Railway Age magazine

Trinity reported total company revenue of $454 million for the third quarter ended Sept. 30 30, 2025, down 43.2% from the prior-year period’s $798.8 million. It attributed this to “lower external deliveries in the Rail Products Group.” Additionally, quarterly income from continuing operations per common diluted share (EPS) came in at $0.38 vs. $0.44 in 2024.

Operating profit for third-quarter 2025 was $118.6 million, down 3.2% from third-quarter 2024’s $122.4 million, reflecting “lower external deliveries in the Rail Products Group, partially offset by lower selling, engineering, and administrative expenses and higher gains on lease portfolio sales,” Trinity said.

(Trinity Industries photo)

Rail Products Group revenue came in at $278.8 million in third-quarter 2025, falling 53.7% from $603.2 million in 2024, due to “lower deliveries.” In the nine months ending Sept. 30 30, 2025, the Group delivered 1,680 railcars; received orders for 350 railcars, valued at $50.7 million; and had a backlog value of $1.8 billion. This compares with third-quarter 2024’s 4,360 railcars delivered; 1,810 railcars ordered, valued at $201.4 million; and a backlog value of $2.4 billion.

For the Railcar Leasing and Services Group, revenue was $301.0 million in third-quarter 2025, up 3.8% from the prior-year period’s $289.5 million. The company attributed this to “higher lease rates and favorable pricing on external repairs, partially offset by a lower volume of external repairs in the maintenance service business.”

Lease fleet utilization—including wholly-owned railcars, partially-owned railcars, and railcars under leased-in arrangements—came in at 96.8% vs. third-quarter 2024’s 96.6%. The Future Lease Rate Differential (FLRD) was positive 8.7% at the end of third-quarter 2025 vs. positive 28.4% for the prior-year period due to “strength in repricing lease rates.” According to Trinity, FLRD calculates the “implied change in lease rates for railcar leases expiring over the next four quarters” and “assumes that these expiring leases will be renewed at the most recent quarterly transacted lease rates for each railcar type”; FLRD is “useful to both management and investors as it provides insight into the near-term trend in lease rates.”

“In our Railcar Leasing and Services segment, we continue to benefit from strong market dynamics. Our fleet utilization stands at a favorable 96.8%, and segment revenue has grown by 4.0% year over year, driven by higher lease rates and favorable pricing on external repairs,” Savage said. “I am especially proud of our ability to capitalize on a robust secondary market both as a buyer and seller of railcars, allowing us to maintain our targeted net fleet investment while also generating $21.7 million of gains on lease portfolio sales in the quarter. In the Rail Products segment, we achieved a solid operating profit margin of 7.1%, even in a lower delivery environment, with a favorable mix of railcars and continued discipline and focus on operational excellence.”

2025 Guidance

Looking ahead, Trinity reported that it expects industry deliveries of approximately 28,000 to 33,000 railcars in 2025. Additionally, this year it would have a net fleet investment of $250 million to $350 million; operating and administrative capital expenditures of $45 million to $55 million; and EPS of $1.55 to $1.70, which the company said, “excludes items outside of our core business operations.”

“Looking ahead, we are confident in our ability to finish the year strong, and we are raising and tightening our full year EPS guidance to a range of $1.55 to $1.70, reflecting sustained margin strength and continued success in the secondary market,” Savage concluded.

For more information, visit Trinity’s Investor Relations webpage.

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CPKC reported revenues of $3.7 billion in third-quarter 2025; diluted earnings per share (EPS) increased to $1.01 from $0.90 in third-quarter 2024; and core adjusted combined diluted EPS increased 9% to $1.29 from $0.99 in third-quarter 2024.

“Through our powerful network and unique partnerships, we are providing strong service and bringing innovative solutions to the market for our customers. I remain confident in our ability to continue delivering on our long-term value proposition,” added Creel.

Among CPKC’s other third-quarter 2025 highlights:

• Volumes, as measured in Revenue Ton-Miles, increased 5%.
• Revenues increased 3% to $3.7 billion from $3.5 billion in Q3 2024.
• Reported operating ratio (OR) decreased 260 basis points to 63.5% from 66.1% in Q3 2024.
• Core adjusted OR1 decreased 220 basis points to 60.7% from 62.9% in Q3 2024.
• Reported diluted EPS increased to $1.01 from $0.90 in Q3 2024.
• Core adjusted diluted EPS1 increased 11% to $1.10 from $0.99 in Q3 2024.
• Reported and core adjusted1 results include a $39 million sequential increase in casualty expense versus Q2 2025 which was a $0.03 impact to Q3 2025 reported and core adjusted diluted EPS1.
• Federal Railroad Administration (FRA)-reportable personal injury frequency decreased to 0.92 from 0.95 in Q3 2024.
• FRA-reportable train accident frequency decreased to 1.15 from 1.43 in Q3 2024.

“Our team of dedicated railroaders across CPKC’s unrivalled network continues to do what we said we would do, safely driving growth and opening new markets as we keep our commitments to our stakeholders. Through strong execution of our strategy, focused on leveraging our North American footprint, we continue to expect to deliver on our full-year 2025 guidance,” Creel concluded.

DOWNLOAD CPKC’s 3Q25 EARNINGS REVIEW PRESENTATION BELOW:

CPKC-Q3-2025-Presentation-vFDownload

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CSX on Oct. 29 announced executive leadership changes “designed to strengthen the company’s strategic focus and advance its long-term growth objectives.” Effective immediately, Kevin Boone has been named Executive Vice President and Chief Financial Officer (CFO), succeeding Sean Pelkey, who has departed the company. Maryclare Kenney has been promoted to Senior Vice President and Chief Commercial Officer (CCO), “reinforcing the company’s commitment to driving continued momentum and value creation.”

Boone joined CSX in 2017 and has held several key leadership roles. Most recently, he served as Executive Vice President and CCO. He brings “exceptional expertise” to the role of Executive Vice President and CFO, a position he previously held for two years during the company’s navigation of supply chain challenges brought on by the COVID-19 pandemic, CSX noted. Boone also served as Vice President of Corporate Affairs and Investor Relations at CSX. Prior to joining the company, he spent nearly two decades in the investment industry, specializing in finance, accounting, and mergers and acquisitions.

Kenney has been a pivotal leader in CSX’s commercial operations for nearly 14 years, driving growth across various business segments, the Class I said. Most recently, she was responsible for Merchandise Sales and Marketing, TRANSFLO, Automotive, and Total Distribution Services, Inc. (TDSI). Prior to that, she served as Vice President of Intermodal and Automotive. Before joining CSX in 2011, Kenney held sales leadership and strategy roles at PepsiCo and served in the U.S. Army for seven years, achieving the rank of captain.

“I am pleased to appoint Kevin and Maryclare to these critical leadership roles,” said CSX President and CEO Steve Angel. “They are the right leaders at the right time to build on our momentum and position CSX for long-term success. Their exceptional expertise and proven track records will be instrumental in advancing a high-performance culture and realizing our vision of becoming the best-performing railroad in the nation. We thank Sean for his many years of dedicated service to CSX and sincerely wish him well in his future endeavors.”

“I look forward to partnering with these dynamic leaders as we continue developing a strong pipeline of talent and making CSX the standard of operational success in the railroad industry,” Angel added.

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Kansas City has one of the most successful modern streetcar systems in the U.S., spurring billions of dollars in new investment and surpassing ridership projections since launching in 2016, HDR noted. The extension creates a central transit spine in the Midtown corridor with eight new level-boarding streetcars added to its fleet of six. It serves 15 new stops at eight locations, providing more accessibility and frequent service connecting Midtown visitors, workers and residents with downtown and the River Market.

As lead consultant, HDR worked with the City, its streetcar authority, and with community stakeholders to plan and design the extension. The firm also helped the City secure $174 million in funding through the Federal Transit Administration’s (FTA) New Starts Capital Investment Grant (CIG) program.

“Modern streetcar projects are unique where multiple modes—cars, buses, trucks and trains—come together in one shared right of way,” said HDR Project Manager Nick Stadem. “It is exciting to see how our collaboration and the trust we built during the extensive development, construction and startup process resulted in delivering a complex and transformative project tailored to the community’s needs. I am incredibly proud of our HDR team and thankful for the opportunity to serve the City and its residents.”

HDR also provided conceptual planning and environmental permitting; preliminary and final design of the extension and of an expanded maintenance facility; FTA CIG funding administration; architectural, right of way and construction engineering services; and startup operations and testing services.

“Congratulations to the City, the Streetcar Authority and all of Kansas City on this exciting addition to their transportation network,” said HDR Global Transit Director Matt Tucker. “The Main Street Extension is an exceptional example of how modern streetcar programs can support access to vital services, drive economic development, and create a sustainable future for all residents.”

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The Association of American Railroads (AAR) in reporting freight rail traffic for the week ending Oct. 25, 2025 (Week 43), noted that total U.S. weekly rail traffic was 499,688 carloads and intermodal units, down 3.8% from the prior-year period. Total carloads for the week came in at 226,748, down 0.9% from the same week in 2024, while intermodal volume was 272,940 containers and trailers, down 6.1% from last year.

Five of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included metallic ores and metals, up 1,470 carloads, to 19,559; nonmetallic minerals, up 837 carloads, to 32,940; and miscellaneous carloads, up 584 carloads, to 9,056. Commodity groups that posted decreases compared with the same week in 2024 included motor vehicles and parts, down 1,895 carloads, to 14,556; coal, down 1,470 carloads, to 58,652; and grain, down 1,125 carloads, to 23,031.

For the first 43 weeks of this year, U.S. railroads reported cumulative volume of 9,552,801 carloads, rising 1.9% from the same point in 2024; and 11,672,717 intermodal units, increasing 3.0% from 2024. Total combined U.S. traffic for the first 43 weeks of 2025 was 21,225,518 carloads and intermodal units, up 2.5% from last year.

North American rail volume for the week ending Oct. 25, 2025, on nine reporting U.S., Canadian, and Mexican railroads totaled 331,250 carloads, down 1.7% compared with the same week last year, and 359,291 intermodal units, a 3.8% drop-off from last year. Total combined weekly rail traffic in North America came in at 690,541 carloads and intermodal units, down 2.8%. North American rail volume for the first 43 weeks of this year was 29,223,874 carloads and intermodal units, up 2.1% compared with 2024.

Canadian railroads reported 92,109 carloads for the week ending Oct. 25, 2025, down 5.3%, and 71,508 intermodal units, down 0.2% compared with the same week last year. For the first 43 weeks of 2025, they reported cumulative rail traffic volume of 6,966,014 carloads, containers, and trailers, a 1.8% increase.

For the week ending Oct. 25, 2025, Mexican railroads reported 12,393 carloads, up 14.7% compared with the same week in 2024, and 14,843 intermodal units, up 33.0%. Their cumulative volume for the first 43 weeks of this year was 1,032,342 carloads and intermodal containers and trailers, down 3.8% from the year-ago period.

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The new IGX Thor platform will provide up to eight times higher AI compute and two times better connectivity for Hitachi Rail’s HMAX products, said the company, adding that the “world-leading industrial-grade” system enables Hitachi Rail to offer customers “enhanced real-time edge AI processing for mission critical applications that are fundamental to the operational running and optimizing the performance of trains, signaling and infrastructure.”

The integration of the NVIDIA IGX Thor platform in Hitachi Rail’s HMAX platform allows powerful real-time processing of very large volumes of data at the “edge” (on the trains or infrastructure), according to the company. Without this edge capability it could take up to 10 days for data to be processed in Hitachi Rail’s maintenance locations, the company noted.

By using leading AI-based algorithms at the edge, the HMAX platform, Hitachi Rail says, “ensures only relevant information is sent back to the operational control centers.” This improved capability, the company adds, “enables an unprecedented improvement in the speed that actionable insights can be shared with transport operators, dramatically enhancing the potential for railway optimization and predictive maintenance.”

“AI and data are transforming railways. By adopting NVIDIA IGX Thor, we are bringing the world’s most powerful industrial-grade, real-time AI performance directly to the edge, enabling operators to better optimize their railways and infrastructure. This capability will strengthen reliability, efficiency and optimization for passengers and operators alike,” said Hitachi Rail Group CEO Giuseppe Marino.

The adoption of IGX Thor, the company says, aligns with Hitachi’s broader program to apply trusted AI and data technologies across the transport ecosystem. In September 2024, the company launched HMAX, a digital asset management suite for trains, signaling and infrastructure.

In September 2025, Hitachi Rail officially opened its $100 million lighthouse digital factory just outside Washington, D.C., to deliver the next generation of high-quality metro trains for North America, while achieving operational excellence through the Hitachi Group’s expertise and deployment of “physical-world AI.”

This latest initiative with NVIDIA builds on the Hitachi Group’s focus to harness the power of AI infrastructure through its Lumada 3.0 solutions.

By showcasing powerful digital and transformative technologies for customers and partners, the Hitachi Group says it “aims to address customer challenges internationally as One Hitachi, further expanding and deploying HMAX across a wide range of industries and business sectors.”

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“Fiscal 2025 was a record year for Greenbrier, demonstrating the continued success of our strategy to deliver consistent, high-quality performance,” said President and CEO Lorie Tekorius, during a report on the freight transportation equipment and services supplier’s fourth fiscal-quarter ended Aug. 31, 2025.

Through its wholly owned subsidiaries and joint ventures, Greenbrier designs, builds and markets freight railcars in North America, Europe and Brazil. It also provides freight railcar wheel services, parts, maintenance and retrofitting services in North America; owns a lease fleet of approximately 14,600 railcars that originate primarily from Greenbrier’s manufacturing operations; and offers railcar management, regulatory compliance services, and leasing services to railroads and other railcar owners in North America.

Greenbrier President and CEO Lorie Tekorius

“We achieved record earnings and EBITDA, while exceeding our long-term financial targets for aggregate gross margin and return on invested capital. These results reflect disciplined execution and operational excellence,” Tekorius continued.

Following are highlights of Greenbrier’s fourth fiscal quarter 2025:

• Net earnings attributable to Greenbrier for Q4 of $37 million, or $1.16 per diluted share. Results include $3 million ($0.10 per share), net of tax and non-controlling interest, of expense related to our European facility-related rationalization.
• Core net earnings attributable to Greenbrier of $40 million or $1.26 per diluted share in Q4.
• Continuing the European facility rationalization started in Q2, Greenbrier announced the closure of two additional facilities in Q4. Rationalization costs of approximately $6 million included $3 million of Gross margin impact and $3 million of Selling and administrative expense.
• Annualized savings of $20 million expected from European facility rationalization actions while maintaining consistent production capacity.
• Fiscal 2025 Net earnings attributable to Greenbrier of $204 million, or $6.35 per diluted share. Results include $8 million, or $0.24 per share, net of tax and non-controlling interest, of European facility-related rationalization.
• Fiscal 2025 Core net earnings attributable to Greenbrier of $212 million, or $6.59 per diluted share.
• Core EBITDA of $115 million, or 15% of revenue in Q4 and a record $512 million, or 16% for fiscal 2025.
• In fiscal 2025, lease fleet growth of nearly 10%, to 17,000 units, with robust utilization of 98%.
• In Q4, new railcar orders for 2,400 units valued at more than $300 million and deliveries of 4,900 units, resulting in a new railcar backlog of 16,600 units with an estimated value of $2.2 billion as of August 31, 2025.
• Repurchase of 10,000 shares for $470,000 in Q4 and 517,000 shares for $22 million in fiscal 2025. $78 million remaining under current share repurchase program.
• Board approves quarterly dividend of $0.32 per share, payable on December 3, 2025 to shareholders of record as of November 12, 2025, representing Greenbrier’s 46th consecutive quarterly dividend.

(Greenbrier) (Greenbrier)

Greenbrier announced long-term financial targets in April 2023 at its first Investor Day. As of Aug. 31, 2025, the company says it has successfully surpassed two of its three financial targets, with the third on track, “reflecting sustained growth and strategic execution.” Detailed progress towards those targets is shown below.

(Greenbrier) 2026 Outlook

Based on current trends and production schedules, Greenbrier is providing the following guidance for fiscal 2026:

(Greenbrier)

“As we enter fiscal 2026, we are navigating the current North American and European freight rail markets with a resilient business model, growing lease fleet, and continued productivity gains. We will continue to focus on operational efficiencies and execution to deliver higher through-cycle profitability and long-term shareholder value across market conditions,” concluded Tekorius.

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Cathcart Rail, a provider of railcar repair, switching, storage, logistics and field services to North American freight railroads, has transitioned to a new name and brand, Guardian Rail LLC, which the company said “reflects sharpened focus on safety, consistency, and operational excellence, while setting the tone for a new chapter of growth, clarity, and purpose.”

“We’re doing more than changing our name,” said Guardian Rail CEO Scott Driggers. “We’re making a commitment to what matters most—our clients and our team members. We’re promising to safeguard our customers’ time and assets, business continuity, transparency, and peace of mind. Our new identity is an affirmation of these principles we intend to bring to work every day. We are committed to evolving as a company, developing our front-line team and putting the voice of the customer at the center of everything we do. We’re pledging to making Guardian Rail a company that both our clients and team members are proud to be part of and trust.”

The company said it chose Guardian Rail as its new name “as a signal of protection, readiness, and reliability in a complex and dynamic industry. The following principles drove the rebrand:

• “A focus on operational excellence and integrity, along with a strong desire to hear from and be part of what is most meaningful to our customers.
• “A desire to visually and verbally align with the company’s core values: safety, quality, integrity, teamwork, and accountability.
• “A renewed commitment to actively listening to our customers, ensuring transparency in every interaction, and supporting our employees to ensure they have the training and the tools they need to provide best in class support.

The Guardian Rail logo, the letter “G” embedded within converging railroad tracks, “reflects ourfoundational expertise in rail while evoking forward motion, symbolically and literally representing the company’s drive to earn and maintain customers’ trust and strengthen the company’s reputation,” the company said.

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This strategic partnership, TRAC says, will support FEC-controlled business and introduces a standardized fleet solution “designed to meet the evolving needs of the domestic intermodal market.”

The collaboration, the company adds, “reflects the commitment TRAC and FEC share to operational excellence and customer service.” It also delivers significant benefits to FEC, including access to a newer fleet with consistent specifications, GPS integration, and business rules tailored to individual market dynamics, the company noted. For TRAC Intermodal, the company says, “the agreement opens the door to serving the private box network and positions the company to fully support FEC’s domestic chassis needs. It also reinforces the importance of offering a domestic chassis alternative to promote flexibility in the marketplace.”

Customers, TRAC says, will benefit from having a true alternative to existing providers, gaining access to standardized equipment with key operational features and a GPS-enabled fleet that supports proactive management. “With business rules aligned to market demands and a provider focused on long-term partnership and doing what’s right for the trade, this agreement marks a meaningful step forward in delivering reliable, flexible, and customer-centric chassis solutions across the FEC network.”

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Segment 2 of the Honolulu Authority for Rapid Transportation’s (HART) Skyline opened on Oct. 16, 2025, and can be seen in this new drone flyover video highlighting the route and additional four stations from the Hālawa (Aloha Stadium) Station to the Kahauiki (Middle Street Transit Center) Station.

HART says it “continues to work diligently on the third segment of the project to complete the system to the Civic Center Station in Kaka’ako.” 

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Dallas Area Rapid Transit (DART) on Oct. 25 celebrated the opening of its 26-mile (double-tracked), 10-station Silver Line, a regional rail service connecting seven North Texas cities (Plano, Richardson, Dallas, Addison, Carrollton, Coppell, Grapevine) and DFW International Airport.

(Courtesy of DART)

The day kicked off with a progressive ribbon cutting, beginning at Cypress Waters Station in Dallas, then continuing through Downtown Carrollton, Addison Station, and finishing at CityLine/Bush Station in Richardson. Public celebrations were held at each of the line’s stations over three counties (Collin, Dallas, Tarrant), featuring live music, cultural performances, family-friendly activities, and community programming; rides were free and will remain so through Nov. 8.

(Courtesy of Stadler) (Screen Grab from DART Video)

The stations were designed with input from the cities along the rail corridor, “reflecting local character, community feedback, and accessibility features to ensure a safe and welcoming experience for all riders,” according to DART, which also operates light rail, Trinity Railway Express (TRE) TexRail commuter rail, bus routes, GoLink on-demand service, and paratransit, moving more than 220,000 passengers per day across a 700-square-mile region.

(Courtesy of Stadler) (Courtesy of Richardson Economic Development Department) (Courtesy of Richardson Economic Development Department)

According to the transit agency, Silver Line will not only reduce congestion but also link residents to jobs and educational opportunities, including The University of Texas at Dallas, and expand travel options. The Silver Line operates from 4 a.m. to 1 a.m. daily with 30-minute headways during weekday peak hours and 60-minute headways during off-peak hours and on weekends. There are direct transfers to DART light rail, bus routes, DFW terminals, and TexRail service.

(Courtesy of Stadler)

The Silver Line features DMUs (diesel multiple units) from Swiss manufacturer Stadler, which in 2019 was awarded an approximately $119 million contract for eight FLIRT DMUs, which were assembled at its Salt Lake City, Utah, plant. The FLIRT for DART meets both tier 4 EPA emissions standards and Federal Railroad Administration standards. Each unit comprises two cab cars, two coach cars, plus an engine module (power pack), according to Stadler, which noted that the setup includes four powered axles and eight unpowered axles. This puts each train at approximately 267 feet long. Each has seating for 235 riders. The equipment is similar to TexRail vehicles, also built by Stadler. The 27-mile, nine-station TexRail runs eight trains between Fort Worth and DFW Airport’s Terminal B.

(Screen Grab from DART Video) “Today, we celebrated with our partners at DART (Dallas Area Rapid Transit) as our two new Silver Line stations officially opened!” the City of Richardson, Tex., reported via LinkedIn. “The Silver Line directly connects Richardson to six other North Texas cities and Dallas Fort Worth International Airport (DFW) with 10 new stations. It also uses Stadler FLIRT trains that not only provide a quiet, more efficient, ride but also help meet regional sustainability goals and meet the EPA’s highest clean-air standards. It also means economic mobility for many people in the community by strengthening connections to jobs, schools, and other employment centers across the region. Richardson’s Silver Line Stations are located at: UTD Station: 3416 Waterview Pkwy, Richardson 75080 [and] CityLine/Bush: 1300 E. President George Bush Hwy., Richardson 75082. The entire DART system is operating fare-free today, with the Silver Line continuing to be fare-free through November 8.” (Courtesy of City of Richardson)

The Silver Line also links to North Texas’ expanding trail network, allowing riders to combine transit with walking, biking, and recreation. Originating from the Cotton Belt Corridor plan, the rail line reflects years of planning to expand mobility, ease congestion, and prepare for future growth across the region, DART said.

(Courtesy of City of Richardson)

“The Silver Line is a centerpiece of our Point B vision to make DART your first-in-mind mobility partner,” DART President and CEO Nadine Lee said the day prior to launch, “By connecting key employment centers, neighborhoods, and the world’s third-busiest airport, this project will be a catalyst for economic growth, provide access to opportunity, and a seamless mobility experience that helps our region thrive.” 

“Our focus is on reliability and convenience,” DART Board Chairman Gary Slagel commented. “With predictable schedules, modern trains, and seamless connections, the Silver Line is built to meet the needs of both daily riders and occasional travelers. It’s another way DART is making North Texas more connected than ever.” 

(Courtesy of City of Richardson)

“Behind every successful rail service is a dedicated operations team,” DART Vice President Capital Programs Trey Walker wrote in a LinkedIn post. “For the Silver Line, that team is Herzog, bringing their experience in commuter rail operations and maintenance. As DART’s operating partner, Herzog will manage train operations, dispatching, and maintenance-of-way activities to ensure a safe, reliable, and customer-focused experience for all riders. The Herzog team has been deeply involved throughout startup preparations, beginning when vehicle deliveries started in late 2023. Over the past two years, they’ve helped move vehicles across three different facilities to meet project needs—from burning-in Silver Line trains on the TRE corridor during non-revenue days to conducting segmented testing on portions of the new alignment. Their commitment and flexibility have been essential in keeping the project on track for opening day. We’re grateful for Herzog’s partnership and look forward to continuing our collaboration as we welcome passengers aboard the Silver Line this weekend [Oct. 25-26].”

(Screen Grab from DART Video)

The USDOT’s Build America Bureau in 2021 provided a $908 million loan under the Railroad Rehabilitation and Improvement Financing (RRIF) program to DART for the Silver Line; it was a refinancing of the RRIF loan provided to DART for the same project by the Bureau in December 2018. The loan proceeds financed part of the approximately $2 billion construction cost of the project.

(Screen Grab from DART Video)

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NYMTA

The New York MTA recently announced that the NYCT subway system has surpassed 4.5 million rides for two consecutive days last week, marking a post-pandemic ridership record. The MTA also hit three billion taps on its contactless fare payment system.

On Wednesday, Oct. 22, 4.52 million customers rode the subway and on Thursday, Oct.23, that figure was 4.55 million riders. The previous record was set during the holiday shopping season on Dec. 12, 2024, which saw 4.53 million subway customers. This comes as the MTA hit three billion taps on its contactless fare payment system. The three billionth tapper was identified as Russell Levy of the Upper East Side who tapped into the subway system at the 47th–50th Streets–Rockefeller Center BDFM station just after 12:00 p.m. This milestone, the agency says, follows the Authority’s recent completion of installing 980 OMNY card vending machines across all 472 subway stations in September, as it prepares to phase out the MetroCard. To date, 87% of all subway and bus trips are paid using the Tap and Ride technology.

“Three billion taps is undeniable proof that New Yorkers are ready for a new era of fare payment. Tap and Ride, like the MetroCard did 30 years ago, opens the door to new discounts and promotions that will strengthen transit affordability—no speed arithmetic required,” said MTA Chair and CEO Janno Lieber.

In March, the Authority announced the last day of MetroCard sales will be Dec. 31, 2025, with the acceptance of MetroCards ending in mid-2026. As the MTA moves forward to fully transition, it says it continues to grow its robust OMNY retail network currently at 2,700 locations—more than double the MetroCard partnering locations. While the Tap and Ride payment system doesn’t require an OMNY card and allows riders to pay fares directly with digital wallets and contactless bank cards, customers will find it twice as easy to purchase or reload an OMNY card, the agency noted.

Customers with questions about the Tap and Ride payment system can call 511 or the OMNY Call Center at 877-789-6669, chat with a live agent in the MTA app, or visit any of the 16 24/7 staffed Customer Service Centers (CSCs), which will expand to 14 more locations by the end of the year as announced last week.

By eliminating the sale of MetroCard and fully transitioning to one fare collection method, the MTA says it expects to save at least $20 million annually in costs related to MetroCard production and distribution; vending machine repairs; and cash collection and handling. “Moving to a contactless payment also unlocks potential for new customer-friendly promotions and fare discounts,” the agency said.

Denver RTD (Denver RTD)

Denver RTD’s latest monthly ridership report reflects a 4.6% year-over-year increase in boardings as the agency says it is preparing to roll out new customer-support resources.

As commuting patterns evolve post-pandemic, RTD says it is working to “rebuild ridership, improve reliability, and enhance the customer experience across its entire system.” The agency’s recent progress, and its plans to roll out new digital tools and customer-focused initiatives, “show how RTD is adapting to meet the needs of its customers—both now and in the future,” the agency noted.

Commuting trends and return-to-office requirements

Return-to-office numbers in the Denver metro area, which accounted for a significant percentage of RTD’s ridership prior to March 2020, remain below pre-pandemic levels. According to the Downtown Denver Partnership (DDP)’s September 2025 High Frequency Economic Update, the weekday return-to-office rate was 64%, a number that is seven percentage points higher than the previous year. DDP’s report highlights the fact that, while the number has been gradually increasing over the past few years, approximately 35,000 fewer employees are working downtown each weekday when compared with 2019.

Other parts of the metro area are seeing similar return-to-office rates. Denver South, an organization of community and business leaders along the I-25 corridor that includes the Denver Tech Center, conducts an annual survey to better understand commuting trends and behaviors. Their most recent commuter survey found that 35% of respondents work full-time at a workspace in Denver South, with the remaining approximately two-thirds have a mix of in-office and remote days. That same survey also found that 33% of respondents’ employers either fully or partially subsidize an RTD transit pass for their workforce.

“Transit service delivery is RTD’s core business, and due to a myriad of factors, that service delivery model has had to adjust,” said Debra A. Johnson, RTD General Manager and CEO. “Large numbers of commuters boarding buses and trains during morning and evening peak service times are not at the levels previously seen by the agency. Instead, RTD is seeing transit utilization spread more throughout the day, late in the evening, and on weekends.”

Transit utilization trends and ridership increases

Between January and August of this year, RTD had more than 42 million boardings across its entire system. The agency uses boardings—often referred to as ridership—as one of many metrics to gauge the agency’s success. Ridership is an output metric that is the result of multiple factors, including on-time performance, service availability, perceptions of personal safety and security, and planned and unplanned maintenance projects. RTD also recognizes that ridership is greatly impacted by economic conditions, seasonal demands, remote work trends, and other external events happening across the agency’s 2,345-square-mile service area.

“Transit utilization is the result of several different efforts, and it requires a laser-like focus on enhancing and improving the customer experience. RTD’s staff has been doubling down on efforts that are within the agency’s control that will create and bolster a welcoming transit environment,” Johnson said.

In August 2025, systemwide ridership was 5.6 million, an increase of 4.6% from August 2024. August’s numbers, which are the most recent numbers available, also saw nearly 475,000 more boardings than the previous month.

(Denver RTD)

This year, RTD has also been heavily promoting its A Line, the commuter rail line that connects downtown Denver to Denver International Airport, and those marketing efforts appear to be paying off. At approximately 650,000 boardings in August 2025, the A Line saw its second highest monthly ridership during the past five years. August’s total number of boardings was within 5,000 of the A Line’s record monthly total from August 2023, when the state funded the Zero Fare for Better Air initiative that allowed all customers to use RTD’s services at no cost.

In August 2025, the N Line experienced its highest number of monthly boardings since the north metro line first opened for service in September 2020. Ridership on the E and H lines more than doubled over the previous August, a fact that RTD says is the result of the completion of months of maintenance work that necessitated temporary speed restrictions. Bus boardings also increased by approximately 230,000 month-over-month between July and August 2025, accounting for a total of nearly 3.6 million in the report.

These gains in ridership across the system and different modes mirror customer survey data gathered earlier this year that indicated “using public transit to get to work” was the No. 1 reason people took RTD. The survey of customers aboard buses and trains saw a 7% year-over-year increase in customers indicating that work was their reason.

High-volume events and activity centers

The same customer survey found that approximately one-third of respondents use RTD’s services for “leisure, social, or recreation.” Using that feedback, RTD is broadening its focus beyond traditional commuter services that support in-office schedules to also include access to transit-adjacent event venues and activity centers. The agency is enhancing its base bus and rail services to strengthen connections to major sporting venues, concerts, festivals, parades, and other high-volume events happening across the Denver metro area.

The agency closely monitors several metro area calendars to flag events taking place near bus stops and rail stations that have a potential to generate high transit use. RTD also coordinates its efforts with Visit Denver to discuss upcoming conferences and large-scale events. The information and schedules provide valuable insights for developing operational plans and determining staffing levels to support transit utilization. The agency’s focus is to optimize its existing bus and rail services to support peaks in demand without disrupting base service across its entire system.

(Denver RTD)

During the 2024-2025 Denver Broncos season, RTD saw nearly 27,000 light rail boardings at the stadium’s platform before and after every home game. The agency recorded nearly 38,000 boardings during the Broncos vs. Raiders home game in October 2024. RTD says the 2025-2026 NFL season is seeing a similar trend in customers taking buses and trains to access Broncos home games.

In November, RTD says it will launch a high-volume events website to provide updates, information, and feedback opportunities. The online resource will include several different service maps showing all bus routes and rail lines that connect to transit-adjacent venues. The website will also provide trip planning and know-before-you-go information, as well as event calendars for the Denver metro area. In launching the website, the agency is hoping customers, event organizers, and the public will use the online feedback tool to share feedback and suggestions for improving event service.

Pass programs support ridership increases

Despite a universal shift in working environments, RTD’s 35-year-old EcoPass program, which offers unlimited rides on RTD’s fixed-route bus and rail services, is seeing participation approach 75% of pre-pandemic level. Nearly 600 metro area employers, ranging in size from small, home-based businesses to large companies with thousands of employees, are currently offering the transit pass as a perk. The prepaid EcoPass allows customers whose employers participate in the program to use the pass when traveling anywhere throughout the agency’s service district.

The Neighborhood EcoPass program, RTD’s transit pass for residents in a neighborhood or community, is seeing its highest participation since the program’s launch in 1991. The program currently has more than 70 neighborhoods participating, which is the highest number in RTD’s history. Seven higher education institutions also participate in RTD’s CollegePass program, including the University of Colorado, University of Denver, and Colorado School of Mines. Several other metro area colleges and universities take advantage of a similar, opt-in SemesterPass program, including Regis University and institutions at the Auraria Campus.

Service reliability and on-time performance

Reliability, the agency says, remains a cornerstone of RTD’s Strategic Plan, which focuses the agency’s efforts on “supporting reliable transit services, reinforcing personal safety, and enhancing the customer experience.” Several tactics outlined in the 2025-2026 annual agency performance scorecard directly support the delivery of service and emphasize improvements to on-time performance, trips operated, and service perceptions.

On-time performance is a measurement of how frequently buses and trains arrive at stop or stations according to the posted schedule, with “on-time” being defined as a vehicle arriving no more than one minute early or five minutes late. On-time performance can be affected by several factors, including maintenance work, inclement weather, mechanical issues, accidents, customer boarding times, and traffic conditions that impact bus service.

(Denver RTD)

RTD’s on-time performance for light rail service exceeded 90% in July 2025, as compared with less than 60% in August 2024, and that number has continued to incrementally improve. Additionally, 97.9% of all light rail trips were operated as scheduled that month. Completing both the Coping Panels Project and the first phase of the Downtown Rail Reconstruction Project, along with expedited operator hiring, positively affected service reliability for light rail customers.

On-time performance for commuter rail, which includes the A Line to the airport, has averaged more than 96% throughout 2025, with more than 98% of all trips operated as scheduled. On-time performance for bus remained above 83% between January and July 2025, a metric that is heavily impacted by traffic congestion, road construction, and lack of traffic signal prioritization for all buses.

“Service reliability is addressed in every decision staff proposes and implements,” said Senior Manager of Service Development Jessie Carter. “The team continually assesses input from customers, operators, and performance reports to ensure routes are refined and schedules are improved, all with a goal of enhancing on-time performance. The team is keenly aware that customers rely on RTD to make important connections in their daily lives, so continual improvement and refinement is critically important.”

To support on-time performance, such as during this year’s Downtown Rail Reconstruction Project, RTD’s service planning team preemptively analyzed various scenarios for delivering light rail services ahead of the Aug. 31 service changes. The goal was to deliver on-time performance and minimize customer wait times at rail platforms. Rerouting the D Line to Denver Union Station was determined to provide the most reliable on-time service for customers of the several different scenarios that were evaluated.

The agency is currently collecting customer feedback through Oct. 30 ahead of its proposed January 2026 service changes. If approved by RTD’s Board of Directors, the proposed changes will further improve the agency’s service reliability.

Personal safety and security improvements

Over the past 18 months, several coordinated efforts have also been implemented to enhance the personal safety and security of RTD’s employees and customers. The multi-faceted approach to create a welcoming transit environment, which has been led by RTD’s Transit Police Department (RTD-PD), has resulted in an approximately 25% monthly reduction in security-related calls throughout 2025. This includes everything from customer-reported concerns to RTD-PD officer observations. For more than 14 consecutive months, the agency has also seen double-digit reductions in customer reports of illicit drug activity across the system, with last month experiencing a nearly 30% year-over-year decrease in total reports.

“Whether a customer is waiting for a connection or traveling on a bus or train, we are focused on providing a welcoming transit environment,” said Steve Martingano, RTD’s Chief of Police and Emergency Management. “The personal safety and security of all customers and agency employees is supported by a comprehensive and coordinated effort. We know that a lot of misperceptions exist in the metro area related to personal safety and security. While we recognize that there are opportunities for improvement, the overwhelming majority of customers complete their trips without any issues or concerns.”

In August 2025, RTD received one security-related call for service for every 2,069 boardings. Calls for service can include everything from reports of an unattended bag and graffiti to a fight or theft. Earlier this year, the agency launched a security-related metrics webpage to provide a transparent look at the agency’s data related to personal safety and security, including all calls that are reported by Transit Police officers, operators, customers, and the public.

(Denver RTD)

Since May 2024, RTD has also increased monthly proof-of-payment checks on light rail vehicles by more than 900%, from approximately 5,700 individual checks to 60,000 last month alone. Across the entire rail system, RTD conducted more than 460,000 proof-of-payment checks in September 2025. The effort puts RTD-PD officers and contracted security personnel directly in contact with customers and increases their visibility to address other issues that may be present.

Near-term customer experience tactics

Simplifying the transit experience and reducing barriers for customers are top priorities for RTD, said the agency, which next month will introduce a long-awaited tap-to-pay program branded as Tap-n-Ride. The easy-to-use payment method will allow customers to tap a contactless credit or debit card—either a physical card or in a mobile wallet—on bus and rail validators. The new fare payment option will allow customers to quickly and efficiently purchase fare without the need to use a ticket vending machine, pay cash on the vehicle, download the agency’s mobile application, or load value on a MyRide card. Work to introduce Tap-n-Ride has been underway for more than a year.

Also, next month, RTD will begin implementing a multi-faceted customer experience action plan. The plan includes more than 50 projects and tactics that focus on enhancing customer amenities, improving communications, increasing awareness, and bolstering engagement and feedback. All tactics included in the plan have a near-term deadline of June 2026 and were developed to increase transit utilization. RTD will make the plan publicly available when it launches in November.

In mid-2026, RTD will also roll out a single mobile application that combines existing applications, such as Next Ride, MyRide, and Transit Watch, into one single customer-facing app. The new app, which will be branded as Next Ride, will be available for download in app stores and will simplify trip planning, fare purchasing, and the reporting of personal safety and security concerns.

(Denver RTD) Next steps

Resilience is the ability to recover from or adjust to challenges and change. Over its 56-year history, RTD says it has demonstrated resilience by “expanding its system during economic downturns, maintaining service during the pandemic, and rebuilding aging infrastructure.” Now, as commuting patterns change course and new technologies emerge, the agency is once again adapting. “Through strategic investments in service reliability, maintenance work, safety initiatives, and customer experience, RTD remains focused on its mission to make lives better through connections,” the agency said.

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

BNSF

“BNSF operating teams are engaged in generating improved service performance across our network,” the Class I railroad told customers in an Oct. 24 online message. “Car velocity remains consistent with the prior week but is lower than the September average. While terminal dwell is higher than the average from last month, it has not changed significantly from the previous week and remains at record-low levels, with a year-to-date measurement 15% lower through September compared to the same period last year. Our local service compliance measure is trending close to 90%.”

As reported on Oct. 23, Union Pacific (UP) experienced a derailment on their Mojave Subdivision in California, where BNSF operates between Bakersfield and Mojave. “The first main track has been returned to service overnight, while the second main track remains out of service as restoration efforts continue. An estimated time for reopening the second main track has not yet been determined. Customers may experience delays on shipments moving through the affected area until full service is restored and traffic has normalized,” BNSF said.

CPKC

Innovators Solange de Blois, P.Eng; Chathula A.; Gary Andrusiek; and Tom Charlton are the powerhouse team behind CPKC’s Optical AEI, the Class I’s next-generation wayside detector.

According to CPKC, Optical AIE uses cameras and software to automatically read and track every railcar in real time. “Paired with sensors, this system alerts us when this breakthrough technology spots cars with hot bearings and wheels, so our team can make repairs and keep trains moving safely,” the Class I wrote in a LinkedIn post.

“Catch problems early. Inspect trains faster. Increase safety. That’s innovation on track.”

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

Marmon Rail on Oct. 27 reported that Laurie Stiles has been elevated to President of Railserve Inc., leading the businesses of Atlanta-Ga.-based Railserve, an in-plant switching and associated services provider, and two other Marmon Rail companies: Frankfort, Ind.-based Ameritrack Rail, a full-service rail contractor providing engineering and design services, new track construction, and existing track maintenance, and Longview, Tex.-based Powerhouse, a locomotive repair, air brake component repair, and maintenance services company.

Stiles’ responsibilities will include developing, refining, and driving growth strategies within each business while providing leadership to more than 1,200 employees of the organization, according to Marmon Rail, which is part of Marmon Holdings, a Berkshire Hathaway company, and offers a portfolio of services across North America that also includes mobile repair, tank car leasing and manufacturing, and railcar movers.

Stiles joined Marmon Rail in 2021 and previously held the roles of Senior Vice President, Strategic Initiatives for Marmon Railyard and Repair Services, and Vice President, Sales and Marketing for Marmon On-Site Services. She began her career in the oil and gas industry working in railcar fleet management at Norcal Gas and Shell Canada. In 2000, she joined Targa Resources, where she spent 20 years in progressively senior leadership roles across logistics and supply, culminating as Senior Director of NGL Commercial Transportation. Stiles holds a Master of Business Administration in international business from the University of St. Thomas (Texas) and a Bachelor of Arts from the University of Calgary.

“Since joining Marmon, Laurie has been instrumental in driving cross-business initiatives, programs, and processes that have facilitated growth and stability with key customers,” Marmon Railyard and Repair Services Group President Chris Hagge said. “Her deep industry experience and leadership make her the ideal choice to lead this organization into its next chapter.”

“I’m honored to lead Railserve, Ameritrack, and Powerhouse and continue building on each company’s legacy of safety, service excellence, and innovation,” Stiles said.

Further Reading:

• New From Marmon Rail: ProTecht Mobile Autonomous Tank Car Cleaning
• Ensuring Tank Car Safety Through Performance-Based NDT

The post Marmon Rail Tabs Stiles as President, Railserve appeared first on Railway Age.

Michigan-based Class II Lake State Railway Company (LSRC), Railway Age’s 2021 Regional of the Year and 2018 Short Line of the Year, celebrates the upcoming 250th anniversary of the signing of the Declaration of Independence. Also, the SEDA-Council of Governments (SEDA-COG) announces that the SEDA-COG Joint Rail Authority (JRA) will become a fully independent entity.

LSRC

LSRC recently unveiled via social media LSRC SD70M 1776 with a special historical-based paint scheme in red, white and blue celebrating American independence. It was designed by second-generation LSRC railroader Travis Vongrey, a former conductor, engineer and yardmaster and now a supervisor of yard operations. Vongrey also designed a locomotive for the railroad that rolled out earlier this year in a heritage scheme inspired by the Pere Marquette Railway, one of LSRC’s antecedents (see photograph below).

(Photograph Courtesy of LSRC)

LSRC was established in 1992 and operates a 373-mile rail network spanning the eastern corridor of Michigan’s Lower Peninsula. The company, backed by Antin Infrastructure Partners since 2022, provides freight transportation, railcar storage, and transloading services, and transports such commodities as grain, fertilizer, coal, chemicals, aggregates, cement, steel, and scrap metal. 

SEDA-COG (Courtesy of SEDA-COG)

The SEDA-COG JRA will become a fully independent entity effective Jan. 1, 2026, according to SEDA-COG, a community and economic development agency in Lewisburg, Pa., and a Local Development District for 11 central Pennsylvania counties.

SEDA-COG created the JRA in June 1983, in direct response to Conrail’s abandonment of several unprofitable rail lines in Central Pennsylvania, the Local Development District reported Oct. 23. “Recognizing the critical need to maintain freight rail service in the region, SEDA-COG took action by forming the SEDA-COG JRA, an official municipal authority, to purchase and operate those lines,” it said. “This move preserved freight service in the region and established the JRA as a nationally recognized public-private partnership.”

The JRA has grown from two lines serving freight shippers along 80 miles of track, to today’s six lines serving freight shippers along 200 miles of track. The six railroads, in cooperation with strategic partner and operator North Shore Railroad, support more than 100 customers and 12,600 jobs in the region.

The JRA will continue its mission “to preserve and foster rail service in Central Pennsylvania and to further economic development through retention, improvement and expansion of the infrastructure and the rail service it supports,” according to SEDA-COG.

SEDA-COG reported that it will have no formal role in the JRA’s operations after the transition but noted that “existing relationships with freight shippers and local partners will remain unchanged.” Any updates to contact information or administrative details will be provided directly by the JRA later this year, it added.

The Susquehanna Greenway Partnership and Focus Central PA are two other initiatives that began under SEDA-COG and later became independent.

Separately, the Pennsylvania Department of Transportation in December 2024 awarded the JRA $2 million to rehabilitate seven bridges and one culvert on the Juniata Valley Railroad and Nittany Bald Eagle Railroad.

The post Small-Road Briefs: LSRC, SEDA-COG JRA appeared first on Railway Age.

The Holden-Proefrock Award is named in honor of Roy Holden, a former AAR employee and an innovator in tank car design, damage assessment, and safety, as well as Art Proefrock, a former Hulcher Emergency Services employee who pioneered hazardous materials transportation emergency response, according to the Association.

Over McNealy’s four-decade-long career, he has risen from the diesel shop to senior leadership at Kansas City Southern Railway (now Canadian Pacific Kansas City, following KCS’ 2023 merger with Canadian Pacific), and his tenure “has been characterized by a drive for innovation, integrity, and a steadfast commitment to safety,” AAR said.

McNealy’s accomplishments include “enhancing risk assessment frameworks to hazmat shipments and leveraging GIS mapping to strengthen emergency preparedness and response,” AAR reported. Additionally, he has helped shape industry standards through his work with the AAR Tank Car Committee, Hazardous Materials Committee, and TRANSCAER, leveraging his experience at KCS.

McNealy played “a pivotal role in enhancing first responder training in both the U.S. and Mexico,” AAR said, and this commitment “is evident in his long-standing partnership with the Louisiana State Police Hazmat Team and his instrumental role in developing the Joint Emergency Services Training Center in Zachary, La.” McNealy also contributed to the Mississippi Fire Academy and the Security and Emergency Response Training Center in Pueblo, Colo., donating equipment and expertise to elevate national preparedness.

The post McNealy Earns 2025 Holden-Proefrock Award appeared first on Railway Age.

Metro Transit The map shows the route of the METRO Green Line Extension from SouthWest Station in Eden Prairie to Target Field Station in Minneapolis, where the line will continue east as the METRO Green Line and also connect to the METRO Blue Line and local bus routes. (Map Courtesy of the Met Council)

The first light rail trains are now rolling on the METRO Green Line Extension, marking a milestone for the project that has already catalyzed $3.1 billion in new development across five Twin Cities communities, according to Metro Transit, which operates under the Metropolitan Council to provide an integrated network of buses, light rail and microtransit.

Civil construction on the 14.5-mile extension connecting Target Field in downtown Minneapolis to Eden Prairie is 95% complete, Metro Transit reported Oct. 23, and has entered the track, signal, and systems testing phase. Testing will continue through 2026, with service expected to begin in 2027.

The extension will serve 16 stations across Minneapolis, St. Louis Park, Hopkins, Minnetonka, and Eden Prairie, connecting the southwest metro to the region’s existing light rail network (see map, top).

According to Metro Transit, the corridor is experiencing unprecedented growth, with $3.1 billion in housing, retail, and entertainment projects already built, under construction, or permitted, and another $700 million in new investment being planned by developers.

“Projects like the METRO Green Line Extension are smart investments in our region’s future,” Met Council Interim Chair Deb Barber said. “They connect homes to businesses, schools to hospitals, and communities to opportunities—and those connections attract even more investment. The numbers tell the story: Land near METRO transit projects represents just 2% of taxable property in the region yet generates 20% of our property tax revenue.”

“Light rail projects like the Green Line Extension are essential to our region and state’s economic growth and environmental resiliency,” added Hennepin County Commissioner Marion Greene. “They will connect generations of people and businesses to opportunities to build wealth and stability. The burden of car ownership is becoming more costly for residents and our environment. Light rail is a reliable, affordable, and environmentally sound transportation option that provides an undeniable return on investment. Generational investments like the Green Line Extension will pay dividends for decades to come, fueling our regional economy, reducing congestion and greenhouse gas emissions, and bolstering our state for the future.”

Metro Transit reported that each city along the corridor is experiencing significant development spurred by the transit investment:   

• Eden Prairie – $560 million in new development.

• 1,000 new multi-family units, including 140 affordable units. 
• $316 million in commercial development. 
• $36 million in industrial projects. 

 • Minnetonka – More than $373 million in new development. 

• 1,700 new multi-family housing units, including 530 affordable units.  
• $92 million in commercial development. 
• $14 million in industrial investment. 

• Hopkins – More than $329 million in new development. 

• 1,300 new multi-family housing units, including 260 affordable units.
• $27 million in commercial development. 
• $9 million in industrial investment. 

 • St. Louis Park – More than $497 million in new development. 

• 1,500 new multi-family housing units, including 290 affordable units. 
• $48 million in commercial development. 
• $24 million in industrial investment. 
• $170 million in public and institutional projects. 

 • Minneapolis – $1.37 billion in new development.

• Over 3,800 new multi-family housing units, including 660 affordable units. 
• $477 million in commercial development. 
• $28 million in industrial development .

“The Green Line Extension caps a transformative year for the region’s METRO system,” Metro Transit reported. “In 2025, the METRO Gold Line launched in the east metro, connecting St. Paul to Woodbury, and the METRO B Line began serving the corridor between South Minneapolis and Downtown St. Paul. Before year’s end, the METRO E Line will launch, linking the University of Minnesota to Edina.”

Sound Transit (Courtesy of Sound Transit) (Courtesy of Sound Transit)

The Federal Way Link Extension is in the home stretch, Sound Transit reported Oct. 24. Simulated service for the light rail project is under way south of Angle Lake to the Federal Way Downtown Station, stopping at Kent Des Moines and Star Lake stations along the way. This testing will ensure that stations, tracks, utilities, escalators, elevators, systems, and vehicles all work together as planned prior to opening day on Dec. 6.

The 7.8-mile project extends Sound Transit’s regional light rail system via mostly elevated tracks between SeaTac and Federal Way. It includes three new stations in Kent Des Moines near Highline College, Star Lake, and Downtown Federal Way. These stations will connect to other regional transit services like ST Express, King County Metro, and Pierce Transit. By design, the stations will support transfers between Link light rail and buses.

After the 1 Line extension Federal Way opens and after the World Cup in 2026, ST Express bus service will change to incorporate the new light rail stations.

Metrolinx Finch West LRT vehicle during a revenue service demonstration along Finch Avenue West. (Caption and Photograph Courtesy of the Ontario Government)

The Revenue Service Demonstration (RSD) for the Finch West Light Rail Transit (LRT) has finished, the Ontario government reported Oct. 23. With the final 30-day “dry run” complete, it said, the Toronto Transit Commission (TTC) will assume full operational control of the line no later than Nov. 3, 2025, with an opening date to be determined by the TTC as it trains staff and prepares to launch the new light rail service for the public.

The line, also known as Line 6 Finch West, includes two stations and 16 stops and will move more than 51,000 riders each weekday, with 12 million annual trips expected by 2031. It runs on a dedicated, primarily street-level track, providing transit to communities along Finch Avenue West from Finch West Station—an interchange with TTC Line 1—and across the Greater Toronto Area to Humber Polytechnic’s North Campus (see map below). Major construction, including all stations and stops for the Finch West LRT, wrapped up in fall 2024.

(Courtesy of Metrolinx)

Once open to the public, Line 6 Finch West will offer connections to local and regional transit, including TTC buses, GO Transit, MiWay, York Region Transit and Brampton Züm.

“We are excited that the Finch West LRT’s revenue service demonstration (RSD) has successfully passed,” Metrolinx President and CEO Michael Lindsay said. “This is a significant milestone for the project, which brings it closer to an opening date that will benefit the 51,000 daily riders expected to use the line. The TTC is to define a first day of service in the next few days.”

The Eglinton Crosstown Light Rail Transit (ECLRT) is currently undergoing its own RSD, according to the government, noting that when that RSD is complete, the ECLRT will also be turned over to the TTC in preparation for the launch of passenger service.

“In response to the delays surrounding the construction of the ECLRT, which began construction under the previous government in 2011, the current government has made a number of changes to cut red tape, speed up and bring predictability to the construction of transit projects, including the Finch West LRT, which began construction in 2019,” the Ontario government reported. “These changes, which are helping the government deliver the largest expansion of public transit in North America, include: using simpler, proven signal and power systems from other LRT projects to reduce design complexity and technical risk, making delivery, testing and commissioning smoother; working collaboratively with building partners to identify critical funding for testing and commissioning and ensuring claims and legal barriers do not impact this process; and onboarding the maintenance provider earlier in the process to ensure the fleet and line are ready for service sooner.”

The government also reported that on Nov. 16, 2025, it will open the Mount Dennis GO and UP Station, connecting riders to GO Transit’s Kitchener Line and UP Express. In addition, Eglinton West Station will also open its fare-free underground pathway under Eglinton Avenue West, which will reduce congestion at the intersection of Eglinton Avenue West and Allen Road and help pedestrians safely navigate the intersection, the government noted. The ECLRT stations at Mount Dennis and Eglinton West will open to the public along with the rest of the line at a later date, at which point Eglinton West Station will be renamed Cedarvale Station, according to the government.

Metrolink (Courtesy of Metrolink)

Metrolink has expanded its Wireless Crossing Nearside Station Stop (WCNSS) technology to Los Angeles County with implementation this month at two crossings near the Baldwin Park Station, the regional passenger rail provider reported Oct. 23. The new “smart” systems, designed to improve surface traffic flow and safety for pedestrians and drivers near Metrolink stations, went live at rail crossings on either side of the station: Pacific Avenue to the west and Ramona Boulevard to the east.

“Previously, safety gates at the Pacific Avenue crossing would activate more than once when westbound Metrolink San Bernardino Line trains traversed the area, adding to local traffic congestion,” Metrolink said. “Eastbound trains had a similar effect at Ramona Boulevard. The new WCNSS systems address this issue by communicating in real time with Metrolink’s Positive Train Control (PTC) network. They allow the crossing gates to remain idle while trains are approaching or stopped at the station and activate only when they are ready to resume their routes. This reduces delays, easing frustration and enhancing safety for not only train passengers and crews, but also the surrounding community.”

Metrolink first introduced WCNSS technology at an active crossing at Del Obispo Street in Orange County’s San Juan Capistrano in June 2024. In the first year of operation, nearby drivers and pedestrians have been “spared an estimated 1,584 activations and 36 hours of delays,” according to the regional passenger rail operator.

Metrolink has been expanding WCNSS to new locations throughout its 545-mile system. The Pacific Avenue and Ramona Boulevard crossings are the fifth and sixth locations to go live and mark the first appearance of WCNSS in Los Angeles County. So far in 2025, this technology has also been installed at: Juniper Avenue in Fontana (February 2025, San Bernardino County); Columbia Avenue in Riverside (June 2025, Riverside County); and Moorpark Avenue in Moorpark (June 2025, Ventura County).

WCNSS was originally developed for seven rail crossings on Metrolink’s Arrow system, which in 2022 launched three DMUs (Diesel Multiple Units) into service between San Bernardino and Redlands, Calif. Metrolink said it then explored implementing WCNSS at active crossings, identifying priority locations in each county. In total, 52 crossings have been marked for WCNSS upgrades, with work at Sierra Avenue in Fontana expected to be completed during the first half of 2026. The agency said it continues to pursue funding to integrate WCNSS at the remaining sites.

Work near the Baldwin Park Station was supported by a combination of sources, including a Consolidated Rail Infrastructure and Safety Improvements (CRISI) program grant awarded by the Federal Railroad Administration in 2018.  

“Our investment in ‘smart’ technologies demonstrates how Metrolink is leveraging innovation to shape the future of rail travel in Southern California,” City of Pomona Mayor and Metrolink Board Director Tim Sandoval said. “WCNSS is producing measurable wins for customers and community members, and the results are drawing national attention.”

Further Reading:

• Metrolink to Pilot Track Intrusion Detection
• For Metrolink, More ‘Smart Crossing’ Tech Installations

SEPTA (Courtesy of SEPTA)

The SEPTA Board on Oct. 23 voted to amend the FY26 Capital Budget and FY26 Program of Projects by transferring $394 million of federal, state, and local Capital funds to the Operating Budget.

“PennDOT approved the emergency request last month to help SEPTA avoid service cuts for the next two years,” reported the transit agency. “However, transferring capital funds to support operations requires capital project offsets. As a result, SEPTA will defer the purchase of new buses, the Bristol Regional Rail Station accessibility project, and the construction of a new building at the Frazer Railroad Facility.”

Under this amendment, SEPTA will postpone:

• The purchase of 247 new hybrid diesel-electric buses by three years ($256 million).
• The project designed to bring Bristol Station on the Trenton Line into compliance with the Americans with Disabilities Act ($46 million).
• The final phase of an expansion to the Frazer Railroad Facility ($39 million).
• The purchase of hydrogen and electric-powered buses for SEPTA’s zero-emission pilot program ($41 million).
• The retrofitting of existing hybrid buses to run exclusively on electric power ($11 million).

SEPTA Map (Courtesy of SEPTA)

These deferred initiatives are on top of the 44 planned infrastructure projects that SEPTA had previously paused to cut $1.8 billion to address a gap between the costs of the work and available funding in the original FY26 Capital Budget, according to the transit agency.

The Capital funds are expected to be available for Operating relief in January 2026, SEPTA said.

“The Board supports these project deferrals because they do not compromise safety by stopping crucial repairs,” SEPTA Board Chair Kenneth E. Lawrence Jr. said. “We also do not want to disrupt projects that are already under way, including the replacement of the Market-Frankford Line [L] and Trolley cars.”

“Using capital funds for operations keeps us moving today, but it pushes those critical investments further down the road,” SEPTA General Manager Scott A. Sauer said. “We stand ready to continue working with leaders in Harrisburg to develop a long-term solution that addresses both our operating needs and the capital investment so critical to our future.”

Further Reading:

• NTSB Recommends Sidelining SEPTA Silverliner IVs
• SEPTA’s Faustian Bargain

STM (Courtesy of STM)

The Canadian Press on Oct. 23 reported that STM, Montreal’s public transit agency, “has asked the provincial government to appoint a mediator to help settle a labour dispute with bus and metro drivers, who are set to join maintenance workers and walk off the job next month.”

According to the national news agency, some 4,500 transit workers “announced they intend to strike on Nov. 1, 15 and 16,” and “about 2,400 maintenance employees who have gone on strike twice since June have announced labour action for most of November.”

STM General Director Marie-Claude Léonard told the media in Montreal that “We’re going to do everything we can to avoid this strike. We’re convinced that the presence of a mediator will get us closer to reaching an agreement.”

The Canadian Press said that the transit agency and maintenance workers have been in mediation since Oct. 7, “but that didn’t stop the union from announcing a third strike, this time from Halloween night until Nov. 28. The members say they will refuse to work overtime and limit bus and metro service outside rush hours, but the full details of the strike have yet to be announced.”

Transit travel was disrupted by maintenance worker strikes in June (nine days) and in late September through early October (two weeks), according to The Canadian Press, which said the transit network logged approximately 1 million trips per day last year.  

“Léonard said talks are stalled because the agency is not willing to make cuts to essential services that she said are inevitable if they were to meet the maintenance union’s salary demands,” the national news agency reported. “‘Cutting services is not an option,’ she said. ‘Right now, the union’s demands at the table would require us to cut 10 per cent of bus service, which is unacceptable.’”

According to The Canadian Press, STM spokesperson Katherine Roux-Groleau “said they contacted Quebec’s labour minister to ask for a mediator as soon as they got word the bus and metro drivers were planning to walk off the job. Their collective agreement expired in January.”

Roux-Groleau said that STM is “still undergoing a negotiation blitz at the moment with the drivers,” according to The Canadian Press. “Several meetings are currently booked, and as soon as the mediator is appointed, (they’ll) be added to those meetings,” she noted.

According to the national news agency report, Frédéric Therrien, who heads the bus and metro drivers union, “said his team is willing to meet with a mediator. The workers decided to strike after more than 50 negotiation sessions with the transit agency, he added.”

The transit agency “needs to cut $100 million over the next three years” and “[a]s a result, the agency must abolish 300 positions,” according to Léonard, The Canadian Press reported.

STM, the news agency said, “decried [in March] a roughly $258-million reduction in provincial funding over three years for the upkeep of the metro system, far from the $585 million it had asked for.”

The post Transit Briefs: Metro Transit, Sound Transit, Metrolinx, Metrolink, SEPTA, STM appeared first on Railway Age.

CN

In CN’s intermodal yards, car mechanics often work close to cranes, sometimes in tight spaces. To reduce risks, the Class I developed the Proximity LifeSaver Device, a wearable system that alerts both mechanics and crane operators in real time when someone is too lose to a danger zone.

The Proximity LifeSaver Devie, which was first tested at CN’s Taschereau Yard in Montreal in 2024 and developed with input from the Class I’s yard teams from day one, is set for broader roll-out across CN.

“Behind this innovation is something stronger: teamwork. Together, our railroaders are building smarter, safer ways to work, because every decision begins with looking out for each other,” CN said in a LinkedIn post.

CPKC

Last week at the Canadian Consulting Engineering Awards in Toronto, the CPKC Geotechnical Engineering team took home two awards celebrating the group’s “innovative work to reduce risk and increase operational safety across the network.”

Tom Bourgonje, Vice President Engineering, and Mehwish Rahman, Director Geotechnical Engineering, accepted the Innovation and Technology Award and the Schreyer Award on behalf of the team. 

“We were pleasantly surprised by the second award, the Schreyer Award, which is the highest honor in Engineering in Canada,” said Mehwish.

(CPKC)

These awards, the Class I says, recognize CPKC’s work with Tetra Tech in creating an advanced waterbody monitoring system that uses artificial intelligence (AI) and remote sensing technique (Synthetic Aperture Radar – SAR) through satellite data collection to detect water-related hazards along the CPKC’s rail network.

The system offers near real-time visibility across CPKC’s network, scanning more than 1.2 million waterbodies along more than 12,600 miles in images. AI then analyzes these images against pre-determined business rules and sends alerts for different categories of potential water-related hazards, such as high water/flooding, beaver dams and increasing proximity of water to the tracks that could impact railway operations and safety.

This information, CPKC says, helps keep people and trains safe, by catching potential hazards and prioritizing work before issues develop.

“This approach sets a new standard for smart infrastructure. The system operates without requiring physical equipment and, as the AI continues to monitor our network, it gets smarter as it learns from real-life feedback,” the Class I noted.

“Congratulations to Tom and the Geotechnical Engineering team for these well-deserved awards. Your award-winning work is another example of how CPKC is always innovating to help keep our network safe.”

In related news, CPKC leaders from Sales & Marketing and Network & Capacity Management hosted short line and transload stakeholders from across the Class I’s network in Kansas City last week at the Business Development and Transload Conference.

This annual event offers a forum for Sales & Marketing to provide market updates while building relationships through valuable in-person sessions with business stakeholders, CPKC noted.

The agenda included a welcome from Coby Bullard, Senior Vice President Sales & Marketing Merchandise, Energy and Business Development, and market updates from the ECP, Bulk and Intermodal teams. Additional presenters profiled and discussed CPKC’s Site Ready industrial development program, Mexico markets and nearshoring, as well as an economic update.

(CPKC)

“This year’s record attendance at our Business Development and Transload Conference brought together more than 220 participants from 95 companies spanning Canada, the United States and Mexico, showcasing the unmatched reach and collaboration within our network,” said Bullard. “By uniting short lines, transload operators, ports and industry stakeholders, this forum sparks new ideas and investments that drive growth and deliver lasting value for partners and customers alike.”

At the marquee event of the conference, CPKC celebrated outstanding performance among transload and short lines with an awards ceremony hosted by Coby Bullard and Mike Walczak, Vice President Service Design and Operations Technology. Awards for outstanding performance and investment and innovation were presented to the following companies:

• 2024 Outstanding Transload Performance Award, Canada: CPKC Transload Scotford, Operated by Arrow Reload Systems, Inc.
• 2024 Outstanding Transload Performance Award, USA: CPKC Transload Shoreham Yard, Operated by Stone Arch Commodities
• 2024 Outstanding Transload Performance Award, Mexico: Sipsa Bajio Terminal
• Driving Growth: Investment and Innovation on CPKC: Sprague Operating Resources, LLC
• 2024 Outstanding Short Line Performance Award, Canada: Essex Terminal Railway (ETR)
• 2024 Outstanding Short Line Performance Award, USA: Fort Worth and Western Railway (FWWR)

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This funding, which was proposed by Governor Maura Healey and passed by the Legislature, stems from a state transportation fund and will “improve safety and reliability across the MBTA system,” according to the agency. It will cover major projects and add new funding into the Rail Reliability Program (RRP) “to support significant, long-term investments, such as repairs and upgrades, in the MBTA’s capital projects and core infrastructure.”

This investment is the second time the MBTA is using revenue from the state “Fair Share” tax to pay for critical projects, the agency noted. The dedicated Fair Share revenue provides the Commonwealth with more borrowing capacity of the CTF, “providing greater financial flexibility to support capital projects across the state.” The funding, the agency says, “will help the MBTA to keep improving service, continuing capital projects, and providing reliability to travelers and riders across the system.”

This funding directly supports both new CIP objectives and the MBTA’s ongoing focus on these core four areas:

• “Safety: Investing in new technology and infrastructure to make the T safe for everyone. This also means upgrading critical systems that are over 100 years old, like the Green Line signal system, and replacing old vehicles when needed so that riders and employees are secure.
• “Reliability and Modernization: Fixing old equipment and upgrading the system by, for example, replacing the MBTA’s oldest locomotives and beginning construction of new, permanent maintenance facilities, like the Arborway Bus Facility and the Widett Layover Facility. These projects directly modernize MBTA operations so the T can run more reliable, on-time service.
• “Accessibility: Making sure all riders can easily use the T, which includes making sure stations are built with a platform height that allows for level-boarding where passengers can walk straight onto the train without a gap or step.
• “Sustainability and Resilience: The investment is designed to address the most critical repairs needed right now, advance modernization so that the system can handle the impacts of climate change and ensure it is durable and resilient.”

The $850 million allocation from the CTF, MBTA says, is currently planned for four specific, critical capital projects, including three rail projects and one bus project, “focused on core infrastructure, vehicle modernization, and climate resilience.” The rail projects include:

• Green Line Infrastructure Projects: “This group of investments will help fund necessary infrastructure to accommodate the new Green Line Type 10 vehicles and support the Federal Transit Administration’s Capital Investment Grant Core Capacity Program. Improvements include power upgrades, modernization of the 100-year-old signal system, track reconfiguration, and modifications to all four maintenance facilities. These upgrades will result in higher capacity, increased frequencies, and full level-boarding at stations to support passenger mobility.”
• Widett Regional Rail Layover Facility – Phase 1: “This initial phase is an early-action package to prepare the 24-acre site for a regional rail layover facility. Phase 1 includes full demolition and environmental remediation of existing structures, geotechnical work, and elevating the site by five feet to meet future climate resilient Design Flood Elevation. Crucially, this phase will support the design and construction of a six-track electrified layover facility to support Battery Electric Multiple Units (BEMUs), enabling the new fully electrified service on the Fairmount line by 2028.”
• Locomotive Procurement: “This funding adds value to the ongoing procurement of new Commuter Rail locomotives, ensuring the replacement of the oldest vehicles in the fleet and maintaining service reliability.”

“This vote by the MBTA Board and recent vote by the MassDOT Board marks another critical step forward in delivering safe, reliable, and improved public transportation for the riders, communities, and businesses that we serve,” said Interim MassDOT Secretary and MBTA General Manager Phillip Eng. “This $850 million agreement, made possible by the Healey-Driscoll Administration and Fair Share revenue, will provide the critical support and infrastructure needed towards delivering vital projects to better serve the public. We are committed to ensuring we deliver meaningful projects on time and on budget, ensuring safety, improving accessibility and reliability, and delivering a mass transit system for generations to come.”

This critical funding through the RRP program “directly reinforces the MBTA’s unwavering commitment to safety, reliability, and modernization,” the agency said. “The Authority has prioritized tackling decades old, deferred maintenance and addressing asset needs to deliver the consistent service riders deserve. The investments in new vehicles and track upgrades will improve service reliability while the focus on accessibility and resiliency ensures the system is safer and more equitable for ridership.”

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Rail components and services provider A. Stucki Company (Stucki) on Oct. 24 reported that Jacob Creech is its new Chief Growth Officer, leading all commercial functions, including sales operations and customer engagement.

Creech joined Moon Township, Pa.-based Stucki earlier this year as Vice President of Sales. He served previously as Director of Locomotive and Railcar Leasing for Progress Rail, a Caterpillar Company. Before that he was a service engineer with Amsted Rail, a Chicago-based manufacturer of freight car components and other rail-related products. Creech holds bachelor’s and master’s degrees in business from Troy University in Troy, Ala.

“This is an internal succession that reflects both Jacob’s impact and the strength of talent we’re developing within our organization,” said Ron Port, who became Stucki CEO in 2024. “Jacob and his team will focus on building our customer partnerships and developing and converting our sales pipeline while ensuring alignment between operations and finance.”

Stucki, which provides engineered products, reconditioning and repair services, and maintenance of way services, operates more than a dozen companies, with 23 operating centers in the United States, Mexico, and Brazil. Earlier this month, it reported acquiring Wheelworx, a railcar wheelset reconditioning services supplier. Terms of the transaction were not disclosed. Stucki since 2022 has been owned by a group of investors led by Stellex Capital Management.

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