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Review by Ryan Crawford/model photos by Tony Cook

In late 2025, ScaleTrains began shipping its latest HO scale Rivet Counter run of Electro-Motive Division’s (EMD) SD38-2 diesel locomotives. Offering of this uncommon EMD six-axle prototype is not surprising in today’s marketplace, especially with the components on hand from ScaleTrains’ popular Rivet Counter EMD SD40-2. Utilizing the company’s SD40-2 platform, this Dash 2 model would be a natural for the Tennessee-based company. The two prototypes (SD40-2 and SD38-2) share the same 68 foot 10-inch frame. The difference in the two is not size, but applicable horsepower by way of EMD’s popular 16-cylinder, 645E diesel prime mover. The SD40-2 utilizes a turbocharger, netting 3,000 hp, while the SD38-2 uses the same engine block, but is fed via a set of superchargers (what diesel historians label “normally aspirated”) that puts out 2,000 hp.

The easiest way to explain the creation of EMD’s SD38-2 is to place a GP38-2 car body on top of an SD40-2 chassis; in essence, that is what you have with this locomotive. The detail differences between the SD40-2 and SD38-2 are the number of radiator fans (two for the 38 and three for the 40) and size of the radiator intake screens. The SD40-2, being turbocharged, has a single exhaust outlet, whereas the SD38-2 possesses two exhaust outlets. The idea behind this combination of two similar locomotive models yields a unit that can move heavy tonnage (six axles equal improved tractive effort), and the removal of the turbocharged motor that is not needed for heavy drag applications.

The SD38-2 became popular with roads that hauled heavy unit trains, such as central Illinois coal-hauler Chicago & Illinois Midland (C&IM), and iron ore roads such as Duluth, Missabe & Iron Range. EMD marketed its SD38-2 as an excellent locomotive for hump yard applications. This Rivet Counter SD38-2 production includes examples covering those users well. ScaleTrains does exhaustive research of prototypes and always offers good execution with prototype-specific and railroad-specific details for its Rivet Counter HO-scale diesel locomotives. This review will focus on one of the six C&IM SD38-2 prototypes offered by ScaleTrains.

ABOVE: Above: On June 2, 1974, just weeks after delivery, C&IM 74 is coupled to 75 at Springfield, Ill. This is exactly how the units were painted when delivered in May 1974. Notice the railroad has yet to install the all-weather cab window, orange trim on the step edges, and the rear diamond decal (look at unit 75 in background). Within a year, the orange trim would be added, as were the cab windows and the diamond decal on the rear hood. Good attention to detail on the ScaleTrains Rivet Counter replica is the three sets of instructions on the hood door in white. —Richard R. Wallin photo, Ryan Crawford collection 

C&IM Motive Power History
Owned by Commonwealth Edison (CWE) for more than 80 years, Chicago & Illinois Midland had one job: hauling coal to feed the hungry boilers of CWE’s power plants in the Chicago area. The locations included a massive power plant located at Powerton, Ill., just south of Pekin. Since 1926, the modern C&IM, stretched 121 miles across Illinois from Taylorville to Pekin. At a location known as CIMIC (named for the two railroads, C&IM and Illinois Central, that met at this location), C&IM utilized 16 miles of trackage rights on Illinois Central to reach Springfield, Ill. Springfield became the railroad’s headquarters in 1956. Up until the mid-1950s, coal hauling duties were entrusted to an expertly maintained roster of 0-8-0, 2-8-2, and 2-10-2 steamers.

When it was time to dieselize, C&IM manage-ment turned to EMD, which surveyed the railroad and proposed that 11 diesels could do the work of 21 active steam locomotives. In April and May 1955, two EMD SW1200s, 18 and 19, were purchased and went to work. By November 1955, C&IM added four additional SW1200s (20–23) and five rugged SD9s (50–54) to handle the tonnage on C&IM’s route. During the early dieselization phase, coal was picked up from Peabody Mine No. 10, located at a recently constructed coal handling yard known as Ellis, four miles east of Pawnee, Ill. This segment of the railroad ran east and west and was named the Taylorville Division, running from Taylorville to CIMIC. Coal trains were hauled northward through Springfield and on to Havana, the location of a modern coal dumping operation on the Illinois River, known as the Havana Coal Transfer Plant, and it was here that coal trains were emptied by a Wellman rotary car dumper and transloaded into awaiting barges. The barges would handle the coal upriver to the many small CWE plants in the Chicago area. Coal from mine No. 10 and coal received from connecting railroads was also way-billed to CWE’s Powerton Generating Station south of Pekin. By 1960, the little C&IM was bursting at the seams with coal business; and those 11 EMD diesels handled the tonnage.

ABOVE: This photo of C&IM 75 and 73 at Powerton, Ill., on March 29, 1978, matches well with ScaleTrains’ HO scale Rivet Counter SD38-2 models. Footboards are gone from the pilot, a beacon has been installed on the roof, all-weather windows appear on the cab, and upturn extensions are welded to the coupler cut levers. Trailing unit 73 clearly shows it retains the diamond herald on its rear hood. Unit 75 retained part of its original hose holders on the pilot, but those will be removed in a few years, which is exactly how the ScaleTrains replica is detailed. —Robert Farkas photo, Ryan Crawford collection 

As coal volumes remained steady, management decided to purchase additional locomotives. In Septem-ber and October 1960, the railroad received the only two RS1325 road switchers EMD built (30–31). These four-axle, half-breed switcher/road units would be among the rarest diesels ever to come out of EMD’s plant, and their rarity brought flocks of railfans from all over the world. Unfortunately, the RS1325’s small size, and low horsepower, would not fill the bill for heavy-tonnage coal trains. They were simply not suitable for a coal hauling railroad. Realizing this, C&IM management went back to EMD for help. In 1961 and 1962, the railroad took delivery of a pair of six-axle 1,800-hp, SD18s (60–61). This was a great investment for C&IM as coal tonnage began to really blossom through the mid-1960s. Unfortunately, in 1967 the railroad withered for lack of business due to CWE’s decision to build a new power plant at Kincaid, just across the highway from the already active Peabody Mine No. 10. When this operation began, C&IM’s tonnage was drastically cut, and storm clouds loomed on the horizon.

In 1970, a dramatic change of events unfolded which would forever change C&IM. Commonwealth Edison was in the midst of complying with Clean Air Act legislation and began purchasing low-sulfur coal from newly opened Western U.S. mines located in Wyoming and Montana. This changed the routing of coal southward on the C&IM instead of northward. With this massive influx of Western coal, now interchanged with Chicago & North Western and Burlington Northern in East Peoria, C&IM’s diesel fleet was stretched to the absolute max. The railroad was faced with a decision on purchasing new diesels to meet these new tonnage demands. C&IM purchased six 2,000-hp SD38-2s (70–75) from EMD in May 1974. This wise decision would have positive implications for the next 22 years of the railroad’s existence.

C&IM’s EMD SD38-2s
Chicago & Illinois Midland began receiving these newest and most powerful on the roster diesels in May 1974, arriving on property from May 9 through May 29th. ScaleTrains’ review model C&IM 75, was received at Springfield Shops from an Illinois Central Gulf transfer at 1:30 P.M. on May 29, 1974. Surprisingly, the fleet lacked the traditional red band with white pin stripes worn by all other diesels on the roster. The SD38-2s were outfitted with similar features: 3,200-gallon fuel tank, no dynamic brakes, 81-inch low nose with ratchet-style handbrake, flush-mounted exhaust stacks, and dual cab controls.

When delivered, they lacked the rear company diamond decal, radio antenna, and three-pane all-weather windows. These were added by the railroad shortly after arrival. Ironically, the brass bell and unique, top of hood bracket was not installed by EMD; but instead, were placed on the front porch of the locomotives during transit and installed by C&IM shop forces at Springfield. The paint scheme was a basic green dip job with black trucks and black jacking pads. They had 18-inch C&IM hood initials on the car body and 14 1/4 inch road numbers painted on the access doors below the cab, all in white. All six units wore the traditional diamond decal on the cab sides and on the front nose when delivered, with the rear decal added after delivery. The units cost $350,000 each, a modest sum by today’s standards, and the railroad paid an extra $75,000 for a spare HTC truck.

Above: This ScaleTrains Rivet Counter SD38-2 brings several looks and all road numbers for Chicago & Illinois Midland in this production run. This example, C&IM 75, features a look the unit possessed a short time after its delivery in 1974 through much of the rest of the 1970s.

When delivered, the SD38-2s had orange handrails with green stanchions. The orange on the step edges and footboards did not come along for a couple of years. They also displayed orange coupler cut levers on the front and rear pilots. Footboards were present on the pilots, which were eventually outlawed by the FRA in 1978. Around 1977, all C&IM’s road units were fitted with a Commander beacon that was located atop the cab, near the rear cab edge. One interesting detail concerning the placement of the beacon on the SD38-2s was the plate which held the beacon, about eight inches above the cab roof. This raised plate helped establish better sight lines due in part to the modern EMD angular cab design…

The post Chicago & Illinois Midland’s Tough SD38-2 in HO from ScaleTrains appeared first on Model Railroad News.

When the federal government created Consolidated Rail Corporation in the mid-1970s, it set out to weld several bankrupt Northeastern railroads into one viable system. To railfans, “Conrail” became synonymous with the disappearance of storied and colorful names. To many communities that depended on those lines for employment and tax revenue, it meant the shutdown of local yards and car shops and the ripping up of underperforming branch lines. In different ways, both rail enthusiasts and the communities those railroads served experienced a sense of loss that went beyond balance sheets and timetables.

Little of this lends itself to the kind of endearing romance with which many of us regard earlier railroads. It may therefore seem odd to commemorate the 50th anniversary of Conrail’s creation. Yet the reality is this — without Conrail, there might not be a viable railway industry today.

The history of North American railroading is a lesson in overexpansion. For most of the 19th century, railways were seen by investors as a transformative enterprise that would make them rich. To small-town dreamers and big city boosters, this was a technology that would funnel trade and influence to their communities. To company executives, rapid growth was the key to dominance — claiming lucrative territory before the other guy did, or diverting traffic from whoever got there first. In the Northeast, the result was “irrational exuberance,” good money after bad, and too many places served by too many lines.

Such duplication could foster competition and lower rates for shippers, but it also rendered profit margins perilously thin. The rise of publicly funded highways beginning in the 1910s, followed by the growth of subsidized airports in the 1930s, further eroded railroads’ competitive position. By the mid-20th century, lines that had long been marginal were firmly in the red, and routes once justified as “loss leaders” were draining their parent companies dry. When Conrail took over on April 1, 1976, its broader mandate was to preserve rail service in the Northeast and Midwest — and, by extension, to stabilize the North American rail network itself.

Achieving that goal required what battlefield medics call “triage.” Conrail concentrated its limited resources on maintaining, repairing, and upgrading the strongest segments of the network, while allowing less economically viable facilities to close. While most jobs were protected under Conrail, drastic and often brutal cuts elsewhere were needed to make the new railroad competitive. Decisions made in the decades prior were influenced by investors looking for quick returns and a public that quickly turned to the auto and the airplane for their shipping and travel needs. Rationalization, alongside various forms of regulatory relief and government aid, allowed Conrail to reach profitability and return to the private sector in 1987.

What might the railway industry have looked like had Conrail never been created? One can imagine the eastern main lines parceled out to state governments or simply left to wither, industries relocating farther south and west, and a deindustrialized landscape more severe than even the bleakest Bruce Springsteen ballad.

Conrail was unsentimental, rationalizing the excesses of a romantic, yet often imprudent, past. But it was also a hopeful creation — one that halted a systemic collapse and preserved rail service in the most densely populated and industrialized region of the U.S. Conrail saved what it could. In doing so, it saved railroading in the East — and we are all better off for it.

—Alexander Benjamin Craghead is a transportation historian, photographer, artist, and author.

The post Conrail’s Legacy 50 Years Later appeared first on Railfan & Railroad Magazine.

by Tim Doherty/photos by the author

In 1976, everything about Conrail was big — biggest railroad employer, biggest passenger carrier, biggest railroad in terms of revenue, and along with it, big problems. Big Blue inherited the underinvested physical plant of its bankrupt predecessors as well as their service problems and a declining Northeast manufacturing base.

The former New York Central Boston & Albany route over the Berkshire Mountains gave Conrail a near monopoly on southern New England rail traffic, compared to the parallel Boston & Maine to the north. Renamed the Boston Line, it became the primary gateway rail route in and out of New England. By comparison, very little of the former New York, New Haven & Hartford to the south remained in Conrail by the 1990s.

Prior to World War II, rail traffic in New England was centered on the movement of high-value manufactured goods and passengers, both of which were disrupted by new highways being built in the 1950s and the flight of manufacturing to lower-cost locations. The prospects were bleak for the New Haven as the decimated railroad went into receivership for the last time in 1961.

ABOVE: In the early 1960s, New York Central launched “Super Van” service on the former Boston & Albany. Conrail later expanded the service to six intermodal pairs at its peak in the late 1990s. Eastbound TV-6 rounds the famed curve at East Chatham, N.Y., on February 7, 1999.

Facing challenges from declining market share, New York Central and Pennsylvania Railroad agreed to merge in 1962 — a move regulators would approve only if the ailing New Haven was included. Despite its massive scale and apparent resources as the sixth-largest corporation in the U.S., Penn Central was doomed from the outset by hasty merger planning, poor implementation, and questionable investments. Internal conflicts led to operational disruptions that clogged terminals and resulted in lost shipments. Revenues collapsed, and the railroad declared bankruptcy in June 1970, less than two years after the merger was completed.

The collapse of Penn Central also pulled down connecting systems, and by the mid-1970s, the Northeastern rail network was in crisis. Conrail was created to provide “adequate and efficient rail service” at the lowest cost to taxpayers. To do this, thousands of miles of excess track and facilities would be eliminated as a stronger, unified system would emerge from the ashes. Conrail’s success as planned by its creators was “heavily dependent on future projections of uncertain events.” Service would improve and traffic would return as Conrail’s track and facilities were rehabilitated. Further, and likely more problematic, was that the plan for Conrail was developed in the middle of the energy crisis where embargoes by foreign oil producers caused massive shortages and drove up prices. Planners expected new traffic to emerge as oil-fired power plants converted to coal, which at the time was less expensive.

ABOVE: At Selkirk Yard’s east end, the Boston Line to New England diverges from the River Line to New Jersey. On May 28, 1999, SEAL (Selkirk, N.Y.–Allentown, Pa.) departs with Worcester TrailVans lifted from westbound TV-7. At Kearny, N.J., the cars would connect with TV-213 for Norfolk Southern at Lynchburg, Va., and Atlanta.

By 1977, the coal conversion did not materialize as oil prices stabilized, and Conrail had a massive hole in its expected bottom line. Despite the thorough analysis of freight traffic and projections for the future, the resulting system included too much track for the business that Conrail had by the late 1970s. New England already had twice as much track as the national average. Thanks to legislation passed in the early 1980s, Conrail began a further round of rationalization, handed off its passenger operations to the states paying for the trains, and began to use the tools of deregulation to reach profitability relatively quickly.

New England was the birthplace of American heavy manufacturing in the 19th century, and to serve these new industries, some of the earliest railroads in America were chartered between 1832 and 1833. Running southwest from Boston, the New Haven — often in fiscally dubious fashion — acquired nearly every line in southern New England by the beginning of the 20th century, creating a dense web of main lines and branches. North of Boston, Boston & Maine and Maine Central operated routes into New Hampshire and Maine, as well as a western gateway to Albany, N.Y., that included the 4.75-mile-long Hoosac Tunnel. Guilford Transportation Industries consolidated these two lines into a single system in 1983.

ABOVE: Conrail NESE bursts from State Line Tunnel at Canaan, N.Y., on May 28, 1999, three days before takeover by CSX, led by four 3,000-hp B30-7As. These unique 12-cylinder GE units were prized for fuel efficiency.

Positioned between these two systems, Boston & Albany Railroad was built due west from Boston, linking the three largest cities in Massachusetts with the Hudson River. Its route and construction reflected the combined business and political ambitions of Massachusetts interests seeking a direct western outlet to the interior of the U.S. that bypassed New York City. Built and operated initially as two separate railroads, the Boston–Worcester, Mass., line opened in 1835, followed by Western Railroad from Worcester to the Hudson River opposite Albany in 1841. The two lines did not initially connect at Worcester, nor did they get along well, frequently disputing rate divisions.

Construction of the Western posed a far greater engineering challenge, requiring the railroad to cross two summits at Charlton and Washington, Mass. Fewer than eight miles of the route were level, and deep rock cuts were blasted to climb from 72.5 feet above sea level at Springfield, Mass., to a summit of 1,460 feet at Washington, just 38 miles to the west. The ruling grades lie between mileposts 128 and 138, where the railroad ascends 1,000 feet while crossing the Westfield River 15 times on a succession of sharp curves.

ABOVE: Conrail’s Lawrence to Selkirk freight LASE passes the shuttered GE complex in Pittsfield, Mass., on Feburary 13, 1999. With traffic off of Guilford from Eastern New England this train was one of two originating on Guilford (B&M) and handed off to Conrail at Worcester.

Leased to New York Central in 1900 — which served as its principal connection in Albany — B&A provided the longest single line route to New England. Early entrance into industrialization did not provide a lasting benefit. As early as the 1910s and 1920s, the textile industry shifted production to less expensive locations in the southern and western U.S. The precision manufacturing industry that developed surrounding Springfield in the Connecticut River Valley faced competitive challenges in the 1950s and 1960s, and it also relocated to reduce labor costs. Newer, less rail-dependent technology and scientific industries emerged in New England. The silver lining in this economic transition was that the workers in and around this growing sector would become consumers of automobiles and other goods.

In the 1970s, the freight arriving by rail in New England included perishable and non-perishable food, beer, newsprint, paperboard, tissue, flour, animal feed, fertilizer, plastics, cement, structural steel, plywood, building products, auto parts, and finished automobiles. Conrail inherited widely scattered customers located on different lines that required costly switching for limited carloads. Conrail served multiple grocery distributors, printing plants, and the few heavy manufacturers that continued to hang on. The initial freight schedules reflected the need to serve all these customers with small local yards across southern New England…

The post Conrail’s Boston Line appeared first on Railfan & Railroad Magazine.

by Victor Hand/photos by the author, courtesy Center for Railroad Photography & Art

The railroad crisis that engulfed the Northeast in the late 1960s and early 1970s was the culmination of decades of postwar economic policy that left railroads struggling with declining revenues, shifting traffic patterns, and mounting competition from government-funded highways, waterways, and aviation. In response, many carriers turned to mergers as a last-ditch solution to avoid bankruptcy. When New York Central and Pennsylvania Railroad combined in 1968 (followed by the addition of the New Haven in 1969), the resulting Penn Central instantly became one of the largest corporations in America.

Yet the 20,000-mile behemoth was fundamentally unsound, taking its first steps already off-balance. Its collapse into bankruptcy in 1970 sent shock waves throughout the region, pulling down connecting carriers and pushing the entire Northeastern rail network to the brink of shutdown. Faced with the very real prospect of losing essential rail service as the national economy entered a recession, the federal government stepped in. Congress passed the Regional Rail Reorganization Act in late 1973, and President Richard Nixon signed it into law in 1974. The “3R Act” created the United States Railway Association (USRA), charged with studying the bankrupt carriers and developing a viable plan for reorganization that would ultimately form the blueprint for Conrail.

ABOVE: Six months into Conrail, Penn Central units still powered many trains. An eastbound freight crosses the Niagara River on the Michigan Central arch bridge at Suspension Bridge Station in Niagara Falls, N.Y., on October 3, 1976. The train is TV-16 from Kalamazoo, Mich., to North Bergen, N.J., combined with Train MC-4, which operated from Detroit to Selkirk (N.Y.) Yard. The MC bridge was abandoned in 2001, but the Canadian National span to the right is still used by Amtrak trains today.

Once the Final System Plan was submitted to Congress on July 26, 1975, USRA turned its attention to the property conveyance process that would be required to transfer ownership of the designated assets to Conrail and other parties. In a traditional real estate transaction, a deed is prepared describing the property to be conveyed, sometimes accompanied by a map. USRA had nine months to prepare the deeds for what was about to be one of the most complicated real estate transactions in U.S. history. The staff had assured the board of directors that there would be no “map job”; someone would look at every location out in the field where lines were being severed, and at each parcel of property that the bankruptcy trustees claimed as not “used or useful in rail transportation.”

The job seemed impossible. A proposal was made to structure the real estate transfers as a “negative conveyance.” All of the property of a transferor railroad within a given jurisdiction would be conveyed, and property to be left with the bankrupt estates would be excepted from the transfer by describing it and marking it on valuation maps. The lawyers, of course, objected that this had never been done before. After much argument, the USRA president decided that a negative conveyance was the only viable option.

Working alongside a talented group of colleagues, I was directly involved in managing the real estate conveyance process for USRA. What follows is an overview of how that work came together.

ABOVE: A westbound freight behind two E-44 electric units passes Gwynn tower in Baltimore on Amtrak’s Northeast Corridor on October 15, 1978. Conrail would end electric freight operations in 1981.

First, the bankrupt estates were asked to submit valuation maps marked with properties that they contended were not “used or useful in rail transportation,” and should not be conveyed. Valuation maps were detailed maps of railroad property and facilities that were prepared by all the steam railroads in the U.S., pursuant to the Valuation Act of 1913. Congress was considering placing a cap on railroad profits calculated as a return on invested capital. Unfortunately, there had been such financial chaos in the building of the railroad system during the 19th century that no one knew what the invested capital was. Ten years and many millions of dollars were spent in preparing these maps and cataloging and photographing railroad facilities. The process was never completed, but the maps became the basis of the property and engineering records of the railroads, and for the most part, were kept up to date as changes were made to facilities and property. These maps were invaluable in carrying out the conveyance process.

There were more than 1,250 “line cuts” where lines were being severed from the system, and more than 8,000 individual parcels of property claimed by the trustees. The USRA operating staff became property inspectors who examined all the property involved and made recommendations that were sent to USRA headquarters. The inspectors were accompanied by operating officials of the involved railroads, and often were joined by representatives of local government, major shippers, and commuter agencies.

ABOVE: lue Conrail units are eastbound at Bethlehem, Pa., with Train ALOI (Allentown, Pa. –Oak Island Yard, Newark, N.J.) on October 30, 1983. In the background is Bethlehem Steel’s massive Bethlehem Works, which closed in 1995.

Each Monday, the inspectors would come to the Washington headquarters to report their findings, and to receive packages of maps for the next week’s inspections. Based on the inspector’s recommendations, the trustee’s valuation maps were either accepted, rejected, or modified. USRA had four lawyers writing deed language, four draftsmen modifying maps, and an army of clerks to keep track of all the paper.

The Penn Central trustees retained Victor Palmieri & Company, a large real estate firm, to help them with the preparation of the valuation maps, while most of the smaller estates did the work with their own real estate staff. As an aside, Palmieri had previous involvement with the company as PC quickly sold off its real estate investment subsidiary Great Southwest Corporation in 1970 when it was revealed that top executives were benefiting from fraudulent transactions and insider information (which also contributed to PC’s bankruptcy). Palmieri later became a director of Pennsylvania Company (which was owned by PC and controlled all the non-rail properties) in an effort to untangle the railroad’s obligations from its real estate holdings.

I saved a few of the more interesting field inspection trips for myself. I spent two days traveling in a hi-rail truck with Lehigh Valley’s director of real estate and operating officials. We traveled from Jersey City, N.J., to Buffalo, N.Y., inspecting properties along the way. I also performed inspections on various Erie Lackawanna and Penn Central lines.

ABOVE: Train TV-1 (Kearny, N.J., to Chicago) is westbound at South Fork, Pa., on October 29, 1985. The tracks on the right lead to South Fork Yard and the South Fork Secondary Track.

Based on the results of the inspections, deeds were prepared for each transferor and transferee in each county. There were more than 480 deeds required to carry out all the real estate transfers. The transfers of rolling stock, shop and office equipment, and inventory also required the preparation of voluminous documents. I was busy with the real estate transfers, and did not participate in this work.

For each of the more than 1,250 “line cuts” where lines were being severed, a detailed description of the exact location of the cut was required. For example, the Final System Plan might have designated the “X Branch” between milepost 0 and mile 1.2 be conveyed to Conrail. The exact location of the line cut might read “1,200 feet west of the west abutment of the bridge over Noname Creek.” This is where the field inspections proved useful, to not only determine these physical locations, but to also make sure they actually existed as they were indicated on the maps. A determination of Conrail’s need for each of the more than 8,000 individual parcels of property claimed by the trustees was made, based on the recommendations of the field inspectors and railroad operating staff. A bit of “horse trading” went on, but not much…

The post Countdown to ConRail: Part 3 appeared first on Railfan & Railroad Magazine.

On March 6, CSX joined HDHPT, along with state and local leaders, to celebrate the expansion of their manufacturing operations in Montgomery, Ala. The groundbreaking marks a significant milestone in HDHPT’s $200 million project and “highlights CSX’s role in supporting the efficient movement of large, complex transformer components critical to the nation’s power grid,” the Class I said.

“CSX has been a longstanding partner to HD Hyundai Power Transformers and the Montgomery community,” said Christina Bottomley, Vice President of Business Development and Real Estate. “As this project moves forward, our team is working closely with CSX’s Clearance Bureau, which specializes in the logistics of complex, dimensional moves, to help HDHPT further strengthen its supply chain, support regional growth, and advance the reliability of the nation’s power grid.”

Rashard Howard, Director of Business Development, represented CSX at the event and emphasized the importance of collaboration in advancing large-scale infrastructure projects.

“State and local partnerships are essential to moving transformational projects from vision to reality,” said Howard. “By working alongside our customer, community leaders, and economic development partners, we’re delivering solutions that drive investment, create jobs, and support long-term growth for our railroad.”

The expanded facility will enable HDHPT to manufacture even larger transformer units in the United States, “reinforcing domestic manufacturing capabilities and enhancing national energy security.”

In related news, CSX subsidiary Quality Carriers, Inc., has been named Unilever’s Bulk Carrier of the Year for 2025, recognizing the company’s excellence in service, safety and partnership.

“Congratulations to the Quality Carriers team for this well-deserved honor and for continuing to set the standard in the bulk liquid chemical transportation industry,” CSX wrote in a LinkedIn post.

Triple Crown Services, a NS subsidiary was named Top Intermodal Rail Carrier by Averitt as part of its 2026 Averitt Integrated Carrier Awards. The recognition highlights Triple Crown’s strong performance across the past year, including tracking and visibility, proactive communication, service quality, on-time performance, and total volume supported.

“Our carrier partners are essential to the success of our Integrated Services operations. These awards recognize the carriers that consistently demonstrate reliability, strong communication, and a commitment to service that supports our customers across a wide range of transportation needs,” said Averitt Vice President of Integrated Services Steve McDonald.

“This recognition from Averitt shows that when we deliver reliable service and strong partnership, customers notice. Thank you to everyone across the Triple Crown Services team and our broader intermodal organization who played a role in delivering this result,” NS said.

“We’re proud to see the Triple Crown team recognized for the strong service they deliver to customers every day. This award reflects the impact, efficiency and collaboration that define our partnership with Averitt and our team’s commitment to adding value to our customers’ supply chains,” said NS EVP and Chief Commercial Officer Ed Elkins.

On Feb. 5, 2001, CN’s Halifix Intermodal team made a commitment to one another to put safety first. A quarter-century later and that commitment is stronger than ever.

This year, the team proudly celebrates 25 years injury-free, CN announced via LinkedIn. “Even as faces have changed over the years, the standard has not. Safe choices are simply how work gets done, and nothing less is accepted,” the Class I said.

“Halifax Intermodal shows that when safety becomes a legacy, everyone goes back home to their loved ones the same way they came into work.”

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

TTC riders of Line 5, Eglinton Crosstown Light Rail Transit, between Don Valley and Kennedy stations, and across Line 6, Finch West LRT, will start to see improved trip times with the rollout of “enhanced transit signal priority” at intersections on the street-level portions of each line, the agency reported March 11.

The City of Toronto has made changes to traffic signals that allow LRT trains to move through these intersections before left-turning vehicles, according to TTC. “Additional enhancements to the signals to make them more dynamic and responsive in real time are in the works on both lines and will be rolled out in the coming months,” it said. “Enhanced transit signal priority is implemented at all intersections on Line 6, and at the following Line 5 intersections: Victoria Park Avenue, Eglinton Square/O’Connor Drive, Pharmacy Avenue, Hakimi Avenue/Lebovic Avenue, Warden Avenue, Sinnott Road/Thermos Road, Rosemount Drive, Ionview Avenue, andSloane Avenue/Bermondsey Road. Improvements at Leslie Street will be implemented after further testing and coordination with other planned traffic operations changes.”

TTC is the operator for Line 5 Eglinton and Line 6 Finch West. Under agreements with Metrolinx and the City of Toronto, it is responsible for operating trains, providing security and revenue control, and staffing stations. The agency began an introductory service period on Line 5 on Feb. 8; and launched Line 6 service on Dec. 7.

Line 5’s infrastructure and vehicles are maintained by Crosslinx Transit Solutions (CTS) under contract to Metrolinx; for Line 6 they are maintained by Mosaic Transit Group (MTG) under contract to Metrolinx.

“We are taking action to save customers on Line 5 and Line 6 more time on their trips,” Toronto Mayor Olivia Chow. said “Rapid deployment of new enhanced transit signal priority measures is part of our plan to speed up transit across our city and give people more time with their families and less time commuting.”

“I have been clear that rapid transit must be rapid,” TTC Chair Jamaal Myers said. “I want to thank the City, TTC and Metrolinx teams for moving quickly on these signal priority improvements. This is a practical step that will help keep LRT vehicles moving and improve travel times for riders, especially along the Line 5 corridor in Scarborough.”

“As the operator of Lines 5 and 6, we are listening to our customers when they tell us they want to see their trip times sped up as part of broader improvements,” added TTC CEO Mandeep S. Lali. “This first, new phase of Transit Signal Priority is going to bring real, measurable, incremental improvements upon which we can continue to build, bringing with it an enhanced experience for the City, the region and our customers.”

Meanwhile, TTC on March 15 will extend LRT service on Line 6 to 1 a.m. Trains will arrive every six and a half minutes during weekday morning and afternoon rush hours, and every 10 minutes at all other times, the agency reported March 10.

With this change, late-evening replacement buses will no longer operate after 10 p.m. along the Finch West corridor. TTC’s Blue Night bus service will operate from 1 a.m. until the start of train service at 6 a.m. Monday to Saturday, and 7:30 a.m. on Sundays. TTC noted that in the event of an unexpected service disruption, shuttle buses will continue to be available if needed.

Line 6 opened in December under temporary “soft opening” conditions, with early nightly closures providing the line’s maintainers, MTG, with an extended maintenance window, allowing staff to become more familiar with the line and monitor it for any issues while in full revenue service, according to TTC.

TriMet has released an updated package of service proposals to its Board of Directors for consideration as it continues efforts to balance the budget for FY 2027, according to the transit agency, which provides MAX light rail, WES commuter rail, bus, and LIFT paratransit services in Oregon’s three most populous counties (Multnomah, Washington and Clackamas).

“With steep cost increases, less revenue coming in from fares and projections showing all of our funding streams lower than expected, service cuts are a difficult but necessary step toward our long-term financial stability,” TriMet reported March 11. “By taking action now, we will preserve vital transit service to jobs, schools, services and other important destinations across our 533-square-mile service district for decades to come.”

TriMet released service proposals in January outlining a number of changes and cuts to service. “Following extensive community engagement, including 13 open house events and a survey that drew more than 8,100 responses, our final package makes changes to 34 lines,” it said. “That includes updated proposals affecting 12 lines.”

Among the largest changes made to the proposals, the agency said it now plans to:

• Continue Line 19 service along NE Glisan Street to serve Providence Portland Medical Center.
• Adjust proposed Line 10 route to run on SE Duke Street and adjust hours to maintain transit service for students at Portland Public Schools’ Community Transition Program.
• Maintain Line 97 serving Tualatin-Sherwood Road and extending north to Barbur Transit Center.

Updated proposals adjust the plans for the following lines: 10, 16, 19, 29, 34, 38, 58, 63, 97, and 156. The agency said it has dropped proposed changes to lines 22 and 23. All but one of the proposed changes will take effect Aug. 23, 2026, if approved, according to TriMet, which noted that the changes “remain centered on network efficiency, combining lines or reducing where lines run near others, eliminating some bus lines and moving routes.” The goal, it said, “is maintaining as much service as possible while focusing our service investment where it is needed and used most.”

The TriMet Board is now considering these proposed changes as part of the FY 2027 service plan. The Board will vote on an ordinance approving the plan on April 22, 2026, the agency said.

TriMet also released its proposed budget for the coming fiscal year—July 1, 2026 to June 30, 2027 (above). “It continues to rely on reserve funds to preserve the core transit service essential to our riders, employees and the regional economy while we work to balance our expenses with our resources,” the agency said. “While the proposed budget absorbs the initial measures TriMet has taken to cut spending, including reducing internal expenses and staff, it does not reflect all upcoming cost-cutting efforts.” That includes the service changes proposed to take effect in August since the TriMet Board has yet to approve them. Also, TriMet said its leadership is currently finalizing another round of internal spending cuts as well as a staffing reduction that will include another round of layoffs. Those service and internal spending cuts will be included in the budget when it goes to the TriMet Board for adoption in May. Because of that, the FY2027 adopted budget is expected to come in less than the current proposed budget, according to TriMet.

Public comment on the proposed budget is open through noon, March 24 or at the TriMet Board’s March 25 business meeting.

CTA has submitted its Revised Security Enhancement Plan to the FTA, which includes “a 75% increase in monthly system policing hours, aggressive crime reduction targets, and expanded social service support—bolstered by early data showing that crime reduction strategies implemented over the past three months are working* ,” the transit agency reported March 10. The plan is CTA’s formal response to an FTA Special Directive issued in December and details how the agency will “significantly expand the law enforcement surge it launched in December.”

CTA said the plan was created in collaboration with the Chicago Police Department (CPD)—CTA’s primary law enforcement partner—and the Cook County Sheriff’s Office. CTA is also in communication with the Cook County State’s Attorney’s Office about security initiatives.

The plan’s increased policing includes 34% more hours from CPD’s Public Transit Section; double the off-duty officers patrolling CTA on their days off as part of CPD’s Voluntary Special Employment Program (VSEP); and Cook County Sheriff’s Police officers working on CTA’s rail lines (4,400 hours monthly).

The plan also features other aspects of what CTA called its “comprehensive approach to keeping its employees and riders safe”:

“Social Services & Crisis Intervention

• “Partnership with Chicago Department of Family and Support Services: CTA funds outreach teams on the Blue and Red lines (24-hour service) to connect unhoused riders with shelter, housing, and social services. Since 2023, more than 300 people have been placed in shelters and 200 moved to stable or permanent housing. In 2026, CTA is funding 30 dedicated shelter beds—a five-fold increase—with $1.65 million in allocated funding.
• “Partnership with Chicago Department of Public Health (CDPH): CDPH funds overnight outreach by The Night Ministry two nights weekly at Blue and Red Line terminals to connect people with social services and housing. CTA also added a police kiosk at Forest Park Blue Line station for local police to staff and have a presence on the platform.
• “Safe Ride Specialists pilot: This year, CTA is launching Crisis Intervention Specialists and Violence Interrupters—trained staff to de-escalate mental health and behavioral crises and refer and connect riders to social services.”

“Fare Evasion Mitigation

• “High-barrier fare gates pilot: CTA will expand the installation of non-ADA, high-barrier fare gates at rail stations that are typically staffed but continue to have high rates of fare evasion.
• “Farecard inspection missions: In 2026, CTA is launching farecard inspection missions to uncover the use of free, reduced, or other entitlement fare media by someone other than the authorized holder and revoke the entitlement if the eligible user is allowing the inappropriate use of the fare media.
• “Enhanced ridership data: The CTA is using new data tools to track fare evasion more precisely. On buses, it’s analyzing passenger counts by route and time of day. On trains, video audits are measuring evasion at individual branch lines. The more detailed picture will help CTA deploy enforcement resources more strategically and measure whether they’re working.”

“Technology, Infrastructure and Public Messaging

• “AI-powered gun detection technology: CTA is continuing to expand the use of AI-powered gun detection technology to more than 1,500 cameras across its Chicago rail stations.
• “Enhanced fare messaging: New bus signage and ‘fare required’ audio announcements are being added to CTA buses to clarify fare payment requirements.”

“Partnerships

• “Increased transit crime prosecution in collaboration with the Cook County State’s Attorney’s Office: CTA and CPD are working closely with the CCSAO as it continues to enhance its operations and protocols to proactively and vigorously prosecute transit-oriented crime.
• “Project Safe Neighborhoods (PSN): CTA has entered into a partnership with the U.S. Attorney’s Office for the Northern District of Illinois to address violent crime on transit—the first PSN deployment on a mass transit system. PSN is a federally funded, nationwide initiative and brings together federal, state, and local law enforcement and other stakeholders.”

“This plan represents my commitment to our employees and riders,” CTA Acting President Nora Leerhsen said. “As part of its holistic approach to security, CTA is significantly increasing policing hours through the Chicago Police Department’s Public Transit Section and off-duty policing program, and the Cook County Sheriff’s Police Department has been engaged to bring their officers onto CTA. CTA is also expanding social service support, from introducing mental health teams to funding shelter beds for the unhoused and investing in technology that supports the officers that patrol the system. The January and February results* from CTA and CPD’s joint security surge have been promising, and we’ve built on that momentum by creating a sustainable security model that puts people first.”

“CPD, in close partnership with CTA, is committed to enhancing safety on the public transit system for all ridership and employees,” added CPD Superintendent Larry Snelling. “In this updated security plan, CPD will have more officers patrolling the rail system to both deter crime and respond to incidents more quickly. This builds on the progress we have made throughout the past year to hold criminal offenders accountable through an increased police presence on the rail system, the launch of a new Public Transit Strategic Decision Support Center and strengthened, specialized transit crime investigations.”

“The CTA is one of the largest public transit systems in America and our office looks forward to working closely with them as they expand and invest in their security environment,” Cook County Sheriff Tom Dart noted. “Along with providing Sheriff’s Police officers that will soon be patrolling the CTA, my office will be leading a public safety task force for the new Northern Illinois Transit Authority starting in June. NITA is a recently created government body that will oversee CTA, Metra and Pace.”

According to CTA, it has worked with CPD to implement new police missions across its system, including:

• “Transit Rider Interaction Program (TRIP) missions: Teams of six-eight officers board trains and inspect cars at high-incident stations. More than 300 TRIP missions have been conducted since they were launched in January; crime at targeted stations dropped 15%.
• “Bus Ride-Along missions: Officers patrol CTA bus routes with the most reported crimes and highest rates of fare evasion.
• “Bus Safe Corridor missions: Police are stationed at bus stops in high-crime areas during peak hours.”

* CTA reported that the improved security numbers since the December 2025 introduction of the CTA and CPD’s joint security surge “are compelling”:

• “Total transit worker assaults fell 25% in January and 29% in February when compared to the six-month average leading up to the start of the security surge in December 2025.
• “[W]hen comparing the period since the start of the surge (Dec. 19, 2025) through the end of February 2026, with the same period in the previous year: Violent crime on buses plummeted 19%; systemwide crimedropped 9%; and incidents of crime on CTA’s rail system fell 9%.”

Starting the week of March 8, WMATA reported that new non-slip decals will be on the floor of 20% of its Kawasaki Rail Car, Inc.-built 7000-series rapid transit cars for approximately three months, “reminding customers sitting in priority seats to offer them to those in need.“

Priority seating, it noted, is intended for “people with disabilities, people who use mobility devices, older adults, pregnant people, and others with not-always-visible disabilities.” These seats are next to the center doors of each railcar and are marked with signs above the seat, but the signs “can be difficult to see in crowded trains or when customers are seated,” according to WMATA, which serves a population of approximately four million people across Washington, D.C., Maryland, and Virginia within a 2,054-square-mile jurisdiction. The transit agency has a network of six rail lines, 98 stations, 126 bus routes, and a door-to-door paratransit service (see map below).

The floor decals “will remind customers to look up and proactively offer the seat to fellow passengers who may need it more,” according to WMATA.

“Accessible transit is as much about infrastructure as it is about culture,” WMATA Chief Customer Officer Sarah Meyer said. “In a world where many of us are distracted by our phones and plugged into noise-cancelling headphones, we sometimes forget about our surroundings. These decals are a simple but powerful reminder that we all share responsibility in making [WMATA] welcoming and accessible to everyone.”

WMATA said it will use feedback from riders, its Office of ADA Policy & Planning, and the Accessibility Advisory Committee to evaluate the pilot’s effectiveness before deciding the next steps. It noted that its upcoming fleet of Hitachi-built 8000-series cars will also include more accessibility features, including a dedicated spot for people using wheelchairs.

The post Transit Briefs: TTC, TriMet, CTA, WMATA appeared first on Railway Age.

CSS is continuing its multi-year locomotive modernization initiative, which includes major rebuilds that extend the life and utilization of its mainline fleet. By the end of 2026, 12 of 13 road locomotives will have undergone comprehensive mechanical overhauls, including upgraded electrical systems, traction components, and improved cab ergonomics, according to Anacostia.

“These rebuilds have already reduced shop time and improved fleet availability,” said Chief Mechanical Officer Justin Moon. “With rebuilt components below the deck, our locomotives perform more consistently and require fewer surprise repairs. The return on investment has been very strong.”

NYA’s mechanical team has expanded its capabilities and now completes locomotive rebuilds internally, “reducing downtime from a year or more to just six months,” according to the company. The current focus is GP38-2 #261, which is receiving rebuilt engines, upgraded generators, a new compressor, improved LED lighting, enhanced cab ergonomics, and an upgraded electrical cabinet.

“Having this work done in-house gives us greater control over timing, costs, and quality,” said NYA President Marlon Taylor.

The mechanical shop now consists of 10 employees, including a Quality Assurance Manager, Gene Beaubien, whose role “ensures compliance with industry standards and supports continuous improvement.”

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Intramotev, developer of the TugVolt autonomous battery-electric railcar, has appointed Ray Betler, former Wabtec President and CEO, as an Independent Director for its Board.

“Ray began his career as a Propulsion Systems Design Engineer at Westinghouse, where he rose to become the youngest Head of Engineering and later President and CEO in the company’s 120-year history,” Intramotev reported March 12. He joined Wabtec in 2008, becoming COO, then President and CEO. During his tenure, Betler led Wabtec’s global operations, directed the strategic acquisition of Faiveley Transport, and led the company through its merger with GE Transportation, which was completed in early 2019. This doubled Wabtec’s size to more than $8 billion in revenue and 27,000 employees worldwide and secured the company’s place in the Fortune 500, noted Intramotev, which describes itself as “the first company in the world to commercially deploy autonomous freight railcars.” Betler retired from Wabtec in summer 2019; he was succeeded by Rafael Santana, who had been President and CEO of GE Transportation prior to the merger.

“Betler’s appointment comes as Intramotev continues to demonstrate real-world impact for customers,” the St. Louis-based manufacturer said. “In 2025, the company moved over 350,000 tons of material for customer Carmeuse Americas. In February of 2026, Intramotev began a commercial deployment with Watco, one of the largest short line railroad holding companies in North America.”

“Ray has spent his career at the forefront of rail innovation,” Intramotive CEO Tim Luchini commented. “He’s led global organizations through times of transformation, and having his experience at Intramotev will be invaluable as we continue to grow.”

“Intramotev’s technology is already delivering measurable results for customers, and it’s clear the company has only scratched the surface of what’s possible,” Ray Betler noted. “I look forward to supporting the team as they expand adoption of a technology our industry truly needs.”

Separately, rail industry veteran Harry Zander joined Intramotev last spring as Chief Commercial Officer.

• Intramotev: $14.4MM to Retrofit Rail Industry Growth
• Eagle Drayage Deploying Intramotev TugVolt

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Investment firm Ridgewood Infrastructure on March 10 reported acquiring a controlling interest in California-based Sierra Railroad Company (Sierra), which provides short line, switching, storage, and transloading services. At the same time, it said, Sierra is acquiring Central Valley Ag Transport (CVAT), an agricultural products transload facility owner and operator serving customers along Sierra’s rail network.

Sierra’s operating subsidiaries include Sierra Northern Railway (SERA), Railway Age’s 2026 Short Line of the Year Honorable Mention, which owns and operates the freight rail business and provides switching, storage, and transloading services across approximately 130 miles of track in California. SERA interchanges with BNSF and Union Pacific, and its network is located near dairy and agricultural regions, West Coast ports, and industrial centers.

According to Ridgewood Infrastructure, its transaction also includes SERA’s subsidiary Railpower, Inc. Last fall, their jointly developed HFC (hydrogen fuel cell)-powered, ZE (zero-emission) four-axle switcher entered service. The unit—the first of four—is described as “the first [of its type] in the United States built specifically for freight rail.”

“The acquisition of CVAT strengthens SERA’s platform by vertically integrating agricultural transload capabilities that are essential to California’s dairy and broader agricultural industry,” Ridgewood Infrastructure said. “CVAT provides specialized transloading services along SERA’s network, enabling efficient movement of feed and agricultural products while deepening customer relationships and increasing rail utilization.”

“SERA is a high-quality short line rail platform with strong fundamentals, a diversified customer base, and a strategic footprint in some of California’s most important industrial and agricultural corridors,” said Ridgewood Infrastructure Partner Ryan Stewart, who is a former Managing Director for Fortress Investment Group’s infrastructure business. “Our team brings deep experience owning and operating short line and other railroad businesses across the United States, and we see meaningful opportunities to build on SERA’s strong foundation by driving additional freight volumes for both existing customers and new customers, expanding transload capabilities, and supporting innovation across the platform.”

“This partnership with Ridgewood marks an important next step for SERA,” noted Kennan H. Beard III, CEO of SERA. “Ridgewood’s experience operating rail and infrastructure businesses, combined with their investment approach, gives us the resources and support to accelerate execution across the platform. We are focused on growing volumes, expanding transload capacity, and continuing to serve our customers with the reliability and responsiveness they expect.”

“In selecting a partner for Sierra, it was critical to find an investor with the sector expertise, aligned strategic perspective, and financial capacity to support the company’s next phase of growth,” commented Mike Hart, Founder of Sierra, who has led the company since its acquisition in 1995. “Sierra had reached a point where meaningful near-term investment was required to pursue identified opportunities. Ridgewood stood apart as a differentiated, value-added partner with a deep understanding of the rail industry and a proven track record of building lower middle-market infrastructure businesses. Their experience and approach made them the right long-term owner for Sierra, and I am pleased to remain a significant investor alongside Ridgewood.”

Ridgewood was advised by King & Spalding and Truist Securities. Sierra was advised by Northborne Partners, and Honigman LLP served as its legal counsel. Debt financing for the transaction was provided by Brookfield Infrastructure Credit.

• SERA Celebrates USA’s 250th Anniversary With Specially Painted Locomotive
• SERA Debuts HFC ZE Switcher
• SERA Orders More Ballard Fuel Cell Modules
• SERA Acquires RailPower LLC Assets

The post Ridgewood Infrastructure Acquires Sierra appeared first on Railway Age.

According to the company, the SIDINGS API structures industry data in a way that makes it “significantly easier for software, AI tools, and enterprise systems to identify relevant facilities, services, and routing-related options in real time.” The launch, Standard Rail says, “marks an important step forward in how rail-served services can be discovered, understood, and utilized by both individual users and organizations.”

“SIDINGS is about making rail-connected services easier to find, easier to understand, and easier to use,” said Robert Skarzynski. “By structuring this data for machine-readable access, we are creating a foundation that allows people to use it directly, use it with AI, and integrate it into their own internal tools and workflows.”

The SIDINGS API enables users to:

• “Access structured, real-time service data in a machine-readable format.
• “Use that data in their own tools, workflows, and digital processes.
• “Support AI-assisted discovery and decision-making.
• “Integrate live service information into enterprise systems and applications.”

For shippers, Standard Rail says this means “faster access to structured service data that can support better decisions and more efficient workflows.” For facilities, it means “stronger discoverability in an environment increasingly shaped by both human users and machine-based systems.”

The launch of the SIDINGS API is the first step in a broader API and data infrastructure Standard Rail is building to support “smarter search, deeper integrations, and more intelligent use of rail-connected services across the industry,” the company noted.

As logistics, procurement, and supply chain systems continue to evolve, structured real-time access to rail service data will become increasingly important, the company said. “Standard Rail believes the SIDINGS API represents an early foundation for how these services will be used in the future.”

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“Retailers and manufacturers brought in cargo ahead of the Lunar New Year holiday, when many factories paused production in Asia,” Port of Los Angeles Executive Director Gene Seroka said at a media briefing (watch, below). “As we head into our traditional slack season, it will be followed by some replenishment of inventories, particularly spring and summer fashion goods. The Port of Los Angeles will be prepared with efficient operations, terminal capacity and the world’s best waterfront workforce.”

 Seroka noted that while cargo volume remains steady, “global developments are creating uncertainty across supply chains.”

“With so many developments affecting supply chains—from the conflict unfolding in the Middle East to the Supreme Court tariff ruling and broader trade policy shifts—there’s real uncertainty across the industry right now,” Seroka said. “Even so, manufacturing flows serving the United States continue to move, and we’re not seeing disruption to U.S.-bound cargo today.”

February 2026 loaded imports totaled 433,812 TEUs, 5% higher than last year. Loaded exports reached 116,633, an increase of 7%. The Port processed 273,878 empty container units, 2% less than last year.

Two months into the year, the Port of Los Angeles has handled 1,636,324 TEUs, 5% less than last year.

Joining Seroka for the briefing was Ron Widdows, former CEO of Neptune Orient Lines and current CEO of FlexiVan Leasing, a leading U.S. intermodal chassis provider. Widdows discussed shipping network adjustments as carriers respond to tensions in the Middle East, as well as tariff uncertainty following the Supreme Court decision and the broader outlook for global trade.

Current and historical cargo data, including fiscal year-end totals, are available here.

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The American Short Line and Regional Railroad Association (ASLRRA) will present North Shore Railroad (NSHR) with the 2026 Veterans Engagement Award at its Annual Conference and Exhibition next month in Minneapolis, Minn.

The award honors member railroads that “go above and beyond to recruit, retain and support U.S. military service members,” ASLRRA reported in the March 12 edition of its Views & News email newsletter. “In addition to strong internal hiring and recognition programs, recipients must demonstrate meaningful, sustained engagement with veterans and military organizations in the communities they serve.”

NSHR, it said, stood out in every category, pairing “highly visible community engagement with an equally strong commitment to the veterans within its own workforce, showing appreciation through its actions.”

NSHR in 2024 unveiled two locomotives honoring military service and sacrifice. The Veterans Unit, LVRR 9052, recognizes service members and features the silhouettes of three soldiers saluting the American flag; it bears the phrase “All gave some.” The Memorial Unit, LVRR 9050, honors all service members who have lost their lives in the line of duty and includes the shadow of two soldiers paying their respects to a fallen comrade; written on this unit is the phrase “Some gave all.”

The locomotives are more than symbolic, ASLRRA said. NSHR in 2025 held a fundraiser train ride using its military units, raising $12,000 for two nonprofit organizations benefiting veterans, Central Pennsylvania Wreaths Across America and Heroes & Horses. In 2024, it donated all proceeds from the inaugural fundraising event to Expedition Orange and Lycoming County Hometown Heroes.

The railroad has raised a total of $32,000 for veterans organizations through ticket and merchandise sales, according to ASLRRA. To ensure these efforts continue to grow, it said, NSHR has set up an application process for qualifying veterans programs to request train ride fundraising with the military units.

When not used in special events, the military units are deployed in regular freight service. Their visibility along NSHR’s routes “turns everyday operations into a public reminder of the importance of recognizing the service of the nation’s military members,” ASLRRA noted.

The short line’s commitment to veterans is evident within the company as well, according to the association. “While NSHR does not operate a large-scale recruitment campaign due to its size, honorably discharged veterans who apply are automatically placed on a preferred candidate list,” ASLRRA reported. “Today, veterans make up 15% of the railroad’s workforce, a significant figure for a small organization.”

“Retention tells an even stronger story,” ASLRRA continued. “Veteran employees have tenures ranging from four to 23 years, with an average of 15 years of service. Seventy percent have earned at least one promotion, reflecting the company’s commitment to investing in growth and building from within.”

According to the association, recognition is part of NSHR’s culture. “Before officially unveiling the Veterans Unit, NSHR dedicated the locomotive to its military veteran employees,” ASLRRA reported. “Each person received a challenge coin and tactical jacket with custom patches, and they all signed an interior board of the locomotive that was sealed to remain on permanent display.”

Additionally, every year in honor of Veteran’s Day, NSHR President and CEO Jeb Stotter gives a gift card and note of thanks to each veteran employee. There is also a stop order on Nov. 11, with a minute of silence at 11 a.m. followed by one long horn blast.

“Altogether, NSHR is an organization making recognition and support of military veterans a daily practice,” ASLRRA said. “Through visible community engagement and a workplace culture that values veterans as leaders and teammates, the railroad shows a sustained commitment to servicemembers that embodies the spirit of ASLRRA’s Veterans Engagement Award. With its actions, NSHR sets a standard for how short lines can meaningfully support those who have served.”

HDR and Watco were ASLRRA’s 2025 and 2024 Veterans Engagement Award honorees, respectively.

NSHR earned Railway Age’s Short Line of the Year award in 2017; its sister railroad, Union County Industrial Railroad, earned the award this year. Both railroads are North Shore Railroad Company affiliates. UCIR will be presented with the Railway Age award at the ASLRRA Conference and Exhibition in Minneapolis.

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The International Association of Sheet Metal, Air, Rail, and Transportation Workers – Transportation Division (SMART-TD) on March 3 sent a letter to senators and representatives, urging them to support the Union Pacific–Norfolk Southern (UP-NS) merger.

“Beyond workforce stability, this merger presents significant opportunities to strengthen freight mobility nationwide. The creation of the nation’s first coast-to-coast railroad would expand service options, improve network fluidity, reduce truck congestion on taxpayer funded highways, and support long-term economic growth,” the union wrote in the letter (download below).

The Surface Transportation Board (STB) rejected the railroads’ first merger application as “incomplete.” UP and NS are expected to refile their application by April 30.

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