Railway Age magazine

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.

The post History Repeats: Shippers Shouldn’t Buy the UP-NS Narrative appeared first on Railway Age.

The Massachusetts Department of Transportation (MassDOT) on Oct. 16 announced that Massachusetts Bay Transportation Authority (MBTA) General Manager Phil Eng has been named as Interim Transportation Secretary following Monica Tibbits-Nutt’s decision to step down from her position as MassDOT Secretary and CEO. Tibbits-Nut, who plans to return to private industry, has agreed to continue to serve as an advisor through Dec. 31, 2025, “to ensure a smooth and efficient transition for MassDOT.”

Eng will serve as both Interim Secretary and General Manager during this time. Highway Administrator Jonathan Gulliver has also been promoted to Undersecretary of Transportation. He will retain his role as Highway Administrator while also taking on expanded responsibilities as Undersecretary. 

“A well-balanced multimodal transportation network is essential. MassDOT and the MBTA work hand-in-hand to make sure our transportation system is safe, reliable and modernized,” said Eng. “I look forward to taking on this interim role with MassDOT and working even more closely with Undersecretary Gulliver and their great team to deliver the world-class transportation system that the people of Massachusetts and our visitors deserve. I’m grateful for the partnership of Monica Tibbits-Nutt these past few years and her strong support of the reforms we have made at the T. It is an honor and privilege to serve every community across Massachusetts as part of Governor Healey’s Administration.”

Governor Maura Healey appointed Eng as General Manager of the MBTA in March 2023. Since then, he has overseen a “transformative period” at the nation’s fourth largest public transit system, “enhancing safety, reliability, accessibility and service.” Under his leadership, the MBTA “eliminated all subway speed restrictions for the first time in more than 20 years, opened South Coast Rail to deliver rail service to Southeastern Massachusetts for the first time in 65 years, continuing the highest return to ridership rate in the nation on commuter rail with all day frequent train service, delivering new modern Orange and Red Line cars while accelerating modernization of the signal system on those lines, and hiring thousands of labor workforce to rebuild the MBTA to better serve the riding public, communities and businesses with shorter travel times and more frequent service.”

Eng started his career at the New York State Department of Transportation (NYSDOT) beginning in 1983 as a Junior Engineer. Over the course of three decades Eng held many roles, including planning, in-house design, and bridge inspection, including the four East River Bridges (Brooklyn, Williamsburg, Manhattan and Ed Koch Queensboro Bridges), Maintenance and Operations. He ultimately served as Executive Deputy Commissioner and Chief Engineer from 2013-2017, delivering multiple projects, including the Mario M. Cuomo Tappan Zee Bridge and Kosciuszko Bridge. He then served as Chief Operating Officer of the New York Metropolitan Transportation Authority (MTA) where he oversaw “successful efforts to improve performance and efficiency across all agencies,” including New York City Transit (NYCT), Metro-North Railroad, Long Island Rail Road and MTA Bridges and Tunnels.  

Eng was then tapped to serve as Interim President of NYC Transit, where he led a workforce of 50,000 employees and was “integral to initiating and implementing the $836 million Subway Action Plan to fix aging infrastructure and improve performance across the system. “

From 2018-2022, Eng served as President of the MTA Long Island Rail Road, where he managed a system of 7,600 employees and a $1.6 billion operating budget. He then served as Executive Vice President of the LiRo Group, where he advised public and private sector clients on engineering, transportation, and infrastructure projects. 

The post Eng Named Interim MassDOT Secretary appeared first on Railway Age.

Established in 2017, the annual award is presented to railway industry women in the United States, Canada and/or Mexico for their outstanding leadership, vision, innovation, community service involvement and accomplishments. In an industry typically dominated by men, they have a track record of breaking down barriers and helping to create industry opportunities for women.

The judging committee included Railroad Financial Corporation Senior Advisor Barbara Wilson, Gateway Development Commission Executive Vice President Catherine Rinaldi, and the Railway Age staff.

“Congratulations to this year’s distinguished group of women,” Railway Age Publisher Jonathan Chalon said. “Our 25 honorees, plus five selected for honorable mention, came from a strong field of nearly 100 nominations. We are proud that all 30 will be featured in Railway Age’s November 2025 issue and recognized at the 2026 Railway Age/RT&S Women in Rail Conference, to be held Oct. 6-7 at the Hyatt Regency Schaumburg.”

“I am inspired by the incredible women recognized this year,” Barbara Wilson said. “Each of these women embodies the resilience, leadership, and vision that inspire others to aim higher and achieve more. It is exciting to celebrate the impact they are making—not just in business, but in their communities and beyond. Congratulations to all the winners. Thanks for reminding us what is possible when purpose meets determination.”

“This year’s honorees share not only a legacy of service to our industry, but also a commitment to sharing their knowledge and experience with the next generation of female railroaders,” Catherine Rinaldi commented. “They are an inspiration, and I would like to congratulate them on this well-deserved recognition.”

1. Jeannie Alexander, Vice President, Rail Operations, Chicago Transit Authority (CTA)
2. Zoe Bates, Manager Terminal Operations, Norfolk Southern
3. Tina Beckberger, Chief Commercial Officer, American Industrial Transport (AITX)
4. Christina Bottomley, Vice President, Business Development & Real Estate, CSX
5. Tammy Butler, Vice President-General Counsel, CSX
6. Andrea Dobbelmann, Chief Executive Officer, Progressive Rail Incorporated (Railway Age Honorable Mention, 20 Under 40 Program for 2021)
7. Christine “Christie” Drabic, Vice President Global Program Management, Wabtec Corporation
8. Sandra Ellis, Vice-President, Bulk, Sales and Marketing, CN
9. Tania Fauchon, Americas Quality Director & Group Railway Safety Director, Alstom
10. Rebekah Garner, Service Assurance Rail Support, Watco
11. Arielle Giordano, Vice President of Government & Industry Affairs, Genesee & Wyoming Railroad Services, Inc.
12. Rebecca Gregory, Vice President Administration & Chief of Staff, Union Pacific Railroad
13. Yvonne Hill-Donald, Chief Administrative Officer, MTA Metro-North Railroad
14. Stephanie Kuntzman, Assistant Vice President, Consumer Products, BNSF Railway (Railway Age Honoree, 25 Under 40 Program for 2022)
15. Maria Orcera, AVP, Revenue Accounting and Customer Service, Patriot Rail
16. Cinthya Melissa Guillen Pinales, General Manager–Operations Centre (Monterrey), Canadian Pacific Kansas City (CPKC) (Railway Age Honoree, 25 Under 40 Program for 2024)
17. Shelly Reid, Vice President Sales & Group Manager, The Greenbrier Companies
18. Gaynor Ryan, Chief Human Resources Officer, Pinsly Railroad Company
19. Lisa Schreibman, Acting Vice President & Chief Officer, MTA Staten Island Railway
20. Shaquana Stephens, Acting Superintendent-Commuter Operations, Amtrak
21. Beth Sullivan, Vice President Operations Support and Organizational Planning, MTA Long Island Rail Road
22. Marcia Tauriella, Vice President Global Sourcing, A. Stucki Company
23. Blaire Theuerkauf, Senior Counsel, Metra
24. Michelle Wan, Vice President, Projects, Hitachi Rail
25. Leah Windell, Customer Service Manager, Louisville & Indiana Railroad (an Anacostia Rail Holdings company)

1. Julina Corona, Project Manager, RailPros
2. Drew Enochs, Director of Operations, Railroad Products and Services, Koppers
3. Caitlin Holland, VP of Real Estate and Economic Development, Dallas Area Rapid Transit (DART)
4. Celia Pfleckl, AVP, Amtrak Airo Program, Amtrak
5. Micki Rust, Director, General Equipment, TTX Company

• 2024 Women in Rail Honorees
• 2023 Women in Rail Honorees
• 2022 Women in Rail Honorees
• 2021 Women in Rail Honorees
• 2020 Women in Rail Honorees
• 2019 Women in Rail Honorees
• 2018 Women in Rail Honorees
• 2017 Women in Rail Honorees

And don’t miss the 2026 Railway Age / RT&S Women in Rail conference, to be held Oct. 6-7 at Hyatt Regency Schaumburg, Schaumburg, Ill. This is your opportunity to network with a diverse group of women and their allies as we discuss how railroaders can build leadership toolkits and strong support networks, partner with allies, and take advantage of ever-broadening career opportunities. Join us as the industry conversation continues with this expanded live event covering the freight, passenger and transit rail sectors! Bonus: A special luncheon will recognize the 2025 Railway Age Women in Rail and 2026 RT&S Women in Railroad Engineering honorees.

The post Railway Age Announces Women in Rail Honorees for 2025 appeared first on Railway Age.

Now in its 27th year, the Holiday Train raises money and collects food across CPKC‘s network in Canada and the U.S. “supporting community food banks and making a real difference for families in need.” 

“Every year, our railroaders take great pride in bringing the Holiday Train across our network, this year reaching even more communities for the first time,” said CPKC President and CEO Keith Creel. “We are thrilled to send this beautiful train filled with lights and music to spread the joy of the season and proud to support the giving spirit of the holidays assisting people experiencing food insecurity. It’s incredible to see communities come together every year to celebrate the holidays while supporting local food banks.”

Holiday Train Highlights

• 196 live music shows in six provinces and 13 U.S. states. Thirteen communities will be visited by the Holiday Train for the first time, with new stops in Maine (1), Louisiana (6), Oklahoma (1), Texas (4) and Ontario (1).
• Performers include Barenaked Ladies, Smash Mouth, Tyler Shaw, Brittany Kennell, Jade Eagleson, JJ Wilde, American Authors, Pynk Beard, Teigen Gayse, Lanco, Tiera Kennedy, and Dylan Marlowe.
• Since 1999, more than $26 million and over 5.4 million pounds of food for community food banks have been collected in Canada and the U.S.

“At East Side Neighborhood Services, our Food Programs are dedicated to providing consistent and dignified food access, especially for older adults and families in our community,” said Mary Ostapenko Anstett, President, East Side Neighborhood Services in Minneapolis, Minn. “The Holiday Train brings more than donations—it brings hope, awareness and critical support at a time when it’s needed most. With the help of our community partners such as CPKC, we remain committed to ensuring that access to food doesn’t become an added burden for our neighbors.”

“I can’t imagine a better way to visit some of Canada’s beautiful mountain towns than by riding the CPKC Holiday Train. It’s going to be a great time for a great cause,” added Ed Robertson with the Barenaked Ladies, who will be performing on the Holiday Train with stops in Alberta and British Columbia.

The festive atmosphere created by the brightly decorated Holiday Train and engaging musical performances “embody the spirit of the holidays,” CPKC said. Each event is free, with CPKC encouraging attendees to make a monetary or heart-healthy food donation as local food banks will be accepting donations at each stop.

This year’s Holiday Train in the U.S. will feature a new light display honoring the legacy of “Rudy” and the recently retired Kansas City Southern (KCS) Holiday Express train that operated across the U.S. South for nearly a quarter century.

A full schedule and details of this year’s Holiday Train are available here.

The post CPKC’s 2025 Holiday Train Kicks Off Nov. 19 appeared first on Railway Age.

“This quarter’s operational performance reflects the dedication of our workforce and our commitment to running the best railroad in North America,” President and CEO Steve Angel said Oct. 16 during the Class I railroad’s third-quarter 2025 financial report. “We are proud that the network is operating well, and we see clear opportunities to leverage that operational strength moving forward. Looking ahead, CSX is well-positioned to build on this momentum to deliver long-term profitable growth and create value for our shareholders.”

CSX’s third-quarter 2025 operating income was $1.09 billion, compared to $1.35 billion in the prior-year period. Net income was $694 million, or $0.37 per share, compared to $818 million, or $0.46 per share, in the same period last year. “Excluding a non-cash goodwill impairment of $164 million in this year’s third-quarter results,” adjusted operating income was $1.25 billion and adjusted net earnings were $818 million, or $0.44 per share, the Class I reported.

In the third-quarter 2025, CSX reported that adjusted operating income and adjusted earnings per share included $35 million and $0.01, respectively, i”n corporate restructuring, severance, and advisory expenses.”

Volume in third-quarter 2025 totaled 1.61 million units for the quarter, up 1% compared to third-quarter 2024 and up 2% sequentially. Revenue totaled $3.59 billion for the third-quarter 2025, decreasing 1% year-over-year, “as the effects of lower export coal prices and a decline in merchandise volume were partially offset by increases in other revenue, higher pricing in merchandise, and intermodal volume growth.”

By Jason Seidl, Elliot Alper and Uday Khanapurkar

CSX posted a 3Q25 beat as service improvements mitigated cost headwinds. Its network is unshackled with the Howard Street Tunnel and Blue Ridge Subdivision projects complete, and non-recurring costs to lap going forward. Interline partnerships and double-stacking in Northeast provide a long-term intermodal growth runway as CSX positions for industry consolidation under new leadership.

CSX reported 3Q25 adjusted EPS of $0.44, beating our and consensus estimate of $0.42. Top line of $3.6 billion was in line with our estimate, and the beat was driven by OR outperformance of 60 bps vs. our estimate, an encouraging outcome considering well-understood labor and PS&O (Product Strategy and Operations) cost headwinds. Service momentum continues as the resolution of the Howard Street Tunnel and Blue Ridge projects unshackles the network. Velocity and cars on line were significantly improved in 3Q25, and progress should continue in 4Q25. With the critical routes now operational, CSX is poised to materially eliminate ~$25 million in network disruption costs sequentially and thus lap $100 million in non-recurring costs for 2026. We expect fuel efficiency to improve as a result as well and model accordingly. Efficiencies are expected to help CSX hold headcount flat to slightly down sequentially in 4Q25. Sustained service improvement and cost-out is encouraging and essential in a consolidating industry as CSX keeps its options open under new leadership.

Carloads were +1% in a mixed end-market backdrop. Softness in chemicals and forest products continued. Ag was –7% Y/Y but trends are expected to improve sequentially on improvements in both export and domestic markets. Coal remains dichotomous with export markets weak but domestic robust, although the export benchmark headwind is expected to moderate sequentially. 4Q25 also faces easy intermodal comps early in the quarter (indeed, QTD carloads +25% Y/Y). Management reiterated guidance calling for Y/Y carload growth, which is consistent with our modestly raised 4Q carload forecast.

CSX’s intermodal outlook was focused on long-term growth in a consolidated industry as investors likely look beyond near-term peak and size up the truck conversion opportunity for rail. CSX noted that impending consolidation has kickstarted cooperation. Indeed, the intermodal marketing agreement with BNSF should provide both railroads with an opportunity to win some business early on. CSX also remains on track to roll out double-stack intermodal in the Northeast in 2Q26, which should idiosyncratically support 2026 carloads.

Our 2025 EPS estimate moves up to $1.65 from $1.64, while our 2026 EPS estimate remains intact at $1.95. We modestly move our multiple up to 20x to reflect strong operational performance, which pushes our PT up $1 to $39. CSX is a high-quality company with solid fundamentals that appears well positioned to benefit from long-term economic growth. It should win back market share in 2026 following the completion of multiple network projects. CSX is well-positioned to grow with increased domestic infrastructure spending. Reiterate Buy.

Editor’s Comment: All of the above resulted from the leadership of former President and CEO Joe Hinrichs, Railway Age’s 2025 Railroader of the Year, unexpectedly—and to the chagrin and disbelief of many in this industry—ousted by his Board of Directors Sept. 29, just as this excellent quarter concluded. This is not a criticism of new CEO Steve Angel, whose compensation level, though he is untested running a railroad, is understood to be directly tied to pulling off a merger with, presumably, BNSF – William C. Vantuono

The post CSX 3Q25: ‘Well-Positioned to Build on Momentum’ appeared first on Railway Age.

Union Pacific CEO Jim Vena claims to have identified a number of rail industry shortcomings that according to him can only be solved by his proposed transcontinental merger between the Union Pacific and Norfolk Southern railroads. The first of these shortcomings we would like to focus on is the well-known issue of the Chicago interchange.

The second of these shortcomings involves the more nebulous issue of allegedly missed growth opportunities caused by the negative impacts of a geographic phenomenon known as the “watershed.” Conventional wisdom in the railroad business today says railroads are not competitive pricing-wise on short haul moves in the “watershed” market(s). This area involves origins and destinations within a few hundred miles of the Mississippi River, the de facto dividing line between Eastern and Western railroads.

According to the U.S. National Park Service (NPS), the definition of a river’s watershed is the area drained by a river and its tributaries. The actual Mississippi River drains an area of about 3.2 million square kilometers (1.2 million square miles) including all or parts of 31 states and two Canadian provinces, about 40% of the continental United States. 

For the record, we agree with Mr. Vena’s assessment of both problems here but strongly take issue with his recommended solution. We think we have identified some alternative solutions that are more easily achievable without all the drama and disruption of the UP-NS proposal for a transcontinental merger. Mr. Vena claims that his merger will transform Chicago into “just another crew change point.” Well, that is exactly what we are proposing to do here.

First, the issue of the “notorious” Chicago interchange. Mr. Vena appears to completely ignore the significant investments and quantifiable transit time improvements made by the CREATE Program (of which Union Pacific is a part). We think his criticisms here are a bit overblown and find them extremely self-serving to say the least.

My favorite observation on this issue still comes from Chuck Allen, retired general manager of the IHB. In a 2023 article, he said, “I know it’s nuts, but NS runs trains from North Jersey to Chicago on CTC and BNSF does the same from Los Angeles to Chicago, but here in Chicago they were on an unsignaled railroad trying to reach each other.” We are happy to report this problem has been greatly alleviated if not completely solved!

U.S. taxpayers (like you and me) have already made a substantial investment to improve the Chicago Terminal operations by helping fund the CREATE Program.

As a prime example of this investment’s benefits, virtually the entire 54-mile-long Indiana Harbor Belt Railroad main line (54 miles of main line track, 24 miles of which is double track) has been virtually rebuilt. To help alleviate site-specific bottlenecks a third main line has been added in these specific locations. This rebuilding included the installation of a new bi-directional computerized Traffic Control System (TCS), combined with the replacement of numerous manual switches with powered versions. What had once been a decrepit relic has been transformed into a true 21st century main line.

Today the IHB main line runs between Franklin Park, Ill., on the north and Pine Junction (near Gary, Ind.) on the east. Its webpage proudly proclaims, “We are committed to delivering exceptional service to our customers.”

The IHB has always been considered something of a “convenient route through the metropolitan area” a bypass route to avoid the inherent congestion of the Chicago Terminal. By 1985, run-through traffic had come to dominate the IHB main line. Some of its unique legacy features include a main line crossing under the Rock Island main line at Blue Island as well as under the CN-IC main line at Highlawn.

CREATE Component Project P7 calls for the construction of a new flyover at the Chicago Ridge Control Point in Chicago Ridge, IL. When completed, “the flyover will eliminate delays between the CREATE Beltway (IHB) Corridor and the 30 daily trains of Metra’s SouthWest Service” (which operates between CUS and Manhattan, IL in Will County).

The last remaining bottleneck on the IHB is Dolton Crossing, located in the south suburban community of the same name. This is also the site of CREATE Component Project WA11. According to the CREATE Program website, the WA11 project is designed “to improve the speed at which rail freight and intercity trains move through the Chicago region.” The project will upgrade and reconfigure the CSX/IHB/UP connections at Dolton Interlocking, with the following key features:

“Upgrade and reconfigure the CSX/IHB/UP connections at Dolton Interlocking including the replacement of an NS connection between the IHB and CSX. Construct a third main line with direct access from CSX and Barr Yard to the UP main line. Construct crossovers between two main line IHB tracks. Upgrade connection between IHB and UP. Automate Dolton Tower for remote control.”

According to the CREATE website, “the project will increase freight train speeds for multiple routes from 15 mph to 30 mph, including routes accessing CSX Barr Yard, UP Yard Center, UP Dolton Intermodal Yard, a CSX main line route, and all main line connections between IHB, CSX, and UP. The increased speeds will enable this location to handle increased freight train throughput.”

Phase I and Phase II of this project have been completed. As of this date, Project WA11 is awaiting construction funding for completion of Phase III.

There are also five additional completed Beltway Corridor Projects all originally designed to improve the speed at which rail freight and intercity trains move through the Chicago region. These are CREATE Component Projects B4/B5, B6, B8, B9, and B15.

Now let’s find some creative ways to put this investment to work (and as taxpayers get our money’s worth out of the deal).

My perspective here is comparable to that of industry analyst Larry Gross. He was recently quoted in another publication as saying that “better interline service could be just as effective as a merger. As Larry put it, “Intermodal growth potential is hiding in plain sight. This is growth that wouldn’t require a wholesale overhaul of intermodal strategy, operations or technology.” He goes on to observe “it would just require railroads (like BNSF and CSX) to work better together, one way or another.” And that is exactly the better idea we are proposing here.

In the same publication Gross offered his views on the latest BNSF-CSX interline partnership saying, “the BNSF-CSX deal should show that railroads can solve their interchange problems without a merger.” We think this proposal has the potential to do exactly the same thing.

Despite is dubious beginnings CSXT’s North Baltimore intermodal hub (in northwest Ohio) has turned out to be a genius move on the part of CSX senior management. This was a true example of the old adage that when life hands you a lemon, go out and make lemonade. Let’s combine CREATE and North Baltimore into a single integrated system and establish a new paradigm for the traditional Chicago Interchange (at least for intermodal traffic). Let’s make fast change happen now (not 2-3 years down the road).

We believe the opportunity exists to dramatically improve service and squeeze costs out of the system by implementing a new high speed scheduled intermodal shuttle service to replace the traditional Chicago intermodal interchange (both steel wheel and rubber tire). At the end of the day the actual interchange operation would probably take only a few hours especially since main line improvements on the east end of the Chicago Terminal, between the Illinois state line and Chesterton (in Porter County, Indiana), funded largely with the help of a $71 million government funded upgrade called the Indiana Gateway Project (2014), have largely eliminated delays in that area. Moreover, all this was done without a transcon merger. All it takes is some creativity, innovation and leadership.

First on the list of improvements to be utilized here is CREATE Component Project B6. This project constructed a second connecting track between BNSF and Indiana Harbor Belt/CSX at the McCook crossing. The Project also extended the existing connecting track an additional 7,000 feet. More importantly, improving the current connection has also “increased maximum speeds at that location from 10 mph to 25 mph.”

Historically, the main capacity constraint on the IHB main line was the slow entry and exit speeds at junctions. The old connection at McCook that limited movements to 5-10 mph tied up the main line until the last car in the train cleared the junction.

The short version of this idea is to set up a daily scheduled intermodal shuttle service between Galesburg, IL (on the BNSF) and North Baltimore, OH to move intermodal interchange traffic straight through the terminal on the rail. Ironically, North Baltimore is already listed as a BNSF Intermodal Hub on the BNSF website. This interesting development appears to be the direct result of one of a voluntary interline agreement between BNSF and CSX, the same kind of agreement Mr. Vena claims to have such little faith in.

The city of Galesburg is a small town located along the western edge of Knox County, a predominantly rural area located in the western part of the state of Illinois. It is located about 180 miles southwest of Chicago on the rail and home to one of the oldest classification yards on the BNSF system. Originally constructed in 1906 (by the CB&Q) this original yard was completely rebuilt and expanded during a multiyear project starting in 1930 with final completion in 1942. It has since been expanded and upgraded a number of times. It appears to be equipped with a well-furnished locomotive serving facility capable of maintaining and servicing any and all road power assigned to the new run-through operation.

With the merger of BN and Santa Fe Galesburg assumed increased importance as the key yard at the eastern end of the new network. Today the yard occupies nearly 1,000 acres and is reportedly one of the top three BNSF hump yards by capacity.

Galesburg was the birthplace of the American poet Carl Sandburg, one of Illinois’ most famous native sons. It is also the home of the National Railroad Hall of Fame, originally established in 2003. Recent inductees include former KCS and ATSF President Mike Haverty, former BN CEO Lous Menk and former Union Pacific CEO John Kenefick.

Galesburg falls under the jurisdiction of Foreign Trade Zone 114, Economic Development Council for Central Illinois, Grantee (and is already the site of at least one FTZ subzone).

Interchange traffic would be preblocked in each direction. The eastbound blocks (probably from yards in Barstow, CA and Kansas City, KS on BNSF) could be set out at Galesburg and assembled into a dedicated train. The BNSF Barstow (IL) subdivision connects the Aurora subdivision at Plum River, IL (near Savanna) with Galesburg, which would allow the addition to the mix of CSX traffic out of the Pacific Northwest. After picking up any local business (for CSX destinations) run the entire train over the new and improved IHB main line between the new higher speed BNSF junction at McCook and the IHB east end at Pine Junction straight onto a connection with CSX.

Here’s an interesting thought. Does the Galesburg connection open a new service lane between the Twin Cities and southern California, or between Minneapolis and North Texas?

This new operation would also help relieve pressure on both the CSX Bedford Park (Chicago) intermodal terminal as well as BNSF’s Corwith (Chicago) intermodal terminal. Both facilities are legacy land-locked facilities, and both are operating at or near capacity. Given their legacy locations, both facilities are also increasingly difficult to access on the rail as well as the highway.

According to Mr. Vena, the proposed UP-NS merger would open service in the nation’s midsection that is currently not well-served by rail due to the short hauls for the eastern or western carrier, or both. We agree with his assessment that there really are areas within the watershed with significant untapped concentrations of potential rail traffic. Where we strongly disagree is with his suggested approach/solution.

The I-380 Corridor (primarily in eastern Iowa) represents a veritable gold mine of potential intermodal business right in the middle of the so-called “watershed” area. Think of a funnel and Galesburg is located at the bottom of the funnel’s narrow tube opening. This funnel is spread out north and west of Galesburg into the state of Iowa. It includes the Iowa cities of Waterloo, Cedar Rapids and Davenport, as well as the Illinois city of Moline, which are all located northwest of Galesburg (along Interstates 80 and 380). It turns out there is an enormous amount of agriculture related industry located within the area of this funnel.

Waterloo Tractor Operations in Waterloo, Iowa, is John Deere’s largest manufacturing complex globally (reported 5,000 total employees). Moving south from Waterloo about 50 miles down I-380 is Cedar Rapids home to the world’s largest cereal factory owned and operated by Quaker Oats. It currently employs around 740 people and processes over 2 million pounds of oats daily sourced primarily from western Canada. Quaker is actually one of three major cereal manufacturers in Cedar Rapids along with General Mills and ConAgra.

Continuing east and south about 85 miles, via Interstates 80 and 74, is the Quad Cities, home of four more Deere manufacturing plants (in Davenport and Moline). Galesburg is about 45 miles south of the Quad Cities via Interstate 74.

Finally, a number of Caterpillar manufacturing plants are located about 25 miles south of Galesburg in Central Illinois scattered around the Greater Peoria area.

The advent of intermodal deregulation in 1981 radically changed the nature of the business. In May 1986, Railway Age reported that nationwide railroads had pared the number of intermodal terminals (frequently called “circus” ramps back then) from an estimated 1,175 in 1979 to just 360 hubs. In 1981 Eastern Iowa was home to plethora of piggyback ramps. After the advent of deregulation, the reorganization of The Milwaukee Road and liquidation of the Rock Island Railroad helped to quickly eliminate most of these legacy circus ramps. Today the one remaining intermodal terminal in Iowa is the IAIS facility at Council Bluffs.

At one time both BN and Santa Fe had piggyback ramps located in Galesburg. Santa Fe closed its original Galesburg ramp in 1989 (and BN reportedly soon after). Ironically, 1989 was also the same year that the founder and CEO of the trucking company that still bears his name, Johnnie Bryan Hunt, Sr., and Santa Fe President Mike Haverty made their now famous handshake deal while riding in a Santa Fe business car coupled on the rear of Santa Fe’s QNYLA intermodal train. Legend has it the train was moving westbound (at a high rate of speed) through Galesburg on the rail when the famous handshake occurred.

According to their 1987 Intermodal Service Guide, the BN Galesburg Hub Center included a “Satellite” facility located in Cedar Rapids, Iowa. The “Market Area” for the Galesburg Hub included all points within the area defined by Dubuque, Iowa to the north; Bloomington, Illinois to the east; Hannibal, Missouri to the south and Ottumwa, Iowa to the west. (Sounds like a pretty good definition for the new Galesburg Gateway.)

Like the North Baltimore site, the Galesburg yard is surrounded by acres of cornfields so there is plenty of room for BNSF to construct whatever new infrastructure is needed. In October 2022 BNSF announced development of a 4,500-acre, $1.5 billion facility known as the Barstow International Gateway. This new integrated rail facility will be located on the west side of Barstow, California, home to another BNSF hump yard. It will consist of a railyard, intermodal facility and warehouses for transloading freight from smaller international containers to larger domestic containers. Rail is not the only piece of the narrative here. Both Barstow and Galesburg are well connected to the National Highway System (NHS). We think the ultimate opportunity here for BNSF is to create a new Multimodal Inland Gateway at Galesburg, catering to Midwest agribusiness (in the watershed), and generally based on the Barstow International Gateway model.

As a practical matter, Galesburg is much closer to the historical point of interchange versus Kansas City (and the new Kansas City Logistics Park).

According to the 2022 Iowa DOT Rail Plan:

“Iowa’s central location in the Midwest could potentially make it a hub for the development of an additional facility on various domestic intermodal rail corridor services extending to the southern, eastern, and western U.S. and various international ports, thus enhancing access to the rail network in Iowa and the reach of Iowa’s shippers and receivers in the national and global marketplace.”

Based on public statements such as this one, we believe that the Iowa Department of Transportation could be a willing and valuable partner for any Iowa-related intermodal projects like the Galesburg Gateway.

This new BNSF intermodal terminal (in cooperation with their trucking partner JB Hunt) as part of the Galesburg Gateway could capture a large portion of this Eastern Iowa/North Central Illinois regional manufacturing and food producing business. The potential for new business appears to be significant. Keep the west coast business on BNSF and ship the east coast business on the new shuttle trains via CSXT direct to North Baltimore.

The new STB merger rules specifically require the proponents to provide opportunities for increased competition. I can think of no other more valid example than busting up the intermodal monopoly currently enjoyed by Norfolk Southern at Harrisburg, PA. In recent years, the Harrisburg area has evolved into one of the most important intermodal hubs in the Northeast.

A 2011 Trains article showed an average of 24 intermodal trains per day operating over the NS main line between Cleveland and Harrisburg. At the same time Chambersburg, Pa., was the closest CSX intermodal to terminal to Harrisburg, located about 60 miles to the southwest. Data published in the same article showed an average of only two intermodal trains per day operating along the CSX Chambersburg branch.

There are currently two intermodal terminals located in the greater Harrisburg area identified as NS-Harrisburg and NS-Rutherford, both owned and operated by NS. If that is not a monopoly, I do not know what is. This monopoly is clearly inconsistent with both the spirit as well as the letter of the new regulations. The STB should require NS to divest one of the two terminals (and related access trackage) and turn it over to CSXT.

Another anti-competitive issue is right here in the Chicago area where Union Pacific controls the dispatching on the joint line Villa Grove Subdivision. This 128-mile stretch of track was once the north end of the former Chicago & Eastern Illinois Railroad. It is located at the north end of UP’s route south to the Mississippi River crossing at Thebes, IL. It also represents the north end of CSX’s Southeastern Corridor, which crosses the Ohio River at Evansville, IN. Technically ownership of this line is 50-50, with dispatching handled by Union Pacific at Proviso yard in Chicago, and maintenance costs prorated on tonnage. The railroads’ agreement supposedly provides that Union Pacific treat CSX trains like their own.

A polite person would say that agreement has been followed more in spirit than substance, but everyone who knows me knows that subtlety is not one of my flaws. In my professional opinion, Union Pacific has had CSX in an operational chokehold for a very long time. It is time for a new paradigm here as well by turning over the dispatching of the Joint Line to CSX.

One final thing. Be careful what you ask for. The proposed UP-NS merger deal is about so more than just connecting dots on a map. For instance, as a former Santa Fe employee, I wonder if anyone at Union Pacific has calculated how much actual time and money it will take for them to upgrade the NS ex-Wabash Decatur to Kansas City line to actually be able to compete with BNSF’s Chillicothe and Marceline subdivisions. These two BNSF subdivisions anchor the eastern end of what is the finest high-speed freight route in North America (if not the world).

James A. Giblin has more than 40 years’ experience in rail, truck and intermodal freight transportation, warehousing and logistics, much of it in the greater Chicago area. He has lived in the Chicago area most of his adult life and is intimately familiar with the region’s freight and passenger rail infrastructure. For six years he is proud to say, “He made his run and made his pay on the Atchison, Topeka & Santa Fe.” In recent years, his professional experience has expanded and diversified to include numerous public sector clients and projects in communities and municipalities across Chicago’s south suburbs. He submitted written testimony as regional rail industry expert in favor of CN/EJ&E merger to the Surface Transportation Board and testified at the STB’s September 2008 Chicago hearing in favor of transaction. Jim is a former multi-year Chair of the Education Committee of the Traffic Club of Chicago.

The post A Few Better Ideas: A Contrarian View appeared first on Railway Age.

The American Short Line and Regional Railroad Association has launched a video, An Introduction to Employment in the Railroad Industry, described as a“workforce development tool.”

Created in collaboration with ASLRRA’s Human Resources (HR) Committee and other industry stakeholders, the video features testimony from several short line railroad employees “who share what they enjoy about their jobs, describe the many opportunities for lateral and vertical career moves and discuss the ways short lines support military veterans.” ASLRRA President Chuck Baker also appears in the video, “offering his thoughts on the short line industry and what makes it such a good fit for many different people.”

“ASLRRA members are encouraged to use the video in their own recruitment efforts, to help raise awareness of the short line industry and the opportunities it offers,” the association noted. “The video is the latest step in an effort to promote benefits and employment opportunities at short line railroads. ASLRRA’s HR Committee has led the charge to create an industry employment webpage that also includes links to career opportunities and a listing of railroad education providers. As with the employment video, members are invited to incorporate these resources into their recruitment efforts and share them with interested parties. Members interested in being listed on the career opportunities page can send their company name, career page link and ASLRRA region, if known, to Mariel Takamura, along with any other questions about this initiative.”

The post Watch: ASLRRA Recruitment Video appeared first on Railway Age.

Usually when passenger service on a rail line is discontinued, it never comes back, but there have been some exceptions. One is the MBTA’s South Coast Rail “line,” in the shape of the letter “Y,” going from Boston to the two outer destinations of New Bedford and Fall River, Massachusetts. The route was historically part of the Old Colony Railroad, and later the New Haven, branching westward from the main (now Amtrak’s NEC) at Canton Junction. The old New Haven served New Bedford and Fall River until 1958, and passenger trains on the rest of the Old Colony lines bit the dust shortly after.

On March 24 of this year, service from Boston’s South Station returned under the auspices of the “T” for the first time in 66 years, with 36 miles of track rebuilt. As part of my effort to catch up on all the “new starts” in the United States and Canada, including lines that have returned to service, I rode from Boston to New Bedford on Tuesday, October 7 and back from Fall River the next day.

Service returned under the MBTA (the “T”) as part of Boston’s regional rail system, operated by Keolis. The operation is unusual, because of the shape of the line. The operation is not like the Northside line on Boston’s North Shore, where alternating trains go either to Rockport or Newburyport, with essentially “double service” to inner suburbs like Salem and Beverly. Instead every train runs between South Station and either New Bedford or Fall River. Shuttle trains serve the other destination from a transfer station in East Taunton, about a 75 or 80-minute ride from Boston. There are slightly more trains that serve New Bedford than Fall River 15 or 14 on weekdays and seven or six on weekends. Saturday and Sunday schedules are the same.

While the operation is interesting, the line is not scenic, and the stations are not placed conveniently for visiting the towns, which are interesting and normally have plenty of things to see and do.

The current line is not the original route to New Bedford and Fall River. Rather it is a longer line where service is operating for several years on a temporary basis. There are presently unfunded plans to restore service in the future through Easton and Taunton on the former line that was abandoned south of Stoughton, which is two stops south of Canton Junction. In the meantime, the trains now run on the former Middleborough-Lakeville Line, on newly upgraded track the rest of the way to the transfer point and the destination cities on the New Bedford Main or Fall River Branch from Myrics Junction. The route to Fall River essentially follows the original 1846 route of the Old Colony & Fall River RR.

Passenger trains were absent from the entire Old Colony system (except between Providence and Boston, which is now part of the NEC) from 1959 until the present Kingston (and also a short branch to a Plymouth station that was not close to the center of town) and Middleborough-Lakeville Lines opened for restored service in 1997. Because of local opposition and other issues, the Greenbush Line did not get new passenger service for another ten years. The South Coast routes extend the former Middleborough-Lakeville Line and run on it as far as Middleborough. Today the Lakeville station is used only for the seasonal Cape Flyer train to Hyannis on summer weekends, although there has been talk of running peak-commuting trains as far as Buzzards Bay, just short of the Cape Cod Canal and the famous lift bridge that carries the Cape Flyer and local freight trains over the canal.

From South Station, the trains run along the right-of-way of the Red Line subway on a surface-running segment through Quincy to Braintree. They do not serve Back Bay Station. The only current station located in a downtown area is Brockton, although the Bridgewater station is within walking distance of downtown and Bridgewater State, the local college. The next stop after Middleborough is East Taunton, where cross-platform transfers are available. I rode the 6:45 AM departure, the first train of the morning. It was bound for Fall River, so it was necessary to change trains for New Bedford.

The ride between Boston and the outer ends is scheduled to take roughly 1¾ hours, although my train was not due into New Bedford until 8:47. The trainset that was supposed to leave Boston consisted of both single-level cars (two types) and bilevel cars, a mix found only on the T. Due to mechanical issues, all riders were sent to an all-bilevel consist on a dfferent track, which delayed our departure by 15 minutes. Still, there was enough slack in the schedule that we arrived at New Bedford at 8:43. On the way there, there is a station at Church Street, in the northern part of town.

New Bedford and Fall River have much in common, and a single day was only enough time to get the flavor of each of them. Both towns are historic, and both pride themselves on their maritime history. New Bedford has two maritime museums: the New Bedford Whaling Museum (which requires all day to see in detail) and another operated by the National Park Service, which was closed due to the federal government shutdown when I was there. The town also has an active waterfront, with ferries, fishing boats, and some freight-carrying boats. Fall River also has a maritime museum and a waterfront but, instead of major commercial activity, there is Battleship Cove, which is now home to the battleship USS Massachusetts and other vintage Navy ships that are now tourist attractions.

The cities are similar in population: New Bedford has slightly more than 100,000 residents, which Fall River has slightly less than that number. Both cities have highly diversified populations, due in large part to their industrial and seafaring histories. Mills are still standing in both places, and some have been repurposed for commercial or residential use. In addition to immigrants who came to this country to work in the mills, many islanders from the Azores, the Cape Verde Islands, and Madeira formed the large Portuguese communities in both towns. There are also Italian, various Hispanic, other European, and Asian communities. New Bedford was founded by Quakers, and the Black community there has historic roots. Frederick Douglass lived there for a few years around 1840. The diversity in both cities also gave rise to a varied food scene, consisting mostly of locally owned, independent restaurants.

Another feature that the destinations have in common is that the train stations are not located in convenient places. The New Bedford station is about a half-hour walk north of the city center. The mapping software on my tablet directed me to walk along Acushnet Avenue, a grimy industrial street named after the river that flows through the town. It might have been a better idea to walk across a new bridge from the station and over a wide highway to Purchase Street, and take a bus the rest of the way. The Fall River station is also located some distance north of downtown. There is a boardwalk and bike-and-walking trail along the waterfront that goes to the station, but there are presently no wayfinding signs, so access is tricky. There is a proposal to extend the line to Battleship Cove in the future.

Both towns are historic, but their histories are somewhat different.

New Bedford is a beautiful, historic city. Its primary industry in the middle of the 19th century was whaling, although other maritime trades were practiced there, and industry later supplanted maritime trade. Herman Melville spent time in town and used it as the setting for Moby Dick, his classic novel about whaling, which was published in 1851. Many of the old buildings along the waterfront have been preserved, and they are now filled with shops and eateries that cater to tourists as well as locals.

Downtown New Bedford appears to have changed little in the past 100 years, and many century-old (or older) commercial and government buildings are well-kept and still serve their original purposes. The interior at City Hall (originally the library) dates from the early 1900s and features a semicircular elevator surrounded by an old-fashioned cage, run by an operator, and furnished with a bench for the comfort of the passengers making the 20-foot journey between the first and third floors. The residential parts of County Street and other nearby neighborhoods feature an eclectic mix of houses of different Victorian styles, as well as those from a century ago. While the town has its rough spots, there appears to be enough to see and do for an inquisitive tourist to keep busy for three or four days of sightseeing. So, there is still plenty to see and do in New Bedford, especially if the local history museum reopens (which could happen before the end of this year). One of the activities is finding the train station.

Fall River is as historic as New Bedford, but not as upscale. There are historic buildings downtown, and the classic library, whose slogan: “The People’s University” is carved into its facade, is one of the most beautiful. More buildings in Fall River have been unsympathetically altered, while more in New Bedford retain their historic accuracy. Still, Fall River has some neighborhoods with historic houses, like New Bedford’s, too. Fall River does not have as large a historically upscale component as New Bedford. Traditional New England “triple-decker” houses, with a different family living on each floor, are common throughout Massachusetts, and they abound in Fall River.

As in New Bedford, there are several Portuguese restaurants, and the food in the Portuguese communities in Massachusetts is different than that found in the other major Portuguese community in the Northeast: The Ironbound in Newark, N.J.. The other local food specialty is the “Fall River Chow Mein Sandwich,” an example of an unfriendly meeting of East and West found in local Chinese restaurants. If you are used to authentic chow mein from a big-city Chinatown (with pan-fried noodles to give them a chewier texture than lo main noodles have) you won’t find it in Fall River. What you will find is the bottom of a slider-sized hamburger bun with a handful of crisp noodles taken from a bag and placed on top. The noodles are then topped with a brown gravy whose color and saltiness come from a generous amount of soy sauce. The top have of the bun is placed alongside, and the concoction is eaten with a fork, not chopsticks. If you are not from Fall River, you might consider it a genuine culinary atrocity. I did, but I spent $5.00 to try it so you don’t have to.

Fall River also has a local obsession: Lizzie Borden and the 1892 murders of her father and stepmother. The house where the murders took place is still standing, and today it operates as a combination inn and tourist attraction. For $30.00 you can take a tour of the house, which will include the basement, where the murder weapon (an axe) was found, for an additional $7.00. For a few hundred, you can stay there, if you have always wanted to spend the night in the place where two of the most infamous murders in American history took place. Lizzie was acquitted (some local buffs believe that her privileged background helped produce that result), and she managed to stay in the area and keep her lifestyle going until she died in 1927. The building next door to the infamous house on Third Street is now home to Lizzie’s, a combination art gallery and coffee shop, where the coffee is good and Lizzie is still the main topic of conversation.

Because I was booked to go home on Amtrak train 179 (7:47 PM form South Station), I had to catch the 4:41 train from Fall River. It ran through to Boston and connected with a shuttle from New Bedford. Part of the line through Fall River is elevated, so it’s possible to get a last look at the town on the way to Boston, including a brief glimpse of the ships in Battleship Cove on the waterfront. There is one station between Fall River and the East Taunton transfer station: Freetown, about a ten-minute ride inbound. Freetown is the home of a large nature park, but it is not visible from the train.

For this writer, the ride back was a good way to learn more about the railroad form Assistant Conductor Aden Walker, a second-generation railroader whose father is an engineer on the system. He pointed out the interlockings, stretches of single track, and other features of the route as we rode. There are four callouts needed to dispatchers on different parts of the route, ending with Terminal Dorchester, which covers all Amtrak and local trains that serve South Station, as well as other services. Our train was running against the heart of the commuter peak, and we had six meets along the way. Most of the route is rated for 79 mph, but with a 30-mph restriction at Bridgewater. We arrived at South Station at 6:23. Part of the fun during the ride was learning about the route from a young railroader who was following a family tradition and looking forward to a long career on the rails.

The fare between Boston and either New Bedford or Fall River is $12.25 each way, $6.00 for seniors and people with disabilities. There is a lot to see in both cities, and it’s not necessary to take the train to East Taunton and transfer to a train going to the other destination. The Southeastern Regional Transit Authority (SRTA) runs local buses in both cities, with a route between them that runs local service and express buses that run on the highway and take 25 minutes between the two downtown terminals. Buses run until about 9:00 on weekdays, but only from mid-morning until late afternoon on weekends.

There is a lot to see in both towns, especially when the museums are open. It was more pleasant than taking a bus would have been, and riding on a route that has been restored after a decades-long absence is something to celebrate. The towns are closer to Providence than Boston, but trains from Providence don’t go to New Bedford or Fall River, only to Boston and the suburbs on the way there.

The post A Ride on MBTA’s South Coast Rail appeared first on Railway Age.

Craig Richardson, who retired in March 2025 as Executive Vice President and Chief Legal Officer at Union Pacific, has rejoined global law firm Greenberg Traurig, LLP in its Denver office as an Of Counsel attorney. The return marks his third stint with the firm; he is assigned to Greenberg Traurig’s Energy & Natural Resources and Rail & Transit practices.

A retired Commander in the U.S. Navy Reserves, Richardson oversaw all aspects of UP’s legal affairs, including federal and multi-state litigation; economic, environmental and safety regulation at all levels of government; labor relations; international trade; and passenger rail. In his capacity as Corporate Secretary, Richardson provided support for the Board of Directors. Prior to UP, Richardson spent nearly a decade as the general counsel of El Paso Corporation’s Pipeline Group, the largest network of interstate natural gas pipelines in North America at the time.

Before joining the military, Richardson pursued a career in national security after obtaining his graduate degree from Princeton University. He began government service as a Presidential Management Fellow, serving at the White House, the State Department, the Pentagon, and the U.S. Embassy in Tokyo. In more than 20 years as a Navy intelligence officer, he provided intelligence analysis and support in operations throughout the globe. On six occasions, he received active-duty orders to the White House National Security Council in connection with presidential initiatives related to Haiti, Bosnia, Afghanistan, and Iraq. After the terrorist attacks of Sept. 11, 2001, Richardson was recalled to active duty in Operations Enduring Freedom and Noble Eagle, where he provided space-based intelligence analysis in direct support of combat operations in Southwest Asia. Along the way, he received his J.D. at Stanford Law School. 

The post UP’s Richardson Rejoins Greenberg Traurig appeared first on Railway Age.

New Jersey Transit has launched two new programs, one designed to improve accessibility for customers with disabilities, the other to supplement revenue through real estate development.

NJT is piloting two new apps that it says “will help empower customers with disabilities.” Through a collaboration with the Transit Tech Lab, customers now have access to GoodMaps, which “provides innovative indoor navigation assistance” at Hoboken Terminal; and Convo, which provides on-demand American Sign Language (ASL) interpreting at Newark Penn Station Customer Service and Ticket Offices. A QR scan connects customers to a live ASL interpreter “for seamless communication.”

“GoodMaps is a cutting-edge station navigation platform now available at Hoboken Terminal,” NJT explained. “GoodMaps empowers all visitors—including the visually impaired or individuals with disabilities—with precise, real-time navigation throughout the terminal, making travel easier and more accessible. The Goodmaps app operates similarly to outdoor GPS systems like Google Maps. However, it specializes in indoor navigation, providing turn-by-turn directions via audio or on-screen text. With the GoodMaps app, customers can access real-time directions for trains and buses right from their mobile device. They can also benefit from features designed for users with low vision and mobility challenges, enhancing independence and comfort.

Convo “offers technology for those who use ASL to communicate,” NJT said. “Customers can scan a QR code and connect with a live interpreter who can convey the message between the customer and an NJT employee. This allows a full experience to all NJ customers and opens the door to building better relationships by making communication more seamless.”

“GoodMaps and Convo are innovative applications that deliver practical solutions tp help make our busiest facilities more accessible to all customers,” said NJT President and CEO Kris Kolluri,” who will speak about “Modernizing Public Transport” at Railway Age’s Next-Gen Rail Systems conference in Jersey City, N.J. Oct. 29-31. “Whether it’s navigating a terminal or communicating with staff, these technologies give people more control over their journey and reflect our ongoing commitment to creating a more welcoming transit system.”

“Our collaboration with the Transit Tech Lab shows how innovation and partnership can advance accessibility in public transit” said NJT Head of IT Innovation Luna Katbah. “By combining technology and inclusive design, this pilot empowers visually impaired and hard of hearing customers to travel with greater confidence and independence.”

The Transit Tech Lab is a program established by agencies in the New York City region “to bring private sector innovation to public transit by connecting tech companies with transit agencies to pilot new technologies and solve critical transit challenges. The Transit Tech Lab provides an accelerated pathway for early to growth-stage companies to solve public transportation challenges for the largest transit agencies in North America.”

NJT says the agency “could realize as much as $1.9 billion in non-farebox revenue over the next 30 years through a combination of opportunities designed to unlock value from its 8,000-acre real estate portfolio,” according to “The LAND Plan: Leveraging Assets for Non-farebox Dollars” study (download below). Additionally, the plan “could add up to $14 billion in economic impact to New Jersey, up to an additional $1.6 billion in municipal revenues, and create up to 50,000 jobs and up to 20,000 new housing units. From Transit-Oriented Development (TOD) to retail concessions to industrial hubs and advertising, the plan offers a unique opportunity to generate essential funding by leveraging its underutilized assets for development, as well as enhancing its customer experience with retail offerings and advertising. The plan presents a series of potential opportunities and suggested actions for consideration to maximize the associated potential revenue.”

Among the study’s key findings for potential non-farebox revenue over the next 30 years are estimates derived from internal NJT analysis.:

• Transit-Oriented Development—Walkable, mixed-use communities centered around transit hubs boost ridership and generate revenue through land leases or sales. Additional revenue potential: $780 million-$1.1 billion.
• Industrial Hubs—Certain properties are ideal for warehousing and industrial uses, requiring large, flat parcels with good road access and utilities. Additional revenue potential: $150 million-$300 million
• Temporary Uses—Short-term activities such as events, filming and pop-ups use land, structures and vehicles. Additional revenue potential: $15 million-$30 million
• Retail Concessions—Rental income is generated from retail tenants occupying concession spaces in NJ TRANSIT facilities, providing desirable customer amenities. Additional revenue potential: $80 million-$100 million.
• Advertising—Revenue streams include advertising on digital displays, within station facilities, on vehicles and through naming rights arrangements. Additional revenue potential: $40 million-$130 million
• Parking Optimization—Parking fees collected at station lots, sometimes shared with municipalities or private operators, provide additional revenue. Additional revenue potential: $170 million-$230 million.
• Wetland Banking—Restoring or preserving wetlands on suitable vacant land earns ecological credits, with the highest value in contiguous conservation areas and watershed management areas otherwise impacted by service development. Restored/Preserved land: 150-170 acres
• Solar Power—NJT can provide opportunities for development of solar power generation projects across multiple redevelopment sites, including surface parking canopies and rooftop installations. Power generation potential: 5 megawatts.

“The revenue generated from these developments—whether residential, commercial, or industrial—will empower NJT to continue delivering lasting, reliable, and high-quality service, and further enrich the communities it serves across New Jersey,” the agency noted.

“This first-of-its-kind plan delivers a roadmap for the next Administration that maximizes non-farebox revenue opportunities for NJT, the State of New Jersey and the municipalities we serve,” said Kolluri, cautioning that the proposed actions “are presented merely as options for consideration—not mandates—to support the plan’s full revenue potential. I have a deep respect for home rule in New Jersey and the legislative process, and look forward to working collaboratively with the legislature, municipalities, and elected officials across the state.”

The post NJT Launches Accessibility, Real Estate Initiatives appeared first on Railway Age.

Transit industry veteran Ronald Swerdon has returned to Urban Engineers, Inc. as a senior project manager for transit. He will lead major infrastructure initiatives across the firm’s public transit portfolio, overseeing quality and cost management programs and supporting strategic growth initiatives.

“Ron’s work will build on Urban’s longstanding success in providing Program Management Oversight services for the Federal Transit Administration, reinforcing the firm’s reputation as a trusted partner in delivering federally funded, complex transit programs nationwide,” said President and CEO Jim Biella, P.E. “Ron brings unquestioned expertise in transit project management and quality assurance, with a track record of delivering projects across North America. His leadership in cost management, quality programs and program delivery strengthens our firm’s ability to provide safe, reliable and efficient transportation solutions to our clients.”

Swerdon has more than 20 years of experience in the transportation industry, including serving as project manager for the Maryland Transit Administration’s Light Rail Vehicle Overhaul Project, and as Project Management Consultant deputy program manager for the Baltimore Red Line transit megaproject. He previously led Gannett Fleming’s International Transit Quality Group, managing a team of 10 responsible for quality and project management support on numerous projects throughout the U.S. and Canada. His background also includes serving as a Project Management Oversight Contractor for the FTA, where he authored revisions to the FTA’s Quality Management System Guidelines.

Swerdon spent nearly 12 years at Urban from 2005 to 2017, serving in various roles, including quality control specialist and quality manager. During that time, “he was recognized for his expertise and insight into critical aspects of transportation project delivery,” the company said. .

“I’m excited to return to Urban and help advance meaningful transportation initiatives that directly benefit communities,” Swerdon said. “I look forward to working with Urban’s talented teams to deliver projects that improve mobility, enhance safety, and elevate quality of life across the regions we serve.”

Swerdon holds a Bachelor of Science in Industrial Engineering from The Pennsylvania State University and maintains professional certifications as a Project Management Professional (PMP) and an ASQ Certified Quality Process Analyst (CQPA). He is an active member of the Project Management Institute and previously served as treasurer of ASQ’s Design and Construction Division.

The post Swerdon Rejoins Urban Engineers appeared first on Railway Age.

STV, Inc. is providing engineering and procurement support for 13 BE (battery-electric) dual-power locomotives MTA Metro-North Railroad is acquiring from Siemens Mobility. STV is performing design reviews, test coverage and vehicle inspection services for this program. 

The 13 BE locomotives are an add-on to Metro-North’s existing contract with STV to procure 33 dual-mode (third-rail/diesel-electric) SC42-DM locomotives from Siemens and are modeled after those units. The dual-power BE version will be able to draw traction power from overhead catenary and batteries. They will be employed in a planned new service in which some Metro-North New Haven Line trains on the Northeast Corridor will operate directly to Penn Station New York, as Amtrak trains now do, instead of into Grand Central Terminal.

Metro-North said these locomotives “will be among the first battery-electric passenger rail vehicles in the U.S. The initiative is part of a larger push in the transportation industry to provide more economical and environmentally friendly options to commuters, while advancing long-term operational goals.”

“Our intimate experience with MTA and Metro-North’s vehicle fleet, specifically the SC42-DM locomotives, has helped deliver this cutting-edge innovative solution for the agency,” said STV Vice President of Vehicle Engineering John Batey, P.E.  “In addition to providing more convenient access to New York City from Connecticut and Westchester County, these new locomotives will provide riders with a cleaner, greener option.”  

In other STV news, the company acquired Cypress Construction Management, LLC, a program, project and construction management firm headquartered in the Sacramento region. Cypress will now be known as Cypress Construction Management, an STV Company. “Cypress offers comprehensive program and construction management services to public clients throughout California,” STV said. “The firm is recognized for its expertise in design-build delivery and for leading transformative projects in education, healthcare, justice and public facilities.

“Acquisition of Cypress Construction Management not only expands our capabilities in Northern California, it also advances the goals set in our Strategic Plan,” said STV CEO Greg Kelly. “We’re excited to welcome Cypress to STV during this time of tremendous growth and momentum.”

The post STV Managing Metro-North BE Locomotive Procurement appeared first on Railway Age.

POTUS 47 on Oct. 15 said that $16 billion in federal funding for the project to build the New York/New Jersey Hudson Tunnel under the Hudson River, a key component of the Gateway Program, has been “terminated.” His pronouncement, reported by The New York Times, came two weeks after its federal funding was suspended at the start of the government shutdown. Washington, D.C.-based Politico has debunked that pronouncement.

The Times reported that POTUS 47 “abruptly” announced this during a White House press conference that addressed a variety of issues. The Times went on to report that POTUS 47 took aim at Sen. Chuck Shumer (D-N.Y.) with the statement, “It’s billions and billions of dollars that Schumer has worked 20 years to get. Tell him it’s terminated.”

The Times also reported Schumer’s response to the news from POTUS 47. “Gateway is the most important infrastructure project in America—period. [POTUS 47] trying to kill it again is pure spite and stupidity. It’s petty revenge politics that would screw hundreds of thousands New York and New Jersey commuters, choke off our economy and kill good-paying jobs … [It’s] vindictive, reckless and foolish.”

“It was not immediately clear what [POTUS 47] meant and whether Gateway—as well as another major infrastructure project, [Phase 2] of the Second Avenue Subway—had been stripped of federal funding,” The Times noted. “Both projects depend heavily on federal grants and were both explicitly mentioned in the announcement of the funding pause two weeks ago … Gov. Kathy Hochul of New York said the Administration’s decision hurts roughly 15,000 construction jobs supported by both projects and threatens the broader region and beyond. ‘If this system of transportation collapses, the Northeastern economy and the economy of the country collapses, so why be so shortsighted?’ Governor Hochul said in an interview on MSNBC … The White House referred questions to the Office of Management and Budget, which did not immediately respond to a request for comment.”

“Massive NY tunnel and subway projects still alive, despite [POTUS 47] claims,” Politico reported Oct. 16. “USDOT has no plans to end the multibillion-dollar Gateway tunnel and Second Avenue Subway projects, an Administration official told Politico a day after the President said they had been ‘terminated.’ [POTUS 47’s] remarks also appeared to contradict Transportation Secretary Sean Duffy’s comments last week that the projects are ‘important’ and should ‘move forward fast.’ The White House and DOT did not respond to a request for comment. Stephen Sigmund, a spokesperson for the Gateway Development Commission, and Lucas Bejarano, an MTA spokesperson, declined to comment. As of Thursday (Oct. 16) morning, the Gateway project team has not gotten new communication from the Administration, and construction work on the tunnel continues.”

POTUS 47 has also targeted Chicago’s mass transit systems, CTA and Metra, for funding termination.

Railway Age Editor-in-Chief William C. Vantuono contributed to this story.

The post POTUS 47: Hudson Tunnel Project ‘Terminated.’ DOT Says Not True appeared first on Railway Age.

National Mediation Board member Deirdre E. Hamilton, a Democrat, was fired Oct. 14 by POTUS 47, making her one of many legally questionable independent regulatory agency terminations by the POTUS. Hamilton’s departure leaves the three-member NMB with one Republican (Chairperson Loren E. Sweatt) and one Democrat (Linda Puchala).

Hamilton told Railway Age by phone Oct. 16 that she is exploring her legal options, as the firing—much as with that of Surface Transportation Board (STB) member and Democrat Robert E. Primus and Democratic members of the Federal Trade Commission (FTC) and National Labor Relations Board (NLRB)—are contrary to statute.

Although Hamilton’s term expired in June, the NMB’s statute provides that members may continue to serve beyond term expiration until a successor is Senate-confirmed. (Note that the STB statute provides STB members may serve a maximum of 12 months following term expiration. Primus was in the midst of second term.)

Primus, as well as the FTC and NLRB Democrats terminated by POTUS 47, have filed separate lawsuits challenging their terminations. The FTC and NLRB Democrats were granted injunctive relief by a federal district court, nullifying their terminations, but the Supreme Court delayed the effectiveness of the lower court ruling pending further litigation—the law not settled as to court authority to order reinstatement.

The NMB is an independent (from Executive Branch) federal regulatory agency that administers the 1926 Railway Labor Act (RLA), which governs labor relations in the airline and railroad industries. It was created in 1934 by amendment to the RLA and its members are nominated by the POTUS and confirmed by the Senate for three-year terms, with no limitation on the number that may be served. (STB, by contrast, limits members to two five-year terms.)

The NMB’s primary function is to minimize work stoppages through dispute resolution procedures such as mediation and arbitration. It also resolves union-representation disputes and maintains a list of qualified arbitrators from which a POTUS chooses for appointment to Presidential Emergency Boards that investigate and make non-binding recommendations for dispute resolution following a collective bargaining impasse.

Unlike the STB, where the POTUS designates the chairperson, the NMB chairperson rotates annually. When reached by phone Oct. 16, NMB Chairperson Loren Sweatt told Railway Age, “I have no comment [on Hamilton]. Have a good day.”

Hamilton was nominated by President Joe Biden and confirmed by the Senate in December 2021. She previously was a staff attorney with the Teamsters Union, working exclusively in its Airline Division, and earlier was a staff attorney with the Association of Flight Attendants. Hamilton earned an undergraduate degree from Oberlin College and a law degree from the University of Michigan.

Sweatt, with a long congressional staff career including at the Senate Health, Education, Labor and Pensions Committee, was Senate-confirmed in 2024 following nomination by Biden.

Puchalla, previously an NMB mediator and president of the Association of Flight Attendants, was first nominated by President Barack Obama and Senate-confirmed in 2009. She is among the longest serving of NMB members. The longest serving was Republican Francis A. O’Neill Jr.—1947-1971—who was nominated by President Harry S. Truman and renominated by Presidents Dwight D. Eisenhower, John F. Kennedy and Lyndon B. Johnson.

The post Another POTUS 47 Firing—NMB This Time appeared first on Railway Age.

Given that the new North Star of growth I gave our rail industry is being used to justify an alteration to the course of its future, I must break my annual publication cadence to deal with this fork-in-the-road moment. Credit to Railway Age Editor-in-Chief William C. Vantuono for maintaining this publication’s place as the rail ideology octagon to have this necessary debate for the future of this industry among railroaders.

The stakes are higher now, and the pressure and failure consequences are real. So, it is time to change the status of rail egos, reputations, years of service, budgets, relationships and career legacies to interchanged-delivered. We must focus on fact, truth, honesty and intellectual depth: May the most meritorious rail track path win its future.

To deal properly with this situation and its complexity, we will use history, logic, reason, fact and real rail honesty. To start the growth our rail industry needs to prosper, we need to start a new fire in its firebox. As usual, please clean your intellectual rail palates before we proceed, ideally with a glass of water to bring with you, for this is a process, and the boiler will be very hot. When we turn on the steam to power the locomotive forward, we will have this new engine prepped for service with the answer to the question: how to get the American rail industry, and the North American rail system, to grow.

To begin, we must unfortunately deal with my least favorite rail acronym, “PSR,” for despite what I thought was my successful deletion of its use and ideas from our industry’s strategic lexicon, its spirit, like a ghost, continues to haunt and distort its future. We must correct its record for this industry to begin growing and dump the ash of this old fire into the ash pan to make space for the new tender and coal that will fuel our new fire.

How did PSR happen? Specifically, why is there a belief that it was a successful financial management strategy for Class I railroads to be admired? Even more specifically, what enabled railroads to generate and realize real higher cash flows and profits, and find themselves ranked as one of the most profitable U.S. industries in 2019? The rail industry’s future, spirit, structure, hiring decisions and reputation have all been altered by these financial results. Despite the sheer quantity of customer shutdowns, emergency situations, bad news stories and regulatory attention, it still did succeed in boosting rail profits to their highest levels in rail industry history at the time. How? And why?

The answer: The Common Carrier Obligation, and the liability protections its current definition provides railroads. Specifically, the vague word that currently helps define the standard for U.S. rail service quality: “reasonable.” The litigious nature of this U.S. rail policy issue is complex. But Canada has already dealt with this issue in the directionally correct way.

Canada’s Transportation Modernization Act of 2018 instructed its railroads to provide “the highest level of service” to fulfill their obligations, while taking into account railroad and shipper concerns.

Let’s focus on this idea of “highest level of service.” This is what railroads control. This is the realization and execution of our new North Star of growth: If railroads deliver the highest level of service they possibly can to their existing customers, those customers will entrust and pay railroads to move more of their freight. It is that simple of an idea, plan and strategy: maximize the happiness of our customers by earning their business with experiential satisfaction and merit. Time to load the tender for use in starting our new fire.

What is the current reputation of the rail industry as it exists in our society today? What did PSR truly do to this industry? What do non-railroaders, the general public, the venture community, the tech industry and even industry veterans themselves honestly think of our rail industry as it exists today? And most important, what does the youth of this industry think? The younger generation of railroaders are not counting down the days until retirement, but instead have been selected, groomed and positioned to be responsible for, execute and lead railroads into the next century. They are the railroaders whose responsibility it will be to execute the proposed Union Pacific-Norfolk Southern merger and actually do the work required to integrate two of the U.S.’s largest rail networks into one. The railroaders whose jobs it will be to help get that beast to function properly without an operational implosion. The railroaders whose professional futures, lives and families will be impacted because of this merger’s alteration of our rail industry forever, especially if it fails.

The youth of this industry does not care about professional legacies. We do not care about corporate-speak. We do not care about a short-term activist investor’s pressure campaign. And we do not care about this industry’s ways of old. Our concern is its future, not its past, specifically, its results, its growth, its well-being, its prosperity and its return to operational, economic and reputational dominance. Elite railroading is what we want. Prideful railroading. A restoration of respect and admiration for what we do daily for our industry, our nation, our economy and our society. On the tracks, in the office, on the road, in the hotels, in the locomotive cabs, in the mechanical shops, in the boardrooms and on the rails, every day, every night, every week and every year, in all weather conditions. We want a hot fire burning for the boiler, at the heart of this industry, within its locomotive, powering it forward, with fresh coal. With the ash of our old fire now dumped, and our tender loaded, it is time to ignite it.

The Canadians are directionally correct: Policy that eliminates bad service as being an operational option is needed. This industry’s worst temptations and behavior, exemplified by the Class I-caused chaos during the PSR era, are enabled when these huge, bureaucratic and rigid entities, like runaway trains, cannot stop themselves from smashing what the railroader I most respect in my generation calls “the railroad easy button”: relying on rules, regulations, market power, a lack of accountability and complacency to grow instead of doing the hard and necessary work of fixing the core problems to earn as much of their customers’ business as possible by providing them with the highest quality operational service experience.

To be clear, it is not easy to run these railroads. Railroading is not easy. These are fundamentally complex operations and organizations spanning large geographic territories, with large machinery, tens of thousands of employees, operating in all weather conditions, with lots impacting their operational execution they do not control. This is not easy. Especially when the still-massive majority of rail vehicles moving along the tracks today lack the real-time GPS monitoring required for railroads to operate at an elite level. Time for the new coal.

The claim of this merger is that by eliminating the apparently poor inter-carrier coordination challenge of executing a smooth and fast interchange at gateways that have historically struggled with congestion (despite  CREATE, the Chicago Region Environmental and Transportation Efficiency project under way to fix Chicago), this newly formed railroad will be able to provide a higher quality service product to a select customer base that allegedly needs that lane’s transit time reduced by one to two days i to justify allocating more of their existing freight, currently moving today by truck, onto this rail route. Doing this will apparently result in “$1.75 billion in revenue ‘synergies’ in year three primarily from the ‘watershed’ truck conversion, better service, more options for customers, and rail industry growth.” The belief in this plan is so deep that UP will spend $85 billion to bring it into reality. The confidence is also so high in this merger’s legality, regulatory approval and industry future track path merit that UP committed to a $2.5 billion dollar break-up fee if it fails. This merger also will apparently generate record-setting advisory deal fees for the banks that were retained to advise and assist in seeing this merger through. More coal.

In June 2025, RailPulse, a rail industry-owned tech startup of which Union Pacific is a part owner, testified before the U.S. House of Representatives T&I Subcommittee on Railroads, Pipelines, and Hazardous Materials stating that getting to full railcar fleet adoption required “additional investment” and therefore “urged Congress to provide financial incentives to help railcar owners equip railcars faster.” Put differently, RailPulse urged Congress to provide additional taxpayer dollars, via resources like CRISI grants, to help justify the cost of equipping all railcars on the rail network with GPS. Commercial-grade GPS devices can cost anywhere from $50 per sensor to a few hundred dollars. While not inherently wrong, this request seems contradictory and hypocritical, given the execution, justification claims, apparent urgency of and the price of this merger.

Why would we not finish equipping the railcar fleet with GPS to see if that helps fix interchange coordination (hint: it will) faster before spending $85 billion on a peer railroad? The only mode of commercial transportation that does not fully use, embrace or view real-time location information for all vehicles as an operating requirement, in 2025, is the rail industry. This is a fixed cost of doing business in our modern transportation economy now. It is not an “investment” decision.

This means that the Canadians again are correct, specifically Keith Creel. He, Joe Hinrichs and Katie Farmer are (and now unfortunately were given Joe’s disgraceful replacing) all right: There are other ways and options to improve interchange coordination and performance before needing to merge. While this merger may be an option, it is not the best, easiest, smartest or fastest immediate option available. More coal.

Why? Zoom out. Ignore the names, the people and the color schemes. Let’s look at the rail system in its entirety. Regardless of trackage rights, ownership and operating rules, there are bedrock facts that are true. First, the track network is one physically connected network. Second, like a stone thrown into a pond, there is a ripple effect on the global network when a disruption occurs anywhere on it. This concept is called schedule delay propagation: Like a wreck on a highway forcing cars to slow, when a disruption occurs on a rail network, regardless of the cause, the schedule delay causes “traffic,” i.e. other trains on the system, getting delayed.

For a railroad, unlike a city street network with alternate route options available to route around the delay by turning left or right on a side street, rail delay schedule propagation is more rapid and consequential. Like a glass cup is more prone to breaking and shattering when dropped than a plastic one, rail network delay propagation has a more disruptive impact on the traffic flows of a rail network than a car wreck does on the flows within a city. While a traffic jam may be caused by a wreck on a street, with advance knowledge a delivery driver can take a different route to avoid it. Doing so mitigates the impact of the blocked street and maintains on-time performance quality for the driver, and for the delivery service. A rail network does not have that physical luxury.

The best way to grow a delivery service is to maximize and optimize for the only delivery service customer satisfaction quality metric that matters: on-time performance. Our rail system as it exists today does not and currently cannot do this. But it could and should. Why? Our final scoop of coal into the firebox. It is time to begin releasing the power and potential of U.S. rail.

Railroads have a reputation of being abrasive, unreliable, complacent, shortsighted, myopic, monopolistic and decaying companies dominated by old ideas, old ways and legacy technology they never want to change and therefore cannot grow. While harsh, I believe this industry has much greater potential. The rail system today is fragmented into isolated regional operating fiefdoms, like ancient castles, with closely guarded moats and gates. They seem to believe their castle moat, which is isolation and control, via a preference of ownership and self-sufficiency of almost all mission-critical systems, innovations, business processes and spending priorities, will not have to meaningfully change, despite the decade of decline, to ignite trajectory-changing growth. That belief is wrong. Many customers have already given up on rail. Some of the best minds in the industry have left or are leaving. Rail integrity has been seemingly lost, and its reputation has been damaged. No one really wants to work for railroads anymore. The PSR-caused non-financial costs and decay in morale, reputations, relationships, turnover, layoffs, experiential knowledge loss, perceptions, trust, and the spirit of this industry that made it so great when I joined it, have been priceless, is real. When leaders fail to or are not allowed to lead properly, the long-term consequences are severe. This is the rail industry right now. And this merger is the surrender, not securing, of our industry’s growth future. Our fire is ready. Time to start the air compressor and unleash the steam.

Drop the fight over the common carrier obligation. Support an updated and quantified common carrier obligation, with a reasonable but ambitious on-time performance target as the quantification metric used to define the standard for rail service quality in not only the U.S. but also Canada and Mexico. Unlike this $85 billion merger, the upfront cost of doing this, to all railroads, is basically $0. Yes, it will require investment to adapt, evolve and adjust to the new standard, but this investment is no longer an option if rail ever wants to meaningfully grow. The decision to support doing this can be made immediately and communicated accordingly within a week from reading this. Yes, the industry will also need to evolve technologically. But the down payment for this digital evolution has been made, and this evolution has been under way for years thanks to the rail tech ecosystem. And it will pay off.

That one signal to the entire market, and that one decisive action, by the employees who are largely and currently responsible for this industry’s future prosperity, will ignite the growth era, and secure our rail industry’s future forever.

Railroads, and specifically rail operational leadership, don’t want or like this kind of accountability. The railroads have fought this update litigiously with intensity for a long time. But growth must be earned. And accountability is not only needed but also required for growth. Without real action with conviction toward change and progress, rail customers will never be the advocates the railroads need in the marketplace to grow. This mindset must change. Why? Do you hear the steam?

Meritorious, transparent and accountable railroading is required to, and will, unleash rail growth. Elite railroading is required to grow. To a rail customer, or to anyone purchasing the services of any delivery service, the true thing you want is for it, whatever it may be, to arrive on time. Need to catch your flight? You plan how early you need to be there and plan your delivery service trip request from a service like Uber accordingly, to be there on time. The speed of the transport is not what matters above all else, nor will a reduction in a few days at a few interchanges spark massive growth for one railroad, much less the rail system, or its ecosystem, in its entirety. The rail industry’s most potent and exploitable marketplace advantage is not speed, it is reliability. It is on-time performance. But that is not possible without system-wide real-time location information, which exists today in every other modal transport option on Earth thanks to cellphones. Had UP leadership understood this, RailPulse would not be asking Congress for taxpayer dollars for GPS. It would be paying for it themselves.

The new rail tech industry formed because of and in the era of PSR. The constriction of spending left rail technological progress underserved and undeveloped. Barely any innovative and new technology was being built to help railroads grow with. No risk for progress was happening. Young railroaders like me saw this and filled the gap. Short lines enabled us to do so. We build and explain what railroads need to use to grow, not what they want to use to operate as they always have. We aren’t disrupting for disruption’s sake. We aren’t some of the most vocal railroaders in this industry for no reason. Our futures are already extremely attached to this industry’s prosperity. Until Class I railroads feel the same healthy pressure we do to improve, build and progress, they never will, and this industry’s growth future will be lost.

The PSR era, and the financial results of the PSR era, would never have happened if railroads were liable, at some reasonable level, for the many severe and expensive operational failures they caused. Until real accountability exists in the U.S. rail system, forcing railroads to identify and fix their hardest problems, the businesses will continue to exploit and at worst abuse their worst monopolistic market power temptations, like runaway trains.

To insert absolutely necessary rhetorical precision into this historical moment: UP will have more options; no one else will. UP will grow, the industry will not. This is not inherently wrong, for JimVena is doing his job. But words matter, just like the one in the Common Carrier obligation that holds this industry back: “reasonable.”

In July 2025, the 7th Circuit Court vacated the STB’s rulemaking attempt to enforce objective reliability standards via reciprocal switching. Quantifying the Common Carrier obligation with on-time performance, and holding U.S. railroads to a high-quality service standard, is the correct and only answer to the question: how to get the American rail industry, the North American rail system, and the entire rail ecosystem full of stakeholders who want it to prosper, to grow. Not a merger. Time to get rolling and blow the train horn.

Alex Luna is the Founder and CEO of AlphaRail, a 2020 Creative Destruction Lab Quantum Computing Stream graduate and the only rail-focused founding member of the United States Quantum Economic Development Consortium (QED-C). Alex started his rail career as an intern on Norfolk Southern’s Ag Marketing team. After modeling and renewing $1.6 billion in rail customer contracts as the Market Manager for Norfolk Southern’s sweeteners commodity franchise, the railroad’s’ most profitable agriculture franchise, Alex left to start AlphaRail to bring high performance algorithmic and computing technology into the rail industry to improve the quality of rail service that rail customers experience. Alex holds a BS in Supply Chain Management and Business Analytics from The University of Tennessee, Knoxville, an MBA from Vanderbilt University, and Venture Capital Executive Education from The University of California Berkeley. He also serves on the Use Case Technology Advisory Committee for the US QED-C.

The post Igniting Rail Growth in the Firebox appeared first on Railway Age.

Schaumburg, Ill.: Railway Age’s annual Women in Rail Conference has concluded its second day. At the Awards Luncheon Sponsored by CN, we recognized the outstanding honorees of Railway Age’s 2024 Women in Rail and RT&S’s 2025 Women in Railroad Engineering award programs. 

The post Women in Rail Honorees Recognized at 2025 Conference appeared first on Railway Age.

Total U.S. weekly rail traffic was 498,462 carloads and intermodal units, down 1.3% compared with the same week last year, the Association of American Railroads (AAR) reported for Week 41, ending Oct. 11, 2025. However, U.S. railroads realized a 2.8% overall gain through 2025’s first 41 weeks.

Total carloads were 224,562, up 1.2% compared with the same week in 2024, while U.S. weekly intermodal volume was 273,900 containers and trailers, down 3.3% compared to 2024.

Five of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included nonmetallic minerals, up 1,985 carloads, to 32,448; coal, up 605 carloads, to 58,858; and chemicals, up 548 carloads, to 31,048. Commodity groups that posted decreases compared with the same week in 2024 included metallic ores and metals, down 816 carloads, to 18,456; miscellaneous carloads, down 324 carloads, to 8,923; and grain, down 85 carloads, to 23,434.

For the first 41 weeks of 2025, U.S. railroads reported cumulative volume of 9,101,809 carloads, up 2.1% from the same point last year; and 11,126,167 intermodal units, up 3.4% from last year. Total combined U.S. traffic for the first 41 weeks of 2025 was 20,227,976 carloads and intermodal units, an increase of 2.8% compared to last year.

North American rail volume for the week ending Oct. 11, 2025, on 9 reporting U.S., Canadian and Mexican railroads totaled 333,005 carloads, up 1.5% compared with the same week last year, and 359,462 intermodal units, down 0.8% compared with last year. Total combined weekly rail traffic in North America was 692,467 carloads and intermodal units, up 0.3%. North American rail volume for the first 41 weeks of 2025 was 27,844,550 carloads and intermodal units, up 2.3% compared with 2024.

Canadian railroads reported 94,937 carloads for the week, down 3.2%, and 70,657 intermodal units, up 0.8% compared with the same week in 2024. For the first 41 weeks of 2025, Canadian railroads reported cumulative rail traffic volume of 6,639,159 carloads, containers and trailers, up 1.9%.

Mexican railroads reported 13,506 carloads for the week, up 70.7% compared with the same week last year, and 14,905 intermodal units, up 60.5%. Cumulative volume on Mexican railroads for the first 41 weeks of 2025 was 977,415 carloads and intermodal containers and trailers, down 5.0% from the same point last year.

The post AAR Week 41: Intermodal Losses Cancel Carload Gains appeared first on Railway Age.

Anacostia Rail Holdings subsidiary Pacific Harbor Line (PHL) has entered into a development agreement with Remora, a Michigan-based climate technology startup that is pioneering mobile carbon capture for freight rail and trucking. The partnership “aligns with PHL’s long-standing commitment to innovation, environmental stewardship and practical pathways toward decarbonization of freight rail operations.”

PHL, which provides rail transportation, maintenance and dispatching services to the Ports of Long Beach and Los Angeles, is an investor in Remora. Anacostia President and CEO Peter A. Gilbertson, serves as an advisor.

“We’re building this technology not only to meet environmental goals, but to make it financially compelling for railroads,” said Remora Co-founder and CEO Paul Gross. “Pacific Harbor Line’s support and Anacostia’s leadership will be instrumental as we bring carbon capture to freight rail.”

“We are proud of our progress toward zero emission operations, which started when we acquired Tier 2 (lower emission) locomotives some 16 years ago,” said PHL President Otis L. Cliatt II. “That initial success was followed by an evolution to Tier 3+ locomotives and then a conversion to renewable diesel fuel which cut CO₂ emissions by some 70%. PHL also operated a zero emission (ZE) EMD® Joule battery-electric locomotive from Progress Rail in test service, and we currently operate a Tier 4 locomotive. We plan to upgrade our entire fleet of Tier 3+ locomotives to Tier 4 using proven after-treatment technologies. This partnership with Remora gives PHL an opportunity to help shape a technology that could significantly reduce freight rail emissions while creating new economic value for operators. We’re proud to support innovations that have the potential to benefit the entire rail industry.”

“For PHL and Anacostia, carbon capture adds yet another option in our efforts to slash emissions,” said Gilbertson. “In addition to reducing CO₂ emissions, Remora’s technology elevates connected locomotives to EPA Tier 4 standards and also enables the reuse of carbon in other commercial applications. The U.S. is facing a CO₂ shortage, even as trains and trucks emit roughly 375 million tons of it every year. Remora’s solution captures that CO₂, converts it to liquid, and sells it to industries such as farming, food production, and manufacturing, sharing the revenue with its transportation partners.”

Founded five years ago, Remora designs and manufactures carbon capture technology for rail and trucking. Its technology transforms exhaust into beverage-grade carbon dioxide sold to breweries and greenhouses, generating revenue while reducing emissions. Founded in 2020, Remora has raised $117 million in venture capital and has partnered with major carriers including DHL, Ryder, Union Pacific and Norfolk Southern. The company said its early truck-based pilots “informed a redesigned system that eliminates backpressure, increases efficiency and captures up to one ton of CO₂ per hour at locomotive scale.”

For railroads, Remora places a tender car behind a locomotive “to scrub emissions, preventing them from entering the atmosphere,” NS reported in the Story Yard section of its website on April 28. “Locomotive exhaust enters a containment system allowing CO2 to be stored as liquid and is easily offloaded when the locomotive refuels. The carbon is transported to end-users like concrete, fuel, and chemical producers, for purchase. Remora, a carbon capture pioneer, is leading the work with us, and others like Union Pacific, and Pacific Harbor Line. Revenue from carbon sales is shared with the group.” Also partnering with Remora: Genesee & Wyoming Inc.’s Buffalo & Pittsburg Railroad and Indiana & Ohio Railway.

The post PHL, Remora Partner on Sustainability appeared first on Railway Age.

The Commuter Rail Coalition (CRC) has gotten behind HR 5697, the Passenger Rail Liability Adjustment Act of 2025, a bill that would modify current statute to allow passenger railroads 90 days to secure additional excess liability insurance coverage when the federal cap is next scheduled to be inflation-adjusted in 2026.

Rep. Troy Nehls (R-Tex.) a member and former Chairman of the House Transportation & Infrastructure Railroads Subcommittee, introduced the bipartisan bill, whose original cosponsors are House Railroads Subcommittee Ranking Member Dina Titus (D-Nev.) and Seth Moulton (D-Mass.). Nehls “has maintained his support of our efforts to find a solution to the problem posed by the current law, which gives commuter railroads just 30 days to obtain additional insurance coverage when the federal liability cap is inflation-adjusted every five years,” CRC noted. “Securing coverage is a complex process that requires much more than 30 days to complete. If commuter railroads are unable to secure coverage within the 30 days, then they will have to cease all operations. We estimate that the next increase will be in excess of $70 million when the U.S. Department of Transportation announces the newest cap sometime in early 2026. The cap is adjusted by applying the Consumer Price Index.”

The CRC has issued an action alert requesting all railroads engage their federal elected representatives in support of HR 5697. “It is imperative to demonstrate clear and widespread support for this legislation,” the organization noted. “It would be an even stronger endorsement if elected officials would become cosponsors of the legislation. CRC is also lining up support in the Senate. Expressions of support should be directed to the Senate Committee on Commerce, Science and Transportation. We are pushing for the inclusion of a permanent solution to this problem in the upcoming reauthorization of the federal surface transportation programs. Reauthorizing legislation will be necessary when the current Infrastructure Investment and Jobs Act (IIJA) expires Sept. 30, 2026. The CRC has expressed its support for a permanent solution with the House Committee on Transportation and Infrastructure, as well as the Senate Committee on Commerce, Science and Transportation. We are advocating for a modification in the statute that would provide for the cap to be calculated every four years instead of the current five, while allowing a full 365 days for implementation of the new cap. This would allow all railroads to acquire additional coverage in the normal course of business when they complete their annual renewals.”

The commuter rail industry will convene in Washington, D.C. from November 3–5 for roundtable discussions with policymakers and technical tours at the 2025 Commuter Rail Summit.

The post CRC Pushing H.R. 5697 appeared first on Railway Age.