Feed aggregator

The John H. Emery Rail Heritage Trust recently announced that it awarded $250,000 in grants to 20 projects across the country. 

Emery was a Chicago native and lifelong railroad enthusiast who created the trust to fund projects that preserve the “Golden Age” of passenger railroading, specifically the years between 1920 and 1960. The trust is particularly interested in projects that allow the public to ride on historically significant pieces of equipment. Groups can submit grant proposals until Feb. 1 each year, after which a three-person committee reviews them.

For 2026, grants were approved for the following organizations/projects: 

Adirondack Scenic Railroad: $11,100 for the rehabilitation of New York Central Railroad RS-3 locomotive 8223.

Anthracite Railroad Historical Society: $10,000 to aid in rebuilding the generator for EMD F7B unit engine 664B.

Colebrookdale Railroad Preservation Trust: $25,000 for work on Hydronic Heating for the Pullman Woodland.

Connecticut Electric Railway Association: $2,350 for the painting of the Chicago, Aurora & Elgin interurban car 303.

El Dorado Western Railway Foundation: $1,000 to assist with repairs for the ex-Placerville and Sacramento (ex-Southern Pacific) historic track.

Fox River Trolley Association: $5,000 to help with seat rehabilitation for Chicago, Aurora & Elgin interurban car 20.

Friends of S.P. 4449: $10,000 for assistance with body and vent repairs for dining car DLMX 1349.

Gold Coast Railroad Museum: $11,000 to help with roof, window, seat repairs and paint for Florida East Coast Railway Coach 136.

Minnesota Transportation Museum: $20,000 for electrical and cooling system replacements for passenger cars.

Nashville Steam Preservation Society: $45,000 for electrical components for Nashville, Chattanooga and St. Louis 4-8-4 steam locomotive 576.

Norfolk & Western Business Car 300 Preservation Society: $7,000 for window repairs for ex-Norfolk & Western Pullman Hollins College.

North Carolina Transportation Museum: $5,000 for work on the restoration of ex-Norfolk & Western combine car 1506.

Oregon Rail Heritage Foundation: $27,000 for the restoration of pistons, cylinders & crossheads for Oregon Railroad & Navigation Co. 4-6-2 steam locomotive 197.

Pacific Southwest Railway Museum: $10,000 for help with mechanical refurbishment and restoration to the original appearance of ex-Southern Pacific GP-9 locomotive 3709.

Railways to Yesterday: $5,000 for assistance with the seat reupholstering of Chicago, Aurora & Elgin interurban car 315.

Smoky Hill Railway & Historical Society: $10,000 for help with the painting of the Smoky Hills Railway (SHRX) GP-9 locomotive 102.

Tri-State Railway Historical Society: $10,000 for assistance with rewiring of EMD F3 A unit engine 663.

Watauga Valley Railroad Historical Society and Museum: $15,550 to help with truck repair on the ex-Clinchfield Railroad office car 100.

West Chester Railroad Heritage Association: $5,000 for repairs of Ex-Reading Company Cars WCRL 9114 and 9124.

Western Michigan Society for Industrial Heritage: $15,000 for help with the repair and painting of ex-Canadian National coaches 5180 and 5208.

The post Emery Rail Heritage Trust Awards $250,000 in Grants appeared first on Railfan & Railroad Magazine.

The MBTA on March 23 announced that Phases 1 and 2 of critical signal modernization work taking place on the Red Line at Columbia Junction have been completed ahead of schedule, and Phase 3 will begin on March 26 for approximately two weeks.

During Phase 3 of this critical signal work, beginning at approximately 8 PM through the end of service each day, northbound and southbound Braintree branch riders will need to transfer to an Alewife-Ashmont train at JFK/UMass for continued service beyond JFK/UMass. 

Crews are completing the testing and cutover of the new, digital signaling system at Columbia Junction near JFK/UMass. This work, MBTA says, “brings important upgrades that will strengthen Red Line service reliability for riders, providing the ability to route trains more quickly, turn trains around faster, and recover from unplanned disruptions more efficiently.”

In order to test the new signal equipment and cutover to the new system, the remaining temporary service changes outlined here will be in place beginning at 8 PM through the end of service every day. Phases 3 and 4 are anticipated to last approximately two weeks each but may adjust slightly based on the work being completed. Any timing adjustments will be made public in advance on T-Alerts.

Columbia Junction is the complex area of track just north of JFK/UMass that merges the Ashmont and Braintree branches and connects the Red Line’s main passenger track to the Cabot Yard Maintenance Facility where the majority of the Red Line fleet is stored and maintained. 

The signal system in this area was significantly damaged following the major derailment of a Red Line train in 2019. Initial repairs restored service at that time, but signal and switch operations have continued to be limited. The work taking place now, which could have been completed in 2019, fully corrects these issues, restoring full system functionality. Operations will have the ability to quickly reroute trains as needed, turn trains around faster, and quickly recover after unplanned service changes, ultimately providing a better transit experience for riders. The work, the agency says, also follows through on the MBTA’s commitment to complete major signal upgrades on the Orange and Red lines prior to the World Cup matches this summer. 

Testing of the new system began in mid-February, and cutover and commissioning work began on Feb 28. More than 100 track circuits are within the Columbia Junction area, and most track circuits have 12 tests that need to be performed. With more than 1,200 tests to complete during this phase of the project, the MBTA is closely monitoring, analyzing, and documenting the results of each test, understanding that adjustments will need to be made as the work progresses.

The MBTA is also anticipating three-day Red Line service suspensions in late spring/early summer on weekends to complete final work.

In related news, the MBTA is growing partnerships with community libraries as part of the Transit Screens @ Libraries initiative, which brings real-time transit information into local libraries. This initiative is expanding the reach of real-time information beyond stations and vehicles, making it easier for those who use community spaces to plan trips before they travel, the agency noted.

Community meetings and surveys hosted by the MBTA show that riders value accurate and reliable predictions, dedicated sources of real-time information, and clear current-trip details above all else. Transit Screens @ Libraries responds directly to those needs by providing live, location-specific updates in places riders already use every day.

Currently, Transit Screens @ Libraries is deployed at libraries across the greater Boston region; Berry Library at Salem State University, Brookline Public Library, Chelsea Public Library, Robbins (Arlington) Public Library, Thayer (Braintree) Public Library, Tufts (Weymouth) Public Library, Turner Free (Randolph) Public Library, Waltham Public Library, and Framingham State Library.

Metrolinx announced March 24 that it has signed a five-year extension with Alstom to continue operating and maintaining the GO Transit and UP Express rail fleets, “ensuring consistent, reliable service for customers across the region.”

The $1.3‑billion agreement runs until 2031 and maintains more than 1,100 direct Alstom jobs across the Greater Toronto and Hamilton Area, including operations staff, crew members, customer service teams and maintenance personnel.

Alstom has been a longstanding partner in the delivery of GO rail and UP Express service. In 2024–25, the team operated more than 117,000 GO rail trips and more than 56,000 UP Express trips, while consistently achieving on‑time performance above 97% across a busy, mixed‑use rail corridor, according to Metrolinx.

“Customers count on GO Transit and UP Express every day, and partnership is essential to delivering the reliable service they expect and deserve,” said Metrolinx President and CEO Michael Lindsay. “This extension ensures continuity as we advance the modernization of the network to support faster, more frequent service as part of GO Expansion.”

The post Transit Briefs: MBTA, Metrolinx appeared first on Railway Age.

Spanning more than 300 kilometers (186 miles) and serving 11 passenger stations, the project is part of Mexico’s federal initiative to modernize passenger rail infrastructure.

This milestone, the company says, “reflects Siemens Mobility’s continued success in Latin America and marks its first ETCS contract in Mexico.” Siemens Mobility’s scope also includes the delivery of its TPS.plan software, a “powerful” train planning system that optimizes timetables and rail operations, alongside ETCS Level 1 wayside signaling, an Operational Control Center and backup, as well as Supervisory Control and Data Acquisition (SCADA) systems. Consortium partner Sonda will provide telecommunications, CCTV, and civil works.

“This contract marks a significant milestone for Siemens Mobility, as it represents our first ETCS project in Mexico and the debut of our TPS.plan train planning software in Latin America,” said Siemens Mobility CEO Rail Infrastructure Marc Ludwig. “This project underscores our commitment to enhancing mobility and connectivity across the country. The Mexico City–Querétaro–Irapuato corridor will not only improve regional transport but will also support Mexico’s sustainable development goals by modernizing its passenger rail infrastructure. We are proud to contribute to shaping the future of rail transport in Mexico.”

Siemens Mobility’s scope in this project includes the design, engineering, supply, installation, and commissioning of state-of-the-art rail technologies. Central to this are the ETCS Level 1 wayside signaling system, an Operational Control Center (OCC) with a backup OCC, and SCADA systems for real-time infrastructure supervision.

ETCS, Siemens Mobility notes, “is a standardized signaling and control system that enhances rail safety by continuously supervising train speed and movement authority. It replaces fragmented national systems with a common standard.”

Additionally, Siemens Mobility will, for the first time in Latin America, implement TPS.plan, a “cutting-edge software solution” developed by its subsidiary HaCon. This application, the company says, “enables precise timetable and track path optimization by leveraging microscopic infrastructure modeling to create conflict-free schedules.” TPS.plan also simplifies coordination by granting stakeholders full access to the most up-to-date planning status, “ensuring efficient and seamless rail operations.”

The project, Siemens Mobility says, marks a key milestone in Mexico’s rail modernization, “significantly enhancing mobility for workers, students, and commuters in the Bajío region.” By connecting the capital with the states of Hidalgo, Querétaro, and Guanajuato, “the line strengthens regional connectivity to Mexico City, boosts economic competitiveness, and aligns with federal goals for sustainable passenger rail.” With innovative technologies and by taking a leading role early on, Siemens Mobility says it establishes itself as “a trusted partner to shape industry standards while driving efficiency, improving connectivity, and fostering long-term development.”

The post Siemens Mobility, Sonda Win ETCS Signaling Project in Mexico appeared first on Railway Age.

Lee, who has served as President and CEO since July 2021, said the decision comes after “careful reflection on the agency’s progress and its path forward.”

“It has been the honor of my career to lead this extraordinary organization and to work alongside more than 3,800 dedicated employees who move North Texas forward every day,” Lee said. “Together, we navigated one of the most challenging periods in transit history and emerged stronger, more focused, and better positioned to serve our growing region.”

“Nadine stepped into this role at a very challenging moment for the transit industry and helped guide DART through recovery while setting a clear strategic direction for the future,” said Board Chair Randall Bryant. “Her leadership strengthened operations, improved safety and reliability, and positioned DART to remain a critical mobility partner for the region.”

“Our team has laid the foundation for the next era of transit in North Texas,” said Lee, who added that she “remains focused on continuing the agency’s work during the remainder of her tenure.” “I look forward to continuing to work with our Board, our member cities, and our community partners as we move forward together.”

The recruitment process, DART says, will begin immediately, and additional details regarding leadership transition plans, including the announcement of an interim CEO, will be made in the coming weeks.

The post Lee to Step Down as DART President and CEO appeared first on Railway Age.

The last surviving Norfolk & Western American Car & Foundry 12-4 sleeping car arrived at the Hoosier Valley Railroad Museum in March, where restoration work is expected to begin in the spring. The car was acquired last year by the Norfolk & Western Business Car 300 Preservation Society, a nonprofit that previously saved its namesake office car. 

The nonprofit’s new car was built in January 1950 for the Wabash Railroad. It joined the N&W fleet in 1964 and was later assigned to the railroad’s business train in 1972. There, it was named Hollins College. 

Earlier this year, the car moved from its previous home on the Morristown & Erie in New Jersey to the Hoosier Valley. The 900-mile move from New Jersey to Indiana was made possible with the help of M&E, Dover & Delaware River, Norfolk Southern, and Chesapeake & Indiana Railroad. The nonprofit plans on holding Sunday volunteer sessions beginning in April. 

For more information, visit the Norfolk & Western Business Car 300 Preservation Society’s website. 

The post Restoration of N&W Sleeper to Begin appeared first on Railfan & Railroad Magazine.

Request For Proposals

SSE #: R34262

DUE DATE: 9/08/2026

TITLE: Purchase 2,390 Subway Cars (Base 1,140 cars + Option 1,250 cars)

The Metropolitan Transportation Authority (MTA), acting on the behalf of the New York City Transit (hereinafter the “Authority” or “NYCT”), a public benefit corporation organized under the Public Authorities Law of the State of New York (“NYS”), hereby invites firms to provide proposals for the design, furnishing and delivery of 1140 Cars (the “Base Order”) with an Option to order up to an additional 1250 Cars (the “Option Order”), for the New York City Transit System “A” Division. As detailed in the RFP Overview and Proposal Procedures, both the Base Order and Option Orders have multiple split scenarios consisting of different configurations/combinations of Closed End Cars (the “R262”) and Open Gangway Cars (the “R262OG”). The Contractor will provide all design, engineering, testing, manufacturing, delivery, warranty, training, spare parts, tools, diagnostics test equipment and other services as necessary.

Info for the above solicitation(s) can be found on https://www.mta.info/doing-business-with-us/procurement/new-york-city-transit

The post MTA NEW YORK CITY TRANSIT (NON-CONSTRUCTION) appeared first on Railway Age.

North American rail volume on nine reporting U.S., Canadian, and Mexican railroads came in at 7,531,662 carloads and intermodal units for the 11-week period ending March 21, 2026, the AAR reported March 25. Cumulative volume in the U.S. was 5,479,590 carloads and intermodal containers and trailers, up 1.8% from the same point last year; in Canada, 1,763,891 carloads and intermodal units, up 1.3%; and in Mexico, 288,181 carloads and intermodal units, up 11.7%.

Results were similar through the first 10 weeks of this year (ending March 14, 2026).

For the week ending March 21, 2026, U.S. Class I railroads carried 502,252 carloads and intermodal units, rising 1.2% from the same week last year, according to the AAR. That comprised 227,853 carloads, up 1.2% from 2025, and 274,669 containers and trailers, up 1.2% from 2025.

Five of the 10 carload commodity groups posted an increase compared with the same week in 2025. They included chemicals, up 2,158 carloads, to 36,302; coal, up 918 carloads, to 58,312; and grain, up 749 carloads, to 22,989. Commodity groups that posted decreases compared with the same week in 2025 included metallic ores and metals, down 1,122 carloads, to 19,087; forest products, down 361 carloads, to 7,841; and nonmetallic minerals, down 319 carloads, to 29,289.

For the first 11 weeks of 2026, U.S. railroads reported cumulative volume of 2,450,275 carloads, up 4.7% from the same point last year; and 3,029,315 intermodal units, down 0.4% from last year.

North American rail volume for the week ending March 21, 2026, on 9 reporting U.S., Canadian and Mexican railroads totaled 331,402 carloads, down 0.2% compared with the same week last year, and 361,692 intermodal units, down 0.0% compared with last year. Total combined weekly rail traffic in North America was 693,094 carloads and intermodal units, down 0.1%.

For the week ending March 21, 2026, Canadian railroads reported 90,910 carloads, a 2.7%, and 73,440 intermodal units, a 4.4% drop-off compared with the same week last year.

Mexican railroads reported 12,909 carloads for the week ending March 21, 2026, falling 6.0% from the same point last year, and 13,583 intermodal units, down 0.2%.

The post AAR: North American Rail Volume Up Slightly Through Week 11 appeared first on Railway Age.

In the opinion of the late President Ronald Regan, “The nine most terrifying words in the English language are, ‘I’m from the government and I’m here to help.’” Among railroaders, the phrase rang painfully and expensively true for most of the 20th century when the former Interstate Commerce Commission (ICC) regulated railroads into the years the locust hath eaten. Things they have been a changin’ under ICC successor Surface Transportation Board (STB).

Take, for example, the 1970 National Environmental Protection Act (NEPA), whose intent is commendable but application often flawed.

Consider a 150-foot-wide main line right-of-way owned by a Class I railroad near an under-construction steel plant. Were the railroad asked to construct a connecting stub track over its land or that of the steel plant to serve the plant, neither Board approval nor environmental review would be required.

But what if the Class I wished to sell or lease to a short line that right-of-way from which the nearby steel plant requested the connecting stub? Under existing regulations written long ago by the ICC, an environmental assessment is required, typically taking a year and jointly paid for by the short line and taxpayers.

Or, consider a Class I branch line with no existing traffic but connected to a short line serving an auto plant. Were the Class I wishing to rehabilitate the line to facilitate new traffic from the short line, no environmental review would be required. But if the short line purchased or leased the unused branch line, an environmental review is required.

Clearly, partial railroad economic deregulation that commenced in the mid-1970s and accelerated in 1980 by the Staggers Rail Act wasn’t complete. But today, March 15, the STB removed another roadblock to railroad efficiency with a proposal to reform its permitting process to accelerate approval of rail infrastructure projects (Docket EP 779, Permitting Reform – Environmental Review Process) (download below). Public comment is sought. Under proposed revisions in the Notice of Proposed Rulemaking (NPRM), certain reviews would be eliminated, while, for those specifically required under the law, the process would be considerably shorter and less expensive to railroads and taxpayers.

The unanimous vote by Republican Chairperson Patrick J. Fuchs, Republican Michelle A. Schultz and Democrat Karen J. Hedlund makes clear this is not a politically partisan decision but another overdue effort to reduce regulatory burdens and lower regulatory costs.

In crafting its 69-page proposed permitting reform, the STB says it took guidance from the Council on Environmental Quality (CEQ) and the Supreme Court’s May 2025 decision in “Seven County Infrastructure Coalition v. Eagle County.” The Court held that the STB has discretion to determine the scope of environmental analysis, and the CEQ guidance prods agencies to reform their categorical exclusion process. The NPRM’s new categorical exclusion for connecting track along existing rail rights-of-way segments does that, allowing what the Board considers a more sensible approach.

The proposed permitting changes affect deadlines and page limits for environmental assessments where projects are unlikely to have significant environmental effects.

In a separate expression, Hedlund said, “Today’s NPRM proposed categorically to exclude abandonments from environmental review unless the abandoning carrier announces an intention to conduct salvage operations that would occur prior to consummation of the abandonment or entry into an interim trail use agreement. I encourage stakeholders to submit comments on this aspect of the NPRM, given that it proposes to reverse the Board’s prior understanding of governing law.”

Fuchs told Railway Age that “today’s proposed permitting reform would lead to more expeditious and cost-effective environmental review by focusing on appropriate analyses rather than unnecessary paperwork.”

The post STB Aims to Reform Rail Permitting appeared first on Railway Age.

Judge Lewis J. Liman of the Southern District of New York has been busy lately, deciding cases about the new Congestion Pricing toll that the Metropolitan Transportation Authority (MTA) has been collecting since January 5, 2025. Passenger automobiles are charged $9.00 ($2.25 during nighttime hours after 9:00 PM) to enter the zone below 60th Street in Manhattan. The objects of the tolling program are to reduce traffic congestion in such places as Midtown, the historic Financial District at the island’s southern tip, and places in-between, as well as helping pay for the MTA’s capital program. As we have reported and commented, the program appears to have been successful so far.

Thanks to decisions from Liman and other judges, the tolling program has also survived a number of challenges from different groups, ranging from organizations representing aggrieved motorists to elected officials of both parties. Liman issued the latest decision supporting the program on March 3 in the matter of METROPOLITAN TRANSPORTATION AUTHORITY, et al. v. SEAN DUFFY, et al., No. 25-cv-1413 (LJL). As Secretary of Transportation in the POTUS 47 Administration, Duffy has attempted to force the MTA to terminate the toll, which the Administration has consistently opposed.

The MTA and its subsidiary, the Triboro Bridge and Tunnel Authority (TBTA), which is tasked with collecting the tolls, sued Duffy, the USDOT, the Federal Highway Administration (FHWA) and its Executive Director on February 25, 2025, for a preliminary injunction that would prevent Defendants from terminating the toll. Liman issued that injunction on May 28. Both sides moved for Summary Judgment (a legal judgment on facts not in dispute), and Liman said in his introduction: “Plaintiffs’ motion for partial summary judgment is granted, and Defendants’ motion for partial summary judgment is granted in part and denied in part (at 2).” The entire opinion, all 149 pages of it, can be downloaded below.

Liman began by recapping the factual background of the case (at 3-23), with the intent that the current opinion will be read as a companion to his opinion granting the injunction (at 3). His summary is thorough, detailing the facts of the case and its procedural history. To obtain an injunction, a party must prove that irreparable harm will occur if the requested injunction is denied, a likelihood of success on the merits, and a balance of hardships in its favor. Liman noted (at 13) that he had issued a Temporary Restraining Order (TRO) on May 27 after a hearing and converted it into a Preliminary Injunction the next day. He also noted that Duffy and his DOT were not invoking a proper basis for terminating the toll, which had been approved under the previous Administration (at 16-19) and that the Plaintiffs had demonstrated that they would be likely to succeed on the merits (at 19-21) and other required proofs.

The opinion also reviewed the procedural history of the case (at 23-25), which included requests for summary judgment and other filings, including some from non-parties who are concerned about the outcome. He then analyzed the Standard of Review (at 25-26) under the Administrative Procedure Act (APA) and summary judgement, where the movant must prove that there are no disputed issues of fact.

In the Discussion section of his opinion, Liman made a thorough analysis of a number of issues. We can’t go into detail about what he said, but we can report some of the important points that he made. He referred to his 109-page opinion in which he granted the requested injunction and continued: “At summary judgment, the parties rely on essentially that same record. The Court nonetheless has independently reviewed its prior analysis with an open mind. After doing so, the Court reaches the same ultimate conclusions it reached at the preliminary injunction stage. Rather than repeating that analysis verbatim here, the Court thus incorporates by reference its prior decision which should be read in tandem with this opinion. The Court addresses the arguments of the parties, including the Secretary, that were not fully developed at the preliminary injunction stage. To the extent that a particular argument of the parties is not fully addressed, that is because it is addressed in the preliminary injunction opinion (at 27, footnote omitted).”

Jurisdictional issues (at 27-71) included Standing of the Organizational Intervenors (at 27-28), Final Agency Action (at 29-42), Ripeness (at 42-48), and the Tucker Act (at 49-71). Within the discussion of that statute, Liman considered arguments that, “The VPPP is Not Money Mandating (at 54-59),” “Jurisdiction Lies in Federal District Court under Megapulse (at 59-68),” and “Organizational Intervenors Could Not Seek Relief in the Court of Federal Claims (at 69-71).” Liman ruled that the plaintiffs had already met their burden of establishing jurisdiction in the preliminary injunction stage of the litigation.

The judge described the defendants’ actions thoroughly and ruled that they were sufficiently “final” to allow judicial review. For example, he said: “No less an authority than the President of the United States announced on February 19 that ‘CONGESTION PRICING IS DEAD’ (at 33; docket citation omitted, emphasis in original).” He also said that the FHWA’s willingness to extend its deadline to comply with its termination order, which it characterized as a “goodwill” gesture, did not negate finality (at 36). He also noted that postponing deadlines could “indefinitely delay judicial review (at 37).” The defendants had asked the judge to declare lack of “prudential” ripeness (not a Constitutional issue), but he declined that request, saying that the defendants would continue to suffer hardship, including penalties for not complying with the Secretary’s orders, if review were delayed (at 41-47). He added that “these costs would flow directly from the Secretary’s action [and] reinforce the ripeness of the controversy (at 47-48).”

The final jurisdictional argument that the government officials raised was that the case essentially sounds in contract, and the Tucker Act “vests exclusive jurisdiction over this dispute in the Court of Federal Claims (at 49).” Liman noted that only money damages are available in that court, and he had previously concluded that this case does not fall within the Tucker Act (at 50). He analyzed the rights that the plaintiffs claimed and found them to be non-contractual, outside the scope of the Tucker Act. He also noted that no equitable relief that could be granted to Plaintiffs would require the Federal Government “making a payment to the Plaintiffs, or to any other entity (at 54).” Therefore, the Court of Federal Claims would not be an appropriate forum for the present case (at 58 and 64). Further, intervenors making environmental arguments also sought injunctive relief, because a money judgment from the Court of Federal Claims would not give them the injunctive relief they want (at 69).

The next set of issues concerned Plaintiffs’ APA (Administrative Procedure Act) Claims (at 71-132).

The first set of arguments claimed: “The Secretary’s Legal Grounds for Termination were Arbitrary and Capricious (at 72-89).” Arguments concerning that issue were: “The VPPP Allows the Secretary to Permit Cordon Pricing (at 73-83),” and “Funds Generated by a Value Pricing Program are Not Limited to Use on Highway Infrastructure (at 83-89).” The next argument alleged: “The Secretary’s Termination Cannot be Supported by Post Hoc Policy Rationales (at 89-98).” The next topic was “Reliance Interests (at 98-102).” Liman then considered the arguments that “The Secretary Does Not Have the Authority to Terminate the VPPP Agreement for Policy Reasons (at 102-32).” Included in that set are arguments concerning Federal Regulations (at 103-118), the Christian Doctrine (at 118-121), that “The VPPP Does Not Limit the Secretary to the Awards Terminable At Will (at 121-28),” and “The Sovereign Authority Doctrine Does Not Give the Secretary the Power to Terminate (at 128-32).”

Liman began the APA section of his opinion by ruling that the Secretary’s legal grounds for terminating the tolling program were arbitrary and capricious (at 72). In short, he did not find support for Duffy’s contentions. He defended the practice of “cordon pricing” that the toll creates, because a toll is permissible to mitigate congestion under the FHWA, and a non-tolled option is not required (at 74). In addition, he mentioned other statutes and programs designed to reduce motor vehicle travel (at 76).

The opinion noted that “The Secretary concluded that Congress deprived the agency of the right to approve the program because ‘the primary consideration of the toll rates here is to raise revenue for an MTA capital program.’ The Secretary dedicates a single paragraph to this argument in his summary judgment brief. The problem with the Secretary’s argument is not its brevity. It is that it has no basis in the statute (at 83-84, citations omitted).” He added: “The statute specifically envisions that the funds generated through a tolling program may be spent on means of transportation that offer alternatives to a congested roadway (at 84).” Another example of such a policy is the Congestion Mitigation and Air Quality (CMAQ) program. Another criticism of Duffy’s policy was that it used post hoc policy rationales. He quoted the Supreme Court saying: “It is a ‘foundational principle of administrative law’ that judicial review of agency action is limited to ‘the grounds that the agency invoked when it took action (at 89, citation omitted)’ and added that an agency ‘cannot make up new reasons in the course of litigation and assert that those – and not the stated reasons – were the basis of its action … The policy rationales in the April 21 Letter were exactly such post hoc rationalizations (at 90).'” In response to the argument that the tolling program harms lower-income motorists, Liman said: “Low-income workers are anticipated to be beneficiaries of the Tolling Program, as they are disproportionately reliant on the public transit options that the Tolling Program seeks to improve (at 94).” He summarized his response to those arguments by saying: “It is difficult to imagine more arbitrary and capricious decision-making that than at issue here. ‘Agency action is arbitrary and capricious if a reviewing court cannot discern from the record that the agency action was the product of reasoned decision making (at 97, citation omitted).'” He also held that it was reasonable for the MTA and TBTA to rely on the revenue that the tolling program could reasonably be expected to raise and explained why (at 98-102).

The opinion included an extended discussion about why the Secretary does not have authority to terminate the Value Pilot Pricing Program (VPPP) agreement for policy reasons. Liman also said that there was no term in the agreement that allowed the agency to terminate it unilaterally (at 102). He noted that the TBTA could terminate the agreement by deciding to discontinue collecting the tolls (at 110), but also noted: “the Secretary does not point to a provision of the VPPP Agreement that even hints at the notion that, regardless of the investment the Plaintiffs have made in the Project, their compliance with the terms of the agreement, and the success they have achieved, the Secretary retains the right to terminate at any time and without any notice simply because his Department has different goals and different priorities than it had when it approved the agreement (at 111).” After a long discussion of procurement and terminability of grants, Liman said: “Each Secretary must have the power to make a commitment if Congress’s objectives are to be satisfied (at 125).” Regarding the argument that if a statute allows an official to establish a program, that also brings the authority to disestablish one. The opinion disputed that argument, saying: “If the Secretary has the power to establish a program, he or she must have the power to commit to a program (Id.).” Liman granted summary judgment to the Plaintiffs on Count I (the Administrative Procedure claims).

The Plaintiffs and organizational intervenors argued that the Secretary’s actions were (ultra vires) going beyond the scope of his authority. Liman granted the Secretary summary judgment on that claim, since he had granted the relief that the Plaintiffs had requested. He concluded the portion of his opinion that dealt with issues other than remedies by saying: “The Court has decided that the agency acted contrary to law and violated the APA when it concluded that Congress deprived it of the authority to sign the VPPP Agreement. But that is because the February 19 Letter violated the APA, not because of the failure to consider the environmental impact of its action (at 139, footnote omitted).”

Finally, he turned to issues concerning Remedy (at 140-48). He started the discussion by listing the remedies that the Plaintiffs had requested and then said: “The Court must vacate the February 19, and the April 21 Letters and the actions taken through them. Under the APA, courts are instructed to ‘hold unlawful and set aside’ agency actions found to be ‘arbitrary, capricious, … or otherwise not in accordance with law. The Secretary’s actions were arbitrary and capricious, an abuse of discretion, and not in accordance with law. Accordingly, his actions purporting to terminate that agreement, including the February 19 Letter and the April 21 Letter, are vacated. The VPPP Agreement is restored and the FHWA approval of the CBDTP [Central Business District Tolling Program] is reinstated. Plaintiffs are thereby relieved of the obligation to cease tolling operations. Plaintiffs are restored to their position prior to the issuance of the February 19 Letter (at 140-41, citation omitted).” He also did not order a remand (at 141). The opinion defended the issuance of a declaratory judgment in the present case: “A declaratory judgment is appropriate here. It would serve a useful purpose in clarifying and settling the legal relations in issue and afford relief from uncertainty and insecurity (at 143).”

Liman described the judgment he was issuing: “Plaintiffs are therefore entitled to declaratory judgment that the Secretary is permitted to terminate the VPPP only pursuant to the terms expressly stated therein, that the Defendants’ termination of the VPPP Agreement was unlawful, and that any attempt to enforce the February 19 Letter or the April 21 Letter would be unlawful. Defendants may not terminate the VPPP Agreement under subsection 200.340(a)(4), the incorporation of that provision through the Christian doctrine, inherent powers under the VPPP, or the exercise of the Secretary’s powers under the unmistakability doctrine (at 144-45).” He also added: “Plaintiffs request also a declaration that the Defendants ‘may not terminate [the VPPP] except with the Project Sponsors’ approval.’ As Defendants argue that declaration sweeps too far (at 145, citation omitted).” Although Liman criticized what appeared to be the Defendants’ lack of good faith toward the Plaintiffs (at 146), he also said: “However, Plaintiffs have not made out a sufficient showing to support permanent injunctive relief (Id.).” He explained that he could not enjoin [POTUS 47], who is not a party to the case, and that the Defendants are allowed to keep fighting for their case, including taking an appeal (Id.). He also said: “Finally, Plaintiffs are not entitled to an injunction prohibiting ‘Defendants from withdrawing, cancelling, delaying, rescinding, or withholding federal funding from Plaintiffs without constitutional and statutory authority’ because it would be overbroad … Since the Court has vacated the February 19 Letter and the April 21 Letter, Defendants would have no lawful right to take action on the basis of them (at 147).”

Judge Liman’s opinion is 149 pages long. It is also far-reaching and thorough, dealing with many issues that the parties had raised. It would require a Case Comment in a Law Review to deal with all of the substantive and procedural issues in the case. All we could do is deliver a brief summary of the opinion and note some of the highlights. At this point, at least in theory, the February 19 and April 21 threats to the Congestion Pricing toll have been neutralized. The tolls are still being collected, and contemporary accounts continue to say that the program continues to be successful in pursuing its goals. Duffy and the other DOT Defendants are allowed to take an appeal, and it is reasonable to expect that they will pursue one. Duffy and the other leaders of the current Administration, including POTUS 47 strongly oppose the Congestion Pricing program, and it does not appear that the losing side on appeal to the Second Circuit would take such a loss without filing a Petition to the Supreme Court to take the case. Whether or not they will review the case remains to be seen. Wherever the case is going, we will keep an eye on it. At least we can hope that this article has heightened your understanding of the dispute underlying Congestion Pricing, even though the opinion was too detailed to report it.

The post Federal Judge Denies Latest Administration Challenge appeared first on Railway Age.

A Boston & Maine SW1 is en route to the Danbury Railway Museum in Danbury, Conn., two years after it was saved by a grassroots preservation effort.

Built in 1953, locomotive 1127 was unique in that it was the only SW1 on the B&M roster outfitted with MU (multiple unit) control, which allowed it to be operated in tandem with other diesel locomotives. For years, the locomotive was assigned to branches in central New Hampshire. In 1996, it was sold to the Luzerne & Susquehanna in Pennsylvania.

In 2024, preservationists learned that the locomotive was going to be scrapped within days and launched a GoFundMe campaign that raised the $65,000 needed to buy and move the locomotive in a matter of days. The engine was then handed over to Danbury, which has been raising money to move it and ensure its continued preservation.

The engine is presently being moved from Pennsylvania to Connecticut. It is currently painted black and lettered for the B&M, but long-term plans call for painting it in the railroad’s classic maroon and gold livery.

The post Boston & Maine SW1 Bound For Danbury appeared first on Railfan & Railroad Magazine.

CN recently announced via a LinkedIn post that Canada Post/Postes Canada has named the Class I as its National Carrier – Multi Mode winner, “recognizing CN’s strong safety performance in moving mail across the country.”

“A big shout out to our CN and CNTL teams! Your commitment to safety, from our unprecedented zero incident year to consistently top tier performance across Canada Post sites is what made this recognition possible. Thank you for looking out for one another, delivering reliable service, and proving every day that safety is a team sport,” CN wrote in the post.

CPKC de México President Oscar del Cueto was recently appointed President of the American Chamber of Commerce of México, the Class I wrote announced in a LinkedIn post.

The chamber, representing hundreds of U.S. and multinational companies that invest in México, promotes trade and investment between the two nations. Cueto assumes AmCham México’s leadership at a pivotal moment for North American trade as the group “looks to advocate for the future of USMCA and an agenda of competitiveness, investment, and economic development,” the Class I noted.

Addressing the chamber after his appointment, Cueto stressed the importance of strengthening North American trade. He called on the business community to help build consensus and shape a “strong, modern AmCham with a long-term vision for sustainable growth and shared prosperity.”

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

Sasser, Inc. on March 20 announced that it has named Michael Kelly as President of its Rail division, which includes Chicago Freight Car and CF Rail Services. He will report to Jeff Walsh, CEO of Sasser, Inc., and succeeds Thomas Clark, who is retiring after a distinguished career in the rail industry.

“We thank Tom Clark for his many contributions to Chicago Freight Car and CF Rail Services and wish him the best in retirement,” Walsh said. “Mike has been an outstanding leader within our organization, and we are excited to see him step into this highly strategic role.”

Kelly brings extensive experience in sales leadership and rail industry operations. Since joining Chicago Freight Car, he has served as Sales Director for the Eastern Region and, most recently, as Vice President of Sales, where he helped drive growth across the company’s leasing business.

Before joining Chicago Freight Car, Kelly held leadership roles within the rail industry, including managing mobile repair operations and supporting growth across full-service repair shops. Earlier in his career, he worked in industrial distribution, serving the pipe, valve, and fittings markets, as well as specialty chemicals.

“I am honored to step into the role of President to lead this exceptional organization and build upon the legacy we have established since 1928,” Kelly said. “I look forward to working with our talented employees to continue growing our business, strengthening our fleet and repair capabilities, and reinforcing our position as a trusted partner across the rail industry.”

Recently the Long Beach Board of Harbor Commissioners approved the creation of a new bureau, Organizational Effectiveness, and Port of Long Beach CEO Dr. Noel Hacegaba has named Khristina Jason, the Port’s current Director of Human Resources, to head up the new bureau. The move takes two Port divisions which had reported directly to the CEO—Human Resources and Central Procurement Services—and places them in a bureau.

As Managing Director of Organizational Effectiveness, Jason will report directly to Hacegaba and will “lead groundbreaking new initiatives aimed at developing the Port’s own workforce of 600 teammates, as well as building even stronger connections to the business community—especially small businesses—by providing new ways for area businesses to engage with Port contracting opportunities.”

Meanwhile, the Board of Harbor Commissioners is also considering the appointment of a Chief Administrative Officer. This newly created position will report to Hacegaba and oversee four of the Port’s six bureaus—Commercial Services, Engineering Services, Finance & Administration and Planning & Environmental Affairs. Current Port of Long Beach Managing Director of Commercial Services Casey Hehr will be considered for promotion to the CAO position.

The Strategic Advocacy Bureau, led by Managing Director Eleanor Torres, will continue to report to Hacegaba and assist him in managing the Port’s strategic partnerships.

Hacegaba, who became Port CEO on Jan. 1, said he relies on the Long Beach Board of Harbor Commissioners “to continue to provide the excellent and wise oversight that will enable Hacegaba and his leadership team to execute the Port’s 2050 Vision for doubling cargo volume while building the Port of the Future.”

“We appreciate our CEO for working closely with the Board and keeping us well informed on all plans and proposals. His attention helps us to do our job, which is to advise him and make the best decisions for the Port,” said Board of Harbor Commissioners President Frank Colonna. “Noel has already done a remarkable job of collaborating and executing to build a winning culture, and we look forward to building on that relationship.”

The post People News: Sasser, Port of Long Beach appeared first on Railway Age.

Canadian Crown corporation Alto and Cadence on March 23 reported the start of environmental data collection “to deepen our understanding of local conditions, to support the impact assessment process, and to guide planning, engineering, and environmental analyses” of the planned HSR network.

In March 2025, the partners signed a development agreement that includes detailed design work, land acquisition, environmental assessments, and consultations with nearby residents, including Indigenous communities.

Instead of VIA Rail Canada’s HFR (High-Frequency Rail) service revealed first by Railway Age Canadian Contributing Editor David Thomas in 2016, outgoing Canadian Prime Minister Justin Trudeau in early 2025 said Alto would be dedicated electrified HSR, with trains running up to 186 mph (300 kph); it would be implemented as a DBFOM (design-build-finance-operate-maintain) project, with stations planned in Toronto, Peterborough, Ottawa, Montréal, Laval, Trois-Rivières, and Québec City.

The project is slated to create more than 50,000 jobs during construction, “generate productivity gains that could reach up to C$35 billion annually,” and contribute to cutting greenhouse gas emissions, according to Alto and Cadence, the consortium of Quebec pension fund’s CDPQ Infra, AtkinsRéalis (formerly SNC Lavalin), Keolis, SYSTRA Canada, Air Canada, and SNCF Voyageurs.

On Nov. 18, Alto and Cadence reported that outreach to the steel industry was expected in 2025. The goal: “to shape a procurement approach that prioritizes Canadian suppliers.” Guided by the government’s intent to Buy Canadian, the partners said that key components of the future rail network—including “several hundred thousand tons of steel for high-speed [track], structures, facilities and electric infrastructure”—will be sourced from Canadian suppliers “to the greatest extent possible.”

According to Alto and Cadence, the 2026 program builds on preliminary work conducted in previous years, with data collection taking place within the first segment of the study corridor between Ottawa and Montréal. Field studies may include wildlife and flora observations, soil sampling, sound-level measurements, and the analysis of waterways and wetlands. “These activities, which are designed to be as non-invasive as possible, are carried out by qualified professionals using recognized methodologies and in compliance with applicable regulatory requirements,” the partners said. “The sites identified for field studies represent rural, urban and suburban environments. They do not indicate the project’s final route, which has not yet been determined. Properties selected for the field studies program were chosen based on the quality of data that can be collected, on the ease of access, and to ensure staff safety.”

Field studies, Alto and Cadence said, will help establish “baseline environmental conditions within the study corridor prior to the project, anticipate potential impacts, and identify measures to avoid, minimize, or compensate for adverse effects, while maximizing benefits for communities.”

They noted that “Indigenous knowledge plays a fundamental role in understanding the territory” and “helps build a deeper understanding of site-specific conditions and traditional land use, thereby enriching scientific analysis.”

“Alto collaborates with Indigenous communities to identify their areas of interest related to field studies and to organize their participation in the program,” the partners reported. “This integrated approach supports more comprehensive, inclusive, and locally grounded field studies and impact assessments, while also facilitating regulatory processes and permitting requirements.”

According to Alto and Cadence, field studies conducted by Alto so far have taken place on public lands and existing rail corridors. In 2026, they are “broadening field study work within the corridor so as to include certain private properties, which will allow us to capture more comprehensive environmental data.” As part of this work, they said, “agents will contact selected property owners within the study corridor to seek permission to enter (PTE) their property.” Participation is voluntary and participants will receive financial compensation, reported Alto and Cadence, which noted that no field studies will be conducted on private properties without consent from their owners.

“Receiving a PTE request does not necessarily mean that a property will need to be acquired for the project or that the future train will run near it, as the alignment has not yet been determined,” they continued. “Alto is committed to maintaining clear and structured communication with property owners. Each property owner will receive a comprehensive information package and, when required, will receive personalized support and efficient communications by a dedicated Alto representative throughout the process.”

“The environment is at the heart of every decision we make, reflecting our commitment to minimizing impacts on communities along the corridor,” Alto Vice President, Environment Anne-Marie Gaudet said. “To gain a comprehensive understanding of the territory, our teams will need to access a variety of public and private sites scientifically selected to showcase the corridor’s unique characteristics and diversity. These studies will enable us to make responsible, evidence-based decisions in order to protect both the ecosystems and the people living near the corridor.”

• Alto HSR Could Include Tunnels in Montreal, Toronto (part of Transit Briefs)
• Alto Launches Public Consultations (part of Transit Briefs)
• Alto HSR Project Advances
• Canada Dumps VIA Rail Brand for Private ‘Alto’ HSR
• VIA HFR: How Viable? How Close?
• Red-Over-Green for VIA Rail’s High-Frequency Corridor
• Canadian HFR: From Proposal to Project

Caltrain on March 23 reported paying tribute to Rep. Nancy Pelosi (D-Calif) with a trainset named in her honor. Pelosi, who served as House Speaker from 2007-2011 and 2019-2023, announced late last year that she will retire at the end of her current term in January 2027.

“Made during Women’s History Month, this dedication recognizes Pelosi for her outsized role in advocating for Caltrain and other public transit agencies throughout her career as she nears the end of her final term in Congress after serving for 38 years,” said the operator that provides rail service from San Francisco to San Jose, with commute service to Gilroy. “Pelosi was instrumental in obtaining federal funding for Caltrain’s $2.4 billion Electrification Project that was completed in 2024, modernizing the 160-year-old railroad.” It now runs 23 new Stadler Rail-built KISS bilevel EMUs (electric multiple-units).

Caltrain noted that through the Infrastructure Investment and Jobs Act of 2021, Pelosi helped secure $10.3 billion to expand public transit and more than $4 billion in emergency COVID-19 relief for Bay Area transit, “strengthening essential infrastructure and connecting communities.”

This is the second electric trainset Caltrain has dedicated; it dedicated a trainset in honor of Rep. Anna Eshoo (D-Calif.) on the first day of electrified service in September 2024.

“Speaker Emerita Pelosi didn’t just represent the Bay Area—she built it, strengthened it, and connected the Golden State to the world,” California Gov. Gavin Newsom said. “She has driven the biggest wins for infrastructure and clean transportation this state has achieved in a generation, and Caltrain’s transformation from an aging diesel railroad into one of the fastest-growing electric transit systems in America is proof of what fearless, relentless leadership looks like. Naming this train in her honor is a tribute as enduring as her legacy, and every Californian who rides these rails will travel in the future she fought to build.”

“Few leaders have done more for San Francisco than Speaker Emerita Nancy Pelosi,” noted San Francisco Mayor Daniel Lurie. “Naming this Caltrain in her honor is a fitting tribute to her decades of service to this city and her record of delivering results for our residents and our future. On behalf of San Francisco, we thank her for her 38 years of service and for always fighting to keep our city moving.”

“For as long as Caltrain has existed, Speaker Emerita Nancy Pelosi has been in Congress advocating for it,” added Caltrain Board Chair and San Bruno Mayor Rico E. Medina. “While we are sad to see her go, we are proud to continue to celebrate her legacy and everything she has achieved both for our rail agency and for the people we serve every day.”

“Speaker Emerita Nancy Pelosi has been a steadfast champion for public transportation and for the communities Caltrain serves,” Caltrain Executive Director Michelle Bouchard commented. “We are deeply grateful for her leadership and efforts to secure critical investments that have been transformative to this corridor and pivotal to strengthening transit systems across the Bay Area. The people of the Bay Area will benefit from electric Caltrain service for decades to come, and by naming this train in her honor, we ensure that her role in making this project a reality will be celebrated for just as long.”

• Success Story
• Caltrain Board Adopts Corridor Right-of-Way Safety Strategy (part of Transit Briefs)
• For Bay Area Transit, a $590MM ‘Fiscal Bridge’
• Caltrain: ‘Cuts to Come’ Without External Funding
• Caltrain Implementing Asset Monitoring Tech at Crossings

The post Transit Briefs: Alto, Caltrain appeared first on Railway Age.

Through the Transit Innovation Yard, the TTC is opening its system to select start-ups and academics to trial new technologies and ideas—providing the TTC the opportunity to examine emerging solutions and pursue those with clear potential. The partnership is a part of the TTC’s broader push “to build a more innovative, future-ready transit system,” the agency noted.

The five selected research projects are:

• “An automated rail inspection system: Led by Dr. Farrokh Janabi-Sharifi, this project will demonstrate a compact sensing system installed beneath a TTC rail vehicle to capture high-resolution imagery of rails and nearby track infrastructure during normal movement. The system will analyze the data to identify potential defects such as cracks, missing fasteners, or debris, helping TTC teams better monitor track conditions and plan maintenance.
• “A cross-device digital wayfinding solution: Led by Dr. Ali Mazalek, this project will create a proof-of-concept for in-station wayfinding kiosks. Users will be able to connect their phones to the kiosks and access route information—as well as share that information with other contacts.
• “A sustainability-focused digital twin of a TTC yard: Led by Dr. Jenn McArthur, this project will develop a digital twin of a TTC yard that visualizes energy use across major systems, such as heating, ventilation, and air conditioning (HVAC). The initial prototype will demonstrate how energy flows through the facility, highlight possible waste and allow TTC teams to test potential energy‑reduction opportunities.
• “A study of the TTC Underground Sounds Subway Musician Program: Led by Dr. Charlie Wall-Andrews, this project will study how live music influences the customer experience, rider mood, and perceived safety. The project will also look into the feasibility of musicians having an expanded safety function within select TTC stations.
• “An AI engine for dynamic route optimization: Led by Dr. Sharareh Taghipour, this project will develop a prototype AI engine that can dynamically optimize routes, factoring traffic conditions, service disruptions and passenger demand, with the aim of improving service reliability and operational efficiency.”

“Toronto is home to world-class universities,” said Mayor Olivia Chow, “Through the Transit Innovation Yard partnership, we’re harnessing the incredible talent in our city to build cutting-edge, made-in-Canada solutions to transit issues here and around the world.”

“I look forward to seeing these projects get under way,” said TTC Chair Jamaal Myers. “We’re always searching for creative new ideas to provide better safety and service for our customers. I’m hopeful that this research will produce valuable, practical insight.”

“As we work to modernize and transform our system, partnerships like this are essential,” said TTC CEO Mandeep S. Lali. “By connecting our operations expertise with the research excellence of TMU, we are exploring practical new solutions to real-world challenges—at no cost to the TTC.”

“TMU is proud to bring solutions-focused, innovative research expertise to the TTC,” said Mohamed Lachemi, President and Vice-Chancellor at Toronto Metropolitan University. “Our entire community will benefit from this collaboration, which will address critical challenges for the transit system that so many at our university and in our city rely on.”

Projects are expected to progress over the next 9-15 months, culminating in recommendations and next steps for the TTC’s consideration.

The post TTC, TMU Partner to Drive Transit Innovation appeared first on Railway Age.

This year, 46 honorees were recognized for rising to meet – and lead through – a period of historic change, advancing Union Pacific’s Safety, Service and Operational Excellence strategy and laying the foundation to build America’s first transcontinental railroad.

“We delivered best-ever safety, service and financial results while working to transform our industry,” said CEO Jim Vena to the audience of 170-plus honorees, guests and executive hosts. “This success was driven by the excellence of our people, and I could not be prouder of tonight’s recipients.”

Vena created the awards to celebrate the teams who pursue the possible and achieve it. The nine award categories are tied to the pillars of Union Pacific’s Safety, Service and Operational Excellence strategy: Safety, Service, People, Asset Utilization, Cost Leadership, Growth, and the best-performing Transportation, Mechanical and Engineering teams. This year’s winners included a tie for the Spirit of Union Pacific Award.

A cross-departmental committee selected award recipients from nearly 260 employee submissions and used performance-based metrics to identify the best-performing Operating teams. With the winning groups ranging in size from 9 to 1,600 employees, leaders selected representatives to attend the in-person recognition event and accept a trophy created from a slice of authentic Union Pacific rail.

Winning teams will hold local celebration events to acknowledge all employees who contributed to their award win, displaying the trophy and thanking them with a special CEO Excellence Awards coin and pin. 

“We’re here as a group to win and be the best,” Vena said. “There is nothing we can’t do together, especially when we have the support of the loved ones who are with us today.”

Learn more about Union Pacific’s newest CEO Excellence Awards recipients in these nomination form excerpts.

“John’s teammates know him as someone who listens first, communicates clearly and turns field challenges into practical, safe solutions. On his own time, he’s educated more than 5,000 people about grade crossing safety and safe driving – working with schools, community leaders and local businesses to protect the public around our tracks. John makes everyone around him safer: at work, at home and in the communities we serve.” 

“Iron Pulse launched with one clear goal: align the Harriman Dispatching Center (HDC) with our Safety, Service and Operational Excellence strategy to provide safe and reliable service to our customers. This team implemented more than 140 standardized processes while bringing together Transportation, Engineering, Mechanical and Safety to operate as one. They built a culture of discipline supported by internal accountability and real-time collaboration – reducing variability and strengthening safety and service across the network.”

“This cross-functional team from Law, Marketing and Sales, and Finance partnered across our railroad, built trusted relationships and engaged employees at every level to tell Union Pacific’s story with clarity and credibility.They defended our values, our decisions and the way we do business. Their commitment to honor, collaboration and perseverance truly reflects the Spirit of Union Pacific.”

“This team played critical roles in developing the business case for the deal and supporting the negotiations of the agreement that will create America’s first transcontinental railroad. Their teamwork, discipline and commitment helped advance the largest transportation merger in history and position Union Pacific for transformative growth.”

“This cross-functional team reimagined how we move one of our most important assets – our crews. They thoughtfully integrated Uber to optimize our crew transportation options and to do it at scale. This innovation mindset unlocked real value for Union Pacific and our employees, reducing lead times by 84%. We have seen a 99% pickup success rate, fewer delays, improved crew utilization and crews getting where they need to be – faster and more reliably.”

“This team took a more strategic and collaborative approach to labor negotiations – moving from national bargaining to local, system-level agreements that better reflect how we operate day to day, including the daily work needs of our employees. By working directly with our unions, they reached agreements covering 15 crafts to finish the round in record time. Their work helps keep Union Pacific strong and competitive – protecting jobs, supporting our employees and ensuring we continue delivering reliable service to our customers for years to come.”

“Through smart strategy and relentless customer engagement, this team helped position Union Pacific as the clear partner of choice in the plastics market. They showed up, not just visiting customer facilities but reviewing schematics of their plants, walking the Union Pacific yards, creating solutions and sharing intricacies of how we would serve the customer’s plant. This team is proof that when we combine hustle, teamwork and customer focus, we win.”

“The performance of the Los Angeles Basin matters systemwide – and this team delivered. They introduced a second traveling car inspector role to assist in variability events, driving a 1.9 mile-per-hour increase in train velocity and cutting recrew costs. They reduced locomotive and car dwell times, and generated millions in fuel savings. But what stands out most is the culture – an employee-driven safety program led by peer safety captains. This team doesn’t just maintain equipment: They protect the network. They strengthen the operation. And they do it together.” 

 “This team sets the benchmark for safe, reliable, disciplined signal operations. They participate in every safety effort, maintain exceptional compliance, and stay ahead of inspections and testing like it’s a competitive sport. They delivered major upgrades to wayside and crossing signals, cleared every switch alarm with 100% accuracy and worked seamlessly with other departments to restore service quickly whenever interruptions occurred. Every day, they protect our employees, customers and communities.”

“Railroading is the ultimate team sport – and nowhere is that more evident than in a terminal. Over the past year, Settegast improved every KPI while leading their teams through major infrastructure upgrades. They kept a sharp focus on efficiency and resource management, reduced derailments by 42% and worked the entire year without a personal injury. The Settegast team proves that when we focus on safety first and work as a team, service and performance follow.”

The post Union Pacific Recognizes CEO Excellence Awards Recipients Who Helped Deliver Historic Year appeared first on Railway Age.