Railway Age magazine

Caltrain

This past August, Caltrain had more than one million passengers, a 67% increase over August 2024. As Caltrain approaches the first anniversary of the launch of electric service, the agency says it continues to show strong ridership growth.

Caltrain had more than 1.07 million passengers last month, a substantial increase from approximately 643,000 in August of last year. Average weekday ridership stood at just under 40,000, a 61.5% increase from last August. Weekend ridership has been up since the launch of electrification “thanks to Caltrain’s half hourly weekend service,” but reached an all-time record in August with Saturdays seeing nearly 26,000 daily riders, while Sundays saw nearly 21,000 daily riders, both having more than doubled since last August.

“Caltrain is running the best service this corridor has ever seen, and our riders are taking advantage of it,” said Caltrain Executive Director Michelle Bouchard. “Eleven months of ridership growth is proof of the many benefits of fast, frequent, and reliable service. Every day, our service is reducing traffic, improving air quality and helping people get where they need to go.”

NYMTA

The New York MTA on Sept. 10 announced that subway crime fell to record lows this summer. Overall transit crime from June 1 to Aug. 31 was down nearly 10% from 2024 and 16.8% from the summer of 2019.

Year-to-date, transit crime is at record lows, while subway ridership is up 9%, with more than 311 million rides taken during the summer months. Transit felony assaults have been down every month this summer when compared to 2024. Together, June, July and August have had 119 felony assaults—compared to 150 last year—a reduction of 21%. There were 0.38 assaults per one million subway riders between June 1 and Aug. 31. Accounting for increases in ridership, there were 1.59 major crimes per one million subway rides this summer, down 30% from 2022 and in line with pre-pandemic lows.

According to NYPD statistics, July and August have been especially safe months, with new data confirming both were the safest July and August in history. Overall transit crime was down 22.8% this August compared to 2024, and felony assaults were down 40.4% compared to last year. Robberies were down 34% in the subway system in August compared to 2024.

This historic reduction in crime, MTA says, follows a series of investments in subway safety led by Governor Hochul. In January, Gov. Kathy Hochul allocated $77 million in state funding to support a first-of-its-kind collaboration with the NYPD to deploy officers on board subway trains during overnight hours. This deployment, the agency says, “provides peace of mind to riders and a deterrent to those who would commit crime in the system during overnight hours.” During this deployment, two NYPD officers patrol a subway train, moving from car to car during a train’s journey.

There has also been progress made responding to mental health challenges in the subway. Subway Co-Response Outreach Teams (SCOUT) pair mental health clinicians with MTA police officers, to provide a clinician-led approach to individuals with serious mental health needs in the subway. To date, SCOUT teams have made more than 750 referrals out of the subway system, and collectively, these patients have spent more than 2,000 nights in treatment, getting the help they need, according to the agency. Directed by Gov. Hochul, the MTA has now fully operationalized 10 SCOUT teams, with services provided throughout the subway system in the Bronx, Brooklyn, Queens, and Manhattan.

Investments in transit safety include:

• Provided $77 million to partner with the NYPD to deploy two officers on every overnight train.
• $20 million to fully fund 10 SCOUT teams to provide a clinician-first response to mental health challenges in the subway.
• Placed 32,000 security cameras in the New York City Subway system—including more than 17,000 on all 6,000 subway cars and more than 15,000 in subway stations.
• Added new platform barriers at 74 subway stations, with the MTA on pace for 100 by the end of 2025.
• Installed brighter LED lights in more than 300 subway stations, on pace for all 472 by the end of 2025.
• Established two Transition to Home Units (THUs) at Manhattan Psychiatric Center, creating 50 beds to support homeless individuals with severe mental illness.
• Improved coordination between Law Enforcement and District Attorneys via a new MTA Criminal Justice Advocate.
• Installed cameras in the conductor cabs of subway trains to keep MTA employees safe. To date, the MTA has installed cameras in more than 1,100 conductor cabs.

“The subway is safer today than before the pandemic and we all know why: more cops, more security cameras, and more mental health outreach. These interventions and others—funded and supported by Gov. Hochul—have us on track for a third straight year of declining crime,” said MTA Chair and CEO Janno Lieber.

Bay Area Transit Systems

Gov. Gavin Newsom announced Sept. 10 that the state “would work with struggling Bay Area transit systems on short-term financial help to keep them afloat while talks on a $750 million loan from the state continue,” according to a CBS News report.

In a press release on Wednesday, Newsom said the transit assistance would be in the “hundreds of millions of dollars” and that the Department of Finance and the California State Transportation Agency “would work with transit agencies and regional partners to design structured loans or financing mechanisms,” according to the report.

Newsom’s statement hinted that the state is “seeking a measure of oversight on how the funds are spent and how the loans would be repaid,” saying that the financing would “align with operational needs, protect service, and support fiscal reforms, with clear and reliable repayment plans,” CBS News reported.

According to the report, earlier this week, state Senators Scott Wiener (D-San Francisco) and Jesse Arreguín (D-Berkeley) said the Department of Finance informed them that “it would not finalize the details of the previously announced $750 million bridge loan for transit agencies before the end of the legislative session on Friday.” Without the funding, Bay Area Rapid Transit (BART), San Francisco Municipal Transportation Agency (SFMTA), AC Transit and Caltrain were each looking at massive cuts in service, CBS News reported.

On Tuesday, officials said the talks on the state’s financial assistance loan were extended until Jan. 10, 2026, according to the report.

“Transit is a lifeline to millions of Californians—and after billions in state investment, we’re continuing to back Bay Area agencies with ongoing support tailored to their needs,” said Newsom in a prepared statement. “We’ll keep partnering with them now and into next year—aligning flexible financing tools to their timelines—so we can deliver a sustainable, rider-first transit system together.”

According to the CBS News report, the details of the “loans or other mechanisms” announced by Newsom were not immediately available. The Governor’s Office said the administration “will continue to evaluate options to ensure assistance remains responsive to agencies’ stated needs and strengthens the long-term financial stability of Bay Area transit.”

A spokesman for the Governor’s Office told CBS News Bay Area that the “ongoing discussions would determine the specific amount and mechanism,” according to the report.

Arreguín and Wiener, CBS News reports, “have authored a ballot measure, State Senate Bill 63, that is designed to provide a long-term funding source for Bay Area transit agencies facing a ‘fiscal cliff’ following the pandemic and the end of pandemic relief funding. SB 63 would authorize a regional sales tax in Alameda, Contra Costa, and San Francisco counties and allow Santa Clara and San Mateo and to opt in.”

The half-cent tax increase, according to the report, “would generate hundreds of millions of dollars annually to support transit systems’ operating needs. San Francisco would have the option to seek a higher rate, up to one cent, for additional support for the Muni system.”

The post Transit Briefs: Caltrain, NYMTA, Bay Area Transit Systems appeared first on Railway Age.

For decades, rail has remained the last major mode of freight to embrace digitization, Standard Rail noted. “While trucking, ocean, and air cargo have moved into digital platforms, rail has continued to operate through phone calls, personal connections, and opaque pricing—leaving shippers waiting weeks for answers and facilities struggling to showcase their capabilities.”

“SIDINGS brings a level of radical transparency rail has never seen before,” said Standard Rail Corporation CEO Robert Skarzynski. “For rail users, it’s a dramatic improvement in experience—no more wasted weeks chasing information or guessing at capacity. For facilities and service providers, it’s a chance to be visible and win business on service. This is the clarity the industry has been missing.”

Advantages include:

• “For Facilities and Service Providers: Centralized listing management, automated inquiry handling, and tools to unlock new revenue.
• “For Shippers & Logistics Companies: Real-time visibility into services, availability, and pricing across the network.
• “For the Industry: Equal exposure, actionable market intelligence, and a transparent playing field.”

At the enterprise level, the platform’s FastTrack feature reduces booking timelines by up to 95%, turning what once took weeks into minutes for qualified facilities, according to the company.

Why It Matters

• “Shippers finally gain clarity and speed in accessing rail services.
• “Facilities and service providers gain visibility and reach beyond existing networks.
• “The industry gains the data-driven insights and transparency it has lacked for decades.”

Beyond discovery, SIDINGS “enables direct communication between shippers, facilities and service providers—building a connected industry network that grows stronger with every new participant,” Standard Rail said.

The post Standard Rail Launches New B2B SaaS Platform appeared first on Railway Age.

Norfolk Southern’s Intermodal and Automotive business units recently announced upgrades to four terminals in Michigan, Ohio and Pennsylvania that support “capacity, efficiency, and customer demand.” These projects are “strategic moves” designed to “bring more business to our railroad while helping to reduce highway congestion and truck carbon emissions.”

INTERMODAL

Livernois, Mich. (Detroit): NS said it has implemented layout and process changes “that streamline intermodal operations.” These include gate flow adjustments, container stacking improvements, and better integration with yard management systems resulting in “faster processing times and a more seamless experience for customers and drivers alike.”

Harrisburg, Pa.: NS’s Engineering and Transportation groups completed a track realignment project “that has significantly improved switching operations,” redesigning the layout, reducing congestion and improving train flow, allowing for faster turnarounds and better service reliability.” The collaboration “is delivering measurable improvements already being seen in dwell time and throughput.”

AUTOMOTIVE Norfolk Southern serves 26 auto assembly plants, 35 auto distribution terminals in 17 states, and three Just-In-Time Rail Centers. NS map.

Toledo, Ohio: This automotive terminal has seen a doubling of throughput thanks to targeted infrastructure upgrades. These include expanded loading and unloading zones, improved lighting and signage, and better coordination with local drayage partners. “The enhancements have positioned Toledo as a more competitive option for OEMs looking to move volume through the Midwest,” NS noted.

Melvindale, Mich.: NS repurposed the terminal space to expand automotive operations. Phase One was completed in Q1 2025, adding more than 300 VIN parking spaces. The Intermodal and Commercial and Government Relations teams partnered to leverage a multi-million-dollar grant secured through Michigan groups support. A second phase is under way to add approximately 1,000 more VIN spaces. “OEMs  have a strong need to ship to this market area,” said Janea Parr, Senior Director Terminal Operations. “This expansion allows our Commercial team to pursue new business and meet growing demand.”

“Each of these efforts reflects our strong cross-functional collaboration—from Commercial identifying market needs to Operations executing solutions, to Government Relations securing funding,” NS said. “Together, we’re delivering results and positioning NS for continued growth.”

The post For NS, Four ‘Strategic Moves’ appeared first on Railway Age.

POTUS 47 has nominated Republican Richard Kloster to fill a vacant seat at the Surface Transportation Board (STB) and renominated Republican Michelle A. Schultz to a second term. The Sept. 11 nominations require Senate confirmation beginning with a Senate Commerce Committee hearing and ending with a Senate floor vote.

If confirmed, Kloster would fill a seat vacant since the May 2024 retirement of Democrat Martin J. Oberman and expiring Dec. 31, 2028. Schultz’ second term would expire Nov. 30, 2030. By statute, STB members may serve only two terms for a maximum of five years each, although they may remain a maximum of 12 months beyond term expiration if a successor has not been Senate-confirmed.

As a Democratic seat on the five-person STB remains vacant following POTUS 47’s controversial firing of Robert E. Primus in August, it is likely that Senate Democrats will seek to slow the process for Republicans Schultz and Kloster. Typically, Republican and Democratic nominees are paired for Senate floor vote confirmations, and the pairings are not necessarily nominees for the same agency. This is not a typical situation, given Primus’ firing amidst near unprecedented congressional political wrangling and firings of other independent regulatory agency Democrats by the Republican President.

The STB is five-member independent regulatory agency with its chairperson (currently Republican Patrick J. Fuchs, 36) named by the President from among sitting STB members. The STB’s political majority matches that of the President’s party. That explains why Republican Kloster was nominated to fill Democrat Oberman’s vacant seat.

The STB’s fifth seat is held by Democrat Karen J. Hedlund, 76, whose first term expires Dec. 31. If not renominated to a second term, she could remain until Dec. 31, 2026. Unanswered questions are whether federal courts will find Primus’ firing unlawful and return him to a second term that expires Dec. 31, 2027 (Primus, age 55, having said he will contest the firing); and whether POTUS 47 will renominate Hedlund to a second term or choose another Democrat.

Significantly, there is no quorum requirement at the STB, meaning—and this previously occurred twice—the STB could function as a single-member agency. With a headline-grabbing merger (Union Pacific and Norfolk Southern) expected (formal applications may not be filed until Oct. 29), both the political composition of the STB and its number of filled seats is consequential.

If the STB accepts a formal merger application, it would have until February 2026 to do so, and the decision as to allowing or denying the merger would not occur until at least early 2027. Fuchs’ second term expires Jan. 14, 2029; and the currently vacant Primus seat expires Dec. 31, 2027.

Kloster, 67, is president and founder of rail equipment consultancy Integrity Rail Partners, Inc. He has an extensive career in rail fleet management as well as experience with Class I and short line railroads. He is an executive board member of the National Industrial Transportation League and sits on the board of the Railway Supply Institute. Kloster earned undergraduate and graduate degrees from Northern Illinois University and the University of Alabama in marketing.

Kloster told Railway Age in July—when it was learned he was being considered for nomination—that his strength is “considerable time” over his career working with railroads and shippers. Kloster began his railroad career with Chicago & North Western Railway (now part of Union Pacific) in October 1980, which he recalls was the same week President Jimmy Carter signed into law the Staggers Rail Act that delivered partial economic deregulation to railroads. His first job, he says, was a “car department apprentice.” 

Schultz, 53, nominated to her first term by POTUS 45 and sworn-in on Jan. 11, 2021, previously was general counsel to the Southeastern Pennsylvania Transportation Authority (SEPTA), where she also was director of legislative affairs. She earned an undergraduate degree from Penn State, a master’s degree in government administration from the University of Pennsylvania and a juris doctor degree from Widener University Law School.

The POTUS 47 nomination of David A. Fink as Federal Railroad Administrator still awaits a Senate floor confirmation vote following a May 21, 2025, positive referral by the Senate Commerce Committee.

The post Kloster, Schultz Chosen for STB by POTUS 47 appeared first on Railway Age.

CHSRA CEO Ian Choudri (CHSRA Photograph)

This is the largest guaranteed infusion of funding for the California high-speed rail program to date, according to CHSRA.

“I am grateful to Governor [Gavin] Newsom, our legislative leaders, and allies across the State and the Nation—including those in the labor community—whose partnership and resolve helped make this possible,” CHSRA CEO Ian Choudri said. “Today’s [Sept. 10] agreement has made a big, bold statement about California’s future—one that will create jobs, cut pollution, and connect and transform communities across the state.

“This funding agreement resolves all identified funding gaps for the [the 171-mile] Early Operating Segment [between Merced and Bakersfield] in the Central Valley [see map below] and opens the door for meaningful public-private engagement with the program. As we move forward, I am greatly encouraged by commitments to continue productive discussions with the Administration and the Legislature to put in place statutory and regulatory enhancements that accelerate construction and give greater certainty on time and schedule for segment delivery. And we must also work toward securing the long-term funding—beyond today’s commitment—that can bring high-speed rail to California’s population centers, where ridership and revenue growth will in turn support future expansions.”

“Work continues daily on the high-speed rail project, with 171 miles currently under design and construction from Merced to Bakersfield,” CHSRA reported Sept. 10. “Nearly 70 miles of guideway are complete, along with 58 fully completed structures; an additional 29 more structures are underway across Madera, Fresno, Kings and Tulare counties. The project continues to advance statewide, with 463 miles of the 494-mile San Francisco to Los Angeles/Anaheim system fully environmentally cleared and construction ready.” (Image Courtesy of CHSRA)

CHSRA last month issued a supplemental project update report, outlining what it called “a clear path forward to connect the high-speed rail system to Northern and Southern California via the Central Valley by 2039.” It estimated that the early operating segment would cost $36.75 billion.

In that 112-page update report, the Authority said that it has “$28.16 billion in capital funding, which includes an estimated $5.5 billion from Cap-and-Invest through 2030 and retention of federally awarded funds.” Additionally, Gov. Gavin Newsom’s Fiscal Year 2025 to 2026 budget proposal “includes extending the Cap-and-Invest program through 2045 with at least $1.0 billion in annual funding for the Authority,” it reported. “This would provide at least $15 billion in additional funding for the program, bringing the Authority’s total capital funding to $43.16 billion … For purposes of this report, the Authority included the $4.0 billion in federal funding, currently the subject of litigation, as part of its total capital funding figures.”

The Federal Railroad Administration in July announced that it would pull back funding. The FRA’s decision followed the release of its Compliance Review Report, which found the CHSRA project to be “in default” of the terms of two federal grants. CHSRA is now suing the POTUS 47 Administration.

Further Reading:

• FRA Revokes California High-Speed Rail Funding, CHSRA Fires Back
• CAHSR: ‘Building a Dream’ to Nightmare?
• CHSR: USDOT Drives Another Coffin Nail
• New York Times Editorial: There Is a Liberal Answer to the Trump-Musk Wrecking Ball
• CHSRA to Release RFEI for Potential Public Private Partnerships
• CHSRA Provides 2025 Project Update Report
• Whither (Wither?) California High-Speed Rail (Reprise)
• Will Duffy Deep-Six CHSR?
• 2025 Passenger Rail Outlook: ‘Murphy Was an Optimist!’

The post CHSRA Secures $1B in State Cap-and-Invest Funding appeared first on Railway Age.

Because our tracks connect the Heartland to the Pacific Northwest to ports and beyond, we can more efficiently move agricultural products, like soybeans, corn and other grains, to both domestic and global markets. 

A BNSF grain train winds through southern Montana.

“Year-round and especially as we get ready for harvest, our highly dynamic team collaborates with customers to plan and position our resources,” said Group Vice President of Agriculture and Energy Products Angela Caddell. “This year, we want U.S. farmers and agricultural producers to know that come harvest, we’ve got this!” 

About 80 percent of BNSF’s grain volume is moved by our shuttle program, which is designed for speed and efficiency. Shuttle trains are made up of 110-plus dedicated cars that go between one origin, like a grain co-op, to a destination, like a port, without rerouting. Shuttles are loaded and unloaded within a shorter time. Today, we have 395 U.S. shuttle locations (274 origins and 121 destinations), in addition to 41 in Mexico.  

For the upcoming harvest, BNSF is monitoring the expected crop yield, which is anticipated to be significant. According to the USDA, total U.S. production of corn, wheat, and soybeans is expected to increase by 8 percent year over year in 2025-26. This would be the second-largest increase in crop production in the past nine years.  

To be ready, we’ve built up our crew base to have sufficient train crews to fulfill demand. We’ve also prepared our equipment, including locomotives and grain cars, to meet the harvest needs. Because we know weather can have an impact, we’ve also hardened our network to be more resilient. 

Here’s a look at some of our ramp-up-to-harvest plans: 

We have the people 

• We have continued to bolster our crew base and have added approximately 1,500 new train crew members this year through new hire classes and transitioning from other positions. 
• We will continue to supplement with temporary transfers to create more crew capacity in key regions.
• Our team devotes substantial time communicating with customers to understand their needs, and we maintain a dedicated grain desk within our Network Operations Center to coordinate grain movements. 

We have the equipment 

• BNSF has 4,500 active road locomotives in its fleet with 600 more on standby, including 150 new, alternating-current, fully winterized high-horsepower locomotives. 
• We’re pre-positioning locomotives and shuttle sets in key locations.
• All grain cars, including those in shuttle service, are planned to be out of storage and active by Oct. 1 to fulfill our harvest program.
• We’ve acquired 1,100 new high-efficiency hoppers that are arriving now through the end of the year, bringing our high-efficiency fleet to around 50 percent of our total grain fleet. 

We have the infrastructure 

• In 2025 alone, we committed $3.8 billion in capital investments and we’re wrapping up expansion and maintenance projects as we go into fall harvest. 
• Over the last five years, we invested more than $4.5 billion in our Northern Corridor, which spans from the Pacific Northwest to Chicago.
• Our winter action plans have been reviewed and refined, while we’ve hardened our network for extreme weather, including finishing yearly scheduled capital maintenance before the grain season kicks off. 
• With the extreme cold across the northern portion of our railroad and its effects on our trains’ brake pipe pressures, we utilize distributed power with locomotives placed throughout the train as additional sources of air. In addition, we recently worked with the FRA to obtain a waiver related to a train’s brake-pipe air flow tolerances while safely utilizing distributive power. This positive change now eliminates numerous unnecessary mainline stopping events, benefiting our train operations.

We take our partnership with producers seriously and understand agriculture’s critical importance to the economy. We expect a robust harvest, and whatever challenges come our way, rest assured – we’ve got this! 

The post We’ve Got This: BNSF Ready to Support Agricultural Producers for Successful Harvest appeared first on Railway Age.

RTD Sean Faris (Image Courtesy of RTD)

Sean Faris on Sept. 2 became Deputy Chief of RTDE-PD. With more than 35 years of law enforcement experience, he served previously as Lieutenant in the Patrol Division of the Denver Police Department. Prior to that, he was Deputy Sheriff for nine years at the Adams County Sheriff’s Office. For his work, he received a Distinguished Service Cross and a Medal of Valor.

Faris has served in a secondary employment capacity for RTDE-PD for more than a decade and most recently managed the Denver Police Department secondary employment program for RTD. Faris was also part of the Reclaiming Denver Union Station Steering Committee in 2022, working to address policing and enforcement issues, according to RTD.

Faris is a graduate of the Colorado State University Global Campus, where he earned a Bachelor of Science degree in criminal justice and law enforcement administration and a Master of Science degree in organizational leadership. He earned certificates from the University of Denver in Public Safety Leadership Development, as well as from the International Association of Chiefs of Police Leadership in Police Organizations training program. He is a recipient of the FBI LEEDA Leadership Trilogy Award and a graduate of the Northwestern University School of Police Staff & Command.

“I am excited for Deputy Chief Faris to join our agency,” said Steve Martingano, who in May became Chief of Police and Emergency Management at RTD.  “He brings deep knowledge of law enforcement to the Denver metro area and RTD’s approach to operations and policing. I look forward to working alongside him to bring this department further on its path to becoming one of the premier law enforcement organizations in this region and across the nation.”

In related news, Patrick Preusser recently joined RTD as Chief Operations Officer.

Telos Advisers (Image Courtesy of Telos Advisers)

Bruce Robinson is Senior Director at Telos Advisers, an advisory firm specializing in complex transportation and infrastructure projects. His key areas of focus include infrastructure oversight and project management, project risk identification and mitigation, funding strategy development, and federal oversight practices.

Robinson served most recently as Associate Administrator for the Federal Transit Administration, overseeing the delivery of $21 billion annually in grant funding to more than 4,000 public transit agencies and states. Robinson began his career with the U.S. Department of Transportation in 1997, and his leadership “has been instrumental in the advancement of dozens of the nation’s most complex and high-value infrastructure projects, including the $16 billion Hudson Tunnel project and the Honolulu rail project,” according to Telos Advisers.

Robinson earned a Master of Arts degree from Yale University and a Bachelor of Arts degree from the University of North Carolina at Chapel Hill. In recognition of his distinguished federal service, Robinson received the Presidential Rank Award in 2024.

“Bruce has a deep understanding of how to execute infrastructure projects effectively, with a record of proven success in project delivery,” Telos Co-founder Megan Strickland said.

“We are thrilled to continue growing our strategic infrastructure advisory practice, and Bruce’s extensive knowledge of the infrastructure development process will further enhance our team’s capabilities,” added Eric Daleo, Telos Co-founder.

“I am excited to join the team of transportation professionals at Telos,” Robinson said. “This will permit me to apply my experience to help clients overcome complex challenges when delivering transportation projects. Transportation projects are vital for the communities they serve and it’s very rewarding to help ensure their success.”

The post People News: Denver RTD, Telos Advisers appeared first on Railway Age.

The Association of American Railroads in reporting freight rail traffic for the week ending Sept. 6, 2025 (Week 36) noted that total U.S. rail traffic was 467,880 carloads and intermodal units, down 2.4% from the prior-year period. Total carloads for the week came in at 214,383, dipping 3.5% from the same week in 2024, and intermodal volume was 253,497 containers and trailers, dipping 1.4% from last year. The last time U.S. weekly rail traffic dropped was Week 33, ending Aug. 16, 2025.

Three of the 10 carload commodity groups posted an increase for the week ending Sept. 6, 2025, compared with the same week in 2024, according to the AAR. They were miscellaneous carloads, up 1,132 carloads, to 8,512; motor vehicles and parts, up 973 carloads, to 14,633; and forest products, up 286 carloads, to 7,801. Commodity groups that posted declines included chemicals, down 2,875 carloads, to 29,802; coal, down 2,824 carloads, to 60,927; and grain, down 1,570 carloads, to 18,067.

For the first 36 weeks of this year, U.S. railroads reported cumulative volume of 7,963,526 carloads, a 2.4% increase from the same point in 2024; and 9,724,964 intermodal units, a 4.0% increase from last year. Total combined U.S. traffic for the first 36 weeks of this year was 17,688,490 carloads and intermodal units, gaining 3.3% over 2024.

North American rail volume for the week ending Sept. 6, 2025, on nine reporting U.S., Canadian, and Mexican railroads totaled 312,974 carloads, down 2.0% from the same week last year, and 333,374 intermodal units, up 0.6% from last year. Total combined weekly rail traffic in North America was 646,348 carloads and intermodal units, down 0.7%. North American rail volume for the first 36 weeks of this year came in at 24,348,314 carloads and intermodal units, rising 2.6% from 2024.

For the week ending Sept. 6, 2025, Canadian railroads reported 85,891 carloads, down 1.4%, and 66,397 intermodal units, up 0.8% from the same week last year. For the first 36 weeks of 2025, they reported cumulative rail traffic volume of 5,814,174 carloads, containers, and trailers, rising 2.2%.

Mexican railroads reported 12,700 carloads for the week ending Sept. 6, 2025, up 26.9% from the same week last year, and 13,480 intermodal units, up 59.0%. Their cumulative volume for the first 36 weeks of this year came in at 845,650 carloads and intermodal containers and trailers, a fall-off of 7.5% from the same point last year.

(CN Photograph)

The post AAR: U.S. Rail Traffic Dips in Week 36 appeared first on Railway Age.

Just days after the Surface Transportation Board (STB) granted Metra’s application for terminal trackage rights to continue commuter rail service over three Union Pacific-owned lines in Chicagoland, UP has filed a lawsuit against Metra in federal court seeking compensation, according to media reports.

Regional/commuter rail operator Metra and host freight railroad UP have been negotiating the transfer of commuter rail service on the three lines—the Union Pacific North, Northwest, and West—for several years. UP has historically provided service for Metra under a PSA (Purchase of Service Agreement), which has been extended several times while the railroads negotiate a new agreement.

Approximately 39% of Metra’s annual ridership (13.7 million out of a total 35 million passengers) is associated with the three lines owned, used and dispatched by UP (see map, below). Those lines were once operated by the Chicago & North Western Railway: the West Line to Elburn, the Northwest Line to Harvard and McHenry, and the North Line to Waukegan, with limited service to Kenosha, Wis. Metra has eight other lines; one of which, the historic Chicago, Burlington & Quincy line to Aurora, runs on right-of-way owned by BNSF, which still operates it under contract with Metra.

(Map Courtesy of Metra)

UP and Metra‘s most recent PSA extension “ended at midnight on June 30, 2025, and UP was not amenable to another extension,” the STB reported in its Sept. 2 decision granting Metra terminal trackage rights (download below). “Instead, UP presented Metra with a unilateral document termed ‘Condition of Entry’ (COE) to govern Metra’s use of the UP Lines, beginning July 1, 2025, pending the conclusion of this proceeding. Metra, however, objects to the COE on multiple grounds. … Metra states that it ‘has informed UP that it will continue to operate on the Lines after expiration of the existing agreement at midnight on June 30, 2025’ but that it ‘does not agree to and will not consent to the terms of the COE.’”

52691Download

The STB reported that it “expects and encourages Metra and UP to undertake a concerted, good faith effort to reach agreement on terms and compensation for Metra’s use of the UP Lines.” While the Board did not set a deadline to complete negotiations, it requested a status report from the parties (either jointly or separately) by Nov. 3, 2025, that state “whether they have reached agreement, require additional time, or are unable to agree.” If additional time is required, the STB said, further status reports should be filed every 60 days. “If or to the extent the parties are unable to agree, either party may request the Board to establish compensation and/or conditions of use,” it noted. “The request must identify the disputed issue(s) and be accompanied by a proposed procedural schedule for the Board’s consideration to govern the process for resolving any remaining issues pertaining to compensation or conditions of use. The other party may file a written response to the request within 20 days.”

On Sept. 8, UP filed a lawsuit against Metra in the U.S District Court Northern District of Illinois Eastern Division seeking “to collect overdue compensation owed under a binding contract” (download below, courtesy of the Evanston RoundTable).

Union-Pacific-Metra-Lawsuit-ComplaintDownload

The freight railroad explained that “[g]iven the parties could not reach agreement on a long-term contract, Union Pacific’s position has been that Metra could keep operating on the UP Lines—on Union Pacific’s terms.” UP said it issued a COE that “set various basic terms, including requiring market-level compensation,” and “provided that Metra would accept and be bound by these terms if Metra’s trains ‘[a]ccess[ed] Union Pacific’s Rail Lines’ after the PSA expired at midnight on June 30, 2025.”

In the lawsuit, UP reported that while the “STB granted Metra trackage rights under federal law to operate on the UP Lines without Union Pacific’s consent,” its decision “does not affect the COE’s validity or enforceability from July 1 to September 3.” Until the STB issued its decision, “the COE was the sole source of Metra’s right to operate on the UP lines,” UP reported. “And the STB did not set any terms and conditions to govern Metra’s operations, much less retroactively to July 1. The COE thus remains valid and enforceable—and the parties still have a live dispute—at least as to the period between July 1 and September 3.”

The sticking point in UP and Metra’s PSA negotiations has been compensation, UP reported in the lawsuit. “The PSA’s expiring compensation arrangement was set fifteen years ago, in 2010,” according to the freight railroad. “Since then, both the market for providing rail capacity for passenger service and the Chicago-area real estate market have changed significantly.” In May 2025, Union Pacific said it “proposed that the franchise access fee under a post-PSA contract—essentially, the rental component of compensation—should be $18.50 per train mile. This compensation arrangement was captured in a draft operating agreement Union Pacific proposed to Metra. By contrast, Metra proposed compensation be set at $6.7 to $16.9 million annually, or approximately $3.05 to $7.68 per train mile.”

Consistent with the May 2025 proposal, the COE set the compensation fee for access at $18.50 per train mile, according to UP. The freight railroad told the Court that this is “commercially reasonable.” For example, it said, the Illinois Department of Transportation pays UP “a per-mile train access fee greater than the $18.50 proposed.”

UP also told the Court that Metra in July paid it $7,735,681.76, reflecting “the pricing under the expired PSA—$2,287,529.89 less than what Metra owes under the COE.”

In sum, UP said “[t]he Court should declare the COE a valid contract; declare that Metra is estopped from challenging the COE’s validity because it has accepted benefits thereunder; and award Union Pacific damages based on the difference between what Metra owes and what it has paid. Alternatively, the Court should hold that Metra is unjustly enriched by paying below-market rates to operate on Union Pacific’s lines and award Union Pacific damages based on reasonable value for the service it is providing.”

Metra spokesperson Michael Gillis ”declined to comment on the lawsuit filed by UP,” according to a report in The Chicago Tribune.

In a statement, UP spokesperson Kristen South told The Tribune “the railroad ‘has always been committed to ensuring that the commuter service provided to millions of Chicago riders will continue’ and that it ‘looks forward to working with Metra on a fair and reasonable resolution to the matter.’”

Further Reading:

• STB Denies Metra’s Request for Temporary Injunction
• Metra to STB: Ensure Passenger Service on UP Lines ‘Continues Uninterrupted’
• UP, Metra Move Closer to Service Transfer
• STB Orders Mediation for UP, Metra
• Judge Pronounces Common Carrier Obligation for ‘Commuter Rail’ Dead
• Report: RTA Redirects Funds From Metra, Pace to Prevent CTA Service Reductions

The post Reports: UP Takes Metra to Court appeared first on Railway Age.

MBTA

The MBTA is refurbishing some Commuter Rail trains with the Boston and Maine Railroad’s emblem of a minuteman and the company’s maroon and yellow design to honor the railroad company that emerged as a leader in the region over an approximately 150-year history, according to a Boston.com report. The Boston and Maine trains will begin service this week.

According to the report, “the Boston and Maine train is one of three with special designs to honor historic passenger train companies. By the end of the year, two additional trains honoring the New Haven Railroad and New York Central Railroad will hit the rails,” the MBTA said.

Rick Kfoury, the president of the Boston and Maine Railroad Historical Society, said the new design “serves as a daily reminder to the general public of the Boston and Maine’s massive contributions to New England sociology, economy, and culture since the 1830s.”

At its peak, the Boston and Maine Railroad covered more than 2,300 miles of tracks from its hub in Boston, linking hundreds of cities all around New England, according to the society and as reported by Boston.com. Its principal shops were in North Billerica and Concord, N.H.

“Seeing the Minuteman emblem appear once again in revenue service on the former Boston and Maine System helps to introduce the story of the B&M to new generations,” Kfoury said in a statement. “It is wonderful to see an accurate historical tribute paid by the modern-day stewards of the Route of the Minuteman.”

The designs honor “the passenger railroads that laid the foundation for today’s Commuter Rail network,” the MBTA said in a statement.

According to the report, “the three specially painted trains are the last three of 37 locomotives to reenter service following an overhaul,” the MBTA spokesperson said. “Beginning in 2019, F40 trains, originally put into service between 1987 and 1991, were refurbished to ‘like-new’ condition, according to Commuter Rail operator Keolis.”

“The refurbished trains also got additional upgrades, including remote monitoring and diagnostics, forward-facing and cab cameras, and modern brake and control systems,” the MBTA said.

“The New Haven train may be orange or red, and the New York Central car could be navy blue, according to images of the historic trains and reproductions,” Boston.com reported.

CTA

The CTA on Sept. 9 launched two new challenge statements as part of its Innovation Studio, “an initiative designed to allow businesses and organizations to pilot solutions and new technologies to overcome some of the agency’s biggest challenges.” These two challenge statements, CTA says, “focus on improving the customer experience for non-English speaking riders and providing enhances simulation technology to support rail operations training.”

(CTA photo)

“Innovation Studio continues to expand its portfolio of innovative solutions, delivering diverse pilot projects ranging from improved wayfinding at bus stops to detecting and alerting intrusions on CTA’s track ‘right of way’,” said CTA Acting President Nora Leerhsen. “This latest round of challenge statements seeks to eliminate language barriers and help make the system navigable for our riders while another pilot will seek to find more ways to enhance ongoing rail operations training with a new, modern training tool.”

(CTA photo)

The first new challenge CTA seeks solutions for will address the following statement: “How can CTA provide rail station attendants with tools to welcome and assist riders with limited English proficiency?”

According to the agency, more than 13% of the people who live in CTA’s service area have limited English proficiency. CTA riders, who primarily speak a language other than English, can face unique challenges accessing and navigating transit services. This can include difficulty determining which train platform to board at a rail station, navigating from the station to their destination, interacting with fare machines and receiving timely notices when there are disruptions to service. Though CTA Customer Service Representatives/Assistants (CSR/As), who staff rail stations, are responsible for assisting riders with navigation and fare payment, they do not currently have tools at their disposal to support riders who speak a different language.

While the top languages spoken in the service area are Spanish, Polish, Chinese, Arabic, Cantonese, and Tagalog, CTA also serves customers visiting from a variety of domestic and international locations who may be unfamiliar with the transit system and need assistance with navigation.

The challenge statement, CTA says, seeks to pilot solutions that can enable CSR/As to engage riders through interpretation and/or translation devices, with the goal of allowing CTA staff to better communicate with riders speaking various languages. Proposals must be integrated into a stationary interactive display in stations to adhere with existing CTA policies. Translation and interpretation assistance are the main features requested, but innovators may propose other features that can enhance the customer experience.

(CTA photo)

The second new challenge CTA is seeking solutions for will address the following statement: “How can CTA provide simulated training opportunities for rail operators to gain additional hands-on experience?”

CTA is seeking a lightweight solution that “simulates the rail operating environment to improve training available for rail operators who have completed their initial training period, to receive feedback and build skills for safe and efficient operation.” Training opportunities, outside of real-life, on-the-job experience, are limited.

A rail simulator complementing CTA’s existing operator cab simulator would provide a cost effective, safe, and efficient way for operators to continue to improve confidence and skills, leading to a more skilled workforce to navigate the complexities of CTA’s rail system, the agency noted.

CTA says it would prefer proposals from interested companies that can “reasonably model rail cabs while maintaining portability and providing scenarios in a variety of weather and time of day conditions.” However, simulators that utilize existing PCs or tablets will also be considered. The proposed solutions would be available to operators at a fixed location in at least one CTA training center and should have the ability for CTA to relocate them to other facilities as needed.

According to the CTA, there will be an opportunity for interested companies to learn more about the challenges and how to apply in an information session at a place and time in late September to be determined. Interested vendors will be able to ask questions and get a better understanding of what is required.

Applications for both challenge statements are due by Oct 21.

Last year, CTA launched three challenge statements during the inaugural year of the Innovation Studio program, and CTA has launched one other challenge so far this year. The agency is partnering with private sector entities to explore leading-edge ideas to improve rail system safety, to develop a new solution for bus stop asset management, to expand the availability of real-time information displays to bus riders, and to mitigate the impact of secondhand smoke for riders on bus and rail vehicles.

There are currently four pilots in progress from the 2024 challenges. These include two pilots to install digital bus stops signs at up to 20 stops to provide real-time arrival information and system alerts, and two to automatically detect intrusion on the rail right-of-way. CTA will provide more updates as these, and other in-development pilots move forward.

More information is available here.

NYMTA

The New York MTA on Sept. 9 announced that, as summer draws to a close, New York City’s congestion relief program “has continued to successfully reduce traffic and improve travel times throughout the region.”

According to the agency, August saw nearly 2.7 million fewer vehicles than baseline enter the congestion relief zone, a 14% reduction. August was level with June for the largest vehicle reduction seen so far in 2025. Congestion pricing, MTA says, continues to generate revenue to fund transit improvements across the region, including new rail cars, accessibility improvements, and enabling the advancement of the Second Avenue Subway Phase 2.

“In less than a year, New Yorkers are seeing massive benefits from congestion relief, including new rail cars, dozens of ADA elevators and signal modernization,” said MTA Chair and CEO Janno Lieber. “This initiative has demonstrated that government can do big things that deliver results—less traffic, safer streets, and improved quality of life for transit users, drivers and pedestrians alike.”

According to the MTA, congestion pricing has shown continued success in reducing traffic, speeding up the flow of traffic, and cutting down delays, not just in the congestion relief zone but throughout the New York metropolitan region. The number of vehicles entering the zone is down by 12% since congestion pricing started. Every day, 87,000 fewer vehicles enter the zone, and since the program started, 17.6 million fewer vehicles have entered the zone compared to last year.

Additionally, transit ridership across all modes has increased from January to August 2025 when compared to the same period last year. In July, the MTA achieved its best summer subway ridership week since 2019, hitting four million subway riders three days in a row in a summer season—a first since the start of the pandemic. The Long Island Rail Road (LIRR) shattered its post-pandemic daily ridership record twice in July, carrying 298,419 passengers on Wednesday, July 23, and 295,419 passengers on Tuesday, July 22.

Transit service has also improved across-the-board in 2025 to near-record heights. In August, subway weekday On-Time Performance was 85.2%, the best for that month in 10 years, according to the MTA. Overall summer On-Time Performance on the subway was 84.3%, up from both 2024 and 2023.

LIRR and Metro-North On-Time Performance have consistently been at or near 97% in 2025.

Earlier this week, the congestion relief program was recognized by the International Bridge, Tunnel and Turnpike Association (IBTTA) with its Social Responsibility award, calling it an “historic first by reducing gridlock and advancing access—cutting congestion, improving travel times, generating critic no al transit funding, and creating new discount and exemption plans for drivers.” On June 11, the Intelligent Transportation Society of New York awarded the Central Business District Tolling Program with its Intelligent Transport Systems Project of the Year.

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

One of the biggest hurdles in rail planning is that public agencies and their private railroad partners often misunderstand each other’s perspectives, leading to wasted time and dollars. This usually comes from competing conceptions of the good: Passenger agencies serve the community through competitive and consistent service, while freight rail prioritizes competitive and consistent service.

The differences lie in the customers, where good service and reliability mean very different things for people traveling for work or leisure vs. mass goods moving safely at economies of scale. Both serve the community in different and meaningful ways. However, from the eyes of the technical analyst, extensive, detailed studies still always boil down to the common theme: If we don’t get everyone on the same page early, nobody wins.

Drawing on lessons from multiple service plans and rail simulation studies conducted across the industry, the following takeaways will help you understand the playing field, sound like a technical analyst, and get us all on the same page faster.

As a fellow technical analyst, we focus on data-driven aspects of capacity, cost, and human emotion. Yes, the last one has data, too.

Capacity: In the Eyes of the Beholder A useful way to summarize these dynamics is as a three-part loop: capacity, cost, and stakeholders. Each influences the others, and all must align for shared rail projects to succeed.

Capacity is generally conveyed as the number of X trains or units across a distance for a certain period. You may have heard the phrase, “This corridor can move X trains per day.” Here’s the thing: Which type of train? Intermodal? Intercity passenger? Unit coal or grain? Regional/commuter? Capacity is not a neat number. It’s a moving target, shaped by train types, track conditions, different schedules, and how you define “success” (like on-time performance vs. maximum throughput).

Let’s take a hypothetical railroad with a single unit grain train operating at 50 mph. We want to add a passenger train moving in the same direction at 79 mph. This appears like one additional train’s worth of capacity, right? Not so. From the freight rail perspective, the passenger train can be seen as taking more capacity because the it moves much faster than the grain train, covering more distance in the same amount of time. Conversely, the passenger rail perspective would say that the grain train, which is far longer and operates at much lower speed, takes up relatively more capacity because it uses more time for the same distance traveled. The story changes based on which train is the baseline. Now, inject multiple types and differing directions, and it can get complex!

To address the differing perspectives, many rush to use simulation tools that spit out exact-sounding metrics: —delay-minutes per train or number of trains per hour. These metrics can be helpful but must be addressed with caution. The real world rarely follows a perfect model, and the parties should generally agree on how to measure capacity. It’s like forecasting the weather: A rough idea is good enough to grab an umbrella, but you don’t plan an entire outdoor event based on a single day’s rain prediction. So, how do you address it?

• Discuss the metrics. You cannot align with what you don’t understand. This seems directed to public agencies but applies to all parties involved. The success metrics, expected operating behaviors and how they relate to project outcomes should be discussed.
• Discuss the study approach. If the parties take the time to explain the approach, there will be more trust in using the umbrella (the simulation tools).
• Map capacity to an operating plan. In reference to the example above, capacity is typically the maximum volume of train traffic that can operate at expected service levels based on the train-type mix and the operating rules you run them by. So, it’s important to know the mix and the operating rules.

Cost: It Needs to Be Worthwhile

Transit agencies often don’t realize that, from the railroad’s viewpoint, running extra passenger trains can feel like a burden unless there’s some upside—monetary or otherwise. This is hardly an extension of typical business practice. Imagine someone wanted to make a deal with you, and they said, “We’d like to do something here. It’ll take 5-10 years of collaboration and time only to get about as good as you have today.” Doesn’t sound so appealing, right?

Rail stakeholders want to be good public partners, but not at the detriment of their service, safety or time. It even applies to the study and construction phase. A common phrase they may say is, “For every study we conduct for a hypothetical shared-corridor service, there is a study not conducted on our own operational goals.”

Rail stakeholders must remind themselves of the real opportunities of a strong partnership. Many passenger projects occur in capacity-constrained locations that are difficult to expand. The assistance of a joint project could unlock capacity, help with community outreach, or bolster safety benefits (i.e., crossing closures) that may be too difficult to complete for each party alone. Building trust and understanding each other’s business models goes a long way and can benefit everyone.

So, how do you do it?

• Remember, in the end, it’s a business negotiation. All successful projects begin with a “What’s in it for us?” conversation, ensuring neither side feels blindsided.
• Know what you want before you ask. It means knowing clearly what service you are looking for in operational terms and how it relates to your public policy or business goals. The asks need to be operationally specific—know what service window you want, frequency, station stops, and which of those are negotiable.
• Take the time to understand the other side of the table. Sometimes, unique solutions expedite the process. Both parties will have their asks, but it’s worth getting them out on the table (“What’s in it for us?”) and explaining their why. It will expedite ruling out dealbreakers early on and save time.
• Talk meaningfully and talk often. Conditions will change, even if you do everything perfectly. New regulations, engineering constraints, etc., are all part of project reality. Speaking regularly as partners helps you get ahead of the items you cannot control, so you can value-engineer and adjust without wasting time. Good partners typically speak quarterly in early planning, up to bi-weekly during the study or construction phase.

Human Factor: Keep Your Eyes on the Prize

The perfect analysis won’t matter if the negotiating people miss the focus on the end product—successful delivery of the service. We’ve seen projects fail because a party was closed to new ideas or took things personally. On occasion, parties attempt to use simulation results to bolster preconceived conclusions, and the results can rarely be challenged. The result is damaged relationships and hindering future negotiation.

For agencies wishing to change or expand service significantly, bridging the gap means ensuring the right voices are in the room at the right time. Wait too long to bring in the freight railroad, you’ll burn daylight redoing the analysis. Engage them too early, and they’ll think the idea is half-baked. You at least need to cover the basics before engaging, and every meeting needs a meaningful ask or update. It does cost them time to study and participate in analysis and meetings, from full time analysts, leadership meetings and early engineering coordination. The more time is wasted, the more it can sour the relationship.

For freight rail counterparts, losing sight of the opportunity for a corridor expansion is also a loss. There are multiple examples of success where the freight railroad gained capacity with joint work in areas that were difficult to build due to space or expense. Freight railroads experience wins if they help progress the right projects with their expertise and good faith. Ask for what is needed and support the execution so everyone wins.

The best way to do this is to communicate through mutual goals. Saying “it’s our right-of-way” as an end-all to whatever is asked isn’t productive. Explain your needs, why the asks exist, the metrics, etc. Disagreement comes from misunderstanding. Public transit agencies are not private freight railroads, but they are strategic partners. As for our fellow analysts, it’s nice to talk Big Data, but if you can’t explain your model or your metrics in plain language, it will come across as a hidden agenda.

To summarize the human factor, how do you address it?

• Have the right people in the room. Agencies need to complete the right phases in the right order to maximize their engagement with their partner railroads.
• Communicate more than the data. Everyone has something to gain in these projects, but explaining past the data removes poor assumptions and misunderstandings.
• Indecision is the enemy of progress. We cannot stress this enough. All stakeholders feel frustrated when indecision extends a project to undefined timelines. Both parties need to enter with a level of transparency about their wants and feel comfortable stopping to reassess when projects are delayed or conditions change.

In the end, real collaboration boils down to three things:

A Shared Definition of Success. The success metrics, expected operating behaviors, and how they relate to project outcomes should be discussed.

Respect for Each Stakeholder’s Reality. Remember, in the end, it’s a business negotiation. All successful projects begin with a “What’s in it for us?” conversation, ensuring neither side feels blindsided.

Structured Yet Flexible Agreements. Indecision is the enemy of progress, but the rail environment will change over time, so communicate meaningfully and often. It may sound like a tall order, but it’s necessary if everyone recognizes they’re part of a shared story: —one that moves people, goods and entire economies. So next time you’re in a rail planning meeting, remember to ask, “What’s each stakeholder’s bottom line?” and be ready to adjust your own game plan. Trust us, it’ll save a lot of headaches down the line.

The post Aligning Public and Private Goals for Better Shared-Corridor Project Delivery appeared first on Railway Age.

This service, the Class I railroads say, will provide customers with “a seamless, all-rail alternative for international containers moving from Canada’s West Coast gateways through Memphis directly into Nashville.” By replacing the current trucking leg with a steel-wheel interchange, CN and CSX will be able to deliver “faster, more reliable, and more sustainable supply chain solutions for customers.”

According to CN, the service, which is scheduled to launch in fourth-quarter 2025, will:

• “Build more efficient, reliable supply chains.
• “Cut traffic and emissions by offering an all-rail route via Memphis.
• “Expand rail access into Nashville’s fast-growing market, especially for automotive parts and manufacturing.”

The collaboration builds on both CN’s and CSX’s “proven track record of successful interline agreements,” including its already long-standing partnership on the East Coast, serving the ports of New York, New Jersey and Philadelphia started in 2019, the Class I railroads noted.

“This agreement allows us to expand our reach, enabling our customers to efficiently access more markets. Collaboration like this benefits everyone; railroads, customers, and communities, by driving growth, reliability, optionality, and sustainability,” said CN Interim Chief Commercial Officer Janet Drysdale.

“At CSX, we’re committed to working with our interchange partners to create solutions that deliver mutual value and expand the options available to customers. This new service with CN provides a faster and more sustainable all-rail option into Nashville, helping shippers strengthen their supply chains while reducing truck traffic on our highways,” said CSX Executive Vice President and Chief Commercial Officer Kevin Boone.

The post CN, CSX to Launch Nashville Intermodal Rail Service appeared first on Railway Age.

This year, Railway Age and RT&S are pleased to venture to Pittsburgh on Oct. 1-2 for the much-anticipated 2025 Light Rail Conference, featuring a packed lineup of LRT (light rail transit) professionals who are significantly influencing today’s rail transit industry. Among the reasons to attend is “New Rolling Stock for Cleveland,” presented by Brian Moore, Manager, Railcar Replacement Program; and Casey Blaze, Rail Equipment Manager, Greater Cleveland RTA. This detailed-filled presentation will showcase how rolling stock was developed for two modes—LRT and rapid transit (also known as “heavy rail” or “metro”).

This edition of our annual in-person Light Rail Conference will be filled with dynamic panels and the chance to network with a wide-reaching group of like-minded professionals. It offer a comprehensive review of the specialized technical, operational, environmental, and socio-economic issues associated with LRT in an urban environment. All this will take place at the Fairmont Pittsburgh.

Session Background

Greater Cleveland Regional Transit Authority (GCRTA) has one of the oldest railcar fleets in the U.S. The current rapid transit Red Line and light rail Blue, Green and Waterfront line fleets are 41 and 43 years old, respectively. In May 2023 the agency received a $130 million grant to buy 60 new rail vehicles that can operate on all three of its lines, eliminating the need to run two separate fleets over the 33-mile rail network. The grant was from the Federal Transit Administration’s new Rail Vehicle Replacement Program, which was created by the Bipartisan Infrastructure Law. In July 2023, GCRTA selected Siemens Mobility to supply 24 S200 LRVs to replace its Red Line fleet, which runs from East Cleveland, Ohio, to Cleveland Hopkins International Airport. The contract included an option for up to 36 more vehicles to replace the Blue, Green and Waterfront line fleets. The new LRVs will feature two door heights for high- and low-level platform accessibility, which will allow for operation on any of the lines. Additionally, each will include 52 seats, standing room, four wheelchair areas for accessibility, two bicycle racks, and an advanced infotainment system. GCRTA collaborated on the final design before building began at the manufacturer’s Sacramento, Calif., facility. Delivery is scheduled to be completed in 2027.

Program Highlights

Presented Oct. 1-2 at the Fairmont Pittsburgh, the 2025 Railway Age and RT&S Light Rail Conference is a must-attend premier conference on LRT for transportation professionals in planning, operations, civil engineering, signaling and train control, and vehicle engineering. Students at the undergraduate and graduate levels are also welcome.

Key sessions will focus on:

• Strategic insights into major new-builds and expansion projects.
• Engineering sessions illustrating how to best support long-term efficiency and safety.
• Capital program oversight, risk mitigation, and performance tracking.
• Resilience planning, sharing adaptive strategies for extreme weather events.
• Improvements to customer-facing technologies such as fare collection, communications and security.
• The viability and scalability of alternative propulsion technologies.
• Confronting funding challenges.

In addition to Bryan K. Moore and Casey Blaze of the Greater Cleveland Regional Transit Authority, transit leaders on the program include Andy Lukaszewicz and Justin Selepack of Pittsburgh Regional Transit (PRT), Henry Posner and Ida Posner of Railroad Development Corporation (RDC), Harry Skoblenick of Alstom, Barbara M. Schroeder of Benesch, Rachel J. Burckardt of WSP USA, and many more.

Supporting Organizations

Industry support for the Railway Age / RT&S 2025 Light Rail Conference is strong, including sponsorships from 4AI Systems, Piper Networks, Benesch, and RDC. To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

The post 2025 Light Rail Conference Focus: New GCRTA Railcars appeared first on Railway Age.

With a dramatic sound-and-light show including pulsating LEDs, music, videos and puffs of smoke in a darkened theater setting, officers of Hitachi Rail cut the ribbon Monday, Sept. 8, on a $100 million railcar assembly plant in a suburb of Hagerstown, Md.

Entrance of Hitachi Rail’s $100 million railcar assembly plant on Halfway Boulevard just outside Hagerstown, Md. Sept. 8, 2025.

Lasting 90 minutes, the program comprised a parade of speakers representing various Hitachi companies, suppliers and elected and appointed officials; proceeded through a panel discussion; and ended with a Kobuki drop, when curtains on both sides of the seating area suddenly fell to the floor on cue.

Toshiaki Higashihara, executive chairman of Hitachi, Ltd., speaks at opening ceremonies for the new plant. Sept. 8, 2025.

The reveal disclosed that the 200-plus attendees were in fact sitting in the midst of a factory floor, surrounded by illuminated, gleaming, partially completed subway cars for the Baltimore and Washington D.C. transit systems.

Hitachi Rail Group CEO Giuseppe Marino speaks in front of a projected aerial image of the $100 milllion assembly plant near Hagerstown, Md., which formally opened on Monday, Sept. 8.

Proud to show off their artificial-intelligence-driven factory, Hitachi officials led guests and press on tours of the cars, currently under construction for WMATA (Washington Area Metropolitan Transit Authority, or Metro), and the Maryland Department of Transportation Maryland Transit Administration. The 307,000-square-foot plant sits on 41 acres of land southwest of Hagerstown. In full production, it’s expected to turn out 20 cars per month.

Officials have just cut the ribbon, and the curtains have dropped to reveal subway cars under construction, to mark the official opening of Hitachi Rail’s $100 milllion assembly plant near Hagerstown, Md., on Sept. 8, 2025.

Describing the plant as a “carbon-neutral” and “zero-landfill-waste” facility, officials said it employs 200 people, expected to rise to an estimated 460 by 2027. In all, they said, it will support 1,300 jobs with an annual economic impact of $350 million.

Under construction for 2-1/2 years, the plant replaces Hitachi’s Miami facility, opened in 2016 and closed in 2024. Some workers transferred to Hagerstown, which now becomes the firm’s sole U.S. assembly plant. Carbody shells are fabricated elsewhere, in some cases overseas, then trucked to the plant for installation of interiors, cabs and electrical and HVAC gear. Once mounted on trucks, they are taken for a spin on an 800-yard-long test track.

Trucks and carbodies alike are moved around the shop floor with the use of motorized dollies called Automated Guided Vehicles. Hagerstown, Md., Sept. 8, 2025.

Besides carbody jacks, the shop workplace is equipped with a single 17.6-ton overhead crane and four motorized, laser-guided dollies called AGVs (Automated Guided Vehicles) that can move carbodies or trucks.

In a demonstration for visitors, a Boston Dynamics robotic “dog” prances around the shop floor at Hitachi’s Rail’s new $100 million factory near Hagerstown, Md., on Sept. 8, 2025. By night, the device conducts camera inspections of completed work on subway cars, reporting any defects or cracks to be remedied by the daylight workforce.

Officials demonstrated one of two AI-controlled Boston Dynamics robot “dogs” that patrol the site by night, conducting inspections of the railcars under construction. Using cameras, they report any issues that need correction when the human factory workers arrive the next day. The robots can detect a defect or crack as tiny as 0.1 millimeter.

View looking down an assembly corridor at the $100 million Hitachi railcar assembly building near Hagerstown, Md., on Sept. 8, 2025.

Hitachi also employs AI technology to enhance worker health and safety, through a collision avoidance detection system. If a person approaches the path of a motorized vehicle on the shop floor, it will slow and then stop before striking the person. At the same time, the person wears a pocket-sized unit that warns him or her that a moving vehicle is nearby.

Ian Cruickshank, electrical team lead at Hitachi Rail’s $100 million rail vehicle assembly plant near Hagerstown, Md., displays a wearable exoskeleton that relieves muscle strain when working with arms above one’s head. Sept. 8, 2025. Luis Arango, an undercar mechanic, demonstrates the use of a passive-assist exoskeleton, which attaches to his back, arms and waist, to relieve the fatigue brought on by working with arms held high. Workers wear the devices for underframe work and installation of wiring in the car interior walls, which without an exoskelton is equally uncomfortable to handle for long periods of time.

While currently working on bookings only for subway cars, the plant will be capable of producing a wide range of passenger vehicles, officials said, including light rail, heavy rail (metro), regional/commuter and high-speed rail.

Representing upper management at the event were Hitachi Ltd. Executive Chairman Toshiaki Higashihara and President and CEO Toshiaki Tokunaga, and Hitachi Rail Group CEO Giuseppe Marino. Also on the program were Maryland Lieutenant Gov. Aruna Miller, WMATA General Manager and CEO Randy Clarke, and MTA  Administrator Holly Arnold. Sidelined by COVID, U.S. Sen. Chris Van Hollen (D-Md.) used a videotaped message to remind the crowd that scheduled U.S. rail passenger service began in Maryland with the opening of the pioneering Baltimore & Ohio Railroad in 1827.

Interactive Customer Experience Center Hitachi Customer Experience Center stands at the entrance to the new railcar assembly factory near Hagerstown, Md. Sept. 8, 2025.

A distinctive feature of the site is the stand-alone Customer Experience Center, which offers immersive displays and interactive experiences to show off, among other wares, Hitachi’s AI capabilities, marketed under the brand name HMAX, produced elsewhere in collaboration with the international AI firm NVIDIA.

Antonio Martorana, product manager for Hitachi’s U.S. Market Rolling Stock and Engineering Department, guides a visitor through the interactive experience of running a virtual Washington Metro Blue Line subway train in the new factory’s digital Customer Experience Center.

HMAX uses detection devices to monitor conditions or parts, with the data then analyzed to predict and avert possible equipment failures. The system, or “platform,” examines trains, signaling and infrastructure to minimize downtime and heighten reliability. Among the functions showcased in the customer center:

• A subway car operator cab simulator, where visitors can try their hand at running a train – in this case, WMATA.
• Demonstrations of AI monitoring systems to check catenary-pantograph interface.
• Demonstrations of an AI system to direct waiting passengers to least-crowded areas of an arriving train, monitored in real time.
• An avatar that answers spoken questions about Hitachi products and services.
• A small video theater.

Washington Metro Mockup of WMATA’s 256-unit order for 8000-series cars at the new $100 million Hitachi plant near Hagerstown, Md., plant, opened Sept. 8, 2025.

Hitachi is assembling 256 8000 Series cars for WMATA under a $713 million contract that includes a two-year warranty, parts, tools, training manuals and a cab simulator. WMATA operates a 128-mile system serving 98 stations on six routes in Maryland, Virginia and the District of Columbia, carrying 668,000 weekday riders.

Randy Clarke, General Manager and CEO of Washington Metropolitan Area Transit Authority, speaks next to a married-pair mockup of cars 8000-8001 that had previously on display on the National Mall in the District of Columbia. Sept. 8, 2025.

WMATA’s Clarke said the order will replace the agency’s fleet of 284 3000 Series Breda-built cars dating from 1987, improving reliability and customer amenities. He spoke beside a mockup of a two-car set that Hitachi had previously exhibited on Washington’s National Mall.

Looking toward the coupled end of the married-pair set of mockup WMATA cars 8001-8000 on display inside the Hitachi Rail assembly building near Hagerstown, Md , Sept. 8, 2025.

WMATA awarded the contract to Hitachi after Congress disqualified the Chinese SOE (state-owned enterprise) CRRC over concerns that the cars might carry government-installed spyware, a high-level security issue for a transit system in the nation‘s capital.

Baltimore Subway Three cars of a 78-car order for the Baltimore subway sytem pose on parallel shop tracks at Hitachi Rail’s $100 million assembly plant near Hagerstown, Md., formally opened on Sept. 8, 2025.

Worth $300 million, the Baltimore contract is for construction of 78 cars to replace all of the 31-mile system’s original 1983-era rolling stock, and replacement of the track-circuit-based signal system with CBTC (communications-based train control). Six cars have been tested over the past 18 months, with the entire fleet set to be delivered in 12 to 18 months, according to MTA’s Arnold.

Car production began in the now-closed Miami facility, with the bulk of the work now being handled at the new plant. Signaling components were produced at Hitachi’s South Carolina facility, the legacy remnant of the former Union Switch & Signal Co. of Swissvale, Pa.

Maryland Transit Administrator Holly Arnold briefs reporters on the order for 78 subway cars (including this one) being completed at Hitachi Rail’s new plant near Hagerstown, Md. Sept. 8, 2025.

Baltimore’s Metro SubwayLink, running 15.4 miles from Johns Hopkins Hospital to Owings Mills, Md., in the northwest suburbs, carries 15,000 riders a day. Replacement of the signal system with CBTC will allow current eight- to 10-minute headways to be cut to three or four minutes. With digital technology, Arnold said, CBTC means that “We can see every train at all times.”

In addition to the Baltimore and Washington orders, the plant will be constructing 200 M5 cars under a $725 million contract for Philadelphia’s Market-Frankford subway-elevated line, operated by the Southeastern Pennsylvania Transportation Authority (SEPTA). The cars are expected to arrive in 2029. In addition, the plant will build cars for a new 9.7-mile-long subway route in Toronto, the Metrolinx Ontario Line. All told, the four contracts represent $2.2 billion in railcar assembly work.

The post Hitachi Opens $100MM ‘Digital’ Hagerstown Plant appeared first on Railway Age.

RAILWAY AGE SEPTEMBER 2025 ISSUE: Repairing and rebuilding locomotives in Altoona, Pa., has been a blue-collar activity for a very long time, and Norfolk Southern’s Juniata Locomotive Shop—a 21st century facility that builds on its 19th century roots—continues that tradition, which dates back 175 years.

From left, electricians Scott Kustaborder and Scott Hileman and Senior General Supervisor Kevin Kelly discuss the NS Capital Line rebuilding process with Juniata Locomotive Shop Director Mechanical Operations Jennifer Bailey. The line rebuilds General Electric/Wabtec DC-powered units such as Dash 9s into AC-traction AC44C6M units, including No. 4948 at right.

Situated in the heart of the Allegheny Mountains, where NS’s Pittsburgh Line main line snakes up and over a 2,100-foothigh summit via the renowned Horseshoe Curve landmark, the 70-acre complex stands as the railroad’s sole heavy repair shop. It handles scheduled engine and truck overhauls, wreck repairs, and capital-upgrade programs that turn out rebuilt and updated units at half the cost of buying new locomotives. It is largest locomotive repair facility in America, and many observers say it is also the most complete and most modern such shop on any Class I carrier.

With 2,500-foot-high Brush Mountain as a backdrop, the 70-acre Juniata Locomotive Shop complex lies tucked between Norfolk Southern’s Pittsburgh Line main line and Altoona’s Fourth Avenue (foreground). The long white building at rear is the E&M (Erecting & Machine) Shop, where general overhauls and capital rebuilds of locomotives take place.

“The team at Juniata Locomotive Shop plays a vital role in keeping our operations running safely and efficiently,” said NS Chief Operating Officer John Orr. “Their ability to effectively maintain and rebuild locomotives gets engines back on line faster, which keeps freight moving. What’s equally impressive is the legacy behind their work. Some families there are fifth-generation railroaders. That deep history and pride in their craft make Juniata a cornerstone of our railroad.”

In June 1935, finishing work is under way in the “A” Bay of the Pennsylvania Railroad’s Juniata Erecting & Machine Shop in Altoona, Pa., on five GG1-class streamlined electric passenger locomotives. Juniata built 283 electric locomotives, including 124 of the railroad’s fleet of 139 4,620-horsepower GG1s. Powered from 11,000-volt A.C. overhead catenary lines, they pulled passenger trains at 100 mph between New York and Washington and Philadelphia and Harrisburg, Pa.

The complex consists of one main building, the E&M (Erecting & Machine) Shop, housing 27 tracks, supported by 15 other buildings devoted to specialty functions such as welding, machining, blacksmithing, painting, emissions testing, and inventory storage. In all, they total 1.3 million square feet of working area, with about 30 acres under roof. Some of the buildings date to 1889, when the Pennsylvania Railroad expanded its shop facilities from downtown Altoona, which began repairing equipment almost as soon as rails reached the area in 1850.

A Pennsylvania Railroad builder’s photo shows glistening T1-class 4-4-4-4 streamlined steam locomotive No. 5519, one of 25 built in the Juniata Shops in 1945-46. PRR built 6,587 steam locomotives in Altoona, 4,584 of them at Juniata. PRR owned 52 T1s, which were designed to run at 100 mph, duplicating in steam territory what the GG1 electric types did on electrified lines.

Opened in 1924 with a footprint measuring 340 feet by 680 feet, the E&M shop was designed to build and overhaul steam and electric locomotives in four bays, “A” through “D,” which remain in use today. It was converted to handle diesel-locomotive work in the 1950s and further updated in the 1960s. When PRR merged with the New York Central Railroad in 1968, the resulting Penn Central closed some facilities in Altoona, such as the former Test Department, but retained the heavy repair work.

When Conrail took over from the bankrupt PC in 1976, it centered all of its systemwide heavy locomotive work at Juniata. As part of its investment, Conrail added an “E” bay to the west end of the E&M shop in 1980, enclosing an open space between that building and the 1889 Juniata Shops buildings.

NS acquired its share of Conrail in 1999, including Juniata, and, like Conrail, concentrated all heavy repairs and capital programs there.

In the E&M Shop “A” Bay, eight GE/Wabtec FDL-series prime movers are lined up prior to installation. Juniata Locomotive Shop, Altoona, Pa., Jan. 25, 2022.

The shop currently employs around 430 skilled workers in seven trades, a shadow of the 16,000 shop workers PRR employed across a 218-acre complex during the ’teens and 1920s. But that was when the PRR—then the largest railroad in America—designed, built, tested, updated, and overhauled everything that moved—locomotives and passenger and freight cars—and much that didn’t. Between the Juniata shops and the older Altoona Machine Shops, PRR built 6,587 steam locomotives, 283 electric units, and three gas/diesel units for a grand total of 6,873 in that era.

The locomotive on Track 27 in the foreground, former General Electric Dash 9-44CW road unit No. 9752 (built 2003), is being rebuilt with a Wabtec FDL-A prime mover into AC44C6M unit No. 4948. It is in the middle of the 4940-4959 series that Juniata is converting to AC-traction units in 2025. Juniata Locomotive Shop, Altoona, Pa., August 15, 2025.

Even very large railroads no longer build their own locomotives and cars, but the tradition of expertise in locomotive design, technology and construction remains strong at Juniata. From traction motors to prime movers, from trucks to cab interiors, from frames to emissions testing, the shop handles all aspects of maintaining, repairing, and modernizing NS’s fleet of motive power. That fleet comprises 3,149 locomotives (with 700 more listed in storage), running throughout the road’s 19,500-mile, 22-state system in the East, South and parts of the Midwest.

Employees at Juniata are represented by seven crafts: boilermakers, carmen, clerks, electricians, firemen and oilers, machinists, and sheet-metal workers.

PARTS DISTRIBUTION HUB A storehouse provides parts for smaller locomotive and car shops around the Norfolk Southern system, such as those at Enola and Conway, Pa.; Chattanooga, Tenn.; Elkhart, Ind.; Bellevue, Ohio; and Shaffers Crossing (Roanoke), Va. Aug. 15, 2025.

Juniata might be called the “mother ship” for a half-dozen other NS shops that handle light and running repairs. Its distribution center takes in and sends out components needed to carry out routine locomotive and car maintenance, both to and from the shops and to and from suppliers. Each with its own long history, these system shops are situated at Enola and Conway, Pa. (former PRR), Bellevue, Ohio (former Nickel Plate Road), Chattanooga, Tenn. (former Southern Railway), Elkhart, Ind. (former NYC), and Shaffer’s Crossing (Roanoke), Va. (former Norfolk & Western). The center also serves smaller regional shops.

In addition to overhauling road and yard units as they come due, Juniata has long been a center for capital, or totalrebuild, programs. AC44C6M CONVERSIONS The most recent of these projects is converting older DC-traction General Electric/Wabtec Corp. six-axle road units (Dash 9-40C and Dash 9-44CW models) into AC-drive AC44C6M locomotives in a joint program with Wabtec. NS’s current-year budget calls for a total of 79 conversions (NS Nos. 4881-4939), of which 20 are being completed at Juniata (NS Nos. 4940-4959). By the end of 2025, NS will operate a fleet of 1,000 AC-converted units, including Electro-Motive Diesel/ Progress Rail SD70M-2s converted to SD70IAC units.

Each unit in this program gets a new Model FDL-A (FDL-Advantage) diesel engine, which Wabtec has supplied since 2023. Earlier, Juniata rebuilt FDL engines for the AC44C6M conversions handled there.

Freshly outshopped from Norfolk Southern’s Capital Rebuild line, General Electric/Wabtec AC44C6M unit No. 4943 glistens with a fresh coat of paint in NS’s Juniata paint shop, wearing the road’s standard black-and-white Thoroughbred scheme. Altoona, Pa., August 15, 2025.

According to NS, the process takes about nine weeks: two weeks to dismantle and prepare a locomotive, four weeks to rebuild it with new and reconditioned components, including a new cab; a week to test it in the Juniata Test Shed, and a week to paint it (two weeks for specialty paint schemes).

As a result, NS reports a 25% greater fuel efficiency, 40% greater availability/ reliability (cutting delays), and 55% increase in hauling capacity. Among the upgraded features are energy management systems such as Trip Optimizer software, an Automatic Electronic Start Stop system to conserve fuel, improved emissions controls, and advanced diagnostics.

SD40-2 TO SD40-3 Norfolk Southern Electro-Motive SD40-2 road unit No. 3475 is in line to undergo one of Juniata’s life-extension programs, giving an overhaul that will convert it into SD40-3 locomotive No. 6454. It will gain a new control system, a crashworthy “Admiral” cab, truck and engine overhaul, and Positive Train Control gear if needed for its intended service. The 3475 road number has already been scrubbed from the roster, so a spray-painted “6454” identifies the unit for crews looking to move it inside the shop, where work will begin.

A second capital upgrade project under way is life-extension overhauls to yard and local power, converting Electro- Motive Diesel, formerly Electro-Motive Division, SD40-2 units (six-axle former road locomotives dating to the 1980s) to SD40-3s. This involves installation of new microprocessor control systems, truck overhaul, engine overhaul, and installation of Positive Train Control if needed for the assigned territory. It also incorporates the addition of a Juniata-designed “Admiral” low-nose short-hood cab, so named for an inward slanting windshield design that mimics that of a naval vessel. It was suggested she worked in a co-op program with NS before hiring on in 1999 as a management trainee in the Mechanical Department. She has stayed in that department ever since, working at locomotive shops at Chattanooga, Tenn.; Shaffer’s Crossing, Va.; Bellevue, Ohio; and Birmingham, Ala.

Traction motor combos (assembled sets of profiled wheels, axles, bearings, gearboxes and traction motors) are staged to move toward assembly in trucks destined to ride under reconditioned locomotives. Juniata Locomotive Shop, Altoona, Pa., August 15, 2025.

Kevin Kelly, Senior General Supervisor responsible for the Juniata Capital Line, said, “I’m a fan of this program. We can extend the life of these locomotives—it’s much cheaper than [buying] a new locomotive.” The cost of a new road unit can range from $3 million to $4 million. “We’re doing work here that nowhere else on the [NS] network can do,” he said. “No one else can fly the locomotives (lifting engines from one workstation track to another with one of two 200-ton cranes in “A” and “D” bays) the way we do.” As a result, he said, “The guys have a lot of pride in their work.”

A radiator hood for a six-axle GE/Wabtec road locomotive rests on the floor of the Welding & Sheet Metal Shop. Aug. 15, 2025.

Besides these capital programs, other major projects Juniata has handled for NS are:

• GP50 to GP38-3 conversions (NS Nos. 5801-5836).
• GP59E mothers and slugs (NS Nos. 6649-6661).
• SD50 to SD40E conversions (NS Nos. 6300-6358).
• SD60 to SD60E rebuilds, including NS-designed wide-nose “Crescent” cab (NS Nos. 6900-7035).
• Four- and six-axle ECO locomotives and slugs (partially governmentfunded projects).
• Cab upgrades (with the “Admiral” cab) to GP38-2 and SD40-2 units.

VARIETY OF SKILLS From left, boilermakers Paul Nolan and Jeremy Plummer discuss the day’s work in the blacksmith area of the Welding and Sheet Metal Shop. The 1,800-degree furnace behind them is used for such tasks as burning off emission residue from locomotive exhaust stacks and straightening bent truck sideframes. Aug. 15, 2025.

Among the tasks handled at Juniata:

• Carrying out wreck repairs and heavy overhauls.
• Overhauling diesel prime movers (88 of them for 2025).
• Rebuilding alternators and generators. • Rebuilding prime-mover power assemblies.
• Rebuilding traction motors and wheelsets to provide “combos” for the entire NS system.
• Rebuilding locomotive trucks (36 of them in 2025), which includes axle work, wheel replacement, and reprofiling treads and flanges to meet tolerances.
• Straightening wreck-deformed cast-iron trucks in an 1,800-degree furnace.
• Cutting steel plate up to 7 inches thick with plasma technology.
• Producing signage and decals for the NS system.
• Designing and manufacturing spare parts.

PAINT SHOP Among the special heritage paint jobs completed by Juniata Locomotive Shop is GE ES44AC unit No. 8102, carrying Pennsylvania Railroad markings of tuscan red with gold pinstriping. In this view, it is leading NS Train 11Z across the historic 1902 48-arch Rockville Bridge over the Susquehanna River near Harrisburg, Pa., on NS’s Pittsburgh Line. The train is nearly at the end of its journey to Enola Yard from Binghamton, N.Y. March 17, 2019.

The paint shop is the last stop after a locomotive has been overhauled or rebuilt. A standard NS black-and-white Thoroughbred paint scheme, featuring Topper the NS horse mascot on the locomotive nose, takes about a week (five shifts) to complete. The job includes preparation, sanding, applying primer, masking, painting the finish coat, and drying. It takes twice that amount of time and labor—as much as 750 hours—to apply a specialty paint scheme with decorations, striping, logos, and an array of colors. These include NS’s popular heritage schemes, which honor 23 of the predecessor railroads that formed the present-day NS. Among those painted by Juniata are Pennsylvania, Nickel Plate Road, Norfolk & Western, Conrail, Lehigh Valley, Tennessee, Alabama & Georgia, and Delaware & Hudson.

Wearing a coat of primer, General Electric/Wabtec AC44C6M road unit No. 4944 at left and Electro-Motive Division SD40-3 unit No. 6450 await the application of NS black and white enamel at the Juniata Locomotive Shop paint shop. With masking, painting, and drying, it takes a week (five shifts) to paint a unit in the standard NS scheme. Altoona, Pa., August 15, 2025.

Others include a unit that honors military veterans (NS SD60E No. 6920), two First Responders units (SD60E No. 9-1-1 and GP38-2 No. 5642) and a “Thank You to Our Railroaders” unit (AC44C6M No. 4822). No. 5642 travels with NS’s safety training train, which each year offers classroom and hands-on instruction in dealing with hazmat incidents to first responders at dozens of stops around the NS system.

EMISSIONS TESTING

NS conducts locomotive exhaust emissions testing for units in its own fleet; most other Class I’s except Union Pacific; the Association of American Railroads; and the two major manufacturers, Wabtec (GE) and Progress Rail (EMD). The department assesses gaseous and particulate (soot) emissions and measures opacity of exhaust, all according to a carefully spelled-out procedure, with results rigorously tabulated. In collaboration with AAR, the federal Environmental Protection Agency determines which types of units each railroad will test in a given year at Juniata.

“We are the only Class I railroad that has its own indoor test facility,” said Mike Reindl, a gang leader for emissions testing.

NS devotes nearly all its resources at Juniata to its own fleet. In the past, Conrail and later, an NS subsidiary, Thoroughbred Mechanical Services TMS), operated an insourcing program that solicited locomotive mechanical work from other Class I roads, passenger and commuter carriers, short lines and regional roads, and leasing companies. Among its clients were Amtrak, MTA Metro-North Railroad, New Jersey Transit, Florida East Coast, GATX, Helm Leasing, Railpower Technologies and Union Pacific. NS later ended the TMS program.

Juniata also assembled locomotives from kits supplied by GE and EMD— some for Conrail and NS and some for other railroads. For a brief period, November 1998 to June 1999, both programs were under way at Juniata, the only time in American history that new locomotives of GE and EMD—traditional competitors—were built under the same roof, according to the history website Altoonaworks.info.

As a demonstration of NS’s commitment to the future of Juniata, the company about 10 years ago undertook a $53 million project to replace a coal burning generating plant with a gas-fired system. The company estimates that it saves $4 million annually in fuel costs and cuts carbon-dioxide emissions by 29,000 tons per year. It normally supplies all the shop’s electrical needs, but the complex can rely on a commercial utility when the gas-fired plant is off line for maintenance or repair.

PASSENGER CAR SHOP Interior work is under way on car No. 23, Buena Vista, the Norfolk Southern theater car, in Miscellaneous Shop No. 2. Aug. 15, 2025.

Although not considered motive power, NS’s office car passenger fleet is housed and maintained on the Juniata Locomotive Shop complex.

Workers prepare the cars for Office Car Special trains, when NS officials inspect the railroad or entertain shippers, public officials, and railroad families. Painted in a deep red with gold striping that recalls the colors of former Norfolk & Western passenger trains such as the Pocahontas and Powhatan Arrow, the cars represent an amazing variety of styles and pedigrees. Employees assigned to the long building where they’re kept, Miscellaneous Shop No. 2, must look after not only mechanical parts such as brake shoes and couplers but also window glazing; upholstery; interior decorating; plumbing, heating and air conditioning; head-end power; and bedroom and kitchen furnishings.

Norfolk Southern’s office-car fleet is maintained in Miscellaneous Shop No. 2. Among the cars seen in this January 2022 view are theater car No. 23, Buena Vista (a former Southern Railway car), left, and a former Conrail Budd Co. full-length dome car, No. 24, Delaware, built in 1954 for the Santa Fe Railway’s San Francisco Chief.

A few of the 20-some cars began life as heavyweight 1920s-era open-platform observation cars, while others are more modern, from the lightweight streamlined-car era of the 1940s and 1950s. The oldest dates from 1911; the newest was built in 1954. Most are named for states through which NS operates. Some are configured with sleeping compartments and office workstations; others are set up with dining or lounge space, a gym, or a crew room. In addition to inspection-trip duty, the Office Car Special train makes a journey each April to the Masters golf tournament at Augusta (Ga.) National Golf Club, where it serves as a stationary reception area for NS officers entertaining guests.

Norfolk Southern’s specially painted Electro-Motive SD60E unit No. 911 (lettered “Honoring First Responders”) and Electro-Motive GP38-2 unit No. 5642 (lettered “Training First Responders”) lead NS’s First Responders training consist at Harrisburg, Pa., on July 27, 2023. Both units were painted by Juniata Locomotive Shop.

Out on the road, the most popular cars are Nos. 23, Buena Vista, and 24, Delaware. Buena Vista is a theater car, with tiers of rearward-facing seats arranged in an inspection gallery that allows passengers to look back at the track as it recedes behind the moving train. Originally built by the Budd Co. for Santa Fe Railway’s San Francisco Chief passenger train, Delaware is a full-length dome car, with lounge seats and tables arranged along the length of the elevated viewing cabin.

HERITAGE LEGACY A heritage paint scheme honoring Conrail as a component of Norfolk Southern is among the products of Juniata Locomotive Shop’s Paint Shop. In this Feb. 3, 2024, view, ES44AC unit No. 8098 is leading NS coal train 632 on NS’s Buffalo LIne at Roberts Valley Road crossing, Rockville, Pa.

As Director Mechanical Operations, Bailey reflects on the long history of the facility she manages this way: “Leading the shop is such a privilege and extremely rewarding. I’m constantly amazed by the level of skill, dedication, and pride the team brings to their work. Every day, I see incredible craftsmanship, creative problem-solving, and a deep commitment to doing things the right way. Because our work matters. It’s inspiring to see how much ownership each person here puts into what they do.”

Generations Build on Railroad Family Heritage

It’s not unusual to find Norfolk Southern employees in Altoona, Pa., with four, five, six or more generations having worked on the railroad. Here are just two of them who work at Juniata Locomotive Shop.

Dave Yingling A railroad family: Machinist Shop Team Lead Dave Yingling and his twin sons, Student Machinists Joshua and Jacob Yingling. Josh and Jacob mark at least the 5th generation of local railroaders in their family, and they are researching the possibility of a 6th generation. In this photo, Dave Yingling is at left, with Josh Yingling (Jacob was at NS’s McDonough, Ga., training center when the photo was taken).

Dave Yingling, 54, a machinist team leader on the Juniata locomotive overhaul line, is part of a six-generation string of Altoona railroaders. He’s the fifth generation, and his twin sons Josh and Jacob, 22, are freshly hired as machinists and thus become the sixth.

Hired by Conrail in 1993, Yingling worked first at nearby Hollidaysburg Car Shop as a wheel shop machinist, then transferred to the Hollidaysburg reclamation plant, which scrapped obsolete locomotives and cars. Later, he moved to Juniata Locomotive Shop, where he’s worked in the wheel shop, truck shop, traction motor shop, Capital Line and back shop. For six years, he worked with Thoroughbred Mechanical Services, which insourced work for Juniata from other railroads and manufacturers, and in the process it became a profit center.

Currently, Yingling works on the overhaul line, which strips and rebuilds engines, trucks and traction motors, and tests locomotives after they’ve been reconditioned. He proudly cites his family’s railroad lineage:

• (Great-great-grandfather) William J Yingling, carman, Westbound car shop, retired 1947.
• (Great-grandfather) Howard E. Yingling, carman, Altoona roundhouse, retired 1967.
• (Grandfather) Clair William Yingling, carman painter, Hollidaysburg Car Shop, retired 1989.
• (Father) David Yingling, Sr., carman, Hollidaysburg car shop, reclamation plant, and Juniata business car shop, retired 2007.
• David Yingling, Jr., machinist and boilermaker, Hollidaysburg car shop, Juniata Locomotive  Shop, planning to retire in 2030. (Brother) Steve Yingling, boilermaker, Juniata Locomotive Shop.
• (Son) Joshua Yingling, machinist, Juniata Locomotive Shop.
• (Son) Jacob Yingling, machinist, Juniata Locomotive Shop.

Of his and his family’s careers, Yingling says: “I’m extremely proud. The railroad is vital to our country, and that makes me want to make sure that we’re doing it right. History has a big part in making sure you’re filling up your facility with quality people.”

Mike Reindl NS Juniata Locomotive Shop worker Mike Reindl, a fifth-generation railroader, at the Railroaders Memorial Museum in Altoona, Pa., where he volunteers on various projects. They include the restoration of former Pennsylvania K4s-class steam engine No. 1361 and a Penn Central caboose, both built in Altoona.

Mike Reindl, 42, a sheet metal worker with 20 years at NS, is a gang leader responsible for locomotive emissions testing. He’s a fifth-generation employee who counts scores of railroad-employed relatives, when figuring in direct ancestors, uncles and cousins on both sides of his parents’ and grandparents’ families. A short roster reads like this:

• (Great-great-grandfather on great-grandmother’s side) Alois Schactner, blacksmith, Juniata Shops.
• (Great-grandfather) Frank Reindl, boiler wash, East Altoona.
• (Grandfather) Francis Reindl, tender repairman, East Altoona.
• (Father) Thomas Reindl, machinist welder, (Uncle) Bill Reindl, machinist and management.
• Mike Reindl, sheet metal and emissions test gang leader.

Reindl cites “countless others,” in the related Bott, Heintel, Hermansky, Hrzic and Rimbeck families. Among the jobs they filled are patternmakers and molders at South Altoona Foundries, Middle Division (Harrisburg, Pa., to Altoona) track gang/maintenance-of-way, carman, Juniata passenger car shop, Middle Division chief claims agent, laborer, boilermaker, storehouse employee and locomotive engineer.

“It’s a family thing,” he said. “For the most part, for more than 100 years, that’s what the family has been doing, working for the railroad—all four of them, PRR, Penn Central, Conrail, Norfolk Southern—and who knows, maybe Union Pacific.”

“At family events, that’s all they want to talk about: ‘What’s going on in your department?’ The older people, they didn’t say what’s going on in the railroad, they’d say, ‘What’s going on in the shops?’ They knew what you were talking about, it was the terminology.”

With his dad often working second shift, Reindl spent a lot of time with his grandfather Francis, who “worked for the Pennsy during steam locomotive days. He had a lot of old manuals, and we’d sit down and he’d go over the different classes of locomotives.”

One of the locations where his grandfather took him to watch trains was the turntable outside the Juniata Locomotive Shop, where he’d see his dad and uncle working. “Seeing Dad down there, he would wave, and all the other guys would wave. My uncle was a gang boss, shifting the locomotives around the shop. You’re kind of like a big family, all the guys waving to a little kid. It stuck with me to this day.”

Years later, when Reindl was shifting engines on the same tracks, he would “be sure to blow the horn, ring the bell [to acknowledge kids watching him]. Because I can remember being the little kid on the other side of the fence.”

Reindl volunteers at the Altoona’s Railroaders Memorial Museum, located on part of the former PRR Altoona Machine Shop property. “I do it because of my heritage, and I do that for the kids,” he said. “There are so many things that kids can get into today. I want to lead them down a good path.”

A sign at the main gate displays a logo that signifies the combination of past and present. The horseshoe-shaped track represents the nearby landmark Horseshoe Curve at Milepost PT242, where Norfolk Southern’s triple-track Pittsburgh Line main line climbs the spine of Allegheny Mountain on a 12-mile, 1.86 percent grade. Juniata Locomotive Shop, Altoona Pa., August 15, 2025.

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CN

CN on Sept. 8 announced that it has expanded its firefighting capabilities with new assets and upgrades to its specialized fire suppression fleet. Building on its 2024 wildfire response, CN says it has “strengthened its ability to protect its network infrastructure and support local firefighters during another severe wildfire season.”

In 2025, CN introduced two independent firefighting railcars, Oceanus and Amphitrite. Each carry 25,000 gallons of water and is equipped with cannons, pumps, and hose support. The units can be deployed rapidly and operate either independently or with larger trains.

CN also launched a pilot program testing fire trailers for smaller fires along the right of way. Each trailer holds 350 gallons of water and features a fixed water cannon for off-track wildfire response.

To further bolster efforts in British Columbia, CN stationed eight additional 30,000-gallon tank cars in strategic locations. These cars, the Class I says, helped ensure the availability of additional water supply in water-scarce regions.

CN also enhanced its existing Neptune, Trident, and Poseidon trains, first deployed during the 2024 Jasper wildfires. These assets are being upgraded to increase their water capacity by more than double, “improving CN’s ability to assist emergency efforts near rail infrastructure and in hard-to-reach fire zones,” the Class I noted.

“At CN, our priority is to safeguard the critical rail infrastructure and supply chains that communities and businesses rely on every day. These new assets strengthen our ability to defend our network, protecting supply chain corridors from the threat of wildfires while also supporting emergency responders. Together, we are ensuring resilience where it matters most,” said CN Vice-President, Safety and Environment Mark Grubbs.

Port of Montreal

As part of the Port of Montreal expansion project in Contrecœur, MPA and DP World in Canada (a joint venture between DP World and La Caisse) have entered into a joint development agreement for the design of the land-based works of the future container terminal. The official signing of the agreement, which took place on Sept. 4, enables DP World to join the ranks of active terminal operators at the Port of Montreal.

Selected for its “international expertise in operational excellence, technological innovation, and sustainable development,” DP World will make the future Contrecœur terminal its sixth port facility in Canada, joining Fraser Surrey, Nanaimo, Prince Rupert, Saint John, and Vancouver. Globally, DP World operates in more than 60 ports and terminals across 64 countries.

Under the joint development agreement, the MPA and DP World’s Canadian operations will, in the coming months, finalize the terminal’s design as well as the terms of the construction and operating contract, which will take effect with the start of land works. As announced in October 2023, the Port of Montreal’s Contrecœur expansion project is based on a hybrid approach:

• “In-water works are overseen by the MPA and have been planned in collaboration with CTCGP (Pomerleau and Aecon) using a collaborative design-build approach.
• “Land works and operations will be under the responsibility of DP World, which will lead the construction of the terminal (container yard, buildings, utilities, and rail connection) and ensure its operation and maintenance for the next 40 years.”

Next steps in the Port of Montreal’s Contrecœur expansion project include:

• Start of site preparation work (subject to obtaining the required approval). (2025)
• Launch of the design phase for land works in collaboration with DP World, including the selection of a designer as part of this process. (2025)
• Start of in-water works. (2026)
• Finalization of the terminal design. (2026)
• Finalization of the construction and operating agreement with DP World.  (2026)
• Start of land-based works. (2027)
• Completion of works and commissioning of the new container terminal. (2030)

In parallel, the MPA says it continues to develop and implement compensation plans, monitoring programs, and mitigation measures required to comply with the conditions of the favorable decision received for the project in March 2021. The compensation plans and monitoring programs, developed in collaboration with experts from government agencies and in consultation with the relevant Indigenous communities, are submitted to the Impact Assessment Agency of Canada (IAAC) in their final form and subsequently made public, in accordance with established procedures.

“The agreement with DP World here in Canada marks a decisive step in realizing the Port of Montreal expansion project in Contrecœur,” said MPA President and CEO Julie Gascon. “By leveraging innovation, sustainability, and the expertise of a world-class partner, we are strengthening the Port of Montreal’s strategic role as an economic engine for Quebec and Canada. This project is designed not only to meet the growing need for business diversification but also to create long-term value by supporting Canadian economic sovereignty as global trade evolves. We are a maritime nation, and the future of international commerce will pass through our ports.”

“We’re honored to deliver this transformational project, which will elevate the Port of Montreal’s role in global trade and diversify Canadian trade,” said DP World in Canada CEO Doug Smith. “More importantly, the Contrecœur terminal will serve as a true economic engine for Quebec and Eastern Canada—creating thousands of jobs during construction and driving long-term prosperity through expanded trade capacity. This project will not only strengthen the region’s position in global commerce but also deliver lasting benefits for local communities and businesses.”

“Supply chain salute to our partners Port of Montreal and DP World in Canada on signing their joint development agreement,” commented CN in a social media (X) post. “More port capacity means more opportunity for businesses, communities and the North American economy.”

NS

NS is still accepting applications for its Trades on Track scholarship, an initiative that the Class I says, “invests in the next generation of skilled professionals by providing financial assistance to vocational students within the railroad’s 22-state network.” The deadline is Sept. 30, 2025.

(NS photo)

Why it matters:

• “Workforce demand: Skilled trades—from welding and electrical work to mechanical logistics and more—are vital to nearly every sector of the economy.
• “Opportunity for all: Scholarships are open to new and current students, as well as those seeking to reskill or make a career change.
• “Broad eligibility: Candidates across all of NS’ 22-state network can apply.
• “Community impact: These well-paying jobs help grow local economies and create long-term career pathways.”

Students enrolled in a post-secondary program related to the railway industry, including trade schools, technical or vocational schools, community colleges, certification programs, and dual enrollment pathways are eligible for the $5,000 scholarship. Eligible states include Alabama, Delaware, Florida, Illinois, Indiana, Kentucky, Louisiana, Maryland, Michigan, Mississippi, Missouri, New Jersey, New York, North Carolina, Ohio, Pennsylvania, South Carolina, Tennessee, Virginia, and West Virginia.

The program is managed by the Atlanta-based SkillPointe Foundation, which partners with companies nationwide to expand skilled talent pipelines. By teaming up with NS, the foundation is helping ensure that critical rail trade skills remain present and resilient for decades to come, the Class I noted.

“With our Trades on Track Scholarship, we’re investing in the workforce of the future by empowering individuals to pursue meaningful, hands-on careers. Vocational skills are essential to building strong communities and driving economic growth,” said NS Foundation & Community Impact Director Kristin Wong.

The post Class I Briefs: CN, Port of Montreal, NS appeared first on Railway Age.

San Bernardino County Transportation Authority’s ZEMU—a hydrogen fuel cell-powered FLIRT H2 train from Stadler—will launch Sept. 13, serving riders on Metrolink’s nine-mile, five-station Arrow Corridor between San Bernardino and Redlands in Southern California.

The ZEMU (Zero-Emission Multiple Unit; download fact sheet below) will run alongside two existing low-emission Stadler FLIRT DMUs (diesel multiple units).

ZEMU-tech-fact-sheet_081425Download

SBCTA ordered the ZEMU in 2019, with an option for four more; the train was built in Switzerland, showcased at InnoTrans 2022, and arrived in the U.S. in September 2023. In 2024, it underwent extensive testing at the Transportation Technology Center in Pueblo, Colo. This included achieving a Guinness World Record for the longest single operating distance recorded by a hydrogen fuel cell multiple-unit without refueling: 1,742.025 miles. The ZEMU arrived in San Bernardino in June 2024 (scroll down to watch video). Since then, it has undergone various tests to integrate with Metrolink’s operating system; trainings have occurred with public safety personnel; and safety checks in accordance with Federal Railroad Administration guidelines have been conducted. 

“The first FLIRT H2 [ZEMU] for SBCTA consists of two electrically powered end cars and a modular ‘Powerpack’ in the center,” according to Stadler. “This ‘Powerpack’ contains the fuel cells and hydrogen tanks. The fuel cells convert the hydrogen into electricity. This current is passed on to a drive battery. The battery supplies the vehicle’s drives with the power they need. This configuration also allows energy to be recovered during braking. Thanks to this drive solution, the FLIRT H2 can operate all day without refueling. The train provides seats for 108 passengers and has additional standing room. The vehicle can reach a maximum speed of 130 km/h [approximately 81 mph]. The train is also designed for operation at high ambient temperatures of up to 49 degrees Celsius [120 degrees Fahrenheit].”

SBCTA contracted with Air Liquide Hydrogen Energy U.S., LLC to design, construct, and install the infrastructure that will provide hydrogen storage and a transfer system that will fuel the ZEMU train at the Arrow Maintenance Facility.

The public is invited to ride ZEMU on Saturday, Sept. 13; they can board the train throughout the day at any of the Arrow Corridor stops (download map below). On the first day, zero emission will also mean zero fare as the public can ride ZEMU at no cost, according to SBCTA. A list of the stations and boarding times can be found at Metrolinktrains.com.

metrolink-system-map-may-2024Download

“Saturday will mark a historic day for SBCTA,” SBCTA Board President Rick Denison said. “ZEMU is proof of our commitment to improving regional air quality, embracing innovation, and expanding clean-air transit options throughout the county. I look forward to riding ZEMU and am excited for residents and visitors to experience this train firsthand.”

(ZEMU, June 2024 Arrival Video, Courtesy of SBCTA) Further Reading:

• SNR Debuts HFC ZE Switcher
• ABB to Provide Traction Tech for New Metra, Caltrans Trainsets
• Ballard Expands HFC Agreement with Caltrans, Stadler US
• ZEMU Testing to Begin Next Month
• SBCTA, Stadler, Metrolink Celebrate ZEMU Tech
• FLIRT H2 Sets a Guinness World Record at TTC
• Hydrogen Finds its Place in California
• HFC Developments Accelerating, Part 3 
• HFC Developments Accelerating, Part 2
• HFC Developments Accelerating
• First U.S. Hydrogen Powered Passenger Trainset Testing at TTC
• California Orders Another Six HFC Trainsets
• California Finalizes Order for 29 HFC Trainsets
• California Orders 29 HFC Trains for Intercity Services

The post ZEMU Debut Set for Sept. 13 appeared first on Railway Age.

IBEW is one of 11 unions that have ratified agreements with UP; they cover 12 crafts and represent 46% of the Class I railroad’s craft employees.* International Association of Sheet, Air, Rail and Transportation Workers’ Mechanical and Engineering Department (SMART-MD) members ratified their agreement with UP earlier this month.

The ratified agreements cover five-year terms and include wage increases, effective July 1, 2025, along with additional vacation time, health and welfare benefits, and work rule changes, according to UP.

Specifically, IBEW said its agreement “delivers meaningful improvements” such as:

• “Annual general wage increases totaling 18.77% over five years, ensuring members see real financial growth over the life of the contract.
• “General wage increases now added to current pay differentials.
• “Expanded paid bereavement leave to include grandparents and grandkids.
• “The ability to carry over up to 32 hours paid sick time annually, with a maximum of 160 hours with cash-out options at the end of each calendar year.
• “Health and welfare improvements at no additional cost to members H&W monthly contributions.
• “New-hire employees will now receive paid vacation days, while tenured employees will benefit from faster qualification and accrual of vacation time.
• “Starting in 2026, members will also have access to a new optional high-deductible health plan with lower monthly premiums. Additionally, employees who opt out of health insurance coverage will receive an increased monthly payment of $200.”

IBEW International President Kenneth W. Cooper commented that the agreement “reflects a new era of partnership and progress that recognizes the important contributions of IBEW-represented railroad electricians while embracing the challenges and opportunities of the future.” It also “underscores the power of solidarity and the value of union labor in shaping a more secure and equitable workplace,” and “is a testament to the strength of collective bargaining and the unity of IBEW members,” he noted.

“I want to thank all our union partners for their work in reaching these agreements,” UP CEO Jim Vena said during the railroad’s announcement this month. “It’s important we reward our employees without delay and acknowledge their contribution providing the safe, reliable service we sold our customers.”

In a related development, the National Carriers Conference Committee and IBEW members earlier this year voted to ratify a national collective bargaining agreement.

* UP has ratified agreements with:

1. National Conference of Firemen & Oilers (NCFO)
2. The International Brotherhood of Boilermakers (IBB)
3. The International Association of Machinists and Aerospace Workers (IAM)
4. IBEW
5. The Brotherhood of Maintenance of Way Employees (BMWE)
6. Brotherhood of Railroad Signalmen (BRS)
7. The Transportation Communications Union (TCU) and the Brotherhood of Railway Carmen (BRC) division
8. International Union of Operating Engineers (IUOE)
9. Iron Workers (IW; International Association of Bridge, Structural, Ornamental and Reinforcing Iron Workers)
10. SMART-MD
11. The American Railway and Airway Supervisors Association (ARASA)

Further Reading:

• Union Pacific + Norfolk Southern: It’s Official
• UP, NS Notify STB of Intent to File Merger Application
• Deal Vs. No Deal

The post IBEW Ratifies Agreement With UP appeared first on Railway Age.

We hosted a call with a former Class I CEO on the implications of a transcontinental merger. Our panelist believes the merger will enable significant share gains over the long term, more so than an agreement, and ultimately be approved by the STB. Stakeholders seeking concessions will be inevitable but unlikely to impact any decisions, and associations likely to work directly with rail partners for agreements.

One team with one playbook is much more powerful than a partnership, according to our panelist. Transcon railroads exist in many other countries, and the long-term benefits outweigh any near-term challenges/headwinds. A unified network will enable Union Pacific to make long-term investments into network pockets that previously were not a priority, improving service quality for shippers.

Watershed freight will be significant for a unified network and will allow IMCs (intermodal marketing companies) to redesign the network to compete with long-haul trucking. Shippers will have the advantage of getting a single quote for a transcon move, enabling share gains. Our panelist pointed to autos as a material opportunity for a unified network; UP will theoretically be able to show the OEMs a rail map that could feed them to virtually all relevant cities, allowing UP to win a multi-year contract for up to 75%-80% of their volume. A merger would be bullish for the West Coast ports given a single-line service, and be a negative for the East Coast Ports, the Panama Canal and the Canadian ports to a lesser extent.

Historically, not much has been given to stakeholders who ask for concessions (especially other Class I’s). Our panelist does not believe any concessions will be given to another Class I, and concessions for short lines only will be on a localized basis (sales may only happen where the STB is very uncomfortable). Shippers and shipper associations likely will not get much out of seeking concessions with the STB; they often work directly with the railroad on an agreement. Associations historically are not very good at stopping a merger from happening. Because BNSF did not make a bid for CSX, our panelist doesn’t believe the STB will go after reciprocal switching, given it would now create a more imbalanced system without two transcons.

Courtesy Otter Valley Railroad Model Trains

Unified single-line networks easily out-punch interline agreements per our panelist, verifying our intuition discussed previously. Citing CN’s experience, our panelist noted that gains from the CN’s combination with Illinois Central generated longer-lasting synergies than an agreement with Kansas City Southern which saw benefits fizzle out after five years. While an interline agreement is better than no coordination, it is not sufficient to adequately tap the watershed opportunity. According to our panelist, this is because the two railroads still ultimately need to negotiate revenue sharing terms around the short haul, which prevents commercial alignment. Our analysis of prior STB merger decisions has found that the Board has consistently acknowledged the reality that the synergy potential of mergers is not perfectly replicated with agreements. We highlight these once again below.

Integration always presents execution risk, but a Union Pacific+Norfolk Southern combination fares better than the UP+Southern Pacific or the Conrail split between CSX and NS. Prior cases of challenged integrations arose out of network overlap, which is not a big factor for UP+NS. Lack of overlap was also credited for the relatively smooth integration of Canadian Pacific and KCS. Our panelist acknowledged that IT constitutes the trickiest piece of integration, but noted that UP’s disclosed $2 billion in merger-related capex (most of which management attributed to technology) was reasonably calibrated, in his view. We note to investors that the $2 billion outlay is significantly higher than seen in prior mergers (barring UP+SP, which was a woefully underinvested network, see table below). Additionally, the panelist noted that overruns in integration spend are possible but are justified by the sizeable synergy opportunities. A single-line UP+NS will create winners and losers among the IMCs, with prime UP partners gaining. Hub Group and Knight-Swift intermodal would be able to readily tap the watershed opportunity, given their existing relationships with the combining railroads. The panelist also sees J.B. Hunt eventually faring well, given the intermodal leader’s scale spanning both Eastern networks.

STB on Mergers vs. Interline Agreements CPKC photo

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

Union Pacific photo

UP+Southern Pacific 1996: The ICC consistently rejected claims that coordination of benefits can be achieved voluntarily.

Santa Fe+ Southern Pacific 1983 (“Shouldn’t Paint So Fast”): Without the unified management resulting from the merger, few if any of the operating economies projected under the Operating Plan are attainable.

The post Transcon Merger Discussion with a Former Class I CEO appeared first on Railway Age.

The Train Crew Choice Act, according to a press release from the office of Rep. Burlison, “repeals the FRA’s two-person crew rule and restores flexibility for railroads to make staffing decisions based on safety, technology, and efficiency.”

“This bill is about stopping union bosses from using Washington to get what they can’t win at the bargaining table,” said Burlison. “Previously, in 2019, the FRA concluded that ‘accident/incident data does not support a train crew staffing regulation.’ Yet the Biden-Harris administration went ahead with this mandate, which burdens small railroads with increased costs with no benefit except inflating union membership.”

“Freight rail is one of the safest ways to move goods in America,” Burlison continued. “We should be encouraging innovation, not imposing unnecessary regulations that benefit special interests.”

“Mr. Burlison ignores the irony of his doing on behalf of railroads precisely what he complains rail unions are doing,” commented Frank N. Wilner, Railway Age’s Capitol Hill Contributing Editor. “A similar legislative attempt by Burlison in 2023 failed, as have almost a dozen rail-labor-backed bills to mandate two-person crews.

“The FRA’s 2024 regulatory mandate drew court challenges from numerous railroads that were consolidated into a single case now before the 11th Circuit Court of Appeals in Atlanta. The railroad lawsuit alleges the FRA two-person crew mandate has two fatal flaws: 1) It runs afoul of a Supreme Court holding that regulatory agency edicts have ‘a rational connection between the facts found and the choice made;’ and 2) It violates Executive Orders No. 12291, 12866, and 12563 requiring federal agencies, before publishing new rules, prove expected benefits exceed anticipate costs,” Wilner concluded.

“This bill by Rep. Burlison is out of sync with the administration and members of Congress on both sides of the aisle. Secretary of Transportation Sean Duffy and David Fink, who has been nominated to serve as FRA Administrator, both pledged to support the two-person crew regulation during Senate confirmation hearings. Vice President Vance who introduced the Railway Safety Act, which contains language to mandate a minimum crew size, also reiterated his continued support for this important safety regulation during a press conference earlier this year,” commented Mark Wallace, Brotherhood of Locomotive Engineers and Trainmen (BLET) National President.

Further Reading:

• Report: USDOT Calls on Appeals Court to Reject Petitions Against its Two-Person Crew Rule
• Crew Size: ‘It Depends’
• Crew Size is About More Than Safety
• Missouri Rep. Burlison Eyes Nullification of FRA Crew Size Rule

The post Legislation Introduced to Nullify FRA Two-Person Crew Mandate appeared first on Railway Age.