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We hosted a call with Port of Los Angeles Executive Director Gene Seroka. Import trends are expected to be healthy in January and February, but a slowdown is expected post-Lunar New Year. PoLA is supportive of the Union Pacific-Norfolk Southern transcontinental merger but noted 50% of shippers they speak to do not support it. Inland Empire warehouse vacancy rates are at healthy levels despite some reports of national tightness.

Import trends in January and February should remain healthy, though March is expected to soften following the 2/17 Lunar New Year.* Order demand post-Lunar New Year is expected to be incrementally soft, with some factories taking a longer holiday break due to less demand. Comps off 1Q25 are not clean due to the magnitude of front running of tariffs. Ocean shippers face more questions than answers as it pertains to tariffs, potential refunds and ever-changing rules, according to Seroka. He has even more concern if SCOTUS (Supreme Court of the United States) shoots down tariffs, which would likely increase uncertainty given the Administration has promised to find other ways, potentially elongating the uncertainty period. Shippers just want to know the rules of the game, which has been expressed vehemently to the PoLA. Overall, the Seroka believes total volumes will be down 4%-5% this year.

The PoLA is supportive of UP’s transcon merger though acknowledges it must pass necessary approvals and customers must get on board (roughly 50% of shippers Seroka speaks to support the merger). A transcon merger would give the PoLA access to an additional one-third of the U.S. without having to make multiple handoffs. New York/New Jersey ports, which have a different freight mix, should be able to grow into more Latin American and European markets if the West Coast gains more share of Asia freight. Seroka seemed skeptical that a transcon rail merger would remove a significant number of trucks off the highway, considering two-thirds of the cargo from the PoLA moves via truck to local markets and warehouses in the Inland Empire, and  60% of all cargo that leaves California moves by rail.

Despite nationwide data suggesting healthy/low inventory levels, The Inland Empire is seeing healthy vacancy rates at ~7%, suggesting space is available. Commentary indicates that transcon domestic intermodal might not see a catalyst from warehousing trends in Southern California, though the possibility remains that lower inventories mid- and downstream could spur activity. Bonded warehouses are still a negligible consolation in tariff relief for shippers, given small square footage and permitting timelines.

Global manufacturing continues to diversify away from China and into alternative locations such as Southeast Asia and Mexico, but this will be a slow process, with Seroka noting that it would “take the manufacturing capacity of 10 Vietnams to match just Southern China (Guangzhou).” China used to account for 60% of LA import volumes, which fell to 40% last year amid trade shocks, and Seroka could see Chinese share falling into the 30% range.

The Port of Los Angeles remains focused on expanding capacity to enhance competitiveness. Pier 500, the first new terminal construction project in decades, is expected to be a 10-year buildout that will equip the port with two million containers of additional capacity. Other projects include the overhaul of the West Basin Terminal and the Vincent Thomas Bridge proposal, which would allow the port to handle larger vessels. In addition to large infrastructure investments, the PoLA remains engaged with technological modernization and AI adoption in the form of digital twin technology, geospatial mapping and predictive analytics.

*Lunar New Year is often called Chinese New Year because it’s China’s most important holiday, but it’s also celebrated by many other Asian cultures (like Korean Tết and Vietnamese Tết Nguyên Đán) using variations of the lunisolar calendar, making “Lunar New Year” a more inclusive term that honors all traditions. In China, it’s officially known as the Spring Festival (Chūnjié).  

The post State of the Ports; Lackluster Outlook; Transcon Merger Perspective appeared first on Railway Age.

The City of Edmonton in Alberta, Canada, has signed a contract worth $220 million (Won 320 billion) with Hyundai Rotem for the supply of 32 light rail vehicles. Design and manufacture of the three-section vehicles for the city will start later this year, with delivery scheduled for 2029-30.

The new LRVs will replace the city’s fleet of Siemens U2 LRVs, which have been in service for 45 years and are used on the Capital and Metro lines. The new LRVs will also serve the approximately one mile (1.6 kilometer) Metro Line Northwest Phase 1 extension, which opened in 2024, and on the 2.8 mile (4.5 kilometer) Capital Line South Phase 1 extension, now under construction and scheduled to open in 2029.

Hyundai Rotem says it will customize the LRVs for operation in the local environment, where temperatures can dip as low as -40°C in the harsh Alberta winter with heavy snowfall common. The lightweight LRVs will also be equipped with a collision warning system.

Hyundai Rotem received the highest overall score in the tender process, overcoming rival bidders Siemens and CAF. The Korean supplier is also supplying 46 low-floor LRVs for the Valley Line West project in the city, the first of which was delivered in August last year. When deliveries of the latest order are complete, Hyundai Rotem will have supplied Edmonton’s entire LRV fleet.

The post Edmonton Signs LRV Contract appeared first on Railway Age.

The Smoky Ridge Railroad (SMO) in Tennessee joined Watco’s short line network on Feb. 2.

Pittsburg, Kans.-based Watco, which provides rail, transloading, terminal and port, and logistics services, reported the news to Railway Age via email on Feb. 5. SMO is the company’s 48th railroad.

The Class III’s 13 track miles comprise roughly 6.63 miles of spur track in Anderson and Roane counties, and an approximately 7.07-mile line from Blair, where it interchanges with Norfolk Southern’s Knoxville District Oakdale Line, to Oak Ridge, where its depot is located (see map above). “Oak Ridge was a pivotal site for the Manhattan Project during World War II,” Watco said. 

The 7.07-mile line was originally built by the U.S. Army Corps of Engineers and conveyed to the U.S. Department of Energy (USDOE), according to a Surface Transportation Board notice published last month in the Federal Register. In 2003, the notice said, USDOE granted Heritage Railroad Corporation (HRRC) an easement to provide railroad freight service over the line, and in 2009, EnergySolutions, LLC, acquired HRRC’s easement. EnergySolutions, LLC, on Feb. 2 conveyed its common carrier easement interest in the line to SMO. Operations began Feb. 5. 

The primary commodities moving on the line are waste and plastics, according to the SMO website.

Watco, which celebrated 40 years of service in 2023, acquired the 386.26-mile Great Lakes Central Railroad in Michigan last fall.

• For Watco, Changes at the Top
• Intramotev, Watco Forge TugVolt Commercial Agreement
• Watco Logistics Acquires Colossal Transport Solutions
• Watco Adding GLC to Small-Road Portfolio
• Developing Our Leaders

The post Watco Adds 48th Short Line to Portfolio appeared first on Railway Age.

Railway Age’s “Fast Trackers” awards program, established in 2016, recognizes the top 25 North American railroaders under the age of 40, who are making an impact in their respective fields or companies.

This year’s honorees were selected from freight and passenger railroads; government entities; and supplier, contractor and consultant communities. They were judged on criteria that included industry experience and education, leadership skills, industry contributions, and community service involvement.  

“Submissions covered job content and brought it to life by describing impacts, results, and, wherever possible, describing examples applying leadership skills and dynamic thinking,” said former Michigan State Center for Railway & Education Director Nick Little, program judge. “Most importantly, it was not just about ‘getting the job done’ but making sure safety was foremost. One take-away I noted this year was that change was not feared but embraced. It was recognized as an opportunity to develop oneself in order to achieve business success.”

Inside the February 2026 issue, you’ll also find these feature stories on:

• Multiple Tracks: Railway Age Contributing Editor and Patriot Rail Chief Policy Officer Don Itzkoff explores the issues that merit scrutiny in this midterm election year—from federal oversight and investment, which top the list of Washington issues beyond the potential Union Pacific-Norfolk Southern merger, to tech policy.
• TTC Operated by ENSCO:  Transportation Technology Center’s Eric Sherrock (Program Manager and Manager, Applied Technology and Engineering Division, ENSCO) and Radim Bruzek (Research and Development Manager) highlight key Federal Railroad Administration research initiatives under way at the TTC, whose facilities enable investigations that cannot be safety or efficiently performed on revenue railroads.

Plus, Capitol Hill Contributing Editor Frank N. Wilner examines the Surface Transportation Board’s rejection as incomplete (without prejudice to refiling) the Union Pacific-Norfolk Southern merger application, noting that it “disregard[ed] calls to rubber stamp a merger on the basis of high-level political connections and heed[ed] six-decade-old SCOTUS advice.” Also, Financial Editor David Nahass addresses, from the rail industry perspective, the “constantly shifting landscape” of the application of tariffs across the U.S. economy; American Short Line and Regional Railroad Association President Chuck Baker discusses how changes to the political and industry landscape will require short lines to work harder, smarter and more creatively than ever; and Contributing Editor Pauline Lipkewich wraps up her three-part series on leading through uncertainty in her column, The Rail Way, From the Boardroom to the Ballast Line.

The post Now On Line: Railway Age February 2026 Digital Edition appeared first on Railway Age.

Connecticut’s Naugatuck Railroad has repainted an SPV-2000 in its as-delivered Amtrak Phase III livery to mark the United States’ upcoming Semiquincentennial. 

The SPV-2000s were built by Budd between 1978 and 1981 as a successor to its successful Rail Diesel Car (RDC). However, the SPV-2000s proved unreliable, and only 31 were ever built. In 1980, the Connecticut Department of Transportation purchased 13 SPV-2000s for use on the New Haven to Springfield Line and the Danbury Branch. The Springfield Line cars were leased to Amtrak and painted in Phase III. The cars were later depowered in the 1990s and remained in service until the 2000s. SPV-2000 No. 1001 was sold to Orion Newall of Constellation Rail in 2017 and was later relocated to the Naugatuck, where it is often used in excursion service. 

After a busy holiday excursion season, the car was taken to Naugatuck’s Thomaston shop, where volunteers made cosmetic improvements to its interior and exterior. To honor the car’s heritage, the Phase III stripe was reapplied to the window band. The car’s ends feature a red, white, and blue livery inspired by the New Haven Railroad’s MU cars. 

​​“I always thought it’d be cool to do a heritage scheme on the SPV to represent what it looked like when new in 1980,” Newall said. “With America 250 approaching, I thought this would be the perfect opportunity.”

The car is scheduled to debut on Naugatuck Railroad’s St. Patrick’s Day-themed “Leprechaun Express” on March 13 and will remain in its special paint scheme throughout the 2026 season.

The post Naugatuck Repaints Amtrak SPV-200 For America’s 250th appeared first on Railfan & Railroad Magazine.

Two railroad museums on opposite sides of the country are locked in a fierce rivalry over this weekend’s Super Bowl between the New England Patriots and Seattle Seahawks. Since the matchup between the Seahawks and Patriots was set almost two weeks ago, Maine’s Wiscasset, Waterville and Farmington Railway Museum and Washington’s Mt. Rainier Scenic Railroad have been taunting each other on social media.

At times, the online feud has gotten downright nasty, with WW&F threatening to send Mt. Rainier back to “Train-ing camp,” and Mt. Rainier claiming that the narrow gauge WW&F was nothing more than a “toy train.” 

On February 4, after days of trash talk, the railroads agreed to a formal bet: the railroad whose team loses on Sunday will have to display the winning team’s flags on a locomotive for a full day of operation. 

While sources close to both WW&F and Mt. Rainier admit the online battle has gotten heated, railroaders at both museums remain friendly with each other, and it appears the spat has mostly been a good way to promote both railroads ahead of the big game.

—Justin Franz

Editor’s Note and Disclosure: While Associate Editor Justin Franz currently lives in the Northwest and would normally cheer the Seattle Seahawks, he is also a native Mainer, a long-time WW&F Railway Museum member, and a fan of the New England Patriots.

The post Railroad Museums Make Super Bowl Bet appeared first on Railfan & Railroad Magazine.

It’s not too often that new books are offered complimentary to anyone willing to simply click on a download link. “Conrail, the Early Years – Stories from the Front,” by Stephen Frasher, is a unique opportunity for anyone wanting a behind the scenes look at Consolidated Rail Corp. in its formative years, following its creation by the U.S. government from a deeply troubled collection of bankrupt Northeastern carriers in 1976.

Stephen Frasher, whose father was a New York Central railroader, contacted Railway Age last year, sending along a PDF of his book. We asked him if he would be interested in having Simmons-Boardman Books publish and sell it. He told us that he wanted to offer it to our readership free of charge. So, here it is, again. updated to mark Conrail’s 50th anniversary.

“With the golden anniversary date of the creation of Conrail around the corner, I  modified my book and have made it available for free again,” Frasher said. “This is the 50th Anniversary Edition, which I expanded to include notable achievements from corporate, some challenges that Conrail faced that I was not personally involved in, and a few other stories for the places I was involved in.”

Frasher, now retired and currently residing in Hillsborough, N.C., worked in the railroad, barge and shipbuilding and forest products industries. He credits his experience at Conrail as “fundamental in preparing him for the challenges he faced throughout his career.” As Frasher’s career progressed, he and his family moved 16 times, residing in cities on the East Coast, the Midwest, and the West Coast of the U.S. Before retiring, he also lived and worked in Vancouver, B.C.

“This is a book about Conrail operations,” Frasher writes in the Preface. “I spent my time at Conrail in the operating department under the leadership of Dick Hasselman, Vice President of Operations, and Don Swanson, Vice President of Transportation. The stories about my time at Conrail are drawn primarily from memory, but also from some personal notes. I kept no diary. I have arranged these stories in chronological order, starting with my first assignment as a trainmaster at Selkirk Yard in August 1976 and ending with my resignation eight years later while Division Superintendent of the Southwest Division in Indianapolis. After leaving Conrail, I never again worked in the railroad industry. 

“Nothing in these stories is intended to cast negative criticism on any person named or any event depicted. Indeed, I provide as many names as I can recall so as to ‘humanize’ the events that unfolded in the years I was there. Having said that, I find that I could not remember the names of all the people I worked with. Regardless, they played important roles in those early days of Conrail. 

“My main goal in writing these stories is to provide anecdotal background to the tremendous accomplishments achieved by the men and women of all ranks throughout Conrail. I am hoping these stories are both informative and entertaining for those who have wondered about the trials and tribulations of the front line people who helped transform six bankrupt railroads into a top-notch Class I railroad. While many books have been written about Conrail over the years, I have been unable to find any that describe the challenges faced by everyday people on the front line.”

Here’s one humorous anecdote: “One bit of ‘gallows’ humor that illustrated the kinship of those who hustled to make things happen at Selkirk Yard was the ‘toilet flush.’ There was nothing private about successes or failures as each shift unfolded because almost all communications were broadcast over the radio. So, everyone always knew what was going on in the yard at all times. And once things started to go ‘sideways’, someone would invariably call the trainmaster and transmit the sound of a flushing toilet for all to hear. Welcome to the club!” 

Frasher started at Conrail in August 1976 as a Trainmaster at Selkirk Yard. During the eight years he spent with Conrail, he held six different positions in five different locations. His last position was Southwest Division Superintendent on Conrail’s Southern Region, headquartered in Indianapolis.

After leaving Conrail in 1984, Frasher moved to Cincinnati, Ohio to work for Midland Enterprises, the second-largest inland river barge line in the U.S. at that time. Beginning in 1998, he accepted a succession of CEO assignments at four companies that were being challenged by various types of “distress”: Tidewater Barge Lines, Vancouver, Wash.; American Commercial Lines, Jeffersonville, Ind.; and Washington Marine Group (now known as Seaspan) and Western Forest Products, both headquartered in Vancouver, B.C. All those companies recovered from their “distress” and are still in existence today.

The post Download and Read: ‘Conrail, the Early Years – Stories from the Front’ (Updated to 50th Anniversary Edition) appeared first on Railway Age.

Final in a Series: The Road Ahead, RAILWAY AGE FEBRUARY 2026 ISSUE: The numbers don’t lie: According to the American Psychological Association’s 2025 Work in America survey, 54% said that job insecurity was having a significant impact on their stress levels at work, and 44% agreed that there are changes happening at their job with little to no warning. Forty percent expect the job market to worsen in 2026. Meanwhile, manufacturing activity has contracted for ten consecutive months, tariff uncertainty continues to reshape supply chains, and freight volumes remain volatile. 

For our industry specifically, the challenges cut deeper. Railway Age Financial Editor David Nahass wrote: “Generally, the industrial economy is bearing the brunt of a kind of weakness that has led to a great amount of uncertainty about 2026 and its prospects.” 

In a recent survey of rail contractors, workforce availability emerged as a top concern heading into 2026. A labor shortage can negatively impact project timelines, profitability and safety performance.

These are our realities and precisely why the leadership principles we’ve explored throughout this series matter more now than ever.

The past three articles examined what distinguishes leaders who transform uncertainty into competitive advantage. 

In Part 1, we started with the four-stage cycle: 

• Heighten Awareness
• Increase Clarity
• Build Alignment
• Drive Momentum 

In Part 2, we explored the leadership styles that emerge under stress:

• The Hammer, the command-and-control boss who gets short-term results while destroying long-term trust. When there’s a crisis, they make the call. When operations are falling behind, they crack the whip. Decisions are made and executed without question. The common phrase is, “I’m not here to be liked.” Things get done. In the short term, this style can turn around failing operations, meet aggressive deadlines and push through resistance. But people suffer. Burnout becomes common.

• The People Pleaser, who mistakes kindness for permissiveness. True kindness means caring enough about people to have the hard conversations that keep them safe and help them grow. Permissiveness isn’t compassion. It is cowardice dressed up as concern. Here’s the hard truth: When you avoid necessary conflict, you enable unnecessary risk.

Recognizing we must lead ourselves before leading others, Part 3 reviewed the importance of the Trinity of Excellence: self-awareness, self-control and self-respect.

We now have a choice. We can use realities and predictions to justify fear, paralysis, and retreat, or we can recognize them for what they are: The greatest opportunity for differentiation a career may ever present.

When workers feel burned out, the leaders who genuinely invest in their people’s wellbeing become a magnet for the best performers fleeing toxic environments. When workforce availability is the industry’s greatest concern, the organization that treats railroaders with dignity solves a problem technology alone cannot fix. 

Class I leaders themselves acknowledge 2026 will bring “limited volume growth” and continued macroeconomic headwinds. CN’s Tracy Robinson put it directly: “We’re not accepting the macro reality as our fate. We’re just going to have to work harder to achieve our goals.”

That’s not optimism. It’s fierce resolve and the posture of leadership.

Heighten Awareness of what’s really happening in your operation. The macro trends cited are industry-wide, but your track crews, signal maintainer, and yard workers see realities the boardroom misses. Ask them what they’re seeing about the challenges ahead.

Increase Clarity by establishing decision anchors that work even during times of uncertainty. When your people encounter unexpected conditions, can they make quick decisions without waiting for you? If not, deliver clarity to build trust and drive performance.

Build Alignment around a higher purpose. Safety remains a key mission for our industry. Besides safety, what other purpose-driven pursuit can galvanize your team so they can flourish, even during times of uncertainty?

Drive Momentum by celebrating early wins while recognizing they reveal the next challenges. Success in one area gives you credibility and organizational confidence to tackle what comes next.

And through each stage, lead yourself first. Know your triggers. Control your responses. Respect your capacity. A burned-out leader cannot solve a burnout crisis. A fearful leader cannot inspire confidence. A reactive leader cannot build strategic momentum.

Since hope is not a strategy, 2026 will reveal which rail leaders are prepared and proactive and which are not. 

The organizations that will thrive—attracting talent, maintaining safety standards, achieving results without destroying their people—will be led by those who master themselves first.

We cannot control the macro environment, eliminate tariff uncertainty or instantly create skilled workers. But we can control how we respond. We can control whether we lead from fear or purpose, whether we build trust or destroy it.

To see if your leadership is a competitive advantage during times of uncertainty, check out https://www.surveymonkey.com/r/TheRailWay_Lead.

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

The post Leading Through Uncertainty appeared first on Railway Age.

Americans experience the economy through reliability and affordability—not through the Surface Transportation Board’s (STB) document review process. When a factory stops production because railcars arrive three days late, consumers do not care about regulatory filing requirements, and when grocery prices tick up because shipping costs rise, they do not debate procedural timelines.

The recent procedural setback for the Union Pacific–Norfolk Southern merger should be seen for what it is: a request for more paperwork, not a verdict on whether coast-to-coast rail service would benefit the country. Thus, while we wait for red tape to be untangled, we forgo what is really important—a potentially significant improvement in the U.S. rail network.

Last month, the STB deferred its consideration of the UP-NS merger application, citing insufficient detail in the railroads’ competitive impact analysis and missing contract schedules. This was not a decision on the merger’s merits—it was a finding that a nearly 7,000-page filing needed additional information. In today’s regulatory environment, where agencies build extensive records to withstand litigation challenges, such procedural friction has become standard practice. A paperwork deficiency is not a policy verdict; it’s simply the system asking for more detail before proceeding.

This pattern is nothing new in rail oversight. When CSX sought to acquire Pan Am Railways, the STB initially rejected the application in May 2021 as “incomplete,” citing insufficient market analysis information—the same reason as the UP-NS merger application rejection. CSX filed a revised application, which was accepted in July 2021. The deal received final approval in April 2022 and closed in June of that year. The lengthy process did not indicate the transaction was flawed—it was a manifestation of STB caution and an institutional bias towards additional information.

The rejection has nothing to do with the size of the merger; even smaller deals follow similar timelines. When CN proposed acquiring the 218-mile Iowa Northern Railway, the application sat before the STB for nearly a year—six months past the agency’s own deadline—before receiving approval in January 2025. Even with smaller deals, extended review periods have become part of the STB’s long and detailed process.

The rejection is simply a delay, and the merger is about more than paperwork. A fair review should measure three pillars of the transaction:

1. Service. A unified coast-to-coast network eliminates the friction of carrier handoffs. Currently, interchange delays and “dwell time” act as a tax on the American economy. A single operator removes these bottlenecks and establishes clear accountability. When one railroad controls the move from L.A. to New Jersey, the “interline” excuse evaporates; there is simply one responsible party to ensure the train arrives on time.
   
2. Efficiency. Integrated planning across a unified network cuts redundancy and improves asset utilization. This execution delivers more predictable service for shippers and lowers end-to-end logistics costs. For manufacturers and agricultural producers, this reliability is essential. Furthermore, a seamless coast-to-coast rail option finally offers a competitive alternative to long-haul trucking, easing pressure on our congested highways.
   
3. Competition. Crucially, this is an end-to-end merger. Because the East and West Coast networks connect rather than overlap, the merger does not remove a competitor from the map. It connects two distinct systems. If approved, the transaction can be fortified with enforceable conditions to protect access, but the fundamental structure creates a national artery without sacrificing shipper choice. Furthermore, it may allow rail to better compete with trucking to get trucks off of our roads.

It is expected that regulators scrutinize the competitive impacts of any transaction and these procedural delays reflect today’s cautious, litigation-aware oversight culture. The STB’s request for additional detail is a routine administrative step, not a policy judgment.

The STB should judge the merger on whether it works for the people who depend on freight rail every day. The real test will come after regulatory approval, when trains start moving. Will deliveries become more reliable? Will shipping become more affordable? Will supply chains strengthen? These outcomes matter far more than how many rounds of filings it takes to get there.

Michael Gorman holds the Niehaus Chair in Business Analytics and Operations Management at the University of Dayton. The opinions expressed here are his own.

The post STB Rejection of UP-NS Merger: A Delay, Not a Judgment appeared first on Railway Age.

Congrats to our Marysville #TDSI terminal for earning the #Honda Origin of the Year Award! This marks their 8th win since 2007, a testament to their consistent commitment to delivering outstanding service. Kudos, #CSX Marysville, on your well-deserved honor! #CSXProud pic.twitter.com/u5bzq1XlC7

“Excellence is a habit, and our team at the Marysville terminal has proven it once again!” CSX reported via LinkedIn on Feb. 4. Honda has recognized the terminal in Ohio with the Origin of the Year Award for performance excellence—“a true testament to their consistent dedication and commitment to delivering outstanding service,” the railroad said. Since 2007, the Marysville terminal has received the award eight times from Honda, its primary customer. (It earned the award in 2007, 2009, 2010, 2012, 2015, 2016, and 2022.)

Honda’s Marysville Auto Plant was established in 1982; new vehicles are loaded onto railcars and delivered by CSX to destinations across the continent.

CSX also reported recently that its TDSI terminal in Tampa, Fla., earned Honda’s North American Destination Terminal of the Year Award, highlighting the “team’s commitment to operational excellence, safety, and partnership.” The terminal, which specializes in vehicle handling, also received the honor in 2022.

• CSX Announces Executive Team Changes (part of People News)
• Construction Advances at CSX-Served Montgomery ICTF (part of Intermodal Briefs)

“A safety record like four years injury‑free doesn’t happen by accident—it happens because of people who take safety seriously, and leaders like BNSF intermodal clerk Whitney Bowens,” BNSF reported via social media on Feb. 4.

This milestone was achieved at BNSF’s Memphis Intermodal facility, where Bowens’ “steady leadership helps reinforce safe habits across the terminal,” according to the railroad. She not only “stays alert to changing conditions, keeps communication flowing, and isn’t afraid to have the tough conversations that keep everyone accountable,” but also connects with new‑hire classes, supports team members across all shifts, and “brings positivity to every interaction,” BNSF said. “She believes safety is a mindset that never shifts, no matter the day or the workload—and that belief strengthens the entire team. Thank you, Whitney and the Memphis Intermodal crew, for the work you do every day, and congratulations on four years injury‑free. Your dedication reflects the best of who we are!”

The news follows a seven-year injury-free milestone reached at BNSF’s Wichita Falls Division in Texas.

The Class I railroad last month reported that 2025 was the “best year ever” for safety in the company’s 177-year history.

Separately, Union Pacific’s Livonia, La., locomotive team earlier this year reached one-year of injury-free service, due to “a culture of mentorship, open communication and a commitment to the why behind each safety protocol.”

• BNSF Logistics Elevates Ivan to President, CEO
• For BNSF, a $3.6B Capital Plan

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

LACMTA on Feb. 3 reported that the recent legislation signed into law by POTUS 47 included $94.3 million in mobility-related funding for the 2028 Olympic and Paralympic Games. This funding will allow the transit agency “to keep moving forward” on the Games Enhanced Transit System (GETS), which includes “advance service planning, initial leasing costs for land, design for temporary bus facilities, and station experience enhancements,” according to LACMTA, which carries nearly 1 million boardings daily on six rail lines and with a fleet of 2,200 low-emission buses (see map, for download below). The funding will also support the final design and engineering for key station improvements, mobility hubs and light rail improvements; final design and engineering for the Games Route Network; and planning and design for “quick build” pedestrian enhancements for venue areas, it said.  

In anticipation of hosting the 2028 Games, the LACMTA Board approved a list of 28 projects, totaling $20 billion and targeted for delivery by 2028. According to the transit agency, 32% have been completed; 25% are under construction; 25% in planning; and 18% in design. Project partners include Metrolink, Caltrans, the City of Los Angeles, Los Angeles DOT, Southern California Association of Governments, and Los Angeles 2028.

“We appreciate the leadership from the California Congressional delegation, including Senators Alex Padilla and Adam Schiff, and Representatives Pete Aguilar and Norma Torres on the House Appropriations Committee for their support of this critical funding,” LACMTA Chair Fernando Dutra said. “This bipartisan effort, which also included support from Secretary Duffy, Administrator Molinaro, and the staff of the U.S. Department of Transportation, will be essential for success. We look forward to collaborating with the federal government to deliver a world-class experience for everyone coming to the 2028 Olympic and Paralympic Games.”

“The 2028 Olympic and Paralympic Games are a time for America to shine on the world stage—and we know that transportation will be a key part of the visitor experience,” LACMTA CEO Stephanie Wiggins said. “We appreciate this bipartisan support from Congress and this Administration, and we look forward to continuing to work with them to provide the needed resources so everyone coming for America’s Games can have a gold medal experience in 2028.”

According to LACMTA, the legislation also included approximately $9.1 million for World Cup 26 transportation assistance (out of a total of $100 million), $2.3 million for bus stop enhancements, $15 million for transit safety funding (for the top 10 transit agencies), and $149 million for the Vermont bus rapid transit line. 

Separately, LACMTA recently awarded Parsons Transportation Group a contract for the Metro A line extension project, and selected rapid transit for the Sepulveda Transit Corridor Project.

CTC has allocated $988.7 million “to expand transit capabilities, add new highway safety features, and boost the state’s continued climate action goals,” the California Department of Transportation (Caltrans) reported Feb. 3. The approved funding is said to include $184 million from the federal Infrastructure Investment and Jobs Act of 2021 (IIJA) and $336 million in support from Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017.

Funding will go toward these transit-related projects: Los Angeles Union Station rehabilitation ($60 million); the purchase of 20 electric buses for the City of Glendale ($17 million); and the purchase of eight new light rail vehicles for SacRT ($21 million). Additionally, $1.72 million has been allocated to the SANDAG (San Diego Association of Governments)—Sorrento to Miramar, Phase 2 Intermodal Improvements project for the design of 1.9 miles of double-track between I-805 and Miramar Road in the City of San Diego, curve straightening (to help speed passenger and freight trains as they climb Miramar Hill), and new signals near Miramar Road along the rail corridor. According to SANDAG, Phase 1, which was completed in March 2014, added one mile of double track and replaced an aging wooden trestle bridge south of the Sorrento Valley COASTER station.

Click here for a list of non-rail-related funded projects.

Separately, Caltrans earlier this year awarded approximately $97 million to ten rail-related projects that it said prioritize public transit in communities most affected by pollution. They will be funded by the California Climate Investments initiative through the Low Carbon Transit Operation Program.

BART has published its 2026-2035 Sustainability Action Plan (SAP), identifying initiatives that the transit agency said will “support regional climate resilience, public well-being, increased ridership, and responsible environmental practices” (see above).

The 2026-2035 SAP was compiled using lessons-learned from the 2015-2025 SAP and outreach to riders, BART employees, the BART Board, and community members, according to the agency, which operates a rapid transit system in five California counties (San Francisco, San Mateo, Alameda, Contra Costa, and Santa Clara) with 131 miles of track and 50 stations (see map below). BART said its Sustainability Department conducted surveys, held community meetings, and established internal working groups to help fine-tune priorities. The department also examined historical performance data and built models to forecast BART’s future resource use. 

The plan is organized into seven categories that reflect different aspects of BART’s Sustainability Program. Within each category, BART has identified a mission-oriented goal, performance metrics to be tracked relative to 2030 targets, and organization-wide actions that it said “will enhance” its sustainability best practices. 

According to BART, key priorities include:

• “Increasing BART’s share of greenhouse gas-free electricity to 100% (currently BART’s electricity is 86% GHG-free as of calendar year 2024).
• “Upgrading water fixtures to conserve water across BART facilities.
• “Expanding recycling and composting efforts across BART facilities.
• “Adopting a Green Procurement Policy to aid in selecting sustainable materials.
• “Conducting a multi-hazard climate risk assessment. 
• “Building more Transit-Oriented Development at our stations.
• “Improving rider satisfaction by focusing on station cleanliness and safety.”

“BART has made significant progress in advancing sustainability over the past eight years, but there’s more work to do,” said Michael Cox, BART Manager of Sustainability Projects. “Our goal for the new action plan is to establish practices that will pay environmental and cost dividends even beyond 2035. Getting input from many stakeholders helped us ensure we are planning projects that prioritize riders and help our system run more efficiently.” 

BART said that it will issue annual sustainability reports throughout the 2026-2035 SAP period to provide updates on project progress. The Calendar Year 2025 Sustainability Report, which will be released later this year, will be the final report summarizing work related to the outgoing 2015-2025 SAP.

Separately, BART recently launched free Wi-Fi at five stations in time for the Super Bowl; reported that crime dropped 41% in 2025; and teamed with Uber Transit on first mile/last mile planning and payment.

• For Bay Area Transit, a $590MM ‘Fiscal Bridge’

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ASLRRA PERSPECTIVE, RAILWAY AGE FEBRUARY 2026 ISSUE: The origin of the popular saying “the only constant in life is change” is generally attributed to the ancient Greek philosopher Heraclitus, who also famously said, “you cannot walk in the same river twice.” The river’s water is always moving and changing. In 2026, the changing water will include the political and industry landscape in which we work. These changes will require short lines to work harder, smarter and more creatively than ever to achieve what is needed to provide the best service to existing customers and grow traffic from new customers.

On the legislative front, the landscape is increasingly challenging as our politics have become more divisive, government policies more unsettled, and headline news more stridently negative. Collaboration is increasingly scarce, even on traditionally bipartisan transportation issues. In 2015, the five-year surface transportation reauthorization Fixing America’s Surface Transportation Act (FAST Act) passed the House of Representatives by a vote of 359 to 65. In 2021, the margin on the next five-year transportation reauthorization, the Infrastructure Investment and Jobs Act (IIJA), was down to 228-206. In 2025, the margin of victory on most major legislation of substance was only one or two votes.  

In 2026, Congress must pass the next surface transportation reauthorization bill, which encompasses multiple issues vitally important to short lines, including the Consolidated Rail Infrastructure and Safety Improvements (CRISI) program. CRISI is the only federal infrastructure grant program in which short lines are directly eligible applicants. Current funding levels for CRISI under IIJA combine guaranteed advance appropriations with less-certain discretionary appropriations decided annually by Congress, but that was only in place from FY22 through FY26. 

Reverting to simply authorizing funds and hoping for approval of those funds in the annual discretionary appropriations process in FY27 and beyond would eliminate the stability and predictability that has made the CRISI program so successful in rebuilding reliable, competitive, and safe infrastructure for thousands of small town and rural rail shippers.

Equally important to short lines is a much-needed update of the 45G tax credit. The credit remains a potent tool in addressing the deferred track maintenance that short lines inherited from previous owners, but the credit has been frozen at $3,500 per mile since 2005 and inflation and restrictions on eligible track are eroding its potency. Today’s costs are at least $15,000 per mile for needed upgrades vs. roughly $7,000 per mile when the credit was first enacted. In 2004, the larger tax bill that included the 45G provision was the American Jobs Creation Act, the final version of which passed the House on a vote of 280 to 141. In 2025, the most recent large tax bill, the One Big Beautiful Bill, passed the House by a vote of 218 to 214, and passed the Senate 51 to 50 with the Vice President having to break a tie.

Be it CRISI, 45G, or our other legislative priorities, short lines need to redouble the effort to build the Congressional support necessary to win in a bitterly divided Congress. This year that effort begins by attending Railroad Day on Capitol Hill in Washington, D.C., on March 4. 

This industry-wide event is the best opportunity of the year to get face to face with Representatives and Senators and their key staffers, helping them understand how important short line rail service is to their state and district. In particular, it is the opportunity to highlight the thousands of shippers that are the actual beneficiaries of successful short line service. Most Congresspeople know these small businesses by name and understand their importance to the local economy, but few understand how much those shippers depend on reliable short line service. Short line and shipper participation in Railroad Day allows us to make that important connection. Ninety-eight of 100 Senators and 376 of 435 Representatives have one or more short lines in their district. We only get a meeting if we have a local constituent attending. In a world where one congressional vote may now make the difference between success and failure, we cannot afford your absence. You can register for Railroad Day on Capitol Hill at www.aslrra.org/railroad-day. 

As with the political landscape, the rail industry landscape is facing a potentially enormous change related to the proposed Union Pacific/Norfolk Southern merger. If approved, competition, customer service, access and rates will all be impacted. Some impacts will be positive, some negative, some unintended, many unknown. ASLRRA has filed a notice of intent to participate in the Surface Transportation Board’s (STB) review process, and we will productively engage and focus on ensuring the transaction adequately addresses any impact on short lines and their customers. To do so effectively, we need ongoing input from every short line on how they view the merger’s impact on their business and on what, if any, conditions they feel are needed to protect their interests and those of their shippers.

ASLRRA’s Annual Conference and Exhibition will be held April 12-14 in Minneapolis, where Federal Railroad Administrator David Fink and BNSF President and CEO Katie Farmer will keynote the General Sessions. In addition to offering a wide array of industry education and networking opportunities with rail executives, industry analysts, and government officials, the meeting provides an excellent forum to discuss the pros and cons of the merger with your colleagues.

As with Railroad Day on Capitol Hill, ASLRRA’s Annual Conference and Exhibition is a meeting well worth attending, and we want you there! https://www.aslrra.org/events/conference/ provides registration and hotel information. 

The post Work Harder, Smarter, More Creatively Than Ever appeared first on Railway Age.

Railroads continue to operate in an increasingly demanding environment shaped by higher axle loads, growth in hazardous materials traffic, and shifts in operating practices that may impact safety and reliability. These conditions magnify the consequences of in-service failures of critical components and challenge traditional inspection, operating, and maintenance practices.

At the same time, advances in inspection systems, communications, artificial intelligence and modeling tools offer new ways to mitigate risk. To be effective, however, these technologies must be rigorously evaluated under representative controlled conditions before widespread deployment.

The Federal Railroad Administration (FRA) maintains a multidisciplinary research program that utilizes full-scale testing, simulation and modeling, and targeted field experimentation. A significant portion of this work is conducted at FRA’s Transportation Technology Center (TTC), whose facilities enable investigations that cannot be safely or efficiently performed on revenue railroads.

This article highlights key FRA research initiatives under way at TTC, supported by railroads, suppliers, universities, and other industry partners, and explains how these efforts advance data-driven standards, performance-based regulations, and practical safety improvements.

FRA’s track research focuses on reducing derailment risk associated with vehicle-track interaction and degradation or failure of track components. A core element of the program is the evaluation of emerging inspection and monitoring technologies.

One priority area is rail integrity. FRA continues to advance non-destructive evaluation methods to improve the reliability and efficiency of rail flaw detection and characterization. TTC supports this work through the nation’s most extensive library of rail and weld defects, along with the Rail Defect Test Facility, a nearly one-mile test track containing known service-induced and machined defects. These resources allow technology developers to calibrate and validate advanced inspection systems under known conditions.

FRA also focuses on continuously welded rail management. Excessive longitudinal rail forces remain a leading contributor to high-consequence derailments. At TTC, FRA establishes controlled track conditions to support development of longitudinal force measurement tools and rail neutral temperature monitoring technologies. Current research includes refinement of rail break theory, particularly in curves and frozen ballast conditions. Development of improved guidance for low rail temperature differential (ΔT) and small rail gap scenarios will follow in the next phase of this research.

FRA is also improving vehicle-track interaction modeling by developing and validating vehicle model parameters through full-scale vehicle characterization and testing. Assessment of vehicle response under a wide range of controlled conditions for model validation will utilize TTC’s full scale vehicle test fixtures and FRA’s adjustable test track, currently the only U.S. facility capable of introducing isolated and combined geometry deviations. By summer 2026, a curved adjustable track section will complement the existing tangent section. Validated models will support derailment investigations and evaluation of performance-based safety standards.

In parallel, FRA is advancing innovative inspection technologies aimed at assessing track strength, support conditions, and degradation mechanisms. Emphasis is placed on non-contact methods, autonomous operation, integrated systems, and advanced data analysis using machine learning and artificial intelligence. Recent efforts have evaluated vertical track deflection measurement and alternative approaches to estimating vertical track stiffness. TTC’s test tracks provide suppliers and railroads with real-world environments to mature these technologies.

FRA’s rolling stock research addresses derailment prevention, crashworthiness, and hazards associated with new vehicle technologies. Full-scale testing at TTC plays a vital role.

Tank car research continues to provide the technical foundation for FRA rulemaking and standards development. In coordination with the Pipeline and Hazardous Materials Safety Administration and industry stakeholders, FRA uses full-scale impact testing to refine tank car design, construction, and use. In January 2026, FRA will conduct testing with a DOT-112 tank car to determine deformation modes and puncture resistance to side impacts.

Passenger equipment research in 2026 will include compression testing of an Arrow III railcar using TTC’s upgraded Squeeze Test Fixture, capable of applying loads up to 2.6 million pounds. Results will inform ongoing improvements to passenger car crashworthiness standards.

FRA is also assessing protective structures for battery energy storage systems introduced into the railroad environment. Testing will characterize potential damage to batteries and associated electrical components resulting from falls, blunt impacts, rollovers, and fire exposure. Custom fixtures developed for this work will remain available for future industry testing.

Condition-based maintenance and vehicle inspection is another priority with several initiatives planned. 

FRA’s train control and communications research emphasizes technologies that reduce collisions between trains or with highway vehicles. Current initiatives include evaluation of connected vehicle communications to enhance grade crossing safety. Testing at TTC in 2024 and 2025 focused on cellular vehicle-to-everything (C-V2X) systems capable of providing warnings to motorists at active and passive crossings. Full-scale testing of technologies supporting next-generation train control is anticipated in 2026.

Human factors research complements these efforts by addressing operational practices and training needs associated with accident risk. A switching and shoving safety study completed in 2025 identified gaps in current industry training and led to creation of a pilot training program developed in cooperation with railroads and labor organizations. Future training at TTC is expected to include realistic yard scenarios that cannot be safely staged in revenue service yards. This training is intended to complement existing railroad training programs.

Advancing rail safety requires sustained collaboration among regulators, railroads, suppliers, and researchers. FRA encourages industry partners to engage with its research program and leverage the unique capabilities of TTC to evaluate new technologies, inform standards, and translate research into practical safety improvements. 

• Proving Ground for Progress
• Improving Rail Operations Using AI and Machine Learning: Detecting Trespasser Hotspots
• Derailment Investigation, Prevention, Detection
• Automated Rolling Stock Inspection with Wayside and Onboard Technology
• Grade Crossing Collision Testing at the TTC

The post Advancing Rail Safety Through Research appeared first on Railway Age.

GBX Leasing 2022-1 LLC, described as “an indirect wholly owned special purpose subsidiary of Greenbrier,” issued an aggregate principal amount of $300 million of its Series 2026-1 Class A and Class B Notes (Notes) with a blended interest rate of 5.2% and a 2-1/2 year call feature, according to Lake Oswego, Ore.-based Greenbrier. The Notes are said to be rated “AA” and “A” by S&P Global Ratings; to have “weighted average lives” of approximately 6.7 and 7.0 years, respectively; and “are secured by railcars and associated operating leases.” The securitization will be consolidated on Greenbrier’s balance sheet but is described as “non-recourse” to Greenbrier, the company reported.

Greenbrier also completed a railcar asset-backed securities issuance in 2023; its first was in 2022.

Greenbrier designs, builds, and markets freight railcars in North America, Europe, Brazil, and the Middle East. It is also a provider of freight railcar wheel services, parts, maintenance and retrofitting services in North America; owner of a lease fleet comprising approximately 17,000 railcars that originate primarily from its manufacturing operations; and provider of railcar management, regulatory compliance, and leasing services to railroads and other railcar owners in North America.

“The strong demand from investors for this ABS issuance reflects continued market confidence in the performance of Greenbrier’s railcar portfolios, supported by stable utilization and predictable cash flows,” Greenbrier President and CEO Lorie L. Tekorius said. “This transaction’s favorable terms indicate the durability of our manufacturing platform and support for our disciplined long‑term strategy. We appreciate the ongoing commitment from our financing partners as we grow our business and invest in our railcar fleet.”

• TACOs Leave a Bitter Taste in Carbuilder Mouths
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• Watch: Greenbrier Unveils Safety Training Tank Car
• GBXL Becomes Wholly Owned Greenbrier Subsidiary

The post Greenbrier Completes Railcar Asset-Backed Securities Issuance appeared first on Railway Age.

The long-running project to build a 35.9-mile (57.7-kilometer) commuter line between Mexico City and Toluca was completed on Feb. 2 when the President of Mexico, Claudia Sheinbaum, opened the final 5.2-mile (8.4-kilometer) section from Observatorio to Santa Fe.

The project has required a total of investment of $5.79 billion (Pesos 100 billion), according to the Mexican government. Tendering for the project began in 2014 when the new line was expected to open in 2017.

The final section starts at the Observatorio terminus where there are three platforms. Interchange is provided with Observatorio station on Line 1 of the Mexico City metro. There is one intermediate station at Vasco de Quiroga, and other major civil works included the construction of a 563-yard- (515-meter-) long double cantilever cable-stayed bridge.

The completed Mexico City–Toluca line has a total of seven stations, including Lerma, Tecnológico (Aeropuerto), and Pino Suárez between Santa Fe and Toluca Centro. It is expected to carry up to 140,000 passengers per day, with trains operating every 12 minutes and providing an end-to-end journey time of less than 60 minutes compared with 2 hours 30 minutes by road.

The fleet comprises 20 109-yard- (100-meter-) long EMUs, each able to accommodate up to 719 passengers at a maximum speed of 99 mph (160 kph). Rolling stock has been supplied by CAF as the leader of a consortium, also comprising Thales, Isolux-Corsán and Azvi, which in December 2014 was awarded a $815 million (€690 million) contract to supply railway systems, including traction power supply and substations. CAF Signaling has supplied ERTMS, ATO and the control center.

As of Jan. 30, the Santa Fe–Toluca section had been in operation for 869 days, its five stations handling a total of 15 million passengers at an average of 22,000 per day, the busiest stations being Santa Fe and Toluca Centro. The eight trains in service had covered more than 3.1 million miles (5 million kilometers).

“This is not only a train that travels from Toluca to Mexico City, but it is also a completely different vision of recovering public space and integrating working-class neighborhoods into a world-class transport system,” Sheinbaum said.

• Mexico City Metro Confirms Line 3 Modernization
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• Gulf of Mexico Train Project Construction Begins
• Reports: Mayan Train Freight Terminal Coming to Cancun
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• Mexico Moving on Passenger Rail Revival
• Mexico’s Outgoing President Announces Completion of Mayan Train Project
  

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