Prototype News

One of the busiest areas we operate in is the southern part of our network. To keep operations running smoothly there, we need to make sure our terminals—where railcars are sorted and loaded onto trains—are working efficiently. When our terminals are running well, it generates capacity and opportunities for us to grow. That’s good for our business—and even better for our customers.

When I started out as a conductor, we relied on instinct and experience. Visibility was limited to what you could observe firsthand. Fast forward to today: We’re using real-time data and automation to completely change the rail operations landscape.

At the core of this shift is Terminal Command Center (TCC), a digital platform that provides us with a live look at what’s happening in terminals across our 23-state network. TCC provides insight into current crew productivity and how cars are flowing through the terminal—data that helps us ensure we are moving freight according to plan. With this information all in one place, our teams can quickly respond to challenges, keep operations on track and make better decisions—faster.

Think of a terminal as a large-scale sorting facility where railcars get routed and grouped by geographical destination, then connected to the right train for on-time delivery to our customers. Terminals are some of the most critical points in a railcar’s journey—and efficiency here means we eliminate hours, and in some cases days, from customer transit times. Technology is helping us by unlocking performance in real time.

One major benefit: We can identify production slowdowns immediately. If an engine is sitting too long or a task isn’t moving along, we don’t have to wait hours. TCC helps us flag gaps in workflow and improve how teams are scheduled and deployed.

At Houston’s Settegast Yard, we’re already seeing the benefits of terminal modernization. A tool called Mobile NX lets employees switch tracks remotely with handheld devices instead of walking miles to do it manually. It’s more efficient, safer and frees up time for crews to focus on other productive activities.

Soon, we’ll deploy aDynamic Bowl Optimizer, which will allow yards to automatically adjust track usage based on traffic and demand, unlocking more railcar blocking capabilities without additional infrastructure. The result is fewer car touches and better transit times.

We’re also integrating intelligent planners and testing camera-based technologies to make tasks even safer. These innovations, combined with the expertise of our people, position us to handle more volume with greater consistency—and to do it safely.

TCC isn’t just a new dashboard. It’s a smarter way of working that empowers our teams to problem solve, reduce delays and deliver results. And in a business where every minute matters, that makes a big difference.

I see it in the way our teams respond—proactively and more efficiently, with the right tools at their fingertips. This progress extends beyond digital screens; it is tangible across our network. We’re providing customers with smarter, safer and faster service than ever before.

The post How UP’s Real-Time Tech Is Powering Rail Growth appeared first on Railway Age.

The FRA’s decision follows the release last month of its Compliance Review Report, which found the CHSRA project is “in default” of the terms of two federal grants.

Following the “Compliance Review, and consideration of all information submitted by CHSRA, FRA has concluded that CHSRA cannot deliver on its commitments,” FRA Acting Administrator Drew Feeley wrote in the FRA’s final decision letter dated July 16 (download below). He explained: “FRA has determined CHSRA has breached the commitments made in the FY10 Agreement [which obligated $929 million through the High-Speed Intercity Passenger Rail (HSIPR) Program grant] and the FSP Agreement [which obligated $3.07 billion under the Federal-State Partnership for Intercity Passenger Rail grant program]. Based on CHSRA’s inability to complete the EOS [Early Operating Segment or 171-mile corridor between Merced, Calif., and Bakersfield, Calif.] by December 31, 2033, the CHSR Project does not adequately serve the purpose of the statute under which the FY10 Agreement was authorized and funded, and this failure constitutes a Project Material Change under the FSP Agreement. Furthermore, anything short of an operational EOS by December 31, 2033, undermines FRA’s basis for selecting the CHSR Project. For these reasons, as set forth in this letter, FRA has determined to terminate the FY10 Agreement and the FSP Agreement, effective today, and will de-obligate the associated funds.”

USDOT in its announcement reported that “FRA will start exploring how these [revoked] funds can be made available to viable and meritorious passenger rail projects.” Additionally, it said it has directed FRA “to review other obligated and unobligated grants related to the CHSRA project,” and will “consult with the Department of Justice on the finding of FRA’s Compliance Review.”

That 310-page review included what USDOT called nine “key findings”:

1. “CHSRA has executed numerous change orders and will likely have many more change orders in the near future to account for contractor expenses as a result of project delays.
2. “CHSRA has already missed its deadline for finalizing its rolling stock procurement.
3. “CHSRA has at least a $7 billion funding gap to complete the EOS, with no credible plan to secure additional funds.
4. “CHSRA does not have a viable path to complete the EOS by 2033 per its commitment in the FY10 Agreement and the FSP Agreement.
5. “CHSRA relies on volatile non-federal funding sources, which present significant project risk.
6. “CHSRA lacks time and money to electrify the EOS by 2033.
7. “CHSRA’s budget contingency is inadequate to cover anticipated contractor delay claims.
8. “CHSRA has overrepresented its ridership projections for the EOS substantially.
9. “CHSRA lacks the capacity to deliver the EOS by 2033.”

Following the Compliance Review, FRA sent CHSRA a formal Notice of Proposed Determination to Terminate, and pursuant to that Notice, CHSRA provided responses.

In one, CHSRA CEO Ian Choudri issued what the Authority called “a firm and detailed rebuttal” in a letter to Drew Feeley. Choudri’s 14-page response was said to “correc[t] the record on the FRA’s unfounded, outright misleading and disingenuous assertions and methodologies, highlighting elements of the review as nothing more than rhetoric aimed at justifying a pre-ordained conclusion.”

“Termination of the Cooperative Agreements is unwarranted and unjustified,” said Choudri. “FRA’s conclusions are based on an inaccurate, often outright-misleading, presentation of the evidence. Among other things, the FRA distorts data that the Authority has furnished to the FRA, includes citations to reports that do not support its conclusions, and employs opaque and disingenuous methodologies. I must also take this opportunity to dispute, in the strongest possible terms, the misleading claim that the Authority has made ‘minimal progress to advance construction, The Authority’s work has already reshaped the Central Valley. We have built many of the viaducts, overpasses, and underpasses on which the first 119 miles of high-speed rail track will run. Major structures completed include the 4,741-foot San Joaquin River Viaduct in Fresno and the Hanford Viaduct in Kings County, the largest high-speed rail structure in the Central Valley, spanning the length of twenty-one football fields. A railyard for materials laydown and logistics to allow for high-speed rail construction is under construction and scheduled for completion this year. These are momentous achievement. Combining feats of engineering, complex logistical and legal coordination, and, on average, the labor of more than 1,700 workers in the field every day, mostly in Fresno, Kings, and Tulare Counties. In total, 53 structures and 69 miles of guideway have been completed.”

CHSRA also said it “rejected the FRA’s claim that it lacks a plan to close a projected $7 billion funding gap,” pointing to Gov. Gavin Newsom’s proposed extension of California’s Cap-and-Trade program, now referred to as Cap-and-Invest, “which would guarantee at least $1 billion annually through 2045.” The Authority also noted its forthcoming Request for Expressions of Interest (RFEI) “to engage private partners for potential innovative and creative partnerships that could improve cost and schedule of project delivery.”

Choudri also took issue with the review process, stating that the FRA’s own monitoring report in October 2024 “found no significant compliance issues, and that the FRA’s new position is outwardly inconsistent with its own prior findings. There have been no meaningful changes in the past eight months that justify FRA’s dramatic about-face. Instead, the FRA has looked at essentially the same facts it considered in the fall of 2024 and simply reached a different conclusion. Hostility to public investments in high-speed rail, and to California’s leadership—hostility that dates back to FRA’s initial attempt to revoke federal funding to the Program in May 2019—appears to be the real basis for the proposed determination.”

The letter also “underscores that environmental clearance is complete from downtown San Francisco to downtown Los Angeles and that electrification of the Caltrain corridor between San Francisco and San Jose is finished.”

USDOT in its July announcement said that “[n]either response [from CHRSA] satisfactorily addressed FRA’s significant concerns, as described in the Compliance Review, and FRA has therefore decided to terminate the [FY10 and FSP] agreements.”

Drew Feeley pointed out in FRA’s July decision letter that “CHSRA’s criticisms of FRA’s Compliance Review are unfounded and CHSRA has not adequately demonstrated it will complete the EOS by 2033.” He noted that “CHSRA fails to address the substantive concerns underlying FRA’s decision“; “FRA relied on sound data for the Compliance Review“; “FRA’s decision to terminate the cooperative agreements is timely“; “FRA relied on CHSRA’s representations but did not endorse CHSRA’s prior performance“; “CHSRA’s civil construction project progress does not adequately demonstrate CHSRA’s ability to deliver the EOS“; “CHSRA provides only vague and speculative plans that do not demonstrate CHSRA’s ability to complete the EOS“; and “FRA’s termination decision is not driven by animus toward the CHSR Project.“

Specifically, among his comments:

• “Rather than addressing the event of default, CHSRA raises concerns regarding the Compliance Review and suggests FRA failed to consider the documentation CHSRA provided. In doing so, it attempts to obfuscate its own failures with glossy artist renderings, while nitpicking some of FRA’s references and contending that FRA has assented to CHSRA’s delays and budget gaps. CHSRA almost exclusively highlights progress that is not part of the EOS commitment. For example, CHSRA’s response disproportionately details peripheral project elements that are unrelated to the EOS itself. If anything, CHSRA’s focus on the Salesforce Transit Center, electrification of the Caltrain commuter service, and Los Angeles Metro projects, to name a few, demonstrate that CHSRA is not taking its EOS commitment seriously. Rather than presenting a plan to document that it can complete the EOS on time and on budget, CHSRA chooses instead to highlight tangential projects. CHSRA’s dissembling is not a basis for FRA to ignore the terms of the Cooperative Agreements.“
• “CHSRA generally challenges some of the factual bases underlying FRA’s conclusions and highlights certain documents that it believes refute FRA’s factual findings. FRA reviewed project documentation, among other relevant sources, as part of its Compliance Review process. As described in its Notice, the document request was one component of FRA’s decision. The purpose of this component of the review was to gather project documentation to give FRA a more complete understanding of how CHSRA is managing the CHSR Project. FRA temporally bounded the document request to focus on more recent project documentation and reduce the burden on CHSRA. In its Final Response, CHSRA now argues that FRA somehow forfeited its rights to consider any material that was not provided by CHSRA within the scope of FRA’s document request. In attempting to direct FRA’s review of its own grant, CHSRA fails to cite any authority or provide any reason why FRA should have limited its decision to only those documents within the document request period. FRA’s oversight authority as the grantmaking agency allows FRA broad discretion to consider any relevant information regarding recipient compliance. The Notice clearly explains the sources FRA relied on for its decision, and CHSRA’s attempt to limit the scope of FRA’s consideration is without merit.“
• “FRA has reason now to conclude the EOS cannot be delivered by CHSRA as promised. In less than a year since the obligation of the FSP Agreement, CHSRA’s delays have already burned through most of the schedule contingency. CHSRA argues that FRA is taking drastic action based on one missed project milestone. CHSRA again attempts to dismiss FRA’s concerns as minor administrative matters instead of addressing the substantive reasons underlying FRA’s decision. FRA is taking action now because FRA has no confidence CHSRA can deliver the EOS by 2033, a fundamental commitment CHSRA made in the Cooperative Agreements. The erosion of schedule contingency and the missed milestone only serve to illustrate FRA’s concerns. FRA outlined similar concerns with the project budget. Notably, FRA has seen reports that the $7 billion funding gap has already grown to $10 billion in the short time since FRA initiated its Compliance Review.“
• “CHSRA faults FRA for not acknowledging the progress that CHSRA has made on the Project so far. FRA does not dispute that CHSRA has advanced civil work along the 119-mile First Construction Segment. However, CHSRA again completely misses the concerns underlying FRA’s decision, which focus primarily on CHSRA’s ability to deliver the EOS by 2033. FRA’s concern, as described in the Compliance Report, is focused on the cost, the rate of progress, and CHSRA’s management of the EOS. While some progress has been made on civil construction, the budget gap continues to grow and the schedule continues to lose ground. FRA considered the rate of current progress in its projections and in determining that CHSRA cannot deliver the EOS on time or consistent with the agreed upon budget. In addition, the many projects CHSRA identifies in its Final Response suggest it is focusing its energy on projects other than the EOS. CHSRA’s response shows it has focused on off-system projects (e.g., the SalesForce Transit Center), but it has yet to lay track on any portion of the EOS.“
• “Further, Governor Newsom’s proposed plan to set a $1 billion-dollar minimum funding floor from cap-and-trade proceeds for CHSRA is insufficient to overcome the CHSR Project’s budget issues. FRA acknowledges that a funding floor, if enacted, would alleviate some funding volatility with the Project’s reliance on the State’s Cap and Trade Program, but a funding floor does not guarantee available funding to support the Project, as this assumes first enactment (a significant hurdle), then that the State will receive sufficient revenue from the project, the State Legislature will not sunset the program, and the State will not defer high-speed rail costs to address more critical State priorities. These factors are outside of CHSRA’s control and continued reliance on a singular source of funding has substantial risk. Furthermore, the funding floor does not commit any additional State monies to the project and therefore does not address the substantial funding gap needed to complete the EOS. As a result, FRA’s concerns regarding project funding remain, and CHSRA has not provided documentation adequately demonstrating that it can right-size the project budget, avoid costly delays, and deliver the EOS by 2033.“
• “CHSRA accuses FRA of making its termination decision due to hostility against the CHSR Project. Not so. As explained in its Compliance Report and in this letter, FRA’s decision is the result of a comprehensive look at the CHSR Project and based on CHSRA’s inability to deliver the EOS by 2033 in breach of the commitments made in the Cooperative Agreements. FRA designed the Compliance Review to allow it to take a complete look at the CHSR Project. FRA notified CHSRA of the review and sought CHSRA input throughout the process through document requests and regular meetings. FRA memorialized its decision and provided CHSRA with an opportunity to respond. In making its decision, FRA relied largely on official reports produced by CHSRA and by California oversight bodies. Then, FRA publicly released a detailed report outlining its findings and conclusions, both favorable and unfavorable to CHSRA. For example, in the Compliance Report, FRA concludes that CHSRA has generally complied with its reporting requirements and in producing deliverables. However, FRA also found that CHSRA cannot deliver the EOS as promised, which was the basis for FRA’s proposed decision.“

Gov. Newsom’s Office on July 16 said in response to the POTUS 47 Administration “illegally terminating federal grant agreements funding California high-speed rail,” that the state is “putting all options on the table” to fight the action.

“Canceling these grants without cause isn’t just wrong—it’s illegal,” CHSRA CEO Choudri said as part of the statement released by the Governor’s Office. “These are legally binding agreements, and the Authority has met every obligation, as confirmed by repeated federal reviews, as recently as February 2025. America’s only high-speed rail project underway is fast approaching the track-laying phase, with 171 miles under active construction and design, 15,500 jobs created, and more than 50 major structures completed. This is no time for Washington to walk away on America’s transportation future.”

The Governor’s Office noted that “[i]n the last year, [California] high-speed rail has marked significant progress—with all environmental reviews spanning 463 miles from Los Angeles to the Bay Area complete, the electrification of Caltrain complete, trainset selection underway, station and track construction on deck, continued work with partner rail systems to create a southwest regional high-speed rail network, and more than 15,000 good paying jobs created. Passenger service is expected in the coming years, between 2030 and 2033.”

According to a KSEE24/CBS47 report, CHSRA Board Member Henry Perea Sr. “says this project will continue despite the [USDOT] announcement.” 

“Until somebody says, stop, we’re going to keep building—and we’re building,” Perea said, according to the Fresno, Calif.-based media outlet. 

“Perea says he anticipated this announcement, and the CHSRA was prepared,” KSEE24/CBS47 reported. “He says they have enough money to keep working.”

Gov. Newsom summed up in a July 16 statement: “With projects like the Texas high-speed rail failing to take off, we are miles ahead of others. We’re now in the track-laying phase and building America’s only high-speed rail. California is putting all options on the table to fight this illegal action.”

On July 17, the Governor’s Office announced that CHSRA is filing suit again the POTUS 47 Administration. In a statement it said the “lawsuit alleges that termination of the agreements is petty, political retribution, motivated by POTUS 47’s personal animus toward California and the high-speed rail project, not by facts on the ground.” 

POTUS 47’s “termination of federal grants for California high-speed rail reeks of politics,” Gov. Newsom said. “It’s yet another political stunt to punish California. In reality, this is just a heartless attack on the Central Valley that will put real jobs and livelihoods on the line. We’re suing to stop [POTUS 47] from derailing America’s only high-speed rail actively under construction.”

“A bipartisan congressional committee is investigating whether California’s High-Speed Rail Authority knowingly misrepresented ridership projections and financial outlooks, as alleged by the [POTUS 47] administration, to secure federal funding,” the Los Angeles Times reported Aug. 20. “In a letter sent to Transportation Secretary Sean Duffy on Tuesday, House Committee on Oversight and Government Reform chair James Comer (R-Ky.) requested a staff briefing and all communications and records about federal funding for the high-speed rail project and any analysis over the train’s viability.”

According to the newspaper, Comer wrote in the letter, which copied U.S. Rep. Robert Garcia of California, senior Democrat on the committee: “The Authority’s apparent repeated use of misleading ridership projections, despite longstanding warnings from experts, raises serious questions about whether funds were allocated under false pretenses.”

A CHSRA spokesperson told the Los Angeles Times that the committee’s investigation was “‘another baseless attempt to manufacture controversy around America’s largest and most complex infrastructure project,’ and added that the project’s chief executive, Ian Choudri, previously addressed the claims and called them ‘cherry-picked and out-of-date, and therefore misleading.’”

• CAHSR: ‘Building a Dream’ to Nightmare?
• CHSR: USDOT Drives Another Coffin Nail. (Updated with Full CHSRA Response)
• New York Times Editorial: There Is a Liberal Answer to the Trump-Musk Wrecking Ball
• Whither (Wither?) California High-Speed Rail (Reprise)
• Will Duffy Deep-Six CHSR?
• 2025 Passenger Rail Outlook: ‘Murphy Was an Optimist!’
  

The post FRA Revokes California High-Speed Rail Funding, CHSRA Fires Back (UPDATED 8/21) appeared first on Railway Age.

The Federal Transit Administration (FTA) has proposed updated guidelines to remove what it claims is the “overly complex social cost of carbon calculation” as part of the rating criteria for transit grants under the Capital Investment Grant (CIG) program.

The CIG program is the federal government’s largest discretionary grant program to fund transit capital investments including rapid transit, commuter rail, light rail, streetcars and bus rapid transit. “Following feedback from our transit industry partners, FTA is proposing to remove the [calculation] from the Environmental Benefits section of the CIG Policy Guidance,” FTA said. “Instead, FTA will revert back (sic.) to a previously used methodology that relies on the Environmental Protection Agency (EPA) National Ambient Air Quality Standards (NAAQS) designation based on which city a transit project is located.”

FTA has requested feedback on these new standards “to continue the process of updating CIG Policy Guidance, which provides direction to project sponsors pursuing CIG construction grants,” and has published a proposed interim guidance update for public comment. “The proposed revisions address Executive Orders (E.O.) 14148, Initial Recissions of Harmful Executive Orders and Actions; 14154, Unleashing American Energy; and 14151, Ending Radical and Wasteful Government DEI Programs and Preferencing, signed by the President in early 2025,” FTA added. 

FTA is also publishing a Request for Information (RFI) “to solicit public input on a comprehensive update to the CIG program guidance at a later date. Federal law requires FTA to update CIG Policy Guidance at least every two years.”

Comments to the proposed CIG Interim Guidance are due by Sept. 2, 2025, in the Regulations.gov docket and Sept. 18 for the RFI in Regulations.gov docket.

Editor’s Comment: Much like its most recent press release on MTA New York City Transit roadway worker safety, the FTA tacked a rather silly, sophomoric headline on this one: “Federal Transit Administration to Ditch Green New Deal Carbon Scam, Move to Unleash American Energy.” Yeah …. OK! By the way, the correct syntax is simply “revert,” not ”revert back.” – William C. Vantuono

The post FTA Looks to Jettison CIG Carbon Calculation appeared first on Railway Age.

During the pandemic, MTS experienced a steep decline in ridership as hundreds of thousands of San Diegans stayed home, the agency noted. Since that time, ridership has continued to rebound year after year due in part to the agency’s efforts to “attract more riders by adding more service, increasing Trolley service frequency and bolstering security,” MTS said. “These efforts have resulted in strong customer satisfaction and high community value ratings from riders. The annual ridership growth marks a major post-pandemic milestone for MTS, with annual boardings now at 95.1% of the pre-pandemic peak in fiscal year 2019 (85,357,495 trips),” according to the agency.

In October 2024, MTS logged 7,720,681 passenger trips, the highest ridership month in the fiscal year. During a week in the same month, the agency reported an average of 281,972 passengers per day, the highest week on record since the onset of the pandemic.

“Surpassing 80 million trips shows that more San Diegans are choosing transit than ever before,” said Stephen Whitburn, MTS Board Chair and San Diego City Councilmember. “It’s a testament to the investments we’ve made in reliability, safety, and service quality—and to the dedicated MTS team that works every day to keep our region moving.”

“We’ve recovered more than 95% of our pre-pandemic ridership, which speaks volumes about the trust our riders place in MTS and the value of public transit in San Diego,” said MTS CEO Sharon Cooney. “This milestone shows just how far we’ve come since the pandemic’s lowest point, and we’ll continue building on that momentum to reach even more riders in the years ahead.”

The post San Diego MTS Ridership Surges in FY25 appeared first on Railway Age.

At Innovation in Rail 2025, we took advantage of this meeting of prominent railway innovation stakeholders, influencers, and legislators to ask them some questions about how technological advances can improve safety.

Learn what railway innovation leaders had to say:

Thank you to the following individuals for their insight:

• Jimmy McClain, Plant Manager at McKenzie Valve & Machining, LLC
• Byron Porter, CEO of Hum
• David Shannon, Strategy, Marketing and New Product Management Executive at RailPulse, LLC

The post Conversations at Innovation in Rail: RSI Members’ Focus on Safety appeared first on Railway Age.

The historic East Broad Top Railroad, a narrow-gauge former coal carrier on its second revival as a heritage line, reached a symbolic milestone Aug. 8 when a train steamed into a rural Pennsylvania village for the first time in 69 years.

Drawn by 1916 Baldwin Locomotive Works 2-8-2 Mikado engine No. 16, the five-car special arrived at the trackside Southern Huntingdon County High School campus after a 2½-mile run from EBT’s headquarters at Rockhill Furnace, Pa.

Among the more than 100 passengers were board members and staff of the nonprofit EBT Foundation, which owns the railroad; Friends of the East Broad Top volunteers; school board members, administrators, and alumni; and members of the EBT Corridor Committee, a 15-member coalition of local officials and groups whose aim is to foster community growth as the railroad rebounds.

The significance of the event is that this is the farthest extent of EBT’s campaign to reopen its southern main line to the Broad Top Mountain semi-bituminous coal mining region that once gave it its reason to exist. The near-term goal is the town of Saltillo, six more miles, within the next few years. The Friends volunteers have already funded the rebuilding of the razed station there.

A longer strategy is to reopen an additional 11 miles—the road’s entire southern main line—with its 2% grades, two tunnels and horseshoe curve, to the former coal towns of Robertsdale and Woodvale. There, Friends volunteers already have restored the depot, staff a museum and offer walking tours with interpretation of the mine ruins.

A second reason for the celebration is the return of No. 16, which was restored to operation in 2023 and ran flawlessly that season, but was sidelined intermittently in 2024 and 2025 for maintenance and inspections. Work included partial or complete replacement of leading and trailing trucks and running gear, including driving boxes, brasses, hub liners, axles, and crank pins, according to Master Mechanic Dave Domitrovich. Hidden old imperfections in material surfaced during the first season, requiring remediation that wasn’t obvious during the initial restoration.

The 82-ton engine resumed pulling regularly scheduled public trains north to Colgate Grove—a 4½-mile run—earlier the same day as it pulled the southbound inaugural special to Pogue. In peak season, EBT typically runs five days a week on that part of the line, but has announced that it will offer occasional public trips on the newly reopened stretch south.

The main line extension illustrates what Henry Posner III, one of the incorporators of the EBT Foundation, means when he says, “Every time you come to the EBT, there’s something new—it’s always evolving.”

Completed in 1874, the EBT main line extended for 33 miles, with several branches added over the years. Its purpose was to haul coal to the Pennsylvania Railroad main line junction at Mount Union, Pa. It attracted the interest of historians as far back as 1936, when a group chartered an all-day photo special over the entire line. EBT turned out to be the longest-lived of Pennsylvania’s many three-foot-gauge railroads, closing as a common carrier in the spring of 1956.

Scrap dealer Nick Kovalchick of Indiana, Pa., bought the line that year but resisted abandoning it, keeping the property intact and reviving a short 4½-mile stretch in 1960 for seasonal steam-powered tourist rides. The federal government’s Department of the Interior quickly designated it a National Historic Landmark.

The line continued to operate that way, as a subsidiary of a for-profit company, until economics prompted Kovalchick’s son Joe to close it at the end of 2011. With six Baldwin steam locomotives (all original-to-EBT 2-8-2 types built between 1911 and 1920), a small passenger car fleet, and a historic station, office and shops, it remained dormant for eight years while the younger Kovalchick sought a viable path for preservation to honor his father’s foresight.

In February 2020, a newly formed nonprofit group, the EBT Foundation, Inc., took ownership with a goal of full restoration as an icon of the American industrial age. EBTF was founded by industry leaders Wick Moorman, retired Chairman, President and CEO of Norfolk Southern Corp.; business executive Bennett Levin of Washington Crossing, Pa.; and Posner, who is chairman of Railroad Development Corp., with global railroad interests, including the Iowa Interstate Railroad.

In the five years since, the Foundation and its partner, the 2,200-member Friends, have restored historic shop buildings, rolling stock and track. Moreover, they have jointly funded a robust project to document and organize the railroad’s corporate, engineering and operating archives under the direction of archivist Julie Rockwell.

As for the public face, tourist rides behind a small General Electric center-cab diesel began in 2021. Those same visitors also could now tour the circa-1900 machine shop, a mechanical keepsake captured in time with its spinning overhead lineshafts, pulleys and belt-driven machinery, including wheel and axle lathes, drill presses, a boring machine and blacksmith shop implements. Board member and retired Strasburg Rail Road President and CMO Linn Moedinger has said the shop is “all the way it was in 1950, and a lot of it is the way it was in 1910.” Previously offered as a separate-ticket item, docent-guided tours through the shops are now included with every train ride fare.

The first EBT track to be rehabilitated was the 4½-mile tourist-era (1960-2011) segment of main line, terminating at a picnic grove with a wye for turning trains. Steam engine No. 16 returned to service in 2023, and the Foundation intends to begin restoring a second engine soon—No. 15 (Baldwin, 1914).

An unsung partner is the volunteer-staffed Rockhill Trolley Museum, which offers rides on a two-mile electrified standard-gauge line laid on a portion of EBT’s former Shade Gap Branch. There’s a good bit of cross-pollination of labor and skills, with many of the trolley museum members doubling on either the Foundation staff or Friends volunteer work. The railroad and the museum loan each other tools and equipment, and cooperate with joint ticketing and coordinated schedules.

Management and admirers both knew that the mountainous territory to the south offered more scenic vistas and a connection to the area’s coal mining culture and economy, so EBT and the Friends began working to restore the main line, reclaiming it from encroaching trees, brush, washouts and, in places, standing water. The Foundation’s two full-time track employees work hand-in-hand with volunteer parties supplied by the Friends, ranging in size from a handful to nearly two dozen at a work session.

One of the cornerstones of the rebirth is the Friends’ uncanny fundraising ability. Tapping into latent enthusiasm for the railroad, the group conducts annual campaigns and announced in June 2024 that it had raised $1 million since the Foundation acquired the line in 2020. Each year, the group sets a campaign goal, and each year, donors far exceed the mark. For 2025, the goal is $270,000 but the fund already has raised $488,505, with a month to go till the next campaign begins.

Friends President Andy Van Scyoc said every dollar raised over the $270,000 mark goes to buy additional track and roadbed material to accelerate the main line restoration, which has been dubbed the “March to Saltillo.” The town, as noted, is the near-term target and the location of the Friends’ station re-creation project. A few hundred feet from the depot, the Friends plan to rebuild an EBT water tank that burned in 1987.

The Friends membership has nearly tripled, rising from about 800 in 2020 to 2,200 today, rivaling the membership sizes of the two nationwide rail history groups, the National Railway Historical Society and the Railway & Locomotive Historical Society.

EBT Foundation track foreman Henry Long said the rebuilding process involved dismantling 85-pound main line stick rail and reassembling it with fresh bolts, spikes, and tie plates, and new or relay treated ties, followed by ballasting, tamping, and surfacing. This brings a new look and a new resiliency to the roadbed. The common-carrier EBT, by contrast, used material that was cheap and available—untreated ties, and ballast consisting of moisture-wicking cinders and furnace slag byproduct. For sections through grade crossings, Long said, the railroad upgraded the track structure to 100-pound rail.

Gene Tucker, trackwork coordinator for the Friends, said the level of dedication, interest, and expertise among volunteers is surging, noting that 20 members showed up for the July 21 workday. “There’s pent-up interest,” he said. “They want to see this happen.”

The Foundation raises funds on its own, too. In addition to receiving financial gifts of varying amounts, the group has won state, federal, and private grants, including a $1.6 million state grant to rehabilitate two bridges, including the road’s largest span, the 268-foot-long steel Pogue Bridge, which is the next big project in line.

One of the three railroad-industry partners who organized the Foundation, Bennett Levin of Washington Crossing, has made the observation that “Without the Friends, there would be no East Broad Top. The Foundation is riding on the back of the Friends. The Friends kept it alive [by continuing to work and paint during the eight-year hiatus 2011-2020] and invested an enormous amount of volunteer labor.”

Levin tells a story about an ironic episode in his life connected to EBT: In 1960, the year the EBT came back as a tourist railroad the first time, he was a senior engineering undergraduate at Penn State University, 40 miles away. He borrowed a car and drove to see the steam trains running. Decades later, he was returning from a trip to Maryland and happened to take the backwoods way, Pennsylvania Route 994, which, in places, parallels the section of weed-grown main line abandoned since 1956. He remarked to his wife that he had a “vision of trains going on those abandoned tracks—what a wonderful thing that would be … passing the high school and the kids seeing [living history].”

But he dismissed the notion—“I had no interest in the EBT and never thought it would be back”—little suspecting that years later, he would play a key role in its 2020 revival. Levin believes that full restoration “will change the character of the place.” The synergy among EBT and other regional sites such as the Western Maryland Scenic Railroad in Cumberland, Md., and the Railroaders Memorial Museum in Altoona, Pa., will spark a transition. “It will not just be a tourist railroad,” he said, “it will be an international attraction.”

At the event, General Manager Brad Esposito said, “it was cool to have everyone here” who holds a stake in the project—school officials, EBT employees and volunteers, and the EBT Corridor committee. Glancing a few dozen yards south at the bare steel skeleton of the Pogue Bridge awaiting its turn at restoration next, he said, “That will be pretty cool, too.”

The 15-member corridor group wants to preserve history, encourage tourism, promote entrepreneurship, and retain the small-town culture of the communities along the line. Committee Chairman Alan Miller noted that “Our towns have been spiraling down. I see this progress as changing the direction of that spiral.”

The post East Broad Top Reopens Main Line Segment After 69 Years appeared first on Railway Age.

The Western Maryland Scenic Railroad is hosting Maryland Railfest from September 12 to 14, a three-day celebration of railroading in the region. The highlight will be the former Chesapeake & Ohio 2-6-6-2, the largest operating compound Mallet in the United States. 

Festivities will begin on Friday, September 12, with a special “Sunset on the Mountain” excursion leaving from Cumberland. On Saturday, September 13, and Sunday, September 14, locomotive 1309 will lead the “Helmstetter Highball,” short trips between Cumberland and the famous Helmsetter’s Curve. On Saturday evening, locomotive 1309 will also lead the railroad’s only dinner train of the year. Afterwards, a night photo session will take place in Cumberland. 

Besides excursions, railroad-related vendors, along with food and craft vendors, will be set up at the Canal Place Amphitheater in Cumberland. 

“RailFest is our way of honoring the legacy of American railroading while offering something fresh for every visitor,” said Wes Heinz, Executive Director of the Western Maryland Scenic Railroad. “Whether you’re here for the trains, the food, or the music, there’s no better place to be this September.”

Visit the WMSR’s website for more information. 

The post WMSR to Host ‘Maryland Railfest’ appeared first on Railfan & Railroad Magazine.

Port NOLA on Aug. 19 reported continued growth in cargo volumes and trade activity through the first six months of 2025, “thanks to rising container imports and improved schedule reliability that’s helping shippers gain confidence and plan more efficiently.”

In first-half 2025, the port’s overall container volumes were up 2% year-over-year, and 9% compared with second-half 2024. In total, Port NOLA said it has moved 263,961 TEUs (Twenty-Foot Equivalent Units) so far in calendar year 2025, up from 258,758 TEUs at this time last year.

“This growth reflects our port’s resilience, global competitiveness, and the value our customers place on reliability,” said Beth Branch, President and CEO of Port NOLA. “As a vital link in the global supply chain, Port NOLA is strengthening connections between Louisiana, the Gulf, and fast-growing international markets, ensuring cargo moves efficiently and reliably across the world.”

Port NOLA also reported trade trends. On the import side, it said, several commodities and countries stood out:

• “Organic chemical imports have jumped by 70%, led by strong trade with Mexico.
• “Copper imports from Asia have grown fivefold, highlighting Port NOLA’s growing role in global raw materials supply chains.
• “Major import growth by country (in TEUs) includes Singapore at +400%; Malaysia at +112%; Chile at +66%; and Mexico, at +24%.”

On the export side, it said, plastic resin exports have risen 30%, “with particularly strong increases in PVC shipments to Southeast Asia and South America.”

Top export growth destinations (in TEUs) include Vietnam at +155%; Turkey at +40%; and Brazil at +35%, according to the port.

“These trends underscore how Port NOLA is connecting Louisiana producers with fast-growing international markets and helping importers diversify and strengthen their supply chains through the Gulf,” noted Amanda Coates, Vice President of Cargo at Port NOLA.

A key driver of growth in 2025 has been “dramatic improvements in schedule reliability, which now sits at 83%, up significantly from prior levels,” according to Port NOLA. This boost, it said, “has contributed to a healthier inflow of equipment, helping to ensure more consistent availability of containers for exporters.”

Port NOLA noted that it has also benefitted from new feeder services and more consistent on-time arrivals of direct port calls, which are “strengthening its network and improving connectivity for regional and global trade.”

With major infrastructure investments under way including the Louisiana International Terminal (LIT), Port NOLA said it is building capacity for future growth.

“The LIT is a transformational investment that positions Port NOLA as the premier global gateway in the Gulf,” Branch said. “By accommodating larger vessels and offering world-class connectivity, LIT will empower shippers with greater flexibility and reliability in navigating today’s complex supply chain environment, all while driving sustained cargo growth through the New Orleans international gateway.”

Separately, Port NOLA is collaborating with other Louisiana ports on a regional marketing strategy.

GPA on Aug. 19 reported that S&P Global recently gave it “an excellent rating (high grade) of AA/Stable on GPA’s revenue bonds,”  which is “effectively the equivalent rating that Moody’s issued last September 2024 at Aa2.”

The S&P Global Ratings report, it said, cited GPA’s key strengths:

• “A very strong market position, given it is a dominant provider of port services, facing modest competition. The port is strategically important to the regional economy as an import and export hub for manufacturers and other businesses in Georgia and neighboring states.
• “Financial metrics, based on our evaluation of current financial forecasts that assume attainable volume projections, which we expect will remain robust with no additional debt needs.
• “Very strong management and governance, with an experienced management team that demonstrates both deep knowledge and insights into industry and market conditions and that has established a track record of managing and operating its port facilities and overseeing implementation of the large capital plan.”

“This is a testament to our Georgia Ports team and Board in managing this incredible asset for Georgia, acknowledging our important role in the economy of the Peach state and the Southeast region,” GPA Board Chair Alec Poitevint said. 

Separately, GPA’s Port of Savannah logged the second busiest year on record—moving 5.7 million TEUs in Fiscal Year 2025.

The post Intermodal Briefs: Port NOLA, GPA appeared first on Railway Age.

“If NYCT fails to meet these deadlines and produce an adequate SRA (Safety Risk Assessment) to address the safety risks to its track workers, FTA may take prompt enforcement actions against NYCT in accordance with federal law,” the FTA said. “This includes directing NYCT to use Federal financial assistance to correct safety deficiencies, withholding up to 25% of financial assistance and issuing restrictions or prohibitions as necessary and appropriate to address unsafe conditions or practices that present a substantial risk of death or personal injury.”

The FTA noted that Special Directive 24-6 (download below) followed its June 2024 audit of the New York Public Transportation Safety Board’s (PTSB) State Safety Oversight (SSO) program, the agency designated by the State of New York to provide safety oversight for the NYCT rail transit system.

“During that audit, FTA identified significant safety deficiencies in NYCT’s Rail Transit Roadway Worker Protection (RWP) program and a noted increase in near-miss events involving transit workers reflecting a combination of unsafe conditions and practices,” FTA reported. “FTA issued a Special Directive 24-7 to the PTSB to perform additional oversight activities to address an escalating pattern of safety incidents and concerns affecting transit workers at NYCT.

“All total, NYCT experienced 38 potential employee-near misses in calendar year 2023, a 58% increase from 24 incidents in 2022 and a 65% increase from 23 events in calendar year 2021.

“In the past year, FTA has communicated to NYCT the need to conduct a comprehensive risk assessment of its RWP program, including information from recent safety events. After two tries FTA has determined that NYCT’s SRAs failed to adequately account for a rise in risk levels and excluded critical data. Specifically, several track worker events occurred from calendar years 2021-2023, representing an incident rate approximately 3.4 times higher than the preceding eight-year period, calendar years 2013-2020.”

The FTA on Aug. 19, 2025, issued a letter to NYCT (download below) requiring the transit agency to submit an updated revised safety risk assessment within 30 calendar days.

The SRA, the FTA said, must address the following:

• “Incorporation of recent risk trends: The revised SRA must incorporate and analyze the demonstrated acceleration in worker contact incidents, including CY 2024 incident and near miss data.
   
• “Application of appropriate exposure measures: Risk calculations must be based on measures that accurately reflect actual worker risk exposure.
   
• “Alignment of probability classification with operational reality: The likelihood rating must be revised to ensure it accurately reflects NYCT’s documented operational experience of recurring worker-train contact events and near misses.”

FTA noted that it will “not afford NYCT an opportunity to submit a fourth SRA.”

Editor’s Comment: The FTA issued a press release about the above directive quoting Administrator Marc Molinaro as saying: “Let me be very clear: We will not accept being jerked around on safety and security issues any longer. By anyone, anywhere.” We wonder why the FTA Administrator would choose to make public statements using “street“ language one would expect to hear outside an Italian social club in Little Italy. On the other hand, he is a “lifelong New Yorker,” as his FTA bio describes him. Frankly, we can understand him sounding like one. Yo! Fuggedaboudit! No problemo! – William C. Vantuono (a fellow Italian from Newark, New Joisey)

The post FTA Issues Warning to NYCT appeared first on Railway Age.

MDOT MTA on Aug. 19 launched “Rules of the Ride,” a new public awareness campaign grounded in a formal Rider Code of Conduct.

Developed in partnership with the agency’s Youth Transit Council, the Code “outlines clear expectations for rider behavior while on buses, trains and in stations.” The Code, the agency says, “is designed to foster a respectful and safe environment for everyone and enhance the overall transit experience.” Beginning Oct. 1, a new law (HB1144) grants the MTA the authority to suspend or ban individuals who violate the Code, particularly in cases involving physical or verbal assault. The enforcement process will be coordinated by MTA Police and includes documentation, formal notice and an opportunity for appeal.

The Rider Code of Conduct organizes expectations into three easy-to-understand categories:

• Courteous Conduct: Everyday respectful behaviors that contribute to a safe and comfortable environment for all passengers and employees, such as keeping seats accessible, speaking at a low volume, using headphones when listening to music or other content, and being mindful of others.
• Prohibited Conduct: Actions not permitted on buses or trains or in and around stations include smoking, vandalism, carrying concealed weapons, sexual harassment or disruptive behavior.
• Bannable Conduct: Any type of assault (physical or verbal assault, threats, sexual harassment, fighting) against an MTA employee, other passengers or anyone else on any MTA service or on MTA property is illegal and will result in a ban.

“We are serious about ensuring the safety of our riders and employees,” said Maryland Transit Administrator Holly Arnold. “Most people ride with respect every day. The Code of Conduct is about making sure everyone can count on a safe transit experience.”

Any rider that experiences a safety concern while using transit is encouraged to report it immediately to the operator or station attendant onsite or Maryland Transit Police at 410-454-7720. This fall, to complement the Code of Conduct, the agency says it plans to launch a mobile app that gives riders another reporting option with the ability to discreetly notify Maryland Transit Police, in real time, when safety issues arise during their trip. The app will be another component of the agency’s strategic plan to improve the overall customer experience, MTA noted.

The agency’s Youth Transit Council played a central role in the development of the Rider Code of Conduct and the creative direction of the Rules of the Ride campaign. This year’s cohort brought real-life perspectives, honest conversations and fresh ideas to the table. Their insights, the agency says, “helped ensure the Code is relatable, easy to understand, inclusive and resonates across generations.”

The new Rider Code of Conduct reinforces MDOT’s Serious About Safety initiative—an enhanced, department-wide initiative to drive safety goals and save lives. The MTA will publicize the new Rider Code of Conduct on the agency’s website, social media platforms, signage and announcements on buses and trains and at stations. The agency encourages all passengers to review the Rider Code of Conduct at the website mta.maryland.gov/safety or call the Transit Information Contact Center at 410-539-5000.

As of Aug. 20, BART has become the Bay Area’s first Tap and Ride system, providing riders the ability to pay adult fares at BART fare gates using physical contactless credit or debit cards or mobile payments such as Apple Pay and Google Pay.

With Tap and Ride, riders will no longer need to use a Clipper card to ride BART.  This, the agency says, will be an immense timesaver for riders who can now use their contactless bank cards to ride BART with zero registration or setup process required.

“Tap and Ride follows the installation of Next Generation Fare Gates, running only Fleet of the Future trains, boosting cleaning, and increasing our visible safety presence as efforts that are transforming the BART experience,” said BART General Manager Bob Powers. “This is an especially important innovation for out-of-town visitors and infrequent riders who may not have a physical or digital Clipper card and want a simple way to use our service.”

Tap and Ride functionality for BART riders marks the first step in the transition toward the next generation of the Bay Area’s Clipper® electronic transit-fare payment system being implemented by the Metropolitan Transportation Commission (MTC) and participating Clipper transit agencies. Contactless bank cards soon will be accepted by the nearly two dozen other Bay Area transit agencies that accept Clipper for fare payment. Once the next generation of Clipper is rolled out Bay Area wide, Tap and Ride will include all discounted fares and transfers between transit services.

“MTC and the Bay Area transit agencies will be rolling out a number of other improvements to the Clipper fare payment system in the coming months,” said MTC Chair and Pleasant Hill Mayor Sue Noack. “This early rollout of contactless bank card acceptance on BART is an example of MTC’s commitment to making transit fare payment easier for riders across the region.” 

BART now accounts for about half of all Bay Area transit trips paid for using Clipper. In 2019, the agency retired paper tickets and began accepting only Clipper card fare payments.

Empower on Aug. 19 announced that the MTA has renewed its contract with the retirement services provider. The agency has been a client since 1988.

Empower says it will continue the plan administration for the MTA’s 401(k) and 457 defined contribution plans for approximately 124,000 participants with assets of approximately $10.3 billion of assets under administration.

“We are proud to continue working with the MTA, the largest transportation provider in the country, who millions of commuters count on every day,” said Empower President and Chief Operating Officer Rich Linton. “Empower has had a long-standing team of retirement plan advisors dedicated to the MTA’s public service employees to help them prepare confidently for their futures. Our economy and communities depend on them—so we want them to know they can continue to depend on us.”

The new five-year contract commenced June 1, 2025, and is in effect until May 31, 2030.

Nova Scotia is trying to “narrow in on a consultant” to study the potential for passenger rail in and around Halifax, according to a CBC report.

According to the report, the province issued a call on Aug. 19 for firms to express their interest, “acting on one component of a regional transportation plan that was released earlier this month.”

The step toward passenger rail is part of a broader effort “to address the transportation challenges and traffic congestion that are plaguing the province’s capital region,” CBC reported.

“Passenger and light rail has the potential to reshape travel for Nova Scotians by providing a safe, reliable and high-capacity form of transit service,” said Public Works Minister Fred Tilley in a news release.

Tilley said rail transit would be an ‘incredibly complex’ undertaking, and the study will ensure decisions are “researched, evidence-based and tailored for Nova Scotians,” according to the CBC report.

According to the report, the recently released regional transportation plan “suggests that the study should prioritize potential rail connections between Halifax, Bedford and Windsor, and Halifax and Lantz.”

The province said in its news release that the study “will evaluate possible rail corridors and advance conceptual designs,” CBC reported, It’s also meant to provide an evaluation of the different rail options and a long-term strategy for phasing any rail projects. The strategy should “support growth, network resiliency and strategic corridor preservation,” the news release said, according to CBC.

A public tender document posted for potential bidders notes that Nova Scotia has “geographic constraints,” that make high-capacity transit challenging. The constraints, the documents says, include steep grades, narrow corridors and heritage areas, according to the CBC report.

The regional transportation plan, CBC reports, “identified several other projects for study, including an intermunicipal bus service, a core street review of Halifax, a new harbor bridge and new ferry terminals.”

The post Transit Briefs: MDOT MTA, BART, NYMTA, Nova Scotia appeared first on Railway Age.

Total carloads were 228,884, down 0.9%, while intermodal volume was 284,086 containers and trailers, down 0.6% from 2024, according to the AAR.

For the week ending Aug. 16, 2025, two of the 10 carload commodity groups posted an increase compared with the same week in 2024. They were coal, up 1,807 carloads, to 63,878; and forest products, up 181 carloads, to 8,236. Commodity groups that posted decreases compared with the same week in 2024 included miscellaneous carloads, down 1,236 carloads, to 7,881; metallic ores and metals, down 940 carloads, to 19,559; and grain, down 665 carloads, to 20,981.

For the first 33 weeks of 2025, U.S. railroads reported cumulative volume of 7,284,620 carloads, up 2.7% from the same point last year; and 8,902,155 intermodal units, up 4.4% from last year. Total combined U.S. traffic for the first 33 weeks of 2025 was 16,186,775 carloads and intermodal units, an increase of 3.6% compared to last year.

North American rail volume for the week ending Aug. 16, 2025, on nine reporting U.S., Canadian and Mexican railroads totaled 320,190 carloads, down 3.8% compared with the same week last year, and 365,668 intermodal units, down 0.6% compared with last year. Total combined weekly rail traffic in North America was 685,858 carloads and intermodal units, down 2.1%. North American rail volume for the first 33 weeks of 2025 was 22,295,900 carloads and intermodal units, up 2.6% compared with 2024.

Canadian railroads reported 79,619 carloads for the week, down 8.1%, and 71,459 intermodal units, up 3.6% compared with the same week in 2024. For the first 33 weeks of 2025, Canadian railroads reported cumulative rail traffic volume of 5,345,939 carloads, containers and trailers, up 1.5%.

Mexican railroads reported 11,687 carloads for the week, down 22.8% compared with the same week last year, and 10,123 intermodal units, down 23.3%. Cumulative volume on Mexican railroads for the first 33 weeks of 2025 was 763,186 carloads and intermodal containers and trailers, down 8.9% from the same point last year.

The post AAR: U.S. Rail Traffic Dips Slightly Through Week 33 appeared first on Railway Age.

R. J. Corman Railroad Group, LLC Executive Vice President Commercial Affairs Justin Broyles was named President and CEO after serving in an interim capacity since replacing Ed Quinn, who resigned June 4. Broyles, the company said, “has been instrumental in guiding the company through a pivotal time.”

“The Board of Trustees are proud to appoint Justin Broyles as our next President and CEO,” said April Colyer, Chairperson of the Richard J. Corman Board of Trustees. “The extensive search process proved to be an important opportunity to reflect on the leadership qualities and strategic alignment needed to guide the company forward. We were highly impressed by the caliber of the individuals that expressed interest in the role, and Justin distinguished himself throughout the process. Justin’s deep understanding of our business, proven leadership of our best-in-class team, incredible business acumen and vision and passion for continuing the rich legacy and culture of our company will be critical to our next chapter. The Board looks forward to working with Justin and is confident his expertise, vision and leadership will lead our company to continued success.”

Broyles rejoined R. J. Corman in 2018 after serving as Chief Commercial Officer at Patriot Rail. With nearly 25 years of experience in the railroad industry, he has held various leadership positions within R. J. Corman, focusing on emergency services, storm response, construction and national account management. As Executive Vice President Commercial Affairs, he oversaw all commercial activities, including managing the marketing and sales teams for R. J. Corman’s 19 short line railroads. 

“I am deeply honored and excited to take on the role of President and CEO of R. J. Corman Railroad Group,” said Broyles. “Over the years I have had the privilege of working alongside an incredibly talented and dedicated team. As we move forward, we will build on our strong foundation by continuing to prioritize safety, customer satisfaction, and operational efficiency across all of our companies. I look forward to working with our team, partners, and stakeholders to shape the future of our company and the industry as a whole.” 

Broyles holds a BS in Business Administration with an emphasis in Marketing from Southern Illinois University and serves in several key positions within the transportation industry, including Chair of the Surface Transportation Board Railroad-Shipper Transportation Advisory Council, Vice Chair of the American Short Line and Regional Railroad Association, Chair of the Short Line Safety Institute and member of the Executive Committee Board of Directors of the Midwest Association of Rail Shippers. 

Quinn joined maritime hospitality and transportation company Hornblower Group as President of Ferry and Concession.

“After thoughtful consideration, I have decided that it is time to step down as President and CEO,” said Quinn when he announced his resignation. “It has been an incredible honor to lead this organization and work alongside such a talented and dedicated team. I’m immensely proud of what we’ve accomplished together and confident in the company’s continued success. I look forward to supporting a smooth transition and cheering on the next chapter from a new vantage point.”

Quinn joined R. J. Corman as President and CEO in 2016, returning to the company after leading sales and marketing for industrial fan company Big Ass Fans®. In his previous tenure with R. J. Corman, he was VP of Strategic Contracts and Sales, VP of the Derailment Services Company, and General Manager of the Material Sales Company. “Under Quinn’s leadership as CEO, R. J. Corman acquired eight short line railroads, organically increased carload volume, added strategic Railroad Services locations for its Class I partners, grew services and partners for its Signaling Company, and continued to achieve success in the many other facets of its enterprise, including the notable response to Hurricane Helene and subsequent recovery efforts,” the company said.

“We very much appreciate all that Ed has done for our company,” said April Colyer, Chairperson of Richard J. Corman Living Trust, which owns R. J. Corman Railroad Group. “Ed has led our company for nearly nine years and, in addition to the significant growth we have achieved in our short line franchise, under his leadership we have continued our success in delivering safe and high-quality services to all areas of the railroad industry. We thank Ed for the leadership he has provided and look forward to continuing to build on the company’s success. The Trustees are confident in our management team in place and look forward to selecting the next CEO for R. J. Corman Railroad Group, which we expect to occur in the near-term. We are excited about the future opportunities for our company and look forward to many more years of working with our team to continue to provide a safe and rewarding work environment for our more-than 1,400 employees, who are the foundation of our success in this industry.”

The post R. J. Corman Railroad Group: Broyles Confirmed President and CEO appeared first on Railway Age.

Combined with two similar projects already under construction in Philadelphia and Seattle, and another in planning for Rensselaer/Albany, N.Y., these collective investments, the company says, “will support Amtrak’s continued record ridership growth and help deliver a new era of passenger rail in America.”

While not visible to guests on their Amtrak journey, these upgrades are necessary to support new Airo trains arriving on more than a dozen routes over the coming years, the company noted. Each train will be operated as a single “trainset,” rather than individual railcars. The new rail yard facilities will help create a consistent maintenance system that “improves efficiencies and reduces turnaround times during repairs or inspections, while also improving safety and overall working conditions for employees.”

The three projects are as follows:

Overview: An SPS New England-Railroad Construction Company (RCC) Joint Venture will design and construct a new maintenance facility and renovate existing facilities to support Northeast Regional, Acela, and Long Distance trains that operate out of this yard, connecting with cities such as Chicago, New York, Philadelphia, Baltimore, Washington DC, and Richmond.

Improvements Include:

• Construction of a new two-track Maintenance & Inspection facility.
• Renovation of the existing two-track regional Service and Inspection facility into a two-track Service & Cleaning facility.

Timeline: Work will be conducted in phases, with full project completion expected in 2029.

Overview: A Scalamandre-Citnalta Joint Venture will design and construct new maintenance, inspection, and servicing facilities – as well as other related upgrades – to support Northeast Regional, Acela, Long Distance, and commuter trains that operate out of this yard, connecting with cities such as Albany, Boston, Chicago, Philadelphia, Baltimore, Washington DC, Richmond, Raleigh, Charlotte, Miami, and New Orleans.

Improvements Include:

• Construction of a new two-track Maintenance & Inspection facility.
• Construction of six new Service and Cleaning tracks with canopy coverage.
• Consolidation of commissary, employee workspace, material storage, and parking into a single location within the yard, including an efficient modular office compound.
• Bringing 11 existing service platforms to a state of good repair (required to clean/prepare trains for passenger service and store trainsets when not in operation).
• Other infrastructure upgrades to accommodate this work, including reconfiguration of two major interlockings and tracks connecting the yard to the NEC.

Timeline: Work will be conducted in phases, with full project completion expected in 2030.

Overview: A Clark-Herzog Joint Venture will design, construct, and renovate new and existing maintenance and servicing facilities to support Northeast Regional (including the state-supported Amtrak Virginia service), Acela, Long Distance and commuter trains that operate out of this yard, connecting with cities such as Boston, New York, Philadelphia, Baltimore, Richmond, Charlotte, Savannah, Miami, New Orleans, and Chicago.

Improvements Include:

• Construction of three new exterior Service & Cleaning tracks with canopy coverage.
• Renovation of two existing two-track maintenance facilities to include a new drop table.
• Replacement of the existing water main infrastructure within and around the yard, which provides flexibility to serve multiple trainsets across the various facilities.

Timeline: Work will be conducted in phases, with full project completion expected in 2030.

“These investments are key to introducing our new Airo trains on the Northeast Corridor beginning in 2027,” said Amtrak President Roger Harris. “With ridership and revenue at all-time highs, we’re making great strides to meet this growing demand with new, state-of-the-art trains that will improve service reliability and the overall customer experience, thanks to strong support from the [POTUS 47] Administration, Congress, and many other partners.”

The post Amtrak Advances Three NEC Rail Yard Modernization Projects appeared first on Railway Age.

A hedge fund group and major CSX stockholder is pressuring the railroad to merge with another Class I — either BNSF Railway or CPKC — in response to Union Pacific’s proposed takeover of Norfolk Southern. If CSX does not merge, the hedge fund believes its board of directors should promptly fire “failed” CEO Joe Hinrichs. 

Ancora Holdings Group publicly released its letter to the CSX board of directors on August 6, after stating that the railroad had ignored the letter and never acknowledged its receipt. In the letter, Ancora’s officials criticized Hinrichs and claimed that he was only interested in “bolstering employee engagement, making use of the Company’s private planes and manicuring his social media footprint.” Ancora noted that since Hinrichs arrived in 2022, CSX has gone from “first to worst” with an operating ratio that has increased from 58 percent to 67 percent. 

“We are hard-pressed to find any real accomplishments tied to Mr. Hinrichs,” Ancora officials wrote. “His time at CSX is best encapsulated by this anecdote: on the very day Jim Vena and Mark George were announcing the largest merger in industry history, Mr. Hinrichs was out promoting his involvement with the Company’s internship program on his tidily managed LinkedIn profile.”

Ancora is no stranger to trying to force change at Class I railroads. Just last year, it initiated a proxy fight against former NS CEO Alan Shaw. That effort ultimately failed (Shaw later resigned after it was revealed he had an inappropriate relationship with an employee). 

The hedge fund group said it believed CSX should immediately hire a bank to explore two merger options: BNSF or CPKC. Ancora believed that BNSF, owned by Berkshire Hathaway, could make an all-cash offer. Since UP started eyeing NS, rumors have circulated that BNSF was doing the same to CSX. But Warren Buffett, owner of BNSF, has dismissed those rumors, and sources close to the railroad say that executives have been telling employees they are focused on their own operations, not a merger. However, industry observers have said BNSF might be forced to make a move on CSX to prevent being blocked out of transcontinental traffic patterns by a combined UP-NS. 

According to Berkshire Hathaway’s financial reports, the company held $347.68 billion in cash and cash equivalents as of March 2025, much of it from selling more than $100 billion of Apple stock during 2024. This gives Berkshire an advantage because it could potentially make a purchase of either CSX or NS without needing to involve investment bankers. For comparison, UP had approximately $1.41 billion in cash and cash equivalents as of June 2025 and is paying for its $85 billion NS deal mostly with stock equity, along with additional debt. 

The other merger option is CPKC, Ancora suggested, although it recognized that having a Canadian company buy an American one might be frowned upon by the federal government. To bypass that, Ancora proposed a “reverse” merger where CSX takes over CPKC but retains the leadership of CPKC CEO Keith Creel. 

Many in CSX are especially concerned that Jamie Boychuk is serving as an advisor to Ancora. Boychuk started his career at CSX as AVP of Transportation in April 2017 during E. Hunter Harrison’s leadership, and by October 2019, he had become the Executive Vice President of Operations. His management style and culture reportedly conflicted with many in the leadership ranks, leading to his unexpected departure from CSX in August 2023. Ancora tried to appoint him to the top operations role at Norfolk Southern but was unsuccessful. In the letter released on August 6, Ancora called him a “railroad operations superstar” (although they misspelled his name in the letter). 

Ancora concluded its letter by stating that they would take action if the board of directors did not. 

“We hope that you will take control of this situation and promptly disclose that CSX is working to identify the best merger partner,” the letter concluded. “If a deal cannot be struck, we assume it will not take us running a proxy contest to ensure a qualified operator, like Mr. Boychuck or someone with similar credentials, replaces Mr. Hinrichs.”

—Justin Franz and Scott Lindsey

The post Hedge Fund Urges CSX to Merge with BNSF or CPKC appeared first on Railfan & Railroad Magazine.

The National Mediation Board (NMB) on Aug. 18 released from statutory mediation the MTA Long Island Railroad (LIRR) and the Brotherhood of Locomotive Engineers and Trainmen (BLET), Brotherhood of Railroad Signalmen (BRS), International Association of Machinists and Aerospace Workers (IAMAW), International Brotherhood of Electrical Workers (IBEW), and Transportation Communications Union (TCU). The first 30-day “cooling off” period begins Aug. 19, during which POTUS 47 could create an emergency board to “investigate and report” on the dispute.

Either side, the NMB, or the New York Governor could ask POTUS 47 to appoint a Presidential Emergency Board (PEB). Absent agreements or the establishment of a PEB, self-help (strike or lock-out) could be exercised as of 12:01 a.m. EDT, Sept. 18, 2025, according to the NMB.

“It’s been 31 years since LIRR unions last walked off the job,” according to a Newsday report, “and 11 years since they last voted to go on strike. In 2014, a coalition of labor organizations, led by conductors’ union head Anthony Simon, negotiated an eleventh-hour deal with the governor’s office to avert a shutdown.” (See LIRR map below.)

At issue now “is the size of raises for the five unions, who represent several trades at the [New York commuter] railroad, including locomotive engineers, signal workers, electricians, and ticket clerks,” Newsday reported Aug. 19. “Although more than half all LIRR union workers have already settled a contract that guaranteed 9.5% in wage increases over three years, the five remaining unions have held out for more, arguing that their raises should be more in line with what other railroads in the United States have offered workers in recent years, including Amtrak and Philadelphia’s Southeastern Pennsylvania Transportation Authority, or SEPTA.”

MTA spokesman Tim Minton told the newspaper “that LIRR workers ‘are already the highest paid railroad employees in the country,’ and noted that the contract terms rejected by the unions have been accepted by more than 50,000 MTA employees and hundreds of thousands more public workers in the state.”

Railway Age Capitol Hill Contributing Editor Frank N. Wilner provided the following explanation of the commuter rail provisions of the Railway Labor Act (RLA):

“Major Disputes on commuter railroads, including Amtrak commuter operations, are resolved under separate procedures created by 1981 RLA amendments. Amtrak intercity passenger operations are subject to the RLA’s freight-railroad provisions. 

“The NMB, a commuter rail authority, labor union, or a governor of a state through which the commuter railroad operates may request creation of a PEB. If appointed, there is imposed a 120-day status quo (no strikes; no lockouts) requirement. If, within the first 60 days, there is no resolution, the NMB must conduct a public hearing at which parties to the dispute testify. If, after resumption of negotiations, a voluntary agreement is not reached by the end of the second 60-day period, the commuter authority, labor union, or governor may request a second PEB be created.

“If a second PEB is created, a new 30-day status quo period commences. If, by the end of that period, a voluntary settlement is not reached, the parties present to the second PEB a “last, best and final offer,” with the PEB selecting, without modification, the one it finds most reasonable. The PEB’s selection is not binding. If a settlement still is not reached, a strike, unilateral promulgation of carrier-desired changes, or an employer lockout may commence. As with Major Disputes on freight railroads, the RLA has then run its course. Congress then may legislate settlement terms.

“Should labor commence a work stoppage, striking employees are denied, for the duration of the strike, unemployment benefits payable under the Railroad Unemployment Insurance Act (RUIA). Should the commuter railroad reject the non-binding recommendations, precipitating a work stoppage, the commuter railroad may not take advantage of a strike insurance plan.”

Click here for a mediation overview and FAQ from the NMB.

• BLET Givebacks to NJT a “New Normal” for Labor?
• NJT BLET Rank-and-File Ratify Deal
• Biden Orders Second PEB in NJ Transit-BLET Contract Dispute
• PEB 251 Established, Recommendations Released to Settle NJ Transit-BLET Dispute
• BLET Forks $50K Over to NJT for ‘Illegal Job Action’
• President Biden Signs H.J. Res. 100 Into Law

The post LIRR, Five Unions Enter ‘Cooling Off Period’ appeared first on Railway Age.

WMATA is calling on the public to help finalize the exterior design of its 256 8000-series rapid transit cars from Hitachi Rail, which will start arriving in 2027.  

Voting for one of three design options (see below) will close at 11:59 p.m. ET on Friday, Aug. 22. The winning concept will be announced the following week. (Metropolitan Atlanta Rapid Transit Authority in 2021 similarly asked the public to weigh in on the exterior graphic design for its 254 new Stadler railcars. It revealed the winner in 2022.)

According to WMATA, the designs are part of a “broader branding refresh” that includes refined logos and illustrations that reflect its heritage. With this final step in the process, it said, riders will see a “revamped color scheme in a warm palette that embraces modern design principles and pays homage to the standards” set by WMATA’s founding designers.

The transit authority added that it has “identified several cost-saving and efficiency measures for the 8000-series fleet program, resulting in $21 million that can be reallocated back into the Capital Program and a reduction in future operating and maintenance costs for the fleet.”

WMATA in 2021 awarded a contract to Hitachi Rail to design and build an initial order of 256 8000-series rapid transit cars, which were slated to replace aging 2000- and 3000-series cars. If all the options in the contract are exercised, a total of 800 cars will be supplied to WMATA worth up to $2.2 billion. The trains will feature WMATA’s first open gangway design that will help increase safety, passenger flow, and capacity, according to the transit authority. Eight-car trains will be made up of four sets of two-car pairs, and six-car trains will be made up of three sets of two-car pairs. The trains will offer more seating along the walls to allow more standing room for passengers and dedicated spaces for people who use mobility devices. Additionally, they will have more flexible space for bikes, strollers, and luggage.

According to Hitachi Rail, the trains will also include digital screens with improved journey information; on-board Wi-Fi; “Smart Doors” with individual response to obstructions; and high-definition security cameras. They will feature ventilation system improvements, incorporate “stringent cybersecurity requirements,” offer increased space between seats and wider aisles, include heated floors throughout, and provide improved regenerative braking.

Hitachi Rail will assemble the cars at its new Hagerstown, Md., plant. The $70 million, 307,000-square-foot factory and 800-yard test track will be 90 minutes from WMATA’s Greenbelt Rail Yard, where the completed 8000-series cars will be delivered.

WMATA in May 2024 officially retired its 2000-series trains, which reached the end of their 40-year service life and had issues nearly four times as often as its newer Kawasaki Rail Car USA-built 7000-series trains.

The 76 2000-series rapid transit cars, which were built by Breda in Italy (now Hitachi Rail Italy) and assembled in Beech Grove, Ind., debuted in 1983—about two years behind schedule due to a factory breakdown in West Germany and a labor strike in a Wilmerding, Pa., brake factory, according to WMATA.

They are said to have operated nearly 200 million miles and carried more than 775 million riders. According to WMATA, their introduction allowed the agency to offer service to Huntington and Fairfax County, Va.

While the 2000-series cars look similar to the 300 Rohr-built 1000-series cars that entered service in 1976 and were retired in 2016-17, WMATA said they included “new” features like flip-dot destination signs instead of mylar roll signs that often malfunctioned, exterior speakers for announcements, and a dozen fewer seats to allow more riders per train.

In the early 2000s, the 2000-series cars went through a mid-life rehabilitation, replacing propulsion systems, adding new exterior and interior LED signs, and updating the seats with a new color motif (Colonial Burgundy, Potomac Blue, and Chesapeake Sand), WMATA said.

The cars were largely in storage during the pandemic but were used in recent years while the agency addressed issues with the other fleet series, it said. WMATA in 2021 began sidelining its 748 Kawasaki-built 7000-series cars due to a derailment, so it could develop a response to wheel gage anomalies and implement a plan for safely returning them to service. The 7000-series comprises roughly 60% of WMATA’s fleet.

WMATA has said thst its long-term fleet strategy calls for phasing out the 290 Breda-built 3000-series cars starting in 2027. At the same time, WMATA will begin introducing the first of its new 8000-series Fleet of the Future cars. The rest of the WMATA fleet will comprise Alstom-built 6000-series cars (with the classic brown stripe motif) and 7000-series cars.

• WMATA Restores ATO to All Lines
• WMATA Board of Directors Approves $4.957B FY2026 Budget

TriMet on Aug. 18 reported installing dozens of digital displays at MAX light rail stations, bus stops and transit centers over the past year—including in places that didn’t previously have them. It now has more than 700 real-time displays, providing riders with service information, including train/bus arrivals and final destinations.

This is the first time TriMet has had real-time arrivals and service alerts displayed on electronic readerboards at every MAX station (except the Skidmore Fountain MAX Station, which will close Aug. 24).

TriMet also reported posting QR codes at stations, stops and transit centers to provide the same information. Additionally, riders can track vehicles and see up-to-date service information on its website, which is being upgraded.

Over the past year, it has added several new website features and improvements—with more still to come. Among them: an interactive map, including a 3D view, showing where the agency’s vehicles, stations, stops and Park & Rides are; a Trip Planner tool; and the ability to read and use the site in any of six languages with full translation support (English, Spanish, Korean, Russian, Simplified Chinese and Vietnamese).

• TriMet Announces Service Cuts to Address Budget Shortfall
• WES: Commuter Rail Skirting Its Principal City
• TriMet Board Adopts $1.96B FY2026 Budget

Denver RTD has upped its fare checks by more than 500% since May 2024 to ensure that riders on light rail and commuter rail trains have paid their fare to board, it reported Aug. 18. The Transit Police Department’s (RTD-PD), growth—now at approximately 100 officers—has allowed for increased patrolling across the agency’s stops and stations and on its vehicles.

According to Denver RTD, officers are conducting between 300,000 and 400,000 fare checks per month on the rail system this year.

“About 5% of RTD’s budget is comprised of fare revenue from customers,” Denver RTD reported. “Transit Police officers underwent fare enforcement training in October 2024 and the officers—along with contracted Allied security officers—are equipped with handheld scanners to conduct fare enforcement. An in-depth review led to RTD-PD’s four-step security plan initiated in August 2024, which ramped up fare enforcement to support customers and RTD employees. The agency found that 6% of customers did not pay their fare.”

The four-step security plan, it said, includes direct interaction with users of Denver RTD services and requires maintaining a high-visibility presence, which has been supported by RTD initiating 24/7 patrolling in May 2024 and growing the department to 120 officers by yearend. (In comparison, RTD-PD had 19 officers in 2022.)

The third step in the security plan: “When observing behavior that does not support a Welcoming Transit Environment, officers proactively educate customers by treating other customers with respect,” Denver RTD said.

The last step in RTD-PD’s security plan is to utilize technology. “Using real-time security video, officers can look at any camera in our 2,345-square-mile service area,” Chief of Police and Emergency Management Steve Martingano said. “These steps have led to a huge reduction in criminal conduct, including drug-related activity, thus allowing ridership to grow.”

Officers can access video feeds from their laptops in addition to Denver RTD video investigators conducting real-time video surveillance of stops and stations.

Beginning in 2023, the RTD-PD established live look-in cameras with the ability to hear and view vehicle activity for use in emergency situations across its bus fleet. The agency’s commuter rail system is already equipped with the live look-in technology and the addition of such technology on light rail vehicles is in progress.

With the combined tactics, including fare checks, security-related calls into the RTD-PD are down by about 33%, with reports of illicit drug use down anywhere between 50%-70% per month for 2025 compared with 2024, according to Denver RTD.

For monthly metrics, visit Denver RTD’s Security Related Metrics page, which launched earlier this year.

Separately, Denver RTD on July 30 reported that its Board has authorized General Manager and CEO Debra A. Johnson to enter into a successor three-year collective bargaining agreement with the Amalgamated Transit Union Local 1001.

The post Transit Briefs: WMATA, TriMet, Denver RTD appeared first on Railway Age.

Metrolink has elevated Tom Schamber to the role of CFO, effective immediately, the agency announced Aug. 18.

A seasoned leader with nearly three decades of strategic management experience in accounting, audit and financial operations, Schamber has been a “driving force” at the agency since 2016 and has led the department in an interim capacity since April 2025, Metrolink noted.

As CFO, Schamber oversees all aspects of Metrolink’s financial operations, including accounting, budgeting, contracts, procurement, grants, payroll and reporting. “He sets the vision for the department’s goals and priorities in alignment with Metrolink’s strategic plan and ensures that financial considerations are integrated into agency-wide decision-making,” according to the agency. Schamber directs the annual budget process, allocates resources to meet service needs, and guides investments toward projects that “enhance the customer experience and advance Metrolink’s role in the region.” He is also responsible for making internal processes “more efficient, transparent and effective,” including identifying opportunities for innovation that improve performance and support long-term sustainability, the agency noted.

“Tom has been instrumental in strengthening Metrolink’s financial position and ensuring we’re making smart, strategic decisions for our riders and the region,” Metrolink CEO Darren Kettle said. “His expertise, dedication and genuine commitment to public service make him the right leader to shape our financial future.”

After joining Metrolink as a General Accounting Manager, Schamber was quickly promoted to the position of Controller, assuming all high-level and managerial accounting-related activities. He was named Director of Grants in 2020. Under his leadership, Metrolink says it has secured hundreds of millions of dollars in federal, state and local funds to support the completion of critical projects and initiatives. Schamber previously held progressively senior roles across several public, nonprofit and financial institutions, including the City of Santa Monica, Lane Transit District, the University of Oregon Foundation, the Educational Policy Improvement Center, Foster Farms, Moss Adams LLP and Isler CPA.

He holds a bachelor’s degree in accounting from the University of Oregon and is a Certified Public Accountant through the Oregon Board of Accountancy.

“Over nearly a decade with Metrolink, I’ve seen firsthand the impact that strong fiscal stewardship can have in turning ambitious goals into tangible results,” Schamber said. “Together with our leadership team, I am committed to ensuring the agency’s growth and financial health while delivering the best possible service as a vital connector benefiting communities across Southern California.”

Balfour Beatty on Aug. 18 announced the appointment of William “Bill” Motherway as Vice President of Risk for its U.S. Infrastructure operations.

With more than three decades of experience in legal, compliance and enterprise risk management, Motherway brings “a wealth of knowledge and leadership to the company’s risk oversight and mitigation strategies.”

In his new role, Motherway will lead the implementation of Balfour Beatty’s enterprise risk management framework across its Infrastructure business. He will be responsible for guiding the organization in “identifying, assessing and managing operational, regulatory and strategic risks.” His leadership, the company says, will also support the development of fraud risk assessments, internal control reviews, and compliance with Balfour Beatty’s internal control framework.

“Bill’s deep expertise in enterprise risk management, compliance and legal background will be instrumental in strengthening our operational resilience and supporting our long-term strategic goals,” said Mark Konchar, Balfour Beatty U.S. Infrastructure President. “His proven ability to lead complex risk initiatives and foster a culture of accountability aligns perfectly with our commitment to Zero Harm safety initiatives and operational excellence.”

Motherway’s career includes executive leadership roles throughout the industry, where he founded and managed captive insurance companies, led corporate litigation and compliance programs, and implemented enterprise-wide risk strategies. He also served as Risk Manager and Ethics & Compliance Officer for Sarasota County Government and held senior legal roles in both public and private sectors.

“I’m honored to join Balfour Beatty and contribute to a company that values integrity, innovation and safety,” said Motherway. “I look forward to working with our teams to enhance risk awareness, drive compliance, and support the company’s continued growth.”

Motherway holds a Juris Doctor from the University of Miami School of Law and a Bachelor of Science in Biology from Manhattan College. He is a Certified Compliance & Ethics Professional (CCEP), a licensed Property/Casualty Broker in 49 states, and an active member of the Florida and New York State Bars.

The post People News: Metrolink, Balfour Beatty appeared first on Railway Age.

The contract, valued at $1.972 billion, is being awarded to Connect Plus Partners, a joint venture between Halmar International and FCC Construction. It is the second of four construction contracts for the Q train extension. Despite New York City’s high construction costs, the MTA says, the Second Avenue Subway Phase 2’s cost-benefit “is significant and is projected to have the lowest cost per rider of any active heavy rail project in the country.”

According to the agency, this new tunnel will extend from 116th Street to 125th Street. Crews under this contract will also excavate space for the future 125th Street Station, and in a “cost-containment measure that saves the MTA $500 million,” will outfit the tunnel along the route that was built in the 1970s to accommodate the future 116th Street Station.

The work to bore the new tunnel, between 35 and 120 feet below Second Avenue, is expected to take place using 750-ton machines equipped with 22-foot diamond-studded drill heads. Early work will commence later this year, with heavy civil construction starting in early 2026 and the tunnel boring itself expected to begin in 2027, according to the MTA.

The line’s first construction contract was awarded in January 2024 for utility relocation work. Crews working under that contract are relocating underground utilities from 105th Street to 110th Street on Second Avenue at the site of the future 106th Street Station, in order to facilitate the subsequent construction of the station. 

Crews working under the third contract will build the underground space for the future station at 106th Street and Second Avenue. That contract is currently in procurement. The fourth and final contract will cover the fit-out of the three stations, at 106th, 116th, and 125th Streets, and the systems needed to run train service, such as track, signal, power and communications. This contract is currently in design.

According to the MTA, the Second Avenue Subway Phase 2 is on schedule with a revenue service date of September 2032, and on budget. The project budget is $6.99 billion and is funded in part by revenues from the Congestion Relief Zone tolling program. 

“This is a meaningful step forward not only for the project but everyone in East Harlem and Central Harlem. Locals have waited almost 100 long years for their promised subway extension,” said MTA Chair and CEO Janno Lieber. “Thanks to investments from Governor Hochul and our partners in Washington, today the new MTA is moving forward with the largest tunneling contract in agency history, but—more important—with a project that pencils at the lowest cost per rider of any heavy rail project in America.”

• NYMTA Kicks Off Second Avenue Subway Phase 2 Project
• Now Advancing: New York’s Second Avenue Subway Phase 2
  
  

The post NYMTA Approves Tunnel-Boring Contract For Second Avenue Subway Phase 2 appeared first on Railway Age.

No fewer than five Communications-Based Train Control (CBTC) initiatives for rail transit will be spotlighted at Next-Gen Rail Systems, the communications, signaling and advanced technology conference presented by Railway Age, and formerly known asNext-Gen Train Control. Among these is the Metropolitan Atlanta Rapid Transit Authority (MARTA) CBTC program.

Next-Gen Rail Systems reflects the evolving state of rail technology. Over the years, rapid technological developments—artificial intelligence, deep data analysis, machine learning, cybersecurity, telematics—have transformed train control into just one element of a complex, integrated platform. Systems and technology are constantly undergoing improvements and enhancements that deliver better safety, functionality, interoperability, versatility and reliability at lower life-cycle costs for rail transit, main line passenger rail, and freight railroads.

In December 2024, The Metropolitan Atlanta Rapid Transit Authority (MARTA) awarded Stadler Signaling North America a $500 million contract to equip its rapid transit network with Stadler’s NOVA Pro CBTC technology. The contract, the largest to date for Stadler’s signaling sector, marks the first time that a U.S. rail transit agency has used a Stadler train control system with Stadler rolling stock. Under the terms of the contract, Stadler will replace the current system within eight years of receiving a notice to proceed. NOVA Pro as deployed on MARTA will be engineer-assisted ATO (automatic train operation). “Stadler’s CBTC technology is recognized worldwide as a proven and widely used solution for metro systems,” the company noted. “It is used in many cities and countries and meets international standards and requirements. Stadler’s solution is characterized by a sleek, modular design that is compatible with any wireless communication network, including 5G and WiFi. The system can be flexibly adapted to various GoA (grades of automation). As a result, it offers the flexibility needed to meet the growing demands of public transit providers.”

“The resulting synergies between the on-board and trackside signaling components will allow for a smooth introduction of the system and increase operational performance while minimizing downtime,” Stadler said. The vehicles will be equipped at the Stadler plant in Salt Lake City, where the 56 new MARTA trainsets ordered in 2019 are being built. The trackside equipment will be installed, tested and commissioned directly on the MARTA network. As the on-board and trackside components come from Stadler the project “can be completed seamlessly,” the company noted.” During a transition phase, trains will be able to run with both the legacy and the new system. As soon as the trackside components have been installed across the board, the transition process to the new system will be smooth and without any interruption to operations.”

Alireza Edraki, Associate Vice President, Senior Program Director, HNTB, will give the presentation. In addition to MARTA, CBTC programs at MTA New York City Transit, San Francisco Municipal Transportation Authority, PATH, and Toronto Transit Commission will be featured.

Next-Gen Rail Systems is an essential gathering for all those involved in the growing rail systems market—whether the focus is transit, main line passenger, or freight. Railway Age is proud to present a rebranded, expanded event that features the same in-depth technical sessions and comprehensive project updates that attendees have come to expect. This conference, since its 1995 inception, has always been a “must attend” event.

In addition to Alireza Edraki, leading experts in the NGRS lineup are keynote speaker Tom Prendergast, CEO of Gateway Development Commission; Kris Kolluri, President and CEO of New Jersey Transit; Mario Péloquin, President and CEO of VIA Rail Canada; Dustin K. Lange, P.E., Senior Director of Engineering, Norfolk Southern, Mark Salsberg, Co-Principal of WDG Consulting; Michael Godfrey, Co-Principal and Chief Technology Officer, WGD Consulting; Matthew Kim, Assistant Vice President Enterprise Strategy, Canadian Pacific Kansas City; Wilson Milian, P.E., President and CEO of Milian Consultants, LLC; Pete Tomlin, Independent Consultant, Jonathan Kirby, Senior Director, NJT PTC, New Jersey Transit; Clarelle DeGraffe, General Manager, PATH; Steven Vant, Chief Signal Engineer, Conrail, Mike Palmer, Senior Project Manager, Parsons; Brian Yeager, Director Advanced Technology & Train Reliability, Norfolk Southern; Yousef Kimiagar, Vice President, Institution of Railway Signal Engineers; and Catherine Campbell-Wilson, Principal, StrategyFive.

Registration is now open for Next-Gen Rail Systems, to be held Oct. 30-31, 2025, in Jersey City, N.J. Attendees can get early bird rates on their registration from now until Sept. 5.

Railway Age conferences are known for providing valuable opportunities: networking with professionals from around the world; learning about innovative approaches to implementing advanced technologies; discovering new methods for procurement and contracting; providing input on standards development; becoming better-informed about ongoing and planned projects; and discovering what regulations are coming and how they could impact business.

Supporting Organizations

Industry support for Next-Gen Rail Systems is strong, including sponsorships from: 4AI Systems, Alstom, CSA – Critical Systems Analysis, Hitachi Rail, HNTB, KB Signaling, Parsons, Piper, SATS, and Milian Consultants, LLC. To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.comor (212) 620-7224.

The post MARTA CBTC Program Featured at Next-Gen Rail Systems appeared first on Railway Age.

The 2025 Forging a Better Tomorrow report, covering 2024 through early 2025, showcases results that benefit customers, communities, employees, and the broader economy, according to the Class I railroad.

In addition to the Message From the Executive Team, the report includes the following sections:

• “Building a Better Planet”: Sustainability is integrated across every part of the NS business, from improving fuel efficiency to reducing emissions and transitioning to a lower-carbon freight network, the railroad reported. Guided by its Climate Transition Plan, the railroad said it has cut emissions by 16% since 2019, as it works toward a 42% reduction in Scope 1 and 2 emissions by 2034; shown a 3% improvement in fuel efficiency year-over-year, which it said sets annual and all-time records; has more than doubled biofuel use since 2022; and launched RailGreen, “a first-of-its-kind emissions-reduction program helping customers reduce supply chain emissions.”

• “Driving Business Excellence and Innovation”: Among the highlights from 2024: NS customers advanced 149 industrial development projects, which represented $4.3 billion in investment for new or expanded facilities within the railroad’s network; 94 customers either began shipping with NS for the first time or established new business opportunities with the railroad; NS completed $1 billion in infrastructure improvements across its 22-state network; and NS reconnected communities after severe weather, such as completing installation of the Newport bridge (a critical component in restoring rail service in and out of Asheville) following damage from Hurricane Helene.

• “Creating a Brighter Future”: NS reported that “[p]eople are, and will always be, at the core of our strategy.” Craft railroaders represent more than 80% of its workforce. The railroad in 2024 launched the Labor Council, including leadership from all 13 of its unions, and in January 2025 started bi-monthly Safety Walkabouts, which it said are “designed to strengthen our safety culture through peer-to-peer engagement.” Since last fall, NS has come together with nine of the 13 unions to reach new, five-year collective bargaining agreements. Additionally, the railroad said it launched and refined talent development programs for early-career employees, employees preparing to take on leadership roles, and experienced mid-level managers and leaders. In 2024, NS contributed approximately $18.3 million to charitable organizations and awarded more than $6 million to 400-plus organizations through its Safety First and Thriving Communities Grant programs.

• “Advancing a Culture of Safety”: At NS safety is a “core value,” and the railroad reported that in 2024 it saw a 35% reduction in the FRA-reportable main line train accident rate and a 25% reduction in the train accident rate. Also in 2024, it provided $2.2 million-plus to support first responder organizations through its Safety First Grant program, deployed 17 new acoustic bearing detectors across its network, installed five new Digital Train Inspection Portals.

• “Fostering Responsible Leadership”: In the past year, NS has taken “meaningful steps to strengthen the structures that guide how we govern, lead and operate,” the railroad said. “From refreshing our Board and executive leadership team to enhancing enterprise risk management, ethics, and compliance, we’ve worked to build a more transparent, accountable organization that drives performance and earns stakeholder trust. We also continued to advocate for smart public policy and a balanced regulatory environment that supports safety, service, and the future of freight rail.”

• Reporting and Data: NS noted that its report was prepared in reference to the Global Reporting Initiative (GRI) Universal Standards, the Sustainability Accounting Standards Board (SASB) Rail Transportation standard, and the Task Force on Climate-related Financial Disclosures (TCFD) framework. This section includes disclosures, as well as data scorecards.

“Our commitment to sustainability is about strengthening the entire network for the future,” NS Chief Sustainability Officer Josh Raglin said. “It’s embedded in how we operate, how we invest, and how we serve our customers and communities. The Forging a Better Tomorrow report shows how our railroaders are moving freight smarter, greener, and more fluidly.” 

Click here for the report covering 2023 and early 2024, and here for the report covering 2022 and early 2023.

The post NS Issues Sustainability, Safety, Operations, Community Impact Report appeared first on Railway Age.