Railway Age magazine

North American rail volume on nine reporting U.S., Canadian, and Mexican railroads came in at 22,988,498 carloads and intermodal units for the 34-week period ending Aug. 23, 2025, the AAR reported Aug. 27. Cumulative volume in the U.S. was 16,699,108 carloads and intermodal containers and trailers, up 3.5% from the same point last year; in Canada, 5,499,570 carloads and intermodal units, up 2.2%; and in Mexico, 789,820 carloads and intermodal units, down 8.4%.

Results were similar through the first 33 weeks of 2025 (ending Aug. 16, 2025).

For the week ending Aug. 23, 2025, U.S. Class I railroads carried 512,333 carloads and intermodal units, down 0.8% from the same point last year, according to the AAR. That comprised 229,783 carloads, up 0.6% from 2024, and 282,550 containers and trailers, down 1.9% from 2024.

Four of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included grain, up 1,723 carloads, to 20,389; motor vehicles and parts, up 1,001 carloads, to 17,681; and farm products excluding grain, and food, up 640 carloads, to 16,140. Commodity groups that posted declines included petroleum and petroleum products, down 1,068 carloads, to 9,769; coal, down 370 carloads, to 62,043; and miscellaneous carloads, down 249 carloads, to 9,100.

For the first 34 weeks of this year, U.S. railroads reported cumulative volume of 7,514,403 carloads, up 2.6% from the same point in 2024; and 9,184,705 intermodal units, up 4.2% from 2024.

North American rail volume for the week ending Aug. 23, 2025, on nine reporting U.S., Canadian and Mexican railroads totaled 322,359 carloads, up 5.3% compared with the same week last year, and 370,239 intermodal units, up 5.9% compared with last year. Total combined weekly rail traffic in North America came in at 692,598 carloads and intermodal units, rising 5.6%.

Canadian railroads reported 80,067 carloads for the week ending Aug. 23, 2025, a gain of 23.8%, and 73,564 intermodal units, a gain of 47.7% over the same week last year.

For the week ending Aug. 23, 2025, Mexican railroads reported 12,509 carloads, dipping 3.6% from the same week last year, and 14,125 intermodal units, increasing 18.6%.

The post AAR: North American Rail Volume Up Through Week 34 appeared first on Railway Age.

Green Eagle Railroad’s (GER) proposal to construct and operate an approximately 1.335-mile rail line in Maverick County, Tex., “is not needed to meet existing or future demand for transportation, would be less efficient and more costly than existing rail services, would harm existing rail services provided by Union Pacific [UP] and BNSF, and does not appear to be financially viable,” UP told the Surface Transportation Board (STB) in an Aug. 25 filing commenting on the transportation merits of GER’s petition for exemption (download below).

The STB should “deny” the petition seeking an exemption under 49 U.S.C. § 10502 from the prior approval requirements of 49 U.S.C. § 10901 for the line’s construction, according to UP, and “require GER to submit an application for construction authority if GER decides to try to move forward with its proposal.”

“GER is proposing to insert a new carrier in the middle of the current, direct connection between Union Pacific … and BNSF …, on the one hand, and Ferrocarril Mexicano, S.A. de C.V. (Ferromex), on the other hand, at the United States-Mexico border in Eagle Pass, Texes,” UP reported in its STB filing. “GER’s proposal to construct and operate the Line is inconsistent with the public convenience and necessity.”

The Eagle Pass Gateway, UP told the STB, “is the second busiest railroad crossing between the United States and Mexico, but existing capacity is sufficient to accommodate current demand for rail transportation, and capacity can be expanded if necessary to meet future demand.” UP said it is “actively planning operational improvements and capital investments to support improved fluidity and growth of traffic.”

UP and BNSF move about 19 trains per day to and from the Gateway using a UP-owned line over which BNSF has trackage rights, according to UP, and at the border, both railroads interchange traffic directly with Ferromex. UP said that it supports its cross-border operations from Clark’s Park Yard, which is approximately 4.2 miles north of the border. BNSF, it noted, supports cross-border operations from Ryan’s Ruin Yard, which is on UP’s line approximately 14 miles north of the border. Ferromex supports its cross-border operations from Rio Escondido Yard, which is approximately 9.9 miles south of the border. “Trains cross the border using the Eagle Pass-Piedras Negras International Railway Bridge, which is owned and operated by Union Pacific on the U.S. side of the border and owned by the Mexican federal government and operated by Ferromex on the Mexican side of the border,” UP said. “Later this year, Union Pacific and Ferromex expect to shift cross-border crew changes from the bridge to Clark’s Park Yard, reducing the amount of time trains are stopped on the bridge, which will improve security, service, and capacity.”

According to UP, GER’s proposed line would create “a second, duplicative route” connecting UP and BNSF with Ferromex. “As shown below in Figure 2, the Line would extend 1.335 miles between milepost 31 on Union Pacific’s Eagle Pass Subdivision south of Clark’s Park Yard and a new bridge crossing the Rio Grande, then connect with a new 17.8-mile line to Ferromex’s Rio Escondido Yard,” UP said. “The Line would reduce Union Pacific’s and BNSF’s current route to the border by 2.9 miles, but GER’s route in Mexico would be 7.9 miles longer than Ferromex’s current route from the border to Rio Escondido Yard, creating a longer route overall between Clark’s Park Yard and Rio Escondido Yard.”

Additionally, UP said, GER’s proposed line “would not increase rail competition for cross-border traffic.” GER would have to interchange all its cross-border traffic with either UP or BNSF, it noted. “GER’s proposed Line thus would increase the number of carriers required to complete cross-border movements, and thus the complexity and cost of such movements, but would not increase the number of independent routing options available to shippers,” UP explained.

GER also “does not appear to have a viable plan for operating its proposed Line without harming existing service offered by Union Pacific and BNSF,” UP pointed out. “GER’s petition does not address the practical issues that would arise from moving cross-border trains averaging 9,300 feet in length while constructing only 1.335 miles (i.e., approximately 7,050 feet) of new track between the border and its connection with Union Pacific’s Eagle Pass Subdivision. The difference between train length and track length means GER is not planning to construct sufficient facilities to receive southbound trains in interchange from Union Pacific or BNSF: the rear end of a 9,300-foot train would block Union Pacific’s main line all the way past the switch between the main line and the lead track at the south end of Clark’s Park Yard. For northbound trains, GER is not planning to construct sufficient facilities to conduct FRA- [Federal Railroad Administration] mandated safety inspections or the customs and agricultural inspections conducted by CBP [U.S. Customs and Border Protection]. The difference between GER’s proposed train length and track length would cause operating issues even if Union Pacific interchanged southbound trains with GER in Clark’s Park Yard and GER’s northbound train received FRA and CBP inspections in the yard. GER train arrivals and departures would disrupt the flow of other traffic in and through the yard.”

UP told the STB that “GER’s harmful impacts on operational efficiency and customer service would increase if GER were to handle some but not all cross-border traffic at Eagle Pass.” For example, it said, if a UP train was “moving northbound to Clark’s Park Yard when a GER train was entering or leaving the yard, the Union Pacific train would have to stop and wait for the GER train to clear the switch between Union Pacific’s main line and lead track, delaying Union Pacific’s train.” In another example, UP said switching activity at Clark’s Park Yard would increase at the same time GER’s presence would prevent UP from clearing space in the yard. “Specifically, if northbound traffic were divided between Ferromex-Union Pacific and Ferromex-GER-Union Pacific routings, Union Pacific would need to perform classification and blocking on twice as many trains,” UP said. “Union Pacific also might need to hold cars for a longer period to build efficient blocks, which would consume still more yard capacity. The added work and congestion would raise transportation costs and reduce service quality.”

Finally, UP said, GER’s proposed line “does not appear to be economically viable.” GER explained in its petition that its plan “is to enter into agreements with Union Pacific and BNSF for those carriers to shift their cross-border traffic to the Line,” UP said. “However, Union Pacific has no intent to discontinue using its border crossing at Eagle Pass. GER appears to have no plan for making the Line economically viable if Union Pacific and BNSF do not voluntarily agree to route their customers’ traffic over GER. In fact, GER has acknowledged that if it ‘is unable to attract all cross-border rail traffic . . . GER would be unable to construct and/or operate the proposed line.’ And even if Union Pacific and BNSF were to voluntarily reroute their traffic over GER, there is no evidence that GER would earn sufficient revenue from shuttling trains between the U.S. and Mexico to make its Line economically viable.”

Construction of a new railroad line requires prior STB authorization, “either through issuance of a certificate under 49 U.S.C. § 10901 or, as requested by GER, through an exemption under 49 U.S.C. § 10502 from the application requirements of § 10901,” UP summed up. “Section 10502 directs the Board to exempt construction proposals from the requirements of § 10901 when it finds that: (1) regulation is not necessary to carry out the rail transportation policy of § 10101, and (2) either (a) the transaction is of limited scope or (b) application of the statutory provision is not needed to protect shippers from the abuse of market power … In considering a construction application under § 10901, the Board ‘shall’ grant the application ‘unless the Board finds that such activities are inconsistent with the public convenience and necessity’ … In reviewing construction applications, the Board examines ‘whether (1) the applicant is financially fit to undertake the construction and provide service; (2) there is a public demand or need for the proposed service; and (3) the construction project is in the public interest and will not unduly harm existing service’ … Based on the record here, the Board cannot find that regulation is not necessary to carry out the rail transportation policy of § 10101. Accordingly, the Board should require GER to submit a full application under § 10901.”

• STB Issues EIS for Proposed Maverick County, Tex., Line

The post UP to STB: Deny GER’s Petition for Proposed Maverick County, Tex., Line appeared first on Railway Age.

After more than 20,000 votes from customers throughout the region, WMATA has announced that the public has selected Option 3 as the updated livery design for the agency’s incoming rail fleet.

“While the exterior design of the new 8000-series fleet pays homage to Metro’s past, the interior is all about the future,” said Metro General Manager and CEO Randy Clarke. “This new rail fleet will improve the customer experience in every way. We thank our loyal customers for their input on the future of Metro.”

The 8000-series Hitachi Rail cars feature wider aisles, increased digital signage, and dynamic wayfinding, among other upgrades.

“Our region deserves a modern rail system, and the new 8000 series fleet will be instrumental in providing the safe, frequent, and reliable service our customers expect,” said Metro Board of Directors Chair Valerie Santos. “We also commend Metro staff for identifying $21 million in cost savings on this project- funds that will now be reinvested directly into the capital program to benefit our customers.”

Customers can expect to see pilot cars with the new rolling through stations in late 2027. The updated rail fleet look “represents another step toward delivering a more seamless experience for our customers,” WMATA noted.

Newly released data shows crime has dropped substantially on BART through the first seven months of this year. The number of violent crimes reported on BART declined from 203 for the first seven months of 2024 to 130 incidents this year. Property crimes also fell from 1,091 for the first seven months of 2024 to 547 this year. All the latest crime numbers can be found in the July Chief’s Report (download below).

The decrease in crime, the agency says, comes as BART PD has remained focused on maintaining a highly visible safety presence in the system. At the same time BART has accelerated the installation of Next Generation Fare Gates. Now 48 of BART’s 50 stations have new high-tech gates, which are proving to be a strong deterrent against fare evasion and other unwanted behavior, the agency noted. BART says it is well on track to meet its goal to have Next Generation Fare Gates at all stations by the end of this year. “Maintaining a visible safety presence and installing new gates are both key components of BART’s Safe and Clean Plan to put the everyday concerns of riders first,” the agency said.

Other highlights from the Chief’s Report:

• Robberies plummeted from 126 for the first seven months of 2024 to 37 this year.
• Only one cellphone robbery was reported for the entire system in July. That follows zero cellphone robberies in June.
• Auto burglaries fell from 449 last year to 162 in 2025.

BART PD’s highly visible safety presence is making it possible for officers to get to incidents more quickly. The average emergency response time for July was four minutes, 21 seconds. “That’s well below BART PD’s goal of five minutes and one of the fastest response times for any law enforcement agency in the Bay Area,” the agency said.

The City of Honolulu’s DTS recently announced the official integration of its newly redesigned “Transit App,” which, the city says, “aims to make the commute easier for people who rely on public transportation,” according to a KHON2 report.

According to the report, “riders of TheBus and Skyline can track in real time, plan trips with transfers between TheBus, rail, and Biki, and service alerts.”

As part of the partnership with DTS, Honolulu riders will also receive free access to “Transit Royale”, the app’s premium subscription service, which the city says, “unlocks advanced customization tools and features, such as personalized themes, access to complete schedules and real-time info and leaderboards and achievements,” according to the KHON2 report.

“As we expand mobility across Oʻahu with new Skyline and bus routes, we’re committed to giving riders the best tools to move with confidence,” said DTS Director Roger Morton. “The Transit app brings a user-friendly, reliable experience to the palm of your hand, making wayfinding easier, and getting you where you need to be, on-time. Transit Royale will allow our riders access to the best version of the app at no cost to them.”

Following the major redesign, the app, which is available for free on iOS and Android devices, now includes ETA Cards, a refined typeface and a new neon dark mode, according to the report.

“This redesign is more than an aesthetic update,” said Sam Vermette, CEO of Transit App. “It makes Transit easier to use, more informative, and more fun. Our work wouldn’t be possible without our agency partners. We’re proud to be working hand-in-hand with DTS to unlock the best app experience for their riders.”

The post Transit Briefs: WMATA, BART, City of Honolulu DTS appeared first on Railway Age.

SLSI on Aug. 27 announced the promotion of Julia Leone, PhD, to Assistant Director, Research and Organizational Development “recognizing her significant contributions to SLSI’s programs.”

In her newly expanded role, Dr. Leone will lead efforts to continually improve delivery processes and outcomes for all of SLSI’s programs in addition to leading the non-profit corporation’s research efforts.

Her work in developing a systematic approach to evaluating outcomes of completed Safety Culture Assessments (SCAs) “has not only ensured the fidelity of the SCA process but has led to insights that have driven new programs offered by the SLSI,” the corporation said. Research outcomes have also led to adjustments in processes and deliverables to continually improve the efficacy of SCAs for railroads.

“Our program expansion has come as a direct result of research led by Julia Leone. Improvements to processes leading to improved training outcomes have also been identified and implemented through her analysis and in-person observations,” said Tom Murta, Executive Director, Short Line Safety Institute. “Julia will continue to assist the SLSI in identifying and developing the next generation of programs, while ensuring that current programs deliver on their objectives, and support our mission to continuously increase Safety Culture on railroads across the country.”

In her tenure at SLSI, Dr. Leone has presented research to a variety of industry groups including the Transportation Research Board (TRB) and has been a featured speaker at industry rail events.

“In my five years of service at SLSI, I’ve seen rapid growth in programs as a result of SCA fidelity studies and analysis of participant feedback from all of our offerings,” said Dr. Leone. “It’s been an honor to assist railroads in their quest to continuously improve safety culture. I’m particularly looking forward to fully implementing follow up coaching calls with SCA participants to track progress against identified gaps.”

Dr. Leone holds a PhD in Industrial and Organizational Psychology, an MS in Industrial and Organizational Psychology, and an MPhil in Psychology from the Graduate Center, CUNY, N.Y., and a BA in Psychology from Honors College, University of Arizona, Tucson, Ariz., where she graduated Magna Cum Laude.

Read more about the SLSI’s Safety Culture Assessments here.

OmniTRAX on Aug. 27 announced that it has named Ryan Dreier as Executive Vice President of Sales and Economic Development. He joins the company following an extensive career at BNSF Railway, where he held multiple commercial leadership roles in both carload and intermodal freight shipping across the Class I network.

In this newly created role reporting directly to Chief Commercial Officer Ryan Higgins, Dreier, will lead the company’s customer and community-facing sales and economic development teams responsible for freight and transload activities across OmniTRAX’s 31 rail properties. He will also be tasked with the development of new rail-served facilities across the OmniTRAX rail network.

“OmniTRAX has grown more than 50% in the past five years, prompting an expanded sales structure that can scale with our continued growth and commitment to operational excellence,” said Higgins. “Dreier is a proven sales executive with the ideal blend of strategy and performance that aligns with our continued growth objectives.”

Most recently serving as BNSF Railway’s Vice President – Industrial Products Marketing, Dreier led all marketing and sales across a large and diverse portfolio of carload commodities including food products, building and construction materials, dimensional components, and chemical and petroleum products. He earned an MBA from Southern Methodist University’s Cox School of Business and a Bachelor of Science in Business Administration from the University of Kansas.

“OmniTRAX’s impressive growth has gotten the industry’s attention for its rapid growth, high-profile projects, and industry-leading safety. I’m excited to join such a dynamic team,” said Dreier.

The post People News: SLSI, OmniTRAX appeared first on Railway Age.

Freight and passenger railroads support communities, ensure reliable service for customers and consumers, and move the economy forward—sustainably and with a commitment to environmental stewardship. The Women in Rail 2025 Conference, presented by Railway Age and RT&S, will feature a dynamic panel of industry experts discussing how railroads are having a positive impact on the environment—through new technologies that lower carbon emissions, transportation planning, construction projects that engage all stakeholders, and much more.  

Their session—“Trackside Impact: Environment and Community”—is one of many scheduled for the third-annual in-person Women in Rail Conference, taking place in the Chicagoland area on Oct. 15-16. The event will also include a celebratory luncheon for the Railway Age 2024 Women in Rail and RT&S 2025 Women in Railroad Engineering award honorees, and the chance to network with a wide-reaching group of like-minded professionals. All this will take place at a new, larger venue: the Hyatt Regency Schaumburg.

“I’m honored to join the Women in Rail Conference panel on Environment and Community. Over the course of my career, I’ve had the opportunity to lead initiatives that connect freight rail operations with environmental responsibility and positive community impact. I look forward to bringing that perspective to the conversation and exploring how we can continue to advance sustainability across the industry.” – Kayden Howard, SVP Health, Safety, and Environmental Programs

Join us Oct. 16 to be part of a conversation with:

• Kayden Howard, who is Senior Vice President, Health, Safety, and Environmental Programs at OmniTRAX. As an accomplished global executive and respected leader, Howard has a distinguished track record of leading and improving health, safety, and environmental programs, optimizing operations, and promoting sustainability. Over the course of her career—including an 18-year tenure at Kansas City Southern (now CPKC)—she has successfully guided large teams and organizations in legal affairs, human resources, sustainability, and health, safety, and environmental initiatives, primarily in the freight rail sector. Renowned for taking high functioning teams to the next level, Howard has consistently delivered end-to-end process improvements while transforming organizations.
  
  As Senior Vice President Health, Safety and Environmental Programs, Howard serves as Chief Safety Officer, Chief Environmental Officer, and Chief Sustainability Officer for OmniTRAX, where she leads ESG reporting and initiatives, environmental protection, worker safety and health, public safety, and hazmat preparedness and response across the company’s U.S. and Canadian operations.

• Sean Strong, CHMM, QISP, who is Vice President of Environmental for Watco, a single source transportation and supply chain services company.  He has extensive experience in compliance, remediation, sustainability, and environmental due diligence for industrial properties. Strong is a Certified Hazardous Materials Manager and a Qualified Industrial Stormwater Practitioner through the California Stormwater Quality Association. He has worked throughout the lower 48 states and has completed projects in Mexico and Canada. Strong serves as the Chair of the American Short Line and Regional Railroad Association’s Environmental Committee and holds a degree in economics from the Hobart and William Smith Colleges. 

• Brett Guarino, who is Project Manager II, Design and Construction for CSX, and a 2025 RT&S Women in Railroad Engineering Award honoree. She is a seasoned rail design and construction professional with more than 15 years of experience leading capital infrastructure projects for CSX. Guarino brings deep expertise in project development, financial oversight, and resource management, with a focus on ensuring smooth operations and stakeholder alignment. Since 2012, she has been an active member of AREMA (American Railway Engineering and Maintenance-of-Way Association) Committee 1 (Roadway and Ballast), currently serving as Chair of Subcommittee 4, advancing culvert design standards. Guarino has also represented CSX in the CREATE (Chicago Region Environmental and Transportation Efficiency) Program since 2015, contributing to the modernization of Chicago’s freight and passenger rail systems. She is based in Wyoming, Mich., and committed to advancing rail design through innovation, collaboration, and mentorship.

• Paula Dowell, Ph.D., who is Senior Vice President and National Practice Leader for Integrated Planning at HNTB Corporation. She has 24 years of experience in transportation planning and policy, focusing on transportation economics, freight transportation planning, and transportation funding and investment prioritization. Dr. Dowell is one of the nation’s leaders in transportation economics, freight and goods movement planning, and integrated transportation planning and economic development, continuously driving innovations in the industry through study efforts for strategic development planning and feasibility studies, application of big data, port and rail planning, and national freight research and development. She has led more than two dozen state freight plans, numerous large regional goods mobility studies, and has served as principal economist for several private-sector freight facility feasibility studies.  
  
  Dr. Dowell received her M.A. and Ph.D. in economics from the University of Tennessee, Knoxville in 1998 and 2000 respectively, and is a member of the National Academies’ Transportation Research Board, Women Transportation Seminar (WTS), International Transportation Economist Association, and Council of Supply Chain Management Professionals.   

The panel will be moderated by Lisa Tackach, President of the League of Railway Women (LRW) and Head of Marketing for Paterson, N.J.-based Railroad Construction Company, Inc. (RCC), which was established in 1926 to provide an array of track services for the private and public sectors along the East Coast and has since developed into a major general contractor with experience and expertise in all areas of track, civil, utility, and building construction. Following graduation from Pace University with a Bachelor of Business Administration, Advertising and Promotion degree, Tackach was introduced to AREMA and dedicated the first seven years of her professional career to promoting the non-profit organization in the marketing department. Through AREMA, she quickly learned how propitious the rail industry is and how fortunate she was to have the foundation of her professional future begin with advocating for those who dedicate their time and knowledge to supporting the AREMA mission. In 2014, she relocated to New Jersey, reconnected with her network of railroad industry professionals, and began working at RCC in the marketing department, later evolving into her role on the Marketing and Business Development Team. Having witnessed firsthand the benefit of connecting likeminded individuals to help support, advance, and grow an organization, Tackach became a member of the LRW and was elected to serve on the Board as the Awards Chair in 2017. She is now President. In addition to LRW, Tackach was elected to serve on the New Jersey Railroad Association Board as the Associate Member Representative in 2019 and continues to hold this position today.

The “Commanding the Track: Your Leadership Toolkit” panelists will be joined at the 2025 Women in Rail Conference by a diverse group of railroaders with a shared commitment to our industry’s future. Among them: Annie Adams, Chief Human Resources Officer, Norfolk Southern; Jennifer Hamann, EVP and Chief Financial Officer, Union Pacific; Sarah Watterson, President, Brightline West; Herman E. Crosson, Chief Safety & Compliance Officer, Anacostia Rail Holdings; Jenni Benton, SVP Commercial, Patriot Rail; Vianey De la Mora, Director General, Mexican Railway Association (AMF); Kari Gonzales, President and CEO, MxV Rail; Henrika Buchanan, SVP, National Practice Consultant, Transit & Rail Market Sector, HNTB; Paul Hubler, Chief Strategy Officer, Metrolink; Cherise Myers, Director-Workforce Development, American Public Transportation Association (APTA); and many more.

Speakers will offer their candid thoughts on topics ranging from marketing yourself to ESG and new technologies.

Industry support for the 2025 Women in Rail Conference is already strong, including sponsorship from: AITX, GATX, TrinityRail, CN, CPKC, RailPros, R. J. Corman, API, Genesee & Wyoming, The Greenbrier Companies, UTLX, Progress Rail, Patriot Rail, Union Pacific, The National Association of Railway Business Women, and The League of Railway Women.

To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

View the agenda and confirmed speakers for Railway Age / RT&S Women in Rail 2025 >>

Through Oct. 2, Railway Age is accepting nominations for its 2025 Women in Rail Awards program, which will honor 25 trailblazers for their achievements in our November issue and at the 2026 Railway Age / RT&S Women in Rail Conference. These outstanding railroaders will be selected based on their leadership, vision, innovation, and accomplishments. This award celebrates female leaders in rail and pioneers with a track record of breaking down barriers and helping to create industry opportunities for women. Entries will be judged by Barbara Wilson, Senior Advisor at Railroad Financial Corporation, and Catherine Rinaldi, Executive Vice President of Gateway Development Commission, with input from the Railway Age staff. Both Wilson and Rinaldi will participate at the 2025 Railway Age / RT&S Women in Rail Conference.

Submit your nomination now >>

The post WIR 2025: How Railroads Merge Environmental Responsibility and Operations appeared first on Railway Age.

Hitachi Rail on Aug. 26 announced that it has signed a Memorandum of Understanding (MOU) with Ontario Tech University, to support a first-of-its-kind, Railway Engineering Specialization that will be launched in September 2025.

Signed by Hitachi Rail Canada Managing Director Ziad Rizk and Dr. Hossam Kishawy, Dean, Faculty of Engineering and Applied Science, the MOU “will help address the growing demand for skilled professionals in Canada’s rail sector,” according to the company.

The Railway Engineering Specialization will be available to third- and fourth-year students enrolled in Manufacturing, Automotive, Mechatronics and Mechanical Engineering programs. Students in both Software and Electrical Engineering programs can register for the courses as electives. The Specialization will teach students the necessary skills for railway infrastructure development, track design, signaling systems and rolling stock management.

Hitachi Rail has more than 40 years of history in Toronto. With 1,200 employees in Ontario and delivering global transit projects to the busiest networks in the world, the company is a leader in the mobility sector. “Hitachi Rail’s significant railway expertise contributes to the program, by providing student placements, exploring joint research and development opportunities, while supporting course content review and expert guest speaking events,” the company noted.

“This is an exciting opportunity for Hitachi Rail to partner with Ontario Tech University and for the students to leverage experiences from this partnership. Bridging the gap between industry and classroom will shape a workforce trained and ready to meet real-world challenges,” said Ziad Rizk. “We are greatly looking forward to having the chance to contribute to this discipline and provide opportunities for aspiring engineers in the Canadian rail sector.”

“Ontario Tech is proud to be home to Canada’s only English-language undergraduate Railway Engineering specialization, preparing students with the skills industry needs most—rail electrification, automation, and climate-resilient infrastructure. Our new partnership with Hitachi Rail strengthens this mission, ensuring our students gain exposure to global expertise while helping industry address critical workforce needs,” said Kishawy.

“Ontario has launched the largest transit expansion in North America, and this first-of-its kind railway engineering program will ensure our province has the talent it needs to deliver game-changing rail infrastructure,” said Prabmeet Sarkaria, Ontario’s Minister of Transportation. “Our government is investing $70 billion in public transit to expand GO Transit, restore passenger rail service to northern Ontario and build the largest subway expansion in Canadian history, including the Ontario Line subway. Our GO Expansion plan includes the Bowmanville Extension, which will make it easier for post-secondary students to access Ontario Tech University’s campus in Oshawa.”

“Ontario’s world-class postsecondary education institutions are building a robust engineering workforce of the future. Our government commends this innovative partnership between Ontario Tech and Hitachi Rail, enabling students enrolled in the Railway Engineering Specialization to get the education and hands-on training they need to keep Ontario moving for decades to come,” said Nolan Quinn, Minister of Colleges, Universities, Research Excellence and Security.

The MOU, Hitachi Rail says, “aims to strengthen the collaboration between the rail industry and the next generation of Canadian engineers. By combining industry expertise with specialized academic training, this partnership positions both Hitachi Rail and Ontario Tech University at the forefront of rail innovation.”

The post Hitachi Rail Signs MOU With Ontario Tech University to Support Railway Engineering Specialization appeared first on Railway Age.

Berkshire Hathaway does not intend to purchase CSX, a move we thought was the likely outcome given the competitive offering of an East/West combination. The valuation and merger benefits are clearly not appetizing to Berkshire; we now believe BNSF may only acquire CSX if backed into a corner following Union Pacific+Norfolk Southern deal approval and co-op agreement disappoints. We adjust our valuation framework, and our CSX PT (price target) moves to $38.

CNBC reported that Berkshire met with CSX in Omaha in early August and made it clear that BNSF would not make a bid for CSX. This followed the announcement of a new intermodal partnership between the two carriers that would offer coast-to-coast service, with the hopes of achieving a transcon-like service without combining railroads. Subsequently, CPKC issued a release disclosing that the Canadian Class I will not participate in consolidation and further maintained that consolidation is not essential for the industry. Recall that activist Ancora had suggested a CSX-CPKC match (though we viewed this as less value accretive than an east-west combination). CSX stock fell 10%-plus over the past week as the deal likelihood declined. With Berkshire showing no desire for consolidation, we adjust our valuation framework to our previous methodology of a forward earnings valuation and away from a takeout PT. We now believe BNSF may only acquire CSX if it’s backed into a corner following UP+NS deal approval and/or the partnership agreement doesn’t resonate as a competitive option.

With only one transcon merger currently on the table, a few important questions must be considered:

1. Will this give the STB an easier hurdle for downstream effects?
2. Does one transcon merger create a competitive advantage and reduce competition (i.e. would the decision be easier for the STB if there were two transcons) and ultimately make the approval process more difficult?
3. Will BNSF ultimately be pushed into a CSX bid if the STB approves UP+NS (or the likelihood of approval becomes evident).
4. How big is the value/service delta in a transcon partnership agreement vs. a combined railroad?

The prevalence of interline agreements among peers is unlikely to be enough to scuttle STB approval of a UP+NS deal in our view. While the Board acknowledges positives from interline agreements, it has also conceded numerous times in prior proceedings that mergers offer key operational benefits over and above voluntary agreements. Thus, a potential UP+NS single-line would present a superior product to anything achievable via interline agreements. As a result, we believe that positive developments in the UP+NS proceedings could force the hands of the Western holdout.

With CSX –10% over the past three trading days, merger-related outperformance relative to the overall market has now been largely extinguished, and we do not believe the stock reflects the chance of a takeout at this time. While the shoe appears to have dropped on CSX with Berkshire’s walking away, shares of NS still likely incorporate some merger premium (albeit diminished), and trading should reflect STB developments going forward.

We maintain our 2025 and 2026 EPS estimates for CSX, though we adjust our valuation methodology to a forward PE multiple (as we have done in the past). Using our unchanged 2026 EPS estimate of $1.95 and a 19.5x multiple, our PT moves to $38. Despite our drop in our PT, we believe CSX still presents a good opportunity for longer-term investors given current levels. CSX remains the only railroad in our universe that could grow earnings in 2026 even if volumes do not grow. Additionally, our forecasted OR for 2026 may call for a 210 bps improvement, but it is still more than 500 bps worse than the average OR the Eastern rail giant posted in the 2019-2021 timeframe.

CP+KCS, 2023: Railroad mergers frequently can achieve a degree of coordination beyond that which is available under voluntary coordination agreements.

Santa Fe+Southern Pacific (SPSF, “Shouldn’t Paint So Fast”), which STB predecessor Interstate Commerce Commission denied in 1986: Without the unified management resulting from the merger, few if any of the operating economies projected under the Operating Plan are attainable.

The post Deal Vs. No Deal appeared first on Railway Age.

The agreement, which is subject to ratification, is consistent with the terms set by dozens of local and national contracts between railroads and unions that have been ratified as part of the 2025 bargaining round, according to the NCCC.

The terms of these pattern agreements provide:

• “Wage increases of 18.8% over five years. Based on current inflation projections, this increase will translate to real wage growth for covered railroaders along with pay certainty for the life of the contract.
• “Enhancements to world-class health and welfare benefits with no increase to the employee contribution rate. Employees’ 2025 health care premiums have decreased to about $277/month, well below the national average of more than $500/month for employer-provided family coverage.
• “Access to more paid vacation time for employees earlier in their careers.”

The BRS tentative agreement follows ratification of nine national contracts—including the International Brotherhood of Electrical Workers; Brotherhood of Maintenance of Way Employes Division; International Association of Sheet, Air, Rail and Transportation Workers’ Mechanical and Engineering Department; National Conference of Firemen & Oilers; American Train Dispatchers Association; Transportation Communications Union; Brotherhood of Railway Carmen; International Brotherhood of Boilermakers; and International Association of Machinists. Those contracts run through Dec. 31, 2029.

If BRS ratifies the agreement, half of the union-represented freight rail employees at railroads participating in national handling will be covered, according to NCCC.

“The decision by BRS to embrace this [tentative] agreement underscores the value the pattern framework provides for workers, bringing wage increases and enhanced benefits without having to wait years,” NCCC and National Railway Labor Conference (NRLC) Chairman Jeff Rodgers said. “Our collaboration with BRS helps deliver stability and growth for rail workers while supporting the freight service that’s essential to American businesses and consumers.”

The NRLC is an association representing all U.S. Class I railroads and many smaller freight and passenger lines. Through its NCCC, NRLC leads national negotiations with the 12 major rail labor organizations*.

The 2025 national bargaining round began with the exchange of Section 6 notices on Nov. 1, 2024. Early local agreements between several rail carriers and unions set the stage for progress, “establishing a clear pattern that addresses employee needs while strengthening the freight rail industry’s ability to provide safe, reliable service,” according to the NRLC. “The 18.8% wage increase in these pattern agreements builds on the historic 24% wage increase from the 2022 bargaining round,” it said. “Taken together, these wage increases represent a nearly 50% (compounded) wage increase for covered employees between 2020 and 2029. Under these agreements, average annual wages will rise to $135,000 and average total compensation will increase to $190,000.”

Download below a list of carriers and unions participating in national handling. Carriers that reached an early local agreement covering a particular craft do not participate in national bargaining with respect to that craft. Additional information about the bargaining round is available at RailNegotiations.com.

* The unions are: International Association of Sheet Metal, Air, Rail and Transportation Workers – Transportation Div. (SMART-TD & SMART-TD-YDM); Brotherhood of Maintenance of Way Employees (BMWE); Brotherhood of Locomotive Engineers & Trainmen (BLET); Brotherhood Railway Carmen (BRC); Brotherhood of Railroad Signalmen (BRS); International Association of Machinists and Aerospace Workers (IAM); International Brotherhood of Electrical Workers (IBEW); Transportation Communications International Union (TCU); National Conference of Firemen and Oilers (NCFO); American Train Dispatchers Association (ATDA); International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART); and International Brotherhood of Boilermakers, Blacksmiths, Iron Ship Builders, Forgers and Helpers (IBB).

• CSX Secures Tentative Labor Agreements With BRS, IBB
• Unconventional Labor Talks Begin
• Canada’s Arbitration Mandate and the Hinrichs Maneuver
• CSX Tentative Agreements with BRC and SMART-TD GO-049 Extended to 12 Unions

The post NCCC, BRS Reach Tentative National Agreement appeared first on Railway Age.

CN in May 2024 opened its Flat Rock, Mich., transload logistics facility, which spans 20,000 square feet; is equipped with a 50-ton overhead crane and a 10-car track capable of receiving covered gondolas transporting steel coils; and offers outdoor coil storage with the capacity to accommodate additional commodities, including iron ore and dry bulk.

CN subsidiary International Bulk Services (IBS) operates the site, which was developed in partnership with Target Steel Inc., with additional support from a matching grant provided by the Michigan Department of Transportation.

“By enabling a modal shift from long-haul truck to rail, the facility enhances operational efficiency, reduces freight costs, and supports more sustainable transportation solutions,” CN reported in an Aug. 25 update.

Steel coils arrive at the facility by rail and are transloaded to trucks for final delivery, primarily serving the Southeast Michigan automotive supply chain.

According to CN, Target Steel Inc. has transitioned a portion of its inbound shipments from truck to rail using the site. Since opening, it said, this shift has led to:

• 400-plus carloads, with capacity available to support additional volume.
• Reduced truck traffic on regional highways.
• Opportunities to cut greenhouse gas emissions by up to 75% in affected lanes.

“This facility isn’t just a logistical solution—it’s a symbol of our partnership with CN to drive innovation in steel logistics,” Target Steel Inc. President Michael Simone said.

“Flat Rock shows how CN develops practical, customer-driven transload solutions,” added Helen Quirke, Vice President, Supply Chain and Business Development at CN. “By integrating rail into our customers’ supply chains, we help create safer, more cost-effective, and lower-emission freight options. We see opportunities to scale these types of solutions across our network.”

“Transloading is about flexibility—connecting different modes and finding efficient ways to move freight,” summed up Benoit Lachance, Senior Manager, Regional Supply Chain Solutions at CN. “At CN, we work closely with customers from planning through execution to ensure each site meets real operational needs. Flat Rock is a good example of that hands-on approach.”

• TGM Expands Grain Storage, Access to CN-Served Facility
• CN, CPKC: Ready for 2025-26 Grain Service
• Canada’s First Fertilizer Terminal Launches at Port of Johnstown
• CN’s Robinson: ‘Strong’ Results Despite ‘Challenging External Environment’

NS in 2023 partnered with DrayNow to offer the ModalView app, connecting small fleet owner-operators with brokers, who need first- and last-mile drayage services. In an Aug. 2025 progress report, NS said that the app is helping to:

• Reduce costs. “With instant document capture and sharing, ModalView accelerates billing cycles and reduces administrative overhead,” NS reported. “Real-time bills of lading and proofs of delivery are helping to improve cash flow by more than two days.”
• Improve shipment visibility. “From pickup to delivery, ModalView provides real-time tracking, status updates, and event notifications,” NS said. “Automated arrival, departure, and ETAs in real time reduce check calls as data is integrated into existing workflows.” Since the roll out, Triple Crown Services, Inc.—NS’s brokerage and motor carrier services arm—has seen more than a 25% reduction in customer service emails, “demonstrating that customers can view real-time updates on their loads more easily, reducing the need to reach out for status updates,” the railroad pointed out.
• “Strengthen customer relationships.” According to NS, ModalView extends visibility beyond the terminal and just one organization “with geolocation tracking, seamless ingating/outgating, and transparent trip details—all in one platform.”
• Support scalability. “By connecting stakeholders across the drayage network through a single, unified digital platform, ModalView is helping NS deliver on our commitment to operational excellence, customer transparency, and digital innovation—while driving growth to our Intermodal network,” said Ed Elkins, NS Chief Commercial Officer.

Meanwhile, NS this month brought together labor leaders from across its network, as well as employees and leadership for the second-annual Labor Summit, which it said “focused on what matters most: safety, service, and the people who make it all happen.” Held at the railroad’s Atlanta, Ga., headquarters, the event included breakout sessions across the Transportation, Mechanical, Engineering, Intermodal and Automotive departments, among others, with the goal of “listen[ing], learn[ing], and find[ing] ways to improve.”

The summit featured a “fireside chat” and Q&A with NS Chief Operating Officer John Orr and NS Chief Human Resources Officer Annie Adams.

“At NS, we work very hard to make deeds matter and to empower people through our Speak Up culture,” said Orr (pictured, right). “We can make things smoother, simpler, more predictable, and safer with a better service product as a result of our conversations today.”

“When we create space for open, honest conversations … we’re not just solving problems—we’re building stronger relationships,” added Adams, who will serve as a featured speaker at the 2025 Railway Age / RT&S Women in Rail Conference. “Through efforts like the Frontline Advisory Council and feedback from our engagement surveys, we’re providing employees a more direct line to leadership. It all connects back to our Speak Up culture that is empowering people to share, be heard, and help shape the future of our railroad.”

• NS Issues Sustainability, Safety, Operations, Community Impact Report
• STB Receives Notice of Intent for Proposed UP-NS Merger
• Union Pacific + Norfolk Southern: It’s Official

UP on Aug. 25 reported adding 15 new Focus Sites across nine states—Arkansas, Illinois, Kansas, Louisiana, Nebraska, Washington, Wisconsin, Oregon, and Texas; 12 of those sites are connected with short lines. In all, the Class I railroad has 39 “shovel-ready” industrial development sites on its 32,000-mile network that range from approximately 125-6,500 developable acres and whose rail designs have been pre-approved.

“Our partnerships with short line railroads are helping to expand our network’s reach while providing businesses easier and faster access to our 23-state network,” said Kenny Rocker, Executive Vice President-Marketing and Sales for UP. “With the help of short lines, shippers will have greater access to both domestic and global markets, including Mexico, Canada, and some of the nation’s largest ports in Los Angeles and Long Beach.”

Matt Cundiff, President of Ironhorse Resources Inc., a transportation company that operates short lines, switching companies, and transload and trucking companies, added: “UP’s Focus Site program is a tremendous benefit to short line railroads and the communities they serve. By including short line-served properties, UP is spurring local economic growth and making it easier for businesses to connect to rail and reach national and global markets.”

In addition to Focus Sites, UP provides a Site Solutions Tool with more than 2,000 potential properties available and located within 800 meters of its rail lines.

• TexAmericas Center Earns UP ‘Focus Site’ Designation
• How UP’s Real-Time Tech Is Powering Rail Growth
• City of Rochelle Expands RITC
• UP: New LA-Chicago Z Train

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

North American Rail Solutions on Aug. 25 announced that that Doug Severidt has joined the company as Procurement Director, reporting directly to the VP, of Assets and Procurement. In this role, Severidt will be responsible for “developing and implementing procurement strategies that align with the company’s growth objectives, while identifying opportunities to reduce cost and risk across the supply chain.”

As Procurement Director, Severidt, who will be based in Plano, Texas, will collaborate closely with vendors, project managers, estimators, operational leaders and other key stakeholders “to build scalable, efficient procurement tactics and strategies across North American Rail Solutions’ operations in the U.S. and Canada,” according to the company.

Severidt brings more than 15 years of experience in procurement and supply chain leadership, with a strong record of driving operational efficiency and financial impact. Most recently, he served as Senior Inventory Manager for SRS Distribution, a $10 billion national building products distributor. In this role, he rebuilt the company’s Pool Division replenishment process, shifting from a geographic-based model to a vendor/category-based approach, streamlining the purchasing of more than $400 million in physical inventory and $900 million in annual direct materials spend.

Severidt previously held leadership roles in procurement operations within the hospitality industry as a food service Procurement Director, and as a Chef. He is also a U.S. Army veteran, “bringing a disciplined, execution-focused approach to operational leadership,” the company noted.

STV on Aug. 25 announced the promotions of Lauren Alger, P.E., ENV SP, and Breanna Horne, CHMM, ENV SP, WEDG, WELL AP, to Vice Presidents. The appointments, the company says, “strengthen STV’s national sustainability and resilience practices within its Advisory Services group.” 

STV’s resilience and sustainability teams integrate adaptive strategies that address and mitigate climate disruptions while extending the lifespan of infrastructure. By balancing resilience with sustainability, STV “delivers systems built for long-term performance and helps safeguard communities,” the company noted.

Alger has played a key role on several award-winning projects at STV, including the Gateway Program Hudson River Tunnel between New Jersey and New York. In her new role, Alger will lead sustainable design practices that use clean energy sources, increase energy efficiency and reduce waste. She currently chairs the American Society of Civil Engineers (ASCE) Infrastructure 2050 initiative, a program that brings together industry experts to advance standardized methods for calculating and reducing carbon emissions across infrastructure assets. She is a leading advocate for global embodied carbon reduction efforts and presented at the United Nations on multiple occasions. Alger was recently honored with Engineering News-Record’s National Top 20 Under 40 award and holds a Bachelor of Science in Civil and Infrastructure Engineering from George Mason University.

Horne brings more than 15 years of experience in multiple award-winning facility and infrastructure improvement projects, including the first-of-its-kind Port Authority of New York and New Jersey’s (PANYNJ) Climate Risk Assessment for bridges, tunnels and the World Trade Center. In her new role, she will lead teams in assessing the impacts of multi-hazard and systemic risks for future-proofed planning and design, “eliminating the barriers for resilience improvements adoption in all projects, as well as securing funding and financing for resilient infrastructure.” She has published research in national and regional industry magazines, including the International Coalition for Sustainable Infrastructure, Urban Land Institute New York and STRUCTURE Magazine. A recognized voice in the industry on finance-informed climate solutions, she has spoken at prestigious national forums, including the MPact Transit + Community Conference and was named one of Building Design+Construction’s National Top 40 Under 40. Horne earned her Bachelor of Science in Geophysics from Southern Methodist University and Master of Science in Urban Systems Engineering and Management from New York University Tandon School of Engineering.

“These promotions reflect STV’s leadership in two of the most critical areas of infrastructure planning: resilience and sustainability,” said Garo Hovnanian, Executive Vice President of Advisory Services at STV. “In these roles, Lauren and Breanna will leverage their technical mastery to pioneer innovative solutions that fortify our communities today and prepare them for tomorrow.”

Americold Realty Trust, Inc. (Americold), a global leader in temperature-controlled logistics, real estate, and value-added services, on Aug. 25 announced that the company’s Board of Directors has unanimously appointed Robert S. Chambers as CEO and a member of the Board of Directors of Americold, effective Sept. 1, 2025. Chambers’ appointment follows George Chappelle’s decision to retire from the company and Board after a distinguished four-decade career.

Chambers has extensive leadership experience in warehouse and supply chain management, as well as considerable financial and operational expertise. He currently serves as Americold’s President, overseeing the company’s global operations including, commercial strategy, sales, engineering, development, information technology, customer experience, and supply chain innovation. Throughout his 12-year career with Americold, he has played a key role in shaping the company’s commercial business practices and corporate strategy across a variety of end-market conditions. Prior to Chambers’ current role, he served as President, Americas; Executive Vice President and Chief Commercial Officer; and Vice President of Commercial Finance.

Beyond his experience with Americold, Chambers has a broad background in supply chain and logistics, including serving as Chief Financial Officer of Saia Inc., a publicly listed transportation and logistics company, as well as leadership roles at CEVA Logistics. Earlier in his career, Chambers worked for KPMG and is a licensed CPA and Chartered Global Management Accountant. He currently serves on the boards of the Global Cold Chain Alliance and the Stetson University School of Business.

“Rob is a seasoned industry executive with deep institutional and industry knowledge,” said Mark Patterson, Americold’s Chairman of the Board and Chairman of the Nominating and Corporate Governance Committees. “His contributions to the business over the past 12 years have been instrumental to Americold’s success, and his strategic vision and experience make him the ideal leader to guide the company, its people and investments into the future. Rob’s background in supply chain and logistics has brought new perspectives to the business, setting standards for commercial excellence across the industry, while unlocking unique opportunities with our strategic partners and customers. He has demonstrated strong leadership, and along with the company’s deep and talented executive team, we are confident that Rob will continue to advance Americold’s strategic priorities and position it to deliver long-term value for all stakeholders.”

“I’m honored to take on the CEO role for Americold and look forward to working alongside our talented and dedicated team of associates around the globe,” said Chambers. “We have an opportunity to build on our reputation for service and operational excellence and position Americold as the provider of choice to the world’s largest food manufacturers, distributors and retailers. I believe we have the right people, assets and strategy to unlock the long-term growth potential for our business and I’m excited by the opportunities ahead.”

“On behalf of the Board of Directors, I want to thank George for his invaluable leadership and contributions to Americold,” continued Patterson. “His strategic vision and passion for operational excellence have established a strong foundation for continued growth and success. The Board and leadership team extend their deep appreciation for his service to Americold and wish him the best in his well-earned retirement.”

“I’m proud to have led Americold through a period of exciting growth, including improved service levels, increased efficiencies and expanded margins,” said Chappelle. “Together, we’ve built a strong foundation grounded in operational excellence, customer trust, and a culture of accountability, positioning Americold for long-term success. I’m confident that under Rob’s leadership, the company will continue to thrive in the future as the team builds on its global network of mission-critical cold-chain infrastructure.”

The BART Board of Directors has named Inez Gonzalez as the new BART Independent Police Auditor, effective Sept. 2, 2025. The Office of the Independent Police Auditor (OIPA) is an essential part of the BART Civilian Oversight Model, which is among the most robust police oversight models in the country, according to the agency. The Board of Directors established both the OIPA and the BART Police Citizen Review Board in 2010. Gonzalez succeeds Rusell Bloom who was appointed Independent Police Auditor in 2016 and retired from BART earlier this year.

“Inez Gonzalez has a wealth of experience that includes not only work in police oversight but also as a member of law enforcement,” said BART Board President Mark Foley. “BART has one of the most robust police oversight models in the country and it will be made even stronger thanks to the passion for equitable policing that Inez Gonzalez will bring to the Office of the Independent Police Auditor.”

Gonzalez brings more than 25 years of progressive experience in police oversight, law enforcement, and investigations to her new role as BART Independent Police Auditor. She most recently served as the Executive Director of the Police Civilian Oversight Board in Charlottesville, Va. While there she implemented a comprehensive civilian investigation program to promote integrity and systemic improvement in police services. Before that, Gonzalez rose to the rank of Captain in the Newark, N.J., Police Department. Among her roles in Newark was serving as Commander of Internal Affairs where she directed complex investigative operations while ensuring compliance with department policies, attorney general guidelines, and state law.

“I am profoundly honored by the trust the BART Board of Directors has placed in me in appointing me as the Independent Police Auditor,” said Gonzalez. “The Office of the Independent Police Auditor serves as a cornerstone of accountability, transparency, and fairness in policing. With integrity, impartiality, and purpose, I am committed to building upon the strong legacy established by my predecessors. I look forward to fostering collaborative relationships with the BART Police Citizen Review Board, BART leadership, and most importantly, the communities we serve.”

The mission of the OIPA, the agency says, “is to provide effective and independent oversight of the BART Police Department by conducting unbiased and thorough investigations, monitoring internal affairs investigations, and making policy recommendations to improve the performance of the police department.” OIPA also reports to the public and maintains communication with communities served by BART. The OIPA has unfettered access to police records, data, reports, and videos to perform their investigative and monitoring work. OIPA accepts complaints, including anonymously, and can investigate complaints from community members whether or not they were the victim of alleged police misconduct.

The post People News: North American Rail Solutions, STV, Americold, BART appeared first on Railway Age.

The funding was awarded to MassDOT’s Rail and Transit Division, through the Federal Railroad Administration’s (FRA) Corridor Identification and Development Program (Corridor ID) and will be used to support the Boston-Albany Corridor Service Development Plan (SDP), which, the agency says, “is an essential step in expanding and enhancing trains service connecting Boston and Albany, N.Y., through Springfield, Mass.”

The funding awarded builds on $108 million in FRA funding that Massachusetts secured in 2023 for corridor infrastructure projects to support additional Amtrak service between Boston and New Haven, Conn., via Springfield, Mass. The Commonwealth also won $37 million in 2024 for the Springfield Area Track Reconfiguration Project to design track, signal and infrastructure improvements at Springfield Union Station. These upgrades will ultimately increase rail capacity and reduce congestion—as part of the broader Compass Rail vision, the agency noted.

The SDP, which will outline MassDOT’s implementation plan for service expansion and is developed cooperatively with FRA, “will demonstrate the feasibility of a Boston to Albany intercity passenger rail route, and it will detail the necessary steps to implement the service,” the agency said. “It will identify the purpose and need for the service, include a comparative analysis of viable alternatives, define the recommended capital projects to enable the service, and evaluate the operational, network, and financial impacts of the service and infrastructure investment. It will also include an operating plan, a corridor project inventory and an investment case. Further, it will require significant engagement with the public and relevant stakeholders, and it will define a governance structure for project implementation and future operation.”

Compass Rail is made up of existing and proposed West-East and North-South services intersecting at a hub in Springfield. Compass Rail – Passenger Rail for the Commonwealth – is a vision for intercity passenger rail within Massachusetts and beyond. The goal of Compass Rail, MassDOT says, “is to enhance mobility, expand transportation choice, and support economic development goals through transportation investments. Compass Rail integrates existing MassDOT-supported services with new, proposed services in a unified vision.”

Existing services supported and managed by MassDOT under the Compass Rail banner include the following Amtrak-operated routes:

• Vermonter between Washington, D.C. and St. Albans, Vt., with Massachusetts stops in Springfield, Holyoke, Northampton, and Greenfield.
• Valley Flyer between New Haven, Conn., and Greenfield with Massachusetts stops in Springfield, Holyoke, Northampton, and Greenfield.
• Hartford Line and Northeast Regional between Springfield and New Haven, Conn., or Washington, D.C.
• Berkshire Flyer, a seasonal, pilot service, between Pittsfield and New York City.

West-East Rail would offer new Compass Rail services that focus on improved connections between western and eastern Massachusetts. This includes an Inland Route to operate between Boston and New Haven, Conn., via Springfield, Mass., and the Boston & Albany Corridor via Pittsfield.

MassDOT says it continues to seek additional financial resources to grow its passenger rail program and improve transportation across the state. The Healey-Driscoll Administration currently has approximately $1.27 billion dollars in pending federal transportation funding applications, according to the agency.

In related news, the Massachusetts Bay Transportation Authority (MBTA) recently announced that Orange Line trains are now able to reach 55 mph on select portions of the line. The new increased speeds impact stations between Oak Grove and Assembly Station.

The previous maximum speed on the Orange Line was 40 mph. The segment between Assembly and Oak Grove was originally designed for 55 mph, but as track infrastructure declined, speeds were lowered for safety reasons, the agency noted.

This is the first time documented that the Orange Line reached 55 mph.

As part of the Track Improvement Program (2023 – 2024), the MBTA removed more than 220 speed restrictions and replaced 250,000 feet of rail across the system, saving riders 2.4 million minutes every weekday and generating nearly $1 million in economic benefit every day, according to the agency. Regular maintenance has been ongoing to continuously improve the safety, reliability, and efficiency of the MBTA’s rail network.

The post MassDOT Secures $3.5MM to Advance West-East Rail appeared first on Railway Age.

Following weeks of feverish analysis and speculation, most of it second- and third-guessing, after Union Pacific and Norfolk Southern formally announced their betrothal, Canadian Pacific Kansas City (CPKC) has declared it “is not interested in participating in immediate (emphasis mine) rail industry consolidation, despite suggestions by some that it take part. CPKC does not believe that further rail consolidation is necessary for the industry as currently structured.”

Conceived and assembled as the only transnational single-line railroad, CPKC stressed it “remains focused on delivering more of the benefits and unique value-creating opportunities of its three-nation network, which connects shippers in all parts of North America via effective interline service options. CPKC strongly feels, given what the existing competitive landscape has shown it can deliver, any major rail merger poses unique and unprecedented risks to customers, rail employees and the broader supply chain. Those risks would be exacerbated by the inevitable follow-on consolidation.”

CPKC President and CEO Keith Creel, who stated his railroad would be “the loud voice in the room,” remarked that “a transcontinental merger would trigger permanent restructuring of the industry and result in a disproportionately large railway whose size and scope would require others to take action. This will likely result in an unnecessary wave of railway mergers that today is not the best way to support [U.S.] businesses nor the public interest and has the potential to create more [problems] than it solves.”

“UP+NS,” an industry observer opined to me, “is an acronym for Unnecessarily Predominant Network Structure.”

The existing six U.S. Class I’s “are capable of offering their customers high quality and near-seamless transportation services across the continent,” CPKC said. “As evidenced by previous rail network alliances by CPKC and CSX in the Southeast U.S., as well as the recent alliance announced by BNSF and CSX (and Warren Buffett’s assertion that Berkshire Hathaway is not interested in acquiring CSX), there remain opportunities for further cooperation between ‘willing’ railways to improve service while preserving optionality for shippers. Many of the kinds of benefits asserted in support of transcontinental mergers can be achieved through new and expanded industry partnerships, customer service innovations and additional cooperation among railways. CPKC continues to pursue these opportunities, such as its recently announced collaboration with CSX on the Southeast Mexico Express service linking the U.S Southeast to Mexico.”

The existing U.S. rail network “has the necessary capacity and operational fluidity to safely drive many years of service improvement, volume growth, truck conversion and resulting value creation for the nation’s rail shippers in support of the national economy,” CPKC concluded. “The public interest is best served by the nation’s railroads focused on delivering reliable, ‘truck-like’ service while investing in their networks to increase U.S. rail network capacity required for sustainable growth, rather than pursuing additional rail consolidation in an industry already greatly consolidated.”

So, what’s the unspoken message here? Is it “We will openly oppose UP+NS”? Or “We won’t openly oppose it but will make damn sure it either 1) doesn’t hurt us or 2) gives us some advantages”?

Yet, in my pointy little head, if UP+NS does get approved by the STB, why would any of the remaining four Class I’s be “required” to combine, in one way or another? Who would be holding a rivet gun to their heads? Shareholders? Maybe. Activist investors? Of course, provided they can gobble up enough stock. Certainly not customers, especialy those who would become captive shippers almost overnight. Definitely not agreement employees.

Our industry is not ready for the “Association of American Railroad.” At least not yet.

Let’s consider the rail industry from the perspective of a homeowner with a lawn, flower beds and vegetable gardens. I speak from personal experience. If my wife and I want our lawn to consist of just one type of grass, with a uniform appearance, 100% weed (especially crabgrass)-free, we would have to spend gobs of money, year after year, paying a landscaper, and accepting use of environmentally damaging chemicals like herbicides and pesticides. It might look nice, but the “stakeholders”—the variety of flowers, the fresh vegetables, the beneficial insects that pollinate everything, the birds that build nests—in the long-term, suffer. Instead, by choice, our home’s outdoor environment has a lawn full of clover. The grass has a few patches that don’t match—but it’s all green. Honeybees, bumblebees, butterflies (including migratory Monarchs) and hummingbirds abound. We’ve got a couple of chipmunks, and at least one rabbit. Yeah, the weeds (like hedge funds) try to invade, but with a little effort, we keep them at bay. As soon as they’re spotted, we yank them out with a special hand tool that doesn’t disturb the surrounding fauna, and toss them in the garbage. Our grass is doing well (it’s not the kind you smoke, in case you were wondering).

My point: Nature thrives with biodiversity. Why should business, of any kind, be any different?

Contrarian or concurring opinions welcome! You know how to reach me.

The post CPKC: Further Consolidation ‘Not Necessary’ appeared first on Railway Age.

Railcar pooling company TTX has signed on with RailPulse, the coalition established in late 2020 “to advance the use of GPS and sensor technology on railcars; deliver near real-time data through a common platform; and foster a more responsive, transparent and data-driven freight rail network.”

It becomes the 12th member of the coalition that comprises founding members Norfolk Southern (NS), GATX Corporation, Genesee & Wyoming Inc., TrinityRail, and Watco, which cumulatively own nearly 20% of the North American railcar fleet; plus The Greenbrier Companies, Union Pacific (UP), Railroad Development Corporation, Bunge, CSX, and Canadian Pacific Kansas City (CPKC). TTX has a fleet of 177,000-plus railcars and is privately-owned by BNSF, CN, CPKC, CSX, Ferromex, NS and UP.

RailPulse last fall officially launched its technology infrastructure, which it noted “provides near real-time data and insights across the North American freight railcar fleet. The platform leverages GPS and other telematics technologies to monitor the location, condition and health of railcars, aiming to enhance safety, efficiency and visibility for rail shippers, railroads and railcar owners.”

“The RailPulse Platform aggregates, enriches and securely stores data from sensors and other sources, delivering it to users through a web portal and application programming interfaces (APIs),” the coalition explained. “The platform accommodates a wide variety of railcar sensors, including those for location, movement, load, handbrake, door/hatch status, impact, and more. Owners get all data on their railcars, while approved data is securely shared with authorized users. Users can also set up alerts, geofences, and reports to manage their railcar fleets and shipments more effectively.”

TTX and RailPulse on Aug. 25, 2025, reported that TTX’s entry into RailPulse “brings a powerful new dimension to the coalition’s mission adding the scale, operational expertise and fleet management capabilities of North America’s leading shared railcar provider.”

Since RailPulse’s formation, they noted, the number of telematics-equipped railcars in North America has doubled, and with TTX’s participation, “RailPulse now captures data from the majority of these railcars.”

TTX’s participation, they added, strengthens the coalition’s ability to achieve several key objectives:

• “Improved Customer Experience: With greater visibility into car location, condition and performance, railroads and shippers gain access to more reliable ETAs, enhanced service transparency and actionable supply chain insights.
• “Standardized, Open Data: RailPulse’s neutral platform ensures consistent, high-quality data that can be accessed and leveraged across the industry, aligning with TTX’s mission to support all railroads through shared infrastructure and collaborative efficiency.
• “Smarter Asset Deployment: Near real-time GPS and sensor data from RailPulse enables TTX to improve the precision of car distribution and fleet allocation, reducing empty miles, dwell time and repositioning costs.
• “Predictive Maintenance at Scale: By shifting from scheduled to condition-based maintenance, TTX can improve car availability, extend asset life and reduce service interruptions, benefiting all railroads and customers using its fleet.”

“I’m grateful to those that offered support in TTX joining RailPulse,” TTX Executive Vice President Marty Thomas said. “Joining RailPulse underscores our dedication to driving innovation and ensuring the long-term strength of the freight rail industry. We envision a future where real-time data enhances everything from maintenance operations to the customer experience and we’re proud to help lead that evolution in collaboration with RailPulse.”

“The integration of TTX’s shared fleet model with RailPulse’s telematics platform is a game changer,” commented David Shannon, General Manager of RailPulse. “Together, we can align operational scale with data intelligence, accelerating our vision of a modernized, customer-centric rail network that is safer, more efficient and competitive.”

“Welcome to the RailPulse Coalition, TTX Company!” UP reported in an Aug. 25 LinkedIn post. “By working together as an industry, we’re driving innovation, visibility and efficiency across North America’s freight rail network.”

• Wabtec Approved as a ‘RailPulse Certified Telematics Vendor’
• ARH Enrolls in RailPulse
• RailPulse Offers ‘Grandfathering Incentive’
• RailPulse Certifies ZTR’s Pivot
• Amsted Recognized as ‘RailPulse Certified Vendor’
• TTX to Deploy Telematics Hardware on Railcars

The post TTX Joins RailPulse™ Coalition appeared first on Railway Age.

Effective Sept. 18, Tina Vaz will become Director of MTA Arts & Design, responsible for leading the agency’s range of visual and performing arts programs. Her oversight will include Poetry in Motion, MTA Music, digital art, photography, and the Permanent Art Program, which comprises work commissioned by more than 400 established and emerging artists and has distinguished New York’s transit system with one of the world’s largest and most diverse collections of site-specific contemporary art, according to the agency.

Vaz served most recently as Deputy Director, Chief Brand and Communications Officer for the Solomon R. Guggenheim Museum and Foundation, leading communications, marketing, design, digital, and external affairs for Guggenheim New York while overseeing brand strategy for the Guggenheim’s international constellation of museums in Bilbao, Venice, and Abu Dhabi. Under her leadership, the Guggenheim established its first true logo: a bold, dynamic “G” symbol based on the museums’ architectural forms. Vaz initially joined the Guggenheim in 2011 and led communications strategy for a range of Guggenheim global initiatives until 2019.

From 2019 to 2023, Vaz led Meta’s Open Arts program, which commissioned contemporary artists, collaborated with cultural institutions, and integrated art into Meta’s physical spaces and digital platforms. During her tenure, the program delivered more than 600 physical and digital commissions, programmed 13 million square feet of physical space, including the James A. Farley Building in New York City, and reached 8 million Meta users through digital artwork and strategic communications supporting company initiatives on vaccine awareness and voting.

Vaz serves on the Boards of The Municipal Art Society of New York and Williamstown Theatre Festival and is a member of the Finnish Cultural Institute in New York. She holds a degree in journalism from Boston University.

“For 40 years, MTA Arts & Design has been bringing world-class art, musical performance and poetry to millions of transit riders,” MTA Chair and CEO Janno Lieber said. “We are excited to have Tina’s creative expertise to help us reach even more New Yorkers and visitors with art that reflects the dynamism of New York and the transit system.”

“I am thrilled to have Tina join the MTA,” MTA Chief of Staff & Strategic Planning Juliette Michaelson said. “Her vision and leadership align with our mission at the MTA to connect with riders in new and inspiring ways.”

“Art has the power to transform everyday experiences, and I can’t imagine a more extraordinary canvas than the transit system, where millions of New Yorkers and visitors live out their daily stories,” Tina Vaz commented. “I’m honored to become part of the MTA, an organization central to the culture of New York and recognized around the world. I look forward to collaborating with our talented team, artists, and communities to create work that resonates with riders and reflects the energy and diversity of New York.”

David Malinas is the new President of OPW, a supplier of fluid-handling solutions, including loading and unloading systems for high-value hazardous and non-hazardous bulk products; railcar and transport tank-truck valves, gauging devices and tank-monitoring systems; automated storage-terminal controls and systems; and regulators, fittings, valves, vaporizers, vacuum-jacketed piping and gas-handling systems for the safe handling and distribution of cryogenics and industrial gases. He succeeds Kevin Long, who spent 11 years with Dover, parent company of OPW, including serving as President of OPW since 2017.

Malinas brings more than 20 years of operational leadership experience to his new role. He was most recently Chief Operating Officer of Duravant, a global automation equipment company headquartered in Chicago. He has also served as President of the Industrial Process segment at ITT, and held senior executive roles at Thermo Fisher Scientific and Danaher Corporation.

Malina first joined Dover in 2019 as Senior Vice President of Operations, a role he held for nearly four years. During that time, he led the development and execution of Dover’s manufacturing strategy, with a strong focus on footprint optimization, continuous improvement, supply chain efficiency, and quality enhancement. His efforts were instrumental in driving profitable growth across Dover’s operating companies. He holds a Bachelor of Science in chemical engineering and a Master of Science in manufacturing engineering from Case Western Reserve University, as well as a Master of Business Administration from Harvard Business School.

“OPW has always represented innovation, quality, and a commitment to operational excellence,” Malinas said. “I’m thrilled to rejoin the Dover organization and work alongside our talented OPW team, building on this strong foundation to accelerate growth, drive performance, and deliver long-term value for our customers.”

Binu Panicker is the new Chief Technology Officer at RPM, a service aggregator for finished vehicle logistics and value-add interconnected services that offers clients a sophisticated network covering over-the-road, rail, port, and sea. He brings 26-plus years of technology and executive leadership experience to the role, including time at Covisint, Dassault, and a significant tenure as Chief Technology Officer at FreightVerify.

Panicker will lead the product and engineering teams to ensure the seamless integration of innovative technology solutions across all business verticals for RPM’s accelerated business growth strategy.

“Binu’s leadership and deep expertise in scalable cloud architecture and AI are crucial as we expand our technological capabilities,” said John Perkovich, President of RPM North America. “His strategic vision will ensure we continue to provide our partners with unparalleled logistics solutions that are both data-driven and forward looking. We are excited to see him join the leadership team, enhancing RPM’s market position as a leader in automotive logistics.“

“RPM has a fantastic reputation for its innovative culture and cutting-edge technology platform,“ Binu Panicker said. “Their commitment to digitizing the automotive logistics domain sets them apart from a typical 3PL. The logistics industry is undergoing a massive digital transformation, and RPM is perfectly positioned to lead that change. I’m grateful to join such a forward-thinking company and leverage my broader industry expertise in AI and scalable cloud-platforms to build the future of mobility.“

HDR Global Transit Director Matt Tucker has been named to the Board of Trustees for the Mineta Transportation Institute for a three-year term. 

Founded in 1991 by former Transportation Secretary Norman Mineta, MTI is a university transportation center funded by the U.S. Department of Transportation, the California Department of Transportation, and public and private grants. MTI is well known and respected in the transportation industry as a leading research center that advances transportation innovation and provides practical solutions for transportation officials and practitioners. It emphasizes policy and management research, particularly in the fields of project financing, intermodal connectivity, safety, sustainability, pedestrian issues, land use and transportation planning. 

The research institute seeks to increase mobility for all by improving the safety, efficiency, accessibility and convenience of the U.S. transportation system. It is affiliated with San Jose State University’s Lucas College and Graduate School of Business.

Tucker joins a group of 24 nationally recognized transportation leaders in helping to steer the future of MTI. Among the institute’s trustees are the president or executive director of many leading industry groups, including the leaders of the Association of American Railroads, American Public Transportation Association, Conference of Minority Transportation Officials, and American Association of State Highways and Transportation Officials. 

As a Board Member, Tucker will help shape MTI’s research portfolio, guide the institute’s education curriculum, and participate in workforce development events. He will draw on his executive-level public sector experience advising transit agencies on industry trends and best practices to enhance transit service, safety, and operation.

“I have really enjoyed my career journey and love the rail and transit industry,” Tucker said. “I value opportunities that allow me to continue to contribute to the industry, especially in support of workforce development and research. I look forward to collaborating with the other members of the Board of Trustees to share insights and perspectives on what is happening within the industry.”

The post People News: MTA, OPW, RPM, HDR appeared first on Railway Age.

Leaders from Illinois’ Regional Transportation Authority (RTA) on Aug. 21 shifted millions of dollars from Metra and Pace “to help forestall 40% Chicago Transit Authority (CTA) service reductions” as the agency faces an imminent fiscal crisis, according to a Daily Herald report.

According to the report, RTA directors also discussed fare increases and caps on a “popular but over-budget rideshare program for passengers with disabilities—amid objections.”

A $771 million shortfall dubbed the “fiscal cliff” is projected next year when COVID-19 funding dries up, although that number is “fluid,” the Daily Herald reports. “Without a bailout, the RTA warns 40% systemwide reductions will occur; the CTA would be the first agency to run out of cash, followed by Metra and Pace.”

According to the report, about $73 million including discretionary sales tax revenues and Innovation, Coordination and Enhancement grants will be transferred from Metra and Pace to the CTA, which will last into the second quarter.

All agencies will see their RTA funding increase in 2026, staff said, although the CTA will get “the lion’s share,” according to the Daily Herald report.

“The transit system is intertwined and major cuts to one agency impact the whole,” RTA Chairman Kirk Dillard of Hinsdale noted.

“If you have a Pace bus show up at a Metra station and there’s no Metra train, that’s a problem,” he said. “We’re one region—all three service boards (need) to be working as one system, more today than ever.”

According to the Daily Herald report, the RTA board “unanimously approved 2026 funding levels for the agencies including the redistribution. It also voted to amend Pace paratransit funding with the assumption that rides on the Taxi Access and Rideshare Access programs will be capped at 30 a month per passenger and fares will increase to $3.25 in October.”

Currently, passengers with disabilities can take up to eight rides a day on TAP and RAP. Numerous riders told the board the new limit would be “devastating,” and that traditional paratransit “can take hours,” according to the report.

TAP was created more than 20 years ago and covers Chicago; RAP, which uses Uber and UZURV, kicked off in 2024 regionwide and became hugely popular, the Daily Herald reports.

The two represent “one of the most flexible and subsidized programs” in the U.S., Dillard said. He added, “the state of Illinois drastically underfunds mandated ADA paratransit services,” and urged riders to contact legislators with their concerns.

According to the report, the programs let certified ADA/paratransit passengers pay the first $2 of any trip. Pace covers the remainder up to $30, with riders paying costs exceeding $30, plus tips and surcharges.

The higher fares and 30-ride limit would generate about $8 million but that still leaves a $45 million paratransit budget deficit, according to the Daily Herald report.

The RTA, according to the report,” intends to plug the hole with reserves and sales tax revenues but also will divert about $17 million in Innovation, Coordination and Enhancement grants notably from the CTA and Metra.”

RTA leaders also asked staff to work with Pace to see if exceptions to the caps could be allowed in the case of riders going to work, for example, according to the Daily Herald report.

On Aug. 13, more than 200 riders, advocates, and other stakeholders met virtually with the RTA for the eighth quarterly Transit in the Answer Coalition meeting and discussed the 2026 budget process, “how peer regions are addressing their fiscal cliffs, and HB 3438, the funding and reform bill that passed the Illinois Senate during the General Assembly’s spring legislative session but was not called for a vote in the House.”

RTA staff presented the feedback gathered at the Coalition meeting to the RTA Board at their Aug. 21 meeting.

RTA also launched the Regional Transit Fiscal Cliff Hub last month, which will be updated frequently with links, upcoming meetings, ways to get involved, and more. It also summarized the 2026 budget process.

Governor Pritzker and legislative leaders say they “intend to continue to work on transit funding and reform through the summer and into the fall, but a firm timeline has not been set for any future action.” The General Assembly’s fall veto session is set to be held October 14-16 and October 28-30.

More information is available here.

The post Report: RTA Redirects Funds From Metra, Pace to Prevent CTA Service Reductions appeared first on Railway Age.

Brooke Henderson on Aug. 24 captured her second CPKC Women’s Open champion title in Ontario, Canada, during which Canadian Pacific Kansas City presented the C$4.5 million it raised for cardiac healthcare to MacKids, the arm of Hamilton Health Sciences Foundation dedicated to fundraising for McMaster Children’s Hospital (C$4 million), and to Trillium Health Partners (C$502,000).

Congratulations to CPKC Ambassador @BrookeHenderson on her outstanding victory this weekend at the 2025 CPKC Women’s Open in Mississauga, Ontario. #LiveHistory @GolfCanada pic.twitter.com/s5jo9ZL5SY

The railroad since 2014 has helped raise more than C$27 million for children’s heart health as the title sponsor of the Women’s Open. Canadian Pacific sponsored the event prior to its merger with Kansas City Southern in 2023 to form CPKC, the first single-line, transnational railway connecting Canada, the U.S. and Mexico. Henderson in 2018 won the then-CP Women’s Open in Regina, Sask.

This year’s total donation is the result of several fundraising efforts of the CPKC Has Heart community investment program, which supports heart health initiatives across North America. Through CPKC Birdies for Heart, CPKC contributed for each birdie made by Mississaugua Golf and Country Club members prior to the tournament and $5,000 for each birdie made by LPGA (Ladies Professional Golf Association) players on the 11th hole during championship tournament play (Aug. 20-24). CPKC also matched donations made during a MacKids campaign online this summer.

“We were thrilled to return to Ontario for a tremendous week of golf and giving culminating in a record C$4.5 million being raised for MacKids and Trillium Health Partners to support pediatric and cardiac health,” CPKC President and CEO Keith Creel said. “We’re proud to leave this legacy making a difference for the patients that need it the most. Thank you to everyone, from the amazing players to the volunteers to the thousands of passionate fans, who helped make this year’s tournament a resounding success. All of us at CPKC are honored to make a difference in the communities where we live, work and operate.

“Brooke Henderson delivered a spectacular performance over the last few days, adding another victory at home here in Canada. Congratulations to Brooke on her incredible win which left an entire nation cheering this weekend. Thank you to the Greater Toronto and Hamilton Area community for hosting us, for turning out in big numbers to cheer on our Ontario champion, and for making this such a successful tournament.”

“This incredible contribution from the CPKC Women’s Open will have a transformative impact on the lives of children and families who rely on McMaster Children’s Hospital,” commented Anissa Hilborn, CEO of Hamilton Health Sciences Foundation. “The funds raised will enable the creation of the Integrated Cardiac Health Initiative, which will revolutionize pediatric cardiac care through early diagnosis, advanced treatment and comprehensive support programs. On behalf of MacKids, I extend my gratitude to CPKC, the golf community and everyone who made this remarkable achievement possible.”

“We are so grateful to CPKC for generously raising $502,000 towards cardiac care at Trillium Health Partners,” noted Caroline Riseboro, President and CEO of Trillium Health Partners Foundation, the 2025 CPKC Women’s Open community partner. “Through matching donations dollar-for-dollar until Aug. 21, CPKC has allowed us to double the impact of all donations. These donations will help to enable things like the purchase of life-saving medical equipment that improves patient safety, diagnosis and long-term monitoring.”

“The wonderful impact of the CPKC Women’s Open on our host communities through CPKC Has Heart continues to be a point of pride for the championship,” Golf Canada CEO Laurence Applebaum added. “The lasting benefit to pediatric heart health across the region is immense and we applaud our partners at CPKC for strengthening the philanthropic legacy of Canada’s National Women’s Open Championship.”

Thirteen-time LPGA Tour winner and the winningest golfer in Canadian history, Brooke Henderson of Smiths Falls, Ont., led a field of 156 golfers at the CPKC Women’s Open. Also included were current world no. 1 Nelly Korda, three-time CPKC Women’s Open champion and 2024 Olympic Gold medalist Lydia Ko (world no. 3), and Jeeno Thitikul (world no. 2). Other notables include Ruoning Yin (world no. 4), Haeran Ryu (world no. 5) and Hannah Green (world no. 8), along with rising stars Lilia Vu (world no. 11) and Rose Zhang (world no. 44). Minjee Lee (world no. 24) also competed; Lee recently won the KPMG Women’s PGA Championship, earning her 11th career win and third major championship.

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Burkhardt, a third-generation railroader based out of Fairchild, Washington, continues a nearly century-long legacy of railroading in his family. His story is more than a career. It’s a tribute to fathers and sons, and the tracks they lay for each other. 

Robert Burkhardt’s grandfather, William Burkhardt Sr., worked as a section foreman for BNSF predecessor Northern Pacific (NP) in Cleveland, North Dakota. In 1922, after about 12 years of railroading, he bought 400 acres of land and transitioned to full-time farmer.  

But his work as a railroader had a lasting impact on his son, William Burkhardt Jr., who was fascinated by steam engines and began his railroading career in 1938 in Billings, Montana.

William Burkhardt Jr. found work at a Billings roundhouse, where he repaired and maintained steam engines. Son Robert Burkhardt recalls that as a kid, his father shared deep insights and knowledge of steam engines, claiming that all of them sound different.  

Later in his railroading career, William Burkhardt Jr. served as a fireman, keeping the fire hot on the steam locomotive, and as an engineer. But his fondness for his roundhouse days never wavered. During family vacations, Robert Burkhardt said his dad always planned a stop to see a roundhouse for a moment of nostalgia. 

Through the transition from steam to diesel, William Burkhardt Jr. remained an engineer, evolving with emerging technology. His son would often take train rides with him as a kid.  

When his father retired in June 1977, Robert Burkhardt followed a natural calling to railroading. In 1978, he was hired by BNSF predecessor Burlington Northern (BN) as a carman apprentice in Seattle repairing boxcars.

Robert Burkhardt also worked as a trainman before relocating to St. Paul, Minnesota, for training in 1980. It was the start of him replicating his father’s railroading experiences, and he vividly remembers the first day he became an engineer.  

“On my first solo ride, my dad saw me off,” he said. 

Today, Robert Burkhardt travels the same route from Everett to Auburn, Washington, that his father did all those years ago.

He also met his wife Debbie in 1988 while she was working as a clerk on the crew desk in Seattle.   

Today, his routes take him past the neighborhood beach he played on as a kid, where he watched many trains pass by.  

“The area has changed from when I grew up, but the tracks are the same,” he admits.

After 47 years, he is the No. 1 fireman and engineer on the roster and is the last engineer with fireman seniority. He also holds the highest seniority as a conductor in BNSF’s Northwest Division.

“I still enjoy going to work,” he shared. “At this point in my career, I just have fun looking back at the mile-long train behind me.”

The post BNSF Locomotive Engineer Carries On Family’s Century-Long Legacy appeared first on Railway Age.

“Contingent on sufficient, long-term funding,” CHSRA said, the plan “will achieve commercial success at the earliest possible stage, ensuring the system begins generating compelling economic return and maximizing the value of California’s investment.”

As part of the 2025 Supplemental Project Update Report’s “Letter from the CEO,” Ian Choudri wrote that over the past six months, CHSRA has “deliberated over input from stakeholders and the [California] Legislature and ha[s] systematically re-evaluated project design criteria requirements to right-size the program from the bottom up.” He noted that the Authority has “implemented difficult but necessary trade-off decisions to focus on the essential elements to deliver a high-quality, cost-effective rail system.” According to Choudri, the process included “[c]ompleting design reviews to minimize costs”; “[m]aking trade-off decisions for greater efficiency”; “[s]equencing construction and making funding go further”; and “[r]eviewing estimating methods for greater reliability (bottom-up).” (Download complete report below.)

In the 112-page report, CHSRA said that it has “$28.16 billion in capital funding, which includes an estimated $5.5 billion from Cap-and-Invest through 2030 and retention of federally awarded funds. The Governor’s Fiscal Year (FY) 2025 to 2026 budget proposal includes extending the Cap-and-Invest program through 2045 with at least $1.0 billion in annual funding for the Authority. This would provide at least $15 billion in additional funding for the program, bringing the Authority’s total capital funding to $43.16 billion … For purposes of this report, the Authority included the $4.0 billion in federal funding, currently the subject of litigation, as part of its total capital funding figures.”

This report proposes several potential scenarios to advance the high-speed rail program, including the work already under way in the Central Valley and beyond, to connect in the south to Northern Los Angeles County at Palmdale and in the north to the electrified Caltrain system via Gilroy. Cost estimates, funding needs, construction completion schedules, and ridership and revenue projections are included for each scenario: 

• Scenario 1: Merced – Bakersfield (project under way): The Authority said it would complete, as required by statute, the 171-mile Merced – Bakersfield early operating segment. This segment is now estimated to cost $36.75 billion. “Through resequencing work, refining design criteria, and adopting innovative engineering methods, the Authority was able to offset $14.28 billion in cost increases, which is approximately a 30% cost-savings,” CHSRA reported. “Without the program reassessment, scope increases, inflation (bringing prices from 2022 to 2024) and added cost and contingency for the Central Valley would have increased the Merced – Bakersfield segment costs to approximately $51 billion. Despite these management improvements, there are new risks impacting cost estimates, including ongoing tariff and trade wars. … The 2024 Business Plan estimated the cost to deliver the Merced – Bakersfield segment at $35.3 billion at a confidence level of 65%. It’s important to note the 2024 Business Plan carried over numbers from the 2023 PUR [Project Update Report] without any updates.” The Authority said it is set to complete the 119-mile Central Valley Segment (CVS) currently under construction and the Merced and Bakersfield extensions “within the original schedule envelope and prior to 2033, with an updated revenue service start date of Jan. 1, 2032.” Recent ridership and revenue modeling, it said, shows 1.6 million to 2.2 million in ridership annually based on eight round-trips per day of high-speed rail only service. According to CHSRA, this service would generate passenger revenue of $39.28 million to $55.6 million; ancillary revenue (e.g., parking, retail, advertising, and broadband) is projected to be approximately $16 million to $34 million. The Authority noted, however, the operation and maintenance costs are forecasted to be between $120.6 million and $122.1 million annually. “These estimates indicate that this specific scenario would not achieve a positive profitable outcome as it would result in a recovery ratio of 45% to 74% annually,” CHSRA reported. “Based on these projections, the Merced – Bakersfield corridor operating as a stand-alone high-speed rail line with transfer connections to other rail services would not be able to cover its total operational expenses. The Authority will continue to explore contracting for service by a third-party, such as the San Joaquin Joint Powers Authority, which provides service in the Central Valley, as an alternative option. Assuming a baseline of at least $1.0 billion per year in Cap-and-Invest program funding through 2045, as contained in the Governor’s proposal, the Merced – Bakersfield segment will no longer have a budgetary funding gap. However, the Authority will need to work with the [POTUS 47] Administration and Legislature to solve the timing of future cash receipts with capital expenses to maintain its proposed schedule.”

• Scenario 2: Connecting San Francisco to Bakersfield (Gilroy – Bakersfield): This segment is estimated to cost $54.4 billion and would be operational by early 2038. CHSRA said it would sequence construction to leverage Central Valley infrastructure while extending the high-speed rail system north and west to Gilroy. “High-speed trains would continue to San Francisco, utilizing existing Caltrain infrastructure and a coordinated state solution to connect to the section from San Jose to Gilroy,” the Authority reported. “Construction can be started on this extension while work on the section from the Central Valley Wye to Bakersfield is under way. Direct high-speed rail service to San Francisco will have substantial ridership and revenue impact, providing the opportunity for commercial success, and based on feedback through industry engagement, would be a transformative opportunity to engage the private sector through potential public-private partnership (P3) delivery models.” The Gilroy – Bakersfield scenario includes building high-speed rail infrastructure to Gilroy and Bakersfield. This scenario would also rely on improvements between Gilroy and San Jose and on Caltrain electrification to run hourly through service to San Francisco, according to the Authority. The Gilroy – Bakersfield scenario is expected to attract ridership ranging from 8.71 million to 11.83 million, which would bring in $623.72 million to $882.93 million in passenger revenue each year; ancillary revenue is projected to be around $89 million to $196 million. Based on operating and maintenance costs of $419.19 million to $435.47 million, CHSRA said, the recovery ratio is estimated to be between 164% and 257%. “To help fund this segment, the state could re-sequence the Merced extension,” CHSRA reported. “These savings could be reallocated toward building the system to Gilroy.”

• Scenario 3: Connecting  San Francisco to Los Angeles County via the Central Valley (Gilroy – Palmdale): The Gilroy – Palmdale scenario is estimated to cost $87.12 billion and would be operational in early 2038. “This scenario would increase the scale and impact of the system with a further extension of high-speed rail infrastructure to Palmdale,” CHSRA reported. “As with the second scenario, the Authority would leverage Central Valley infrastructure, extend the high-speed rail system to Gilroy, and rely on other improvements between Gilroy and San Francisco. Two hourly high-speed trains would operate from San Francisco to Palmdale, one as a limited-stop express. With the High Desert Corridor, one train per hour would continue to Victor Valley, where passengers could connect with Brightline West service to Rancho Cucamonga and Las Vegas. At Palmdale, trains could connect with a Metrolink/ Surfliner express service to Los Angeles and San Diego, transforming the system from a regional corridor into a truly statewide service.” With enhanced service and connectivity to both San Francisco and Los Angeles, CHSRA said modeling shows ridership would increase to 12.46 million to 17.94 million, “significantly increasing” passenger revenue to $1.1 billion to $1.6 billion annually; ancillary revenue is projected to be around $110 million to $254 million. The operating and maintenance costs would be between $602 million and $635 million, CHSRA said, resulting in a recovery ratio of 191% to 314%. “This revenue stream would be instrumental to the state’s efforts to fund and complete the full Phase 1 high-speed rail system,” the Authority noted. “To help fund this segment, the state could resequence the Merced extension. These savings could be reallocated toward building the system to Gilroy. In addition, there may also be opportunities to pursue mutually beneficial operational upgrades with existing rail operators—such as potential improvements along the Union Pacific corridor in the north and with Metrolink and LOSSAN services in Southern California—that could enhance current service for existing riders while creating infrastructure that the Authority could leverage in the future.”

CHSRA also generated financial outlooks for both Gilroy – Bakersfield and Gilroy – Palmdale that include construction of the full Merced extension. While ridership and revenue figures for each outlook are slightly higher, it noted, operating and maintenance costs increase more than revenue. With the delivery of the Merced extension under the Gilroy – Bakersfield scenario, the Authority reported that it expects ridership to range from 8.77 million to 11.91 million annually, which would result in similar passenger revenue of $626 million to $886 million; ancillary revenue is projected to be around $92 million to $202 million. Operation and maintenance costs, is said, increase to $441 million to $457 million, reducing the recovery ratio to between 157% and 246%. This segment is estimated to cost $58.1 billion and would be operational by early 2038. With the delivery of the Merced extension under the Gilroy – Palmdale scenario, the Authority said it expects ridership to range from 12.52 million to 18.02 million annually, resulting in similar passenger revenue of $1.1 billion to $1.6 billion; ancillary revenue is projected to be around $114 million to $260 million. According to CHSRA, the operation and maintenance costs increase to $625 million to $658 million, reducing the recovery ratio to between 186% to 304%. This segment is estimated to cost $90.85 billion and would be operational by early 2038.

The report outlines several opportunities for the State of California “to support the project, including stable, long-term funding, environmental streamlining, actions to address permitting and third-party coordination, and updates to state law to provide needed construction flexibility, among others,” according to CHSRA.

In the report’s conclusion, the Authority noted that it is “statutorily obligated to prioritize delivery of the Merced – Bakersfield segment and plans to do so unless otherwise directed by the Legislature.” Nonetheless, it said, “completing the Gilroy – Palmdale segment would provide statewide rail service to a majority of Californians and promises the highest return on investment for the state; and completing the Gilroy – Bakersfield scenario is a cost-effective way to achieve profitable commercial operations at the earliest possible opportunity with less additional funding needed.” The Gilroy – Bakersfield scenario, it said, ”would attract substantial ridership and generate positive net proceeds. A profitable operation could create considerable opportunities for engaging with the private sector through a P3 delivery model.”

With “more constrained state funding,” the Authority recommends the state “prioritize subsequent expansions to areas with greater population, ridership, and revenue potential—supporting long-term system sustainability.” CHSRA said its analysis “finds that extending the high-speed rail system northward to connect with the Bay Area offers comparative advantages—including strong origin-destination markets, significant potential to bolster ridership and revenue, and opportunities to capitalize on existing and planned infrastructure enhancements along the Caltrain corridor, including electrification, which has received substantial financial support from the Authority.” CHSRA efforts, it added, should “continue to build on strategic investments already made (Caltrain) while pursuing new, mutually beneficial opportunities with existing operators. This could include potential partnerships to advance Union Pacific corridor improvements in the north, as well as partnerships in Southern California with Metrolink and LOSSAN to support infrastructure upgrades that the Authority could utilize in the future. This approach benefits both the Authority and existing operators, along with the riders and communities they serve today, while laying the groundwork for future high-speed rail operations.”

“I see clearer now more than ever the potential for this transformational project, one that can reshape the state and our society for the better,” Ian Choudri said in the announcement of the report’s release. “I see a future—by 2038 to 2039—when operations are already connecting the Central Valley to population centers and innovation hubs, offering new career opportunities, economic mobility, affordable housing, and a cleaner environment. A system that is efficient, sustainable, and equitable. A system that connects us to each other and to the world around us.”

• FRA Revokes California High-Speed Rail Funding, CHSRA Fires Back
• CAHSR: ‘Building a Dream’ to Nightmare?
• CHSR: USDOT Drives Another Coffin Nail
• New York Times Editorial: There Is a Liberal Answer to the Trump-Musk Wrecking Ball
• CHSRA to Release RFEI for Potential Public Private Partnerships
• CHSRA Provides 2025 Project Update Report
• Whither (Wither?) California High-Speed Rail (Reprise)
• Will Duffy Deep-Six CHSR?
• 2025 Passenger Rail Outlook: ‘Murphy Was an Optimist!’

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Michigan-based Class II Lake State Railway Company (LSRC), Railway Age’s 2021 Regional of the Year and 2018 Short Line of the Year, has rolled out a locomotive in a heritage scheme inspired by the Pere Marquette Railway, one of its antecedents,

Redone at LSRC’s Saginaw shops, No. 6437, a former Union Pacific SD70M, was rechristened “Spirit of Pere Marquette” with a tribute livery conceived by second-generation LSRC railroader Travis Vongrey, former conductor, engineer, yardmaster and now supervisor of yard operations. Vongrey’s concept art was based on E7 locomotives that pulled the Pere Marquettes, streamlined passenger trains that made daily trips serving Detroit, Lansing and Grand Rapids. Vongrey’s designs were given to LSRC consultants who developed technical specifications based on historical research. Southern Pride Equipment Painting of Sharpsburg, Ga., performed the painting and detailing.

CEO Mike Stickel embraced Vongrey’s concept as a spirited tribute to LSRC’s history, remarking, “Travis has created something really special that reflects the pride and satisfaction all our people share in shaping the future of rail transportation in Michigan, while staying mindful of our rich heritage. We’re all thrilled to see his design come to life as part of our modern fleet.”

A significant portion of the LSRC network was built and operated by the Pere Marquette Railway, primarily segments of the original corridors between Saginaw, Midland and Ludington.

Established in 1992, LSRC operates on a route structure of approximately 375 track-miles with six connecting railroad interchanges. The company maintains headquarters and shop facilities in Saginaw and terminals in Plymouth, Flint, Midland, Bay City, Gaylord and Alpena. Annual freight volume is approximately 60,000 carloads and serves a diversified mix of end markets, including automotive, aggregates, cement, agriculture, forest products, metals, chemicals and others. Antin Infrastructure Partners, a private equity firm focused on infrastructure investments in Europe and North America with offices in New York, London and Paris, acquired LSRC in 2022.

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Same vecchie stronzate stanche, different railroad. This time, it’s CSX. In my humble opinion, it’s non funzionerà, because we’ve seen these tactics before, at Norfolk Southern. Circle the target, buy a bunch of shares, then proceed to buttarci addosso della merda, trashing the CEO and twisting or fabricating numbers while you’re at it.

Yes, folks, Ancora Holdings, the endless-loop tape (like those junky telephone answering devices I used to sell at Radio Shack back in the 1970s), has resurfaced at CSX with basically the same playbook. I’ll give Ancora credit for placing four solid board members—Gil Lamphere, Sameh Fahmy, William Clyburn Jr., Richard Anderson—at Norfolk Southern. But that’s about all they managed to do, thankfully. The way they distorted the CSX vs. NS operating comparisons during the 2023 NS proxy battle was “extremely unprofessional,” one highly respected analyst remarked to me. As for the CEO they trashed and failed to oust, Alan Shaw, he sadly wound up opening and falling out his own exit door. Nothing to do with Ancora.

It appears there are two other hedge funds interested in CSX. TOMS Capital Investment Management (which as far as I know is not affiliated with Tom’s of Maine, purveyor of environmentally friendly, aluminum-free deodorant and other personal hygiene products), has taken a small financial position in CSX, as did Third Point Capital. I don’t know much about either, nor do I know their intentions. According to Reuters, “Unlike some activist investors, [TOMS Capital] prefers to stay in the background and push for changes out of the limelight, rather than launching public and noisy campaigns.” According to Institutional Investor, “Once famed for [Chief Executive Officer and Chief Investment Officer] Dan Loeb’s blistering activist letters, Third Point is now quietly reshaping itself into more of a credit-driven manager.”

Now it’s Joe Hinrichs Ancora is trashing. Here are a few slimy, silly, fundamentally fabricated, intrinsically insulting samples:

• “According to statistics from the Surface Transportation Board and Ancora’s analysis, Mr. Hinrichs has literally overseen CSX going from first to worst in terms of operational performance among Class I rails.”
• “Aside from bolstering employee engagement, making use of the Company’s private planes and manicuring his social media footprint, we are hard pressed to find any real accomplishments tied to Mr. Hinrichs.”
• “In recent years CSX, has seen a massive increase in Operating Ratio, from 58% when Mr. Hinrichs joined in 2022 to 67% year-to-date 2025.”
• “Mr. Hinrichs seems to have built a leadership team of junior varsity executives. For example, we believe COO Mike Cory is a mediocre operator and was likely pushed out of his prior role at [CN].” 
• “Regulators will have a much easier time reviewing multiple rail mergers at once. From a practical perspective, they will be able to compare competitive considerations and the impact on customers on a side-by-side basis to determine how the respective combinations benefit all stakeholders. From a timeline perspective, getting something done as early as possible during the pro-business [POTUS 47] Administration should also be a priority.”

The STB will not have an easier time dealing with two mergers. If anything, it will complicate things, potentially dragging them out.

Care to read Ancora’s entire now-not-so-private letter? I’ve attached it below. Download and read it if you have nothing better to do with your valuable time. Spoiler alert: It’s mostly, as my Uncle Alberto used to say, a bunch of malarky. You may find it maddening. You may laugh out loud. You may want to have an airline “barf bag” handy. The only maddening thing is that some people will actually believe Ancora’s stronzate.

Think I’m just blowing smoke here, or letting off steam? Here’s what Citi has to say about the situation (bold emphasis mine):

“The Ancora letter to CSX strikes us as unnecessarily aggressive, possibly counterproductive: Ancora Holdings released a letter to CSX’s Board on Aug. 19 urging the company to pursue a merger and/or consider terminating its CEO Joe Hinrichs. We find this letter a bit confounding, given: 1) its aggressive tone, which we believe is largely unwarranted; 2) its timing, as CSX has been showing improvement on the service issues that impacted the company earlier this year; 3) Ancora’s relatively small holdings, which we calculate as less than 0.2% of CSX shares outstanding; 4) what appears to be a misrepresentation of certain facts; 5) its suggestion that CSX faces ‘permanent impairment of value’ if it does not act imminently; and 6) the suggestion that CSX has not been open to strategic alternatives.

“By pushing CSX to be a forced seller, we worry that Ancora risks deteriorating CSX’s negotiating position. We believe a patient approach is likely more prudent. Ancora claims are somewhat difficult to reconcile with reality As part of its letter, Ancora claimed that CSX has delivered “anemic shareholder returns,” but we calculate CSX as tied for the best share-price performance among Class I rail peers since September 2022 when current CEO Hinrichs joined the company. While we recognize that part of these gains have come in recent months as speculation has increased that CSX could be a takeout candidate, its shares have performed in-line with peers for much of the past few years. Meanwhile, underperformance for rails vs. the S&P 500 has largely been due to a broader freight recession that has impacted transports broadly, as we view CSX and other transport companies as well positioned for when macro conditions inflect.

“Additionally, whereas Ancora expresses ‘great respect’ for CSX Vice Chairman Paul Hilal, it is concerned with the Board’s ‘poor judgment … and undermining shareholders best interests,’ We find these claims somewhat contradictory, as we believe Mr. Hilal (an experienced investor whom we also hold in high regard) would likely have good intuition on the best avenues to maximize shareholder value.

“On its most recent earnings call, CEO Hinrichs explicitly noted: ‘We are absolutely focused on delivering shareholder value and are always open to anything that can help us achieve this objective.’ This leads us to believe that the reason CSX has not publicly announced an exploration of strategic alternatives is because it needs a willing ‘dance partner,’ and alternatives are limited—with its principal merger alternative (BNSF) and a second, less likely partner (CPKC) making limited public comment, even as we remain highly confident the companies are considering their strategic options behind closed doors.

“Patience may be the better approach. With a merger process that is expected to take about18 months, we are inclined to disagree on the immediate urgency of CSX pursuing strategic alternatives. CPKC CEO Keith Creel has already committed to be a ‘loud voice’ in the STB review of UP+NS, noting regulatory approval is far from certain, with myriad concessions and carveouts potentially on the table. Additionally, if the STB does approve UP+NS, it would likely trigger a wave of further rail industry consolidation, in which CSX would be a desirable asset. Post-merger, CSX would continue to own highly valuable land and track, which would continue to hold appeal to BNSF.

“We believe rail shippers would be highly incentivized to ensure that CSX remains a viable competitive alternative in the East. As such, we believe an equally prudent course of action for CSX may be to bide its time and see what concessions it can extract as part of the STB review process and/or observe the extent to which the STB is even open to transcontinental mergers (a proposition that remains untested). Whereas pursuing a merger may ultimately prove the right course of action, we are struggling to see how turning CSX into a forced seller would be the best course of action, other than perhaps for investors with very short-term investment horizons.”  

“Short-term investment horizons” indeed. Our industry is at a critical point. Some would call it a tipping point. Those of us who truly care about it—not the Ancoras of the world—must unite and stay focused. Tune out the noise. Avoid drowning in the swamp, or getting snared in prickly hedges.

Much of this smells, badly. So what’s Ancora’s point? Driving up the stock price? Lining its pockets? Satisfying some primitive urge, expanding its territory by marking it, like a dog?

Woof!

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