Railway Age magazine

Rail TempEst, a new software application from KB Signaling Inc. (KBS), provides data that goes “beyond forecasts and assumptions toward real-time, high-resolution rail temperature and measurements of track forces caused by thermal expansion and contraction.”

“With rail buckles and breaks among the leading causes of significant derailments in North America, and temperature-related safety advisories on the rise, the Rail TempEst application gives railroads an improved source of information to monitor critical risk factors,” KB Signaling said. “This latest pioneering development enhances risk management of derailments while reducing unnecessary slow orders and inspections. Rail TempEst, part of our ElectroLogIXS® platform, is now commercially available for our Wayside System Data Management Module (WSDMM) edge computing platform, offering an innovative machine learning-powered approach to monitoring rail temperature and longitudinal tensile or compressive forces using existing signal infrastructure. It requires no rail-mounted sensors or additional field equipment.”

“Railroads have long relied on weather forecasts and ambient temperature to estimate rail temperature and issue slow orders when conditions indicate possible buckling or rail break risk,” KB Signaling noted. “But forecasts often lack precision, cover overly broad areas and don’t reflect real-time changes on the ground. Rail TempEst changes that by analyzing track circuit data from KB Signaling’s widely deployed Electro Code (EC5 or EC6) track circuits. The software estimates actual rail temperature for each localized track section, and calculates longitudinal forces based on target neutral temperature values.”

Real-time and historical data are available through a web dashboard, with data and alerts sent via MQTT (Message Queuing Telemetry Transport, a messaging system commonly used in industrial automation) along with SMS or email. The web-based interface provides track-by-track detail and customizable dashboards. Operators can trigger inspections, slow orders, and maintenance “based on real conditions, helping reduce operational disruptions and focus resources more effectively.”

KB Signaling developed Rail TempEst in three years, validating it through multiple beta trials. Now patent-pending, the software “uses machine learning algorithms to refine its estimates over time, offering a rare example of continuously improving diagnostic intelligence in a traditionally static environment. The algorithms run on WSDMM, in use at more than 3,500 North American sites, and operate independently of any safety-critical signaling systems. Rail TempEst is the first high-impact application launched on the WSDMM platform, marking a new phase in KB Signaling’s analytics and diagnostics roadmap.”

“There is a precise, clean separation between Rail TempEst and vital signaling functions,” said KB Signaling Chief Technologist Jeff Fries. “It’s designed to inform decisions, not make them. It doesn’t control signals, and it can’t interfere with core operations. That’s fundamental to how we’ve engineered it. This gives operators better information to make better decisions. Today, they’re guessing based on regional forecasts. Now they can act on what’s happening on a specific stretch of track.”

“This is exactly the kind of meaningful innovation we aim for: technology that delivers real operational impact,” said Senior Product Manage Wayside Intelligence Giampaolo Orrigo. “Rail TempEst empowers railroads to manage risk more intelligently and cost-effectively, right now, using the equipment they already have.”

“There’s nothing else like this on the market,” added Ddirector of Products Aric Weingartne. “Other systems require external sensors. Rail TempEst delivers highly localized, real-time data without the added complexity, cost or maintenance burden of additional hardware.”

Rail TempEst  joins recent product launches like the IXC-R20 solid-state crossing controller and certified third-party applications developed through the WSDMM Certified Developer Program. It’s available under perpetual and recurring license models, with support and maintenance agreements that include Tier 1-3 support and quarterly updates. Each software instance supports up to four monitored track circuits and is compatible with VTI-2S or VTI-2E modules running Electro Code or EC6 protocols. “Most current signaling locations use EC5 track circuits, making Rail TempEst retrofittable at tens of thousands of sites across North America and worldwide,” KB Signaling said.

“In 2023, the Federal Railroad Administration issued Safety Advisory 2023-07 recommending consideration for using real-time infrastructure monitoring technology to reduce weather-related derailments,” KB Signaling explained. “During a recent 31-month period, 123 such incidents, with 66 derailments, were reported as caused in whole or in part by weather events. The Rail TempEst application, now being launched at a U.S. Class I railroad, helps meet this call by turning existing signal systems into real-time monitoring tools.”

The post New from KB Signaling: Rail TempEst™ appeared first on Railway Age.

This podcast, taken from Railway Age’s 2025 Rail Insights Conference, features Kate Suprenuk, President of Leasing and Manufacturing, Union Tank Car Company & Procor | Marmon, in conversation with David Nahass, President, Railroad Financial Corp. and Financial Editor, Railway Age. Conference sponsored by BNSF Railway, The Greenbrier Companies, Amsted Rail, Loram, Trinity Rail and Union Pacific.

The post Freight Rail Equipment Market Insights with Kate Suprenuk and David Nahass – RAIL GROUP ON AIR appeared first on Railway Age.

Bay Area transit’s latest “Big Sync” is improving transfers and saving riders up to 20 minutes per trip, according to Bay Area Rapid Transit (BART).

Bay Area transit agencies have been syncing schedules in a whole new way to make riding transit even faster. Transit agencies from across the region are updating their schedules at the same time in mid-August to significantly improve transfer reliability and timing. With these changes, transit riders who use more than one system will see a variety of improvements across the Bay Area this month, saving some riders as much as 20 minutes on their trips. 

This is the third iteration of a coordinated Big Sync in the Bay Area. Agencies meet several months in advance of each schedule change to share planned changes and to look for opportunities to improve transfers.

After a thorough analysis of potential high-impact improvements benefiting the greatest number of riders, four specific locations where riders transfer from one system to another were prioritized for changes to maximize efficiency:

• Dublin/Pleasanton BART
• Daly City BART
• Palo Alto Caltrain
• Concord BART

These transfer hubs involved the coordination of BART, Muni, SamTrans, Caltrain, VTA, Dumbarton Express, Stanford Marguerite, Tri Delta Transit, County Connection, StanRTA, and LAVTA’s Wheels. 

“The Big Sync was born from the idea that while we are separate agencies by name, we all work as one to serve the region,” said BART General Manager Bob Powers, who leads a Monday morning call with all operators with a focus on coordination and transformational improvements.  “Bay Area transit agencies are maximizing our limited resources by working collaboratively to speed up travel times across the region and make it easier to ride the bus, train, or ferry.”  

More information is available here.

MDOT on Aug. 8 announced a major step forward in advancing TOD at the Bowie State MARC station in Prince George’s County by issuing a Request for Proposals (RFP) to deliver a community-centered transit project that “expands affordable housing, unlocks long-term economic development, improves connectivity, and enhances access to transit.”

Located immediately west of the Bowie State MARC station train tracks, the 4.6-acre state-owned site represents an opportunity to create a vibrant, mixed-use community centered on public transit, as well as the growing Bowie State University campus, the agency noted. Redevelopment of both state-owned and private land at Bowie State MARC station has the potential to support up to 670 construction jobs, yield more than 400 housing units, and generate $108 million in state and local tax revenue.

The selected development team will deliver an initial project focused on affordable housing on state-owned land and lead a comprehensive master planning process for the broader state-owned station area. The master planning process—supported by $1.5 million from the Transportation Trust Fund—will include evaluating and delivering long-term development opportunities; identifying funding and implementation strategies; and advancing key transit infrastructure improvements. Key infrastructure elements will include an extended MARC platform, a new pedestrian bridge connecting the site to the Bowie State University campus and improved bike and pedestrian circulation throughout the area.

The Bowie State MARC Station is located on the MARC Penn Line, one of the busiest commuter rail lines in the region and is adjacent to the Bowie State University campus—Maryland’s oldest Historically Black College and University. The site’s location and institutional partnerships “position it as a key opportunity to advance equitable transit-oriented development in Prince George’s County and the region,” according to MDOT.

The Bowie State MARC Station Joint Development project marks the next step in the 2024 MARC Penn Line TOD Strategy and is a priority initiative under MDOT’s Transit-Oriented Development Program, adding up to 42,000 annual MARC trips at full build-out.

“Transforming the Bowie State University MARC station into a bustling hub where people can live, work and learn starts with the search for the right development partner,” said MDOT Acting Secretary Samantha J. Biddle. “The development partner will work hand-in-hand with the Department and our partners to support realization of the transit-oriented development vision shared by the community, Prince George’s County, and Bowie State University.”

Proposals in response to the RFP (download below) are due Oct. 14.

SFRTA, in partnership with Broward County Transit (BCT), Miami-Dade County Department of Transportation and Public Works (DTPW), and Palm Tran, launched SoFloGO—a mobile app that streamlines transit planning and fare payment across South Florida’s major transportation systems. Powered by Moovit’s mobility solutions and Genfare’s fare payment technology, the app will simplify travel for residents and visitors alike, according to the agency.

SoFloGO brings together four major transit systems—Tri-Rail, BCT, Palm Tran, and DTPW’s Metrorail, Metrobus, and Metromover services—into one intuitive platform. The app offers multimodal trip planning, real-time arrival updates, live directions, mobile ticketing, and service alerts, creating a unified travel experience across county lines.

Features of the SoFloGO app include:

• Multimodal Trip Planning: Suggests optimized routes across buses and trains.
• Real-Time Information: Provides live tracking of buses and trains to minimize wait times.
• Mobile Ticketing: Enables seamless fare payment from each transit agency directly within the app.
• Live Directions and Alerts: Offers step-by-step guidance, including service alerts to avoid disruptions.
• Accessibility Features: Ensures inclusivity with screen readers, step-free route options, and ergonomic menus.

The development of SoFloGO was made possible through funding from the Broward Metropolitan Planning Organization, whose support, SFRTA says, “reflects the region’s vision of fare interoperability and enhanced connectivity.”

Crews on Aug. 11 officially broke ground on the most complex phase yet of HART’s Skyline Rail project, according to a Hoodline report.

According to the report, the ceremony at the future Civic Center Station site in Kakaako “launched construction of what could be the final stretch to bring rail service into the heart of urban Honolulu—a goal that has faced years of delays, budget overruns, and skeptical residents watching costs balloon to nearly $10 billion.”

According to KHON2, Phase 3 of the $1.4 billion project will add six new stations and about three miles of elevated guideway from Middle Street to Civic Center. The “ambitious phase,” according to the report, will connect neighborhoods from Kalihi through Downtown, with HART officials confirming six stations at Kalihi, Honolulu Community College-Kapālama, Iwilei, Chinatown, Downtown, and Civic Center.

Construction Dive reported that Los Angeles-based Tutor Perini ultimately won the $1.66 billion contract from HART, which had “shelved the project four years ago amid budget shortfalls and initial bids that came in too high during the COVID-19 pandemic but ultimately secured the massive contract after resubmitting their proposal.”

HART officials, Hoodline reports, “are betting that lessons learned from earlier segments will prevent the costly delays that plagued previous phases.” As detailed by Construction Dive, HART decided in 2021 to shift a portion of the alignment to the “mauka,” or mountain, side of the corridor, referred to as the “Makua Shift” “to significantly reduce utility relocations while shortening the construction timeline.”

This strategic pivot, Hoodline reports, “comes after expensive utility relocation issues on Segment 2, where a Shimmick/Traylor/Granite joint venture sued HART for $99 million and eventually reached a $60 million settlement with the agency. Construction work is already under way in some areas, with HART noting that guideway construction is anticipated to begin in summer 2025, starting with shaft construction in Iwilei.”

According to the report, “the timeline calls for substantial completion in 2030, with transfer to the Department of Transportation Services by 2031. Meanwhile, Phase 2 continues to progress toward its anticipated opening, as HART confirmed trial operations began on July 26, for the segment connecting Pearl Harbor, Daniel K. Inouye International Airport, Lagoon Drive, and Middle Street, with an anticipated opening date of Oct. 15, 2025.”

The groundbreaking, Hoodline reports, “comes at a time when the existing Skyline system faces scrutiny over ridership numbers.” According to data from Wikipedia, in 2024 the line had an annual ridership of 1,151,000, or about 3,300 per weekday as of the first quarter of 2025, significantly below initial projections.

The project, Hoodline reportds, received a significant boost earlier this year when HART received $125 million in federal funding from the FTA—the first federal funding received since 2017, “providing crucial support for the downtown phase after years of financial uncertainty.” As noted by Wikipedia, its construction constitutes the largest public works project in Hawaii’s history.

However, two planned stations remain in limbo, according to the Hoodline report. Kūkuluaeʻo (Kakaako) and Kālia (Ala Moana Center) stations were included in the original plan for Skyline but had to be eliminated from the initial phases of construction “due to a severe funding shortfall.” Despite the indefinite deferral, HART says it “remains committed to completing these stations in the future.”

The post Transit Briefs: Bay Area Transit Agencies, MDOT, Tri-Rail/SFRTA, HART appeared first on Railway Age.

John Killeen is the new CEO of KCS, Massachusetts Bay Transportation Authority’s Commuter Rail operations and maintenance partner, following roughly eight years of service as KCS Vice President of Asset Management. Killeen was selected in consultation with Keolis Group, Keolis North America (KNA) and MBTA and will formally take over the role on Sept. 1, after a brief transition period with support from current KCS CEO Abdellah Chajai. Chajai in June was appointed to the Global Keolis Executive Committee and promoted to a new role as Executive Director of Marketing, Innovation, Sustainable Development and Engagement for Keolis Group worldwide.

KCS has operated and maintained MBTA’s commuter rail system, the sixth largest commuter rail operation in North America, for more than ten years. It is a subsidiary of KNA, both headquartered in Boston, and employs approximately 2,500 people throughout the region. KCS and KNA are part of Keolis Group.

Killeen has more than 20 years’ experience managing the maintenance of rolling stock and rail infrastructure, and led the procurement and introduction of new rolling stock at two major railways, Go-Via Thameslink Railway and Southern Railway in the United Kingdom. He is a Chartered Mechanical Engineer with a Master of Science in railway systems engineering.

“I am happy to see John assume this leadership role with the Keolis Commuter Services team,” KNA CEO Brad Thomas said. “His nearly 30-year career in the rail industry combined with a strong commitment to our employees and the MBTA have been a driving force in delivering safe and reliable service for our passengers. John’s dedication and expertise will be essential as Keolis continues to improve service for the greater Boston community.”

“This is an exciting time for MBTA Commuter Rail and Keolis Commuter Services remains steadfast in its commitment to delivering safe and reliable service for our passengers,” John Killeen said. “I look forward to continuing to work closely with our partners at the MBTA and with our entire workforce to serve the people and communities across the Commuter Rail network who depend on our service every day.”

• MBTA Seeks Proposals to Finance BEMUs
• MBTA, Keolis Launch Renewable Diesel Pilot

Santanu (Sean) Debnath is taking on the role of Chief Revenue Officer at Spokane, Wash.-based Hotstart, a supplier of engine heating solutions for industrial engines and equipment. With nearly 30 years of industrial manufacturing experience, he began his career as a hands-on scientist before transitioning to the commercial side of business. Debnath has held President, CRO, CCO, VP, and Director level positions in sales and marketing at Selecor, Intellihot, Viega, Kaydon Corporation, Rexnord, and Thermo Fisher Scientific.

“Sean’s depth of experience, leadership and values make him a great fit for Hotstart,” said Terry Judge, CEO of the company, which has sold more than one million electric resistance heaters to standby generator OEMs including Caterpillar, Cummins, Kohler, Generac, and MTU. “We’re excited to have him join our team as we serve our customers in mission-critical markets like data centers.”

• Winter Weather Warm-Up
• Rebuilt Power for Quebec’s SOPOR

Mark DeVol on Aug. 27 will become Chief Revenue Officer Americas at Fremont, Calif.-based Actelis, which is said to provide cyber-hardened, rapid deployment networking solutions for IoT and broadband applications to the government, ITS, military, utility, rail, telecom, and campus sectors.

Currently serving as Vice President of Federal Sales for Ericsson Enterprise Wireless Solutions, DeVol has helped organizations deploy advanced networking technologies including 4G LTE, 5G, IoT, and cyber-secure solutions. His 30-plus-year career spans leadership roles at Ericsson/Ericsson Federal, Nokia, Verizon Wireless, Oceus Networks, MCI WorldCom, and Marconi Communications. DeVol’s military background includes nearly ten years of service in the U.S. Navy supporting Information Systems.

“Mark’s appointment as CRO Americas represents a pivotal step in our commercialization acceleration strategy,” said Tuvia Barlev, Chairman and CEO of Actelis. “His deep relationships across federal, military, and local government markets, combined with his proven ability to build teams and scale revenue growth, directly aligns with our strategic priorities. Mark’s expertise in deploying secure, mission-critical networking solutions will be instrumental as we capitalize on the significant opportunities in our target markets, particularly as military and federal agencies prioritize rapid, cyber-safe infrastructure modernization. His leadership will be essential as we execute our 2025 growth strategy and beyond. Combined with our recent technological advances including MetaShield AI-powered cybersecurity and our expanding global partner network, Mark’s appointment positions Actelis to capture significant market share in the Americas.”

“I’m excited to join Actelis at this critical growth phase,” Mark DeVol noted. “Having worked extensively with federal, military, and telecommunications customers throughout my career and having led my team at Ericsson to achieve double-digit growth year-over-year and more than 350% growth in overall billings, I recognize both the urgent need and the extensive opportunity for solutions like those Actelis offers. The company’s unique ability to deliver immediate fiber-grade connectivity over existing infrastructure, combined with DoD-certified security, addresses the core challenges these customers face in modernizing their networks quickly and cost-effectively. I look forward to working with the team to accelerate our market capture across the Americas.”

• Actelis Receives Software Order From Major North American Rail Operator

Lisle, Ill.-based REMPREX, Inc. has selected Gary Long as President and CEO. He brings more than 30 years of experience in rail to the company, which is described as “a comprehensive solutions provider for transportation terminals across North America.”

Long served previously as CEO, Rail Investments, FTAI Infrastructure, and is an Executive Advisor and Board Member at Cathcart Rail. His career also includes senior leadership roles at Genesee & Wyoming, OmniTRAX, and Norfolk Southern.

• Intercomp, REMPREX Leverage WIM Technology

National law firm Wilson Elser has hired Thomas (Ted) Dunlap, formerly with the Federal Motor Carrier Safety Administration (FMSCA) and the National Transportation Safety Board NTSB), as the Of Counsel based in the Washington, D.C., metropolitan area. He will help lead emergency response support for one of the firm’s transportation clients and provide high-level crisis management and emergency response consultation for clients in several key practices, including Transportation, Aviation & Aerospace, Admiralty & Marine, and Product Liability, Prevention & Government Compliance, according to Wilson Elser.

At the NTSB, Dunlap was Senior Advisor to Vice Chairman Bruce Landsberg, and later served under current Chair Jennifer Homendy. He advised Board members on agency business, including the review, analysis, and approval of investigative products such as reports, safety alerts, and recommendations, as well as agency policy and reports to Congress in matters involving aviation, maritime, pipeline, railroads, and trucking. After his appointment at the NTSB, Dunlap worked at the FMSCA, where he served as Team Lead of the Passenger Carrier Division.

Dunlap has also served as General Counsel and Director of Client Relations and Development at an engineering firm that consulted on transportation-related matters. Earlier in his career, he was a litigator in private practice, concentrating on civil litigation, transportation, and insurance coverage matters.

Dunlap received a J.D. degree from the University of Baltimore School of Law and a B.A. degree from East Carolina University.

“This is good news for our clients across several of Wilson Elser’s practice areas,” said David Goldhaber, Co-chair of the firm’s national Transportation Practice. “As an authority on transportation regulation, and safety, with significant experience in all aspects of NTSB investigations, Ted will be a great resource on litigation, regulatory, and counseling matters for the firm, and key to helping clients achieve better outcomes in dealings related to federal investigations.”

“Joining Wilson Elser is a tremendous opportunity,” Thomas Dunlap said. “Having worked for the government on transportation-related investigations, this is a refreshing chance to advise and engage clients once more on these kinds of issues.”

The post People News: Keolis, Hotstart, Actelis, REMPREX, Wilson Elser appeared first on Railway Age.

On April 30, the temperature-controlled logistics company officially broke ground on the new $127 million cold storage facility at Canadian Pacific Kansas City’s (CPKC) IFG Terminal in Kansas City, Mo.

Americold, which first announced plans to develop the facility in February, expects to create nearly 190 new jobs in the region. The new 335,000-square-foot facility in Kansas City is part of a strategic collaboration with CPKC to co-locate Americold warehouse facilities on the Class I’s network.

The two companies first reported their intent to build the first facility in Kansas City, Mo., last June, which will bring together “cold storage and value-added-services with expedited intermodal transportation solutions connecting key U.S. Midwest and Mexico markets.”

The new facility will support CPKC’s Mexico Midwest Express (MMX) service, North America’s only single-line rail service offering for refrigerated shippers between U.S. Midwest markets and Mexico. It will also enable more seamless and efficient service for MMX customers, according to Americold.

Key features include on-site USDA inspections to eliminate border delays; load capacity exceeding 50,000 pounds per container to reduce highway congestion; and a 300-mile service radius supporting regional food flow. Beyond the immediate region, the facility also serves as a strategic consolidation point for longer-haul shipments, including flows from Canada to Mexico, particularly for customers facing border inefficiencies or trucking capacity challenges, the company noted.

“This grand opening marks the realization of a shared vision and what is today a growing strategic collaboration delivering new rail service products to the market,” said CPKC President and CEO Keith Creel. “This facility is the first of many across our unrivaled North American network. By combining Americold with our secure, single-line cross-border service, we have created a new refrigerated supply chain for our customers shipping food and other temperature-controlled products across Canada, the United States and Mexico.”

State and local leaders joined company executives on April 30 to celebrate the company’s new investment in Missouri.

“We are thrilled to break ground on a new cold storage facility in Kansas City,” said Americold CEO George Chappelle. “This facility is the first to be built as part of our strategic collaboration with CPKC. By combining our cold storage capabilities with CPKC’s extensive rail network, Americold is poised to deliver a differentiated offering to support more customers across North America.”

“Today’s groundbreaking for this new facility marks the beginning of a significant collaboration that shows what we can achieve with vision and working together for our customers,” said CPKC President and CEO Keith Creel. “This project is the first of many across our network and, when combined with our unparalleled cross-border service, will build a new refrigerated supply chain for our customers. Just over one year ago here in Kansas City, when we celebrated the creation of CPKC, we talked about the unique economic benefits our unrivaled network would bring to Kansas City, Missouri and beyond. We are seeing that happen today.”

Missouri Partnership worked with several partners to attract Americold to Kansas City, including the City of Kansas City, Economic Development Corporation of Kansas City, Missouri, KC SmartPort, Missouri Department of Economic Development, Missouri One Start, Evergy and Spire.

“It is always exciting when a company breaks ground in Missouri, and we are thrilled to officially welcome Americold to Kansas City,” said Missouri Partnership CEO Subash Alias. “Americold is joining more than 20,000 distribution and logistics companies in the state who are benefitting from Missouri’s central location, solid infrastructure, and low business costs. We look forward to watching Americold’s facility take shape and seeing their success unfold here in Missouri.”

“Bringing CPKC’s unrivaled network together with Americold’s cold storage capabilities creates a new refrigerated supply chain that shows what we can achieve together for our customers,” the Class I stated in a LinkedIn post.

The post Americold Celebrates Grand Opening of First Cold Storage Facility at CPKC Terminal (UPDATED, 8/12) appeared first on Railway Age.

With a dedication to recycling and sustainability, the newly converted facility will re-manufacture wheelsets and bearings, according to Progress Rail, which provides a comprehensive suite of rail solutions, including advanced EMD® locomotives and engines, trackwork, fasteners, and signaling systems. The company also delivers specialized services for locomotives and freight cars, aftermarket parts, and recycling operations. In addition, Progress Rail offers rail technologies such as data analytics, train automation, operational optimization, connected asset management, predictive maintenance, asset protection and tracking, and yard planning tools. These technologies, the company says, “empower rail operators to enhance efficiency, safety, and performance across their networks.”

For this expansion, Progress Rail will benefit from the Missouri Works program, a tool that helps companies expand and retain workers by providing access to capital through withholdings or tax credits for job creation. The company may receive assistance from Missouri One Start, a division of the Department of Economic Development. Missouri One Start assists eligible businesses with their recruitment and training needs.

“Our investment in this facility and the local community demonstrates the overall depth of the railroad business in Kansas City and Progress Rail’s commitment to keep our customers rolling with quality freight car parts and services,” said Greg Dalpe, Executive Vice President of Freight Car Services at Progress Rail. “We’re excited to expand our footprint in Kansas City and contribute to the region’s ongoing growth as a national logistics hub.”

Progress Rail expects to begin hiring in September 2025. Interested applicants can view Kansas City job openings, search, and apply here.

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The Tren Maya project is primarily known for its passenger network but also includes a freight line to improve cargo transport across southeastern Mexico, Wi-Tronix noted.

The Mexican government this year is investing $7.15 billion in several passenger projects, as well as in 70 km (43 miles) of freight infrastructure on the Mayan Train network on the Yucatan Peninsula, according to a report late last month by Kevin Smith and William C. Vantuono, chief editors of International Railway Journal and Railway Age, respectively.

“Wi-Tronix will enable the emerging freight line to significantly enhance cargo safety and efficiency to support regional economic development by connecting key logistics hubs and industrial sectors across Mexico,” the supplier said. “It will serve a diverse range of customers, transporting essential goods such as fuel, steel, cement, grains, and automobiles throughout the region.”

According to Wi-Tronix, its suite of technologies will:

• “Achieve up to 15% fuel savings by providing real-time visibility into locomotive performance and identifying inefficiencies in throttle use, idling, and train handling.
• “Accelerate incident resolution and enhance crew accountability through high-definition, 360-degree video capture in a virtual reality-like mode—securely stored and remotely accessible.
• “Strengthen safety compliance and support accident investigations with continuous recording and threshold-based monitoring of speed, braking, throttle, and GPS data aligned with railroad rules.
• “Minimize unscheduled maintenance using predictive diagnostics that detect issues such as engine faults, battery degradation, or overheating before failures occur.
• “Future-proof operations with AI-powered insights that enable automated rule violation detection, engineer behavior coaching, and long-term planning through trend analytics.”

The deployment includes the Violet Edge onboard IoT platform, Wi-Nostix predictive analytics, and integrated video and fuel monitoring capabilities, the supplier reported.

“Our expanding partnership in Mexico reflects a shared commitment to advancing rail safety and innovation,” said Chad Jasmin, Vice President of Sales and Customer Experience at Wi-Tronix. “By equipping Tren Maya’s fleet with AI-powered technologies, we’re not only enhancing real-time visibility and operational reliability today—we’re also building a foundation for long-term growth and smarter, safer rail systems across the region.”

• Mexico Moving on Passenger Rail Revival
• Mexico’s Outgoing President Announces Completion of Mayan Train Project
• Alstom Delivers First Tren Maya Long-Distance Trainset
• Mexico’s Next President Continues Passenger Train Revival
• Jordan, MacGregor Share Their Perspective on Developing Technology in the Rail Space
• ASLRRA Adds Wi-Tronix to Member Discount Program

The post Wi-Tronix Teams With Tren Maya appeared first on Railway Age.

According to INDOT, the SRP will lay out Indiana’s vision for the passenger and freight rail system, report existing conditions in the state’s rail system, and identify the highest priority needs for funding within the next several years. While INDOT noted that it does not finance, own, operate, or maintain any rail infrastructure or services, the Highways and Transportation Act of 1977 requires it to prepare a plan.

The plan’s goals, it said, cover:

• “Safety: Help improve and promote the safety of the rail system, as well as raise public awareness of rail safety issues. 
• “Economic Development: Support efforts to better connect Indiana with regional, national, and international markets through new or improved transportation service options. 
• “Transportation Effectiveness: Reduce bottlenecks and maintain rail system in a state of good repair to improve the reliability and efficiency of railroad transportation, resulting in less congestion and fewer infrastructure repairs. 
• “Quality of Life, Environmental, and Social Responsibility: Improve accessibility for all to rail transportation and preserve rail as the most environmentally friendly transportation mode. 
• “Innovation: Encourage Indiana’s railroading practice to be as efficient as technology improvements will allow; so as to contribute as much as possible to the Indiana economy.”

According to INDOT, each week hundreds of trainloads of materials and ingredients arrive in Indiana to supply the steelmaking, automotive, aluminum, food and beverage, and other industries. It noted that in 2022 it would have taken 16.5 million trucks to handle the freight that moved via rail in Indiana, Association of American Railroads’ statics show.

Indiana has a 3,650-mile railroad network (see maps, below). The state’s three Class I railroads (CSX, CN, and Norfolk Southern) have main lines in the state that link multiple consuming and manufacturing regions, including routes from the Midwest to the Northeast and Mid-Atlantic, routes from the Midwest to the Southern U.S., and from Chicago to Eastern Canada. To efficiently move this traffic, INDOT said, railroad terminals in Elkhart, Gary, and Indianapolis sort thousands of freight cars each day arriving from across the Eastern U.S., and then build outbound trains to send the cars onward to their destinations. 

Indiana also has 39 short lines, providing first-mile and last-mile rail service to hundreds of manufacturing facilities, grain elevators, industrial parks, and other local employers. Rail-served ports are located on Lake Michigan and the Ohio River.

On the passenger side, Indiana includes Amtrak service and NICTD, which operates between Millennium Station in downtown Chicago and the South Bend International Airport in South Bend.

Click here for more information and to submit SRP feedback to the INDOT.

Separately, the Michigan Department of Transportation and North Carolina Department of Transportation are seeking public input on a draft 2026-2030 transportation program and on projects to include in the 2028-2037 transportation plan, respectively.

The post INDOT Developing 2025 State Rail Plan appeared first on Railway Age.

Something equally intriguing may be emerging for regional railroad Wheeling & Lake Erie (W&LE), which, between short interregnums of well-publicized investor focus, has operated inconspicuously, reliably and profitably in the shadow of Class I juggernauts. A new savvy capitalist—FTAI Infrastructure Inc.—is betting big bucks that this normally wallflower model of efficient railroading still has special promise.

The $1 billion-plus purchase of W&LE announced earlier this month adds considerably to FTAI’s already fully loaded balance sheet and must gain Surface Transportation Board approval, but under less stringent standards than apply to Class I railroad transactions. Our focus here, however, is W&LE’s storied past and investor-intended future.

W&LE was twice Railway Age’s Regional Railroad of the Year. Admired still among her charms is 800 miles of track spreading though Maryland, Ohio, Pennsylvania and West Virginia that allow interchanges with CN, CSX, Norfolk Southern and scores of short lines. But that’s readily available information.

The mystery is what FTAI discovered in its due diligence causing it to coo to W&LE, “I heart you.” Think location, location, location, as W&LE operates smack dab in the space of America’s densest network of manufacturers and assemblers—a rich porridge of intermodal traffic. Geography also fed previous investors’ enraptured wants of W&LE.

Among the most famous to be smitten by W&LE was railroad baron Jay Gould’s son, George Jay Gould I, who, by continuing his father’s control of W&LE into the early 20th century, came darn near assembling the nation’s first true transcontinental railroad—a coveted unbroken ribbon of rail operating between Baltimore and San Francisco under unified management. Gould’s stable of railroads that gave heft to his transcon quest also included Denver & Rio Grande, Missouri Pacific, St. Louis-Southwestern, Texas & Pacific, Wabash, and Western Maryland.

But between Pittsburgh and Connellsville, Pa., was a 60-mile gap blocking Gould’s anticipated transcon. The missing piece was tiny Pittsburgh & West Virginia Railway (P&WV) that connected with W&LE and seemed ripe for W&LE acquisition on behalf of Gould. But when a severe business downturn occurred in 1907, Gould’s rail empire and transcon dream crumbled. W&LE survived, but it was not until 1990—after W&LE changed hands repeatedly—that W&LE acquired P&WV.

W&LE resurfaced as a belle of the ball in 1931 when entrepreneurial minds collaborated to provide shippers an alternative to the direct single-line service of major railroads Baltimore & Ohio, New York Central, and Pennsylvania between East Coast cities and Chicago and St. Louis.

Eight railroads—W&LE included—thumbed their collective noses at the ongoing Great Depression and Leviathan Class I’s with which they commenced battle. They collaborated to form a competitive steel-wheel on steel-rail expressway they creatively named the Alphabet Route.

It began in Boston on New York, New Haven & Hartford Railroad (NYNH&H), with cars transferred to Lehigh & Hudson River Railway at Maybrook, N.Y., which interchanged them at Allentown, Pa., with Central Railroad of New Jersey (CNJ), which had originated cars at the Port of New York.

The growing train handed over to Reading Railroad (RDG) at Bound Brook, N.J.—Reading having originated additional cars in Philadelphia. Western Maryland Railroad (WM), which originated traffic at Baltimore, took the growing train from Reading at Shippensburg, Pa., west to Connellsville, Pa., and an interchange with P&WV, which hauled the train to Pittsburgh Junction, Ohio, for interchange with W&LE.

W&LE then moved the train to Bellevue, Ohio, and interchange with New York, Chicago & St. Louis (Nickel Plate Road, NKP), which served both Chicago and St. Louis. The Alphabet Route operated in reverse, eastbound.

The Alphabet Route was Precision Scheduled Railroad on steroids, and it worked.

The acronyms on waybills defined the Alphabet Route: NYNH&H-L&HR-CNJ-RDG-WM-P&WV-W&LE-NKP. And going east, NKP-W&LE-P&WV-WM-RDG-CNJ-L&HR-NYNH&H.

Even though flags of some of the original participants fell, the Alphabet route operated successfully (successor railroads taking the place of those that disappeared) into the early 1980s when mergers and partial economic deregulation reshaped the industry. W&LE never faltered.

Railroad baron and industry maverick Robert R. Young—who in 1929 acquired control of rail holding company Alleghany Corp. from the equally notable Otis and Mantis Van Sweringen brothers—recognized in 1947 that W&LE held a strategic place among Alleghany’s larger holdings, including Chesapeake & Ohio; Erie; Nickel Plate; and Pere Marquette.

As an intermediate step toward the unified transcontinental railroad that eluded Gould and others before him, Young proposed merging those properties—then operating independently—under his unified control. The relatively minuscule, but advantageously located and perennial money-making W&LE again was a pivotal connection.

Nickel Plate’s preferred stockholders scuttled the deal, with the mercurial Young divesting Alleghany of Nickel Plate and W&LE, leading in 1949 to independent Nickel Plate leasing the barely 500-mile long and connecting W&LE. Following Nickel Plate’s 1964 acquisition by Norfolk & Western Railway (N&W), and N&W’s subsequent merger with Southern Railway to create Norfolk Southern, W&LE reemerged independent under new private ownership—and through acquisitions grew in size to today’s some 800 miles.

For investors, railroads are inanimate objects of trade, with buying bulls convinced of better times approaching, and selling bears the opposite. To bullish FTAI Infrastructure, W&LE is as beguiling as found by Gould and Young.

While the featured event being watched these days is a Union Pacific-Norfolk Southern marriage—intended to become the transcon neither George Gould, Robert R. Young or others could effectuate—the so-far unknown intentions of FTAI Infrastructure merit near equal attention. 

A glance down another historical byway reminds us how a former crop of major railroad CEOs giggled at then-Kansas City Southern CEO Mike Haverty for shelling out more than $1 billion for an extensive Mexican track concession. “Mike’s folly” proved no laughing matter to once derisive competitors.

A sensible wager is that FTAI Infrastructure is not intending to be a passive investor; and word from Wall Street is that other infrastructure funds, flush with cash, have eyes on the industry.

Railway Age Capitol Hill Contributing Editor Frank N. Wilner is author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, 800-228-9670. 

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As I pack for a trip to New Orleans, La., to cover the inaugural run of Amtrak Mardi Gras service between New Orleans and Mobile, I am thinking about state-supported passenger trains and the investments required to get such trains started—and to keep them going. The Amtrak Connects US plan that was announced in April 2021 proposed almost 40 new state-supported routes that would include corridors, as well as routes with only one or two daily frequencies. While the proposal uses 2035 as its planning frontier, we are already in the 52nd month of that 176-month period, which means that nearly 30% of that time has gone by before the first new trains inaugurated under the program start running next week.

Transportation economist and Railway Age Contributing Editor Jim Blaze, who usually covers freight railroads, often talks about Return on Investment (ROI), whether in his writing or in private conversations (with this writer, at least). Most of the freight side of railroading is in the private sector, and most of the passenger side of railroading, including regional “transit railroads” that serve a city, is in the public sector. The ROI calculations are different. The private sector is concerned almost exclusively with how much money the shareholders make, in their capacity as investors. There are other considerations for stakeholders in the public sector, because public investment takes variables other than “profit” into consideration: public needs (mobility in this case), the environment, social equity, and bringing business into the area and improving the business climate generally. The concept is, therefore, broader in the public sector than in the private sector.

Nonetheless, in today’s political reality, the public sector is shrinking, starting with POTUS 47 getting rid of federal employees and cancelling or reducing the services that the federal government has been providing or supporting until now.

In my “2025 Passenger Rail Outlook” article (which ran Jan. 7), I noted that the picture doesn’t look good for state-supported trains and corridors. In the past seven months, recent events have proven that prediction to be accurate.

Texas discontinued its share of funding for the Heartland Flyer between Fort Worth and Oklahoma City for the coming year. Fortunately, the North Texas Council of Governments is willing to pick up the tab for the coming year, so the train got a reprieve. Given today’s political turmoil in the Lone Star State and the likely results that will come out of that mess, the embattled remnant of the historic Santa Fe’s Texas Chief and the Lone Star Limited of the 1970s will continue to occupy the railroad on a year-to-year tenancy, for as long as somebody in Texas helps pay the rent. Further north, the days for local Northstar commuter trains between Minneapolis and half-way to St. Cloud appear to be numbered.

Even California’s massive investment in the middle segment of the California High-Speed Rail (CAHSR) project is again in danger of losing its federal support, after losing it during the POTUS 45 era and regaining it during the POTUS 46 (Biden) period. Can California still build the full system that it envisions without help from the feds, or will the state come up with a less-expensive scaled-down project that will still improve intercity mobility in the Golden State? Time will tell.

Essentially everybody cares about the cost-effectiveness of any project, whether it’s proposed in the private sector or in the public sector. This is especially true in the public sector, where taxes pay part or all of the cost; the general public wants as much “bang for the buck” as they can get. The Great Depression period of the 1930s saw the private sector contract severely. President Franklin D. Roosevelt’s New Deal policies expanded the public sector with new agencies and many projects to build government-sponsored infrastructure that kept workers busy and were popular with voters, who turned Republicans out of office and gave Democrats resounding landslides.

Today’s political climate is vastly different. POTUS 47’s claims notwithstanding, Republicans did not win the 2024 election by a landslide, but they did well enough to capture the entire government. Many current policies are the opposite of what voters wanted and got in the 1930s and until recently. While getting a new passenger train or transit line going can be a small project, and operating costs are modest compared to construction costs, mega-projects like CAHSR and the Gateway Program in New York City and nearby New Jersey seem to dominate discussions, both public and within the industry.

Ongoing events concerning CAHSR, and possibly concerning the Gateway Program, will reveal much about the cost-effectiveness of projects of that magnitude and scope in today’s economic and political climate. To be sure, there will always (or for the foreseeable future, at least) be plenty of money for highway projects, due to the special political position occupied by the motoring majority, along with all the industries that benefit from the nation’s continually expanding highway system. Highways, however, are beyond our purview.

In a recent commentary, I examined current developments concerning the CAHSR project and asked two questions: Would it have been more cost-effective if California had upgraded the Coast Line and the San Joaquin Line for high-performance passenger trains (110 to 125 mph) rather than pushing for true high-speed rail (HSR)? And would it have made more sense to build a high-performance railroad between Los Angeles and Bakersfield first, rather than putting the money into the Central Valley, where there is already a relatively strong conventional passenger-rail corridor that also requires every passenger to take a long bus ride between its terminal at Bakersfield to the City of Angels, where millions of Californians live?

Considering a growing indifference, and perhaps even a growing antipathy, toward passenger trains and rail transit exhibited by many current holders of power at the national level, the question becomes: Can states afford to allow mega-projects to crowd out smaller projects that could improve mobility on the local level? In other words, could small projects be more cost-effective?

It would not necessarily be prohibitively expensive to start a new corridor-length line. Costs vary from one line to another and from one host railroad to another, but if a state or locality could build and operate a new service without breaking the bank, that could be a useful investment.

There is a novel approach being implemented in Virginia, called Transforming Rail in Virginia. The Virginia Passenger Rail Authority (VPRA) is sponsoring a program to purchase portions of rights-of-way in and near the Old Dominion as a means of expanding the frequencies of passenger services. There are also plans for expanded and new services within the Commonwealth and into North Carolina and Washington, D.C. (A September 2024 report on the real estate acquisition project can be found at https://vapassengerrailauthority.org/wp-content/uploads/2024/10/VPRA-Real-Estate-Acquisition-Management-Plan.pdf. A November 2024 report ordered by the VPRA and produced by the Weldon Cooper Center at the University of Virginia that examined the economic and social impacts of the Transforming Rail in Virginia project can be found at https://lmronline.org/wpcontent/uploads/2024/11/VPRA_report_11_14_24_final.pdf.)

If the purchases are done properly, there would essentially be two adjacent railroads; one privately owned and primarily for freight, and the other publicly owned and primarily for passenger trains, with the flexibility to rent trackage rights to each other, as needed.

Another approach would be for the public entity sponsoring the project (typically a state or subdivision of a state) to keep the improvements it builds to facilitate a new passenger service, rather than giving all the new infrastructure to the host railroad as a gift, especially if the new service does not last long. Alabama strongly opposed the new Mardi Gras service that will bring riders from New Orleans and Mississippi to Mobile, but the City of Mobile ended up helping with the funding. CSX is receiving most of the benefit of new capital funding, because it owns almost all the line (the New Orleans & Mobile, which was later part of the Louisville & Nashville system before CSX took it over). Time will tell how long the line keeps running; it might only last for a few years, although local officials, rider-advocates, and probably plenty of future riders hope it will become permanent and last for many years.

New rail starts, especially at the local level, are not dead. In March, the Massachusetts Bay Transportation Authority (the T) in Boston opened South Coast Rail, with trains running between Boston on one end and the historic towns of New Bedford and Fall River on the other. The Y-shaped “line” runs a full span of service, with trains going to and from one of the destination towns and meeting a shuttle train at Taunton (at the junction of the Y) bound for the other destination. New starts or extensions of rail transit and on the “transit railroads” are fewer and further between than they were even a few years ago, but a few still get started every year.

Given current economic and political conditions, there does not appear to be much money available for mega-projects, when less-expensive, smaller-scope projects might allow for several modest, but useful, new starts or extensions. Building a new project and getting trains running, as with South Coast Rail, might help the dual causes of improving mobility while gaining public favor for rail projects.

Roughly 25 years ago, New Jersey Transit proposed a program of projects that were slated to be built by 2020. The plan included new rail and light rail lines around the state, and rider-advocates at the time backed it. None of those projects was ever built, although talk of building them has not faded away. Will there ever be enough money to build many, or any, of the projects? The only answer is that time will tell. New Jerseyans and visitors to the state might get to ride on some of those lines someday, but it won’t be anytime soon. In the meantime, the Gateway Program progresses slowly.

Two-thirds of the grant requests for new starts or expanded capacity now before the Federal Transit Administration are for busway projects; the other third still call for rail improvements. There appears to be no time like the present to start thinking about new ways to get new services going, if they can be done for a modest cost. The upcoming Railway Age and RT&S Light Rail Conference to be held in Pittsburgh at the beginning of October will feature a panel about one such idea: Pop-Up Metro, which would add passenger features to a host railroad’s line, and run passenger services for an experimental period to determine whether or not there will be enough riders to keep the service going long-term. The current plan calls for running cars that previously ran in transit service in London and were later converted for battery operation.

Innovation and creative thinking plus relatively inexpensive operation are key to implementing new service. Efficient construction and operation will make the difference.

The post A New Look at State Investments in Passenger Rail appeared first on Railway Age.

Richmond Pacific Railroad Corp. (RPRC), a division of Levin Richmond Terminal Corp., has recommissioned one of its legacy EMD switcher locomotives as a repowered, EPA Tier 4-compliant unit. Western Rail, Inc. designed and built the unit at its Usk, Wash. facility.

Originally built in January 1982 as EMD MP15DC No. 1370 for the Missouri Pacific, later Union Pacific, the locomotive, renumbered 25, has been modernized with a Cummins QST30 diesel engine, Kato traction alternator and TMV Control Systems electrical gear, and redesignated an MP15CC. The unit is rated at 1,500 hp. Bay Area Air Quality Management District provided grant funding for this project. RPRC noted it initiated the project “to reduce emissions and improve operational efficiency. Western Rail, Inc. was selected for its innovative approach. With this investment, we. continues to lead by example in the short line rail industry, offering efficient, environmentally responsible service to customers throughout the Bay Area.”

No. 25, RPRC’s third Tier 4 locomotive, is one of just eight such switchers currently in operation at railroads of its size in California.

“We’re excited to bring this next-generation locomotive into service as part of our commitment to sustainability and innovation,” said RPRC Director of Operations Jeffery Schwab. “Western Rail has been an exceptional partner throughout the process. Their team demonstrated impressive expertise and attention to detail in this project’s planning and execution.”

“This project is another example of our long-term investment in environmental stewardship and operational excellence,” said Levin Richmond Terminal Corp. CEO Chris Schaeffer. We’re proud to support a rail operation that not only serves the industrial needs of the region but does so with a clear focus on sustainability and future-ready technology.”

Richmond Pacific Railroad Corp. is a Class III serving the Port of Richmond, Calif., and surrounding industrial areas on 10 miles of track. As a division of Levin Richmond Terminal Corp., RPRC specializes in switching, railcar storage and transloading services, connecting 18 local industry customers with Union Pacific’s Martinez Subdivision and BNSF’s Stockton Subdivision. Levin Richmond Terminal Corp. is a multi-commodity marine and rail terminal operator. RPRC was formerly the Parr Terminal Railroad (PRT), incorporated in July 1950 as an S&T (switching & terminal) railroad to take over Parr-Richmond Industrial Corp.’s private railroad.

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According to New York Police Department (NYPD) statistics, robberies are down 16.7%, felony assaults down 9.3%, and grand larcenies down 6%. Notably, there were no burglaries the entire month of July. Average ridership has increased from 3,441,771 in July 2024 to 3,857,298 in July 2025 in that same period. There was less than one crime per million riders committed in the subway system in July 2025. 

These improvements, the agency says, come more than a year after Governor Kathy Hochul and the MTA unveiled a Five Point Plan for Subway Safety, which included increasing police presence in stations and on platforms, installing security cameras in every subway car, implementing bag checks, and deploying SCOUT homeless outreach teams to connect individuals with severe mental illness to treatment and supportive housing, among other initiatives.

Recent security measures also include the expansion of overnight patrols to place two uniformed police officers onboard every subway train from 9 p.m. to 5 a.m.; the ongoing installation of protective barriers on platforms; upgrading fare gates and delaying egress at emergency exits to help crack down on fare evasion; and adding LED lighting throughout the system to increase visibility.

Since Jan. 1, 2025, the MTA says it has installed more than 200 additional cameras across 40 subway stations. LED lights have been installed in a total of 362 stations, with all 472 stations expected to be converted by the end of this year. Additionally, platform barriers have been installed at 65 stations with the agency on track to install platform barriers at 100 subway stations across Brooklyn, Manhattan, Queens, and the Bronx by the end of 2025.

“It’s clear that efforts to increase overnight patrols, deploy thousands more security cameras, and expand mental health outreach are having real positive impacts,” said MTA Chair and CEO Janno Lieber. “By working closely with Governor Hochul and the NYPD, we’re making sure the transit system not only is safe but feels safe for our six million daily riders.”

“We’re thrilled with NYPD Commissioner Tisch’s report that last month was the safest July in subway history, excluding the pandemic,” said MTA Chief Security Officer Michael Kemper. “Not only that, [but] transit crime is down year-to-date, led by a drop in overall assaults, even as more riders return to the system.”

In related news, Gov. Hochul on Aug. 10 signed legislation to rename the 110th Street-Central Park North subway station to 110th Street-Malcolm X Plaza and empower the Council of Arts to designate the Harlem Renaissance Cultural District as a region of cultural significance, as the community celebrated the 51st Harlem Week festival.

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Beginning Sept. 3, Union Pacific is expanding its Z train network with a new domestic intermodal service connecting its Inland Empire Intermodal Terminal (IEIT) in Southern California directly with its Global 2 Intermodal Terminal in Chicago.

“Customers will experience up to 20% faster intermodal service compared to current industry offerings between these key locations, with three days’ transit, providing the fastest delivery of time-sensitive freight, significantly boosting intermodal capacity,” UP said. The service will start at five days a week “with the ability to increase with growth, enhancing the seamless connection from the Los Angeles Basin’s most active warehouse district through our IEIT.”

“As we continue expanding IEIT, this service will deliver consistent, reliable and truck-competitive transportation, challenging the norms of over-the-road shipping and competing head-to-head with team driver truck services,” said Union Pacific Executive Vice President Marketing and Sales Kenny Rocker.

Union Pacific’s Z network consists of the railroad’s highest-priority expedited intermodal trains, which primarily handle domestic intermodal traffic, connecting markets like the Los Angeles Basin, Chicago and Kansas City. Construction recently concluded on UP’s new Kansas City Intermodal Terminal. Opened July 16, the facility serves domestic and international containerized shipments of grains, consumer goods, refrigerated products, and auto parts in the Midwest region, and adds capacity to the railroad’s original Kansas City operation. UP held a ribbon-cutting celebration Aug. 7.

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Cutting to the chase on the 2027 STB merger decision: On July 30, Union Pacific and Norfolk Southern submitted to the Surface Transportation Board their prefiling notification, which is basically a heads up on their official merger application, expected in three to six months (between Oct. 30, 2025 and Jan. 29, 2026).

Receipt of the application starts a ~15-month STB process, which places a final merger decision by the Board in February, March or April 2027. It’s possible in 14 months if everything runs smoothly; for example, if the merger application is quickly deemed complete and accepted by the Board, rather than sent back to UP and NS with a request for more detail.

As we go through the STB process, every step is going to be written about and overanalyzed to a tortuous degree, particularly regarding the untested enhanced competition requirement within the public-interest test framework of the 2001 Merger Rules. We’ll no doubt get sucked into that morass as well, but today we’re going to get in our time machine, hit the fast forward button past all of that, and step out of the TARDIS (Time And Relative Dimension In Space) the night before the STB Board members vote on the merger in early 2027. What will they be thinking?

By that time, we should have a reconstituted five-member Board, and each member will be under immense pressure to get this decision right. Whether they have an R or D after their name will have little or no bearing on their decision, in our view. The STB is far from an overtly political body.

For the merger to go through, three of the five members will have to vote to irreversibly change the industry structure, from the current UP-BNSF rail duopoly in the West and NS-CSX duopoly in the East, to a nationwide rail duopoly* of UP+NS and BNSF+CSX. Even if BNSF and CSX haven’t filed a merger application of their own by that time, this is the big “downstream effect” the 2001 Merger Rules will require the STB to assume.

Everybody knows the word duopoly is bad, so it’s a case of pick your poison. Is the United States better off with one big rail duopoly vs. the two regional ones we have now? Let’s pretend we’re an STB Board member that voted “yes” to the merger(s) in 2027, and then watched the integrations unfold over subsequent years. Here are the best-case and worst-case scenarios we would be trying to assess:

It’s now 2032 and I really got that decision right. The UP and NS guys were correct, and it was the elimination of the interchanges that finally did the trick in terms of taking on the trucks and unlocking volume growth in this industry. The integrations were relatively smooth, just like they promised, and they can now run coast-to-coast on one set of tracks while customers have one point of contact for sales, customer service and billing, and they’re getting rate quotes dramatically faster. While the railroads are still not easy to do business with vs. truck, they’ve materially closed that gap and it’s as good as it can be. Home run.

Boy, those UP guys really snowed me. Blessing that merger meant I had no choice but to approve the BNSF-CSX one that followed, and we’ve created the two laziest corporations in America. That whole interchange/watershed thing was exaggerated, and after two brutal integrations that blew up service for a year each, these two railroads have simply used the injection in pricing power to further squeeze customers, grow profits and buy back tons of stock. Operating ratios are down in the low-50s, which means they’re turning away business in the 60s and 70s, and volumes remain stagnant as the industry continues to lose relevance in the U.S. economy. The only thing that will save us now is open access.

Maybe some of the language is a bit flamboyant, but you get the point. For the STB members to vote yes, UP and NS must make the case that reality will unfold much closer to the best-case scenario rather that the worst. It’s a brutal decision the Board members will be making, and no amount of research by us or anyone else is going to accurately handicap it. Good luck.

*We’re beating the rails up a bit for being duopolies, but in the interests of fairness this requires some context. They’re invariably compared with trucks, and while it’s possible to have 50 trucking companies competing fiercely for business between New York and Chicago, you’re obviously never going to have 50 railroads due to their expensive and self-funded right-of-way versus trucks running over government-funded interstates. If you have three railroads running between two points that’s about as good as it gets in terms of rail-to-rail competition. When you get down to two you arguably get into the grey zone regarding willingness to compete aggressively, point being that rail duopolies are difficult to avoid and somewhat normal in the absence of some sort of open access structure. We rely on truck vs. rail competition to keep them in check for a lot of their business, but this of course doesn’t help bulk shippers that can’t use truck.

The post It Will All Come Down to This appeared first on Railway Age.

Mandated by Congress in 1982, the Triennial Review examines how recipients of Urbanized Area Formula Program funds meet statutory and administrative requirements, according to the FTA. It is also said to help identify potential issues, provide support to grantees, mitigate risks, and improve public transparency.

The review assessed MTS’s management of federal funds and program implementation across 23 critical areas. These included financial management; maintenance; Americans with Disabilities Act (ADA) compliance; Title VI of the Civil Rights Act of 1964; procurement; Disadvantaged Business Enterprise (DBE); legal and regulatory compliance; safety and security; and equal employment opportunity (EEO), according to MTS, which operates four Trolley lines and 92 bus routes in 10 cities and unincorporated areas of San Diego, Calif., and served more than 75 million riders in Fiscal Year 2024.

MTS said it has received more than $320 million in FTA funding over the past three years. This includes both formula and competitive funding that has been used for preventive maintenance and state of good repair projects, purchasing new Trolleys and buses, zero-emission bus infrastructure, and operating assistance.

“A perfect score from the FTA speaks volumes about our MTS team’s professionalism and commitment,” said Stephen Whitburn, MTS Board Chair and San Diego City Councilmember. “It confirms that MTS delivers high-quality service with integrity, efficiency, and accountability.”

“From our understanding it is very uncommon for a transit agency to receive a perfect score,” MTS CEO Sharon Cooney noted. “The FTA reviewers were very thoughtful and thorough. The review team spent multiple days on site at MTS and a significant number of hours reviewing our policies, practices and procedures. Our team worked hard to provide all the necessary documentation, and the outcome couldn’t have been better.”

Separately, the MTS Board in May signed off on a $473.1 million operating budget for FY 2026.

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Set to open to the public later this month, the Gettysburg Excursion Railway features fully renovated 1950s-era Budd passenger coaches, including a café car.

According to Patriot Rail, ticket holders will experience views of the Eternal Light Peace Memorial and Gettysburg’s countryside, plus narration about Adams County history including Civil War figures and events. The 60-minute ride departs from the restored former Gettysburg & Harrisburg Railroad Depot built in 1884. The company will offer themed rides and special onboard events, catered by the Gettysburg College culinary group and Wyndham Gettysburg Hotel & Conference Center. Also available: private event space and a Depot gift shop.

Patriot Rail entered the excursion business ten years ago with the Blue Ridge Scenic Excursion Railway based in the Blue Ridge Mountains between Blue Ridge, Ga., and McCaysville, Tenn. In 2023, it added two New Hampshire excursion trains in Lincoln and Meredith, which operate over 54 miles of track, and a Rail Bike adventure in Laconia, N.H.

“This launch marks an exciting new chapter in Patriot Rail’s Excursion Division growth and its commitment to supporting the communities we serve,” said Brandy Christian, CEO of Patriot Rail, which operates 31 short lines across the United States. “We’re proud to enhance tourism by inviting guests to experience the rich history of one of America’s most iconic landscapes—aboard a passenger railcar journeying through the Adams County countryside.”

“The Gettysburg Excursion Railway is more than a train ride—it’s a moving tribute to the stories that shaped our nation,” added Karl Pietrzak, President and CEO of Destination Gettysburg. “As both residents and visitors travel this historic route, they’ll connect with the past in a way that’s immersive, educational, and truly memorable.”

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TYLin Group on Aug. 6 announced the appointment of Jenni Roseleip as Chief Marketing Officer. She brings more than two decades of distinguished leadership in marketing, communications, brand, business development, and sales within the architecture, engineering, and construction (AEC) industry.

“Jenni’s proven track record in increasing brand awareness and value, driving strategic growth, and her deep expertise in the AEC industry will enhance our organization’s ability to achieve our strategic ambitions,” said TYLin CEO Matthew Cummings. “We are thrilled to welcome her leadership and vision as we continue to position ourselves as the partner of choice for transformative projects worldwide.”

Most recently, Roseleip held an executive marketing and communications role at a leading global professional services firm, leading strategic initiatives that “elevated brand visibility, strengthened client and employee engagement, and supported market growth.”

In her new role, Roseleip will be instrumental in executing the company’s ambitious five-year strategic vision and driving priorities, including client account management and sustainable revenue growth. She will also be instrumental in the global brand positioning of TYLin and Sidara’s other leading infrastructure companies, including Introba and Landrum & Brown.

“I’m honored and excited to join TYLin Group at this dynamic point in its journey,” said Roseleip. “I look forward to collaborating with leaders and teams across the globe to further elevate our brand, enhance client experience and relationships, and drive growth aligned with the visionary goals and ambitions of our strategic plan.”

VLS Environmental Solutions, a leader in sustainability-driven waste, railcar cleaning, and repair solutions, announced Aug. 7 that Michael Obertop has joined as the firm’s new National Rail Solutions Sales Director. This strategic hire “exemplifies VLS’ commitment to bolstering its expertise and leadership within the rail industry.”

Obertop brings to VLS more than two decades of experience in the rail sector, holding prominent roles at leading companies such as Carboline, Cathcart Rail, and GBW Railcar Services. Over his career, Michael has earned a reputation for “driving growth, optimizing operations, and delivering innovative solutions tailored to the unique challenges of the rail industry,” the company noted.

His, the company says, arrival comes at a pivotal moment for VLS’ rail division, which has experienced significant expansion driven by investments in advanced technologies and service capabilities. Most recently, VLS marked a milestone with the launch of its state-of-the-art railcar cleaning rack in Victoria, Texas, “enabling rapid, efficient, and environmentally responsible service for clients with even the most challenging cleaning requirements.” The company, VLS says, “stands at the forefront of high-hazard cleaning and maintenance solutions, specializing in handling a diverse array of materials—while prioritizing safety, compliance, and sustainability.” This growth, the company adds, “underscores VLS’ commitment to providing industry-leading, full-service railcar solutions that maximize efficiency and support environmental stewardship.”

“Michael’s robust industry expertise and proven leadership make him a tremendous asset to VLS. His ability to anticipate client needs and deliver impactful solutions aligns perfectly with our mission of providing innovative and environmentally responsible services,” said David Carter, Executive Vice President Railcar Services at VLS.

At Cathcart Rail, Obertop led strategic initiatives as Senior Vice President of Sales & Marketing, driving significant growth in service delivery and building strong client relationships. His experience at Carboline and other organizations has honed his expertise in sales, operations, and business development across complex industries.

“I’m thrilled to join VLS and bring my experience in driving growth and building lasting client partnerships to this incredible team. It’s an exciting opportunity to continue making an impact in such a dynamic organization,” said Obertop.

“VLS has seen a steady rise as a leader in sustainability and rail solutions,” stated Bryant Tenorio, Senior Director of Sales & Marketing. “With Michael’s wealth of experience, we are confident he will spearhead new opportunities and help advance our comprehensive offerings in railcar cleaning, repair, and waste management. His vision aligns seamlessly with our overarching goal to deliver unmatched value to our clients while upholding environmental stewardship.”

Lochner on Aug. 8 announced the addition of Chad Edwards to its growing National Transit Team. He brings more than two decades of experience advancing transit and rail initiatives across Texas, serving in key leadership roles at Trinity Metro, Dallas Area Rapid Transit (DART), and the City of Fort Worth.

Edwards will partner with clients nationwide to deliver impactful transit and rail projects, from strategic planning and alternatives analysis to final design, construction, and operations planning. “His extensive agency experience, deep knowledge of federal programs, and successful track record of securing funding and building stakeholder consensus will be instrumental in helping clients deliver projects in today’s evolving public transportation landscape,” the company said.

Most recently, Edwards served as Executive Vice President of Strategy, Planning & Development for Trinity Metro in Fort Worth, Texas, where he successfully secured more than $125 million in capital funding and oversaw the implementation of transformative system-wide initiatives. His previous roles included Assistant Director of Transportation & Public Works for the City of Fort Worth, and Assistant Vice President of Capital Planning at DART, managing multi-billion-dollar transit infrastructure programs, including the Silver Line.

“We are excited to welcome Chad to our team,” said Gary Thomas, National Transit & Rail Market Director at Lochner. “With more than 20 years serving as a public transit and rail advocate, Chad brings firsthand agency perspective—someone who not only understands the day-to-day challenges transit leaders face, but also the complexities of navigating federal requirements and funding processes.”

Edwards was named to Fort Worth Inc.’s, The 500 – Most Influential People in Fort Worth in 2025 and is a graduate of both Leadership Fort Worth and Leadership APTA, reflecting his deep commitment to advancing public transportation and regional mobility.

The post People News: TYLin Group, VLS Environmental Solutions, Lochner appeared first on Railway Age.

The proposal is necessary to support the integration of UAS into the national airspace system (NAS), according to the FAA and TSA in their Notice of Proposed Rulemaking (download below). It is also intended to provide a “predictable and clear pathway for safe, routine, and scalable UAS operations that include package delivery, agriculture, aerial surveying, civic interest [to include wildfire recovery, wildlife conservation, and public safety], operations training, demonstration, recreation, and flight testing.” According to the FAA and TSA, operations would occur at or below 400 feet above ground level, from “pre-designated and access-controlled locations.”

The TSA also proposes making “complementary changes to its regulations to ensure it can continue to impose security measures on these operations under its current regulatory structure for civil aviation.”

Comments are due on or before Oct. 6, 2025.

“To date, the Federal Aviation Administration (FAA) has allowed some such [BVLOS] operations through individualized exemptions and waivers to existing regulations,” according to the NPRM. “This NPRM leverages lessons learned from individual exemptions and waivers to create the repeatable, scalable regulatory framework … that would allow for widescale adoption of UAS technologies … Further, this proposed rule’s Automated Data Service requirements would provide clarity for manufacturers and service providers producing UAS and offering key enabling services, such as UTM [Unmanned Aircraft System Traffic Management], to UAS operators.”

Under the proposed rule, all operators would need FAA approval for the area where they intend to fly, according to the FAA’s BVLOS fact sheet (download below). They would identify the boundaries and the approximate number of daily operations, as well as takeoff, landing and loading areas, FAA reported. They also “would ensure adequate communications coverage and procedures in cases where the communications with the drone are lost.” The FAA noted that operators “would have to be familiar with airspace and flight restrictions along their intended route of flight including reviewing Notices to Airmen (NOTAMs),” and “be required to identify and mitigate any hazards.”

Operators would also use Automated Data Service Providers (ADSPs) “to support scalable BVLOS operations,” according to the FAA. “ADSPs could provide services to keep BVLOS drones safely separated from each other and manned aircraft.” The FAA would approve and regulate these entities and require the services to “conform to industry consensus standards following vetting and testing.”

Additionally, drones would have technologies that “enable them to automatically detect and avoid other cooperating aircraft,” the FAA said. They would also “yield to all manned aircraft broadcasting their position using ADS-B” and “could not interfere with operations and traffic patterns at airports, heliports, seaplane bases, space launch and reentry sites or facilities where electric Vertical Takeoff and Landing (eVTOL) aircraft take off or land.”

The FAA is proposing two types of authorizations for BVLOS operations, depending on the scope. It also proposes requiring two positions: an operations supervisor, who would be responsible for overall safety and security, and a flight coordinator, who would “directly oversee aircraft operations and intervene to ensure safe conditions, if necessary.” Neither position would require holding an FAA-issued airman or remote pilot certificate, according to the government agency.

AAR’s Ian Jefferies on Aug. 6 released the following statement on the proposal: “It is encouraging to see this long-overdue BVLOS rule released. America’s freight railroads commend [U.S. Transportation] Secretary [Sean P.] Duffy and the USDOT, for advancing a forward-looking policy that could help unlock the full potential of unmanned aircraft systems across our national transportation network.

“Routine BVLOS operations hold tremendous potential for railroads—enhancing safety, speeding up inspections, and improving emergency response in ways that were previously limited. AAR members have long advocated for a rule that offers clarity, scalability, and meaningful safety benefits, and while we are still reviewing the rule in full, we are optimistic that today’s action represents a significant milestone toward that goal.”

BNSF, CSX and Union Pacific are among the railroads testing and/or using drones in maintenance-of-way, disaster response, security and other applications.

The post FAA, TSA Eye ‘Beyond Visual Line of Sight’ Drone Operations Rule appeared first on Railway Age.

According to CSX, the project combines modern engineering solutions with strategic planning to overcome logistical challenges. Most of the track upgrades involve removing existing rail, excavating deeper into the ground, and lowering the track profile. This, the Class I says, allows the necessary clearance for double-stack freight containers without compromising infrastructure integrity.

Some sections, however, sections required a different approach, CSX noted. At three key bridges—North Avenue, Guilford Avenue, and Harford Road—raising the bridges was necessary due to obstructions beneath them. This tailored solution, the Class I says, “demonstrates the adaptability of the construction team, ensuring optimal results across diverse project sites.”

Once complete, the Howard Street Tunnel Project will allow double-stack trains to operate effortlessly along the entire I-95 corridor. This capability, CSX says, “significantly enhances the efficiency of freight transport, reducing costs and transit times for customers.” Additionally, the Port of Baltimore stands to gain from this modernization, “boosting its role as a major hub for international trade,” the Class I noted. “The larger state economy will also enjoy increased competitiveness and job opportunities tied to this infrastructure upgrade.”

Throughout the project’s execution, CSX says the team “remains committed to completing the work with the highest standards of safety and efficiency. These efforts ensure timely delivery and build a foundation for sustained economic growth driven by improved freight mobility.”

“The CSX Howard Street Tunnel Project is a catalyst for progress. By unlocking the potential of double-stack train operations, it strengthens the region’s logistics network and secures a brighter future for Maryland’s economy,” CSX said.

The post CSX ‘Elevates Freight Efficiency’ With CSX Howard Street Tunnel Bridge Project appeared first on Railway Age.

The Pier B On-Dock Rail Support Facility, “a cornerstone of the Port’s $2.2 billion program to enhance cargo movement efficiency, reduce environmental impacts and support regional economic development,” will transform the existing rail yard into a state-of-the-art facility, doubling its size from 82 to 171 acres. The project will more than triple the Port’s on-dock rail capacity, enabling it to handle up to 4.7 million Twenty-Foot Equivalent Units (TEUs) annually. The expansion, Jacobs says, “is expected to significantly reduce truck traffic, lower emissions and improve air quality in the surrounding areas.”

Expected to be complete in 2032, the Pier B On-Dock Rail Support Facility is also set to provide substantial community benefits, including creating more than 1,000 local jobs and contributing to local health and environmental initiatives, the company noted. By enhancing on-dock rail capacity, the project will help the Port “further its efforts to reduce the environmental footprint of cargo movement.”

“As one of the busiest ports in the United States and a major entry point for goods, the Port of Long Beach plays a significant role in international trade and the economy,” said Jacobs Executive Vice President Eva Wood. “Jacobs’ experience in managing large-scale infrastructure projects will deliver enhancements at the port that will expedite cargo movement, reduce shipping costs and contribute to a more resilient supply chain.”

“The Pier B On-Dock Rail Support Facility embodies the core values of the Port of Long Beach, allowing more cargo to move through our marine terminals with greater efficiency and less impacts on the community,” said Port of Long Beach CEO Mario Cordero. “It is also an enormous undertaking with ten construction contracts to manage. Jacobs has demonstrated its qualifications to help us accommodate this peak workflow, and we’re pleased to work with the company to build this new gateway for the nation’s container cargo.”

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