Prototype News

SEPTA on Jan. 12 restored all morning express trips on Regional Rail; evening express trips were restored in late November. The moves come as more Silverliner IVs are being returned to service following Federal Railroad Administration (FRA)-mandated inspections and repairs over the past three months, according to the transit authority, which reported Jan. 9 that repairs have been completed on 180 of the 223 50-year-old railcars, which make up approximately two-thirds of the Regional Rail fleet.

On Oct. 1, 2025, the National Transportation Safety Board (NTSB) released an investigative report and the FRA issued an Emergency Order in response to Silverliner IV train fires. As part of SEPTA’s compliance with the FRA Emergency Order, Silverliner IVs have been rotated from service for inspections, testing, and safety upgrades, which has led to train delays, overcrowding and cancellations; and the transit authority has said operations staff will continue to remove from service all railcars that raise safety concerns.

Designed and built by General Electric, the Silverliner IV is the fourth-generation EMU (electric multiple unit) in the Silverliner family and was delivered in batches between 1973 and 1976. The Silverliner IVs were operated by the Reading Company until Reading’s absorption into Conrail in 1976. SEPTA took over commuter rail operations and the Silverliner IV fleet from Conrail in 1983. Silverliner IVs now represent approximately 223 of the 390 passenger-carrying railcars (which include passenger coaches, cab cars, and self-propelled units) in SEPTA’s Regional Rail operations fleet. “The Silverliner IV fleet has not been refurbished since its original deployment,” according to the NTSB.

FRA Emergency Order No. 34 requires SEPTA to take 15 specific actions including operator and mechanical personnel training, installation of new thermal detectors, daily maintenance quality control inspections, and a point-to-point inspection of every Silverliner IV railcar. In response to the FRA’s Emergency Order and the NTSB’s report, SEPTA said it added the following measures:

• “In-person inspectors are now present on all trains passing through Center City stations to conduct safety checks and respond quickly to any equipment issues.
• “Mid-run inspections have been added to review fault indicator lights and other critical systems while trains are in operation, supplementing existing pre- and post-run inspections.
• “Live video monitoring allows SEPTA’s Control Center supervisors to view train interiors in real time to check indicator lights and system alerts, ensuring quicker response to any potential issues.
• “Expanded maintenance staffing ensures that inspection and repair work can be completed more quickly and around the clock to meet the FRA’s deadlines.
• “Enhanced employee safety briefings and trainings are being conducted to ensure all operators, mechanics, and inspectors understand new reporting and inspection protocols.
• “Improved documentation and data sharing have been implemented so that all inspection results, repairs, and follow-up actions are logged, tracked, and reported directly to FRA for review.
• “Public communication measures are in place to keep riders informed about safety progress, expected service adjustments, and ongoing compliance updates.”

“SEPTA has committed to enhanced inspection and maintenance routines for these aging railcars to ensure safe and reliable service as we work through a multi-year process to purchase a replacement fleet,” SEPTA General Manager Scott A. Sauer said on Jan. 9. “The railcars we have returned to service are performing extremely well, and we expect that to continue moving forward.”

Sauer noted that the return of morning express trips “will optimize all service by enabling us to more efficiently serve high-volume stations, which will reduce crowding and resulting delays and pass-ups on local trains.”

SEPTA is also leasing 10 railcars from MARC in Maryland to alleviate pressure on its Regional Rail service.

• PennDOT: $219.9MM to Support SEPTA Safety Upgrades, Infrastructure Improvements

STM on Jan. 9 reported releasing its 2026 budget (see above), totaling C$1.8 billion and including “further reductions in recurring expenses of [C]$56.5 million, to comply with its financial framework while maintaining service levels.” The 2026-2035 Capital Investment Program, also released (see above), is said to represent “investment needs of [C]$24.1 billion over 10 years, including [C]$15.2 billion for asset maintenance to ensure reliable and safe service while mitigating the aging of infrastructure and equipment.”

STM said it is “forecasting a growth in its operating expenses limited to only 0.7% in 2026, as required by the financial framework established by the ARTM [Autorité régionale de transport métropolitain, the transportation authority that plans, finances and integrates public transport in Greater Montreal in Quebec], whereas the normal growth in expenses would have been 3.2%.”

“The STM will have reached its target of [C]$100 million in recurring spending reductions by 2026, a target it set in 2023 over five years,” STM CEO Marie-Claude Léonard said. “All these efforts are being made with the aim of protecting our current service mileage. Such optimizations over such a short period of time are always demanding for an organization, but we are doing it to continue to offer a reliable, safe and lower-cost service to the entire Montreal community while ensuring sound management of public funds.”

According to STM, this reduction in recurring expenses will be achieved through the implementation of a series of “optimization measures.” These measures, it said, include:

• “Evolution of the business model to adapted transport by transferring the minibus service to external partners.
• “Freeze on external hiring and overtime for teams supporting operations.
• “Adjustment to the frequency of maintenance of certain components of subway cars.
• “Extension of the use of certain subway car parts and purchase of certain equivalent parts at a lower cost.
• “Reduction of IT project consultants and IT equipment.
• “Negotiating a new fuel contract at a more advantageous price.
• “Customer contact center closes after 4:30 p.m. on weekdays, as well as on weekends and holidays.
• “Reduction in the number of service vehicles for STM employees.”

STM reported that these measures will result in a reduction of approximately 300 positions “over the coming months”; employees with existing positions “will be relocated in accordance with current collective agreements and policies.”

“I would like to emphasize the commitment, resilience and professionalism of STM employees in this context of transformation,” Léonard said. “We are aware of the impacts of these decisions and are putting in place the necessary mechanisms to support staff throughout this period.”

Regarding the capital expenditure program for 2026-2035, STM Board Chair Aref Salem reported: “Investments dedicated to asset maintenance have remained below needs for several years, which is putting increasing pressure on infrastructure, particularly in the metro. The asset maintenance deficit is currently estimated at [C]$7 billion and could reach [C]$9 billion by 2030 if the trend continues. This situation results in more frequent interventions in stations and longer phasing of certain projects.”

Some C$2.8 billion of the C$15.2 billion needed over 10 years has received funding confirmation to date, leaving 80% of the needs unfunded while an asset condition assessment indicates that 42% of the assets are “in poor or very poor condition,” according to STM.

The current lack of funding is also leading to “a gradual loss of expertise and internal capacity,” STM noted. “Staff reductions in some project offices began in 2025 and will continue for several months, making the need for stable and predictable funding all the more critical. To address this situation, the STM hopes that the governments of Quebec and Canada will quickly reach an agreement to allow the transfer of funds earmarked for public transit infrastructure to the Strong Communities Building Fund.”

Like other transit agencies, STM said it intends to revise the pace of its transition to the electrification of its bus network. “While the complete electrification of its bus fleet would reduce Quebec’s GHG emissions by only 0.13%, STM believes that acquiring hybrid buses is a proven and efficient solution that will reduce GHG emissions during the transition to all-electric, while offering operational reliability and more stable operating costs,” the agency reported. “These buses, unlike electric buses, do not require any technical modifications to transit centers, freeing up funds for other major projects, such as asset maintenance.”

“We are committed to providing our customers with reliable, safe, and efficient service, and to ensuring that every dollar invested generates maximum impact,” Aref Salem concluded. “It is with this in mind that the STM is strengthening its understanding of the condition of its assets and rigorously prioritizing its investments. However, increased and predictable support from higher levels of government remains essential to ensure the long-term viability of the network.”

At its Jan. 14 meeting, the LACMTA Board will consider certification of the Final Environmental Impact Report (FEIR) for the C Line Extension to Torrance, which would operate as part of the K Line, and selection of the Locally Preferred Alternative (LPA) for the Sepulveda Transit Corridor Project.

According to LACMTA, the 4.5-mile C Line Extension would offer a 19-minute trip from Torrance directly to Los Angeles International Airport (LAX), while connecting Torrance and Redondo Beach to Los Angeles County’s expanding transit network. The project, it said, would also create easy transfers to the C and E lines for riders connecting to Santa Monica, downtown Los Angeles, Norwalk and other locations throughout the county.

LACMTA said it studied three light rail and a high frequency bus alternative for the project. “The Board selected LPA was chosen for its efficient use of the existing LACMTA-owned historic freight rail corridor, which significantly reduces the need for costly private land acquisition and minimizes construction-related disruptions to neighborhoods,” the transit agency reported, “and provides new walking paths in neighborhoods to serve as active green spaces, as well as upgrades to existing freight to enhance safety and reduce freight horn noise from nearby homes.” The project is slated to create roughly 15,000 jobs and to deliver $16.4 billion in regional economic benefits over 20 years.

For the Sepulveda Transit Corridor project, which would connect the San Fernando Valley and West Los Angeles, selecting an LPA would follow the release this past summer of the Draft Environmental Impact Report (EIR), which analyzed five alternatives for a “fast, reliable rail transit option for those traveling through the Sepulveda Pass,” according to LACMTA.

“Based on technical evaluation and community and stakeholder input, LACMTA staff proposed Modified Alternative 5 as the LPA,” the transit agency reported. “Modified Alternative 5 is heavy rail transit underground between the Van Nuys Metrolink Station and E Line Expo/Sepulveda Station modified to connect to the Van Nuys G Line Station and future East San Fernando Valley Light Rail station at the G Line at Van Nuys Boulevard.”

Modified Alternative 5, LACMTA noted, incorporates key elements of Alternative 5, including automated vehicles in a single-bore tunnel, a terminus at the E Line Expo/Sepulveda Station and 2.5-minute frequencies during peak travel times. Additionally, it “leverages the strengths of Alternative 5—high ridership, high frequencies, and shorter station construction sites—while avoiding construction of a ventilation shaft in the Santa Monica Mountains,” the agency said. It also offers the “connectivity benefits of Alternative 6 along Van Nuys Boulevard instead of Sepulveda Boulevard, which reduces the project’s overall length and is anticipated to reduce cost.”

According to LACMTA, the staff recommendation also includes project phasing “to allow for mobility benefits to be realized as funds become available.” Nearly all LACMTA rail projects have been phased, it noted. Specifically, the recommendation includes focusing on an initial operating segment (IOS) between the San Fernando Valley (at the Metro G Line) and Westside (at the Metro D Line). “The modifications to Alternative 5 facilitate direct connections to the transit network, avoiding the need to transfer twice to access the project,” LACMTA said. “Direct connections enhance the time competitiveness of transit and anticipated ridership.”

The preliminary capital cost for Alternative 5 is $24.2 billion (in 2023). This would be updated to reflect Modified Alternative 5, according to LACMTA. Beyond funds provided under Measure M and other local sources, the agency said it anticipates the need for additional funding and financing for the project, including from federal, state, and local sources, as well as private investment through a potential P3 (public-private partnership).

During construction, the project is slated to result in 12,000 to 17,000 jobs per year, increasing economic output in the Los Angeles region by $25.5 billion to $42.9 billion, and generating $7.3 billion to $12.1 billion in additional wages due to construction, according to LACMTA.

Following Board approval of the LPA, LACMTA said it would initiate design refinement efforts consistent with the LPA, which includes evaluating phasing, identifying opportunities for value engineering, evaluating the P3 delivery model, and making refinements to Alternative 5 to allow for connection to the G Line at Van Nuys Boulevard. Following design refinements, the environmental process would continue, including corresponding community outreach and opportunities for public comment.

“In 2016, LA County voters told us, loud and clear, that they want a robust LACMTA system to transform their commutes and improve their quality of life,” LACMTA CEO Stephanie Wiggins said. “By advancing these two projects, LACMTA is making good on this promise. These two projects will transform transportation for people from the South Bay to the San Fernando Valley and beyond, improving access to jobs, education, health care, and all the things that make living in LA great. We look forward to continuing to work with the Board and project stakeholders as we take the next steps on these two transformative projects.” 

“Connecting the San Fernando Valley and West Los Angeles and extending rail in the South Bay means opening doors to better jobs, classrooms, entertainment centers and more; it means cleaner air and less time stuck in traffic,” LACMTA Board Chair and Whittier City Councilmember Fernando Dutra said. “These projects represent an important step in the right direction for Los Angeles County’s public transportation system.” 

• LACMTA Selects FlatironDragados for Two Key Rail Projects
• LACMTA Board Approves a $50MM Construction Management Support Services Contract

NC By Train—North Carolina-supported Amtrak service—has broken its ridership record for the fourth year in a row. 

In 2025, it carried nearly 740,000 riders, a 15% increase since 2023 and the highest ridership in the service’s 35-year history, the North Carolina Department of Transportation reported Jan. 9. 

Officials attributed “train travel’s increasing popularity to more affordable service, increased daily trip options, and special offerings like Carolina Panthers game trains and the Ale Trail by Rail.”

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CN announced Jan. 9 that it set a new monthly record for grain movement in December, marking its fourth consecutive record month. CN moved more than 2.82 million metric tons of grain from Western Canada last month, surpassing its previous December record set in 2020 by more than 80,000 metric tons.

CN also set a record for grain moved within a single calendar year in 2025. In Western Canada, CN moved more than 31.3 million metric tons, surpassing the previous record of 30.9 million metric tons set in 2020. Across all of Canada, CN shipped more than 32.7 million metric tons of grain, exceeding the prior all-time record of 32.25 million metric tons established in 2024.

“Canadian farmers produced record grain crops. Through consistent execution and close collaboration across the grain supply chain, CN railroaders supported the movement of these volumes to market. These results contributed to another record month and another consecutive record year in 2025 for grain movement across Canada,” said CN Executive Vice-President and Chief Commercial Officer Janet Drysdale.

Additionally, CN says it continues to execute its winter operations plan across the network as the colder months have begun.

Further Reading:

• CN Releases 2025-26 Winter Plan
• CN, CPKC: Ready for 2025-26 Grain Service

Warrior Met Coal, Inc. recently celebrated the completion of the Blue Creek Mine project located in Tuscaloosa County, Ala.

NS supported the $3 billion corridor with a $200 million investment, “strengthening connections from the mine to the Port of Mobile and beyond.” Warrior Met Coal invested approximately $1 billion to develop the project.

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

NJ Transit President and CEO Kris Kolluri on Jan. 9 was joined by NJ Transit Police Chief Christopher Trucillo and Senator Troy Singleton to unveil the first River LINE vehicle to feature a fully renovated passenger compartment and a recent engine overhaul as part of the agency’s continuing efforts “to enhance the customer experience and improve service reliability.” To mark the milestone, the first vehicle is wrapped in graphics celebrating America’s 250th birthday being observed this year.

As part of the transition from the current contractor, the NJ Transit Board of Directors authorized NJ Transit to enter into a contract with Kinkisharyo International LLC for the maintenance of the River LINE fleet vehicles. NJ Transit will assume oversight of the River LINE service, the maintenance of the right-of-way, and the light rail station maintenance.

After several years of working closely together to assess the conditions of the River LINE, NJ Transit and its contractor Alstom began to transition the light rail system to NJ Transit in early September. The transition, which will be fully complete in the first quarter of this year, “enables NJ Transit to be best positioned to shape and implement the next steps that will strengthen and enhance the future of the service,” according to the agency.

NJ Transit is working with Kinkisharyo to completely rehabilitate the interior passenger areas of the vehicles. Improvements include new LED lighting, replaced seating, new flooring, updated signage and more to significantly enhance the on-board customer experience. In addition, Kinkisharyo is performing a top-to-bottom set of inspections on the light rail vehicles to ensure they remain in a state of good repair. NJ Transit plans to upgrade 14 light rail vehicles as part of this program, as the agency works concurrently to develop a Request for Proposal (RFP) to fully replace the entire River LINE fleet. 

As part of the continuing enhancements, NJ Transit has also installed real-time arrival information on the River LINE platforms to improve customer information. River LINE customers now have access to live departure times at every station and through the NJ Transit mobile app. They can track River LINE vehicles in real time, allowing them to monitor any impacts on service more accurately.

“As we finalize the process of assuming operation of the River LINE, every upgrade we’re making is focused on improving reliability, communications and the customer experience,” said Kolluri. “This work builds on the systemwide modernization already underway across our bus and rail fleets, as we also maintain an equal commitment to investing in the quality of commute for our light rail customers.”

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The supplier, in a Jan. 6 announcement, said GMTX will implement Crew Management, “which leverages the power of Azure, advanced analytics, and artificial intelligence” to manage crew deployment, track qualifications and maintain compliance with the Federal Railroad Administration; as well as CrewAnalytics, Crew Projection, and CrewWise, “a generative AI-powered assistant to optimize operations across supply chain management, transportation, and distribution.”

“As Mexico’s largest railway network, GMXT is committed to delivering best-in-class rail services for our customers across industries,” said Jorge Marquez Abreu, Chief Operating Officer at GMXT, which includes Ferromex, Ferrosur, and logistics company IMEX in Mexico, plus Florida East Coast Railway and TexasPacifico in Florida and Texas, respectively. “By adopting CloudMoyo’s suite of crew management solutions, we’re strengthening our focus on the adoption of the latest advancements in cloud and AI—enhancing our agility, scalability, and positioning ourselves at the forefront of practices that drive efficiency and safety.”

“We’re very excited to partner with GMXT in modernizing its rail operations with AI, especially given CloudMoyo’s focus on employing generative AI and agentic AI to address enterprise challenges,” added Manish Kedia, Co-Founder and CEO of CloudMoyo. “Being a part of Mexico’s largest cargo operator’s digital transformation journey is special, particularly as we lead the next phase of transformation with data, advanced analytics, and agentic AI.”

Terminal Railroad Association of St. Louis—Railway Age’s 2020 Short Line of the Year—selected CloudMoyo Crew Management technology in 2020 and CloudMoyo Operational Testing System in 2019.

• BNSF, JBHT, GMXT Launch ‘Quantum de México’
• For G&W’s CG Railway, A New Partner: GMTX
• Single Source of Truth

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AFT No. 1 was one of three locomotives that powered the 1975-76 American Freedom Train, a traveling exhibition during the U.S. Bicentennial carrying more than 500 pieces of Americana—from George Washington’s copy of the Constitution and Benjamin Franklin’s handwritten draft of the Articles of Confederation to the original Louisiana Purchase, Dr. Martin Luther King, Jr.’s robes, Judy Garland’s dress from The Wizard of Oz, and a lunar rover. (Download AFT No. 1 overview below.)

AFT No. 1’s cosmetic restoration, supported in part by a federal Save America’s Treasures grant administered by the Institute of Museum and Library Services, was completed in six months. It included replacing necessary jacketing, repairing wiring for headlights, class lights, and tab lights, and rust abatement work (download restoration details, photographs below). The seal and graphics were painted by artists David and Liné Tutwiler.

The locomotive and a corresponding new exhibit devoted to the historic American Freedom Train journey to 138 cities in all 48 contiguous states are now on permanent display at the museum, following the Jan. 12 unveiling ceremony, which included remarks by Martin O’Malley, former two-term Governor of Maryland, representing the Maryland 250 Commission, and Bruno Maestri, Vice President of Government Affairs and Corporate Communications for Amtrak and a B&O Railroad Museum Board Member, plus participation by the original engineers of the 1975-76 Freedom Train.

Both unveilings launch a yearlong series of programs, exhibitions, and events at the museum centered on the AFT No. 1 and America 250, culminating in the celebration of the 200th anniversary of American railroading in 2027.

“The American Freedom Train and the locomotive that pulled it, the AFT No. 1, were a touring museum carrying artifacts representing the best of our country,” said Kris Hoellen, Executive Director of the B&O Railroad Museum. “Today, we are honoring this great nation and the mode of transportation that made the Freedom Train possible—the railroad, which is celebrating 200 years in 2027. The AFT No. 1 serves as a bridge connecting these two important anniversaries.”

“Maryland is proud to be the home of this national treasure,” Martin O’Malley commented. “By preserving the AFT No. 1, we are preserving the memories of millions of Americans and reinforcing the unity of our state and country.”

The B&O Railroad Museum is a historic site located on the original grounds of the B&O, the first steam-operated railroad in the United States to be chartered as a common carrier of freight and passengers. Its campus extends 40 acres into southwest/west Baltimore, Md., and features the first mile of commercial track ever laid in the country; five historic buildings, including the 1851 Mt. Clare Station (designated a National Underground Railroad Network to Freedom Site); and the 1884 B&O Roundhouse. CSX, the B&O’s successor, in 1987 officially transferred all land and property for the museum to a non-profit that became the B&O Railroad Museum.

CSX President and CEO Steve Angel and Benjamin H. Griswold IV are co-chairs of the museum’s $38 million capital campaign for restoration work ahead of railroading’s bicentennial.

The campaign will cover work to restore the museum’s South Car Works building, which is said to be the oldest, continuously operating railroad repair facility in the United States if not the world (1869-1990). The 33,000-square-foot building’s transformation will include an Innovation Hall to exhibit the present and future of American railroading technology, as well as educational and historical archive space. Additionally, the building will serve as the new entrance to the museum. The museum said this will allow it to “reimagine its campus flow to face Southwest Baltimore to spark community economic development and to create the CSX Bicentennial Garden.”

CSX is donating $5 million to build the garden, which will include an amphitheater and multi-use space that can host local organizations and hold community gatherings. “This installation will serve as a vibrant event space and provide a fresh, new location to welcome visitors to the museum,” the railroad reported in 2023, when it became the first corporate patron to pledge support for the campaign, along with the state of Maryland, which included a $1 million grant in its Fiscal Year 2024 capital budget. 

A groundbreaking ceremony for the museum project was held in May 2025. The museum is said to have raised $28 million so far for the project, which is slated for completion in October 2026.

Separately, CSX in May 2023 showcased its first heritage locomotive design in honor of the B&O.

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Eldridge, Iowa-based Resourceful Rail on Jan. 8 reported acquiring the 2.23-mile West Erie Short Line, Inc., from NIWX Corporation and restoring service. WESL—located on the west side of Erie, Pa., where it interchanges with Norfolk Southern (NS)—joins Resourceful Rail’s 3.2-mile Davenport Industrial Railroad (DIR), which interchanges with Canadian Pacific Kansas City (CPKC).

In addition to hauling cement, plastics, steel products, and machinery, WESL offers transloading and railcar storage services to customers in Erie County and the surrounding region.

“Founded in 1995, WESL was formed by Erie Press Systems to preserve rail service on former Bessemer and Lake Erie trackage,” Resourceful Rail said. “Acquired by NIWX in 2022, WESL had laid dormant for over a decade, and Resourceful Rail crews have been working diligently the past few months to return the line to service.”

WESL has also leased additional track from NS to support future growth, according to Resourceful Rail.

“We’re excited to expand into Northwest Pennsylvania,” said Steve Berish, President of Resourceful Rail, which also provides contract switching, transloading and rail consulting services. “WESL is fantastic opportunity for our team to expand our footprint, and combined with our Class I partner, Norfolk Southern, we looking forward to supporting the region’s economic growth.”

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The Railway Association of Canada (RAC) on Jan. 8 released Rail Trends 2025—a rolling, 10-year review of financial and statistical results for the industry.

Highlights of Rail Trends 2025 include:

• “Canadian railways invested C$4.5 billion to improve the safety, efficiency, capacity, and fluidity of Canadian supply chains..
• “The safety performance of Canada’s railways was exceptional. The sector achieved its lowest freight accident rate on record, the passenger rail accident rate improved by 12.4%, and railways moved more than half a million carloads containing dangerous goods safely.
• “The rail sector directly employed 38,000 people across the country—the highest level since 2001. These jobs, of which the majority are unionized, provide average compensation of C$110,000, which is approximately 50% higher than the average full-time Canadian salary.
• “Passenger railways regained ridership—the number of rail commuters increased by 22.7% and intercity passengers increased by 8.6%, reducing congestion on public roads.
• “Taxes paid exceeded C$2.7 billion.”

The 33rd edition of Rail Trends (download below) is a compendium of Canadian rail data up to Dec. 31, 2024. Data is reported by RAC member companies, including Class I and short line freight railways, as well as tourist, intercity, and commuter passenger railways. Data for 2025 will be covered in next year’s report.

“The data shown in Rail Trends 2025 demonstrate that Canada’s railways are delivering measurable progress for the economy, supply chains, and the communities they serve,” said RAC President and CEO Eric Harvey. “Strong safety performance, sustained capital investment, and a growing, well-compensated workforce reflect an industry that is performing at a high level while planning for the long term. At the same time, growing passenger ridership and efficient freight operations highlight rail’s role in reducing congestion, supporting trade, and advancing sustainability. Rail Trends provides clear, data-driven evidence of the sector’s essential role in keeping Canada competitive and connected.”

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North America’s four Class I railroads not named Union Pacific and Norfolk Southern took aim at the proposed UP-NS merger in January, a combination that, if approved, would create the largest railroad in U.S. history and the first single transcontinental. UP and NS submitted their historic merger application in December, and since then, their rivals have been taking potshots at the proposal. Most notably, all four railroads have filed comments with the U.S Surface Transportation Board — the independent regulator that will approve or deny the merger — claiming they believe the application is incomplete. 

Canadian National, through its American subsidiary Grand Trunk Western, perhaps summed up the opposition best when it wrote: “(The) Applicants seek approval from the Board for a proposed transaction they assert is an ‘unprecedented opportunity for our country’ because it will purportedly ‘create America’s first transcontinental railroad’ and ‘transform the nation’s supply chain.’ Applicants are correct that their Application is unprecedented in at least one respect: They seek the Board’s approval to undertake the first major transaction under the Board’s new rules, which require Applicants to show that the proposed transaction would not only preserve, but also enhance competition. Yet they fail to provide the Board, or interested parties, the information that is required.”

Among the rival railroads’ complaints is that while UP-NS has said their merger would remove 2 million trucks from America’s highways, it doesn’t provide proof of that claim. It also provides little evidence of how it would enhance competition, a requirement of the STB’s “new” merger rules established in 2001 (but exempted any merger with the smallest Class I railroad, Kansas City Southern, which was acquired by Canadian Pacific in 2023). 

For their part, UP has said the other Class I railroads are simply trying to delay the merger because it will force them to work harder against the competition. 

—Justin Franz 

The post Rivals Take Aim at UP-NS Merger Application appeared first on Railfan & Railroad Magazine.

New Jersey Governor-elect Mikie Sherrill announced Jan. 8 that Kris Kolluri, current President and CEO of NJ Transit, will retain his role at NJ Transit and also be nominated as Executive Director of the New Jersey Turnpike Authority (NJTA), allowing him to oversee day-to-day operations of both agencies “to unify strategy, rethink how we move people, and ultimately improve commute for the residents of New Jersey,” according to the governor’s office. Kolluri will take a $1 salary from NJTA.

“We need a collaborative and creative approach when it comes to addressing challenges and opportunities affecting our state, which is especially true as we update New Jersey’s approach to transit. That’s why I am excited to announce that Kris Kolluri will not only be continuing in his role as President and CEO of NJ TRANSIT but will also be nominated to be the Executive Director of the New Jersey Turnpike Authority. He brings decades of experience with every major transit agency in the region, and his leadership will be key as we rethink the future of transportation in New Jersey to improve commutes, improve coordination, and make sure New Jerseyans spend more time with family and friends, and less time stuck on a train or on the turnpike. Additionally, as we prepare to welcome tens of thousands of people when we host the FIFA World Cup, Kris will ensure safety and efficiency as we move people on our buses, trains, and highways,” said Governor-elect Sherrill.

Kolluri was appointed to lead NJ Transit, effective Jan. 16, 2025. He is responsible for the nation’s largest statewide public transportation system, with more than 11,000 employees providing more than 944,000 weekday trips on more than 250 bus routes, three light rail lines, 12 commuter rail lines, and the agency’s Access Link paratransit service. From 2006 to 2008, he was also Commissioner of the New Jersey Department of Transportation (NJDOT), where he led the effort to increase investment in mass transit and served as Board Chair of NJ Transit and the NJTA and South Jersey Transportation Authority (SJTA) Commissioner, overseeing 17,000 employees.

Prior to his appointment, he served as CEO of the Gateway Development Commission, a bi-state entity overseeing the $16.1 billion Hudson Tunnel Project, the nation’s largest and most urgent infrastructure project. In two years, he transformed the organization from a start-up to one that received the largest investment the federal government has ever made in any mass transit project, closed on the largest Railroad & Rehabilitation Improvement Program loan package in United States history, and initiated construction of the first set of heavy rail tunnels under the Hudson River in more than 114 years.

Previously, Kolluri served as President and CEO of Camden Community Partnership, Inc., a community and economic development nonprofit located in Camden, N.J. He oversaw an organization focused on designing and implementing outcome-focused and resident-driven programs. Under his leadership and in partnership with the local government, the organization implemented a first mile/last mile transportation solution for residents, an innovative job placement program, a once-in-a-generation street improvement program, the development and rehabilitation of six waterfront and neighborhood parks, and a large-scale COVID vaccine site.

He also previously served as CEO of the Rowan University/Rutgers-Camden Board of Governors. During his tenure, he oversaw the development of the first-of-its-kind multi-institutional research and teaching facility and implemented the Medical Assistants Training Program and the Alzheimer’s Patient Navigator Program, which were a pathway to serve a community health need and create jobs for residents.

Kolluri was the CEO of the New Jersey Schools Development Authority, where he oversaw the state’s $5.3 billion school construction program, focused primarily on socioeconomically disadvantaged communities.

Prior to his work in the infrastructure and social equity space, Kolluri worked as a staff member in the United States Congress for more than a decade, eventually becoming a senior policy advisor to House Democratic Leader Richard A. Gephardt. In that capacity, he assisted freshman members of Congress in developing long-term policy initiatives.

“I am excited to lead both NJ Transit and the New Jersey Turnpike Authority alongside Governor-elect Sherrill, who shares a desire to innovate and improve New Jersey’s transit systems,” said Kolluri. New Jersey’s success relies on the Turnpike and NJ Transit working together and by overseeing both agencies, particularly for a major security event like the World Cup, I’ll be able to ensure that we eliminate silos and are working in lockstep to provide better service to the people of New Jersey and those visiting our state. Gov.-elect Sherrill has been laser-focused on improving New Jersey’s transit systems since her time in Congress, and I know that her administration will share that same focus, for the World Cup and beyond.” Kolluri has a Bachelor of Science from Rutgers University and a Juris Doctor degree from Georgetown University. He was an adjunct faculty member at Rutgers University Law School (2011 & 2012 academic years). He also served on the Rowan University Board of Trustees, the Southern New Jersey Chamber of Commerce Board, and the New Jersey Board of

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Northlander service, which was discontinued in 2012 and replaced by buses, will span approximately 460 miles (740 kilometers) with 16 stops (see map below). The goal is to “enhance Ontario’s integrated transportation network and advance work on the province’s Draft Transportation Plan for the North,” according to the Ontario government.

The government in April 2022 reported that it would invest C$75 million to reinstate the service and released an Updated Initial Business Case. Later that year, it awarded a C$139.5 million contract to Siemens Mobility for three trainsets (each comprising one locomotive and three passenger cars) to support it.

The first trainset is now undergoing testing and commissioning in Toronto before moving north, where Ontario Northland, the provincially owned operator, will begin testing along the Northlander corridor, according to the government’s Jan. 8 announcement. Testing will “ensure all systems function correctly and meet safety, performance, and operating requirements.”

Our government is bringing back the Northlander!

It’s a great day for communities across northeastern and central Ontario as we move one step closer to returning passenger rail to the North, with the arrival of the first of three new Northlander trainsets. pic.twitter.com/G0pE4hDtMa

Each trainset features 169 seats, including accessible seating and washrooms, wide aisles, charging ports, Wi-Fi, and LED lighting. According to the Ontario Northland website, there are two-seat arrangements, single-aisle seats “for extra privacy,” and “pod” setups featuring two bench seats and a table for groups of up to four riders. The cars also include seat numbers and call-for-aid buttons that are marked with Braille signage for riders with visual impairments.

The government awarded EllisDon a contract in 2024 to begin platform reconstruction at stops in North Bay, Temagami, Temiskaming Shores, Englehart, Kirkland Lake, Matheson, and Cochrane, and another contract in 2025 to reconstruct platforms and install pre-manufactured shelters at train stops from South River to Washago. Three separate contracts were awarded for the design and manufacture of nine new station shelters, for track improvements, and for complete warning system upgrades along the Northlander alignment.

In 2025, the province began construction of Timmins-Porcupine Station for Northlander passenger rail, Ontario Northland Motor Coach, and Bus Parcel Express services. It also completed the North Bay Rail Bypass, which connects the CN Newmarket subdivision to the Ontario Northland main line on the Temagami Subdivision and is slated to cut travel times by 15 minutes.

The Northlander is expected to start running this spring, according to CTV News. The Ontario Northland website says it will operate four to seven days per week, based on seasonal travel demands (see proposed service schedule below).

“Today [Jan. 8] is a great day for the people of Northern Ontario as we move another step closer to bringing the Northlander back into service, so families and workers can travel conveniently from Union Station [in Toronto] all the way to Timmins and Cochrane,” Ontario Premier Doug Ford said. “Our government will continue to invest in the largest public transit expansion in Canadian history as part of our plan to create jobs, tackle gridlock, and protect workers and businesses.”

“Under the leadership of Premier Ford, our government is delivering on its promise to bring back the Northlander,” Prabmeet Sarkaria, Minister of Transportation commented. “The Northlander is a key part of our [C]$100 billion plan to build transit and highways so we can protect Ontario and connect families to good jobs, housing and the services they rely on.”

“The arrival of the first of three new trainsets marks a major milestone on our journey toward the new era of the Northlander,” Ontario Northland CEO Chad Evans said. “Designed with comfort, accessibility and safety top of mind, these new trainsets will offer a modern and reliable travel experience for all passengers. We are excited to continue to build momentum as we move another step closer to the launch of service.”

“Thanks to Premier Ford and this government, northeastern Ontario will soon enjoy more connections to essential services such as health care and education, while supporting economic development and tourism in the region,” Ontario Northland Board Chairman Alan Spacek added. “The new Northlander service will fundamentally shift how people move across the province, increasing access to safe, reliable transportation options for years to come.”

“TRACCS Transit and Rail would like to commend the government of Ontario for continuing to invest in sustainable and much-needed transportation connecting Ontario from the north to the south,” said Mark Salsberg, Chair of TRACCS (Transit Rail Association for Canadian Contractors, Maintainers, Operators and Standards). “With these new Siemens trainsets, the Northlander will connect communities to services and economic opportunities that will transform the regions it serves. Congratulations to everyone involved in making this a reality.”

• Ontario’s Northlander Service Revival Advances
• Northlander Service Revival Advances With Contract Award, Train Design Unveiling
• North Bay Rail Bypass Construction is Completed

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Panelists at our recent Railroad Roundtable projected weak demand for 2026. Tightening truckload capacity is encouraging but not impacting rates enough yet to gain confidence in rail pricing cycle. The Union Pacific/Norfolk Southern merger application is expected to pass Surface Transportation Board (STB) review, but our panel acknowledged the application is lacking in some details, especially on Committed Gateway Pricing (CGP). Reciprocal switching could enhance competition, but its final form and timing remain uncertain at this time.

Our panelists unanimously expect weak core demand trends in 2026. A panelist from the largest Class II/III parent company sees tariff clarity and easier rates as necessary for underlying volume trends. Two shippers—chemical and building materials—attested to a weak demand environment, with the building materials shipper still cautiously optimistic for a better 2H26 vs. 1H26, but the chemical shipper has hopes pinned on 2027. The intermodal outlook was relatively subdued as well. Indeed, volume expectations appear to be anchored fairly low to start the year. On low throughput expectations, the panelists believe rail service should hold up well.

The UNP/NSC merger application is expected to pass STB review per our panelists, though delays in approval would not be surprising. Even panelists that expressed concerns believe the application will ultimately pass. Our Class II/III panelist thinks additional detail is necessary for him to get confidence on competitive impacts, especially as it relates to the proposed Committed Gateway Pricing (CGP). Similar pricing schemes on the I-5 corridor have had very little uptake from shippers (also discussed in our conversation with a former Class I CEO). As such, delays in the STB review process would not be surprising, though we note that this panelist did not explicitly speak to the application being returned in entirety to the prospective merger partners. Both shippers concurred that more detail on CGP is necessary, as both ship by carload/manifest and maintain that the benefits to them are not as obvious as those for their motor vehicle and intermodal counterparts.

Reciprocal switching could prove beneficial for competition but difficult to judge only from the STB proposal. Our panelists acknowledged that proposals typically face material logistical and legal complexities (especially this rulemaking). The housing shipper was not hopeful that a genuinely competition enhancing rule would materialize from this process. We believe the proposal is likely unrelated to the ongoing merger review, given this is a long-standing issue on the STB docket, but it could theoretically offset the competitive impacts of consolidation if the final rule is adequately designed. We also note that the rulemaking timeline has historically varied widely, and it is far from certain that a rule would be in place during the STB’s merger review. Indeed, we believe it will be a minimum of 6-8 months before we have any final decisions in this matter.

Truckload capacity attrition is palpable per our panelists, but rates have not moved enough to support rail or intermodal pricing near-term. The panelists believe more freight demand would be necessary to see supply tightness start to benefit rail pricing. Our Class II/III panelist noted that his conversations with truckload executives reveal hope for a tighter pricing environment in 2H26. We remind investors that Spring seasonality will likely be the first litmus test for the rate outlook. Shipper panelists acknowledged that dry van tightness could eventually spread to other modes within a 3- to 6-month timeframe, signaling a more sustained tightening, but this is not under way yet.

Widely anticipated tech-related regulatory easing is coming to pass under the new FRA Administrator. This was evident in recent waiver grants for autonomous track geometry inspection, which we have highlighted in the past. Our Class II/III panelist also stated that other autonomous technologies have been green lit for testing, and permitting timelines for advancement investments are being expedited—a positive sign for the industry. One shipper acknowledged that car inspections have started to yield more comprehensive flags. We believe modernization has a long runway ahead for the rail industry.

The post TD Cowen Railroad Roundtable: Soft Demand Amid Imminent Industry Transformation appeared first on Railway Age.

The New York Metropolitan Transportation Authority (MTA), Port Authority of New York and New Jersey (PANYNJ), New York City Department of Transportation (NYC DOT), and Partnership Fund for New York City on Jan. 8 launched the annual Transit Tech Lab (TTL) competition, “which seeks to harness expertise from local and global tech companies to improve public transit.”

This year’s challenges, TTL says, “aim to find companies that can improve infrastructure management, modernize data, and update workflow for regional public transit agencies.”

This is the eighth year of the TTL, a process that it says “has advanced technological innovation at New York-New Jersey regional transportation agencies.” Companies that are selected will conduct a proof-of-concept over an eight-week period of collaboration with agency partners. Participating agencies may then opt to further test promising technology through a longer-term pilot.

According to the Lab, since 2018, the TTL has fielded more than 1,000 applicants, tested 81 technologies and facilitated 16 commercial procurements. Nearly 60 companies have been selected to participate in year-long pilots with these public sector agencies through the TTL, “conducting deeper tests to demonstrate the real-world value and scalability of their technology to agency partners.”

This year’s competition is composed of two challenges. Summaries of each appear below. Interested companies can submit their proposals here until Feb. 27.

Advanced Infrastructure Challenge: How can public agencies better monitor and manage infrastructure to improve asset performance, resilience, and lifecycle cost?

Technologies may include:

• Technologies to monitor infrastructure conditions in real time.
• Tools to detect leaks, corrosion, voltage instability, and utility disruptions.
• Systems to inventory, map and monitor fiber and copper cable infrastructure.
• Tools to digitally track construction progress in real time.
• Tools to detect and analyze safety, compliance, and behavioral risks, including speeding and obstructions.
• Technologies to manage bridge strikes in real time.

Data and Workflow Modernization Challenge: How can public agencies consolidate data and apply analytics to improve service or workforce productivity?

Technologies may include:

• Workforce scheduling tools to optimize maintenance staffing while balancing labor costs, overtime, and operational needs.
• Predictive tools to optimize bus service by analyzing real-time operations and recommending interventions to reduce bunching and service gaps.
• Tools to integrate large volumes of video, sensor, operational, financial, and mobility data into a unified analytics platform.
• Tools to detect and prevent media manipulation and identity fraud.

“Public transit is the lifeblood of New York City, and innovation is essential for building a system that works better for all. We’re excited to continue bringing transit agencies and technologists together to create a smarter, more efficient network that can evolve alongside the city it serves,” said Partnership for New York City Senior Vice President of Innovation Stacey Matlen.

“This NYC DOT is going to be aggressively delivering on our Vision Zero goals, with ambitious, bold projects to make our streets safer. Doubling down on this work will require looking at every opportunity to become a more efficient and organized agency. We look forward to working with the Transit Tech Lab to explore ways to use new tech to improve our data collection and workflow management,” said NYC DOT Commissioner Mike Flynn.

“While MTA customers enjoy record or near record levels of service and on-time performance, the MTA is always looking for ways to become more efficient. The development of behind-the-scenes tech solutions to problems, even small ones, is a key tool to pursue the dual goals of improved customer experience and increased productivity. Our collaboration with the Transit Tech Lab helps us bring in new, cutting-edge technological solutions and we’re thrilled to see the creativity that folks inside and outside the agency will bring to bear,” said MTA Chief of Strategic Initiatives Jon Kaufman.

“Our work with the Transit Tech Lab underscores our commitment to modernizing how this agency operates. By thoughtfully integrating emerging technologies into our daily operations, we strengthen our ability to deliver reliable, resilient, and efficient services. Partnering with early-stage companies through the Transit Tech Lab allows us to help shape solutions that are practical, scalable and offer real public value,” said PANYNJ Chief Technology Officer Robert Galvin.

The post TTL Launches Annual Competition With Regional Transportation Agencies appeared first on Railway Age.

WATCHING WASHINGTON, RAILWAY AGE JANUARY 2026 ISSUE: It’s called “unitary executive theory.” It asserts the Constitution’s Article II provides for one executive, the President, and others may not wield substantial executive power outside the elected President’s authority. It assigns to the POTUS the same broad Executive power over members of supposed independent agencies—such as the National Mediation Board (NMB), National Transportation Safety Board (NTSB) and Surface Transportation Board (STB)—as the POTUS has over Executive Branch Cabinet and sub-Cabinet officers. 

If the theory is correct, the POTUS may lawfully fire members of multi-member, bi-partisan and supposed independent agencies whom the Senate confirmed for fixed terms, notwithstanding law limiting termination to inefficiency, neglect of duty or malfeasance in office (cause). Critics of unitary executive theory say it conflicts with 90 years of Supreme Court (SCOTUS) precedent and undermines the Constitution’s inherent checks and balances. 

On Dec. 8, the SCOTUS heard arguments on whether the theory correctly interprets Article II. A decision is expected by summer. Railroads are invested in the outcome. If the SCOTUS recognizes the constitutionality of unitary executive theory, it recognizes a POTUS’s free rein to intimidate or fire NMB, NTSB and STB members not in policy lock-step. Supposed independent agencies could be stocked with stooges. 

The case—relevant to the NMB, NTSB and STB—is Slaughter v. Trump. Rebecca Kelly Slaughter, a Federal Trade Commission (FTC) member, was fired by POTUS 47 despite being Senate-confirmed for a term ending in 2029. Lower courts cried foul and ordered her reinstated, but the SCOTUS granted a stay pending its decision.

Slaughter’s fate likely will decide that of a dozen other POTUS 47-fired Senate-confirmed agency members, among them NTSB’s Alvin Brown, NMB’s Deirdre E. Hamilton and STB’s Robert E. Primus. Primus has agreed to hold his case in abeyance until the federal District Court for the District of Columbia rules in the Brown case. 

These firings of Democrats by Republican POTUS 47 are the stuff of unitary executive theory. Slaughter’s termination notice said tersely, “Your continued service on the FTC is inconsistent with my Administration’s priorities.” 

Theory advocates say independent agencies are “a headless fourth branch of government” not provided for by the Constitution. Yet the Legislative Branch created them as expert guardians of legislative intent, with those guardians themselves guarded though legislative and judicial oversight.

Unaffected by this dispute are the Secretary of Transportation and Federal Railroad Administrator, as they are Article II Executive Branch officers reporting to, and serving at, the pleasure of the POTUS. 

Separately, the SCOTUS will hear oral argument on the legality of POTUS 47’s firing of independent agency Federal Reserve Board member and Democrat Lisa Cook, whom—unlike Brown, Hamilton and Primus—the Court has allowed, pending decision, to remain in place, ruling “Fed” governors have greater job protection as the Fed is a quasi-private entity. 

Unitary executive theory proponents targeting supposed independent agencies want the SCOTUS to reverse a 1935 decision, Humphrey’s Executor, named for a by-then-deceased FTC member, William E. Humphrey, ruled unlawfully fired by President Franklin D. Roosevelt for the same reason POTUS 47 fired Slaughter, Cook, Brown, Hamilton and Primus—for not being fellow travelers with Presidential priorities. 

Republican Humphrey, said Democrat Roosevelt, was an impediment to New Deal policies. But the SCOTUS said permitting the removal from an agency with decision-making independence would subvert “congressional intent to create a body independent of executive authority [that] cannot in any proper sense be characterized as an arm or an eye of the Executive.” 

Defenders of Humphrey’s Executor argue that certain agencies were created by Congress to be expert, bipartisan and largely independent of political authority. “Largely” is a crucial adjective beyond agency majorities matching the POTUS’s political party. 

Although the NMB chair, by law, rotates annually among three Senate-confirmed members, statute permits the President to designate the STB and NTSB chairpersons (who control dockets) from among Senate-confirmed agency members. The President thus may demote a chairperson and designate another, while the Legislative Branch exerts political influence through budgets and amended law. 

In official Washington, notions of independence can be fluid, with logic a mere suggestion.

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

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The funding is from the Kentucky Rail Crossing Improvement (KRCI) program “to improve safety and traffic flow at public rail crossings by adding or upgrading warning devices,” and from the Kentucky Industrial Access and Safety Improvements (KIASI) program to “strengthen rail connectivity, improve service to existing industries, enhance on-time performance, and support economic development and new investment,” grant administrator Kentucky Transportation Cabinet reported Jan. 8.

The KRCI grants, totaling $1.6 million, were awarded for projects in Central and Western Kentucky, ranging from signal and light improvements at crossings to the addition of raised curb medians with delineators to improve traffic flow. Paducah & Louisville Railway (P&L) received $776,831 for three projects at crossings in Hardin and Grayson counties; Norfolk Southern received $20,162 for one project in Jefferson County; R.J. Corman received $455,554 for two projects in Franklin and Logan counties; and the Bourbon County fiscal court received $347,454 for one project.

The KRCI program covers up to 80% of eligible project costs.

The two KIASI projects, totaling nearly $1.4 million, will rehabilitate and reactivate 6,400 feet of track in Jefferson County for Louisville 2900 LLC; and will pave 26,500 square feet of asphalt for an access road, and pour 41,700 square feet of concrete for an area designated for storage and for loading and unloading railcars in Daviess County for the Owensboro Riverport Authority.

The KIASI program, operated in collaboration with Kentucky’s Cabinet for Economic Development, provides 50% matching funds for projects.

“Reliable rail infrastructure keeps people moving and commerce flowing,” Kentucky Transportation Secretary Jim Gray said. “These investments provide peace of mind, enhance economic activity and improve safety for all Kentuckians.”

“These upgrades will not only help protect motorists and rail crews but also strengthen the infrastructure that supports Kentucky’s economy—improving efficiency for freight movement, reducing delays, and strengthening Kentucky’s connection to national and global markets,” said Tom Greene, President and CEO of P&L. “By investing in modern technology and contributing our own matching funds, P&L remains committed to ensuring safe, efficient rail service that helps drive growth, attract industry, and keep Kentucky competitive. P&L is grateful to Gov. [Andy] Beshear and the General Assembly for their continued support of the KRCI program.”

“Through the leadership of our Governor and legislators, this KIASI Grant program is helping ports and industries statewide expand rail capacity for current and future growth,” commented Brian Wright, President and CEO of the Owensboro Riverport Authority. “The Owensboro Riverport Authority is honored to receive this grant and looks forward to continuing to support industrial growth and job creation in western Kentucky.”

Separately, Railway Age is inviting all Class II and III railroads to submit entries for its annual Short Line and Regional Railroad of the Year awards competition. The deadline is Thursday, Feb. 5, 2026, at 5 p.m. ET.

The post Kentucky Invests in Rail Safety, Industrial Development Projects appeared first on Railway Age.

This ratified agreement, the union says, “is the direct result of member solidarity and the successful IAM organizing effort that brought these rail production workers into the IAM Union. Together, members stood strong to secure enforceable rights, clear standards, and meaningful improvements that will raise wages and strengthen job protections for years to come.”

At Alstom‘s Plattsburgh facility, IAM members play a crucial role in manufacturing, assembling, and repairing railcars and components that support passenger rail systems nationwide. “Their skilled work is essential to keeping public transportation safe and reliable,” the union noted.

The agreement includes the following:

• Immediate 3% wage increase, on top of the 2.8% increase already received in April 2025.
• $1.50 an hour shift differential for second and third shift.
• Team leads receive their hourly rate plus 10%.
• Compensated time off counts towards hours worked for overtime.
• A new classification system with increased pay rates beginning Jan. 1, 2027, ending favoritism and clearly defining advancement.
• 2.75% wage increase effective Jan. 1, 2028.

Members also secured major gains in time off, benefits, and job security, including:

• Expanded safe and sick leave.
• Eight paid holidays plus four floating holidays.
• Defined medical, dental, and vision costs with annual increases capped.
• Life and disability insurance at no cost.
• Clear layoff and recall protections.
• Strong grievance language with enforceable timelines.
• Guaranteed union representation on every shift.
• Monthly joint labor-management committee meetings with senior management.

“This agreement replaces uncertainty with enforceable rules and real protections,” said IAM Special Assistant to the International President for the Rail Division Josh Hartford. “More importantly, it establishes a solid foundation from which IAM Union members at Alstom can continue to build power, improve working conditions, and raise standards across the rail industry. Congratulations to the members, stewards, bargaining committee, and IAM Organizing Department on this important victory.”

These newly organized members, the union says, now stand alongside their IAM represented coworkers at Alstom’s Hornell, N.Y. facility, “strengthening the IAM’s presence and collective voice across the company and the rail industry.” The new members will also be a part of IAM District 19, as well as establish their own Local.

The post IAM Alstom Members Ratify First Contract appeared first on Railway Age.

KC Streetcar ridership has surged to record-breaking levels following the October 24, opening of the Main Street Extension. Even with rainy weather and cool temperatures dampening Kansas City, streetcar ridership drew nearly 35,000 passenger trips during the three-day opening weekend. 

Following the late-October service start, November 2025 has seen the highest monthly ridership in system history, demonstrating that the expanded 5.7-mile rail route from the River Market to UMKC is attracting unprecedented demand for fare-free, frequent, and reliable public transit. November ridership was 341,922 passenger trips, bringing the 2025 year-to-date total to 1,799,708 trips. November system ridership is 2.5 times above November 2024 levels and November 22 saw the single highest ridership of 2025 with 19,761 trips. During November, the KC Streetcar carried an average of 11,397 daily riders, accounting for approximately 30% of all transit trips in the Kansas City region.

—Bob Gallegos 

The post KC Streetcar Ridership Surges appeared first on Railfan & Railroad Magazine.

Railway Age’s 2026 Railroader of the Year, Norfolk Southern Executive Vice President and Chief Operating Officer John Orr, is an accomplished fourth-generation railroader who began his career as a craft railroader and union leader, bringing decades of hands-on experience to his leadership. He has held a range of operational and management roles throughout his career and is known across the industry as a proven transformation leader with a strong track record of implementing scheduled railroading to achieve safety and service excellence.

Since being appointed EVP and COO in 2024, Orr has led railway operations—including safety, transportation, network planning, engineering, and mechanical—with a clear focus on performance, accountability and culture. His positive impact can be seen in multiple key performance metrics. These include the lowest FRA Personal Injury ratio at NS in a decade; a double-digit improvement in FRA Reportable Train Accidents; leading the rail industry in FRA Main Line Train Accident rates for 2024; and improved car-miles per day, decreased dwell, and increased velocity across the network. Orr’s “PSR 2.0” approach has driven rapid and sustainable improvements in service reliability and operating efficiency. He is committed to building long-term leadership capability across the organization, championing the launch of the Thoroughbred Academy, which is helping embed a culture of safety, service and operational excellence across all levels of the railroad. By investing in people and process, he is developing the next generation of railroaders, benefitting employees, customers and rail-served communities.

In Atlanta, site of Norfolk Southern headquarters as well as Inman Yard, a principal intermodal hub, John Orr and Railway Age Editor-in-Chief William C. Vantuono talked about his long career and the transformational work he’s doing at NS.

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