Railway Age magazine

The Contrarian View: The phrase “Where’s the Beef” originated from a Wendy’s commercial in 1984 and quickly became a “cultural catchphrase” used to express skepticism or doubt about the substance of something. It is often used humorously in various settings and situations (especially political campaigns) to question the integrity of an idea or proposal.

One of the supposed justifications for the UP-NS merger is the need to more efficiently handle large volumes of so-called transcontinental rail traffic. At one time U.S. railroads moved substantial amounts of international steamship container traffic from West Coast ports to ports along the East coast as well as to inland destinations in the Midwest.

A land-bridge was a port-to-port movement of containers replacing the middle portion of an ocean voyage that began in Asia before the first U.S. port-of-call and extended beyond the second (by water to Europe). The Santa Fe Railway developed the first land-bridge container train, linking Asia with Europe, using Santa Fe and Penn Central lines in the early 1970s. This original multimodal concept produced two successful variations (or spinoffs) called mini-land bridge and micro-land bridge.

Mini-land bridge was a port-to-port movement replacing one end of an ocean voyage. It was characterized as using a land transport mode, usually rail, to serve a second port from an initial port of call. One example was a carrier calling at a southern California port offering mini-land bridge to and from Houston rather than calling at Houston direct.

Micro-land bridge service would operate between a U.S. port of call (on the West Coast) and an inland intermodal hub (which may or may not also be a port). Chicago is the single largest inland hub for micro-land bridge service, but Memphis and Atlanta also developed into a major destination in their own rights from the West Coast over the years.

But as they say, the only thing constant in the universe is change. The Chicago micro-land bridge traffic remains strong as ever. Chicago claims the title of the largest inland port in the U.S., based on the annual volume of containers in TEUs handled there. But whatever happened to the East Coast inland destination traffic? The short answer is it is going away, being replaced by a new version of the mini-land bridge using East Coast ports as the U.S. port of entry rather than West Coast ports.

In the long term, this shift can likely be explained in part by infrastructure. One example is the widening of the Panama Canal in 2016 which allowed larger vessels to transit the waterway. Another factor here is the continuing shift of production capacity from the Peoples Republic of China (PRC) south into the eleven member states of the Association of Southeast Asian Nations (ASEAN). This shift has encouraged increased use of the Suez Canal route to connect Asia with North America. (ASEAN represents the fifth largest economy in the world based on GDP right after Japan, and one of the world’s fastest growing.)

At the same time, there has been an impressive ongoing expansion of container facilities on the East Coast including improved access such as port dredging and bridge raising. These changes have dramatically increased the ability of eastern ports to handle more cargo despite higher overall transit times from Asian ports.

We would argue it also marked the beginning of the end for the need of the kind of transcontinental rail services referred to as micro-land bridge.

By 2030, East Coast ports are expected to account for 50% of U.S. containerized imports, up from 38% in 2015 (Source: UN Trade & Development website, 2024). We calculated the current actual split based on five largest West Coast ports (based on 2024 actual teu volume) versus the eight largest East Coast ports. (Houston was specifically excluded.) The results showed almost 53 percent of total container imports via the West Coast versus 47 percent via the East Coast. This means the need for 10,000-ft Union Pacific double stack trains struggling to transit the Meridian Speedway will soon be effectively over.

In 2024 six of the top ten U.S. container ports by twenty-foot equivalent unit (TEU) of containerized volume were all located along the east and gulf coasts. The top U.S. port by container volume was Los Angeles followed in second place by Long Beach by a respectable margin. However, literally right behind Long Beach was the Port of New York and New Jersey. Would NY/NJ have come in second in volume if it were not for October’s East Coast longshoreman’s strike in 2024?

Ranked number three is the traditional East Coast heavyweight, the Port of New York and New Jersey. But what surprises us is the rest of the top ten rankings. Ranked fourth was the Port of Savannah (with about 60% of Long Beach’s annual volume) with the Port of Virginia ranked fifth. The Houston Port Authority comes in at #6 and the Port of Charleston at #7.

In 2001 according to Bureau of Transportation Statistics the Port of Savannah was ranked eighth for total container volume among all U.S. ports.

Arguably the most impressive port “renaissance” on the East Coast has occurred at the Port of Savannah, operated by the Georgia Ports Authority. The Port of Savannah’s website now advertises the port as “The single largest container terminal in America.”

In a study released in September 2025, Georgia Tech researchers found shippers save money, boost reliability and achieve comparable average transit times when they land Atlanta-bound cargo at the gateway port of Savannah, instead of a West Coast port. The complete version of this Study is now available on the Port of Savannah’s website. It makes for very interesting reading.

Savannah (and the state of Georgia) now basically represents everything the Port of Los Angeles (and the state of California) does not.

Port of New York & New Jersey.

The OOCL Iris became the largest capacity vessel to ever call at the Port of Savannah, arriving at Savannah’s Garden City Terminal on February 25 of this year. With a maximum capacity of 16,828 TEU (twenty-foot equivalent) container units, the OOCL Iris is 1,204 feet long and 167 feet wide. The CMA CGM Marco Polo held the previous maximum capacity record at the Port of Savannah, at 16,022 TEUs.

Atlanta is the largest metropolitan area (and consuming market) in the southeast. It is one of the five Top 10 MSA’s located along the East Coast and is ranked by Colliers International as the fourth largest industrial market in the U.S. (just ahead of New York City metro and right behind Dallas-Ft. Worth). It is located approximately 248 highway miles from Savannah. The two cities are also connected by rail (both CSX and NS). GPA also operates a major automobile port at Brunswick, GA.

Nearby Top 25 Industrial Markets include Charlotte, N.C. (#14) and Memphis, Tenn. (#19).

Savannah Port is home to the biggest single-terminal container area, one of its kind in North America. It includes two deep-water terminals called the Garden City Terminal and the Ocean Terminal.

The Garden City Terminal is reportedly the 4th busiest container handling facility in the U.S, covering over 1200 acres and handling millions of tons of containerized cargo each year. The Port of Savannah is reportedly the closest and fastest by rail to the major population centers of Atlanta, Birmingham, Charlotte, Memphis and Orlando.

The Mason Mega Rail Terminal is the largest on-port intermodal facility in the Western Hemisphere. CSX and Norfolk Southern serve the facility. The 85-acre facility provides ample capacity for growth, with 24 miles of on-terminal track.

Georgia Ports Authority operates two new inland ports. These were developed in an attempt to avoid congested intermodal terminals in Atlanta. The Appalachian Regional Port sits is on 42 acres in Northwest Georgia’s Murray County. The port is a joint effort of the state of Georgia, Murray County, the Georgia Ports Authority and CSX Transportation. The inland rail terminal, which opened in 2018, “provides a powerful gateway to global markets.” It is located about 45 mils southeast of Chattanooga, TN home of the new VW assembly plant.

The planned 104-acre Blue Ridge Connector will be GPA’s second inland port project. It will provide a direct link to the Port of Savannah via Norfolk Southern. At full build-out, the rail terminal will feature 18,000 feet of working track. With a top capacity of 150,000 container lifts per year, the facility will offset 600 roundtrip highway miles for every container moved by rail.

Savannah has had direct rail service to Memphis, TN for some time and recently gained through service to Chicago via both CSX and NS.

The obvious supply chain advantage here for Savannah is the ability to facilitate a strategy of strategic postponement by holding inventory at or near the port in relatively close proximity to end users in major metro areas like Atlanta. The short highway distances would also facilitate more delivery by truck on a J-I-T basis with smaller economic order quantities.

The state of Georgia’s major export crops include cotton and peanuts (both of which fit nicely inside steamship containers). The South is also home to a growing number of foreign brand automotive assembly plants. Most are within a day’s drive of the Port of Savanah. These include a Kia Motors assembly plan in West Point and a Hyundai plant in Ellabell, GA. There are four assembly plants in Alabama, owned by Mercedes-Benz, Honda, Hyundai and a joint Mazda/Toyota plant. Nissan Motors operates assembly plants in the states of Mississippi and Tennessee.

The principal facilities of the fifth ranked Port of Virginia are four marine terminals, all on the harbor of Hampton Roads:

• Norfolk International Terminals (NIT) at Norfolk, Va.
• Portsmouth Marine Terminal (PMT) at Portsmouth, Va.
• Newport News Marine Terminal (NNMT) at Newport News, Va.
• Virginia International Gateway (VIG) at Portsmouth, Va.

Seven years after the Port of Virginia launched a $450 million dredging project to become the deepest and widest harbor on the East Coast, the massive endeavor will be completed by the end of this year as the shipping channels are dredged to 55 feet deep.

The Port of Virginia’s ace-in-the-hole is the Heartland Corridor, a new high capacity inland rail route connecting the Port directly with Midwest cities of Columbus, Ohio and Chicago. The project involved raising clearances in 28 tunnels and 24 other overhead obstacles. The new routing reduced travel times from port facilities in Virginia to Chicago to three days, improving on the previous four-day travel time and reduced the distance traveled by 250 miles. The underlying rail carrier here is Norfolk Southern.

The Port of Houston is already linked with West Coast ports by direct rail on both Union Pacific and BNSF. Then there is of course the direct water option since Houston is already a deep-water port on the Gulf of Mexico with scheduled containership service.

Los Angeles to Houston was originally an integral part of Southern Pacific’s famed Sunset Route. This route later gave Union Pacific an inherent advantage in the L.A.-Houston market. But maybe not anymore. In July 2025 BNSF announced a new expedited intermodal service between Hobart Yard in Los Angeles and Houston’s Pearland Yard. BNSF is also reportedly testing a new rail shuttle service between the Port of Houston and the Inland Port at Alliance, Tex.

The template for this new shuttle service could be the inland ports operated by the Georgia Ports Authority. The BNSF’s main line running directly between Houston and Fort Worth is the former Santa Fe Galveston/Fort Worth subdivisions.

On the West Coast Oakland, Seattle and Tacoma round out the top 10 but the East Coast has an impressive collection of secondary ports including Miami, Philadelphia, Port Everglades, Baltimore and Jacksonville.

The Canadian East Coast port of Halifax, N.S. has a magnificent deep-water harbor. It is the first port of call on the North American East Coast for ships coming from Europe and using the Suez Canal. It is now home to two container ports and is connected by rail to the rest of Canada by CN.

Thanks to CN, Memphis becomes a unique logistics market with direct rail service from two Canadian West Coast ports as well as one Canadian East Coast port plus direct connections with the Port of Savannah.

Few long-distance commodity moves by rail carload approach the land bridge phenomenon. We would argue these few moves are more regional than transcontinental. Substantial amounts of Powder River Basin coal still moves for now in unit trains from the Basin to generating plants in Texas and the Southeast. However, most of this tonnage flows through the Kansas City gateway not Chicago. Kansas City is the top-rated U.S. rail gateway for tonnage due to large volumes of coal and grain moving through that location. This traffic remains at risk from competition from alterative fossil fuels like oil and natural gas, as well as a resurgence nuclear power industry.

We understand there is a substantial number of ethanol unit trains being operated on a regular basis from producing facilities (refineries) located in Cedar Rapids and Des Moines, Iowa. Both locations are served by the Iowa Interstate which hauls the trains to Peoria, IL where they are interchanged to Norfolk Southern for delivery to East Coast fuel-producing refineries. Rail service here appears to be acceptable.

This is not technically a transcontinental move but could be described as a rather long distance inter-regional move. It is interesting to note that it represents a two-line haul easily moving across the heart of the infamous “watershed.”

Finished automobile transportation is a true railroad success story. It would have to be described as something of a bifurcated market. Individual carloads move from assembly plants in the Midwest to the mixing center established by the railroads at the IHB Gibson Yard in Hammond, IN. From here they are assembled into dedicated unit trains moving intact to western destinations. The incumbent carrier is currently Union Pacific making this a single line haul (no interchange required).

One smaller transcontinental move is lumber and building products flowing from the Pacific Northwest into eastern markets. BNSF appears to be doing a good job serving this market. This market is highly dependent on housing starts and home mortgage rates.

Both railroads handle large quantities of grain products from the farm belt to both Gulf Coast and West Coast ports for export.

The glory days of “The Salad Bowl Express” of National Geographic fame are long gone. However, BNSF continues to handle a substantial amount of long-haul traffic in frozen French fries out Washington State’s Columbia River Valley. Trinity Rail’s 64-foot giant-sized refrigerated boxcars are an impressive sight as they roll through Downers Grove at track speed.

Given the growing amount of internet shopping and need for subsequent packaging, brown paper should be a growth market, but the jury is still out on this one.

It is obvious that the freight rail carload franchise has become a niche business catering to a fairly limited number of customers and constituencies. It is clearly a volume driven business. Single car customers tend to suffer from lower levels of service quality regardless of what railroad they are on. How would a transcontinental merger solve this? Like we said, “Where’s the beef?”

Both BNSF and Union Pacific have so far resisted efforts to reduce rates on long-haul double stack trains carrying steamship containers cross country. If the shift from west to East Coast ports continue which western railroad stands the most to lose? I would argue both do as standalone companies. However, depending on how much of the East Coast import business moves by rail versus truck then the two eastern railroads stand to benefit somewhat. However, truck competition for the final mile of the East Coast port business will be far more intense than anything railroads have seen on the West Coast.

Finally, a request for all the pundits out there, can we please get real on all these silly projections of increased intermodal traffic. When it comes to intermodal to coin an old political phrase, “it’s the service stupid.” No service no growth! We all know that intermodal has high service requirements, much higher than the typical carload shipment. JB Hunt Transport frequently comments publicly that poor service on the eastern railroads is inhibiting intermodal growth in the region. Running one 10,000-foot train a day is not going to accomplish very much here.

Triple Crown’s Roadrailer service was an excellent example of how good service can capture high value short-haul intermodal business even within the confines of the mythological “watershed.”

The highway system was designed and constructed more recently than the rail network and serves present day markets more directly. Thus, circuity of rail routes, especially for short hauls in the East and Midwest, is a major factor here. According to the 1978 USDOT publication “A Prospectus for Change in the Freight Railroad Industry”, circuity of the rail network was 18 percent greater than the highway network.

Originally released in 1976, the National Intermodal Network Feasibility Study provided for the first time a comprehensive and detailed view of the market for which rail and trucks are competitive. In our opinion the Study’s most important finding revealed that “the flow volumes are large in the aggregate but highly dispersed.” In other words, lots of dots on the map but hard to connect them in a viable route structure.

We believe this is not good news for a rail system that requires large volumes of traffic running on a limited number of fixed routes to be successful. Recall that railroads originally tried to meet the needs of a “highly dispersed” network with their original network of a piggyback ramp in almost every town in America. (The January-February 1977 edition of The Official Railway Guide listed almost 50 piggyback ramps in the state of Iowa alone.) That concept failed miserably.

Without including a serious discussion of actual, real world service parameters, playing the game of connecting the dots by drawing lines on a map doesn’t cut it. We all understand that intermodal service is driven by volumes. If Vena is serious then show us your service parameters, i.e. how many trains per day are proposed for each route, how many daily loads are required to operate a train and the number of annual loads required to establish a new terminal or to sustain an existing one. Also, I would be curious as to what the split might be between opening new terminals versus simply increasing train volumes between existing terminals.

One more interesting random thought: The Milwaukee-Racine-Waukesha Combined Statistical Area, located in southeast Wisconsin, is the largest population center in the state of Wisconsin. Colliers International ranked Milwaukee as the 23rd largest industrial market in the U.S.. It is also one of the largest metro areas in the U.S. (after San Diego) without direct rail intermodal service today. It could easily be described as an intermodal “black hole.”

This was not always the case. In 1979 CNW briefly considered operating a Milwaukee section of their Falcon intermodal service to the West Coast. In 1979 C&NW still had two circus ramps in the area, one at Butler yard and the other down at Florida Street near the Port of Milwaukee. The Milwaukee Road also had an intermodal terminal in Milwaukee during the same time period that advertised a mechanical lifting device.

About 15 years ago while employed by a large engineering firm, we worked on a project to construct an in-house intermodal terminal on the grounds of the S.C. Johnson plant at Waxdale, WI. S.C. Johnson was and remains a company very much committed to protecting the environment. They saw a local intermodal terminal as a way to seriously reduce CO² emissions created by draying large quantities of loads down to intermodal terminals in Chicago. Unfortunately, they did not count on the usual railroad resistance to any ideas new or out of the ordinary. The project was quietly shelved.

Does Union Pacific have any plans to begin service in what is now a veritable intermodal wasteland?

James A. Giblin has more than 40 years’ experience in rail, truck and intermodal freight transportation, warehousing and logistics, much of it in the greater Chicago area. He has lived in the Chicago area most of his adult life and is intimately familiar with the region’s freight and passenger rail infrastructure. For six years he is proud to say, “He made his run and made his pay on the Atchison, Topeka & Santa Fe.” In recent years, his professional experience has expanded and diversified to include numerous public sector clients and projects in communities and municipalities across Chicago’s south suburbs. He submitted written testimony as regional rail industry expert in favor of CN/EJ&E merger to the Surface Transportation Board and testified at the STB’s September 2008 Chicago hearing in favor of transaction. Jim is a former multi-year Chair of the Education Committee of the Traffic Club of Chicago. The opinions expressed here are his own, not those of Railway Age.

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UP

UP team members helped state and local officials dedicate the recently completed hazmat derailment training site at the Roseville Fire Training Center in California, “underscoring the railroad’s commitment to rail safety and readiness,” the Class I announced.

Union Pacific Safety employees Senior Director Robert Bavier and Manager Paul Holt, second and third from right, help city and state first responders dedicate a recently completed hazmat derailment training site at California’s Roseville Fire Training Center.

The site, completed after years of coordination among public and private partners, features seven rail cars donated by UP to use as training props, as well as ground-level platforms that enable firefighters to gain first-hand experience maneuvering valves and hosing.

Each year, 60 California firefighters—from San Diego to Redding—travel to the center to complete six to eight weeks of immersive training courses taught by experienced first responders and railroad experts. The site’s new real-world practice scenarios include flares, water and electrical components that bring the training to life.

“Training courses like these provide more than just education and experience, they strengthen relationships between railroads and emergency responders – critical for safe and efficient responses,” said Robert Bavier, Senior Director-Hazardous Materials Operations. “Safety is Union Pacific’s No. 1 priority, and we are committed to educating first responders everywhere we operate.”

UP trains more than 6,000 first responders each year through partnerships with TRANSCAER, Operation Lifesaver, Inc. (OLI) and other outreach programs.

“This facility is a true example of a public-private partnership,” Bavier said. “We look forward to continued collaboration.”

Ground-level protective housing platforms like this one enable firefighters to gain first-hand experience maneuvering essential rail car components such as dials, valves, levers, latches and hoses.

As part of its commitment to public safety, UP partners with similar training facilities in Fort Worth, Texas, and Pueblo, Colo. The railroad also hosts first responders on mobile training cars in communities across its 23-state footprint.

CN

CN, along with Port Halifax and PSA Halifax recently welcomed the inaugural call of the CMA VGM Ambition cargo ship as part of the Amerigo service, the Class I announced on LinkedIn.

(CN photo via LinkedIn)

Fresh citrus has crossed the Atlantic and arrived in Halifax, “reinforcing the port’s role as a trusted gateway for temperature-sensitive cargo,” the post stated.

(CN photo via LinkedIn)

“With our best-in-class CargoCool service, CN moves CMA CGM’s refrigerated containers safely and efficiently while our Intelligen Powerpack gensets provide continuous power and monitoring. Producers can count on us to keep their goods orchard-fresh from ship to shelf and to deliver major Canadian markets.”

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According to the report, Noland, who led NICTD for 11 years, has overseen major projects, including double tracking the main line from Gary to Michigan City, construction of a branch to Dyer currently set to open in March, and planning for a shorter route to South Bend International Airport.

“It has just been absolutely the opportunity of my lifetime to run this railroad. I think it’s the best job in America,” said Noland, who also noted, according to the report, that many of the items on the strategic plan “have been accomplished.” “When I started here, our capital plan was $20 million a year. Over the last five years, it’s been $2 billion of capital investment,” said Noland.

According to the report, Noland said his plan had long been to retire at age 65 and he hopes a replacement is in place in the first quarter of 2026.

“I thought I was going to retire in May, but I wanted to make sure West Lake was in good shape,” Noland explained. “But now is the time.”

According to the WVPE 88.1 report, “Noland praised the railroad’s staff for their work ethic and passion, while board members recognized Noland for his leadership and communication skills.”

The NICTD Board also passed a resolution honoring its former attorney Michael C. Harris, who died recently. “He advised the district for more than three decades, assisting with its creation and the purchase of the railroad it operates,” according to the report.

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MARK Rail Commission 6761a557e35dc9f6cf098579_112b2d8ad718a88e1455c94107884afc_2412_MARK Rail_Project SummaryDownload

The Cities of Milwaukee, Racine, and Kenosha, Wis., have executed an intergovernmental agreement to form the MARK Rail Commission, according to WDTD, an affiliate of Wisconsin Public Radio.

The Commission will be made up of nine members (each city will appoint three), the media outlet reported Nov. 30. It will guide ongoing work to establish a MARK passenger rail line, and succeed an advisory Steering Committee, initially made up of representatives from the Cities of Milwaukee, Racine, and Kenosha; the Wisconsin Department of Transportation; and the Southeastern Wisconsin Regional Planning Commission. That committee has directed a study now under way to explore the reintroduction of passenger rail service on existing lines connecting Racine, Kenosha, and other communities along Lake Michigan to the larger Milwaukee-Chicago region.

The City of Racine received $5 million in Congressionally Directed Spending and is using part of that funding to complete the MARK Rail Study. According to the study website, Racine has contracted with a consulting team led by DB E.C.O. North America and including Kimley-Horn; the Southeastern Wisconsin Regional Planning Commission is assisting, and the City has hired AECOM to analyze the potential for transit‑oriented development.

Goals of the MARK Rail Study are to examine potential service options that would complement, and not compete with, Amtrak’s Hiawatha service and to pursue Federal Railroad Administration Corridor ID program funding, according to the study website. Amtrak’s Hiawatha service provides daily trips between downtown Milwaukee and downtown Chicago on tracks largely owned by Canadian Pacific Kansa City and Chicago’s Metra commuter railroad, with limited stops between the two cities. The Hiawatha route is located inland, and, as a result, the Hiawatha does not directly serve the major population centers located along Lake Michigan, including the Cities of Racine, Kenosha, and others in Southeastern Wisconsin, as well as Chicago’s North Shore communities. MARK Rail would differ from the Hiawatha by directly serving Milwaukee, Racine, Kenosha, and communities in between on existing tracks and right-of-way owned by Union Pacific and CPKC, which are east of the tracks used by the Hiawatha. According to the study website, potential service options could include:

• “Local and/or regional service with multiple intermediate stops operating between Milwaukee, Racine, and Kenosha.
• “Regional and/or intercity service with fewer intermediate stops (but more than Amtrak’s Hiawatha service) operating between Milwaukee, Racine, Kenosha, and Chicago.
• “A combination of local, regional, and/or intercity service.”

According to the website, the study will evaluate the need for potential improvements, such as upgrading the track to allow for higher speeds and adding sections of double track where only a single track currently exists. The study will also evaluate and identify suitable locations for new stations and train layover/maintenance facilities.

RTD (Courtesy of Masabi)

RTD riders can now tap a contactless credit or debit card, or use a mobile wallet, such as Apple Pay, Google Pay, or Samsung Pay, to pay their fare on any RTD light rail, commuter rail, or bus service with no physical ticket or reloading required, Masabi reported Nov. 25. With this launch, RTD’s complete digital fare payment ecosystem now runs on Masabi’s Justride platform, which powers “mobile ticketing, Account-Based Ticketing and Open Payments within a single, cloud-native platform,” according to the supplier, which has partnered with RTD since 2017.

(Courtesy of RTD)

“The Open Payments feature introduces fare capping and account linking across the network, ensuring passengers always get the best possible fare when tapping their contactless card,” Masabi said. “Riders and visitors alike can simply pay when boarding RTD services with the payment card they already have in their pocket, benefiting from daily and monthly fare caps that make using Denver’s transit network affordable and effortless. Regular riders can review their payments history online and associate concessions with the contactless card they tap to ride.”

The Open Payments launch is said to build on the RTD fare system that already supports MyRide smartcards and mobile ticketing via the MyRide app.

“The introduction of Tap-n-Ride provides an experience that is easy to navigate, equitable, and accessible for everyone who relies on RTD,” RTD General Manager and CEO Debra A. Johnson said. “This new fare payment option is focused on removing barriers and offering customers a seamless, straightforward experience where they can simply tap and ride. With fare capping available, customers can feel confident they’re always getting the best fare on each and every trip.”

(Courtesy of RTD)

“By extending the [RTD Fare Payments-as-a-Service] platform [from Masabi] to include Open Payments and account linking, we’re making transit easier and more secure for everyone, whether they’re daily commuters or visitors exploring Denver,” Masabi CEO Brian Zanghi noted.

Separately, RTD recently launched a near-term plan to enhance the customer experience and increase transit utilization and released its third-quarter financial results.

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Cautious consumers and a changing regulatory environment are bringing uncertainty into the peak holiday season, according to ITS Logistics’ November Supply Chain Report.

(Courtesy of ITS Logistics)

“This month, the report reflects a further softening of demand and declining spot rate volatility as the industry adapts to new standards for non-domiciled driver compliance,” ITS Logistics, a Nevada-based third-party logistics (3PL) firm, reported Nov. 28. “At the ports, container volumes broke from traditional month-over-month growth, signaling slowing momentum despite recent breakthroughs in U.S.-China trade negotiations. Macroeconomic conditions are somewhat clouded by delayed federal reporting, but signs of persistent inflation and continued job loss have created a cautious consumer as we enter the height of the holiday season.”

For third-quarter 2025, the U.S. Bank National Shipment Index reported a 2.9% decrease in shipping volumes, undoing the previous quarter’s gains, and an increase in shipment spend, with some regions seeing double-digit gains, according to ITS Logistics. “Analysts report shippers are paying more to move less, due largely to ongoing capacity exits driving up market pricing,” the firm noted. “While contract rates are up, spot rates have decreased slightly, following several weeks of regional volatility driven by increased scrutiny over non-domiciled licensing and English language proficiency.”

A U.S. Court of Appeals for the District of Columbia Circuit on Nov. 10 issued an administrative stay on the Federal Motor Carrier Safety Administration’s (FMCSA) “interim final rule tightening regulations on non-domiciled commercial licenses, citing failure to follow proper process and lack of evidence,” according to ITS Logistics. “With this stay in place, all states are permitted to continue issuing and renewing CDLs to non-citizens—however, it appears an industry-wide change has already been set in motion. California announced that it will be cancelling 17,000 commercial licenses for failing to comply with pre-existing regulations, while Nevada plans to permanently phase out non-domiciled and limited-term licenses. Private-sector freight technology platforms are implementing screening tools for non-domiciled license holders, emphasizing the need for more thorough verification and risk mitigation.”

ITS Logistics Chief Commercial Officer Josh Allen (Courtesy of ITS Logistics)

“These changes in license issuance, carrier vetting, and ongoing roadside driver checks signal a major refocus on compliance,” ITS Logistics Chief Commercial Officer Josh Allen said. “The federal government has made it clear that it intends to hold carriers and shippers accountable for hiring unqualified drivers, increasing the need for more stringent review of who is moving freight.”

According to Descartes, at the ports, U.S. container imports totaled 2,306,687 TEUs (Twenty-foot Equivalent Units) in October, ITS Logistics reported. This volume is 0.1% below September 2025, which the 3Pl firm said is “breaking from the month-over-month gains traditionally seen at the outset of quarter four and swiftly narrowing year-to-date growth margins.” Despite this overall decline, it noted, China-origin imports grew for the first time since August, leading U.S. trading partners with 5.4% month-over-month gains. “This has followed a series of trade discussions between the countries which, while turbulent, led to a one-year suspension of port call fees, preventing further damage to secondary ports across the country,” ITS Logistics said. “Total U.S.-imposed tariffs on Beijing have also been reduced to a cumulative 47%.”

According to ITS Logistics, the “prolonged government shutdown disrupted standard data collection in the month of October, clouding the Federal Reserve’s visibility into economic health.” Still, it said, “inflation concerns and labor market troubles contributed to a decline in consumer confidence for October.” Despite this, “core retail spending is still up for the holiday, increasing 0.6% for the month of October and 4.89% year-over-year, per the National Retail Federation,” ITS Logistics reported. “Overall holiday spending is expected to top $1 trillion for the first time. However, consumer research points toward a more cautious consumer, anticipating that individual spending will decrease by 10%.”

Separately, ITS Logistics recently released its November US Port/Rail Ramp Freight Index, which “confirms a continued decline of both import and export volumes, which, while hindering overall economic activity, has allowed for port and rail congestion to alleviate.”

Further Reading:

• ITS Logistics Issues October US Port/Rail Ramp Freight Index
• ITS Logistics Releases September Supply Chain Report
• ITS Logistics Publishes September US Port/Rail Ramp Freight Index 
• ITS Logistics Issues August Supply Chain Report
• ITS Logistics Releases August US Port/Rail Ramp Freight Index 
• ITS Logistics Publishes July Supply Chain Report
• ITS Logistics Issues July US Port/Rail Ramp Freight Index

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(Map Courtesy of G&W)

According to the STB, P&W filed a verified notice of exemption pursuant to 49 CFR 1150.41 to enter into a 20-year operating agreement with up to two ten-year extensions with the State. P&W will continue to run the Middletown Cluster, which comprises the Cromwell Industrial Track from its connection to the Laurel Industrial Track in Middletown (approximately milepost 22.34) north along the west side of the Connecticut River to the end of the line in Cromwell, Conn. (approximately milepost 24.35); the East Berlin Industrial Track in Middletown, Conn., from its point of connection to the Cromwell Industrial Track (approximately milepost 0.0) to the end of the line (approximately milepost 1.0); the Laurel Industrial Track from its connection to the Middletown Secondary on the west side of the Connecticut River Swing Bridge (approximately milepost 0.0) south along the west side of the Connecticut River to the end of the line in Laurel, Middletown Township, Conn. (approximately milepost 5.47); the Middletown Secondary from a point approximately 4,330 feet south of the centerline of Route 157—Overhead Bridge No. 17.71 in Reed’s Gap, Durham Township, Conn. (approximately milepost 14.99) to the west side of the Connecticut River Swing Bridge (approximately milepost 22.34); and the Portland Industrial Track from the west side of the Connecticut River Swing Bridge, its connection to the Middletown Secondary in Middletown (approximately milepost 0.0) to the easterly side of Marlboro Street in Portland, Conn. (approximately milepost 1.01). The verified notice states that the mileposts have been revised to reflect the current designation.

(Courtesy of OpenRailwaymap.org)

“According to the verified notice, the State owns the Line, and P&W currently operates the Line as a successor in interest to Connecticut Central Railroad Company, Inc. (CCR),” the STB reported. “P&W states that CCR began operating the Line in 1987. The verified notice states that P&W and the State have entered into a new operating agreement that will replace the prior operating agreement. … The verified notice notes that as the successor to CCR, P&W also currently operates the State’s approximately 11.49-mile Wethersfield Secondary rail line pursuant to a modified certificate, and further states that this arrangement will continue under the new operating agreement.”

According to the STB decision (download below), the new operating agreement does not include an interchange commitment. The government agency noted that P&W further certifies that projected annual revenues due to this transaction will not result in the creation of a Class II or Class I rail carrier.

Pursuant to 49 CFR 1150.42(e), because P&W revenues currently exceed $5 million, it must, at least 60 days before this exemption is to become effective, post a notice of its intent to undertake the proposed transaction at the workplace of the employees on the affected lines, serve a copy of the notice on the national offices of the labor unions with employees on the affected lines, and certify to the Board that it has done so. However, STB reported that P&W’s verified notice of exemption “includes a request for waiver of the 60-day advance labor notice requirement so that the exemption can become effective 30 days after the verified notice was filed.” P&W’s waiver request will be addressed in a separate decision, according to the STB. The Board said it will establish the effective date of the exemption in its separate decision on the waiver request.

Petitions for stay must be filed no later than Dec. 5, 2025.

DOWNLOAD STB DECISION BELOW: 52790Download

The post P&W, State of Connecticut Update Middletown Cluster Operating Agreement appeared first on Railway Age.

In advance of the Surface Transportation Board (STB) evaluating a Union Pacific (UP)-Norfolk Southern (NS) merger application (yet to be filed), rival BNSF wants a separate proceeding to examine, with remedies, its allegations that UP has a history of not honoring competition-enhancing commitments such as it agreed to in 1996 when merging with Southern Pacific (SP).

In a Nov. 28 filing with the STB, BNSF says such an investigation must come ahead of evaluating the UP-NS merger application so as “to prevent further degradation” of competitive options.

If the STB agrees, its decision on whether to allow a UP-NS merger could be delayed beyond an early 2027 date sought by the applicants. The STB’s controlling statute allows it reach a decision on a Class I railroad merger in as long as 455 days following “acceptance” of a merger application. UP and NS prefer a decision within 345 days, saying a shorter evaluation period is warranted because complex competition, operating or customer service issues do not exist.

STB merger rules require that within six months of the applicants’ late July 2025 notice of intent to merge, they must file the formal application. Once filed, STB rules allow for 30 days to accept (or not) the application as “complete.” Once accepted, STB publishes a procedural schedule for reviewing environmental, public interest, competition and service impacts.

BNSF says a longer timetable to permit a separate investigation is appropriate because STB precedent, “since time immemorial,” prevents “old harms” from being evaluated as part of merger application review. BNSF cites comments to that effect by now retired STB Chairperson Martin J. Oberman in 2022 during agency review of an approved Canadian Pacific-Kansas City Southern merger creating CPKC.

Alleged by BNSF is a UP “pattern of obstructive conduct” toward pro-competitive conditions imposed by STB in approving the 1996 UP-SP merger. That conduct, says BNSF, has systematically interfered with its ability to compete as was intended.

Among BNSF’s examples of UP “obstructive conduct” are UP giving “preference to its own trains” at the Eagle Pass, Tex., border crossing to Mexico; UP’s claim of “exclusive use of new sidings” at Baytown, Tex.(above); and UP’s “discriminatory dispatching” of trains.

Specifically, BNSF wants the STB—ahead of its review of the UP-NS merger application—to investigate “UP’s harmful conduct since the UP-SP merger; enforce the rights granted to BNSF to preserve competition; and modify the conditions of the UP-SP merger approval decision, as the Board deems necessary, to ensure customers are not further harmed by UP’s ongoing efforts to stifle, and its failure to preserve, competition.”

In its 106-page petition (STB Docket No. FD 32760 (Sub-No. 52), BNSF Railway Company—Petition for Review—UP/SP Merger Conditions, download below), BNSF reminds the STB that the 1996 UP-SP merger was “unprecedented in scope, combining two of the three largest railroads in the West and linking 35,000 miles of track in what became the nation’s biggest rail network.” It thus eliminated, said BNSF, direct and indirect competition across thousands of miles where the two carriers had previously gone head-to-head for customer business.

A UP-NS merger, creating the nation’s first U.S. transcontinental railroad, will further enlarge the UP network, which would have an enterprise value of $250 billion, with some 40% of U.S. rail traffic. This would dwarf rival CSX’s $83 billion value and make UP some 50% greater in enterprise value than BNSF (estimated, as BNSF is not publicly traded).

“The essential bargain struck [in 1996] by UP-SP to obtain Board approval for their merger,” says BNSF, “involved granting BNSF expansive rights and means to access shippers that otherwise would have suffered from a reduction in their competitive options as a result of the merger (so-called 2-to-1 shippers).”

To preserve those rights, says BNSF, “the Board imposed various conditions on UP, including, for example, requiring UP to (1) allow BNSF to have access to shippers at 2-to-1 points via extensive trackage rights over the combined UP/SP network; (2) allow shippers to elect to be served by BNSF when establishing new shipper facilities at 2-to-1 points and along BNSF’s trackage rights lines; (3) ensure that BNSF would have the benefit of access to certain infrastructure jointly funded with UP; and (4) ensure that BNSF has equal treatment with respect to dispatching and serving customers in several shared service areas.”

Significantly, says BNSF in support of its petition, the STB said it would “remain available—into the indefinite future—to consider and promptly resolve any disputes of general applicability relating to the conditions imposed.” BNSF says that since “UP has increasingly sought to frustrate the [1996] UP-SP merger conditions and, at times, simply refused to abide by the conditions,” its requested investigation, with remedies, is appropriate.

BNSF’s allegations that UP cannot be trusted to abide by its prior commitments, punctuated by a request for a separate investigation ahead of STB accepting a UP-SP merger application, appears a clear signal that BNSF intends to be pugnacious during an expected merger review process. Its aggressive involvement, says a shipper group’s attorney asking not to be identified, “could serve to embolden CN, CPKC and CSX to join with BNSF and shipper groups in pressing for enforceable, pro-competitive conditions as part of a UP-NS merger approval.”

“I expect STB to give BNSF’s petition substantial weight,” the shipper attorney told Railway Age, emphasizing that “UP said it will abide by whatever conditions the STB may impose should its merger with NS be approved.”

This development and many others surrounding the UP-NS merger will be discused in detail at Railway Age’s Next-Gen Freight Rail Conference, March 10, 2026, at the Union League Club of Chicago. 310384Download

The post BNSF to STB: First Cure UP’s ‘Old Harms’ appeared first on Railway Age.

The Surface Transportation Board (STB) on Nov. 26 granted authority for Fortress Investment Group LLC (Fortress) to acquire control of Class II Wheeling & Lake Erie Railway Company (W&LE) and terminal switching carrier Akron Barberton Cluster Railway Company (ABC), boosting Fortress’ small-road portfolio to eight.

Two-time Railway Age Regional of the Year recipient W&LE operates over approximately 982 miles of track in Ohio, Pennsylvania, West Virginia, and Maryland. ABC, a W&LE wholly owned subsidiary, runs on roughly 84 miles of track in the vicinity of Akron, Ohio.

“The Board’s decision follows a thorough review of the petition for exemption filed by Fortress on August 28, 2025,” the STB reported (download STB decision below). “In its filings, Fortress explains that the transaction will enable W&LE and ABC to benefit from the short line railroad experience and financial strength of Fortress’s other holdings. Fortress also asserts that the transaction will not lead to higher rates or reduced service and that W&LE and ABC will continue to provide freight rail service over their respective lines.”

According to the STB, W&LE and Union Railroad Company, LLC, a carrier already controlled by Fortress through Transtar, share one common customer, and that customer filed a statement in support of the transaction. There were no filings in opposition to the transaction, the federal agency reported.

The transaction “satisfies the applicable statutory criteria and will not result in significant impacts on competition,” and “will enhance W&LE’s and ABC’s access to capital and therefore facilitate strategic investment decisions and growth opportunities,” according to the STB.

FTAI Infrastructure Inc. on Aug. 6 reported agreeing to purchase The Wheeling Corporation, owner of W&LE, for cash consideration of $1.05 billion from an entity controlled by Larry R. Parsons, CEO of The Wheeling Corporation.

FTAI Infrastructure Inc. is externally managed by an affiliate of diversified global investment firm Fortress Investment Group LLC, and includes in its portfolio: Transtar, which owns and operates six Class IIIs and a contract switching company transporting raw materials, semi-finished products, and finished products for a wide range of industries; Jefferson Energy Companies in Texas; Repauno Port & Rail Terminal in Pennsylvania; and Long Ridge Energy & Power in Ohio. Concurrently with the acquisition’s closing, FTAI Infrastructure Inc. said it planned to refinance its existing 10.50% senior notes and Series A preferred stock. According to the company, it had received commitments for $2.25 billion of total capital including $1.25 billion of new debt to be issued by FTAI Infrastructure Inc. and $1 billion of preferred stock to be purchased by Ares Management funds and issued by a newly formed holding company that will own the combined Transtar and W&LE business. 

DOWNLOAD STB DECISION BELOW: 52782Download Further Reading:

• W&LE: Beguiling as Ever
• W&LE Unveils “Patriotic Powerhouse” No. 1776
• MSE, W&LE, EIRR Accept Railway Age Awards
• EOVR Expands Ohio Operations
• Union Railroad Company Opens New Railcar Repair Facility
• Transtar Teams With RSI Logistics

The post STB OKs Fortress Acquisitions appeared first on Railway Age.

With more than 20 years of experience in Siemens, Bauer will lead a team of more than 4,500 employees “to deliver seamless, reliable and innovative transportation solutions to customers across the United States and Canada.”

Joining Siemens in 2004, Bauer has held key leadership roles across Europe, India, and North America over the past two decades, including assignments in New York, Massachusetts, and California. He has served as Acting CEO of Siemens Mobility North America since July 2025 and was appointed President of the North American Rolling Stock division in January 2025. Before that, Bauer was the Senior Vice President of Rail Infrastructure for Siemens Mobility North America, a role he held since 2021.

Bauer has played a key role in major Siemens Mobility North America projects over the course of his career, from implementing Communications-Based Train Control (CBTC) to delivering the first Siemens Dual-Mode Charger Locomotives for Metro-North Railroad earlier this year, which seamlessly switches between diesel-electric and third-rail electric power, the company noted.

“We’re delighted to name Tobias Bauer as CEO of Siemens Mobility North America,” said Michael Peter, Global CEO of Siemens Mobility. “His proven track record of innovation, customer-focused growth, and experience across our business makes him uniquely suited to lead our operations in North America. Under his visionary leadership, we will strengthen our market position and transform mobility for operators and passengers across the United States and Canada.”

In addition to his CEO responsibilities, Bauer will continue as President of Rolling Stock for Siemens Mobility North America, “driving the development and delivery of advanced rail solutions—from light rail and locomotives to trainsets and high-speed rail,” the company said.

“It is an honor and true privilege to lead Siemens Mobility North America during this transformative time for the rail industry,” said Bauer. “Siemens Mobility is ready to lead the way, with our talented team that keeps communities connected and innovation moving forward. Together, we’ll set new standards for mobility across North America.”

The post Bauer Tapped as President and CEO of Siemens Mobility North America appeared first on Railway Age.

We’re always the backbone of the supply chain, but the holidays are a time of year when our mission becomes even more tangible and recognizable.

Peak Season isn’t just about moving more freight. It’s about moving what matters: gifts for family and friends, inventory for small businesses, and the essentials that keep communities running strong through the busiest shopping season of the year.

From the moment a container arrives at an East Coast port to the package landing on a front porch, our network connects the dots—linking terminals, distribution hubs, and communities in a seamless flow.

A Season of Scale

Peak Season brings a surge unlike anything else on the calendar:

• In a typical week, NS moves 5–7 million packages.
• During Peak Season, that number doubles to 10–14 million packages weekly.
• Over six weeks, our railroaders will deliver an incredible 60–96 million packages across our network.

Port of Savannah in Savannah, GA

Throughout Peak Season, our teams can see as much as a 60% increase in parcel volumes compared to the rest of the year. That sequential surge means more shipments moving through busy terminals, longer trains running along key routes, and our people working tirelessly around the clock to ensure packages arrive safely and on time.

The Execution Norris Yard in Birmingham, AL

Preparing for the holiday rush is no small feat. It doesn’t happen by chance—it’s built on tactical precision and cross-functional collaboration. Here’s how our teams prepare and perform:

1. Terminal & Equipment Readiness

• Strategic container allocation at key ramps like Croxton, Calumet, Cincinnati, and Harrisburg.
• Empty container repositioning plans to ensure equipment is available where demand is highest.
  

2. Train Plan Optimization

• Additional train starts to support peak volume, including premium intermodal lanes.
• Supervisory sign-off on train readiness and consist quality checks.
• Deployment of mechanical response trucks and refresher training for reliability.

3. Precision ETA’s

• Blume integration and API advancements for real-time shipment visibility.
  

4. Locomotive Reliability

• PICO (Premium Intermodal Check Outs) ensure only the most reliable units serve peak trains.
• Smart Fault Analysis and remote diagnostics used to preempt issues before departure.
• Gold carding and distributed power health checks to maximize availability.
  

5. Communication & Exception Handling

• Daily coordination between our team and customers.
• Process redundancies from start to finish to ensure accuracy.
• Onsite assistance at terminals to support drivers and resolve issues quickly.
• Real-time updates on shipment exceptions and proactive recovery protocols.
  

6. Safety & Security

NSPD Special Agent Mckinnor and K9 Thorr patrolling at Inman Yard in Atlanta, GA

• Layered deterrence strategy with AI-triggered alerts, rapid deployment, and evidence capture for enhanced yard security and situational awareness.
• Coordination with NSPD, local law enforcement, and security teams to prevent cargo theft.
• Use of LiveView cameras, IoT sensors, and drones for enhanced yard security and situational awareness.

All Hands-On Deck Network Operations Center

It takes every person on Team NS to deliver the holidays. Behind the scenes, teams across Transportation, Intermodal Terminal Operations, Engineering, Mechanical, the Network Operations Center (NOC), Network Design & Optimization, Customer Logistics, and Commercial work together 24/7 to coordinate efforts, overcome challenges, and deliver a successful Peak Season.

There’s a unique energy during this time of year, a shared purpose that ignites our team and drives us to rise to the challenge. Every railroader knows what’s at stake and brings their A-game because every second and every delivery counts.

Rain. Snow. Tight timelines. Record volumes. We’re ready for it all. Every train, every package, every mile—NS is proud to keep the holidays safely on track.

The post From Port to Porch: Team NS Powers Peak Season 2025 appeared first on Railway Age.

Denver RTD

Denver RTD on Nov. 25 announced that it is introducing Tap-n-Ride, a new fare payment option that provides a quick, secure and convenient way for customers to pay their fare at any validator.

Customers simply need to tap a Visa or Mastercard credit, debit, or prepaid card—or use a Visa or Mastercard loaded into a mobile wallet—directly on a bus or rail validator and ride. Mobile wallet payment options include Apple Pay, Google Pay, and Samsung Pay, and are available in a mobile phone or smart watch. RTD plans to add American Express and Discover card options to its Tap-n-Ride program in early 2026.

(Denver RTD)

With Tap-n-Ride, customers, RTD says, can forgo using a ticket vending machine (TVM), having cash on hand, visiting a sales outlet, buying a mobile ticket, or preloading fare into their MyRide account. While all other existing fare payment methods will remain available for customers, Tap-n-Ride provides an additional, convenient fare payment option. Tap-n-Ride functions similarly to the agency’s MyRide card process.

“The introduction of Tap-n-Ride provides an experience that is easy to navigate, equitable, and accessible for everyone who relies on RTD,” said Debra A. Johnson, RTD’s General Manager and CEO. “This new fare payment option is focused on removing barriers and offering customers a seamless, straightforward experience where they can simply tap and ride. With fare capping available, customers can feel confident they’re always getting the best fare on each and every trip.”

More information is available here.

Skyline

Since the second segment of HART’s Skyline opened to the public on Oct. 16, weekday ridership numbers have routines surpassed 10,000 daily, according to data provided to Aloha State Daily by the City and County of Honolulu.

According to the Aloha State Daily report, there were three Mondays—Oct. 20, Oct. 27 and Nov. 10—where the number of riders dipped just below that threshold: 9,816, 9,936 and 9,998 respectively.

Veteran’s Day, which was Tuesday, Nov. 11, had the lowest weekday ridership tally since Oct. 16, with 7,966.

Opening day of segment 2 had the highest weekday count so far, with 11,897 riders, followed by Wednesday, Nov. 19, with 11,298. Even more turned out for a fare-free weekend on Oct. 18 and 19.

“The Department of Transportation Services is incredibly pleased to see our communities embrace Skyline as a new alternative way to get around,” DTS Deputy Director Jon Nouchi said in a statement provided to Aloha State Daily. “We are now seeing average weekday ridership surpass 11,000 passengers, a figure that is triple what we carried during the operation of Segment 1.”

According to the Aloha State Daily, in September, daily ridership counts ranged from 1,842 to 7,519. Prior to the second section of the rail route opening last month, monthly ridership numbers this year had been as low as 89,167 in June and as high as 119,513 in September.

In October, ridership totaled 241,373.

Here are the weekday counts from Oct. 16 through Nov. 21, provided by the city:

• Thursday, Oct. 16 — 11,879 riders
• Friday Oct. 17 — 10,471
• Monday, Oct. 20 — 9,816
• Tuesday, Oct. 21 — 10,179
• Wednesday, Oct. 22 — 10,839
• Thursday, Oct. 23 — 10,363
• Friday, Oct. 24 — 10,037
• Monday, Oct. 27 — 9,936
• Tuesday, Oct. 28 — 10,299
• Wednesday, Oct. 29 — 10,350
• Thursday, Oct. 30 — 10,437
• Friday, Oct. 31 — 10,308 (Halloween)
• Monday, Nov. 3 — 10,274
• Tuesday, Nov. 4 — 10,762
• Wednesday, Nov. 5 — 10,884
• Thursday, Nov. 6 —10,593
• Friday, Nov. 7 — 10,410
• Monday, Nov. 10 — 9,998
• Tuesday, Nov. 11 — 7,966 (Veterans Day)
• Wednesday, Nov. 12 — 10,655
• Thursday, Nov. 13 — 10,603
• Friday, Nov. 14 — 10,393
• Monday, Nov. 17 — 10,583
• Tuesday, Nov. 18 — 11,068
• Wednesday, Nov. 19 — 11,298
• Thursday, Nov. 20 — 11,244
• Friday, Nov. 21 — 10,524

LA Metro

LA Metro recently announced that combined registrations for its LIFE and GoPass programs, which provide free rides and discounted passes to low income, student and fire-impacted Angelenos, has exceeded 1,000,000 since 2021, “marking a major milestone in the transit agency’s efforts to make transit more equitable and accessible,” according to a Van Nuys News Press report.

“In total, these programs have provided low-income residents, fire-impacted Angelenos and students from participating school districts with more than 92 million free rides and 14 million rides on discounted passes,” according to the report.

“Growing these programs have been a major focus for our team over the last few years, so it’s very satisfying to see how far we’ve come in a relatively short period of time,” said LA Metro CEO Stephanie Wiggins. “Transportation is the number two household expense, behind housing, so these free rides through GoPass and LIFE are changing lives in a really meaningful way. Thank you to all our LIFE and GoPass riders for choosing Metro to get around the region, and we’ll continue to identify ways to make these programs easier and more accessible to everyone who depends on us.”

The post Transit Briefs: Denver RTD, Skyline, LA Metro appeared first on Railway Age.

David James DeBoer, best known for his work in the railroad intermodal space, died Nov. 17, 2025 in Monterey Bay, Calif. He was 87.

DeBoer began his career in transportation at the New York Central Railroad. He later spent time at Trans World Airlines before joining the Federal Railroad Administration Office of Policy and Economics to work on the formation of Conrail following the Penn Central bankruptcy. Following that, he established the Rail Service Planning Office at the Interstate Commerce Commission. DeBoer eventually joined the Marketing Department at the Southern Pacific in 1978 and later became Assistant Vice President of SP’s intermodal division. Intermodal dominated the remainder of his career. In 1984, DeBoer left SP to help establish Greenbrier Intermodal, eventually becoming President of the division.

DeBoer represented the United States in international rail congresses in Bologna, Italy and Moscow, Russia, where he gave papers on U.S. Intermodal progress. He was also a writer. He wrote a monthly column on intermodalism for Modern Railroads (which Railway Age acquired in 1992) and later for Progressive Railroading under the pseudonym of Paul V. Carr. He authored “Piggyback & Containers, A History of Rail Intermodal on America’s Steel Highway,” which became a text for the industry.

The son of James Frederich DeBoer and Marian Elaine Teal, DeBoer was born in Kalamazoo, Mich. He grew up in Battle Creek, and was a graduate of Battle Creek Central High School in 1956. He attended Albian College and the University of Michigan, where he received his BA in 1960 and his MBA in 1963. DeBoer is survived by his wife of 66 years, Sandra Ogden DeBoer, a daughter, Kathleen Hurd of Vancouver, Wash., a son James Phillip DeBoer of Kutztown, Pa., a son Christopher David DeBoer of Walnut Creek, Calif.; seven grandchildren; and his sister, Karen DeBoer Potts of Lake Jackson, Tex.

“I knew Dave when he was at Greenbrier,” recalls Tom Simpson, who retired as President of the Railway Supply Institute (RSI) and also ran its predecessor, the Railway Progress Institute (RPI). “He chaired the short-lived RPI Committee on Intermodalism. Under that guise, he and I rented a car and toured rail lines in the Chicago area looking for solutions to the rail-truck-rail interchanges that slowed intermodal traffic in Chicago. We went so far as meeting with the mayor’s office to plead our case—alas, to no avail. Dave and I would also tour the IANA (Intermodal Association of North America) conference in Atlanta and amuse ourselves with the experimental equipment on display. It was all lots of fun.”

The post Dave DeBoer, 1938-2025 appeared first on Railway Age.

North American rail volume on nine reporting U.S., Canadian, and Mexican railroads came in at 31,955,940 carloads and intermodal units for the 47-week period ending Nov. 22, 2025, the AAR reported Nov. 26. Cumulative volume in the U.S. was 23,225,929 carloads and intermodal containers and trailers, up 2.0% from the same point last year; in Canada, 7,619,166 carloads and intermodal units, up 2.3%; and in Mexico, 1,110,845 carloads and intermodal units, down 5.6%.

For the week ending Nov. 22, 2025, total U.S. rail traffic was 516,110 carloads and intermodal units, down 0.9% from the same week last year, according to the AAR. Total carloads came in at 234,592, up 2.0%, and intermodal volume was 281,518 containers and trailers, down 3.2%.

Four of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included coal, up 4,795 carloads, to 62,956; nonmetallic minerals, up 2,379 carloads, to 32,282; and grain, up 2,253 carloads, to 25,893. Commodity groups that posted decreases compared with the same week in 2024 included petroleum and petroleum products, down 1,187 carloads, to 10,587; chemicals, down 1,092 carloads, to 32,699; and miscellaneous carloads, down 1,068 carloads, to 8,875.

For the first 47 weeks of this year, U.S. railroads reported cumulative volume of 10,462,354 carloads, up 1.8% from the same point last year; and 12,763,575 intermodal units, up 2.1% from last year.

North American rail volume for the week ending Nov. 22, 2025, on nine reporting U.S., Canadian, and Mexican railroads totaled 343,457 carloads, up 1.9% compared with the same week last year; and 365,425 intermodal units, down 2.0% compared with last year. Total combined weekly rail traffic in North America was 708,882 carloads and intermodal units, down 0.1%.

For the week ending Nov. 22, 2025, Canadian railroads reported 96,121 carloads, up 1.5%, and 70,202 intermodal units, up 1.5% from the same week in 2024.

Mexican railroads reported 12,744 carloads for the week ending Nov. 22, 2025, up 1.5% from the same week last year, and 13,705 intermodal units, up 7.4% from last year.

The post AAR: North American Rail Volume Up Through Week 47 appeared first on Railway Age.

Orders for new railcars in 2025’s third quarter amounted to 3,071. We’re not facing a financial crisis, or a COVID lockdown, but orders are behaving as though we’re in a crisis. This is a travesty with potential harm to the industry over the next few years.

Carloads have been resilient, railcar scrapping remains elevated, cars in storage are stable, utilization remains elevated, orders for new railcars are anemic, railcar prices are higher, and the fleet is shrinking—and lease price renewals are proving sticky above 20%! What’s going on?

Lessors love scarcity and hate surplus. With most car types in short supply, pricing power shifts to lessors. But without carload growth, that pricing power eventually disappears. As Paul Titterton, Executive Vice President at GATX North America, reflected at Rail Equipment Finance 2025 in March and at the GATX 1Q25 earnings call: “We continue to believe in what we’ve been calling the supply-led market thesis and the self-correcting market thesis, which is basically to say … that it is relative to history, expensive to build and expensive to finance new railcars, and that has been a constraint on new car production” The industry is in a supply driven cycle triggering shortages of certain car types and stronger pricing power for lessors.

In December 2022, I predicted a sustained period of higher railcar prices and lease rates. Now, three years later, my prediction has become reality. How much longer will it last, what is driving higher lease rates, and what impact will this trend have on the industry?

Shrinking North American Fleet

The North American railcar fleet has contracted roughly 3% between 2020 and today, from a high of 1,675,511 to 1,635,097, a net decline of 40,414. Railcar scrap rates remain elevated, driven by attractive scrap prices and railcar demographics. It is anticipated that 188,000 railcars will age out over the next five years. If railcars built between 1993 and 2004 that have been loaded to 286K GRL but were designed to 263K specs start fatiguing out, the number of scrapped cars may go much higher. If orders for new railcars don’t pick up soon, the fleet may shrink by 60,000-80,000 railcars over the next three to five years, dipping well below 1.6 million in the North American fleet—all this in the face of growing carload demand:

Orders for new railcars for the past two years have been well below replacement levels of 35,000-42,000 railcars annually:

The order spike in 3Q22 reflects the GATX/Trinity long term supply agreement for 5,000 railcars annually.

From 3Q23 through 4Q24, deliveries of new railcars were steady at 10,000/quarter. However, since 4Q24, deliveries have trended down to 7,500/quarter. With anemic orders and elevated deliveries, the overall backlog has fallen precipitously. At the end of 3Q22, the railcar backlog was 61,415, while today the backlog is down to 25,637. Unless orders pick up, carbuilders will need to scale down operations significantly very soon.

Reinforcing this message, Paul Titterton said during the GATX 1Q25 earnings call: “If you look at the ARCI (RSI American Railway Car Institute Committee) numbers for the past couple of quarters, we’re on an annualized run rate of around 20,000 car orders per year, which is well below the replacement rate, well below what we’ve seen in history. That is supportive of our business.”

New Railcar Prices

Railcar builders have been disciplined on pricing and margin, driven by pressure from the investment community. To illustrate: when Greenbrier announced 3Q25 earnings on 7/1/25 that beat estimates, the share price shot up 22% the next day! It has since retreated, driven by the order trough. Combined with higher input costs, particularly steel and components, new railcar prices remain elevated. Higher prices for new railcars increase the value of older railcars, to the benefit of lessors in terms of asset values and higher lease prices. Higher interest rates further add to the cost of new railcars.

Carloads Remain Steady, With Upside Potential

From a recent AAR publication, U.S. carloads have grown 2.1% year-to-date. In contrast to truckloads, rail carloads have proven to be far more resilient. Coal and grain have contributed significantly to rail’s overall performance. A couple of years ago I postulated that the decline of coal would slow down, and when that time came, we would begin to see net carload growth for the first time in almost 20 years. The “Pivot to Growth” is being led by coal carload increases, and growth in grain, intermodal and possibly construction-related products (i.e. lumber, aggregates) if housing starts rebound. All other commodities, including motor vehicles, have been steady.

Railcars in Storage

There are currently 330,085 railcars in storage, 35% of which, or 110,000, are tank cars. The second largest car type in storage is covered hoppers, representing 29% of stored cars, or 103,000. Coal cars, including hoppers and gondolas, represent another 62,000 cars, or 17% of stored railcars. Together, these three classifications represent 81% of stored railcars. The question becomes: Will these cars ever return to service given the changes in their respective markets as well as better, more productive designs? The real number of stored railcar candidates to return to service is likely much lower than 317,000. This supports tightness in railcar availability.

Railcar Ownership Changes Have Shifted Toward Lessors

Over the past 30 years, railcar ownership has shifted to lessor-owned fleets as railroads devote their capital toward infrastructure and locomotives:

Source: TrinityRail 1Q25 investor presentation.

As railcar ownership has shifted toward lessors, there has been tremendous reorganization and rationalization within the lessor community, as exemplified by the recent acquisition of the Wells Fargo fleet by GATX/Brookfield Infrastructure Partners: A new joint venture of GATX Corp. and Brookfield Infrastructure Partners L.P. have entered into a definitive agreement to acquire Wells Fargo’s rail operating lease portfolio of approximately 105,000 railcars for $4.4 billion. Initial joint venture equity ownership will be GATX (30%) and Brookfield Infrastructure (70%), with GATX having the option to acquire 100% of the joint venture equity over time. With the GATX/Brookfield JV acquisition of the Wells Fargo fleet, GATX market share of the lessor-owned fleet will increase from 13% to 25%.

Source: GATX investor presentation re: Wells Fargo asset acquisition, 5/30/25

Going forward, there will likely be fewer, larger lessors who will yield more control and discipline over railcar supply and availability. Gone are the days of upstart leasing companies who speculate recklessly, driven largely by 0% rates.

Lease Price Trends

Both GATX and TrinityRail offer tools for tracking the directionality of lease prices. GATX utilizes its LPI (Lease Price Indicator), while TrinityRail offers its FLRD (Future Lease Rate Differential) chart:

Source: TrinityRail 1Q25 investor presentation

TrinityRail reported a 17.9% increase in its FLRD in the 1Q25 earnings report, while GATX reported a 24.5% increase in the same period. GATX has offered the LPI for years, yielding insight into historical lease price trends in response to market dynamics:

As reflected above, the railcar leasing industry has weathered its share of prolonged ups and downs. What we’ve seen over the past couple of years is a re-pricing of the “COVID Era” leases, reflected in 20%-plus changes in lease rates. Absolute lease rates, on the other hand, have proven relatively flat.

Going forward, there is high probability that lease rate renewal pricing will remain elevated, given the consolidation in leasing companies, further disciplined supply and continued elevated railcar retirements and scrapping. These factors all contribute to a sustained favorable lease price environment. But is all this good for the overall freight rail industry?

Anemic orders for new railcars aren’t good. Railcar ownership has shifted squarely toward lessors, who have learned that railcar tightness results in higher lease rates. Why add to supply and possibly risk lease price pressure? With the fleet trending toward sub-1.6 million railcars, will the industry be able to support any uptick in carloads?

Railroad carloads have proven resilient, with a few growth opportunities imminent. When railcars aren’t available to prospective shippers, or the railcar that is delivered is a piece of junk, that growth opportunity disappears. Furthermore, running 20-plus-year-old equipment detracts from overall performance through higher track and wheel costs, higher fuel costs, lower reliability and higher risk of failure (remember East Palestine?) Railcars produced today are far superior to those produced more than 20 years ago. Delaying innovative designs detracts from overall railroad performance. Above all, the rail industry won’t be able to grow if good railcars aren’t available. It’s time to start rebuilding the fleet!

The post Anemic Railcar Orders an Industry Travesty appeared first on Railway Age.

NS

NS on Nov. 24 reported presenting a $100,000 grant to the Chicago Police Foundation, which works with the Chicago Police Department “to identify needs and secure innovative resources for the city.” The railroad’s contribution, through its Safety First Grant Program, “supports the foundation’s mission to provide resources that supplement the Chicago Police Department’s capabilities, ensuring officers have the tools and technology needed to serve Chicagoans safely and effectively.”

For example, the drone and vehicles purchased “will help prevent theft before it happens, saving local businesses, law enforcement, and residents time and money,” according to NS.

“Having great corporate citizens like Norfolk Southern and their leadership work with the Chicago Police Foundation in support of the CPD for equipping our department with the latest technology and supporting the well-being of our officers is a model to be followed,” said Rick Simon, Chairman of the Chicago Police Foundation Board.

“We’re proud to support the Chicago Police Department by providing the tools they need to protect both the city and the officers who serve it,” NSPD Regional Superintendent Eric Oliver said. “We recognize the dedication of Chicago’s officers and are honored to help deliver resources that make a real impact—from advanced drone technology to vehicles that strengthen mobility and response.”

(Courtesy of NS)

Meanwhile, NS is “spreading holiday cheer” with a new collection of in-house designed merchandise, which is available in the official Norfolk Southern Company Store.

Highlights include:

• Collectible Items: Ornaments and keepsakes. Plus, limited-edition toy trains, including a locomotive and three freight cars, are “coming soon.”
• Seasonal Apparel: Branded socks, gloves, scarves and beanies.
• Other Items: Drinkware, a charcuterie board, and stocking stuffers “with a Norfolk Southern twist.”

Also available: the 2026 NS calendar.

“Railroads have always been a part of holiday traditions, from delivering gifts to inspiring generations of train enthusiasts,” said Emily Murray, NS Assistant Director, Creative and Brand. “Our holiday collection is a way for fans to celebrate that connection and share it with loved ones.”

CSX

CSX on Nov. 24 celebrated its Rocky Mount terminal via social media, sharing a specially produced video (above). In the past 12 months, crews there have handled more than 89,000 railcars for loading, unloading, and other operations, and managed 300,000-plus railcar arrivals and departures, readying assets for their next destination, according to the railroad.

“This historic freight-classification yard has been operating in the same location in North Carolina since the early 1900s and continues to set the standard for excellence,” CSX reported. “Thank you to our Rocky Mount team for your hard work and for powering what’s possible. You are a vital part of our #ONECSX family!”

BNSF (Courtesy of BNSF)

“Something new is happening at BNSF-served customer NEW Cooperative,” the Class I railroad reported via social media on Nov. 25. “The co-op, which operates rail-served facilities across Iowa, recently expanded its Osceola location by adding a dry fertilizer facility to its existing grain shuttle train-loading loop track.” The addition, BNSF said, includes a dry fertilizer dump pit, conveyor system, and a large fertilizer warehouse. Since October, the facility has been unloading potash, phosphate and sulfate fertilizers through the new system.

“For now, NEW Cooperative is unloading single-car shipments of dry fertilizer, but as volumes grow, some of those movements could be converted to unit trains in the future,” BNSF reported. “Thank you, NEW Cooperative, for your continued trust in BNSF.”

UP UP teams monitor “high-definition feeds showing near, far and 180-degree panoramic views—technology designed to give crews unmatched visibility and elevate safety across the rail network.” (Courtesy of UP)

UP’s new point protection technology is said to give crews “a modern, high-tech view of their surroundings—boosting safety, precision and confidence during train movements.”

The railroad, in a Nov. 25 article published on its website, reported that advanced cameras on locomotives stream high-definition, wide-angle video directly to the crew at a yard in Livonia, La. The system, it said, delivers “near, far and 180-degree panoramic views around the knuckle and down both sides of the track—even at crossings.”

(Courtesy of UP)

“It’s a technological leap that blends simplicity with sophistication,” said Brian Partlow, UP Director, Tech. “The new system eliminates potential blind spots caused by a locomotive’s structure, helping crews make safe decisions in real time.”

It also includes safeguards to maintain visibility, according to UP. “The live video feed confirms the cameras are working properly, while built-in latency detection alerts users within a second if there is delayed video,” the railroad reported.

“Think of it like lane assist in your car,” added Brenten Starr, UP General Director, Engineering. “It’s an added safeguard that boosts precision to strengthen protection for everyone.”

“This is how we move forward,” Partlow summed up. “We test, we learn, we evolve—and we keep making rail operations safer for our employees, our communities and the customers who rely on us for dependable service.”

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

Hitachi Rail on Nov. 26 (World Sustainable Transport Day) published its 2025 Sustainability Statement, reaffirming a commitment to “leading the sustainable development of the mobility sector by driving innovation, reducing environmental impact, and promoting responsible practices across its operations and partnerships.”

This follows the April launch of a 149-page sustainability report and strategy, PLEDGES, by Hitachi, which operates globally in four sectors—Digital Systems & Services, Energy, Mobility, and Connective Industries—and the Strategic SIB Business Unit for new growth businesses.

Hitachi PLEDGES (Courtesy of Hitachi)

“With sustainability at the core of its business strategy, Hitachi developed a group-wide strategy, ‘PLEDGES,’ consisting of seven strategic pillars that underpin Hitachi’s sustainability efforts, along with the targets it aims to achieve over the next three years,” reported Hitachi Rail, whose integrated business offering includes rail transport vehicles, signaling systems and digital technology, service and maintenance activities, as well as turnkey solutions worldwide. “The ambitious targets include a 75% reduction by 2027 (versus 2019) in greenhouse gases at its operational sites (Scope 1 and 2).”

Hitachi Rail’s 108-page Sustainability Statement covers Fiscal Year 2024, which included the closing of its Thales Ground Transportation Systems acquisition, increasing its global footprint to more than 50 countries and its workforce from 15,000 people to nearly 24,000 people worldwide.

Among the Statement highlights, according to Hitachi Rail:

• “Zero waste to landfill at the Hagerstown (USA), Naples, and Reggio Calabria (Italy) sites.
• “Carbon-neutral digital factory opened in Hagerstown: powered entirely by renewable electricity and photovoltaics.
• “Continued progress on ‘tri-mode’ trains, including a UK contract for intercity battery trains, offering flexibility to run on electrified and non-electrified tracks.
• “Applied Eco-Design principles to 100% of new vehicles developed.
• “Expanded use of digital technologies including the launch of HMAX to optimize energy efficiency and accelerate the ecological transition.
• “Advanced the BeWell program, promoting the well-being and mental health of our employees.”

“Guided by the “strong belief that valuing diversity and fostering an inclusive culture strengthens the business, drives innovation, and enables the company to better serve its customers and communities, in FY24 Hitachi Rail continued to advance its commitment to inclusion and equity through dedicated programs and initiatives,” the company noted. “Across FY24, employee engagement increased by nearly five percentage points, year on year. Based on its founding philosophy to ‘Contribute to society through the development of superior, original technology and products,’ Hitachi has been addressing social issues over its 110-year history. This philosophy is reflected in its new management plan, Inspire 2027, which aims to deliver value to society and enhance corporate value by focusing on social issues and further leveraging Hitachi’s strength in IT, OT, and products. With the global competitive landscape rapidly changing, Hitachi believes in sustainability as a foundation of competitiveness.”

According to Hitachi Rail, its 2025 Statement aligns with the European Sustainability Reporting Standards (ESRS) and “unveils a renewed Double Materiality Assessment (DMA) approach under the Corporate Sustainability Reporting Directive (CSRD), supported by extensive stakeholder engagement.” This methodology, it noted, “integrates financial performance, risk management, and operational activities, ensuring compliance and best practice through a comprehensive evaluation of material ESG topics.”

“Hitachi Rail is a business with a clear social purpose and our 2025 Statement underlines that sustainability is at the core of our growth,” said Giuseppe Marino, Group CEO of Hitachi Rail. “By embedding the PLEDGES strategy at the core of our operations and decision-making, we are positioning our business to meet global challenges and deliver on our mission: the sustainable mobility transition.”

DOWNLOAD THE HITACHI RAIL SUSTAINABILITY STATEMENT AND HITACHI SUSTAINABILITY REPORT BELOW: hitachirailfy24sustainabilitystatement2025Download en_sustainability2025Download Further Reading:

• Hitachi Rail Adopts New NVIDIA IGX Thor Solution for Real-Time AI
• Hitachi Opens $100MM ‘Digital’ Hagerstown Plant
• Hitachi Rail Signs MOU With Ontario Tech University to Support Railway Engineering Specialization
• Hitachi Rail Acquires Omnicom

The post Hitachi Rail Releases 2025 Sustainability Statement appeared first on Railway Age.

A Nov. 24 letter to the Surface Transportation Board co-authored by 64 U.S. trade associations, chambers, and businesses—from the chemical and agribusiness sectors to the automotive dealer, plastics, building, vinyl, and pet food sectors—urged the Board to “thoroughly scrutinize” the Union Pacific-Norfolk Southern merger proposal “to ensure it does not undermine the integrity of our nation’s transportation network or disrupt the supply chain.”

(Graphic Courtesy of UP)

The letter is one of many filed recently from groups expressing their opinions about and/or their intent to participate in the STB proceeding concerning the transaction that would combine the two Class I’s networks under common ownership and form a U.S. transcontinental.

The STB Office of Chief Counsel entered the letter from the undersigned into the public record Nov. 25, 2025. Railway Age reproduces it in full below.

“On behalf of the undersigned trade associations, chambers and businesses representing vital sectors of the U.S. economy, we write to express strong concerns regarding the proposed merger between Union Pacific Railroad and Norfolk Southern Railway.

“Our industries collectively represent millions of American workers that depend on freight rail as an important link in the supply chain. Without it, American consumers can’t affordably access the goods and services they rely on every day. Reliable and affordable freight rail service is essential to maintaining U.S. manufacturing strength, supporting energy security, and ensuring reliable supply chains.

“History has shown that increased rail consolidation leads to fewer choices, higher transportation costs, service disruptions, and reduced economic competitiveness. Today, just four Class I railroads [UP, NS, BNSF, and CSX] control more than 90% of freight rail traffic. The proposed UP/NS transaction would be the largest rail merger in history and would put control of more than 40% of rail traffic in the hands of a single railroad. It would further weaken the small amount of competition that currently exists in the railroad industry. Past rail mergers have triggered major breakdowns in the supply chain and increased costs for businesses and consumers alike.

“Given the potential for widespread economic harm, it is essential that the Surface Transportation Board proceed with great care. The creation of a transcontinental railroad must not come at the expense of competition, service reliability, or the broader health of the U.S. supply chain.

“We respectfully urge the Board to thoroughly scrutinize this merger proposal to ensure it does not undermine the integrity of our nation’s transportation network or disrupt the supply chain.

“Sincerely,

“Agribusiness Association of Iowa
“Agribusiness Council of Indiana
“Agricultural Retailers Association
“Alabama Chemistry Council
“Alliance for Automotive Innovation
“Alliance for Chemical Distribution
“American Chemistry Council
“American Coatings Association
“American Foundry Society
“American Fuel & Petrochemical Manufacturers
“AmericanHort
“Associated Industries of Vermont
“Builders Association of Minnesota
“Can Manufacturers Institute
“Chemical Industry Council of Illinois
“Chemistry Council of New Jersey
“Chlorine Institute
“Communications Cable and Connectivity Association
“Council of Producers & Distributors of Agrotechnology
“Duluth Area Chamber of Commerce
“EPS Industry Alliance
“Essential Minerals Association
“Freight Rail Customer Alliance
“Georgia Chemistry Council
“Household and Commercial Products Association
“Illinois Farm Bureau
“Independent Lubricant Manufacturers Association
“Institute of Makers of Explosives
“Kentucky Association of Manufacturers
“Maine Forest Products Council
“Maine State Chamber of Commerce
“Manufacturers Association of Maine
“Massachusetts Chemistry & Technology Alliance
“Minnesota AgriGrowth Council
“Minnesota Automobile Dealers Association
“Minnesota Crop Production Retailers
“Minnesota Farmers Union
“Minnesota Forest Industries
“Minnesota Grocers Association
“Montana Agricultural Business
“Montana Chamber of Commerce
“National Industrial Transportation League
“New York State Chemistry Council
“Nonwoven Fabrics Industry
“North Carolina Agribusiness Council
“North Dakota Association of Builders
“North Dakota Chamber of Commerce
“North Dakota Petroleum Council
“Ohio Chemistry Technology Council
“Pennsylvania Chemical Industry Council
“Performance Racing Industry
“Pet Food Institute
“Pine Chemicals Association International
“PLASTICS Industry Association
“Rail Passengers Association
“South Dakota Chamber of Commerce & Industry
“Specialty Equipment Market Association
“Spray Polyurethane Foam Alliance
“Treasure State Resources Association of Montana
“Vinyl Institute
“Wayzata West Metro Chamber
“West Virginia Manufacturers Association
“Willmar Lakes Area Chamber of Commerce
“Wisconsin Agri-Business Association”

Further Reading:

• Why a Unified Rail Network Makes Sense
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Justification for UP-NS Merger: Real or Not?
• UP, NS Shareholders Greenlight Merger
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’

The post 64 Industry Organizations to the STB: ‘Proceed With Great Care’ appeared first on Railway Age.

Railway Age and Railway Track & Structures on Oct. 15-16 hosted the third-annual in-person Women in Rail Conference with a packed lineup of influential women and their allies, who shared experiences, celebrated achievements, and discussed the future of the freight, passenger, and transit rail industry.

Conference registration opened on Oct. 14, with badge pick-up sponsored by Genesee & Wyoming and a continental breakfast sponsored by UTLX. (Photograph Courtesy of Amsted Rail)

Close to 300 people attended the event, which was filled with dynamic panels, a awards luncheon for the publications’ Women in Rail and  Women in Railroad Engineering honorees, and networking opportunities—all at a new, larger venue, the Hyatt Regency Schaumburg, just outside of Chicago. Also included this year: a tour of Canadian Pacific Kansas City’s (CPKC) Bensenville Yard.

Annie Adams, Chief Human Resources Officer, NS (Courtesy of Willie D. Mills)

The 2025 Women in Rail Conference featured headliner Annie Adams of Norfolk Southern. Joining her on stage over the course of two days of educational sessions were: Jennifer Hamann of Union Pacific; Herman E. Crosson of Anacostia Rail Holdings; Jean Savage of Trinity Industries, Inc.; John S. Morris III of Metra; Kate Bourgeois of Mississippi Export Railroad; Sarah Watterson of Brightline West; Scott Sandoval of Genesee & Wyoming Railroad Services Inc.; and Cherise Myers of American Public Transportation Association. These and many other trailblazers work to ensure that more women and young professionals join the industry and move up the passenger and freight rail ladders.

Railway Age and RT&S editors held informal “fireside chat”-style conversations with decision-makers from across the industry, covering everything from career and life trajectories to strategies for leadership, building an effective team, and managing crises to advice on salary negotiation, self-branding, and maintaining a culture of belonging. Among the other moderators were Lisa Tackach of Railroad Construction Company, Inc., and the League of Railway Women; Barbara Wilson of Railroad Financial Corporation; and James T. Riley of the Railway Supply Institute.  

Following is a photographic roundup of the event:

Railway Age and RT&S Publisher Jonathan Chalon (pictured above) and RT&S Managing Editor Jennifer McLawhorn (pictured top, right) opened the 2025 Women in Rail event, welcoming the nearly 300 attendees and setting the stage for a packed two days of educational sessions. (Also shown are Railway Age’s Executive Editor Marybeth Luczak, pictured top left, and Senior Editor Carolina Worrell. pictured top, center). (Photographs Courtesy of Willie D. Mills, top; Amsted Rail, bottom).

NS’s Annie Adams, Chief Human Resources Officer (speaking, above), headlined Women in Rail providing insights on recruitment trends, career development, and her professional journey in a “fireside chat” conversation with Railway Age’s Marybeth Luczak and Carolina Worrell and RT&S’s Jennifer McLawhorn. “One message I hope resonated: careers aren’t always linear,” Adams shared after the event. “Some of the most rewarding growth comes from stepping into something new and betting on yourself. NS is a great place to do just that, and I’m proud to champion our railroad and our people every chance I get. Thanks for having us, Railway Age!” (Photograph Courtesy of Willie D. Mills)

One out of every six rail employees is a veteran. Railroading’s Heroes, moderated by Railway Supply Institute President James T. Riley (far right, above), addressed the connection between the military and railroads and the role it plays in companies’ recruitment and development practices—from the field to the C-Suite. Jean Savage, CEO and President of Trinity Industries, Inc. (second from right); Quilesha Hodges, Assistant Terminal Superintendent, Women’s Network Mentorship Chair at BNSF (center); John S. Morris III, Chief Financial Officer of Metra (second from left); and Herman E. Crosson, Chief Safety & Compliance Officer, Anacostia Rail Holdings discussed how having a military background helps them and other freight and passenger railroaders lead and succeed. (Photograph Courtesy of Bhavya sai Vaishnavi Seetamsetti, Project Manager, Horrocks)

Jennifer Hamann (second from right, above) has served Union Pacific for 33 years. Now Executive Vice President and CFO and a 2023 Railway Age Women in Rail award winner, she took part in the three-part Leadership Journeys session in which top railroaders in different industry segments shared career twists, accomplishments and challenges, and how their backgrounds have influenced their leadership styles. Her co-presenters on the freight side of the business were Kate Bourgeois, President and CEO of Mississippi Export Railroad (second from left; a 2022 Railway Age Women in Rail award winner); Jenni Benton, Senior Vice President Commercial at Patriot Rail (far left; a 2023 Railway Age Women in Rail award winner); and Kimia Khatami, Director of Transload Strategy and Operations for CPKC (a 2025 Railway Age 25 “Fast Trackers” Under 40 award winner). Going beyond their résumés, they talked openly about what keeps them up at night and how they deal with challenges; what they look for when hiring; and how they are building a strong culture at their respective companies. (Photograph Courtesy of UP)

The Leadership Journeys session also featured engineering and consulting representatives, with Rachel Burckardt, Senior Vice President/Senior Project Manager-Northeast Lead, Freight Rail National Business Line at WSP USA (left), and Lariza Stewart, Senior Project Manager, Rail, KCI Technologies, Inc. and Chair – AREMA Committee 2 (right). They told attendees about why joining this segment of the industry has been a good career move and what they wished someone had told them before they started, plus what technologies or changes they see shaping its future.

Rounding out the Leadership Journeys session were Janice R. Thomas, Deputy Executive Director, External Affairs/Chief of Staff at Metra (pictured above), and Sarah Watterson, President of Brightline West (pictured top, on screen via Microsoft Teams). They highlighted not only their backgrounds and the commuter and high-speed rail markets, but also how they deal with adversity and the importance of women and their allies lifting each other up. The Leadership Journeys talks were impactful, touching many in the audience.(Top Photograph Courtesy of Lisa Tackach; Bottom Photograph Courtesy of Willie D. Mills)

(Photograph Courtesy of Rachel Burckardt) (Photograph Courtesy of NARBW)

At the Conference Luncheon Sponsored by CN, we recognized the outstanding honorees of the Railway Age 2024 Women in Rail and RT&S 2025 Women in Railroad Engineering award programs. Nine of Railway Age’s recipients (pictured top with awards judge Barbara Wilson, far right) and seven of RT&S’ recipients (bottom) took part in the celebration and were presented with specially designed plaques. (Photograph Above Courtesy of Carolina Worrell)

Pictured, right, with Janice R. Thomas of Metra, who served as a Leadership Journeys featured speaker, are Gina Drinkwater, Shop Superintendent at Metra (left), and Jere Alwin, Signal Design Manager of Metra (right), who were presented with awards as part of the 2024 Railway Age Women in Rail and 2025 RT&S Women in Railroad Engineering programs, respectively.

“#NOPB [New Orleans Public Belt] proudly celebrates Ari Ferrand Goodwin SHRM-CP, CAPM [pictured right], our Director of Organizational Development, for being named one of the Railway Age 2024 Women in Rail! Ari’s leadership and dedication to fostering inclusivity and driving professional growth across our organization embody the spirit of innovation and excellence that moves our industry forward. Her recognition is a testament to her impact — not only within the rail community but also in creating a workplace where every employee can thrive. Congratulations, Ari, on this well-deserved honor!” (Caption and Photograph Courtesy of New Orleans Public Belt Via Social Media)

(Photograph Courtesy of Carolina Worrell)

Industry mentors led the Commanding the Track: Your Leadership Toolkit session. The topics addressed were:

• How to be an effective leader, with 29-year railroad industry veteran Karen Claussen, Vice Chair, Gulf & Ohio Railways, Inc. and SVP, Knoxville Locomotive Works (pictured above).

• How to manage a crisis, with Henrika Buchanan, Senior Vice President, National Practice Consultant, Transit & Rail Market Sector, HNTB. A 2024 Railway Age Women in Rail Award honoree, she is pictured (top right) with Carolina Worrell. (Photograph Courtesy of Lisa Tackach)

• Building a productive team, with Kari Gonzales, President and CEO, MxV Rail. A 2023 Railway Age Women in Rail Award honoree, she is pictured (far right) with Marybeth Luczak. (Photograph Courtesy of MxV Rail)

• Fast-tracking your career, with Cassandra Mullee, Vice President Network Operations, CN. A 2022 Railway Age 25 “Fast Trackers” Under 40 Award honoree, she is pictured below with Jennifer McLawhorn. (Photograph Courtesy of Marybeth Luczak)

[T]he right toolkit doesn’t just elevate your leadership; it empowers your entire journey. It’s a true privilege to be part of this conference. Throughout my journey in rail, I’ve been honored to receive recognition through several industry awards, but the real reward has been learning, growing, and now sharing the leadership tools that helped me get here.”
—Kari Gonzales, MxV Rail

How to successfully market yourself was the focus of Executive Edge: Branding, Negotiation and Presence. Experts Anna Guzman, Vice President – HR Business Partner, Wabtec (second from right); Cherise Myers, Senior Director of Workforce Development, APTA (far right); Ashley Nelson, Chief Human Resources Officer, AITX (center); and Kari Wagner, Vice President Commercial Strategy, The Greenbrier Companies (second from left) led the informative and crowd-pleasing discussion, providing winning advice on developing an executive presence and asking for a raise, and building a network, a skills portfolio, and a personal brand. Never shying away from questions, they tackled how to navigate the potential of being called “too aggressive” or “calculating” when going after promotions; AI-based candidate selection; imposter syndrome; and much more. (Photograph Courtesy of AITX)

Wrapping up the education sessions on Oct. 15 was Allyship to Action: Maintaining a Culture of Belonging moderated by Barbara Wilson, Railroad Financial Corporation Senior Advisor and one of Railway Age’s Women in Rail Award judges. Panelists discussed the importance of communication and engaging trainees, front-line employees, managers, and labor unions, plus upholding a culture of respect at California’s Metrolink regional/commuter rail agency (Paul Hubler, Chief Strategy Officer); Genesee & Wyoming Railroad Services Inc. (Scott Sandoval, Assistant Vice President, Engineering, American Region); and The Indiana Rail Road (Joe Gioe, former President and CEO President and CEO). (Photograph Courtesy of Willie D. Mills)

A networking reception, sponsored by R.J. Corman, closed out Day One. As a bonus, author Chris Enss (far left) was on hand to share highlights from her latest book, “Iron Women,” celebrating women’s contributions to the rise of the rail industry. In addition, attendees visited the booths of conference sponsors and supporters like Anacostia Rail Holdings, Amsted Rail, and the Chicago Chapter of the National Association of Railway Business Women, which turned 100 this year! (Photograph Courtesy of NARBW)

Day 2 brought together Dr. Karen Philbrick, the Mineta Transportation Institute’s Executive Director and a 2024 Railway Age Women in Rail Award recipient (third from left); Amy Krouse, Vice President Communications for the American Short Line and Regional Railroad Association (third from right); and Vianey De la Mora García, Director General of Asociación Mexicana de Ferrocarriles (second from right), for the “Inclusive Growth and Emerging Talent” session. With the Railway Age and RT&S editors, they explored workforce trends and how organizations across the North American freight and passenger rail sectors are breaking down barriers and creating more accessible pathways for emerging talent. (Photograph Courtesy of Jonathan Chalon)

Taking the stage for our “Trackside Impact: Environment and Community” session were Kayden Howard, Senior Vice President, Health, Safety, and Environmental Programs, OmniTRAX (second from left); Sean Strong, Vice President of Environmental, Watco; and Brett Guarino, Project Manager, CSX Construction Engineering (2025 RT&S Women in Railroad Engineering Award winner; middle right). They covered how the industry is lowering carbon emissions through innovation, strengthening stakeholder engagement, and leading construction projects that deliver lasting, positive impacts, with moderator Lisa Tackach, Head of Marketing, Railroad Construction Company, Inc., and President, League of Railway Women. (Photograph Courtesy of Marybeth Luczak)

Christina Booth-Jackson, Vice President of IT for R.J. Corman and a 2024 Railway Age Women in Rail Award recipient (second from right), contributed insights on implementing IT systems that drive efficiency and allow employees to work smarter during the High-Tech Career Development and Industry Innovations panel. She was joined by Stacey Matlen, Senior Vice President of Innovation at The Partnership for New York City (second from left), which teams with startups to solve public transportation challenges for the largest transit agencies in North America. Leading the conversation were Carolina Worrell (far left) and Jennifer McLawhorn from Railway Age and RT&S, respectively. (Photograph Courtesy of R.J. Corman) 

Sergeant Douglas Balk, Central Division Supervisor, Criminal Investigations at the Amtrak Police Department (left), and Moriah Whiteman, Director of Education and Training at Operation Lifesaver Inc. (right), reinforced the importance of rail safety during a special session with Marybeth Luczak of Railway Age. Most important, they discussed how attendees can get involved to spread the message by becoming authorized OLI volunteers. Following the training process, including online classroom work, these volunteers conduct free programs on rail safety education across large and small communities and participate in public awareness campaigns like “See Tracks? Think Train! Week,” an annual event across the U.S., Canada, and Mexico that includes Operation Clear Track for law enforcement and first responders.

Today, we welcomed visitors from Railway Age and RT&S magazines’ annual Women in Rail conference to our Bensenville Yard outside Chicago. Conference participants got an onsite overview of the terminal’s operations and our ongoing multi-year yard reconfiguration project, a massive… pic.twitter.com/f0lKQHNd3x

— CPKC (@CPKCrail) October 16, 2025

Conference attendees ended Day Two with a special tour sponsored by RailPros. They visited Bensenville Yard, Canadian Pacific Kansas City’s primary classification yard in Chicago. Located just south of O’Hare International Airport, Bensenville is a key logistics hub for the Class I railroad’s intermodal operations. It is also home to an auto compound, built as part of the yard reconfiguration project that started in 2022. Our sincere thanks to our guides: CPKC’s Larry Lloyd (AVP for US Government Affairs); Wes Gendi (Director of Industrial Development South); Jake Rinnels (General Manager of Operations), and Josh Pennington (Superintendent of Operation). (All Photographs Courtesy of Marybeth Luczak)

Attendees from all walks of the industry participated in the Railway Age/RT&S Women in Rail Conference and shared their pictures via social media. We showcase a handful below. Thanks to all for joining us! Mark your calendar for next year: Oct. 6-7, 2026 at the Hyatt Regency Schaumburg, Ill. The Railway Age 2025 Women in Rail and RT&S 2026 Women in Railroad Engineering award honorees will be recognized.

Norfolk Southern
(Photograph Courtesy of Willie D. Mills) Genesee & Wyoming
(Photograph Courtesy of G&W Via Social Media)

“UTLX and Procor were delighted to take part in the Women in Rail conference where we built connections with and heard from incredible women who are shaping the future of rail by bringing innovation, resilience, and leadership to the industry. As a sponsor of the event, the UTLX and Procor team repped in a big way! We thank Railway Age & Railway Track & Structures for hosting such an important event. To every woman breaking barriers, driving change, and lifting others along the way: your impact goes far beyond the rails. Let’s continue to build a more inclusive, empowered industry – together.” (Caption and Photograph Courtesy of UTLX and Procor Via Social Media)

(Courtesy of Willie D. Mills)

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RRB (Courtesy of RRB)

Jebby Rasputnis is RRB’s Director of Programs, following service in an acting capacity since June. She succeeds Arturo Cardenas, who retired in March with 34 years of federal service.

Rasputnis oversees operations to process and pay agency-administered retirement, survivor, disability, unemployment, and sickness benefits. She is also responsible for the agency’s nationwide Medicare contract and serves on the RRB’s Executive Committee, which is responsible for day-to-day agency operations and making policy recommendations to the three-member Board.

Rasputnis joined RRB in March 2024 as Deputy Director of Programs. She served previously as Executive Director of the Office of Appellate Operations and Chair of the Appeals Council at the Social Security Administration (SSA). She received her initial appointment to the Senior Executive Service in February 2020. Prior to SSA, Rasputnis worked for the Board of Veterans’ Appeals in the Department of Veterans Affairs, where she held several successive senior counsel positions, including service as an Acting Veterans Law Judge.

Rasputnis received her Juris Doctor from the University of Maryland School of Law and her Bachelor of Arts from Westminster College in Fulton, Mo. She worked in the private sector in communications and policy prior to attending law school and later entered federal service with the Board of Veterans’ Appeals.

PANY/NJ (Courtesy of PANY/NJ)

PANY/NJ on Nov. 24 reported that Rick Cotton, who has served as Executive Director since August 2017, will retire in January 2026. A successor, it said, will be announced “in due course” and work closely with Cotton “to ensure a smooth transition.” Cotton is the longest serving Executive Director of the Port Authority since the 1940s.

“Under the leadership of Cotton and Chairman Kevin O’Toole, the agency has delivered an unprecedented wave of renewal and institutional reform, while successfully navigating the COVID-19 pandemic and one of the most difficult operating environments in its history,” PANY/NJ said. “The Port Authority today is a revitalized, high-performing agency with a clear mandate, a disciplined operating culture, and a transformative, forward-looking capital plan.”

“From the moment Chairman O’Toole and I stepped into these roles in 2017, we shared a simple conviction: this region deserves world-class infrastructure equal to its people and its promise,” Rick Cotton said. “Working in partnership across two states, political lines, and every corner of this agency, we have made historic progress toward that goal. Together, we transformed our airports from appalling laughingstocks into award-winning, best-in-class gateways, and jumpstarted the Midtown Bus Terminal, which had languished for decades. The foundation is now set for future generations to keep building a stronger, more connected region. The opportunity to help transform our facilities and elevate the travel experience for hundreds of millions of people has been deeply satisfying. Since 2017, I have devoted all my energy to this profoundly important work. It has been enormously rewarding—and exhausting. But nothing is forever. With the immense progress that we have made and the completion last week of our proposed new 10-year capital plan—which will fund the agency’s ambitious agenda through 2035—it is simply time to hand over the reins, and I will do so in January.

“Serving this agency and this region has been the honor of my professional life. I am deeply grateful to New York Gov. Kathy Hochul for her unwavering commitment to our ambitious agenda and confirming my appointment as executive director when she assumed the governorship in 2021. I am also grateful to New Jersey Gov. Phil Murphy for his steadfast support of our collective priorities. I want to especially thank Port Authority Chairman Kevin O’Toole for his enduring partnership and dedication to collaboration and progress. And I also offer my gratitude to former New York Gov. Andrew Cuomo for originally appointing me to the position in 2017.”

“Rick has been the driving force behind the Port Authority’s resurgence as a high-performing, modern public agency,” Port Authority Chairman Kevin O’Toole said. “He delivered once-in-a-generation projects that transformed critical transportation assets, strengthened the region’s economy, and enhanced connections across New York and New Jersey. And his vision and discipline are embedded in the capital plan that will guide our next decade. Over 40 years in public service, I have never met a more dedicated, disciplined, and focused executive. I am lucky to have forged a strong professional and personal relationship with Rick. We will miss Rick dearly, but his legacy and presence will be felt for many decades to come.”

(Courtesy of PANY/NJ)

According to PANY/NJ, key highlights of Cotton’s and O’Toole’s tenure include:

“• Reimagined the region’s airports with a $50 billion transformation program—the largest in agency history—delivering a new LaGuardia, Newark Liberty’s award-winning Terminal A, and launching the full rebuild of JFK.

“—Rebuilt LaGuardia from the ground up, replacing the nation’s most outdated airport with a unified, world-class facility, delivered through an $8 billion public-private partnership (with the airport fully operational throughout construction) and recognized with multiple prestigious awards, including being named best airport in the U.S. by Forbes Travel Guide in 2024 and 2025.

“—Opened Newark Liberty’s new Terminal A, a five-star, next generation gateway—which was named Best New Airport Terminal in the World in 2024 by preeminent global airport evaluation firm Skytrax—while breaking ground on the new AirTrain Newark and delivering a funded blueprint to transform the entire airport, including a new Terminal B and rebuilt roadway network.

“—Set the new JFK fully in motion, with a $19 billion rebuild including best-in-class, privately financed terminals 1 and 6 under construction, a complete rebuild and simplification of the roadways more than halfway complete, and multi-billion investments in expansion and modernization of existing terminals.

“—Refocused the agency around customer experience, driving stellar third-party customer recognition through new beloved local concessions, riveting public art, a distinctly New York and New Jersey sense of place, upgraded facilities for taxi and for-hire vehicle drivers, real-time digital tools, and a consistently higher standard of airport service.

“• Moved the long-stalled Midtown Bus Terminal replacement into construction, securing all approvals and beginning work on a $11 billion community-supported project after decades of paralysis.

“• Revitalized the World Trade Center campus, opening 3 WTC, the Perelman Performing Arts Center and the St. Nicholas Church and National Shrine, while bringing the site to life through events, activations, and public art.

“• Elevated the Port of New York and New Jersey to the nation’s second-busiest, maintaining fluid operations through the COVID supply-chain crisis, and expanding capacity through harbor deepening and intermodal rail enhancements.

“• Invested billions of dollars to modernize PATH’s aging infrastructure, including major track replacement, establishment of 9-car train service, 20 percent expansion of the rail car fleet, and rebuilding and renovations of stations.

“• Built the largest PAPD force in agency history and strengthened cybersecurity capabilities to meet rising safety and digital security demands across critical regional infrastructure.

“• Achieved historic milestones in minority and women-owned business enterprises (MWBE) participation, including $2.3 billion at LaGuardia and $3 billion at JFK—both New York state records—expanding opportunity for diverse firms at unprecedented scale.

“• Advanced sustainability leadership, becoming the first U.S. transportation agency to adopt Paris climate accords in 2018, launch a roadmap to net-zero emissions, expand clean-energy and electrification programs, and introduce pioneering emissions-reduction initiatives across airports, the seaport and rail.

“• Launched the agency’s employee innovation hub, piloting emerging technologies such as autonomous vehicle and electric air taxi deployment and industrial use cases for artificial intelligence, while investing in technology to deliver real-time security and customs wait times at the airports, fast and free Wi-Fi at Port Authority airports, cell service and countdown clocks in PATH stations.

“• Modernized the agency, improving efficiency, transparency, governance, and cross-state coordination, while strengthening the employee experience and building a high-expectation, high-performance culture.

“• Issued the Port Authority’s record $45 billion proposed 2026–2035 Capital Plan, setting the blueprint for the next decade of ambition and advancing a suite of generational projects, including completion of the new JFK and Newark Liberty airports as well as the new Midtown Bus Terminal, among many others.”

In 2025, Cotton received the Citizen Budget Commission’s Felix G. Rohatyn Award, which “honors an individual whose career exemplifies its namesake’s commitment to public service and New York’s sound fiscal management,” according to PANY/NJ. In 2021, he earned the Regional Plan Association’s Zuccotti Award, the association’s highest honor, recognizing “a leader who has made extraordinary contributions to the built environment in the tri-state metropolitan region.”

(Courtesy of AASHTO) AASHTO

AASHTO on Nov. 21 reported that its Board has elected Russell McMurry, Commissioner of the Georgia Department of Transportation (DOT), as President and selected Marc Williams, Executive Director of the Texas Department of Transportation (TxDOT), as Vice President for 2025-2026.

McMurry originally joined Georgia DOT as an engineering intern in 1990 and served in a variety of roles, including Chief Engineer, before being appointed the department’s Planning Director. He was later appointed Georgia DOT’s Commissioner by unanimous vote of the State Transportation Board in 2015.

McMurry previously served as AASHTO’s Treasurer for seven years, as well as Chair of AASHTO’s Council on Highways and Streets, Transportation Policy Forum, and Strategic Management Committee.

In August, McMurry received the ITS Lifetime Achievement Award, which was bestowed jointly by ITS America, ITS Asia-Pacific, and ERTICO-ITS Europe—the first U.S. state DOT leader to be so honored— for his longstanding work to help develop and promote intelligent transportation systems, according to AASHTO. He was also elected to the ITS World Congress Hall of Fame.

“AASHTO has been instrumental throughout my career, and I’m honored to serve as its President,” McMurry said. “State DOTs are essential to delivering a safe, efficient, multimodal transportation system, and I’m committed to supporting that work—especially as we prepare for the next federal surface transportation reauthorization. Together, we will continue focusing on reducing roadway fatalities and improving project delivery. I look forward to working with my colleagues in what will be a very important year.”

AASHTO reported that its focus, under McMurry’s direction, will be on “advancing critical federal surface transportation funding reauthorization legislation, expanding efficiency in project delivery, and improving safety through technological enhancements.”

Marc Williams was named Executive Director of TxDOT in 2021 following service as the agency’s Deputy Executive for five years and as interim Director. Prior to joining TxDOT in 2012 as Director of Planning, he held leadership roles at public- and private-sector organizations involved with the planning, development, and implementation of transportation infrastructure projects across the United States.

“I am grateful to serve as AASHTO Vice President alongside Russell and support his call to focus on things that will help state DOTs deliver a safer, more efficient transportation system,” Williams said. “From working to reauthorize the IIJA [Infrastructure Investment and Jobs Act] to boosting safety and improving project delivery, I look forward to partnering on these critical issues impacting all levels of transportation.”

“Russell McMurry and Marc Williams have long been leaders within AASHTO and have done so much already to support their state DOT colleagues across the country,” AASHTO Executive Director Jim Tymon said. “In their new roles, we can only expect more of that exceptional leadership, strong collaboration with colleagues and industry partners, and action as we look toward a federal surface transportation reauthorization, continue to address safety challenges on our roadways, and find ways to enhance project delivery to make a difference in communities across the country.”

The post People News: RRB, PANY/NJ, AASHTO appeared first on Railway Age.

DART

DART on Nov. 24 released its first Point B Strategic Plan Annual Report, “highlighting several initiatives and major system investments that are moving the agency closer to being first-in-mind for mobility.”

Introduced in 2024, Point B “serves as DART’s strategic guide for ensuring transit plays a more substantial role, as North Texas remains on track to become the third-largest region in the U.S. within the next decade.” The plan, DART says, “guides the agency’s decisions around delivering best-in-class customer experiences, creating fantastic spaces in the communities we serve, and ensuring that all investments and service improvements move riders closer to the places that connect them to opportunity.”

“Point B is more than a strategy; it is DART’s commitment to our riders and our region,” said DART President and CEO Nadine Lee. “We made a promise to be transparent to all our stakeholders about how we are working with our employees, for our customers, and in partnership with our communities and stakeholders to strengthen our system. This report not only delivers on that promise but also celebrates the work underway to deliver a transit system that is clean, safe, more connected, and ready for the future of North Texas.”

Point B includes six strategic goals:

• “Empowered Agency: Build a nimble organization that can act quickly and effectively by streamlining processes and empowering employees.
• “Culture of Contribution: Create a culture that aligns roles and responsibilities with the DART vision, deepens organizational trust, and encourages growth.
• “Quality Service: Deliver a quality customer experience defined by strong rider advocacy and built on professional pride and continuous improvement.
• “Seamless Mobility: Integrate mobility options to create a seamless travel experience defined by frequency and reliability that positions DART as first-in-mind.
• “Fantastic Spaces: Create fantastic spaces that add value to our communities, enhance the rider experience, and foster a sustainable thriving region.
• “Strategic Relationships: Position DART as a collaborative leader and recognized regional economic and mobility asset. 

In this first report, DART celebrates significant milestones advancing these goals, including:

• “Launched DART Transform, a 10-year $2.5 billion system modernization program.
• “Raised our Net Promoter Score – which measures customer satisfaction – by 40 points over the last three years.
• Advanced a $110 million investment in security, cleanliness, and reliability projects.
• “Earned national recognition as the American Public Transportation Association awarded the agency gold-level distinction through its Sustainability Commitment Program.
• “Celebrated the opening of the 26-mile Silver Line connecting seven cities from Plano to Dallas Fort Worth International Airport.
• “Opened the Consolidated Dispatch Command Center, streamlining operations and enabling faster response to security and service issues.
• Received the first of 476 new buses that begin phasing in across the service area by the end of 2025.
• “Advanced transit-oriented development with three projects in the development stage and three projects under construction. Developed customized area plans with service area cities to strengthen local mobility and support economic development.”

Along with an average of 171,000 weekday passenger boardings and more than 56 million trips provided, the Point B Strategic Plan Annual Report (download below) highlights just a fraction of the agency’s progress to help people and communities connect and flourish across North Texas, DART noted.

dart_annualreport_2025_17-(web)Download OC Streetcar

For the first time, electricity powered an OC Streetcar vehicle along the Pacific Electric (PE) right-of-way, marking a major milestone toward the start of service in 2026, OCTA recently announced via an X post.

OCTA Director Vicente Sarmiento stopped by to observe this recent test, which confirmed functionality of the overhead contact system that supplies power to the vehicles. In the months ahead, OCTA says testing will continue to ensure safe, reliable service for all. When complete, the OC Streetcar will operate between Santa Ana and Garden Grove, providing connections to existing bus and rail routes.

It’s a big moment for the OC Streetcar! For the first time, electricity powered an OC Streetcar vehicle along the PE Right of Way! This marks a major milestone toward the start of service in 2026. OCTA Director Vicente Sarmiento stopped by to observe this recent test, which… pic.twitter.com/rZwWJPtC21

— OCTA (@goOCTA) November 15, 2025 Denver RTD

Denver RTD announced Nov. 24 that it has launched a comprehensive Customer Experience and Transit Utilization Action Plan “to improve how the agency delivers services, communicates, and connects with its customers.”

Developed over several months, the plan (download below) includes nearly 60 tactics shaped by feedback received from RTD’s customers, staff, Board of Directors, and annual surveys. The near-term action plan closely aligns with the agency’s Strategic Plan and Annual Scorecard and focuses efforts during a seven-month timeline.

“Having a laser-like focus on customer experience is paramount and supports the agency’s near-term and future successes,” said RTD General Manager and CEO Debra A. Johnson. “This action plan ensures the agency’s customers are at the center of every decision made, from communications to service delivery.”

The action plan, the agency says, “includes strategies to improve service reliability, personal safety and security, cleanliness, wayfinding, digital tools, communications, and the overall ease of using RTD services. The plan also emphasizes a customer-first approach to ensure individuals feel informed, supported, and valued throughout their journey. The launch reflects a renewed, agency-wide commitment to understanding customer needs, improving service quality, and creating a more seamless travel experience across RTD’s entire system.”

The plan is organized into five focus areas: (1) Service Delivery and Amenities; (2) Fares and Pass Programs; (3) Communications and Information; (4) Awareness and Education; and (5) Engagement and Outreach. Several of the tactics are currently under way, including a high-volume events plan, promotion of RTD pass programs, a new mobile application, and bus and rail ride-alongs by RTD’s leadership team.

“By listening to our customers, understanding their needs, and continuously improving services, we’re able to foster long-term loyalty,” said RTD Chief Communications and Engagement Officer Stuart Summers. “A positive experience means that our customers feel supported, informed, and confident using RTD’s services, and it directly impacts their future decisions to take RTD.”

Additional work will begin in 2026 to build upon the near-term action plan and develop a multi-year customer experience program.

CX-Transit-Utilization_Action-Plan_2025-2026_11-20-2025_avzfh6Download

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