Railway Age magazine

We’re always the backbone of the supply chain, but the holidays are a time of year when our mission becomes even more tangible and recognizable.

Peak Season isn’t just about moving more freight. It’s about moving what matters: gifts for family and friends, inventory for small businesses, and the essentials that keep communities running strong through the busiest shopping season of the year.

From the moment a container arrives at an East Coast port to the package landing on a front porch, our network connects the dots—linking terminals, distribution hubs, and communities in a seamless flow.

A Season of Scale

Peak Season brings a surge unlike anything else on the calendar:

• In a typical week, NS moves 5–7 million packages.
• During Peak Season, that number doubles to 10–14 million packages weekly.
• Over six weeks, our railroaders will deliver an incredible 60–96 million packages across our network.

Port of Savannah in Savannah, GA

Throughout Peak Season, our teams can see as much as a 60% increase in parcel volumes compared to the rest of the year. That sequential surge means more shipments moving through busy terminals, longer trains running along key routes, and our people working tirelessly around the clock to ensure packages arrive safely and on time.

The Execution Norris Yard in Birmingham, AL

Preparing for the holiday rush is no small feat. It doesn’t happen by chance—it’s built on tactical precision and cross-functional collaboration. Here’s how our teams prepare and perform:

1. Terminal & Equipment Readiness

• Strategic container allocation at key ramps like Croxton, Calumet, Cincinnati, and Harrisburg.
• Empty container repositioning plans to ensure equipment is available where demand is highest.
  

2. Train Plan Optimization

• Additional train starts to support peak volume, including premium intermodal lanes.
• Supervisory sign-off on train readiness and consist quality checks.
• Deployment of mechanical response trucks and refresher training for reliability.

3. Precision ETA’s

• Blume integration and API advancements for real-time shipment visibility.
  

4. Locomotive Reliability

• PICO (Premium Intermodal Check Outs) ensure only the most reliable units serve peak trains.
• Smart Fault Analysis and remote diagnostics used to preempt issues before departure.
• Gold carding and distributed power health checks to maximize availability.
  

5. Communication & Exception Handling

• Daily coordination between our team and customers.
• Process redundancies from start to finish to ensure accuracy.
• Onsite assistance at terminals to support drivers and resolve issues quickly.
• Real-time updates on shipment exceptions and proactive recovery protocols.
  

6. Safety & Security

NSPD Special Agent Mckinnor and K9 Thorr patrolling at Inman Yard in Atlanta, GA

• Layered deterrence strategy with AI-triggered alerts, rapid deployment, and evidence capture for enhanced yard security and situational awareness.
• Coordination with NSPD, local law enforcement, and security teams to prevent cargo theft.
• Use of LiveView cameras, IoT sensors, and drones for enhanced yard security and situational awareness.

All Hands-On Deck Network Operations Center

It takes every person on Team NS to deliver the holidays. Behind the scenes, teams across Transportation, Intermodal Terminal Operations, Engineering, Mechanical, the Network Operations Center (NOC), Network Design & Optimization, Customer Logistics, and Commercial work together 24/7 to coordinate efforts, overcome challenges, and deliver a successful Peak Season.

There’s a unique energy during this time of year, a shared purpose that ignites our team and drives us to rise to the challenge. Every railroader knows what’s at stake and brings their A-game because every second and every delivery counts.

Rain. Snow. Tight timelines. Record volumes. We’re ready for it all. Every train, every package, every mile—NS is proud to keep the holidays safely on track.

The post From Port to Porch: Team NS Powers Peak Season 2025 appeared first on Railway Age.

Denver RTD

Denver RTD on Nov. 25 announced that it is introducing Tap-n-Ride, a new fare payment option that provides a quick, secure and convenient way for customers to pay their fare at any validator.

Customers simply need to tap a Visa or Mastercard credit, debit, or prepaid card—or use a Visa or Mastercard loaded into a mobile wallet—directly on a bus or rail validator and ride. Mobile wallet payment options include Apple Pay, Google Pay, and Samsung Pay, and are available in a mobile phone or smart watch. RTD plans to add American Express and Discover card options to its Tap-n-Ride program in early 2026.

(Denver RTD)

With Tap-n-Ride, customers, RTD says, can forgo using a ticket vending machine (TVM), having cash on hand, visiting a sales outlet, buying a mobile ticket, or preloading fare into their MyRide account. While all other existing fare payment methods will remain available for customers, Tap-n-Ride provides an additional, convenient fare payment option. Tap-n-Ride functions similarly to the agency’s MyRide card process.

“The introduction of Tap-n-Ride provides an experience that is easy to navigate, equitable, and accessible for everyone who relies on RTD,” said Debra A. Johnson, RTD’s General Manager and CEO. “This new fare payment option is focused on removing barriers and offering customers a seamless, straightforward experience where they can simply tap and ride. With fare capping available, customers can feel confident they’re always getting the best fare on each and every trip.”

More information is available here.

Skyline

Since the second segment of HART’s Skyline opened to the public on Oct. 16, weekday ridership numbers have routines surpassed 10,000 daily, according to data provided to Aloha State Daily by the City and County of Honolulu.

According to the Aloha State Daily report, there were three Mondays—Oct. 20, Oct. 27 and Nov. 10—where the number of riders dipped just below that threshold: 9,816, 9,936 and 9,998 respectively.

Veteran’s Day, which was Tuesday, Nov. 11, had the lowest weekday ridership tally since Oct. 16, with 7,966.

Opening day of segment 2 had the highest weekday count so far, with 11,897 riders, followed by Wednesday, Nov. 19, with 11,298. Even more turned out for a fare-free weekend on Oct. 18 and 19.

“The Department of Transportation Services is incredibly pleased to see our communities embrace Skyline as a new alternative way to get around,” DTS Deputy Director Jon Nouchi said in a statement provided to Aloha State Daily. “We are now seeing average weekday ridership surpass 11,000 passengers, a figure that is triple what we carried during the operation of Segment 1.”

According to the Aloha State Daily, in September, daily ridership counts ranged from 1,842 to 7,519. Prior to the second section of the rail route opening last month, monthly ridership numbers this year had been as low as 89,167 in June and as high as 119,513 in September.

In October, ridership totaled 241,373.

Here are the weekday counts from Oct. 16 through Nov. 21, provided by the city:

• Thursday, Oct. 16 — 11,879 riders
• Friday Oct. 17 — 10,471
• Monday, Oct. 20 — 9,816
• Tuesday, Oct. 21 — 10,179
• Wednesday, Oct. 22 — 10,839
• Thursday, Oct. 23 — 10,363
• Friday, Oct. 24 — 10,037
• Monday, Oct. 27 — 9,936
• Tuesday, Oct. 28 — 10,299
• Wednesday, Oct. 29 — 10,350
• Thursday, Oct. 30 — 10,437
• Friday, Oct. 31 — 10,308 (Halloween)
• Monday, Nov. 3 — 10,274
• Tuesday, Nov. 4 — 10,762
• Wednesday, Nov. 5 — 10,884
• Thursday, Nov. 6 —10,593
• Friday, Nov. 7 — 10,410
• Monday, Nov. 10 — 9,998
• Tuesday, Nov. 11 — 7,966 (Veterans Day)
• Wednesday, Nov. 12 — 10,655
• Thursday, Nov. 13 — 10,603
• Friday, Nov. 14 — 10,393
• Monday, Nov. 17 — 10,583
• Tuesday, Nov. 18 — 11,068
• Wednesday, Nov. 19 — 11,298
• Thursday, Nov. 20 — 11,244
• Friday, Nov. 21 — 10,524

LA Metro

LA Metro recently announced that combined registrations for its LIFE and GoPass programs, which provide free rides and discounted passes to low income, student and fire-impacted Angelenos, has exceeded 1,000,000 since 2021, “marking a major milestone in the transit agency’s efforts to make transit more equitable and accessible,” according to a Van Nuys News Press report.

“In total, these programs have provided low-income residents, fire-impacted Angelenos and students from participating school districts with more than 92 million free rides and 14 million rides on discounted passes,” according to the report.

“Growing these programs have been a major focus for our team over the last few years, so it’s very satisfying to see how far we’ve come in a relatively short period of time,” said LA Metro CEO Stephanie Wiggins. “Transportation is the number two household expense, behind housing, so these free rides through GoPass and LIFE are changing lives in a really meaningful way. Thank you to all our LIFE and GoPass riders for choosing Metro to get around the region, and we’ll continue to identify ways to make these programs easier and more accessible to everyone who depends on us.”

The post Transit Briefs: Denver RTD, Skyline, LA Metro appeared first on Railway Age.

David James DeBoer, best known for his work in the railroad intermodal space, died Nov. 17, 2025 in Monterey Bay, Calif. He was 87.

DeBoer began his career in transportation at the New York Central Railroad. He later spent time at Trans World Airlines before joining the Federal Railroad Administration Office of Policy and Economics to work on the formation of Conrail following the Penn Central bankruptcy. Following that, he established the Rail Service Planning Office at the Interstate Commerce Commission. DeBoer eventually joined the Marketing Department at the Southern Pacific in 1978 and later became Assistant Vice President of SP’s intermodal division. Intermodal dominated the remainder of his career. In 1984, DeBoer left SP to help establish Greenbrier Intermodal, eventually becoming President of the division.

DeBoer represented the United States in international rail congresses in Bologna, Italy and Moscow, Russia, where he gave papers on U.S. Intermodal progress. He was also a writer. He wrote a monthly column on intermodalism for Modern Railroads (which Railway Age acquired in 1992) and later for Progressive Railroading under the pseudonym of Paul V. Carr. He authored “Piggyback & Containers, A History of Rail Intermodal on America’s Steel Highway,” which became a text for the industry.

The son of James Frederich DeBoer and Marian Elaine Teal, DeBoer was born in Kalamazoo, Mich. He grew up in Battle Creek, and was a graduate of Battle Creek Central High School in 1956. He attended Albian College and the University of Michigan, where he received his BA in 1960 and his MBA in 1963. DeBoer is survived by his wife of 66 years, Sandra Ogden DeBoer, a daughter, Kathleen Hurd of Vancouver, Wash., a son James Phillip DeBoer of Kutztown, Pa., a son Christopher David DeBoer of Walnut Creek, Calif.; seven grandchildren; and his sister, Karen DeBoer Potts of Lake Jackson, Tex.

“I knew Dave when he was at Greenbrier,” recalls Tom Simpson, who retired as President of the Railway Supply Institute (RSI) and also ran its predecessor, the Railway Progress Institute (RPI). “He chaired the short-lived RPI Committee on Intermodalism. Under that guise, he and I rented a car and toured rail lines in the Chicago area looking for solutions to the rail-truck-rail interchanges that slowed intermodal traffic in Chicago. We went so far as meeting with the mayor’s office to plead our case—alas, to no avail. Dave and I would also tour the IANA (Intermodal Association of North America) conference in Atlanta and amuse ourselves with the experimental equipment on display. It was all lots of fun.”

The post Dave DeBoer, 1938-2025 appeared first on Railway Age.

North American rail volume on nine reporting U.S., Canadian, and Mexican railroads came in at 31,955,940 carloads and intermodal units for the 47-week period ending Nov. 22, 2025, the AAR reported Nov. 26. Cumulative volume in the U.S. was 23,225,929 carloads and intermodal containers and trailers, up 2.0% from the same point last year; in Canada, 7,619,166 carloads and intermodal units, up 2.3%; and in Mexico, 1,110,845 carloads and intermodal units, down 5.6%.

For the week ending Nov. 22, 2025, total U.S. rail traffic was 516,110 carloads and intermodal units, down 0.9% from the same week last year, according to the AAR. Total carloads came in at 234,592, up 2.0%, and intermodal volume was 281,518 containers and trailers, down 3.2%.

Four of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included coal, up 4,795 carloads, to 62,956; nonmetallic minerals, up 2,379 carloads, to 32,282; and grain, up 2,253 carloads, to 25,893. Commodity groups that posted decreases compared with the same week in 2024 included petroleum and petroleum products, down 1,187 carloads, to 10,587; chemicals, down 1,092 carloads, to 32,699; and miscellaneous carloads, down 1,068 carloads, to 8,875.

For the first 47 weeks of this year, U.S. railroads reported cumulative volume of 10,462,354 carloads, up 1.8% from the same point last year; and 12,763,575 intermodal units, up 2.1% from last year.

North American rail volume for the week ending Nov. 22, 2025, on nine reporting U.S., Canadian, and Mexican railroads totaled 343,457 carloads, up 1.9% compared with the same week last year; and 365,425 intermodal units, down 2.0% compared with last year. Total combined weekly rail traffic in North America was 708,882 carloads and intermodal units, down 0.1%.

For the week ending Nov. 22, 2025, Canadian railroads reported 96,121 carloads, up 1.5%, and 70,202 intermodal units, up 1.5% from the same week in 2024.

Mexican railroads reported 12,744 carloads for the week ending Nov. 22, 2025, up 1.5% from the same week last year, and 13,705 intermodal units, up 7.4% from last year.

The post AAR: North American Rail Volume Up Through Week 47 appeared first on Railway Age.

Orders for new railcars in 2025’s third quarter amounted to 3,071. We’re not facing a financial crisis, or a COVID lockdown, but orders are behaving as though we’re in a crisis. This is a travesty with potential harm to the industry over the next few years.

Carloads have been resilient, railcar scrapping remains elevated, cars in storage are stable, utilization remains elevated, orders for new railcars are anemic, railcar prices are higher, and the fleet is shrinking—and lease price renewals are proving sticky above 20%! What’s going on?

Lessors love scarcity and hate surplus. With most car types in short supply, pricing power shifts to lessors. But without carload growth, that pricing power eventually disappears. As Paul Titterton, Executive Vice President at GATX North America, reflected at Rail Equipment Finance 2025 in March and at the GATX 1Q25 earnings call: “We continue to believe in what we’ve been calling the supply-led market thesis and the self-correcting market thesis, which is basically to say … that it is relative to history, expensive to build and expensive to finance new railcars, and that has been a constraint on new car production” The industry is in a supply driven cycle triggering shortages of certain car types and stronger pricing power for lessors.

In December 2022, I predicted a sustained period of higher railcar prices and lease rates. Now, three years later, my prediction has become reality. How much longer will it last, what is driving higher lease rates, and what impact will this trend have on the industry?

Shrinking North American Fleet

The North American railcar fleet has contracted roughly 3% between 2020 and today, from a high of 1,675,511 to 1,635,097, a net decline of 40,414. Railcar scrap rates remain elevated, driven by attractive scrap prices and railcar demographics. It is anticipated that 188,000 railcars will age out over the next five years. If railcars built between 1993 and 2004 that have been loaded to 286K GRL but were designed to 263K specs start fatiguing out, the number of scrapped cars may go much higher. If orders for new railcars don’t pick up soon, the fleet may shrink by 60,000-80,000 railcars over the next three to five years, dipping well below 1.6 million in the North American fleet—all this in the face of growing carload demand:

Orders for new railcars for the past two years have been well below replacement levels of 35,000-42,000 railcars annually:

The order spike in 3Q22 reflects the GATX/Trinity long term supply agreement for 5,000 railcars annually.

From 3Q23 through 4Q24, deliveries of new railcars were steady at 10,000/quarter. However, since 4Q24, deliveries have trended down to 7,500/quarter. With anemic orders and elevated deliveries, the overall backlog has fallen precipitously. At the end of 3Q22, the railcar backlog was 61,415, while today the backlog is down to 25,637. Unless orders pick up, carbuilders will need to scale down operations significantly very soon.

Reinforcing this message, Paul Titterton said during the GATX 1Q25 earnings call: “If you look at the ARCI (RSI American Railway Car Institute Committee) numbers for the past couple of quarters, we’re on an annualized run rate of around 20,000 car orders per year, which is well below the replacement rate, well below what we’ve seen in history. That is supportive of our business.”

New Railcar Prices

Railcar builders have been disciplined on pricing and margin, driven by pressure from the investment community. To illustrate: when Greenbrier announced 3Q25 earnings on 7/1/25 that beat estimates, the share price shot up 22% the next day! It has since retreated, driven by the order trough. Combined with higher input costs, particularly steel and components, new railcar prices remain elevated. Higher prices for new railcars increase the value of older railcars, to the benefit of lessors in terms of asset values and higher lease prices. Higher interest rates further add to the cost of new railcars.

Carloads Remain Steady, With Upside Potential

From a recent AAR publication, U.S. carloads have grown 2.1% year-to-date. In contrast to truckloads, rail carloads have proven to be far more resilient. Coal and grain have contributed significantly to rail’s overall performance. A couple of years ago I postulated that the decline of coal would slow down, and when that time came, we would begin to see net carload growth for the first time in almost 20 years. The “Pivot to Growth” is being led by coal carload increases, and growth in grain, intermodal and possibly construction-related products (i.e. lumber, aggregates) if housing starts rebound. All other commodities, including motor vehicles, have been steady.

Railcars in Storage

There are currently 330,085 railcars in storage, 35% of which, or 110,000, are tank cars. The second largest car type in storage is covered hoppers, representing 29% of stored cars, or 103,000. Coal cars, including hoppers and gondolas, represent another 62,000 cars, or 17% of stored railcars. Together, these three classifications represent 81% of stored railcars. The question becomes: Will these cars ever return to service given the changes in their respective markets as well as better, more productive designs? The real number of stored railcar candidates to return to service is likely much lower than 317,000. This supports tightness in railcar availability.

Railcar Ownership Changes Have Shifted Toward Lessors

Over the past 30 years, railcar ownership has shifted to lessor-owned fleets as railroads devote their capital toward infrastructure and locomotives:

Source: TrinityRail 1Q25 investor presentation.

As railcar ownership has shifted toward lessors, there has been tremendous reorganization and rationalization within the lessor community, as exemplified by the recent acquisition of the Wells Fargo fleet by GATX/Brookfield Infrastructure Partners: A new joint venture of GATX Corp. and Brookfield Infrastructure Partners L.P. have entered into a definitive agreement to acquire Wells Fargo’s rail operating lease portfolio of approximately 105,000 railcars for $4.4 billion. Initial joint venture equity ownership will be GATX (30%) and Brookfield Infrastructure (70%), with GATX having the option to acquire 100% of the joint venture equity over time. With the GATX/Brookfield JV acquisition of the Wells Fargo fleet, GATX market share of the lessor-owned fleet will increase from 13% to 25%.

Source: GATX investor presentation re: Wells Fargo asset acquisition, 5/30/25

Going forward, there will likely be fewer, larger lessors who will yield more control and discipline over railcar supply and availability. Gone are the days of upstart leasing companies who speculate recklessly, driven largely by 0% rates.

Lease Price Trends

Both GATX and TrinityRail offer tools for tracking the directionality of lease prices. GATX utilizes its LPI (Lease Price Indicator), while TrinityRail offers its FLRD (Future Lease Rate Differential) chart:

Source: TrinityRail 1Q25 investor presentation

TrinityRail reported a 17.9% increase in its FLRD in the 1Q25 earnings report, while GATX reported a 24.5% increase in the same period. GATX has offered the LPI for years, yielding insight into historical lease price trends in response to market dynamics:

As reflected above, the railcar leasing industry has weathered its share of prolonged ups and downs. What we’ve seen over the past couple of years is a re-pricing of the “COVID Era” leases, reflected in 20%-plus changes in lease rates. Absolute lease rates, on the other hand, have proven relatively flat.

Going forward, there is high probability that lease rate renewal pricing will remain elevated, given the consolidation in leasing companies, further disciplined supply and continued elevated railcar retirements and scrapping. These factors all contribute to a sustained favorable lease price environment. But is all this good for the overall freight rail industry?

Anemic orders for new railcars aren’t good. Railcar ownership has shifted squarely toward lessors, who have learned that railcar tightness results in higher lease rates. Why add to supply and possibly risk lease price pressure? With the fleet trending toward sub-1.6 million railcars, will the industry be able to support any uptick in carloads?

Railroad carloads have proven resilient, with a few growth opportunities imminent. When railcars aren’t available to prospective shippers, or the railcar that is delivered is a piece of junk, that growth opportunity disappears. Furthermore, running 20-plus-year-old equipment detracts from overall performance through higher track and wheel costs, higher fuel costs, lower reliability and higher risk of failure (remember East Palestine?) Railcars produced today are far superior to those produced more than 20 years ago. Delaying innovative designs detracts from overall railroad performance. Above all, the rail industry won’t be able to grow if good railcars aren’t available. It’s time to start rebuilding the fleet!

The post Anemic Railcar Orders an Industry Travesty appeared first on Railway Age.

NS

NS on Nov. 24 reported presenting a $100,000 grant to the Chicago Police Foundation, which works with the Chicago Police Department “to identify needs and secure innovative resources for the city.” The railroad’s contribution, through its Safety First Grant Program, “supports the foundation’s mission to provide resources that supplement the Chicago Police Department’s capabilities, ensuring officers have the tools and technology needed to serve Chicagoans safely and effectively.”

For example, the drone and vehicles purchased “will help prevent theft before it happens, saving local businesses, law enforcement, and residents time and money,” according to NS.

“Having great corporate citizens like Norfolk Southern and their leadership work with the Chicago Police Foundation in support of the CPD for equipping our department with the latest technology and supporting the well-being of our officers is a model to be followed,” said Rick Simon, Chairman of the Chicago Police Foundation Board.

“We’re proud to support the Chicago Police Department by providing the tools they need to protect both the city and the officers who serve it,” NSPD Regional Superintendent Eric Oliver said. “We recognize the dedication of Chicago’s officers and are honored to help deliver resources that make a real impact—from advanced drone technology to vehicles that strengthen mobility and response.”

(Courtesy of NS)

Meanwhile, NS is “spreading holiday cheer” with a new collection of in-house designed merchandise, which is available in the official Norfolk Southern Company Store.

Highlights include:

• Collectible Items: Ornaments and keepsakes. Plus, limited-edition toy trains, including a locomotive and three freight cars, are “coming soon.”
• Seasonal Apparel: Branded socks, gloves, scarves and beanies.
• Other Items: Drinkware, a charcuterie board, and stocking stuffers “with a Norfolk Southern twist.”

Also available: the 2026 NS calendar.

“Railroads have always been a part of holiday traditions, from delivering gifts to inspiring generations of train enthusiasts,” said Emily Murray, NS Assistant Director, Creative and Brand. “Our holiday collection is a way for fans to celebrate that connection and share it with loved ones.”

CSX

CSX on Nov. 24 celebrated its Rocky Mount terminal via social media, sharing a specially produced video (above). In the past 12 months, crews there have handled more than 89,000 railcars for loading, unloading, and other operations, and managed 300,000-plus railcar arrivals and departures, readying assets for their next destination, according to the railroad.

“This historic freight-classification yard has been operating in the same location in North Carolina since the early 1900s and continues to set the standard for excellence,” CSX reported. “Thank you to our Rocky Mount team for your hard work and for powering what’s possible. You are a vital part of our #ONECSX family!”

BNSF (Courtesy of BNSF)

“Something new is happening at BNSF-served customer NEW Cooperative,” the Class I railroad reported via social media on Nov. 25. “The co-op, which operates rail-served facilities across Iowa, recently expanded its Osceola location by adding a dry fertilizer facility to its existing grain shuttle train-loading loop track.” The addition, BNSF said, includes a dry fertilizer dump pit, conveyor system, and a large fertilizer warehouse. Since October, the facility has been unloading potash, phosphate and sulfate fertilizers through the new system.

“For now, NEW Cooperative is unloading single-car shipments of dry fertilizer, but as volumes grow, some of those movements could be converted to unit trains in the future,” BNSF reported. “Thank you, NEW Cooperative, for your continued trust in BNSF.”

UP UP teams monitor “high-definition feeds showing near, far and 180-degree panoramic views—technology designed to give crews unmatched visibility and elevate safety across the rail network.” (Courtesy of UP)

UP’s new point protection technology is said to give crews “a modern, high-tech view of their surroundings—boosting safety, precision and confidence during train movements.”

The railroad, in a Nov. 25 article published on its website, reported that advanced cameras on locomotives stream high-definition, wide-angle video directly to the crew at a yard in Livonia, La. The system, it said, delivers “near, far and 180-degree panoramic views around the knuckle and down both sides of the track—even at crossings.”

(Courtesy of UP)

“It’s a technological leap that blends simplicity with sophistication,” said Brian Partlow, UP Director, Tech. “The new system eliminates potential blind spots caused by a locomotive’s structure, helping crews make safe decisions in real time.”

It also includes safeguards to maintain visibility, according to UP. “The live video feed confirms the cameras are working properly, while built-in latency detection alerts users within a second if there is delayed video,” the railroad reported.

“Think of it like lane assist in your car,” added Brenten Starr, UP General Director, Engineering. “It’s an added safeguard that boosts precision to strengthen protection for everyone.”

“This is how we move forward,” Partlow summed up. “We test, we learn, we evolve—and we keep making rail operations safer for our employees, our communities and the customers who rely on us for dependable service.”

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

Hitachi Rail on Nov. 26 (World Sustainable Transport Day) published its 2025 Sustainability Statement, reaffirming a commitment to “leading the sustainable development of the mobility sector by driving innovation, reducing environmental impact, and promoting responsible practices across its operations and partnerships.”

This follows the April launch of a 149-page sustainability report and strategy, PLEDGES, by Hitachi, which operates globally in four sectors—Digital Systems & Services, Energy, Mobility, and Connective Industries—and the Strategic SIB Business Unit for new growth businesses.

Hitachi PLEDGES (Courtesy of Hitachi)

“With sustainability at the core of its business strategy, Hitachi developed a group-wide strategy, ‘PLEDGES,’ consisting of seven strategic pillars that underpin Hitachi’s sustainability efforts, along with the targets it aims to achieve over the next three years,” reported Hitachi Rail, whose integrated business offering includes rail transport vehicles, signaling systems and digital technology, service and maintenance activities, as well as turnkey solutions worldwide. “The ambitious targets include a 75% reduction by 2027 (versus 2019) in greenhouse gases at its operational sites (Scope 1 and 2).”

Hitachi Rail’s 108-page Sustainability Statement covers Fiscal Year 2024, which included the closing of its Thales Ground Transportation Systems acquisition, increasing its global footprint to more than 50 countries and its workforce from 15,000 people to nearly 24,000 people worldwide.

Among the Statement highlights, according to Hitachi Rail:

• “Zero waste to landfill at the Hagerstown (USA), Naples, and Reggio Calabria (Italy) sites.
• “Carbon-neutral digital factory opened in Hagerstown: powered entirely by renewable electricity and photovoltaics.
• “Continued progress on ‘tri-mode’ trains, including a UK contract for intercity battery trains, offering flexibility to run on electrified and non-electrified tracks.
• “Applied Eco-Design principles to 100% of new vehicles developed.
• “Expanded use of digital technologies including the launch of HMAX to optimize energy efficiency and accelerate the ecological transition.
• “Advanced the BeWell program, promoting the well-being and mental health of our employees.”

“Guided by the “strong belief that valuing diversity and fostering an inclusive culture strengthens the business, drives innovation, and enables the company to better serve its customers and communities, in FY24 Hitachi Rail continued to advance its commitment to inclusion and equity through dedicated programs and initiatives,” the company noted. “Across FY24, employee engagement increased by nearly five percentage points, year on year. Based on its founding philosophy to ‘Contribute to society through the development of superior, original technology and products,’ Hitachi has been addressing social issues over its 110-year history. This philosophy is reflected in its new management plan, Inspire 2027, which aims to deliver value to society and enhance corporate value by focusing on social issues and further leveraging Hitachi’s strength in IT, OT, and products. With the global competitive landscape rapidly changing, Hitachi believes in sustainability as a foundation of competitiveness.”

According to Hitachi Rail, its 2025 Statement aligns with the European Sustainability Reporting Standards (ESRS) and “unveils a renewed Double Materiality Assessment (DMA) approach under the Corporate Sustainability Reporting Directive (CSRD), supported by extensive stakeholder engagement.” This methodology, it noted, “integrates financial performance, risk management, and operational activities, ensuring compliance and best practice through a comprehensive evaluation of material ESG topics.”

“Hitachi Rail is a business with a clear social purpose and our 2025 Statement underlines that sustainability is at the core of our growth,” said Giuseppe Marino, Group CEO of Hitachi Rail. “By embedding the PLEDGES strategy at the core of our operations and decision-making, we are positioning our business to meet global challenges and deliver on our mission: the sustainable mobility transition.”

DOWNLOAD THE HITACHI RAIL SUSTAINABILITY STATEMENT AND HITACHI SUSTAINABILITY REPORT BELOW: hitachirailfy24sustainabilitystatement2025Download en_sustainability2025Download Further Reading:

• Hitachi Rail Adopts New NVIDIA IGX Thor Solution for Real-Time AI
• Hitachi Opens $100MM ‘Digital’ Hagerstown Plant
• Hitachi Rail Signs MOU With Ontario Tech University to Support Railway Engineering Specialization
• Hitachi Rail Acquires Omnicom

The post Hitachi Rail Releases 2025 Sustainability Statement appeared first on Railway Age.

A Nov. 24 letter to the Surface Transportation Board co-authored by 64 U.S. trade associations, chambers, and businesses—from the chemical and agribusiness sectors to the automotive dealer, plastics, building, vinyl, and pet food sectors—urged the Board to “thoroughly scrutinize” the Union Pacific-Norfolk Southern merger proposal “to ensure it does not undermine the integrity of our nation’s transportation network or disrupt the supply chain.”

(Graphic Courtesy of UP)

The letter is one of many filed recently from groups expressing their opinions about and/or their intent to participate in the STB proceeding concerning the transaction that would combine the two Class I’s networks under common ownership and form a U.S. transcontinental.

The STB Office of Chief Counsel entered the letter from the undersigned into the public record Nov. 25, 2025. Railway Age reproduces it in full below.

“On behalf of the undersigned trade associations, chambers and businesses representing vital sectors of the U.S. economy, we write to express strong concerns regarding the proposed merger between Union Pacific Railroad and Norfolk Southern Railway.

“Our industries collectively represent millions of American workers that depend on freight rail as an important link in the supply chain. Without it, American consumers can’t affordably access the goods and services they rely on every day. Reliable and affordable freight rail service is essential to maintaining U.S. manufacturing strength, supporting energy security, and ensuring reliable supply chains.

“History has shown that increased rail consolidation leads to fewer choices, higher transportation costs, service disruptions, and reduced economic competitiveness. Today, just four Class I railroads [UP, NS, BNSF, and CSX] control more than 90% of freight rail traffic. The proposed UP/NS transaction would be the largest rail merger in history and would put control of more than 40% of rail traffic in the hands of a single railroad. It would further weaken the small amount of competition that currently exists in the railroad industry. Past rail mergers have triggered major breakdowns in the supply chain and increased costs for businesses and consumers alike.

“Given the potential for widespread economic harm, it is essential that the Surface Transportation Board proceed with great care. The creation of a transcontinental railroad must not come at the expense of competition, service reliability, or the broader health of the U.S. supply chain.

“We respectfully urge the Board to thoroughly scrutinize this merger proposal to ensure it does not undermine the integrity of our nation’s transportation network or disrupt the supply chain.

“Sincerely,

“Agribusiness Association of Iowa
“Agribusiness Council of Indiana
“Agricultural Retailers Association
“Alabama Chemistry Council
“Alliance for Automotive Innovation
“Alliance for Chemical Distribution
“American Chemistry Council
“American Coatings Association
“American Foundry Society
“American Fuel & Petrochemical Manufacturers
“AmericanHort
“Associated Industries of Vermont
“Builders Association of Minnesota
“Can Manufacturers Institute
“Chemical Industry Council of Illinois
“Chemistry Council of New Jersey
“Chlorine Institute
“Communications Cable and Connectivity Association
“Council of Producers & Distributors of Agrotechnology
“Duluth Area Chamber of Commerce
“EPS Industry Alliance
“Essential Minerals Association
“Freight Rail Customer Alliance
“Georgia Chemistry Council
“Household and Commercial Products Association
“Illinois Farm Bureau
“Independent Lubricant Manufacturers Association
“Institute of Makers of Explosives
“Kentucky Association of Manufacturers
“Maine Forest Products Council
“Maine State Chamber of Commerce
“Manufacturers Association of Maine
“Massachusetts Chemistry & Technology Alliance
“Minnesota AgriGrowth Council
“Minnesota Automobile Dealers Association
“Minnesota Crop Production Retailers
“Minnesota Farmers Union
“Minnesota Forest Industries
“Minnesota Grocers Association
“Montana Agricultural Business
“Montana Chamber of Commerce
“National Industrial Transportation League
“New York State Chemistry Council
“Nonwoven Fabrics Industry
“North Carolina Agribusiness Council
“North Dakota Association of Builders
“North Dakota Chamber of Commerce
“North Dakota Petroleum Council
“Ohio Chemistry Technology Council
“Pennsylvania Chemical Industry Council
“Performance Racing Industry
“Pet Food Institute
“Pine Chemicals Association International
“PLASTICS Industry Association
“Rail Passengers Association
“South Dakota Chamber of Commerce & Industry
“Specialty Equipment Market Association
“Spray Polyurethane Foam Alliance
“Treasure State Resources Association of Montana
“Vinyl Institute
“Wayzata West Metro Chamber
“West Virginia Manufacturers Association
“Willmar Lakes Area Chamber of Commerce
“Wisconsin Agri-Business Association”

Further Reading:

• Why a Unified Rail Network Makes Sense
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Justification for UP-NS Merger: Real or Not?
• UP, NS Shareholders Greenlight Merger
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’

The post 64 Industry Organizations to the STB: ‘Proceed With Great Care’ appeared first on Railway Age.

Railway Age and Railway Track & Structures on Oct. 15-16 hosted the third-annual in-person Women in Rail Conference with a packed lineup of influential women and their allies, who shared experiences, celebrated achievements, and discussed the future of the freight, passenger, and transit rail industry.

Conference registration opened on Oct. 14, with badge pick-up sponsored by Genesee & Wyoming and a continental breakfast sponsored by UTLX. (Photograph Courtesy of Amsted Rail)

Close to 300 people attended the event, which was filled with dynamic panels, a awards luncheon for the publications’ Women in Rail and  Women in Railroad Engineering honorees, and networking opportunities—all at a new, larger venue, the Hyatt Regency Schaumburg, just outside of Chicago. Also included this year: a tour of Canadian Pacific Kansas City’s (CPKC) Bensenville Yard.

Annie Adams, Chief Human Resources Officer, NS (Courtesy of Willie D. Mills)

The 2025 Women in Rail Conference featured headliner Annie Adams of Norfolk Southern. Joining her on stage over the course of two days of educational sessions were: Jennifer Hamann of Union Pacific; Herman E. Crosson of Anacostia Rail Holdings; Jean Savage of Trinity Industries, Inc.; John S. Morris III of Metra; Kate Bourgeois of Mississippi Export Railroad; Sarah Watterson of Brightline West; Scott Sandoval of Genesee & Wyoming Railroad Services Inc.; and Cherise Myers of American Public Transportation Association. These and many other trailblazers work to ensure that more women and young professionals join the industry and move up the passenger and freight rail ladders.

Railway Age and RT&S editors held informal “fireside chat”-style conversations with decision-makers from across the industry, covering everything from career and life trajectories to strategies for leadership, building an effective team, and managing crises to advice on salary negotiation, self-branding, and maintaining a culture of belonging. Among the other moderators were Lisa Tackach of Railroad Construction Company, Inc., and the League of Railway Women; Barbara Wilson of Railroad Financial Corporation; and James T. Riley of the Railway Supply Institute.  

Following is a photographic roundup of the event:

Railway Age and RT&S Publisher Jonathan Chalon (pictured above) and RT&S Managing Editor Jennifer McLawhorn (pictured top, right) opened the 2025 Women in Rail event, welcoming the nearly 300 attendees and setting the stage for a packed two days of educational sessions. (Also shown are Railway Age’s Executive Editor Marybeth Luczak, pictured top left, and Senior Editor Carolina Worrell. pictured top, center). (Photographs Courtesy of Willie D. Mills, top; Amsted Rail, bottom).

NS’s Annie Adams, Chief Human Resources Officer (speaking, above), headlined Women in Rail providing insights on recruitment trends, career development, and her professional journey in a “fireside chat” conversation with Railway Age’s Marybeth Luczak and Carolina Worrell and RT&S’s Jennifer McLawhorn. “One message I hope resonated: careers aren’t always linear,” Adams shared after the event. “Some of the most rewarding growth comes from stepping into something new and betting on yourself. NS is a great place to do just that, and I’m proud to champion our railroad and our people every chance I get. Thanks for having us, Railway Age!” (Photograph Courtesy of Willie D. Mills)

One out of every six rail employees is a veteran. Railroading’s Heroes, moderated by Railway Supply Institute President James T. Riley (far right, above), addressed the connection between the military and railroads and the role it plays in companies’ recruitment and development practices—from the field to the C-Suite. Jean Savage, CEO and President of Trinity Industries, Inc. (second from right); Quilesha Hodges, Assistant Terminal Superintendent, Women’s Network Mentorship Chair at BNSF (center); John S. Morris III, Chief Financial Officer of Metra (second from left); and Herman E. Crosson, Chief Safety & Compliance Officer, Anacostia Rail Holdings discussed how having a military background helps them and other freight and passenger railroaders lead and succeed. (Photograph Courtesy of Bhavya sai Vaishnavi Seetamsetti, Project Manager, Horrocks)

Jennifer Hamann (second from right, above) has served Union Pacific for 33 years. Now Executive Vice President and CFO and a 2023 Railway Age Women in Rail award winner, she took part in the three-part Leadership Journeys session in which top railroaders in different industry segments shared career twists, accomplishments and challenges, and how their backgrounds have influenced their leadership styles. Her co-presenters on the freight side of the business were Kate Bourgeois, President and CEO of Mississippi Export Railroad (second from left; a 2022 Railway Age Women in Rail award winner); Jenni Benton, Senior Vice President Commercial at Patriot Rail (far left; a 2023 Railway Age Women in Rail award winner); and Kimia Khatami, Director of Transload Strategy and Operations for CPKC (a 2025 Railway Age 25 “Fast Trackers” Under 40 award winner). Going beyond their résumés, they talked openly about what keeps them up at night and how they deal with challenges; what they look for when hiring; and how they are building a strong culture at their respective companies. (Photograph Courtesy of UP)

The Leadership Journeys session also featured engineering and consulting representatives, with Rachel Burckardt, Senior Vice President/Senior Project Manager-Northeast Lead, Freight Rail National Business Line at WSP USA (left), and Lariza Stewart, Senior Project Manager, Rail, KCI Technologies, Inc. and Chair – AREMA Committee 2 (right). They told attendees about why joining this segment of the industry has been a good career move and what they wished someone had told them before they started, plus what technologies or changes they see shaping its future.

Rounding out the Leadership Journeys session were Janice R. Thomas, Deputy Executive Director, External Affairs/Chief of Staff at Metra (pictured above), and Sarah Watterson, President of Brightline West (pictured top, on screen via Microsoft Teams). They highlighted not only their backgrounds and the commuter and high-speed rail markets, but also how they deal with adversity and the importance of women and their allies lifting each other up. The Leadership Journeys talks were impactful, touching many in the audience.(Top Photograph Courtesy of Lisa Tackach; Bottom Photograph Courtesy of Willie D. Mills)

(Photograph Courtesy of Rachel Burckardt) (Photograph Courtesy of NARBW)

At the Conference Luncheon Sponsored by CN, we recognized the outstanding honorees of the Railway Age 2024 Women in Rail and RT&S 2025 Women in Railroad Engineering award programs. Nine of Railway Age’s recipients (pictured top with awards judge Barbara Wilson, far right) and seven of RT&S’ recipients (bottom) took part in the celebration and were presented with specially designed plaques. (Photograph Above Courtesy of Carolina Worrell)

Pictured, right, with Janice R. Thomas of Metra, who served as a Leadership Journeys featured speaker, are Gina Drinkwater, Shop Superintendent at Metra (left), and Jere Alwin, Signal Design Manager of Metra (right), who were presented with awards as part of the 2024 Railway Age Women in Rail and 2025 RT&S Women in Railroad Engineering programs, respectively.

“#NOPB [New Orleans Public Belt] proudly celebrates Ari Ferrand Goodwin SHRM-CP, CAPM [pictured right], our Director of Organizational Development, for being named one of the Railway Age 2024 Women in Rail! Ari’s leadership and dedication to fostering inclusivity and driving professional growth across our organization embody the spirit of innovation and excellence that moves our industry forward. Her recognition is a testament to her impact — not only within the rail community but also in creating a workplace where every employee can thrive. Congratulations, Ari, on this well-deserved honor!” (Caption and Photograph Courtesy of New Orleans Public Belt Via Social Media)

(Photograph Courtesy of Carolina Worrell)

Industry mentors led the Commanding the Track: Your Leadership Toolkit session. The topics addressed were:

• How to be an effective leader, with 29-year railroad industry veteran Karen Claussen, Vice Chair, Gulf & Ohio Railways, Inc. and SVP, Knoxville Locomotive Works (pictured above).

• How to manage a crisis, with Henrika Buchanan, Senior Vice President, National Practice Consultant, Transit & Rail Market Sector, HNTB. A 2024 Railway Age Women in Rail Award honoree, she is pictured (top right) with Carolina Worrell. (Photograph Courtesy of Lisa Tackach)

• Building a productive team, with Kari Gonzales, President and CEO, MxV Rail. A 2023 Railway Age Women in Rail Award honoree, she is pictured (far right) with Marybeth Luczak. (Photograph Courtesy of MxV Rail)

• Fast-tracking your career, with Cassandra Mullee, Vice President Network Operations, CN. A 2022 Railway Age 25 “Fast Trackers” Under 40 Award honoree, she is pictured below with Jennifer McLawhorn. (Photograph Courtesy of Marybeth Luczak)

[T]he right toolkit doesn’t just elevate your leadership; it empowers your entire journey. It’s a true privilege to be part of this conference. Throughout my journey in rail, I’ve been honored to receive recognition through several industry awards, but the real reward has been learning, growing, and now sharing the leadership tools that helped me get here.”
—Kari Gonzales, MxV Rail

How to successfully market yourself was the focus of Executive Edge: Branding, Negotiation and Presence. Experts Anna Guzman, Vice President – HR Business Partner, Wabtec (second from right); Cherise Myers, Senior Director of Workforce Development, APTA (far right); Ashley Nelson, Chief Human Resources Officer, AITX (center); and Kari Wagner, Vice President Commercial Strategy, The Greenbrier Companies (second from left) led the informative and crowd-pleasing discussion, providing winning advice on developing an executive presence and asking for a raise, and building a network, a skills portfolio, and a personal brand. Never shying away from questions, they tackled how to navigate the potential of being called “too aggressive” or “calculating” when going after promotions; AI-based candidate selection; imposter syndrome; and much more. (Photograph Courtesy of AITX)

Wrapping up the education sessions on Oct. 15 was Allyship to Action: Maintaining a Culture of Belonging moderated by Barbara Wilson, Railroad Financial Corporation Senior Advisor and one of Railway Age’s Women in Rail Award judges. Panelists discussed the importance of communication and engaging trainees, front-line employees, managers, and labor unions, plus upholding a culture of respect at California’s Metrolink regional/commuter rail agency (Paul Hubler, Chief Strategy Officer); Genesee & Wyoming Railroad Services Inc. (Scott Sandoval, Assistant Vice President, Engineering, American Region); and The Indiana Rail Road (Joe Gioe, former President and CEO President and CEO). (Photograph Courtesy of Willie D. Mills)

A networking reception, sponsored by R.J. Corman, closed out Day One. As a bonus, author Chris Enss (far left) was on hand to share highlights from her latest book, “Iron Women,” celebrating women’s contributions to the rise of the rail industry. In addition, attendees visited the booths of conference sponsors and supporters like Anacostia Rail Holdings, Amsted Rail, and the Chicago Chapter of the National Association of Railway Business Women, which turned 100 this year! (Photograph Courtesy of NARBW)

Day 2 brought together Dr. Karen Philbrick, the Mineta Transportation Institute’s Executive Director and a 2024 Railway Age Women in Rail Award recipient (third from left); Amy Krouse, Vice President Communications for the American Short Line and Regional Railroad Association (third from right); and Vianey De la Mora García, Director General of Asociación Mexicana de Ferrocarriles (second from right), for the “Inclusive Growth and Emerging Talent” session. With the Railway Age and RT&S editors, they explored workforce trends and how organizations across the North American freight and passenger rail sectors are breaking down barriers and creating more accessible pathways for emerging talent. (Photograph Courtesy of Jonathan Chalon)

Taking the stage for our “Trackside Impact: Environment and Community” session were Kayden Howard, Senior Vice President, Health, Safety, and Environmental Programs, OmniTRAX (second from left); Sean Strong, Vice President of Environmental, Watco; and Brett Guarino, Project Manager, CSX Construction Engineering (2025 RT&S Women in Railroad Engineering Award winner; middle right). They covered how the industry is lowering carbon emissions through innovation, strengthening stakeholder engagement, and leading construction projects that deliver lasting, positive impacts, with moderator Lisa Tackach, Head of Marketing, Railroad Construction Company, Inc., and President, League of Railway Women. (Photograph Courtesy of Marybeth Luczak)

Christina Booth-Jackson, Vice President of IT for R.J. Corman and a 2024 Railway Age Women in Rail Award recipient (second from right), contributed insights on implementing IT systems that drive efficiency and allow employees to work smarter during the High-Tech Career Development and Industry Innovations panel. She was joined by Stacey Matlen, Senior Vice President of Innovation at The Partnership for New York City (second from left), which teams with startups to solve public transportation challenges for the largest transit agencies in North America. Leading the conversation were Carolina Worrell (far left) and Jennifer McLawhorn from Railway Age and RT&S, respectively. (Photograph Courtesy of R.J. Corman) 

Sergeant Douglas Balk, Central Division Supervisor, Criminal Investigations at the Amtrak Police Department (left), and Moriah Whiteman, Director of Education and Training at Operation Lifesaver Inc. (right), reinforced the importance of rail safety during a special session with Marybeth Luczak of Railway Age. Most important, they discussed how attendees can get involved to spread the message by becoming authorized OLI volunteers. Following the training process, including online classroom work, these volunteers conduct free programs on rail safety education across large and small communities and participate in public awareness campaigns like “See Tracks? Think Train! Week,” an annual event across the U.S., Canada, and Mexico that includes Operation Clear Track for law enforcement and first responders.

Today, we welcomed visitors from Railway Age and RT&S magazines’ annual Women in Rail conference to our Bensenville Yard outside Chicago. Conference participants got an onsite overview of the terminal’s operations and our ongoing multi-year yard reconfiguration project, a massive… pic.twitter.com/f0lKQHNd3x

— CPKC (@CPKCrail) October 16, 2025

Conference attendees ended Day Two with a special tour sponsored by RailPros. They visited Bensenville Yard, Canadian Pacific Kansas City’s primary classification yard in Chicago. Located just south of O’Hare International Airport, Bensenville is a key logistics hub for the Class I railroad’s intermodal operations. It is also home to an auto compound, built as part of the yard reconfiguration project that started in 2022. Our sincere thanks to our guides: CPKC’s Larry Lloyd (AVP for US Government Affairs); Wes Gendi (Director of Industrial Development South); Jake Rinnels (General Manager of Operations), and Josh Pennington (Superintendent of Operation). (All Photographs Courtesy of Marybeth Luczak)

Attendees from all walks of the industry participated in the Railway Age/RT&S Women in Rail Conference and shared their pictures via social media. We showcase a handful below. Thanks to all for joining us! Mark your calendar for next year: Oct. 6-7, 2026 at the Hyatt Regency Schaumburg, Ill. The Railway Age 2025 Women in Rail and RT&S 2026 Women in Railroad Engineering award honorees will be recognized.

Norfolk Southern
(Photograph Courtesy of Willie D. Mills) Genesee & Wyoming
(Photograph Courtesy of G&W Via Social Media)

“UTLX and Procor were delighted to take part in the Women in Rail conference where we built connections with and heard from incredible women who are shaping the future of rail by bringing innovation, resilience, and leadership to the industry. As a sponsor of the event, the UTLX and Procor team repped in a big way! We thank Railway Age & Railway Track & Structures for hosting such an important event. To every woman breaking barriers, driving change, and lifting others along the way: your impact goes far beyond the rails. Let’s continue to build a more inclusive, empowered industry – together.” (Caption and Photograph Courtesy of UTLX and Procor Via Social Media)

(Courtesy of Willie D. Mills)

The post WIR Conference 2025: Connecting, Inspiring, Innovating appeared first on Railway Age.

RRB (Courtesy of RRB)

Jebby Rasputnis is RRB’s Director of Programs, following service in an acting capacity since June. She succeeds Arturo Cardenas, who retired in March with 34 years of federal service.

Rasputnis oversees operations to process and pay agency-administered retirement, survivor, disability, unemployment, and sickness benefits. She is also responsible for the agency’s nationwide Medicare contract and serves on the RRB’s Executive Committee, which is responsible for day-to-day agency operations and making policy recommendations to the three-member Board.

Rasputnis joined RRB in March 2024 as Deputy Director of Programs. She served previously as Executive Director of the Office of Appellate Operations and Chair of the Appeals Council at the Social Security Administration (SSA). She received her initial appointment to the Senior Executive Service in February 2020. Prior to SSA, Rasputnis worked for the Board of Veterans’ Appeals in the Department of Veterans Affairs, where she held several successive senior counsel positions, including service as an Acting Veterans Law Judge.

Rasputnis received her Juris Doctor from the University of Maryland School of Law and her Bachelor of Arts from Westminster College in Fulton, Mo. She worked in the private sector in communications and policy prior to attending law school and later entered federal service with the Board of Veterans’ Appeals.

PANY/NJ (Courtesy of PANY/NJ)

PANY/NJ on Nov. 24 reported that Rick Cotton, who has served as Executive Director since August 2017, will retire in January 2026. A successor, it said, will be announced “in due course” and work closely with Cotton “to ensure a smooth transition.” Cotton is the longest serving Executive Director of the Port Authority since the 1940s.

“Under the leadership of Cotton and Chairman Kevin O’Toole, the agency has delivered an unprecedented wave of renewal and institutional reform, while successfully navigating the COVID-19 pandemic and one of the most difficult operating environments in its history,” PANY/NJ said. “The Port Authority today is a revitalized, high-performing agency with a clear mandate, a disciplined operating culture, and a transformative, forward-looking capital plan.”

“From the moment Chairman O’Toole and I stepped into these roles in 2017, we shared a simple conviction: this region deserves world-class infrastructure equal to its people and its promise,” Rick Cotton said. “Working in partnership across two states, political lines, and every corner of this agency, we have made historic progress toward that goal. Together, we transformed our airports from appalling laughingstocks into award-winning, best-in-class gateways, and jumpstarted the Midtown Bus Terminal, which had languished for decades. The foundation is now set for future generations to keep building a stronger, more connected region. The opportunity to help transform our facilities and elevate the travel experience for hundreds of millions of people has been deeply satisfying. Since 2017, I have devoted all my energy to this profoundly important work. It has been enormously rewarding—and exhausting. But nothing is forever. With the immense progress that we have made and the completion last week of our proposed new 10-year capital plan—which will fund the agency’s ambitious agenda through 2035—it is simply time to hand over the reins, and I will do so in January.

“Serving this agency and this region has been the honor of my professional life. I am deeply grateful to New York Gov. Kathy Hochul for her unwavering commitment to our ambitious agenda and confirming my appointment as executive director when she assumed the governorship in 2021. I am also grateful to New Jersey Gov. Phil Murphy for his steadfast support of our collective priorities. I want to especially thank Port Authority Chairman Kevin O’Toole for his enduring partnership and dedication to collaboration and progress. And I also offer my gratitude to former New York Gov. Andrew Cuomo for originally appointing me to the position in 2017.”

“Rick has been the driving force behind the Port Authority’s resurgence as a high-performing, modern public agency,” Port Authority Chairman Kevin O’Toole said. “He delivered once-in-a-generation projects that transformed critical transportation assets, strengthened the region’s economy, and enhanced connections across New York and New Jersey. And his vision and discipline are embedded in the capital plan that will guide our next decade. Over 40 years in public service, I have never met a more dedicated, disciplined, and focused executive. I am lucky to have forged a strong professional and personal relationship with Rick. We will miss Rick dearly, but his legacy and presence will be felt for many decades to come.”

(Courtesy of PANY/NJ)

According to PANY/NJ, key highlights of Cotton’s and O’Toole’s tenure include:

“• Reimagined the region’s airports with a $50 billion transformation program—the largest in agency history—delivering a new LaGuardia, Newark Liberty’s award-winning Terminal A, and launching the full rebuild of JFK.

“—Rebuilt LaGuardia from the ground up, replacing the nation’s most outdated airport with a unified, world-class facility, delivered through an $8 billion public-private partnership (with the airport fully operational throughout construction) and recognized with multiple prestigious awards, including being named best airport in the U.S. by Forbes Travel Guide in 2024 and 2025.

“—Opened Newark Liberty’s new Terminal A, a five-star, next generation gateway—which was named Best New Airport Terminal in the World in 2024 by preeminent global airport evaluation firm Skytrax—while breaking ground on the new AirTrain Newark and delivering a funded blueprint to transform the entire airport, including a new Terminal B and rebuilt roadway network.

“—Set the new JFK fully in motion, with a $19 billion rebuild including best-in-class, privately financed terminals 1 and 6 under construction, a complete rebuild and simplification of the roadways more than halfway complete, and multi-billion investments in expansion and modernization of existing terminals.

“—Refocused the agency around customer experience, driving stellar third-party customer recognition through new beloved local concessions, riveting public art, a distinctly New York and New Jersey sense of place, upgraded facilities for taxi and for-hire vehicle drivers, real-time digital tools, and a consistently higher standard of airport service.

“• Moved the long-stalled Midtown Bus Terminal replacement into construction, securing all approvals and beginning work on a $11 billion community-supported project after decades of paralysis.

“• Revitalized the World Trade Center campus, opening 3 WTC, the Perelman Performing Arts Center and the St. Nicholas Church and National Shrine, while bringing the site to life through events, activations, and public art.

“• Elevated the Port of New York and New Jersey to the nation’s second-busiest, maintaining fluid operations through the COVID supply-chain crisis, and expanding capacity through harbor deepening and intermodal rail enhancements.

“• Invested billions of dollars to modernize PATH’s aging infrastructure, including major track replacement, establishment of 9-car train service, 20 percent expansion of the rail car fleet, and rebuilding and renovations of stations.

“• Built the largest PAPD force in agency history and strengthened cybersecurity capabilities to meet rising safety and digital security demands across critical regional infrastructure.

“• Achieved historic milestones in minority and women-owned business enterprises (MWBE) participation, including $2.3 billion at LaGuardia and $3 billion at JFK—both New York state records—expanding opportunity for diverse firms at unprecedented scale.

“• Advanced sustainability leadership, becoming the first U.S. transportation agency to adopt Paris climate accords in 2018, launch a roadmap to net-zero emissions, expand clean-energy and electrification programs, and introduce pioneering emissions-reduction initiatives across airports, the seaport and rail.

“• Launched the agency’s employee innovation hub, piloting emerging technologies such as autonomous vehicle and electric air taxi deployment and industrial use cases for artificial intelligence, while investing in technology to deliver real-time security and customs wait times at the airports, fast and free Wi-Fi at Port Authority airports, cell service and countdown clocks in PATH stations.

“• Modernized the agency, improving efficiency, transparency, governance, and cross-state coordination, while strengthening the employee experience and building a high-expectation, high-performance culture.

“• Issued the Port Authority’s record $45 billion proposed 2026–2035 Capital Plan, setting the blueprint for the next decade of ambition and advancing a suite of generational projects, including completion of the new JFK and Newark Liberty airports as well as the new Midtown Bus Terminal, among many others.”

In 2025, Cotton received the Citizen Budget Commission’s Felix G. Rohatyn Award, which “honors an individual whose career exemplifies its namesake’s commitment to public service and New York’s sound fiscal management,” according to PANY/NJ. In 2021, he earned the Regional Plan Association’s Zuccotti Award, the association’s highest honor, recognizing “a leader who has made extraordinary contributions to the built environment in the tri-state metropolitan region.”

(Courtesy of AASHTO) AASHTO

AASHTO on Nov. 21 reported that its Board has elected Russell McMurry, Commissioner of the Georgia Department of Transportation (DOT), as President and selected Marc Williams, Executive Director of the Texas Department of Transportation (TxDOT), as Vice President for 2025-2026.

McMurry originally joined Georgia DOT as an engineering intern in 1990 and served in a variety of roles, including Chief Engineer, before being appointed the department’s Planning Director. He was later appointed Georgia DOT’s Commissioner by unanimous vote of the State Transportation Board in 2015.

McMurry previously served as AASHTO’s Treasurer for seven years, as well as Chair of AASHTO’s Council on Highways and Streets, Transportation Policy Forum, and Strategic Management Committee.

In August, McMurry received the ITS Lifetime Achievement Award, which was bestowed jointly by ITS America, ITS Asia-Pacific, and ERTICO-ITS Europe—the first U.S. state DOT leader to be so honored— for his longstanding work to help develop and promote intelligent transportation systems, according to AASHTO. He was also elected to the ITS World Congress Hall of Fame.

“AASHTO has been instrumental throughout my career, and I’m honored to serve as its President,” McMurry said. “State DOTs are essential to delivering a safe, efficient, multimodal transportation system, and I’m committed to supporting that work—especially as we prepare for the next federal surface transportation reauthorization. Together, we will continue focusing on reducing roadway fatalities and improving project delivery. I look forward to working with my colleagues in what will be a very important year.”

AASHTO reported that its focus, under McMurry’s direction, will be on “advancing critical federal surface transportation funding reauthorization legislation, expanding efficiency in project delivery, and improving safety through technological enhancements.”

Marc Williams was named Executive Director of TxDOT in 2021 following service as the agency’s Deputy Executive for five years and as interim Director. Prior to joining TxDOT in 2012 as Director of Planning, he held leadership roles at public- and private-sector organizations involved with the planning, development, and implementation of transportation infrastructure projects across the United States.

“I am grateful to serve as AASHTO Vice President alongside Russell and support his call to focus on things that will help state DOTs deliver a safer, more efficient transportation system,” Williams said. “From working to reauthorize the IIJA [Infrastructure Investment and Jobs Act] to boosting safety and improving project delivery, I look forward to partnering on these critical issues impacting all levels of transportation.”

“Russell McMurry and Marc Williams have long been leaders within AASHTO and have done so much already to support their state DOT colleagues across the country,” AASHTO Executive Director Jim Tymon said. “In their new roles, we can only expect more of that exceptional leadership, strong collaboration with colleagues and industry partners, and action as we look toward a federal surface transportation reauthorization, continue to address safety challenges on our roadways, and find ways to enhance project delivery to make a difference in communities across the country.”

The post People News: RRB, PANY/NJ, AASHTO appeared first on Railway Age.

DART

DART on Nov. 24 released its first Point B Strategic Plan Annual Report, “highlighting several initiatives and major system investments that are moving the agency closer to being first-in-mind for mobility.”

Introduced in 2024, Point B “serves as DART’s strategic guide for ensuring transit plays a more substantial role, as North Texas remains on track to become the third-largest region in the U.S. within the next decade.” The plan, DART says, “guides the agency’s decisions around delivering best-in-class customer experiences, creating fantastic spaces in the communities we serve, and ensuring that all investments and service improvements move riders closer to the places that connect them to opportunity.”

“Point B is more than a strategy; it is DART’s commitment to our riders and our region,” said DART President and CEO Nadine Lee. “We made a promise to be transparent to all our stakeholders about how we are working with our employees, for our customers, and in partnership with our communities and stakeholders to strengthen our system. This report not only delivers on that promise but also celebrates the work underway to deliver a transit system that is clean, safe, more connected, and ready for the future of North Texas.”

Point B includes six strategic goals:

• “Empowered Agency: Build a nimble organization that can act quickly and effectively by streamlining processes and empowering employees.
• “Culture of Contribution: Create a culture that aligns roles and responsibilities with the DART vision, deepens organizational trust, and encourages growth.
• “Quality Service: Deliver a quality customer experience defined by strong rider advocacy and built on professional pride and continuous improvement.
• “Seamless Mobility: Integrate mobility options to create a seamless travel experience defined by frequency and reliability that positions DART as first-in-mind.
• “Fantastic Spaces: Create fantastic spaces that add value to our communities, enhance the rider experience, and foster a sustainable thriving region.
• “Strategic Relationships: Position DART as a collaborative leader and recognized regional economic and mobility asset. 

In this first report, DART celebrates significant milestones advancing these goals, including:

• “Launched DART Transform, a 10-year $2.5 billion system modernization program.
• “Raised our Net Promoter Score – which measures customer satisfaction – by 40 points over the last three years.
• Advanced a $110 million investment in security, cleanliness, and reliability projects.
• “Earned national recognition as the American Public Transportation Association awarded the agency gold-level distinction through its Sustainability Commitment Program.
• “Celebrated the opening of the 26-mile Silver Line connecting seven cities from Plano to Dallas Fort Worth International Airport.
• “Opened the Consolidated Dispatch Command Center, streamlining operations and enabling faster response to security and service issues.
• Received the first of 476 new buses that begin phasing in across the service area by the end of 2025.
• “Advanced transit-oriented development with three projects in the development stage and three projects under construction. Developed customized area plans with service area cities to strengthen local mobility and support economic development.”

Along with an average of 171,000 weekday passenger boardings and more than 56 million trips provided, the Point B Strategic Plan Annual Report (download below) highlights just a fraction of the agency’s progress to help people and communities connect and flourish across North Texas, DART noted.

dart_annualreport_2025_17-(web)Download OC Streetcar

For the first time, electricity powered an OC Streetcar vehicle along the Pacific Electric (PE) right-of-way, marking a major milestone toward the start of service in 2026, OCTA recently announced via an X post.

OCTA Director Vicente Sarmiento stopped by to observe this recent test, which confirmed functionality of the overhead contact system that supplies power to the vehicles. In the months ahead, OCTA says testing will continue to ensure safe, reliable service for all. When complete, the OC Streetcar will operate between Santa Ana and Garden Grove, providing connections to existing bus and rail routes.

It’s a big moment for the OC Streetcar! For the first time, electricity powered an OC Streetcar vehicle along the PE Right of Way! This marks a major milestone toward the start of service in 2026. OCTA Director Vicente Sarmiento stopped by to observe this recent test, which… pic.twitter.com/rZwWJPtC21

— OCTA (@goOCTA) November 15, 2025 Denver RTD

Denver RTD announced Nov. 24 that it has launched a comprehensive Customer Experience and Transit Utilization Action Plan “to improve how the agency delivers services, communicates, and connects with its customers.”

Developed over several months, the plan (download below) includes nearly 60 tactics shaped by feedback received from RTD’s customers, staff, Board of Directors, and annual surveys. The near-term action plan closely aligns with the agency’s Strategic Plan and Annual Scorecard and focuses efforts during a seven-month timeline.

“Having a laser-like focus on customer experience is paramount and supports the agency’s near-term and future successes,” said RTD General Manager and CEO Debra A. Johnson. “This action plan ensures the agency’s customers are at the center of every decision made, from communications to service delivery.”

The action plan, the agency says, “includes strategies to improve service reliability, personal safety and security, cleanliness, wayfinding, digital tools, communications, and the overall ease of using RTD services. The plan also emphasizes a customer-first approach to ensure individuals feel informed, supported, and valued throughout their journey. The launch reflects a renewed, agency-wide commitment to understanding customer needs, improving service quality, and creating a more seamless travel experience across RTD’s entire system.”

The plan is organized into five focus areas: (1) Service Delivery and Amenities; (2) Fares and Pass Programs; (3) Communications and Information; (4) Awareness and Education; and (5) Engagement and Outreach. Several of the tactics are currently under way, including a high-volume events plan, promotion of RTD pass programs, a new mobile application, and bus and rail ride-alongs by RTD’s leadership team.

“By listening to our customers, understanding their needs, and continuously improving services, we’re able to foster long-term loyalty,” said RTD Chief Communications and Engagement Officer Stuart Summers. “A positive experience means that our customers feel supported, informed, and confident using RTD’s services, and it directly impacts their future decisions to take RTD.”

Additional work will begin in 2026 to build upon the near-term action plan and develop a multi-year customer experience program.

CX-Transit-Utilization_Action-Plan_2025-2026_11-20-2025_avzfh6Download

The post Transit Briefs: DART, OC Streetcar, Denver RTD appeared first on Railway Age.

A mockup of one of the 60 commuter railcars joining Connecticut Department of Transportation’s (CTDOT) fleet in late 2026 is now on display at Union Station in New Haven. Alstom landed the approximately $315 million base order for the single-level cars, with options to build 313 more, in August 2023.

Hartford Line Map (Courtesy of CTDOT)

The new railcars will expand the state’s fleet and replace older cars currently in use, some of which date to the 1990s, according to Alstom and CTDOT. They will run primarily on the 62-mile Hartford Line, which operates daily along the I-91 corridor between New Haven and Springfield, Mass., and currently uses Mafersa cars from Brazil that were originally built for Virginia Railway Express. The Hartford Line—a partnership of CTDOT, TransitAmerica Services and Alternate Concepts, and Amtrak—connects at New Haven Union Station with MTA Metro-North Railroad’s New Haven Line for travel to southwestern Connecticut and Grand Central Terminal in New York City, and with CDOT’s Shoreline East commuter railroad (operated in partnership with Amtrak), which runs daily between New London and New Haven, with select weekday thru service to Stamford. CDOT also supports three branches off the New Haven Line that extend to New Canaan, Danbury and Waterbury.

Part of Alstom’s Adessia commuter rail portfolio, the new cars will feature two-by-two seating, laptop tables, extra-wide windows, power outlets and USB charging ports, overhead luggage racks, and areas for wheelchairs, strollers, and bikes. They are slated to start arriving for testing in late 2026 and begin service in early 2027, sporting the orange, white, and black design of CTrail, the brand designating state-run rail service in Connecticut. They will travel at speeds up to 110 mph.

We're excited to announce 60 new rail cars with big upgrades coming to the @hartfordline in 2027! These include bike racks, more outlets, and a sleek, comfortable design. Visit this model at the New Haven Union Station (non-holiday Tues and Thurs, 7-9 am, 3-5 pm, 11/25-1/6/26)! pic.twitter.com/Xlp2Z08CS5

— Connecticut Department of Transportation (@CTDOTOfficial) November 24, 2025

Alstom and CTDOT on Nov. 24 reported that the wooden mockup now on display consists of the interior of one half of a car with seats, finishes and a wheelchair-accessible lavatory. They are seeking feedback from visitors, who may tour the prototype Tuesdays and Thursdays from 7 a.m. to 9 a.m. and 3 p.m. to 5 p.m., until Jan. 6, 2026.

“We’re thrilled to give Connecticut riders a hands-on preview of our future railcars,” CTDOT Commissioner Garrett Eucalitto said. “This prototype makes clear our commitment to rail travel that’s modern and accessible, designed around today’s riders and their need for comfort, ADA access, and thoughtful amenities.”

“We are proud to share the work of our expert engineers and designers and give Connecticut rail riders a glimpse of their future,” commented Scott Sherin, Chief U.S. Commercial Officer for Alstom. “These new passenger coaches will provide many years of fast and reliable service, reduce traffic congestion along highways, and help the state achieve its 2030 emissions targets.”

Alstom reported that its Adessia portfolio offers a wide range of single- and bilevel cars, which can be fashioned either as push-pull coaches that operate with locomotives or self-propelled vehicles equipped with electric engines.

Separately, the first five of Amtrak’s Alstom-built higher-speed trainset, the “NextGen Acela,” began operating on the Washington, D.C.-New York City-Boston Northeast Corridor this summer. In addition to supplying this equipment, Alstom has delivered new or renovated vehicles for domestic rail agencies in New York City, Chicago, Los Angeles, Atlanta, Boston, Washington, D.C., San Francisco, Atlanta, and New Jersey.

The post Alstom, CTDOT Unveil Commuter Railcar Mockup appeared first on Railway Age.

According to the FTA, trespasser- and suicide-related events have been steadily increasing in the transit industry and are the leading source of transit-related fatalities, accounting for 50% of all fatalities reported to the National Transit Database (NTD) in calendar year 2024. Trespassing and suicide encompass a variety of different types of events, including but not limited to the following:

• “Transit customers intentionally jumping, walking, or lying in front of trains, for the purposes of self-harm, resulting in a collision.
• “Transit customers trespassing on the rail right-of-way (ROW) from transit station platforms, resulting in accidental collision with a rail vehicle or fatality or injury due to tripping, falling, or electric shock.
• “People trespassing on rail ROW while sheltering in tunnels, resulting in collision, slips and falls, or electric shock.”

Rail trespass and suicide major events, fatalities, and injuries steadily increased from 2016 to 2024, according to the FTA. Rail trespass and suicide major events increased 71%, fatalities increased 70%, and injuries increased 65% when comparing 2016 to 2024.

As per SA 25-1 (download below), the FTA is encouraging SSOAs to direct the RTAs under their jurisdiction to:

• “Review and analyze safety performance data related to trespassing and suicide events to identify related hazards.
• “Based on the analysis of safety performance data, conduct a safety risk assessment to assess the associated safety risk, as necessary, using the Safety Risk Management process defined in the RTA’s Agency Safety Plan.
• “Based on the safety risk assessment, identify any new safety risk mitigations and any existing safety risk mitigations to be modified as necessary to reduce the associated safety risk.
• “Monitor implemented mitigations as part of the performance monitoring and measurement component of the agency’s Safety Assurance process, including monitoring safety risk mitigations for effectiveness.”

The FTA recommends SSOAs obtain any documentation related to the recommended actions outlined above from their RTAs. FTA recommends that SSOAs that receive such documentation submit it to the State Safety Oversight Reporting (SSOR) system within 180 days from the issuance of this Safety Advisory.

FTA-Safety-Advisory-25-1-Reducing-Trespassing-and-Suicide-Related-Events-11-14-25Download

The post New FTA Safety Advisory Urges Review, Analysis of Safety Performance Data Related to Trespassing and Suicide Events appeared first on Railway Age.

Following recent orders from the Federal Railroad Administration (FRA) and the Federal Transit Administration (FTA), the Shapiro Administration’s action “will ensure SEPTA can comply with federal orders, accelerate needed repairs, and maintain safe, reliable service for the nearly 800,000 Pennsylvanians who rely on SEPTA every day,” PennDOT said. The Governor made the announcement at SEPTA’s Frazer Shop & Yard in Chester County.

“The Governor’s action comes after Senate Republicans refused to support long-term, recurring funding for mass transit in the 2025–26 budget. As a result, SEPTA has lacked the capital resources necessary to make urgent safety improvements following federal directives,” according to PennDOT.

This fall, SEPTA was subject to a series of emergency federal directives following safety incidents involving Silverliner IV Regional Rail trains and the trolley network’s overhead catenary system, including from the following agencies:

• The FRA, which issued an Emergency Order requiring inspections, repairs, and electrical system upgrades for all 223 Silverliner IV railcars, following thermal incidents.
• The FTA, which issued an emergency action letter directing inspections of SEPTA’s entire trolley catenary network.

SEPTA, PennDOT says, completed all required inspections ahead of federal deadlines, returning 98 railcars to service. At the current pace, approximately 180 railcars are expected to be operational by mid-to-late December—enough to restore full weekday Regional Rail service.

While the FRA oversees Regional Rail safety, PennDOT’s State Safety Oversight Agency (SSOA) enforces safety standards for SEPTA’s metro and trolley systems. Under Governor Shapiro, SSOA’s authority was “strengthened and elevated” to report directly to PennDOT’s Deputy Secretary for Multimodal Transportation. Dedicated managers have been hired—including one specifically focused on SEPTA, and three additional safety and inspection positions are in the process of being hired, with two more safety experts dedicated exclusively to SEPTA.

PennDOT inspectors worked closely with SEPTA to address trolley catenary issues this fall and are now actively monitoring and approving repairs, which the additional capital funding will allow SEPTA to accelerate.

“PennDOT is using every tool available to support transit systems across the Commonwealth,” said Secretary Carroll. “These resources will help SEPTA complete essential repairs, modernize aging infrastructure, and keep riders safe. But this is a temporary fix—we need sustained, predictable mass transit funding.”

The $219.9 million in additional PennDOT capital funding will allow SEPTA to “accelerate critical safety upgrades, comply with FRA and FTA orders, and maintain reliable service for riders throughout the region.” Key investments include:

Upgrades to the Regional Rail Fleet—$95 million

• Enhancements to Silverliner IV safety and electrical systems.
• Upgrades to Silverliner V propulsion, electrical systems, and reliability

Railcar Leasing & Procurement—$17 million

• Lease 10 railcars from MARC (Washington–Baltimore region)
• Pursue purchase of 20 railcars from Montréal’s Exo system

Metro Fleet Upgrades—$8 million

• Overhauls of metro fleet traction motors.
• Door operator upgrades to ensure safe, reliable service

Utility Fleet & Power Infrastructure Upgrades—$48.4 million

• Replacement of aging overhead catenary wires across SEPTA’s trolley and rail networks.
• Purchase of new equipment to allow for more efficient inspections and maintenance of trolley infrastructure

Other Safety-Critical Infrastructure Investments—$51.5 million

• Upgrade of 13 escalators at SEPTA stations.
• Purchase advanced inspection technology.
• Implement safety improvements at SEPTA’s Control Center to ensure continuity of operations

These investments, PennDOT says, “will allow SEPTA to comply fully with federal safety orders, accelerate Silverliner IV and trolley repairs, and maintain reliable service for residents and visitors.”

“Thank you to Governor Shapiro for his strong support of SEPTA, our riders, and the communities we serve,” said SEPTA General Manager Scott Sauer. “These funds are going to make a significant difference in our efforts to overcome this current crisis—and to prevent problems moving forward. With these new capital dollars, we can advance initiatives that will improve service across the system. This money will be directed to projects that can begin quickly and will enhance safety and reliability for our riders. Thanks to the dedication of our employees, who have been working around the clock, we’re already returning up to five railcars to service each day. We expect to be close to full strength by mid-December, and these new funds will help keep us on the right trajectory as we bolster our preventative maintenance and vehicle overhaul efforts.”

Further Reading:

• Transit Briefs: SEPTA, Santa Clara VTA, TriMet, Metra, NJ Transit, BART
• Report: SEPTA Working to Boost Regional Rail Capacity
• NTSB Recommends Sidelining SEPTA Silverliner IVs
• SEPTA: Drastic Service Cuts Begin, Deeper Cuts Planned for 2026

The post PennDOT: $219.9MM to Support SEPTA Safety Upgrades, Infrastructure Improvements appeared first on Railway Age.

The Toronto Transit Commission’s (TTC) long-awaited, C$2.6 billion Line 6 Finch West will launch Dec. 7. Serving 18 light rail stops along 6.8 miles (11 kilometers) of Finch Avenue West between Finch West Station on Line 1 Yonge-University and Humber Polytechnic’s North Campus, it will operate under “soft opening” conditions with trains running from 6 a.m. to 10 p.m. until spring 2026, according to the transit agency.

(Courtesy of Metrolinx)

In addition to connecting with TTC Line 1, Line 6 Finch West will link with TTC bus routes and regional transit services, including GO Transit, MiWay, York Region Transit, and Brampton Züm.

Fifteen Alstom Citadis Spirit trains will operate during weekday morning and afternoon rush hours, with service every six and a half minutes; at all other times, including weekends, trains will arrive approximately every 10 to 12 minutes, according to TTC’s Nov. 24 announcement. This soft opening follows “the recommendations of the Ottawa LRT public inquiry,” the transit agency said, and “will provide the line’s maintainers, Mosaic Transit Group, with an extended maintenance window, allowing staff to become more familiar with the line and monitor it for any issues while in full revenue service.”

Between 10 p.m. and 1 a.m., service will be provided by buses operating every 10 minutes, serving on-street LRT stops along the Finch West corridor. The TTC’s Blue Night bus service will operate after 1 a.m. until the start of train service at 6 a.m. Monday to Saturday, and 8 a.m. on Sundays.

TTC reported that the opening of Line 6 also means the names of two existing TTC stations will officially change: Eglinton West Station will become Cedarvale Station, and Dundas Station will become TMU Station.

Under agreements with line owner Metrolinx and the City of Toronto, TTC is responsible for operating trains, providing security and revenue control, and staffing stations for Line 6 Finch West. Mosaic Transit Group is responsible for maintaining the infrastructure and vehicles. Mosaic—a consortium of ACS Infrastructure Canada Inc., Aecon Concessions (a division of Aecon Construction Group Inc.), and CRH Canada Group Inc.—was awarded a DBFM (design, build, finance and maintain) contract in May 2018 by Metrolinx and Infrastructure Ontario.

Line 6 Finch West construction began in 2019. While it was originally expected to launch in 2021, the date was “pushed back for various reasons, including vehicle delivery delays, the pandemic and a lawsuit,” according to the Toronto Star. The line “has leapfrogged the Eglinton Crosstown LRT, despite starting construction eight years after it,” the newspaper reported Nov. 24. “The new Line 6 is just over 10-km long, with 18 stops and all but [two] station[s] above ground. Eglinton, by comparison, is 19-km long, with 25 stops and has both underground and street-level sections.” Metrolinx and TTC, it said, “have yet to provide an opening date for the Eglinton Crosstown LRT.”

“We are thrilled to welcome customers on board the new Line 6 Finch West,” TTC CEO Mandeep S. Lali said. “Since January, the TTC has worked tirelessly, 24/7, with Metrolinx to operate tens of thousands of test train-hours to ensure a safe and reliable experience. Now, with independent certification confirming the line’s readiness, we are excited and fully prepared to begin this new chapter in Toronto transit. I want to thank our staff, our partners, and the community for their dedication and patience throughout the testing period. We are committed to delivering a safe, reliable, and outstanding customer experience on Line 6 from day one.”

“We look forward to welcoming customers on board Line 6 Finch West from December 7,” TTC Chair Jamaal Myers said. “This is the most significant expansion of Toronto’s transit network since the Spadina subway extension [opened in 2017], and it will bring faster, more reliable service to thousands of riders every day. Line 6 will help connect communities, support local jobs, and play a real role in reducing congestion across our city by giving people a faster, more dependable alternative to driving. I want to thank our partners at Metrolinx and the Province of Ontario for their collaboration in bringing this project over the finish line.”

“The opening of Line 6 Finch West is a transformative moment for Toronto,” Toronto Mayor Olivia Chow said. “Line 6 Finch West will connect northwest Toronto communities, support local businesses, and make it easier for people to get to work, school, and home. I want to thank everyone who worked so hard to deliver this project. Together, we are fighting congestion and building a more connected, accessible, and sustainable city.”

Further Reading:

• Otis Gives Canadian LRT a Lift
• Ontario LRT Update
• Thales SelTrac selected for Finch West LRT
• Mosaic wins Toronto Finch West LRT project
• Finch West, Hurontario LRTs advance
• Ontario’s Finch West LRT gets the go-ahead

The post Coming Dec. 7: Finch West LRT appeared first on Railway Age.

RTD (Courtesy of Denver RTD)

RTD on Nov. 21 issued financial results for the third quarter of Fiscal Year 2025, ending Sept. 30, 2025. While total revenue rose to $321 million, up $41 million or 15%, from the same period last year, it fell short of budget projections by $21 million or 6%, according to the transit agency.

RTD reported a net position decrease of $77 million, which was $47 million lower than the prior year but $58 million or 43% better than budget.

Excluding the impact of East Colfax Bus Rapid Transit (BRT) passthrough to the City and County of Denver, RTD said third-quarter revenue came in at $298 million, up $18 million or 7% year-over-year. The net position decline, excluding the impact of East Colfax BRT, was $79 million, down $50 million from third-quarter 2024, according to the agency.

Sales and use tax revenue remained flat at $223 million, missing budget by $11 million (5%), RTD said. “Fare revenue was $16 million, down $1 million (6%) from the prior year, despite a 4% increase in ridership to 17.0 million,” it reported. “Notably, 38% of the 622,000 additional riders were attributed to a revised counting method on the A Line.”

“Demonstrating good stewardship of taxpayer dollars is paramount for any public servant,” RTD General Manager and CEO Debra A. Johnson said. “In the third quarter of 2025, RTD navigated rising costs and tax revenue that was lower than expected while also recognizing several notable gains that contribute to a welcoming transit environment.”

In related developments, RTD earlier this fall proposed a $1.3 billion budget for FY 2026 and released a draft of its comprehensive 2025 Finishing FasTracks Report, outlining the $1.6 billion capital and operating costs needed to complete the 2004 voter-approved transit expansion program, as well as revenue and ridership projections for the four unfinished corridors.

TriMet

The last Type 6 MAX LRV (light rail vehicle) arrived Nov. 20 at TriMet’s Ruby Junction Rail Operations Facility, completing the transit agency’s order for 30 vehicles from Siemens Mobility.

Before it begins service next year on the MAX Blue, Green, Orange, Red and Yellow lines, the new Type 6 S700 low-floor LRV will undergo weeks of testing, including logging at least 3,000 miles out of service, according to TriMet, which provides MAX light rail, WES commuter rail, bus, and LIFT paratransit services across 533 square miles of Oregon’s three most populous counties (Multnomah, Washington and Clackamas). The agency rolled out the first Type 6 in January 2025. All Type 6s are now on site; 22 are in service, accounting for approximately 15% of the total MAX fleet.

TriMet’s original 26 Type 1s have been in continuous operation since MAX service began in 1986, and some have logged more than 2 million miles, according to the agency.  

TriMet will continue to operate the Type 1s until all the Type 6s have entered service. While most of the Type 1s are being recycled, one—No. 101—has already been donated to the Oregon Electric Railway Museum in Brooks, Ore.

“The new trains join TriMet’s existing fleet at a pivotal time, with the full completion in August 2024 of the multi-year Better Red MAX Red Line Extension and Improvements project, along with several other MAX system improvements,” the transit agency reported. “Many of these have taken place along older sections of the system, including the installation of an improved wire-tensioning system at several locations. They also include the full renovation of the NE 82nd Ave MAX Station platform, which we expect to reopen by the end of the year.”

TriMet in 1997 was the first North American transit agency to deploy low-floor LRVs with the Type 2 SD660 from Siemens. Since then, Siemens has supplied every MAX LRV: The Type 3 (also SD660) in 2003, Type 4 SD70 in 2009, Type 5 S700 in 2015, and now the Type 6 S700.

Separately, TriMet recently announced that it is completing a round of organizational changes as part of its ongoing effort to “address a significant structural budget gap and bring staffing levels in line with revenue.” The agency in June adopted a $1.96 billion overall budget for FY2026; the agency said it was taking steps to address a $50.2 million deficit projected for next fiscal year, “tightening spending ahead of a fiscal cliff projected in 2031.”

VIA Rail

VIA Rail on Nov. 21 marked a milestone at Vancouver’s Pacific Central Station (1150 Station St., Vancouver): the 70th anniversary of The Canadian, which connects riders from Toronto to Vancouver.

VIA Rail Canada Map (Courtesy of VIA Rail)

VIA Rail held a free event for the public on Nov. 22, featuring family activities, historical exhibits, and opportunities to meet the VIA Rail team that runs The Canadian.  It also posted online an article of employee stories from the train’s service history.

The Canadian Fact Sheet_Fiche d’information sur Le CanadienDownload

“For 70 years, The Canadian has given Canadians a chance to slow down and experience the beauty of this country in a way that no other journey can offer,” said VIA Rail President and CEO Mario Péloquin, who was a featured speaker at Railway Age’s Next-Gen Rail Systems conference, which was held last month in Jersey City, N.J. “It has sparked countless memories: children seeing the mountains for the first time, families crossing the country to be together, strangers becoming friends over coffee in the Skyline car. Its legacy is carried not only by the steel of the rails, but by the people and the stories it connects.”

(All photographs courtesy of VIA Rail)

This anniversary celebration comes as VIA Rail embarks on what it calls “the most significant modernization in its history, supported by the Government of Canada’s 2024 commitment to fund a new Pan-Canadian fleet.” In 2024, VIA Rail launched a competitive procurement process to identify suppliers for the new locomotives and intercity passenger cars that will replace its Long-Distance, Regional and Remote (LDRR) fleet. VIA Rail said it expects to announce the selected partners in early 2026. “This transformative initiative will deliver a modern, comfortable, accessible, and sustainable travel experience, ensuring that the legacy of The Canadian continues and that, within the next decade, all VIA Rail trains will be renewed across the country,” the Crown Corporation said.

Separately, VIA Rail in July celebrated the completion of its Halifax Station renovation project, part of a C$80 million investment to upgrade four “heritage” stations, and more than a century of continuous service by The Ocean, the country’s oldest named passenger train, which runs in Atlantic Canada from Halifax to Montreal.

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

BNSF

“The BNSF network remains in solid condition as we head into the Thanksgiving holiday week and peak intermodal shipping season with positive momentum,” the Class I railroad told customers in a Nov. 21 online message. “Overall car velocity increased from the prior week and saw a 6% increase compared to October. Average terminal dwell was lower than the previous week, reaching the lowest level year-to-date and reflecting a 4% reduction from last month. Our local service compliance measure remains steady at 92%.”

(BNSF)

The number of trains operating on BNSF track is typically lower over the holiday due to reduced freight volume, the Class I noted. BNSF’s Intermodal holiday operating plan will adjust operations to account for this potential reduction in traffic. As a result, shipments from Tuesday, Nov. 25, through noon on Wednesday, Dec. 3, may experience delays of approximately 48 hours. Connecting carriers who have reduced operations for the holiday may cause delays on interline traffic.

Heavy rains and storms continue to impact multiple states along the Southern Transcon, including Southern California, Arizona, much of Texas, and parts of the Central Plains, BNSF said. These conditions are expected to bring elevated flash-flooding risks over the next 24-48 hours. “BNSF operating teams are monitoring conditions and are prepared to quickly respond. For Thanksgiving week, we expect overall seasonable operating conditions across much of our network.”

CSX

CSX’s TRANSFLO Petersburg Terminal is coming to Virginia in early 2026, the Class I announced via an X post.

The facility, which TRANSFLO says, “will help companies boost supply chain efficiency, expand market reach, and embrace sustainable transportation,” includes:

• 40 car spots.
• LPG capability.
• Conveyor capacity.
• Convenient access to major highways I-95, I-85, and US-460.
• Up to 75% reduction in greenhouse gas emissions with rail transportation.

“The facility reflects our commitment to delivering the benefits of rail transport with efficient transloading and maximized throughput,” TRANSFLO said.

UP

UP recently announced that it has updated its procedure for the transfer of trains between a rail yard in Mexico and the nearest rail yard in Eagle Pass, Texas.

This change, which kicked off Nov. 20, “enhances safety, strengthens border security and aligns with competitor practices at the northern and southern border,” UP said. “It reduces by 50% the time it takes to move trains across the international bridge compared to the previous method of changing crews on the rail bridge.”

Mexican partner crews from Ferromex will travel seven miles from the border to the nearby Eagle Pass yard, where the change to a U.S. crew will occur. The Mexican crews have been trained and qualified by UP, including certification under Federal Railroad Administration (FRA) rules for the territory. UP employees will continue to handle all U.S.-based operations, including taking control of inbound trains, switching cars, building outbound trains and serving local customers.

Before this updated process, crew changes at Eagle Pass would occur on the single-track international bridge, requiring trains to stop while crews disembark and walk back across the structure. This process can take 30-40 minutes and increases the amount of time a train sits idle on the bridge, heightening exposure for crews and increasing the risk of blocked crossings, vandalism, theft or other security concerns, BNSF noted. “Moving the interchange to a controlled rail yard reduces these risks and allows trains to transition more safely and efficiently. Additionally, seamless transfers at the border enhance the rail industry’s ability to compete and remove trucks from the road.”

“This change enhances safety for crews, strengthens border security and creates a more fluid process at this key rail gateway,” said UP Executive Vice President-Operations Eric Gehringer. “Interchanging trains inside a secure rail yard is a proven approach used at other border crossings, and it allows us to manage train movements more safely and efficiently.”

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

The U.S. transportation system is being pushed beyond the limits of what it was built to handle. Freight volumes continue climbing, supply chains are more time-sensitive, and our roads — long the backbone of domestic commerce—are increasingly defined by congestion and delay.

Anyone who driving the New Jersey Turnpike, the D.C. Beltway, I-40 across Tennessee, or California’s I-405 has experienced it: Occupying every lane are heavy 18-wheelers and delivery trucks, slow-motion rolling blockades as two tractor-trailers crawl side-by-side for miles. It’s a daily reminder that the highway network is saturated, and clever policies such as limiting truck traffic during peak hours, while helpful on the margins, cannot resolve a structural capacity problem.

The economic consequences are real. According to the 2025 Urban Mobility Report from the Texas A&M Transportation Institute, Americans lost an average of 63 hours to traffic delays in 2024, with a national cost exceeding $269 billion. Those delays flow directly into freight transportation costs, which ultimately show up in household budgets. Whether it appears in the prices of groceries, medicine, building materials or manufactured goods, congestion is a hidden tax on consumers.

The core funding mechanism for our highways has also eroded. The Congressional Research Service reports that federal gasoline and diesel taxes have lost roughly 73% of their purchasing power since 1993. That loss has compounded deferred maintenance and contributed to growing pressure on the Highway Trust Fund. Public dollars are stretched thin at the same moment that system demands are rising.

I have seen these pressures from multiple vantage points: as a federal regulator, as someone who has run a motor carrier, and as an adviser on infrastructure strategy. Fragmented freight networks, unpredictable travel times and siloed infrastructure investment all translate into higher costs and reduced national competitiveness. Meeting today’s challenges requires more than simply widening roads. It demands smarter traffic management, targeted new capacity, expanded P3 delivery models, improved freight logistic, and more efficient ways to move long-haul freight.

One option now before regulators could help address part of this equation: the proposed combination of Union Pacific and Norfolk Southern. If approved, the deal would create the nation’s first single-system, truly coast-to-coast freight railroad, spanning more than 50,000 route-miles across 43 states and reaching roughly 100 ports, according to independent reporting from Reuters.

Today, long-distance rail shipments must often pass across multiple carriers, adding interchange delays, extra handling and fragmented visibility. A unified network could eliminate many of those friction points, cutting days off cross-country runs, improving reliability and offering shippers a seamless experience more comparable to trucking—without drawing on taxpayer funds. Shifting even a portion of the heaviest freight back to rail would also reduce highway wear, ease the driver-shortage burden and lower emissions and crash exposure per ton-mile.

Nevertheless, this is not an argument for rail at the expense of trucking. Trucks remain indispensable for first- and last-mile delivery and for much of America’s freight. A healthier, more balanced system benefits both modes. And I understand the concerns of those who lived through past mergers that produced service slowdowns, job losse, or consolidation of local rail facilities. Those concerns are not hypothetical.

Critics also raise real competitive issues: the risk of reduced choice for captive shippers, potential rate pressure and the possibility that a single mega-network could amplify service disruptions. Short line railroads worry about fair access. Communities worry about job impacts. Labor wants assurance that service improvements are not achieved through workforce cuts that compromise safety.

These issues deserve a direct response. The Surface Transportation Board should condition any approval on enforceable service quality metrics, strong gateway protections, guaranteed short line interchange access, transparent pricing and clear penalties for service failures. These guardrails are essential, not optional, to ensure competition is preserved and shippers benefit from the efficiencies promised.

If those protections are in place, the merger represents a rare opportunity: a substantial infusion of private capital into the backbone of the U.S. freight system at a moment when public resources cannot fully keep pace. Railroads have privately owned infrastructure, and strategic private investment relieves pressure on taxpayer-funded roads while strengthening national supply chain resilience.

Ultimately, the goal is not to pick winners. It is to let the market move freight on the mode best suited to the job, freeing highways for the trips that truly require them, improving safety and ensuring U.S. goods can move at the speed demanded by a competitive global economy. A unified rail network, if properly regulated and responsibly executed, can help get us there.

Brigham A. McCown serves on the U.S. Department of Transportation Infrastructure and Transportation Advisory Board. He has previously advised cabinet secretaries from both parties across four Presidential Administrations on policy, legal and regulatory matters. He is currently a Senior Fellow at Hudson Institute in Washington, D.C. and a Clinical Professor at Miami University. McCown served as chief executive from 2020 to 2022 of the Alyeska Pipeline Service Company which designed, built, operates and maintains the Trans-Alaska Pipeline System. From 1988 to 1998, he served on active duty as a U.S. naval officer and as a naval aviator and participated in worldwide deployments including Operation Desert Storm and Operation Uphold Democracy. From 1998 until his retirement in 2013, McCown served as a member of the active Ready Reserve with assignments in Europe, Africa, and Asia including Operation Unified Assistance. See his complete biography here.

The post Why a Unified Rail Network Makes Sense appeared first on Railway Age.

To those of us having experience as both a Class I pricing officer and a railroad shipper, it’s axiomatic that the primary advantage of shipping by rail is price.

Now that the Class I’s have largely abandoned supplying cars, and PSR has degraded railroad service further—except for captive traffic/commodities where the Class I’s continue to escalate rates as fast as they can—to be competitive with the trucks, price is the only lever they have. Hence, the discussion here focuses on intermodal lanes that to those of us who have played the game is “proof in the pudding” of the merger’s intent to gain power and control, locking (pricing) out other railroad routes.

Fancy wording and expensive lawyer briefs dangled in front of the STB are window dressing. Ask any short line CEO or former rail shipper about “benefits” from any prior rail merger.

Class I’s have enormous political and financial power. Once any merger is approved and terms violated/ignored, the burden/cost placed on those affected to seek and gain equity/enforcement is simply too much of a hurdle for most. The discovery process alone can take years and cost millions. Meanwhile, “Rome burns.” I know; we experienced it at Maryland Midland over four years and lost. Litigation in federal courts is no timely and reasonable alternative.

Putting teeth in any merger approval is the only answer. Class I’s don’t like it because it cuts into their power and control game. But so what? The citizens, shippers, consumers, labor, short lines and regionals in the U.S. must not be sold down the river to benefit a handful of BMBYS (Big Money Boys). And the devil is in the details. Eliminating paper barriers as just one example is essential. “Macro/glorified schemes/talk/proposals” will do nothing.

My comments filed in STB Ex Parte 711 (Sub-No. 2) address this. Reciprocal switching is the detail required to make things work, up front, in practice. If the STB does not include such detail, any inclusion in any approved merger is meaningless.

Born in Baltimore and raised in Towson, Md., Paul D. Denton graduated from Duke University in 1962. In 1963, he joined the Baltimore & Ohio and through 1986 served in various marketing/finance positions with B&O, Chessie and CSX. In 1986, Denton joined Maryland Midland Railway (MMID) as Vice President Marketing & Sales. In 1987 he was elected MMID President, and in 1994 was elected CEO and President and joined the MMID Board of Directors. He retired from MMID June 2006 but served on the Board through 2007, helping to arrange MMID’s sale to Genesee & Wyoming. Denton served two terms on the Board of the American Short Line & Regional Railroad Association from 1998 to2006.

The post Putting Teeth in a Merger Approval appeared first on Railway Age.

Shortly after nine Republican state attorneys general wrote to the Surface Transportation Board expressing serious concerns about the proposed Union Pacific-Norfolk Southern merger, three counterparts, also Republicans—Mike Hilgers, Nebraska; J.B. McCuskey, West Virginia; Chris Carr, Georgia—wrote to the STB in support of the transaction.

“The merger of Union Pacific and Norfolk Southern will only further strengthen the efficiency, reliability and effectiveness of our freight rail system,” the attorneys general wrote. “This merger will create the first [U.S.] unified transcontinental railroad, bringing more than 50,000 miles of track under one umbrella, directly connecting 100 North American ports, and expanding operational access to 43 States. By eliminating car touches and interchange delays, even more freight will be moved faster than ever and at a lower cost. The resulting synergies and efficiency gains will also allow for the opening of new routes and an expansion of intermodal services. These improvements are likely to lower supply chain costs for shippers, which ultimately means lower prices for consumers. And it is projected that all this will increase freight rail demand and thus increase the number of jobs at the newly-formed company, which is one reason why the nation’s largest railroad union has announced its support for the merger. Finally, as demand for freight rail increases, more trucks can be taken off our highways and other roadways, reducing congestion and further lowering emissions.”

DOWNLOAD THE COMPLETE LETTER: 2025.11.20 Letter to STB in re Union Pacific Norfolk Southern MergerDownload

The post Nebraska, West Virgina, Georgia GOP AGs Support UP+NS appeared first on Railway Age.