building Design+Construction’s National Top 40 Under 40. Horne earned her Bachelor of Science in Geophysics from Southern Methodist University and Master of Science in Urban Systems Engineering and Management from New York University Tandon School of Engineering.

“These promotions reflect STV’s leadership in two of the most critical areas of infrastructure planning: resilience and sustainability,” said Garo Hovnanian, Executive Vice President of Advisory Services at STV. “In these roles, Lauren and Breanna will leverage their technical mastery to pioneer innovative solutions that fortify our communities today and prepare them for tomorrow.”

Americold Realty Trust, Inc. (Americold), a global leader in temperature-controlled logistics, real estate, and value-added services, on Aug. 25 announced that the company’s Board of Directors has unanimously appointed Robert S. Chambers as CEO and a member of the Board of Directors of Americold, effective Sept. 1, 2025. Chambers’ appointment follows George Chappelle’s decision to retire from the company and Board after a distinguished four-decade career.

Chambers has extensive leadership experience in warehouse and supply chain management, as well as considerable financial and operational expertise. He currently serves as Americold’s President, overseeing the company’s global operations including, commercial strategy, sales, engineering, development, information technology, customer experience, and supply chain innovation. Throughout his 12-year career with Americold, he has played a key role in shaping the company’s commercial business practices and corporate strategy across a variety of end-market conditions. Prior to Chambers’ current role, he served as President, Americas; Executive Vice President and Chief Commercial Officer; and Vice President of Commercial Finance.

Beyond his experience with Americold, Chambers has a broad background in supply chain and logistics, including serving as Chief Financial Officer of Saia Inc., a publicly listed transportation and logistics company, as well as leadership roles at CEVA Logistics. Earlier in his career, Chambers worked for KPMG and is a licensed CPA and Chartered Global Management Accountant. He currently serves on the boards of the Global Cold Chain Alliance and the Stetson University School of Business.

“Rob is a seasoned industry executive with deep institutional and industry knowledge,” said Mark Patterson, Americold’s Chairman of the Board and Chairman of the Nominating and Corporate Governance Committees. “His contributions to the business over the past 12 years have been instrumental to Americold’s success, and his strategic vision and experience make him the ideal leader to guide the company, its people and investments into the future. Rob’s background in supply chain and logistics has brought new perspectives to the business, setting standards for commercial excellence across the industry, while unlocking unique opportunities with our strategic partners and customers. He has demonstrated strong leadership, and along with the company’s deep and talented executive team, we are confident that Rob will continue to advance Americold’s strategic priorities and position it to deliver long-term value for all stakeholders.”

“I’m honored to take on the CEO role for Americold and look forward to working alongside our talented and dedicated team of associates around the globe,” said Chambers. “We have an opportunity to build on our reputation for service and operational excellence and position Americold as the provider of choice to the world’s largest food manufacturers, distributors and retailers. I believe we have the right people, assets and strategy to unlock the long-term growth potential for our business and I’m excited by the opportunities ahead.”

“On behalf of the Board of Directors, I want to thank George for his invaluable leadership and contributions to Americold,” continued Patterson. “His strategic vision and passion for operational excellence have established a strong foundation for continued growth and success. The Board and leadership team extend their deep appreciation for his service to Americold and wish him the best in his well-earned retirement.”

“I’m proud to have led Americold through a period of exciting growth, including improved service levels, increased efficiencies and expanded margins,” said Chappelle. “Together, we’ve built a strong foundation grounded in operational excellence, customer trust, and a culture of accountability, positioning Americold for long-term success. I’m confident that under Rob’s leadership, the company will continue to thrive in the future as the team builds on its global network of mission-critical cold-chain infrastructure.”

The BART Board of Directors has named Inez Gonzalez as the new BART Independent Police Auditor, effective Sept. 2, 2025. The Office of the Independent Police Auditor (OIPA) is an essential part of the BART Civilian Oversight Model, which is among the most robust police oversight models in the country, according to the agency. The Board of Directors established both the OIPA and the BART Police Citizen Review Board in 2010. Gonzalez succeeds Rusell Bloom who was appointed Independent Police Auditor in 2016 and retired from BART earlier this year.

“Inez Gonzalez has a wealth of experience that includes not only work in police oversight but also as a member of law enforcement,” said BART Board President Mark Foley. “BART has one of the most robust police oversight models in the country and it will be made even stronger thanks to the passion for equitable policing that Inez Gonzalez will bring to the Office of the Independent Police Auditor.”

Gonzalez brings more than 25 years of progressive experience in police oversight, law enforcement, and investigations to her new role as BART Independent Police Auditor. She most recently served as the Executive Director of the Police Civilian Oversight Board in Charlottesville, Va. While there she implemented a comprehensive civilian investigation program to promote integrity and systemic improvement in police services. Before that, Gonzalez rose to the rank of Captain in the Newark, N.J., Police Department. Among her roles in Newark was serving as Commander of Internal Affairs where she directed complex investigative operations while ensuring compliance with department policies, attorney general guidelines, and state law.

“I am profoundly honored by the trust the BART Board of Directors has placed in me in appointing me as the Independent Police Auditor,” said Gonzalez. “The Office of the Independent Police Auditor serves as a cornerstone of accountability, transparency, and fairness in policing. With integrity, impartiality, and purpose, I am committed to building upon the strong legacy established by my predecessors. I look forward to fostering collaborative relationships with the BART Police Citizen Review Board, BART leadership, and most importantly, the communities we serve.”

The mission of the OIPA, the agency says, “is to provide effective and independent oversight of the BART Police Department by conducting unbiased and thorough investigations, monitoring internal affairs investigations, and making policy recommendations to improve the performance of the police department.” OIPA also reports to the public and maintains communication with communities served by BART. The OIPA has unfettered access to police records, data, reports, and videos to perform their investigative and monitoring work. OIPA accepts complaints, including anonymously, and can investigate complaints from community members whether or not they were the victim of alleged police misconduct.

The post People News: North American Rail Solutions, STV, Americold, BART appeared first on Railway Age.

The funding was awarded to MassDOT’s Rail and Transit Division, through the Federal Railroad Administration’s (FRA) Corridor Identification and Development Program (Corridor ID) and will be used to support the Boston-Albany Corridor Service Development Plan (SDP), which, the agency says, “is an essential step in expanding and enhancing trains service connecting Boston and Albany, N.Y., through Springfield, Mass.”

The funding awarded builds on $108 million in FRA funding that Massachusetts secured in 2023 for corridor infrastructure projects to support additional Amtrak service between Boston and New Haven, Conn., via Springfield, Mass. The Commonwealth also won $37 million in 2024 for the Springfield Area Track Reconfiguration Project to design track, signal and infrastructure improvements at Springfield Union Station. These upgrades will ultimately increase rail capacity and reduce congestion—as part of the broader Compass Rail vision, the agency noted.

The SDP, which will outline MassDOT’s implementation plan for service expansion and is developed cooperatively with FRA, “will demonstrate the feasibility of a Boston to Albany intercity passenger rail route, and it will detail the necessary steps to implement the service,” the agency said. “It will identify the purpose and need for the service, include a comparative analysis of viable alternatives, define the recommended capital projects to enable the service, and evaluate the operational, network, and financial impacts of the service and infrastructure investment. It will also include an operating plan, a corridor project inventory and an investment case. Further, it will require significant engagement with the public and relevant stakeholders, and it will define a governance structure for project implementation and future operation.”

Compass Rail is made up of existing and proposed West-East and North-South services intersecting at a hub in Springfield. Compass Rail – Passenger Rail for the Commonwealth – is a vision for intercity passenger rail within Massachusetts and beyond. The goal of Compass Rail, MassDOT says, “is to enhance mobility, expand transportation choice, and support economic development goals through transportation investments. Compass Rail integrates existing MassDOT-supported services with new, proposed services in a unified vision.”

Existing services supported and managed by MassDOT under the Compass Rail banner include the following Amtrak-operated routes:

• Vermonter between Washington, D.C. and St. Albans, Vt., with Massachusetts stops in Springfield, Holyoke, Northampton, and Greenfield.
• Valley Flyer between New Haven, Conn., and Greenfield with Massachusetts stops in Springfield, Holyoke, Northampton, and Greenfield.
• Hartford Line and Northeast Regional between Springfield and New Haven, Conn., or Washington, D.C.
• Berkshire Flyer, a seasonal, pilot service, between Pittsfield and New York City.

West-East Rail would offer new Compass Rail services that focus on improved connections between western and eastern Massachusetts. This includes an Inland Route to operate between Boston and New Haven, Conn., via Springfield, Mass., and the Boston & Albany Corridor via Pittsfield.

MassDOT says it continues to seek additional financial resources to grow its passenger rail program and improve transportation across the state. The Healey-Driscoll Administration currently has approximately $1.27 billion dollars in pending federal transportation funding applications, according to the agency.

In related news, the Massachusetts Bay Transportation Authority (MBTA) recently announced that Orange Line trains are now able to reach 55 mph on select portions of the line. The new increased speeds impact stations between Oak Grove and Assembly Station.

The previous maximum speed on the Orange Line was 40 mph. The segment between Assembly and Oak Grove was originally designed for 55 mph, but as track infrastructure declined, speeds were lowered for safety reasons, the agency noted.

This is the first time documented that the Orange Line reached 55 mph.

As part of the Track Improvement Program (2023 – 2024), the MBTA removed more than 220 speed restrictions and replaced 250,000 feet of rail across the system, saving riders 2.4 million minutes every weekday and generating nearly $1 million in economic benefit every day, according to the agency. Regular maintenance has been ongoing to continuously improve the safety, reliability, and efficiency of the MBTA’s rail network.

The post MassDOT Secures $3.5MM to Advance West-East Rail appeared first on Railway Age.

Following weeks of feverish analysis and speculation, most of it second- and third-guessing, after Union Pacific and Norfolk Southern formally announced their betrothal, Canadian Pacific Kansas City (CPKC) has declared it “is not interested in participating in immediate (emphasis mine) rail industry consolidation, despite suggestions by some that it take part. CPKC does not believe that further rail consolidation is necessary for the industry as currently structured.”

Conceived and assembled as the only transnational single-line railroad, CPKC stressed it “remains focused on delivering more of the benefits and unique value-creating opportunities of its three-nation network, which connects shippers in all parts of North America via effective interline service options. CPKC strongly feels, given what the existing competitive landscape has shown it can deliver, any major rail merger poses unique and unprecedented risks to customers, rail employees and the broader supply chain. Those risks would be exacerbated by the inevitable follow-on consolidation.”

CPKC President and CEO Keith Creel, who stated his railroad would be “the loud voice in the room,” remarked that “a transcontinental merger would trigger permanent restructuring of the industry and result in a disproportionately large railway whose size and scope would require others to take action. This will likely result in an unnecessary wave of railway mergers that today is not the best way to support [U.S.] businesses nor the public interest and has the potential to create more [problems] than it solves.”

“UP+NS,” an industry observer opined to me, “is an acronym for Unnecessarily Predominant Network Structure.”

The existing six U.S. Class I’s “are capable of offering their customers high quality and near-seamless transportation services across the continent,” CPKC said. “As evidenced by previous rail network alliances by CPKC and CSX in the Southeast U.S., as well as the recent alliance announced by BNSF and CSX (and Warren Buffett’s assertion that Berkshire Hathaway is not interested in acquiring CSX), there remain opportunities for further cooperation between ‘willing’ railways to improve service while preserving optionality for shippers. Many of the kinds of benefits asserted in support of transcontinental mergers can be achieved through new and expanded industry partnerships, customer service innovations and additional cooperation among railways. CPKC continues to pursue these opportunities, such as its recently announced collaboration with CSX on the Southeast Mexico Express service linking the U.S Southeast to Mexico.”

The existing U.S. rail network “has the necessary capacity and operational fluidity to safely drive many years of service improvement, volume growth, truck conversion and resulting value creation for the nation’s rail shippers in support of the national economy,” CPKC concluded. “The public interest is best served by the nation’s railroads focused on delivering reliable, ‘truck-like’ service while investing in their networks to increase U.S. rail network capacity required for sustainable growth, rather than pursuing additional rail consolidation in an industry already greatly consolidated.”

So, what’s the unspoken message here? Is it “We will openly oppose UP+NS”? Or “We won’t openly oppose it but will make damn sure it either 1) doesn’t hurt us or 2) gives us some advantages”?

Yet, in my pointy little head, if UP+NS does get approved by the STB, why would any of the remaining four Class I’s be “required” to combine, in one way or another? Who would be holding a rivet gun to their heads? Shareholders? Maybe. Activist investors? Of course, provided they can gobble up enough stock. Certainly not customers, especialy those who would become captive shippers almost overnight. Definitely not agreement employees.

Our industry is not ready for the “Association of American Railroad.” At least not yet.

Let’s consider the rail industry from the perspective of a homeowner with a lawn, flower beds and vegetable gardens. I speak from personal experience. If my wife and I want our lawn to consist of just one type of grass, with a uniform appearance, 100% weed (especially crabgrass)-free, we would have to spend gobs of money, year after year, paying a landscaper, and accepting use of environmentally damaging chemicals like herbicides and pesticides. It might look nice, but the “stakeholders”—the variety of flowers, the fresh vegetables, the beneficial insects that pollinate everything, the birds that build nests—in the long-term, suffer. Instead, by choice, our home’s outdoor environment has a lawn full of clover. The grass has a few patches that don’t match—but it’s all green. Honeybees, bumblebees, butterflies (including migratory Monarchs) and hummingbirds abound. We’ve got a couple of chipmunks, and at least one rabbit. Yeah, the weeds (like hedge funds) try to invade, but with a little effort, we keep them at bay. As soon as they’re spotted, we yank them out with a special hand tool that doesn’t disturb the surrounding fauna, and toss them in the garbage. Our grass is doing well (it’s not the kind you smoke, in case you were wondering).

My point: Nature thrives with biodiversity. Why should business, of any kind, be any different?

Contrarian or concurring opinions welcome! You know how to reach me.

The post CPKC: Further Consolidation ‘Not Necessary’ appeared first on Railway Age.