Railway Age magazine

In this transcription of a Rail Group On Air Podcast, Norfolk Southern Executive Vice President and Chief Operating Officer John Orr discussed passenger rail. Like all Class I railroads, Norfolk Southern hosts numerous passenger trains including intercity services and regional commuter. We’re talking about Amtrak and Virginia Railway Express, for example. John and the team at Norfolk Southern have been working hard to improve relationships with passenger railroads.

Vantuono
John, welcome to Rail Group on Air. You’ve been a frequent guest here. We’ve talked about a lot of things, but now we’re going to talk about something completely different or, well, related, I guess. Passenger rail. Norfolk Southern, as you know, hosts a significant number of passenger trains, both Amtrak and regional commuter rail like Virginia Railway Express and other services. And from what I understand here, the performance has been improving in the past couple of years. Let’s talk about that.

Orr
Bill, first it’s always great to be with you and no matter the topic, we always have some really interesting conversations and always in the interest of our industry sector and so proud to be here. But let me just say that NS has had a really strong safety trajectory from 2024 to 2025 with continuous technological, cultural and operational enhancements. We’re leading to ongoing improvements in train reliability, schedule iterations, and improved network standards and efficiencies. Customers are more satisfied, our employees are absolutely engaged. 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. And while it’s true, we’ve put a lot of focus on our improvements on their schedule and on time performance, there is truly an example of all ships rising with the tide, with a bit of fine tuning on our prioritization and engagement and teaching people the skills and capabilities required to run a really, really strong network.

Vantuono
As I’ve often said, this is one industry; there’s been too much of this us versus them mentality—well, we’re a freight railroad and you’re lucky to be on our tracks. Well, that doesn’t work. Bearing in mind, of course, that the passenger rail operators have to understand that this isn’t their railroad, it needs to be a partnership, needs to be a collaboration. You’ve said that there’s a direct line between operational improvements and improvements in passenger rail hosting performance. Describe some of those.

Orr
We’ve talked about this, Bill. In PSR 2.0, we really simplify things, simplify schedules. We’ve tightened standards, and as we optimize our locomotive and freight car utilization, we’re using the network in a more holistic view. Amtrak is as important as anybody else using the network. And when you really commit to having that holistic view and ecosystem view of your network, I take the approach that we drive performance across it. At NS, we’ve focused on simplification and reducing interference on freight on our cars, and that’s taken the form of a couple of things. Our mechanical war rooms, for example, really look at how we remove the unreliability of mechanical failures and keep getting to the root cause of things. And so, as we introduce portals and mechanical inspections across the railroad, we’re able then to take it back to our originating terminals and either teach new skills or invest differently in how the equipment gets inspected.

And as a result, we’ve seen about a 30% reduction in recrews, and when you have that amount of fluidity created, it allows a lot more movements within a corridor. That investment for our core business translates well into the stability and reliability of the Amtrak schedules. Now there’s still work to do obviously as we work through that, but that’s a part of it. And then you layer on the next level of thought and our need for speed war rooms that looks at how do we get them the maximum speeds out of our corridors and start to deal with realities of day-to-day operations like train stalls or interference with grade as it slows trains down, and how do we optimize the locomotive utilization through those corridors, increase the speed wherever possible, engineer it out, and then build the schedules around the more realistic train schedules. Amtrak really benefits from that because now we’ve got the freight trains that are moving more fluidly. They’re not stopping where they’re not supposed to, and the train schedules really drive the meets. And our RTCs, our dispatchers, are really responding to that.

Vantuono
A couple of years ago, Amtrak’s former head, Steven Gardner, said, PSR can be better for passenger service because if the freight service is more reliable, more consistent, then that means that we (Amtrak) can keep our schedules more consistently.

Orr
I don’t disagree with that, and I think where we have an integrated safety and service plan in our PSR 2.0, where we develop the environment that people can be successful in, we understand the skills and capabilities they need to be successful and provide the right level of equipment and create the willingness to give that discretionary effort, then that integration really sets us up for best-in-class service, whether it’s a freight car or as a host railroad, for Amtrak’s performance. I’m really proud of what we’ve done as far as our Amtrak performance over the past 16, 17 months.

Vantuono:
How has that improved percentage wise? I know Amtrak keeps a scorecard. Some people will look at that and say, well, it’s not that accurate. But maybe if you could share some numbers with us, how that performance has improved in terms of on-time performance.

Orr
You know me, Bill. I’m never going to be satisfied with how the current state of operations is because I’m really trying to drive cultural and operational change across the board, and that means continuous improvement, accountability, where we have visibility and concrete obligations and that led itself into operational excellence. And operational excellence starts and stops with safety and service regardless of what the scorecard and Amtrak says. I want to be as good as I can possibly be and allow, as a host railroad, the schedules of Amtrak to be as reliable as I want my freight to be reliable. I want the passengers on that Amtrak experience to be satisfied with what they’ve been delivered on the NS properties. If we boil it down to the Amtrak scorecard, we’re right up there on the top of the heap with a couple of other railroads.

Vantuono
You’ve also had some very effective partnerships with local and state passenger agencies, in three states, Pennsylvania, Virginia, North Carolina.

Orr
Bill, I’ll tell you that under Mark George and our leadership team, we have a really clear strategic vision. We want to encourage entrepreneurial spirit. We have a collaborative culture and we really want to scale Norfolk Southern across the board and partnering. It makes sense. That’s what we talk about with an ecosystem approach. And truly, those three examples are where deeds matter and we show up. Sometimes you just have exploratory talks, other times they manifest into something more concrete. But we are open to collaboration. We’ve got a really strong strategic roadmap. We’ve got a host of initiatives that we’re working through. These are a couple of examples that you’ve just cited.

Vantuono
Getting back to operations, you have employed rather effectively those centers that you call war rooms, really strategic planning places. How do you utilize those? I know for not only for freight, but really for the passenger operations.

Orr
Under PSR 2.0, we’ve kind of extended the traditional Precision Schedule Railroading by integrating digital tools, operating analytics, ecosystem level coordination that really helps us simplify operations. It’s a very non-linear complex set of inputs, and the simpler they are in their application, the tighter the controls, the tighter the standards and the better the optimization of the network. If I have a problem, I’ll pull together subject matter experts. It could be top level executives all the way down to the field level craft employees and bring them into a room and start solving the problem as fast as possible. So we have a triage where we deal with day-to-day, hour- to-hour, minute-to-minute realities of those issues. But then taking a step out of the heat of the moment to reflect on the implications of the issues and the longer term solutions, we’re able to have a better view of what our operational concerns are and get to solutions faster.

So originally it was a wayside war room where we were really trying to address the frequency of unplanned train stops, and that led to concrete improvements in our terminals, preparations for trains, the mechanical inspections, even the mechanical repairs of the cars. We trained our people differently. We invested in some different infrastructure like our air plants. Lately it’s taken on a new level. We’ve decided we’re going to use war rooms to do next-level thinking and what are the next-level problems that we could have so anticipatory and let us get ahead of the issues. So, as we invested in more [inspection] portals, for example, across our network, we have a better view of all of the cars going across the corridors and we want to make sure that we’re doing something with the information we’re finding. So the war rooms are helping us understand what are the types of information that we need to have to prevent accidents, prevent safety shortcomings, and then create greater reliability and start to solve problems before they happen. And that’s the iteration and the evolution of our war room. So we are always going to be in the now, but as we mature, we can get into future-state course corrections.

Vantuono
Amtrak and the commuter railroads are often the cause of their own delays. Mechanical failures, for example, over the road, locomotive failures. What can you share with them as a freight railroad in terms of your mechanical practices? What best practices can you share with your tenants so to speak, as far as their own reliability?

Orr
Let me just start with how we work. Right now at NS, we have a culture of “speak up” where we have something I call “NS candor” where we’re going to talk about tough issues, we’re going to talk to them in a way that solves the problem, brings people to bear on the issues and is respectful for the efforts and the outputs. That’s the kind of conversation I have with the leadership over at Amtrak. We have a very respectful dialogue. We have really learned to trust one another and speak up to issues and advocate for the things that we both need. And so I think we do more of that for sure, is that speak up and that engagement, because that sets the tone for everything, whether it’s a locomotive failure or a car issue. Those things, they’ve got experts over there and they’re very, very good at what they do. In fact, I was with the COO at Amtrak. We were in Washington for a meeting, and we had breakfast, and we were talking about work block planning, and it really opened my eyes to how they have to de-energize their [catenary] infrastructure in order to safely work and do work blocks. And it helped me understand why it’s taking longer than I do when I don’t have that same consideration.

In the same respect, he’s learning a lot about what we’re doing with portals and how we engage together. Ultimately, we’re creating an environment where I have great respect for his schedules and what he does, and he’s got even greater respect now for what I need, especially where we intersect in the Northeast Corridor and we transit our freight cars on his territory. I think it’s more important for me to make sure that he’s confident that I’m going to have a safe train, a reliable train and locomotives that are going to move it from A to B in the time I ask him to take my trains so I can get more access to those routes and he can do the same with me. I think that’s the fair statement and I think that’s the balance I’d like to strike with Amtrak as a host. I know I have contractual and regulatory obligations, but I like to think we’re railroaders who are making railroad decisions because it’s in our DNA to do what’s right for either the product or the people because ultimately that’s how we get satisfaction as railroaders.

Vantuono
And there’s certainly a lot of data that can be shared. Those train inspection portals, Norfolk Southern collects the data from your freight trains at speed. I’ve been through one of those portals on your executive train, this giant flash of ligh—wow, what was that? The passenger trains pass through those as well. And if there’s a way to share that data and get it in real time to the Amtrak trouble desk, for example, and so they know what’s going on and they can address a potential failure.

Orr
We have an adage that our network improvements power a better future for passenger rail. And we have these portals that we’ve developed with Georgia Tech and they are best in class and I’ve worked in a lot of Class I’s. They’re so responsive and our algorithm deployment is very quick and very concentrated on issues that railways really need to concentrate on. And I’m open to sharing that with not only Amtrak but with short lines and other users of our network, and even using that as a standard by which all railways used to inspect equipment. Really it’s the back office that makes the difference in how you react to that data. We’ve got some of the best back-office leaders and skilled workers in any Class I. The work they do to take the information, distill it into manageable actionable items and then act on them is really what’s differentiating. Data for data’s sake is a waste of time. Data for action is the vehicle for continuous improvement, whether that’s us sharing it with Amtrak or them sharing it with us. There’s no pride of ownership here. Whatever makes the railway industry safer and especially makes the passengers safer is a good news story for me.

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For the third-quarter 2025, Wabtec reported that its GAAP earnings per diluted share of $1.81 was up 11.0% from the prior-year period; adjusted, it was $2.32, up 16.0% from 2024. GAAP EPS and adjusted EPS increased from third-quarter 2024 “primarily due to higher sales, operating margin expansion, and benefits from prior quarter share repurchases,” according to the company.

Third-quarter 2025 sales came in at $2.89 billion, up 8.4% from the same quarter in 2024 “driven by higher sales in the Freight segment, which includes the acquisition of Inspection Technologies, and in the Transit segment,” Wabtec said. Among the key sales drivers, according to the company:

• Services: “Lower sales driven by fewer modernization deliveries as expected.”
• Equipment: “Higher locomotive deliveries.”
• Components: “Industrial products growth offsetting lower North America railcar build and portfolio optimization initiatives.”
• Digital Intelligence: “Increased sales driven by Inspection Technologies acquisition.”
• Transit: “Higher OE and aftermarket sales; sales up 5.2% on constant currency basis.”

GAAP operating margin for third-quarter 2025 was higher than the prior year at 17.0%, and adjusted operating margin was higher than the prior year at 21.0%. Both GAAP and adjusted operating margins “benefited from higher sales and improved gross margins, partially offset by higher operating expenses as a percent of revenue,” according to Wabtec.

At Sept. 30, 2025, the 12-month backlog was $643 million higher than the prior-year period, according to Wabtec, and the multi-year backlog was $3.34 billion higher than the prior-year period. The company said “excluding foreign currency exchange, the multi-year backlog was $3.30 billion higher, up 14.9%.”

Freight segment sales for third-quarter 2025 were up 8.4%. Equipment sales were up 32.0% “driven by higher locomotive deliveries,” while Digital sales were up 45.6% “driven by the acquisition of Inspection Technologies,” according to Wabtec. Components sales were up slightly and, as expected, Services sales were down 11.6% “due to the timing of modernization deliveries.” GAAP operating margin “benefited from improved gross margin which was offset by higher operating expenses as a percentage of revenue and purchase accounting adjustments resulting from the Inspection Technologies acquisition,” the company noted. Adjusted operating margin “benefited from improved gross margin which was partially offset by higher operating expenses as a percentage of revenue,” Wabtec said.

Transit segment sales for third-quarter 2025 were up 8.2% “driven by higher OE and aftermarket sales,” Wabtec reported. GAAP operating margines, the company noted, “were up as a result of improved gross margins and lower operating expenses as a percent of revenue.” Adjusted operating margins “were up as a result of improved gross margins, partially offset by higher operating expenses as a percent of revenue.”

Wabtec raised and tightened its 2025 adjusted EPS guidance range to $8.85 to $9.05, up $0.10 at the mid-point. For full-year 2025, Wabtec said it continues to expect revenues to be between $10.925 billion and $11.225 billion, up 6.6% at the midpoint. Wabtec also expects operating cash flow conversion of greater than 90%.

“We continue to be encouraged by the pipeline of opportunities that remains ahead of us. Our team’s commitment to product innovation, disciplined cost management, focused execution and partnership with our customers has been instrumental in driving our ongoing success. Together with our strong results, these factors give us confidence to continue to deliver on profitable growth into the future,” said Santana. “Our team’s dedication positions us to drive Wabtec’s success, even in a dynamic and uncertain economic environment.”

The Wabtec website provides more financial report details.

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As Norfolk Southern Executive Vice President and Chief Operating Officer, John Orr holds ultimate responsibility for every train on the Class I’s vast network, freight and passenger. Relationships between passenger carriers and their host freight railroads aren’t always harmonious, but NS has been working on improvements benefiting both.

“For several months now, we’ve been a top performer among Class I’s when it comes to host-responsible delay metrics—no small feat considering how much passenger service we host on our network,” Orr tells Railway Age Editor-in-Chief William C. Vantuono. “A more fluid network benefits everyone who touches our system, from customers to passenger services like Amtrak to communities throughout our system that experience fewer slow or stopped trains. There is a direct line between all our operational improvements and improvements in passenger rail hosting performance. And during the past two years we’ve forged effective partnerships with local and state passenger groups, from Pennsylvania to Virginia to North Carolina.”

Orr discusses why “a reliable, consistent team is necessary for reliable, consistent service,” initiatives for “building skills and capabilities of our railroaders” and “training generational railroaders.” He describes a “root cause analysis mentality” and the “war rooms” Operations has been utilizing. “Safety is the core of everything,” he stresses. “A safe railroad is an efficient railroad.”

(A transcript of this podcast is available here)

The post John Orr Talks Passenger Trains – Rail Group On Air  appeared first on Railway Age.

The San Diego MTS Board of Directors on Oct. 17 approved a disposition and development agreement with the San Diego Housing Fund to bring a new 100% affordable housing community to East Village, “helping meet the growing demand for affordable homes in San Diego.”

“This project reflects MTS’s commitment to being more than just a transit agency; we’re a community partner,” said Stephen Whitburn, MTS Board Chair and San Diego City Councilmember, who represents East Village. “By connecting future residents with affordable housing directly at our region’s busiest transit hub, we’re helping residents access opportunity while building a more sustainable future and activating the areas around our stations.”

The six-story, mixed-use, transit-oriented development will feature 161 affordable apartment homes for low-income individuals and families, including 74 one-bedroom, 55 two-bedroom, and 32 three-bedroom units. Residents will also enjoy amenities such as a children’s play area, green outdoor spaces, a community room, and 96 on-site parking spaces. It replaces a surface parking lot and public street that will be removed as part of an MTS transit center expansion project.

Located steps away from MTS’s busiest transit hub, the 12th & Imperial Transit Center, the community offers residents direct access to three major Trolley lines and numerous bus routes, connecting them to recreational, educational, medical, and employment opportunities throughout the region.

Under the agreement, the project will be constructed at no cost to MTS. The ground lease will be for 99 years. Construction is expected to begin in 2027, with completion anticipated in 2029.

“We are very pleased MTS’ Board unanimously approved the 12th & Imperial affordable housing project today. Over the past two and a half years, San Diego Housing Fund has worked in close partnership with MTS to bring this vision to life,” said James Howell, Managing Partner, San Diego Housing Fund, which was founded by San Diego Foundation. “This 161-unit community represents what’s possible when we strategically align housing with transportation and break down barriers that keep low-income families from accessing jobs, education, and services. We look forward to seeing this project break ground in 2027 and transform East Village into a more vibrant, equitable neighborhood.”

In addition to the approved housing project, MTS says it plans to expand and modernize the 12th & Imperial Transit Center. The improvements will increase bus capacity, provide a special event platform for Orange Line Trolley service, enhance passenger amenities such as shelters, lighting, and benches, improve traffic flow, and upgrade stormwater and flood control infrastructure. Construction for the transit center improvements is anticipated between 2026 and 2027.

More information is available here.

The MTA announced Oct. 17 that it will provide free MARC and Commuter Bus service to federal workers during the ongoing federal government shutdown.

​The free service will be provided from now through the remainder of the federal government shutdown, and any individual with a federal ID badge can ride for free by showing their badge to the operator.

“Marylanders make up a large share of the federal workforce, so we fully understand the financial strain many of our riders are experiencing,” said Maryland Department of Transportation Acting Secretary Samantha J. Biddle. “Free rides on MARC and Commuter Bus ensure that federal workers who are still reporting to the office have one less thing to worry about.”

The federal government is the largest employer in the State of Maryland. Prior to this year’s federal workforce cuts, 269,000 Maryland residents were employed by the federal government, and more than 160,000 federal civilian jobs were located in Maryland, according to the agency. Since the POTUS 47 Administration has taken office, Maryland has lost more than 15,000 federal jobs—the largest number in the nation. Past government shutdowns have had direct repercussions in Maryland, with POTUS 47’s 2019 partial shutdown in 2018-2019 costing thousands of Marylanders $778 million in wages, the agency noted.

“This is what Maryland does in times of crisis: We band together and we help each other out,” said Gov. Moore. “But while Maryland is mobilizing to ease the shutdown’s burden on our people, let’s be clear, no state can fill the gap created by the federal government. The longer this shutdown lasts, the more pain we will feel, so it’s time for [POTUS 47] to come to the negotiating table on health care and open the government.”

The Deux-Montagnes branch of the REM will officially begin service on Nov. 17 based on the tests conducted over the past few weeks, and, “if everything goes according to plan.”

Subject to a successful completion of the last tests, starting Nov. 17, 14 new stations, three connections to the metro, and countless new possibilities will be available to our riders. Details about the launch activities for the Deux-Montagnes branch will be shared in the coming weeks.

According to REM, in the morning, service will begin around 5:30 a.m. for both Brossard and Deux-Montagnes Stations. In the evening, the last departure to Deux-Montagnes from Brossard will be at 8:30 p.m., and from Gare Centrale at 8:45 p.m. After these hours, service will continue from Brossard to Côte-de-Liesse Station, with the final departure at 1:00 a.m. on weekdays. This adjusted evening schedule will allow teams to continue testing for the upcoming launch of the Anse-à-l’Orme branch.

Metrolinx recently announced that the Ontario Government has reached an Agreement-in-Principle with CN to purchase land to construct dedicated GO tracks on the Kitchener Line, “marking a major milestone in the province’s plan to build faster transit between Kitchener and Toronto.”

The Agreement-in-Principle coincides with additional GO train service that will be added to the Kitchener Line in November, including 18 new weekend trips between Bramalea GO and Union Station, as well as the first-ever weekend service to Kitchener.

The Agreement-in-Principle is the latest step to build faster two-way, all-day rapid service on the Kitchener Line as part of the Kitchener Extension Project. This project will add 40 kilometers (25 miles) of new, two-way track and includes track re-alignments, signal upgrades, bridge work and platform expansion along the corridor.

When complete, the new Kitchener Line will enable:

To Bramalea GO:

• Two-way, all-day service, seven days per week.

To Mount Pleasant GO:

• 30-minute two-way, all-day service, seven days per week.
• Additional trains during peak rush hour travel times to provide enhanced service to Union Station in the morning and to Mount Pleasant GO in the evening.

To Kitchener GO:

• 60-minute two-way, all-day service, seven days per week.
• Additional trains during peak rush hour travel times to provide enhanced service to Union Station in the morning and to Kitchener GO in the evening

In the meantime, starting Nov. 23, 2025, GO Transit train service will be expanded on the Kitchener Line. The service increases include:

• 18 new weekend trips between Bramalea GO and Union Station, which will enable service every 30 minutes.
• Four existing weekend trips will be extended from Mount Pleasant GO to Kitchener GO, enabling weekend service to Kitchener for the first time.
• Two new weekday trips between Bramalea GO and Union Station.
• Two existing weekday trips will be extended to Bramalea GO (previously Malton GO).
• One existing weekday trip will be extended to Kitchener GO (previously Guelph Central GO).

Expanding service along the Kitchener Line is part of Ontario’s $70-billion investment in the largest transit expansion in North America. Ontario is delivering new rail, subway and transit lines across the province from Barrie to Niagara, Kitchener, Oshawa, Toronto, and more.

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“Conditions across our global markets remain largely consistent with our original expectations,” GATX Corporation President and CEO Robert C. Lyons said in a third-quarter 2025 financial report on Oct. 21. He noted that while “demand for most car types remains stable despite ongoing macroeconomic uncertainty” at Rail North America, fleet utilization ended the quarter at 93.7% at GATX Rail Europe, “reflecting ongoing macroeconomic headwinds, including weak GDP results and expectations.” The Chicago-based railcar lessor continues to expect closing of its joint acquisition of Wells Fargo’s rail assets with partner Brookfield Infrastructure to occur in first-quarter 2026 or sooner. It reiterated its full-year 2025 earnings guidance of $8.50-$8.90 per diluted share.

For GATX, net income for the three-months ended Sept. 30, 2025, came in at $82.2 million, or $2.25 per diluted share, compared with net income of $89.0 million, or $2.43 per diluted share, in the prior-year period. The third-quarter 2025 results include a net positive impact of $5.3 million, or $0.15 per diluted share, from Tax Adjustments and Other Items, and the 2024 third-quarter results include a net negative impact of $2.5 million, or $0.07 per diluted share, from Tax Adjustments and Other Items, according to the lessor. 

Net income for the first nine months of 2025 was $236.3 million, or $6.46 per diluted share, compared with $207.7 million, or $5.68 per diluted share, in the year-ago period, GATX reported. The 2025 year-to-date results include a net positive impact of $5.3 million, or $0.15 per diluted share, from Tax Adjustments and Other Items, and the 2024 year-to-date results include a net negative impact of $9.9 million, or $0.27 per diluted share, from Tax Adjustments and Other Items, the company noted.

Profit at GATX’s Rail North America segment was $70.7 million in third-quarter 2025, vs. $102.4 million in third-quarter 2024. Year-to-date 2025, the lessor said that the segment had a profit of $256.1 million, compared with $271.5 million for the same period last year. “Lower 2025 third-quarter and year-to-date segment profit was driven by lower gains on asset dispositions and higher interest and maintenance expenses, partly offset by higher revenue,” GATX reported.

As of Sept. 30, 2025, Rail North America’s wholly owned fleet comprised approximately 109,000 cars, including approximately 7,500 boxcars. The following fleet statistics and performance discussion exclude the boxcar fleet, GATX said. Fleet utilization came in at 98.9% at the end of third-quarter 2025, vs. 99.2% at the end of the prior quarter and 99.3% at the end of third-quarter 2024. During third-quarter 2025, the renewal lease rate change of the Lease Price Index (LPI) was positive 22.8%, compared with 24.2% in the prior quarter and 26.6% in third-quarter 2024. The average lease renewal term for all cars included in the LPI during third-quarter 2025 was 60 months, vs. 60 months in the prior quarter and 59 months in third-quarter 2024. The 2025 third-quarter renewal success rate was 87.1%, compared with 84.2% in the prior quarter and 82.0% in third-quarter 2024. Rail North America’s investment volume during third-quarter 2025 was $142.6 million, according to GATX.

“These results reflect our commercial team’s ongoing success in raising renewal lease rates and extending terms, enabling us to lock in high-quality, long-term committed cash flow,” Robert C. Lyons said. “In addition, the secondary market in North America remains very strong, and we generated over $16 million in remarketing income this quarter.”

Profit at GATX’s Rail International segment was $34.4 million in third-quarter 2025, compared with $33.9 million in third-quarter 2024. Year-to-date 2025, this segment’s profit came in at $92.3 million, vs. $89.2 million for the same point in 2024, according to the lessor, which noted that “[h]igher 2025 third-quarter and year-to-date segment profit was driven by more railcars on lease.”

As of Sept. 30, 2025, GATX Rail Europe’s (GRE) fleet consisted of approximately 30,600 cars. Fleet utilization was 93.7%, compared with 93.3% at the end of the prior quarter and 95.9% at the end of third-quarter 2024.

As of Sept. 30, 2025, Rail India’s fleet comprised more than 11,700 railcars. Fleet utilization was 100%, compared with 99.6% at the end of the prior quarter and 100.0% at the end of third-quarter 2024.

“At GATX Rail Europe, fleet utilization ended the quarter at 93.7%, reflecting ongoing macroeconomic headwinds, including weak GDP results and expectations,” Robert C. Lyons said. “This uncertain environment continues to cause some customers to take a cautionary approach to rail fleet planning, thereby tempering demand across certain car types. Despite these conditions, we saw increases in renewal lease rates for the majority of car types compared to expiring rates. Last month, GATX Rail Europe announced an agreement to acquire approximately 6,000 railcars through a sale-leaseback transaction with DB Cargo AG, one of Europe’s largest rail freight operating companies. This acquisition further expands and diversifies our portfolio and enhances our industry-leading railcar leasing platform in Europe. In India, demand for railcars remains very strong. GATX Rail India’s fleet utilization was 100.0% at quarter end, and we continued to take delivery of new railcars to meet customer demand.”

GATX reported that its Engine Leasing segment profit was $60.4 million for third-quarter 2025, compared with $37.5 million in the prior-year period. Year-to-date 2025, segment profit was $126.3 million, vs. $81.6 million at the same point last year. GATX noted that third-quarter 2025 and year-to-date results included a net positive impact of $10.9 million ($8.2 million after tax) from Tax Adjustments and Other Items, and 2024 year-to-date results included a net positive impact of $0.6 million from Tax Adjustments and Other Items. “Excluding these impacts, higher 2025 third-quarter and year-to-date segment profit was driven by strong operating performance at the Rolls-Royce and Partners Finance (RRPF) affiliates and increased earnings from GATX Engine Leasing, our wholly owned portfolio, due to more engines under ownership,” the company reported.

“Engine Leasing delivered strong third-quarter results, driven by excellent performance across both our Rolls-Royce and Partners Finance affiliates and wholly owned portfolios,” Robert C. Lyons said. “Robust global passenger air travel continues to drive strong demand for aircraft spare engines. During the quarter, we identified attractive opportunities to invest in engines─both directly and through the RRPF affiliates. The RRPF affiliates have invested over $1.0 billion year to date, and in the third quarter, we invested approximately $147 million to acquire seven engines for our wholly owned portfolio.”

Regarding the acquisition of Wells Fargo’s rail operating lease assets, Lyons said that “[k]ey regulatory periods have passed without comment from the U.S. Department of Justice and the European Commission, and we have received a positive response from the Canadian Commissioner of Competition.” The transaction, he continued, “remains subject to other customary closing conditions, including clearance from the Mexican National Antitrust Commission and CFIUS, both of which are progressing. All parties to the transaction continue to work collaboratively to bring the transaction to closure.”

Lyons concluded: “Based on current market conditions and our year-to-date performance, we continue to expect 2025 full-year earnings to be in the range of $8.50–$8.90 per diluted share. This guidance excludes the impact of Tax Adjustments and Other Items.”

More financial report details can be found on GATX’s Investor Relations website.

• Organic Growth or Doing More With Less?
• GATX, Brookfield Infrastructure JV Acquiring Wells Fargo Rail Assets
• GATX Acquiring 156 Progress Rail Locomotives

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Rail transit project management and systems integration expert Manan Garg, Executive Director, Capitol Projects Planning & Delivery, Sound Transit, has joined the agenda at Next-Gen Rail Systems, the communications, signaling and advanced technology conference presented by Railway Age, and formerly known as Next-Gen Train Control.

Manan’s presentation focuses on Sound Transit’s CBTC program. He will also participate in the Agency Roundtable Discussion. “I’m looking forward to connecting with everyone, sharing insights from Sound Transit’s expanding rail program, and learning from peers tackling similar opportunities and challenges across the country,” he says.

Manan Garg joined Sound Transit from Austin, Texas, where he served as Senior Director Design & Construction for Austin Transit Partnership’s Orange Line, and more recently as Senior Vice President, Delivery and Construction for Austin Light Rail. Manan’s responsibilities have included leading the development of the project delivery plan for ATP’s $5-$7 billion light rail program. His work in Austin demonstrates a deep commitment to innovation: in technology, procurement and contracting methods, and business process. Manan previously managed BART’s Office of Transit System Development in the Bay Area, focusing on Silicon Valley extension projects, contract administration, project finance, and vehicle procurement. Before that, he played a key leadership role at MTA Capital Construction, contributing to the delivery of New York’s Second Ave Subway, overseeing real estate acquisition, design, construction, systems integration and stakeholder management. Manan’s experience in managing mega projects across the complete life cycle—from initial option studies at the feasibility level through preliminary and detailed design, to construction, testing and commissioning through safety certification, make him an invaluable partner and leader as he collaboratively leads projects and programs to the next level of excellence. Manan leads the Tacoma Dome Link Extension, Everett Link Extension, Stride BRT, and future Link Extension teams at Sound Transit. 

This year’s conference offers a bonus for attendees: A special tour hosted by PATH (Port Authority Trans-Hudson) spotlighting advanced technology the agency is developing and deploying on new railcars, fare collection systems and other customer interfaces. The tour, available on a first-come, first-served basis, occurs Oct. 29. Stay tuned for details.

“Next-Gen Rail Systems expands the focus of Next-Gen Train Control, the communications, signaling, and advanced technology conference presented by Railway Age since 1995,” saysEditor-in-Chief William C. Vantuono. “The new name reflects the evolving state of rail technology. Over the years, rapid technological developments such as AI (artificial intelligence), deep data analysis, machine learning, cybersecurity and telematics have transformed train control to become just one element of a complex, integrated platform. That’s why we’ve expanded the program to encompass the entire system. Sessions will examine how signaling and train control is constantly undergoing improvements and enhancements that deliver better safety, functionality, interoperability, versatility, and reliability, at lower life-cycle costs.

“Next-Gen Rail Systems is an essential gathering for all those involved in the growing rail systems market—whether your focus is transit, main line passenger, or freight. We are proud to present a rebranded, expanded event that features the same in-depth technical sessions and comprehensive project updates that attendees have come to expect. This conference, since its inception, has always been a ‘must attend’ event.”

In addition to Manan Garg, among the leading experts in the NGRS lineup are keynote speaker Tom Prendergast, CEO of Gateway Development Commission; Kris Kolluri, President and CEO of New Jersey Transit; Mario Peloquin, President and CEO of VIA Rail Canada, Andy Byford, Senior Vice President and Senior Board of Directors Advisor, Penn Station New York; Dustin K. Lange, P.E., Senior Director of Engineering, Norfolk Southern, Mark Salsberg, Co-Principal of WDG Consulting; Michael Godfrey, Co-Principal and Chief Technology Officer, WGD Consulting; Matthew Kim, Assistant Vice President Enterprise Strategy, Canadian Pacific Kansas City; Wilson Milian, P.E., President and CEO of Milian Consultants, LLC; Pete Tomlin, Independent Consultant, Jonathan Kirby, Senior Director, NJT PTC, New Jersey Transit; Clarelle DeGraffe, General Manager, PATH; Steven Vant, Chief Signal Engineer, Conrail, Mike Palmer, Senior Project Manager, Parsons; Brian Yeager, Director Advanced Technology & Train Reliability, Norfolk Southern; Yousef Kimiagar, Vice President, Institution of Railway Signal Engineers; Brad Cummins, Austin Transit Partnership; and Catherine Campbell-Wilson, Principal, StrategyFive.

Register now for Next-Gen Rail Systems, to be held Oct. 30-31, 2025, in Jersey City, N.J.

Railway Age conferences are known for providing valuable opportunities: networking with professionals from around the world; learning about innovative approaches to implementing advanced technologies; discovering new methods for procurement and contracting; providing input on standards development; becoming better-informed about ongoing and planned projects; and discovering what regulations are coming and how they could impact business.

Supporting Organizations

Industry support for Next-Gen Rail Systems includes sponsorships from 4AI Systems, Alstom, CSA – Critical Systems Analysis, Druid Software, Hitachi Rail, HNTB, KB Signaling, Milian Consultants, LLC., Parsons, Piper, SATS, and Siemens Mobility. To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

The post Sound Transit’s Manan Garg Joins NGRS Conference appeared first on Railway Age.

Supported by New York State via the New York State Department of Transportation (NYSDOT), the Empire Service is an “economic engine” up and down the Hudson River, carrying two million riders annually and achieving record-high ridership in 2024. Following the suspension of three daily Amtrak Empire Service roundtrips, the Metropolitan Transportation Authority (MTA) was tasked with developing potential solutions “leveraging its existing Metro-North Railroad service as a mitigation for affected customers.” The MTA is now advancing a plan with partners to run Metro-North service between Albany and Grand Central, starting with one daily round-trip in the Spring of 2026. In addition, Amtrak has committed to restoring one daily round-trip previously suspended between New York City and Albany on Dec. 1.

“Extending Metro-North’s safe, reliable service to Albany closes a critical gap in regional transit by restoring capacity and connecting New York City and Hudson Valley communities with the high-quality service our customers expect,” said Metro-North President Justin Vonashek.

“New York State residents and visitors’ passion and patience are paying off, as additional, affordable, and improved train service between New York City and Albany is on its way,” added Amtrak President Roger Harris. “Thanks to Governor Hochul for her leadership and commitment to New York State, and NYSDOT and MTA for their partnership in helping meet the high demand of train service we have throughout the state.”

To provide mitigation for rail commuters affected by the suspension of Amtrak service during the rehabilitation of the East River Tunnel, Governor Kathy Hochul challenged the MTA and Metro-North Railroad “to develop a plan to run Hudson Line service beyond Poughkeepsie to connect Grand Central Terminal with Albany-Rensselaer Station.” Metro-North is now advancing a plan to commence this service in early spring of 2026, with non-passenger test trains set to run later this year.

The planned schedule, MTA says, “will fill in gaps left by Amtrak service that was suspended earlier this year,” with the Grand Central to Albany train departing at mid-morning and the Albany-Rensselaer to Grand Central train departing in the afternoon and arriving at Grand Central in time for evening events in New York City. This service would be the first time Metro-North has run between New York City and New York’s Capital Region, according to the agency. Metro-North’s predecessor on the Hudson Line, the New York Central Railroad, previously ran service between Grand Central and Albany until 1967, including on the 20th Century Limited train to Chicago.

This additional service, MTA says, “builds on the excellent service Metro-North has provided in 2025.” On-time performance on the railroad is at 97.9%. Customer satisfaction is at a near-record high of 89%. Ridership has climbed all year, reaching 94.5% on weekends and 86.4% of weekday pre-pandemic levels. In September, an average of 233,632 customers rode Metro-North on weekdays, the highest daily average since the pandemic. In October, Metro-North officially launched improved super-express service on the Hudson Line between Poughkeepsie and Grand Central, with trips taking less than 90 minutes. In September, the MTA debuted the first new Siemens Charger locomotives on the Hudson line, which, the agency says, “will bring more horsepower, improved reliability, and reduced emissions to the railroad.”

Following the cancellation or consolidation of three weekday round trips between Albany and New York Penn Station earlier this year to accommodate Amtrak repairs to the East River Tunnels in New York City, Gov. Hochul “sought the restoration of as much rail service as possible along the corridor.” In support of these efforts, Amtrak says it will be restoring one round trip between Albany and Penn Station on Dec. 1. Amtrak has also committed to a first-of-its-kind price cap on trips between Albany and New York City, with coach seats capped at $99.

In May 2025, in coordination with NYSDOT and other partners, Amtrak began operating a reduced Empire Service schedule to accommodate planned work to the East River Tunnels, which were damaged by Superstorm Sandy and are in urgent need of repair. Amtrak service between Albany-Rensselaer and Penn Station was reduced with the suspension of three trips in each direction.

Thanks to joint efforts by the State of New York and Amtrak, one additional Amtrak trip in each direction between Penn Station and Albany-Rensselaer will be restored starting Dec.1, 2025, the company said. Train 235 which departs Penn Station at 3:15 pm, and Train 238 which departs Albany-Rensselaer at 12:10 pm, will both be resumed.

The reduced service starting this May caused fewer available tickets to be sold at higher prices, with some Coach Class tickets reaching $109 between Albany and Penn Station. To ensure that commuters were not adversely affected by Amtrak’s tunnel rehabilitation project, New York State and Amtrak coordinated on a first-of-its-kind fare cap of $99 on coach seats on all Empire Service trains, bringing down the maximum ticket price by nearly 10%. To provide additional affordable fares, Metro-North fares are anticipated to be competitive with the low end of existing Amtrak fares between Albany and New York City.

Amtrak will also restore direct rail service between Albany-Rensselaer and Boston on the Lake Shore Limited on Dec. 1, which is currently running with a temporary bus service. This restoration will reconnect rail service between Albany and Massachusetts for the more than 80,000 Lake Shore Limited riders who use the station.

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Whitehead, who had served previously as CN’s Executive Vice President and Chief Network Operating Officer since October 2023, succeeds Derek Taylor, who has left the company, according to the Canadian Class I railroad. He will be based in Montreal and has been taking French classes since 2023, the company noted.

With more than 30 years of railroad experience, over 25 of which have been in management positions in Transportation and Mechanical operations, Whitehead joined CN in 2021 as General Manager in Chicago, Ill., following service at Norfolk Southern as Vice President, Transportation. He was appointed Senior Vice President, Network Operations in June 2022. He holds a Master of Science degree in Transportation Management from the University of Denver and has completed the Wharton School of Business’ Advanced Management and Corporate Governance programs.

Drysdale in July assumed the role of interim Chief Commercial Officer, following the departure of Remi G. Lalonde. She spent the first decade of her nearly 30-year career at CN in a variety of roles in Sales and Marketing. She held executive positions in Investor Relations, Finance, Corporate/Business Development, Sustainability, and most recently as Chief Stakeholder Relations Officer. She is now permanent Chief Commercial Officer, a role, the Class I has said, “is a critical executive position overseeing CN’s strong and experienced team responsible for sales and marketing.” Bilingual and based in Montreal since 1997, Drysdale earned an Honors Bachelor of Science degree from Queen’s University and an MBA from McGill University.

“Janet and Pat are key drivers of CN’s efforts to achieve new levels of operational, commercial and customer service excellence,” CN President and CEO Tracy Robinson said. “Their proven cross-functional leadership is instrumental in delivering value for our shareholders and customers. I look forward to working closely with them. I thank Derek for his contributions to the company and wish him the best in the future.”

In other CN news, the railroad and Congebec, a Canadian logistics provider of distribution services for the food, retail and packaged goods industries, are collaborating on a “state-of-the-art” cold storage facility at CN’s Calgary Logistics Park.

The post For CN, New COO, CCO appeared first on Railway Age.

Wabtec and Vale, a global mining company, have announced a partnership to study a dual-fuel engine capable of running on both diesel and a diesel-ethanol blend. The studies will initially be conducted in laboratories “to validate the concept and evaluate the performance, emissions reduction, and ethanol/diesel substitution rate.” The tests are expected to run through 2027 to assess future application in Brazil’s Vitória-Minas Railway (EFVM) fleet.

The agreement to use ethanol, a renewable fuel that replaces fossil diesel consumption, is part of a series of joint initiatives with Wabtec to advance Vale’s rail decarbonization program, said the companies, which announced an agreement in January to purchase 50 locomotives equipped with Evolution Series engines capable of operating with up to a 25% biodiesel blend. In the coming years, Vale and Wabtec will conduct a series of tests aiming to further increase this percentage.

“Innovative initiatives like these, aimed at adopting alternative fuels in our locomotives, are part of Vale’s commitment to accelerating the decarbonization of our rail network,” said Vale Vice President of Operations Carlos Medeiros. “In 2024, Vale’s rail network accounted for 14% of the company’s carbon emissions.”

“For the first time, Wabtec will use ethanol as an energy source in a locomotive, a milestone in the global rail industry. We are committed to developing technological solutions that accelerate the transition to more efficient and sustainable transportation,” said Danilo Miyasato, President and Regional Leader of Wabtec LATAM.

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Cathcart Rail has named Scott Driggers as CEO, effective Oct. 2. He succeeds outgoing CEO Jeff Chick.

Driggers brings “vast railroad experience” spanning field operations and executive-level leadership. Since joining Cathcart Rail earlier this year as Chief Operating Officer (COO), he has made an impact by “building strong connections across our network, listening to employees and customers, and driving progress on key initiatives,” the company said. “His leadership and vision make him the right person to guide Cathcart Rail into its next chapter.”

Port NOLA has appointed Adam Laurie as its new CFO. A New Orleans area native, Laurie “brings an accomplished background encompassing military service, financial expertise, and revenue growth strategy,” the Port said.

Laurie’s career has spanned leadership roles in financial planning, strategic finance, and executive management, including:

• Macquarie Infrastructure: Worked across IMTT and Atlantic Aviation portfolio companies. Served as internal manager for the $2.7 billion sale of IMTT, a leader in independent liquid bulk storage.
• IMTT (Private Equity portfolio company of Riverstone Holdings): As Head of Strategic Finance, he led capital investments in excess of $100 million and directed acquisition and divestiture processes across IMTT’s portfolio.
• Mouledoux, Bland, Legrand & Brackett LLC: Immediately prior to joining the Port of New Orleans, Adam served as the first Chief Financial Officer of a large law firm, where he grew the firm’s expansion through acquisitions and revenue growth while enhancing financial reporting, forecasting, and governance.

Laurie has consistently built forward-looking finance functions, encompassing budgeting, forecasting, treasury management, KPI analytics, and strategic investment planning, the Port noted.

“Adam brings exceptional and proven financial leadership to Port NOLA,” said Beth Branch, Port NOLA President and CEO and New Orleans Public Belt (NOPB) CEO. “His expertise in guiding large-scale financial strategies, coupled with his deep ties to our community, will be a tremendous asset as we continue to drive growth and advance our mission.”

Laurie grew up in New Orleans and attended Jesuit High School. He completed his Bachelor of Science degree at Tulane University’s School of Science & Engineering and later earned a Master of Management in Energy Finance and Trading from Tulane’s A. B. Freeman School of Business.

During his time as a U.S. Navy officer, Laurie completed advanced flight training and managed complex logistics operations, “instilling in him a process-oriented leadership style and a respect for structured decision-making,” the Port said. “These values align strongly with Port NOLA’s mission of resilience, service, and strategic growth.”

His leadership, Port NOLA says, also extends into community service, including board positions with the New Orleans College Preparatory Academies, the Friends of the Cabildo, and other military veteran and alumni organizations.

“As someone who grew up here and lives several blocks from the Port, I am deeply honored to serve my city and this vital gateway to global commerce,” said Laurie. “I look forward to bringing my experience in service and finance to strengthen Port NOLA’s financial strategy and support its mission of driving economic opportunity for our region.”

The post People News: Cathcart Rail, Port NOLA appeared first on Railway Age.

MTA on Oct. 15 reported beginning the environmental review process for the planned Interborough Express (IBX) under the New York State Environmental Quality Review Act. The commencement of environmental review is IBX’s first major milestone since entering the preliminary engineering and design phase in August.

According to MTA, there will be a series of three public meetings to explain the scope of the project and the review process. The first will be held Oct. 29 at Brooklyn College; the second will be held Nov. 6 at Christ the King High School in Middle Village, Queens; and the third will be virtual and held Nov. 12.

Following public outreach, the process will produce a Draft Scoping Document, and ultimately, a draft Environmental Impact Statement for the project. This process will assess potential significant environmental benefits and impacts of the IBX project.

IBX is slated to connect nearly 900,000 New Yorkers in underserved areas of Brooklyn and Queens to the subway, bus, and Long Island Rail Road. The project is also expected to significantly reduce travel times between the two boroughs, with an end-to-end run time of 32 minutes along an existing 14-mile freight line owned by the MTA and Class I railroad CSX.

In August, the MTA Board authorized the selection of a joint venture between Jacobs and HDR, who will oversee the design and engineering phase of IBX. Project design, which got under way this summer, focuses on a light rail system design. MTA said this was determined to offer the best service to riders at the best value to the MTA, with about 70% of projected IBX riders expected to transfer within the MTA system. The project design work includes communications and signal design, vehicle design, track design, station design, among other components.

Once the design process is completed, the next step will ultimately create 19 stations that connect with 17 subway lines, 50 bus routes, and two LIRR stations. IBX will be the first new end-to-end rapid transit system built entirely within New York City since the IND Crosstown Line, now called the G, which fully opened in 1937. IBX stations in Queens will be the first new transit stations built since the Archer Avenue extension of the E, J, and Z lines to Jamaica in 1988. 

According to MTA, the current project design phase is funded mainly through $45 million secured by New York Gov. Kathy Hochul in the state’s 2025 budget and the MTA’s 2025-2029 Capital Plan; the total estimated cost of the IBX project is $5.5 billion.

“900,000 New Yorkers live along the proposed IBX route, and we’re not going to waste any time advancing this project for them,” MTA Chair and CEO Janno Lieber said. “Launching the State environmental review process gives us the momentum we need to move this transformational effort toward construction.”

MTA Construction & Development President Jamie Torres-Springer added: “The IBX project will finally give Brooklyn and Queens the fast, reliable transit connection they deserve, and we’re ready to complete it faster, better, and cheaper. We look forward to putting shovels in the ground on this transformational project and sharing our ideas with customers.”

BART on Oct. 14 reported that its ridership continues to grow, with notable gains on weekends as Saturday ridership in September was nearly 20% higher than the same month last year. More than 5 million trips were taken on BART in September 2025, exceeding expected trips by 5%, according to the transit agency. Overall, ridership saw a nearly 10% increase over the September 2024, it noted.

“The increase in ridership on the weekends, especially Saturdays, demonstrates that people are taking BART for purposes beyond getting to the office,” the transit agency said. “For example, the Japan v. Mexico soccer match on Saturday, Sept. 6, drew 23,000 trips to Coliseum Station, the third-highest ridership day for the station since the pandemic. In fact, ridership for the match was nearly a third higher than the average Saturday ridership for A’s games in 2019.”

BART said ridership growth is only part of the solution to its financial crisis. To close BART’s $375 million deficit with only fare revenue, current ridership levels would need to more than double, it said; BART’s latest budget forecast estimates a 4% ridership increase in 2026. 

BART reported that its “slow and steady ridership recovery correlates with work from home rates in the region.” While individual riders are returning to BART, they’re taking fewer trips, likely due to remote and hybrid work schedules, it noted. 

Following are BART September ridership highlights:  

• September ridership was 10% higher compared to the previous year (5,047,000 total trips).
• Saturdays in September 2025 grew 20% over a year ago.
• Highest ridership day: Wednesday, Sept. 10 (220,073).
• BayPass, the region’s all-in-one transit pass, ridership more than doubled over last September, driven primarily by UC Berkeley students voting to expand the program to the entire study body of approximately 45,000. The BayPass referendum was approved with 90% “yes” votes, according to BART. Ridership growth at Downtown Berkeley Station has outpaced systemwide growth since the start of the Fall 2025 semester, it noted.  
• Tap and Ride usage accounted for approximately 8% of total trips on weekdays and 12% on weekends. SFO Station accounts for nearly 30% of all Tap and Ride trips. Tap and Ride gives riders the ability to pay adult fares at BART fare gates using physical contactless credit or debit cards or mobile payment methods, such as Apple Pay and Google Pay.  
• Usage of Clipper START, the region’s low-income discount fare program, is at an all-time high and accounted for 3.4% of total trips in September, reported BART, which noted that it has more Clipper START rides than any other agency. 

BART also reported steady ridership growth in August.

“As SEPTA continues to build on its efforts to enhance safety and security on the system, SEPTA Transit Police reported a 10% reduction in serious crimes compared to the same period last year,” the transit authority announced Oct. 15. “This comes after Transit Police marked the largest one-year drop in serious crimes in its 43-year history.”

According to the newly released quarterly data (download below), SEPTA said there were reductions in seven of the eight serious crime categories, including aggravated assaults and thefts.

Transit Police are prioritizing fare evasion by issuing more than 6,300 citations so far this year—a 47% increase compared to last year, according to SEPTA. This effort, it said, has helped identify other illegal activity, resulting in more than 700 arrests of wanted individuals.

Transit Police are focusing enforcement at known fare evasion “hot spots,” SEPTA reported. For example, a four-week blitz at Huntingdon Station on the Market-Frankford Line [L] is said to have nearly eliminated fare evasion while officers were on site.

To stop fare evasion before it starts, SEPTA is upgrading its infrastructure. New full-height fare gates, tested successfully at 69th Street Transit Center, are being installed at nine additional Metro stations, according to the transit agency.

SEPTA also launched a Surface Transportation Unit dedicated to enforcing fare compliance on buses and trolleys, where entry is not controlled by fare gates.

“We are hearing directly from our riders that they feel safer at our stations and on board our vehicles,” SEPTA General Manager Scott A. Sauer said. “Our Customer Satisfaction Survey scores for safety and security have increased to their highest levels since 2023.”

“We are working to change the culture around paying a fare,” added SEPTA Transit Police Chief Charles Lawson. “It is a challenge faced by transit systems across the country, and SEPTA is no exception, but we are taking real steps to address it.”

SEPTA in July released its crime report for the first half of 2025.

The post Transit Briefs: MTA, BART, SEPTA appeared first on Railway Age.

CSX and the CREATE program on Oct. 15 reached a major milestone as the first train crossed the new Forest Hill Flyover, “a transformative project aimed at alleviating decades of rail congestion in Chicago.” The flyover, the Class I says, “elevates CSX tracks above a critical intersection, enhancing efficiency, safety, and reliability for both freight and passenger rail operations.”

CSX operated the first train across the Forest Hill Flyover this week! Part of the @CREATE_Chicago, this new flyover elevates CSX tracks above a critical #Chicago intersection, reducing #rail congestion & improving #safety & efficiency for #freight & passenger #trains. Learn… pic.twitter.com/ywzrbjl6Y3

Part of the 75th Street Corridor Improvement Project, the Forest Hill Flyover is the result of a collaborative effort between public and private partners. By separating CSX tracks from those of BRC, Metra, and NS, the project, the Class I says, “eliminates a long-standing bottleneck” where 30 SouthWest Service Metra trains and 35 freight trains intersect daily along the Western Avenue Corridor. This separation, CSX adds, “reduces congestion, minimizes delays, and improves service across the region.”

The placement of the final girder in July 2025 and the first train movement in October mark a new era for Chicago’s rail infrastructure. The project highlights how innovation and collaboration can drive meaningful progress in one of the nation’s busiest rail hubs, CSX noted.

As trains now roll smoothly over the new structure, CSX and CREATE say they remain committed to shaping the future of transportation, “ensuring a more efficient and reliable rail network for years to come.”

In the coming weeks, CSX and the CREATE program will host a formal ribbon-cutting ceremony to celebrate the years of collaboration and significant efforts of their employees and partners in completing the Forest Hill Flyover.

Located within CN’s Chicago Intermodal Terminal in the Chicagoland area, the Harvey Grain Facility is one of the largest agricultural transload operations in CN’s network.

Its prime location inside the intermodal yard, CN says, “enables the movement of products directly from railcar to export container without the need for trucking.” As a result, CN says it can load containers to their maximum weight without the constraints of the weight restrictions for over-the-road transport. “By eliminating trucking requirements, we can also maximize efficiency, reduce handling steps, and lower per-metric-ton costs for customers,” the Class I noted.

With on-site certified scales and a USDA inspector, Harvey is “equipped to meet the strictest export requirements and fast track the movement of American agricultural products to the markets of the world,” CN said.

In 2023, CN completed a significant expansion at Harvey, adding more storage, loading positions, and handling capacity. These investments, CN says, strengthened the Class I’s ability to “serve growing global demand, particularly for high-value agricultural commodities, and positioned Harvey for record-breaking volumes.”

At the start of this year, Harvey took another leap forward with the installation of a state-of-the-art fixed auger track system that allows CN to double throughput on the auger track and handle commodities such as corn gluten meal and high protein distillers dried grains with solubles more efficiently.

The auger track expansion, CN says, not only boosts capacity and operational efficiency—it also opens new opportunities for the Class I’s customers in a competitive, fast-changing grain market. “By making Harvey safer, more dependable, and more versatile, we’ve enhanced our ability to meet specialized commodity needs while keeping pace with evolving industry demands,” CN said.

Last year, Harvey achieved its highest throughput since 2018, “a milestone made possible by CN’s ongoing investment and the expertise of our dedicated team,” the Class I said. “With expanded infrastructure and upgraded systems, Harvey is ready to help customers grow their businesses, feed global markets, and set new performance records in the years ahead.”

Harvey Grain, CN says, continues to raise the bar for agricultural transloading in the Chicagoland area. “We are committed to exploring new technologies, equipment, and processes to stay ahead of the curve—ensuring customers can compete and win in their markets,” the Class I said.

At three events across all commodity groups, UP senior leadership emphasized how the UP-NS combination “will give customers faster, more reliable service options, transform America’s supply chain and take trucks off taxpayer-funded highways.” 

“Ultimately, it’s about delivering the service we sold. America and our customers deserve a coast-to-coast railroad,” said CEO Jim Vena.

Along with discussing the merger’s winning combination for customers, Vena “committed to continued transparency with customers throughout the application and approval process.”

Executive Vice President-Marketing and Sales Kenny Rocker spoke about “elevating the customer journey with digital tools and technology, service reliability and consistency.” This year, UP redesigned its website into a customer-centric showroom and delivered a new customer portal. In 2026, customers can expect an improved shopping experience and transformed customer support, the Class I noted.

Attendees engaged in conversations about adapting to external factors—from weather to tariffs and shifting market conditions—and how UP is working side-by-side with customers to “pivot quickly as needed.”

Safety was highlighted throughout each event, “reinforcing the railroad’s dedication to maintaining safe, efficient operations while growing with customers.” UP invests about $10 million every day in infrastructure, technology and network expansion, according to the Class I.

NS is installing new Gen-3 modems in locomotives to improve how the railroad stays connected throughout the network. These devices, NS says, help transmit data more reliably even in tough weather or remote areas so crews and systems can work together more efficiently.

This upgrade, NS says, is part of a larger effort to enhance service and productivity in the field. “With better connectivity, we can track locomotive performance in real time, support safety systems, and reduce delays caused by communication gaps,” the Class I said.

The Gen 3 modem uses wireless technology to keep trains connected. This device is the main system that supports Positive Train Control (PTC), helping trains send and receive messages with the control center using the best available cellular or Wi-Fi signal.

This, NS says, helps reduce network traffic and improves how trains are routed and managed.

Installations will continue through the end of the year. Once complete, Gen-3 will help NS “keep trains moving, make faster decisions in real time, and support safer, more efficient operations.”

CPKC’s Wylie Mechanical Car team recently achieved 31 years injury-free, according to a LinkedIn post.

The five-person mechanical car team in Wylie, Texas, which handles a significant workload with “precision, accountability and a deep commitment to safety,” celebrate more than three decades due to their “dedication, discipline and care for one another,” the Class I wrote.

“It’s a small workforce and they’ve got a really strong Home Safe culture there. The entire team has adopted a brother’s keeper mentality, and they all look out for one another,” said Senior Manager Mechanical Weston Mangum.

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

The Virginia DRPT on Oct. 16 announced the approval of a $750,000 RIA grant to Perdue, marking the first RIA grant awarded in FY2026. This funding will support the company’s expansion at its facility in the City of Chesapeake, Va.

Perdue is a division of Perdue Foods which is based in Salisbury, Md. The agribusiness division in Chesapeake, Va., crushes soybeans and other agricultural commodities to make oils used in cooking and other applications and exports soy and other grains to international markets. Chesapeake’s proximity to a deepwater terminal made Virginia the most suitable location for this expansion, the agency noted. Perdue applied for RIA grant funds in the amount of $750,000 to construct 2,085 feet of new track to serve its facility in Chesapeake.

With a total investment of $61.9 million, Perdue’s expanded Chesapeake location will feature crushing and oil processing equipment, a second storage pit, more efficient loading and unloading, and a transload facility. The project’s rail component is valued at approximately $3.1 million and will construct approximately 2,085 feet of new track. Norfolk and Portsmouth Belt Line Railroad, a Virginia short line railroad, will serve the site.

The Commonwealth Transportation Board approved Perdue’s grant request of $750,000 to assist with rail construction, “enhancing the facility’s capability to transport agricultural products.” The Chesapeake location will facilitate the import of soy and grain products from farms in the Mid-Atlantic, “while significantly increasing the export capabilities of the facility to ship products to overseas markets through the Port of Virginia.”

“This project is a fantastic example of how strategic rail investments can fuel economic growth and strengthen Virginia’s position in global trade,” said DRPT Director Tiffany Robinson. “We are thrilled to partner with Perdue AgriBusiness to expand rail access in Chesapeake thereby connecting Virginia’s farmers and producers to new markets, creating jobs, and advancing sustainable freight transportation across the Commonwealth.”

The expansion of Perdue’s Chesapeake location, DRPT says, “underscores the state’s commitment to supporting businesses through strategic rail investments that enhance freight mobility and promote sustainable transportation solutions.”

The BMI Group on Oct. 17 announced that it has completed the acquisition of the former Mackenzie Paper Mill, “marking a key step in advancing industrial readiness across British Columbia’s northern resource corridor.”

Willmarck, Outdoor, Mill Yard (CNW Group/BMI Group)

The 885-acre property, which includes approximately 345,000 square feet of industrial buildings and direct rail access, will be re-established as Willmarck Mackenzie, “a name that reflects both geography and legacy.” The name Willmarck, BMI Group says, honors Williston Lake, one of the region’s defining landmarks and reservoirs of energy, while “marck” carries an older meaning of borderlands or shared ground as places where communities met, traded, and defined their place together.

As a strategic site with regional potential, Willmarck represents the place where forests, waters, and industry converge to shape the future on the shores of Williston Lake, BMI Group said.

Located in a resource-rich district with established forestry and mining infrastructure, Willmarck offers multimodal transport access through CN and key highway networks, the company noted. “The site’s scale and connectivity position it for adaptive reuse across a range of industrial and logistics applications consistent with BMI’s readiness and renewal approach.”

The property, the company says, complements BMI’s national portfolio of former paper and industrial sites, including the award-winning Bioveld Niagara, Abitibi Connex in Iroquois Falls, and Norderra in Baie-Comeau, which have been repositioned as multimodal, logistics, and critical-mineral hubs serving Canada’s next-generation resource and manufacturing economy.

The project will be supported by Niagara Port Services (NPS), a BMI Ventures company specializing in multimodal logistics, warehousing, and site-readiness operations. NPS has played a leading role in the success of Bioveld Niagara, developing its logistics and tenant attraction model through partnerships with the Hamilton-Oshawa Port Authority and major industrial operators.

“At NPS, we know how getting logistics right can unlock new opportunities,” said Morgan Kernohan, General Manager, Niagara Port Services. “Mackenzie has the core ingredients, rail, highway access, land, and a seasoned workforce. We’re going to put our Niagara multimodal model to work up here to help get things moving again.”

With plans to work alongside local and Indigenous partners, BMI says it will collaborate with community and civic leadership “to evaluate opportunities that align with community priorities, regional resources, and long-term goals.”

“Our town has weathered its share of ups and downs,” said Mayor of Mackenzie Joan Atkinson. “But this is a community that shows up for one another. We’re resilient and ready to work with BMI to explore new opportunities for the next generation.”

“Our work begins with listening,” added BMI Group CEO Paul Veldman. “The Mackenzie Mill was an important part of Northern BC’s economy, and Willmarck represents an opportunity for renewal shaped by community partnership, the land, and the people who call it home.”

Blue Moon Metals Inc. on Oct. 14 announced that it has entered into a Memorandum of Understanding (MOU) dated Oct. 10, 2025, with Goods LG LLC to acquire the Springer Mine, Mill and all associated infrastructure required for mineral processing in Pershing County, Nev.

Completion of the transaction, Blue Moon says, is subject to the satisfaction of a number of conditions precedent, including the negotiation of a definitive agreement, the extension of certain water rights used by the Mill, and other customary conditions for transactions of this nature. In exchange for exclusivity on the property, Blue Moon has provided a $500,000 non-refundable cash payment to the seller.

The Springer Mill historically processed tungsten and has an Ammonium Paratungstate (APT) circuit including autoclave and related reagent systems. The mill can readily be modified to produce concentrates from critical metals from alternate sources. Blue Moon says it intends to develop a hub and spoke business model by acquiring and developing smaller, high grade underground critical metals mines in the western U.S. and processing the mineralized material at the Springer Mill. This strategy, Blue Moon says, is in-line with U.S. federal government efforts “to promote domestic production of critical metals and decrease dependence on foreign supply chains.”

The Springer Property consists of approximately 11,280 acres of mineral claims and fee lands. The mineral resource is located entirely on private fee lands. The historical mineral resource on the property is:

• Historical estimate of indicated resources of 355,000 tons @ 0.537% WO3.
• Historical estimate of inferred resources of 1,933,600 tons @ 0.493% WO3.
• The mine infrastructure includes a vertical shaft developed down to 1,600 feet, a headframe and three compartment hoist and associated equipment.

Blue Moon Mine owned by the Company in California could serve as one such feed, which is about 375 miles from the Mill by road. The primary Union Pacific (UP) rail spur is seven miles away from the Mill and the site was historically served by a railway siding that could potentially be reinstated, according to the company. The Mill is on private land with sufficient space to expand additional processing lines, and abundant room for tailings expansion, as well as strong electrical and road infrastructure. The Mill has several water rights that are in good standing in various stages, with some requiring extensions which will be conditions precedent to this transaction closing as described above, Blue Moon said. Assuming all conditions precedent are met, the transaction is expected to close over the following months.

Separately, on the back of this transaction and its U.S. asset base, the company is also announcing that it intends to apply to list its common shares on the Nasdaq Capital Market (NASDAQ) with likely listing completed in Q1 2026.

“The acquisition of the Mill opens up a huge opportunity for the company to develop smaller higher-grade mines covering the critical minerals space, including base metals, antimony and tungsten in the U.S.,” said Blue Moon CEO Christian Kargl-Simard. “The time to be building mines in the US is now, and our team is specifically strong in construction, operations and mine finance. The decision to apply and list on the NASDAQ is a critical step in our growth strategy focusing on the critical metals supply chain, while rapidly advancing the Company. Recently our liquidity has been larger on many days on the OTCQX than our TSXV listing, so this is just a natural progression.”

The Mill includes the following assets generally in good condition, permits and rights:

Mine & Mill Facilities

• Process plant ~1,200 tpd capacity to produce tungsten concentrates and/or APT.
• Electrical infrastructure including main substation (69kV to 5kV), transformers, switchgear, MCCs, soft starters, substations.
• Crusher & conveying system.
• Ancillary facilities: hoist house, mine substation, maintenance pads, warehouse, offices.
• Tailings storage facilities (conventional and dry stack).
• Roads, tankage, and other miscellaneous surface infrastructure associated with the operation.
• Water rights.

Permits & Authorizations

Transfer of major permits including but not limited to:

• Water Pollution Control Permit.
• Air Quality Operating Permit Class II.
• Dam Permits.
• Reclamation Permit & Bond.
• Industrial Artificial Pond Permit.

Gulf Inland Logistics Park, managed and developed by Liberty Development Partners, officially celebrated the grand opening of Phase One of development at the CMC Railyard on Oct. 10, “marking a major milestone in regional economic development.” The event highlighted the completion of Phase One infrastructure and the arrival of seven anchor tenants, representing more than 400 new jobs and approximately $250 million in capital investment to the Dayton area.

“This day represents nearly two decades of vision and determination,” said Marcus Goering, Principal at Liberty Development Partners. “Since we first identified this property in 2007, we’ve invested in the infrastructure and partnerships needed to create the premier rail-served industrial facility on the Gulf Coast. Today, we celebrate not just what we’ve accomplished, but what is yet to come.”

The recent grand opening celebration featured remarks from elected officials, including U.S. Rep. Brian Babin (36th District of Texas), Texas House of Representatives member Janis Holt (District 18), Liberty County Judge Jay Knight, and City of Dayton Mayor Martin Mudd. Congressman Babin was instrumental in securing a U.S. Economic Development Administration (EDA) grant that helped fund the construction of the first road into Gulf Inland Logistics Park.

“(Gulf Inland Logistics Park’s) impact on the economy of this region will be felt for generations to come,” Congressman Babin said. “Gulf Inland Logistics park is a prime example of private, local, state, and federal partners all working and coming together to create opportunities for the infrastructure needed to support job growth and capital investment, which will keep America and Texas great.”

The event also highlighted community engagement, with students from the Dayton High School hospitality program assisting with the celebration. Local businesses contributed to the festivities, including Weaver’s BBQ (recognized as a 2025 Texas Monthly BBQ Top 50 honorable mention), Sweet Scoops ice cream, and Liberty Sweet Treats.

“What we’re building here is critical for our young people and the future of Liberty County,” Goering said. “Liberty County is experiencing over 30% population growth and is poised for continued expansion. Gulf Inland Logistics Park is the engine driving job opportunities and economic development that benefit our entire community.”

The park’s strategic positioning at the intersection of major transportation corridors “makes it uniquely attractive to industrial operators,” Liberty Development Partners said. Gulf Inland Logistics Park offers immediate access to UP’s and BNSF’s major processing yards, combined with proximity to U.S. Highway 90, the Grand Parkway, State Highway 146, Interstate 10, and Interstate 59. The facility is located just 30 minutes northeast of Houston, 30 minutes from the Port of Houston (the largest U.S. port by tonnage), and within 100 miles of four additional Texas ports.

“Gulf Inland Logistics Park represents the intersection of rail and road – the most efficient location on the Gulf Coast for rail-served industrial, manufacturing, distribution, and operations,” Goering said. “Our tenants enjoy days faster transit times compared to other satellite rail developments, providing significant competitive advantages.”

Since June 2022, Liberty Development Partners has successfully located seven companies at Gulf Inland Logistics Park:

• Phoenix Oil Inc.
• Omnisource LLC
• EGF Energy Partners
• GPL Development
• United States Lime & Minerals Inc.
• Chemvest Holdings US Inc.
• Midcontinent Steel and Wire (Deacero Division)

The development, Liberty Development Partners says, has already delivered substantial infrastructure improvements, including three new roads, more than 20 miles of new railroad track, and nearly one million square feet of completed vertical construction. Phase One tenants are already creating hundreds of jobs, with additional operations launching this fall.

Projections indicate that Gulf Inland Logistics Park will create more than 10,000 jobs and bring more than $2 billion in capital investment to the region over the coming years, positioning Liberty County as a key hub for industrial growth.

With Phase Two now in motion, Liberty Development Partners says it is pursuing new tenant opportunities and preparing to announce the eighth and final tenant from Phase One. The company also anticipates expansion into additional phases as demand continues to grow.

“This is just the beginning,” Goering said. “We’ve built the foundation. Now we’re ready to scale.”

The post Industrial Development Briefs: Virginia DRPT, BMI Group, Blue Moon Metals, Gulf Inland Logistics Park appeared first on Railway Age.

The Port of Los Angeles processed 883,053 TEUs (Twenty-Foot Equivalent Units) in September. “While cargo eased 7.5% compared to last year, it helped propel the Port to its best quarter on record,” the Port reported Oct. 10.

September 2025 loaded imports came in at 460,044 TEUs, 7.6% less than last year. Loaded exports landed at 114,693 TEUs, about the same as 2024. The Port handled 308,317 empty container units, 10% less than last year.

According to the Port, it closed out the third quarter moving 2.9 million TEUs, its best three-month quarter ever. Nine months into 2025, the Port has handled 7,817,057 TEUs, 3% more than the same period in 2024.

“As trade policy unfolds, we can only predict more unpredictability,” Port of Los Angeles Executive Director Gene Seroka said. “When sweeping changes were first announced, importers abruptly stopped their orders from China. When those policies were softened and deadlines extended, cargo volume picked up again. The supply chain has been on a roller coaster all year and that ride continues. Approximately 20% of vessels that call at the Port of Los Angeles are China-made. Some cargo-handling equipment and cranes are also manufactured in China. Tariffs in one area tend to lead to rising prices in other segments. In the end, making goods more expensive.”

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

Meanwhile, the Port of Los Angeles said it is furthering its progress in reducing pollution from all sources that move cargo through its gateway. In 2024, when the Port saw a 19% year-over-year increase in container volume, it recorded its best year ever for reducing emissions on a per container basis, according to the Port’s new Inventory of Air Emissions.

Since 2005, the Port has cut overall emissions of diesel particulate matter (DPM) by 90%, sulfur oxides (SOx) by 98%, and nitrogen oxides (NOx) by 73%. For every 10,000 containers, emissions of DPM, SOx, and NOx are down 93%, 99%, and 81%, respectively.

Each year, the Port inventories air pollution from ships, trucks, trains, harbor craft, and cargo-handling equipment to measure the results of its clean air strategies and programs. The Port also evaluates its progress on a per container basis to analyze the efficiency of its pollution reduction initiatives. The new report, it said, is based on trade activity during calendar year 2024.

In addition to ground-level pollution, the Port said its clean air strategies target greenhouse gas (GHG) emissions that contribute to climate change. Overall, Port measures have resulted in an 18% reduction in GHGs since 2005; on a per container basis, GHGs are down 40%. 

The Port in 2024 handled nearly 10.3 million TEUs. The 19% year-over-year increase in container volume is said to be the largest annual percentage increase in Port history. The boost led to single-digit increases of DPM and GHG emissions, both up 8% and SOx up 5% from 2023. NOx emissions remained flat at their 2023 level.

Long-term trends and strategies reducing emissions include fewer ships, each with greater capacity, delivering more cargo, according to the Port. With these newer, more efficient vessels, container ship arrivals have fallen 34% while container volume has grown 38% since 2005, the Port noted. 

The ongoing shift to cleaner-burning fuels, zero-emissions technology, and cleaner ships, trucks, and cargo-handling equipment is also driving better air quality, the Port reported. Improvements in data analytics, technology, operations, and advanced planning create additional efficiencies that lower emissions while keeping cargo moving.  

The Port also tracks its near-term progress. Since 2017 when the Port updated its Clean Air Action Plan, emissions of DPM, NOx, SOx, and GHGs have been down 12%, 34%, 24%, and 6%, respectively, the Port reported. The findings, it said, reflect clean air gains made in recent years.

Prior to the annual inventory’s release, regional, state, and federal air regulatory agencies review the data and findings. Their review is said to validate Port progress and help shape how the Port moves forward to achieve its zero-emissions goals.

The Port said it is continuing to pursue a combination of lease requirements, incentive programs, grants, and partnerships to accelerate the transition to cleaner equipment and practices. The Port noted that its measures include international initiatives to decarbonize the global shipping industry focused on collaborating with major ports in Asia to reduce GHGs by developing green shipping corridors. 

“Thanks to our core strategies, we continue to see the significant long-term air quality gains we have achieved with our partners and programs,” Los Angeles Harbor Commission President Lucille Roybal-Allard said. “Going forward, we remain committed to our ultimate goal of eliminating emissions from port-related sources.”

“Two decades ago, we made a commitment to grow green,” Port of Los Angeles’ Gene Seroka added. “The report shows we are doing just that—moving cargo more sustainably than ever, while driving cargo volume increases.”

“Softening consumer demand and rising prices driven by shifting trade policies led to a decline in cargo containers moved through the Port of Long Beach in September,” the Port reported Oct. 17.

Dockworkers and terminal operators moved 797,537 TEUs of cargo containers last month, down 3.9% from September 2024. Imports dipped 6.9% to 388,084 TEUs and exports declined 3.6% to 85,081 TEUs. Empty containers moving through the Port were up by 161 containers to 324,372 TEUs.

“Tariffs are impacting how consumers and business owners make financial decisions and purchases,” POLB CEO Mario Cordero said. “Our Supply Chain Information Highway digital cargo tracker is forecasting a relatively stable October, followed by a slight decline in November due to anticipated weather-related delays and vessel scheduling changes.”

“I commend our industry and labor partners for their continued hard work to keep goods moving through the Port,” Long Beach Harbor Commission President Frank Colonna added. “Our reputation as the primary gateway for trans-Pacific trade relies on our ability to ensure the swift, reliable and sustainable shipment of goods.”

The Port has moved 7,390,245 TEUs through the first nine months of 2025, up 6.8% from the same period in 2024. The Port’s second-busiest quarter on record was between July 1 and Sept. 30, 2025, with 2,643,614 TEUs moved.

For complete cargo numbers, click here.

SC Ports on Oct. 16 reported ending the first quarter of fiscal year 2026 with “steady container volumes and strong year-over-year growth for both inland ports and vehicle volumes.”

The Port of Charleston handled 212,363 TEUs in September, which SC Ports called “a slight dip below planned volumes as broader trade constrictions are being felt across the industry.”

Recently expanded Inland Port Greer recorded 17,818 rail moves, an 18% year-over-year increase. According to SC Ports, this marked the highest September on record for the upstate intermodal facility. The inland port’s continued growth comes as Isuzu broke ground on its new production base in nearby Greenville County.

Additionally, Inland Port Dillon broke another all-time monthly record with 4,888 rail moves, a 275% increase over last September, SC Ports said.

“South Carolina’s ability to attract new business and grow statewide employment makes our Port stronger,” SC Ports President and CEO Micah Mallace said. “As the industry begins to feel the effects of a downturn following the 90-day tariff delay, the investments companies have made in our state allow us to compensate for tempered container volumes elsewhere in our business. The continued growth of our inland port network and boost in vehicle volumes are a reflection of that.”

According to SC Ports, South Carolina’s maritime community moved 16,122 vehicles through its Columbus Street Terminal, a 6% year-over-year increase, marking the third consecutive month of year-over-year growth.

The post Intermodal Briefs: Port of LA, POLB, SC Ports appeared first on Railway Age.

The proposed budget (download below), which aligns expenses with RTD’s Strategic Plan, was made available on Oct. 10 during the RTD Board’s Finance and Planning Committee and “minimizes impacts to transit service delivery and retains the agency’s people power to deliver on its mission.”

The Oct. 10 committee discussion included an overview of cost-saving recommendations under consideration in the 2026 proposed budget “to more closely align expenditures to projected revenue,” RTD noted.

“In the region and across the country, several businesses, organizations, and municipalities are navigating significant financial uncertainty,” said RTD General Manager and CEO Debra A. Johnson. “For many public transit agencies, including RTD, the near-term financial outlook is challenging and will require a deliberate and forward-thinking approach to balance expenses and revenue. The agency must make budgetary decisions that will safeguard RTD’s long-term financial health and ensure it is to continue delivering essential transit services and connections in the Denver metro area.”

For FY 2026, RTD’s Board of Directors is considering $1.3 billion in appropriations for operating expenses, state of good repair work, and debt service. The proposed appropriations do not include any capital carryforward expenses from the 2025 budget. Excluding the impact and timing of East Colfax Bus Rapid Transit (BRT), RTD’s revenue budget is expected to increase 6.4% to $1,141 million over the 2025 budget, according to the agency. RTD’s labor and purchased transportation expense comprise more than two-thirds of operating expense in next year’s proposed budget.

RTD’s primary source of revenue, approximately three-fourths in the 2026 proposed budget, comes from the collection of a 1% sales and use tax in the Denver metro area. The sales and use tax is subject to external market factors, including inflation, recessions, and the availability of goods and services. The agency’s finance team has been closely and regularly monitoring financial forecasts, year-to-date expenses, and revenue projections to guide the 2026 fiscal year budget development, according to RTD. The proposed budget also accounts for uncertainties in the financial climate for government agencies and private businesses alike.

The Business Research Division (BRD) of the University of Colorado Boulder’s Leeds School of Business conducted independent third-party research to provide semi-annual sales and use tax forecast models to RTD in September 2025. The BRD projects a 1.2% increase in sales and use tax revenue in 2026, with a forecast of $877 million versus their latest forecast for 2025; $877 million in 2026 is 2.9% lower than the 2025 budget, as their projections for 2025 have declined since the 2025 budget was adopted in November 2024. In the year ahead, this revenue amount is forecasted to comprise 77% of RTD’s expected funding sources before the impact of East Colfax BRT. BRD’s medium forecast financial models are used by RTD to develop its annual budget and five-year financial forecast.

RTD says it will take a disciplined approach to managing expenses in the year ahead and is proposing the implementation of a variety of cost-saving opportunities.

Funding for service contracts that did not meet the anticipated budget costs for 2025 will be pared back in 2026, resulting in a projected $17 million savings, according to RTD/ The agency’s partnership program also may be streamlined for a $2 million savings. The agency’s closed (legacy) pension plan contribution for salaried employees is budgeted at $7 million in 2026 as compared to $15 million in 2025, since the plan is considered adequately funded. Other reductions in the proposed budget include delayed hiring for 81 vacant positions to yield $7 million in savings, and modifications to overtime are projected to deliver savings of $5 million.

RTD says it is not planning a reduction in force for 2026. However, the proposed budget does not include an allotment for a cost-of-living adjustment or merit increase for non-represented employees. In October 2025, the agency implemented a cost-saving measure impacting non-represented RTD employees who received a merit increase. The one-time lump sum distribution in 2025 resulted in $4 million in savings for 2026.

The 2026 proposed budget includes a recommended $20 million in debt financing for cutaway vehicles that are used for paratransit and FlexRide services. The plan proposes a defeasance, or prepayment, of $57 million in 2026 debt obligations to strengthen the agency’s fiscal outlook. The 2026 proposed budget includes no change to the FasTracks Internal Savings Account balance that is currently $192 million. The capital replacement fund is proposed at $166 million, “though not expected to be sufficient to cover capital requirements through 2030,” the agency noted. The operating reserve of $227 million is set to three months of operating expenses according to fiscal policy.

RTD says it will monitor the budget throughout 2026 and adjust, as necessary, “while avoiding actions that would postpone funding for preventative maintenance or equipment replacement.” The agency’s FY 2026 budget complies with Colorado Local Government Budget Law.

The Board will consider acting on the proposed budget on Dec. 2 at 5:30 p.m., following a public hearing.

In related news, effective Oct. 15. RTD’s Transit Police Department (RTD-PD) Detective Bureau is fully operational and able to start investigating and prosecuting crimes.

The department, the agency says, laid the groundwork for its internal detective bureau in January to pursue investigations that occur on RTD property across jurisdictions. Since then, the RTD-PD worked to establish bureau protocols across eight counties and 40 municipalities within RTD’s service area to formally prosecute personal crimes, involving any threat or use of force, and includes felony-level narcotics violations across the agency’s system or property.

More information is available here.

The post Denver RTD Proposes $1.3B Budget for FY26 appeared first on Railway Age.

The plans (download below) will be the subject of public feedback, including hearings, before the commuter railroad’s Board of Directors votes in November.

“Like CTA [Chicago Transit Authority] and Pace [Suburban Bus], Metra initially expected to be facing a larger funding shortfall next year, brought on by the expected exhaustion of federal COVID-relief funds,” the railroad reported Oct. 10. “The agencies have been using the relief funds to cover drops in fare revenue due to lower post-pandemic ridership. But thanks to a variety of factors, Metra now expects to be able to get through most of 2026 before those relief funds are fully spent. And it expects to be able to cover the smaller shortfall with prioritized hiring, delayed discretionary spending, delayed service expansions, better operating results, and higher sales taxes.”

However, Metra said it anticipates a $276.3 million shortfall in 2027 and a $304.8 million shortfall in 2028. “Severe service cuts and other actions will be needed unless the Legislature acts to increase funding for public transportation in Illinois to replace the COVID-relief dollars,” it reported.

Illinois’ Regional Transportation Authority (RTA) required Metra, CTA, and Pace to raise fares by a minimum of 10% next year to help address deficits brought on by the exhaustion of federal COVID-relief funds, according to Metra. This would be the first across-the-board fare increase since 2018. Due to the need to round fares to the nearest quarter to assist onboard fare collection, Metra said fares would increase 13% to 15% depending on the fare product and the number of zones traveled.

For instance, the cost of a One-Way Ticket would increase to $4.25 from $3.75 for Zone1-2, to $6.25 from $5.50 for Zone 1-3, and to $7.75 from $6.75 for zone 1-4.  The cost of a Monthly Pass would increase to $85 from $75 for Zone1-2, to $125 from $110 for Zone 1-3, and to $155 from $135 for zone 1-4. The cost of Day Passes, Day Pass 5-Packs, weekend passes, and all reduced fare products would also increase. See below for a comparison between all current and proposed fares.

The proposed operating budget of $1.1 billion is about $18 million, or 1.7%, lower than the 2025 budget. The decrease, Metra said, is largely driven by “operating efficiencies and other reductions offset by expected inflationary, contractual, and market increases.”

The budget is funded by system-generated revenue of $325 million, including $207.8 million in fares. It also is funded by $635.9 million in regional sale tax receipts and Metra’s remaining $206.1 million in federal COVID-relief funding. Metra said it is proposing to set aside $60 million in fare revenue for capital needs, including for a “critical program to replace or rehab hundreds of aging bridges.”

Metra said its $575.3 capital program is funded by $426.7 million in federal formula funding and discretionary grants, $88.6 million in Illinois PAYGO funding, $100,000 in an RTA Access to Transit grant, and $60 million in Metra capital funding. The program is said to allocate $268.2 million to rolling stock; $68.4 million to bridges, tracks and structures; $59.1 million in signals, electrical and communications; $27.3 million in facilities and equipment; $59.9 million in stations and parking; and $92.3 million in support activities.

Public hearings about the budget will be held throughout the region on Nov. 5 (in Will, DuPage, and Lake counties) and 6 (South Suburban Cook, Kane, North Suburban Cook, and McHenry counties) between 4 p.m. and 6 p.m. The City of Chicago’s Nov. 5 hearing, between 4 p.m. and 6 p.m., can also be attended virtually via Microsoft Teams.

• Report: RTA Redirects Funds From Metra, Pace to Prevent CTA Service Reductions
• Reports: Lawmakers Introduce Bill to Replace Chicago RTA
• Reports: UP Takes Metra to Court
• STB Grants Metra’s ‘Terminal Trackage Rights’ Application
• Metra’s MACs: From Freight Haulers to Commuter Service
• Metra Awarded $104MM for Station Upgrades, Switchers
• Metra Outlines 2025 Construction Program

The post Metra: 2026 Budget Proposal Includes Fare Increase appeared first on Railway Age.

Nearly 300 professionals from freight and passenger railroads, industry suppliers and consultants, universities, and research organizations gathered in Pueblo, Colo., earlier this month for the Third Annual TTC Conference & Tour, reported host ENSCO, Inc., which has operated the Federal Railroad Administration’s Transportation Technology Center (TTC) since October 2022.

The two-day event allowed industry stakeholders to access the TTC research and testing campus, offering 50 miles of test tracks (inclusive of catenary and third-rail electrified track, with vehicle test speeds of up to 165 mph) and the Center for Critical Infrastructure Protection. They took part in behind-the-scenes tours, technical demonstrations, and peer collaboration, according to ENSCO. Railway Age was a media partner.

The event opened Oct. 7 at the Pueblo Convention Center, where attendees heard from key transportation executives; Eric Gebhardt, Chief Technology Officer of Wabtec, served as the keynote speaker. Technical presentations were delivered by experts from across the rail industry and academia, covering topics such as hybrid propulsion, energy management, derailment detection, and digital twins, according to ENSCO. (Due to the federal government shutdown, it noted, federal agency personnel were unable to attend.)

Day two, held on the TTC site, featured a tour of the facility’s rail research and testing assets. “Interactive tour stops showcased systems for track inspection, grade crossing safety, fiber optic sensing, and more, culminating in a live derailment demonstration that highlighted rapid response and data collection capabilities in a controlled environment,” ENSCO said.

“The TTC plays a critical and enduring role in shaping the future of rail transportation by conducting research and testing that prevents safety or security incidents, informs regulatory progress, proves the latest industry technology advancements, and develops the railway workforce,” ENSCO President Jeff Stevens said. “ENSCO was proud to host the TTC Conference & Tour, an outstanding forum for technical collaboration and knowledge sharing to drive the continued advancement of America’s rail systems.”

“We are extremely pleased with the growth of this event year over year, both in size and in the diversity of participants,” added Acacia Reber, Head of Brand Strategy and Engagement at ENSCO. “The TTC has always been the world’s largest, most secure rail testing site and a hub for innovation, and this conference builds on that legacy by bringing suppliers, railroads, transit, government partners, and researchers together in one place. Our intention is to continually expand the program and demonstrations, so the industry sees real value in what happens here.”

The 2026 event is scheduled for Oct. 20-21. For more information, contact Acacia Reber at reber.acacia@ensco.com.

• Improving Rail Operations Using AI and Machine Learning: Detecting Trespasser Hotspots
• Derailment Investigation, Prevention, Detection
• Automated Rolling Stock Inspection with Wayside and Onboard Technology
• Grade Crossing Collision Testing at the TTC
• Battery Safety in Rail Transportation

The post Eric Gebhardt Headlines Third Annual TTC Conference & Tour appeared first on Railway Age.

Jacksonville, Fla.-based Pinsly Railroad Company on Oct. 16 reported that its ninth short line, Georgiana & Andalusia Railroad LLC, has assumed operations in southern Alabama.

The 36-mile line, formerly operated by Genesee & Wyoming’s Three Notch Railway LLC, connects to CSX at Georgiana, Ala., and spans to Andalusia, Ala.

“The Georgiana & Andalusia Railroad is set to make significant infrastructure investments to support the growth of both current and future rail-served customers in the region,” reported Pinsly (formerly known as Gulf & Atlantic Railways, LLC), which operates eight other small roads (Florida Gulf & Atlantic Railroad; Grenada Railroad, a Railway Age 2021 Short Line of the Year Honorable Mention; Camp Chase Railway; Chesapeake & Indiana Railroad; Vermilion Valley Railroad Company; North Florida Industrial Railroad; Pioneer Valley Railroad; and its most recent addition Hondo Railway). “The planned investments reflect Pinsly’s ongoing commitment to enhancing supply chain solutions and driving economic development in the communities it serves.

“Pinsly Railroad Company is excited to bring its legacy of safety, customer service, and community engagement to southern Alabama,” Pinsly Chief Commercial Officer Cassie Dull said. “We look forward to building strong partnerships and delivering reliable rail service that supports local industry and job creation.”

In related news, Pinsly’s Chief Human Resources Officer Gaynor Ryan has earned a 2025 Railway Age Women in Rail award and CEO  Ryan Ratledge was selected by Railway Age readers as one of ten Most Influential Leaders for 2025.

The post Pinsly Expands Short-Line Portfolio appeared first on Railway Age.

Over the past year, the company has deployed 40 AI-enabled sensors across Norfolk, Chesapeake, Suffolk, and Portsmouth, “creating one of the most diverse and comprehensive real-world testbeds in the country for rail-crossing analytics,” according to Oculus Rail.

These four cities, Oculus Rail says, collectively host the highest concentration of rail crossings in the Commonwealth of Virginia, spanning a full range of environments—from dense urban neighborhoods and industrial port areas to suburban corridors and rural communities. This diversity provided Oculus Rail with an “unparalleled opportunity” to refine its solar-powered, wireless sensing technology across the full spectrum of real-world conditions that impact communities nationwide, the company noted.

The startup, founded by former Norfolk City Council member Andria McClellan, has drawn advisory input from Class I railroad leaders and U.S. Department of Transportation (USDOT) experts “to ensure its AI-enabled sensing technology delivers operational value to both municipalities and the rail industry.”

“We were able to test our technology where it matters most,” said Oculus Rail Founder and CEO Andria McClellan. “By working directly with local governments across different settings—urban downtowns, busy port areas, suburban neighborhoods, and rural crossings—we’ve developed a data platform that’s scalable, resilient, and immediately useful to cities across the country.”

A longtime civic innovator, McClellan served eight years on the Norfolk City Council, where she chaired the regional transportation commission and launched the Smart Cities and Innovation Committee. She founded Oculus Rail after witnessing firsthand how “blocked rail crossings disrupt traffic, delay emergency responders, and frustrate residents—with little data available to quantify the problem,” the company said.

“Local governments have been operating in the dark when it comes to blocked crossings,” McClellan said. “I started Oculus Rail to give cities and residents the data they need to make informed decisions, improve safety, and advocate for solutions with railroads and federal partners.”

“I frequently hear from constituents how frustrating it is to be stuck at a rail crossing with no idea how long they’ll be waiting. Oculus Rail gives the city—and our residents, business owners and visitors—real-time insight we’ve never had before. It’s helping us respond faster, plan smarter, and finally address one of the most common complaints we get,” added Norfolk City Councilmember Jeremy McGee.

Oculus Rail’s network of solar-powered, wireless sensors captures real-time data on blocked rail crossings, showing when and how long crossings are obstructed and how often trains impact traffic and emergency response times. The company’s analytics dashboard provides cities, regional planners, and public safety agencies with “actionable insights to reduce congestion, improve emergency response, and guide infrastructure investments.”

The data gathered in the Hampton Roads pilot is being considered in a regional rail crossing assessment led by the Hampton Roads Transportation Planning Organization (HRTPO), “supporting efforts to prioritize crossings for state and federal funding through programs like the Federal Railroad Administration’s (FRA) Railroad Crossing Elimination (RCE) Grant,” according to the company.

“This level of detail has never been available before,” said HRTPO Deputy Executive Director Pavithra Parthasarathi. “Oculus Rail’s data will directly influence how our region—and others—can target investments, reduce delays, and improve safety at the crossings that impact the most people every day.”

To empower residents directly, Oculus Rail says it has also launched the Oculus Rail App, available free to motorists in both the App Store and Google Play. The app provides timely alerts for the initial 40 monitored crossings across Norfolk, Chesapeake, Suffolk, and Portsmouth, allowing drivers to “Know Before You Go” and avoid delays. Additional crossings will be available in the future when municipalities select and subscribe to specific rail crossings.

With its technology proven in Virginia’s most complex rail environment, Oculus Rail says it is now expanding nationwide, partnering with cities, metropolitan planning organizations, and railroads “to bring real-time rail-crossing intelligence to communities large and small.”

The post Oculus Rail Launches Nationwide appeared first on Railway Age.

For months, Union Pacific’s (UP) CEO Jim Vena has been on the offensive, touting possible benefits of the proposed merger between UP and Norfolk Southern (NS). He has spoken with POTUS 47, given speeches, and written op-eds to sway public opinion. In his arguments, there are familiar promises of increased transit times, reduced congestion, and the ability to ship longer distances on a streamlined, single network. It may look promising on the surface, but the reality would tell a very different story.

Just a few years ago, Canadian Pacific (CP) and Kansas City Southern merged, reducing the number of Class I railroads from seven to six. In their arguments for the merger, CP insisted there would be minimal overlap, more efficiencies, and a broader reach by the railroad, claiming it would improve service. Sound familiar? 

Despite these promises, after the merger was approved, customers of freight rail experienced a myriad of service issues with Canadian Pacific Kansas City (CPKC), including higher dwell times, missed switches, issues integrating with its information technology systems, and more. Even Vena voiced his own complaints at the time, stating, “We ran trains for a long time with no major headaches until you get the combination of CP and Kansas City.”

Moreover, if we look at the last time UP was involved in a rail merger, back in 1996 with Southern Pacific, it was far from smooth. The Surface Transportation Board (STB) was forced to issue multiple orders throughout the 2000s because the new railroad failed to fulfill the service commitments and track maintenance obligations it had made as part of the merger, along with issues of unacceptable congestion and service levels.

It would be naïve to think that another rail merger, echoing the same promises, would yield different results. This merger would create yet another bloated Class I rail carrier, controlling 45% of total U.S. tonnage, about nine times more control than what was given to CPKC after their merger. This new rail line would have no incentive to provide adequate—or better—service, especially to small captive shippers, and would cause prices to soar even higher for American businesses that rely on freight rail shipping. This is at a time when the costs of shipping via rail have already risen 20% compared to pre-pandemic levels, and in an environment where the railroads already operate essentially unilaterally. Just last week, NS alerted Alliance for Chemical Distribution members of an increase in demurrage surcharges of $3,000 per car per day for Toxic Inhalation Hazard cars, even when shippers have little, if any, control over getting their railcars of product and are ready, willing and able to unload the product when it arrives. 

And don’t just take the shippers’ word for the fact that this merger will increase costs, decrease competition and negatively impact the U.S. economy. Several Class I carriers have also opposed this merger. In a position paper, BNSF Railway argues, “At the expense of smaller customers, communities, and shortlines, UP will double down on its historic practice of leveraging its now enhanced market power to drive higher rates on captive customers and favoring high-density lanes while closing low-volume lanes.” 

While UP and NS may promise increased efficiencies and improved service, history tells us a different story. If this merger proceeds, it will only exacerbate the problems already plaguing the rail industry. This is exactly why the STB should oppose this merger.

Eric R. Byer is the President and CEO of the Alliance for Chemical Distribution.

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