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South Florida’s Port of Palm Beach on March 23 celebrated the completion of a $30 million upgrade project, including the full redesign and automation of the main entrance, expanded truck lanes to improve traffic flow, installation of radiation portal monitors for improved security, and the complete rehabilitation of 6.5 miles of on-port rail track.

The project was supported through strategic partnerships with the Florida Department of Transportation and the United States Maritime Administration.

Class II Florida East Coast Railway serves the docks and piers through the port’s industrial rail switching operations, which include pier-side box, hopper, and intermodal cars operating 24/7. The 165-acre port, located in Riviera Beach (80 miles north of Miami), offers cruise and cargo services to more than 30 onsite tenants and users, and processes more than $12 billion in commodities, 2.8 million tons of cargo, and more than 300,000 cruise passengers annually. It has three slips, 17 berths, and four roll on/roll off ramps for 6,500 linear feet of berthing space to accommodate vessels up to 700 feet long and 100 feet wide.

“This project represents a major investment in efficiency, safety, and the long-term strength of our Port,” Port of Palm Beach Executive Director Michael Meekins said. “By modernizing our gate and rail systems, we are reducing truck wait times by 50%, lowering emissions, and ensuring that the Port of Palm Beach remains competitive in a rapidly evolving global supply chain.”

“Tropical Shipping has been operating at the Port of Palm Beach for more than 60 years,” noted Tim Martin, President and CEO of company. “The Port of Palm Beach has been a good partner in our expansion of our service to the Caribbean and there is no doubt this transformative project will add a higher level of safety and security for the users of the Port. We congratulate the Port of Palm Beach and express our appreciation to the United States Maritime Administration (MARAD) for financing this grant request. The Port is already a well-rated Port, and these improvements will take us to a first-class level port facility.”

“The Port of Palm Beach’s completion of a Port Infrastructure Development Program grant six months ahead of schedule, reflects strong partnerships and dedication,” MARAD Deputy Administrator Sang H. Yi commented. “The U.S. Maritime Administration is proud to support this investment, which advances modernization, improves efficiency and safety, and creates stronger supply chains while supporting jobs.”

The post Port of Palm Beach Wraps Up $30MM Upgrade Project appeared first on Railway Age.

The U.S. Department of Transportation on March 23 reported selecting the AECOM-led joint venture with LiRo-Hill to provide project management services for the Penn Station New York “Transformation” Project, which is slated to begin construction by the end of 2027.

The AECOM-LiRo NYPennT Joint Venture will work with Amtrak and the Master Developer—to be selected in May and announced in June—on the long-delayed project, which is slated to renovate and modernize the station; increase concourse capacity and access; enable safer and more efficient operations; accommodate passenger service growth; and deliver what USDOT said will be a “world-class experience” for users (download Fact Sheet below). In Fiscal Year 2024, PSNY welcomed more than 12 million people—nearly 18% of total Amtrak ridership and nearly 45% of Northeast Corridor ridership. It supports more than 1,000 daily train movements among Amtrak, New Jersey Transit (NJT), and MTA Long Island Rail Road across 21 tracks.

USDOT on March 23 also announced that:

• NJT “has become a key partner in the transformation” project.
• Amtrak has met with each of the three qualified Master Developer teams—Penn Forward Now (Fengate), Penn Transformation Partners (Halmar), and Grand Penn Partners (Macquarie)—that have been shortlisted to compete to lead Penn Station project delivery, so they could discuss their design proposals (download the list of short listed teams and their member firms below).
• “Early work has started to progress on National Environmental Policy Act (NEPA) activities and the Service Optimization Study [on ways to accommodate passenger service growth at New York Penn Station and the surrounding region] with the Federal Railroad Administration.”
• Preliminary design and NEPA activities are “set to occur from Summer 2026 to the end of 2027, coinciding with the start of construction.”

In August 2025, USDOT and Amtrak announced the project’s schedule and a $43 million federal grant to Amtrak to jumpstart the work, supporting project development and the Master Developer solicitation—which they kicked off in October inviting interested parties to submit their Letters of Interest through Amtrak’s Procurement Portal—as well as permitting and some preliminary design engineering work. In October, Amtrak also announced the selection of Hunton Andrews Kurth LLP as the project’s Legal Advisor, KPMG as the Financial Advisor, and AKRF as the project’s environmental consultant to help structure the P3 (Public-Private Partnership) project approach and agreements. Additionally, FRA initiated the Project’s Service Optimization Study, which was expected to take 18 months.

“Reaching another milestone with USDOT for the Penn Station Transformation Project reflects our ongoing commitment to keeping this project right on schedule and being transparent with updates,” Amtrak Special Advisor Andy Byford said. “The excitement for this project continues to build with each step, and we are looking forward to continuing our momentum with more future milestones that will ultimately bring a world-class station in the heart of New York City.”

• PSNY Master Developers Shortlisted. Now What?
• PSNY Project Meets ‘Key’ Milestones
• Byford Pushes PSNY as Duffy Trashes Congestion Toll

The post PSNY Project Advances appeared first on Railway Age.

Railway Age’s “Young Professionals” virtual conference returns April 23 with practical advice on career advancement for early- and mid-career professionals across the freight, passenger, and supply sectors. The free event begins at 2 p.m. ET.

The fourth annual conference opens with Justin Broyles, President and CEO of R. J. Corman, who will discuss emerging growth sectors and how R.J. Corman is working to meet demand.

Attendees will learn:

• How to build your skills and position yourself for your next career move.
• How successful rail execs navigated the bumps along the way.
• How leadership style is connected to team performance.
• How new technologies are transforming the job sector.

The program features speakers from across the industry, including:

• Brandy Christian, CEO, Patriot Rail.
• Josh Perkes, Senior Vice President and Chief Human Resources Officer, Union Pacific.
• Yvonne Hill-Donald, Chief Administrative Officer, MTA Metro-North Railroad.
• Brian Yeager, Senior Director Mechanical Operations Support, Norfolk Southern.

Registration includes access to the live event, moderated by Railway Age Executive Editor Marybeth Luczak and Senior Editor Carolina Worrell, as well as the ability to submit questions for speakers.

“Young Professionals” is supported by several sponsors, including AREMA, R. J. Corman, and The Greenbrier Companies.

Registration is open for this free virtual event, designed for rail professionals looking to accelerate career growth and better understand the sector’s evolving workforce and technology landscape.

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

The post ‘Young Professionals’ Virtual Conference on April 23 Will Address Rail Career Growth appeared first on Railway Age.

The South Shore Line’s first-ever expansion, a new 8-mile route between Hammond, Ind., and Munster/Dyer, will open on March 31. The new “Monon Corridor” follows the route of the original Monon Railroad that was abandoned in the 1980s. 

The new branch line was first proposed back in the 2000s, as the population of northwest Indiana grew. The project was funded by the federal government in 2019 and broke ground in 2020. During construction, the route was dubbed the West Lake Corridor, but with service now beginning, it is being renamed. 

“We are thrilled to open the long-awaited West Lake Corridor to the public. This new branch has been named the Monon Corridor in honor of the historic Monon Railroad, whose former right-of-way is used for the line. The Monon Corridor provides additional convenient service options to rapidly growing areas of Lake County, Indiana, and surrounding communities. The South Shore Line team stands eager and ready to serve passengers,” said Michael Noland, former South Shore Line president, who retired in March. 

—Justin Franz 

The post South Shore to Open ‘Monon Corridor’ appeared first on Railfan & Railroad Magazine.

The Sound Transit Board earlier this month gathered in Tacoma, Wash., to discuss the Enterprise Initiative: “a comprehensive agencywide effort to ensure that project delivery and operations are affordable going forward while delivering on the objectives of the ST3 [Sound Transit 3 regional transit system plan for Central Puget Sound] plan,” according to the Seattle-based transit agency (see presentation above). “Our mission remains clear: delivering safe, reliable, and connected mass transit while addressing unanticipated financial hurdles.” 

Since voters approved the ST3 plan in 2016, there has been “unprecedented inflation, rising construction and labor costs, and a pandemic combined with improved cost estimating created a significant gap in our long-term budget,” Sound Transit reported. The agency’s Fall 2025 Long-Range Financial Plan estimated that an additional $34.5 billion is needed to fully fund the ST3 program through 2046 (download plan below). 

“We are committed to using all the tools at our disposal to deliver the ST3 program [and] to close this [funding] gap,” Sound Transit said. “To do that, we launched the Enterprise Initiative (EI) in May 2025—a proactive effort to find cost savings and project efficiencies across the entire agency.” The Enterprise Initiative is a three-step process to align the agency’s finances and project plans:

• “Step 1: Understanding the measure of the challenge.
• “Step 2 (Where we are now): Developing possible approaches that represent trade-offs between priorities.
• “Step 3: Updating the ST3 system plan to reflect a balanced, affordable path forward.”

At the recent retreat, staff presented the Board with three approaches to illustrate trade-offs, according to Sound Transit. “These approaches are not decisions; rather, they exist to help the Board understand the policy considerations of different strategies,” it said. “By looking forward, we can create a system plan that navigates an upcoming financial crunch to maintain momentum on ST3 projects.”

According to Sound Transit, the Board’s work is guided by four core principles:

• “Advance regional connectivity.
• “Support future growth.
• “Prioritize the passenger experience.
• “Protect public investments with fiscal integrity.”

“Beyond construction costs, we are assessing every tool available to make our projects more affordable,” said Sound Transit, which has created an “Achieving long-term affordability” webpage. “We are moving forward with urgency,” it continued. “The Board has directed the agency to address this shortfall and submit an updated system plan by June 2026.”

Sound Transit said that it will now “refine the approaches” based on the Board feedback, and prepare to launch public engagement; next, it will gather feedback via surveys and town halls to inform the Board’s deliberations; and later work will culminate in a new Regional Transit Long-Range Plan and a balanced Long-Range Financial Plan to guide progress through 2046.

“In the face of unprecedented inflation of construction costs, the Sound Transit Board is putting pressure on everything the agency does to find savings,” Snohomish County Executive and Sound Transit Board Chair Dave Somers said in a March 20 statement. “By adopting an affordable system plan, the Board is committed to giving the region’s residents the benefits of Sound Transit 3. Since May of 2025, the agency has created a full toolbox of potential cost savings, and we look forward to analyzing the approaches offered by the agency to ensure revenues and expenditures are balanced and affordable while delivering on ST3 objectives. Sound Transit has a strong track record of delivering complex transit projects, and the Board has confidence in the agency’s ability to navigate these fiscal challenges and continue moving the region forward.”

• Sound Transit Adopts 2026-2030 Sustainability Plan (part of Transit Briefs)
• Sound Transit Readies for ‘Crosslake Connection’
• Meet Seattle Mayor Katie Wilson, Transit Advocate
• Sound Transit Launches Federal Way LRT Extension

The Port Authority of New York and New Jersey (PANY/NJ) Board of Commissioners on March 13 authorized $3.5 million to begin planning for the replacement of all PATH’s fare gates with “modern next-generation” equipment, according to PANY/NJ.

PATH operates 341 standard and ADA-compliant fare gates across its 13 stations. The current gates have been in service for approximately 22 years, which PANY/NJ said is “beyond the standard useful life of 15 to 20 years.” The gates and their supporting infrastructure, it noted, “have become outdated for PATH’s needs, with frequent breakdowns and growing maintenance obligations.”

According to PANY/NJ, the funding authorization will “expand an existing agreement with consultant JHP, a partnership between Jacobs and HNTB,” and fund Port Authority staff support services, station condition surveys, and associated internal cost allocations.

Planning work will include development of the fare gate replacement project’s scope and technical specifications, preparation of a project cost estimate, and the equipment procurement process. PANY/NJ said it will “prioritize structural and technological initiatives that will help reduce fare evasion while improving ease of entry and exit for customers with varying needs, including those traveling with mobility devices, luggage, strollers, and bicycles.” The new fare gates will also be fully integrated with TAPP, PATH’s contactless fare payment system.

Planning work is expected to begin in second-quarter 2026 and contine through second-quarter 2027.

“PATH has undergone a remarkable transformation over the past several years, from track and station upgrades through PATH Forward to the service enhancements we began rolling out earlier this month,” Port Authority Vice Chairman Jeffrey H. Lynford said. “We’re looking to continue that progress with modern fare gates. This planning authorization sets the process in motion, and we look forward to bringing riders a system that works for them at every step in their journey, from the fare gate to the platform to the train.”

• PATH 2025 Ridership Surpasses 60MM (part of Transit Briefs)
• PATH: $2.6B Capital Plan for 2026-2035
• An Ambassador of Change for Women at PATH

Denver RTD on March 19 reported launching an analysis to redesign its transit network and “meet the needs of a changing region by improving reliability, connectivity, equity, and long-term sustainability.” The Comprehensive Operational Analysis (COA), it said, is an 18-month, districtwide effort “to evaluate how transit service should evolve to meet the region’s current and future needs” (see timeline below).

“The COA is an extensive, forward-looking planning initiative that will assess RTD’s entire network, including bus, rail, demand-response, and paratransit services,” the transit agency said. “Similar to the agency’s previous COA, which was titled the 2022-2026 System Optimization Plan, the effort will present a short-range service plan aligned with RTD’s projected resources for 2028 to 2032. The COA will also provide a long-range vision informed by population growth, land usage, and travel trends across the greater Denver metropolitan region. The recommended future network design will consider customer, community, and stakeholder feedback.”

The COA is designed to answer how RTD can “best align its services with today’s travel patterns, community priorities, and available resources,” according to the agency. “In recent years, mobility needs have changed substantially across the metro area while creating new demands on the transit system. The analysis will provide a comprehensive assessment of the existing network of services, including performance, route design, and cost effectiveness, while identifying gaps and opportunities for improvement. It will also evaluate travel markets and customer needs to ensure future service reflects how and where people are moving today. Equally important, the COA will help the agency focus its limited operating resources on improvements that provide the greatest benefit to customers.” Equity is another component of the COA; all proposed changes in the near-term service plan will undergo a Title VI equity review to evaluate the impacts on underrepresented communities.

Rather than producing a single final report, RTD said the COA will unfold in phases, with deliverables shared publicly throughout the process. In summer 2026, RTD will release a Current System Assessment, which will provide a “clear picture” of how the system currently performs and where demand is expected to grow. Later in 2026, a Network Alternatives and Analysis will outline different approaches to meeting that demand, including potential changes to routes, frequency, and service types. The process will continue with a preferred network and final recommendations, giving the public and stakeholders multiple opportunities to review and provide input, according to RTD.

The COA is supported by a $3.5 million funding authorization approved by RTD’s Board of Directors in July 2025, the transit agency reported. “This investment ensures the agency can fully evaluate how to efficiently use its limited operating resources to deliver the most benefit to customers and RTD’s service area,” it said.

Following a competitive procurement process in late 2025, RTD selected Jarrett Walker and Associates as the prime consultant. The firm specializes in transit network design and will lead a team of subconsultants with “strong local expertise, ensuring the work reflects the unique characteristics and needs of the Denver region,” according to RTD.

While the COA is an analysis, it is also intended to support future decision-making by “clearly outlining options and tradeoffs,” RTD said. The outcome will include an updated transit network with detailed routing, service frequencies, resource requirements, and a step-by-step rollout of changes, the agency noted. It will also provide the Board with “data-supported choices to guide policy decisions about service priorities.”

The project formally kicks off next month, with initial assessments expected this summer and draft network concepts publicly available later this year. The short-range plan developed through the COA will guide service changes beginning in 2028.

“The COA is about doing the work needed to understand where our system is today and what it will take to meet the region’s needs tomorrow,” RTD Deputy CEO Angel Peña said. “That means building alignment around choices and ensuring decisions reflect both the agency’s financial reality and our responsibility to provide equitable access to transit. We have an obligation to deliver a plan that is data-driven and responsive to the diverse communities we serve.”

• Denver RTD Releases 3Q Financial Results (part of Transit Briefs)
• Denver RTD Increases Rail System Fare Checks (part of Transit Briefs)
• Denver RTD Earns ‘Stable Outlook’ From Three Credit Agencies (part of Transit Briefs)
• Denver RTD Tabs Tran as CPO
• For Denver RTD, FY26 Budget Tops $1.5B

The post Transit Briefs: Sound Transit, PATH, Denver RTD appeared first on Railway Age.

CPKC on March 23 reported publishing Climate Insights, an overview of its “climate governance and strategic approach to climate change,” and its second Climate Mileposts, updating its “progress toward lower carbon freight rail and stronger network resilience.”

The new 18-page Climate Insights report (download below) covers the “processes implemented to identify, assess, and manage climate-related risks and opportunities,” according to the Class I. It is said to replace CPKC’s 2021 Climate Strategy and 2023 Commitment to Climate Action, and consolidate the railroad’s approach to climate governance, risk management, and emissions reductions within a single document.

Climate Mileposts, CPKC said, “continues to serve as our performance-focused climate action supplement, complementing the strategic direction set out in Climate Insights.” The 20-page 2026 edition of Climate Mileposts (download below) highlights several advancements, including:

• “Deployment of 100 new Tier 4 locomotives and expanded use of energy management technologies.
• “Ongoing real-world testing and fueling infrastructure expansion for the hydrogen locomotive fleet.
• “Includes the results of a climate scenario analysis for the combined CPKC network, providing deeper insights and a structured process for identifying and managing climate-related risks and opportunities.
• “Network capacity and resilience improvements supported by siding extensions, track upgrades and advanced inspection technologies.”

“These reports showcase CPKC’s dedication to responsible growth and leadership in climate action, reflecting our vision for a more sustainable rail network across North America through innovation and environmental stewardship,” CPKC President and CEO Keith Creel said.

• Thank You for Your Service
• STB Dismisses NS-UP Meridian Speedway Petitions
• BNSF, CPKC, NS: Accelerating Industrial Development
• CPKC Debuts Commemorative Locomotive to Celebrate America’s 250th Anniversary
• CPKC: ‘Exceptional Execution in Challenging Market’
• CPKC, NS Advance Locomotive Modernizations

“Honored to be recognized by MODE Global as its Railroad Carrier of the Year for the fourth consecutive year!” UP reported recently via social media. “Our 20+ year partnership reflects a shared commitment to reliable, customer-focused service, and we’re proud to support MODE Global as its largest carrier.”

MODE Global, multi-brand, 3PL (third-party logistics) firm, in March presented nine awards to recognize what it called “the invaluable contributions and time-tested relationships MODE has established with its carriers.”

The 2025 carrier awards, it said, are based on specific performance criteria such as commitment to service quality, technological capabilities, customer service excellence, and volume and revenue growth with MODE, as well as partnership criteria such as collaboration, communication, and competitive enablement.

In addition to UP, the 2025 honorees are:

• National Truckload Carrier of the Year: Swift Transportation
• Regional Truckload Carrier of the Year: One Nation Trans Inc.
• National LTL Carrier of the Year: Old Dominion Freight Line
• Regional LTL Carrier of the Year: Southeastern Freight Lines, Inc.
• National Drayage Carrier of the Year: RoadOne IntermodaLogistics
• Regional Drayage Carrier of the Year: Asset Based Intermodal, Inc.
• Parcel Carrier of the Year: FedEx
• International Carrier of the Year: M+R Spedag Group

“We are grateful to get to work with so many exceptional partners across various modes and are pleased to once again be awarding this recognition,” said Normand Frigon, Chief Operating Officer at MODE Global. “2025 was another challenging year for our industry, even so, our carrier partners continued to step up and meet the challenges head-on, delivering top notch customer service and adding value to supply chains. Thank you all for the remarkable support. We look forward to our continued partnership in the year ahead.”

Separately, UP recently received a Vendor of the Year award from Evergreen Shipping Agency.

• UP: Practical Teamwork, Real Impact
• STB Dismisses NS-UP Meridian Speedway Petitions
• STB OK’s UP Arizona Rail Line Project
• TD Cowen: Takeaways From the Next-Gen Freight Rail Conference

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

According to parent company G&W, Choice Terminals “provide customers not directly located along rail the opportunity to seamlessly transfer bulk materials between railcars and trucks.” The Dilliard transload facility can accommodate five railcars at a time and includes equipment for CORP to perform unloading and reloading of freight, G&W reported March 20 via social media. The location also features a 20-car storage track adjacent to the terminal, as well as a small onsite warehouse for customers to hold commodities for just-in-time delivery by truck.

CORP operates along 306 track miles in Oregon (248) and California (58), interchanging with Flat Iron Rail in Montague, Calif.; Rogue Valley Terminal Railroad in White City, Ore.; and Union Pacific in Eugene, Ore., and Black Butte, Calif. (see map below).

The new terminal is said to handle primarily lumber—either from centerbeams or boxcars—and has the potential to tailor service for other bulk commodities. CORP currently serves the facility once per day Monday through Friday.

“Dillard is a prime location for this facility, given the number of industrial companies in the surrounding area,” CORP General Manager John Bullion said. “And our location right off I-5 and about an hour from the coast gives coastal businesses an option to ship by rail.” He added that customers “can count on receiving the same safe, reliable and customized service they receive from CORP’s rail operations.”

CORP also offers industrial development, railcar storage, and real estate services.

• For G&W, $1B in 2025 Industrial Development
• Railway Age Names 2026 Short Line, Regional Railroads of the Year
• G&W, King Milling Celebrate Partnership
• Parallel Systems First Commercial Pilot: Phase 2 Under Way
• The ‘G&W Way’ Sustains and Guides Us
• G&W Boosts Terminal Operations

The post CORP Launches Oregon Transload Facility appeared first on Railway Age.

The STB is required by law to publish the RCAF on at least a quarterly basis. The Association of American Railroads (AAR) each quarter computes three types of RCAF figures and submits them for STB approval:

1. Unadjusted RCAF: “an index reflecting cost changes experienced by the railroad industry, without reference to changes in rail productivity.”
2. Adjusted RCAF: “an index that reflects national average productivity changes as originally developed and applied by the ICC [Interstate Commerce Commission; the STB’s predecessor], the calculation of which is currently based on a five-year moving average.” According to the STB, the five-year moving geometric average of productivity change for U.S. Class I railroads from 2019-2023 is 1.014 (1.4% per year).
3. RCAF-5: “an index that also reflects national average productivity changes; however, those productivity changes are calculated as if a five-year moving average had been applied consistently from the productivity adjustment’s inception in 1989.” The RCAF-5 for second-quarter 2026 uses a productivity trend for the years 2019-2023, which is 1.014 (1.4% per year), according to the STB.

The STB, in its March 19 decision (scroll down to download), reported that it has reviewed AAR’s submission and adopted the RCAF figures for second-quarter 2026: unadjusted RCAF, 1.016 (up 0.1% from first-quarter 2026’s 1.015); adjusted RCAF, 0.388 (down 0.3% from first-quarter 2026’s 0.389); and RCAF-5, 0.368 (down 0.3% from first-quarter 2026’s 0.369).

Table A shows the index of railroad input prices, unadjusted RCAF, adjusted RCAF, and RCAF-5 for second-quarter 2026 and first-quarter 2026:

Table B shows the fourth-quarter 2025 index and the RCAF calculated on both an actual and forecasted basis (the difference between the actual calculation and the forecasted calculation is the forecast error adjustment):

The post STB Sets 2Q26 Rail Cost Adjustment Factor appeared first on Railway Age.

Between 16% and 25% of the U.S. railroad industry workforce consists of military veterans, with most Class I’s reporting that up to 20% or more of their employees have served in the armed forces. Veterans are highly valued in the industry for their discipline, safety focus, and skill sets.

Canadian Pacific Kansas City President and CEO Keith Creel brought a military background to his railroading career as a commissioned officer in the U.S. Army, having served his country in the Persian Gulf War in Saudi Arabia. He’s carried that service forward. For example, rather noteworthy is the expansion of Canadian Pacific’s “Spin For A Veteran” program to assist homeless veterans. Keith established this fundraiser in 2017 in Calgary and expanded it to Kansas City in 2023.

When Railway Age named him 2021 Railroader of the Year, Keith and I spoke about his military service. “How does your experience translate to your railroading career?” I asked.

“The military was my segue into the railway,” Keith said. “The leadership lessons I learned in the military date back to the Persian Gulf War. I was a very young lieutenant, early 20s, a commissioned officer in an actual war zone. I learned very quickly that to be a leader, you’ve got to earn respect, and to earn respect, you’ve got to treat people with respect. So that’s a very valuable lesson I carried from my military days into my railway days, leading by example, treating people with respect, making sure they understand that, yes, we have a job to do and, yes, we all have to be accountable. But at the end of the day, as human beings, we care about each other. I care about them, they care about me, and that creates the emotional commitment, the emotional connection.

“It’s so necessary in our industry, because our industry requires so much of all of us. It’s an industry where you have to sacrifice often; it’s an industry that never sleeps. Our families depend upon it; the backbone of our economy depends upon it. It’s a great blend, and it’s also a great honor to serve. So, the two married very well for me; they resonate well with my values. And that sense of service is something that, obviously, was required then. It’s something required today, working through people and with people, leading people to accomplish something they otherwise couldn’t accomplish alone or individually. But doing it collectively is something that really motivates me and something good in the railway industry; you get ample opportunity to engage in that.”

Five years later, here’s Keith on the cover of GI Jobs, whose sole purpose is to assist veterans with transitioning into civilian life and establish a career. Annually, GI Jobs publishes “CEOs Who Are Veterans,” which “recognizes military veterans now leading some of the most respected companies in America—many of which have earned the Military Friendly® designation. While not all hold the CEO title—some are presidents and chairmen—all share a common bond: military service shaped their leadership, resilience and commitment to purpose. This is not an exclusive list, but a snapshot of veteran leaders who continue to serve, only now in boardrooms and executive suites. They are creating opportunities for other veterans, military spouses and the broader workforce. Their career paths reflect a wide range of industries and experiences, but each one reminds us that the values instilled in uniform—integrity, accountability, discipline, adaptability and mission focus—translate powerfully into corporate leadership.”

Here’s the article, in full:

GI Jobs, March 2026 Issue: “2026 CEOs Who Served: These Veterans Are Shaping the Future of Business. CPKC CEO Keith Creel’s journey from military service to the top of the rail industry reflects a path shared by many leaders on this year’s list.

“Keith Creel’s path to the top of the North American rail industry began far from the corner office.

“In 1992, the U.S. Army veteran started his railroad career as an intermodal ramp manager for Burlington Northern Railway in Birmingham, Ala. It was a hands-on operational role—coordinating trains, cargo and crews in one of the most demanding sectors of transportation. Over the next three decades, Creel steadily climbed the ranks of the industry, taking on increasingly complex leadership roles across multiple railroads. Along the way, he developed a reputation for operational discipline, strategic thinking and an ability to lead large teams through constant change.

“Today, Creel serves as president and CEO of CPKC, the first and only single-line railroad connecting Canada, the United States and Mexico. He assumed the role in April 2023 following the historic combination of Canadian Pacific and Kansas City Southern, creating a rail network that stretches across North America and links major industrial and agricultural markets with key ports and supply chains.

“Creel had already made history before that milestone. In 2017, he became the 17th leader of Canadian Pacific since the railroad’s founding in 1881. Under his leadership, the company achieved industry-leading safety performance and introduced new ways to move freight more efficiently across the continent, strengthening the connections between businesses, communities and global markets.

“His rise through the industry—from frontline operations manager to the top executive of one of North America’s most important transportation networks—reflects a career built on discipline, accountability and a clear sense of mission. Those qualities were forged long before he entered the rail business.

“Those principles—clear vision, decisive leadership and accountability—translate naturally to an industry where timing, coordination and teamwork are essential. Running a modern railroad requires the ability to manage thousands of employees, vast infrastructure networks and complex logistics operations that move goods across continents. For Creel, the leadership lessons learned in uniform continue to guide how he approaches those challenges.

“Throughout his career, he has held key leadership positions across the rail industry. Before joining Canadian Pacific in 2013 as president and chief operating officer, Creel served as executive vice president and chief operating officer at [CN], where he also held senior leadership roles overseeing operations in both eastern and western regions. Earlier in his career, he worked with several other major railroads, including Grand Trunk Western and Illinois Central, gaining experience in everything from train operations to regional management.

“His leadership has earned widespread recognition in the transportation industry. He has been named Railroader of the Year by Railway Age in 2021, followed by co-Railroader of the Year honors in 2022 [with the late Pat Ottensmeyer of Kansas City Southern]; Railroad Innovator by Progressive Railroading in both 2014 and 2024 and In 2021, The Globe and Mail’s Report on Business Magazine named him CEO of the Year and Strategist of the Year.

“Yet Creel’s story is not just about one executive’s rise to the top of a major industry. It also reflects a broader pattern seen throughout the 2026 CEOs Who Served list.

Each year, the list recognizes corporate leaders who once wore the uniform of the United States military. They now serve as CEOs, presidents, chairmen and other senior executives leading organizations across industries ranging from transportation and manufacturing to technology, healthcare and finance.

“Like Creel, many of these leaders began their careers in operational roles far from the executive suite. Their military service instilled habits that later proved essential in business: discipline, mission focus, teamwork and the ability to make decisions under pressure. Whether managing global supply chains, building innovative companies or leading thousands of employees, they continue to draw on lessons first learned in uniform.

“For service members preparing for their own transition to civilian careers, the leaders featured on this year’s list offer inspiring examples of what is possible after military service. Their paths differ, but they share a common foundation: leadership skills developed in the armed forces that helped carry them to the highest levels of corporate America.

“Keith Creel’s journey from Army officer and Gulf War veteran to the leader of a continent-spanning railroad offers a compelling example of that trajectory.

“He is one of many veterans whose leadership continues to shape the future of American business.”

Now, some have suggested that CPKC—led by a U.S. military veteran—is not a U.S. railroad. That’s utter nonsense. Let’s be very clear: CPKC may be based in Calgary, but it has long, deep U.S. roots—like Keith Creel himself. From the early days of railroading with the Delaware & Hudson and Arthur E. Stilwell’s 1887 founding of KCS antecedent Kansas City Suburban Belt Railway, all the way to the 19 U.S. states it touches in the “Lower 48,” CPKC is uniquely U.S.—and uniquely Canadian and uniquely Mexican.

CPKC employees, like those of all the railroads, are a blend of North American men and women from numerous ethnic, racial and social backgrounds. They all have two things in common: They’re railroaders, and human beings.

Thank you all for your service.

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The U.S. Surface Transportation Board has rejected a proposal by Metra to have the federal regulator resolve a dispute between the Chicagoland commuter operator and Union Pacific once and for all — at least for now. 

Metra assumed operating responsibilities on UP’s three Chicago-area commuter lines a year ago, but neither side has been able to agree on a price for what the commuter agency will pay for track access. Late last year, Metra went before the STB to ask if the federal regulator would negotiate and force an agreement between the two railroads. But in a March 13 decision, the STB said it was too early for such action. Instead, it told Metra and UP to keep trying for another two months. Only then would the agency consider stepping into the fray. 

UP had operated the lines to Waukegan, Harvard/McHenry and Elburn since 1995, when it assumed control of the Chicago & North Western. With the Metra takeover in 2025, only the BNSF Line service is directly operated by a freight railroad. 

—Justin Franz 

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Union Pacific announced that 4-8-8-4 “Big Boy” 4014 would travel to Philadelphia to celebrate the 250th anniversary of the Declaration of Independence. 

The tour will follow a trip to California this spring. The eastern leg will depart Cheyenne, Wyo., on May 25, and include display days in Omaha, Neb.; Chicago; Buffalo, N.Y.; and Scranton, Pa., before Big Boy’s arrival in Philadelphia for Independence Day. Additional display days are anticipated in Altoona, Pa., and St. Louis and Kansas City, Mo., before the tour concludes July 29.

The trip will mark the first time a Big Boy — one of the largest and most powerful steam locomotives ever built — will operate in the Eastern United States. 

UP also announced the release of two new commemorative locomotives. The first is SD70M 1776, featuring the “America 250” logo on the standard UP ‘Building America’ livery introduced in 2001. The second is locomotive 4547, named for President Donald J. Trump, and the third in a series of units painted to honor presidents. Previous units paid tribute to Abraham Lincoln and George H.W. Bush. —Justin Franz 

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Southern California’s Metrolink passenger rail service on March 23 will begin “taking temporary action that prioritizes weekday reliability as the agency navigates a shortage of service-ready equipment,” it reported, due to “an increase in mechanical issues [in recent months], combined with ongoing difficulty sourcing replacement parts.”

The operator, which has 545.6 total service line miles and 67 stations across six counties, said it will adjust or suspend select weekday trips while keeping the highest-ridership trains across all lines (see map above). The targeted changes, said to be affecting approximately 40 train trips or nearly one in five weekday trains, are intended to “minimize disruption for riders.” (Download new schedule below.)

Six of Metrolink’s seven lines will operate on a modified weekday schedule that is expected to remain in place for seven weeks, with 12 trains impacted on the San Bernardino Line; four on the 91/Perris Valley and Inland Empire-Orange County lines, respectively; six on both the Orange County and Ventura County lines; and eight on the Antelope Valley Line. Riverside Line service will not be impacted, and Metrolink’s Arrow service, a nine-mile extension of the San Bernardino County Line linking the cities of San Bernardino and Redlands, will operate normally.

According to Metrolink, the seven-week timeframe may change depending on equipment availability and operating conditions. It noted that the temporary service changes do not automatically change fares or ticket rules; any separate fare action would be communicated independently.

The Metrolink fleet includes 258 railcars from Bombardier (now Alstom; called the Sentinel Fleet) and Hyundai Rotem (called the Guardian Fleet), comprising 57 cab cars and 201 coaches, and 60 locomotives (40 Electro-Motive Diesel/Progress Rail F-125s; 15 Motive Power, Inc. MP36PH-3Cs; and five Electro-Motive Diesel F59PHR locomotives rebuilt to FRA Tier 2 specifications). It has three DMUs (diesel multiple units) and one Zero-Emission Multiple Unit (ZEMU) for the Arrow service. (Download Fact Sheet and 2020-40 Fleet Management Report below).

Metrolink celebrated its 30th anniversary in 2022. It is operated by the Southern California Regional Rail Authority (SCRRA), a joint powers authority made up of an 11-member Board representing the transportation commissions of Los Angeles, Orange, Riverside, San Bernardino and Ventura counties.

• CTC Approves $1.1B in Infrastructure Funds
• Metrolink Expands “Smart” Crossing Technology (part of Transit Briefs)

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The New York Metropolitan Transportation Authority (MTA) on March 19 reported seeking proposals from railcar manufacturers for what it described as its “largest subway car contract in history” with a base order of 1,140 cars to replace the R62 and R62A fleets operating on New York City Transit’s (NYCT) 1, 3, 6 lines, and if an option to purchase the additional 1,250 cars is exercised, to replace the R142 and R142A cars on the 2, 4, 5 lines. In total, the contract includes 2,390 model R262 cars for the “A” (numbered) Division, which MTA said was more cars than the Chicago Transit Authority and Massachusetts Bay Transit Authority subway fleets combined. Proposals are due Sept. 8, 2026, and a contract is expected to be awarded by early 2028.

The contract will be funded by MTA’s $68 billion 2025-29 Capital Plan. The purchase also includes funds made available through the 2020-2024 Capital Plan, which is supported by congestion pricing revenues, according to MTA.

The transit agency said its RFP (Request for Proposals) outlines that the future order will contain a “to be determined” number of open gangway cars, which would be a first on the A Division. It also outlines “technical specifications that are designed to enhance efficiency, security, performance, and the customer experience.” These include “higher quality announcement systems, assistive listening devices that allow hearing-impaired passengers to connect to personal devices, like hearing aids.” Efficiency upgrades, it noted, include installation of automatic passenger counting (APC) system and electric braking control to achieve savings through fewer parts. Security specifications include onboard cameras like those currently installed on the existing subway fleet and onboard platform edge CCTV, along with an electronic lock to prevent unauthorized cab access.

2,390 subway cars. The largest order ever.

The process of bringing new cars to the 1, 3, and 6 lines has begun. pic.twitter.com/N7dE0nRScH

With a new Rolling Stock Program in place—announced in February and led by MTA veteran Jessie Lazarus to manage the purchase of all new subway, bus, and commuter railcars, including the $12 billion investment from the 2025-29 Capital Plan to replace the MTA’s aging fleets—the MTA said it “has approached this contract differently, modernizing the terms and conditions and encouraging innovation by giving manufacturers greater flexibility to propose new ideas.” The agency noted that more than 60% of the technical specifications are also now “performance-based, rather than design-driven,” and for the first time, the terms request proposers to submit “total cost of ownership projections.” These efforts, it said, “result in a streamlined contract that adopts a balanced approach between the current challenges that contractors face and ensuring that the Authority retains the necessary tools at its disposal to ensure the timely delivery of quality cars that riders deserve.”

This “historic” car contract could replace up to 36.4% of the subway’s entire fleet—17.3% percent with just the base order alone, MTA said. The subway’s entire fleet comprises 6,574 cars. “The new cars will significantly improve reliability with a higher mean distance between failure,” MTA reported. “The R262 has an MDBF requirement of 200,000 miles, compared to the R62/R62A’s average of 89,000 miles. This upgrade will reduce the number of problems customers experience en route and decrease the amount of time cars are taken out of service.”

“Thanks to [New York] Governor [Kathy] Hochul, the MTA has a historic $68 billion 2025-2029 Capital Plan, and New Yorkers are seeing a Golden Age of transit investment,” MTA Chair and CEO Janno Lieber said during the announcement (watch video below). “So much of our capital investment goes unseen, but this next subway car order—our largest ever—is a major step to visibly delivering the modern transit system New Yorkers deserve.”

MTA Chief, Rolling Stock Program Jessie Lazarus said: “This will be the largest order of new subway cars in MTA history, and we’re modernizing our approach to attract as many qualified firms as possible. We’re asking the industry to come with their best ideas—technical and commercial—to meet our performance standards and help the MTA deliver the world class transit experience our customers deserve.”

“We’re talking about replacing cars that have been around since the 1980s—is anyone else driving 40 year-old-cars?” NYCT President Demetrius Crichlow commented. “Even though we’ve managed to achieve historic on-time performance while adding service with this fleet, it’s time to enter the modern era. And our first of its kind Railcar Acceptance and Testing Facility [launched in November near the South Brooklyn Marine Terminal in Sunset Park] serves as a symbol to New Yorkers that we’re serious about delivering on the promise of this historic procurement.”

Separately, in October the MTA Board approved the $1.507 billion order for 378 new Kawasaki Rail Car, Inc.-built R268 rapid transit cars for NYCT. The cars will run on the B (lettered) Division and begin arriving in fall 2028. This contract builds on the successful procurement of R211 cars.

In January 2018, MTA awarded a contract to Kawasaki to design, build, and deliver 535 rapid transit cars, comprising 440 R211A (traditional closed-end) and 20 R211T (open gangway) cars for NYCT, and 75 R211S cars for Staten Island Railway (SIR). The contract included two options: Option 1 for 640 cars, and Option 2, for 333-437 cars. In October 2022, the agency exercised Option 1 for 640 R211s for $1.78 billion. MTA in December 2024 exercised Option 2 for 435 additional R211s—355 R211A/S cars and 80 R211T cars. That option, valued at $1.27 billion, brought the total number of R211s ordered to 1,610. As of late 2025, 750 of the R211s had been delivered; another 860 were still to arrive. MTA began phasing into service the first two R211T trainsets in 2024. R211s are now running on the A, B, C and G lines, and there are plans to add them on the D and the Rockaway Park S within the next two years, according to MTA. All the cars for SIR are in operation.

Separately, MTA in June 2025 announced that its Finance Committee approved the purchase of 316 Alstom Transportation-built M-9As. This included 160 cars for Long Island Rail Road and 156 for Metro-North Railroad.

• Watch: NYMTA Launches Railcar Acceptance, Testing Facility
• MTA Releases Final 2026 Ops Budget, Four-Year Financial Plan (part of Transit Briefs)
• Kawasaki to Supply 378 More ‘B’ Division Cars to NYCT
• MBTA Issues RFP for New Battery Electric, Low-Emissions Locomotives

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The Port of Long Beach (POLB) on March 18 reported “solid” cargo volumes in February “amid ongoing uncertainty over the impact of tariffs and conflict in the Middle East.”

Dockworkers and terminal operators handled 767,525 TEUs (Twenty-Foot Equivalent Units) of cargo containers last month, up 0.3% from February 2025, the Port said. Year-over-year, imports were down 0.2% to 368,060 TEUs, while exports rose 8.2% to 97,422 TEUs. Empty containers moving through the Port declined 0.15% to 302,044 TEUs.

“Cargo volumes at the Port of Long Beach remained positive in February,” Port CEO Dr. Noel Hacegaba said during his monthly Supply Chain Insight virtual media briefing (watch below). “Despite growing uncertainty fueled by the conflict in the Middle East, cargo continues to move fluidly, planned shipments are on schedule and the Port of Long Beach remains a safe harbor in the sea of trade and geopolitical uncertainty.”

Through the first two months of the year, the Port said it has processed 1,615,290 TEUs, down 6% from the same point last year, which it noted was a “record year.”

According to Hacegaba, the Port is following developments in the Middle East and the impact of last month’s Supreme Court ruling on the International Emergency Economic Powers Act, or IEEPA, tariffs, “when the court ruled about two-thirds of tariffs imposed last year under the IEEPA unconstitutional.”

“The conflict in the Middle East has added more uncertainty to global trade and triggered broad market conditions and reactions from parties across the supply chain,” Hacegaba said. “Operations at the Port of Long Beach continue without disruption. All terminals are open and cargo continues to move fluidly.”

Long Beach Harbor Commission President Frank Colonna commented: “The Port of Long Beach continues to be a strategically important seaport in the global market and a reliable option for customers. We are ready to accept additional cargo if shippers need to pivot.”

The Port noted that about 20% of the world’s oil supply is transported through the Strait of Hormuz, where traffic has “slowed to a trickle since the conflict in Iran began.”

“The disruption at the Strait of Hormuz has already triggered a rapid rise in oil prices,” Hacegaba said. “When the price of oil goes up, the cost of shipping increases and consumers pay more at the gas pump and for many everyday goods.”

Despite the higher gas prices, Hacegaba noted, the Port has not seen any impact to cargo movement since it mainly moves goods via the trans-Pacific trade route with Asia.

He added, however, that global supply chains are interconnected. “If this conflict persists and continues to escalate, supply chains everywhere will have to navigate higher fuel and vessel operating costs and seek alternative shipping routes,” Hacegaba said.

The Port on Feb. 25 reported kicking off 2026 with its “second-busiest” January on record. Cargo volume declined 11% from January 2025—the Port’s best January and second-busiest month in its 115-year history—following a “record-setting 9.9 million TEUs moved in 2025, when uncertainty prompted shippers to move goods before tariffs and reciprocal tariffs were implemented last spring,” POLB said.

Hacegaba on Jan. 15 gave his first State of the Port address, following the retirement of Mario Cordero, and he projected that POLB will move 20 million containers annually by 2050. He noted that the $1.8 billion Pier B On-Dock Rail Support Facility project is on track for completion in 2032. Aimed at tripling the volume of cargo moved by on-dock rail to 4.7 million TEUs, the project will help move cargo containers from ships to trains in less than 24 hours and improve connectivity with inland destinations.

The ports of Long Beach and Los Angeles in 2025 extended their agreement with Anacostia Rail Holdings’ Pacific Harbor Line to provide railroad operating and maintenance services within the San Pedro Bay ports complex. Union Pacific and BNSF move cargo in and out of the complex.

For complete POLB cargo statistics, click here.

• Rail Shippers Raise Concerns About Middle East Conflict
• Port of Los Angeles: February Cargo Volume ‘Second Best on Record’
• Port of Los Angeles: January Cargo ‘Eases’ Compared to ‘Elevated’ 2025 Levels
• POLB: Cargo Volumes ‘Steady’ Through October
• POLB Experiences Cargo Dip in September
• POLB: Second-Busiest August on Record
• POLB Releases Pier B On-Dock Rail Support Facility Draft Supplemental Study
• For Ports of LA, Long Beach, ‘Record’ July Cargo
• Jacobs Tapped for POLB Pier B On-Dock Rail Support Facility

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“As the nation’s rail infrastructure ages, transit and commuter operators are experiencing critical failures related to electric propulsion power systems, putting the traveling public at risk,” the NTSB reported. “Our investigators have observed electrical arcing, fire hazards, and smoke incidents from critical failures of electric propulsion power systems that have endangered passengers and employees.”

It provided the following examples:

• “Flooding or drainage issues can expose electrical cables to water intrusion and cause cable insulation to degrade.
• “Worn contact surfaces on electrified third rails, collector shoes, or pantograph heads may cause intermittent contact, which can lead to arcing.
• “Loose or corroded electrical connectors and joints on catenary wire or third-rail systems can increase electrical resistance, which can generate excessive heat in electrical components and lead to fires, electrical shorts, or other dangers.”

According to the NTSB, recent investigations have found some electric propulsion power systems—such as third-rail systems or overhead wire catenary systems—“have merged newer technologies with legacy components, introducing new failure modes.” It noted that “[t]emporary repairs and undocumented changes to third-rail or catenary systems, as well as aging electrical component tolerances that drift over time from their original design performance criteria, can also cause critical electrical problems.” These, it said, include arcing caused by worn contact surfaces, fires resulting from degraded cable insulation, and overheating from loose or corroded electrical connectors that increase resistance. “These critical failures may not be adequately detected or mitigated by transit and commuter rail operators’ existing maintenance and inspection plans,” the NTSB reported.

The NTSB provided the following five actions that transit agencies can take:

1. “Implement reliability engineering processes. If these processes are already in place, use them to reassess safety analyses of the design of electric propulsion power systems and other critical systems, particularly as equipment ages and when temporary repairs and changes are made to third-rail or catenary systems.
2. “Ensure all measurable hazards—including those involving aging electrical infrastructure or newly introduced replacement components—are incorporated into system safety programs like safety management systems (SMS). An SMS can provide structured processes to evaluate new or modified components for potential failure modes, integrate components safely with legacy systems, and monitor the components over time so emerging risks are identified early and mitigated effectively.
3. “Be aware of electric propulsion power system failures that involve aging electrical components. Review your maintenance, testing, and inspection procedures for wayside, car-borne, and associated electrical system components. Address deficiencies identified in the review.
4. “Use system failure modes identified in records or in previous incidents to review and revise—or develop, if necessary—maintenance, inspection, and testing procedures that can detect or prevent these failures.
5. “Use technology to generate real-time trend reports so emerging safety issues can be identified early and risks can be mitigated.”

The NTSB also provided access to these related investigations:

• RRD25FR006 (Southeastern Pennsylvania Transportation Authority/SEPTA)
• RRD25FR011 (Port Authority Trans Hudson Corporation/PATH)
• RRD25FR020 (Dallas Area Rapid Transit)
• RRD25FR021 (PATH)
• RRD25FR024 (SEPTA)

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Alstom has signed a five-year extension to its operations and fleet maintenance contract for the GO Transit commuter network and UP Express airport service in Toronto, Canada.

The contract, which will run until 2031, was awarded by Ontario public transport agency Metrolinx. It is worth $C1.3 billion ($947.9 million).

Alstom currently deploys nearly 1,300 staffers to operate and provide fleet maintenance for GO Transit and the UP Express service connecting Union station with Toronto Pearson International Airport. GO Transit commuter services recorded 117,020 passenger-journeys in 2024-25 and UP Express 56,494, achieving more than 97% punctuality on infrastructure shared with other operators, according to Alstom.

Alstom became a contractor to Metrolinx through the 2021 acquisition of Bombardier Transportation, which in 1997 was awarded the current contract to maintain 96 diesel locomotives, 979 double-deck cars and 18 DMUs. In 2007, Bombardier also became responsible for operations, employing drivers, conductors, and customer service staff.

Metrolinx has extended the contract with Alstom following the announcement last year of the end of its partnership with the ONxpress Operations, comprising Aecon Concessions and DB International Operations, that was due to have operated and maintained the GO Transit network under a 23-year contract starting on Jan. 1, 2025. No reason was given for terminating the agreement.

ONxpress Operations formed part of ONxpress Transportation Partners, which in 2022 was appointed by Metrolinx and Infrastructure Ontario to deliver the GO Expansion program that is now under way. The program includes work to increase capacity as well as electrification and resignaling with ETCS Level 1.

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