Railway Age magazine

In comparison, for the week ending Sept. 27, 2025, total U.S. rail traffic was 512,642 and intermodal units, up 1.0% from the prior-year period, according to the AAR. Total carloads for the week were 228,903, up 0.9%, while intermodal volume was 283,739 containers and trailers, up 1.1% from last year.

For the week ending Oct. 4, 2025, six of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included nonmetallic minerals, up 2,057 carloads, to 31,710; chemicals, up 1,841 carloads, to 32,919; and motor vehicles and parts, up 816 carloads, to 16,154. Commodity groups that posted decreases compared with the same week in 2024 included coal, down 4,685 carloads, to 56,252; farm products excl. grain, and food, down 376 carloads, to 17,658; and petroleum and petroleum products, down 265 carloads, to 10,538.

For the first 40 weeks of 2025, U.S. railroads reported cumulative volume of 8,877,247 carloads, up 2.1% from the same point last year; and 10,852,267 intermodal units, up 3.6% from last year. Total combined U.S. traffic for the first 40 weeks of 2025 was 19,729,514 carloads and intermodal units, an increase of 2.9% compared to last year.

North American rail volume for the week ending October 4, 2025, on nine reporting U.S., Canadian and Mexican railroads totaled 330,856 carloads, up 0.8% compared with the same week last year, and 366,262 intermodal units, up 8.4% compared with last year. Total combined weekly rail traffic in North America was 697,118 carloads and intermodal units, up 4.7%. North American rail volume for the first 40 weeks of 2025 was 27,154,570 carloads and intermodal units, up 2.4% compared with 2024.

For the week ending Oct. 4, 2025, Canadian railroads reported 93,421 carloads, down 1.4%, and 72,787 intermodal units, up 6.0% from the same week last year. For the first 40 weeks of 2025, they reported cumulative rail traffic volume of 6,473,565 carloads, containers, and trailers, rising 2.0%.

Mexican railroads reported 12,463 carloads for the week ending Oct. 4, 2025, up 45.1% from the same week last year, and 14,909 intermodal units, up 82.9%. Their cumulative volume for the first 40 weeks of this year came in at 951,491 carloads and intermodal containers and trailers, a fall-off of 5.9% from the same point last year.

The post AAR: U.S. Rail Traffic Uptick Continues in Week 40 appeared first on Railway Age.

The Railway & Locomotive Historical Society has awarded a record eight scholarships in 2025. Each award is worth $4,000, up from $3,000 in all five previous years, for a total of $32,000. Several of the recipients have participated in internships with Class I railroads—two with Norfolk Southern and one each with Union Pacific and CSX Transportation.

The program is open to undergraduates (second, third, and fourth year) and graduate students, who are majoring in history, transportation, transportation logistics, engineering, or any other field with a demonstrated connection to railroad history, operations, engineering, or economics.

R&LHS President Robert Holzweiss said, “Congratulations to the eight scholarship recipients. Your exemplary achievements and demonstrated potential have earned this well-deserved recognition. I wish you continued success in your academic endeavors and encourage you to consider a career in the railroad industry or a railroad-related field upon the completion of your studies.”

Scholarships are given in the names of those who endowed them: Edward Myers, Bruce Ward, and George Hilton. In the program’s first five years, R&LHS awarded scholarships to 22 students, the most at one time being five in 2024.

The students are:

Kylie Bedel of Evansville, Ind., graduated from Purdue University in 2025 with a B.S. double major in agribusiness management and animal science, and is now pursuing an M.S. in agricultural economics at Kansas State University. A specific interest of hers is the symbiotic relationship between railroads and the producers of agricultural commodities. She has had two internships at Union Pacific in marketing and sales.

Eilish Bennett of Centerville, Tenn., is working on an M.S. in transportation technology and policy at the University of California, Davis. She also holds a B.S. in agricultural and resource economics from the University of Tennessee and completed a Fulbright grant in the rural Czech Republic, where she experienced accessible rail travel firsthand. Currently, she is a graduate researcher at the National Center for Sustainable Transportation, working on a project involving best practices/ridership modeling for high-speed rail implementation in the United States.

Aiden Drohr of Wentzville, Mo., is a student at Maryville University, where he is pursuing a B.A. in history.  His lifelong fascination with railroads led him to his current job as a staff tour guide at the National Museum of Transportation in St. Louis. His career goals include obtaining an M.S. degree in museum studies and a career in rail preservation. 

Matthew Friar of Portland, Ore., is working on an M.S. in civil engineering at the University of Texas at Austin. He holds a B.S. in engineering physics from the University of Illinois at Urbana-Champaign. He is a graduate assistant at the Texas Railway Analysis and Innovation Node and was an undergraduate research assistant at the Illinois Rail Transportation and Engineering Center. He envisions a career working for government agencies in pursuit of improvement of rail passenger infrastructure.

Aidan Kelley of Altoona, Pa., is working toward a B.S. in civil engineering at Embry-Riddle Aeronautical University. He has had several internships, including one in Norfolk Southern’s Maintenance of Way Department. His career goal is to work in railroad operations, in management, engineering, or infrastructure planning.

John Keyser, of Middlebury, Ind., is a student at Purdue University, where he is working on a B.S. in agricultural engineering. He makes the connection how railroads are vitally related to agriculture and other industries. This summer he was an intern at Norfolk Southern, working in its Maintenance of Way Department.

Emerson Mitchell of Columbia, S.C., is working on a B.S. degree in civil engineering and railroad engineering at the University of South Carolina. He has an undergraduate research assistantship and is president of the campus chapter of AREMA, the American Railway Engineering and Maintenance-of-Way Association. This summer he worked as an engineering intern at CSX Transportation in the Bridges, Design & Construction Department. Beyond railroads in general he has a specific interest in public transportation.

Maddock Thomas of Decatur, Ga., is a senior pursuing a B.A. degree in Urban Studies at Brown University. He has written a white paper, “Putting America Back on Track,” and is now working on two manuscripts about the Baltimore & Ohio Railroad ahead of its bicentennial. Last summer, he worked in operations planning at MTA New York City Transit, and this summer he was with Keolis Commuter Services in Boston. He is currently applying for post-grad jobs in railroading/public transit, while also considering pursuing a Ph.D. in transportation.

R&LHS is North America’s oldest rail history group, founded in 1921. Besides the scholarship program, the 2,200-member organization publishes the scholarly journal Railroad History, provides research grants, and honors the best in railroad journalism, photography, videography, and lifetime achievement with its annual Railroad History Awards.

George W. Hilton was an economics professor at UCLA, an accomplished historian, and an author with many bylines in Trains magazine. Readers of that periodicalin the 1960s frequently came across his articles, as he was a favorite of then-editor David P. Morgan. He also wrote books on railroads and ships, including The Ma & Pa (Maryland & Pennsylvania Railroad), Great Lakes Car Ferries, and The Night Boat.  A longtime member of R&LHS, he died in 2014 at age 89.

Bruce R. Ward (1934-2010) was a California engineer who worked for Lockheed Corp., and was a live-steam model railroad enthusiast, steam historian, and photographer.

Edward T. Myers of Matteson, Ill., a member of the R&LHS for more than 35 years, was editor of the trade journal Modern Railroads for 25 years when he retired in 1980. He died in 2003 at age 89.

Information on award deadlines and how to apply for a 2026 scholarship can be found at https://rlhs.org/WP/scholarship-info/.

The post R&LHS Awards $32K in 2025 Scholarships appeared first on Railway Age.

TTC OPERATED BY ENSCO, RAILWAY AGE OCTOBER 2025 ISSUE: Trespassing along a rail corridor remains one of the most important and challenging issues that railroad operators face every day. Trespassing on railroads has resulted in many unfortunate incidents that can have significant impact on railroad operations including trauma to the crew, time delays, and financial loss. Currently there are methods in place by rail operators to help in reducing the number of incidents, such as physical barriers and signage. However, these conventional methods have limitations, as they are costly, often incomplete, and difficult to maintain. 

In recent years there have been many improvements in technology with artificial intelligence (AI) and machine learning (ML) methodologies. These new methodologies are not only capable of expanding upon the current methods mentioned above by potentially pinpointing areas of focus, but they also offer promising new solutions to improve safety in railroad operations and reduce trespassing incidents by predicting where trespassing is likely to occur. By examining anonymized location data from devices operating within geofenced rail corridors, areas can be identified where users are suspected to “linger,” which often indicates higher regions of trespassing, or trespassing hotspots.

Through a project with the Federal Railroad Administration (FRA), ENSCO utilized the Transportation Technology Center (TTC) in Pueblo, Colo., to explore how new AI and ML methods can be used to help reduce trespassing incidents and reduce operational risk. The TTC offers the ability to test multiple different safety scenarios in one controlled space. On the ground testing of Al models allows for easy adjustments and a quick turnaround of results. 

AI and ML have emerged as powerful technologies for addressing complex challenges in railroad operations. These methods allow computer algorithms to continuously learn and identify patterns even within large datasets. This allows for continuous monitoring with the potential to differentiate between what is trespassing and authorized behavior. A key component in determining trespasser hotspots is the use of anonymized location data from mobile devices along the rail corridor. Reviewing this historical data along the rail corridor allows AI and ML models to distinguish patterns in human behaviors and identify areas where trespassing is likely to occur and report them as trespasser hotspot locations.

To effectively reduce trespassing incidents AI and ML models need to accurately detect when and where unauthorized access occurs along the rail corridor. Models can distinguish these patterns to determine hotspots along with other important factors like time of day, physical location, and velocity. These factors and others all play a role in using ML models to differentiate patterns and predict human behavior. Integrating location data not only enables rail operators to predict and prevent future trespassing incidents but also potentially detect near-real-time active trespassing events. This targeted approach allows for more rapid and informed decision making to proactively reduce trespassing incidents and improve railroad operations. Decreasing trespassing activity would reduce delays, allowing for increased operations and less time and money spent.

One limitation of using anonymous historical location data is that it is difficult to verify and be 100% certain of what is shown in the data without a ground truth analysis. A ground truth analysis is vital to test the accuracy of AI and ML models and can also be used to generate a controlled data set. To complete a ground truth assessment ENSCO researchers generated different testing scenarios at the TTC.

The TTC provided a safe and controlled space to simulate various pedestrian behaviors around railroad tracks and features. The TTC has more than 50 miles of test tracks with different railroad features that allowed the ENSCO team to gather data from a variety of realistic scenarios. During these scenarios, researchers simulated both trespassing behavior and normal human behavior to gather realistic data to test the accuracy of AI and ML models. Some of the different scenarios include unauthorized walking along the track, legal sidewalk crossing, and loitering near the track. To complete the ground truth analysis, multiple burner phones were utilized during each scenario to generate mobile device location data. This data was then evaluated by the ML models and output potential trespassing hotspots. With the new models several patterns were identified as trespassing events and ENSCO was able to validate patterns were accurately detected as trespassing. 

Implementing AI and ML solutions for detecting railroad trespassers offers substantial benefits, with significant potential to improve overall railroad operations. AI and ML models enable railroad personnel to intervene proactively rather than reacting after incidents occur, potentially reducing the number of future trespassing incidents. By improving hotspot detection, rail operators can strategically allocate resources to areas of greatest concer, which can minimize spending and maximize resources. Such targeted interventions have the potential to significantly decrease the number of trespassing incidents, resulting in fewer delays and downtime on rail property. 

In rural areas, where monitoring large expanses of track is challenging due to limited resources, these new models can provide efficient surveillance over extended distances allowing railroad operators to allocate more time to day-to-day operations. In densely populated urban settings, advanced analytics can distinguish normal, everyday movement from genuine trespassing threats, minimizing false alarms and improving enforcement efforts. Overall, integrating AI and ML methods into railroad trespassing detection will not only benefit rail operators but lead to a safer rail environment. 

At the same time, privacy considerations and data security remain at the forefront of this research, requiring constant vigilance to ensure anonymity and compliance with evolving privacy standards. The significant benefits provided by the advanced ML models in trespasser detection—faster response times, targeted resource allocation, reduced financial loss, and improvement to railroad operators’ mental health—all highlight the importance of continued innovation in railroad safety.

While these new methods have shown substantial promise in improving railroad safety, ongoing research and development remain essential. Future efforts will extend these innovative technologies from historical analysis and near real time reporting to actively detecting trespassing events as they occur. Creating a user interface that allows railroad operators to investigate hotspots in more detail to suggest prevention infrastructure. Furthering analysis can be done to evaluate after a trespassing hotspot has been identified and prevention methods have been put in place to see if trespassing has decreased in that area. AI and ML models will continue to improve over time and railroad operations will improve with it. 

The post Improving Rail Operations Using AI and Machine Learning: Detecting Trespasser Hotspots appeared first on Railway Age.

POTUS 47 in January nominated Fink to head up the Federal Railroad Administration (FRA), succeeding Amit Bose, who resigned. Fink, a fifth-generation railroader and son of the late David Andrew Fink, is former President of regional Pan Am Railways (now part of CSX). He got his start in the railroad industry in 1976 as a 15-year-old summer track worker at Conrail and had two co-op jobs with the Boston & Maine while at Northeastern University. After graduate school at Penn State, Fink worked for General Motors and for a crosstie manufacturing company. In 1998, he joined Guilford Rail System as Executive Vice President and served as President before it rebranded as Pan Am in 2006.

“I deeply appreciate [POTUS 47] for nominating me and [U.S. Transportation] Secretary [Sean P.] Duffy for supporting me through this long process,” FRA Administrator David Fink said in a statement released Oct. 8. “Under this Administration, FRA will return to its primary focus on safety, leveraging innovation, and maximizing our resources for a strong America now and in the future.”

Fink’s 15 Senate-confirmed predecessors are:

• A. Scheffer Lang (1967–1969)
• Reginald Whitman (1969–1970)
• John W. Ingram (1971–1974)
• Asaph H. Hall (1975–1977)
• John M. Sullivan (1977–1981)
• Robert W. Blanchette (1981–1983)
• John H. Riley (1983–1989)
• Gil Carmichael (1989–1993)
• Jolene Molitoris (1993–2000)
• Allan Rutter (2001–2004)
• Joseph H. Boardman (2005–2008)
• Joe Szabo (2009–2015)
• Sarah Feinberg (2015–2017)
• Ronald L. Batory (2018–2021)
• Amit Bose (2022–2025)

Until 1966, and creation by Congress of the Executive Branch Department of Transportation (DOT), railroad safety regulation was performed by Surface Transportation Board predecessor Interstate Commerce Commission. DOT transferred that responsibility to the FRA upon its 1967 creation as a DOT agency. 

The Association of American Railroads (AAR), American Short Line and Regional Railroad Association (ASLRRA), and American Public Transportation Association (APTA) were among the organizations that congratulated Fink on his confirmation.

“Freight rail is the backbone of the American economy—moving what matters safely, efficiently, and reliably every day,” AAR President and CEO Ian Jefferies said in a statement. “David’s unique experience as a fifth-generation railroader brings unmatched expertise to this role, enabling data-driven regulation and modernization that strengthens safety and performance across the network. AAR looks forward to collaborating with Administrator Fink and the FRA to advance smart, evidence-based policies that foster innovation, enhance supply chain resilience, and support U.S. global competitiveness. Together, we can ensure America’s rail system continues to lead the world.”

“David is well known to the short line industry, having led Pan Am Railways, an award-winning short line railroad,” ASLRRA President Chuck Baker noted in a separate statement. “He was an active member of the Association, contributing to safety committees and supporting safety culture across the industry. We are confident he will bring the same practical and thoughtful leadership skills and passionate focus on safety to his new role, leading the regulatory oversight of U.S. railroading,”

Baker, in his February 2025 Railway Age column, also reported that Fink “has extensive experience interacting with all relevant stakeholders in the rail industry. We know him as a high energy, solution-minded strategist, and following his confirmation, look forward to working with him on smart regulations that advance the safety of rail in the U.S. and on expediting the FRA’s critical infrastructure investment programs, particularly CRISI (Consolidated Rail Infrastructure and Safety Improvements).”

APTA President and CEO Paul P. Skoutelas said in an Oct. 7 statement on Fink’s confirmation: “His decades of rail leadership and deep industry expertise will be invaluable as the nation strengthens its passenger rail network. Passenger rail is essential to America’s mobility future—connecting communities, reducing congestion, and supporting economic growth. Administrator Fink’s proven record advancing innovation and operational excellence uniquely positions him to guide the FRA during this transformative era for passenger rail. Thanks to historic investments, communities across the country are ready to modernize passenger rail infrastructure, improve safety, and expand service. APTA looks forward to working closely with Administrator Fink and the FRA to advance policies that will grow intercity passenger rail, enhance commuter rail, and integrate them more seamlessly with other modes of transportation. As the next Surface Transportation Authorization Act takes shape, APTA and its 1,700 member organizations stand ready to collaborate with Administrator Fink and the FRA to secure the strong federal support needed to expand and modernize passenger rail. Together, we can deliver the safe, efficient, and innovative rail systems that Americans deserve.”

Also joining the U.S. Department of Transportation following their confirmation by the U.S. Senate on Oct. 7:

• Michael Rutherford, who will serve as the first Assistant Secretary for Multimodal Freight Infrastructure & Policy. According to the USDOT, Rutherford will lead an office that was originally conceived in the 2020 National Freight Strategic Plan and later created by Congress in 2021. In this position, he will be responsible for “developing national freight policy and data-sharing initiatives while working closely with industry and transportation leaders as well as state and local DOT’s.” He will also oversee all freight-related grant programs and research efforts, and lead working groups across the Department, “including efforts related to tackling the problem of cargo theft.”
• Gregory Zerzan, who will serve as General Counsel.
• Derek Barrs, who will serve as the eighth Administrator of the Federal Motor Carrier Safety Administration.

“Michael, Gregory, Derek, and David are accomplished leaders in their fields who will help us advance the transportation, safety, and infrastructure needs of the American people,” U.S. Transportation Secretary Sean P. Duffy said. “Welcome aboard!”

Sen. Ted Cruz (R-Tex.), Chairman of the Senate Committee on Commerce, Science, and Transportation, on May 13 convened a nominations hearing for Fink to be FRA Administrator, along with Robert A. Gleason Jr. to be an Amtrak Board Director, and for two executives to serve the Commerce Department.

At the hearing (click here to watch), Fink’s focus was on safety.

“Our freight railroad system is the envy of the world,” Fink noted in prepared testimony. “It moves what the nation needs for energy. It moves what the population eats. It moves the parts to the automobile assembly line, and it takes the finished vehicle to a final distribution location. It moves the containers from our ports. More importantly, it does this safely. Over the course of FRA’s existence, freight rail’s safety record has been on a positive trajectory for both train accidents and employee casualties. If confirmed, FRA will be dedicated to continuing that safety trend under my leadership. The nation’s rail network also moves millions of people across our great country. Amtrak, the national passenger rail system, provides intercity passenger rail service throughout and across the country, while a host of commuter rail systems provide more local service. It is critical the agency focus on its primary mission, which is one of safety first.”

Fink also addressed the need to “refresh government regulations, innovating where possible and removing burdensome and outdated roadblocks.” The rail industry “has been developing state-of-the-art technology to make a safe system even safer,” he pointed out. “Much of this technology is ready to be deployed and I look forward to ensuring FRA is a partner in advancing safety innovations and not a hinderance. If confirmed, one of my first jobs will be to get this safety technology out in the field, working to make the rail system even safer.”

Fink reported that, if nominated, he would “ensure FRA is focused on safety and efficiency” through its grant programs, as well. “I know firsthand how the Consolidated Rail Infrastructure and Safety Improvements (CRISI) program can support critical rail safety projects,” he noted. “I can also imagine there is room for improvement in the way FRA selects and delivers taxpayer funded projects.” (Editor’s note: This topic was discussed at a May 6 hearing of the House Committee on Transportation and Infrastructure, Subcommittee on Railroads, Pipelines, and Hazardous Materials. Click here to read more.)

Among the questions Fink fielded from the Senators was his commitment to supporting the various FRA grant programs. Sen. Jerry Moran (R-Kans.) asked about Fink’s support of the Corridor Identification and Development (Corridor ID) program. Kansas, the Senator said, has been awarded funding from that program for a potential extension of Amtrak’s Heartland Flyer between Oklahoma City and Fort Worth, Tex., with stops in Arkansas City, Wichita, and Newton, Kans. While Fink said he was not familiar with the Corridor ID program, he was “looking forward to sitting down and learning about all the different programs,” and working with Amtrak management “to improve the national network.”

Sen. Amy Klobuchar (D-Minn.) asked Fink if he was committed to the Rail Crossing Elimination grant program. “In my previous job, the majority of questions I got from Congressional staff were: ‘Why is your train blocking our crossing?’” Fink noted. “So I understand it from the railroad’s side and now I’m going to learn it from the FRA’s side. It’s important. In my interview with [USDOT] Secretary [Sean] Duffy, that was the second question he asked me … I think the grant programs are important and we’ve seen some real progress, and this is [another place where] technology will be able to help us—with blocked crossings. You have my commitment. We are going to be working on that right away.”

The hearing also addressed the Norfolk Southern derailment in East Palestine, Ohio, which the National Transportation Safety Board determined was caused by a wheel bearing burn-off. While rail safety legislation was introduced soon after, none passed. Sen. Shelley Capito (R-W.Va.) asked Fink: What can be done to ensure that the lessons learned are implemented by the railroads to prevent future accidents? The East Palestine accident “was an awful tragedy,” Fink said. He noted that railroads “have voluntarily put more sensors [hot-bearing detectors] out there to see if certain bearings are heating up, and to stop the train [if they reach a certain level] so we don’t have the same thing happen.”

Regarding legislation, Fink pointed out that his job at FRA would be to serve as “the enforcer” of any laws that are passed.

During the hearing, Sen. Marsha Blackburn (R-Tenn.) highlighted the rise in cargo theft nationwide, and asked Fink how he would address it. “It’s an issue that we need to sit down and talk [about] with the security folks from the railroads, our folks at FRA, and with the local communities,” Fink said. Blackburn told him that action is key.

Sen. Ed Markey (D-Mass.) asked Fink if he intends to maintain the FRA’s final rule, 49 CFR Part 218 [Docket No. FRA-2021-0032, Notice No. 5], RIN 2130-AC88, Train Crew Size Safety Requirements establishing minimum safety requirements for the size of train crews. Fink answered: “Yes.” While the rule doesn’t specifically preclude railroads from operating trains with one person crews (OPTO, “one-person train operations”), it makes it extremely difficult, if not impossible, for them to do so, going forward, Railway Age Editor-in-Chief William C. Vantuono reported when the rule was issued in April 2024.

Sen. Ben Ray Luján (D-N.Mex.) asked Fink if he would advocate for increased funding for Amtrak’s long-distance network “to address outdated equipment and maintenance issues.” Fink said: “I am for Amtrak being a national network and supporting Amtrak as a national network.”

• Will New FRA Administrator Be ‘Elbows Up’ on Defense?
• FRA Administrator, Amtrak Director Nominees Address Senate Committee
• Why I Remain Cautiously Optimistic
• Diversity, a Railroad Industry Cornerstone
• Switching Tracks

The post Confirmed: David Armstrong Fink as Federal Railroad Administrator appeared first on Railway Age.

There are numerous ways to fasten a rail to a crosstie. These include traditional spikes and a wide variety of elastic fasteners (clips), which are available to suit any application. Gauge-holding capability, resiliency, noise reduction, ease of installation and maintenance, low life-cycle cost, and safety are just some of the qualities railroads rely on in order to function under heavy traffic ranging from heavy-haul freight to high-speed passenger rail to transit.

Railway Age contacted fastening system suppliers to find out about their latest technologies, which are evaluated at facilities like MxV Rail. Following is a roundup of offerings from those which responded to our inquiries.

J.Lanfranco fastener systems are focused on a clear promise to rail operators: maximize safety and track time, the company tells Railway Age. Field reports confirm measurably longer maintenance intervals, fewer service interruptions, and durable performance under vibration—benefits that keep crews safer and trains on schedule.

“We’ve expanded our portfolio with all-metal square locknuts engineered for track and frog bolts, complementing our proven ESL & THU dual-slotted locknuts,” J.Lanfranco said. “The nuts can be hand turned on to roughly 90% of height for quick staging and then run down with standard impact tools and can be backed off for alignment and re-torqued as needed—practical features that shorten installation time and reduce risk on site.”

With large inventories of finished goods and raw material in North America, J.Lanfranco says it has “insulated customers from longer mill lead times. As tariff uncertainty shifts some buyers from long blanket orders to larger spot purchases, we’ve tuned stocking and planning for reliable JIT delivery. Our biggest challenge is a good one: bringing new machines online to match strong demand.”

J.Lanfranco locknuts are approved for jointed rail, specialty trackwork, structures, and rolling stock, and are stocked across the U.S. and Canada in standard sizes and dimensions. With expanded product capability, resilient local supply, and faster, familiar installation, the company says it “helps railways reduce risk, compress work windows, and maximize safe track time.”

“At Lewis Bolt & Nut Company, we are continually investing in research and development to bring innovative fastening solutions to the rail industry,” said VP of Sales George Apostolou. “Our focus is on improving performance, reliability, and ease of installation for our customers. Internally, we leverage advanced manufacturing technologies and quality-control systems to ensure consistency and efficiency across all product lines. This commitment to innovation—both in the products we design and in the processes we use to produce them—allows us to stay ahead of industry needs and deliver solutions that help our customers maintain safer, more cost-effective track infrastructure.”

Market conditions have shifted over the past year, with tariffs and global supply chain pressures driving up costs for many in the industry, the company tells Railway Age. “As a domestic manufacturer, we’ve been largely insulated from those disruptions, allowing us to maintain stable lead times and reliable supply. Demand has remained steady, so our focus continues to be on efficiency and supporting our customers with consistent, high-quality fastening solutions.”

“Market conditions in 2025 were relatively flat,” notes Apostolou, adding that the company’s overall business outlook for 2026 “is positive as we continue to roll out the Viper-1® rail anchor and remain the largest domestic manufacturer of fasteners.”  

At MxV Rail’s FAST® Loop, fastener test zones feature various tie plates, fasteners, spikes, and anchors installed on a six-degree curve with five inches of superelevation. Since the construction of the new loop, these zones have accumulated more than 240 MGT under an 18,000-ton train of 315,000-pound freight cars operating at 40 mph, said Scott Cummings, AVP Research and Innovation, MxV Rail.

“Testing is being conducted on tie plates with elastic fasteners and curve block plates, which provide greater resistance to rail rollover and gauge widening compared to traditional AREMA plates. Newly designed anchors and screw spikes aimed at improving anchor slip/spike holding performance are also being evaluated against conventional components. In addition, a screw spike design intended to reduce spike breakage on bridges is under testing. To date, no significant component failures have
been observed.”

In the meantime, Cummings says that ongoing track stability research is also investigating the role of fasteners and anchors. “While there are currently no direct comparisons of fasteners and anchor types for RNT-related tests, the different longitudinal restraints are important for current RNT and track buckling modeling efforts.”

Complementing the field work, a laboratory study is being conducted to assess the performance of four commonly used anchors in the industry, according to Cummings. The testing considers the effects of accumulated MGT, the number of reapplications, and anchor sliding.

As a trusted name in rail infrastructure for more than a century, L.B. Foster says it “continues to lead the way in direct fixation fastener technology, adapting to evolving market dynamics and capitalizing on new opportunities in a rapidly transforming industry.”

L.B. Foster’s direct fixation fasteners have long been a cornerstone of reliable rail infrastructure, the company tells Railway Age. Today, L.B. Foster is advancing this legacy with next-generation fastener systems designed for enhanced performance and ease of installation. These systems feature:

Vulcanized rubber-bonded technology for superior vibration and noise mitigation.

Improved electrical isolation and reduced component complexity for streamlined maintenance.

Customizable configurations including canted and non-canted rail seats, lateral adjustment capabilities, and compatibility with existing anchorage points.

With more than 60 qualified fastener designs and more than five million units delivered, L.B. Foster says, “it remains committed to innovation that meets the evolving needs of transit agencies and engineers alike.”

Federal infrastructure grants, including IIJA and CRISI funding, “are proving to be strong tailwinds for L.B. Foster and continue to drive demand for heavy rail and transit upgrades, creating opportunities across the business,” the company added.

This month, Howmet is releasing its new Bobtail® R, which the company says is “everything manufacturers have come to expect from Huckbolts®.”

“It is permanent, reliable, and maintenance-free,” Howmet tells Railway Age. “It also installs using standard Bobtail® tools so it’s easy to train assemblers to use it, eliminating the need for skilled welders on those joints. Bobtail® R also delivers the expected Huck® strength because, unlike traditional bolts and nuts, it installs using direct tension. This installation method delivers controlled clamp, high tensile strength, and high shear resistance,” according to the company.

The difference is, unlike traditional Huckbolts®, Bobtail® R is fully removable with torque tools. Whatever tool a manufacturer uses today to install a traditional bolt and nut can be used to remove Bobtail® R when it’s time for service or repair.

“To us, this is a step change in our technology. It’s really exciting. Bobtail® R is an easy-to-install, vibration-resistant, permanent fastener. Until you don’t need it to be,” Howmet said.

The company also launched another new product in April 2025 that is intended for electrified systems. The Huck® Grounding Stud is engineered to provide reliable conductivity to the electrical circuits. It installs using standard Bobtail® tooling, with interference-fit knurls that provide good contact to produce conductivity. Like all Huckbolts®, it’s a permanent, vibration-resistant installation, and the consistent clamp delivered during installation means that the contact “is consistent and repeatable with every installation,” Howmet said. “Another key benefit is that the installation is easy to learn and fast and doesn’t require skilled welders or the surface prep required with
weld studs.”

Besides updates from a technology standpoint, Howmet says it has “seen volatility in the commercial transportation markets due to tariff and regulatory uncertainty.” “We’re still positioned well because we manufacture the majority of our products in the U.S., and that gives manufacturers some measure of certainty and stability,” Howmet said.

Additionally, the company says it has “very few issues with sourcing,” but that it does source wire for its fasteners well in advance of manufacturing. “Sudden market changes can cause friction, but we do our best to stay ahead of that by monitoring market conditions and staying in close contact with our OEM customers. We do source some of our materials from non-U.S. sources so we have seen a tariff impact there but are doing what we can to mitigate that where we can,” Howmet added.

The post A Tight Hold appeared first on Railway Age.

The St. Bernard Transportation Corridor, Port NOLA says, “will deliver an efficient route for freight while improving local traffic flow, reducing congestion, and create a long-envisioned critical hurricane evacuation route for St. Bernard Parish and the surrounding region.”

“The Louisiana Department of Transportation and Development is proud to partner with Port NOLA on this transformative project. The St. Bernard Transportation Corridor will serve as a strategic link between our international trade system and our communities by providing safe, efficient, and reliable access to the interstate,” said LaDOTD Secretary Glenn Ledet. “This project addresses both the economic and safety needs of our state. This agreement demonstrates our commitment to building infrastructure that serves the people of Louisiana today and for generations to come.”

Under the CEA, LaDOTD will provide technical assistance, expertise, and cooperation in procurement, evaluation, design, and construction phases of the project, “supporting Port NOLA’s leadership in securing a public-private partnership to finance, develop, and operate the corridor.” Both agencies “reaffirm their shared responsibility to deliver essential public infrastructure that benefits commerce, community, and safety.”

“Infrastructure is the foundation of Louisiana’s economic future. Projects like the LIT and the St. Bernard Transportation Corridor are gateways for investment, trade, and new opportunities,” said Susan B. Bourgeois, Secretary of Louisiana Economic Development. “LIT will generate thousands of quality jobs, deliver more than $1 billion in state and local tax revenue, and strengthen our position as a global commerce leader. Another clear example of how partnerships at every level can drive growth while enhancing quality of life for the people of Louisiana.”

Port NOLA says it “remains committed to developing the corridor in tandem with the LIT project,” which will “position Louisiana as the premier international gateway in the Gulf, supporting economic growth, job creation, and global competitiveness,” according to the Port.

“This agreement represents an important milestone in moving forward the Louisiana International Terminal and the St. Bernard Transportation Corridor with one unified vision for our region’s future,” said Beth Branch, Port NOLA President and CEO and New Orleans Public Belt Railroad (NOPB) CEO. “By working hand-in-hand with DOTD, we are not only building world-class freight infrastructure but also delivering critical community benefits, including safer roadways and a reliable evacuation route. This project ensures Port NOLA and Louisiana remain globally competitive while strengthening local resilience.”

The post Port NOLA Advances Planning, Development of St. Bernard Transportation Corridor appeared first on Railway Age.

RAILWAY AGE OCTOBER 2025 ISSUE: A Conversation with American Short Line and Regional Railroad Association President Chuck Baker.

Patriot Rail Chief Policy Officer and Railway Age Contributing Editor Don Itzkoff caught up with American  Short Line and Regional Railroad Association (ASLRRA) President Chuck Baker for a wide-ranging reflection on railroading, policy and leadership.

Charles “Chuck” Baker joined ASLRRA as President in February 2019 after a 15-year career in the railroad industry. Before joining ASLRRA, he was a Partner at Chambers Conlon & Hartwell (CC&H), where, in addition to ASLRRA, he represented clients such as the National Railroad Construction & Maintenance Association (NRC), the OneRail Coalition, the American Railway Development Association, Norfolk Southern, and CN. For the NRC, Baker also served as President. In that capacity, he had responsibility for all the Association’s core financial, operational, and legal programs, including the development and execution of the federal legislative and regulatory program in front of Congress and the Administration.

For the OneRail Coalition, which brought together freight rail, intercity passenger rail, commuter rail, rail labor and rail supply industry interests, Baker coordinated the group’s activities and messaging. Prior to joining CC&H, Baker worked with the Surface Transportation Policy Project in Washington, D.C.

Baker has also worked for Deutsche Bank Securities as an investment banker specializing in Corporate Finance and Mergers & Acquisitions in San Francisco, Calif. He is a native of Baltimore, Md., and a graduate of Rice University in Houston, Tex.

Don Itzkoff: You came to Washington, D.C., in 2004. What was the short line sector like then? 

Chuck Baker: The short line industry was more fragmented than it is now, and less professional. There were holding companies, but smaller and less prominent than today. Some folks understood that short lines were growing, but we weren’t fully recognized. Even in D.C. transportation circles at that time, many who heard “short lines” didn’t know what you were talking about.

DI: How do you describe the core DNA that makes short lines successful? 

CB: The beauty of the industry flows from the small businesses, small towns, the hustle and the entrepreneurial spirit. It’s the close connection to the shipper. Beating the bushes for every carload, one customer at a time. White glove service, bend over backwards, always figure out a way to say “yes.” That’s what people love about short lines. I don’t find much difference talking to a short line that’s owned by a holding company vs. a family business. Whether it’s the owner or the president or a general manager, you find they know every customer by name. They know exactly what is happening on every pickup that day. They know when their Class I interchange partner is coming. They know every plot of land around the railroad. And they know every potential new customer that could be coming in the next six months. 

DI: If this nimble spirit is baked in, why are federal 45G tax credits, CRISI (Federal Railroad Administration Consolidated Infrastructure and Safety Improvements) and other grant programs so vital?

CB: Short lines exist because these were the routes that didn’t do enough business, didn’t have the density, and cost more to operate and maintain than the revenue they generated within the Class I network. After the Staggers Rail Act in 1980, the Class I railroads sold or leased off these lines, sometimes for a dollar and a promise to develop the business. It’s capital intensive to run a railroad and that’s especially hard when there’s not a lot of traffic. You’re not finding short line track with 20 or 50 trains going per day; it’s frequently one or two. The beauty of 45G and CRISI is that these programs incentivize and channel investment into our infrastructure. Then we get all the good public policy outcomes we love to talk about.

DI: So public investment in short lines leverages the public benefits that short lines produce? 

CB: Exactly. Let’s say we have a short line with $10 million in annual revenue. The line provides fabulous benefits for the community. It’s good for safety. It’s good for mobility, it’s keeping trucks off the road. It’s good for the environment. But this line might also have a bridge that costs $10 million to rehabilitate. You don’t need an MBA to understand that a $10 million revenue company will be challenged to deliver a $10 million infrastructure upgrade without help. Congress has understood this need for a long time, which is why we have such great support for 45G and CRISI. 

DI: Why do short lines have such bipartisan appeal? 

CB: Members of Congress tend to look at the practical aspects of what short lines do. We maintain access to the freight rail network for smaller customers, often in smaller towns and rural areas, and assure choices for shippers. The public benefits of short lines transcend party politics, and that makes my job making our case pretty easy. 

DI: Which brings us to the win getting 45G permanently into the tax code, and now the push to modernize the credit. 

CB: We achieved permanency of 45G into the tax code in 2020. Now we’re pushing to increase the credit to account for inflation since 2005 and make sure it includes all current short lines. We are blessed with champions in Congress who introduced the legislation, including Senate Finance Chairman Mike Crapo (R-Idaho) and Senior Democrat Ron Wyden of Oregon. On the House side, we have Reps. Mike Kelly (R-Pa.) and Mike Thompson of California, the Chair and Senior Democrat of the Ways and Means Subcommittee on Tax, respectively. That was Step One. Step Two, we now have more than 100 House cosponsors for the credit modernization—109 and counting. This is in the top 3% of the most heavily cosponsored tax bills in this Congress, and we’re pushing to get more. We have 16 Senate cosponsors. Step Three, we’ll find a legislative vehicle that’s going to pass. That is easier said than done, but we’re believers. It’s a question of when, not if.

DI: Short lines play the
long game well! 

CB: It was a three-plus year effort to get 45G into the code originally. Then it took from 2005 to 2020 to get 45G from temporary extensions to permanent enactment. 

We’re about a year into the effort to modernize 45G, and we feel good about our case. We have the right champions. We have a lot of support. And luckily for us, many short line folks are hard-headed and persistent. We don’t know how long it will take but we’ll keep banging on the door until somebody opens it.

DI: CRISI has been a game-changer too, with increased funding and the certainty of planning around advanced appropriations. What comes next? 

CB: I’d agree with “game-changer.” CRISI was created in 2015, first funded in 2017, and it’s been transformational. CRISI supports large “lumpy” investments that 45G can’t address such as replacing 30 miles of jointed rail from 1897 with modern 136-pound rail. CRISI early on received a few hundred million dollars per year, which was great. Then the big infrastructure bill supercharged CRISI with advanced appropriations. That made CRISI the successful program it is, with greater funding and the ability to plan into the future. Partnering in many cases with state and local entities, short lines have earned about half of the available CRISI funds in each of the past few years. We are now advocating for continued investment in CRISI after the advanced appropriations guaranteed funding ends in FY 2026. It’s vital to keep this program going with guaranteed funding. We see a huge opportunity for Congress and this Administration to double down and invest in something that works—and is so popular.

DI: Moving to another core program, short lines have continued to improve safety, and the Short Line Safety Institute (SLSI) has been a big part of that. 

CB: The foundation for the SLSI came after the Lac-Mégantic tragedy in Canada in 2013. We needed to get safer. To emphasize safety culture, we came up with the Short Line Safety Institute, which would be staffed with safety experts and work collaboratively with our members to audit short lines; get into the nitty-gritty of operations; and produce frank, confidential, deep-dive reports on safety culture. We proposed the concept to Congress because we needed funding, and Congress liked it right away. We’ve added safety training and HazMat response, but the core of SLSI remains these intensive safety culture assessments. It’s a phenomenal program. 

DI: Any Washington railroad conversation now must address the proposed transcontinental merger …

CB: We have 600 short lines and varying opinions. I sense broad agreement about the potential positives: faster interchanges in the middle of the country, new spinoff opportunities for short lines, new opportunities and new competitive paths. On the other hand, every short line already struggles at some level to deal with Class I partners because the sizes of the organizations are wildly different. A merger will make one combined Class I twice as big, and the parties will be distracted for years to get the deal approved and then integrated. Some folks have reasonable angst about whether short lines will get the attention needed amid the distraction. We’ll continue to watch and develop ASLRRA’s position, but I’d encourage the Class I’s to proactively address these concerns with tangible plans. 

DI: What are your priorities as you look to take short lines to the next level?

CB: It’s tough to stay grounded when you sit in your fancy office and people want to talk to you because your business card says you are association president. But I try to remember that I work for the short lines, the short lines don’t work for me. So, what I want to do next is what the short lines want to do next. I talk constantly to our members, and listen to our customers, the competition, and Congress and our regulators. Just trying to grasp the problems that need to be solved? I get to be in the fun spot and sit in the middle, hear everyone, and see what kind of consensus can emerge on collective action. And then meld that consensus and transform intent into action and ultimately deliverables and wins. But it all starts with listening.

One challenge I’d like to help meet is that while short lines have generally enjoyed a positive reputation, it feels now that the freight rail industry overall isn’t uniformly liked. A rough ride with PSR starting about 2017 hurt customers; strained relationships with rail labor; and ultimately affected our standing with the public, elected officials and regulators. Then came East Palestine. So even if short lines have fans, we’re part of a broader ecosystem and we need our Class I friends. The Class I carriers are changing fast, and I’m glad to be part of the renewed push by the entire rail industry to return to the public’s good graces. You must earn your way back. There are no shortcuts. 

DI: You’re a leader in D.C. now. How would you advise a young person wanting to make a career in policy? 

CB: First, you must find a field that interests you. Being successful in anything requires grunt work and persistence. Even in my role today, there are only five to ten hours of any week that anyone would call “glamorous,” such as having a conversation with a Member of Congress or an off-the-record talk with agency leadership. The rest is a never-ending grind, and it’s only doable because I find short lines and railroads inherently interesting and worth doing. So whatever field you choose, it must grab you. You want to feel like you’re working for the good side, like I do. Second: Show up. You succeed by consistently working hard and saying “yes” to assignments. It won’t take long before you find yourself in a good spot. Finally, and perhaps this is the rarest quality, be nice to people. Life is too short to be a jerk. It’s a small world. You’re constantly running into the same people in D.C. in new jobs. One day, someone is in a role where they need you, and the next day you have a different assignment, and you need them. Life is more pleasant with a brighter path if you’re nice and respectful to everyone even when—especially when—you don’t have to be. 

The post ‘There Are No Shortcuts’ appeared first on Railway Age.

2026 RAILROAD FINANCIAL DESK BOOK, RAILWAY AGE OCTOBER 2025 ISSUE: Welcome to the 2026 Railroad Financial Desk Book. If you have made it through a tumultuous summer, you have finally reached the point where after almost a year of waiting and handwringing, the Federal Reserve finally dropped interest rates by a quarter point. The question, still fresh in the minds of market watchers everywhere, is and remains, “was the cut based on economics or politics?” 

The high drama of the fight over the Fed playing on in text and on video (if you didn’t see the video of POTUS 47 and Fed Chair Jerome Powell facing reporters after the construction tour, give it a look) with criminal conspiracy and the constant threat of firing and replacements is a slow-motion car crash for the modern political era. 

While the Fed indicated further cuts are in the future, the bond market, having already priced in a quarter point drop, responded with a “meh.” The fight for the Fed has been one thing on the watch list since January. Few anticipated the playbook of stacking the team with homers (or is that foamers?) as a way of controlling the Fed without the Executive Branch taking over. You say there should be an independent Fed, and the Administration pulls a “John Wick” and says everyone serves under the High Table.

If that drama wasn’t high enough for you, perhaps you were captivated by the railroad side of the political theater. Union Pacific President and CEO Jim Vena went to Washington to sit down with POTUS 47—as if anyone needed more evidence that the “fix is in” for the approving of the merger. The UP’s post-conference press release noted UP feels the Administration sees “how creating an American transcontinental railroad is a win for U.S. competition, consumers, and the unionized workers whose jobs will be protected when the merger is approved.” The promise of “competition” and a “victory” for unionized workers makes one wonder if they actually discussed North American rail at all. The sense that this merger is the stuff of afflatus is off the register.

It definitely is not “Mr. Smith goes to Washington.”

The unbridled enthusiasm was echoed in a piece by The New York Times discussing North American rail as having an abundant opportunity to get trucks off the road (as if The Times just discovered railroads exist). It was clearly a planted piece complete with feel-good stories about short lines delivering good service and having a positive impact on communities. Unfortunately, the piece wasn’t meant to really highlight short lines; they were just foil for the larger propaganda message. The article comes out first with the origin of the story, “Two freight giants, Union Pacific and Norfolk Southern, recently announced a merger plan that would create the nation’s first coast-to-coast rail network under a single company. They hope the deal will win business from trucks.” And then second with the ignorance that so often comes from reporting meant to deliver a message, “A resurgent freight rail industry would benefit businesses, the public and the planet.” Can I get an “Amen!”

But the coup de grâce and what seals the deal on the story being more propaganda than actual reporting comes under the heading of “‘Game Changer’: Union Pacific and Norfolk Southern say their proposed $85 billion merger is all about fighting back against trucking … The merger is an attempt to solve the disconnect between railroads east and west of the Mississippi River.” Raise your hand if you missed the meeting about the east-west disconnect and how it is the lynchpin holding back railroad growth. Didn’t think so. 

At least the story gave Canadian Pacific Kansas City (CPKC) CEO Keith Creel three lines to present an opposing point of view. Balance.

Nonetheless, merger malaise still reigns. 

In the world of railcars, the mojo is a little different. At the 2025 FTR Transportation Conference, there was enthusiasm for a market where, were it up to its participants, the will to make it better would by itself lift the market to new growth and opportunity. However, that will to power is not resonating in the market itself. The clear consensus from participants at the conference was that new car orders in 2026 are not expected to exceed 30,000 units. Ouch. That means that as an industry, North America is building railcars below the rate of replacement during a period of (more or less) normal economic growth over a multi-year period. 

However, since this period of low new car builds corresponds to a period of rental rate stability, the market doesn’t seem as bluntly negative as one might expect. In fact, the discussions were about how high utilization continues to be the new normal for pretty much all railcar lessors. This high utilization is happening at lease rates that continue to be higher than pre-COVID pandemic norms. (When will that stop being a frame of reference?)

Fascinating right now is that rail loadings are staying in a relatively stable range year over year, and cars in storage are 2% to 3% higher YOY. Not only is the total railcar fleet contracting, it is very possible that the operating fleet (cars in service) is also contracting. This is happening while coal is seeing its largest YOY increase in five years. (For the impact current utilization and loadings levels are having on railcar rents see “Around the Market” in this Desk Book).

There was, in addition, lots of discussion about the more than 100,000 cars reaching their 50 years maximum interchange service life over the next five to seven years. At some point, the discussion about the replacement cycle starts to sound a bit like the unfulfilled promise of intermodal loadings driving massive railroad growth and the disconnect between east and west railroads—another “fake it ’till you make it” moment. Yes, the cars do need to be replaced, but that alone will not rescue the soft build cycle in an industry that grows at GDP. 

But that’s only one part of the story. 

Railcar builders, investors and users in North America spend prodigious amounts of time thinking about railcar valuations and their correlation to the concept of a fair market. Every time there is an M&A event, there is a discussion about “overpayment” or “underpayment.” Did they overpay? How did they get it for that price? How did they convince them to pay that much for that?! In an industry often viewed as being challenged to grow, the impact of asset valuations on returns is a meaningful calculus. 

No matter what the size of the deal, these are the messages one hears. Why? It’s human nature: Everyone loves a bargain and everyone wants higher returns. No one wants to be accused of overpaying. In August’s “Financial Edge,” in a discussion about the M&A market for railroads and railcar owners, the discussion centered on consolidation and its impact on a low-growth industry (freight rail) and not on valuations. But a key point from that discussion remains: There is significant private equity (PE) capital looking to make investments in the railcar ownership and leasing space.

There is by some estimates more than US$1 trillion available for investment by PE firms. This is a slightly aged number, but let that sink in for a second. The UP+NS merger is $85 billion; that’s 12 of those. The CP purchase of KCS (CPKC) was US$31 billion; that’s 32 of those. There are 1.6 million railcars in North America; at an average price of $75,000 per car, that’s just a measly $120 billion. That trillion dollars may or may not include the $344 billion in cash sitting on the Berkshire Hathaway balance sheet. Wowza.

All these dollars are clearly not devoted to investment in transportation assets. But that is not the concern here. At some point, this available ocean of liquidity needs to find a home. Railcar assets with their consistent cash flow (rental payments), long useful life (50 interchange years), high barrier of entry (railcars are expensive), high likelihood of continued use (most railcars are in stable commodity businesses), and low default rates (railcar lease defaults are generally low) have an attractive profile for investment. Plus, there is the opportunity for upside as railcar asset values have been appreciating measurably during the past five to six years and consistently during the past 20.

It wouldn’t be a stretch to imagine that asset valuations at today’s levels, rather than being at a market peak, actually have a runway ahead of them for higher valuations from investors. If new car builds remain within a reasonable range (just below or at replacement levels) and there is an ongoing replacement cycle for older cars with consistent loading levels (as opposed to a downturn), the attractiveness of those sticky, highly utilized railcars to the people holding the private equity checkbooks will only increase. 

Well, wait a minute, you’re saying. Didn’t you just say that everybody loves a bargain? The answer to that is “yes,” everybody loves a bargain, but they love their jobs more. Very few people hired to find investment opportunities and deploy capital on a large-scale basis get paid for taking the high ground and not doing deals. PE firms are paid for the capital they deploy and the balance sheet magic they often perform to extract dividends. Fees are generated when money moves. Money that doesn’t move is returned to investors. Who wants that?

Let’s be really clear: There is no judgment here. It was recently reported that Bank of America expects to earn $130 million from the UP+NS transaction. Bank of America has been a longtime advisor to UP in a variety of capacities and has earned the right to represent UP in this endeavor. But there is little reason to debate if the investment bankers from Bank of America are worried about whether UP is paying a “fair price” for NS. Certainly, they have confidence it is the “right” price, but $130 million buys a lot of confirmation bias. 

The same rule essentially will apply for railcar investments. Consistent cash flow and an asset life that exceeds your employment sunset date make for a great strategic plan.

Alternatively, maybe the PE firms will band together and pay off 1/37th of the national debt with that money. Ha! In your dreams!

As noted earlier in this Desk Book, the lease market for railcars continues to demonstrate stability and a kind of strength. While rates have pulled back from previous highs of earlier in the year, most railcars remain on lease at rates that would be considered reasonable or attractive. Nothing suggests significant change is on the wind currently. One question on people’s minds is the impact the UP+NS merger will have on lease rates. Historically, railroad mergers mess up the system causing lease rates and railcar demand to increase. Here’s what happening around the market.

Covered Hoppers for Grain: There is continued stability here with some rental rate retrenching as a few more cars have come on the market. Even with a weak export market (check out the drop in soybean exports to China down 51% YOY through July 2025 and now resting at zero being exported just as the harvest is beginning), these loadings are up YOY and continue to support strength. For 4,750s, look for high $300s and low $400s full service. For jumbo cars, expect rates in the high $500s to low $600s. For DDG cars, look for rates in the high $600s to low $700s. 

Covered Hoppers for Plastics: There is a little more weakness in this market segment, reflected in rates. 5,800cf cars are leasing in the low to mid $300s while older 6,200cf cars can be found in the low to mid $500s. New car pricing still drives the higher end of the newer car market where rates are into the high $600s to low $700s. These are full-service rates.

Covered Hoppers for Sand and Cement: There is some softness here as well. There remain significant quantities of cars still returning to market after their first leases from 2014-2016, and the current need for cars of this size has been satiated. Tariff disruption here has flattened the construction market, and that has softened cement demand. Rents are in the mid $200s full service. They will likely stay here for a while but there is some chance rates drift to the downside.

Coal Cars: Chat GPT may disagree, but coal cars are a good investment right now. Perhaps the AI hasn’t thought from where all the power to keep its wheels spinning is going to come. A revisionist energy policy and the incredible power greed of AI data centers along with some higher natural gas pricing (above $3.20 per MMBTU) continue to propel the coal car market. Gondola cars are red hot with nary a car to be found in the market. Look for rates in the high $300s to low $400s full service, with stability as loadings are up 6% YOY. For rapids, look for rates in the same range, as demand there is a little more tempered. Expect this run to continue at least into 2028.

Mill Gondolas for Scrap: Definitely some softening here, and rates are off their highs. There has been an introduction of some newer cars into the market, so there is some incongruity in rates. For 52-foot older cars, look for rates in the mid to high $500s. For newer cars, look for mid $700s. For 66-foot cars, look for mid to high $600s. Keepers of well-maintained older cars can expect high demand for cars that can be had at those lower prices.

Centerbeam Flatcars: Housing starts? More like housing stops. This business is banking on lower interest rates to jump start demand, but be cautious here as cars seem a little oversupplied and the market is soft. Look for rates in the low to mid $300s.

Tank Cars: Corn syrup and other food grade tank railcars continue to run at elevated ranges in the mid $1,000s to low $1,100s per car per month (certain lining requirements may increase those costs). This is for newer cars. Older cars can be had for less money if they are even available. On the energy-related side of the world, 117Rs continue to run in the high $900s to high $1,000s per car per month. Moving into a 117J will set you back mid $1,200s to low $1,300s. Again, these are full service. So much of this is dependent on the time since HM-216 recertification and who is paying for it. The standard 112J340 has been in excess inventory through the summer. That seasonality is not surprising, and rates have drifted down accordingly into the high $800s to high $900s depending on age. Expect rates to pick up in the fall and winter and move into the high $900s and mid $1,000s.

Boxcars: This market is a little soft right now with paper demand driving some idle capacity. Some cars are being returned, and that is pushing 50-foot Plate F rates down into the low to mid $500s. For 50-foot Plate C cars, look for rates in the low to mid $400s. Need 60-foot Plate F boxes? Those are running in the low $600s. These are full-service rates on existing cars. It bears noting that new cars would need to be at higher rates reflecting the cost of the new car in today’s market and the capital cost associated therewith.

The post Ocean of Liquidity Needs a Home appeared first on Railway Age.

On Oct. 1 and 2, Railway Age and Railway Track & Structures held the annual Light Rail Conference. This year’s event took place in Pittsburgh, and it focused on responding to change in terms of equipment procurement and operations, as well as other technical issues. There was also a panel devoted to Pop-Up Metro, an innovative proposal for starting rail passenger service in an affordable manner.

Of the approximately 75 attendees, the many represented businesses offering products or services to the industry. Three agencies were represented: host agency Pittsburgh Regional Transit (PRT), the Greater Cleveland Regional Transit Authority (RTA), and New Jersey Transit. The crew from Railway Age and its parent company, Simmons-Boardman were on hand, along with two students.

Andy Lukaszewicz, Deputy Chief Officer for Rail Operations at PRT, kicked off the conference as keynote speaker. He gave a “nuts and bolts” presentation about how rail transit operates in Pittsburgh, along with some of the history of the system, which now includes three light rail lines and two inclines, historic funicular railroads. He described past projects at the agency, including the conversion from 1940s-vintage PCC cars to the current light rail vehicles (LRV) in the 1980s. He described efforts to keep the system in a state of good repair and to upgrade it when required, projects such as improving ADA (Americans with Disabilities Act) compliance at low-level platforms. The system has a mix of high and low-level platforms. He noted that the recent reprieve, which the system received by “flexing” money originally earmarked for capital projects over to the operating side, will cause maintenance to suffer. Still, that decision will keep the system running. His advice to attendees was: “When you’re in charge of something, you’d better know how to do it.”

The next presenters were Brian K. Moore and Casey Blaze of the Greater Cleveland RTA. They focused on a project that would consolidate two types of equipment and operations into one. The current fleet includes 1981-vintage Breda LRVs for the Blue and Green Lines, which operate with low-level platforms. The lines run east of downtown Cleveland and diverge at Shaker Square. The Red Line runs two-car heavy-rail trains on an east-west alignment with a connection in downtown Cleveland and shared track for the common part of the routes, a unique mix of different modes sharing track and platforms. RTA’s objective is to order cars that can operate on all three lines. Moore and Blaze described the agency’s contract for vehicles from Siemens, which is now under way.

Next on the program was a panel about Pop-Up Metro, a system designed to allow new rail operations to start running on existing tracks at low cost. This writer moderated the panel, and there were four other presenters. The panel stressed the need for innovative ways to initiate new rail starts, considering the decline of rail projects in grant applications before the FTA (less than one-third are for rail projects, the rest are for busways) and Washington’s apparent antipathy toward transit, especially rail. The core benefit of the Pop-Up Metro concept is that a prospective operator with an available rail line can lease a “kit” that would include rolling stock, maintenance, training and other components of running service for a specific term, which would serve as a beta test of the new line at a significantly lower cost than commissioning a consultant’s report. Through this actual operation, the provider would obtain actual numbers for ridership, revenue and costs as the lease term proceeds, information that would help toward deciding whether to continue service and, if so, how to operate it.

Thomas R. Hickey, an independent consultant with West Chester Intersection LLC, has participated in the formation and operation of a number or new rail starts in the United States and elsewhere during his career and is currently working with Pop-Up Metro to secure agreements to deploy the system to start new services. He gave an overview of the FTA New Starts program and the history of how light rail was conceived in the 1970s and 1980s as a less-expensive alternative to metropolitan-style “heavy rail” lines that run on legacy systems in places like New York, Boston, Chicago and Philadelphia. He sees Pop-Up Metro as the next step in the evolution of rail transit that can be offered at an affordable cost to build and run.

Henry Posner III, Chair of Railroad Development Corp. (RDC), who developed the Pop-Up Metro concept, described its benefits during his presentation. He started by saying that he sees a “moral responsibility to the cause of rail to make the pie bigger” and that it needs to be done “in a culturally sustainable way,” in this case his way of saying that respecting the culture of the infrastructure owner, and local politics, are critical. Posner said that that setting up an operation could be as simple as constructing new platforms on existing operations, but could also require upgrading a freight line for passenger service. He praised the system’s potential to spur real estate development by introducing rail transit and noted Pop-Up Metro’s new partnership with British firm TDI Greenway.

Nate Asplund, President of Pop-Up Metro, who is now involved with the TDI Greenway part of the operation, stressed that Pop-Up Metro would bring rail “to new markets in a new way” and possibly with new ways to fund transit. The new approach would be to supply a custom-built “kit” for starting service in new places. He described the leasing approach as “a ridership study on wheels” and said: “We don’t estimate ridership, we measure it.” He added that part of the package could include upgrading track to Class 3 standards, and that the lease was part of operating expense, rather than a capital expense. Asplund had served as CEO for the Florida East Coast Railway and had challenges with Brightline (and described himself as a “former passenger train assassin”), but he told the conference that Posner had convinced him to change his mind.

Alfred E. Fazio, a Professional Engineer consulting at BRT Rail Services and a Contributing Editor at Railway Age, gave his views on technical aspects of deploying equipment and technology according to Pop-Up Metro’s plans. He noted that “the future death of light rail is tragic” and that paying $200-$250 million per mile for new construction is too much. Fazio served as President and CEO of Twenty-First Century Rail, former DBOM contractor of NJ Transit’s Hudson-Bergen LRT and later as General Manager of NJT’s River LINE diesel LRT in South Jersey and described his experience with both. In general, Fazio called for innovation in deployment methods. He stressed keeping the “human element” in mind when deploying and operating transit and praised Pop-Up Metro’s affordable approach to preparing for new starts.

This writer closed the panel by stressing that, while Pop-Up Metro will not work in every situation, it is one innovative means for expanding rail transit, and that there will still be a need to develop other new and innovative methods for initiating new services. Pop-Up Metro will not work well on a busy freight railroad, because its U.K.-sourced rolling stock, which is considered a main line train in that environment, will require temporal separation as applied in the U.S. in other environments such as NJT’s River LINE and California’s Oceanside Sprinter. This would only work if the freight operation can run for a few hours at night, so the passenger operation can run a full span of service. An uncooperative local agency, such as SEPTA has been during West Chester, Pennsylvania’s efforts to use Pop-Up Metro to re-establish service after an absence of nearly 40 years, would also prevent implementation. Still, Pop-Up Metro is proposing a new way to bring passenger rail service to currently unserved areas, and rail expansion will need to start and operate along those lines. In conclusion, this writer mentioned the need to spread the word about Pop-Up Metro and to look toward other innovative ideas that could allow new services to run, even if federal programs like the FTA’s New Starts grants are curtailed.

Robert Hanczor of Piper Networks made a presentation about MBTA Green Line positioning technologies. The Green Line is the agency’s aggregate name for the light rail lines in and around Boston, except for the Mattapan Line. The technologies involve radio and fixed-point communications. Transmitters on the front of the vehicles signal GPS and LTE positioning technology to keep track of the vehicles. The system can also measure fouling distance, which would help to prevent collisions.

Hickey and Fazio kicked off the afternoon session with a panel on Engineering for Operations and Service Delivery. They were joined by Bill Koch of MAC-Impulse. John Mardente, Chief Engineer at the FRA’s Passenger Rail Division, was scheduled for the panel, but he was not allowed to appear on account of the federal government shutdown.

Fazio led off by discussing limitations on shared use of a line, which works best when freight activity is low. He noted that the FRA has has granted 14 or 15 shared-use waivers, which has allowed local passenger rail to grow. He also noted that the FRA is strict, saying: “It’s all in the details. You’ll need to show how you’ll operate and who dispatches.” Operations and emergency preparedness need to be thought out, especially since dispatchers might now be located in a different region of the country. He suggested looking at standards used by other providers and the industry.

Hickey gave some examples of how policies and operations can change. Portland built its MAX light rail system largely with funds originally geared toward highway projects. He mentioned that LRVs were designed for a top speed of 65 mph, but when highway speed limits were reduced to 55 mph, light rail was slowed down to avoid motorists having to see transit vehicles gaining on them. Now highway speed limits have been increased, but light rail is still stuck at 55 mph. He called for innovative stopping patters to speed service or, at least, feed the riders’ perception of saving time. Fazio described an example: The Bayonne Flyer runs on Hudson-Bergen in Jersey City and Bayonne. There are some intricate moves on a short three-track segment of the line, which allow a limited number of runs during peak-commuting periods to skip about five stops, so the trip appears to the riders to go faster even though the actual time saved is only a few minutes.

Bill Koch then described the product lines of MAC-Impulse, which include electrical items such as switch gear, cable systems, overhead power wires, and third-rail electrification. He said that the company had installed such components on many transit systems in North America.

Two managers from PRT then presented talks about how the agency maintains its LRVs and operates the electrical components in its shop. Justin Selepack, Director of Rail Car Maintenance, started by describing the agency’s fleet of Siemens cars from the late 1980s (52 cars) and CAF cars built in 2003-05 (28 cars). He mentioned the uniqueness of the operation, which runs on 5-foot, 2½-inch (broad gauge) track, only used in Pennsylvania (including Philadelphia and museums) and New Orleans. He described the “running repair” (for light repairs) and “heavy repair” (for bigger jobs, up to overhauls) operations. He described recent upgrades to the vehicles, as well as other upgrades to the shop facilities at South Hills and concluded by noting that any job costing more than $10,000 requires a 14-day bid process, and any job costing more than $150,000 requires a 30-day bid process plus Board approval.

Chris Costiloe, Director of LRT and Bus Systems Electronics, then gave a detailed description of the electronic side of PRT’s operations. The agency uses two systems: microwave and fiber optic. He described the radio system in detail, including microwave systems, telephony, and data and carrier transmission. These included sensors in tunnels and digital wayfinding systems. He described the shop installations in detail and concluded by discussing the challenge of aging infrastructure beyond its useful life, along with the difficulties of replacing equipment.

Tony Crosby of 4AI Systems then discussed AI-based applications suitable for light rail. He promoted fitting servers on the front of vehicles to collect data, which he said would improve operations and safety. He suggested that virtual trip stops could replace trackside trip stops but stressed that it’s necessary to demonstrate that there will be no adverse effects on safety or mobility. He said that AI can be used to look for hazards and added: “If a system can’t prevent a collision, it can reduce its gravity.” As a general concept, he mentioned the comparison between “smart trains” and “dumb trains.”

Barbara Schroeder, Rail Transit Project Manager for Benesch, concluded the day’s program with a talk on “Embracing Sustainability & Resiliency through Education and Professional Development.” She discussed AREMA (American Railway Engineering and Maintenance-of-Way Association) standards and the organization’s educational and professional development programs. She then turned to the goal of sustainability, praising Pop-Up Metro, MAC products, and Piper Networks. She called for an emphasis on sustainability, for private developers to help pay for transit, and for partnerships to achieve such goals as improving the environment and quality of life.

The Oct. 2 program featured three presentations. The first came from Rachel Burckardt, Senior Project Manager and Northeast Lead at WSP USA and a regular presenter at Railway Age light rail conferences, with a talk that described how Riverside Yard, the largest yard and maintenance facility for LRVs on the Massachusetts Bay Transportation Authority (MBTA or the “T”) in Boston, is being reconfigured to accommodate the new Type 10 “Supercars,” articulated units with seven sections, being built by CAF USA, and expected to begin service in 2027. The first topic was a description of the Green Line, a group of four light rail lines that run through downtown Boston and branch out at the ends. Riverside is at the outer end of one of the lines. The new cars will be more than 113 feet long, and a fleet of 100 of them are slated to replace 220 cars, which are 40 feet shorter. Much of the infrastructure, from platforms to yard tracks and maintenance facilities, must be changed to accommodate the longer cars, with the need to accommodate the existing cars, while they are still in service. Burckardt specifically mentioned the major changes in yard track layout needed at Riverside and the phased implementation of the project but also said that the “T” had considered alternatives.

Harry Skoblenik, a Senior Engineer with Alstom, gave the most technical lecture on the program, on LRV Wheel/Rail Interface Interaction. He focused on design for wheels regarding suspension, stability, and improving wheel performance. He discussed primary (between the wheelsets and the frame of the truck) and secondary (between the truck and the carbody) suspensions, and how they isolate riders from track instability. He also mentioned how lateral accelerations (at roughly 1Hz.) can make operators uncomfortable, and how a well-designed suspension system can alleviate that problem. He described how wheel profiles can be designed for stability, and how frogs and their wings can be designed to improve contact with wheels.

Hans Cruse, Sales Manager for the North American streetcar market at Stadler Rail, concluded the proceedings with a case study on Green Technology Applications for Light Rail. They include new alternative-propulsion vehicles operating on existing lines. He said that new systems are lighter in weight and can reduce energy consumption and noise pollution. He mentioned the hydrogen-powered FLIRT (“Fast, Light, Innovative Regional Train”) which will run between San Bernardino and Redlands, Calif. Local advocates in the area have questioned how beneficial such a train will be for the environment, but time will tell after the unit at issue has been tested in service.

Railway Age Editor-in-Chief and conference moderator William C. Vantuono announced that next year’s conference will be held in Philadelphia and will be expanded in scope to include regional rail. After the conference, many attendees took a tour of the PRT’s light rail maintenance and operations control facilities before heading home.

The post LRT Conference Focuses on Change, Innovation, Technology appeared first on Railway Age.

HNTB on Oct. 6 announced that John Augustine has joined the firm as Vice President and National Practice Consultant where he will advise clients on federal funding options.

With more than 27 years of service at the U.S. Department of Transportation (USDOT), including leadership roles in the Office of Infrastructure Deployment, the Intelligent Transportation Systems Joint Program Office and serving on the Northeast Corridor (NEC) Commission, Augustine brings “unparalleled expertise” in federal infrastructure funding, HNTB noted. Throughout his service at USDOT, Augustine oversaw high-impact discretionary grant programs, including the Infrastructure for Rebuilding America (INFRA), National Infrastructure Project Assistance (Mega), Better Utilizing Investments to Leverage Development (BUILD) and Safe Streets and Roads for All.

In his new role at HNTB, “Augustine will lead and continue to grow the firm’s grant support to clients by focusing on the most transformative infrastructure projects across the country. He will guide clients through the intricacies of federal grant programs, help develop competitive applications and manage grant administration.”

“John’s addition strengthens our ability to guide clients through the federal grant process,” said Jim Ray, HNTB Corporate President, Advisory. “His deep understanding of federal funding mechanisms and his strategic vision will be instrumental in helping clients move key infrastructure needs forward.”

Augustine’s addition, the company says, “underscores HNTB’s commitment to delivering innovative, client-focused solutions that drive success in delivering essential infrastructure needs.”

The SC Ports’ Board of Directors on Oct. 6 announced that Micah Mallace has been selected, in a unanimous vote, as the agency’s next President and CEO. Interim President and CEO Phil Padgett will resume his role as Chief Financial Officer.

Mallace assumes leadership of SC Ports after a long and distinguished career in the maritime and logistics industry, including a previous tenure with SC Ports from 2011-2022 where he served in various roles before being named Chief Commercial Officer. Mallace facilitated numerous commercial successes, including attracting Walmart to build a new import distribution center near the Port of Charleston.

“I am humbled by the opportunity to serve as the next President and CEO at SC Ports,” said Mallace. “The port team and South Carolina’s broader maritime community provide port service that is unmatched, and I know, together, we will further strengthen our competitiveness.”

The Board, along with state leaders, reaffirmed their confidence in the selection of Mallace to lead the Port.

“The impact of our Port reaches well beyond the borders of South Carolina,” said Board Chairman Bill Stern. “What we do and how we operate influence global trade and the worldwide economy. Micah Mallace understands that significance and responsibility. He has the vision, experience and nuts-and-bolts knowledge to navigate the many facets of today’s maritime industry. We are extremely fortunate to have secured him as our new President and CEO.”

“I can think of no better person to lead SC Ports and know he will bring the necessary vision to grow as a top ten U.S. container port,” added Padgett.

Mallace will deliver his first State of the Port address on Oct. 28, where he will provide industry updates and lay out his vision for the future of SC Ports.

Prior to his appointment as President and CEO, Mallace served as President of Harbor Logistics, a third-party logistics company specializing in port drayage, warehousing, and transload operations. He is a Charleston native and is married with three children.

The post People News: HNTB, SC Ports appeared first on Railway Age.

“As we make our system safer and more accessible, we are making transit not just an option but the preferred choice. Ridership is increasing, but more importantly, we are supporting quality of life and boosting regional economic vitality. We know that safety is integral to everything we do at the Massachusetts Bay Transportation Authority (MBTA),” wrote MBTA General Manager Phil Eng in his response to a statement issued last month by U.S. Transportation Secretary Sean Duffy, “threatening federal funding for the transportation system,” according to a WCVB report.

According to the report, Duffy’s statement “called for immediate action” from leaders in Boston and Chicago and criticized the fact that both cities “allow cashless bail, which allows deranged criminals to repeatedly terrorize public spaces.”

Duffy sent letters to Eng and his counterpart in Chicago, “demanding written reports within two weeks that identify actions that are being taken to deter crime, stop fare evasion and provide a clean environment aboard the transit systems,” according to the WCVB report. If the transportation agencies did not “take actions that enhance safety,” Duffy said they would “risk federal support.”

Eng responded Oct. 2 with a 12-page letter (download below) addressed to Duffy and released by the MBTA last Friday.

“Our commitment to safety is the foundation of everything we do, and the letter submitted to Secretary Duffy yesterday is a clear demonstration of how the MBTA, in working closely with the USDOT and the FTA, continues to deliver for our riders,” Eng said in a statement about the letter, according to the WCVB report. “Since 2023, we’ve addressed decades of deferred maintenance, rebuilt a depleted workforce, and invested hundreds of millions of dollars in infrastructure improvements and service upgrades. Our work is never done, but the results are clear: we are delivering a safer, more reliable system for our riders, and we will continue to challenge ourselves every day to get better.”

According to the report, Eng’s letter “presents numerous statistics about crime in the system, including that crime at South Station is down 16% for the year to date. It also summarizes efforts made to improve the condition of MBTA equipment and stations, with more than one page of detail about South Station.”

In response to the demand for information about funding, Eng’s letter includes more than two pages of details on how federal grants are being used.

“We sincerely appreciate your interest in and concern for public safety on the MBTA’s transit network. We strongly believe in continuous improvement and together in partnership with our colleagues in the federal government, we look forward to jointly progressing toward our common goals. The federal funding received to date has enabled us to advance vital projects that enhance the safety, accessibility, and reliability of our system, and we look forward to future funding opportunities,” Eng wrote in the conclusion of his letter.

The post Eng to Duffy: ‘Safety is Integral to Everything We Do at the MBTA’ appeared first on Railway Age.

The Napa-Platte rail line totals approximately 81 miles, extending from Napa Junction (milepost 0.0) to Platte (milepost 80.8). The Napa–Tyndall segment (milepost 0.0 to 20.9) was previously leased to Dakota Southern Railway Company, whose lease was terminated in July 2025. The Tyndall–Platte segment (milepost 20.9 to 80.8) is currently railbanked for potential future use.

Since acquiring key lines following the 1980 Milwaukee Road embargo, the State of South Dakota has worked to preserve essential rail service vital to the State’s economy, SDDOT said.

“Through strategic public ownership and private partnerships, most State-owned lines have been restored or returned to private operation. The Napa-Platte rail line represents one of the final segments under South Dakota ownership. In September 2025, the South Dakota State Railroad Board authorized the SDDOT to begin a competitive process for returning the Napa-Platte rail line to private operation,” stated Transportation Secretary Joel Jundt. “The State’s objective is to return the Napa-Platte rail line to private operation in a way that enhances freight opportunities, supports local industries, and promotes long-term economic growth.”

The SDDOT invites proposals for the following:

• Purchase proposals for the entire Napa-Platte rail line (milepost 0.0–80.8); and/or
• Lease proposals for the Napa–Tyndall segment (milepost 0.0–20.9).

 The IFP seeks proposals that will:

• “Support economic growth and development across South Dakota.
• “Sustain or expand freight rail service to communities and industries.
• “Encourage new rail customer creation and service improvements.
• “Ensure safety, resiliency, and compliance with federal rail regulations.
• “Where possible, return State-owned rail assets to private ownership for long-term operational success.”

 Key Dates and Deadlines:

• Monday, Oct. 6, 2025:  IFP is published on SDDOT website.
• Wednesday, Oct. 15, 2025:  Line tour schedule announced by addendum.
• Wednesday, Dec. 3, 2025, 10 a.m. CT:  Deadline for proposer questions via Q&A forum.
• Friday, Dec. 19, 2025, 10 a.m. CT:  Proposal submission deadline.
• Wednesday, Jan. 21, 2026: Railroad Board will review proposals in open session.

Following review of proposal submissions, the State Railroad Board may enter negotiations with a preferred proposer, according to SDDOT. Any final sale or lease will require approval by the South Dakota State Railroad Board and consent of the Governor. The full IFP, attachments, addenda, and question-and-answer forum are available on the SDDOT website at Bid Letting. The information is located in the section entitled, “Lettings Currently Advertised for Bids.”

All proposals must be submitted electronically through the South Dakota Electronic Bidding System (SDEBS) in pdf format. Questions regarding the electronic bidding process may be directed to Becky Hoffman, SDDOT Bid Letting Engineer at 605-773-8386 or via email at Becky.Hoffman@state.sd.us. All other inquiries must be submitted through the online Q&A forum linked on the SDDOT website.

The post SDDOT Issues IFP for Sale or Lease of Napa-Platte Rail Line appeared first on Railway Age.

“We’re excited to soon begin serving Manner Polymers’ solar-powered plastics manufacturing facility in Mt. Vernon, Illinois!” UP reported via social media on Oct. 6. “Together, we’re focused on delivering innovative solutions for our customers.”

McKinney, Tex.-based Manner Polymers is a manufacturer specializing in PVC compounds that serve a range of markets, including automotive, appliance, construction, telecommunications, industrial, medical, and agriculture. It invested $54 million in the new 80,000-square-foot plant in Southern Illinois.

“The facility is powered entirely by a 15-acre on-site solar field, one of the first of its kind in the region,” Manner Polylmers reported Oct. 6. “Once operational in fall 2025, it’s expected to increase production capacity by 100 million pounds, making a significant impact on the PVC sector while reducing environmental footprint.”

“This solar-powered facility allows us to produce high-quality products while minimizing our environmental impact—a win for our customers, our employees, and our planet,” Manner Polymers CEO Raj Bhargava said.

As part of an incentive package, the State of Illinois provided $2.5 million in infrastructure for a new rail spur, which provides direct access to Southern Illinois’ rail network, as well as the ability to easily move goods across the country. The area is served by Evansville Western Railway, which connects with UP, BNSF, Norfolk Southern, and CSX (see map below).

Over the summer, Gov. J.B. Pritzker attended a ribbon-cutting ceremony for the plant.

“We’re excited to welcome Arrow Transload to the BNSF Logistics Center North Houston at Cleveland, Texas!” the Class I railroad announced via social media on Oct. 6 (see map below). “Arrow received their first railcars, marking the official start of operations. With direct rail access and highway connectivity, they’re ready to help customers move more freight efficiently—connecting the Texas Triangle and beyond.”

The Cleveland, Tex., logistics center is one of six run by BNSF. Its centers are said to offer direct-rail service in multi-customer, multi-commodity business parks. “BNSF differs from private business parks by investing directly in the development of the facility to create sites in under-served, strategic, and primarily end-user markets,” according to the railroad. “When you choose to locate your facility at a BNSF Logistics Center, you’ll save nine months or more of development time with a fully-permitted, shovel-ready site with rail infrastructure-including mainline turnouts, industry common track and inner roads—already in place. These facilities are designed to serve both manifest mixed freight and unit train single commodity customers.”

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

With the Washington Commanders National Football League team slated to return to the site of its former Washington, D.C., home in 2030, questions remain how the District of Columbia will cover the cost of and complete on time an expansion of the Washington Metropolitan Area Transit Authority’s rapid transit system (Metro) to bring fans there, according to WUSA9, the CBS affiliate for Washington, D.C.

The Commanders, whose stadium is currently in Landover, Md., played at Robert F. Kennedy Memorial Stadium for 35 seasons, from 1961 to 1996. Located on East Capitol Street along the Anacostia River, it has been closed to the public since 2019; a new stadium complex is planned for the site.

The Council of the District of Columbia last month voted 11-2 on the “$3.7 billion project to redevelop the RFK Stadium site in Ward 7,” according to WUSA9. “The vote authorizes the use of $1.1 billion in taxpayer money to bring the football back to D.C.”

The project, the media outlet said, has “an ambitious transit goal: becoming the most public transportation-accessible NFL stadium.”

According to WUSA9, Charles Allen, DC Council member and Chair of the Council’s Transportation Committee, “is pushing hard to make Metro central to the gameday experience at the new stadium” with a goal “for more than 30,000 fans to arrive by rail on gamedays, a dramatic increase from current ridership levels.” Some 4,000-5,000 fans use Metro to get to the Landover stadium, and Seattle, “considered one of the most transit-friendly stadium locations in the NFL, only [has] about 9,000 fans arrive by train,” the media outlet reported.

“The idea is they’re going to take Metro and then they actually walk down this plaza right up to where the new stadium will be built,” WUSA9 quoted Allen as saying. This would require “a complete transformation of transit infrastructure” at the RFK site, according to the media outlet, which reported that Allen is calling for “a major overhaul of the existing Stadium-Armory Metro station [on the Blue Line; see map below] and potentially a second brand-new station on the opposite side of the RFK campus. He points to precedent from when the Washington Nationals first played at RFK Stadium.”

“We did it before when the Nationals first came to D.C.,” said Allen, according to WUSA9. “They played right here at RFK, and when that happened, we actually had tens of thousands that came by Metro to come to a Nats game.”

The rail expansion isn’t only “about accommodating football fans eight to ten days a year,” however, the media outlet reported. “The RFK redevelopment plan includes 6,000 to 8,000 new homes, which could bring 12,000 new residents to the area.” That part of the plan is slated to be finished by 2040.

According to WUSA9, “Allen said D.C. and the Washington Metropolitan Area Transit Authority are finalizing a memorandum of understanding to launch a $2 million study examining what improvements are needed and how much they will cost.” A rail station alone, according to early estimates, “could cost ‘in the ballpark of hundreds of millions of dollars,’ though Allen acknowledges the price tag remains uncertain.”

According to WUSA9, the DC Council, to fund the expansion, “has already dedicated $20 million per year for the next 30 years from stadium revenue specifically for transit improvements. Allen said those future dollars are ‘bondable,’ meaning the city can borrow against them to fund construction now.”

The media outlet reported that Allen “wants the planning study completed within six months so construction can begin with enough time to finish before the stadium’s 2030 opening.” He also “argues the investment is necessary regardless of cost, saying the alternative—building parking garages and relying on cars—would create unbearable traffic congestion for both gamedays and the thousands of future residents.”

“We cannot afford not to do it,” Allen said, according to WUSA9.

The post Report: DC Rail Extension Eyed for New Commanders Stadium Project appeared first on Railway Age.

This annual event offers a forum for Sales & Marketing to “provide market updates while building relationships through valuable in-person sessions with business stakeholders,” CPKC noted.

The agenda for the event, titled, “Growing Together: New Connections, New Markets,” included a welcome from Coby Bullard, Senior Vice President Sales & Marketing Merchandise, Energy and Business Development, and market updates from the ECP, Bulk and Intermodal teams. Additional presenters profiled and discussed CPKC’s Site Ready industrial development program, Mexico markets and nearshoring, as well as an economic update.

“This year’s record attendance at our Business Development and Transload Conference brought together more than 220 participants from 95 companies spanning Canada, the United States and Mexico, showcasing the unmatched reach and collaboration within our network,” said Bullard. “By uniting short lines, transload operators, ports and industry stakeholders, this forum sparks new ideas and investments that drive growth and deliver lasting value for partners and customers alike.”

At the marquee event of the conference, CPKC celebrated outstanding performance among transload and short lines with an awards ceremony hosted by Bullard and Mike Walczak, Vice President Service Design and Operations Technology. Awards for outstanding performance and investment and innovation were presented to the following companies:

2024 Outstanding Transload Performance Award, Canada

• CPKC Transload Scotford, Operated by Arrow Reload Systems, Inc.
   

2024 Outstanding Transload Performance Award, USA

• CPKC Transload Shoreham Yard, Operated by Stone Arch Commodities
   

2024 Outstanding Transload Performance Award, Mexico

• Sipsa Bajio Terminal
   

Driving Growth: Investment and Innovation on CPKC

• Sprague Operating Resources, LLC
   

2024 Outstanding Short Line Performance Award, Canada

• Essex Terminal Railway (ETR)
   

2024 Outstanding Short Line Performance Award, USA

• Fort Worth and Western Railway (FWWR)

“Transloads and short line collaborations make up an important part of the CPKC network and our end-to-end service offering,” the Class I wrote in an X post. “These transload facilities, first-mile/last-mile connections, coupled with our Room to Grow business development strategy, mean wider reach, better service choices, more capacity and new economic development opportunities. Last week, we gathered in Kansas City to recognize outstanding collaborations among our valued transload, short line and business development stakeholders, and to continue building the relationships that fuel growth. Congratulations to our honorees and thank you to the hundreds of stakeholders from across our network for making the ‘Growing Together: New Connections, New Markets’ conference such a success.”

Transloads and shortline collaborations make up an important part of the CPKC network and our end-to-end service offering. These transload facilities, first-mile/last-mile connections, coupled with our Room to Grow business development strategy, mean wider reach, better service… pic.twitter.com/rkbKBYkm1K

The post CPKC Honors Short Line, Transload Stakeholders at Annual Conference appeared first on Railway Age.

There’s a reason the phrase “to be railroaded” means to be coerced or forced into something against your will. The term emerged in the 1870s from how railroads were built—running straight through whatever stood in their way, with speed and disregard for obstacles. It was about unstoppable momentum in a single direction, regardless of the impact. SMART-TD even suggested the phrase came from “…when the rail companies stole land in order to lay down new track.”

Given our industry’s history and strong presence of military veterans finding meaningful work in rail, it’s not surprising that command-and-control leadership became deeply embedded in our culture. But here’s what I’ve learned after decades in this sector: The leadership style that got us here won’t keep us here.

After working with rail executives across North America, I’ve identified three leadership styles that dominate our industry. Two of them deliver short-term wins but long-term damage. One builds both rthe esults and relationships that last. The question is: Which one are you—especially during stressful times of uncertainty?

You know this leader. They get results—fast. When there’s a crisis, they make the call. When operations are falling behind, they crack the whip. Decisions are made and executed without question. The common phrase is, “I’m not here to be liked.”

The pros? Things get done. In the short term, this style can turn around failing operations, meet aggressive deadlines and push through resistance.

The cons? People suffer. Burnout becomes common as teams tackle multiple “top priorities” simultaneously, with the pace never slowing and the pressure never lifting. Abusive language and intimidation tactics may force compliance, but they destroy trust.

I‘ve watched a leader like this clear a backlog in three months—and lose half the best people in six. Results are achieved, but they’re not sustained. Relationships break. And when that leader leaves, the operation often collapses because it was built on fear, not ownership.

This style creates a dangerous ripple effect. When people operate from fear, they stop speaking up about safety concerns. They hide problems instead of solving them. They focus on looking busy rather than being productive. The very results this leader demands become harder to achieve because trust and psychological safety have been destroyed.

Here’s the truth: You can force people to work. You cannot force them to care.

This leader wants to be liked. They avoid conflict, make decisions by consensus, and look the other way when they know shortcuts are being made that could impact safety, quality, or productivity. You’ll hear them say, “They want us to…” instead of “I need you to…” It’s always someone else’s directive, never their own leadership.

It happens in the boardroom and on the ballast line. A dangerous version of this can happen in the field with potentially grave consequences:  An employee says, “Why don’t you go get your paperwork done—or grab a coffee—and I’ll take care of this.” The implication is clear: Shortcuts will be taken, yet the complicit leader walks away, choosing comfort over accountability.

It is also an employee working for weeks in blue hiking boots—not rail-approved footwear—without anyone correcting the behavior. The ones not speaking up exemplify how a permissive safety leader acts.

The pros?  It’s easy working for this boss. There’s no pressure, no confrontation, no hard conversations.

The cons?  High achievers tap out and look for opportunities to join high-performing teams. Results chronically suffer. And most critically, this leader creates unsafe working conditions through lack of accountability and ownership.

Relationships may appear intact, but they’re not productive or high performing.  And when something goes wrong—when someone gets hurt because a shortcut was taken—this leader realizes too late that being liked is not enough when keeping people safe.

What makes this style particularly insidious is that it masquerades as kindness. True kindness means caring enough about people to have the hard conversations that keep them safe and help them grow.  Permissiveness isn’t compassion. It is cowardice dressed up as concern.

Here’s the hard truth: When you avoid necessary conflict, you enable unnecessary risk.

To learn more about your style check out www.16personalities.com .  It’s free, multilingual and can help you identify if you have Hammer or People Pleasing tendencies. 

Our industry’s future depends on leaders who understand that you don’t have to choose between being strong and being respectful. You don’t have to choose between getting results and treating people right.

Pauline Lipkewich has been railroading since 2011, including leading the global group sales team at Rocky Mountaineer and growing revenues more than five times in less than four years.  She has also worked alongside Class I operators at CN, Kansas City Southern and Norfolk Southern, specifically targeting safety performance and operational effectiveness improvements. She runs KingdomBuilding Leadership, Inc., a boutique firm committed to helping individuals and organizations go further, faster by leveraging behaviors and culture as a key competitive advantage. Pauline’s love of leadership, heavy industry and unlocking the potential in people is the genesis in bringing The Rail Way to life. Her ability to build trust and performance with the individuals and organizations she works with has been demonstrated through the awards and recognition her teams and clients have received. Pauline has a Bachelor of Commerce and a Master of Arts (Leadership), both from the University of Guelph. If you have an idea for a future column for The Rail Way, contact Pauline directly at pauline.lipkewich@kingdombuildingleadership.com or +1.780.991.9993. The Rail Way, a division of KingdomBuilding Leadership, Inc., strives to be the preeminent voice on leadership, people, behaviors and culture for the transportation industry while transforming how the rail sector develops generational railroaders and creates value for all stakeholders. KingdomBuilding Leadership, Inc. specializes in organizational transformation by focusing on high performance leadership behaviors, people and culture. Leveraging three pillars of performance, clients witness rapid, profound and sustainable results—often taking them from industry laggard to industry leader—when implementing proven methods and strategies and utilizing tools.

Leadership is an important topic Women in Rail 2025, a must-attend industry event highlighting diverse experiences and practical strategies for moving the industry forward. Our two-day conference features dynamic panels, a celebratory awards luncheon, and the chance to network with a wide-reaching group of like-minded rail professionals.

The post Leading Through Uncertainty (Part 2 in a Series): What’s Your Style? appeared first on Railway Age.

Brad Cummings, Senior Vice President of Procurement and Contract Management at Austin Transit Partnership (ATP), has joined the agenda at Next-Gen Rail Systems, the communications, signaling and advanced technology conference presented by Railway Age, and formerly known as Next-Gen Train Control.

Brad’s presentation, “Beginning with the End in Mind: Utilizing the Procurement Process to Collaborate for Success,” will explore selecting the right procurement model and partnering with the supplier to build collaboration and trust. “This is sometimes taken for granted, or as an afterthought when it’s too late to have an impact,” he notes. “Working backwards from the end game allows the early stages of the project procurement process for collaboration from day one, and builds firm, considered and broad foundations with strong legal footing—a necessity for project success. Flipping the argument, failure to set the project on the right track from day one often leads to the agency, stakeholders, suppliers and customers frustrated by a project mired in poor relationships, legal disputes, delays and budgetary challenges, with all project KPIs (Key Performance Indicators) all heading the wrong way. You can just hear the ‘If only we had …’”

At ATP, Brad leads the commercial strategy for the Austin Light Rail project. With more than a decade of experience managing commercial aspects of major transportation initiatives across the country, he has played key roles in projects such as a new streetcar system and two light rail extensions in Arizona, an innovative autonomous vehicle and technology-driven progressive DBOM project in Florida, and a new commuter rail development in North Central Texas. He is now working on helping ATP design and build Austin’s first light rail system. Before transitioning to the public sector, Brad practiced law at a Phoenix-based firm, focusing on complex contract litigation. He holds a Bachelor of Science in Political Science from the University of Utah and a Juris Doctor from Arizona State University. Brad is a strong advocate for collaboration, believing it is essential to project success.

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

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

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

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

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

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

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

The post NGRS Conference: ‘Beginning with the End in Mind’ appeared first on Railway Age.

The CSX team at Taft Yard in #Orlando, Florida, is celebrating an amazing milestone: six years injury-free! Through #teamwork, accountability, and innovative solutions, this "Taft Tough" crew proves that safety is everyone’s responsibility. Learn more: https://t.co/9aJ17ASP63… pic.twitter.com/qqrs9Bk8Su

CSX on Oct. 3 reported that its Taft Yard in Orlando has marked six years without a workplace injury. “For the tight-knit team of about 45 transportation and engineering professionals, this milestone is a badge of honor and a testament to the power of teamwork, accountability, and a safety-first culture,” according to the railroad.

“It truly feels like we’re all on the same team pulling towards the same goal—providing reliable, on-time service for customers, while keeping all of our people safe,” said Manager of Train Operations Will England. CSX noted that England credits the “ONE CSX mindset for bridging gaps between management and crews, fostering open communication and shared responsibility.” (Earlier this year, 2025 Railway Age Railroader of the Year and former CSX CEO Joe Hinrichs told Editor-in-Chief William C. Vantuono that the railroad was establishing ONE CSX. “I’ve always said, the magic happens when people work together in teams to do great things,” Hinrichs said. “We’re trying to form this great team called ONE CSX to serve our customers better, improve safety, improve efficiency, bring about value for our shareholders, but it starts with the employees. Without them, we don’t achieve what we want to accomplish.”)

Safety at Taft Yard “is built on strong foundations: daily job briefings, adherence to safety rules, and innovative solutions like a recent camera project that allows conductors to monitor shove moves more safely,” according to CSX. These measures, it said, “combined with a workplace culture that values every individual’s well-being, ensure everyone goes home the same way they arrive.”

Superintendent Tony Ferrera emphasized that “you are not alone” at Taft Yard. According to CSX, “[e]mployees are encouraged to speak up, ask questions, and support one another,” and the leadership team, including local chairmen and past superintendents, “has carved a path of success by caring deeply about their people and celebrating every milestone as a collective victory.”

• CSX Celebrates Reopening of Blue Ridge Subdivision
• ‘Injustice in Jacksonville’
• CSX Reopens Howard Street Tunnel

“Kudos to our Vancouver Intermodal and Maintenance teams (not all pictured [above]) for this custom platform for electric shunt trucks,” CN shared via social media on Oct. 3. “Our EV needed a unique solution to keep operators safe moving between truck and railcar. The new platform features ergonomic design and trip-hazard prevention. Proud to showcase what railroader creativity and teamwork can do in the name of safety!”

• CN Releases 2025-26 Winter Plan
• CN’s Transcona Shops Mechanical Team Achieves Safety Milestone
• CN, CSX to Launch Nashville Intermodal Rail Service
• CN Expands Firefighting Fleet

BNSF on Oct. 3 reported deploying its first solar- and wind-powered weather station in Haslet, Tex. “The station runs without commercial power and supports real-time weather monitoring across the rail network,” the railroad announced via social media. “It records wind speed, temperature, humidity, and other key metrics, helping dispatchers respond to changing conditions. Thank you to all the teams involved in deploying this innovative weather station!”

Meanwhile, the Class I railroad recently welcomed the launch of a soybean processing plant in South Dakota, and marked a milestone at the Havelock Wheel Plant in Nebraska.

• BNSF Intermodal: We’re Going Where Markets Are Growing
• BNSF’s Intermodal Container ‘Matchmaking’ Program a Win-Win-Win
• We’ve Got This: BNSF Ready to Support Agricultural Producers for Successful Harvest

The post Class I Briefs: CSX, CN, BNSF appeared first on Railway Age.

Though Union Pacific and Norfolk Southern have yet to file their formal merger application with the Surface Transportation Board, kicking off a process expected to take up to 18 months, the other four Class I railroads are getting a head start exercising their vocal cords in opposition. BNSF has produced one of the strongest public responses we’ve seen thus far.

Following Warren Buffett’s pronouncement that Berkshire Hathaway, parent company of BNSF Railway, is not interested in merging with CSX (a development that contributed to CSX President and CEO Joe Hinrich’s firing), BNSF Executive Vice President and Chief Marketing Officer Tom G. Williams fired off a Sept. 29 Customer Notification urging shippers to oppose UP+NS and “tell the STB to say no to unchecked market power and the loss of competitive options that you’ll never get back.” Williams’ letter provides customers a detailed “step-by-step” guide, “Preserve Rail Competition,” on how the merger process works, and how to file comments with the STB and/or raise concerns “confidentially” with the U.S. Department of Justice, among other measures. As well, “if you would prefer not to file the letter yourself, we can file it for you,” BNSF said, proving an email link, MessageUs@BNSF.com.

Williams outlined several points in his letter:

• “Impacts to your industry and facilities: Whether through reduced routing options, increased rates, or stranded investments due to service changes—your supply chain will be impacted.
• “Concerns about service disruptions: Integration challenges have historically caused ripple effects across the national network, even for customers not directly served by the merging railroads. When UP was challenged during the supply chain crisis, they issued more than 1,000 embargoes, causing competitive and financial harm to many customers and invited STB intervention.
• “UP’s cost-cutting model: Past reductions in headcount and elimination of key service offerings, such as unit trains for bulk commodities, have had significant impacts—particularly for agricultural and coal shippers.
• “Skepticism about growth claims: UP has stated it will fund the merger through 10% volume growth, yet its last merger resulted in volume declines and increased pricing.
• “Traditional remedies not sufficient to overcome competitive harms: UP leadership has publicly stated they will not offer competitive fixes, nor have they consistently honored prior merger commitments, often requiring litigation and STB intervention.”

A strongly worded position paper (download below) was attached to the letter. Among its points:

• “No customer is asking for a UP-NS merger to happen. It’s driven by Wall Street on the promise of a big shareholder payout. BNSF does not believe a merger is necessary at this time, when we can deliver immediate benefits to our customers while preserving competition.
• “A UP-NS merger would have 45% of total U.S. tonnage. For context, the recent CP and KCS merger resulted in control of 5% of the U.S. market.
• “Captive shippers will cover the $85 billion price of the merger, despite UP claims that it will be paid for through 10% growth in three years.”
• “300 intermodal lanes [will be] eliminated if [the] merger is approved. After the [most recent] major round of mergers [in the late 1990s], 90 intermodal facilities closed, resulting in several hundred fewer intermodal lane options and communities permanently losing their intermodal access.”

“BNSF is not looking to create a national duopoly,” the position paper noted. “BNSF doesn’t believe the appropriate competitive response is for BNSF to acquire CSX at this time. We should not be viewed as the fix to correct the competitive imbalance that UP [and] NS are trying to create. Wall Street and UP would like to force BNSF into a competing merger that creates a coast-to-coast duopoly controlling [more than] 90% of our nation’s rail traffic.”

The operative words are “at this time.” It’s widely understood that if the UP+NS transaction is approved, BNSF will be forced into a position to do something—and CSX will be a willing partner under newly-minted President and CEO Steve Angel. Joe Hinrichs was let go primarily for one reason: He opposed immediately pursuing a combination with either BNSF or CPKC—both of which said, “not interested.” Activist investor Ancora, whose CSX holdings are miniscule, has been the public voice calling for CSX to seek a merger partner, attacking Hinrichs and calling for his ouster. The actual hedge funds that pressured CSX’s Board, Sachem Head Capital Management and Elliott Management, prefer to remain quiet, according to my source.

Most railroaders know very little about Angel, 70, beyond that he is highly skilled at merging large companies and worked for General Electric’s locomotive business unit many years ago. According to CSX’s Sept. 26, 2025 SEC 8-K filing, Angel, when CEO of industrial gases company Linde AG from 2018 to 2022, “oversaw the successful integration of Linde AG and Praxair, Inc., which created the world’s largest industrial gases and engineering company.” Prior to its merger with Linde, Angel served as Praxair Chairman, President and CEO from 2007 to 2018, “helping guide Praxair through significant transformation while identifying and pursuing strategic growth initiatives.”

Though not specifically mentioned in the 8-K, Angel’s CSX compensation package is directly tied to his successfully executing a merger with another Class I to form a U.S. transcontinental, provided the UP+NS marriage is approved. Presumably, CSX’s partner will be BNSF.

“In connection with his appointment as CEO and President, [CSX Corporation] and Mr. Angel have entered into an employment letter, dated Sept. 26, 2025 … under which Mr. Angel will receive an initial annual base salary of $1.5 million and will have an initial annual target bonus opportunity under the Company’s Management Incentive Compensation Plan of 175% of base salary,” CSX’s 8-K said. “In addition, Mr. Angel will receive a Sign-On Equity Award under the Company’s 2019 Stock and Incentive Award Plan having a grant date target value of $10 million comprised (i) 50% of performance share units that will be eligible to be earned based on the achievement of performance criteria applicable to the Company’s 2025-2027 long-term incentive program, and any units that are earned will vest and become payable on the third anniversary of his employment start date, and (ii) 50% of stock options that will cliff vest on the third anniversary of Mr. Angel’s start date and will have an exercise price equal to the closing price per share of CSX common stock on the grant date and a seven-year term. Beginning in 2026, Mr. Angel will be eligible to receive an annual Long Term Incentive Award under the Company’s long-term incentive plans on a substantially similar basis as other similarly situated executives of the Company, with the initial grant to be made in 2026 having a grant date target value of $13.5 million. The Company will also provide Mr. Angel with corporate housing in Jacksonville, Fla., will reimburse Mr. Angel for up to $100,000 in non-refundable expenses incurred by him for personal trips cancelled in 2025, and will provide up to $200,000 per year for his personal use of the corporate aircraft.”

Not a bad deal, eh? But if it were me, I’d prefer the CSX executive train. Much nicer than a tin can with wings, right?

The post BNSF: UP+NS ‘Costly, Unnecessary, Anti-Competitive, Bad for U.S. Economy’ appeared first on Railway Age.

Charlotte, N.C., leadership on Oct. 3 announced new security measures designed to enhance safety throughout CATS, focusing on increased accessibility for the agency’s contracted security officers by using new security tools.

Through expanded staff safety training, Professional Security Services (PSS) officers will utilize bike and utility terrain vehicle (UTV) patrols along the Blue Line.

“Safety is the foundation of everything we do as a city,” Mayor Vi Lyles said. “By working together across departments and with our community, we are committed to implementing these new measures to ensure Charlotte remains a safe and thriving place for all.”

This, the agency says, “is a significant step to bolster security as CATS continues to increase security in high-traffic areas and on transit vehicles. PSS officers will continue to coordinate with CMPD and other city departments to ensure the safety of all passengers and employees.”

“The addition of bike and UTV patrols is a critical step in our mission to increase safety and reliability in our transit system,” said CATS Interim CEO Brent Cagle. “We believe these patrols will not only increase visibility but also foster a greater sense of security for our riders.”

The use of UTVs and bike patrols, CATS says, “expands coverage, enhances fare evasion checks, improves response times in emergencies and increases visible security presence systemwide.” Over the last month, PSS officers completed specialized training in preparation for the rollout.

Transit customers can continue to support safety efforts through the “See Something, Say Something” initiative. Security officers are available at any time. Riders can also use the blue light emergency call buttons along the Blue Line.

The CATS-Pass app provides a direct connection to the safety and security team. To do so, tap the “Report a Problem to CATS” button on the main screen.

More information is available here.

Skyline stations may start lending library books via vending machines “in an attempt to both boost the appeal of the Honolulu rail system and make library books more accessible as limiting staffing shortens branch hours,” according to a Honolulu Civil Beat report.

The idea, according to the report, “stems from the Hawaiʻi State Library System, which started thinking during the Covid-19 pandemic about how to cater to book-hungry patrons during branch closures and staffing shortages that still persist.”

Meanwhile, Honolulu Civil Beat reports, “the city’s transportation department sees it as another opportunity to beef up the rail system by making stations more like community hubs with lively activities.”

Plans for an 18-month pilot project to test the idea received a “thumbs-up” last week from the City Council but are “still in the early stages,” according to the report. For starters, the library needs to sign an agreement with the city’s Department of Transportation Services for use of space.

Mallory Fujitani, Special Assistant to the State Librarian, said other next steps “include beginning the procurement process to purchase the machines, each of which she said costs about $50,000, and figuring which books to stock and how they’ll be distributed,” according to the report.

The resolution passed by the City Council during its monthly meeting last week, which was introduced by council members Augie Tulba and Radiant Cordero, “calls for an 18-month pilot program to install library vending machines at two Skyline stations,” according to the report.

On Sunday, Oct.12, the public is invited to Historic Hoboken Terminal to join NJ Transit in celebrating New Jersey’s rich railroad history with some of the agency’s iconic heritage locomotives and railroad equipment—all while learning about career opportunities available on the railroad. “Meet Our Rail Fleet” will be held on Sunday, Oct.12 from 10 a.m. to 4 p.m. near Track 17 in Hoboken Terminal. Admission is free.

Presented in conjunction with the United Railroad Historical Society of New Jersey, the Tri-State Railway Historical Society, and the Morristown & Erie Railway, this event, NJ Transit says, “will be a must-see for history buffs, train enthusiasts, and families alike.” Attendees will have the opportunity to view and photograph a selection of NJ Transit rail equipment, some of which is decked out in liveries paying tribute to its historical predecessor railroads. Exclusive merchandise including shirts, posters and calendars will be on sale at the event. A recruiting table will also be available to those interested in joining NJ Transit.

NJ Transit will also publicly unveil its newest heritage locomotive, GP40PH-2B No. 4202, which sports a livery honoring the former Pennsylvania-Reading Seashore Lines (PRSL). This latest addition to the agency’s Heritage Fleet was built by the Electro-Motive Division (EMD) of General Motors for the New York Central Railroad (NYC) in 1965 and now wears an adapted version of the 1960’s-era PRSL Dark Green Locomotive Enamel (DGLE) scheme designed and applied by Rail Operations employees.

PRSL was one of NJ Transit’s corporate predecessors operating in southern New Jersey and was formed in 1933 as a joint subsidiary of the Pennsylvania Railroad and Reading Company to manage their southern New Jersey lines. PRSL operated both passenger and freight service to numerous points including Camden, Atlantic City, Cape May, Vineland, and Millville, with a special emphasis on serving vacation travelers to the South Jersey oceanside towns.

With improvements to other modes of travel creating more choices for vacationers, PRSL’s passenger revenue fell precipitously. The opening of the Atlantic City Expressway further ate into the railroad’s passenger market, and service was gradually reduced. Both of PRSL’s parent railroads had declared bankruptcy by 1971, resulting in the railroad’s incorporation into Conrail in 1976. After passenger service was discontinued in 1983, NJ Transit and Amtrak restored service to Atlantic City in 1989, thereby reviving the PRSL’s proud legacy of passenger rail in southern New Jersey.

Attendees of “Meet Our Rail Fleet” are encouraged to use NJ Transit commuter rail services when traveling to Hoboken and can arrive directly via trains operating on the Bergen County, Main, and Pascack Valley lines. The public can also take other NJ Transit rail lines to Secaucus Junction and transfer to Hoboken Terminal.

LA Metro on Oct. 6 announced the release of the Special Event Transportation – Guidance and Opportunities (SetGo) Playbook, a comprehensive resource of best practices for transit agencies to deliver transportation for major sports, entertainment, and cultural events.

The Playbook (download below) was developed through Metro’s SetGo Program, a national workshop series conducted with the American Public Transportation Association (APTA). It draws on lessons from international and domestic events, including the Olympic and Paralympic Games (Atlanta 1996, Salt Lake 2002, London 2012), the Las Vegas Formula One Grand Prix, major concert tours, conventions and more.

Beyond its primary emphasis on major sporting events, the Playbook also draws on lessons from a wider spectrum of special events, recognizing that many of the same principles of planning, delivery and after-action evaluation apply across these event types and sizes.

“These major events give us an opportunity to showcase what our agencies can do when tested to our limits,” said LA Metro CEO and APTA Mega Events Task Force Co-Chair Stephanie Wiggins. “The SetGo Playbook isn’t just about the 2028 Games or the 2026 World Cup, it’s about ensuring every event we serve, whether global, regional or local, strengthens our ability to deliver universal mobility and excellent service for attendees and everyday riders by advancing the latest approaches in wayfinding, safety and security, crowd management, and even ‘surprise and delight.’”

The Playbook identifies transit service strategies for upcoming international-scale events in the U.S., including the FIFA World Cup 2026, the Los Angeles 2028 Olympic and Paralympic Games and the Utah 2034 Olympic and Paralympic Winter Games. Designed as a living document, LA Metro says it will evolve as agencies continue to test and refine approaches through future events. “It also will serve as a guide for elected officials and host committees to help them understand the critical transportation practices that will need to be deployed to make their event world class,” the agency noted.

The Playbook organizes best practices across five subject areas:

• Purpose & Need – mission alignment, advocacy and coordination inside and outside the agency.
• Service Plan – demand forecasting, supplemental service, first/last mile strategies, and speed and reliability.
• Safety & Emergency Management – crowd management, security and Emergency Operations Center (EOC) planning.
• Customer Experience – accessibility, signage and wayfinding, integrated ticketing, ambassadors and “surprise and delight” activations.
• Agency-Wide Success Strategies – budgeting, workforce readiness, training, technology, contingency planning and after-action processes.

For each of these focus areas, the Playbook provides guiding questions that agencies can use to “evaluate readiness during planning, adjust strategies in real time during delivery and capture lessons learned in after-action reviews.”

This approach, LA Metro says, “not only helps agencies implement best practices and align service with mission and long-term goals, but also promotes consistency across the country, ensuring riders experience the same reliable, high-quality service no matter where they travel.”

Development of the Playbook was supported by WSP, whose major event expertise, LA Metro says, “helped capture lessons from global case studies and ensure the Playbook reflects both international best practices and the unique needs of U.S. transit agencies.”

The post Transit Briefs: CATS, Skyline, NJ Transit, LA Metro appeared first on Railway Age.