Prototype News

Chicago, Ill.-based FreightCar America, Inc. on Dec. 22 reported completing the acquisition of Carly Railcar Components, a move that will strengthen its “aftermarket distribution business with a focus on running-repair components” and offer customers “reduced lead times and a larger catalog of ready-to-ship railcar components.”

Financial terms were not disclosed.

Founded in 1995, Carly Railcar Components distributes OEM railcar components and operates a core-exchange program for reconditioned parts. The company, with offices in Pennsylvania and Texas, serves repair shops, railroads, private car owners and other industrial customers.

FreightCar America Parts, based in Pennsylvania, has an inventory of railcar replacement parts, including specialty fabricated sub-assemblies for all freight car types (regardless of the original builder), such as open top hoppers, covered hoppers, auto carriers, gondolas, intermodal flat cars, and boxcars.

“Carly Railcar Components brings highly complementary capabilities that strengthen our position in the railcar aftermarket,” said Nicolas Randall, President and CEO of FreightCar America, a designer, producer, and supplier of freight cars and railcar parts and components that also specializes in railcar repairs, complete railcar rebody services, and railcar conversions. “Carly Railcar Components’ long-standing presence in component distribution and its established regional footprint, including a Houston-area facility in Orange, Tex., enhances our ability to serve customers with greater speed, reliability, and product availability. This acquisition advances our strategic initiatives to build complementary capabilities that deliver enhanced value to our customers.”

“We are excited to welcome Carly Railcar Components to the FreightCar America platform,” added Mike Riordan, Vice President, Chief Financial Officer and Treasurer of FreightCar America. “Carly Railcar Components has built a strong business with deep customer relationships. Combining their capabilities with our commercial and supply chain excellence will allow us to deliver exceptional value to our customers, while at the same time allowing us to realize meaningful operational improvements across the combined network. This acquisition is consistent with our disciplined capital allocation framework and is expected to be immediately accretive to FreightCar America as we scale our aftermarket business.”

• FreightCar America 2Q25: ‘Richer Product Mix, Disciplined Pricing’
• For FreightCar America, 1,250 Railcars Ordered in 1Q25
• High Expectations, Hot Market
• FreightCar America 2Q24: ‘Our Strongest Performance Yet’ Since Castaños Plant Launch
• FreightCar America Adds Tank Car Rebuilds to Portfolio
• CN Receiving Next-Gen Ore Jennies

The post Carly Railcar Components Sold to FreightCar America appeared first on Railway Age.

Alpharetta, Ga.-based Arclin has entered into a definitive agreement to purchase Eugene, Ore.-based Willamette Valley Company (WVCO), which manufactures and distributes custom products and services for the railroad (WVCO Railroad Solutions), transportation, wood and consumer products, concrete repair, and infrastructure markets.

Financial terms were not disclosed.

The acquisition will add WVCO’s engineered repair systems, specialty adhesives, and infrastructure solutions to the portfolio of Arclin, a materials science company and manufacturer of polymer technologies, engineered products, and specialized materials for the construction, agriculture, transportation infrastructure, weather and fire protection, pharmaceutical, nutrition, electronics, design, and other industries. Eight manufacturing facilities will also be added to Arclin’s 21 offices and manufacturing facilities throughout the U.S., Canada, and the U.K., and approximately 500 new team members will join Arclin’s existing 1,200-person team, the materials science company reported Dec. 18.

WVCO was founded in 1952, and celebrated in 2024 the 25th anniversary of its Railroad Solutions business unit, which supplies crosstie remediation, dispensing, railcar coating, pavement and bearing pad repair, and bridge-deck waterproofing products (scroll down for video). Among them: SpikeFast®, a remediation product for wood and composite crossties that is said to hold gauge, seal wood and prevent rot, and stop spike kill. This “liquid wood” outperforms wood plugs and air-filled foams in both lateral resistance and pullout resistance in performance tests commissioned by Class I railroads, according to WVCO Railroad Solutions.

“We are thrilled to welcome WVCO to our organization,” Arclin CEO Bradley Bolduc said. “Its innovative technologies and product portfolio perfectly complement our business, creating a beneficial combination for our customers. With a shared commitment to quality across wood products, this acquisition positions us to deliver even greater value and expand opportunities across the segments we serve.”

“The decision to sell WVCO to Arclin represents a natural progression for our business,” noted John Murray, President and CEO of WVCO. “Arclin’s world-class operational framework will accelerate our product innovation and drive sustainable growth. Combining Arclin and WVCO’s deep technical expertise, broad knowledge base and ability to rapidly deploy resources will be instrumental in driving our growth strategy. Joining Arclin is an exciting opportunity for our team and we’re eager to drive the business forward.”

“The acquisition represents a highly strategic move with clear operational efficiencies,” Arclin President Mark Glaspey added. “By combining our capabilities, we will deliver a broader portfolio of solutions to our customers, while expanding geographic reach and unlocking new growth opportunities.”

• Rail Reinforcers
• Crosstie Tech: What’s New, What’s Next
• REMSA and NRC member Willamette Valley Company hosts U.S. Rep. Letlow on tour of manufacturing facility
• SpikeFast earns praise in UK

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The grant program, USDOT says, “has been refocused to prioritize innovative ways to increase safety on American transportation, including through automated vehicles and driving systems, artificial intelligence and machine learning, digital infrastructure, and human-machine interface technologies.”

UTCs are competitively selected based on the quality of proposed research projects, planned education and workforce-development activities, and potential for moving technologies into practice, USDOT noted. The first cohort of grants awarded to 10 universities in 1988. Each UTC is a group of two- and four-year colleges and universities that come together to form a unique center of transportation excellence on a specific research topic. To date, 100 different universities have received UTC Program grants.

The UTC Program funds three types of centers: National UTCs have a national scope, Regional UTCs address regional needs as well as national priorities, and Tier 1 UTCs focus on unique and specific areas of interest. USDOT will award $33M in grants: up to $9 million over three years to one Regional UTC, and up to $6 million over three years for each of four Tier 1 UTCs.

“UTC Program grant recipients lead, innovate, and educate, enhancing and transforming America’s transportation system to prioritize safety and infrastructure durability and align with our nation’s economic and societal goals,” USDOT said. Grants can be used for transportation-related curriculum development, student support, and continuing education programs.

More information is available here.

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The Lake State Railway in Michigan has purchased four SD70ACe-T4 locomotives from Progress Rail, aided by an emissions grant, which will lead to the retirement of some older units. The new locomotives are being prepared for service at the railroad’s Saginaw shops as of this writing.

Locomotives removed from the roster include four SD50 variants and an SD40-2. The SD70ACe-T4s, numbered 6451 through 6454, are former Progress demonstrators that have been rebuilt and painted in Lake States’ blue, grey, and black scheme.

LSRC chief mechanical officer Roger Fuehring noted the support offered by Progress Rail helped make the decision on which locomotive vendor to use.

“I have managed several projects in my career which upgraded locomotive fleets for better emissions,” said Fuehring, “and I feel very comfortable we will be receiving a great product. We especially value the support Progress Rail has offered after the sale, which is critical given how much more complex these locomotives are compared to the older generation locomotives.”

—M.T. Burkhart

The post Tier IV Diesels for Lake State appeared first on Railfan & Railroad Magazine.

As had been speculated, Union Pacific and Norfolk Southern on Dec. 19 filed their merger application with the Surface Transportation Board: Union Pacific Corporation—Control—Norfolk Southern Corporation, Docket No. FD 36873. UP and NS entered into their merger agreement on July 29, 2025, in which UP is the acquiring carrier. They described the proposed transaction as an “end-to-end combination [that] will enhance competition and deliver broad public benefits.” The four-volume, 6,700 page application—described as a “Christmas  present” by one analyst participating in the mostly scripted announcement webcast (though probably not for anyone required to study it over the Holidays)—“provides comprehensive and compelling new details” as well as “a record-breaking 2,000 letters of support from stakeholders, joining shareholders at both companies who cast votes that were 99% in favor of the merger.” UP and NS expect the transaction to be completed by “early 2027” (February of that year has been suggested). STB went as far as to deploy UP-NS Merger Resources, an area of its website dedicated to the merger application.

The merger, now dubbed “The Great Connection” (a slogan strongly suggestive of a deliberate attempt to appeal to POTUS 47’s frequent use of the word “great” and its variants, i.e., “Make America Great Again,” “I’m the greatest President in history,” etc., etc., etc.) has lofty goals. (Download Executive Summary below). UP and NS claim it will:

• “Connect the United States from coast to coast, transforming 10,000 existing lanes from interline service into faster, more efficient single-line service—eliminating time-consuming handoffs between railroads.
• “Move freight more efficiently, eliminating an estimated 2,400 railcar and container handlings and 60,000 car-miles each day.
• “Retain competitive shipping alternatives for the three customer locations out of more than 20,000 that are served by Union Pacific and Norfolk Southern but no other carrier.
• “Compete more effectively with long-haul trucking, converting an estimated 2 million truckloads of freight from road to rail annually.
• “Protect all union jobs—every employee with a union job at the time of the merger will continue to have one, and growth of the combined company is expected to create about 900 net new union jobs by the third year following the merger.
• “Further enhance competition by voluntarily creating Committed Gateway Pricing (CGP), streamlining pricing of interline moves for thousands of customer locations that otherwise may not directly benefit from the merger.
• “Keep open all existing gateways for eligible traffic on commercially reasonable terms.
• “Provide customers with a unified digital experience, with one accountable partner for their entire rail journey.
• “Invest an estimated $2.1 billion of incremental capital to support revenue and cost synergies, and expect $133 million in annual capital synergies.”

CGP, which may become as common an acronym as PSR, appears to be the strategy to alleviate concerns about reduced rail-to-rail competition. It’s described as “a condition to [STB] approval of the UP/NS merger ‘to improve the prospect that their proposal [will] be found to be in the public interest.’ 49 C.F.R. § 1180.1(d). In adopting its competitive enhancements rule, the Board recognized that ‘the quantity and quality of competitive enhancements that would be required’ would depend on case-specific factors such as ‘any merger-related harm for which feasible and effective remedies could not be devised, the amount of post-merger service disruption that would be likely to occur as a result of a particular transaction, and the amount of public benefits that could truly be expected to flow from a particular transaction.’ … CGP will further enhance competition by extending the competitive benefits of this merger to certain customers who would not otherwise benefit from the merger’s new single-line route.

“In particular, under CGP, customers shipping to or from facilities served solely by BNSF or CSX or facilities on a short line interchanging traffic solely with BNSF or CSX will have access to rates that reflect the benefits of the UP/NS merger for traffic shipped through mid-continent gateways to or from facilities served solely by UP/NS or facilities on a short line interchanging traffic solely with UP/NS. CGP will allow BNSF and CSX to directly market transcontinental service, offering one-stop shopping to customers shipping traffic between facilities they solely serve and facilities served solely by UP/NS when they interchange traffic with UP/NS in Chicago, St. Louis, Memphis and New Orleans, regardless of whether they are the originating or terminating carrier. Under CGP, UP/NS’s revenue requirements for eligible interline movements will be calculated in advance based on rates UP/NS actually used to move similar traffic. BNSF and CSX will be able to use those revenue requirements to rapidly develop independent and confidential origin-to-destination rates in response to requests by customers.”

The application notes that CGP “would remain available through the end of the oversight period imposed on this transaction.” In other words, it’s not perpetual. Volume 1 contains a 94-page Verified Statement from UP General Director of Interline Operations Katherine Novak. We’ve extracted it from the application:

The comprehensive joint Operating Plan “encompasses three major functional areas: transportation, mechanical, and engineering,” according to the application’s 229-page Verified Statement from NS Executive Vice President and Chief Operating Officer John F. Orr (Railway Age’s 2026 Railroader of the Year) and UP Executive Vice President Operations Eric Gehringer. ”In each area, the Operating Plan shows how UP and NS will integrate activities, personnel and facilities following consummation of the proposed transaction; the operational changes expected to result; and the gains in safety, service, operating efficiencies and other benefits anticipated from the merger. The Operating Plan specifically addresses the effects of integration on patterns of service, yard activity, commuter and passenger services, equipment requirements and utilization, traffic density, and labor forces. We’ve extracted it from Volume 2 of the application:

“We look forward to working with the Surface Transportation Board as it reviews our historic application to create America’s first transcontinental railroad,” said Union Pacific CEO Jim Vena. “As time and technology continue to transform how freight is delivered, our industry must keep pace and move forward, reaching underserved markets with new rail solutions and strengthening the U.S. supply chain. Customers deserve stronger, more connected freight rail, and our merger will make that happen.”

“This combination will bring together Union Pacific’s expansive Western reach and Norfolk Southern’s unparalleled access to Eastern manufacturing and population centers in an end-to-end combination,” said Norfolk Southern President and CEO Mark George. “It will create a cohesive freight rail solution with 50,000 route miles that connect 43 states and more than 100 ports.”

The Surface Transportation Board said that comments on the completeness of the merger application are due by Monday, Dec. 29, 2025. “As discussed in the Board’s Aug. 28, 2025 notice of receipt of the Applicants’ prefiling notification, the proposed transaction is classified as a major transaction under the Board’s regulations at 49 C.F.R. 1180.2(a),” STB said. ”An application for a major transaction must include substantial supporting information, detailed in the Board’s regulations at 49 C.F.R. part 1180. 

“Today’s decision invites public comments, which should solely address the completeness of the application—whether the application contains the information required in 49 C.F.R. part 1180. The Applicants may file a reply to those comments by Friday, Jan. 2, 2026 at noon EST. Comments on the merits of the proposed transaction will be sought at a later stage of the proceeding, should the Board accept the application. 

“Following this comment and reply period, the Board will make a determination on the completeness of the application, either accepting the application as complete or rejecting it as incomplete. This determination should not be mistaken for a determination on the merits of the proposed transaction. Should the Board accept the application for consideration, it will issue a procedural schedule for comments on the merits of the proposed transaction.” 

BNSF and CPKC, which from the get-go have been rather vocal about, respectively, their opposition to or deep concern about the merger, immediately released statements.

“While we are still reviewing the STB filing and will have more to say soon, what we have seen so far does not change BNSF’s opposition to the proposed merger,” said BNSF President and CEO Katie Farmer. “The transaction poses a significant threat to the U.S. economy and the American consumer through its long-term competitive harms. It would leave shippers with fewer options—driving higher rates and ultimately higher prices for consumers. This didn’t begin with customers asking for this merger, and the claimed public benefits appear to accrue primarily to shareholders. Past mergers demonstrate the risk of serious service failures with destructive impacts to customers, the U.S. rail network and the American economy.

“This is precisely why the STB strengthened its merger rules: Applicants must now prove their deal will not only preserve but enhance competition; that it serves the public interest, and its purported benefits can’t be delivered through partnerships. BNSF is confident that UP has not met these requirements. UP has a long history of making promises in past mergers that they back away from once they’ve secured approval. BNSF remains focused on achieving these same benefits through partnership and collaboration which results in streamlined service, and greater operational flexibility—delivering real, immediate benefits to customers.”

BNSF issued a UP-NS Opposition Summary:

CPKC, while not overtly opposing the merger, said it will thoroughly examine the application “from at least two perspectives: whether it complies with the Board’s 2001 Major Merger Rules and provides the STB and interested parties an adequate basis for evaluating the public interest consequences of the UP-NS proposal; and whether the UP-NS proposal is consistent with the public interest.”

“The first step in the STB’s merger review process calls for the STB to determine, by Jan. 18, 2026, whether to accept the application for consideration or to reject it as incomplete,” CPKC explained. “If the STB accepts the application, its public interest review will entail consideration of a broad and novel array of public interest concerns. Approval of this merger is not inevitable. The proposed UP-NS merger, unprecedented in scale and scope, would radically and permanently change the U.S. rail network. If approved, the merger would pose extraordinary and far-reaching risks to customers, rail employees and broader supply chains. We are confident the STB will conduct a vigorous process to assess all the short- and long-term public interest impacts of the proposed behemoth, including on the competition rail customers have today.

“CPKC will remain an active participant in that process. We encourage all interested shippers, receivers, associations, governments and other stakeholders to closely examine the application and file their own comments with the STB. All stakeholders should express their views about how this proposed merger would affect their business, including new limitations on their rail shipping options, new risks of rate pressures, and new risks to service quality. CPKC anticipates submitting comments to the STB in accordance with the procedural schedule the STB adopts in this proceeding.”

The post UP, NS Deliver 6,700-Page ‘Christmas Present’ appeared first on Railway Age.

“UP’s Chicago Service Unit is demonstrating what’s possible, delivering exceptional safety and service outcomes in one of the nation’s busiest and most complex rail environments,” the Class I recently announced. Thanks to their proactive approach to communication and teamwork, the entire service unit recently celebrated working more than 365 days injury-free.

“This achievement doesn’t happen by chance—it’s the result of consistent focus, smart decisions and a culture that values looking out for one another,” said Cerwin Fleming, General Manager, Chicago Service Unit. “Team Chicago is setting the bar high and showing what’s possible when we work together.”

The key to Chicago’s success, UP says, is a plan the whole team can follow. Safety Action Plans are one of the railroad’s signature safety programs—each terminal and service unit creates its own plan, identifying unique risks and strategies for improvement while aligning with companywide goals.

Chicago’s highly effective Safety Action Plan reinforces awareness and accountability, with a focus on engaging every individual: weekly updates confirm team progress toward Safety, Service and Operational Excellence goals; leaders discuss safety expectations in detail with new hires; and each shift starts with a face-to-face manager briefing.

“Every day is different on the railroad,” said Charlie Banks, locomotive engineer. “Clear communication and staying focused on the small details gets big results. We take care of one another out here.”

By making safety an ongoing conversation, the service unit can quickly identify opportunities and act, UP noted. This year, the team rolled out a new yard safety protocol to reinforce key behaviors when handling rail equipment, as well as empowered crews to take ownership of their work environment.

Area terminals played a key role in contributing to the team’s success: Butler, Altoona, Global III, Proviso, Yard Center and West Chicago each surpassed a full year without injuries. Global 2, Sterling and Adams are maintaining multiple-year safety records.

At UP, safety and service walk hand-in-hand—and Chicago serves as an excellent example, the Class I noted.

“A safe operation is a fluid operation—the proof is in the metrics,” Fleming said.

The Chicago Service Unit’s year-to-date performance metrics are strong across all key measures—rail car dwell is down; train velocity and on-time departures are up—meaning better service for customers.

“We’re using this as motivation to keep the momentum going and make safety a way of life,” Fleming said.

The Chicago Service Unit is a contender to win the Operating Department’s esteemed Safety Bell, presented annually to the service unit with the best overall safety record.

The CSX Mechanical Team in Columbus, Ohio, achieved 1,500 days without an FRA-reportable injury and 4,300+ days without a human-factor train accident, the Class I recently announced in an X post. “This reflects our strong safety culture. Congrats for leading by example and keeping safety first in all we do,” CSX said.

The CSX Mechanical team in #Columbus, OH, achieved 1,500 days without an FRA-reportable injury & 4,300+ days without a human-factor train accident. This reflects our strong #safety culture. Congrats for leading by example & keeping #Safety first in all we do. #SafeCSX pic.twitter.com/EtZtnhav1k

The CTA on Dec. 19 ruled that revenue of CN was below and CPKC was above their respective maximum grain revenue entitlements for the crop year 2024-2025.

• CN’s grain revenue of $1,454,604,793 was $5,913,453 below its entitlement of $1,460,518,246.
• CPKC’s grain revenue of $1,066,938,687 was $2,660,250 above its entitlement of $1,064,278,437.

CPKC now has 30 days to pay the amount by which it exceeded its 2024–2025 revenue entitlement, in addition to a 5% penalty of $133,012.

Regulations require this payment to go to the Western Grains Research Foundation.

In the 2024–2025 crop year, 49,002,694 metric tons of Western grain were moved. This, CTA says, represents a 12.1% increase in volumes compared to the last crop year, which saw 43.7 million metric tons transported. The increase in the volume of grain can be attributed to the increase in shipments for both CN and CPKC as compared to last year, according to CTA.

The Canada Transportation Act requires the CTA to determine each railway company’s annual maximum revenue entitlement (MRE) and whether each entitlement has been exceeded. The revenue entitlement is a form of economic regulation that enables CN and CPKC to set their rates for services, provided the total amount of revenue collected from their shipments of Western grain remains below the ceiling set by the CTA.

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

MBTA on Dec. 18 reported that three shortlisted teams have received initial Request for Proposals (RFP) for managing, operating, and maintaining the Commuter Rail system; the current contract with Keolis Commuter Services expires June 30, 2027. MBTA offers 14 commuter lines serving the Greater Boston region and Rhode Island; nearly 90,000 passengers rider on weekday.

The three shortlisted qualified teams are (in alphabetical order):

1. Keolis – Alstom JV Partners: a joint venture of Keolis America Inc. and Alstom Transport USA Inc.
2. Mass Regional Rail: a consortium of Alternate Concepts Inc., TransitAmerica Services Inc. and RATP Développement S.A.
3. A consortium of Transdev North America, Inc. and Transport UK Holdings Limited.

The Commuter Rail system “has achieved many significant milestones following the COVID-19 pandemic,” MBTA said. “Embracing a new and bold approach, schedules across the network were rewritten, shifting to consistent all-day service. The flexibility offered by these new schedules has led to ridership recovery unmatched by most Commuter Rail systems across the country.” The transit agency noted that it is “advancing work to continue to improve service frequency,” including 30-minute headways on the Framingham/Worcester Line; that reliability “continues to be improved” through projects like the upcoming upgrades at North Station; and that safety “continues to be the number one priority,” including through safety enhancements at nearly 300 at-grade crossings across the network.

According to MBTA, the objective is for the next operating partner “to build upon these successes, upgrading the legacy Commuter Rail system to a modernized, high-frequency Regional Rail service.” The contract scope also includes parking operations, as well as delivering and operating Fairmount Line decarbonized battery-electric multiple unit (BEMU) service. “A wide range of redeveloped performance indicators will incentivize excellence in performance, customer service, fare collection, and capital investment while driving continuous improvement,” MBTA added. “The current procurement process is aimed at identifying a partner who can collaborate with the MBTA on delivering this vision.”

MBTA is conducting a two-step procurement process to select the next operator for its Regional Rail Operating Contract. The process began with a Request for Qualifications issued on July 18, 2025. Statements of Qualification were received on Oct. 3, 2025. The second step of this process was issuing the RFP, which was done Dec. 17.

Beginning this month, MBTA said it will engage with each shortlisted team “as part of a competitive dialogue process, ensuring that the final contract will elicit competitive bids and provide value to the Commonwealth.” The bidders, it noted, will also spend this nine-month period conducting due diligence. Final Proposals will be submitted in fall 2026 and MBTA said it aims to select the Preferred Proposer by the end of next year “to allow sufficient time for the new operator to mobilize before taking over responsibility for the service.”

Keolis Commuter Rail has operated the Commuter Rail system since 2014.

• Keolis, IBEW Reach Tentative Agreement
• MBTA: South Coast Rail Service to Begin March 24

If built, Alto, the planned 621-mile (1,000-kilometer) Toronto-Québec City HSR line, could add 72 trains per day to “Canada’s most densely populated region,” The Canadian Press reported Dec. 19.

The number comes from “[d]raft versions of a 2023 technical briefing” that Canada’s national news agency said it obtained through an access-to-information request. “An Alto spokesperson confirmed the [Crown] corporation still believes 72 trains per day is a ‘reasonable estimate,’” according to The Canadian Press.

“Benoit Bourdeau said Alto’s goal is to have 20 to 30 trains a day in each direction between Toronto and Montreal, compared to roughly eight in each direction currently offered by VIA Rail,” The Canadian Press reported. “He said some will be express trains that will not stop at every station.”

Bourdeau explained that “Current planning aims for frequent departures, generally hourly, with the potential for departure every 30 minutes during peak periods, depending on routes,” and “he cautioned that the 2023 figures are working assumptions, not ‘final service decisions,’” according to The Canadian Press.

“Though many figures are redacted, Alto released portions of the briefing drafts that indicate 72 trains could travel the Quebec City–Toronto corridor each day by 2039,” The Canadian Press reported. VIA Rail, on average, it noted, runs 39 trains per day “along the various legs of the Quebec City–Toronto corridor.”

“A briefing for the prime minister’s office, obtained through a separate access-to-information request, forecasts that there would be 26.5 million annual trips on a high-speed system by 2059,” according to The Canadian Press.

Alto and its private-developer partner Cadence announced in November that they would soon begin outreach to the steel industry in support of the HSR project, whose first segment the government announced earlier this month will run between Ottawa and Montreal.

“With two weeks left in 2025, subway crime is at the lowest level in 16 years: overall major crime in the transit system is down 5.2% from 2024 and 14.4% from 2019,” New York MTA reported Dec. 18. “Accounting for increases in ridership, there have been 1.65 major crimes per million riders in 2025, down roughly 30% from 2021 and comparable to pre-pandemic lows.” The agency noted that 2025 “is on pace to be the second safest non-pandemic year in the subway system in recorded history, eclipsed only by 2009.”

Additionally, felony assaults have decreased in second-half 2025, according to New York MTA; the rate of assault incidents are down 16% from 2024, and in November, assaults were down 25% compared with the same month last year.

At the same time, New York MTA pointed out, subway ridership continues to climb. On Thursday, Dec. 11, the subway broke its post-pandemic ridership record for the third time in two weeks, with 4.654 million riders. So far this year, ridership is up nearly 8%, with more 1.2 billion rides taken to date.

The agency also reported that New York Gov. Kathy Hochul is committing further safety investments in 2026, including an additional $77 million for ”enhanced” New York Police Department subway patrols.

“New Yorkers aren’t just safer on our subways now than they’ve been in years—they’re feeling safer, too,” NYPD Commissioner Jessica Tisch said. “This isn’t by accident, it is the result of our transit safety plan—the precision deployment of cops to the platforms and trains where the majority of crime actually occurs, and the men and women of the NYPD who effectively execute this plan. Major crime is down across the subways, and the last five months combined have been the safest in recorded history on the subway outside of the pandemic years. None of this happens without the support of Gov. Hochul and [New York City] Mayor [Eric] Adams, and this new investment will allow us to continue driving down crime in our transit system.”

“This has been the most consequential year in the history of the MTA for many reasons—surging ridership and customer satisfaction and our historic capital plan, but nothing is more important than safety,” MTA Chair and CEO Janno Lieber said.

• Watch: NYMTA Launches Railcar Acceptance, Testing Facility
• Kawasaki to Supply 378 More ‘B’ Division Cars to NYCT
• MTA 2025–2029 Capital Plan Gets Greenlight
• MTA: Ridership Up, Fare Evasion Down

CTA has teamed with the Chicago Police Department (CPD) to develop a new “security surge” plan, the transit agency reported Dec. 18. CPD is increasing the number of sworn law enforcement officers participating in its Voluntary Special Employment Program (VSEP), who are deployed to patrol CTA’s system, from an average of 77 sworn law enforcement officers per day to 120 officers, according to CTA, which operates rapid transit “L” service over approximately 224.1 miles of track, as well as bus service over 127 routes.

Under VSEP, CPD police officers sign up to patrol the CTA on their days off; it is a supplement to CPD’s Public Transportation Section and District police officers. CTA also has VSEP programs for additional police resources with the suburbs of Forest Park, Oak Park, and Evanston.

Private security canine (K-9) staffing will also increase, CTA said, from an average of 172 canine security guards per day to 188 guards.

CTA and CPD will “strategically deploy the added resources based on combined crime data and CTA system information,” which CTA said is “in line with the agencies’ longstanding partnership and daily communication.”

The “security surge” plan is made possible by funding from the CTA’s FY2026 budget.

“CPD and CTA work closely together every day to keep CTA riders safe, and this surge is an extension of that effort,” CPD Superintendent Larry Snelling said. “This initiative builds upon the work that our agencies have done together, like our updated Public Transportation Section Strategic Decision Support Center, which opened earlier this year with CPD Robbery Task Force Detectives embedded inside the room for more streamlined and efficient investigations.”

“CPD officers are at the core of CTA’s multilayered security strategy, and I value our partnership with Superintendent Snelling and his staff as we continue our longstanding commitment to keep our riders safe,” CTA Acting President Nora Leerhsen said. “We expect the additional police and K-9 presence on our system to further increase security visibility.”

Crimes on CTA’s system in November were down 19% from the prior-year period, according to CTA, citing CPD statistics; year-to-date, they are down 3%.

• Chicagoland Transit Gets Reprieve
• Gov. Pritzker Signs NITA Act Into Law

NJT, in partnership with the Jon Bon Jovi Soul Foundation, Collaborative Support Programs of New Jersey, and Volunteers of America Delaware Valley, is encouraging riders to give this holiday season through their joint “Chance For Change” program.

Giving is conducted digitally, accessible online and through QR codes available on digital advertising screens, on social media, and on the NJT mobile app. The secure platform, NJT said, allows riders to donate “to a coalition of partners that provide direct assistance to people experiencing homelessness, substance use disorders or with other social service needs.”

The program was launched in summer 2024.

“The holidays are a time when many want to help others, and ‘Chance For Change’ provides NJT customers with a trusted way to contribute right from their phones,” NJT President and CEO Kris Kolluri said. “We’re proud to partner with organizations like the Jon Bon Jovi Soul Foundation, CSPNJ, and Volunteers of America Delaware Valley to make giving more accessible to those riding with us every day.”

• NJT Slates $917MM Multilevel I, II Overhaul
• NJT Releases RFQ for Northern Rail MOW Facility
• NJT Sets FY26 Ops Budget, Authorizes Capex Funding
• NJT BLET Rank-and-File Ratify Deal

The post Transit Briefs: MBTA, Alto, NYMTA, CTA, NJT appeared first on Railway Age.

The Regional Transportation Authority (Chicago, Ill.) on Dec. 18 voted to adopt the 2025 Regional Transit Operating Budget and 2026-2030 Capital Program following the signing of the Northern Illinois Transit Authority (NITA) Act, SB211, which will bring an estimated $1.2 billion in new annual operating funding to the system, into law this past Monday.

“For the first time in years, the RTA is not preparing for a looming crisis, but instead optimistic for the opportunities ahead,” said RTA Executive Director Leanne Redden. “This is a historic investment that will protect the essential service of today and lay the foundation for the transit of tomorrow.”

The 2026 budget (download below) includes $4.352 billion in operating expenses for northeastern Illinois’ transit system, and a 2026-2030 Regional Capital Program of $9.246 billion. This budget, RTA says, “ensures continuity across the region with no fare increases and no service cuts, but also supports Service Board improvements in reliability, safety, frequency, and cleanliness while positioning the system for larger changes ahead.”

“The transit system arrives at this moment because riders, transit operators, advocates, local leaders, business and civic institutions, and elected officials insisted that transit is essential to the region’s future,” said RTA Board Chair Kirk Dillard. “Thank you to everyone who fought for transit over the last five years and those who helped get a solution across the finish line. In doing so, Illinois became one of the only states in the nation—alongside New York—to take decisive action to structurally avert the post-pandemic fiscal cliff facing many large legacy transit systems. The Chicago region now can set an important example across the country, showing what public transit can be with proper investment.”

The RTA required each Service Board to identify additional efficiencies this year. CTA identified up to $70 million in efficiencies, cost avoidance savings, and sustainable revenue growth in areas like scheduling and advanced data usage. Metra identified approximately $25 million in efficiencies for 2026, with a focus on fuel efficiencies, as well as administrative and operational cost savings. “A more efficient system means more dollars can go directly toward what riders want: more frequent and more reliable transit service,” RTA said.

With increased efficiency and quality of service, ridership has grown steadily across CTA, Metra, and Pace over the past several years, with double-digit percentage increases since the depths of the pandemic, the Authority noted. The RTA system is expected to end 2025 with 384 million passenger trips and grow to 393 million trips in 2026. “The agencies have experienced the strongest ridership momentum in places where service has visibly improved, showing that making investments in transit service has strong returns and the transit agencies expect that trend to continue as investment grows,” RTA said.

Aside from investment, the newly signed NITA Act, reorganizes the region’s transit system under a new regional authority that replaces the RTA on June 1, 2026—the legislation’s effective date—and takes on new responsibilities, “including setting fares, enhancing and coordinating service, overseeing long-term capital planning, and leading implementation of unified rider-focused tools such as more seamless mobile ticketing.”

A new NITA Board with 20 members will be seated by September 2026, with five members appointed by the Governor, five by the Mayor of Chicago, five by the President of the Cook County Board, and five by the county chairs of the collar counties of DuPage, Kane, Lake, McHenry, and Will. A Chair and Executive Director will be selected by the NITA Board and must be confirmed by the Illinois Senate. Most NITA Board members will concurrently sit on the boards of either CTA, Metra, or Pace in a way that “ensures increased regional collaboration.”

Without the threat of the fiscal cliff, CTA, Metra and Pace, RTA says, can focus on providing the service riders deserve. Some changes have already been proposed, including CTA’s plans to expand their bus and rail frequent network that provides service every 10 minutes or better to more routes, and a 50% increase in deep cleanings of bus and rail stations. Other possible improvements in 2026 could include accelerating operator hiring and training to support increased frequency, expanding the Access Pilot Program to CTA and Pace riders so more people experiencing low incomes can ride transit at a reduced fare, and expanding Access to Transit projects that improve sidewalks, crossings, shelters, lighting, and accessible station access.

The NITA Act calls for improvements that will take time to develop and execute, but planning for many of them will get under way in 2026. For example:

• “Affordability improvements such as the development of a unified fare system to make traveling across CTA, Metra and Pace simpler, along with income-based fare programs and fare capping will ensure riders do not pay more because of when or how they travel.
• “Capital planning and prioritization will be coordinated regionally to align investments with the greatest impact on reliability, accessibility and future demand.
• “Safety improvements including establishing a regional Transit Ambassadors program, hiring a Chief Transit Safety Officer, and forming a NITA Law Enforcement Task Force will explore best practices for improving security on the system.
• “Accessibility improvements like the establishment of a Regional Dial-A-Ride program and development of a Language Access Plan and forming an ADA Advisory Council will ensure the needs of all riders are being heard.
• “Accountability standards for CTA, Metra and Pace will directly tie funding to performance through a service standards model that measures metrics such as on-time performance, ridership, equipment failure rates, crowding, cleanliness and customer satisfaction.
• “Regionally coordinated service planning will improve connections between modes and operators and minimize gaps in service across the region.”

Overall, these new initiatives, RTA says, which will help the region meet objectives on safety and accessibility, could cost between $240 million to $310 million when fully implemented, which would come out of the regional operating budget in future years. For a full review of what is included in the NITA Act, see a November 2025 memo summarizing the legislation and timeline of future milestones.

The 2026 budget also details the 2026-2030 Regional Capital Program of $9.246 billion in planned improvements “focused on returning the system to a state of good repair, making all stations accessible, transitioning to zero-emissions and providing limited expansions and upgrades.”

Major investments include funds for the CTA Red Line Extension, modernization of Metra’s rolling stock and bridges, electrification of CTA and Pace’s bus fleets and facilities, and continued work to make all CTA and Metra rail stations accessible. These projects, RTA says, “will not only strengthen service reliability but enhance access to opportunities throughout the region and improve the day-to-day rider experience.”

Despite these investments, the long-term capital needs of a large legacy transit system like Chicago are great, the Authority noted. The 10-year regional capital funding need articulated in the report is $44.6 billion. RTA has calculated that it would take an annual investment of $4 billion per year over the next 20 years to bring the system into a state of good repair, and additional funds are needed to expand and improve the existing system. The current five-year program averages less than $2 billion per year. The NITA Act, RTA adds, does include new capital revenue in the form of interest on the Road Fund balance, which means an additional $180 million for the RTA region annually. That increase is not reflected in this budget but will be added to the program through the capital budget amendment process in 2026, the Authority noted.

The budget and capital program were released for public comment on Nov. 14, and the RTA presented to all six county boards in the region and held a virtual public hearing on Dec. 4, which followed similar hearings and comment periods by CTA, Metra and Pace for their respective budgets. These materials and activities are documented on the RTA’s website, and the 2026-2030 Capital Program is also available on RTAMS, the RTA’s mapping and statistics website.

The post RTA Board Approves 2026 Regional Operating Budget and Capital Program appeared first on Railway Age.

On December 19, Union Pacific and Norfolk Southern submitted an application for what they called “the most thoroughly planned merger in railroad history,” which, if approved, would create the nation’s first single transcontinental railroad and significantly reshape the American rail network. 

If authorized by the U.S. Surface Transportation Board, UP’s acquisition of NS would create a 50,000-mile railroad spanning 43 states and reaching every corner of the continental United States. During a press conference shortly after UP submitted its 7,000-page application to the STB, UP CEO Jim Vena said his proposal would complete a project that began in 1862, when President Abraham Lincoln signed the Pacific Railroad Act to construct the First Transcontinental Railroad. 

“This merger is about completing Abraham Lincoln’s vision,” Vena said. 

But while Vena spoke in aspirational terms, declaring the merger a win for the nation, getting the deal approved won’t be easy — especially as UP’s competitors line up to oppose it. 

In July, when UP announced its plan to purchase NS for $85 billion, the railroad stated it believed the merger would benefit rail shippers, employees, and the public. With the 7,000-page application, UP began to clarify some of the details of what that might look like. According to UP, the combined system will remove more than 2 million trucks from America’s highways each year. The most notable benefit will be seen in the Midwest, where the eastern and western Class I railroads meet but where complex interchanges make trucking a more attractive short-haul option for shippers. 

“As time and technology continue to transform how freight is delivered, our industry must keep pace and move forward, reaching underserved markets with new rail solutions and strengthening the U.S. supply chain,” Vena said. “Customers deserve stronger, more connected freight rail, and our merger will make that happen.”

In its application to acquire NS, UP said that the most significant benefits will occur in the Midwest “watershed,” where complicated interchanges between east and west make trucking a more appealing option. 

UP officials said that the merger would allow the combined railroads to eliminate time-consuming interchanges and reduce freight transit times. Specifically, the railroad planned to introduce two new intermodal train pairs between Southern California and the Northeast and Southeast; six new manifest trains through the Midwest; and six new premium intermodal lanes operating seven days a week. Among those new intermodal lanes are runs between Lathrop, Calif., and Croxton, N.J., via Chicago (83 hours); City of Industry, Calif., and Croxton, N.J., via Kansas City (95 hours); Los Angeles and Detroit/Livernois via Kansas City (80 hours); Inland Empire Intermodal Terminal and Jacksonville, Fla., via Shreveport, La. (83 hours); Mexico and Croxton, N.J., via New Orleans (85 hours); Houston and Atlanta via New Orleans (39 hours).  

In response to UP’s proposed takeover, competitors such as BNSF, CSX, and CPKC have all announced similar new traffic routing partnerships connecting the east and west. In his application statement, however, Vena argued that while partnerships are helpful, they are “narrow and cannot be scaled” like a true merger. 

The proposed operating plan for a new Los Angeles to Harrisburg, Pa., intermodal train, ZHBLC. 

The biggest question facing a combined UP-NS will be how it enhances competition, a key requirement for the STB to approve any merger. To do that, the railroads have said they would voluntarily establish “Committed Gateway Pricing,” streamlining the pricing of interline moves, meaning customers on other railroads would see benefits from the merger. UP has also said it would keep all existing gateways open on “commercially reasonable terms.”

UP and NS have also stated that they plan to decrease their ownership shares of two connecting short lines: the Peoria & Pekin Union Railway in and around Peoria, Ill., and the Terminal Railroad Association of St. Louis. In the case of PPU, UP and NS jointly own the short line with Canadian National. UP and NS have proposed reducing NS’s stake so that the combined railroad no longer holds the majority of interest. The same applies to TRRA in St. Louis, which is currently co-owned by UP, NS, BNSF, CSX, and CN. 

UP and NS have said they plan to reduce their ownership share in two shortlines, including the Terminal Railroad Association of St. Louis. Photo by Terry Redecker. 

In the application, Vena said he not only supported a combined UP-NS, but also a combined BNSF-CSX. “Such a merger would provide the same type of benefits as UP-NS,” Vena wrote. “It would give customers more and stronger options.”

But from the start, BNSF, UP’s main competitor in the west, has stated it’s not interested in more consolidation. In a statement shortly after UP submitted its application, BNSF CEO Katie Farmer reaffirmed that stance. 

“The transaction poses a significant threat to the U.S. economy and the American consumer through its long-term competitive harms,” Farmer said. “It would leave shippers with fewer options — driving higher rates and ultimately higher prices for consumers. This didn’t begin with customers asking for this merger, and the claimed public benefits appear to accrue primarily to shareholders. Past mergers demonstrate the risk of serious service failures with destructive impacts to customers, the U.S. rail network and the American economy.”

Even before UP submitted the application, BNSF was already questioning the “past mergers,” especially the 1996 merger of UP and Southern Pacific. On November 28, BNSF asked the STB to review the “harm” of that merger, which they claimed decreased competition and shipping options for customers across the West.

CPKC also responded, stating that the proposed merger would present “extraordinary and far-reaching risks to customers, rail employees and the broader supply chains.” As of press time, neither CN or CSX had reacted. 

That said, the merger had its supporters: the application included over 2,000 letters of support for UP and NS. 

This story will be updated as more information is received. 

—Justin Franz 

The post UP, NS Submit Application for Transcontinental Merger appeared first on Railfan & Railroad Magazine.

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

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

The STB, in its Dec. 18 decision (scroll down to download), reported that it has reviewed AAR’s submission and adopted the RCAF figures for first-quarter 2026: unadjusted RCAF, 1.015 (up 5.1 % from fourth-quarter 2025’s 0.966); adjusted RCAF, 0.389 (up 4.6% from fourth-quarter 2025’s 0.372); and RCAF-5, 0.369 (up 4.8% from second-quarter 2025’s 0.352).

Table A shows the index of railroad input prices, unadjusted RCAF, adjusted RCAF, and RCAF-5 for first-quarter 2026 and fourth-quarter 2025:

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

The post STB: Rail Cost Adjustment Factor Set for 1Q26 appeared first on Railway Age.

Such is the task before the STB prior to deciding whether to allow Union Pacific (UP) and Norfolk Southern (NS) to merge into the nation’s first Atlantic to Pacific transcontinental railroad. And already a dispute has arisen over what giving “substantial weight” means when applied to expected Justice Department comments on the transaction.

Those two words appear in this opinion writer’s previously published commentary, “Is a UP-NS ‘Fix’ In? Don’t Bet on It!” —the sentence reading, in part, “… the 1995 ICC Termination Act instructed the STB to give ‘substantial weight’ to competition-related recommendations of the Justice Department’s Antitrust Division.”

Came then a missive from long-time attorney friend Bill Mullins, who represents railroads, is a respected legal scholar, who oft has been my legal mentor, and who is a fellow I’d especially choose to spend a late night with in an Irish bar (and perhaps I have). It was Bill’s office and desk I inherited three decades ago following his distinguished service as a chief of staff to ICC member Ed Emmett (my subsequent role was chief of staff to STB member Gus Owen).

As is Mullins, Emmett was a word maven. Upon spotting in a draft decision the legal term, “Nunc pro tunc” (“now for then” in Latin and meaning to allow something now to be done that should have been done earlier), Emmett questioned the Office of Proceedings as to whether they were naming a Vietnamese general—then instructing, “Write those reports for the public that pays for them and wants to understand them.”

So it is that Bill pointed out that the statutory language I cited, 49 USC 11324(d), which contains the “substantial weight” language, seems, on the face of it, to apply to other than two Class I railroads.

This humble commentator responded that a following section, 49 USC 11325(b)(1), provides, with regard to mergers of two Class I railroads, that “Written comments about an application may be filed with the Board within 45 days after notice of the application is published … Copies of such comments shall be served on the Attorney General [who heads the Justice Department] and the Secretary of Transportation, who may decide to intervene as a party to the proceeding.” 

While that language, as Bill says, does not instruct the STB to give “substantial weight” to the views of the Attorney General and Transportation Secretary in a Class I merger proceeding, the expert agencies they lead are, in fact, singled out by Congress with an invitation to intervene, which seems to put them onto a higher plane than other parties. 

Bill’s concern certainly has technical merit as the statute with regard to Class I mergers does not specifically instruct the STB to give “substantial weight” to the views of the Attorney General and Transportation Secretary. Yet each is specifically invited to participate, and the STB is not barred from giving their comments “substantial weight”—particularly as the Justice Department partners with the STB when defending court actions against it.

Thus, whether the Justice Department’s comments are to be given “substantial weight” by the STB is not so clear when discussing public policy. One cannot know the thought process of STB decision-makers when reading Justice Department opinions.

Bill also points out that the Justice Department’s comments in the three-decades-ago Union Pacific-Southern Pacific merger were “wholeheartedly rejected” by the STB—politely adding that this commentator was, at the time, advising STB member Owen, who concurred. Touché.

Bill might, however, consider that the Justice Department, once invited, would not expend its resources were it not of its own learned opinion that its comments should have “substantial weight” before the STB.

Were congressionally written statutes not to have interstices (ambiguities and subtleties), courts and expert agencies (as originally intended by Congress) would not be needed to fill them.

So, we shall see, and perhaps while jointly reading the STB’s decision a year or so from now while comfortable in one of Washington’s legendary Irish bars.

Railway Age Capitol Hill Contributing Editor Frank N. Wilner, previous to his time at the STB, was Assistant Vice President for Policy at the Association of American Railroads and is the author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, 800-228-9670, https://www.railwayeducationalbureau.com. He is currently revising, for republication by Simmons-Boardman Books, his out-of-print, “Railroad Mergers: History, Analysis, Insight.” Wilner, while not an attorney, is licensed to practice transportation law before the STB. He earned undergraduate and graduate degrees in economics and labor relations from Virginia Tech.

The post UP-NS: Already, a Two-Word Debate appeared first on Railway Age.

The New York MTA on Dec. 17 announced the advancement of $1.75 billion in key transit projects for the agency that will modernize the subway system, funded by revenue generated by congestion pricing.

The MTA Board approved a design-build contract to modernize subway signals on the A and C lines in Brooklyn and Queens, moving forward on one of the most significant upgrades to service quality and reliability in the system, the agency noted. The MTA Board also approved accessibility upgrades to five subway stations, including the major complex at 42 St-Bryant Park, which serves 111,000 daily riders on the 7, B, D, F and M lines. 

The project, MTA says, will bring Communications-Based Train Control (CBTC) to the Fulton Street Line in Brooklyn and the Liberty Avenue Line in Queens between Jay Street-MetroTech and Ozone Park-Lefferts Blvd stations, replacing century-old legacy signal systems that date back to the line’s opening in 1936. It will also repair and replace switches, install upgraded tunnel lighting and run cabling to support the deployment of cellular service through the tunnels. 

When this project is completed, more than 600,000 daily riders across the A and C trains will see “substantial upgrades to reliability, faster travel speeds, and better service,” MTA said, Previous CBTC installations on the 7, L and Queens Boulevard (E, F, M, R) lines have yielded significant improvements to on-time performance and train speed increases of up to 10%, all while upgrading operations and safety systems, according to the agency.

The Fulton and Liberty Line signal modernization project is further evidence of the effectiveness of the MTA’s new CBTC-centric approach, which streamlines project delivery while maintaining the highest technical standards, the agency noted. CBTC-centric projects are now more than 33% cheaper per mile than prior projects, “a major breakthrough as the MTA continues its ambitious plans to modernize signals throughout the system.” Further funding from congestion pricing will go towards upgrading the signals on the 6th Avenue Line carrying the B, D, F and M, while the 2025-29 MTA Capital Plan includes CBTC upgrades on eight lines and more than 75 miles of track. 

The project, the agency says, also reflects the MTA’s success in expanding competition in a highly specialized market. Three bidders competed for the contract, a result of targeted efforts to bring more firms into signal modernization work—helping control costs while ensuring quality.  

The project is being delivered as a bundle of two different subway segments. The Fulton Street Line, running from Jay Street-MetroTech in Brooklyn Heights to Euclid Avenue in East New York, is funded as part of the MTA’s 2020-24 Capital Plan and is made possible by Congestion Relief Zone revenues. The Liberty Street Line, running from Euclid Avenue to Ozone Park-Lefferts Boulevard in Ozone Park, is funded as part of the 2025-29 Capital Plan.  

This project advances as the MTA adds more R211 subway cars to the A and C lines. All R211 come equipped with technology that, the agency says, “seamlessly integrates with CBTC signals, leading to a better overall commute for millions of daily riders—including more reliable service, fewer delays, more frequent trains and less waiting.”

Two contracts were also awarded today to deliver accessibility upgrades to five more subway stations, “continuing the MTA’s rapid pace to make the system more accessible,” according to the agency.

This includes ADA Package 9 at three stations in Queens and Brooklyn:

• Parsons Blvd (F)
• Briarwood (E, F)
• Gates Avenue (J, Z)

The other package will make the Bryant Park-5 Av Complex in Manhattan fully accessible:

• Bryant Park-42 St (B, D, F, M)
• 5 Av (7)

These five stations, MTA says, mark continued progress toward a more accessible transit system, bringing the total number of ADA-accessible stations awarded this year to seven. They are part of the 23 stations that will ultimately be made accessible thanks to Congestion Relief revenues.

Traction power equipment replacements are under way to maintain safe and reliable SkyTrain operations across Metro Vancouver, following a combined investment of more than $20.2 million from the federal government and TransLink.

The Expo and Millennium SkyTrain lines extend approximately 60 kilometers (37.3 miles) and include more than 35 stations. The operations of these lines are supported by a traction power network consisting of substations, electrical cabling, and power rails. As part of TransLink’s Traction Power System Replacement project, 11 substations have been identified as containing equipment that is more than 30 years old and no longer within the recommended service life.

In this phase of the project, the electrical switchgear at four substations, Waterfront, Broadway, Nanaimo, and Joyce, will be replaced and a pad mounted transformer will be installed at Columbia Transfer, between Columbia Station and the Columbia Substation.

As this critical infrastructure ages, these upgrades, the Canadian government says, “are essential for addressing electrical safety issues, maintaining a state of good repair, and ensuring the continued and uninterrupted operation of the Expo and Millennium Lines. They will also support future service growth and fleet expansion across the SkyTrain network.”

“Modern, reliable transit infrastructure is essential to keeping Metro Vancouverites moving and supporting the region’s long-term growth. This investment supports critical power system upgrades across the SkyTrain network, enhancing service reliability and meeting future transit needs,” said Minister of Housing and Infrastructure Gregor Robertson.

“These are the kinds of behind-the-scenes upgrades that are critical to ensuring we have the power to keep SkyTrain running smoothly for years to come. We look forward to the federal government’s continued investments in transit infrastructure, and further clarity on the Canada Public Transit Fund, to drive our regional and national economy,” said TransLink CEO Kevin Quinn.

The KC Streetcar Riverfront Extension reached a major milestone this week as a streetcar officially rolled onto the newly constructed tracks that lead from the River Market to the Riverfront, stopping at the newly build Riverfront Streetcar Stop.

The first “live wire” test took place on Wednesday, Dec. 17, marking the first time the system was energized and the first time a streetcar has ever traveled to the Riverfront in Kansas City’s history.

“After years of planning, design, and construction we’re thrilled to see the first streetcar reach the riverfront,” said Tom Gerend, Executive Director, KC Streetcar Authority. “We are one step closer to realizing our vision of a connected and vibrant riverfront that will serve all of Kansas City for decades to come.”

Ahead of Wednesday’s live wire test, crews conducted “dead wire” testing with a specially built clearance cart, designed by the Riverfront Extension construction team. This clearance cart was used to verify that the streetcar can safely travel on the tracks and pass surrounding and adjacent structures and track elements.

Testing will continue for the next couple of months. The current phase, called Systems Integrated Testing (SIT), is expected to continue into early 2026, weather permitting. The following phase, Pre-Revenue Operations (PRO), will focus on operator training, safety drills, and real-world service simulations.

During all phases of testing, vehicular and pedestrian traffic may experience minor delays with the possibility of the closure of Grand Boulevard between 3rd Street and the Riverfront for safety precautions.

While testing continues, crews are completing key finishing touches, including:

• Installing communications, train signals, and traffic signals.
• Completing shelters and station stops.
• Restoring sidewalks and curbs in Berkley Riverfront.
• Final concrete and cleanup of the new two-way cycle track.
• Clearing laydown yards at Berkley Riverfront, 3rd Street, and Grand Boulevard.

The KC Streetcar Riverfront Extension remains on schedule to be completed in early 2026. Once open, the 0.7-mile extension will connect riders from UMKC to the heart of Berkley Riverfront, a five-minute walk to CPKC Stadium.

The post Transit Briefs: NYMTA, SkyTrain, KC Streetcar appeared first on Railway Age.

The two unions, which comprise the Teamsters Rail Conference, conducted five months of investigation, held meetings across the nation to listen to union members employed at both railroads, and negotiated directly with UP CEO Jim Vena.

The following is a statement from Teamsters General President Sean M. O’Brien; Mark Wallace, President of the Teamsters Rail Conference and the BLET; and Tony Cardwell, President of the BMWED, on the potential merger between UP and NS.

“The Teamsters Union strongly opposes the proposed merger between Union Pacific and Norfolk Southern as currently written.

“Between the BLET and the BMWED, the Teamsters Rail Conference represents nearly 20,000 Union Pacific and Norfolk Southern workers—over half of their unionized employees. These hardworking men and women make these railroads run. We cannot and will not support any agreement or merger that fails to safeguard their lives and livelihoods.

“The Teamsters investigated the terms of the acquisition for five months, held meetings with members nationwide, and directly negotiated with Union Pacific’s and Norfolk Southern’s leadership. Executives from both carriers—particularly Union Pacific—refused to make real commitments to protect the jobs and address the concerns of our members.

“Union Pacific and Norfolk Southern have worrying histories when it comes to protecting workers and communities. This includes causing a shocking number of accidents on the tracks, like the catastrophe in East Palestine, as well as trying to give away American jobs to Mexican rail crews. They have given us every reason to believe these problems would only grow worse if the merger is approved under its proposed terms.

“It’s time for Union Pacific and Norfolk Southern to get serious and do right by our members. Until they do, the Teamsters will do everything in our power to block this harmful merger.”

According to the two unions, the “supersized” transcontinental railroad, to be called Union Pacific, that would be created by the UP-NS merger, spanning 43 states and 50,000 miles of track, would be a “de facto monopoly.”

“This debt-ridden tie-up won’t make rail more competitive with trucks as merger proponents claim,” said Mark Wallace, “We believe this transcontinental railroad will make shipping by rail less attractive as the merged carrier passes off rail lines that serve small towns, factories and farms to short line railroads while running miles-long slow-moving trains on the main line. For rail customers it will be a choice between ‘Hell or the highway.’”

More than 40 chemical company CEOs, as well as more than 60 trade associations and chambers of commerce, have also voiced opposition to the merger.

UP and NS are expected to formally file an application to allow the merger to go forward on Dec 19. The Teamster-affiliated unions say that the safety record of UP, the dominant partner in the potential merger, “should be carefully examined by the Surface Transportation Board (STB) as it considers whether this acquisition should be approved.”

“We’ve been around the track before with railroad mergers,” said Wallace. “Mergers can be messy, and the very act of merging two railroad cultures creates safety risks. UP can do better. BLET and BMWED were open-minded to the merger when first announced. We reached out to Jim Vena on day one. We have met with Vena and others on his team over the past five months. The UP CEO has failed to convince us that he has the best interests of customers, workers and the communities served by rail on his agenda. As a result, it’s now our job, with the full backing of the Teamsters union, to convince the STB that this merger should be rejected.”

The statement from BLET and BMWED follows a Dec. 16 release by UP stating that “every employee with a union job at the time of the merger will continue to have one.”

UP says it has formalized that pledge with groundbreaking jobs-for-life agreements with the International Association of Sheet Metal, Air, Rail and Transportation Workers – Transportation Division (SMART-TD), the nation’s largest rail labor organization, as well as National Conference of Firemen and Oilers (NCFO), Brotherhood of Railway Carmen (BRC), International Brotherhood of Boilermakers (IBB) and United Supervisors Council of America (USCA).

The post BLET, BMWED Oppose Potential UP-NS Merger appeared first on Railway Age.

A new Railinc-NC State University partnership aims to identify opportunities for shifting long-haul shipments from truck to rail. The two organizations will explore how even modest shifts can yield “significant cost savings, environmental benefits, and infrastructure planning insights,” Railinc reported Dec. 17.

“By combining Railinc’s capabilities with the analytical capabilities of NC State, we can deliver insights that help industry leaders and policymakers make smarter, faster, and more confident decisions,” said Dr. Daniel J. Findley, Associate Director at NC State’s Institute for Transportation Research and Education. “Rail is often an overlooked option in freight, yet it can offer advantages in cost, capacity, and sustainability compared to other modes. This research helps identify where rebalancing is not only possible but practical—creating pathways for more resilient supply chains and stronger communities.”

“A 2% shift from truck to rail could meaningfully increase intermodal rail tonnage and help justify infrastructure investments,” NC State professor Dr. George List said. “We can pinpoint where that shift is feasible and cost-effective.”

“The rail industry has made tremendous progress improving freight efficiency over the years,” noted Railinc CEO Allen West=. “This kind of analysis can build on that foundation, informing current trucking shippers of the benefits of rail.”

In a related development, Railinc in September announced it would collaborate with Duke University’s Christensen Family Center for Innovation to “explore practical innovations that advance freight rail safety and efficiency.”

• Railinc Launches RIGIS Routing + Mileage Application
• MineHub, Railinc Partner to Enhance Rail Shipment Tracking Data Capabilities

Downers Grove, Ill.-based AllTranstek on Dec. 15 reported being identified as the prevailing auction bidder for the assets of Darien, Ill.-based RAS. The transaction is subject to final documentation and court approval, with closing expected in mid-January 2026, according to the company, which specializes in rail fleet management (325,000-plus cars in North America), technical consulting and engineering, rail mileage accounting, systems development, and on-site training and inspection.

RAS was founded in 2002 and currently provides management services to approximately 500,000 railcars for shippers, operating lessors, utilities, and short line railroads; the largest percentages of cars are covered hoppers and tank cars. The company also offers services such as payment and audit of maintenance bills, handling of bad-ordered and railroad-damaged cars, review and approval of contract shop estimates and invoices, mileage accounting, Umler management, OT-57 management, Ad Valorem taxes, and management reporting (including budgeting, forecasting, and performance analysis).

“Because AllTranstek already performs many of the same core services as RAS, this acquisition would allow us to step in immediately and maintain uninterrupted service,” said Jeff Wilson, President of AllTranstek. “Our focus would be on stability, client confidence, and strengthening the service delivery model while integrating RAS operations into AllTranstek’s platform.”

According to AllTranstek, its proximity to the RAS office, overlapping service offerings, and familiarity with RAS software would “allow for a smooth integration.” AllTranstek said that it “intends to retain key RAS personnel and work closely with clients and suppliers throughout the transition.”

Separately, Bourque Logistics and AllTranstek earlier this year announced their merger to provide “a complete and unified offering to rail shoppers, railcar owners, and their railcar maintenance providers.”

The post Supply Side: Railinc, AllTranstek appeared first on Railway Age.

My report on the Dec. 4 Amtrak Board meeting in New Orleans included a proposal by Scott R. Spencer, Chief Operating Officer of AmeriStarRail, who proposed rebranding the new NextGen Acela as Libertyliner 250 to honor the 250th birthday of the United States. A relatively simple adjustment to the trainsets’ as-delivered livery, the rebranding would illustrate that the service operates in the region where the War for Independence was fought, as note the equipment’s top speed of 250 kph (155 mph). Spencer also suggested that Amtrak offer a “Freedom Pass” that would allow seven days of unlimited riding on Amtrak’s Northeast Corridor (NEC) for a flat fee of $250.00 per person.

Spencer has now announced that he wants the trains to make a “new” stop on the NEC. The stop is not a new station. It is Secaucus Junction Station, in service for 22 years, and located at the intersection of Amtrak’s NEC (former Pennsylvania Railroad) and the former Erie Railroad New Jersey Transit (NJT) built the station and uses it extensively for its Northeast Corridor Line and North Jersey Coast Line services, and some MidTOWN DIRECT trains on the Morris & Essex and Raritan Valley Lines. Riders on those lines can transfer to trains on NJT’s Pascack Valley and Main/Bergen Lines, including some Metro-North trains that go as far as Port Jervis, N.Y.

I know of only five Amtrak-operated trains that ever stopped at Secaucus Junction: two for Super Bowl XLVIII in 2014, which was played at  MetLife Stadium at the Meadowlands Sports Complex and serviced by an NJT branch line (the “Sports Line”); and Amtrak’s funeral train for New Jersey Democratic Sen. Frank R. Lautenberg (1924-2013), a longtime supporter of funding for Amtrak and transit.

Spencer wants to change that by making Secaucus Junction a regular stop on Amtrak’s Libertyliner 250 trains, if Amtrak accepts his rebranding proposal. “In the proposed partnership with Amtrak, AmeriStarRail seeks to revolutionize Amtrak’s Northeast Corridor service with Libertyliner 250 high-speed service offering Triple-Class service with Coach, Business and First Class seating on every train,” he said. Triple-Class service means that AmeriStarRail would offer coach seats as well as Business Class and First Class seats, so coach passengers would not have to settle for a longer ride on Amtrak’s Northeast Regional trains. He said that the Secaucus stop would offer improved access to “NJ Transit Pascack Valley Line, Bergen/Main Line and Metro North Port Jervis Line trains, NJ Transit trains to Hoboken Terminal, the American Dream entertainment and retail center—the second-largest mall in America, MetLife Stadium and the Meadowlands Sports Complex, home of the FIFA World Cup 2026.” While all those locations are currently accessible on NJT trains, existing operations require an extra segment on an NJT train to get to Secaucus from any station on the NEC where Amtrak trains stop.

Spencer proposed the concept in a Dec. 15 letter from AmeriStarRail to Amtrak President Roger Harris (download below). He calls the Libertyliner 250 trains “The Fastest Trains in America” and presented the slogan “The Libertyliner 250: All Aboard for a Revolutionary Way to Travel on the Northeast Corridor.” He introduced his proposal by saying, “To build on Amtrak’s record Northeast Corridor ridership, AmeriStarRail [is] pleased to share with you … our proposed privately funded partnership and the Libertyliner 250 Service Plan to increase Amtrak’s NEC service 35.1% and seating capacity 21.3% by May 2026. This will finally provide Coach seating on all Amtrak high-speed trains so that senior citizens, families, students, persons with disabilities and low-income coach passengers can have affordable and equitable access to High-Speed Rail service in America for the first time in our history.”

” The Service Plan would include hourly New York-Washington nonstop trains, as well as hourly Boston-Washington trains that would stop at Secaucus. Regarding the Secaucus stop, Spencer said, “With the opportunity to serve more than 1,000 new Amtrak passengers a day, AmeriStarRail projects that Amtrak Libertyliner 250 service at Secaucus Junction will add at least 365,000 annual passengers to NEC ridership, which is more than the annual ridership of many Amtrak long distance routes around the country.”

The Meadowlands Regional Chamber of Commerce is on board. “The Meadowlands Regional Chamber has long advocated for Amtrak stops at Secaucus Junction,” President Jim Kirkos said. “The AmeriStarRail proposal could open the Boston, D.C. and Philly markets to our regional destination, which is of real interest to us.”

Some local advocates support the Secaucus stop. “The New Jersey Association of Railroad Passengers (NJ-ARP), for more than 20 years since the construction of Secaucus Junction, has been encouraging Amtrak to stop selected Acela and Northeast Regional services at Secaucus Junction,” said Albert L. Papp, a longtime NJ-ARP and Lackawanna Coalition member, told Railway Age. “Amtrak would be able to provide access to potential riders in Bergen and Passaic Counties, leading to an increase in ridership and associated revenues. Amtrak has steadfastly refused to do this, claiming that stopping trains at Secaucus would cause train timings to increase. This does not make any sense, because all its Northeast Corridor trains stop at Newark Penn Station, about five miles west of Secaucus Junction. Amtrak needs to focus more on the revenue side of the equation, rather than the cost side, and grow the business, rather than restrict it.” Papp clarified that he is not advocating for any cuts in service at Newark, only for adding the Secaucus stop.

Lackawanna Coalition Chairperson Sally Jane Gellert, who lives in Bergen County, told Railway Age: “I can’t be the only passenger who sees Amtrak trains running through Secaucus without stopping, thinking about my Amtrak trips that mean extra travel to New York City or Newark Penn Station. It would be much more convenient if I could get off my Pascack Valley train in Secaucus and get right onto Amtrak.”

Regarding the Libertyliner 250 proposal, Spencer  told Railway Age that he would need permission from Amtrak and NJT, which owns the station. He is prepared to negotiate with both to add the Secaucus Junction stop to the schedules of many of the trains that serve the Northeast region. He also has some new ideas about Amtrak’s long-distance trains. I will report on them soon.

The post Will Amtrak Take Scott Spencer Seriously? appeared first on Railway Age.

The companies in 2019 teamed to develop and operate a diversified portfolio of rail businesses across North America. Alpenglow’s portfolio now encompasses six rail terminals: three in Canada under the VIP Rail brand (Sarnia and Corunna in Ontario and Alberta Midland in Alberta) and three in the United States under the USA Rail brand (Port Allen in Louisiana and Port Arthur and Orange in Texas). It also offers railcar storage, switching, transloading, and railcar cleaning, among other services.

“CC&L Infrastructure is pleased to complete this successful financing, which underscores the strength of our partnership with Alpenglow and the quality of the rail platform we have built together,” said Ryan Lapointe, Managing Director of CC&L Infrastructure, which is part of Connor, Clark & Lunn Financial Group Ltd., an independently owned, multi-affiliate asset management firm that is said to provide a broad range of traditional and alternative investment management solutions to institutional and individual investors. “At the outset of our partnership, we envisioned creating a safe, scalable, customer-focused rail business and this financing positions us well to continue executing on that vision. Our long-term investment approach provides a strong value proposition within the rail sector, and we look forward to supporting the next phase of growth and value creation across the portfolio.”

“Together with CC&L Infrastructure, we remain focused on owning and operating high-quality rail assets for the long term,” Alpenglow Rail CFO Henning von Kalm noted. “This private placement is a testament to the resilience of our business model and the confidence investors have in our platform. Alpenglow’s rail terminals are strategically located within North America’s leading refining and petrochemical hubs—the Alberta Heartland, the U.S. Gulf Coast and Southwestern Ontario. With this established footprint across multiple markets, we are excited to build on our successes and continue delivering strong results.”

According to the partners, CIBC Capital Markets served as their exclusive financial advisor and lead placement agent; National Bank of Canada Capital Markets and Desjardins Capital Markets served as additional placement agents; and Torys LLP acted as issuer’s counsel.

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#CPKC recognizes shippers for safe operating behaviour and sharing our commitment to protecting our employees, environment and communities. https://t.co/OTf5RXPrDI pic.twitter.com/8gn2QLU9ZO

CPKC on Dec. 17 reported that 80 shippers have earned its 2024  Safe Shipper Award for their achievement of “incident-free movement of at least 500 carloads of hazardous materials (non-intermodal) on CPKC lines, with zero Non-Accidental Releases (NARs) over the past year.” This distinction, the railroad said, “highlights the collaborative investments made in training, technology, and process improvements.” The recipients span multiple sectors including chemicals, energy, agriculture, and manufacturing.

In 2024, for the second consecutive year, CPKC said it has “led Class I railroads with the lowest FRA-reportable train accident frequency, extending the legacy of its predecessor, Canadian Pacific, which held top industry safety marks for 17 straight years.”

“Safety is the foundation of everything we do at CPKC, and our Safe Shipper Award represents that commitment—not only for our railroad but for the dedicated shippers who share our vision,” CPKC Senior Vice-President, Sales and Marketing Coby Bullard said. “These award-winning shippers set an example by demonstrating that operational excellence and rigorous safety standards can—and must—go hand in hand.”

And the CPKC honorees for 2024 are:

• Afton Chemical
• Altagas Extraction & Transmission LP
• Arkema
• Aux Sable Liquid Products LP
• BASF
• Harvestone Low Carbon Partners
• Calumet Specialty Products Partners LP
• Celanese
• Cenovus Energy Inc
• Centennial Energy LLC
• Canadian Fertilizers Limited
• Chemtrade Logistics Inc
• Chevron Phillips Chemical
• Covestro LLC
• Dow Chemical Co
• Eagle Mine LLC
• Erco Worldwide
• Evonik Corporation
• Factor Gas Liquids Inc
• Flint Hills Resources
• Gibson Energy Inc
• Global Companies LLC
• Grain Processing Corporation
• Granite Falls Energy LLC
• Greenfield Global (two awards)
• ICEC, HJ Baker Sulphur Canada ULC
• Hunt Refining Co
• Indorama Ventures
• Ineos Olefins & Polymers USA
• Ineos Styrolution America LLC
• International Raw Materials Ltd
• Irving Oil Ltd
• Jefferson Energy Railport Terminals
• JR Simplot Co
• Keyera Corp.
• Kiros Energy Marketing ULC
• Koch Fertilizer LLC
• Lotte Chemical Louisiana LLC
• LSB Chemical LLC
• LyondellBassell
• Martin Operating Partnership LP
• Maverick Petroleum Inc
• Messer LLC
• Methanex Corporation
• Midstream Energy Partners
• Montana Resources LLP
• NGL Supply Company Ltd
• Nouryon Chemicals LLC
• Occidental Chemical Corporation
• Olin Corporation
• Orica Canada Inc (two awards)
• PBF Holding Company LLC
• Pembina Resources Services Canada
• Phillips 66 Co
• Pieridae Alberta Production Ltd
• Plains Midstream Canada ULC
• POET Biorefining LLC
• Ray Energy Corp
• Reagent Chemical & Research Inc
• Redfield Energy LLC
• Reliant Gases Ltd
• Renewable Products Marketing Group LLC
• Robinson Nevada Mining Company
• Sasol Chemicals (USA) LLC
• Shintech Inc
• SM Energy Co
• Strathcona Resources Ltd
• Superior Gas Liquids
• SWN Midstream Services Company
• The Andersons Inc.
• TotalEnergies Petrochemicals & Refining USA, Inc.
• Trafigura Trading LLC
• US Development Group LLC
• USA Rail Terminals LP
• Vale Canada Ltd
• Valero Energy Inc
• Westlake Corporation
• Wildcat Midstream Ltd Partnership

In related developments, earlier this year BNSF recognized 99 customers as Product Stewardship Award honorees for 2024; CN recognized 213 shippers with Safe Handling Awards for 2024; and UP honored 147 chemical shippers for their dedication and commitment to safety with 2024 Pinnacle Awards.

UP on Dec. 17 reported that the master-planned Mainline Texas Industrial Park is under development along its main line just outside Houston. With direct access to U.S. 90, Highway 36, Spur 10, and Interstate 69, the railroad said it will offer customers “seamless transportation across the region’s major population centers and international gateways in Laredo, Eagle Pass and El Paso.”

The park includes 1,300 acres of rail-served land and 700 acres for non-rail industrial and commercial uses, with the potential for more than 20 million square feet of Class A development. It also features railcar storage, on-site water and wastewater systems, regional drainage, and access to high-capacity gas infrastructure, according to UP.

“We’re excited about the new growth opportunities this park opens up for our customers,” UP Executive Vice President–Marketing and Sales Kenny Rocker said. “It’s near the state’s largest concentration of people, industry and commerce, and allows customers to reach more than 25 million consumers within a 250-mile radius. That’s real growth potential and another example of how we are planning into the future with our customers.”

The Laredo Gateway Industrial Railway, LLC, a non-carrier subsidiary of Kraus Development, earlier this month petitioned the Surface Transportation Board for an exemption from the prior approval requirements of 49 U.S.C. §10901 to construct an approximately 2.6-mile (13,707-foot) common carrier rail line in Webb County, Tex. It would extend from UP’s Laredo Subdivision in Texas and terminate within the new Gateway Industrial Park.

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

The American Short Line and Regional Railroad Association (ASLRRA) has named Matt Carne, Senior Manager, Safety & Training, Modesto & Empire Traction Company, as its 2026 Safety Professional of the Year, and Joe Wilcox, Conductor and Engineer, Watco, as its 2026 Safety Person of the Year. Nominated by their peers and selected by a panel of industry safety experts, the annual awards “recognize two individuals for their significant and consistent dedication to operating safely.”

The Safety Professional of the Year honors a safety management employee of an ASLRRA Class II or Class III member railroad who is responsible for safety programs, training and the overall management of safe behavior and actions on their railroad(s).

The Safety Person of the Year Award recognizes an employee of an ASLRRA Class II or Class III member railroad who works with management on effective safety programs and exhibits a high degree of safety awareness.

“Safety is the one non-negotiable in the short line railroad industry. While short lines are known for always getting to yes, delivering for customers, and growing local economies, an unrelenting focus on safety underpins everything they do,” said ASLRRA President Chuck Baker. “ASLRRA’s Safety Person and Safety Professional Awards recognize individuals who go above and beyond what is required to bring every railroader home safely every night – they are prestigious honors in the industry and are extraordinarily meaningful to the recipients. I’m looking forward to recognizing Matt Carne as the 2026 Safety Professional of the Year, and Joe Wilcox as the 2026 Safety Person of the Year at our upcoming Annual Conference & Exhibition.”

The winners will be recognized at the General Session on Monday, April 13 at the ASLRRA Annual Conference & Exhibition April 12-14, in Minneapolis, Minn.

As a leader in safety at Modesto & Empire Traction Company (MET), Carne has built a culture of openness where close-call reports are encouraged and discussed to emphasize a proactive approach to safety concerns. As a former teacher and high school coach, Carne recognizes the importance of education to improving safety. He leads educational initiatives for a variety of participants to bolster safety knowledge at MET and beyond. This includes inviting regulators and the Short Line Safety Institute (SLSI) to provide on-site training to MET employees.

“Matt inspires a unified commitment to safety excellence,” writes MET Vice President of Rail Operations Jared Martin. “His approach brings people together with purpose, clarity, and shared pride in achieving safety milestones. He demonstrates a deep commitment to ensuring a safe working environment for all employees. Matt’s positive attitude, even in the face of difficult safety enforcement, helps foster a culture where safety is embraced rather than resisted.”

Carne’s efforts have helped the railroad experience measurable safety achievements, including zero regulatory violations across 16 separate inspections in 2025.

On paper, ASLRRA Safety Person of the Year Joe Wilcox’s eight years in the railroad industry make him a relative newcomer. But on the job, Wilcox brings the focus, insight and leadership of a senior team member, the association noted.

As a conductor and engineer at Watco’s industrial switching operation in Plaquemine, La., Wilcox is known for his active participation. He always comes to meetings prepared and ready to contribute, offering up relevant safety-related topics for discussion and providing valuable insight that enhances his colleagues’ understanding and awareness of safety alerts or the rule of the week. He also promotes a culture of safety within his department. Wilcox’s eye for safety and keen awareness make him a highly trusted evaluator of newer team members. While it is not part of his regular workplace responsibilities, Wilcox provides detailed and timely evaluations of student conductors to help those in management determine whether a student is ready to become a certified conductor.

This safety awareness is not limited to meeting rooms and training scenarios. Wilcox has identified several near misses that have resulted in team members implementing crucial preventative safety measures.

“Joe has built a reputation as a dedicated leader on his shift. His leadership is grounded in discipline, teamwork, and a deep sense of purpose,” said Watco Director Safety Randy Burington. “Whether at work, at home or in service to his community, he brings passion, drive and heart to everything he does.”

“Congratulations to our Safety Professional of the Year Award winner Matt Carne of Modesto & Empire Traction Company and Safety Person of the Year Award winner Joe Wilcox of Watco,” ASLRRA wrote in an X post. “Matt and Joe have each demonstrated significant contributions and consistent dedication to safe operations on their railroads. We’re excited to honor them both at our Annual Conference in April.”

The post ASLRRA Honors Carne, Wilcox for Outstanding Safety Leadership appeared first on Railway Age.

Mexico’s Rail Transport Regulatory Agency (ARTF) has awarded Alstom a contract worth around $1 billion to supply and maintain 47 DMUs for the government’s program to restore long-distance passenger services. The new fleet will be deployed on the Mexico City – Querétaro, Querétaro – Irapuato and Saltillo – Nuevo Laredo lines.

The largest passenger rolling stock order placed in Mexico in recent years will see Alstom’s local Ciudad Sahagún facility manufacture 14 commuter and 33 inter-city trains. The commuter trains will accommodate 700 passengers, with seating for 315. The intercity variant will have 265 seats, with passenger amenities including power sockets and USB charging ports at each seat. The new fleet will be equipped with ERTMS (European Rail Traffic Management System).

The contract also covers the provision of comprehensive support services, including a $33.9 million package to design and supervise the construction of train inspection facilities, as well as to design and equip two maintenance depots for $39.9 million each. Fleet maintenance will be undertaken over five years for $139.3 million, including consumables, supply of qualified personnel, technical documentation and tools. The contract runs until December 2032.

During the tender, Alstom achieved the highest combined score of 83.78 points out of 100, despite scoring lower on technical evaluation than its main competitor. The company scored a maximum 35 out of 35 for its economic proposal, which proved decisive.

CAF finished second with 81.29 points overall and submitted a higher bid of $1.23 billion. The bid submitted by CRRC Zhuzhou Locomotive in joint venture with Mexico Railway Transportation Equipment was deemed non-compliant, scoring only 41.43 technical points.

Chinese interest in the Mexican market has also been demonstrated by CRRC Zhuzhou Locomotive successfully bidding for separate contract to supply 15 EMUs, awarded for $296 million in September. They will operate on the new line connecting Mexico City with Felipe Ángeles International Airport (AIFA) and Pachuca.

The Alstom plant at Ciudad Sahagún has built 42 X’Trapolis DMUs and bi-mode trains under the $1.85 billion fleet and railway systems contract for the Mayan Train project, awarded by the Mexican government for $1.84 billion in May 2021. The contract includes fleet maintenance.

An in-depth feature on the Mexico’s passenger revival program will appear in the January issue of IRJ.

• Gulf of Mexico Train Project Construction Begins
• Reports: Mayan Train Freight Terminal Coming to Cancun
• Wi-Tronix Teams With Tren Maya
• Mexico Moving on Passenger Rail Revival
• Mexico’s Outgoing President Announces Completion of Mayan Train Project

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