Railway Age magazine

New ways to pay: New Jersey Transit says it working “to transform the customer experience through innovation and technology,” showcasing fare collection modernization efforts during an event at its Secaucus Junction Station:

• New, high-tech fare gates from Conduent Transportation equipped with advanced 3D sensors and imaging technology, to be installed at Secaucus Junction and Newark Liberty Airport stations. The nearly eight-foot-tall gates use advanced sensors and 3-D technology to enhance security and revenue protection.
• In September, NJT expanded its “FARE-PAY” card to customers traveling all NJT buses statewide as well as the Newark Light Rail, Hudson-Bergen Light Rail and River LINE systems. The reusable cards allow customers to purchase and store monthly passes, 10-trip bus tickets or cash value on them to enjoy the convenience of tap-and-go. The new, reusable FARE-PAY fare cards make it easier for customers to travel the system by allowing them to register their card to protect their stored value from loss, manage their accounts online, view fare card activity and current value, auto-reload online, at ticket windows, TVMs and at select retail locations. A credit/debit card is not required.
• New Bus Fare Box/Registers “will be more efficient and improve reliability of onboard fare collection. The new fare boxes will also accept additional bill denominations giving customers more flexibility with payments.”
• New mobile validation devices used by train crews for scanning rail tickets. These devices are currently being piloted and will be deployed systemwide in the coming months and will provide enhanced capabilities such as acceptance of the FARE-PAY card, which is not possible with the first generation of mobile validation devices.
• Ticket Vending Machines (TVMs) have been upgraded throughout the state to accept tap-and-go payments from credit/debit cards as well as sales of the new FARE-PAY cards.  The machines also have modern capabilities to accept mobile payment systems such as Apple Pay and Google Wallet. This latest generation of TVMs also feature additional customer information display boards.
• A Web Ticketing Platform allows customers to purchase rail tickets from their web browser and display or print the QR code without having to download the mobile app. This provides electronic ticketing options to infrequent users of the system who may not have the mobile app installed.

Conduent Transportation

“Our fare modernization program is focused on making every step of the customer journey more seamless, efficient, and secure,” said NJT President and CEO Kris Kolluri, a featured speaker at Railway Age’s Oct. 29-31 Next Gen Rail Systems Conference. “From advanced 3D fare gates to expanded contactless payments, we’re improving the way customers move through the system with greater ease and reliability while protecting revenue.”

The post NJT Accelerates Fare Modernization Program appeared first on Railway Age.

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

“Strategically located within CN’s integrated logistics hub, the facility will be designed to be in better proximity, accelerating the conversion of temperature-sensitive goods between rail and warehouse,” CN said. “Customers will benefit from a more reliable, timely and efficient service to get their perishable cargo to domestic and international markets. Developed with CN’s construction partner Matthews Tribal, the new Congebec facility will seamlessly integrate cold storage, cross-docking, transloading, and first- and last-mile services with CN’s established refrigerated programs. The proximity to rail of this new facility will also help streamline transfers, reduce dwell times, and ensure temperature-sensitive goods move more efficiently.”

“This innovative solution addresses long-standing challenges in the cold supply chain by enabling faster container flows, flexible on-demand capacity, and more reliable delivery schedules,” CN added. “This initiative will connect producers, retailers and logistics providers in Alberta and across the cold chain, reinforcing Canada’s food distribution network and global competitiveness. With this project, CN and Congebec are redefining cold chain logistics in Western Canada—giving customers greater speed, reliability, and confidence in moving their products across North America and into global markets.”

“This initiative with Congebec reflects CN’s commitment to building smarter, more sustainable supply chains, said CN Vice President, Intermodal Dan Bresolin. “This new hub will give our customers new options to move their temperature-sensitive products with greater efficiency, reliability, and reach, helping them compete in markets across North America and globally.”

“Working with CN on this new Calgary facility is a natural extension of our mission to provide reliable, sustainable cold chain solutions,” said Congebec Transport President Richard Patenaude. “By combining Congebec’s expertise in temperature-controlled logistics with CN’s expansive rail network, we’re giving customers the confidence to move their products anywhere they need to go, with efficiency and care.”

“We are proud to contribute our development expertise to a project that sets a new standard for cold chain logistics,” said Matthews Tribal Vice President, Development Carleigh Oude-Reimerink. “This facility represents the kind of genuine partnership Matthews Tribal believes in—built on trust and creating lasting value. By combining our Calgary presence with CN’s network and Congebec’s cold chain expertise, we’re helping customers overcome real challenges while supporting long-term growth in Western Canada.”

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The potential merger between Union Pacific and Norfolk Southern has stirred up lots of talk and speculation around its possible impact, from safety issues to job opportunities and other likely scenarios impacting the railroad industry. However, what a lot of folks are not discussing is the major disruption this merger will cause to local communities along its route, including one major city that’s played a central role in the nation’s connection of freight railroad–Chicago.

Throughout the course of my 54 years of experience in transportation and rail, including 37 years with CSX, I’ve witnessed or been directly involved in nine freight rail mergers, and the most common theme among each one can be summed up in one word: disruption.

Merging railroads of this scale brings significant impact and complexity. On one hand, it can lead to long-term cost efficiencies for suppliers and manufacturers that rely on rail to transport goods across the country, and the short-term effects are often positive with job creation to support construction and integration efforts. On the other hand, the most lasting impact and disruption of these mass-scale mergers will be felt by the communities located along the expanded or newly built rail lines and tracks.

Increased traffic on some lines that will create congestion that is felt by local communities in the form of increased gate down times at crossings, noise impacts of additional horns where there are no quiet zones in place, locomotive noise impacts, and an increase in slowed or stopped trains at congested locations such as entrances to yards or at-grade crossings with other railroads. Not to mention the potential impacts to commuter and intercity passenger service that shares the tracks with the freight railroads of Union Pacific and Norfolk Southern.

In taking a close look at local communities along this rail network across the U.S., there’s a variety of factors that can impact residents and neighborhoods ranging from environmental damage, safety concerns, noise pollution, traffic congestion and disruption, as well as socioeconomic displacement. In working in Chicago during the CN acquisition of the EJ&E, the impact on communities such as Barrington or Lynwood, in Illinois, created traffic pattern changes that increased train traffic by up to 400%. These communities and others alike were able to secure some concessions from the railroad through the STB process that allowed them to construct rail grade separations, thereby easing some of the impacts on their communities.

One metropolitan area with numerous surrounding communities that will feel the effects and disruption the most from this merger is Chicago. This merger will mean even more trains passing through already one of the major transportation hubs in the Midwest. The merger has the potential to also cause further disruption to residents and commuters who are already waiting sometimes more than 10 minutes for a freight train to cross a track—despite Illinois law prohibiting the blocking of crossings for this amount of time. The influx of freight trains through Chicago has the potential to cause substantial delays in local commuters’ schedules and inconvenience their daily lives.

This combined merger will also interfere with commuter rail, leading to delays for passengers on Chicago’s Amtrak and Metra rail lines, even though by federal law Amtrak passenger trains must be given preference over freight trains.

One initiative that resulted from the multiple mergers in the 1990s and culminating with a record snowstorm in January 1999—the Chicago CREATE program—is a great example of how a public-private partnership worked to improve the way passengers and goods are transported via rail. In my experience working on the CREATE program, I learned firsthand from meetings with local communities what impact freight trains had on them. In this case, the Union Pacific Geneva Subdivision and the Norfolk Southern Chicago Line are both expected to see additional train traffic.

During my experience as the Director of the Chicago Transportation Coordination Office (CTCO) in Chicago from 2003-2008, an incident at any point in the Chicago terminal had an almost immediate effect on trains not only in Chicago but a domino effect on trains enroute to Chicago. While the merger may eliminate some interchanges between railroads in Chicago, it will create new interchanges and modify others, resulting in changes to every railroad operating plan in Chicago. In addition, shippers that today use a specific railroad or multiple railroads will look to improve their costs and transit times, which will create more disruption that will take months to sort out.

During the CSX/NS acquisition of Conrail in 1999, when I was the Director of Train Operations in Chicago for CSX, up until the actual date of the split, it was unknown which railroad any shipper was going to use, and many shifted multiple times afterwards to avoid what I termed at the time “rolling congestion” where shippers would transition to the less-congested railroad, only to find out that the shift impacted both railroads, and the level of congestion would ebb and flow for up to one year afterwards. While the UP+NS merger is different than when CSX and NS “carved” up Conrail, shippers still have the ability stick with their current options or look elsewhere.

Before this merger gains approval, municipalities in its path should start planning sooner rather than later. One way to do so is to commission a study to better understand how the extended, enhanced or new railroad line will impact its community. For example, a detailed operating and infrastructure study can show whether infrastructure that needs to be built, such as a bridge to allow trains to travel under or over major streets and highways to reduce the amount of impact to residents from a traffic perspective. At the same time, any crossing closures can assist in the development of a Quiet Zone, which would also improve the quality of life for a community. This type of knowledge will also help in negotiations with the rail giants to help potentially offset the infrastructure costs to the municipality.

What I’ve learned in my tenure working for some of the nation’s biggest freight rail companies, like CSX, and on projects with other Class I railroads including CN, CPKC, NS and UP, is that it typically gets significantly worse before it gets better for the communities involved. My best advice for municipality leadership is to act early, stay informed and advocate consistently for your community’s interests.

Earl Wacker is a Director in RINA North America’s Rail & Transit Practice and has been with the firm since 2020. He has been involved in the railroad industry in North America for more than 50 years. With 37 years’ experience at CSX Transportation, Inc. (CSXT) and its predecessors, he worked in every aspect of the railroad business. In 2008, Wacker retired from CSXT and took a position at AECOM (URS), where he was responsible for all railroads in North and South America. He retired from AECOM in 2019 and formed his own company to consult with railroads and other entities on issues ranging from operating coordination, capital project management, rules compliance, etc.

The post A Tectonic Shift on the Tracks: The Disruptive Potential of a Union Pacific-Norfolk Southern Merger appeared first on Railway Age.

On Oct. 14, 2025, the 45th anniversary of the Staggers Rail Act of 1980 signing, the Association of American Railroads launched a new website, “Harley Explains,” hosted by a folksy, bearded, ponytailed, blue jeans-and-leather-jacket-clad animated character named—who else—Harley, who looks like he just hopped off his Harley Davidson at a railroad crossing. Named after the late Rep. Harley Orrin Staggers, for whom the Staggers Rail Act was named out of respect, this Harley doesn’t gesture with his hands very much, like the late Jim Florio, the Italian-descent New Jersey congressman who actually authored and near single-handedly managed the legislation, probably did.

“I’m here to help you know what’s going on in rail policy and to get an idea of how freight railroads work,” Harley says in a Western-brogue-free baritone reminiscent of Sam Elliott. “Think of me as your guide through the nuts and bolts of the industry, minus the jargon and the snooze (I hope he’s not referring to Railway Age). I’m a true rail guy and I get pretty jazzed (remember that expression?) about all this stuff. I’ll drop new videos regularly, so subscribe to AAR’s YouTube channel and check out their newsletter The Signal to stay in the loop.”

Cowboy hats off to the AAR for doing this. It’s a great idea, presenting rail “stuff” in a simple, easily digestible way, like pork and beans straight out of the can, heated just a tad on a campfire. John Q. Public—who last I heard don’t know nuthin’ ’bout railroads ’cept that when them bells start ringin’ and lights start flashin’ and them gates come down, is gonna be waitin’ a real long time for a real long train to pass—could use some learnin’ ’bout all the good things railroads do.

Come to think of it, most of them folk up on Capitol Hill could use some learning, ’specially since none were around when President Jimmy Carter signed Staggers into law.

President Jimmy Carter signing the Staggers Rail Act into law on Oct. 14, 1980. Representative Harley O. Staggers (D-W.Va.), sponsor of the bill, stands to the President’s right. AAR President William H. Dempsey, who led the railroad lobbying effort in support of the Staggers Rail Act, is at far left. Staggers (1907-1991) was chair of the House Interstate & Foreign Commerce Committee. But directly behind Carter is the person most responsible for crafting the actual legislation, Rep. James J. Florio (D-N.J.) chair of the House Transportation Subcommittee. White House photo.

But let’s be clear folks. Florio got it done, as Capitol Hill Contributing Editor Frank N. Wilner points out in his book, Railroads and Economic Regulation (An Insider’s Account): “Sensing strong opposition, Florio flashed remarkable political savvy, seizing on an announcement by House Interstate and Foreign Commerce Committee Chairperson Harley O. Staggers (D-W.Va.) that he (Staggers) would retire after 16 House terms. To attract additional votes for H.R. 7235—and cement Staggers’ support—Florio renamed the Rail Act of 1980 as the Staggers Rail Act, calling it ‘a fitting tribute [to Chairperson Staggers’] years of service and dedication to a sound rail transportation system in America.”

Wilner’s book also chronicles Staggers’ opposition to early economic deregulation, such as a railroad-sought “zone of rate freedom.” So, Harley Staggers was not a deregulator in any sense of the word. Jim Florio was the squeeze and the juice behind the Staggers Rail Act—which was bipartisan legislation, somethin’ we don’t hear too much about ’round these parts anymore.

But that’s OK. All water under the railroad trestle. What matters, AAR tells ya’ll, is that since Staggers, “rail rates are 44% lower than in 1981 (adjusted for inflation). Railroads have reinvested $840 billion—$1.4 trillion in today’s dollars—into their own networks. Railroads move one ton of freight nearly 500 miles on a single gallon of fuel, and make $23 billion each year in private investment, not taxpayer dollars. The legacy of the bipartisan partial economic deregulation continues to deliver results for railroads, customers and everyday consumers. Preserving this landmark legislation will help drive the investment necessary to continue enhancing safety and keep our economy growing. Bottom line: The Staggers Rail Act turned a failing industry into a global leader. [This] anniversary is a moment to reflect on the power of smart policy—and the importance of protecting it.”

Now, for railroaders, all them facts amount to making the obvious less obscure. But for political types and the public, well, heck, we need to keep hammerin’ away, drivin’ that spike into that crosstie—rather than into our own coffin.

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“A continued downward trend in import volumes, which is driving tighter assessment of accessorial fees as ports seek to capture revenue during peak season,” has been confirmed by ITS Logistics’ recently released October forecast for its US Port/Rail Ramp Freight Index. “Outside the ports, the evolving regulatory situation surrounding non-domiciled CDLs is driving lower-cost capacity out of the market, increasing the risk of financial insolvency for some carriers. These compounding factors are placing a downward squeeze on an already soft drayage market, which could cause problems for shippers in both the short and long term.”

(ITS Logistics)

ITS Logistics, a Nevada-based third-party logistics (3PL) firm, releases each month an index forecasting port container and dray operations for the Pacific, Atlantic and Gulf regions; ocean and domestic container rail ramp operations are also highlighted for both the West and East inland regions.

“Terminals and rail ramps should not face any major challenges due to inbound or export volumes,” said ITS Logistics Vice President of Global Supply Chain Paul Brashier. “There are, however, some storm clouds on the horizon that could negatively impact trucking and, by extension, terminal and port operations upstream.”

On Sept. 26, following the review of findings from a nationwide audit of CDL licenses, the Federal Motor Carrier Safety Administration (FMCSA) issued an emergency interim ruling restricting eligibility for non-domiciled CDLs. In response, several states have implemented enforcement efforts to verify CDL compliance and English language proficiency (ELP) at weigh stations, ports of entry, and along major transportation routes, according to ITS Logistics. “Industry experts warn that non-domiciled CDL holders account for a significant portion of the lower-cost capacity market and that regulatory crackdowns will likely result in a surge in bankruptcies across small and mid-size carriers. This is especially true for the drayage market, which has seen multiple major providers close their doors throughout 2025. It is anticipated that stricter enforcement of non-domiciled CDLs and ELP requirements will exacerbate financial challenges, pushing out capacity and ultimately impacting terminal and port operations.”

“In the near term, these new regulations will remove capacity from the ecosystem and cause market disruption,” Brashier continued. “In the long term, it could drive many carriers out of business as they struggle to withstand both evolving regulatory pressures and the ongoing freight recession that has pushed rates down to or below operating levels. Vetting service provider health will become even more important as shippers begin late 2025 and early 2026 RFP activity.”

U.S. September import volume is projected at 2.12 million TEUs, down from 2.28 million TEUs in August and representing a 6.8% year-over-year decrease, according to ITS Logistics report. “The National Retail Federation anticipates that monthly import volumes will continue to drop for the remainder of the year, citing tariffs and frontloading activity in the first half of 2025. In response to low container demand and declining per-container revenue, ocean carriers are strictly enforcing their accessorial schedules to maintain profitability. With minimal exceptions beyond clear operational failures, ITS Logistics recommends shippers review their supply chains for any inefficiencies that could be exposed and penalized under this renewed focus.”

“Shippers should take this opportunity to confirm that accessorial dispute processes and documentation requirements are clearly defined in their SOPs,” Brashier said. “If your supply chain utilizes rail for ocean container movement, it’s also important to ensure you understand items like chassis pool flip policies and which parties to engage with to resolve issues within free time.”

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Expanding storage capacity at the rail yard, the agency says, “is a key component to delivering more frequent service that better serve existing, changing and new travel markets” as outlined in the MARC Growth and Transformation Plan (download below).

The project scope includes increased storage capacity for MARC Trains at the Martin Maintenance Yard (located near Martin State Airport), new tracks with catenary electrification, crossover tracks, a new inspection pit, and equipment that includes water hydrants, air piping extensions and light fixtures to support train car maintenance. The yard and shop improvements are needed to support the MTA’s future commitment to operate electrified trainsets on the Penn Line following the completion of Amtrak’s Frederick Douglass Tunnel. The Martin Maintenance Yard project also supports Amtrak’s redevelopment of Penn Station—plans that require an alternative to Penn Station as a storage area, where many MARC trains are currently located when not in service.

The $35 million investment in improvements and increased capacity for the Martin Maintenance Yard is set to begin later this fall, with completion slated for summer 2027, according to the agency. It is supported by a discretionary grant from the Federal Railroad Administration’s (FRA) Consolidated Rail Infrastructure and Safety Improvements (CRISI) Program.

“Investing in our rail infrastructure today ensures we can deliver improved service in the future,” said Maryland Transit Administrator Holly Arnold. “It is a critical element in our goal to transform MARC Train from a commuter rail to a regional rail service.”

MARC Growth Plan_Final Report_20250624_redDownload

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Before the M 

The area surrounding the M Ocean View was largely undeveloped farmland until well into the 20th century. Since the 1860s, passenger trains to and from San Jose stopped nearby but service was infrequent and slow. In the early 1900s, electric streetcar lines skirted today’s Oceanview on San Jose Avenue and Ocean Avenue. This helped drive growth in the area: streets, housing and other infrastructure. The core area now served by the M remained without service. 

This 1910 map shows the area surrounding the M Line. Red lines show streetcar lines. Two steam train lines are shown as solid black lines. Most of the streets seen here were only plans on a map and remained unpaved for decades. (Map: David Rumsey Map Collection, David Rumsey Map Center, Stanford Libraries, Courtesy of SFMTA) The M Line Proposed and Built 

Muni opened the K Ingleside in 1918 and the L Taraval 1919, its first lines west of Twin Peaks. With the K and L in operation, Muni was looking to further expand service in the southwest part of the city. The M was proposed as an extension with two different plans. One plan charted it from the K Line terminal on Brighton and Grafton. The route would snake downhill through mostly empty lots to Randolph Street. This proposal was rejected due to high cost and slow travel times along the steep route. 

A second proposal placed the M on a path west of Junipero Serra Boulevard. This route would be cheaper to build and provide faster service to downtown. This proposal envisioned the M as a branch off a future rapid transit line to the peninsula. 

Construction on the M began in early 1924. The M Line split off St. Francis Circle to what would become 19th Avenue. After almost a mile, it wound eastward to Randolph and ended at Broad Street and Plymouth Avenue. 

This Feb. 13, 1924 photo shows just how empty the area served by the M was. (Courtesy of SFMTA) A Slow Start 

The M Line opened Oct. 6, 1925 with little fanfare. In the beginning, it ran only as a shuttle from Broad and Plymouth to the end of West Portal Avenue at St. Francis Circle. Initially, only two streetcars were assigned to the line. For trips downtown, people would transfer to the K Ingleside. 

In 1927, Muni partially expanded M Line service through the Twin Peaks Tunnel. Downtown service was only provided on four trips per day, at the beginning and end of the two cars’ runs. Full downtown service was not established for nearly 20 years. 

A decade after opening, the M Ocean View rolled through empty land along most of its route. This 1936 view shows the desolate intersection of 19th Avenue and Junipero Serra Boulevard. (Courtesy of SFMTA) 

Development of the area was slow to take hold and ridership remained low on the M Line. Revenues failed to cover operating costs, and the Great Depression compounded the problem. After 14 years, streetcar service was replaced with the 10 Ocean View bus route in August 1939. Buses were cheaper to operate and were already in use as feeder routes in other areas. 

Post-War Growth Along the M 

Demand finally increased during WWII, and Muni brought streetcars back to the M in 1944. Service was restored along the entire line to downtown. After the war, the M Line helped drive development of the Lakeside, Stonestown, Parkmerced and Oceanview neighborhoods. 

This 1957 photo shows construction of a “wye” track at Broad and Plymouth to improve the M Line terminal. (Courtesy of SFMTA)

In 1952 Stonestown Mall and hundreds of adjacent apartments opened. A year later, San Francisco State University opened its new main campus along 19th Avenue. The M quickly became a staple for shoppers and students. 

This March 1979 photo shows people boarding an M Line streetcar near St. Francis Circle. Soon, these cars would be replaced with Light Rail Vehicles (LRVs). (Courtesy of SFMTA) Muni Metro Extends and Modernizes the M 

Between 1974 and 1978, service on the M was again replaced by buses. This time, it was for track reconstruction in the Twin Peaks Tunnel and along the M Line for the Muni Metro system. 

With the Muni Metro system nearing completion, new ideas to improve the M surfaced. Muni’s 1979 5-year plan included a proposal to interconnect the M with the J Church. This plan would extend tracks on San Jose Avenue to Broad Street and along the Embarcadero to 4th and King. While this exact plan was never implemented, the M Line was extended to Balboa Park along San Jose Avenue that year. 

M Ocean View track construction on Broad Street and San Jose Avenue in 1979. (Courtesy of SFMTA)

Muni Metro opened in early 1980. By December, the M Ocean View ran on weekdays from Balboa Park to Embarcadero using new LRVs.

One of Muni’s first LRVs runs on new tracks over I-280 along the M Line extension on San Jose Ave. in 1982. (Courtesy of SFMTA)

In 1990, the M was Muni’s second-busiest rail line with close to 32,000 weekday boardings. In 1995, Muni built two new high-level platform stations at the Stonestown and SF State stops. 

Mayor Frank Jordan (center) and Muni General Manager Philip Adams (left of Mayor) at ribbon cutting ceremony for the new SF State platform. (Courtesy of SFMTA)

Opened on March 1, 1995, the stations improved both safety and accessibility at these two heavily used stops. 

An M Line LRV stops at SF State in this 1995 shot, just two weeks after the station opened. (Courtesy of SFMTA) The Future of the M Ocean View 

100 years after its opening, we are making more improvements to the M Ocean View. Read all about these and the future of the M in Part Two of our series, which debuts soon. 

This article first appeared on the SFMTA website.

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We are on the cusp of what has the potential to be one of the most transformational times in the history of U.S. railroading. On July 24 of this year, Union Pacific and Norfolk Southern announced what had been rumored for a few weeks prior: The two would seek the first-ever transcontinental U.S. railroad merger, uniting lines connecting both coasts under a single banner.

While this has the potential to be groundbreaking in the railroads’ abilities to compete more directly with major nationwide trucking companies, it comes under the shadow of significant uncertainty, including integration challenges with combining two massive operations, the concerns of shippers and labor unions, and regulatory concerns—chiefly, the Surface Transportation Board’s significantly more complex and untested 2001 merger rules adopted after the denied merger of BNSF and CN from 1999-2000. While I intend to touch on all these issues, I’m primarily focused on what will likely be necessary to obtain approval under the new rules, focusing especially on the competition enhancement—an STB requirement.

Of foremost importance for railroad growth and relevance in the 21st century is the ability to compete with as well as compliment major U.S. trucking company networks. A significant drawback of the current eastern and western duopolies is lack of a transcontinental corridor under a single banner. This creates interchange issues that are often based on the railroads’ internal desire to not “short-haul” themselves—in other words, wanting to maximize the mileage (and thus revenue) for freight hauled. One result has been making Chicago, already a significant freight origin and destination point, into the main interchange point between the East and West (significant alternatives including St. Louis, Kansas City, New Orleans and Memphis). These routings are often more circuitous, with transit times bogged down by unavoidable interchanges between carriers (these handoffs necessary, even if using some of the less-busy interchanges).

The Midwest is particularly affected by this problem, due to the railroads’ natural competitive advantages with higher freight volumes over longer distances (500+ miles), essentially creating a freight rail “service desert” in the Midwest whose void is filled by trucks. As examples, many customers served solely by UP trying to move their freight east or by NS trying to move their freight west find they aren’t well-served (or served at all) by rail for those routings due to the shorter-haul distances the eastern carriers would need to haul their freight before handing it off to a western carrier, or vice-versa. This is uneconomical, resulting in trucks taking much of this traffic.

The STB must take a broader approach in how it views enhancing competition: Railroads currently suffer a competitive disadvantage due to geographical constraints not suffered by other modes of freight tfrom ransport such as trucking and air freight. To quote rail industry veteran Nate Clark, “Major railroads have a recurring problem with wearing blinders that trick them into forgetting that the real competition rides on rubber tires.” I encourage the STB to avoid wearing those same blinders as it considers the UP+BS merger.

Having a nationwide network with complimentary overlap to major trucking companies isn’t enough, though. One can look to Canada, where the two primary rail carriers, CN and CPKC, under similar regulatory, operational and market conditions as their U.S. Class I counterparts, operate transcontinental networks, and yet find themselves losing volume to trucks due to abandonments and service cuts. Canadian rail service has seen recently experienced some growth following rollbacks of certain negative PSR aspects.

In the U.S., under pressure from Wall Street and activist investors (hedge funds) and pressing on with extreme applications of Precision Scheduled Railroading, some railroads have pursued staff reductions and curtailed investment in capacity improvements and other capital projects—all in the name of driving down the operating ratio. Meanwhile, railroaders and customers have suffered, both consistently saying these cuts have been too large, making railroaders’ lives miserable and customers’ service levels unsustainable.

Among additional cautionary tales in the history of consolidation and resource reduction without sufficient planning, often accompanied by what’s best described as “us vs. them syndrome”:

• The ill-fated Pennsylvania Railroad-New York Central merger in 1968, resulting in the Penn Central bankruptcy, which led to the 1976 creation of government-owned Conrail, requiring decades to repair the damage to the eastern rail network.
• The two-year operational meltdown following the 1996 Union Pacific-Southern Pacific merger, whose effects were acutely felt in the Houston region.
• The operational meltdown of former Conrail territory after the 1999 Conrail split.

One of the best ways for the STB to manage and account for downstream merger effects will be to give shippers and rail labor a say in creating minimum staffing and capex spending requirements as a condition, based on mileage operated, anticipated freight traffic growth and worker needs.

The final and possibly most important focus of my observations is related to route optimization through competition-enhancing line transfers. With the duopolies in the eastern one-third (NS and CSX) and western two-thirds (UP and BNSF) of the U.S., there are significant regional service gaps where one of the two carriers has successfully blocked the other out of the market, creating Class I monopolies within those regions. Major metropolitan regions such as Salt Lake City, Seattle, Nashville, Tampa, Indianapolis, Boston and San Antonio, among others, are served by one Class I. A few technically have limited service from a competing carrier via trackage rights. These situations have often been created due to perceived intentional anti-competitive behavior, such as the CSX predecessor Chessie System abandoning parallel routes into Tampa to prevent NS predecessor Southern from accessing Tampa, today the highest-tonnage U.S. port served by a single Class I.

As part of the approval process of a UP+NS merger, potentially followed by BNSF+CSX, the STB must mandate sale of certain routes to enhance competition where regional monopolies currently exist. I propose the full sale of certain routes and partial sale of others (such as in cases where there is only a singular route), where partial sales would result in each railroad owning an equal share, similar to the creation of Conrail Shared Assets in the North Jersey, South Jersey/Philadelphia and Detroit regions.

Such key transfers would give the other carrier access to regions currently served by only one Class I. In the case of routes being sold outright, the selling railroad would retain full trackage rights at predetermined access rates. In the case of partial ownership transfers, the lines involved would be jointly owned by each railroad and operated similar to Conrail Shared Assets. These proposed changes (as seen on the maps) would enhance competition by providing unhindered (i.e. not requiring trackage rights) dual-railroad access to the Seattle region, Salt Lake City, Boston, Tampa, San Antonio, the Mexican border, and other places. BNSF owns its own route to the Mexican border at El Paso, but it connects only with Ferromex on the Mexican side, of which UP owns 26%. CPKC has its own route to the Mexican border, crossing at Laredo, Tex., but requires significant stretches of trackage rights over UP—which has full or partial control of all routes between the U.S. and Mexico.

Mandating trackage rights access for captive Class II and Class III railroads to interchange with other Class I’s as a merger condition could also provide competitive enhancements. Additionally, the STB could require fast-track rebuilding of key abandoned routes, such as:

• The ex-PRR Pittsburgh-Dayton-Indianapolis line.
• Lines down the west side of Florida to Tampa.
• The ex-Milwaukee Road across Washington State.
• The ex-CRI&P (Chicago, Rock Island and Pacific) Memphis-Amarillo line.
• The ex-Illinois Central Meridian-Mobile line.

The STB could also require freight railroads improve passenger train priority or give passenger rail agencies an option to purchase partial widths of rights-of-way to enable the construction of passenger-only lines parallel to existing freight lines as a more sustainable long-term solution. In all cases of lines designated for full sale, partial sale, parallel right-of-way access or trackage rights access, the selling and purchasing railroads would be able to negotiate prices, with mandatory arbitration for unresolvable disputes. The purchasers would maintain the right to opt out of purchasing designated routes. To enhance competition, the selling railroads would maintain full trackage rights on routes sold. Railroads would be encouraged to keep directional operation arrangements (such as on routes across Arkansas and Nevada), even with line transfers, to help maintain network fluidity.

In summary, freight railroads have a significant opportunity to expand their footprint and competitive edge if they play their cards right. This will require:

• Significant STB oversight.
• Concessions from all parties, including transfers of key routes.
• Input from employees and customers.
• Commitments to merger integration plans that minimize or prevent service meltdowns.
• Willingness to better accommodate passenger trains on shared or parallel routes with freights, or to sell redundant routes outright as passenger-only lines.
• Rollback on the harmful impacts of PSR on safety, service quality and competition.

Transcontinental mergers may be necessary for U.S. Class I’s to compete in the 21st century, provided they’re done properly. Like UP and NS, Berkshire Hathaway/BNSF and CSX should pursue a merger, not because they believe there’s no other alternative, but because they believe it’s the right thing to do.

Top: Current UP and NS. Proposed lines to transfer full or partial ownership in white. Bottom: Hypothetical post-merger UP+NS. Top: Current BNSF and CSX. Proposed lines to transfer full or partial ownership in white. Bottom: Hypothetical post-merger BNSF+CSX. Map Key

• White: Lines currently owned by the railroad in the “Current” map designated for either full or partial ownership transfer; or trackage rights access when competitor does not desire ownership.
• Pink: Lines to be jointly own between the combined UP+NS and BNSF+CSX systems. The receiving railroad can obtain trackage rights and retain the option to purchase partial ownership.
• Dark Green: Sold by UP, to be jointly owned by BNSF and CPKC as route to the Mexican border.
• Light Green: Partial ownership sold by NS, to be jointly owned by NS and CPKC.
• Light Blue: To be jointly owned by UP+NS, BNSF+CSX and CPKC. In Texas, this is the HB&T (Houston Belt & Terminal Railway Company, jointly owned by BNSF and UP), whose service limits would be extended from Beaumont to Rosenberg. In Indiana, Genesee & Wyoming’s CF&E (Chicago, Fort Wayne & Eastern) short line operates on CSX-owned tracks, which would be owned by all three.
• Orange: Current or proposed future BNSF-owned lines.
• Yellow: Current or proposed future UP-owned lines.
• Black: Current or proposed future NS-owned lines.
• Blue: Current or proposed future CSX-owned lines.
• Red: Current or proposed future CN-owned lines.
• Brown: Current or proposed future CPKC-owned lines.
• Purple: Current short lines or passenger rail routes on which Class I’s have trackage rights.

Jim Dodds is an industry observer who likes to think outside the box and approach ideas from a different angle than other observers, offering a fresh perspective. A 2018 graduate of Southeast Missouri State University with double majors in International Business and Spanish, he is currently a Talent Acquisition Coordinator at investment firm Edward Jones. While Jim’s primary focus is North American freight and passenger rail, he is also knowledgeable about the airline industry, having developed network strategy ideas. He additionally has significant knowledge along with first-hand observation of transportation systems around the world, giving him an international perspective on changes and enhancements that could be made to U.S. transportation. Jim’s longer-term professional goal is a career in freight rail, public transportation or airlines. The opinions expressed here are his alone, not those of Railway Age.

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Ricardo operates in more than 20 countries across Europe, Australia, North America, Asia, and the Middle East. It works on projects in the air quality, water management, energy resilience, policy strategy, and advisory services and Rail and Mass Transit (Rail) business segments, as well as the automotive and Industrial (A&I) and Performance Products (PP) business segments.

WSP operates in 50-plus countries and manages projects in the transportation, infrastructure, environment, building, energy, water, and mining and metals sectors.

“In keeping with WSP’s 2025–2027 Global Strategic Action Plan, the acquisition both accelerates growth in advisory, energy transition, water solutions and rail, and strengthens WSP’s presence in key markets such as the UK, Australia and the Netherlands,” reported WSP, which announced reaching agreements to acquire Ricardo in June.

Following shareholder approval and the successful sanctioning of the transaction at a UK court hearing on Oct. 7, the acquisition became effective Oct. 9. 

“We are pleased to bring Ricardo into WSP and welcome new colleagues across the globe,” said Alexandre L’Heureux, President and CEO of WSP. “The team’s deep, differentiated expertise in areas that are increasingly critical to our clients—air quality, water management, energy resilience, policy strategy and rail—enhances our offering and accelerates our momentum toward our strategic ambitions in high-growth sectors and markets. We will now focus on integrating our teams and building on our combined strengths. Our complementary capabilities and shared passion for technical excellence position us to drive greater innovation and deliver added value as we support our clients through complex transitions.”

“Today [Oct. 9] marks a significant milestone for Ricardo as we proudly join WSP,” commented Graham Ritchie, CEO of Ricardo. “WSP’s belief in our strategy and support for our continued journey reflects the strength of what we have built over the past few years since we launched our strategy focused on sustainable growth in key markets. Ricardo and WSP share values and a purpose-led culture, so this acquisition accelerates our ability to deliver a broader, more impactful offering to our clients. It also opens up exciting new opportunities for our talented teams—opportunities that would not have been possible without this partnership. We are committed to supporting WSP’s dynamic strategic vision and look forward to shaping the future together.”

Gleacher Shacklock served as financial adviser to Ricardo in connection with the transaction with WSP. Investec plc acted as the company’s broker, while Ashurst LLP provided legal counsel throughout the process, according to Ricardo.

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(Courtesy of G&W)

King Milling used a Freight Economic Development Program grant and G&W subsidiary Grand Rapids Eastern Railroad (GRE) used a Michigan Rail Enhancement Program grant to upgrade rail infrastructure that G&W reported via social media “supported increased freight rail traffic for King Milling’s recent flour milling expansion project” in Lowell, part of Kent County. GRE’s $2.5 million grant went toward tie and ballast replacement, track surfacing, and bridge improvements.

(Courtesy of G&W)

The event included a tour of the flour mill, which the short line holding company said was  “impressive”—both in terms of technology and “meticulous cleanliness.” The partners also discussed how their investments “are strengthening supply chains, providing jobs, supporting local businesses, and enhancing freight efficiency across the region.”

Also participating were representatives from the Michigan DOT, local government, and the Michigan Agri-Business Association.

(Courtesy of G&W)

According to G&W, the flour mill was constructed in 1890 and linked to rail in 1899. The rail line was originally part of the Pere Marquette Railroad (an antecedent of CSX and Lake State Railway), “a legacy of rail supporting Michigan industry for over a century.”

“Thank you to everyone who helped make this celebration a success!” G&W concluded in its social media post.

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DART (Courtesy of DART)

DART’s new regional rail service, Silver Line, will start Oct. 25, 2025, with free rides through Nov. 8, the transit agency reported Oct. 8. Public celebrations will be held at each of the 10 stations on opening day, featuring live music, cultural performances, family-friendly activities, and community programming.

Spanning 26 miles in North Texas, the Silver Line will connect Plano, Richardson, Dallas, Addison, Carrollton, Coppell, Grapevine, and DFW International Airport. According to the transit agency, it will not only reduce congestion but also link residents to jobs and educational opportunities, and expand travel options. The Silver Line will run from 4 a.m. to 1 a.m. daily with 30-minute headways during weekday peak hours and 60-minute headways during off-peak hours and on weekends. There will be direct transfers to DART light rail, bus routes, DFW terminals, and Trinity Metro TexRail service.

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

According to DART, each of the Silver Line’s 10 fully accessible stations was designed with input from the cities along the rail corridor, reflecting local character, community feedback, and accessibility features “to ensure a safe and welcoming experience for all riders.”

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

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

The Silver Line project includes the adjacent Cotton Belt Regional Hike & Bike Trail. The trail is a part of the North Central Texas Council of Governments (NCTCOG) Mobility 2045 Regional Veloweb Trail network, with phases being built in conjunction with the Silver Line through a partnership with NCTCOG and the cities within the corridor. NCTCOG is responsible for the cost and construction of the trail, and cities within the trail system will be responsible for the maintenance.

HART The second segment of Skyline includes stations at Makalapa (Pearl Harbor), Lelepaua (Daniel K. Inouye International Airport), Āhua (Lagoon Drive), and Kahauiki (Middle Street). (Courtesy of HART)

Skyline’s second segment will open Oct. 16. Running 5.2 miles from Aloha Stadium to Middle Street, it will serve employment centers, the airport, and Pearl Harbor. Hawaii Public Radio recently conducted an interview with Honolulu Department of Transportation Services Deputy Director Jon Nouchi, who provided a preview of the new service. Highlights of his comments are included below:

“We’re absolutely excited to add on another 5 miles and another four stations,” Nouchi told the media outlet. “And it seems a little short, but this is extremely significant in that it’ll connect the other 11 miles and nine stations to major job centers in this 5-mile, four-station extension [see map above]. … In this case, you’ll go out to the Skyline station at the airport and find that Skyline goes west. It’s for the benefit of our own people right now who live everywhere west of the airport.” Before the launch, “we’re deploying a lot of manpower to just go out and make sure people know where they’re going, know what stations to get on and off at, and how their ride is going to change.” Following the launch, he said, riders will have “a free weekend on the 19th and 20th, the immediate next weekend, and that is with a HOLO card. Anybody can ride free on Skyline and TheBus, and that’s important. I want people to get out there and go explore, go see how these stations can work for them, especially the airport station. It’s good to be able to figure out how to get to the terminals, and we have land bridges and all these new connections at the airport. Our partners with HDOT (Hawaiʻi Department of Transportation) have been so good to work with in integrating the station right inside the airport. It’s not like in other cities, where it’s like a side afterthought, where we pushed it off to where they had space. It is smack dab in the middle of our airport. And that’s a tremendous feat.”

Segment 1 included the first nine stations and 10.75 miles of guideway. On June 9, 2023, HART transferred the guideway, stations, 43-acre Rail Operations Center, and 12 four-car trains to Honolulu’s Department of Transportation Services (DTS). The rail system, officially named Skyline, opened to the public June 30, 2023.

Segment 3—including three miles of elevated guideway and six stations at Kalihi, Honolulu Community College-Kapālama, Iwilei, Chinatown, Downtown, and Civic Center—is expected to wrap up in 2030, with the transfer to DTS by 2031. A groundbreaking ceremony took place in August.

Further Reading:

• Delivering a Hawaii Transit Megaproject
• Tutor Perini Lands $1.66B Skyline Contract
• Hitachi Rail Sues HART for $325MM
• Watch: Happy Birthday, Skyline!
• HART Takes Delivery of Final Trainset, $125MM in Federal Funding

Caltrain Pictured: Caltrain Executive Director Michelle Bouchard announcing that the railroad will be compensated for the power its trains return to the grid through regenerative braking. (Screen Grab from Caltrain Video)

Caltrain on Oct. 8 reported that it will be compensated for the power its new electric trains return to the grid through regenerative braking, thanks to policy changes by its clean energy partners Peninsula Clean Energy (PCE) and San Jose Clean Energy (SJCE). The regional/commuter rail system runs on 100% renewable energy supplied by PCE and SJCE, mostly solar and wind. Caltrain said it currently returns approximately 23% of the power it uses back to the power grid, providing power to residents and businesses along its corridor serving the San Francisco Peninsula and the Santa Clara Valley in California.

Starting April 2026, SJCE and PCE will allow Caltrain to qualify for a Net Billing Rate, which will enable Caltrain to receive approximately $1 million annually in compensation for the clean power it sends back to the grid, the railroad reported.

“Caltrain’s new electric trains don’t just use electricity—they also give some back,” said Lori Mitchell, Director of SJCE. “Our Green Transportation program is the first in the state and one of the few in the country to give credit to public transit systems like Caltrain for the energy they return to the grid, helping them save money and reduce pollution.”

“Our partnership with Caltrain and its bold move to all-renewable and carbon-free electric rail service have already improved the quality of life for our communities and illustrates how powerful local, community-driven leadership can be in better meeting customer needs,” added PCE CEO Shawn Marshall. “And now with the new regenerative braking, their cleaner, quieter and more efficient travel will send even more emission-free power back to the larger regional grid.”

According to Caltrain, California Assemblymember Diane Papan authored AB 1372 to include the regenerative braking from electric trains as a renewable electrical generation facility, which would require power providers to compensate railroads that return power to the grid. “Now that Caltrain’s clean energy suppliers approved net billing, the passage of this bill would likely result in Caltrain receiving an additional 20% in compensation from its energy distributor PG&E,” according to the railroad.

“I’m pleased to see that the renewable energy that Caltrain is sending back to the grid is being recognized and fairly compensated,” Assemblymember Papan said. “This is the right thing for supporting public transit and highlighting the incredible benefits from electrification.”

“Caltrain running train service on 100% renewable energy for the first time in 161 years is a victory in and of itself,” Caltrain Executive Director Michelle Bouchard noted. “But now that our partners at PCE and SJCE have agreed to compensate us for the power we return to the grid, we have yet another reason to celebrate our transition to the electric fleet. I thank PCE and SJCE for their dedication to both public transit and clean power, and Assemblymember Papan for leading the charge on this issue. We’ll all be breathing easier because of their efforts.”

Originally estimated to cost approximately $19.5 million annually, Caltrain said its electricity use since the launch of electric service in 2024 averages 207 MWh on weekdays and 175 MWh on weekends, revising cost estimates to $15.3 million. PCE and SJCE 100% renewable energy products also allow Caltrain to generate revenues from the California Low Carbon Fuel standards program, further lowering Caltrain’s electric fuel costs, according to the railroad.

Caltrain’s electrified service arrived two years later than planned. The regional/commuter railroad’s $2.4 billion Electrification Project upgraded and electrified its double-track system from the 4th and King Station in San Francisco to the Tamien Station in San Jose and replaced trains. Caltrain awarded Stadler a $551 million contract to supply 16 six-car EMUs in August 2016 with an option to extend these sets to seven-car trains exercised in December 2018. The 110-mph-capable trainsets were built at the manufacturer’s plant in Salt Lake City, and there are options worth $385 million under the original contract to supply up to 96 additional railcars. The EMUs replaced trains powered by F40 diesel locomotives—approximately 75% of Caltrain’s diesel fleet—which entered service in 1985. Its newer locomotives have been retained to operate the non-electrified Dumbarton extension and services south of Tamien.

Further Reading:

• Caltrain Celebrates First Anniversary of Electrified Service
• Caltrain Installs Digital Displays at South Santa Clara County Stations
• BLET, Caltrain Ratify New Contract

San Diego MTS (Courtesy of San Diego MTS)

San Diego MTS on Oct. 8 reported that it has seen a 24% drop in crime across its network. The reduction in crime comes less than two years after the transit agency launched a comprehensive security initiative to increase safety, according to the transit agency, which operates 92 bus routes and four Trolley lines in 10 cities and unincorporated areas of San Diego, Calif.

Data shows that from January through August 2025, 969 crimes were reported on San Diego MTS services—76% of the 1,274 incidents reported during the same period in 2024, the agency noted.

Breaking down the numbers by transit mode, crimes on the Trolley network decreased 14.6%, while bus routes saw a 53.1% reduction.

In early 2024, MTS rolled out several security measures to help grow ridership, including:

• “Better Coverage: Increasing the number of Code Compliance Inspectors by 60% to add more visibility and coverage to the system.
• “Fare Compliance: Getting better fare compliance from riders by implementing a stricter fare enforcement policy.
• “Faster Response: Consolidated the 24/7 security hotline into a single number for texting and calling, and improved technology behind the scenes so incoming calls can be managed more efficiently.
• “Better Visibility: Increased security ‘train teams’ on Trolley lines from 5-6 teams per shift to 8-10 teams per shift, which led to more frequent interactions between officers and riders, along with an increase in calls and text messages to MTS.
• “More Patrols on Buses: Doubled the Bus Enforcement security team to help extend security presence beyond major transit centers and Trolley lines.
• “Expanding Coverage: Added security outposts at busy transit centers like San Ysidro, 12th & Imperial and El Cajon so officers spend more time on the system and less time traveling to/from headquarters.”

The agency’s 2024 security initiative followed a 2022 customer survey that showed riders wanted a stronger security presence on the transit system, San Diego MTS reported. In response, the MTS Board approved a $4.2 million increase to the security budget in 2023.

“On the 2024 Customer Satisfaction Survey, conducted after the security initiatives were in place, 71% of bus riders and 63% of Trolley riders reported feeling safe on board—well above the national averages of 42% for both modes,” San Diego MTS said. “Riders were also five times more likely to say their satisfaction has improved compared to a year ago.”

Beyond staffing, San Diego MTS is also continuing to expand lighting infrastructure. Three lighting projects are under way along the Orange Line Trolley between Lemon Grove and Barrio Logan; at an underpass near Beyer Blvd Trolley Stations; and a new solar lighting project at bus stops.

Recognizing its efforts to maintain a safe and secure transit system, San Diego MTS earned the Gold Standard Award from the U.S. Department of Homeland Security’s Transportation Security Administration, one of only two transit agencies nationwide to receive this distinction for 2024 and awarded in summer 2025, according to the agency.

“Taking a comprehensive look at passenger safety over the past several years has been our top priority, and these results show the impact of our ongoing efforts to make MTS a secure and welcoming transit system for all riders,” said Monica Montgomery Steppe, San Diego MTS Board Chair Pro Tem and San Diego County Supervisor, District 4. “We’re committed to building on this progress by working closely with MTS staff and the community to ensure all riders feel secure and supported on our buses and Trolleys.”

“We’ve been intentional with our improvements on a lot of fronts, and the results are beginning to show,” added MTS Chief Executive Officer Sharon Cooney. “We have been listening to our riders for a few years now through customer feedback, surveys and research that the top priority for riders is feeling safe while using the system. Ridership grew 7% last year and a big factor in that can be attributed to this reduction in crime.”

Further Reading:

• San Diego MTS Ridership Surges in FY25
• San Diego MTS Earns ‘Perfect Score’ in Federal Triennial Review
• San Diego MTS Board Greenlights FY26 Budget

VRE (Courtesy of VRE)

On Oct. 6, VRE reached a milestone of 100 million total riders since operations began in 1992. The nation’s 13th largest commuter rail service connects Central and Northern Virginia with the District of Columbia. Its two lines, Manassas and Fredericksburg, serve 19 stations, including two—L’Enfant and Union Station—in D.C.

To commemorate the occasion, VRE said it will celebrate with riders on board trains following the conclusion of the federal government shutdown. Event details will be shared on VRE’s social media channels.

Like many transit agencies across the country, VRE said that it faced challenges during the COVID-19 pandemic, but has since experienced a strong ridership rebound. In recent months, ridership growth has accelerated, with more than 100,000 more passengers traveling in July 2025 compared with the same month the previous year, it reported.

“This [Oct. 6] is a proud day for VRE,” said VRE Acting CEO Dallas Richards. “Reaching 100 million riders is a powerful reminder of how vital regional rail has become for daily life, mobility, and sustainability across our service area. We are humbled by the confidence placed in us, and we recommit to delivering safe, reliable, and rider-focused service into the future.”

“We have reached the 100 million riders milestone at the start of a new chapter for VRE,” said VRE Operations Board Chair and City of Alexandria Vice Mayor Sarah Bagley. “Our region is changing, and so are the ways people travel. VRE has and will continue to grow with our communities while delivering the safe, sustainable, and high-quality service riders deserve and have come to expect from VRE.”

While Oct. 6 marks an important chapter in VRE’s history, the organization said it remains focused on the future. “Alongside the Commonwealth of Virginia’s monumental investments in rail infrastructure through Transforming Rail in Virginia, planned capacity enhancements, additional rolling stock, and continued station modernization projects will allow VRE to serve a growing population with greater reliability and convenience,” the commuter railroad said. “The recently adopted System Plan 2050 outlines a long-term vision for the future of commuter rail in the region, including increased service frequency, longer operating hours, and strategic investments to accommodate future population and employment growth.”

Amtrak / MoDOT (Courtesy of MoDOT)

KCTV5 on Oct. 7 reported that the Missouri Department of Transportation will fund and add a “third daily service to the Missouri River Runner … between St. Louis and Kansas City to accommodate increased travel demand during the 2026 FIFA World Cup.”

It will begin next April and run through June 2026, according to the media outlet, which noted that MoDOT expects it to handle heavy demand during the international soccer tournament.

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Former Norfolk Southern Senior Vice President of Operations Planning and Support John M. Samuels Jr. died August 22, 2025, in Jupiter, Fla., He was 82

Samuels grew up in Yardley, Pa. After graduating from Pennsbury High School in 1961, he attended General Motors Institute (now Kettering University) through its engineering co-op program, alternating between academic studies and hands-on experience at GM’s Trenton plant. He continued his education at Pennsylvania State University, earning an M.S. and Ph.D. in industrial and manufacturing engineering. In 1968, he married Leslie (Lil) Charlene Ruth.

Samuels’ distinguished career in railroad engineering spanned decades. Beginning as a tenured professor of engineering at Penn State, he transitioned in 1978 to Conrail, where he served as Vice President of Operating Assets and played a pivotal role in turning the government-owned freight railroad into a publicly traded, profitable company. In 1998, just prior to Norfolk Southern and CSX’s 58%/42% split acquisition of Conrail—and after considering offers from both railroads—he joined NS, rising to Senior Vice President of Operations Planning and Support. His groundbreaking work in railroad safety, technology, and PTC earned him numerous awards and accolades, including induction into the National Academy of Engineering and an honorary doctorate from Kettering University

In 2006, Samuels and his wife retired to Palm Beach Gardens, Fla., where he continued consulting through his business, Revenue Variable Engineering LLC. Lil died in 2020. Samuels is survived by his son John Michael Samuels III and daughter-in-law Dawn, his companion Davideen Werner, sisters Florence Leipholtz and Winifred Lynn, and numerous nieces, nephews, and great-nieces.

In 2021, the U.S. Congress directed the Secretary of Transportation to enter into an agreement with the National Academies of Sciences, Engineering, and Medicine – Transportation Research Board (TRB) “to conduct a study on the operation of freight trains that are longer than 7,500 feet.” Sponsored by the Federal Railroad Administration, the TRB convened a 12-member committee “with experience in freight and passenger railroad operations, state rail transportation, national rail safety oversight, and freight and passenger rail research” that met 16 times to examine impacts of long trains. A December 2024 Rail Group On Air podcast featured Samuels and five other committee members.

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Through this potential transaction, Rail Vision and Quantum Transportation “aim to combine quantum-AI based IP protected, innovation with Rail Vision’s advanced vision and safety technologies, creating potential synergies that will enhance Rail Vision’s existing and future product lines, drive innovation, and deliver long-term value for stakeholders,” the companies said.

Under the terms of the term sheet, upon the closing of the acquisition, Rail Vision says it will issue ordinary shares representing approximately 4.99% of its share capital to select Quantum Transportation shareholders (the “Exchanging Shareholders”) in exchange for their full holdings in Quantum Transportation, “securing majority control post-closing.” Additionally, upon the closing of the acquisition, Rail Vision will extend a convertible loan of up to $700,000 to Quantum Transportation at an 8% annual interest rate, “disbursed in tranches to support ongoing operations and development.” The loan, including principal and interest, shall be repayable in one payment within the 24-month term and may be converted, at Rail Vision’s sole discretion, into Quantum Transportation’s most senior class of shares.

Quantum Transportation’s patented machine learning-based universal decoder, the company says, “represents a breakthrough in quantum error correction, addressing the inherent noise in qubits that limits scalable quantum computing.” This technology, developed by leading computer science experts and protected as patented intellectual property (IP), “is code-agnostic, noise-aware, and scalable.” This, Quantum Transportation adds, “enables it to adapt seamlessly across various hardware platforms and code sizes. It empowers quantum hardware companies and labs, particularly small- to medium-sized entities, to research and select optimal error correction schemes without in-house teams. By utilizing this IP for transportation applications, including railway, Rail Vision aims to unlock new capabilities in anomaly detection, predictive maintenance, and autonomous rail operations, capitalizing on the growing quantum computing market projected to drive exponential advancements in transportation.”

The transaction is conditioned on signing definitive agreements and key milestones and is expected to close within the next 60 days, subject to satisfaction of all conditions, including regulatory approvals.

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Norfolk Southern is once again making history more accessible. Thanks to a $500,000 contribution from NS, the Atlanta History Center and the Georgia Historical Society have completed a landmark archival exchange—preserving Georgia’s rich heritage and making it easier to explore.

Why it matters: This unprecedented collaboration reunites collections that have long been separated, ensuring Georgia’s history is protected and available to researchers, students, and the public for generations to come.

The Central of Georgia archives arrive at the Atlanta History Center. Photo courtesy of the Atlanta History Center. What’s Included in the Exchange:

• Atlanta History Center acquired the Central of Georgia Railway Collection from the Georgia Historical Society—nearly three football fields of records. These will now sit alongside the Southern Railway archives, forming one of the most comprehensive railroad history collections in the U.S. Both railroads are predecessors of Norfolk Southern.
• Georgia Historical Society received 12 major manuscript and photographic collections from the Atlanta History Center, including parts of the Atlanta Olympic Games photo archive and files from the Georgia Film Commission.
• This initiative continues Norfolk Southern’s longstanding partnership with the Atlanta History Center. In 2021, we donated the complete collection of Southern Railway archives, dating back to 1828. With the addition of the Central of Georgia Railway records, that story is now more complete, offering a deeper look at how rail transformed the Southeast.

What They’re Saying:

“By reuniting collections that have been scattered for decades, we’re opening new doors for researchers, students, and history lovers everywhere.” — Sheffield Hale, President and CEO of Atlanta History Center

“This agreement demonstrates two nonprofits working together for the greater good. Norfolk Southern is playing a vital role in that.” — Dr. W. Todd Groce, President and CEO of the Georgia Historical Society

“The story of railroads underscores how rail transportation spurred Georgia’s development by connecting cities, fueling commerce, and shaping communities throughout the Southeast. Supporting this unprecedented exchange not only honors our heritage, but it also reinforces Norfolk Southern’s commitment to connecting people, places and history.” — Kristin Wong, Director NS Foundation & Community Impact

For more information, visit the Georgia Historical Society website.

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Alstom on Oct. 8 announced that Martin Sion has been chosen by the company’s Board of Directors, following the recommendation of the Nominations and Remuneration Committee, as the new Chief Executive Officer (CEO), effective April 1, 2026. He will succeed Henri Poupart-Lafarge, who announced in May his decision not to seek a further term, having served as CEO since February 2016.

“The Board has conducted an extensive search process over the last few months, and we believe that Martin Sion has the necessary experience to lead Alstom. We look forward to welcoming him in April 2026. Until then, Henri Poupart-Lafarge will continue in his role, thus ensuring a smooth transition,” said Philippe Petitcolin, Chairman of Alstom’s Board of Directors.

At the same meeting, the Board of Directors also decided, on the recommendation of the Nominations and Remuneration Committee, on the elements of Sion’s remuneration for his duties. These elements are available to download below.

After graduating from the École Centrale de Paris and a spell at Sandia National Laboratories in the U.S., Sion joined Société Européenne de Propulsion (SEP) in 1990, where he held various engineering positions. In 2005, he became head of the Technical Department of Snecma’s Space Engines Division. He was subsequently appointed head of the Improvement Strategy Department at Snecma (now Safran Aircraft Engines) and, in 2009, head of the “Build-up and Equipment” Industrial Excellence Centre. From 2010 to 2013, he headed the company’s Space Engines division. He then joined Aircelle (now Safran Nacelles) in 2013 as CEO, and in 2015, he was appointed Chairman of Safran Electronics & Defense. Sion has been a member of ArianeGroup’s Board of Directors since 2020 and became the company’s CEO in 2023.

20251008_Gouvernance_Documentation_Remuneration_Martin_Sion_CEO_ENDownload

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They received the Maritime Industry Salute Award, which annually honors individuals and organizations that make “significant contributions to the welfare of seafarers visiting the San Pedro Bay ports.” This year’s award, presented aboard the USS IOWA, highlighted PHL’s ongoing support for the mission of the International Seafarers Center, which is described as providing “essential services and a home-away-from-home for mariners from around the world.”

Since 1998, Anacostia Rail Holdings subsidiary PHL has served as the neutral S&T (switching and terminal) operator for the on-dock rail network serving the Ports of Los Angeles and Long Beach; it connects the port terminals to the national rail network, through Class I railroads BNSF and Union Pacific (UP).

OpenRailwayMap.org overview of PHL system.

“Every day, a complex dance of global commerce unfolds in the Ports of Los Angeles and Long Beach,” the International Seafarers Center of the Ports of Long Beach and Los Angeles reported in a notice about the award. “At the heart of this vital operation is an often-unseen giant. As the ‘freight rail lifeline for Southern California,’ PHL is a critical North American link in the worldwide supply chain. The railroad is an environmental leader, whose operations keep more than two million trucks off our highways each year , and it is a pioneer in clean air technology with its fleet of low-emission locomotives. This year, we are thrilled to honor this incredible company and its distinguished President, Otis Cliatt II. A decorated U.S. Army combat veteran awarded the Bronze Star Medal for his service in Desert Storm, Otis brings over two decades of railroad industry experience and focused dedication to his role. Under his leadership, PHL was recently the recipient of the Bob Kleist Leadership Award from the Los Angeles Area Chamber of Commerce—a well-deserved recognition of their excellence. Beyond his impressive professional achievements, we have personally experienced Otis’s incredible kindness and generous spirit, especially in his support of our Chairman of the Board, Guy Fox. It is our distinct honor to celebrate him and the indispensable work of his team at Pacific Harbor Line.”

“Mr. Otis Cliatt and Pacific Harbor Line were selected for this honor because of their unwavering commitment to supporting the maritime community, from ensuring the safety and well-being of seafarers, to fostering strong connections with local workers and residents,” Guy Fox said.

“We are deeply honored to receive this recognition from the International Seafarers Center at the Ports of Long Beach and Los Angeles,” Cliatt II said. “This award is a testament to the entire PHL team’s commitment to operational excellence and, most importantly, to supporting the seafarers who are the lifeblood of global trade.”

In related news, PHL recently earned an award for “exceptional leadership in the development and promotion of global trade in Southern California” from the Los Angeles Area Chamber of Commerce.

Further Reading:

• PHL Advances Zero-Emission Operations, Receives ASLRRA Safety Awards
• PHL Hosts Tour for STB’s Primus
• PHL Hosts Supply Chain Event

The post PHL, Cliatt II Earn 2025 Maritime Industry Salute Award appeared first on Railway Age.

According to the company, Sabin will also serve as a member of its Board of Directors. Sabin previously served as COO at ENFRA, an energy infrastructure company with more than 2,600 employees. Sabin brings to RailWorks more than 40 years of leadership experience in the industrial, energy, and infrastructure sectors where he focused on “strategic innovation and enhanced operational execution,” RailWorks reported. Before ENFRA, Sabin worked as Executive Vice President for Global Operations at Chicago Bridge & Iron and was part of the Executive Leadership team.

“I’m honored to join RailWorks at such a pivotal moment for the industry. . . With the strong foundation already in place, we have a tremendous opportunity to expand our reach, strengthen customer partnerships, and deliver lasting value for our employees, stakeholders, and the communities we serve,” Sabin said.

RailWorks is a Bernhard Capital Partners portfolio company that focuses on construction and maintenance of rail infrastructure across the U.S. and Canada; its brands include L.K. Comstock, PNR RailWorks, and NARSTCO. The company is said to partner with freight, passenger, and transit operators “to ensure long-term performance and growth across North America’s rail network.”

RailWorks Board Chair Brian Ferraioli said: “We’re pleased to welcome Jim as our new CEO, ushering in an important new phase of growth for the company . . . With a proven record for scaling businesses and driving operational excellence, Jim is the right leader to accelerate our strategic priorities. We thank outgoing CEO Kevin Riddett for his contributions and are confident RailWorks will continue to strengthen its position as the leading partner in rail infrastructure, driving value for stakeholders and capitalizing on opportunities ahead in this market.”

The post RailWorks Corporation Taps Jim Sabin as CEO appeared first on Railway Age.

The milestone reflects decades of employee expertise and Norfolk Southern’s commitment to building a cleaner, more reliable fleet. By giving locomotives new life, Juniata’s workforce is keeping costs down, cutting emissions, and ensuring the railroad is ready for the future. Rail technology leader Wabtec is also playing a large role by converting locomotives at its plant in Erie, Pennsylvania, as part of NS’ program.

Why it matters

• Fuel savings: Modernized locomotives are up to 25% more fuel efficient.
• Reliability gains: The upgrades improve reliability by 40% and increase haulage capacity by 55%.
• Sustainability impact: Conversions are a key step toward our goal of reducing emissions intensity by 42% by 2034.

Key details

• Each conversion extends a locomotive’s life by at least 20 years, at half the cost of buying new.
• The program integrates smart sensors and energy management software, reducing idle time and maximizing fuel economy.
• The milestone underpins NS as the leader of the most modernized freight rail fleet in North America.

Spotlight: Juniata Locomotive Shop Aerial view of Juniata Locomotive Shop and Rose Yard.

Home to the largest locomotive repair facility in North America, Juniata has been at the center of many of our most important milestones for more than a century. Generations of craft employees have kept the nation’s freight moving, combining deep expertise with modern innovation. The Juniata Locomotive Shop modernized many of the DC locomotives, turning legacy machines into smarter, greener power for the future.

Our railroaders’ work at Juniata includes:

• Stripping down a DC locomotive to begin the conversion to AC outside the shop.
• Installing an operator cab, auxiliary cab, engine, alternator, and blowers inside the Juniata Shop.
• Using cranes to “fly” the locomotive inside the shop.
• Removing and adding new components.
• Testing the new unit, as well as priming and painting.

From prep and strip to ready to roll, the entire process takes about nine weeks.

Click the LinkedIn URL here to view the conversion process done at the Juniata Shop.

What we’re saying

“This milestone is about more than locomotives; it illustrates how sustainability and business drivers go hand-in-hand. By modernizing our fleet, we’re cutting fuel costs, boosting reliability and meeting our climate goals — all at the same time. This is a powerful example of how investing in sustainability is also an investment in long-term performance.” — Josh Raglin, Chief Sustainability Officer, Norfolk Southern

“Behind every modernized locomotive is a team of railroaders whose skill makes these achievements possible. Thanks to their work, Norfolk Southern operates the most modernized fleet in North America – proof that our railroaders are powering the future of freight. This partnership with Wabtec truly accelerates the future of transportation.” — Ryan Stege, Senior Director Locomotive Operations & Maintenance, Norfolk Southern

Photos below show the 1,000th converted unit

The post Norfolk Southern Powers Past 1,000th Locomotive Modernization appeared first on Railway Age.

CN (CN Photograph)

CN on Oct. 8 reported setting a grain movement record last month. The Class I railroad moved more than 2.91 million metric tons of grain from Western Canada, higher than the previous record set for the month by 80,000 metric tons.

“As the harvest season moves into its final stages, our teams are working closely with customers to keep grain moving steadily through the supply chain,” CN Interim Chief Commercial Officer Janet Drysdale said. “September’s results highlight our continued focus on delivering our customers’ goods safely and efficiently to market.”

grain-week-8-2025Download

CN’s report on grain movement in Western Canada for week 8 of the grain calendar. (Courtesy of CN)

Following are highlights from the railroad’s 2025–2026 grain plan, which was released over the summer:

• Capacity to Meet Demand: CN anticipates moving 27.0 MMT to 29.5 MMT of grain and processed grain products during the 2025–2026 crop year. The railroad said it has “sufficient resources in place to meet demand under normal operating conditions.”
• Supply Chain Coordination: CN said it is changing the way it distributes empty hopper cars originating from West Coast ports to improve visibility and planning with customers. Instead of distributing cars from major rail hubs in the Prairies, CN said it will distribute cars as they depart Vancouver. Customers will also have “enhanced visibility” on tracking their rail shipments through CN’s rail shipment tracking tool.
• End-to-End Transparency: According to CN, stakeholders will have access to weekly updates on car orders, supply chain conditions, and system fluidity through the railroad’s Western Canadian Grain Report and operational dashboards.

Meanwhile, CN in late September published its 2025-2026 Winter Plan, outlining its preparations for meeting customer and stakeholder needs in the months ahead.

Further Reading: CN Debuts Custom EV Shunt Truck Platform in Vancouver

CPKC (CPKC Photograph)

“Few things are more vital to a railroad’s success than the health of its locomotive fleet,” CPKC pointed out in an Oct. 7 website article. “Like doctors caring for patients, CPKC’s locomotive shops across the network work tirelessly to keep our engines running smoothly and safely.”

At the heart of this effort, the railroad said, is the Kansas City (KC) locomotive shop, where a dedicated team of 32 railroaders maintain and repair locomotives around the clock. It releases approximately 70 locomotives each month—about three per day—including road and yard units for locations such as Kansas City; Pittsburg, Kan.; Slater, Mo.; East St. Louis, Ill.; and the Quad Cities, Iowa.

According to CPKC, the team’s commitment to safety recently led to a milestone: three years without a single FRA-reportable injury.

“It’s a very prideful, committed team,” said Kelly Roberson, Assistant Superintendent for KC Locomotive. “I feel like this team has written the book on peer-to-peer interaction.”

“Everybody knows everybody, everybody knows each other’s families,” Roberson continued. “They’re committed to each other, as well as themselves to make sure they get home to their families every day … Labor organizations and leadership work side by side toward the same goals, and the results speak for themselves.”

Experience also plays a key role in building a strong “Home Safe” culture, according to CPKC. Many KC shop employees, it noted, have been with the company for more than two decades, and “their knowledge has been instrumental in mentoring new hires, especially during the post-merger transition.”

“We counted on those more experienced employees to introduce our new hires to safe work practices in the shop,” Roberson reported. “These employees went beyond rules and processes to introduce the safety culture in the shop that has made us successful in preventing injuries.”

In related news, CPKC-owned Superior Tie and Timber in April celebrated 2,500 days without an injury. Also, earlier this month CSX Taft Yard marked six years without a workplace injury and BNSF reached a safety milestone at its Havelock Wheel Plant in Nebraska.

UP (Courtesy of UP)

“A 95-year-old letter yellowed with age is an excellent starting point for the remarkably long and successful business relationship between Union Pacific and the Nestlé Purina Petcare facility in Denver,” UP wrote in website story posted Oct. 7. The letter, it said, was dated Feb. 18, 1930, and in it, then-UP President Carl Gray recounted the grand opening of the Purina mill and the time he spent celebrating with company founder William Danforth.

“They talk Purina, eat it, sleep it, dream it; I have never seen a more absorbed organization,” Gray wrote. “(A)ltogether I think the new Denver mill got off to as fine a start as could be desired.”

Nearly a century later, UP and the Nestlé Purina plant’s relationship is still going strong, according to the railroad.

“When we’re working with Union Pacific crews, it’s like family,” the railroad quoted Ronald Katzer, Nestlé Purina’s Materials Manager in Denver, as saying. “We know every man and woman who help service this plant, and that’s why this relationship has endured so long.”

The railroad noted that the Denver plant highlights its longstanding service commitment. In fact, it said, UP sold the land to Purina in 1928 so the Denver plant could be built next to the railroad tracks. Today, the plant employees 300 people and produces pet food. UP brings in the raw grains used to make it and transports the final products to key markets in the Northwest, including Oregon, Washington, Montana and Idaho.

“We have achieved great efficiency over the years in off-loading and on-loading, working together as a team,” Katzer said. 

“We are very proud of the relationship we have built with Nestlé Purina over the years and the work we have done together to grow both of our businesses,” added UP Senior Vice President-Marketing and Sales Jason Hess, according to the railroad. “It’s been a great partnership that has only gotten better with age.”

In other UP news, the railroad is readying to serve Manner Polymer’s new solar-powered manufacturing facility in Mount Vernon, Ill.

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

PANYNJ

The PANYNJ on Oct. 7 broke ground on a new AirTrain Newark system at EWR, launching construction of a “modern, reliable” 2.5-mile automated people mover. The new $3.5 billion system will replace the existing AirTrain, which opened in 1996 and has become “outdated, over capacity, and unable to accommodate Newark Liberty’s rapid growth,” according to the agency.

The new AirTrain system, the PANYNJ says, is a major piece of the ongoing redevelopment of EWR. The redevelopment plan charts a comprehensive reimagining of the airport, complete with modern terminals and infrastructure, a more intuitive roadway network, and a redesigned taxiway network to more efficiently accommodate aircraft and reduce delays. “The new AirTrain system will allow for expanded passenger capacity, greater reliability and flexible connectivity in conjunction with the airport’s redevelopment plan,” the agency noted. It is expected to begin operation in 2030.

“The new AirTrain Newark is essential to Newark Liberty’s future,” said Port Authority Executive Director Rick Cotton. “It will improve access to the airport, support its continued growth, and knit together the airport’s terminals, rail links, and parking into a modern, unified system. Together with the new award-winning Terminal A and future redevelopment projects, the AirTrain will help deliver the 21st century travel experience that our region deserves.”

According to the PANYNJ, the existing AirTrain is “reaching the end of its useful life, requires extensive maintenance and repair, and cannot adequately meet upcoming demand.” AirTrain ridership, the agency says, is forecasted to grow by 50% by 2040, exceeding the capacity of the existing system. The current system is unable to be expanded or upgraded to newer technology, and its route will hinder future airport growth, while the new system is designed to be expandable, the PANYNJ said. When the current system opened, the airport served approximately 30 million passengers each year. In 2024, EWR welcomed nearly 50 million passengers.

The new $3.5 billion AirTrain system, the PANYNJ says, “will be better positioned to meet the needs of the redeveloped and modernized airport.”. The system will offer greater reliability and capacity, with the ability to handle 50,000 passengers per day, up from the current system’s 33,000-passenger capacity. Its route will allow for easier access to the new Terminal A, eliminating the current 15-minute walk between the AirTrain station and the terminal.

The route was designed with future airport growth in mind. Planning is under way for a new Terminal B to replace the current 52-year-old terminal. The current system will largely remain in operation until the new system opens, with some intermittent outages over a 28-month period that will exclude peak summer and holiday travel times.

The PANYNJ will provide connections to the current Terminal B. As the agency continues to redevelop the entire airport, passengers will be able to connect to the current terminal using a variety of options, including pedestrian walkways and efficient bus services. The agency will also be testing the use of autonomous shuttles as a new and convenient form of transportation that “leverages 21st century technology to provide a convenient, comfortable experience.” The PANYNJ says it also has plans to pilot the technology through three companies in 2026, building on several successful autonomous vehicle pilots at EWR and John F. Kennedy International airports over the last three years. Conventional electric shuttle buses will remain an option as well. The new world-class Terminal B will be directly adjacent to the AirTrain station.

HNTB joined the PANYNJ in celebrating the groundbreaking of the AirTrain Newark Replacement Program. HNTB is providing project management services and integration support, concept design development and design-build oversight review for the AirTrain Program.

For the past decade, HNTB has supported the PANYNJ in shaping and advancing the AirTrain Newark Replacement Program. The firm has “led the development of indicative design, advised on procurement and sustainability strategies, and provided technical guidance throughout the program.” HNTB also manages the guideway and stations project, helping to integrate it with rest of the program.

HNTB’s contributions at EWR also extends to the EWR Station Access Project, which encompasses a new pedestrian entrance and landside connection to the Newark Liberty International Airport Rail Station. HNTB served as the preliminary designer for this project.

“This groundbreaking marks a significant milestone in the evolution of airport transit. The AirTrain Newark program reflects a commitment to delivering a modern, efficient system that improves how passengers move through Newark Liberty and connect to the broader region,” said HNTB Project Manager Dan Leonhardt.

Detroit People Mover

Plans to modernize the DPM are moving ahead after the Detroit Transportation Corporation, which owns and operates the automated rail system, started an $800,000 analysis of DPM, “aiming to adapt the transit line to downtown’s needs,” according to a WXYZ report.

“An office district, not a lot of residents. Not as many sports teams and events. And really, I think the biggest impetus is the continued growth of downtown as a residential neighborhood,” said Detroit Transportation Corporation CEO Robert Cramer, according to the report.

The analysis, according to WXYZ, which is expected to be completed in 2026, “will target both short-term fixes and major system upgrades. Quick changes could bring new station names, better signs, platform improvements, and possible two-way service on what’s now a one-direction loop.”

Future plans, according to the report, might extend the rail’s reach. “Maybe expanding the entire footprint of the loop or even adding some spurs out to some major development areas. So, everything’s on the table,” Cramer said.

Officials want public input through thepeoplemover.com/study. The online poll asks about travel habits and places needing better access.

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