Railway Age magazine

Loram

Loram recently announced several executive leadership appointments, effective Jan. 1, 2026. These changes, the company says, “reflect Loram’s ongoing commitment to innovation, operational excellence, and global expansion.”

Luke Olson has been promoted to Chief Operating Officer. In this expanded role, he will continue to oversee Sales, Marketing, and Product for Loram’s North America, South America, and India business units. He will also assume leadership of the EMEA and APAC business units. This alignment, the company says, “strengthens Loram’s ability to deliver world-class value and service to customers globally.” Olson brings more than two decades of leadership experience at Loram, having joined the company in 2003. Throughout his tenure, he has held key roles in marketing, product development, and operations. He has been instrumental in driving global expansion and spearheading strategic product innovations. Most recently, he served as Senior Vice President, Contract Services, Americas and Global OEM, where he was instrumental in expanding Loram’s global presence as an industry leader in railway maintenance equipment and services.

Todd Klemmensen has been promoted to Chief Legal & Compliance Officer. He will play a critical role in “ensuring Loram meets the highest standards of integrity and excellence across diverse regulatory environments worldwide,” the company noted. Since joining Loram in 2022, Klemmensen has played a pivotal role in strengthening corporate governance and supporting Loram’s global growth strategy. He has more than two decades of legal and executive experience, including senior leadership roles a MTS, Aspen Technology and, Fredrikson & Byron, P.A., where he developed deep expertise in contract strategy, regulatory compliance, and corporate law.

Chad Rolstad will transition to Vice President, Environmental Health and Safety, Strategy, and Innovation. Adding innovation to Rolstad’s current responsibilities “reinforces Loram’s commitment to product, service, and process innovation,” the company noted. With a strong background in the transportation and rail sectors, Rolstad is committed to enhancing operational excellence through innovation. Prior to joining Loram, he held leadership positions spanning human resources, strategic sourcing, and operational management at CP and BNSF Railway. He brings a unique combination of finance, engineering, and executive insight to his current role, where he drives performance across environmental, health, strategy, and innovation domains.

Lee Tinney has been promoted to Managing Director, EMEA. Lee brings a wealth of experience and will focus on strengthening Loram’s relationships with customers, suppliers, and stakeholders throughout the UK and EMEA. In this role, Lee will also “support the strategic vision of reinforcing Loram’s position as a global leader in infrastructure maintenance, monitoring, and digital services.” With more than two decades of experience in the railway industry, Lee brings extensive expertise in delivering rail maintenance services across the UK, USA, Europe, and the Middle East. Since joining Loram EMEA in 2015, Lee has served as Operations Director, overseeing contract services, aftermarket support, and the integration of new technologies.

Port of Los Angeles

Maritime and cruise industry veteran Christopher Chase has been named Director of Cargo Marketing at the Port of Los Angeles. In his new role, Chase is responsible for managing a team of professionals who promote America’s Port®— North America’s largest trade gateway for container volume, which generates Port revenue and thousands of jobs in the region. Chase replaces Eric Caris, who recently retired.

“The Port’s stakeholder relationships— from shipping and cruise lines to terminal operators, rail carriers, beneficial cargo owners and beyond—are critical to our success,” said Port Executive Director Gene Seroka. “Chris brings an exceptional depth of experience, strong qualifications, and well-established industry relationships that make him ideally suited for this position.”

Chase has taken on increasing responsibilities since he began as a Marketing Consultant in 2001. Prior to his promotion, Chase served as the Port’s Assistant Director of Cargo Marketing, where he focused on the container business, cruise industry, supply chain enhancements and optimization, and maintaining relationships with beneficial cargo owners and railroads.

During his tenure at the Port, Chase has been instrumental in promoting the Port and LA Waterfront as a source for cruise and recreation. Last year, the Port had a record 1.6 million passengers on 241 cruise calls, and continued growth is expected in the future. 

Chase has also played a leading role in the Port’s technology pursuits. In 2017, Chase teamed up with GE Transportation, a Wabtec Company, to manage the Port’s participation in the Port Optimizer program, a first-of-its-kind information portal designed to digitize maritime shipping data for cargo owners and supply chain stakeholders through secure, channeled access.

Before joining the Port, Chase spent was as an account executive with Hanjin Shipping Company, where he managed import and export container business in the Asia/Europe sales territories.

Chase holds a bachelor’s degree in political science from Tufts University in Massachusetts.

TRACCS

TRACCS on Jan. 29 announced the appointment of Karen Stintz as Special Advisor to Transit Rail Policy, “strengthening the Association’s leadership as it advances a National Framework on Transit Rail to help deliver projects on time, on budget, and with greater reliability for Canadian passengers”.

Karen Stintz is a respected Canadian leader whose career spans municipal politics, nonprofit executive leadership, and public communication. Over the past two decades, she has become one of Toronto’s most recognized and respected leaders, named one of Toronto Life Magazine’s 50 Most Influential People and one of Women of Influence Magazine’s Top 25 Women of Influence in Canada.

From 2003 to 2014, Stintz served as Toronto City Councilor for Ward 16 (Eglinton–Lawrence). As Chair of the Toronto Transit Commission (2010–2014), she led transformative reforms, including the introduction of new subway cars, Wi-Fi in stations, articulated buses, and cost-saving measures that reduced the TTC operating subsidy by 10%. She also advanced transparency through the TTC Customer Charter and restructured the TTC board to include citizen voices.

Her experience in public policy extends beyond transit to include the public and not-for-profit sectors. Stintz holds a BA from Western University, an MSc in Journalism from Boston University, and an MPA from Queen’s University.

“Karen brings rare, hands-on experience in transit governance and a deep understanding of how policy decisions translate into real-world outcomes,” said Mark Salsberg, Chair of TRACCS. “Her leadership will be invaluable as we work with governments and industry to move away from one-off approaches and toward consistent, proven standards that reduce risk and cost for taxpayers.”

TRACCS has been leading a campaign to establish a National Framework on Transit Rail, advocating for standardized procurement, training, supply chain improvements, and interoperable systems through the adoption of globally proven technologies that improve delivery certainty and passenger outcomes.

“We can answer the call to build transit rail on time and on budget if we come together around a National Framework,” said Stintz. “Jurisdictions that rely on consistent standards and proven processes deliver projects more efficiently.  Canada has the talent to do the same, we just have to embrace the globally accepted approaches that work.”

“Canada needs a modern, coordinated approach to transit rail if we are serious about delivering projects efficiently and restoring public confidence,” said Paul Murphy, Vice-President and Co-founder of TRACCS. “Karen understands the operational realities, the political environment, and the importance of public trust. Her guidance will directly support our mandate to help governments get projects built faster, more predictably, and with better value for Canadians.”

The post People News: Loram, Port of Los Angeles, TRACCS appeared first on Railway Age.

“Our team delivered a strong fourth quarter and closed 2025 with disciplined execution and a relentless focus on capturing opportunities for our customers,” CN President and CEO Tracy Robinson said during a fourth-quarter and full-year 2025 financial report. “I thank our railroaders for their commitment to running the railroad safely and efficiently. In a challenging demand environment, their focus on service, cost control and productivity drove solid performance.”

Among CN’s quarterly financial highlights:

• Revenues of C$4.464 million, an increase of C$106 million, or 2%.
• Operating income of C$1.733 million, an increase of C$105 million, or 6%, and adjusted operating income of C$1.782 million, an increase of C$154 million, or 9%.
• Operating ratio of 61.2%, an improvement of 1.4-points, and adjusted operating ratio of 60.1%, an improvement of 2.5 points.
• Net income of C$1.248 million, an increase of C$102 million, or 9%, and adjusted net income of C$1.284 million, an increase of C$138 million, or 12%.
• Diluted EPS of C$2.03, an increase of 12% and adjusted diluted EPS of C$2.08, an increase of 14%.
• The Company repurchased close to 4.4 million shares in the fourth quarter for approximately C$600 million.

Among CN’s quarterly performance highlights:

• Gross ton miles (GTMs) increased 5% to 118,923 (millions).
• Revenue ton miles (RTMs) increased 4% to 61,707 (millions).
• Through dwell decreased 1% to 7.0 (entire railroad hours).
• Car velocity increased 2% to 215 (car miles per day).
• Through network train speed of 19.2 (mph) was in line with prior year.
• Fuel efficiency of 0.875 (US gallons of locomotive fuel consumed per 1,000 GTMs), was 1% more efficient.
• Train length increased 3% to 7,868 (feet).
• GTMs per average number of employees increased 8% to 4,957 (thousands).
• Operating expenses per GTM decreased 4% to 2.30 (cents).

Among CN’s full-year financial highlights:

• Revenues of C$17.304 million, an increase of C$258 million, or 2%.
• Operating income of C$6.587 million, an increase of C$340 million, or 5%, and adjusted operating income of C$6.636 million, an increase of C$311 million, or 5%.
• Operating ratio of 61.9%, an improvement of 1.5 points, and adjusted operating ratio of 61.7%, an improvement of 1.2 points.
• Net income of C$4.720 million, an increase of C$272 million, or 6%, and adjusted net income of C$4.756 million, an increase of C$250 million, or 6%.
• Diluted EPS of C$7.57, an increase of 8% and adjusted diluted EPS of C$7.63, an increase of 7%.
• Free cash flow of C$3.336 million, an increase of C$244 million, or 8%.
• Net cash provided by operating activities of C$7.049 million, an increase of C$350 million, or 5%, and net cash used in investing activities of C$3.713 million, an increase of C$106 million, or 3%.
• Adjusted EBITDA of C$8.734 million, an increase of 4%.
• Adjusted debt-to-adjusted EBITDA of 2.51 times as at and for the year ended December 31, 2025.
• Return on invested capital (ROIC) of 12.9% was in line with prior year, and adjusted ROIC of 13.0%, a decrease of 0.1-point.
• The Company repurchased approximately 15 million shares in the year for approximately C$2 billion.

Among CN’s full-year performance highlights:

• GTMs increased 1% to 463,002 (millions).
• RTMs increased 1% to 238,159 (millions).
• Through dwell increased 1% to 7.1 (entire railroad hours).
• Car velocity decreased 1% to 206 (car miles per day).
• Through network train speed decreased 1% to 18.8 (mph).
• Fuel efficiency of 0.873 (US gallons of locomotive fuel consumed per 1,000 GTMs), was in line with prior year.
• Train length increased 1% to 7,909 (feet).
• GTMs per average number of employees increased 4% to 18,893 (thousands).
• Operating expenses per GTM decreased 2% to 2.31 (cents).

2026 Outlook

CN says it assumes that volume growth in terms of RTMs will be “flattish.” The Class I expects that adjusted diluted EPS growth will “slightly exceed volume growth.”

In 2026, CN says it plans to invest approximately C$2.8 billion in its capital program, “net of amounts reimbursed by customers.” The Class I says it also “expects to continue improving its free cash flow conversion throughout 2026.”

“As we enter 2026, we expect continued macroeconomic uncertainty and elevated geopolitical risk. We are managing through this environment by focusing on what we can control: disciplined capital allocation, rigorous cost management and strengthening free cash flow. This approach positions CN to respond quickly as volumes shift and to deliver sustainable long-term value for shareholders,” said Robinson.

For more financial details, visit the CN Investors website.

The post CN: ‘Disciplined Execution, Relentless Focus’ appeared first on Railway Age.

Jacksonville, Fla.-based Pinsly Railroad Company (Pinsly) on Jan. 29 held a ribbon-cutting ceremony in Andalusia, Ala., to commemorate the rehabilitation and return to service of the 36-mile short line now operated by Georgiana & Andalusia Railroad (GAR).

“Previously out of service, the line is now fully restored following more than $6 million in infrastructure rehabilitation investments by GAR,” said Pinsly (formerly known as Gulf & Atlantic Railways, LLC), whose portfolio also includes eight other small roads (Florida Gulf & Atlantic Railroad; Grenada Railroad, a Railway Age 2021 Short Line of the Year Honorable Mention; Camp Chase Railway; Chesapeake & Indiana Railroad; Vermilion Valley Railroad Company; North Florida Industrial Railroad; Pioneer Valley Railroad; and Hondo Railway). “The first railcars in over a year were successfully delivered to customers on Jan. 20, restoring regional rail service.”

GAR, formerly operated by Genesee & Wyoming’s Three Notch Railway LLC, connects to CSX at Georgiana, Ala., and spans to Andalusia, serving key customers Shaw Industries Group and Arclin. In October, Pinsly reported that GAR had assumed operations.

“This was a great opportunity to partner with Shaw, Arclin, CSX and the communities of Andalusia and Georgiana to bring customer-focused short line service back to the region,” Pinsly Chief Commercial Officer Cassie Dull said. “These investments reflect our belief in the region’s long-term growth and our commitment to delivering safe, reliable, customer-focused rail service.”

In other developments, Pinsly’s Chief Human Resources Officer Gaynor Ryan earned a 2025 Railway Age Women in Rail award and CEO Ryan Ratledge, who was selected by Railway Age readers as one of ten Most Influential Leaders for 2025, last year joined the Surface Transportation Board’s Railroad-Shipper Transportation Advisory Council.

(Courtesy of Pinsly)

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CSX

CSX on Jan. 28 reported the successful cutover of an extended hump lead at Avon Yard, delivering “measurable gains in efficiency, capacity and railcar velocity.” (Watch video above.)

The project—completed incident  and injury free—added 3,500 feet of new track, extending the hump lead to a total of 8,000 feet. According to the railroad, this “enhancement allows Avon Yard to process full length trains in a single cut, improve remote control switching movements, and reduce railcar dwell time—strengthening the fluidity of freight movement through the terminal.”

Avon Yard can now handle an additional 200 to 300 railcars per day, which CSX pointed out helps it move customer shipments from origin to destination faster and with greater reliability.

“The goal is efficiency—switching cars as quickly as possible so they don’t spend unnecessary time in the yard,” said David Clark, Director of Construction Engineering at CSX. “This extension gives our teams the room they need to operate more effectively and deliver better service.”

CPKC (Courtesy of CPKC)

CPKC on Jan. 28 announced that, as part of its ongoing Board succession planning, Gordon Trafton, a current CPKC Board member, has been appointed Vice Chair. It also announced that Marc Parent has been appointed to the Board effective Jan. 27, 2026, and that Kate Stevenson has been nominated to stand for election as a director at CPKC’s Annual General Meeting of Shareholders in April 2026.   

Gordon Trafton (Courtesy of CPKC)

Trafton, of Naperville, Ill., has been a Board member since Jan. 1, 2017. He retired in 2010 from CN, following a 33-year railroad career that included time at CN, Illinois Central, and Burlington Northern Railroad. From 2003 to 2009, he successively served as Senior Vice President, Strategic Acquisitions and Integration, and as Senior Vice President, Southern Region at CN. Prior to that, Trafton worked as CN’s Vice President, Operations Integration.

On CPKC’s Board, Trafton chairs the Risk and Sustainability Committee, serves on the Management Resources and Compensation Committee, and previously served on the Board’s Integration Committee.

“I am honored to be appointed Vice Chair of the Board,” Trafton said. “Isabelle Courville has established a legacy of excellence as Board Chair, and I look forward to working closely with her, my fellow Board members, and our talented management team as we forge ahead together in our commitment to maximizing the value of CPKC for our shareholders, employees, and customers.”

Marc Parent (Courtesy of CPKC)

Parent, of Montreal, is a seasoned CEO and Corporate Director with more than three decades of leadership experience in the aerospace industry. Throughout his 15-year tenure as President and CEO of CAE, Parent grew the company into what CPKC described as “the undisputed leader in global aviation training and simulation.” He has also been appointed to the Order of Canada, the country’s highest civilian honor.

“It is with great excitement that I join CPKC’s board,” Parent said. “CPKC plays a vital role in connecting communities and nations while driving economic growth across the continent. I look forward to collaborating with the talented CPKC team to shape the company’s next phase of growth and success.”

Stevenson, of Toronto, has extensive corporate governance experience, having served on numerous public company and not-for-profit boards in Canada and the United States over the past two decades, CPKC reported. With experience as a financial executive in the telecommunications and banking sectors, Stevenson is currently Chair of the Board of Directors of CIBC.

“It is an honor to be nominated to join CPKC, a company critical to our supply chain and vital to our North American economy,” Stevenson said. “I am excited at the prospect of bringing my perspective and expertise to the board to advance the company’s remarkable success.”

CPKC is proud to be named one of Alberta’s Top Employers for 2026 for the 7th consecutive year. Read the feature here: https://t.co/53FlBv1CLy #ABTopEmployers #TopEmployers2026 pic.twitter.com/oVyBhgzjLL

— CPKC (@CPKCrail) January 28, 2026

Meanwhile, CPKC also reported via social media that it has been named to Mediacorp Canada Inc.’s list of Alberta’s Top Employers for 2026. It is the seventh consecutive year the railroad has been recognized.

According to Mediacorp, following are among the reasons why CPKC was selected:

• “CPKC helps employees prepare for life after work with contributions to a defined benefit pension plan—employees can also participate in a share purchase plan to enhance their savings.
• “CPKC encourages ongoing professional development throughout an employee’s career, offering in-house apprenticeships (railcar and diesel mechanic roles), leadership development programs and tuition subsidies (to C$5,000) for courses related to their current position.
• “CPKC hosts a busy social calendar for employees every year, including the annual Olympiad event (featuring a range of activities from soccer and Fortnite to trivia), a family movie night (with complimentary admission, popcorn and beverages), a steps challenge every July, and an evening holiday party during the Christmas season at the Calgary headquarters for employees, their family and friends.”

“Our success is driven by our dedicated railroaders who are deeply connected to their work, their communities and their colleagues,” CPKC said.

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Valley Metro

The Phoenix City Council on Jan. 27 approved a new expansion of Valley Metro’s light rail system to west Phoenix after voting to end the Capitol light rail extension that would have connected downtown Phoenix to the state Capitol.

The City Council voted by a 7 to 2 vote to expedite light rail along Indian School Road, which will “provide west Phoenix with its fair share of transit and development opportunities and will connect Valley Metro and west Phoenix’s residents, businesses, and neighborhoods.”

The City of Phoenix and Valley Metro had been working to extend light rail to the state’s Capitol and west down the middle of Interstate 10. However, the Arizona State Legislature, the City Council says, “has the specific legal authority to block stations within a certain part of the state Capitol Mall, via legislation previously signed by then-Governor Ducey.”

The new path will serve Maryvale, as well as the Encanto and Alhambra villages, allowing residents to more easily access jobs, education, entertainment, and a host of other amenities across the Valley.

“Valley Metro appreciates the City Council’s thoughtful consideration of transit options that will best serve west Phoenix residents and businesses,” the agency said in a statement.

“We remain committed to advancing high-capacity transit to west Phoenix to meet significant demand, support mobility in this corridor and to continue to deliver upon the community’s vision for transit and transportation. Following the Phoenix City Council’s decision, Valley Metro will exit project development and the Capital Investment Grant process for the Capitol Extension (CAPEX) project.

“As directed by Phoenix City Council, we will advance planning of the West Phoenix corridor along Indian School Road. Comprehensive community engagement will be central to this work, ensuring we hear from all residents, business owners and stakeholders along the corridor as we develop solutions that serve the needs of west Phoenix. We will work closely with the City of Phoenix on project development and begin coordinating with our partners at the Federal Transit Administration to explore funding opportunities.”

Santa Clara VTA

As the primary public transit agency serving Levi’s Stadium, VTA says it is prepared to “deliver record ridership safely, smoothly, and reliably” for crowds attending the Super Bowl LX. Planning began immediately after Levi’s Stadium was named host, building on lessons learned during Super Bowl L 10 years ago.

VTA SBLX wrapped light rail train

“We know what it takes,” said VTA General Manager and CEO Carolyn Gonot at a press conference Monday, Jan. 26, 2026. “We’ve taken every lesson from Super Bowl L and built an even stronger, smarter, more efficient plan for Super Bowl LX.”

VTA is working closely with local, state, and federal partners to ensure a coordinated, region-wide security approach.

A comprehensive emergency management plan for large-scale events is in place, supported by extensive training and exercises over the past year. A dedicated Emergency Operations Center will be activated to monitor conditions, coordinate responses, and share real-time information. VTA’s cybersecurity teams will operate around the clock to protect critical systems.

On Super Bowl Sunday, VTA will operate 22 additional light rail trains on top of regular service. Most will be three-car trains, each carrying approximately 450 passengers directly to the stadium.

Due to security constraints around Levi’s Stadium, VTA has adjusted its service plan. Passengers traveling from downtown San Jose or Milpitas BART will arrive and depart from Lick Mill Station on the east side of the stadium. Passengers connecting from Caltrain in Mountain View will arrive and depart from Great America Station on the west side. This post-game departure plan, VTA says, is expected to reduce wait times and move fans out faster.

VTA expects to transport approximately 25,000 fans, surpassing previous record ridership levels seen during the Taylor Swift concerts in 2023.

System-wide preparations include track repairs to eliminate slow zones, upgraded ticket machines and information displays, and enhanced station readiness. Up to 100 VTA ambassadors, wearing blue VTA vests, will assist riders throughout the system on game day.

NYMTA

The New York MTA on Jan. 28 announced a record increase in subway customer satisfaction in the Fall 2025 Customers Count survey. The subway system saw increases across all key metrics, with 62% of subway riders reporting they feel satisfied with the system overall, which is a five-point increase from the Spring 2025 survey, and the highest percentage since the current Customers Count survey was launched in 2022, according to the agency.

NYMTA photo

The questionnaire, which was offered online in nine languages and included a phone option, gauged satisfaction levels of 92,269 customers between Oct.14 and Nov. 2, 2025. Now in its fifth year, the Customers Count survey allows the Authority “to better understand riders’ most significant concerns and prioritize issues that need to be addressed across the MTA network.”

Customer safety is at record highs, with 63% saying they feel safe on trains. This is a six-point increase from the Spring and the highest level reported since the survey began in 2022. Fifty-nine percent feel safe in stations, up from 54% in the Spring; 53% of riders feel safe on subway platforms, a five-point increase from the Spring. This is also the first-time platform safety was above 50% since the question was introduced in Spring 2023, according to the MTA.

According to the survey, 65% of subway riders say they are satisfied with their train line, up four points from 61% in the Spring 2025 survey. The top performing lines all gained from the previous survey—the 7 is at 73%, the G is at 72% and the Q is at 72%. Satisfaction with service reliability is also up two points to 62%. Other metrics, including satisfaction with waiting time (59%) and frequency of delays (53%) also saw two percentage point increases from the Spring. Satisfaction with cleanliness on board trains substantially increased from the Spring 2025 survey, up to 59% from 52%.

Overall subway satisfaction increased among subway customers in four boroughs, with 52% of Bronx customers satisfied, up from 46% in the Spring. This, MTA says, is the first time Bronx customer satisfaction is more than 50%. In Brooklyn, 63% of subway customers were satisfied, up from 57% in the Spring. Manhattan saw a five-point increase from the Spring, with 65% of subway customers satisfied; 59% of Queens customers were satisfied with the subway overall—a two-point increase from the Spring; Staten Island remained at 79%, consistent with levels reported in the Spring 2025 survey.

These survey results, MTA says, “reflect record-breaking 2025 operational performance for the subway system.” Subways hit six milestone months with historic on-time performance highs outside of COVID years, culminating in the best on-time performance year achieved since modern reliable record keeping began with a weekday on-time performance of 83.7%—a 2.1% increase from 2024. In May 2025, subway weekday OTP reached 85.2%, the best single month for performance in history.

These on-time performance improvements, the agency says, come as the MTA “explores new ways to use data to deliver better and more efficient service by making schedule adjustments based on ridership patterns and other factors.” This resulted not only in faster and more frequent service but also 13,000 fewer delays in 2025 compared to 2024, the MTA noted. In addition, service was increased service on several lines in 2025, including the A and L in November and the M in December in conjunction with the F/M swap.

The subway continues to see record increases in ridership growth, with nearly 1.3 billion rides taken in 2025—up 7% from the previous year. The subway also broke its post-pandemic single-day weekday and weekend ridership records on numerous occasions in 2025, most recently on Dec. 11 with 4.65 million customers. Notably, the MTA celebrated its one billionth subway rider of 2025 in mid-October—three weeks earlier than 2024 and nearly three months earlier than 2022.

More information is available here.

In related news, the New York MTA on Jan. 28 also announced that it has made a record $15.8 billion in capital commitments in 2025, “marking the largest single-year investment in transit infrastructure in the agency’s history.”

The commitments advance critical accessibility upgrades, state-of-good-repair work, and major megaprojects across the system, including more than $5 billion made possible through Congestion Relief funding. Projects advanced also included the first round of investments made possible by the MTA’s historic 2025-2029 Capital Plan, which was fully funded by Governor Kathy Hochul and the state legislature in the FY26 Enacted State Budget. 

This historic year for capital awards includes investments across the transit system to improve reliability and accessibility, along with targeted investments in system expansion.

• Signal improvements: $2 billion
• Rolling Stock: $6.6 billion
• Expansion: $2.7 billion
• Accessibility: $500 million
• State-Of-Good-Repair & other program support: $3.4 billion

The MTA also awarded a significant $166 million contract for engineering and design of the Interborough Express last August, which advanced the project from planning to active phase. The MTA’s 2025-2029 Capital Plan includes $2.75 billion for this transformative transit expansion project between Brooklyn and Queens. 

Thanks to funding from congestion pricing, the MTA says major projects are advancing, including:

• “Second Avenue Subway Phase 2 Contract 2 for tunneling. This major expansion is advancing on time and on budget.
• “Signal Modernization on the Fulton & Liberty AC lines in Brooklyn and Queens. Thanks to a new delivery approach, this project is 33 percent cheaper on a per-mile basis than prior signal modernization projects.
• “Accessibility upgrades at seven stations, including the Bryant Park Complex on the BDFM7 trains. These accessibility projects came in 6% below engineering estimates.”

In addition, 2025 saw progress on the MTA’s new 2025-2029 Capital Plan. This includes new contracts for more than 300 new train cars on the Long Island Rail Road.

 The record-breaking year, the agency says, surpasses the previous mark set in 2022, when $11.4 billion in contracts were awarded. 

In addition to the “record-setting commitments,” the MTA completed $6.7 billion in projects in 2025, trailing only 2023’s $7.1 billion as the strongest year for capital project completions. 

 Customers saw major benefits throughout the system in 2025, with 41 elevator replacements and 10 new accessible stations across the subways and railroads. That record setting number of replacements saw the average project duration drop by more than two months, the MTA noted. 

 Other major projects completed included circulation improvements at Grand Central as part of the 42nd Street Connection program, which saved $46.5 million; the opening of New York City’s new Rail Car Acceptance Facility in Brooklyn; and the rehabilitation of the lower-level main span deck of the Verazzano-Narrows Bridge. In addition, the MTA awarded a contract to Kawasaki last fall to construct 378 new R268 subway cars, which will ultimately replace nearly 50-year-old cars and improve reliability and performance. 

 Megaprojects also made major advances, according to the MTA. The first phase of the full replacement of the Park Avenue Viaduct—the elevated steel structure that carries four Metro-North Railroad tracks and serves all Metro-North trains traveling into and out of Grand Central Terminal—saw bridge replacement completed 21 months ahead of schedule and $93 million under budget. Further south, additional savings were achieved during the rebuilding of the Grand Central Train Shed that holds up Park Avenue and the surrounding skyscrapers above Metro-North tracks near Grand Central, which came in $20 million under budget in its first phase and has secured $75 million in private funding for the second phase.

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The reflectorization rule (download below), according to the FRA, “sets minimum safety requirements to help motor vehicle operators see rail freight rolling stock at night and in poor visibility conditions.” This final rule would codify two waivers, one excluding rail freight rolling stock used only for tourist, historic, excursion, educational, recreational, or private (THEERP) purposes, except for incidental freight service; and one allowing the use of a performance-based method to determine when to replace reflectorization sheeting.

For the latter waiver, railroads had previously been required to replace reflectorization sheeting every 10 years, “even though sheeting can continue to perform effectively beyond the 10-year mark,” according to the American Short Line and Regional Railroad Association (ASLRRA), which published the announcement in its latest edition of Views and News. The FRA now allows alternative evaluation of sheeting but continues to retain the 10-year replacement cycle as an option. “Small railroads with limited equipment may still prefer the time-based approach,” noted ASLRRA, which added that it is “pleased with the new rule, as it provides regulatory flexibility for short line railroads.”

By publishing this final rule, the FRA, ASLRRA says, eliminates the need for railroads to submit waiver petitions and request waiver extensions every five years. The FRA will also no longer need to review and approve waiver petition and extension requests.

2026-01549Download

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What Happened?

On Nov. 4, 2024, at about 11:00 a.m. local time, a BNSF m/w employee (a grinder) driving a welding truck was fatally struck by a BNSF freight train as the welding truck was crossing a private highway/rail grade crossing at milepost 128 near New Rockford, N.Dak. (see figure 1, top), according to the report that was issued Jan. 20 (download below). Another BNSF m/w employee (a welder) who was on the passenger side of the welding truck was injured, transported to a nearby hospital, and released. At the time of the accident, the NTSB said, “visibility conditions were daylight but cloudy with about four miles visibility; the weather was 36°F with no precipitation but the ground was wet and soggy.”

RIR2601Download Background

According to the NTSB, the accident site had a single main track running southeast to northwest on BNSF’s KO Subdivision. On this subdivision, the maximum authorized speed for freight trains was 55 mph and train movement was coordinated by a BNSF train dispatcher from BNSF’s Network Operations Center located in Fort Worth, Tex. The track was signalized and equipped with a positive train control system, which was enabled and operating at the time of the accident, the NTSB said.

“At milepost 128.1, an unpaved farm road which ran east and west intersected the track at a skew angle of about 30°, making the grade crossing (accident grade crossing) a skewed intersection [known as any angle less than 90°],” the NTSB reported. “The accident grade crossing was paved to facilitate the movement of vehicles and was at a higher elevation than the unpaved farm road. The accident grade crossing was passive but equipped with stop signs on either side of the track for eastbound and westbound vehicles traveling on the farm road. A gravel road on the south side of the track ran parallel to the track. This road was used by MOW employees to access the track for repair work.”

According to the NTSB, on the day of the accident, a BNSF m/w team had been assigned to replace “a defective rail” at the accident grade crossing. The team consisted of a welding team (a grinder and a welder in the welding truck) and a maintenance team (four employees, a foreman who was also the roadway worker-in-charge of the m/w team, and a laborer in a pickup truck; and two vehicle operators in a boom truck).

“The roadway worker-in-charge had planned for the welding team and the maintenance team to position their trucks on either side of the track so that the rear of the trucks would be within a few feet of the track with the front of the trucks facing away from each other,” the NTSB reported. “This position would allow the welding team and the maintenance team to access the hydraulic systems of both trucks to facilitate the replacement work. According to this plan, the welding team and the maintenance team would wait for scheduled trains to pass, the roadway worker-in-charge would then establish track protection and conduct a job briefing, after which the welding team and the maintenance team would begin the replacement work.”

At about 10:40 a.m., the welding team drove down the gravel road on the south side of the track and waited for the maintenance team to arrive, according to the NTSB. About 15 minutes later, it said, the roadway worker-in-charge of the m/w team and the laborer drove down the same gravel road in the pickup truck and stopped behind the welding truck. Shortly after this, the NTSB continued, the vehicle operators backed the boom truck down the gravel road and stopped beside the pickup truck. “Because the boom truck arrived on the south side of the track, the welding team decided to back the welding truck over the accident grade crossing to the north side of the track because the trucks needed to be on either side of the track to perform the rail replacement work,” the NTSB reported.

The NTSB said that its review of the inward-facing camera in the welding truck “showed that at 10:59:45 a.m., the grinder began to back the welding truck toward the accident grade crossing. Video footage from the camera revealed that the welder was mostly looking out of the passenger side window and the grinder was using the side-view mirrors on the driver and the passenger sides to maneuver the truck. Video footage showed that the grinder did not accelerate to clear the track as the train was approaching from the 64th Avenue grade crossing.” According to the NTSB, its interview with the welder “confirmed that he did not see the train as they were backing over the accident grade crossing until about 4 seconds before the accident when he saw the train’s headlights in the side-view mirror on the driver side.” The maintenance team on the south side of the track “saw the train approaching and broadcast warnings over their radios to alert the welder and the grinder,” the NTSB reported.

The government agency noted that BNSF Safety Rule S-12.8 on backing vehicles, instructs employees to “position the vehicle, when possible, to avoid backup movement.” According to the rule, in cases where there are no other options, the NTSB reported, “BNSF requires a person to be present on the ground to guide the movement” and “also requires the person to inspect the ground to the rear of the vehicle and the driver to sound the horn if the vehicle is not equipped with backup alarms and to stop the vehicle if the person guiding the movement disappears from view.”

In its report, the NTSB said its review of the forward-facing cameras in the train’s lead locomotive revealed that at 10:59:47a.m., “the train horn sounded multiple times as the train approached the 64th Avenue grade crossing.” Additionally, the NTSB’s review of the inward-facing camera in the train’s lead locomotive “confirmed that the train crew was alert in the moments leading up to the accident.”

The NTSB said its “investigation confirmed that the actions of the train crew did not contribute to the accident” and the crew “took prompt action when they saw the welding truck backing over the accident grade crossing and applied the emergency brakes.”

Probable Cause

The probable cause of the accident, the NTSB reported, “was the welding team’s failure to detect the approaching BNSF Railway freight train as they were backing the welding truck over the private highway-railroad grade crossing.” Contributing to the accident: “the welding team’s noncompliance with BNSF Railway’s Safety Rule S-12.8, which requires positioning a person on the ground to guide the movement,” according to the government agency. Further contributing to the accident, it noted, “was the inadequate understanding of BNSF Railway’s Safety Rule S-12.8 by BNSF Railway employees.”

Lessons Learned

“This accident highlights the dangers of backing vehicles over railroad tracks without positioning a person on the ground to guide the movement and the importance of following safety rules when backing vehicles over railroad tracks,” the NTSB said. “After the accident, BNSF clarified the backing rule by adding a section (Section S-12.8.1) that focuses on backing vehicles over railroad crossings, which emphasizes that either a person on the ground or on-track safety should be used during the movement.”

The post NTSB Determines Probable Cause for BNSF M/w Employee Fatality appeared first on Railway Age.

For fourth-quarter 2025, NS reported that revenue was $3.0 billion, income from railway operations was $937 million, operating ratio was 68.5%, and diluted earnings per share were $2.87.

After adjusting the results to exclude merger-related expenses and the effects of the East Palestine, Ohio, derailment in 2023, fourth-quarter income from railway operations was $1.0 billion, the operating ratio was 65.3%, and diluted earnings per share were $3.22.

For fourth-quarter 2025, NS posted:

• Railway operating revenues of $3.0 billion, down $50 million, or 2%, compared to the fourth quarter 2024, on a volume decline of 4% year-over-year.  
  
  
• Income from railway operations was $937 million, a decrease of $194 million, or 17%, compared to fourth quarter 2024 which included railway line sales of $53 million. Fourth quarter 2025 includes a large land sale that resulted in a net gain of $85 million.
  • Adjusting for: the effects of the Eastern Ohio incident in both years; merger-related expenses in 2025; and gains on railway line sales in 2024, income from railway operations was $1.0 billion, down $31 million, or 3%, compared to adjusted fourth quarter 2024.
    
    
• Operating ratio in the quarter was 68.5% compared to 62.6% in fourth quarter 2024 which included the aforementioned railway line sales.
  • Adjusting for merger-related expenses and the effects of the Eastern Ohio incident, the operating ratio for the quarter was 65.3%.
    
    
• Diluted earnings per share were $2.87, down $0.36, or 11%, compared to fourth quarter 2024 which included the aforementioned railway line sales.
  • Adjusting for merger-related expenses and the effects of the Eastern Ohio incident, diluted earnings per share were $3.22, up $0.18, or 6%, compared to adjusted fourth quarter 2024.

For full-year 2025, NS posted:

• Railway operating revenues of $12.2 billion, up $57 million, compared to full year 2024.
  • Fuel surcharge revenue declined $134 million compared to 2024, which represents a 1% headwind to overall revenues.
    
    
• Income from railway operations was $4.4 billion, an increase of $285 million, or 7%, compared to full year 2024.
  • Adjusting for: the impact of merger-related expenses in 2025; restructuring and other charges in both years; the Eastern Ohio incident in both years; and gains on railway line sales in 2024, income from railway operations was $4.3 billion, up $122 million, or 3%, compared to adjusted 2024.
    
    
• Operating ratio in 2025 was 64.2%, an improvement of 220 basis points, compared to 66.4% in 2024.
  • Adjusting for the impact of merger-related expenses, restructuring and other charges, and the Eastern Ohio incident, the operating ratio for 2025 was 65.0%. This represents 80 basis points of improvement from adjusted 2024 which was 65.8%. 
    
    
• Diluted earnings per share were $12.75, an increase of 10% compared to 2024.
  • Adjusting for the impact of merger-related expenses, restructuring and other charges, and the Eastern Ohio incident, diluted earnings per share were $12.49, up $0.64, or 5%, compared to adjusted 2024.

“In the face of a volatile and challenging macro-economic backdrop, our team focused on the controllables—delivering outsized productivity savings in excess of $215 million that accompanies our safety and service improvements. As we move through 2026, the demand environment remains unclear, but we are steadfastly focused on prioritizing the safety of our employees and communities, delivering consistent customer service, and driving further productivity gains to contain our costs in any volume environment,” said George.

The post NS: ‘Reliable Service, Measurable Safety Gains’ appeared first on Railway Age.

(Courtesy of CPKC)

“Our fourth-quarter and full-year results demonstrate exceptional execution in a challenging market by controlling what we could control,” Creel also noted.

(Courtesy of CPKC)

Following are among CPKC’s fourth-quarter 2025 results:

• Revenues came in at $C3.9 billion, up 1% from fourth-quarter 2024.

(Courtesy of CPKC)

• Reported diluted earnings per share (EPS) decreased to C$1.20 from C$1.28 in the same quarter in 2024, and core adjusted diluted EPS increased 3% to C$1.33 from C$1.29 in 2024.

• The reported operating ratio (OR) decreased 80 basis points (bps) to 58.9% and core adjusted OR was 55.9%, a 120 bps improvement—both were records, according to CPKC.

(Courtesy of CPKC)

CPKC also reported “record” fourth-quarter operating metrics in train weights, network speed, locomotive productivity, and car miles per car day (see above).

(Courtesy of CPKC)

CPKC’s full-year 2025 highlights include:

• Revenues were up 4% to C$15.1 billion from C$14.5 billion in 2024.

• Reported OR decreased 160 bps to 62.8% and core adjusted OR improved to a “CPKC record-low” of 59.9%, a 140 bps improvement year-over-year, CPKC said.

• Reported diluted EPS increased to C$4.51 from C$3.98 in 2024, while core adjusted diluted EPS rose 8% to C$4.61 from C$4.25 in 2024.

(Courtesy of CPKC)

According to CPKC, Federal Railroad Administration (FRA)-reportable personal injury frequency decreased to 0.92 from 0.95 in 2024, and FRA-reportable train accident frequency decreased to 0.85 from 1.01 in 2024. The Canadian Class I railroad said that 2025 was the third consecutive year that it “led the industry with the lowest FRA-reportable train accident frequency among Class I railroads, building on Canadian Pacific’s legacy of 17 consecutive years of industry leadership.”

2026 Outlook (Courtesy of CPKC)

CPKC provided the following full-year 2026 guidance:  

• “Low double-digit core adjusted diluted EPS growth vs. 2025 core adjusted diluted EPS of C$4.61.

• “Mid-single digit volume growth, as measured in Revenue Ton Miles.

• “Capital expenditures of C$2.65 billion, a reduction of approximately 15% from 2025.”

The railroad said it based its guidance on these “key assumptions”: a core adjusted effective tax rate of 24.75% and “other components of net periodic benefit recovery will be C$441 million in 2026.”

“Looking ahead to 2026,” Keith Creel said, “record grain harvests and a pipeline of unique growth opportunities position this company to continue producing differentiated results.”

Visit CPKC’s Investor Relations webpage for more fourth-quarter and full-year 2025 details.

Further Reading:

• CPKC, NS Advance Locomotive Modernizations
• 2025 CPKC Holiday Train Raises Record $2MM
• CPKC 3Q25: ‘Profitable, Sustainable Growth’
• CPKC 2Q25: ‘Strong Growth, 2H25 Momentum’; UP+NS Perspective
• CPKC 1Q25: ‘Solid Demand, Precision Execution, Resilient Network’

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

The post CPKC: ‘Exceptional Execution in Challenging Market’ appeared first on Railway Age.

VRE VRE System Map (Courtesy of VRE)

Keolis on Jan. 27 reported landing a new commuter rail operations and maintenance contract from VRE, which runs from the Northern Virginia suburbs to Alexandria, Crystal City, and downtown Washington, D.C., along the I-66 and I-95 corridors (see map above). It follows a competitive procurement process.

Keolis has been serving VRE since 2010, maintaining operations for 32 weekday trains over two lines that span 90 route miles. The VRE fleet of 20 diesel locomotives and 100 passenger railcars is operated by more than 100 Keolis employees, performing equipment, facilities, and lifecycle maintenance.

“Keolis has [had] an exemplary safety record during its tenure at VRE with no train accidents and multiple work units achieving a decade or more of injury-free service,” said the company that provides public transit services throughout the U.S. and Canada, including Massachusetts Bay Transportation Authority (MBTA) Commuter Rail. “Additionally, since 2015 Keolis has maintained ISO 9001 certification at VRE, which underscores its commitment to continuous improvement toward the highest quality and safety standards.”

The renewed contract commences in July 2026 and has the potential to expand to 15 years. Keolis said it will continue VRE train operations and equipment maintenance, as well as select facilities maintenance and lifecycle maintenance services.

“We are honored that VRE has once again placed its trust in Keolis,” Keolis President and CEO Brad Thomas said. “This [contract] renewal underscores the operational excellence our teams deliver each day, and we remain committed to the highest standards of safety, reliability, and customer service as we support the DMV [District of Columbia, Maryland, and Virginia] region’s mobility needs.”

Further Reading:

• Katie Choe to Lead VRE (Part of People News)
• VRE Adopts System Plan 2050 (Part of Transit Briefs)
• Skanska JV, VPRA Sign Contract to Build Long Bridge North in Washington, D.C.

Metrolinx (Courtesy of Metrolinx)

The first phase of construction has begun for GO Transit’s Bowmanville Extension project, the Ontario government reported Jan. 27. The project will extend the Lakeshore East GO line 11.6 miles (18.7 kilometers) past its current service terminus in Oshawa and into Durham Region. It will include four stations at Thornton’s Corners East, Ritson Road, Courtice, and Bowmanville (see map above). Once complete, the government said, the Bowmanville Extension will deliver two-way, all-day service, and run every half hour during peak periods, hourly during off-peak periods, and every two hours on weekends. It is slated to accommodate 17,000 daily trips and 4.9 million boardings annually by 2041.

The first construction phase includes rebuilding and modifying bridges along the corridor, relocating utilities, and making improvements at the Durham College Oshawa GO Station and the adjacent VIA Rail building. Early works began in spring 2025 and included tree clearing, geotechnical investigations along the corridor, and the installation of a new water main in Oshawa, according to the Ontario government.

Metrolinx in 2023 selected Bowmanville Construction Partners, a joint venture of Ledcor CMI Ltd. and Dragados Canada Inc., as construction manager for the Bowmanville Extension project.

Further Reading:

• Eglinton Crosstown ‘Substantially Complete’
• Finch West LRT Opens
• RAC Members Earn Safety, Environment Awards

The post Transit Briefs: VRE, Metrolinx appeared first on Railway Age.

NICTD

David Dech, effective March 16, will succeed Michael Noland as President of NICTD, operator of the South Shore Line commuter railroad, “bringing the native Ohioan back to the region where he began his career,” according to a Lakeshore Public Media report.

According to the report, after the NICTD Board Trustees confirmed Dech’s appointment he said, “I spent 23 years with CSX, and this is really a full-circle moment for me. When I started on the railroad 30 years ago, I used to take trains through Miller and Gary, going into Chicago with CSX as an engineer and conductor.”

Since 2022, Dech has led the South Florida Regional Transportation Authority (SFRTA) as Executive Director. He previously worked at Capital Metro in Austin, Texas, also a commuter railroad, “though he noted he’ll need to adapt to an electric railroad, having worked at diesel-powered ones before,” according to the Lakeshore Public Media report. Dech will become NICTD’s third leader since its founding in 19777.

According to the report, Noland is retiring after a decade “highlighted by the Double Track project that recapitalized the line between Gary and Michigan City and the West Lake Corridor project that is extending it eight miles southward through Hammond and Munster.”

“I’ll have the confidence to sleep at night knowing that the railroad’s in great hands, and there’s exciting things that are coming,” Noland said.

Dech said he’s “excited to join NICTD at a time when the South Shore Line is in good condition and is expanding service,” according to the report.

HNTB

HNTB announced Jan. 27 that Kimberly Lesay has joined the firm as a Practice Consultant in its Planning Department. In this role, Lesay “will leverage her extensive experience in transportation planning and environmental policy to support HNTB’s clients and projects across Connecticut and the Northeast.”

Lesay has more than 30 years of experience in the transportation industry, including leadership roles at the Connecticut Department of Transportation (CTDOT), where she served as Bureau Chief of Policy & Planning. In that role, she led multidisciplinary teams responsible for fulfilling federal planning requirements and advanced statewide transportation initiatives. She was responsible for the integration of the Planning and Environmental Linkages (PEL) into CTDOT’s statewide planning process, which improved overall project development and helped identify strategic independent projects for the state. Her leadership also established new units with the Bureau that focused on active transportation as well as sustainability and resilience.

“I am excited to join HNTB and contribute to projects that shape the future of transportation in our region,” said Lesay. “HNTB’s commitment to technical excellence and collaboration aligns perfectly with my passion for delivering sustainable, innovative solutions that serve communities and improve mobility.”

Previously, Lesay managed the Office of Environmental Planning at CTDOT, overseeing regulatory compliance and permitting for major infrastructure projects. She worked closely with federal and state agencies to streamline processes and improve project delivery while protecting environmental resources. In this role, and as Bureau Chief, Lesay successfully led and supported legislative changes on the state level to streamline the Connecticut Department of Energy and Environmental Protection hearing process.

“We are thrilled to welcome Kimberly to our team,” said Jake Argiro, HNTB’s Connecticut Office Leader and Vice President. “Her deep knowledge of transportation planning and proven ability to navigate complex regulatory landscapes will be invaluable to our clients. Kimberly’s leadership and collaborative approach will strengthen our planning practice and help us deliver exceptional results. She will play a key role in supporting strategic initiatives throughout the region.”

Lesay is a recognized leader in the industry, having served on the WTS Connecticut Advisory Board, on the Connecticut Port Authority Board of Directors on behalf of the CTDOT Commissioner, and several working groups for the Governor’s Council on Climate Change. She was named WTS Connecticut Woman of the Year in 2021 and is a graduate of the AASHTO Executive Institute.

GoRail

GoRail has provided the following memoriam in honor of its dear colleague and friend, Michael Brian Gaynor, who passed away recently.

Gaynor joined GoRail (then Go21) in 2007 as a Midwest state organizer out of his home state of Ohio. He “expeditiously” assumed the role of National Field Director in 2010, and then Assistant Vice President of Field Operations in 2015, “using his keen political instinct to lead GoRail’s team of organizers across countless campaigns that have driven significant impact for the freight rail industry.” Gaynor assumed the role of GoRail President in 2025, “working diligently to make the transition seamless and to successfully position GoRail for its next chapter.”

“Gaynor’s body of work was both wide-ranging and deeply impactful. As a state director, he was a relentless organizer—meeting with thousands of local leaders, creating advocacy opportunities, and engaging people where they were. He approached every conversation and every campaign with the same discipline and integrity,” GoRail wrote.

“At the same time, Gaynor wasn’t just a skilled field organizer but also a leader who elevated those around him. He believed that good leaders modeled what should be done—and that’s exactly what he did every day, holding himself to a standard that we all tried to match. He had a competitive side that was contagious and drove results. At the same time, he deeply cared for each of us, showing his compassion and thoughtfulness in quiet and consistent ways. He was quick to laugh at a joke or tell a funny story—and his face lit up when he was excited about a new idea or campaign.

“Beyond his many professional accomplishments, Gaynor took great pride in being a devoted husband to Elizabeth and father to Nate and Collin. He was a true renaissance man: a foodie and wine connoisseur, Phish Phan, outdoorsman and hunter, and an adrenaline junkie who took joy in riding and racing motorcycles with his sons, and at one point was a certified skydiver.

“Gaynor’s enduring imprint can be seen across our team and work. He was a respected leader, a tireless advocate for freight rail, and a valued colleague to so many across the industry. He was a good man and a good friend. We will miss and think of him every day. We’ll also hold dear the thousands of shared memories across his nearly two decades at GoRail.”

The post People News: NICTD, HNTB, GoRail appeared first on Railway Age.

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

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

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

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

By direction on RailState’s Ohio sites:

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

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

Among major train types on RailState’s Ohio sites:

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

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

Pennsylvania: ‘Larger Volume Drop, Moderate Length Changes’

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

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

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

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

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

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

Among major train types on RailState’s Pennsylvania sites:

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

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

Indiana: ‘Minimal Length Changes Despite Volume Drop’

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

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

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

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

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

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

Train types on RailState’s Indiana sites:

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

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

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

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

Norfolk Southern_2025 Safety ReportDownload

The railroad attributed its overall safety achievements to:

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

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

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

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

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

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

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

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

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

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

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

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

Further Reading:

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

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

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

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

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

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

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

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

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

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

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

(Courtesy of GDC)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Further Reading:

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

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

(Courtesy of GBXLE)

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

According to the partners, the IQ Series platform provides:

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

Customers, they added, will benefit from:

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

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

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

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

(Courtesy of GBXLE) Further Reading:

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

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

SFRTA

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

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

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

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

Santa Clara VTA

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

(Santa Clara VTA)

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

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

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

(Santa Clara VTA)

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

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

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

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

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

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

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

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

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

(Courtesy of UP)

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

(Courtesy of UP)

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

2025 vs. 2024 Results (Courtesy of UP)

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

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

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

2026 Outlook

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

(Courtesy of UP) Letter to Employees

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Two major public display days are set:

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

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

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

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

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

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

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

(Courtesy of BNSF)

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

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

Further Reading:

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

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