Railway Age magazine

The American Short Line and Regional Railroad Association (ASLRRA) has filed a notice of intent to participate in the Surface Transportation Board’s (STB) review of the forthcoming Union Pacific-Norfolk Southern application seeking authorization to combine their networks under common ownership and form a U.S. transcontinental.

“This proposed major consolidation transaction is of significant interest to short line railroads across the nation,” ASLRRA said in its Nov. 19 filing announcement. “Both individually and collectively with the involvement of the ASLRRA, short lines are actively engaged in ascertaining how the proposed transaction may positively or negatively impact smaller railroads and their customers.”

The Association’s participation, it noted, “will focus on ensuring the transaction, as presented to the STB by the applicants or as may be conditionally approved, adequately addresses any impact on smaller railroads and their customers, and supports” the following measures:

• Short line carload traffic growth and enhanced Class I/short line interchange efficiencies.
• Frequent and reliable railroad service post-transaction.
• Competition across the overall network.

“On behalf of our members, ASLRRA will productively engage in the STB process, seeking to enhance competition, improve customer service, and grow rail volume across the U.S. freight rail network by building on successful win-win partnerships between Class I’s and short lines,” ASLRRA President Chuck Baker said.

UP and NS this summer submitted to the STB a notice of intent to file an application for STB approval of a proposed merger; in their notice, UP and NS stated that they intended to file their application on or before Jan. 29, 2026. The application would be part of STB docket FD 36873.

Shareholders of UP and NS, in special meetings held Nov. 14, approved the merger of the two railroads, with in-favor margins approaching 100%. The transaction, both companies said, is expected to close “by early 2027, subject to Surface Transportation Board review and approval within its statutory timeline and customary closing conditions.”

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The Senate Commerce Committee on Nov. 19 recommended Senate reconfirmation of Republican Michelle A. Schutz to a second five-year term on the Surface Transportation Board (STB). Her renomination is now ripe for a Senate floor vote that will seal confirmation—the timing of which is determined by Senate Majority Leader John Thune (R-S.D.). Schultz had bipartisan support from Committee Chairperson Ted Cruz (R-Tex.) and the committee’s senior Democrat, Maria Cantwell (D-Wash.).

A Commerce Committee vote on whether to recommend Senate confirmation of the nomination of Republican Richard Kloster to a first STB term remains pending owing to what is described as “slow paperwork.“

A committee hearing into the qualifications of Schultz and Kloster, at which they were questioned by senators, was held earlier in November. 

Kloster’s nomination is to fill a seat on the five-member STB left vacant by the early 2024 retirement of Democrat Martin J. Oberman and expiring Dec. 31, 2028.

A Democratic seat held by Robert E. Primus remains open since Primus’ firing in August by POTUS 47. Primus is contesting the firing as “illegal“ and asked a federal court to reinstate him. 

Other STB members are Republican Chairperson Patrick J. Fuchs, whose second term expires Jan. 14, 2029, and Democrat Karen J. Hedlund, whose first term expires Dec. 31, 2025. If not renominated and confirmed before then, Hedlund may remain on the STB for up to 12 additional months or until a successor is nominated by the President and Senate confirmed.

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Through NCRR Invests, NCRR said it uses private revenue to support job creation, freight rail use, and long-term economic growth across North Carolina. Its funding for Fit Precast’s rail spur will cover design and construction, including drainage, track, and signal work.

Fit Precast, a National Infrastructure Holdings (NIH) company, is investing $102 million into its 154,000-square-foot facility in Gastonia, N.C., which will manufacture precast concrete and piping products used in stormwater management, transportation, and utility construction projects. Upon completion, the company is expected to receive and/or distribute a minimum of 500 railcars annually, and create 125 full-time jobs with an average annual salary of $102,168.

Other key partners in the Fit Precast project include Norfolk Southern, the Office of Governor Josh Stein, North Carolina Department of Commerce, Economic Development Partnership of North Carolina, North Carolina General Assembly, North Carolina Community College System, Gaston College, Duke Energy, Enbridge, Gaston County, Gaston County Economic Development Commission, and the City of Gastonia.

We are not just entering the market, we are redefining it! pic.twitter.com/pmfUvMryoa

“The demand for resilient, American-made infrastructure has never been greater, and North Carolina is the ideal place to meet that challenge,” Fit Precast President Matt Goreski said. “This flagship headquarters and production facility is the most advanced precast concrete manufacturing site in the country, investing in both leading-edge technology and the people of North Carolina with high paying, meaningful careers. The Gaston County EDC and the State of North Carolina consistently went above and beyond to secure this project; we would like to thank them for making this our new home.”

“We’re proud to help strengthen Gaston County’s rail connectivity and support the significant job growth that Fit Precast will bring to the region,” said Carl Warren, President and CEO of NCRR, which manages 317 miles of rail corridor. “NCRR works closely with local partners to ensure communities have the rail infrastructure and strategic support they need to attract and sustain new industry.”

“Fit Precast’s operation in North Carolina will be facilitated, in part, by a Job Development Investment Grant (JDIG) approved by the state’s Economic Investment Committee,” according to the North Carolina Department of Commerce. “Over the course of the 12-year term of this grant, the project is estimated to grow the state’s economy by $530 million. Using a formula that takes into account the new tax revenues generated by the new jobs and $71 million of the company’s investment, the JDIG agreement authorizes the potential reimbursement to the company of up to $2,303,100, spread over 12 years. State payments occur only following performance verification by the departments of Commerce and Revenue that the company has met its incremental job creation and investment targets.

“The project’s projected return on investment of public dollars is 170%, meaning for every dollar of potential cost to the state, the state receives $2.70 in state revenue. JDIG projects result in positive net tax revenue to the state treasury, even after taking into consideration the grant’s reimbursement payments to a given company.

“Because Fit Precast chose a site in Gaston County, which is classified by the state’s economic tier system as Tier 2, the company’s JDIG agreement also calls for moving as much as $255,900 into the state’s Industrial Development Fund–Utility Account. The Utility Account helps rural communities anywhere in the state finance necessary infrastructure upgrades to attract future business.”

• NCRR: Helping Businesses ‘Get Back on Track’
• NCRR Awards First Brownfields Site Grants
• NCRR Investing $400K into Rail-Served Facility Expansion Project
• NCRR Options Program Aims to Boost Industrial Site Readiness

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A thriving rail industry is foundational for the U.S. economy. Since the 1800s, railroads have powered the U.S. by hauling grain, chemicals, vehicles, coal and all kinds of critical supplies that Americans rely on across the country.

After decades of decline due to governmental interference through much of the 20th century, deregulation in 1980 allowed railroads to compete, which led to efficiency gains through investment, innovation and consolidation. This has resulted in the U.S. having the strongest freight rail network in the world.

Union Pacific’s proposed merger with Norfolk Southern marks the long-anticipated arrival of the first U.S. transcontinental railroad, a momentous time for the industry. Even President Abraham Lincoln, more than 150 years ago, envisioned a coast-to-coast railroad that would reduce transportation costs for manufacturers and businesses while streamlining the U.S. supply chain.

Combining Union Pacific and Norfolk Southern two complementary networks that together will stretch from coast to coast across 43 states and more than 50,000 miles—will allow shippers to reduce costs and transit time.

Today, shippers transporting goods by rail often must deal with separate networks that make it impossible to get a single price for coast-to-coast shipping. Interchanges, where two rail networks meet and freight cars must be transferred from one network to another, create delays and headaches for shippers.

With the merger, congestion and handoff delays at rail interchanges such as Chicago, Kansas City and New Orleans would be alleviated.

The merger would also make American rail a more competitive freight option, and providing a one-stop solution for shippers would make procuring rail transportation simpler. As the new, combined company finds ways to make its network more efficient, shippers and consumers will ultimately benefit from those savings. This will help tamp down the inflationary pressures of the past few years and deliver price relief to key sectors such as housing, energy, autos and more, where inputs (such as wood, coal, and steel) typically travel via rail.

Some have questioned whether the Administration and the Surface Transportation Board (STB) should allow further consolidation in an industry already dominated by just a few players. The STB will have to consider two questions as it reviews the deal: Does the merger enhance competition? And is it consistent with the public interest? 

The answer to both is a resounding yes. With Union Pacific operating west of the Mississippi and Norfolk Southern operating east of it, the deal represents an end-to-end merger that unambiguously improves service. In the one area where there is some overlap—Kansas City to St. Louis—there is expected to be expanded rail service as the connection in that area would increase capacity and fluidity for shippers in the region.

A few critics will likely (and mistakenly) argue that consolidation will not enhance competition, but this perspective fails to grasp the state of the broader freight landscape. The proposed merger doesn’t diminish competition; it creates a more competitive and efficient U.S. rail network. The combined company would offer shippers better service, greater leverage in negotiations with trucking companies and access to expanded multimodal connections.

Combining the two networks would result in a freight option that can better compete with trucking and the Canadian transcontinental rail networks. What’s more, the benefits of it would go beyond shippers: The merger would almost inevitably result in fewer trucks on the nation’s highways, thereby reducing congestion and greenhouse gas emissions while improving highway safety, as well as reducing the wear and tear on roads. Plus, fewer vehicles on the roads means increased safety for motorists.

By shifting significant freight volumes from road to rail, the merger would ease road congestion and public infrastructure maintenance costs, saving billions in future maintenance costs. These are savings that flow directly to the taxpayers, who effectively subsidize the trucking industry. The motor vehicle fuels tax, which hasn’t increased in more than 30 years, does not come close to paying for the upkeep and expansion of the nation’s roads, and $275 billion has been transferred from the general tax fund to the highway trust fund since 2008.

Manufacturers and exporters stand to benefit from more reliable and timely freight service. The new network could shave several days off key shipping lanes, which would streamline supply chains and reduce overhead costs. For industries that rely on just-in-time delivery, these efficiencies translate into real savings. Ultimately, consumers would feel the impact, too, through lower prices on everything from groceries to household goods.

Reducing freight costs and improving delivery timelines is a competitive necessity for U.S. manufacturing. This merger will help those who make things in the U.S. remain competitive against international rivals, enabling domestic products to reach markets faster and at lower cost.

Michael F. Gorman, Ph.D., is the Niehaus chair in Operations and Analytics and a professor at the University of Dayton, specializing in freight rail logistics and transportation economics.The opinions expressed here are his own.

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The American Short Line and Regional Railroad Association (ASLRRA) has selected Gary Vaughn for the 2026 Schlosser Distinguished Service Award. He will be honored April 14, 2026, at the Association’s annual conference and exhibition in Minneapolis, Minn.

The award, named for former ASLRRA Chair Thomas L. Schlosser, is the highest individual honor bestowed by the Association, recognizing “long-term, significant service to the ASLRRA and the short line industry.”

“In his work with the Association’s Safety and Training (S&T) Committee, Vaughn advised numerous short line railroad employees,” ASLRRA reported Nov. 18. “Vaughn played a major role in developing many of the resources now used by ASLRRA members, including the templates for 49 CFR Part 243: Training, Qualification, and Oversight for Safety-Related Railroad Employees and templates for conductor certification and electronic devices.

“Beyond his service to ASLRRA, Vaughn provided the short line perspective on industry committees that were tasked with guiding regulations including the Federal Railroad Administration’s (FRA) Railroad Safety Advisory Committee (RSAC), many FRA working groups that helped develop new regulatory language, and served as the first ever short line chairman of the General Code of Operating Rules Committee.”

Vaughn’s approach to safety was rooted in his early experience as a railroader and as a volunteer firefighter and EMT, according to ASLRRA. Vaughn followed his father—a WWII veteran and railroader of 32 years—into railroading, and the two men worked together at the same tower in Michigan as operators and telegraphers.

Vaughn began his railroad career working for the Norfolk & Western Railway (N&W) while attending the University of Michigan. Following graduation and stints at N&W and Norfolk Southern, Vaughn made the move to the short line industry in 1996, first working for RailTex and Rail America in such roles as Operations Manager, Division Superintendent, General Manager, and Regional Safety Manager. In 2003, he joined Watco as Safety Director and began making his mark on the company’s safety performance, according to ASLRRA. During his 15-year-plus tenure, Watco achieved numerous year-over-year improved safety records and supported Vaughn’s work to both restructure the safety department and implement workplace safety education and awareness programs, the Association reported.

Vaughn has also served as an Executive Board Member for Kansas Operation Lifesaver, as Vice Chairman of the Oklahoma Operation Lifesaver Executive Board, and was a Member of the Short Line Safety Institute’s (SLSI) first Board of Directors.

Vaughn retired from railroading in 2019.

“Gary has influenced a whole generation of industry professionals,” ASLRRA President Chuck Baker said. “His unwavering commitment to safety fueled the creation of critical resources for ASLRRA members, a very active Safety & Training Committee that continues to guide the Association’s work in this area, and innumerable contributions to the industry on regulatory issues. Gary’s service to ASLRRA has truly left the Association and the short line railroad industry in a better place.” 

The Schlosser Distinguished Service Award is not Vaugn’s first ASLRRA honor; he also earned the inaugural Safety Professional of the Year Award in 2010.

• 2025: Edwin “Ed” McKechnie
• 2024: James A. Bowers
• 2023: Jack Dale Parliament
• 2022: Richard Timmons
• 2021: Carl Belke
• 2019: Peter Gilbertson
• 2018: Mort Fuller
• 2017: Gary Griswell
• 2016: George Betke
• 2015: Keith Hartwell
• 2014: Judy Petry
• 2013: Mike Ogborn
• 2012: Tom Schlosser

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Total U.S. rail traffic for the week ending Nov. 15, 2025, came in at 493,880 carloads and intermodal units, dipping 4.5% from the prior-year period, according to the AAR. Total carloads were 223,101, down 0.2%, while intermodal volume was 270,779 containers and trailers, down 7.7% from last year. This is the sixth consecutive week that U.S. rail traffic has fallen in comparison to the same weeks in 2024.

For the week ending Nov. 15, 2025, four of the 10 carload commodity groups logged an increase compared with the same week in 2024. They included nonmetallic minerals, up 3,013 carloads, to 32,472; grain, up 1,998 carloads, to 25,612; and miscellaneous carloads, up 1,197 carloads, to 9,041. Commodity groups that posted declines included motor vehicles and parts, down 2,196 carloads, to 13,509; coal, down 1,453 carloads, to 56,247; and petroleum and petroleum products, down 1,317 carloads, to 10,309.

For the first 46 weeks of 2025, U.S. railroads reported cumulative volume of 10,227,762 carloads, a 1.8% increase from the same point last year; and 12,482,057 intermodal units, a 2.2% gain over last year. Total combined U.S. traffic for the first 46 weeks of this year came in at 22,709,819 carloads and intermodal units, rising 2.0% from 2024. Results were similar through the first 45 weeks of 2025 (ending Nov. 8, 2025).

North American rail volume for the week ending Nov. 15, 2025, on nine reporting U.S., Canadian, and Mexican railroads totaled 328,748 carloads, down 0.9% from the same week last year, and 354,081 intermodal units, up 2.1% from last year. Total combined weekly rail traffic in North America came in at 682,829 carloads and intermodal units, up 0.6%. North American rail volume for the first 46 weeks of this year was 31,247,058 carloads and intermodal units, a 1.8% increase from 2024.

For the week ending Nov. 15, 2025, Canadian railroads reported 92,178 carloads, a 3.0% drop-off, and 67,613 intermodal units, a 65.6% gain over the same week last. year. For the first 46 weeks of 2025, they reported cumulative rail traffic volume of 7,452,843 carloads, containers, and trailers, up 2.3%.

Mexican railroads for the week ending Nov. 15, 2025, reported 13,469 carloads, rising 4.0% from the same week last year, and 15,689 intermodal units, increasing 22.3%. Their cumulative volume for the first 46 weeks this year was 1,084,396 carloads and intermodal containers and trailers, a fall-off of 5.8% from the same week in 2024.

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System-wide SEPTA ridership for October 2025 decreased 3% or 21,911 unlinked trips per weekday from October 2024. Ridership is down by approximately 1,748 trips on Metro and 6,395 trips on Regional Rail.

Average daily ridership was 779,701 unlinked passenger trips across all modes. Up 2% from 761,879 trips in September 2025.

Bus ridership declined 3% or approximately 13,686 unlinked trips relative to this time last year. Weekend and weekday ridership declined at the same rate.

Ridership on the L, B, and M declined by approximately 1% which is a decrease of 1,684 average weekday trips despite the fare increase implemented on September 14, 2025. Ridership on the T, G, and D has remained the same compared to October 2024. T, G, and D ridership increased 5% on Saturdays and 6% on Sundays with the G experiencing the most growth. The D and T experienced some service disruptions which impacted overall ridership.

Regional Rail ridership is down 7% or approximately 6,395 passenger trips relative to this time last year. Much of the ridership loss, the agency says, can be attributed to the SLIV FRA safety inspection mandate.

The Red Line, a $2.9 billion plan to build a 14-mile light rail line crossing Baltimore City’s east-west axis became a transportation priority for Governor Wes Moore but “progress has been slow,” according to a Bloomberg report.

Designed to connect economically hard-hit areas of the city with downtown and suburban job centers, the Red Line had been approved for $900 million in federal funding. But, according to the report, in 2025, then-Governor Larry Hogan, “declared the project a boondoggle and returned the federal money. The state funds were diverted to road projects far from Baltimore.”

“After winning the gubernatorial race, Moore promised to resurrect the transit line, in some form, during his administration. But as he gears up for reelection, the long-sought rail link remains little more than a distant hope,” Bloomberg reported.

According to the report, state and federal agencies overseeing the development of the project paused the permit review process in June, “casting further doubts on the future of the project. Restarting a major transit project that’s been dead for a decade is no simple matter: This version of the Red Line could cost $8 billion or more.”

Technical work and community hearings continue to go forward, according to the Bloomberg report. But Red Line spokesman Ken Melton said in an email that the Maryland Transit Administration (MTA) and the Federal Transit Administration (FTA) “mutually agreed to the break.”

“This pause does not delay any ongoing technical work,” Melton wrote. “It will allow time to revise the project schedule and determine the most effective path forward, rather than continuing to extend deadlines.”

The Moore administration’s current six-year blueprint for transportation funding in the state includes $128 million for Red Line planning and design work but nothing for construction, according to the report.

State delegate Regina T. Boyce, a Baltimore Democrat who is the vice chair of the chamber’s Environment and Transportation Committee, said that “federal layoffs and the prolonged federal government shutdown have had a profound impact on Maryland residents, and dealing with that has become a larger concern for state officials than transit improvements.”

Still, Boyce said that state transportation officials need to find ways to “inch forward” on the Red Line, according to the Bloomberg report. “In September, she was one of several state lawmakers and city councilmembers who urged the state to find funding to speed up the development of the Red Line as well as a planned overhaul of the city’s bus system.”

According to the report, “the rebooted Red Line boasts a new website, logo and project renderings, but other details—including alignment, station locations and whether sections would run in an underground tunnel—remain to be worked out. The original project faced resistance from some neighborhoods along the corridor, and development since has brought significant changes. But the biggest open question is cost.”

At the September hearing, a range of local lawmakers “mulled their options for moving ahead without federal support,” according to the report. “Even if we don’t have the partnership of the federal government, there is a version of the Red Line that we can do as a state, so do not let the perfect be the enemy of the good,” said Delegate Stephanie Smith, a Baltimore Democrat.

“What Baltimore really needs is a regional transit agency that focuses just on the metropolitan area, with a dedicated funding source, so planners can line up projects for delivery regardless of the changes in the political climate, argued Jet Weeks, the Executive Director and Policy Director for Bikemore, a Baltimore-based group that promotes cycling, noting how cities like Indianapolis had pushed bus rapid transit projects through state-level political opposition.”

“If you go to the Sun Belt or the Midwest and just see what they’re achieving, it’s pretty wild how far behind we are,” Weeks said. “The Red Line should be open now. If we had followed the 2002 regional rail plan, we’d have three or four lines open by now, and we haven’t built a single one.”

Mount Dennis Station, the first station that will serve riders on the Eglinton Crosstown has opened, “though the opening date for the long-delayed rapid transit line remains unclear,” according to a CP24 report.

The new transit hub, near Eglinton Avenue and Black Creek Drive, will connect riders with the Kitchener GO, the Union-Pearson Express, and later the Eglinton Crosstown lines.

Mount Dennis is the first station to connect all three transit lines, according to a press release from Metrolinx.

“Customers can travel to Union Station in 16 minutes from Mount Dennis‚” Metrolinx said, adding that it’ll take 16 minutes to get to Pearson Airport as well.

The opening of the building, CP24 reports, comes as the final testing phase on the Eglinton Crosstown continues.

During a news conference on Monday, Metrolinx CEO Michael Lindsay said there is “absolutely a chance” the line opens by the end of 2025, though he refused to commit to any timeline, according to the report.

Premier Doug Ford said back in June that he was “hearing” the line would open by this past September.

“We are applying the most rigorous tests that have ever been applied to LRTs anywhere, we are doing that precisely because of the experience of the Ottawa LRT. All is subject to the system continuing to perform but the system is showing great stability even in the Canadian winter so there is a lot of promise,” Lindsay said on Monday.

DART on Nov. 18 announced that it is launching a new touchscreen Ticket Vending Machines (TVMs) systemwide, making fare purchases faster and easier for riders.

With these upgraded machines, riders can:

• Access 11 languages.
• Purchase a Day Pass or 3 Hour Pass.
• Purchase and Reload their GoPass® app using cash.
• Check their GoPass® account balance and transaction history.
• Riders can pay with cash (coins and $1, $5, $10, and $20 bills), credit or debit cards, or mobile wallets such as Apple Pay, Google Wallet, and Samsung Wallet. If a machine cannot provide change for a cash transaction, it will issue a voucher with a QR code, which can be redeemed at any TVM.

The new TVMs will replace older machines through mid-2026, streamlining fare purchases, card reloads, and account monitoring, the agency noted. “DART is enhancing the rider experience, boosting efficiency, and moving toward more mobile, less cash-dependent payments.” During installation, customers can use another TVM or the GoPass® app if needed.

“DART’s new ticket vending machines make it easier for customers to pay—they’re designed to support multiple payment methods, connect to the GoPass app, dispense Tap cards, and operate in 11 different languages,” said Jamie Adelman, EVP and Chief Financial Officer. “These machines will visibly improve the rider experience and reduce fare evasion, all as part of a larger effort to modernize our fare collection system.”

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Over the last several years, NS says it has made “major strides in helping to boost passenger rail options while preserving freight rail connections critical to the economy.” Thanks to strong collaboration with state partners, NS has supported the launch of 11 new roundtrip Amtrak train starts—or 22 trains per day—in the last 15 years. “That’s more than any other Class I railroad and reflects a deliberate approach to passenger rail growth that complements our freight operations,” NS said.

“Rail works best when freight and passenger services work together,” said Amtrak Executive Vice President, Strategy & Planning Jennifer Mitchell. “Amtrak values Norfolk Southern’s partnership and shared commitment to performance, safety and reliability. By working together, we’re not only improving the experience for passengers and freight customers—we’re also strengthening the rail network and delivering meaningful benefits to the communities we all serve.”

In addition to launching more service, NS’ performance as a host railroad for passenger trains has also outperformed the industry, the Class I noted. “Thanks to regular reviews of dispatcher training and continuous evaluation of delays, combined with a relentless focus on network fluidity, Amtrak host delays across NS improved 26% YoY. Over the last 12 months through August 2025, only one Class I railroad scored better than NS on Amtrak’s Host Railroad Report, and NS continues to perform strongly as a host railroad, maintaining the lowest host-responsible delay (HRD) rates of any Class I for the past five months. These results reflect our commitment to operational excellence and balanced network performance,” NS said.

“We’re leading to ongoing improvements in train reliability, schedule iterations and improved network standards and efficiencies,” NS Executive Vice President and Chief Operating Officer John Orr said in an interview with Railway Age. “We’ve improved safety and service and our financial performance. Amtrak is a great example of how all of those come together in our PSR 2.0 transformation, and they extract value from our overall network capability.”

In late 2024, “building on the success of a longstanding partnership,” NS reached a deal with the Virginia Passenger Rail Authority (VPRA) to expand passenger service in the Commonwealth. The agreement included the sale of the Manassas Line, which will aid in expanding Virginia Railway Express (VRE) service with evening and weekend frequencies, and granted VPRA access to NS’s mainline in order to extend service from the Northeast to the New River Valley at Christiansburg with state-supported Amtrak Virginia service much sooner than previously planned and at a lower cost. The agreement, the Class I says, “reflects NS’s collaborative posture toward exploring solutions that meet state goals while preserving freight fluidity and long-term freight rail network integrity.”

“Together with Norfolk Southern, we have worked hard to put together an agreement that brings more service to Northern Virginia, new service to the New River Valley, and makes rail a strong part of Virginia’s future transportation mix,” said DJ Stadtler, Executive Director of VPRA, in the announcement of the agreement. “We look forward to furthering our partnership with them to develop passenger rail service that travels where Virginians want to go when they want to go.”

In September 2023, NS and the Pennsylvania Department of Transportation (PennDOT) built upon their existing partnership to double service on Amtrak’s Pennsylvanian route, which travels round trip between New York City and Pittsburgh via Harrisburg, running over NS tracks between the latter two cities in Pennsylvania. Under the agreement, the round-trip Amtrak service would run twice daily, and NS and PennDOT would partner to make and maintain critical infrastructure upgrades needed to ensure the lines could support demand. Infrastructure improvements under this agreement are designed to accommodate increased passenger demand while maintaining critical freight throughput.

“This agreement lays the groundwork for expanded passenger rail service in Western Pennsylvania while simultaneously preserving a critical freight rail corridor,” PennDOT Secretary Mike Carroll at the time. “Ensuring more Pennsylvanians have access to safe and reliable transportation to Western PA will reduce commute times, help connect hundreds of thousands of residents, and boost local economies. This expansion of service on the Pennsylvanian will provide key mobility and economic benefits.”

In September 2024, NS sold 22 miles of its O-Line corridor to the City of Charlotte while maintaining an exclusive freight easement, which plans to incorporate the track into plans for a future Red Line commuter rail project aimed at providing a regional connection between Uptown Charlotte and northern towns in Mecklenburg County. The transaction, the Class I says, provides a link critical to enabling the city to bring its future transportation plans to life. “NS remains focused on ensuring that any passenger-related transactions support long-term freight viability and regional economic goals,” the Class I noted.

“I greatly appreciate everyone who worked on making this a reality, including city council, city staff, and the leadership of Norfolk Southern,” said Charlotte City Manager Marcus Jones. “Completing this transaction is an important step for our regional mobility aspirations and I am excited that Charlotte was able to deliver this to our community and our region. I look forward to the next steps and what we can accomplish together.”

More information is available here.

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Canada’s Alto and its private-developer partner Cadence will soon begin outreach to the steel industry in support of the Toronto-Quebec City HSR (high-speed rail) project. The goal “is to shape a procurement approach that prioritizes Canadian suppliers,” the Crown Corporation reported Nov. 18.

Guided by the government’s intent to Buy Canadian, the partners said that key components of the future rail network—including “several hundred thousand tons of steel for high-speed [track], structures, facilities and electric infrastructure”—will be sourced from Canadian suppliers “to the greatest extent possible.”

Alto and Cadence, the consortium of Quebec pension fund’s CDPQ Infra, AtkinsRéalis (formerly SNC Lavalin), Keolis, SYSTRA Canada, Air Canada, and SNCF Voyageurs, are expected to meet “in the coming weeks” with leaders across the Canadian steel industry “to better understand current production capabilities, scaling potential, and opportunities for modernization.”

“Building Canada’s first high-speed rail network will require more than 4,000 kilometers [2,485 miles] of steel rails in addition to massive quantities of structural beams, catenaries, and other core materials,” the partners reported. “Few infrastructure projects in modern Canadian history have generated an industrial demand of this magnitude. This scale of procurement presents a rare opportunity for Canada’s steel and manufacturing sectors to expand capacity, accelerate investment, and innovate to position themselves for the opportunities ahead. By sourcing locally where possible, Alto aims to strengthen domestic supply chains, support Canadian jobs, and ensure that the economic ripple effects of this nation-building project are felt across the country.”

Alto’s project is a roughly 621-mile (1,000-kilometer)-long HSR network between Québec City and Toronto, with stops in Trois-Rivières, Laval, Montréal, Ottawa, and Peterborough (see map above). Alto and Cadence in March 2025 signed a development agreement that will include confirming the route, detailed design work, land acquisition, environmental assessments, and consultations with nearby residents, including Indigenous communities.

Instead of VIA Rail Canada’s HFR (High-Frequency Rail) service revealed first by Railway Age Canadian Contributing Editor David Thomas in 2016, outgoing Canadian Prime Minister Justin Trudeau earlier this year said the new line, dubbed “Alto,” would be dedicated electrified HSR, with trains running up to 186 mph (300 kph), and would be implemented as a DBFOM (design-build-finance-operate-maintain) project.

It is slated to create more than 50,000 jobs during construction, “generate productivity gains that could reach up to C$35 billion annually,” and contribute to cutting greenhouse gas emissions, according to Alto and Cadence. They reported that the government of Canada has identified the project as “a transformative strategy for the country” that will receive support from the Major Projects Office, enabling the start of construction in four years; pre-procurement activities for project components will commence in 2026.

“This initiative is one of Canada’s largest infrastructure investments in decades,” said Steven MacKinnon, Minister of Transport and Leader of the Government in the House of Commons. “It is about strengthening our country by building more here at home. This new High-Speed Rail Network will be transformational. It’s a once-in-a-generation opportunity to connect Canadians in new ways while creating a new industry and high-quality jobs.”  

“Alto is a nation-building project that will create major opportunities for Canadian businesses,” Alto President and CEO Martin Imbleau added. “We’re inviting the industry to engage early, to prepare, to build capacity, and to modernize to meet the scale of this project, one of the most complex infrastructure builds in Canadian history. The time to get ready is now.”

“Canada hasn’t seen an infrastructure project of this magnitude in decades,” Cadence General Manager Daniel Farina said. “We will need huge quantities of steel, and we want Canadian steelmakers to be ready to respond to request for proposals, because they are coming fast! This is a massive opportunity for Canadian suppliers, and we want to make sure they can seize it.”

• Canada Dumps VIA Rail Brand for Private ‘Alto’ HSR
• VIA HFR: How Viable? How Close?
• Red-Over-Green for VIA Rail’s High-Frequency Corridor
• Canadian HFR: From Proposal to Project

The post Alto HSR Project Advances appeared first on Railway Age.

Temperature-controlled warehousing and logistics company Lineage Inc. has broken ground on its 19th Texas-based facility. Slated to begin operations in late 2027, it will be part of the Prime Pointe Park, a Union Pacific (UP) Focus Site adjacent to the Class I railroad’s Dallas Intermodal Terminal.

The new cold storage facility in Hutchins will support the needs of food and beverage producers, retailers, and distributors, and feature advanced automation, including Lineage’s proprietary LinOS warehouse execution system, the Novi, Mich.-based company reported Nov. 18.

“Dallas has long been a key market for Lineage, serving as a critical connecting point between food producers and the global food supply chain,” Lineage Chief Commercial Officer Tim Smith said. “The groundbreaking of our newest automated facility underscores our commitment to improving and expanding capabilities for our customers, utilizing advanced technologies to reimagine how the cold chain operates and feeds the world.”

The recent groundbreaking was celebrated alongside officials from the City of Hutchins and representatives from Prime Pointe Park and UP.

“The groundbreaking for this new cold storage facility marks an exciting day for our community,” Hutchins Mayor Mario Vasquez said. “It demonstrates that we are committed to attracting top-tier businesses and supporting supply chains that enhance our regional economy.”

“We’re excited to welcome Lineage, a long-time partner of UP, to Prime Pointe, one of our premier Focus Sites,” said Kenny Rocker, Executive Vice President–Marketing and Sales for UP. “Focus Sites like this make it easier and faster for businesses to connect to our 23-state network and tap into the efficiencies of rail.” The railroad has 42 such “shovel ready” sites.

“Lineage’s expansive network of rail-served cold storage facilities enables us to deliver dependable, scalable solutions for transporting perishable goods,” added Trent Vencil, Manager–Sales for UP. “By leveraging our existing fleets of refrigerated boxcars, we provide customers with a cost-effective, sustainable alternative to traditional freight—reducing emissions and preserving product quality from origin to destination.”

Lineage’s cold-storage footprint with UP includes more than 40 rail-served sites across the Heartland, Texas, California, and the Pacific Northwest, according to the railroad, which noted that its boxcars and “GPS-monitored and temperature-controlled reefer fleet“ is complemented by Lineage’s private fleet of more than 2,800 refrigerated and insulated boxcars.

• Lineage Expands Services at Port NOLA
• Lineage Logistics Moves Into Refrigerated Railcar Market
• OmniTRAX-Served Cold Storage Facility to Open in Colorado
• Hershey Rail Park Project Advances

The post Lineage Holds Groundbreaking for UP-Served Texas Facility appeared first on Railway Age.

“With six weeks to go, we are within reach of the 10 million container unit-mark for the year,” Port of Los Angeles Executive Director Gene Seroka said at a media briefing (see video below). “If we reach that milestone, it would be the third time in our history and something no other Western Hemisphere port has achieved even once. That kind of performance is powered by the skill and dedication of our waterfront workforce along with the terminal operators who keep this port running safely and efficiently every day.

Seroka says he expects cargo to “soften in November and December compared to last year, when shippers were already bringing in cargo ahead of schedule as a hedge against tariffs. Today, retail and manufacturing inventories are well-stocked, so there’s less need for replenishment.”

Joining Seroka for the briefing was Jennifer Barrera, President and CEO of the California Chamber of Commerce. Barrera discussed the impact of tariffs, the state’s business climate and regulatory reform efforts.

October 2025 loaded imports at the Port came in at 429,283 TEUs, 7% less than last year. Loaded exports landed at 123,768 TEUs, 1% more than 2024. The Port handled 295,380 empty container units, 8% less than last year.

Current and historical cargo data, including fiscal year-end totals, are available here.

The post Port of Los Angeles: ‘Solid’ October Volume appeared first on Railway Age.

The National Transportation Safety Board (NTSB) on Nov. 18 said that a single loose wire on the 984-foot-long containership Dali caused an electrical blackout that led to the giant vessel veering and contacting the nearby Francis Scott Key Bridge in Baltimore, which then collapsed, killing six highway workers.

At the Nov. 18 public meeting at NTSB headquarters, investigators said the loose wire in the ship’s electrical system caused a breaker to unexpectedly open—beginning a sequence of events that led to two vessel blackouts and a loss of both propulsion and steering near the 2.37-mile-long Key Bridge on March 26, 2024.

Investigators found that wire-label banding prevented the wire from being fully inserted into a terminal block spring-clamp gate, causing an inadequate connection.

After the initial blackout, the Dali’s heading began swinging to starboard toward Pier 17 of the Key Bridge. Investigators found that the pilots and the bridge team attempted to change the vessel’s trajectory, but the vessel’s loss of propulsion so close to the bridge rendered their actions ineffective. A substantial portion of the bridge subsequently collapsed into the river, and portions of the pier, deck and truss spans collapsed onto the vessel’s bow and forward-most container bays.

A seven-person road maintenance crew and one inspector were on the bridge when the vessel struck. Six of the highway workers died. The NTSB found that the quick actions of the Dali pilots, shoreside dispatchers and the Maryland Transportation Authority to stop bridge traffic prevented greater loss of life.

“Our investigators routinely accomplish the impossible, and this investigation is no different,” NTSB Chairwoman Jennifer Homendy said. “The Dali, at almost 1,000 feet, is as long as the Eiffel Tower is high, with miles of wiring and thousands of electrical connections. Finding this single wire was like hunting for a loose rivet on the Eiffel Tower.”

“But like all of the accidents we investigate, this was preventable,” Homendy said. “Implementing NTSB recommendations in this investigation will prevent similar tragedies in the future.”

Contributing to the collapse of the Key Bridge and the loss of life was the lack of countermeasures to reduce the bridge’s vulnerability to collapse due to impact by ocean-going vessels, which have only grown larger since the Key Bridge’s opening in 1977.

When the Japan-flagged containership Blue Nagoya contacted the Key Bridge after losing propulsion in 1980, the 390-foot-long vessel caused only minor damage. The Dali, however, is ten times the size of the Blue Nagoya.

As part of the investigation, the NTSB in March released an initial report on the vulnerability of bridges nationwide to large vessel strikes. The report found that the Maryland Transportation Authority—and many other owners of bridges spanning navigable waterways used by ocean-going vessels—were likely unaware of the potential risk that a vessel collision could pose to their structures. This was despite longstanding guidance from the American Association of State Highway and Transportation Officials recommending that bridge owners perform these assessments.

The NTSB sent letters to 30 bridge owners identified in the report, urging them to evaluate their bridges and, if needed, develop plans to reduce risks. All recipients have since responded, and the status of each recommendation is available on the NTSB’s website.

As a result of the investigation, the NTSB issued new safety recommendations to the U.S. Coast Guard; U.S/Federal Highway Administration; the American Association of State Highway and Transportation Officials; ClassNK; the American National Standards Institute; the American National Standards Institute Accredited Standards Committee on Safety in Construction and Demolitions Operations A10; HD Hyundai Heavy Industries; Synergy Marine Pte. Ltd; and WAGO Corporation, the electrical component manufacturer; and multiple bridge owners across the U.S.

The post NTSB: Single Loose Wire Caused Dali Blackouts That Led to Key Bridge Disaster appeared first on Railway Age.

Formed with these initiatives in mind, RSI’s Quality Assurance Committee (QAC) is a collaborative of quality leaders representing car owners, fleet managers, repair and reconditioning facilities, and car and component manufacturers.

Recently elected, QAC Chair Sanjay Varma (Progress Rail Freight Car Services VP of Quality) and QAC Vice Chair Gary Alderson (AllTranstek, LLC, Manager of Quality Processes) aim to revitalize the committee and make an active impact towards the industry’s quality standards.

Gearing up for the 38th Annual Association of American Railroads (AAR) Quality Assurance Industry Conference, taking place February 17-19, 2026, in St. Petersburg, FL, we sat down with the chair and vice chair to talk about their initiatives going into 2026 and what they have in store for the conference.

What does it mean to each of you to step into leadership roles within the Quality Assurance Committee (QAC)?

Sanjay Varma (SV): Over the past few months, the RSI QAC has seen limited activity. With support from RSI Senior Director, Regulatory & Industry Affairs, Carrie Wall; Gary Alderson; and a team of committed members, I’m genuinely excited about the opportunity to revitalize the team and help us actively contribute to driving industry quality standards, particularly through the AAR regulatory bodies. My involvement with the AAR QAC spans many years, during which I’ve had the privilege of working alongside some very committed RSI QAC members. Their depth of knowledge and industry experience has always impressed me, and I’ve always valued the perspectives they bring. It’s truly an honor to be leading the RSI QAC, and I look forward to collaborating with the team as we strengthen our impact on quality standards across the industry.

Gary Alderson (GA): I’ve been involved with the QAC since 2017, and I have seen growth through volunteerism from people of different backgrounds who lend their knowledge to provide improvement. This helps me realize that I need to stay involved and be inspired by others to grow the QAC.

How do you plan to support and collaborate with the Technical Advisory Groups (TAGs) to ensure continuity and progress in areas like AAR M-1003, education, and the QAC Newsletter?

SV: As you already know, the RSI QAC actively collaborates with the AAR QAC during the periodic updates to the M-1003 standard providing valuable input and feedback. Looking ahead, I am committed to continuing this tradition and further strengthening our contributions. Additionally, if we can secure the necessary budget and training resources, we could explore enhancing the Education TAG’s industry outreach through offering educational classes, particularly on risk-based quality management tools, expanding opportunities for learning and professional development within our industry.

GA: I hope to continue the QAC Newsletter by staying involved as the Chair, along with the Co-chair, Alfredo Ricardo, and the folks who have provided their help over the last eight years. We will miss Donna Jacobi and Bob Wolbert who have donated their time to provide articles and editing of the newsletter. I have helped with the Education TAG in the past and plan to continue, and I’ll help Sanjay Varma provide his support of the TAG’s by providing him with input and feedback.

The QAC plays a vital role in developing best practices and educating the industry. What new initiatives or improvements are you hoping to introduce in 2026 to further this mission?

GA: Change Management is one area I hope we can provide education for, which would help the RSI members reach the goal of meeting the M-1003 requirement in their QA programs. In addition, education needs to improve when new areas such as Change Management are introduced, and I am hopeful Sanjay and I can guide the QAC to provide education and training to the RSI members. I am also a proponent of eliminating prescriptive procedures and allowing for performance-based procedures and processes.

How do you envision the QAC’s role at the upcoming AAR QAC Conference, and what message do you hope to convey to attendees about the committee’s direction?

SV: Over the years, our Education TAG has closely collaborated with the AAR QAC, presenting quality-related educational topics and workshops at the Annual AAR Quality Assurance Industry Conference. These sessions are consistently well-received and highly regarded by conference attendees. For the upcoming conference in February, our Education TAG will be presenting two workshops. It would be great to have many RSI members in attendance in St. Petersburg, FL. Besides being an opportunity for learning, this conference is also a great avenue for professional development through networking with our industry quality professionals.

GA: The RSI QAC always strives to collaborate with the AAR QAC, especially during the AAR Quality Assurance Industry Conference. Each year our dedicated members provide presentations and workshops that are educational and hands-on. The workshops started several years ago when I asked Don Guillen if the RSI could provide them in addition to the presentations. The first workshop was on how to write your QA manual, which I presented, and it lasted about two hours. The workshops have since expanded to one day (Thursday), and the AAR Auditors have the opportunity to attend the workshops.

What would you say to RSI members and industry stakeholders who may be uncertain about the committee’s future, and how can they get involved to help shape it?

SV: The members of the RSI committees provide invaluable front-line insights and candid feedback on driving industry standards. We have many dedicated members committed to sharing ideas, mentoring others, and helping ensure quality remains central to our industry. Volunteering on one of our committees or technical advisory groups would offer professional development and learning opportunities to newer professionals, while actively contributing to future initiatives and supporting RSI’s continued success.

GA: The RSI QAC is only as good as the people who volunteer for it. Everyone is busy, and everyone has plenty of work to do for their regular job, but we need your help so we can have a voice and work as the liaison between the AAR committees and the industry.

Interested in joining the QAC’s mission? Contact Carrie Wall (cwall@rsiweb.org) for more information.

The post Ensuring Quality Across the Industry: An Interview with the QAC Chair and Vice Chair appeared first on Railway Age.

Union Pacific Executive Vice President and Chief Information Officer Rahul Jalali told reporters on a media day business train that UP-NS computer systems integration will go smoothly if the merger is approved.

One of the key topics around the proposed merger of Union Pacific and Norfolk Southern, should the transaction be approved, is the possibility of outages and hiccups when the computer systems of the two railroads are integrated. Observers point to the major merger-related service meltdowns in the 1990s and the recent challenges on CPKC when the Canadian Pacific and Kansas City Southern computer systems were integrated.

Union Pacific CIO Rahul Jalali said that the main challenges around systems integration include the training of end-users and change management procedures. “It’s not the technology itself that is the tough part,” he said during a briefing aboard the Union Pacific business train. “We’ve really developed a playbook around this precision implementation, as well as a very good model of change management, what’s required, how do you train the people, how do technology and business work hand in glove together, both in the field and at the home office level.”

Successful systems implementation and integration are careful marriages of workflow and technology. The design and implementation plans must include strong training and change management. “I know a thing or two about integrations and the mistakes that are made in integrations,” Jalali said. “Change management is probably the No. 1 reason why companies or processes get in trouble.”

Jalali has the experience to back up his claim. During his career, which included 23 years involved in technology implementation at Walmart International, with his last position as corporate vice president in the technology division, and five years at UP, he has been involved in 14 systems integration cutovers. Jalali said that he and his team have already been meeting with Norfolk Southern to evaluate its systems, and have had meetings with customers to understand how they use their own systems to meet their requirements for a UP+NS integrated system.

Jalali also pointed to the successful implementation of a new system on UP called NetControl, which runs on the Cloud, and supports multiple functions on the railroad. UP CEO Jim Vena echoed Jalali’s remarks, saying, “We have a big job to do. It’s not the first job to do the tech cutover because it’s more important to do the base fundamental operating plan first, because that’s where the benefit is for the customers. And that’s how we can grow the business faster.”

The post UP’s Jalali: No Hiccups With NS IT Integration appeared first on Railway Age.

18 U.S. Senators—evenly split between Republicans and Democrats—from agricultural-producer states sent a letter to the Surface Transportation Board urging “a rigorous and comprehensive evaluation” of the proposed Union Pacific-Norfolk Southern “not just for its potential short-term efficiencies, but for its ability to demonstrate clear and tangible long-term improvements in competition.” STB responded, saying, “Because this is a pending matter, we cannot comment further; however, please be assured that, should an application be filed, the Board will conduct a thorough and fair review of the evidence and argument and consider whether the transaction serves the public interest, consistent with applicable law.”

The STB Office of Chief Counsel Counsel entered the letter from the Senators—Republicans John Hoeven (N. Dak.), Tim Sheehy (Mont.), Bill Cassidy (La.), Steve Daines (Mont.), Roger Marshall (Kan.), M. Michael Rounds (D. Dak.), Roger Wicker (Miss.), Jim Banks (Ind.) and Joni Ernst (Iowa); and Democrats Amy Klobuchar (Minn.), Martin Heinrich (N. Mex.), Tina Smith (Minn.), Raphael Warnock (Ga.), Patty Murray (Wash.), Ruben Gallego (Ariz.), Tammy Baldwin (Wisc), Tammy Duckworth (Ill.), , and Dick Durbin (Ill.)—into the public record Nov. 13, 2025:

“We write regarding the recently proposed merger between the Union Pacific and Norfolk Southern and to encourage the Surface Transportation Board to subject this proposed merger to a rigorous and comprehensive evaluation not just for its potential short-term efficiencies, but for its ability to demonstrate clear and tangible long-term improvements in competition.

“As you know, the STB’s post-2001 ‘Major Rail Consolidation Procedures’ were adopted specifically to place heightened emphasis on whether Class I railroad mergers enhance, rather than merely preserve, competition, and to ensure that any potential anticompetitive effects or other harms are outweighed by substantive and demonstrable gains to the public interest. The proposed UP/NS merger will be the first to come before the Board under these rules, and it is essential that you establish a strong precedent and apply these heightened standards in the way they were intended.

“In conducting its review, we strongly encourage the STB to take into consideration the impact the proposed merger, if approved, may have on our nation’s agricultural producers, and on the STBs mandate to preserve long-term competition and ensure efficient, economically viable rail service.

U.S. farmers, ranchers, and producers are facing historic market losses as they strive to provide the highest quality, lowest-cost food supply in the world. They depend on reliable and competitive rail service to move their agricultural products to markets both domestic and international. Our producers already face limited competitive options for rail service. Further consolidation could compound these challenges by reducing routing flexibility, constraining network fluidity, increasing market power, and limiting access for both producers and processors. As part of its review of the proposed merger, the STB should take into account the long-term implications for the movement of agricultural products across the domestic rail network, including potential impacts on shipping costs and market access.

“Since the passage of the Staggers Rail Act of 1980, which largely deregulated freight railroads, the number of Class I carriers in the U.S. has dropped from over 30 to just six. Today, four of those carriers control more than 90 % of U.S. rail freight. Already highly consolidated, the current landscape of railroads as it exists today represents a fragile equilibrium with two in the west, two in the east, and two through the middle.

“As the STB reviews the proposed merger, it is important to consider how additional consolidation could alter this equilibrium. In particular, the Board should examine potential impacts on key freight corridors, where fewer alternatives for shippers could reduce competitive pressure on rates and service. Over time, such dynamics risk embedding higher costs, diminished service quality, and less innovation across the network. These conditions, once entrenched, are difficult to reverse and may discourage future market entrants. The STB’s post-2001 merger rules are designed precisely to guard against this outcome, requiring that mergers demonstrably strengthen competition rather than simply accelerate consolidation.

“Historical precedent highlights what is at stake. The 1996 Union Pacific–Southern Pacific merger triggered widespread service breakdowns and safety lapses. Integration challenges led to nine worker fatalities, a Federal Railroad Administration finding of a ‘fundamental breakdown’ in safety practices, and freight disruptions lasting more than a year and a half—delays that cost the broader economy an estimated $4 billion.

“If approved, a combined UP/NS would handle more than 40 % of all U.S. freight rail traffic. The Board should weigh the risks of a similar disruption given the proposed scale: a transcontinental system spanning 50,000 route miles across 43 states. Service interruptions of this magnitude could have severe consequences, especially for agricultural producers. Time-sensitive shipments during harvest could be delayed or spoiled, export windows could be missed, and access to global markets could be sharply reduced.

“We thank you for your careful consideration of this merger application, and its impact on domestic agricultural production, as well as the STB’s mandate to enhance long-term competition. We look forward to working with you to ensure the STB continues to promote an efficient, competitive, and economically viable freight rail network that serves the public interest.”

The STB—Chair Patrick Fuchs, Vice Chair Michelle Schultz and Member Karen Hedlund—responded Nov. 14 with a letter (also on the public record):

“Thank you for your recent letter regarding the proposed merger of Union Pacific and Norfolk Southern. We appreciate hearing your views on the proposed transaction, the potential impacts on the nation’s agricultural supply chain, your concern for the preservation of long-term competition, and the need to ensure efficient, economically viable rail service. We want to assure you that, should a merger application be filed, the Surface Transportation Board will conduct a rigorous and comprehensive review of the transaction as required by law.

“As you know, on July 30, 2025, UP and NS submitted to the STB a notice of intent to file an application for Board approval of a proposed merger that would result in the combination of UP and NS, both Class I railroads. This notice, required under the Board’s merger regulations at 49 C.F.R. part 1180, initiates the regulatory review process for a proposed major merger between two Class I railroads. In their notice, UP and NS state that they intend to file their application on or before Jan. 29, 2026. Following the notice, the Board ordered the two railroads to submit substantial information in advance of the filing of an application. Among other things, the Board ordered applicants to submit 100% traffic tapes for six previous years, timetables, track charts, geospatial information system maps, joint facility information, and summary information concerning interchange commitments—agreements that limit or may limit interchange with connecting carriers. This information will help facilitate a thorough, rigorous, and efficient review of an application, if filed. By decision served on Sept. 26, 2025, the Board requested public comment on a proposed procedural schedule.

“Because this is a pending matter, we cannot comment further; however, please be assured that, should an application be filed, the Board will conduct a thorough and fair review of the evidence and argument and consider whether the transaction serves the public interest, consistent with applicable law. The Board’s review will include a rigorous examination of potential competitive effects, economic efficiencies, service effects, environmental impacts, and other critical considerations, including safety integration planning. The Board’s review process will also include opportunities for public participation and comment. A copy of your letter and this reply has been placed in the public docket. If you or your staff have any questions, please contact Ms. Janie Sheng, Director of the Board’s Office of Public Assistance, Governmental Affairs, and Compliance, at 202-245-0238.”

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NC By Train in October experienced its highest ridership month in 35 years of service, the North Carolina Department of Transportation (NCDOT) reported Nov. 17. The state-supported Amtrak intercity passenger rail service carried 74,400 riders, nearly 10% more than in October 2024.

NC By Train has so far seen a 4% increase in ridership in 2025, with 608,300 passengers carried between January and October 2025 compared with 584,600 during the same period last year, according to NCDOT. It is on track to break its 2024 record of more than 720,000 riders. In 2023, it carried 641,000 riders, and in 2022, 522,000 riders.

“The service’s popularity continues to grow as more people learn how easy and stress-free it is to use, the affordability of tickets, and other benefits of traveling by train,” NCDOT said. “Increased availability of daily trip options [on the Piedmont and Carolinian] introduced in July 2023, special trains and stops to iconic N.C. events, and increased collaboration with partners on projects like the Ale Trail by Rail have all contributed to the ridership growth.”

“We’re thrilled to see passenger rail ridership continue to grow across North Carolina as more people experience the convenience and benefits of train travel,” NCDOT Rail Division Director Jason Orthner noted. “Whether you are traveling for business, sporting events, school, to visit family or just for fun, NC By Train is a comfortable, affordable, and stress-free way to get to your destination.”

Today, the Metro & @MWCOG Boards endorsed recommendations from the #DMVMoves Task Force to provide $460M to modernize our system, deliver safer and more reliable service, and transform regional transit. Here’s why it matters: https://t.co/ukylmeOLII pic.twitter.com/nghuE12p3b

The boards of WMATA and COG on Nov. 17 “jointly endorsed recommendations from the DMVMoves Task Force and called on regional leaders to advance funding solutions to support Metro’s long-term modernization and strengthen coordination among the region’s 14 transit operators [in Washington, D.C., Maryland, and Virginia], including Metro, MARC, Virginia Railway Express, and local bus systems,” according to WMATA, which has a network of six rapid transit lines, 98 stations, 125 bus routes, and a door-to-door paratransit service.

The recommendations, WMATA said, outline a “unified regional vision for a modern, seamless, and world-class transit network that supports economic growth, efficiency, and safe, reliable access across the National Capital Region.” A key proposal includes $460 million in new annual capital funding for Metro, beginning in Fiscal Year 2028, according to WMATA. This investment, it said, would allow Metro to reinvest in and modernize its rail and bus system.

The DMVMoves Task Force recommended that the funding “should be unencumbered and grow by 3% annually to ensure the system’s long-term financial stability,” according to WMATA. If secured, the funding would ensure:

• “Ongoing repair, maintenance, and modernization of assets, systems, and technologies.
• “Deployment of rail modernization—modern signaling, compatible fleet upgrades, and selective platform screen doors—to improve safety, reliability, capacity, and efficiency.
• “The creation of a sustainable bond program to support long-term investments, maintain the system’s state of good repair, and strengthen overall financial stability.”

The Task Force also recommended a set of actions to make transit more efficient and easier to use across the regional network of Metro, commuter rail (MARC and VRE), and local buses. “These actions include implementing bus priority projects along high-priority corridors to improve bus speeds and reliability for riders and lower long-term operating costs, integrating fare policies, such as consistent discounts for low-income riders and free fares for children, and improving customer information, like standard bus stop designs,” WMATA said.

DMVMoves was created in May 2024 by the boards WMATA and COG “to create a unified vision and sustainable funding model for the region’s transit network.” This regional effort, WMATA said, was led by a task force of officials appointed by COG and WMATA and chaired by COG Board Vice Chair and DC Councilmember Charles Allen and WMATA Board Vice Chair Paul Smedberg. It was also supported by two advisory groups representing government and community partners, chaired by Fairfax County Executive Bryan Hill and Greater Washington Board of Trade President and CEO Jack McDougle respectively.

“This is a pivotal moment for our region,” WMATA General Manager and CEO Randy Clarke said Nov. 17. “A reliable and well-funded Metro system is essential to our region’s economic vitality. These recommendations provide a roadmap to modernize our transportation network, deliver safer and more reliable service, and ensure Metro continues to connect people to opportunities for generations to come.”

“The DMVMoves plan is a major milestone for our region, but it isn’t an end point,” COG Executive Director Clark Mercer added. “Our region has produced some great plans in the past whose goals were not fully achieved. This time, COG, WMATA, and our partners have outlined the path forward to ensure these recommendations are implemented and that we hold ourselves accountable to delivering our shared vision for world-class transit.”

With the joint endorsement, regional advocacy is slated to “seek the enactment of funding legislation by the DC Council and the Maryland and Virginia state legislatures,” according to WMATA.

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“MBTA commuter rail riders passing through South Station will soon be introduced to a new fare collection system,” according to MassLive.com.

The transit agency in August reported that it would begin installing 40 Commuter Rail fare gates around the South Station concourse in September. According to a Nov. 14 MassLive.com report, the gates will be operational in December.

“Similar to the MBTA’s subway lines, riders will need to scan a ticket to access the platforms,” the media outlet said. “However, unlike on the subway, they will also need to scan their ticket to exit. Commuter rail fare gates will also not accept tap-to-pay from a credit or debit card, phone or watch, as the subway and buses do.”

Commuter Rail fare gates were first installed MBTA’s North Station in 2022. The goal: to “improve fare collection, replace platform ticket checks, and create a more consistent fare-paying experience for passengers across transit modes,” according to the transit agency.

“[T]ransit officials [last year] said they estimated that 25% of fares are not collected on commuter rail trains operating out of South Station,” MassLive.com reported. “The T estimated in 2019 that it was losing $10 million to $20 million in revenue from uncollected commuter rail fares, or between 4% and 8% of potential revenue. The industry standard is 3%, ‘in even the most airtight, gated systems,’ the agency said.”

MBTA is slated to add fare gates to Ruggles Station in winter 2025/2026 and to Back Bay Station in early 2026.

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Early next year, six cameras will be installed on board each of Rail Runner Express’ 22 bilevels, according to KOAT 7 in Albuquerque. The goal is to boost security, it noted, and they will be monitored in real time.

“The decision was made several months ago to put onboard cameras on the train,” Rail Runner Communications Manager Augusta Meyers told the media outlet. “A lot of commuter rail[roads] across the country and other transit systems have onboard cameras, and we feel, for the safety of our passengers, that’s the most important thing. This gives us that extra measure of assurance and security to make sure passengers are safe.”

Rio Metro Regional Transit District operates the nearly 20-year-old, 100-mile commuter rail service between Santa Fe and Belen, N.Mex. Bombardier Transportation (now Alstom) supplied the commuter railcars.

The post Transit Briefs: NC by Train, WMATA/COG, MBTA, Rail Runner Express appeared first on Railway Age.

Port NOLA on Nov. 14, during the 2025 State of the Port Address, announced that it “continues to deliver strong momentum” across its diverse lines of business, including containerized cargo, breakbulk, rail, industrial real estate and cruise.

This year’s program, hosted by the International Freight Forwarders and Customs Brokers Association of New Orleans (IFFCBANO), also featured an engaging “Waterside Chat” with Port NOLA President and CEO and New Orleans Public Belt (NOPB) CEO Beth Branch, Norfolk Southern (NS) Executive Vice President and COO John Orr, and Ports America President and CEO Matt Leech. Panelists discussed how Port NOLA’s multimodal connectivity, infrastructure expansion and partnerships are fueling growth.

Port leadership also announced the release of a new Economic Impact Report conducted by Martin Associates and completed in August 2025. It emphasizes the Port’s vital contribution to state and national prosperity.

“The Port of New Orleans is truly an economic engine not just for Louisiana, but for the entire country. With a unique transportation system of rail, barge, and truck connections, Port NOLA links America’s heartland to the world. That reach translates into billions of dollars in economic impact and supports hundreds of thousands of good-paying jobs,” said John C. Martin, PhD, Owner of Martin Associates. “Here in Louisiana, the Port is a major driver of our economy and a cornerstone of our workforce. Continued investment in port infrastructure isn’t just smart, it’s essential to keeping this momentum strong for our state and for the nation.”

According to the report (download below), in 2024, marine cargo activity within the New Orleans Port District supported $101.5 billion of total economic value to the U.S. economy, including $31.5 billion in Louisiana which is approximately 8.3% of the state’s GDP. Additionally, cargo activity moving through Port NOLA marine terminals supported 342,150 jobs in the nation. That includes 122,386 total jobs in Louisiana alone. The report is searchable by U.S. and State legislative districts, showing the specific economic impact in each one.

The Port also underscored its bold progress in developing the Louisiana International Terminal (LIT), a transformative infrastructure project that will redefine global trade through Louisiana.

The new container terminal, the Port says, “represents the cornerstone of Port NOLA’s long-term vision to expand capacity, strengthen supply chain resilience, and position Louisiana as a leading Gulf gateway for international commerce.”

Branch spoke of “resilience, innovation, and strategic progress” throughout her address, reflecting on the port’s cargo, rail, and cruise operations.

“New Orleans was born of the river, and our future will rise from it too,” said Branch. “From breakbulk and container cargo to a record 1.2 million cruise passenger movements last year, Port NOLA continues to drive opportunity for Louisiana families, businesses, and communities. The Louisiana International Terminal will ensure that legacy endures connecting our river, rail, and road systems like never before and redefining how global trade flows through our state.”

Branch highlighted $49 million in breakbulk infrastructure investments, as well as strong partnerships with Ports America, and Terminal Investment Limited (MSC). She also commended the Harbor Police Department for its leadership in public safety, especially in preparation for Super Bowl LIX, through enhanced security measures and technology upgrades.

Port of New Orleans Board Chairman Michael Thomas praised the Port’s leadership and collaborative partnerships driving Louisiana’s competitive edge on the global stage.

“The story we are writing together is one of unity, bold investment, and vision,” said Thomas. “Through the LIT, the new St. Bernard Transportation Corridor, and the Cooperative Endeavor Agreement uniting five Lower Mississippi River ports, we are positioning Louisiana as the premier gateway for global trade in the 21st century.”

Thomas said the LIT developed in partnership with Terminal Investment Limited and Ports America will create more than 18,000 jobs, generate more than $1 billion in new state and local tax revenue, “and represents one of the most significant federal investments in U.S. port infrastructure history.”

“Together, we form the largest port complex in the world,” Thomas added. “By speaking with one powerful voice, Louisiana’s ports are not just gateways of trade, they are engines of transformation for our state, our region, and our people.”

The Port of Savannah recently announced that it handled 4.8 million Twenty-Foot Equivalent Units (TEUs) in calendar year 2025 through October, up 183,250 TEUs or 4%. Monthly volumes in October totaled 452,934 TEUs, a decrease of 8.4% or 41,325 TEUs compared to October 2024.

Colonels Island Terminal at the Port of Brunswick handled 72,234 units of autos and heavy equipment in October, up 3,700 units or 5.4% compared to the same month last year. For calendar year 2025 through October, the Port of Brunswick handled 689,662 units of autos and heavy equipment, down 67,750 units or 9%.

“We’ve been impacted by the trade downturn, so we look forward to seeing more trade deals come together and we’re hopeful the market bounces back in the new year,” said Georgia Ports President and CEO Griff Lynch.

Northeast Georgia is a high-growth manufacturing and logistics corridor for heavy equipment, forest products, food and poultry/protein exporters with a large amount of international cargo moving. The area is currently served by a five-hour truck route to/from the Port of Savannah.

Located 50 miles from Atlanta, Georgia Ports Authority’s (GPA) $127 million Blue Ridge Connector inland rail facility is nearing completion.  “We’re making strong progress and remain on track for a Spring 2026 opening,” Lynch added.

The facility will be served by rail from the Port of Savannah, creating an improved supply chain into Northeast Georgia’s regional population of more than two million people. The facility will help keep trucks out of Atlanta and decongest all the community roadways affected by this corridor while spurring further economic development.

“Our Blue Ridge Connector service will create new opportunities for Georgia’s commerce to flow smoother and attract more jobs and prosperity to the Peach State. This is an example of how we support Governor Kemp and our State Legislature’s goal to make it easy to do business in Georgia,” said GPA Board Chairman Alec Poitevint.

In the first year of operation, the rail service, GPA says, will eliminate 52,000 truck trips through Atlanta and is expected to grow exponentially as more volume is added. In the future, this volume could rise to 400,000 truck trips based on demand GPA envisions. This shift to rail will also reduce CO2 emissions by 90% or 22,510 metric tons, compared to an all-truck route in the first year of operation, GPA noted.

To reduce the facility’s impact to local residents in Gainesville, Ga., GPA contributed $4.8 million to Hall County road improvement projects eliminating an at-grade rail crossing, rerouting White Sulphur Road and resurfacing Cagle Road. The new White Sulphur Road alignment south of the inland terminal ensures free access for emergency vehicles and avoids traffic disruption from trains that local residents had experienced in the past. The new alignment and resurfacing of Cagle Road also offers an improved alternative for residents. Both projects were completed in late Summer 2025.

Once the facility opens, NS doublestack trains will offer daily service Monday-Friday.

Port Everglades’ 2024 Master/Vision Plan Update, which was approved Nov. 13 by the Broward County Board of County Commissioners, “outlines more than $3 billion in long-term investments to enhance the Port’s capacity, efficiency and sustainability over the next 20 years.”

The update (download below) was developed over two years in concert with Port staff, stakeholders and the public. Updates are conducted to identify global industry trends and capital improvements necessary to support the continued growth of the Port’s diversified business lines of cruise, cargo and energy.

“The Master/Vision Plan focuses on reinforcing our Port’s evolution to meet the needs of our business partners, in collaboration with our community, to maintain our position as a strong economic engine,” said Port Everglades CEO and Port Director Joseph Morris. “On behalf of our Port staff who worked tirelessly on the update, I thank the Broward County Board of County Commissioners for their support of our plan for the next five, 10 and 20 years of growth.”

Among the projects identified in the Master/Vision Plan Update are functional improvements, such as the Bulkhead Replacement Project currently under way, and investments that address market trends like the redevelopment of cruise terminals to accommodate the next generation of cruise guests and larger cruise ships.

AECOM, a global design and engineering company specializing in infrastructure with offices in Fort Lauderdale, led the update effort.

The previous Master/Vision Plan Update was approved by the County Commission in June 2020 and included projects through 2038. One of those infrastructure projects is the Southport Turning Notch Extension, which added five new berths and six Super Post-Panamax ship-to-shore cranes. That project is expected to nearly double throughput of containerized cargo through 2038.

The post Intermodal Briefs: Port NOLA, Port of Savannah, Port Everglades appeared first on Railway Age.

Port NOLA on Nov. 17 announced the appointment of Morten Møller Jensen to its executive leadership team as COO. In this role, Jensen will oversee all port operations, with direct responsibility for the day-to-day management and successful delivery of the Louisiana International Terminal (LIT), a transformative infrastructure project for the state and region.

With more than four decades of global experience in shipping, logistics, and port management, Jensen brings an extensive track record of operational excellence, strategic leadership, and international expertise.

“Morten’s deep experience in both operations and international business development makes him exceptionally qualified to help guide Port NOLA through this critical chapter in our history,” said Beth Branch, Port NOLA President & CEO and New Orleans Public Belt (NOPB) CEO. “As we advance the LIT, his leadership and global perspective will be invaluable in strengthening Louisiana’s role as a premier gateway for global trade.”

Jensen has held senior executive roles across the world, including serving as Chief Executive Officer of MEDLOG USA, CEO of MSC’s Mexico & Central America region. He also held Managing Director positions with MSC in Sweden and Paraguay, as well as with Maersk in Pakistan and Afghanistan. Earlier in his career, he was Chief Operating Officer at Norden in Denmark and Managing Director for APM Terminals Southern Africa.

Most recently, Jensen served as Terminal Investment Director at Terminal Investment Ltd. (TiL) in Geneva, where he oversaw major global terminal investments and drove strategic business development. TiL is one of Port NOLA’s operating and financial partners in the LIT. Jensen’s direct knowledge of the project and the partnership will bring unique value to its successful realization, the port noted.

“Morten led complex, large-scale port and logistics projects across Europe, Africa, Asia, and the Americas,” Branch said. “With a proven record of building public-private partnerships, securing strategic investments, and delivering projects efficiently and on budget, he is well positioned to help advance Port NOLA’s mission.”

Throughout his career, Jensen has demonstrated a commitment to collaborative leadership and global connectivity.

“It’s an honor to join Port NOLA during this pivotal chapter,” Jensen said. “The LIT will be a catalyst for expanding Louisiana’s leadership in international commerce. I’m eager to work alongside the Port’s exceptional team and partners to bring this vital project to life.”

Jones DesLauriers, a Toronto, Canada-based independent brokerage and a founding Navacord Broker Partner, on Nov. 17 announced the appointment of Kyle Johnson as Partner & Rail, Logistics and Risk Management Leader within the firm’s Complex Risk division. This appointment, Jones DesLauriers, says, “reflects the firm’s ongoing commitment to building specialized capabilities for clients facing complex operational and supply chain exposures.”

Johnson will lead strategies and advisory services for clients navigating intricate rail, logistics, transportation, and energy sector risk challenges, “ensuring tailored solutions for organizations with sophisticated and evolving risk profiles.”

“We are thrilled to welcome Kyle to the Complex Risk team,” says Imran Pira, Managing Partner, Head of Complex Risk. “Kyle brings deep expertise in rail, logistics and risk management, combining industry insight with strategic advisory skills. His appointment strengthens our ability to provide clients with innovative, high-quality solutions that address both operational and financial risk in complex environments.”

Johnson joins Jones DesLauriers with more than 15 years of experience in risk management, with a focus on the transportation and energy sectors. He has led complex insurance and risk management programs across North America and played a key role in major mergers and acquisitions that achieved significant cost synergies. Recognized for his strategic insight and collaborative leadership, Johnson was the recipient of a CEO Award of Excellence in 2019 for his contributions to advancing cost control initiatives while at CPKC. His depth of technical expertise and integrated approach to risk management will further strengthen Jones DesLauriers’ Complex Risk capabilities, according to the company.

The appointment of Kyle Johnson, the firm says, “underscores Jones DesLauriers’ commitment to expanding its Complex Risk platform, reinforcing the firm’s strategy to attract specialized talent and deliver innovative solutions for clients facing intricate and high-stakes operational challenges.”

As one of the GTA’s largest independent brokerages, Jones DesLauriers says it “continues to lead the market across transportation, construction, hospitality, real estate, and forestry sectors,” with more than 350 professionals and more than $750 million in premiums placed.

Backed by the strength of Navacord, the firm maintains a strong presence across the GTA, Ottawa, and Quebec, while expanding its Complex Risk offering to address the evolving needs of sophisticated clients.

The post People News: Port NOLA, Jones DesLauriers Insurance Management Inc. appeared first on Railway Age.

The new location, the company says, “reflects the evolving needs of Booz Allen’s business, which requires flexible spaces that can enable and accelerate the company’s advanced technology capabilities.”

“We continue to invest in an innovative, optimized Booz Allen. Our new headquarters will provide our people, partners, and customers with upgraded resources to build the technologies that support national missions while rightsizing our facilities footprint,” said Booz Allen Chief Operating Officer Kristine Martin Anderson.

Interior build-out in the recently completed building is scheduled to begin in Summer 2026, with the new space expected to open in Fall 2027.

“Booz Allen’s workforce strategy is centered on optimizing resources to help our highly technical workforce unlock innovation, today and into the future,” said Booz Allen Chief Administrative Officer Jen Wagner.

The new headquarters will include both 1870 Reston Row Plaza and multiple floors of 1800 Reston Row Plaza. The combined leases cover more than 310,000 square feet, a to-be-built enclosed bridge that will connect the seventh floors of the two buildings, and expansion options. Booz Allen’s office at 8283 Greensboro Drive in McLean, Va., will be decommissioned in 2028.

The two LEED Silver, Trophy-office towers are situated in The Row at Reston Station, the second of five planned phases of Comstock’s award-winning Reston Station development. The buildings were designed by HKS Architects, with interior common spaces designed by Michael Graves Architecture.

Booz Allen joins a dynamic roster of leading global and national companies already located at Reston Station. Its workforce, Comstock says, will benefit from a modern, walkable neighborhood filled with cafés, restaurants, fitness and wellness providers, retail, and on-site services (see map below).

“Booz Allen has been a top employer and business leader in the Washington metro area for decades. The Row at Reston Station reflects the best of Northern Virginia’s economy, tech talent, and modern conveniences, and we are honored to welcome Booz Allen as part of our community,” said Comstock Chief Operating Officer Tim Steffan.

“We are extremely proud that Booz Allen has chosen Reston Station for its global headquarters,” said Comstock CEO Chris Clemente. “Comstock is focused on creating extraordinary places where people can live, work, gather, and connect. Booz Allen’s decision reinforces the strength of that vision and Reston Station’s appeal to leading employers.”

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Nebraska’s Hersey Rail Park, to be served by Union Pacific (UP), has its first tenant, and bids are expected soon for a railcar mover, two transloaders, and a scale, according to local media reports.

With more than 1,500 feet of track, the 300-acre industrial development property is located eight miles west of North Platte (not far from UP’s Bailey Yard), two miles north of Interstate 80, and directly on U.S. Highway 30 (see maps below). In August, it was designated the first UP Focus Site in Nebraska; the railroad has 42 such “shovel ready” sites across its 32,000-mile network.

North Platte Area Chamber & Development Corporation is the owner and developer of Hersey Rail Park.

KNOP-TV on Nov. 17 reported that an agreement has been finalized with GRIT Group LLC, the park’s first tenant, and that park equipment purchases have been approved.

“GRIT has a 30-year agreement with the Central Nebraska Public Power and Irrigation District to process and sell sand Central has dredged for 90 years between the Platte River forks and the Tri-County diversion dam east of North Platte,” according to The North Platte Telegraph, which reported that GRIT “would truck processed sand from the river for packaging and shipping from part of the [former] Greenbrier” Rail Services 53,000-square-foot production facility that is located at the park.

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