Railway Age magazine

International Association of Sheet Metal, Air, Rail and Transportation Workers – Transportation Division (SMART-TD) members on BNSF, Norfolk Southern (NS), CN, and several Class II and Class III railroads have voted to ratify a new, five-year collective bargaining agreement that the union says, “delivers substantial economic gains and key improvements—without any concessions.”

Under the terms of the agreement, which was approved by nearly 70%, members will receive compounded wage increases of 18.77% over a five-year period. The first wage increase of 4.0% will be applied retroactively to July 1, 2025, with full back pay. The agreement also strengthens medical, dental, and vision benefits, and includes improved vacation benefits to improve quality of life for members and their families.

Negotiations between SMART-TD and the participating railroads took place over approximately nine months, culminating in a tentative agreement that was reached in early October. The high level of voter turnout and the results, the union says, “underscore the membership’s confidence in SMART-TD’s bargaining team and satisfaction with what was achieved at the table.”

“This contract represents a solid victory for our members,” said SMART-TD President Jeremy Ferguson. “We secured real wage growth, protected our work rules and crew consist agreements, enhanced our benefits, and achieved these gains without giving up a single concession or protection. Our members stood together and recognized the value and importance of this agreement, and it paid off.”

The new contract went into effect immediately on Wednesday, Oct. 29, 2025, at midnight when votes were tabulated, and its moratorium will remain in place until Jan. 1, 2030.

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The update (download below) details the progress the MTA has made since the report was released last April, including more than $1.5 billion in funding to protect the subway system from flooding and Metro-North’s Hudson line from storm surge and sea level rise that were secured as part of the 2025-2029 Capital Plan.

The Climate Resilience Roadmap Update, the MTA says, outlines the need for increased partnership with the City of New York, including identifying 10 priority locations throughout the city where urgent action is needed by the New York City Department of Transportation (NYCDOT) and New York City Department of Environmental Protection (NYCDEP) to control stormwater flood impacts on neighboring communities and transit infrastructure including:

• 4 Av between Union St & 36 St, Brooklyn
• Canal/Lafayette/Centre Streets, Manhattan
• Castleton Depot, Staten Island
• Central Flatbush, Brooklyn
• Central Harlem, Manhattan
• Chelsea/Midtown South, Manhattan
• Cross Island Parkway, Queens
• Grand Av-Newtown, Queens
• Longwood Av, Bronx
• Mott Haven Yard, Bronx

The report also identifies nine interagency climate resilience actions between the City of New York and the MTA, including:

Heavy rain:  

• “Accelerate the pace of capital investments to increase stormwater management capacity, particularly in vulnerable communities adjacent to transit infrastructure. 
• “Maintain sidewalk curbs of sufficient size and catch basins of sufficient capacity to manage intense rain.  
• “Optimize storm sewer networks to send excess stormwater away from overloaded locations adjacent to MTA infrastructure to areas with spare capacity.”  

Coastal flooding:  

• “Sustain leadership and future-forward strategy towards coastal resilience in the New York City region.  
• “Manage the coordinated design and deployment of the city’s flood mitigation measures and deepen coordination with the MTA on emergency operations planning. 
• “Continue to advance City-led climate data collection and monitoring.”  

Extreme heat:  

• “Facilitate the development of thermal energy networks between public and private properties that can utilize waste heat from sources like the subway. 
• “Encourage new heat recovery and geothermal technologies that pull heat from vulnerable sites like subway stations.   
• “Provide consistent shade for transit customers by increasing tree canopy.” 

In the 18 months since the MTA’s inaugural Climate Resilience Roadmap was released, the agency says “significant progress” has been made in initiating and completing numerous actions under the Roadmap’s 10 goals and related strategies, such as shielding subway stations and tunnels from stormwater. Some of the highlighted strategies for protecting subways included boosting collaboration with City agencies, protecting subway tunnel walls from leaks, and installing sidewalk-level protection. 

The MTA has worked with NYCDEP to clean priority catch basins before heavy rainfall events and cooperated on drainage planning, inspected tunnels and sewers, and identified 2025-2029 Capital Program for sidewalk-level protections at priority stations.

For more information on progress made on the Climate Resilience Roadmap, visit the MTA Climate Resilience Roadmap: Progress Update on page 32.

“Transit is the antidote to climate change, but the system can’t work well if it’s constantly getting pounded by severe storms and torrential rain,” said MTA Chair and CEO Janno Lieber. “Working with Governor Hochul and the City, we must continue to harden our infrastructure to withstand the effects of increasingly extreme weather events.”

“We are taking action to protect our infrastructure and the New Yorkers that rely on it from the impacts of climate change,” said MTA Construction & Development President Jamie Torres-Springer. “This roadmap update highlights the progress we’ve made even in the last eighteen months and lays out the path forward in partnership with the City of New York and other stakeholders.”

The Climate Resilience Roadmap Update follows the release of the Climate Resilience Roadmap in April 2024 and the 20-Year Needs Assessment in October 2023, “the most rigorous and transparent assessment of the MTA system to date, outlining the MTA’s region’s needs for the next generation,” the agency noted. “It provides a blueprint to strengthen and expand the system, while improving reliability and resilience to withstand extreme weather challenges in the future.”

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If approved by the membership, the tentative agreement, BLET says, would run through 2030 and would provide for a guaranteed 40-hour work week, a signing bonus, and general wage increases each year through the life of the agreement. The tentative agreement also includes improvements to holiday pay, paid time off, and other provisions.

Members governed by this tentative agreement belong to BLET Division 16, the union’s short line division. The negotiating team consisted of Grievance Chairman Frank Graves and National Vice President James Logan. BLET first organized the WNYP property, which extends across southwestern New York and northwestern Pennsylvania from Hornell, N.Y., to Meadville, Pa., and Oil City, Pa., and north and south of Olean, N.Y., in 2008.

Ballots are due back to BLET’s National Division by Nov. 11.

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Trainyard Tech, LLC, announced Oct. 29 that it has signed a contract with Ferrocarril y Terminal del Valle de México, S.A. de C.V., to deploy its flagship ClassMaster Process Control System at the Valle de México Yard in Mexico City.

This, Trainyard Tech says, marks ClassMaster’s first installation in Mexico, “extending its proven reach beyond the U.S. and Canada.” The system provides fully automated train classification, routing, and yard management, enabling rail operators to “increase throughput; reduce dwell times; and improve safety through advanced control logic, real-time monitoring, and data analytics.”

Already operational in major classification yards across North America, ClassMaster, the company says, is backed by “proven technology, comprehensive support, and a track record of delivering measurable efficiency gains.”

“The deployment of the ClassMaster system in Mexico underscores our commitment to advancing rail efficiency and safety across North America,” said Trainyard Tech President John Aliberti.

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Trinity reported total company revenue of $454 million for the third quarter ended Sept. 30 30, 2025, down 43.2% from the prior-year period’s $798.8 million. It attributed this to “lower external deliveries in the Rail Products Group.” Additionally, quarterly income from continuing operations per common diluted share (EPS) came in at $0.38 vs. $0.44 in 2024.

Operating profit for third-quarter 2025 was $118.6 million, down 3.2% from third-quarter 2024’s $122.4 million, reflecting “lower external deliveries in the Rail Products Group, partially offset by lower selling, engineering, and administrative expenses and higher gains on lease portfolio sales,” Trinity said.

Rail Products Group revenue came in at $278.8 million in third-quarter 2025, falling 53.7% from $603.2 million in 2024, due to “lower deliveries.” In the nine months ending Sept. 30 30, 2025, the Group delivered 1,680 railcars; received orders for 350 railcars, valued at $50.7 million; and had a backlog value of $1.8 billion. This compares with third-quarter 2024’s 4,360 railcars delivered; 1,810 railcars ordered, valued at $201.4 million; and a backlog value of $2.4 billion.

For the Railcar Leasing and Services Group, revenue was $301.0 million in third-quarter 2025, up 3.8% from the prior-year period’s $289.5 million. The company attributed this to “higher lease rates and favorable pricing on external repairs, partially offset by a lower volume of external repairs in the maintenance service business.”

Lease fleet utilization—including wholly-owned railcars, partially-owned railcars, and railcars under leased-in arrangements—came in at 96.8% vs. third-quarter 2024’s 96.6%. The Future Lease Rate Differential (FLRD) was positive 8.7% at the end of third-quarter 2025 vs. positive 28.4% for the prior-year period due to “strength in repricing lease rates.” According to Trinity, FLRD calculates the “implied change in lease rates for railcar leases expiring over the next four quarters” and “assumes that these expiring leases will be renewed at the most recent quarterly transacted lease rates for each railcar type”; FLRD is “useful to both management and investors as it provides insight into the near-term trend in lease rates.”

“In our Railcar Leasing and Services segment, we continue to benefit from strong market dynamics. Our fleet utilization stands at a favorable 96.8%, and segment revenue has grown by 4.0% year over year, driven by higher lease rates and favorable pricing on external repairs,” Savage said. “I am especially proud of our ability to capitalize on a robust secondary market both as a buyer and seller of railcars, allowing us to maintain our targeted net fleet investment while also generating $21.7 million of gains on lease portfolio sales in the quarter. In the Rail Products segment, we achieved a solid operating profit margin of 7.1%, even in a lower delivery environment, with a favorable mix of railcars and continued discipline and focus on operational excellence.”

Looking ahead, Trinity reported that it expects industry deliveries of approximately 28,000 to 33,000 railcars in 2025. Additionally, this year it would have a net fleet investment of $250 million to $350 million; operating and administrative capital expenditures of $45 million to $55 million; and EPS of $1.55 to $1.70, which the company said, “excludes items outside of our core business operations.”

“Looking ahead, we are confident in our ability to finish the year strong, and we are raising and tightening our full year EPS guidance to a range of $1.55 to $1.70, reflecting sustained margin strength and continued success in the secondary market,” Savage concluded.

For more information, visit Trinity’s Investor Relations webpage.

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CPKC reported revenues of $3.7 billion in third-quarter 2025; diluted earnings per share (EPS) increased to $1.01 from $0.90 in third-quarter 2024; and core adjusted combined diluted EPS increased 9% to $1.29 from $0.99 in third-quarter 2024.

“Through our powerful network and unique partnerships, we are providing strong service and bringing innovative solutions to the market for our customers. I remain confident in our ability to continue delivering on our long-term value proposition,” added Creel.

Among CPKC’s other third-quarter 2025 highlights:

• Volumes, as measured in Revenue Ton-Miles, increased 5%.
• Revenues increased 3% to $3.7 billion from $3.5 billion in Q3 2024.
• Reported operating ratio (OR) decreased 260 basis points to 63.5% from 66.1% in Q3 2024.
• Core adjusted OR1 decreased 220 basis points to 60.7% from 62.9% in Q3 2024.
• Reported diluted EPS increased to $1.01 from $0.90 in Q3 2024.
• Core adjusted diluted EPS1 increased 11% to $1.10 from $0.99 in Q3 2024.
• Reported and core adjusted1 results include a $39 million sequential increase in casualty expense versus Q2 2025 which was a $0.03 impact to Q3 2025 reported and core adjusted diluted EPS1.
• Federal Railroad Administration (FRA)-reportable personal injury frequency decreased to 0.92 from 0.95 in Q3 2024.
• FRA-reportable train accident frequency decreased to 1.15 from 1.43 in Q3 2024.

“Our team of dedicated railroaders across CPKC’s unrivalled network continues to do what we said we would do, safely driving growth and opening new markets as we keep our commitments to our stakeholders. Through strong execution of our strategy, focused on leveraging our North American footprint, we continue to expect to deliver on our full-year 2025 guidance,” Creel concluded.

DOWNLOAD CPKC’s 3Q25 EARNINGS REVIEW PRESENTATION BELOW:

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CSX on Oct. 29 announced executive leadership changes “designed to strengthen the company’s strategic focus and advance its long-term growth objectives.” Effective immediately, Kevin Boone has been named Executive Vice President and Chief Financial Officer (CFO), succeeding Sean Pelkey, who has departed the company. Maryclare Kenney has been promoted to Senior Vice President and Chief Commercial Officer (CCO), “reinforcing the company’s commitment to driving continued momentum and value creation.”

Boone joined CSX in 2017 and has held several key leadership roles. Most recently, he served as Executive Vice President and CCO. He brings “exceptional expertise” to the role of Executive Vice President and CFO, a position he previously held for two years during the company’s navigation of supply chain challenges brought on by the COVID-19 pandemic, CSX noted. Boone also served as Vice President of Corporate Affairs and Investor Relations at CSX. Prior to joining the company, he spent nearly two decades in the investment industry, specializing in finance, accounting, and mergers and acquisitions.

Kenney has been a pivotal leader in CSX’s commercial operations for nearly 14 years, driving growth across various business segments, the Class I said. Most recently, she was responsible for Merchandise Sales and Marketing, TRANSFLO, Automotive, and Total Distribution Services, Inc. (TDSI). Prior to that, she served as Vice President of Intermodal and Automotive. Before joining CSX in 2011, Kenney held sales leadership and strategy roles at PepsiCo and served in the U.S. Army for seven years, achieving the rank of captain.

“I am pleased to appoint Kevin and Maryclare to these critical leadership roles,” said CSX President and CEO Steve Angel. “They are the right leaders at the right time to build on our momentum and position CSX for long-term success. Their exceptional expertise and proven track records will be instrumental in advancing a high-performance culture and realizing our vision of becoming the best-performing railroad in the nation. We thank Sean for his many years of dedicated service to CSX and sincerely wish him well in his future endeavors.”

“I look forward to partnering with these dynamic leaders as we continue developing a strong pipeline of talent and making CSX the standard of operational success in the railroad industry,” Angel added.

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Kansas City has one of the most successful modern streetcar systems in the U.S., spurring billions of dollars in new investment and surpassing ridership projections since launching in 2016, HDR noted. The extension creates a central transit spine in the Midtown corridor with eight new level-boarding streetcars added to its fleet of six. It serves 15 new stops at eight locations, providing more accessibility and frequent service connecting Midtown visitors, workers and residents with downtown and the River Market.

As lead consultant, HDR worked with the City, its streetcar authority, and with community stakeholders to plan and design the extension. The firm also helped the City secure $174 million in funding through the Federal Transit Administration’s (FTA) New Starts Capital Investment Grant (CIG) program.

“Modern streetcar projects are unique where multiple modes—cars, buses, trucks and trains—come together in one shared right of way,” said HDR Project Manager Nick Stadem. “It is exciting to see how our collaboration and the trust we built during the extensive development, construction and startup process resulted in delivering a complex and transformative project tailored to the community’s needs. I am incredibly proud of our HDR team and thankful for the opportunity to serve the City and its residents.”

HDR also provided conceptual planning and environmental permitting; preliminary and final design of the extension and of an expanded maintenance facility; FTA CIG funding administration; architectural, right of way and construction engineering services; and startup operations and testing services.

“Congratulations to the City, the Streetcar Authority and all of Kansas City on this exciting addition to their transportation network,” said HDR Global Transit Director Matt Tucker. “The Main Street Extension is an exceptional example of how modern streetcar programs can support access to vital services, drive economic development, and create a sustainable future for all residents.”

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The Association of American Railroads (AAR) in reporting freight rail traffic for the week ending Oct. 25, 2025 (Week 43), noted that total U.S. weekly rail traffic was 499,688 carloads and intermodal units, down 3.8% from the prior-year period. Total carloads for the week came in at 226,748, down 0.9% from the same week in 2024, while intermodal volume was 272,940 containers and trailers, down 6.1% from last year.

Five of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included metallic ores and metals, up 1,470 carloads, to 19,559; nonmetallic minerals, up 837 carloads, to 32,940; and miscellaneous carloads, up 584 carloads, to 9,056. Commodity groups that posted decreases compared with the same week in 2024 included motor vehicles and parts, down 1,895 carloads, to 14,556; coal, down 1,470 carloads, to 58,652; and grain, down 1,125 carloads, to 23,031.

For the first 43 weeks of this year, U.S. railroads reported cumulative volume of 9,552,801 carloads, rising 1.9% from the same point in 2024; and 11,672,717 intermodal units, increasing 3.0% from 2024. Total combined U.S. traffic for the first 43 weeks of 2025 was 21,225,518 carloads and intermodal units, up 2.5% from last year.

North American rail volume for the week ending Oct. 25, 2025, on nine reporting U.S., Canadian, and Mexican railroads totaled 331,250 carloads, down 1.7% compared with the same week last year, and 359,291 intermodal units, a 3.8% drop-off from last year. Total combined weekly rail traffic in North America came in at 690,541 carloads and intermodal units, down 2.8%. North American rail volume for the first 43 weeks of this year was 29,223,874 carloads and intermodal units, up 2.1% compared with 2024.

Canadian railroads reported 92,109 carloads for the week ending Oct. 25, 2025, down 5.3%, and 71,508 intermodal units, down 0.2% compared with the same week last year. For the first 43 weeks of 2025, they reported cumulative rail traffic volume of 6,966,014 carloads, containers, and trailers, a 1.8% increase.

For the week ending Oct. 25, 2025, Mexican railroads reported 12,393 carloads, up 14.7% compared with the same week in 2024, and 14,843 intermodal units, up 33.0%. Their cumulative volume for the first 43 weeks of this year was 1,032,342 carloads and intermodal containers and trailers, down 3.8% from the year-ago period.

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The new IGX Thor platform will provide up to eight times higher AI compute and two times better connectivity for Hitachi Rail’s HMAX products, said the company, adding that the “world-leading industrial-grade” system enables Hitachi Rail to offer customers “enhanced real-time edge AI processing for mission critical applications that are fundamental to the operational running and optimizing the performance of trains, signaling and infrastructure.”

The integration of the NVIDIA IGX Thor platform in Hitachi Rail’s HMAX platform allows powerful real-time processing of very large volumes of data at the “edge” (on the trains or infrastructure), according to the company. Without this edge capability it could take up to 10 days for data to be processed in Hitachi Rail’s maintenance locations, the company noted.

By using leading AI-based algorithms at the edge, the HMAX platform, Hitachi Rail says, “ensures only relevant information is sent back to the operational control centers.” This improved capability, the company adds, “enables an unprecedented improvement in the speed that actionable insights can be shared with transport operators, dramatically enhancing the potential for railway optimization and predictive maintenance.”

“AI and data are transforming railways. By adopting NVIDIA IGX Thor, we are bringing the world’s most powerful industrial-grade, real-time AI performance directly to the edge, enabling operators to better optimize their railways and infrastructure. This capability will strengthen reliability, efficiency and optimization for passengers and operators alike,” said Hitachi Rail Group CEO Giuseppe Marino.

The adoption of IGX Thor, the company says, aligns with Hitachi’s broader program to apply trusted AI and data technologies across the transport ecosystem. In September 2024, the company launched HMAX, a digital asset management suite for trains, signaling and infrastructure.

In September 2025, Hitachi Rail officially opened its $100 million lighthouse digital factory just outside Washington, D.C., to deliver the next generation of high-quality metro trains for North America, while achieving operational excellence through the Hitachi Group’s expertise and deployment of “physical-world AI.”

This latest initiative with NVIDIA builds on the Hitachi Group’s focus to harness the power of AI infrastructure through its Lumada 3.0 solutions.

By showcasing powerful digital and transformative technologies for customers and partners, the Hitachi Group says it “aims to address customer challenges internationally as One Hitachi, further expanding and deploying HMAX across a wide range of industries and business sectors.”

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“Fiscal 2025 was a record year for Greenbrier, demonstrating the continued success of our strategy to deliver consistent, high-quality performance,” said President and CEO Lorie Tekorius, during a report on the freight transportation equipment and services supplier’s fourth fiscal-quarter ended Aug. 31, 2025.

Through its wholly owned subsidiaries and joint ventures, Greenbrier designs, builds and markets freight railcars in North America, Europe and Brazil. It also provides freight railcar wheel services, parts, maintenance and retrofitting services in North America; owns a lease fleet of approximately 14,600 railcars that originate primarily from Greenbrier’s manufacturing operations; and offers railcar management, regulatory compliance services, and leasing services to railroads and other railcar owners in North America.

“We achieved record earnings and EBITDA, while exceeding our long-term financial targets for aggregate gross margin and return on invested capital. These results reflect disciplined execution and operational excellence,” Tekorius continued.

Following are highlights of Greenbrier’s fourth fiscal quarter 2025:

• Net earnings attributable to Greenbrier for Q4 of $37 million, or $1.16 per diluted share. Results include $3 million ($0.10 per share), net of tax and non-controlling interest, of expense related to our European facility-related rationalization.
• Core net earnings attributable to Greenbrier of $40 million or $1.26 per diluted share in Q4.
• Continuing the European facility rationalization started in Q2, Greenbrier announced the closure of two additional facilities in Q4. Rationalization costs of approximately $6 million included $3 million of Gross margin impact and $3 million of Selling and administrative expense.
• Annualized savings of $20 million expected from European facility rationalization actions while maintaining consistent production capacity.
• Fiscal 2025 Net earnings attributable to Greenbrier of $204 million, or $6.35 per diluted share. Results include $8 million, or $0.24 per share, net of tax and non-controlling interest, of European facility-related rationalization.
• Fiscal 2025 Core net earnings attributable to Greenbrier of $212 million, or $6.59 per diluted share.
• Core EBITDA of $115 million, or 15% of revenue in Q4 and a record $512 million, or 16% for fiscal 2025.
• In fiscal 2025, lease fleet growth of nearly 10%, to 17,000 units, with robust utilization of 98%.
• In Q4, new railcar orders for 2,400 units valued at more than $300 million and deliveries of 4,900 units, resulting in a new railcar backlog of 16,600 units with an estimated value of $2.2 billion as of August 31, 2025.
• Repurchase of 10,000 shares for $470,000 in Q4 and 517,000 shares for $22 million in fiscal 2025. $78 million remaining under current share repurchase program.
• Board approves quarterly dividend of $0.32 per share, payable on December 3, 2025 to shareholders of record as of November 12, 2025, representing Greenbrier’s 46th consecutive quarterly dividend.

Greenbrier announced long-term financial targets in April 2023 at its first Investor Day. As of Aug. 31, 2025, the company says it has successfully surpassed two of its three financial targets, with the third on track, “reflecting sustained growth and strategic execution.” Detailed progress towards those targets is shown below.

Based on current trends and production schedules, Greenbrier is providing the following guidance for fiscal 2026:

“As we enter fiscal 2026, we are navigating the current North American and European freight rail markets with a resilient business model, growing lease fleet, and continued productivity gains. We will continue to focus on operational efficiencies and execution to deliver higher through-cycle profitability and long-term shareholder value across market conditions,” concluded Tekorius.

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Cathcart Rail, a provider of railcar repair, switching, storage, logistics and field services to North American freight railroads, has transitioned to a new name and brand, Guardian Rail LLC, which the company said “reflects sharpened focus on safety, consistency, and operational excellence, while setting the tone for a new chapter of growth, clarity, and purpose.”

“We’re doing more than changing our name,” said Guardian Rail CEO Scott Driggers. “We’re making a commitment to what matters most—our clients and our team members. We’re promising to safeguard our customers’ time and assets, business continuity, transparency, and peace of mind. Our new identity is an affirmation of these principles we intend to bring to work every day. We are committed to evolving as a company, developing our front-line team and putting the voice of the customer at the center of everything we do. We’re pledging to making Guardian Rail a company that both our clients and team members are proud to be part of and trust.”

The company said it chose Guardian Rail as its new name “as a signal of protection, readiness, and reliability in a complex and dynamic industry. The following principles drove the rebrand:

• “A focus on operational excellence and integrity, along with a strong desire to hear from and be part of what is most meaningful to our customers.
• “A desire to visually and verbally align with the company’s core values: safety, quality, integrity, teamwork, and accountability.
• “A renewed commitment to actively listening to our customers, ensuring transparency in every interaction, and supporting our employees to ensure they have the training and the tools they need to provide best in class support.

The Guardian Rail logo, the letter “G” embedded within converging railroad tracks, “reflects ourfoundational expertise in rail while evoking forward motion, symbolically and literally representing the company’s drive to earn and maintain customers’ trust and strengthen the company’s reputation,” the company said.

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This strategic partnership, TRAC says, will support FEC-controlled business and introduces a standardized fleet solution “designed to meet the evolving needs of the domestic intermodal market.”

The collaboration, the company adds, “reflects the commitment TRAC and FEC share to operational excellence and customer service.” It also delivers significant benefits to FEC, including access to a newer fleet with consistent specifications, GPS integration, and business rules tailored to individual market dynamics, the company noted. For TRAC Intermodal, the company says, “the agreement opens the door to serving the private box network and positions the company to fully support FEC’s domestic chassis needs. It also reinforces the importance of offering a domestic chassis alternative to promote flexibility in the marketplace.”

Customers, TRAC says, will benefit from having a true alternative to existing providers, gaining access to standardized equipment with key operational features and a GPS-enabled fleet that supports proactive management. “With business rules aligned to market demands and a provider focused on long-term partnership and doing what’s right for the trade, this agreement marks a meaningful step forward in delivering reliable, flexible, and customer-centric chassis solutions across the FEC network.”

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Segment 2 of the Honolulu Authority for Rapid Transportation’s (HART) Skyline opened on Oct. 16, 2025, and can be seen in this new drone flyover video highlighting the route and additional four stations from the Hālawa (Aloha Stadium) Station to the Kahauiki (Middle Street Transit Center) Station.

HART says it “continues to work diligently on the third segment of the project to complete the system to the Civic Center Station in Kaka’ako.” 

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Dallas Area Rapid Transit (DART) on Oct. 25 celebrated the opening of its 26-mile (double-tracked), 10-station Silver Line, a regional rail service connecting seven North Texas cities (Plano, Richardson, Dallas, Addison, Carrollton, Coppell, Grapevine) and DFW International Airport.

The day kicked off with a progressive ribbon cutting, beginning at Cypress Waters Station in Dallas, then continuing through Downtown Carrollton, Addison Station, and finishing at CityLine/Bush Station in Richardson. Public celebrations were held at each of the line’s stations over three counties (Collin, Dallas, Tarrant), featuring live music, cultural performances, family-friendly activities, and community programming; rides were free and will remain so through Nov. 8.

The stations were designed with input from the cities along the rail corridor, “reflecting local character, community feedback, and accessibility features to ensure a safe and welcoming experience for all riders,” according to DART, which also operates light rail, Trinity Railway Express (TRE) TexRail commuter rail, bus routes, GoLink on-demand service, and paratransit, moving more than 220,000 passengers per day across a 700-square-mile region.

According to the transit agency, Silver Line will not only reduce congestion but also link residents to jobs and educational opportunities, including The University of Texas at Dallas, and expand travel options. The Silver Line operates from 4 a.m. to 1 a.m. daily with 30-minute headways during weekday peak hours and 60-minute headways during off-peak hours and on weekends. There are direct transfers to DART light rail, bus routes, DFW terminals, and TexRail service.

The Silver Line features DMUs (diesel multiple units) from Swiss manufacturer Stadler, which in 2019 was awarded an approximately $119 million contract for eight FLIRT DMUs, which were assembled at its Salt Lake City, Utah, plant. The FLIRT for DART meets both tier 4 EPA emissions standards and Federal Railroad Administration standards. Each unit comprises two cab cars, two coach cars, plus an engine module (power pack), according to Stadler, which noted that the setup includes four powered axles and eight unpowered axles. This puts each train at approximately 267 feet long. Each has seating for 235 riders. The equipment is similar to TexRail vehicles, also built by Stadler. The 27-mile, nine-station TexRail runs eight trains between Fort Worth and DFW Airport’s Terminal B.

The Silver Line also links to North Texas’ expanding trail network, allowing riders to combine transit with walking, biking, and recreation. Originating from the Cotton Belt Corridor plan, the rail line reflects years of planning to expand mobility, ease congestion, and prepare for future growth across the region, DART said.

“The Silver Line is a centerpiece of our Point B vision to make DART your first-in-mind mobility partner,” DART President and CEO Nadine Lee said the day prior to launch, “By connecting key employment centers, neighborhoods, and the world’s third-busiest airport, this project will be a catalyst for economic growth, provide access to opportunity, and a seamless mobility experience that helps our region thrive.” 

“Our focus is on reliability and convenience,” DART Board Chairman Gary Slagel commented. “With predictable schedules, modern trains, and seamless connections, the Silver Line is built to meet the needs of both daily riders and occasional travelers. It’s another way DART is making North Texas more connected than ever.” 

“Behind every successful rail service is a dedicated operations team,” DART Vice President Capital Programs Trey Walker wrote in a LinkedIn post. “For the Silver Line, that team is Herzog, bringing their experience in commuter rail operations and maintenance. As DART’s operating partner, Herzog will manage train operations, dispatching, and maintenance-of-way activities to ensure a safe, reliable, and customer-focused experience for all riders. The Herzog team has been deeply involved throughout startup preparations, beginning when vehicle deliveries started in late 2023. Over the past two years, they’ve helped move vehicles across three different facilities to meet project needs—from burning-in Silver Line trains on the TRE corridor during non-revenue days to conducting segmented testing on portions of the new alignment. Their commitment and flexibility have been essential in keeping the project on track for opening day. We’re grateful for Herzog’s partnership and look forward to continuing our collaboration as we welcome passengers aboard the Silver Line this weekend [Oct. 25-26].”

The USDOT’s Build America Bureau in 2021 provided a $908 million loan under the Railroad Rehabilitation and Improvement Financing (RRIF) program to DART for the Silver Line; it was a refinancing of the RRIF loan provided to DART for the same project by the Bureau in December 2018. The loan proceeds financed part of the approximately $2 billion construction cost of the project.

The post DART Rolls Out Silver Line Service appeared first on Railway Age.

The New York MTA recently announced that the NYCT subway system has surpassed 4.5 million rides for two consecutive days last week, marking a post-pandemic ridership record. The MTA also hit three billion taps on its contactless fare payment system.

On Wednesday, Oct. 22, 4.52 million customers rode the subway and on Thursday, Oct.23, that figure was 4.55 million riders. The previous record was set during the holiday shopping season on Dec. 12, 2024, which saw 4.53 million subway customers. This comes as the MTA hit three billion taps on its contactless fare payment system. The three billionth tapper was identified as Russell Levy of the Upper East Side who tapped into the subway system at the 47th–50th Streets–Rockefeller Center BDFM station just after 12:00 p.m. This milestone, the agency says, follows the Authority’s recent completion of installing 980 OMNY card vending machines across all 472 subway stations in September, as it prepares to phase out the MetroCard. To date, 87% of all subway and bus trips are paid using the Tap and Ride technology.

“Three billion taps is undeniable proof that New Yorkers are ready for a new era of fare payment. Tap and Ride, like the MetroCard did 30 years ago, opens the door to new discounts and promotions that will strengthen transit affordability—no speed arithmetic required,” said MTA Chair and CEO Janno Lieber.

In March, the Authority announced the last day of MetroCard sales will be Dec. 31, 2025, with the acceptance of MetroCards ending in mid-2026. As the MTA moves forward to fully transition, it says it continues to grow its robust OMNY retail network currently at 2,700 locations—more than double the MetroCard partnering locations. While the Tap and Ride payment system doesn’t require an OMNY card and allows riders to pay fares directly with digital wallets and contactless bank cards, customers will find it twice as easy to purchase or reload an OMNY card, the agency noted.

Customers with questions about the Tap and Ride payment system can call 511 or the OMNY Call Center at 877-789-6669, chat with a live agent in the MTA app, or visit any of the 16 24/7 staffed Customer Service Centers (CSCs), which will expand to 14 more locations by the end of the year as announced last week.

By eliminating the sale of MetroCard and fully transitioning to one fare collection method, the MTA says it expects to save at least $20 million annually in costs related to MetroCard production and distribution; vending machine repairs; and cash collection and handling. “Moving to a contactless payment also unlocks potential for new customer-friendly promotions and fare discounts,” the agency said.

Denver RTD’s latest monthly ridership report reflects a 4.6% year-over-year increase in boardings as the agency says it is preparing to roll out new customer-support resources.

As commuting patterns evolve post-pandemic, RTD says it is working to “rebuild ridership, improve reliability, and enhance the customer experience across its entire system.” The agency’s recent progress, and its plans to roll out new digital tools and customer-focused initiatives, “show how RTD is adapting to meet the needs of its customers—both now and in the future,” the agency noted.

Return-to-office numbers in the Denver metro area, which accounted for a significant percentage of RTD’s ridership prior to March 2020, remain below pre-pandemic levels. According to the Downtown Denver Partnership (DDP)’s September 2025 High Frequency Economic Update, the weekday return-to-office rate was 64%, a number that is seven percentage points higher than the previous year. DDP’s report highlights the fact that, while the number has been gradually increasing over the past few years, approximately 35,000 fewer employees are working downtown each weekday when compared with 2019.

Other parts of the metro area are seeing similar return-to-office rates. Denver South, an organization of community and business leaders along the I-25 corridor that includes the Denver Tech Center, conducts an annual survey to better understand commuting trends and behaviors. Their most recent commuter survey found that 35% of respondents work full-time at a workspace in Denver South, with the remaining approximately two-thirds have a mix of in-office and remote days. That same survey also found that 33% of respondents’ employers either fully or partially subsidize an RTD transit pass for their workforce.

“Transit service delivery is RTD’s core business, and due to a myriad of factors, that service delivery model has had to adjust,” said Debra A. Johnson, RTD General Manager and CEO. “Large numbers of commuters boarding buses and trains during morning and evening peak service times are not at the levels previously seen by the agency. Instead, RTD is seeing transit utilization spread more throughout the day, late in the evening, and on weekends.”

Between January and August of this year, RTD had more than 42 million boardings across its entire system. The agency uses boardings—often referred to as ridership—as one of many metrics to gauge the agency’s success. Ridership is an output metric that is the result of multiple factors, including on-time performance, service availability, perceptions of personal safety and security, and planned and unplanned maintenance projects. RTD also recognizes that ridership is greatly impacted by economic conditions, seasonal demands, remote work trends, and other external events happening across the agency’s 2,345-square-mile service area.

“Transit utilization is the result of several different efforts, and it requires a laser-like focus on enhancing and improving the customer experience. RTD’s staff has been doubling down on efforts that are within the agency’s control that will create and bolster a welcoming transit environment,” Johnson said.

In August 2025, systemwide ridership was 5.6 million, an increase of 4.6% from August 2024. August’s numbers, which are the most recent numbers available, also saw nearly 475,000 more boardings than the previous month.

This year, RTD has also been heavily promoting its A Line, the commuter rail line that connects downtown Denver to Denver International Airport, and those marketing efforts appear to be paying off. At approximately 650,000 boardings in August 2025, the A Line saw its second highest monthly ridership during the past five years. August’s total number of boardings was within 5,000 of the A Line’s record monthly total from August 2023, when the state funded the Zero Fare for Better Air initiative that allowed all customers to use RTD’s services at no cost.

In August 2025, the N Line experienced its highest number of monthly boardings since the north metro line first opened for service in September 2020. Ridership on the E and H lines more than doubled over the previous August, a fact that RTD says is the result of the completion of months of maintenance work that necessitated temporary speed restrictions. Bus boardings also increased by approximately 230,000 month-over-month between July and August 2025, accounting for a total of nearly 3.6 million in the report.

These gains in ridership across the system and different modes mirror customer survey data gathered earlier this year that indicated “using public transit to get to work” was the No. 1 reason people took RTD. The survey of customers aboard buses and trains saw a 7% year-over-year increase in customers indicating that work was their reason.

The same customer survey found that approximately one-third of respondents use RTD’s services for “leisure, social, or recreation.” Using that feedback, RTD is broadening its focus beyond traditional commuter services that support in-office schedules to also include access to transit-adjacent event venues and activity centers. The agency is enhancing its base bus and rail services to strengthen connections to major sporting venues, concerts, festivals, parades, and other high-volume events happening across the Denver metro area.

The agency closely monitors several metro area calendars to flag events taking place near bus stops and rail stations that have a potential to generate high transit use. RTD also coordinates its efforts with Visit Denver to discuss upcoming conferences and large-scale events. The information and schedules provide valuable insights for developing operational plans and determining staffing levels to support transit utilization. The agency’s focus is to optimize its existing bus and rail services to support peaks in demand without disrupting base service across its entire system.

During the 2024-2025 Denver Broncos season, RTD saw nearly 27,000 light rail boardings at the stadium’s platform before and after every home game. The agency recorded nearly 38,000 boardings during the Broncos vs. Raiders home game in October 2024. RTD says the 2025-2026 NFL season is seeing a similar trend in customers taking buses and trains to access Broncos home games.

In November, RTD says it will launch a high-volume events website to provide updates, information, and feedback opportunities. The online resource will include several different service maps showing all bus routes and rail lines that connect to transit-adjacent venues. The website will also provide trip planning and know-before-you-go information, as well as event calendars for the Denver metro area. In launching the website, the agency is hoping customers, event organizers, and the public will use the online feedback tool to share feedback and suggestions for improving event service.

Despite a universal shift in working environments, RTD’s 35-year-old EcoPass program, which offers unlimited rides on RTD’s fixed-route bus and rail services, is seeing participation approach 75% of pre-pandemic level. Nearly 600 metro area employers, ranging in size from small, home-based businesses to large companies with thousands of employees, are currently offering the transit pass as a perk. The prepaid EcoPass allows customers whose employers participate in the program to use the pass when traveling anywhere throughout the agency’s service district.

The Neighborhood EcoPass program, RTD’s transit pass for residents in a neighborhood or community, is seeing its highest participation since the program’s launch in 1991. The program currently has more than 70 neighborhoods participating, which is the highest number in RTD’s history. Seven higher education institutions also participate in RTD’s CollegePass program, including the University of Colorado, University of Denver, and Colorado School of Mines. Several other metro area colleges and universities take advantage of a similar, opt-in SemesterPass program, including Regis University and institutions at the Auraria Campus.

Reliability, the agency says, remains a cornerstone of RTD’s Strategic Plan, which focuses the agency’s efforts on “supporting reliable transit services, reinforcing personal safety, and enhancing the customer experience.” Several tactics outlined in the 2025-2026 annual agency performance scorecard directly support the delivery of service and emphasize improvements to on-time performance, trips operated, and service perceptions.

On-time performance is a measurement of how frequently buses and trains arrive at stop or stations according to the posted schedule, with “on-time” being defined as a vehicle arriving no more than one minute early or five minutes late. On-time performance can be affected by several factors, including maintenance work, inclement weather, mechanical issues, accidents, customer boarding times, and traffic conditions that impact bus service.

RTD’s on-time performance for light rail service exceeded 90% in July 2025, as compared with less than 60% in August 2024, and that number has continued to incrementally improve. Additionally, 97.9% of all light rail trips were operated as scheduled that month. Completing both the Coping Panels Project and the first phase of the Downtown Rail Reconstruction Project, along with expedited operator hiring, positively affected service reliability for light rail customers.

On-time performance for commuter rail, which includes the A Line to the airport, has averaged more than 96% throughout 2025, with more than 98% of all trips operated as scheduled. On-time performance for bus remained above 83% between January and July 2025, a metric that is heavily impacted by traffic congestion, road construction, and lack of traffic signal prioritization for all buses.

“Service reliability is addressed in every decision staff proposes and implements,” said Senior Manager of Service Development Jessie Carter. “The team continually assesses input from customers, operators, and performance reports to ensure routes are refined and schedules are improved, all with a goal of enhancing on-time performance. The team is keenly aware that customers rely on RTD to make important connections in their daily lives, so continual improvement and refinement is critically important.”

To support on-time performance, such as during this year’s Downtown Rail Reconstruction Project, RTD’s service planning team preemptively analyzed various scenarios for delivering light rail services ahead of the Aug. 31 service changes. The goal was to deliver on-time performance and minimize customer wait times at rail platforms. Rerouting the D Line to Denver Union Station was determined to provide the most reliable on-time service for customers of the several different scenarios that were evaluated.

The agency is currently collecting customer feedback through Oct. 30 ahead of its proposed January 2026 service changes. If approved by RTD’s Board of Directors, the proposed changes will further improve the agency’s service reliability.

Over the past 18 months, several coordinated efforts have also been implemented to enhance the personal safety and security of RTD’s employees and customers. The multi-faceted approach to create a welcoming transit environment, which has been led by RTD’s Transit Police Department (RTD-PD), has resulted in an approximately 25% monthly reduction in security-related calls throughout 2025. This includes everything from customer-reported concerns to RTD-PD officer observations. For more than 14 consecutive months, the agency has also seen double-digit reductions in customer reports of illicit drug activity across the system, with last month experiencing a nearly 30% year-over-year decrease in total reports.

“Whether a customer is waiting for a connection or traveling on a bus or train, we are focused on providing a welcoming transit environment,” said Steve Martingano, RTD’s Chief of Police and Emergency Management. “The personal safety and security of all customers and agency employees is supported by a comprehensive and coordinated effort. We know that a lot of misperceptions exist in the metro area related to personal safety and security. While we recognize that there are opportunities for improvement, the overwhelming majority of customers complete their trips without any issues or concerns.”

In August 2025, RTD received one security-related call for service for every 2,069 boardings. Calls for service can include everything from reports of an unattended bag and graffiti to a fight or theft. Earlier this year, the agency launched a security-related metrics webpage to provide a transparent look at the agency’s data related to personal safety and security, including all calls that are reported by Transit Police officers, operators, customers, and the public.

Since May 2024, RTD has also increased monthly proof-of-payment checks on light rail vehicles by more than 900%, from approximately 5,700 individual checks to 60,000 last month alone. Across the entire rail system, RTD conducted more than 460,000 proof-of-payment checks in September 2025. The effort puts RTD-PD officers and contracted security personnel directly in contact with customers and increases their visibility to address other issues that may be present.

Simplifying the transit experience and reducing barriers for customers are top priorities for RTD, said the agency, which next month will introduce a long-awaited tap-to-pay program branded as Tap-n-Ride. The easy-to-use payment method will allow customers to tap a contactless credit or debit card—either a physical card or in a mobile wallet—on bus and rail validators. The new fare payment option will allow customers to quickly and efficiently purchase fare without the need to use a ticket vending machine, pay cash on the vehicle, download the agency’s mobile application, or load value on a MyRide card. Work to introduce Tap-n-Ride has been underway for more than a year.

Also, next month, RTD will begin implementing a multi-faceted customer experience action plan. The plan includes more than 50 projects and tactics that focus on enhancing customer amenities, improving communications, increasing awareness, and bolstering engagement and feedback. All tactics included in the plan have a near-term deadline of June 2026 and were developed to increase transit utilization. RTD will make the plan publicly available when it launches in November.

In mid-2026, RTD will also roll out a single mobile application that combines existing applications, such as Next Ride, MyRide, and Transit Watch, into one single customer-facing app. The new app, which will be branded as Next Ride, will be available for download in app stores and will simplify trip planning, fare purchasing, and the reporting of personal safety and security concerns.

Resilience is the ability to recover from or adjust to challenges and change. Over its 56-year history, RTD says it has demonstrated resilience by “expanding its system during economic downturns, maintaining service during the pandemic, and rebuilding aging infrastructure.” Now, as commuting patterns change course and new technologies emerge, the agency is once again adapting. “Through strategic investments in service reliability, maintenance work, safety initiatives, and customer experience, RTD remains focused on its mission to make lives better through connections,” the agency said.

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“BNSF operating teams are engaged in generating improved service performance across our network,” the Class I railroad told customers in an Oct. 24 online message. “Car velocity remains consistent with the prior week but is lower than the September average. While terminal dwell is higher than the average from last month, it has not changed significantly from the previous week and remains at record-low levels, with a year-to-date measurement 15% lower through September compared to the same period last year. Our local service compliance measure is trending close to 90%.”

As reported on Oct. 23, Union Pacific (UP) experienced a derailment on their Mojave Subdivision in California, where BNSF operates between Bakersfield and Mojave. “The first main track has been returned to service overnight, while the second main track remains out of service as restoration efforts continue. An estimated time for reopening the second main track has not yet been determined. Customers may experience delays on shipments moving through the affected area until full service is restored and traffic has normalized,” BNSF said.

Innovators Solange de Blois, P.Eng; Chathula A.; Gary Andrusiek; and Tom Charlton are the powerhouse team behind CPKC’s Optical AEI, the Class I’s next-generation wayside detector.

According to CPKC, Optical AIE uses cameras and software to automatically read and track every railcar in real time. “Paired with sensors, this system alerts us when this breakthrough technology spots cars with hot bearings and wheels, so our team can make repairs and keep trains moving safely,” the Class I wrote in a LinkedIn post.

“Catch problems early. Inspect trains faster. Increase safety. That’s innovation on track.”

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

Marmon Rail on Oct. 27 reported that Laurie Stiles has been elevated to President of Railserve Inc., leading the businesses of Atlanta-Ga.-based Railserve, an in-plant switching and associated services provider, and two other Marmon Rail companies: Frankfort, Ind.-based Ameritrack Rail, a full-service rail contractor providing engineering and design services, new track construction, and existing track maintenance, and Longview, Tex.-based Powerhouse, a locomotive repair, air brake component repair, and maintenance services company.

Stiles’ responsibilities will include developing, refining, and driving growth strategies within each business while providing leadership to more than 1,200 employees of the organization, according to Marmon Rail, which is part of Marmon Holdings, a Berkshire Hathaway company, and offers a portfolio of services across North America that also includes mobile repair, tank car leasing and manufacturing, and railcar movers.

Stiles joined Marmon Rail in 2021 and previously held the roles of Senior Vice President, Strategic Initiatives for Marmon Railyard and Repair Services, and Vice President, Sales and Marketing for Marmon On-Site Services. She began her career in the oil and gas industry working in railcar fleet management at Norcal Gas and Shell Canada. In 2000, she joined Targa Resources, where she spent 20 years in progressively senior leadership roles across logistics and supply, culminating as Senior Director of NGL Commercial Transportation. Stiles holds a Master of Business Administration in international business from the University of St. Thomas (Texas) and a Bachelor of Arts from the University of Calgary.

“Since joining Marmon, Laurie has been instrumental in driving cross-business initiatives, programs, and processes that have facilitated growth and stability with key customers,” Marmon Railyard and Repair Services Group President Chris Hagge said. “Her deep industry experience and leadership make her the ideal choice to lead this organization into its next chapter.”

“I’m honored to lead Railserve, Ameritrack, and Powerhouse and continue building on each company’s legacy of safety, service excellence, and innovation,” Stiles said.

• New From Marmon Rail: ProTecht Mobile Autonomous Tank Car Cleaning
• Ensuring Tank Car Safety Through Performance-Based NDT

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Michigan-based Class II Lake State Railway Company (LSRC), Railway Age’s 2021 Regional of the Year and 2018 Short Line of the Year, celebrates the upcoming 250th anniversary of the signing of the Declaration of Independence. Also, the SEDA-Council of Governments (SEDA-COG) announces that the SEDA-COG Joint Rail Authority (JRA) will become a fully independent entity.

LSRC recently unveiled via social media LSRC SD70M 1776 with a special historical-based paint scheme in red, white and blue celebrating American independence. It was designed by second-generation LSRC railroader Travis Vongrey, a former conductor, engineer and yardmaster and now a supervisor of yard operations. Vongrey also designed a locomotive for the railroad that rolled out earlier this year in a heritage scheme inspired by the Pere Marquette Railway, one of LSRC’s antecedents (see photograph below).

LSRC was established in 1992 and operates a 373-mile rail network spanning the eastern corridor of Michigan’s Lower Peninsula. The company, backed by Antin Infrastructure Partners since 2022, provides freight transportation, railcar storage, and transloading services, and transports such commodities as grain, fertilizer, coal, chemicals, aggregates, cement, steel, and scrap metal. 

The SEDA-COG JRA will become a fully independent entity effective Jan. 1, 2026, according to SEDA-COG, a community and economic development agency in Lewisburg, Pa., and a Local Development District for 11 central Pennsylvania counties.

SEDA-COG created the JRA in June 1983, in direct response to Conrail’s abandonment of several unprofitable rail lines in Central Pennsylvania, the Local Development District reported Oct. 23. “Recognizing the critical need to maintain freight rail service in the region, SEDA-COG took action by forming the SEDA-COG JRA, an official municipal authority, to purchase and operate those lines,” it said. “This move preserved freight service in the region and established the JRA as a nationally recognized public-private partnership.”

The JRA has grown from two lines serving freight shippers along 80 miles of track, to today’s six lines serving freight shippers along 200 miles of track. The six railroads, in cooperation with strategic partner and operator North Shore Railroad, support more than 100 customers and 12,600 jobs in the region.

The JRA will continue its mission “to preserve and foster rail service in Central Pennsylvania and to further economic development through retention, improvement and expansion of the infrastructure and the rail service it supports,” according to SEDA-COG.

SEDA-COG reported that it will have no formal role in the JRA’s operations after the transition but noted that “existing relationships with freight shippers and local partners will remain unchanged.” Any updates to contact information or administrative details will be provided directly by the JRA later this year, it added.

The Susquehanna Greenway Partnership and Focus Central PA are two other initiatives that began under SEDA-COG and later became independent.

Separately, the Pennsylvania Department of Transportation in December 2024 awarded the JRA $2 million to rehabilitate seven bridges and one culvert on the Juniata Valley Railroad and Nittany Bald Eagle Railroad.

The post Small-Road Briefs: LSRC, SEDA-COG JRA appeared first on Railway Age.

The Holden-Proefrock Award is named in honor of Roy Holden, a former AAR employee and an innovator in tank car design, damage assessment, and safety, as well as Art Proefrock, a former Hulcher Emergency Services employee who pioneered hazardous materials transportation emergency response, according to the Association.

Over McNealy’s four-decade-long career, he has risen from the diesel shop to senior leadership at Kansas City Southern Railway (now Canadian Pacific Kansas City, following KCS’ 2023 merger with Canadian Pacific), and his tenure “has been characterized by a drive for innovation, integrity, and a steadfast commitment to safety,” AAR said.

McNealy’s accomplishments include “enhancing risk assessment frameworks to hazmat shipments and leveraging GIS mapping to strengthen emergency preparedness and response,” AAR reported. Additionally, he has helped shape industry standards through his work with the AAR Tank Car Committee, Hazardous Materials Committee, and TRANSCAER, leveraging his experience at KCS.

McNealy played “a pivotal role in enhancing first responder training in both the U.S. and Mexico,” AAR said, and this commitment “is evident in his long-standing partnership with the Louisiana State Police Hazmat Team and his instrumental role in developing the Joint Emergency Services Training Center in Zachary, La.” McNealy also contributed to the Mississippi Fire Academy and the Security and Emergency Response Training Center in Pueblo, Colo., donating equipment and expertise to elevate national preparedness.

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