Railway Age magazine

For years, maintenance crews across the railroad industry have trusted WVCO Railroad Solutions SpikeFast® tie remediation products to extend the life of wooden, composite and concrete ties while improving track performance and reliability. Built on years of field success, our regular cartridges (450 ml) have been the go-to solution for precise, high-strength repair applications for smaller applications. Now that same trusted formula is available in XL cartridges (1,500 ml) for larger projects, to keep crews working longer with fewer interruptions—delivering more productivity, less waste and the same industry-leading performance.

Every minute on track matters. With the XL cartridge, crews can repair more than three times as many holes per cartridge on larger stretches of track repairs compared to the regular cartridges. Fewer changeouts mean smoother workflow, faster completion times, and less downtime spent swapping cartridges or handling packaging. The result: more holes repaired per shift and greater efficiency across the board.

Beyond increased productivity, the larger cartridge supports sustainability and cost savings. Using fewer cartridges per project translates into:

• Reduced packaging waste and disposal costs
• Simplified logistics and storage
• Less time managing empty containers

It’s a cleaner, more efficient approach that helps railroads and contractors meet environmental and operational goals simultaneously.

As rail maintenance operations look for ways to do more with fewer resources, innovations like the SpikeFast® XL cartridges make a measurable difference. It’s the same trusted product—just re-engineered to maximize uptime, minimize waste, and keep crews focused on what matters most: getting the job done.

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WVCO Railroad Solutions — Your partner for the long haul.

The post Bigger Cartridges. Better Efficiency. Same Proven Results: Introducing XL cartridges for SpikeFast® ES-50 and SpikeFast® CTR-100 appeared first on Railway Age.

An Oct. 30 letter to the Surface Transportation Board co-authored by Senators John Hoeven (R-N.D.) and Amy Klobuchar (D-Minn.) asks the STB to “closely scrutinize” the proposed Union Pacific-Norfolk Southern merger, stressing “the potential disruptions to U.S. rail service resulting from a merger of this scale” and “the need for the STB to fully analyze the potential impact on long-term competition, including for agriculture producers, many of whom already face limited options for accessing rail service.”

Sixteen Senators—eight Republicans and eight Democrats—cosigned the letter (download below): Tim Sheehy (R-Mont.), Martin Heinrich (D-N.M.), Bill Cassidy (R-La.), Tina Smith (D-Minn.), Steve Daines (R-Mont.), Raphael Warnock (D-Ga.), Roger Marshall (R-Kan.), Patty Murray (D-Wash.), Mike Rounds (R-S.D.), Ruben Gallego (D-Ariz.), Roger Wicker (R-Miss.), Tammy Baldwin (D-Wisc.), Jim Banks (R-Ind.), Tammy Duckworth (D-Ill.), Joni Ernst (R-Iowa) and Dick Durbin (D-Ill.).

Addressed to STB Chairman Patrick Fuchs, Vice Chair Michelle Schultz and Member Karen Hedlund, the letter notes that “the STB’s post-2001 ‘Major Rail Consolidation Procedures’ were adopted specifically to place heightened emphasis on whether Class I railroad mergers enhance, rather than merely preserve, competition… The proposed UP+NS merger will be the first to come before the Board under these rules, and it is essential that you establish a strong precedent and apply these heightened standards in the way they were intended. If approved, a combined UP+NS would handle more than 40%of all U.S. freight rail traffic (a point made by Canadian Pacific Kansas City, which recently established a website stating its case against the UP+NS transaction)… a transcontinental system spanning 50,000 route-miles across 43 states. Service interruptions of this magnitude could have severe consequences, especially for agricultural producers. Time-sensitive shipments during harvest could be delayed or spoiled, export windows could be missed, and access to global markets could be sharply reduced… “We look forward to working with you to ensure the STB continues to promote an efficient, competitive, and economically viable freight rail network that serves the public interest.” 

The Senators added their viewpoint “has been endorsed by the Agricultural Retailers Association (ARA), Agriculture Transportation Coalition (AgTC), Alliance for Chemical Distribution (ACD), American Chemistry Council (ACC), American Crystal Sugar, American Farm Bureau Federation (AFBF), Freight Rail Customer Alliance (FRCA), Greater North Dakota Chamber of Commerce, Minn-Dak Farmers’ Cooperative, Montana Agricultural Business Association, National Industrial Transportation League (NITL), National Farmers Union (NFU), North Carolina Agribusiness Council, North Dakota Agricultural Association, North Dakota Farmers Union, North Dakota Petroleum Council, North Dakota Grain Growers Association, North Dakota Grain Dealers Association, North Dakota Trade Office and the Southern Rail Commission.”

Join Railway Age on March 10, 2026 for our “Next-Gen Freight Rail Conference” at the Union League Club of Chicago. Confirmed participants include Jim Vena (UP), Mark George (NS), Keith Creel (CPKC), Tracy Robinson (CN), and Patrick Fuchs and Michelle Schultz (STB).

The post Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS appeared first on Railway Age.

To express its concerns about the proposed Union Pacific-Norfolk Southern merger, Canadian Pacific Kansas City (CPKC) has established a page on its website stating it case against the possible combination and argues that the Canadian Pacific-Kansas City Southern transaction that created North American transnational CPKC was a “necessary merger.”

The CPKC web page expressing opposition to the merger states, in part:

“Union Pacific and Norfolk Southern propose to merge the largest Class I railroad in [the U.S.] with the fourth-largest. The two merging railroads already have extensive access to vast markets. The two railroads propose to combine to form the Union Pacific Transcontinental Railroad, or UP Transcon. The UP-NS mega-merger is unnecessary and will dominate rail transportation markets, reducing rail customer optionality in ways that cannot be undone. A UP Transcon will radically and permanently change the nation’s rail network.

“On its own, the combination of UP and NS at this time would pose unprecedented and far-reaching risks to customers, rail employees and the broader supply chain. A UP Transcon would control approximately 40% of the U.S. freight rail traffic and have unrivaled leverage that would reduce the bargaining power of rail customers. “These risks would be magnified by the inevitable follow-on rail industry consolidation. 

“It doesn’t have to be this way. Collaboration among the railroads without mergers in high-density east-west transcontinental traffic lanes can achieve the kinds of benefits UP and NS say they are pursuing by merging.

“Today’s existing six Class I railroads provide the necessary capacity and operational fluidity to safely drive years of service improvement, volume growth, truck conversion and value creation for rail shippers supporting the national economy, and the capability to serve the economy’s transportation needs and the nation’s shippers well for years to come.

“The STB’s approval of the CPKC merger is not justification for the UP-NS proposal. The combination of CP and KCS was necessary to unlock investments, create new routes and offer new optionality to shippers. There, the two smallest Class 1 railroads combined to better compete with larger competitors that already had single-line routes. Even though CPKC remains the smallest Class I, it is investing heavily in its previously underutilized U.S. rail corridor to create more competition and capacity for the U.S. freight network.”

Join Railway Age on March 10, 2026 for our “Next-Gen Freight Rail Conference” at the Union League Club of Chicago. Confirmed participants include Jim Vena (UP), Mark George (NS), Keith Creel (CPKC), Tracy Robinson (CN), and Patrick Fuchs and Michelle Schultz (STB).

The post CPKC: UP+NS Merger ‘Not in the Public Interest’ appeared first on Railway Age.

The plan (download below), ITD says, “evaluates the current condition and performance of Idaho’s rail network, identifies system-wide challenges and opportunities, and outlines strategies to strengthen rail infrastructure.” The plan will also explore key topics such as rail safety, grade crossings, and access for rail-served industries that help drive Idaho’s economy.

Unlike other statewide transportation plans, this plan does not allocate funding for specific projects, ITD noted. “Instead, it provides a strategic foundation that supports future grant applications and coordination with the Federal Railroad Administration (FRA) and other partners.”

“We want to hear from Idaho communities about how rail infrastructure is working today and what improvements would make the biggest difference in the future,” said ITD Freight Program Manager Caleb Forrey. “Your feedback will help us better understand statewide priorities and shape a plan that reflects Idaho’s needs.”

Railways in Idaho are operated by the private sector, with ITD having shared responsibility for safety at highway-rail crossings. As is the case with public transportation in Idaho, there are no dedicated state funding sources for freight or passenger rail beyond match funds for federally funded improvements to rail crossings.

The online survey is open through Nov.12 and takes about five minutes to complete. Feedback collected will be summarized in the final plan, which is expected to be released in spring 2026, and used to guide discussions with communities, railroads, and state and federal partners.

The post ITD Seeks Public Feedback on Idaho Statewide Rail Plan appeared first on Railway Age.

Among CN’s third-quarter 2025 highlights:

• Revenue ton miles (RTMs) rose 1% to 57.188 billion from third-quarter 2024’s 56.48 billion.
• Revenues of C$4.165 billion were up C$55 million, or 1%.

• Operating income of C$1.606 billion was up C$91 million, or 6%.
• Operating ratio, defined as operating expenses as a percentage of revenues, came in at 61.4%, an improvement of 170 basis points.
• Diluted earnings per share (EPS) of C$1.83 was up 6%.

CN says it “continues to deliver adjusted EPS growth in the mid to high single-digit range and continues to invest approximately C$3.35 billion in its capital program, net of amounts reimbursed by customers.”

“We are taking decisive actions to navigate a challenging macro environment including doubling down on productivity efforts, setting our 2026 capital spend at C$2.8 billion, down nearly C$600 million from this year’s levels, driving increased free cash flow on a go-forward basis. We are positioning this business to benefit from higher future volumes and ensuring everything we do enhances our customers and shareholders long term value,” said Robinson.

DOWNLOAD CN’s 3Q25 FINANCIAL REPORTS, INVESTOR PRESENTATION BELOW:

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

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

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

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

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

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

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

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

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

Heavy rain:  

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

Coastal flooding:  

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

Extreme heat:  

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Among CPKC’s other third-quarter 2025 highlights:

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

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

DOWNLOAD CPKC’s 3Q25 EARNINGS REVIEW PRESENTATION BELOW:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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