Railway Age magazine

Atlanta, Ga.-based SIMONA AMERICA Industries (SAI), a subsidiary of SIMONA AMERICA Group, a manufacturer of thermoplastic sheet and rod products, broke ground on $25 million expansion project at its Archbald, Pa., facility in Lackawanna County. The project will add 155,000 square feet of new manufacturing space and “marks a major milestone in the company’s ongoing growth and commitment to U.S. manufacturing.”

The expanded facility will support more than 25 new jobs in manufacturing, shipping, and logistics, “contributing to regional economic growth,” SAI said. “The site’s strategic access to rail and interstate systems enables efficient nationwide distribution and supports SAI’s expanding customer base across industries including chemical processing, semiconductor manufacturing, marine, outdoor living, food and beverage, playgrounds, retail displays, signage, and medical orthotics and prosthetics.”

The Delaware-Lackawanna Railroad Co., Inc. (DLRR) provides rail freight services in Archibald on its Carbondale Line under contract with the Pennsylvania Northeast Regional Railroad Authority (PNRRA), which owns the rail assets and properties.

OpenRailwayMap.org

Scheduled for completion in the early third quarter of 2026, the expansion “will enable more advanced extrusion and fabrication technologies, including the addition of the new SL12 production line, which will enhance SAI’s capabilities in partition materials and other performance thermoplastics,” SAI noted.

“This investment represents a major step forward in advancing SIMONA’s long-term growth strategy,” said Adam Mellen, CEO of SIMONA AMERICA Group. “By expanding our production capacity and introducing new technologies, we’re strengthening our ability to serve our customers with innovative, high-quality materials while continuing to invest in our people and our community. This expansion is a testament to the dedication of our employees and the continued confidence of our customers. It positions SAI to meet growing market demand, improve production efficiency, and drive sustainable innovation well into the future.”

SIMONA AMERICA Group is a diversified manufacturer of thermoplastic products serving a wide range of industries. As a subsidiary of SIMONA AG, the Group includes SIMONA AMERICA Industries, SIMONA Boltaron, and SIMONA PMC, with manufacturing sites in Pennsylvania and Ohio, and its headquarters in Atlanta.

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The Los Angeles County Metropolitan Transportation Authority (LA Metro) has awarded Clever Devices a contract for the Advanced Transportation Management System II (ATMS II) dispatching and vehicle location program. The technology will be implemented on more than 500 railcars among six rail yards and 2,400 buses across 12 depots.

ATMS II, Clever Devices said, “will modernize LA Metro’s Computer-Aided Dispatch and Automatic Vehicle Location (CAD/AVL) systems across its expansive fleet, enhancing real-time operational efficiency, safety, and rider experience without sacrificing the familiar integrations and interfaces that users rely on. For the first time, LA Metro will implement CAD/AVL technology across both its bus and rail fleets, along with a new state-of-the-art yard management system, positioning Los Angeles as a global leader in intelligent transit infrastructure.”

Clever Devices

As part of the project scope, Clever Devices will deploy a suite of cloud-hosted solutions, including CleverCAD, LMR and VoIP, Disruption Management, Real-Time Passenger Information and Reporting solutions, that will replace the previous ATMS I system, initially installed in 2004. The ATMS II project, the company noted, “will bring new and enhanced functionality to operations at LA Metro as well as greater reliability for critical communications.”

The contract has options for expanding the system to include support for Yard Management, Electric Vehicles, Rail Onboard Systems, Onboard Digital Signage, and camera system upgrades.

“As LA Metro continues to experience significant growth, investment, and increased ridership, it was paramount that we select a technology provider capable of delivering a state-of-the-art solution that prioritizes the needs of the people of Los Angeles,” said Conan Cheung, Chief Operations Officer of LA Metro. “This partnership with Clever Devices introduces powerful new capabilities such as real-time disruption management and integrated communications that will improve our operational processes, enhance service reliability, and elevate the overall rider experience. With the 2028 Olympic Games on the horizon, these advancements will ensure LA Metro is prepared to meet the demands of a global audience while continuing to deliver exceptional service to our local communities. As the City of Los Angeles prepares to welcome the world for the 2028 Olympic Games, LA Metro’s investment in advanced transit management technology will be pivotal in delivering safe, efficient, and seamless mobility for millions of residents and international visitors.”

Clever Devices

“This historic partnership with LA Metro is a testament to our team’s dedication to innovation and excellence in transit technology,” said Frank Ingrassia, CEO of Clever Devices. “We are honored to support their vision for a smarter, safer, and more connected transportation future.”

LA Metro operates one of the largest and most complex public transportation systems in North America, serving more than 311 million annual riders across a network spanning 1,447 square miles, with six rail lines, 118 bus routes and 107 stations.

Clever Devices describes itself as “a leading provider of technology solutions for all modes of public transportation, including passenger rail, fixed-route, bus rapid transit, and paratransit, serving more than half of North America’s top 20 transit agencies. We deliver scalable and modular Intelligent Transportation Systems (ITS), providing benefits to transit system operators and the riding public, including increased operational efficiencies, enhanced safety, and better passenger experiences. Clever Devices’ mission is to make meaningful contributions to worldwide mobility. Our solutions enhance mobility and help meet the public transportation challenges of communities around the world. We strive to be at the forefront of innovation, using technology to drive the next generation of public transportation.”

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Caltrain at its recent Board Meeting outlined “significant service cuts and operational impacts,” including the potential elimination of weekend service and of half-hourly trains, “to reduce budget shortfalls despite strong ridership recovery and high rider satisfaction” if the proposed regional transit funding measure fails in November 2026 and no new external funding is available, according to the California regional/commuter railroad, which provides service along the San Francisco Peninsula, through the South Bay to San Jose and Gilroy.

Caltrain Map (Courtesy of Caltrain)

Gov. Gavin Newsom on Oct. 13 signed SB 63, the Bay Area Transit Sales Tax Ballot Measure that is intended to fund “fiscally distressed” transportation authorities in the Bay Area, according to the California Transit Association. Authored by Sens. Scott Wiener and Jesse Arreguin, the approved measure ”takes the next step in ensuring that the proposal will appear on the 2026 ballots of voters in the counties of Alameda, Contra Costa, San Francisco, San Mateo and Santa Clara,” the Association reported late last month. “Notably, the measure will not automatically go to voters; the newly formed Public Transit Revenue Measure District overseen by the Metropolitan Transportation Commission must first approve the measure for the ballot, which would require a ⅔ majority vote for its approval (alternatively, the measure could be placed on the ballot as a voter-initiated measure, which would require only a simple majority for its passage). If the measure does appear on the ballot and if it is approved by voters, it will impose a half-cent sales tax in four counties and a full-cent sales tax in San Francisco with the goal of generating nearly $1 billion in annual revenues for the transit operations of AC Transit, BART, Caltrain, Muni, County Connection, Tri Delta Transit, LAVTA, Union City Transit, WestCAT and SF Bay Ferry. SB 63 also requires financial audits of the major transit systems facing fiscal cliffs (AC Transit, BART, Caltrain, SF Muni) and provisions for stronger regional network management.”

Caltrain on Nov. 7 reported that as “transit agencies across the Bay Area are confronting structural budget shortfalls as post-pandemic travel patterns continue to reshape commuting behavior,” it has responded by:

• Taking “significant cost-cutting measures, including FTE freezes, crewing efficiencies, and reductions to professional services and other non-labor expenses.”
• Working on “monetizing available resources and diversifying revenue through a non-fare revenue strategy portfolio that includes expanded advertising, property leasing, selling fiber optic cable and Transit Oriented Development.”
• Modernizing and expanding service—“boosting train frequency beyond traditional commute hours, improving reliability, and enhancing the rider experience following electrification.”

Caltrain in September 2024 fully launched its electrified service with 23 Stadler Rail-built KISS bilevel EMUs (electric multiple-units), transforming the now 161-year-old corridor from diesel to electric power. The railroad runs every 15 minutes at most stations during peak hours and half hourly service at all other times including on the weekend.

Caltrain’s preliminary FY25 budget end results ”are showing positive impacts from the cost efficiencies and more revenue than budgeted,” according to the railroad. “The focus on quality service is also paying off: ridership has risen 55% compared to September last year with weekend ridership doubling and four consecutive months of over one million riders.” It noted that 91% of polled riders approve of the agency and results from a recent rider satisfaction rating “are the highest they have ever been in the 27 years of surveying Caltrain riders.”

According to Caltrain, the SB 63 measure “would establish a stable funding source for Caltrain and other Bay Area transit systems to maintain reliable, accessible service.” If the measure fails, Caltrain said it “would be forced to take actions to reduce the structural funding gap, unless new external funding sources are identified”; these actions, it noted, “would significantly undermine the progress Caltrain has made in recent years to rebuild ridership, improve service reliability, and support clean air goals through electrification.”

The railroad said without external funding, the potential impacts would include:

• “Closing more than one-third of stations.
• “No weekend service.
• “Reducing service to once an hour.
• “Ending operations by 9 p.m.
• “Cutting segments of service.”

Caltrain said it will “continue to work through budget scenarios with the Board in early 2026, with additional details on savings and the downsides of service cuts, which include significant loss of riders and associated revenue.” It noted that it “remains committed to transparency about its financial outlook and to working with regional partners to identify sustainable, long-term solutions that protect the service improvements, ridership increases, and environmental benefits the agency has worked hard to achieve.”

In June, Caltrain’s Board approved its operating and capital budgets for FY 2026, which began July 1, 2025, and ends June 30, 2026.

The FY26 operating budget is nearly $260 million, with funds coming from fares, Measure RR, state SB 125 funding, and utilization of State Transit Assistance (STA) carryforward funds. The railroad said it identified $10.9 million in operating cost reductions compared with its earlier financial projections by reducing both labor and non-labor expenses. These reductions were said to be achieved while maintaining current service levels, reflecting “Caltrain’s commitment to cost control and financial stewardship.”

Caltrain’s FY26 $34.8 million capital budget is funded through a combination of federal, regional and state grants; local funding; and member agency funding. It focuses on state of good repair and safety and includes funding for grade crossing safety improvements, such as LiDAR and camera-based artificial intelligence systems.

Caltrain in June said it was projecting an average annual deficit of close to $75 million between FY 2027 and FY 2035, without an “injection of funding from a regional sales tax measure or other external sources.”

“Caltrain has made tremendous strides in improving service, expanding ridership, and earning the trust of our riders and communities,” Executive Director Michelle Bouchard said on Nov. 7. “The regional funding solution would provide a sustainable funding source to continue those efforts, but should it fail to pass we will face a number of scenarios that will affect years of progress, affect tens of thousands of daily riders who depend on Caltrain, increase traffic, and adversely affect the Bay Area’s economy.”

Michelle Bouchard, Executive Director of Caltrain (Photograph Courtesy of Caltrain)

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A large order of Plasser American maintenance-of way-equipment arrived in Canada on Nov. 6. Offloaded from a ship at the Port of Hamilton/Federal Marine Terminals Pier 14, the equipment  was rigged up for transport on QTTX flatcars for delivery to Metrolinx facilities in the Greater Toronto/Hamilton area Nov. 8.

Equipment included three Plasser Unimat 4×4/4S universal tamping machines, and a pair of USP 2005 ballast regulators. The ship that unloaded the equipment was DSHIP CARRIERS Ronnie. Based on past ports of call, these units were constructed by Plasser India at its state-of-the art manufacturing facility in Vadodara.

While no details for this order were publicly released, the equipment has logos for Metrolinx, Aecon and FCC Canada (A division of FCC Construcción S.A), the partners in ONxpress Transportation Partners, a public-private partnership comprising Aecon Concessions and DB International Operations that was set to assume a 23-year operations and maintenance contract for GO Transit. The ONxpress contract was announced in January 2024, but cancelled in May 2025.

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MxV Rail’s Security and Emergency Response Training Center (SERTC) has set its 2026 lineup of specialist-level and advanced courses “designed to train first responders in all manners of surface transportation hazards and support the resilience of communities nationwide.”

SERTC’s “comprehensive catalogue represents the most extensive course offerings in recent history, providing diverse training options to meet the varying needs, learning styles, and budgetary requirements of the community,” the Center said. “SERTC trainings are widely recognized as the most immersive and realistic training available globally.”

The 2026 schedule includes:

• Resident courses conducted at SERTC’s state-of-the-art facility in Pueblo, Colo., ranging from 40 to 80 hours and featuring full-scale props and scenarios for live drills.
• Remote courses are offered, lasting four to 16 hours, which allows groups to train on location according to their schedules.
• Contract courses are available for industry partners and sponsors as remote deliveries or resident courses at SERTC’s training facility.

To “significantly expand access in 2026,” open enrollment, available on a first-come, first-served basis, is offered for the Alternative Fuels and Flammable Incident Response and Management (AFFIRM) course. While open enrollment options have been offered for other courses in previous years, this marks the first time the AFFIRM course will be available.” This initiative ensures that trainees who may not be eligible for Federal Emergency Management Agency (FEMA) grants can still access world-class training opportunities,” SERTC noted. “SERTC continues its affiliation with the U.S. Department of Homeland Security (DHS)/FEMA National Training and Education Division (NTED), offering courses that provide funding to cover participants’ travel, transportation, lodging, meals, and course costs. This partnership ensures responders and their organizations incur no expenses while receiving premium training.”

Visit SERTC.org to review all the professional learning opportunities available:

• AFFIRM (PER-327) – Expands flammable liquids emergency response to include alternative fuels and electric vehicle (EV) incidents.
• HazMat/WMD Technician for Surface Transportation (PER-293) – Combines NFPA 470 hazmat technician standards with highway and rail response training.
• Highway Emergency Response Specialist (PER-291) – Covers emergencies involving hazardous materials transported by highway.
• Leadership & Management of Surface Transportation Incidents (PER-292) – Focuses on ICS, NIMS, and NRF principles for managing full-scale scenarios.
• Tank Car Specialist (PER-290) – Comprehensive rail incident training, including derailments and non-accidental releases.
• Surface Transportation Emergency Preparedness and Security – Senior Officials (PER-331) – Half-day course for senior officials on surface transportation emergency preparedness.
• Surface Transportation Emergency Preparedness and Security – Mass Transit & Passenger Rail (PER-330) – Two-day course on mass transit and passenger rail safety using THIRA-based planning.
• Surface Transportation Emergency Preparedness and Security – Freight (PER-326) – Freight-focused emergency preparedness aligned with federal interoperability standards.
• Railroad Safety Awareness (RSA) – Returning online mid-2026 with upgraded content for responders and planners. Check SERTC.org for updates.

Successful 2025

SERTC highlighted three “significant milestones that informed the development of the new catalogue. First, the AFFIRM course successfully transitioned from a pilot program to a permanent offering after receiving industry-wide input and FEMA approval. Second, Lee Nelson assumed the role of Executive Director this fall, bringing more than two decades of expertise in hazardous materials emergency response during a period of transformative growth. Finally, SERTC closed the year with expanded international offerings by launching Spanish-language courses, beginning with a fully translated STEPS-FR program delivered in partnership with Mexican industry leaders.”

“Our 2026 catalogue represents our unwavering commitment to preparing first responders for the evolving challenges of transportation emergency response,” said Nelson. “By expanding access while maintaining our world-renowned training standards, we’re building safer, more resilient communities across the nation and around the world.”

Student Feedback

“It’s no wonder that community leaders and first responders turn first to SERTC when they want to advance skills, as evidenced in our most recent student reviews,” the Center said, highlighting:

• “I was impressed by the knowledgeable cadre of instructor staff there to relay info, and the excellent props we had to understand the material. SERTC put on an excellent course with the inclusion of the Hazard3 experts.”
• “Playing the role of an Incident Commander was valuable to me, because it allowed me to get a more realistic understanding of what leadership entails, and what I need to work on. Unless you get into these positions, it is very difficult to see where your gaps are in leadership.”
• “Using the actual tools that would be used in the field made the learning stick. The hands-on portion was the most helpful, and I felt comfortable asking questions every step of the way.”

About SERTC

Established in 1985, the Security and Emergency Response Training Center is operated by MxV Rail, a subsidiary of the Association of American Railroads. SERTC noted its “world-renowned training programs offer extensive, immersive, realistic professional development that includes full-scale scenarios to help first responders and leaders be better prepared for surface transportation emergencies. The center provides the very best hazmat training possible, ensuring responders understand processes required for transportation accidents involving all manners of hazardous materials and can perform the duties that protect communities.

Registration Contact: SERTC Administration sertc@aar.com, 719-584-0584.

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TTC (William C. Vantuono Photograph)

TTC on Nov. 5 reported that Mayor Olivia Chow launched an action plan to improve safety across Toronto’s transit system. “This initiative is powered by an expanded safety and security force funded in the 2025 budget, including TTC staff, Streets to Homes outreach workers, LOFT’s Multi-Disciplinary Outreach Team, Toronto Community Crisis teams, TTC Special Constables, Provincial Offense Officers, safety ambassadors, and contract security guards, as well as Toronto Police Services,” according to the transit agency, which provides bus, subway, streetcar and Wheel-Trans services.

The agency’ Community Safety, Security, and Well-being Plan (2024–2028) was approved this week by the TTC Board. It is described as a “comprehensive six-point plan [that] aims to further enhance safety for both customers and employees, while boosting public confidence in the TTC.”

The six points are: collaboration and partnerships with city agencies and social services; clear communication and public awareness campaigns; active engagement with riders and employees; robust procedures and training for staff; ongoing improvements to vehicles, stations, and facilities; and data analysis and monitoring of safety metrics.

Through high-visibility teams, expanded crisis support, enhanced outreach, and continuous evaluation, the TTC said it is committed to reducing offenses, increasing customer satisfaction, and fostering a “compassionate, people-first transit environment.”

As part of the plan, TTC said it is taking steps to strengthen its approach to addressing fare evasion and activities not directly related to transit use, “with a focus on fairness and consistency across the network.” Staff will continue to “use discretion” and, where appropriate, connect individuals with specialized support services, recognizing the complex challenges some may be facing, it said.

According to TTC, adding TCCS crisis workers to service Line 1 bolsters the range of high-visibility safety and social supports already working in the system, including:

• 160 additional TTC staff and supervisors in stations and on platforms, compared with 2023.
• 137 TTC Special Constables, and more in training.
• 111 Provincial Offences Officers and 13 Provincial Offences Officer Supervisors.
• Streets to Homes outreach staff.
• LOFT’s Multi-Disciplinary Outreach Team.
• Community Safety Ambassadors.

Since TTC initiated a multi-disciplinary approach, it reported that:

• “Offenses have reached three-year lows, with offenses against customers down 28% since December 2022 and offences against employees down 38% since January 2023.
• “Customer satisfaction with personal safety has risen from 57% to 64% between 2023 and 2025, with a goal of 80% by 2028.
• “Customer complaints related to safety have dropped by 56% since January 2023, returning to pre-pandemic levels.
• “Overall satisfaction with the TTC climbed from 72% in July 2025 to 75% in August 2025, aiming for 85% by 2028.
• “Use of the SafeTTC app has grown by 9% since July 2025.”

TTC also reported that has:

• More than 32,000 cameras that now monitor the TTC system.
• Provided de-escalation training to frontline employees and improved employee support systems.
• Established a program with auxiliary police to conduct community safety events in partnership with Toronto Police Service20 Community Safety Ambassadors who engage with vulnerable individuals and those with complex needs.
• Initiated the Toronto Community Crisis Service pilot to support people experiencing mental health crises.
• Expanded partnerships with Streets to Homes and LOFT/M-DOT to support persons experiencing homelessness and mental health challenges, providing 24/7 support.
• Made available Naloxone at all stations and facilities to address the drug toxicity crisis.
• Implemented a program to improve cleanliness and state-of-good-repair at six stations.
• Extended bus operator barriers to prevent operator assaults.
• Instituted a public-facing dashboard that tracks key safety metrics and guides resource deployment.

“Whenever you need help on our transit system, help is here for you,” said Mayor Chow, who announced the plan alongside the TTC Special Constables, Provincial Offenses Officers, and many of the 160 additional, high-visibility TTC station employees made possible by a $31 million investment in the 2025 budget. “Our investment in resources and our unwavering focus on safety are making a real difference for riders and employees. We are committed to ensuring every Torontonian feels secure on our transit network, every day.”

“By listening to our community and acting on feedback, we’re building a transit system that puts people first,” TTC Chair Jamaal Myers added. “The downward trend in offenses and the increase in safety resources are a testament to our proactive approach to TTC safety. Our partnerships and investments are delivering results.”

“The Community Safety, Security, and Well-being Plan is our commitment to customers and employees that safety and security is our cornerstone,” said Mandeep S. Lali, who became TTC CEO in July. “We’ve expanded high-visibility teams, improved incident response, and strengthened social supports. The data show our approach is working, and we will continue until every customer feels safe, every trip.”

WMATA

Metro is honoring veterans for this Veterans Day with patriotic wraps for trains, buses, and MetroAccess vans. We thank our region's veterans for their service including nearly 25% of our workforce. On Tues 11/11 we'll run a Saturday service. : https://t.co/SxaZI7D5VP pic.twitter.com/E4D6XIjSbS

— Metro Forward (@wmata) November 6, 2025

This Veterans Day, WMATA is honoring the men and women who have served the United States with a special patriotic train, bus, and MetroAccess vehicle that will serve customers across Washington, D.C.; Maryland; and Virginia. With a network of six rail lines, 98 stations, 125 bus routes, and paratransit service, WMATA is the second busiest transit system in the country, and nearly 25% of its workforce has served in the military.

“In recognition of their service and the contributions of all veterans in our community, Metro [WMATA] will feature red, white, and blue stars and stripes vehicle wraps until the end of November,” the agency reported Nov. 6. The vehicles can be found on WMATA’s live tracker at wmata.com/live by clicking on “Special Edition.”

In related news, WMATA in August announced that the public selected Option 3 for the exterior design of its 256 8000-series rapid transit cars from Hitachi Rail, which will start arriving in 2027. The public was able to vote for one of three design options. Similarly, Metropolitan Atlanta Rapid Transit Authority in 2021 asked the public to weigh in on the exterior graphic design for its 254 new Stadler railcars. The winner was revealed in 2022.

Further Reading:

• Report: DC Rail Extension Eyed for New Commanders Stadium Project
• WMATA Delivers $120MM Savings, Record Ridership in FY2025
• WMATA Garners Top APTA Award

TriMet (TriMet Photograph)

Kroll Bond Rating Agency (KBRA) recently gave TriMet’s payroll tax revenue bonds a AAA rating, according to the transit agency, which provides MAX light rail, WES commuter rail, bus, and LIFT paratransit services across 533 square miles of Oregon’s three most populous counties of Multnomah, Washington and Clackamas. “KBRA’s outlook for the bonds is stable, showing confidence that TriMet will continue to meet the highest standards for our ability to repay these bonds,” TriMet reported Nov. 6.

The AAA rating means that TriMet’s payroll tax bonds are “the highest possible quality investment and the lowest credit risk, while the stable outlook affirms that they are expected to remain that way,” TriMet said.

KBRA previously gave its AAA rating to TriMet’s payroll tax bonds in 2024. According to TriMet, Moody’s earlier this year awarded the bonds its top rating of Aaa with a stable outlook, and Standard & Poor’s has also given these bonds a AAA rating.

“Bond rating agencies apply tests to determine how likely it is that a public agency will be able to repay its bonds—all of which TriMet has passed, as the AAA rating shows,” TriMet said. “Additionally, KBRA describes the payroll tax that supports TriMet operations as ‘an exceptionally reliable revenue source.’”

TriMet relies on payroll taxes to provide transit service; it sells bonds to borrow against the payroll tax revenue the agency expects to take in. These bonds help pay for infrastructure improvements and capital projects.

“Thanks to the top-notch bond ratings we’ve received for our payroll tax bonds, we pay less in interest on those bonds,” TriMet said. “That helps to bring down the cost of improvement projects that allow TriMet to better serve our riders. As part of our strategic planning effort, TriMet is making deliberate service and budget reductions to ensure payroll tax resources will be available to pay our debt obligations for many years to come.”

Further Reading:

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

WVU (Courtesy of WVU)

WWU’s Personal Rapid Transit system, or PRT, is marking 50 years of transporting students, faculty and staff, and visitors across the Morgantown Campus, according to the University, which is celebrating the milestone with a series of special events Nov. 3-8.

Initially funded by the U.S. Department of Transportation with design and construction from Boeing, the PRT was an experimental project and the first large-scale automated guideway transit system in the United States, according to WVU. The 67 rubber-tired, electrically powered vehicles are built on a Dodge truck chassis. Cars travel at speeds of up to 33 mph on 8.7 miles of dedicated guideway between five stations: Walnut, Beechurst, Engineering, Towers, and Health Sciences. The trip from end to end covers four miles in 11.5 minutes.

The PRT has helped reduce traffic congestion in Morgantown by providing more than 100 million passenger trips, according to WVU. On average, 12,000 riders take the PRT each day, and the PRT’s reliability rate is said to be regularly above 98% thanks to a dedicated staff of more than 30 managers, central control operators and maintenance workers.

“The PRT is a quintessential and critical part of our campus community—a recognizable, bedrock piece of infrastructure that also stands as an ongoing example of the ingenuity that defines Mountaineers,” WVU President Michael T. Benson said in the PRT anniversary announcement on Oct. 27. “For generations, students, faculty and staff, and visitors have made their way to class, to sporting events, or to meet friends in the original PRT cars that run between the Downtown, Evansdale, and Health Sciences areas of campus along with downtown Morgantown as moving pieces of history.”

“There is no other system like this,” WVU Transportation Director Jeremy Evans said. “When the PRT was built, the design life on it was estimated at 10 years. It’s really a testament to the people who work at the PRT—especially our maintenance staff—who have kept it running for these 50 years. Our on-demand service is really what sets us apart. You can get on any PRT vehicle, pick the destination you want to go to, and we’ll take you directly there and bypass all the other stations. There are other similar systems, but you have to stop at every station, so we’re much more efficient and really the only ones that do it this way. We take great pride in how well the PRT runs to serve our students which is very important to everyone here.”

Evans predicts the PRT will continue to evolve, tapping into new technologies. “Possibilities include going to battery-powered vehicles that could someday allow us to take the PRT vehicle off the guideway and out into a dedicated lane somewhere and other places across campus and in town,” he said. “Five decades later, the PRT experiment continues in really exciting, forward-thinking ways.”

WVU will be holding the following events to celebrate the PRT’s anniversary:

• As part of Mountaineer Week and the PRT’s anniversary celebrations, behind-the-scenes tours of PRT Central will be offered Nov. 6-7. Each tour will give participants a look at the operations and technology that keep the transportation system running. Participants will meet at the Beechurst Station, where a PRT team member will gather the tour group to travel to PRT Central. Tours will last approximately 90 minutes and are limited to 20 people per group. Tours are open to members of the University community and the public, but space is limited. Find tour registration information here.
• The West Virginia and Regional History Center, located at the Downtown Library, will host a historical PRT display in the Atrium during regular business hours from Nov. 3 through the end of the year.
• The WVU Bookstore is hosting a special anniversary activation on Nov. 6 and Nov. 7, which will include a walk-through photo history of the PRT and a retro-inspired PRT collection available for purchase. WVU Bookstore hours are 8 a.m. to 4:30 p.m.

Additional WVU Resources:

• Watch “A Ride of the Future,” produced for WVU by Ellis Dungan in 1977.
• Meet the WVU PRT supervisor who keeps campus moving.
• Learn about the WVU alum whose senior capstone project inspired the development of the PRT lab.
• Read about the living legacy of the WVU PRT.

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Two battery-electric locomotives (BELs) from Progress Rail’s Brazilian plant are bound for Fortescue’s mining operations in the Pilbara region of Australia.

(Courtesy of Fortescue)

The EMD® Joule series units are due for arrival in December, Fortescue reported late last month via social media. The Western Australia-based technology, energy and metals company placed the order with Progress Rail, a Caterpillar Company, in 2022.

(Courtesy of Fortescue)

“Each [BEL] carries an impressive 14.5 MWh of energy, making them the largest battery-powered mobile assets in the world,” Fortescue said in its posts. “We’ve collaborated with Progress Rail to design a scalable, zero-emission rail solution that provides a pathway for heavy industry to decarbonise today, not tomorrow.” The units, it noted, will be “ready to hit the tracks and start cutting emissions from day one.”

(Courtesy of Fortescue)

Fortescue praised its “Rail Decarb team for bringing this vision to life and preparing the locomotives for their journey to Australia. A true example of what partnership and collaboration can achieve together.”

(Courtesy of Fortescue)

“We are excited to support Fortescue with our shared passion for safety and innovation,” Progress Rail commented in a social-media repost of Fortescue’s delivery announcement. “At Progress Rail, we’re proud to deliver advanced rail solutions, expand global partnerships, and invest in sustainable technologies that move the world forward.”

Separately, Anacostia Rail Holding’s Pacific Harbor Line is acquiring five zero-emission locomotives, building upon a successful first year of operations with its zero-emission Progress Rail EMD® Joule SD40JR BEL at the ports of Los Angeles and Long Beach.

Further Reading:

• Looking Beyond Diesel
• Engines of Change
• Could BE Technology Reinvigorate the Locomotive Market?
• Battery Locomotives: Debate Continues
• Progress Rail to Expand in KC
• Wabtec, Roy Hill Unveil Second-Gen FLXdrive 

The post Fortescue to Take Delivery of Progress Rail BELs appeared first on Railway Age.

At its 2025 Summit, held in Washington D.C., the Commuter Rail Coalition (CRC) honored rail transit veteran Kay O’Neil as a Champion of Commuter Rail. O’Neil, who serves as Chief of Network Strategy and Partnering at Keolis Commuter Services, the MBTA’s (Massachusetts Bay Transportation Authority) operations and maintenance contractor, received the Doty Award, named for Robert Doty, “who empowered a generation of rail leaders by building teams that were diverse by intention and nurtured individual strengths.”

“Kay entered the traditionally male-dominated transportation industry in the 1970s with the determination and vision that she could contribute to transformative change,” CRC noted. “Her journey began with significant roles at the Boston & Maine Railroad and the MBTA, where she quickly earned a reputation for her innovative thinking and technical expertise. Kay later founded KKO and Associates, a consulting firm specializing in transportation systems analysis, information systems and management consulting. Through her leadership, KKO provided critical software solutions and planning analyses to commuter rail systems across the globe, contributing to projects in major U.S. cities like Boston, New York, Miam, and Chicago, as well as internationally in countries such as Poland, Argentina, Macedonia, and South Africa.

“One of Kay’s most notable achievements at KKO was the development of the Train Resource Management System (TRMS), a cutting-edge software system to collect and correlate disparate data on rollingstock, crews, infrastructure and reliability to provide an integrated database of train performance information.

“Leading up to 2003 and again in 2014, the MBTA sought Kay’s expertise for the creation and negotiation of the largest contract ever between the State of Massachusetts and a private company. In 2015, Keolis invited Kay to join their organization where she continues to make significant contributions to Massachusetts’ passenger railroad. As Chief of Network Strategy and Partnering, she collaborates closely with the MBTA to plan and execute long-term capital investment strategies that align with the commuter rail’s future vision. Under her leadership, Keolis has enhanced service reliability, operational efficiency, and the passenger experience for more than 100,000 daily commuters across more than 150 communities. Kay has played a critical role in advancing public transportation both in Boston and around the world.”

“I’m honored to receive this award,” said O’Neil. “Transportation has been my passion and my career, and I’m proud of the work I’ve done to improve Boston’s commuter rail system and railroads around the world. I’d like to thank my colleagues and the Commuter Rail Coalition for this special recognition.”

“Kay’s career has been defined by her dedication to improving the commuter rail system serving Greater Boston and beyond,” said Keolis Commuter Services CEO and General Manager John Killeen. “Her strategic vision, collaborative spirit, and unmatched expertise have garnered the respect of her colleagues, partners, and industry peers alike. I can’t think of a better candidate to be honored as a Champion of Commuter Rail.”

Keolis Commuter Services has operated and maintained the MBTA commuter rail system, the sixth largest in North America, for more than ten years. Keolis Commuter Services is a subsidiary of Keolis North America (KNA), both headquartered in Boston, and employs approximately 2,500 people throughout the region. Both companies are part of Keolis Group, a global provider of transit services with operations in 13 countries.

MBTA-HSP46. William C. Vantuono photo.

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Union Pacific’s annual Sustainability Partner Awards recognizes customers and suppliers “for innovative sustainability initiatives.” The 2025 Awards honored 16 companies—eight customers and eight suppliers—for “their commitment to advancing environmental stewardship and sustainable business practices,” and “highlights organizations that are driving measurable progress toward ambitious sustainability goals through innovation, collaboration and leadership.”

UP’s customer honorees are APL Logistics, Dow Chemical, DSL Logistics Inc, General Motors, Graphic Packaging International, LyondellBasell (LYB), Schneider, and Toyota North America. Supplier honorees are Capgemini, Chevron, Concentrix, Rail Management Services (RMS), a Carrix Enterprise, Vossloh/Rocla Concrete Tie, Inc., W.T. Byler Co. LLC – A Quanta Services Company, Wabtec Corporation, and WSP USA.

Established in 2023, the Sustainability Partner Award “is based on a company’s sustainability efforts, such as the use of innovative business practices to reduce environmental impact,” UP noted. “Also considered was a company’s track record of engaging and collaborating effectively with key stakeholders, including communities and business partners.”

“Union Pacific is proud to stand side by side with our customers and suppliers, working together to find environmentally responsible ways to move freight,” said Executive Vice President Marketing and Sales Kenny Rocker. “By aligning our efforts, we’re building a stronger supply chain and driving better long-term outcomes for communities across America.”

Union Pacific’s 2025 Sustainability Partner Award honorees were recognized Nov. 6 at a ceremony held at Lauritzen Gardens in Omaha, Neb., where they shared their sustainability initiatives and projects.

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Wabtec Corp. is investing US$3.73 million to expand its operations, capabilities and workforce in Brazil. The investment, the company said, “strengthens engineering and manufacturing capabilities to design and deliver innovative products and services needed to meet the region’s growing demand.”

Most of the expansion will occur in the city of Contagem, Minas Gerais, where Wabtec has a locomotive factory. The company plans to establish a Global Engineering Center, its first in Latin America, which will focus on research and development to support local and international projects. Located near Wabtec’s factory in the Cidade Industrial district, the approximately 29,000-square-foot facility will house laboratories and workstations for 300 engineering positions, which the company “is actively recruiting to fill.” Wabtec plans to open the center in December of this year.

Wabtec ES44ACi for Brazil

Wabtec launched a new locomotive production line in the Contagem plant in April, increasing production capacity by 28%, enabling it to “meet growing demand.” The expectation is that by 2026, the facility will reach a milestone of 1,000 locomotives produced. “We’ve adjusted our processes to increase production volume and diversify our deliveries,” said Danilo Miyasato, President and Regional Leader of Wabtec in Latin America. “This upgrade enables us to serve regional customers and new markets, like Australia and Uruguay, with new locomotive models.” 

In addition to the investments in Contagem, Wabtec will also open two new Logistics Centers in Brazil this year, in Governador Valadares, Minas Gerais, and Monte Alto, São Paulo, “aiming to expand shipping capacity and create room for growth in other business areas, such as Maintenance of Way, Digital Intelligence and Components.”

“With these new ventures, Wabtec expects to surpass 1,000 employees in Contagem by 2026, combining the factory and Engineering Center teams,” said Miyasato. “This expansion demonstrates our confidence in the Brazilian market and the region’s growth potential. It also reflects on how our team in Brazil has routinely delivered the products and services needed for our customers to thrive. With this investment, we are prepared to serve railroads in Brazil and around the world with excellence, while continuing to drive innovation.”

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Election Night 2025 was a good one for Democrats. Although there were some local elections earlier this year, the first multi-state set of contests since POTUS 47 returned to office (after having been POTUS 45 earlier) has resulted in the Democrats taking back some or all the ground they lost to him last year. They won statewide offices in New Jersey and Virginia, won in New York City with one of the most unusual candidates to run for major office lately, and approved Gov. Gavin Newsom’s plan to change Congressional apportionment in California to fight what Republicans are doing in Texas and other states. There were also two questions about transit, one of which will improve it in the region where the vote was taken, the other producing a negative result that probably won’t matter.

In this article, I will report the results first, then we’ll look at how those results might affect transit and Amtrak in the states where they occurred. I will conclude with a brief look at the big picture.

The Results

Due to accidents of history, statewide elections in New Jersey and Virginia are held the year after presidential contests. So is the election for Mayor and other officials in New York City. These elections are often considered a bellwether toward next year’s Midterm elections for members of Congress and many statewide contests, as well as a referendum on how the voters believe the current Administration is doing. This year, the voters where new officers were elected don’t think it’s doing very well for them.

For the first time in New Jersey, the same party has kept the governorship for a third consecutive term. That office usually flips after one or two terms, and Phil Murphy held it for the eight-year term limit. Democrat Rebecca Michelle “Mikey” Sherrill defeated Republican Giacchino Michael “Jack” Ciattarelli by a decisive margin of 13.5 points: 56.3% to 43.1%, with 0.6% going to minor candidates. It was Ciatterelli’s third failed try for the office, and Murphy defeated him by only 2.6% four years ago. He campaigned on a MAGA agenda with POTUS 47’s endorsement. He carried only seven of the state’s 21 counties, mostly in Republican strongholds in West Jersey and at the Shore. He carried only one county elsewhere in South Jersey, where Republicans are usually strong. Sherrill has been a House member for several years, and is known in the State, especially among Democrats. That party has controlled both houses of the state legislature for decades, and it appears that they have increased their lead. In the Senate (40 seats), the lineup is 25-15. Senators serve four-year terms, and the next election will take place in 2027. In the Assembly (80 seats), the current count is 52 Democrats and 28 Republicans. Some races were reported too close to call on Nov. 5, but Democrats appear to have captured at least 53 seats at this writing.

Democrats also swept the state-level races in Virginia: Governor, Lieutenant Governor, and Attorney General, all elected separately. Virginians elected Abagail Spanberger over Republican incumbent Lieutenant Governor Winsome Earle-Sears by almost 15%: 57.2% to 42.6%. Like Sherrill, Spanberger had also been a House member. The governor of Virginia is not allowed to run for re-election. As in New Jersey, Senate elections will take place two years from now. In the 2024-25 House of Delegates, Democrats held a three-seat majority but, according to Virginia Public Media, they swept the chamber for the upcoming session, capturing 64 seats to 35 for the Republicans, with one seat not yet called.

The most dramatic race occurred in New York City, where Democrat Zohran Mamdani was elected Mayor with 50.4% of the vote, to 41.6% for former Governor Andrew Cuomo and 7.1% for Republican Curtis Sliwa, a radio talk show host who is best known for founding the Guardian Angels, a vigilante group formed in 1979 to fight crime in the city’s subway system. Mamdani considers himself a “Democratic Socialist” and focused much of his campaign effort on making the city more affordable. In an upset that startled the party establishment, he defeated Cuomo in the primary, although Cuomo continued to run as in independent candidate. POTUS 47 gave him a last-minute endorsement, and he also picked up votes from incumbent mayor Eric Adams, who withdrew from the race. Mamdani’s background is unusual: a Muslim of South Asian heritage who lives in Queens, was born in Uganda, and immigrated to the United States from there. He is 34 and has been serving in the State Assembly. He made several campaign pledges, including making the city’s buses “fast and free.”

There was a special election in California. Gov. Gavin Newsom has been pushing Proposition 50, which calls for a temporary realignment of the state’s Congressional districts until the next census in 2030. The move was prompted by efforts in Texas to change the electoral map to create five more districts in which Republicans are expected to win. The California plan, which voters approved by 63.9% to 36.1% (almost 2 to 1), would give Democrats a comparable advantage in five districts.

Transit on the Ballot

Mecklenberg County, N.C. voted 52% to 48% for a 1% sales tax increase for transportation, including transit in the Charlotte area. The new tax will be 8.25%, which is expected to generate $19.4 billion over the next 30 years. Some of that money is slated to be used to build the Red Line, a proposed regional rail line running north of Charlotte to Davidson on a branch of Norfolk Southern (historic Southern Railway). A new Metropolitan Public Transit Authority will be formed to approve projects. According to the City of Charlotte, 40% of the money will be spent on road and pedestrian improvements, 20% on bus system modernization and microtransit, and the other 40% to expand rail service. The City said that projects will include “construction of the long-awaited Red Line commuter rail, connecting Uptown Charlotte to Huntersville and Davidson. Additional projects include the Silver Line light rail from CLT Airport to Bojangles Coliseum, Blue Line extension to Pineville, and Gold Line streetcar expansion.”

A different result occurred in South Jersey, where voters in Pitman, a historic Methodist town next to Glassboro, disapproved a plan to build a light rail line south from Camden to Glassboro by a vote of nearly 2 to 1. While Glassboro has supported the plan, other towns have also rejected it. The Glassboro-Camden Line was first proposed in 1996 and is still in the planning stage. New Jersey Transit became the “agency of record” in 2024, although the website does not mention the agency conspicuously. If it is built, approval by all towns might not be necessary.

In a related development, in Plano, Tex., the City Council approved a special election in May 2026 to let voters decide whether the city should withdraw from DART (Dallas Area Rapid Transit) services. The vote followed a Council meeting where more than 100 people spoke in opposition, “emphasizing their reliance on DART for work and medical needs,” according to FOX 4 News. “If voters choose to leave, the city plans to implement alternative microtransit and paratransit options in early 2026, though the city would still owe DART debt obligations.”

The Meaning of the “Blues”

The New Jersey results could be decisive in allowing the Garden State to keep much of the transit it currently has beyond the next three years. New Jersey Transit faced challenges under former Gov. Chris Christie, a Republican who held the office from 2009 until early 2017. Trains were annulled, canceled, or delayed, and incumbent Gov. Phil Murphy, a Democrat, pledged to fix the agency’s problems, but trains are still being annulled, canceled or delayed. One area where Murphy did better was getting funding for operations. As the COVID-19 relief money ran out, Murphy requested and Democrats in the legislature passed a surcharge on the largest businesses in the state that has kept transit going, with only minor service cuts.

Ciatterelli had said that he wanted the transit agency to be run like a business, implying that he would oppose renewing the tax surcharge when it expires at the end of 2028. With Democrats so strong in state government and many of the party’s voters depending on transit, especially in cities, it appears more likely that transit funding and service will continue at or near current levels in the Sherrill Administration than if Ciatterelli had been elected.

There is not much rail transit in Virginia: only some of the lines coming from Washington, DC on the Metrorail system, commuter trains during peak-commuting hours on Virginia Railway Express (VRE), and the Tide, a light rail line in Norfolk. As we have reported before, the passenger rail action in Virginia is about infrastructure projects that would enhance service on corridor-length segments of rail purchased from CSX and NS. The Virginia Passenger Rail Authority (VPRA) started these projects under former Gov. Ralph Northam (a Democrat) and continued them under incumbent Glenn Youngkin (a Republican). It is reasonable to expect that the Spanberger Administration and a strong majority in the legislature would continue those projects, and perhaps even work to expand rail transit elsewhere.

Given the political realities in New York, the best of intentions by Mayor-elect Mamdani might fall short when it comes to performance. The State has more political power than the City in many areas of city life, including transit. Gov. Kathy Hochul, who succeeded rival candidate Cuomo, got onto the Mamdani bandwagon late in the campaign, but that alone is not enough to ensure strong cooperation or stronger funding for urban necessities like transit. The State controls the Metropolitan Transportation Authority (MTA), which runs the transit system in the City and New York suburbs surrounding it.

Mamdani believes in transit, to the point of arriving at campaign rallies by riding a bus and emerging from it at the event. Can he convince Albany to share his belief? That is the question. One of his major campaign planks is “fast and free” buses in the City. Nobody disputes that New York City buses are slow, although the new Congestion Pricing toll has resulted in somwhat faster travel south of 60th Street in Manhattan, where the toll is in effect. There might be measures that NYC DOT can take regarding street design and traffic patterns, but POTUS 47 has criticized Mamdani severely and has threatened to punish the city if he is elected. Does that mean New York City will lose federal funds? Time will tell.

Regarding the “free” part, that won’t be easy, and it might even be impossible, despite Mamdani’s best hopes and efforts. Gubernatorial appointees outnumber mayoral appointees on the MTA Board and among senior MTA managers. It is unclear, and it appears unlikely from here, that the MTA would give up the revenue that it now collects from bus riders. Other cities, including Richmond and Kansas City, have implemented fare-free bus systems, as have some smaller bus providers, but it is not easy to fathom that New York City would also go that route. In addition, Mamdani has not mentioned the subway system going fare-free. Even in the unlikely event that money could be found from other sources to pay for operating fare-free buses, a system where riders must pay a fare on one mode but are not required to do so on the other mode would be extremely complicated, especially on a system as massive as New York’s. We don’t know the details about how Mamdani would implement a plan to eliminate bus fares, but it will be interesting to find out what he has in mind, once he takes office.

Change for Democrats Generally?

There is no question that this year’s election results will help the Democrats. They are now more confident about next year’s elections than they had been, and at least some of their success can be attributed to POTUS 47’s policies, the longest federal shutdown in history, skyrocketing health insurance costs, layoffs (especially in northern Virginia), and the loss of SNAP food benefits.

In a way, it is scary that California Democrats are gerrymandering to combat the same abhorrent practice in Texas. It might be necessary from their viewpoint, but that does not make it any less repugnant, at least to this writer, who believes in democracy. Still, it shows that Californians under Gov. Gavin Newsom are fighting back against POTUS 47, his Republican cronies and their policies. New Yorkers elected Zohran Mamdani to fight back, too. We don’t know how this election will affect trains, transit, and other facets of American life, especially in the states that had notable elections this year, and maybe elsewhere, too. Whatever those effects might be, I’ll keep you informed about them.

David Peter Alan has been reporting on passenger trains and rail transit in the United States and Canada since 2004. A long-time passenger rail advocate, he came to reporting after gaining two decades of advocacy experience. He is a member and has previously served as Chair of the Senior Citizens and Disabled Residents Transportation Advisory Committee (SCDRTAC) at New Jersey Transit, the Lackawanna Coalition (which concentrates on New Jersey), and the Essex County (New Jersey) Transportation Advisory Board. Nationally, he belongs to the Rail Users’ Network (RUN) and has been a member of its Board of Directors since 2005. Admitted to the New Jersey and New York Bars in 1981, he is a member of the U.S. Supreme Court Bar and a Registered Patent Attorney specializing in intellectual property and business law. Alan holds a B.S. in Biology from Massachusetts Institute of Technology (1970); M.S. in Management Science (M.B.A.) from M.I.T. Sloan School of Management (1971); M.Phil. from Columbia University (1976); and a J.D. from Rutgers Law School (1981). He has ridden the entire Amtrak and VIA Rail networks and nearly all rail transit in the United States and Canada.

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STB member Michelle Schultz, renominated by POTUS 47 to a second five-year term, and Richard Kloster, a first-time nominee by POTUS 47, found themselves in awkward positions when challenged by Democratic Sens. Tammy Baldwin of Wisconsin and Ben Ray Lujan of New Mexico as to whether they supported an email sent to STB staff by STB Chairperson and Republican Patrick Fuchs blaming Democrats for the government shutdown now in its 37th day.

Sens. Tammy Baldwin (D-Wis.) and Ben Ray Lujan (D-N.Mex.). (U.S. Government Photographs)

Lujan asked the nominees how the STB can function effectively “if subject to political interference and coercion”—suggesting, more broadly, that POTUS 47 had directed the agency to approve a Union Pacific (UP)-Norfolk Southern (NS) merger, and that the President’s alleged illegal firing of STB member and Democrat Robert E. Primus was a warning to the nominees that they could be next if they oppose the transaction.

Both nominees, having earlier in the hearing pledged to be “impartial” in all matters coming before the STB, appeared startled by the question. And there was good reason.

STB Chairman Patrick Fuchs. (STB Photograph)

The accusation made by the Democratic senators regarding the email was incorrect. It was not authored by Fuchs, but was, in fact, a standardized temporary furlough notice created by the Executive Branch Office of Management and Budget and distributed to all federal agencies—including Democratic-chaired ones such as the National Transportation Safety Board—for redistribution to all agency employees. Schultz was startled because she knew the facts, which she then quietly explained. Kloster, not a federal worker nor yet a federal official, was unaware of the memo.

Baldwin subsequently made clear the purpose of the email question, tying the “independence and integrity” of the STB’s decision making to whether Schultz and Kloster could be bullied by the POTUS, following Union Pacific CEO Jim Vena’s Oval Office meeting, subsequent contribution to the $300 million White House ballroom construction and the POTUS saying the merger sounded “good” to him.

Baldwin has a long history of advocating legislatively on behalf of rail shippers. As a House member in 2009, she supported legislation to place railroads more fully under the antitrust laws; and as a senator in 2015, delayed a Senate floor vote on confirmation of fellow Democrat Daniel R. Elliott III to a second term, citing concerns of Wisconsin “manufacturers, utility companies, the agriculture industry and countless small business” as to the agency’s commitment to greater rail competition.

Sen. Tim Sheehy (R-Mont.) (U.S. Government Photograph)

What Baldwin, as Lujan and Republican Sen. Tim Sheehy of Montana, were seeking of Schultz and Kloster—and which each had pledged in their opening statements, and re-pledged under questioning—was commitment “to follow the rigorous and comprehensive evaluations required” by the STB’s merger rules in evaluating a UP-NS merger. A formal merger application is expected to be filed by those railroads by early December.

Kloster acknowledged he faces a learning curve if confirmed, having stumbled over Lujan questions as to what “the record” means in a formal regulatory agency hearing as opposed to opinions he may hear uttered by politicians on television—saying he does not follow social media. Sitting behind Kloster during the hearing was his son, Andrew R. Kloster, general counsel to the Office of Personnel Management and former associate director of the White House Office of Presidential Personnel during POTUS 47’s first term.

December likely will be the soonest the Commerce Committee votes whether to recommend Schultz and Kloster for confirmation by the entire Senate. There are no indications their nominations are in trouble, as the Democratic senators’ line of questioning was to emphasize the Commerce Committee’s oversight role in preserving the agency’s decision making independence and to signal that UP CEO Jim Vena’s efforts, whatever their intent, have not gone unnoticed. Senate Democrats may, however, seek to stall a floor vote on Schultz and Kloster pending a court decision on whether POTUS-ousted Democrat Primus is to be returned to his STB seat.

If confirmed, Republican Kloster would fill a seat vacant since the May 2024 retirement of Democrat Martin J. Oberman—at term expiring Dec. 31, 2028. Schultz’ second term would expire Nov. 30, 2030.

By statute, STB members serve only two terms for a maximum of five years each, although they may remain a maximum of 12 months beyond term expiration if a successor has not been Senate-confirmed. The STB’s political majority matches that of the President’s party, explaining why Republican Kloster was nominated to fill Democrat Oberman’s vacant seat.

STB Democrat Karen J. Hedlund and Robert E. Primus. (STB Photographs)

Primus’ Democratic seat on the five-person STB remains vacant, with the second Democratic seat held by Karen J. Hedlund. Republican Fuchs remains as POTUS 47’s designated chairperson.

Kloster, 67, is president and founder of rail equipment consultancy Integrity Rail Partners and has an extensive career in rail fleet management. He earned an undergraduate degree in business from Northern Illinois University and a master’s in marketing from the University of Alabama. His initial post-college employment was in pricing and marketing roles for Chicago & North Western Railway (now part of UP) and later as vice president, marketing and sales, at 250-mile regional Indiana Rail Road (INRD), which, at the time of Kloster’s hiring, began operating engineer-only trains. “He was a good thinker,” former INRD CEO Thomas Hoback told Railway Age.

Schultz, 53, was general counsel to the Southeastern Pennsylvania Transportation Authority (SEPTA), where she was director of legislative affairs, prior to her first STB term that began in January 2021. She earned an undergraduate degree from Penn State, a master’s degree in government administration from the University of Pennsylvania and a juris doctor degree from Widener University Law School. She is described to Railway Age by those working with her as “a conscientious attorney who makes her decisions within the four-corners of the law.”

DOWNLOAD FORMAL OPENING STATEMENTS OF KLOSTER AND SCHULTZ MADE NOV. 6 TO THE SENATE COMMERCE COMMITTEE: Opening Statement of Richard Kloster FinalDownload M. Albright Schultz – Opening Statement 2025 11-4-25Download

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MDOT MTA 2025-MTA-RTP-layout_102725Download

The 2025 Central Maryland Regional Transit Plan (RTP) Update refines recommendations from the original plan released in 2020 and outlines strategies to advance transit over the next 20 years, incorporating regional changes such as travel trends, shifts in population, and emerging employment hubs, according to MDOT MTA. Its updated plan, released Nov. 5, was developed in collaboration with the Baltimore Regional Transit Commission (see above).

The 2020 Central Maryland RTP is a 25-year plan for improving public transportation in Anne Arundel County, Baltimore City, Baltimore County, Harford County and Howard County. The 2025 RTP Update highlights the progress made since then, including:

• “Completion or adoption of a majority of the transit improvement strategies identified in the previous RTP’s five-year implementation plan.
• “Implementation of numerous local improvements identified as ‘Transit Network Improvements’ in the 2020 RTP.
• “Planning or construction of improvements in half of the 30 RTP Corridors.”

The 2025 RTP Update also refines the 2020 RTP recommendations, complementing other regional transit planning that has taken place since, including the BMORE BUS plan for Core Bus Network and the MARC Growth & Transformation Plan for regional rail. Updated recommendations are provided for the following:

• “RTP Corridors: Proposals for the most investment-ready RTP Corridors, along with essential facility needs and recommendations for other RTP Corridors.
• “Strategies: New and revised strategies based to keep making progress toward RTP objectives.
• “Transit Network Improvement Areas: Updated list of transit-supportive local actions.”

Lastly, the 2025 RTP Update includes a five-year implementation plan that is said to prioritize the refined recommendations and identify the actions that MDOT MTA and other state and local partners can take in the short term.

Separately, MDOT recently launched a rewards program to encourage Baltimore-area commuters to try transit.

Valley Metro (Valley Metro Photograph)

Valley Metro riders have experienced “significant enhancements” in security, cleanliness and rider behavior, according to a recent study of more than 1,100 riders, reported the agency that provides regional bus, streetcar, light rail and paratransit services in the metro Phoenix area. The improved rider experience is also paired with a drop in rail security incidents, year over year, by more than 50%, it said on Nov. 6.  

The survey found that 81% of bus, streetcar, and light rail riders feel very secure or secure (vs. 71% in 2022 survey); 61% see more security on transit (vs. 52% in 2022); 82% are very likely or likely to recommend Valley Metro to others (vs. 74% in 2022); and 78% very satisfied or satisfied with Valley Metro (vs. 69% in 2022).

According to Valley Metro security data, the agency said, from FY 2024 to FY 2025, the average rail incident rate dropped by 54%; and from January to June 2025, total incidents decreased 75% compared with the same period in 2024. 

Improvements in security “reflect continued investments in both personnel and prevention,” Valley Metro reported. Field Security Officers, who patrol stations, trains and park-and-rides, are now more visible with a 40% increase in presence, representing 45–50 officers on the rail system during peak hours, according to the transit agency. Partnerships with local law enforcement add another layer of security presence, including from the Phoenix Transit Police, Tempe Police’s extra-duty program, Mesa Police’s bike squad, and via Operation Blue Ride that offers wellness resources to bus riders, it added.

Valley Metro also reported on Nov. 6 that bus and rail ridership in September 2025 increased by 21% year over year, with 45,000 daily weekday riders; that the new rail extension into south Phoenix is seeing more than 9,000 riders each weekday, surpassing a projected 8,000 daily riders; that Metro Parkway station, which opened in January 2024, had 69,000 boardings in September, the second highest in the system, and was followed closely by 67,000 boardings at the new end-of-line in south Phoenix at Baseline/Central Ave.; and that Express and RAPID commuter buses are seeing weekday increases of 18%.

“Our unwavering focus on security is transforming the transit experience for our riders,” Valley Metro CEO Jessica Mefford-Miller said. “Whether it’s deepening partnerships with law enforcement or prioritizing safety enhancement at our passenger facilities, every effort contributes to a more confident and enjoyable journey for our community.”

“Behind this progress are the people who look out for our community,” added Adrian Ruiz, Valley Metro Chief, Safety and Security. “Our police partners, supervisors, Customer Experience Coordinators, alongside our security officers, work together every day to ensure a safe and welcoming experience for all riders. We also rely on our community. If you see something, please say something.”

Separately, Valley Metro recently introduced streetcar fares.

Metrolink (Metrolink Photograph)

Metrolink’s annual Holiday Express trains will return for three weekends next month, featuring festive interiors and visits from Santa Claus, Mrs. Claus, and an assortment of merry helpers, according to the regional passenger rail service, whose 545.6 total service line miles and 67 stations span Los Angeles, Orange, Riverside, San Bernardino, Ventura, and San Diego counties.

Each nonstop, round-trip train ride lasts approximately 75 minutes, giving riders plenty of time to enjoy the vibrant atmosphere, sing along with the elves, and snap photos with Santa and company, according to Metrolink. Prior to departure, riders are invited to welcome receptions with themed activities, treats, music and family-friendly entertainment. Metrolink, in partnership with various local nonprofit organizations, is also continuing its tradition of collecting toys at each event to support families in need during the holiday season.

“There’s something truly magical about Metrolink’s Holiday Express trains that capture what this time of year is all about,” said Riverside County 2nd District Supervisor and Metrolink Board Member Karen Spiegel, who joined in the merriment with her family last year in Redlands. “This heartwarming experience enriches our local communities and creates memories that last long after the season ends.”

“When aboard Metrolink’s Holiday Express, the journey itself becomes the destination, and it’s a celebration,” added Metrolink Board Member Tâm Nguyễn, who visited last year’s Holiday Express stop in Anaheim. “It’s a wonderful example of how Metrolink connects our region, not just through rail service, but through shared experiences that bring people together.”

Following is the 2025 Holiday Express schedule:

• Saturday, Dec. 6 – L.A. Union Station
  Departures: 10:00 a.m. and 2:00 p.m.
• Sunday, Dec. 7 – San Bernardino Depot Station
  Departures: 10:00 a.m. and 1:00 p.m.
• Saturday, Dec. 13 – Irvine Station (Sold Out)
  Departures: 9:30 a.m. and 1:30 p.m.
• Sunday, Dec. 14 – Irvine Station (Sold Out)
  Departures: 9:30 a.m. and 1:30 p.m.
• Saturday, Dec. 20 – Riverside-Downtown Station
  Departures: 10:30 a.m. and 1:30 p.m.
• Sunday, Dec. 21 – Simi Valley Station
  Departures: 9:45 a.m. and 1:15 p.m.

Metra (Metra Photograph Via Instagram 2024)

Metra is operating its annual Holiday Trains—specially decorated and filled with holiday characters—on five rail lines this December:

• Dec. 6: Milwaukee District West and BNSF lines
• Dec. 13: Metra Electric, Rock Island, and UP Northwest lines
• Dec. 20: Metra Electric Line

On the Metra Electric Line, each ticket will also include a visit to a North Pole winter wonderland at Millennium Station, where families can enjoy treats, holiday music, face painting, games, and other fun activities, according to the commuter railroad. 

Tickets will go on sale at noon on Nov. 17 at shop.metra.com.

Metra said it is also donating Holiday Train tickets so children from Boys & Girls Clubs of Chicago can ride.

Participants can ride the Holiday Trains back to their starting point or stay downtown and use their Holiday Train ticket to return on any scheduled train that day.

Other downtown stations will be decorated to spread holiday cheer to participants, as well as regular riders, according to Metra, and the Holiday Trains will also be used in regular service during December.

“Our Holiday Trains have become an annual tradition for our riders and their families, and we are happy to be operating them again,” Metra CEO/Executive Director Jim Derwinski said. “It’s our way to spread a little holiday joy and thank our riders for making Metra part of their lives all year.”

AT&T is the official Character Costume Sponsor and Chick-fil-A at State and Lake is a “valued sponsor” for this year’s Holiday Trains. Easterseals will be at Millennium Station creating free buttons for all participants through its HB Threads booth; HB Threads is a nonprofit program that provides employment opportunities, job training, and life skills development for individuals with disabilities.

The post Transit Briefs: MDOT MTA, Phoenix Valley Metro, Metrolink, Metra appeared first on Railway Age.

Ports of Indiana

Ports of Indiana recently announced that it has been awarded two federal grants FEMA grants to strengthen security infrastructure and assessment capabilities at its Burns Harbor and Jeffersonville ports. 

The FEMA Port Security Grant Program “provides funding to state and municipal entities to help protect critical port infrastructure from terrorism, enhance maritime domain awareness, improve port-wide maritime security risk management, and maintain or reestablish maritime security mitigation protocols that support port recovery and resiliency capabilities.”

The grants made to Ports of Indiana, totaling more than $140,000, “will support critical upgrades and evaluations that advance the safety and resilience of Indiana’s multimodal logistics network.”

Burns Harbor – CCTV Infrastructure Upgrades

A $115,691 federal grant will fund the procurement and installation of advanced CCTV infrastructure at the Burns Harbor port. The project includes installation of new lighting and fiber, which Ports of Indiana says, will enhance surveillance capabilities. Ports of Indiana will contribute a $38,564 match to complete the project.

Jeffersonville – Comprehensive Security Assessment

A $25,000 federal grant will support a third-party security assessment at the Jeffersonville port. The assessment will evaluate all aspects of physical and cybersecurity, identify vulnerabilities, recommend improvements, and produce a Facility Security Plan (FSP) tailored to the port’s operational needs. No matching funds are required for this project.

“These grants reflect our ongoing commitment to proactive security investment and operational excellence across Indiana’s ports,” said Ports of Indiana COO David Parrott “We’re grateful for FEMA’s support in helping us strengthen infrastructure and safeguard critical assets that drive economic growth.”

“Maintaining and improving the highest level of security at our ports is of utmost importance, given the significance of Ports of Indiana to this state’s economy. We are extremely appreciative of FEMA’s recognition of that fact and their assistance toward that goal,” added Dan Henson, Security Manager at Ports of Indiana-Burns Harbor.

SeaPort Manatee

More cargo is flowing through SeaPort Manatee than ever in the 55-year history of the maritime trade hub for Southwest and Central Florida, according to record results reported Nov. 4 for the fiscal year 2025 ended Sept. 30.

SeaPort Manatee handled an all-time-high total throughput of 11,855,828 tons of cargo in fiscal 2025, slimly surpassing the prior record of 11,779,601 tons moved in fiscal 2024, while also reporting best-ever levels of liquid and dry bulk activity.

“The latest record results highlight the vital role SeaPort Manatee plays in our local and regional economy,” said Mike Rahn, Chairman of the Manatee County Port Authority. “We are committed to continuing to advance the capabilities of the port to efficiently move increasing volumes of such critical commodities as gasoline, fruit juices, fresh produce and construction materials.”

Petroleum products and juices, the trade hub says, were key contributors to the record 6,400,844 tons of liquid bulk moving through SeaPort Manatee in fiscal 2025, up 8% from the preceding 12-month period, while the dry bulk pinnacle of 3,442,991 tons—up 9.7% from fiscal 2024—was boosted by consistent flows of such commodities as phosphate rock, granite and limestone.

Breakbulk tonnage rose 10.4% from fiscal 2024, reaching 793,128 tons in the recently completed 12-month period, with Del Monte Fresh Produce N.A. Inc. shifting the way it imports tropical fruits from containerized to breakbulk manner. Commensurately, SeaPort Manatee’s containerized cargo volume declined to 919,556 tons from the record 1,283,027 tons the preceding fiscal year, and the number of 20-foot-equivalent units handled declined to 133,456 from the record 168,897 TEUs of a year earlier.

“SeaPort Manatee has proven its resilience through its rapid recovery from Hurricane Milton, which made landfall just south of the port on Oct. 9, 2024, only nine days into fiscal 2025,” said Carlos Buqueras, SeaPort Manatee’s Executive Director. “Not only were crucial fuel distribution activities resumed within hours of the storm’s landfall, but the port also swiftly restarted shipments of a host of consumer and industrial goods, including lumber, plywood and aluminum used in our region’s rebuilding process.”

The post Intermodal Briefs: Ports of Indiana, SeaPort Manatee appeared first on Railway Age.

OmniTRAX

OmniTRAX on Nov. 6 announced that it has named Nathan Brown as Chief Strategy Officer. In this newly created role reporting directly to the CEO, Brown will lead development and execution of the enterprise-wide OmniTRAX corporate strategy and strategic planning process.

“OmniTRAX has experienced an unparalleled growth rate of 50% in the past five years, and network growth has played a pivotal role in that process,” said OmniTRAX Co-CEO Colby Tanner. “Under Nathan’s leadership, our research and acquisition functions have enabled OmniTRAX to make strategic investments that have broadened our network and accelerated our growth. Nathan’s leadership in those areas is perfectly aligned to help shape our enterprise-wide growth strategy.”

During his OmniTRAX tenure, Brown has held eight roles of progressive responsibility. In his most recent role as Executive Vice President, Brown led OmniTRAX’s corporate development, research, and railroad real estate teams. Under his leadership, OmniTRAX made six new rail acquisitions, expanding into strategic new markets and growing the OmniTRAX Rail Network to 31 operations serving ports, industrial parks, and communities across North America.

Brookhaven Rail Terminal in Long Island, N.Y., is one of OmniTRAX’s most recent acquisitions.

“OmniTRAX’s success is built on genuine partnerships with the communities, customers, and owners we serve,” said Brown. “Guided by The Broe Group’s entrepreneurial mindset, I look forward continuing our industry-leading growth by expanding our rail and real estate network and creating new opportunities across North America.”

Brown earned a Master of Science, Supply Chain & Transportation Management degree from the University of Denver and a Bachelor of Business Administration degree from Gonzaga University.

HNTB

Diane Gutierrez‑Scaccetti, a nationally recognized transportation executive with more than four decades leading policy, funding and delivery of complex infrastructure programs, has joined HNTB as National Practice Consultant and Senior Vice President. She is based in HNTB’s Nashville office and supports clients across the country.

In her new role, Gutierrez‑Scaccetti advises project and client teams on strategy, capital program development, funding, stakeholder engagement and accelerated delivery approaches drawn from her experience leading some of the nation’s most complex transportation organizations.

Prior to joining HNTB, Gutierrez‑Scaccetti most recently served as Chief of Staff to the Governor of New Jersey, where she advanced major legislative and budget initiatives in close collaboration with state leadership.

From 2018 to 2024, she was Commissioner of the New Jersey Department of Transportation (NJDOT), managing an eight‑year, $16‑billion capital program and serving on the boards of statewide transportation agencies.

Gutierrez‑Scaccetti’s executive leadership experience also includes leading two of the country’s largest tolling organizations as Executive Director/CEO of both the New Jersey Turnpike Authority and Florida’s Turnpike Enterprise, overseeing multibillion‑dollar work programs and enterprise operations.

“Diane is a transformative public servant whose track record delivering high‑impact programs and forging strong coalitions will bring tremendous value to our clients and partners,” said Doug Mann, HNTB President – Corporate Development. “Through her years of leadership at NJDOT, FTE and NJTA, her insight into how agencies set priorities, secure funding and execute at scale aligns perfectly with the challenges our clients face today.”

A respected voice in the industry, Gutierrez‑Scaccetti has held national leadership positions including President of the International Bridge, Tunnel and Turnpike Association (2022), service on the American Association of State Highway and Transportation Officials Board of Directors, and Chair of the executive committee for the Transportation Research Board. She also served as a member of the executive committee for The Eastern Transportation Coalition.

In January 2026, she will receive the 2026 Sharon D. Banks Award for Humanitarian Leadership in Transportation from the Transportation Research Board. Gutierrez-Scaccetti will be recognized at the TRB Annual Meeting for her career-long efforts “to ensure that transportation systems truly serve the people who rely on them.” In a press release, TRB said, “Through her leadership, Gutierrez-Scaccetti has advanced a clear philosophy: that transportation is the circulatory system of the economy, connecting communities, enabling opportunity, and enriching quality of life.”

“I am honored to join HNTB and collaborate with talented professionals who share my commitment to advancing mobility, safety and equity for communities nationwide,” said Gutierrez-Scaccetti. “Throughout my career, I’ve seen the power of partnership and innovation to deliver transformative infrastructure solutions and solve complex problems. I look forward to supporting our clients as they tackle challenges and create lasting benefits for the people they serve.”

Gutierrez-Scaccetti holds a Master of Science, Human Resources and Industrial Relations from Rutgers and a bachelor’s from the University of Connecticut’s School of Business Administration.

RPM

RPM, a non-asset-based logistics provider specializing in finished vehicle and freight transportation, recently announced the appointment of Mario Paluzzi as CPSO, effective Nov. 1, 2025. This strategic appointment, the company says, “is a cornerstone of RPM’s technology-forward vision, signaling a focused drive to unify its product strategy and scale its digital platform to revolutionize automotive logistics.”

Paluzzi brings more than 15 years of executive leadership in product management, digital strategy, and platform development across the logistics, SaaS, and technology sectors. He has a proven history of building and scaling high-performance product organizations and translating complex business needs into market-leading solutions. Throughout his career, Paluzzi has been instrumental in developing data-driven product roadmaps and aligning engineering efforts with customer-centric outcomes at high-growth technology firms.

In his new role, Paluzzi will report directly to John Perkovich, President of RPM North America. He will be responsible for building and scaling a unified Product Management organization across all business units. “Paluzzi will translate the company’s vision into a clear, actionable multi-year product strategy, with a focus on aligning product delivery with operational needs across RPM’s business units, including the OEM, retail & remarketing, and automotive freight business segments,” the company said. “His leadership will be key to introducing data-informed roadmap prioritization aligned with business KPIs and enhancing the internal visibility of the product organization through standardized, best-practice frameworks.”

“The arrival of Mario is part of our investment in innovation and strategic growth. His expertise will accelerate our efforts to deliver a more connected, intelligent, and resilient logistics platform for our customers and carrier partners,” said Perkovich. “As we look to the future, Mario’s leadership will help position RPM at the forefront of an industry in transformation.”

“RPM is at a pivotal point, and its commitment to revolutionizing logistics through technology is what drew me to the team,” said Paluzzi. “The opportunity to build a unified product organization and translate the company’s bold vision into a tangible, multi-year strategy is incredibly exciting. I look forward to engaging with our customers and internal teams to build a transparent, scalable, and data-informed product engine that contributes to our broader business strategy and multiplies our market impact.”

Paluzzi’s appointment closely follows those of CTO Binu Panicker and CCO Walt Piekarski, “creating a powerful executive triad to accelerate RPM’s hypergrowth strategy,” the company noted. This strategic alignment of Technology, Product, and Commercial leadership is intentional. “While Panicker will architect the next-generation AI and platform solutions, Paluzzi will define the “why” and “what”—translating that technology into a clear, customer-facing product strategy. Piekarski, in turn, will lead the go-to-market charge, commercializing this innovation to deliver on RPM’s bold vision for a seamless, reliable, and revolutionary logistics experience.”

The post People News: OmniTRAX, HNTB, RPM appeared first on Railway Age.

“The regulatory framework for freight rail must be updated to reflect both the current competitive landscape and the legal consequences of the U.S. Supreme Court’s 2024 decision in Loper Bright Enterprises v. Raimondo,” according to a new report from the International Center for Law & Economics (ICLE), a nonprofit, nonpartisan research center working with a roster of more than 100 academic affiliates and research centers from around the globe.

The ICLE issue brief (download below), which coincides with a Nov. 6 hearing of the U.S. Senate Committee on Commerce, Science, and Transportation to consider nominees to the Surface Transportation Board (STB) “contends that the STB risks running afoul of the statutory text of its enabling legislation if it continues to apply outdated legal interpretations and fails to acknowledge modern market forces that bring geographic and intermodal competition to the rail sector.”

“Competition analysis in the rail sector is no longer about static ownership of track,” said ICLE Director of Innovation Policy Kristian Stout, the report’s author. “It is about recognizing the full economic reality of intermodal and geographic substitution. The STB must align its rules with the statutory text and the modern marketplace by considering all evidence of competition. Anything less risks inefficient regulatory interventions that destabilize investment and ultimately undermine the reliable rail network Congress intended to create.”

The ICLE analysis outlines three areas where “regulatory practice diverges from both statutory text and economic reality”:

• “Market-Dominance Definition: The STB’s practice of excluding product and geographic competition from its market-dominance determinations is economically unsound and legally tenuous in the wake of Loper Bright. Modern shippers frequently discipline rail rates by switching to alternative products (like natural gas instead of coal) or sourcing from different regions. But the STB has ignored this evidence since the late 1990s.
• “Revenue Adequacy: The text of the Staggers Act makes clear that “revenue adequacy” should be treated as a floor, not a ceiling on carrier profitability. Treating revenue adequacy as a rate cap discourages efficiency and long-term network expansion.
• “Federal Preemption: The Interstate Commerce Commission Termination Act’s (ICCTA) preemption provisions are vital pro-competitive infrastructure. By preventing a patchwork of state and local operating rules, federal exclusivity ensures the uniformity and asset fungibility required for intermodal and geographic competition to function effectively.”

2025-Rail-BriefDownload FURTHER READING:

• Potential Implications of Loper Bright for the Rail Industry
• SCOTUS Overturns Chevron Deference, Clipping Regulator Wings
• What does POTUS 47 Intend for NMB, NTSB and STB?
• Switching Tracks
  

The post New ICLE Report Highlights State of U.S. Rail Sector Competition appeared first on Railway Age.

CN

CN on Nov. 5 reported setting a new all-time monthly record for grain movement in October. The Class I railroad transported more than 23.4 million metric tons of grain from Western Canada, higher than the previous record set for the month by 110,000 metric tons and the best individual month record ever by CN.

“At CN, our customers count on us to deliver, and our team of railroaders continues to meet that challenge,” said Janet Drysdale, who last month took on a new role at CN: Executive Vice President and Chief Commercial Officer. “This performance shows what’s possible with good customer collaboration, thoughtful planning and strong execution. We’re proud to move Canadian grain safely and efficiently to deliver for farmers, supply chain partners, and the economy.”

The railroad set a grain movement record in September, too.

grain-week-12-2025Download

CN’s report on grain movement in Western Canada for week 12 of the grain calendar. (Courtesy of CN)

Following are highlights from the railroad’s 2025–2026 grain plan, which was released this summer:

• Capacity to Meet Demand: CN anticipates moving 27.0 MMT to 29.5 MMT of grain and processed grain products during the 2025–2026 crop year. The railroad said it has “sufficient resources in place to meet demand under normal operating conditions.”
• Supply Chain Coordination: CN said it is changing the way it distributes empty hopper cars originating from West Coast ports to improve visibility and planning with customers. Instead of distributing cars from major rail hubs in the Prairies, CN said it will distribute cars as they depart Vancouver. Customers will also have “enhanced visibility” on tracking their rail shipments through CN’s rail shipment tracking tool.
• End-to-End Transparency: According to CN, stakeholders will have access to weekly updates on car orders, supply chain conditions, and system fluidity through the railroad’s Western Canadian Grain Report and operational dashboards.

CN on Nov. 5 also reported that it continues to execute its winter operations plan across the network as the colder months begin; the 2025-2026 Winter Plan was released in September.

Separately, CN has expanded the capacity of its Harvey Grain Facility, one of the largest agricultural transload operations on the railroad’s network, which is located within CN’s Chicago Intermodal Terminal.

Further Reading:

• CN’s Harvey Grain Facility Expands Capacity
• CN on UP+NS Merger: ‘Our Customers’ Voices Must Be Heard’
• CN Delivers ‘Strong’ 3Q25
• BNSF, NS and CN SMART-TD Members Ratify New Five-Year Agreement

CSX (CSX Video)

CSX is working with Pittsburg, Kans.-based Watco—operator of 46 short lines and 75 ports and terminals—to deliver value for customers, the Class I railroad reported Nov. 5, upon release of a special video (above) addressing how they are teaming for growth.

“We’re having a lot of conversations with the Marketing and Sales team at CSX about how we can deliver more value to the customer,” Marc Massoglia, Senior Vice President of Watco’s Commercial Group, said in the video. “The CSX Marketing and Sales teams have tremendous knowledge of their customers and markets, while we bring deep expertise in our local customer base. Together, we’re able to create solutions that deliver value in ways we couldn’t achieve separately.”

According to Massoglia, the collaboration has already driven growth across several regions, including Michigan, Illinois, Alabama, and Savannah, where Watco operates railroads with CSX. In addition to rail, Watco’s transload terminals, marine operations, and logistics services “provide seamless final-mile solutions that extend beyond the rail network,” CSX reported. 

In a related development, Anacostia Rail Holdings’ Northern Lines Railway and Jaguar’s Columbia Basin Railroad have joined BNSF’s Shortline Select program, bringing the total number of members to nine. The goal of the program, which launched last fall, is to provide shippers “with proven performance, shared data, and integrated solutions that can support an efficient supply chain capable of growing with their business,” according to the Class I railroad.

Further Reading:

• CSX 3Q25: ‘Well-Positioned to Build on Momentum’
• CSX Celebrates Reopening of Blue Ridge Subdivision

UP (UP Photograph)

“Over the past month, I’ve had the pleasure of connecting with many of you at our customer forums and industry meetings, including conversations with American Chemistry Council and National Grain and Feed Association members,” UP’s Kenny Rocker wrote in an Oct. 31 online customer message. “These interactions are valuable opportunities to strengthen our connections and explore new ways to support your success in the marketplace.”

As part of a UP status report, Rocker provided service metrics for the week ending Oct. 24, 2025:

• Freight Car Velocity – 239 miles per day.
• Train Velocity – 21.1 miles per hour.
• Terminal Dwell – 19.9 hours.

UP EVP-Marketing and Sales Kenny Rocker (UP Photograph)

The railroad’s performance, he said, “continues to showcase the strength of our service and high-quality experience our customers receive from Union Pacific.” These “steady results,” he noted, “reflect our team’s unwavering commitment to delivering the service we sold you.”

UP this summer launched its new Customer Portal to carload customers, and Rocker reported that the portal will be available to intermodal customers in mid-November. The portal features “an interactive map, easy access to our most used tools, and enhanced visibility into shipment exceptions, enabling you to proactively address potential issues before they affect your operations,” he said. It can also be personalized; for intermodal customers, they will be able to include preferred intermodal facilities, for example. 

Also in November, UP will be debuting additional portal enhancements for carload users. “These new benefits will include the ability to view inbound and outbound shipments across multiple facility locations on one screen and gain improved visibility into both processed and unprocessed waybills,” Rocker reported. “The new updates allow customers to proactively manage their logistics to prevent delays and improve operational efficiency.”

Further Reading:

• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• IBEW Ratifies Agreement With UP
• SMART-MD Ratifies Agreement With UP

NS Kristin Wong, Director NS Foundation and Community Impact, and Nate Smith, NS General Counsel, cut the ribbon for the newly updated Freedom Room at the Atlanta-based National Center for Civil and Human Rights. (NS Photograph)

NS on Nov. 4 joined civic leaders, community partners, and educators to celebrate the National Center for Civil and Human Rights’ 24,000 square-foot expansion in Atlanta, Ga. The project added interactive galleries, classrooms and community spaces. This long-awaited event, the railroad said, included a ribbon-cutting ceremony for the newly named Freedom Room, made possible through a $500,000 commitment from NS, which was announced earlier this year.

“The Freedom Room, one of three new learning spaces in the Center’s Shirley Clarke Franklin Pavilion, symbolizes the power of education and dialogue to create lasting change,” NS said. “The room will serve as a dynamic classroom where students, teachers, and community groups can explore the stories and lessons of the civil and human rights movements—and connect them to the challenges and opportunities of today.”

“As the Freedom Room opens its doors,” the railroad continued, “it stands as a testament to what’s possible when organizations come together around shared values: progress, human dignity and the belief that history’s lessons can light the way forward.”

Commented Kristin Wong, Director NS Foundation and Community Impact: “This partnership embodies what Norfolk Southern stands for. By supporting spaces like the Freedom Room, we’re helping to create environments where learning sparks empathy, understanding and action.”

With the expansion project complete, the Center will reopen to the public on Nov. 8.

Further Reading:

• Norfolk Southern Executive Vice President and Chief Operating Officer John Orr Named Railway Age 2026 Railroader of the Year
• NS, UP Domestic Interline Service Launches
• For NS 3Q25, ‘Strong Results’
• NS Introduces Triple Crown Services, Inc.

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

Established in 2017, the annual award is presented to railway industry women in the United States, Canada and/or Mexico for their outstanding leadership, vision, innovation, community service involvement and accomplishments. In an industry typically dominated by men, they have a track record of breaking down barriers and helping to create industry opportunities for women.

“Congratulations to this year’s distinguished group of women!” Railway Age Publisher Jonathan Chalon said on behalf of the judging committee, which included Railroad Financial Corporation Senior Advisor Barbara Wilson, Gateway Development Commission Executive Vice President Catherine Rinaldi, and the Railway Age staff. “Our 25 honorees, plus five selected for honorable mention, came from a strong field of nearly 100 nominations. We are proud that all 30 will be recognized at the 2026 Railway Age/RT&S Women in Rail Conference, to be held Oct. 6-7 at the Hyatt Regency Schaumburg.”

In addition to the Railway Age Staff, the judges are:

Barbara Wilson
Senior Advisor
Railroad Financial Corporation 

Wilson served previously as President and CEO of short line holding company RailUSA, providing strategic leadership and implementing long-range goals, plans and policies. Prior to joining RailUSA in 2019, she was President of Wells Fargo Rail, where she led business growth by acquiring three industry competitors to build the largest railcar leasing business in North America. She holds a bachelor’s degree from Boston College and an MBA from Babson College.

Catherine Rinaldi
Executive Vice President
Gateway Development Commission (GDC) 

Rinaldi oversees all essential administrative functions, while developing and tracking metrics to ensure that strategic objectives are achieved at GDC, the bi-state authority charged with delivering the Hudson Tunnel Project. She was previously President of MTA Metro-North Railroad, the first woman to hold that position. From February 2022-October 2023, she simultaneously served as Interim President of MTA Long Island Rail Road. Rinaldi is a summa cum laude graduate of Yale College and a graduate of the University of Virginia School of Law.

2025 Women in Rail Honorees Yvonne Hill-Donald

Chief Administrative Officer
MTA Metro-North Railroad

Hill-Donald has made lasting contributions to both MTA Metro-North Railroad and MTA Long Island Rail Road, shaping the workforce, organizational structure, and administrative functions that sustain safe and reliable service for millions of riders. In her current role, she has transformed the alignment of people, resources, and processes to better support operations and improve efficiency. She has also assumed direct responsibility for Metro North’s Operations Training Department, where she has expanded and modernized training programs for frontline employees and managers. Hill-Donald’s impact extended across both railroads during one of the most complex projects in North America: the opening of Grand Central Madison. As Acting Senior Advisor to the Interim President of LIRR, she ensured that the administrative and organizational resources were in place to successfully launch this multibillion-dollar expansion. Earlier in her career, Hill-Donald modernized Metro-North’s HR systems, compensation structures, and workforce planning strategies. She has consistently been a voice for organizational change, leading initiatives that improved succession planning, talent acquisition, and employee engagement that directly benefited the railroad’s ability to recruit and retain top talent in a highly competitive industry. Colleagues credit her with creating a culture in which people feel both supported and accountable.

Stephanie Kuntzman 

Assistant Vice President, Consumer Products
BNSF Railway
(Railway Age Honoree, 25 Under 40 Program for 2022)

Kuntzman has played a key role in leading the development of customer-centric intermodal solutions to meet the evolving needs of supply chains and to drive value for BCOs (beneficial cargo owners). Among them: Quantum, a J.B. Hunt and BNSF service, launched in 2023 to help BCOs convert highly service-sensitive highway freight to intermodal; and BNSF logistics parks and intermodal customer co-location solutions, allowing BCOs to benefit from lower costs, greater operational flexibility, and lower GHG emissions when shipping intermodal. She has also led efforts to develop APIs to share real-time data between BNSF and its intermodal carrier partners and BCOs. Kuntzman makes development a priority for herself and those around her. She is a member of the Retail Industry Leader Association’s Transportation Sustainability Working Group, representing BNSF as a strategic project partner; serves as a BNSF mentor; assisted with the launch of IANA’s Future Leaders of Intermodal Program; and has been a commercial lead for BNSF’s Sustainable Freight Leadership Council, a group comprising approximately 10 customers and BNSF leaders that shares insights and best practices to advance freight decarbonization. Kuntzman also volunteers at the Tarrant Area Food Bank in Texas.

Maria Orcera

AVP, Revenue Accounting & Customer Service
Patriot Rail

Orcera is a first-generation college graduate and holds a master’s degree in public administration from the University of Puerto Rico, which she earned while working full-time and managing a single-parent household. She began her transportation career at age 18 as a distribution company intern. After graduation, she worked in the maritime and trucking industry for ten years. Orcera then brought her expertise to Florida East Coast Railway. She led the design and development of the railroad’s intermodal and trucking system that streamlined the full load cycle and implemented the “average billing date” initiative, reducing the billing cycle from ten to three days. In 2021, Orcera joined Patriot Rail, a short line and regional rail service provider, as Manager of Revenue, and was quickly promoted to Director of Revenue Accounting and to her current role. She has steered the Revenue Accounting department through Patriot Rail’s largest acquisition to date: Pioneer Lines, which encompassed more than 12 railroads. She also spearheaded the reduction of over-90-day receivables by 85% and total receivables by 43% in just three years; created and implemented the freight revenue system designed for the BNSF intermodal terminal project in Salt Lake City; and in partnership with IT, is leading the integration of Billing, Credit, and Collections, while also designing and implementing new operational workflows.

Cinthya Melissa Guillén Pinales

General Manager–Operations Center (Monterrey)
Canadian Pacific Kansas City (CPKC)
(Railway Age Honoree, 25 Under 40 Program for 2024)

Pinales demonstrates that capability transcends gender and environment. She has served as CPKC’s General Manager of the Operations Center in Mexico since 2023 and guided the team to deliver significant results: In 2024, they increased raw speed by 21%, improved CMCD (car miles per car day) by 12%, and boosted GTMs (gross ton miles) by 22%. This was accomplished with minimal changes to labor agreements, while demonstrating resiliency in overcoming network challenges. Pinales led the implementation of Nexus/RPM and other core operating processes in Mexico. Under her direction, network operations and CPKC operations center teams have markedly improved the quality, accuracy, and timeliness of reporting. In third-quarter 2025, Pinales oversaw cross-functional efforts to address operational challenges in Mexico’s northern region. She worked closely with the Transportation, Network Operations, Mechanical, Engineering and Locomotive teams to successfully restore operations, minimize recrews, and maintain service reliability at key terminals. Pinales was the first woman to serve as Terminal Manager in intermodal operations and the first female Superintendent of Monterrey Yard for Kansas City Southern de Mexico, part of KCS, which merged with CP in 2023 to form CPKC. 

Shelly Reid

Vice President Sales & Group Manager
The Greenbrier Companies

Since joining The Greenbrier Companies in 2016, Reid has made significant progress increasing commercial sales, achieving business goals, and empowering women across the industry. She played a key role in securing and executing Greenbrier’s largest Canadian deal: more than 2,000 railcars. Widely respected as a trusted subject-matter expert, Reid actively mentors members of her department and collaborates across the organization, including with the legal, engineering, and customer care teams. Under her management, these teams coordinate and align contract details, pricing, and compliance. Reid is dedicated to listening to customers and advances railcar designs that best meet their needs. She also manages virtual sample railcar reviews, coordinates inspections, and makes sure that railcars comply with safety and quality standards. Additionally, she supports Greenbrier’s customer experience and post-award teams to ensure customer satisfaction from the start of sale negotiations to order completion. Reid is a member of Greenbrier’s Master Lease Agreement (MLA) Committee, providing input on contract processes and language that lead to successful outcomes for both Greenbrier and its customers.

Gaynor Ryan 

Chief Human Resources Officer
Pinsly Railroad Company

Ryan joined the railroad industry in 1994 as a Bangor & Aroostook Customer Service Representative and later became Vice President of Human Resources for that railroad’s successor, the Montreal, Maine & Atlantic (MMA). Following the July 13, 2013, crude oil train tragedy in Lac-Mégantic, Quebec, Ryan was a part of the senior team that led the turnaround of the Central Maine & Quebec (CMQ), which was created from the bankrupt MMA assets. According to her award nominator, Ryan led with compassion during the transition from MMA to CMQ, which earned Railway Age’s 2016 Regional Railroad of the Year Award. “There are very few people (maybe none) who had to overcome a more challenging set of professional circumstances,” the nominator wrote. “Gaynor did, and with a positive outcome.” Ryan is now responsible for HR, employee compensation and benefits, and administration at Pinsly, where she led the development of the company’s mission statement and core values. She also directs annual “Pinsly Way Day” sessions for all railroad teams, providing updates and allowing for Q&As with executives. Ryan is currently organizing a new leadership training program. She serves as a Board Member for The Shaw House and was recognized last year for distinguished service by the Maine Junior Black Bear Youth Hockey Association.

Lisa Schreibman

Acting Vice President & Chief Officer
MTA Staten Island Railway (SIR)

Schreibman’s 20-plus year career across New York’s transit system reflects a combination of strategic vision, operational expertise, and a relentless drive to improve public transportation for all. While she began in planning and strategy roles, she was determined to become known as an operations leader, embracing that side of the business with attention to how things work, who makes them work, and how to drive performance at every level. Her dedication paid off. Schreibman now heads SIR, bringing a blend of strategic insight and diligence to this vital regional transportation service. In a separate role, VP and Chief Officer of Capital Strategy and Management for MTA, she provided representation for a $32 billion, five-year capital program and led a team of 40 professionals, ensuring that subway operations were not only supported during construction but also positioned for long-term success post-delivery. As Acting SVP of Subways, she guided one of the most complex urban rail systems in the world through a period of transition. Her earlier roles laid the foundation for this trajectory. As Senior Director of Strategic Planning, she took part in interdepartmental initiatives, including fare payment modernization. Her leadership on the No. 7 Line Extension showcased her ability to coordinate environmental reviews, staffing strategies, and operational planning. Schreibman is also dedicated to serving as a mentor through WTS International.

Shaquana Stephens 

Acting Superintendent-Commuter Operations
Amtrak

Since joining Amtrak in 2006 as a Reservation Sales Agent, Stephens has steadily advanced to roles of increasing responsibility, including Crew Scheduler, Station Manager and District Manager. This progression reflects her dedication to operational efficiency, as well as a commitment to developing a responsive and prepared team. Stephens served most recently as Assistant Superintendent; now as Acting Superintendent-Commuter Operations, she oversees the MARC (Maryland Area Rail Commuter) Train contract, ensuring safe, efficient, and reliable service for hundreds of thousands of riders each day. Stephens has successfully led teams through service disruptions, coordinating resources, managing frontline employees, and communicating effectively across multiple departments and with passengers to restore service quickly and safely. Under her leadership, process improvements have been implemented to reduce response times for future incidents. Stephens also gives back to the railroad industry, actively mentoring less experienced Amtrak employees and serving as a role model and resource to those aspiring to build long-term careers in transportation.

Beth Sullivan 

Vice President Operations Support & Organizational Planning
MTA Long Island Rail Road (LIRR)

Sullivan has demonstrated exceptional leadership throughout her 30-year career at LIRR, where she has risen from Assistant Conductor to VP. She is responsible for operations planning, corporate training, enhancement projects, business development and customer experience. Sullivan recently oversaw development of an operations plan if five labor unions were to go on strike, demonstrating her management of high-risk, high-impact challenges. Previously, as the commuter railroad’s Chief Transportation Officer, she led 2,000-plus employees and managed a $450 million annual budget. She was instrumental in delivering some of the most complex and high-impact capital projects in the agency’s history, including the implementation of PTC and the Tower Migration initiative; she played a central leadership role in the Main Line 2nd and 3rd Track Expansion programs and the Grand Central Madison project, which significantly increased service capacity and access for riders. Dedicated to fostering employee recognition, inclusion, and mentorship, Sullivan oversaw the planning committees for LIRR’s first annual President’s Excellence Awards and Labor Day Appreciation events, celebrating the contributions of 7,000-plus employees. She represents LIRR in such industry associations as CRC, APTA, AAR, WTS, and COMTO, ensuring diverse voices are part of policy, safety, and best practices conversations.

Marcia Tauriella

Vice President Global Sourcing
A. Stucki Company

Tauriella’s knowledge of the rail industry and expertise in creating value for customers have been instrumental to Stucki, from its recent acquisition of Wheelworx to driving major operational and sourcing improvements across the enterprise. She has successfully led efforts through a period of evolving global trade dynamics, applying her insight to tariff  management, vendor strategy and supply-chain resilience. In 2023, she was tasked with creating and standing up a centralized purchasing organization to replace a decentralized model. With help from her team, Tauriella has been a champion of strategic sourcing, introducing a more disciplined approach to vendor-relationship management, total cost of ownership, and supply-chain risk mitigation. She works to ensure Stucki remains competitive and resilient. “Driving change at scale is never easy, but Tauriella has continued to deliver results while earning the trust and respect of her colleagues along the way,” her award nominator wrote. Before joining Stucki, she served Union Pacific, where she played a pivotal role in optimizing freight-car and intermodal-equipment sourcing and led major change-management initiatives that impacted thousands of vendors and employees. Tauriella serves as a mentor and role model for female leaders across Stucki, and brings her passion for the industry into local school classrooms, so students understand the role railroads play in their everyday lives. 

Blaire Theuerkauf

Senior Counsel
Metra

In her role as Senior Counsel at Metra commuter railroad, Theuerkauf advises on procurement and construction contracts, ensuring compliance with federal requirements; and has worked to memorialize onboarding information in a comprehensive guide and resource. She graduated in 2018 with a Juris Doctor degree from DePaul University College of Law, and joined the railroad’s Law Department shortly before it went through a major transition in staffing and restructuring. Theuerkauf helped to guide the team by maintaining transparent communication, setting clear priorities, and advocating for team members’ roles. Recently, she was instrumental in the safe and seamless transfer to Metra from Union Pacific three lines of commuter rail service in the Chicago metropolitan area—a transaction that did not have an existing playbook. “Her work has far surpassed her years of experience, and she is doing the work at a level commiserate to a much senior attorney,” according to her award nominator. Theuerkauf not only mentors and guides new attorneys and legal staff at Metra, but also has served as Director of the Women’s Bar Association of Illinois, as well as Chair of the association’s Continuing Legal Education Committee and Young Lawyers Committee, and as President of Southside Center of Hope’s Young Professional Board.

Michelle Wan

Vice President, Projects
Hitachi Rail

Wan has built her 25-plus year career by driving the successful delivery of some of the world’s most complex and high-profile signaling projects. As VP, Projects at Hitachi Rail, she leads 100 project management professionals in North America and 60 worldwide, overseeing an active portfolio of 65 projects in 15 countries. Having worked across every stage of project delivery, starting as a Project Engineer in Canada, to executive leadership, Wan’s extensive experience and knowledge have enabled Hitachi Rail to deliver safe, reliable, and efficient rail systems in London, U.K. (supporting the Jubilee and Northern Upgrade Program; directing the £2 billion Four Lines Modernization program; and securing operational readiness for the Docklands Light Railway extension to Stratford, ensuring safe and seamless transport for millions of Olympic Park spectators in 2012) and in Doha, Qatar (spearheading signaling support during the FIFA World Cup 2022, enabling more than 18 million passenger journeys in just five days and increasing ridership by 300%). Throughout her career, Wan has focused not only on successfully delivering projects, but also on building long-term partnerships with transit authorities and operators. By emphasizing sustained support well beyond project completion, she ensures customers have confidence that their systems will continue to run safely and efficiently.

Leah Windell

Customer Service Manager
Louisville & Indiana Railroad (LIRC, an Anacostia Rail Holdings company)

Windell exemplifies leadership through action, providing “service with a smile”; following the motto “See a problem; solve a problem”; and asking questions and “learning by doing” so she can be effective in her role. While she initially met resistance when she wanted to ride with crews to better understand specific spotting instructions at each customer facility, her persistence paid off. Windell has since learned about locomotive 92-day inspections, track work, signaling, and more. All employees, regardless of craft, are now encouraged to ask questions and job shadow to find out how each craft affects the others. “Since our first interaction in 2015, we have viewed Leah Windell as a consummate rail professional who understands the importance of the supply chain,” a LIRC customer said. “Her ‘positive individual efforts’ to help LIRC reach and exceed team goals has always been outstanding. Leah recently project managed a complex, five rail carrier routing option. Her support to get us the most cost effect options while realizing the importance of speed to market was a critical link for the success we all recognized.” Windell is also deeply committed to community service. She is a Repair Affair participant, aiding seniors and disabled individuals with home repairs, and a Kentucky and Indiana Paralyzed Veterans of America volunteer.  

All Photographs Courtesy of the Respective Companies.

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The awards recognize “the outstanding safety records of railroads that have achieved either a 0.0 accident frequency rate, or the best safety rate as measured by the lowest accident frequency rate per person-hour of operation below the industry average,” according the ASLRRA. Award winners in each region, it noted, are selected based on the previous year’s performance, according to Federal Railroad Association accident/incident reporting data; this year’s winners were determined based on 2024 FRA data.

Each region can earn awards in up to five categories: More than 500,000 Person Hours Worked; 250,000-500,000 Person Hours Worked; 150,000 to 250,000 Person Hours Worked; 50,000 to 150,000 Person Hours Worked; and Less than 50,000 Person Hours Worked.

“For short line railroads, there is nothing more important than operating safely,” ASLRRA President Chuck Baker said in May when the winners were announced, along with members earning the Jake Award.

Following are the Central, Pacific, Eastern, and Southern region winners.

Central Region Winners 250,000 to 500,000 Person-Hours Worked:
Terminal Railroad Association of St. Louis
Accepting the award were Superintendent of Transportation Shaun Kohlenberger (second from left), Director of Operating Practices Mike Prince (center) and Mechanical Superintendent Joe Bentrup (second from right). Presenting the award were ASLRRA Executive Board Member Kristin L. Bevil (VP, Central Region) and ASLRRA President Chuck Baker. (Photograph Courtesy of ASLRRA) 150,000 to 250,000 Person-Hours Worked:
South Kansas & Oklahoma Railroad
Accepting the award was General Manager Jerry Waun (center). Presenting the award were ASLRRA Executive Board Member Kristin L. Bevil (VP, Central Region) and ASLRRA President Chuck Baker. (Photograph Courtesy of ASLRRA) 50,000 to 150,000 Person-Hours Worked:
Burlington Junction Railway
Accepting the award was Director of Safety and Transload Jeffrey Dean (center). Presenting the award were ASLRRA Executive Board Member Kristin L. Bevil (VP, Central Region) and ASLRRA President Chuck Baker. (Photograph Courtesy of ASLRRA) Less than 50,000 Person-Hours Worked:
Arkansas-Oklahoma Railroad
Accepting the award is Special Projects Coordinator Brandon Crouch (center). Presenting the award were ASLRRA Executive Board Member Kristin L. Bevil (VP, Central Region) and ASLRRA President Chuck Baker. (Photograph Courtesy of ASLRRA) Pacific Region Winners 250,000 to 500,000 Person-Hours Worked:
Portland & Western Railroad
Accepting the award is General Manager Scott Boyter (second from left). Presenting the award were ASLRRA Executive Board Members Otis L. Cliatt II (pictured, left; VP, Pacific Region) and Matthew O. Walsh (second from right; Chair) and ASLRRA President Chuck Baker. (Photograph Courtesy of ASLRRA) 50,000 to 150,000 Person-Hours Worked:
Great Northwest Railroad
Accepting the award was General Manager Jerick Staker (second from left). Presenting the award were ASLRRA Executive Board Members Otis L. Cliatt II (pictured, left; VP, Pacific Region) and Matthew O. Walsh (second from right; Chair) and ASLRRA President Chuck Baker. (Photograph Courtesy of ASLRRA) Less than 50,000 Person-Hours Worked:
Southwestern Railroad
Accepting the award were President Dusty Young, Locomotive Foreman John Alexander and Roadmaster Jorge Barraza (second through fourth from left, respectively). Presenting the award were ASLRRA Executive Board Members Otis L. Cliatt II (pictured, left; VP, Pacific Region) and Matthew O. Walsh (second from right; Chair) and ASLRRA President Chuck Baker. (Photograph Courtesy of ASLRRA)

Not pictured: 150,000 to 250,000 Person-Hours Worked winner Clarkdale Arizona Central Railroad. Also, there was not a winner this year in the “More than 500,000 Person Hours Worked” category.

Eastern Region Winners More than 500,000 Hours Worked:
Consolidated Rail Corp.
Presenting the award were ASLRRA Executive Board Member Robert J. Babcock (pictured, left; VP, Eastern Region) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) 250,000-500,000 Hours Worked:
Union Railroad Company, LLC
Presenting the award were ASLRRA Executive Board Member Robert J. Babcock (pictured, left; VP, Eastern Region) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) 150,000-250,000 Hours Worked:
Indiana & Ohio Railway Company
Presenting the award were ASLRRA Executive Board Member Robert J. Babcock (pictured, left; VP, Eastern Region) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) 50,000-150,000 Hours Worked:
SMS Rail Service Inc.
Presenting the award were ASLRRA Executive Board Member Robert J. Babcock (pictured, left; VP, Eastern Region) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) Less than 50,000 Hours Worked:
Rochester & Southern Railroad, Inc.
Presenting the award were ASLRRA Executive Board Member Robert J. Babcock (pictured, left; VP, Eastern Region) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) Southern Region Winners 250,000-500,000 Hours Worked:
Paducah & Louisville Railway, Inc.
Presenting the award were ASLRRA Executive Board Members Ben J. Tarbutton III (pictured, left; VP, Southern Region) and Matthew O. Walsh (second from left; Chair) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) 150,000-250,000 Hours Worked:
Alabama & Gulf Coast Railway
Presenting the award were ASLRRA Executive Board Members Ben J. Tarbutton III (pictured, left; VP, Southern Region) and Matthew O. Walsh (second from left; Chair) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) 50,000-150,000 Hours Worked:
Aberdeen, Carolina & Western Railway
Presenting the award were ASLRRA Executive Board Members Ben J. Tarbutton III (pictured, left; VP, Southern Region) and Matthew O. Walsh (second from left; Chair) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA) Less than 50,000 Hours Worked:
Georgia Southwestern Railroad
Presenting the award were ASLRRA Executive Board Members Ben J. Tarbutton III (pictured, left; VP, Southern Region) and Matthew O. Walsh (second from left; Chair) and ASLRRA President Chuck Baker (right). (Photograph Courtesy of ASLRRA)

Not pictured: More than 500,000 Person Hours Worked winner Conrad Yelvington Distributors, Inc.

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High-production, computer-driven track machines and inspection vehicles perform one of the most critical of maintenance-of-way (M/W) functions: keeping ballast in a state-of-good-repair to provide a smooth-running surface with excellent drainage. Any experienced railroad civil engineer will tell you that track is only as good as the ballast holding it in place. Ballast, which is dumped, spread, tamped, profiled and cleaned, serves many purposes, the most important of which is drainage. 

Following is a roundup of offerings from suppliers who responded to Railway Age’s inquiries about how they are continuing to innovate and improve ballast maintenance technology.

Brandt’s RTB100 supports a wide range of attachments powered by high-flow hydraulics. Brandt

Launching in the U.S. this year, the new Brandt RTB100 Hi-Rail Backhoe builds on previous models to deliver “a powerful, flexible, and efficient solution” for ballast maintenance and inspection support—whether digging out fouled ballast, cleaning drainage ditches, or performing general maintenance of way work, the company tells Railway Age.

Brandt, which it notes “has decades of experience designing M/W solutions,” went to “the experts—rail operators and contractors—when creating the RTB100 to understand their pain points.” Operators, the company says, expressed frustration with inefficient and costly M/W solutions and asked for machines that can do more with less. “That’s why the Hi-Rail Backhoe delivers more productivity and machine versatility to improve return on investment (ROI),” Brandt says.

Built on a John Deere 320P chassis, the RTB100 pairs Brandt’s purpose-built hi-rail gear with Deere’s proven reliability to give rail operators “unmatched performance and uptime in demanding track environments,” the company says. The RTB100 supports a wide range of attachments (buckets, grapples, tie handlers) powered by high-flow hydraulics, “enabling quick response and high performance across ballast and drainage tasks.” The machine’s 24.9 mph travel speed and three-minute rail-to-road conversion “make it ideal for inspection and spot maintenance work—keeping crews moving efficiently between job sites.”

Loram

Loram provides a complete suite of ballast maintenance tools for customers from initial inspection through to completed maintenance programs. Using a combination of Ground Penetrating Radar (GPR), LiDAR, track geometry data, and other inputs, Loram says it can deliver to customers “a comprehensive assessment of current track conditions and prioritized work plans that can be integrated into existing Geographic Information Systems (GIS).” Additionally, analysis can be done to determine the effectiveness of maintenance that has already been done, as well as predict future maintenance needs.

When it comes to executing ballast maintenance, Loram says it “has tools to remediate both internal and external drainage issues. Internal drainage is most effectively maintained with shoulder ballast cleaning. Loram utilizes the highest production shoulder ballast cleaners available, excavating and screening shoulder ballast down to the bottom of the ballast layer. The integrated scarifier is used to pull fouled ballast out from under tie ends, breaking up mud caps that prevent water from draining out of the crib of the track. Because there is minimal disturbance to ballast structure under the tie when shoulder cleaning is performed, trains typically run at track speed directly after an SBC with no slow order required.”

In areas where complete ballast renewal is required, Loram’s Track Lifter Undercutter (TLU) and Undercutter Cleaners (UC) deliver “best-in-class productivity,” the company tells Railway Age. Using patented digging wheel technology these machines cut in to track unaided, “dramatically reducing the amount of time, equipment, and labor required to start and finish an undercutter job.” The TLU and UC machines are also capable of high-lift, high-speed track lifting with the capability to lift up to one foot in a single pass at speeds more than three miles per hour.

When ballast excavation is required for short sections of track, or near specialty track assets (bridges, crossings, turnouts, tunnels, etc.), Loram’s LRV vacuum excavator is “the railroads’ machine of choice.” The LRV pairs vacuum power with a manipulator that can apply 5,000 pounds of force at the tip of the nozzle and is able to excavate even the most fouled and cemented ballast in hard-to-reach locations. In addition to excavating in tight clearances on ballast deck bridges, in tunnels and around switches and crossings, the LRV can perform mud spot undercutting and removal, cross drain or trench digging and drain cleaning. Because there are no moving parts associated with vacuum excavation, ballast “can be removed from critical, typically expensive components without any damage.”

When external drainage maintenance is required, Loram’s Badger Ditcher and DC Max Ditchers are :the industry standard for high-speed ditch creation. These high-efficiency machines can excavate material at up to 800 tons per hour to quickly restore drainage and direct water away from the track. A clean and consistent ditch diverts runoff away from the track quickly, ensuring soils do not become saturated and less stable and is part of any comprehensive drainage solution.”

“Year over year the ballast maintenance business is consistent,” Loram tells Railway Age. “Customers understand the value of a solid ballast maintenance program and the importance it has in ensuring consistent operation of revenue service trains.”

Loram says it is also currently developing a next generation vacuum excavation machine, the Loram Track Vac (LTV), which will be entering the company’s revenue service fleet in early 2026. “Customers are looking for ways to get boots off the ballast and put personnel up on machines, or in cabins, wherever possible,” Loram notes.

Miner’s dual cylinder air-powered AggreGate is available in either pushbutton or remote-control operation. Miner Enterprises

Miner’s AggreGate® line of ballast outlet gates, control systems and accessories is available in electric, air-powered and manual operating models. AggreGate outlet gates are suitable for both retrofit and new car systems.

“Miner’s AggreGate is proven to be a safe and efficient method of unloading ballast, whether the railroad wants a simple manual unloading or a fully automated standalone system,” says Miner Enterprises Director of Sales Paul Aspengren. “More than 7,200 carsets of Miner AggreGates have been sold into service since it first received AAR certification more than four decades ago.”

The newest model, the solar-powered stand-alone electric AggreGate, “enables railroads to bring more efficiency and flexibility to their maintenance-of-way operations,” according to the company. “By integrating solar power into each railcar, it enables independent operation of every car from anywhere within the ballast train. This eliminates the need for grouping manual and automatic cars.”

The AggreGate remote-control system features a push button override that allows individual car and gate selection. Operators “can effectively ballast inside, outside or both sides of the rail simultaneously.”

The dual cylinder air-powered AggreGate is also available in either pushbutton or remote-control operation. The operator can select a specific car and gate, as well as control ballast flow, “ensuring more accurate ballast discharge from distances as great as 300 feet.”

The manual AggreGate is available with transition sheets designed to enable new or retrofit application to any open-top hopper car. It features a three-position handle “for easy opening and closing of doors.” Spring tension holds the large guillotine door in position at any opening for controlled flow of ballast. According to the company, Miner AggreGates “are the most specified ballast gates in the industry.” 

The Pavemetrics® LRAIL system combines high-speed 3D laser technology with AI-driven analytics. Pavemetrics®

“As railways look ahead to 2026, they face growing pressure to maintain expanding networks safely, efficiently, and sustainably—often with fewer resources and limited maintenance windows,” Pavemetrics® tells Railway Age.

Pavemetrics®, through its Railmetrics® brand, part of Eddyfi Technologies’ Automated Vision Systems,” is helping rail operators meet those challenges” with its LRAIL system.

“In today’s market, railways are seeking ways to improve accuracy, repeatability, and speed of track inspections while reducing manual work and disruptions,” the company notes. “LRAIL combines high-speed 3D laser technology with AI-driven analytics to automatically measure every critical track component—including ballast, crossties, rail, fasteners, and turnouts—at full track speed and with zero disruptions to operations.”

For ballast inspection, LRAIL provides a continuous 3D view with a transversal field of view of 11.5 feet, “allowing a clear assessment of ballast levels and shoulders beyond the ends of crossties. Automated analysis identifies areas of insufficient or excess ballast, as well as fouled ballast such as mud spots, generating configurable reports aligned with each railway’s standards.”

Recent developments at Pavemetrics® focus on data processing and analysis algorithms, “enabling timely insights and supporting more proactive, predictive maintenance strategies,” the company says. “Ultimately, railways want data they can trust—objective, comprehensive information that helps them make faster, safer, and smarter maintenance decisions.” LRAIL, Pavemetrics® adds, “delivers exactly that: automated, reliable insight that makes inspections safer, decisions clearer, and railways stronger.”

Pettibone’s Speed Swing 445FT is powered by a 163-horsepower Cummins Tier 4 diesel engine and includes a 49-gallon fuel tank. Pettibone

The Pettibone Speed Swing 445F2 is described as “a versatile machine that utilizes numerous rail maintenance attachments, including a handful that are designed for efficient ballast work.”

A track cleaning bucket can be used to clear excess ballast as the machine travels on the rails. The Speed Swing can also use a switch broom to sweep switches and remove ballast and debris from the area. For rail crossing maintenance, the Speed Swing often uses rail mat tongs to place mats, followed by a general-purpose bucket for scooping and laying down ballast where needed.

When equipped with an AAR car coupler, a Speed Swing can also pull ballast-filled railcars.

The Speed Swing 445F2 is powered by a 163-horsepower Cummins Tier 4 diesel engine and includes a 49-gallon fuel tank, a 29% increase in capacity over the previous model. Offering a maximum front load capacity of 10,000 pounds and maximum side load capacity of 8,000 pounds, the 445F2 features 180-degree boom rotation. The Speed Swing can travel up to 25 mph on hi-rail and 20 mph with all-terrain rubber tires.

(Plasser American) Plasser American

“With shorter work windows, railroads need reliable, high-capacity solutions for ballast cleaning and maintenance,” Plasser American tells Railway Age. The company offers a full fleet of machines that ensure precise track geometry and track availability.

“Undercutting and shoulder cleaning remain the best way to ensure clean, unfouled ballast,” says Plasser American, whose RM802, “the largest undercutter in the U.S.,” can work up to 2,000 feet per hour with pre-dumped ballast. The RM80-800 is designed to work at high speeds, even through fouled and muddy conditions. The RM80-800 also includes track lifting and lining devices to allow the machine to clear track side obstacles.

For shoulder cleaning, Plasser American offers the FRM85 and FRM802 machines. “Our Shoulder Ballast Cleaners are designed to cut the entire shoulder width and full depth in one single pass to provide a productive and efficient operation,” the company tells Railway Age. “Offered with a single shaker box, or for higher performance, a double shaker box configuration, these units maintain clean ballast shoulders, promoting proper drainage and reducing the frequency of maintenance cycles.”

Plasser American’s next-generation GRM4000 is the newest tamper in the company’s high production GRM Line. The GRM4000 offers a modified design with a two-tie tamping unit “to significantly increase the production rate and improved weight distribution designed to be transported by road trucks or flat cars,” the company notes. Furthermore, the addition of the Autonomous Remote Stabilizer Upgrade Kit “links” the new GRM4000 remotely to the popular Plasser Dynamic Track Stabilizer PTS90C. This kit consists of two modules—one is installed on the existing stabilizer and the counterpart on an independent lead machine, such as a GRM4000. Once installed, the stabilizer can be fully controlled by the lead machine operator and requires no additional operator. This remote upgrade, Plasser American says, “keeps headcount low and performance high, while radar safety solutions ensure safe operation on track. Field tests proved the feasibility and safety of the new upgrade kit and delivered the expected results. This new upgrade kit supports the industry’s commitment to safety and efficiency.” 

“Ballast maintenance remains a core, recurring expense for railroads, and the right mix of high-performance machines, data-driven planning and targeted investments will lead to life-extension value from their infrastructure,” the company notes. “Plasser American’s ballast cleaning and surfacing equipment are established tools in railroad’s toolboxes designed to reduce track downtime, lower lifecycle costs and help networks return to service sooner after heavy work.”

(RCE) RCE

The original Fiscal Year 2025 forecast for the overall construction industry was down 5% to 10%, RCE tells Railway Age. “The year has tracked along this path with lower purchase volumes and a shift to rental demand. The primary concern was the impact of tariffs on the overall economy. Thus far, the impact has been minimal as many of the OEMs have absorbed price increases. It is estimated that the industry will be flat or grow slightly in 2026, and the outlook is more positive. In Fiscal Year 2026, tariffs are estimated to impact pricing by 3% to 5%.”

In September, at the American Railway Engineering and Maintenance-of-Way Association (AREMA) show, RCE unveiled the GlideRail Backhoe, “a purpose-built John Deere backhoe equipped with RCE’s new hi-rail gear system engineered for unmatched operator control, smooth transitions, and maximum versatility.”

The GlideRail, the company says, “represents the next evolution in RCE’s industry-leading lineup of hi-rail equipment, designed to help rail contractors and maintenance teams get the job done—faster, safer and smarter.”

“Our customers asked for a hi-rail backhoe that could handle everything—from tight urban rail maintenance to heavy-duty tie replacement—and transition seamlessly between on- and off-track work,” says Brian Benck, President at RCE Equipment Solutions. “The GlideRail delivers exactly that. It’s simple to operate, built with high quality and durability in mind, and designed to keep crews moving.”

Key features of the GlideRail:

• Independent front and rear controls for seamless operation.
• Automatic down-pressure relief on the rear rail gear.
• Front oscillating hi-rail axle for smooth on/off-track transitions.
• Bolt-on design for easy installation and serviceability.
• Maintains full loader-arm functionality in hi-rail mode.
• Utilizes existing OEM stabilizers—no added complexity.
• Compatible with John Deere 320P, 320P HL, and 310G (No DEF) models.
• Backed by JDLink telematics, 500-hour engine service intervals, and the nationwide John Deere dealer network.

Optional attachments include a general-purpose bucket, rotating tie head, tamper head, forks and a cold air blower, “giving contractors the flexibility to configure the GlideRail for nearly any rail application,” says RCE, which also announced a partnership with GKD in 2025 that includes technology features added to the company’s Railavator machine lineup: enhanced vision systems, height and slew settings, and obstacle detection. This technology, RCE says, “helps with safety initiatives on the tracks.”

As customers continue to look for equipment versatility, RCE says next year it will have one of its “biggest product announcements in the company’s history,” though it “is not ready to talk about it just yet.”

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