Railway Age magazine

Eastern railroad volumes finished 2025 weaker than expected, and we have lowered 4Q25 estimates. We remain below consensus on Union Pacific, and lower 2026 EPS estimates below consensus for all U.S. rails, given tepid growth expectations. Our recentl railroad roundtable pointed to weak demand trends in 2026. The UP-NS STB merger application will remain the focus for investors, particularly with CGP (Committed Gateway Pricing). We remain cautious on the near-term industry outlook. Our 4Q25 Rail Shipper Survey indicate that pricing and growth expectations recovered off troughs but are still at low levels as demand expectations are soft to start the year. M&A remains the focal point for the rail group during 4Q earnings, and shares should continue to trade on the STB review outlook and truck-conversion narrative. Our rail panel unanimously sees the merger application passing despite concerns and desire for more operational details.

U.S. carriers saw carloadings decline 3.5% in 4Q25, led by Forest Products (–8.5%). We lower 4Q25 estimates for both Eastern carriers, cutting carloadings expectations as a seasonal slowdown was evident. We lower our 2026 estimates below consensus expectations, primarily driven by our lowered volume assumptions.

CSX had the best volume performance in the quarter (roughly flat), helped by merchandise. 4Q25 EBIT was negatively impacted by $40MM from a coal derailment and auto supply chain impacts; most of this should be a one-time cost and some volumes are expected to be recovered in ’26. Howard Street Tunnel is on track for completion by end of 1Q26, unlocking new lanes, and CSX is positioned to win back some business it had previously lost. CSX is relatively bullish on ’26 volumes after having to deal with a lot of closures last year that should be in the rearview mirror. Recent headlines of workforce reductions suggest CEO Steve Angel is looking to drive cost/ productivity initiatives into ‘26.

NSC saw carloads decline 4.5% in4Q25, an impact from softening international demand (intermodal –8%), and ag products declining 9%. Mix should be ~neutral for the company in 4Q25. NSC’s quarter is the least important in our view given the stock is trading on deal probability; we expect management to be transparent about the 2026 outlook given their 3Q25 commentary about a deteriorating industrial pipeline.

UNP volumes are holding up marginally better than we had modeled (recall we were the low on the Street given Consensus was not capturing the difficult December comps). UNP expects earnings to decline in 4Q25 (in line with our previous estimates) and called out a $30-$40MM charge on merger-related expenses that will likely be GAAPed out. UNP’s call will likely focus on its application to the STB, particularly surrounding CGP.

We recently hosted a railroad roundtable. Our panelists unanimously expect weak core demand trends in 2026. Tariff clarity will be necessary for underlying volume trends. Chemical and building materials shippers on the call attested to a weak demand environment. The intermodal outlook was subdued as well. On a positive note, all panelists said rail service is expected to hold up well.

The STB filing will likely be the topic du jour during rail earnings. We hosted a call with a former Class I CEO to review the recent merger application. He believes UNP/NSC have put forward a very strong application that is likely to be accepted, though the final word is likely in 2027. Review could likely take longer than planned, and a 1Q27 timeframe for a final decision is reasonable with little possibility that the process can be expedited. CGP effectively does the job of enhancing competition by offering shippers more choices. Traditional gateway pricing has been limited to some lanes in the I-5 corridor and allows a captive shipper to gain access to a competing railroad at pre-determined prices. We believe, and as discussed on railroad panel, that more details may be expected by the STB as it related to CGP. This catch-all approach by UNP has had very little uptake from shippers generally.

JBHT saw a peak season that met expectations in 4Q25, with no major surprises. Despite market weakness, JBHT has idiosyncratic operational initiatives that should drive the stock in 2026, with $100MM targeted, 80% of which was achieved by 3Q25. We believe there will be more wood to chop in 2026, largely within their intermodal business. We continue to see HUBG as the best positioned to capture growth from a UNP/NSC merger.

Panelists on our railroad outlook call offered subdued outlook for 2026. International intermodal will likely continue to rationalize into 1Q (pull forward ahead of tariffs last year) and trade deficit data pointing to a declining number of U.S. goods imports. Domestic intermodal hinges on the truckload market inflection that is gaining steam but has not impacted contract rates to date and is unlikely to materially impact bid season this year (we hosted a truck panel that pointed to LSD rate increase expectations in 2026, with more carriers already looking toward 2027 as the rapid-growth year). We lower 2026 estimates for both JBHT and HUBG below consensus given our view of more tepid growth expectations. Another year of anemic contract rates on the TL side should limit pricing upside for intermodal carriers come Spring.

Both Eastern carriers are trading above their forward average, while UNP trails marginally. We continue to view NSC and UNP a special situation that will trade in line with deal probability and synergy targets. We broadly lower 2026 EPS forecasts for all U.S. rails given our view of tepid growth expectations, while rolling out 2027 estimates.

The survey results were modestly positive for the U.S. rail players, but M&A remains the focal point for the U.S. rail group during 4Q25 earnings, and shares should continue to trade on STB review outlook and the truck-conversion/merger competition narrative. Pricing and growth expectations ticked up 30bps each off troughs, but absolute levels are still quite low and track with relatively subdued sentiment expressed on our recently hosted railroad roundtable.

Rate hike expectations for the next 6-12 months came in at 3.3%, up 20bps vs. our 3Q25 survey but still below the survey’s five-year average of 3.7%. Participants on our recent railroad roundtable maintained that tightening transport capacity has been evident but not large enough to gain confidence in a stronger rail pricing cycle just yet. Trough truckload rates had seen the trucking premium dwindle through the freight recession, but the 4Q25 surge in spot rates produced some normalization. The share of participants answering that truck is a cheaper mode than rail dropped sharply for both carload and intermodal shippers (down 7 and 4 points, respectively).

Shipper estimates of business growth increased to 1.5%, a 30bps sequential increase but still close to trough levels. The results line up with commentary from our railroad panel, which suggested a sluggish 2026 demand environment. Economic confidence fared better with the share of those more confident up 10 points but off very low levels. Given relatively subdued responses on growth in our panel call as well as our Quarterly Carrier Survey, we believe survey results on the macro picture are uninspiring for the near term.

Following many quarters of shippers citing elevated tariff uncertainty, 70% of shippers surveyed responded that they expect “business as usual” in ordering practices. This is up 16 points sequentially and speaks to some normalized uncertainty, in our view, potentially reflected in the economic confidence response discussed above. This aligns with a comment made by North America’s largest short line railroad company on our panel call, but we remain cautious with a SCOTUS 1/14 ruling looming.

M&A remains the focal point for U.S. rail group, and shares should continue to trade on STB review developments and the truck-conversion narrative for the foreseeable future, in our view. Survey results are a slight positive for underlying U.S. rail industry health as pricing and growth expectations tick up off troughs, but absolute levels are still quite low and track with relatively subdued sentiment expressed on our recently hosted railroad roundtable. Stable rail service is positive but an expected outcome amid a transformational merger review.

The post TD Cowen: Lowering ’26 Expectations Amid Modest Shipper Optimism appeared first on Railway Age.

The New York MTA on Jan. 13 announced its plan to advance two significant transit projects to improve New Yorkers’ commutes as part of Governor Kathy Hochul’s 2026 State of the State (download below).

As part of her FY27 Executive Budget, Gov. Hochul will propose $50 million to fund the design of a reimagined Jamaica Station, better integrating Subway, Long Island Rail Road (LIRR) and AirTrain service for the 200,000 daily riders who pass through the transit hub every day. The MTA and the Port Authority of New York and New Jersey (PANYNJ) have already begun a joint effort to coordinate this project.

In addition, Gov. Hochul will propose building on her investment in the FY25 Enacted Budget funding a feasibility study for westward expansion of the Second Avenue Subway by advancing the preliminary engineering and design process to continue tunneling across 125 Street to Broadway. According to the MTA’s 20 Year Needs Assessment, this proposed expansion would have a daily ridership of nearly 240,000 and would save riders more than 30 minutes of travel time each week on average.

Jamaica Station is integral to the commutes of millions of New Yorkers, enabling workers and students in Queens to get to school and jobs, allowing travelers to get to and from Long Island, ensuring travelers from around the world can efficiently and affordably get to JFK Airport, and connecting New Yorkers to world-class sporting and entertainment events, the MTA said. More than 1,000 trains and 200,000 passengers transit Jamaica Station every weekday, making it the fourth busiest commuter rail station in North America—surpassed only by Grand Central Station, Penn Station and Toronto’s Union Station. Yet Jamaica Station has been left far behind in terms of customer experience and investment; it was last upgraded 23 years ago, when the AirTrain JFK began operation in 2003.

The reimagined Jamaica Station, the MTA says, “will help create better traffic flow, reduce crowding, and build out a world class station complex providing seamless connection between the LIRR Main Line, NYC Transit, and AirTrain JFK for the millions of commuters who depend on it.”

In her 2024 State of the State address, the Governor proposed a “bold and innovative” solution to enhance the potential of one of the most promising expansion projects in the MTA’s service area—extending the Q line west along 125th Street, with three new stops at Lenox Avenue, St. Nicholas Avenue, and culminating at Broadway. Gov. Hochul funded a feasibility study which found that it is not only possible to extend the Second Avenue Subway line construction west to Broadway, serving hundreds of thousands of New Yorkers, but that performing the tunneling work as a follow-on to the current East Harlem extension “would save substantial time and money.”

Gove. Hochul will support the next phase of this project with funding for design and preliminary engineering to advance tunneling across 125th Street. The extension along 125th Street, the MTA says, will improve commutes for millions of New Yorkers, save significant time for commuters benefiting from intersections with seven north-south subway lines across Manhattan, and connect underserved communities to jobs.

Yesterday’s announcement “builds on Gov. Hochul’s record of investing in New York’s infrastructure and improving its transit system over the last year,” which include:

• “Awarding major construction contracts to dig the tunnels for Second Avenue Subway Phase 2 to East Harlem.
• “Breaking ground on the New Midtown Bus Terminal Project after decades of failed attempts to advance redevelopment.
• “Beginning the engineering and design phase of the Interborough Express (IBX).
• “Fully funding the MTA’s historic 2025-2029 Capital Plan, which commits $68 billion to modernize, improve and expand transit across the New York City region.
• “Successfully launching New York City’s first-in-the-nation congestion pricing program, which in one year has reduced traffic, cut pollution, made streets safer, and generated revenues for critical transit upgrades.
• “Completing several milestones in the transformative I-81 Viaduct project in Syracuse.
• “Advanced the project to reimagine I-787 in Albany into the Environmental Review phase.”

“New Yorkers deserve a world-class transit system,” Gov. Hochul said. “By advancing projects like the Second Avenue Subway and reimagining Jamaica Station, we’re building on past investments to deliver more reliable, efficient, and modern transit options for riders today and for generations to come.”

MARTA streetcar will return to service Tuesday, Feb. 3, 2026, at the completion of underground utility repairs by Georgia Power.

The streetcar vehicles were suspended Sept. 8, 2025, to accommodate urgent underground utility repairs by Georgia Power and align with scheduled infrastructure upgrades along the streetcar route. MARTA shuttle vans have continued providing service along the route.

The work required a lane closure between Courtland Street and Peachtree Center Avenue, where Georgia Power has been excavating and repairing underground electrical lines. For safety reasons, streetcars cannot operate alongside open construction areas.

In addition to Georgia Power’s work, MARTA has taken advantage of the closure to complete:

• Catenary inspection and repair.
• Track maintenance.
• Tree trimming.
• Station refurbishment.
• Signage and vehicle update.
• Deep cleaning along the route.

NJ Transit has launched a language survey to assess the needs of Limited English Proficient (LEP) customers to improve the agency’s services and programs.

The survey, NJ Transit says, is intended to gather feedback from people who do not speak or read English well, on how they navigate the agency’s programs and services. Also, the survey will ask LEP customers what they think of NJ Transit’s tools for providing language assistance, and how those tools can be improved and refined.

The survey will be offered in eight languages: English, Arabic, Chinese, Portuguese, Russian, Spanish, Gujarati, and Korean.

The survey is designed to take approximately 10 minutes to complete on a desktop, laptop, tablet or mobile phone. All participants who complete the survey will be entered in a drawing to win a free monthly pass or $100 gift card. To qualify for the gift card, survey respondents must complete the survey and provide a name, phone number and email. However, it is not necessary to provide personal information to complete the survey.

The post Transit Briefs: NYMTA, MARTA, NJ Transit appeared first on Railway Age.

The Indiana Rail Road Company (INRD) Board has elevated Derrick Wright to President and CEO, effective Jan. 16. He has served since November 2022 as Vice President, Operations and Mechanical for the 500-mile railroad, a two-time Railway Age Regional of the Year honoree.

Wright has more than 20 years of leadership experience. Prior to joining INRD, he served as Chief Operating Officer at Northern Indiana Commuter Transportation District, overseeing the South Shore Line between South Bend and Chicago. He was also Vice President, Operations at Genesee & Wyoming Railroad Services, Inc., where he managed operating departments for 15 short lines and regionals. Wright began his railroad career at CSX, rising through the ranks as Yardmaster, Trainmaster, Terminal Manager, and Superintendent.

“Derrick’s deep industry knowledge and leadership experience make him the ideal choice to guide INRD into its next chapter,” the INRD Board said. “We are confident that under his leadership, INRD will continue to deliver safe, efficient, and innovative transportation solutions for our customers.”

Joe Gioe was the most recent President and CEO of INRD; he signed on last year as Vice President Service Delivery for Manitoba, Canada-based Cando Rail & Terminals.

• Powering Possibilities: INRD-CN Intermodal Partnership

Separately, Railway Age is inviting all Class II and III railroads to submit entries for its annual Short Line and Regional Railroad of the Year awards program. The deadline is Thursday, Feb. 5, 2026, at 5 p.m. ET.

The post Wright to Lead INRD appeared first on Railway Age.

PASSENGER RAIL OUTLOOK, RAILWAY AGE JANUARY 2026 ISSUE: “It was the best of times, it was the worst of times … in short, the period was … like the present period.” So went part of the opening paragraph of Charles Dickens’s A Tale of Two Cities. It could also describe Amtrak during “the present period.”

At a Board meeting held in New Orleans and streamed Dec. 4, Amtrak President Roger Harris described 2025’s record levels of ridership, ticket revenue, customer miles traveled and capital investment by Amtrak and expressed his hope that 2026 will be another record-breaking year for “America’s Railroad.” Yet, Amtrak moves forward, in some ways at restricted speed, as there could be solid red signals ahead outside the Northeast Corridor (NEC). 

Rail transit, including “transit railroads” in the United States, is heading for red signals in many places, too. Some transit-rich places are seeing a clear indication for now, with the possibility of an “approach limited” or even a “restricted” indication some distance ahead. In this article, we will take our annual look at the passenger train and rail transit picture in the U.S. and Canada.

Amtrak management said joyfully that it set records in a number of areas in 2025. Ridership was back to pre-COVID levels, revenue was at its height, and there was plenty of capital investment. Board Chair Anthony Coscia said more people are interested in trains than had been the case ten years ago and even encouraged the prospect of new Public Private Partnerships (P3s) in terms of funding and innovation that could help Amtrak prosper. 

When Scott R. Spencer of AmeriStarRail suggested rebranding Acela trains on the NEC as Libertyliner 250 trains and offering a “Freedom Pass” that would allow seven days of unlimited travel on the NEC for $250 per person, Coscia appeared open to considering those ideas. The acid test of Amtrak’s willingness to implement suggestions by outsiders will come soon, because Spencer’s suggestions are tied in with the country’s 250th birthday, which will happen this coming summer. AmeriStarRail is prepared to license trackage rights and run enhanced service on the NEC and its branches, whether Amtrak keeps control of the lines, as it exercises today, or another entity manages them in the future. 

Rail Infrastructure Management, a different entity (through its RAILnet-21 plan) is proposing a different approach for the NEC: an Infrastructure Management Organization (IMO), using investors’ funds to make capital improvements. The plan would license trackage rights to various operating entities, including Amtrak and others, which could include AmeriStarRail. RAILnet-21’s proponents say that relieving Amtrak of the burden of having to maintain and manage the NEC’s infrastructure will enable Amtrak to spend its money on operating trains, which is its greatest strength, and acquiring rolling stock, which is its greatest need. In any event, the NEC and its branches will have to survive somehow, because it would be impossible to move all Amtrak’s riders and those on the local “transit railroads” along Amtrak’s NEC any other way.

The January 2025 Passenger Rail Outlook article was the grimmest I had written in more than 21 years reporting on the rail and transit beat. Elsewhere on Amtrak, not much has changed. Amtrak’s skeletal long-distance network is the smallest it has ever been: Only 13 trains that motorists and non-motorists alike can ride. The loss of the Silver Star and the consolidation of part of its route with the now-defunct Capitol Limited to form the new Floridian killed direct service between the NEC north of Washington D.C., and places in the Carolinas and Florida. It also resulted in disastrous on-time performance, even though it liberated some Superliner cars for service on trains further west. 

Death by attrition is the hazard the entire long-distance network faces. Amtrak keeps talking about purchasing new equipment for its few long-haul trains, but officials, both at the December Board meeting and at a conference sponsored by the Rail Users’ Network (RUN) in November, had little to say about a long-distance fleet, but plenty about new cars for the NEC and state-supported trains and corridors. They acknowledged that Amtrak needs trainsets, and a 1,379-page Request for Proposals (RFP) for long-distance equipment has been released. Still, actual procurement, construction and other activities required before new equipment can be certified and placed into service could take so long that the current fleet might not last long enough to keep the existing network of trains running every day (except for the two tri-weekly trains). While Amtrak is catching up on repairing wreck-damaged cars, the best-case scenario is that those cars can relieve the short consists that Amtrak is running on its long-distance trains only for a limited time. Another decade is a stretch.

Amtrak officials are talking about placing new equipment into service “in the 2030s,” a long time from now. By 2033, more than half of the Superliner and Amfleet II equipment in service today will be 50 years old, the same age as the Superliner I cars that now run on the NEC and state-supported corridors, and that Amtrak has announced plans to scrap. The current network might survive by running short trains and charging high fares until new equipment arrives, but every month of delay in the procurement process makes that result less likely. There is a limit to how long those cars can last.

In April 2021, Amtrak announced its Connects US program for developing new corridor-length routes, which the states would support. Two services running today demonstrate that, and once trains of that sort start running, they attract riders. The new Borealis train between Chicago and St. Paul is a great success, even though its schedule is only a few hours apart from that of the Empire Builder on the same route. A third frequency that would leave Chicago early in the morning, turn quickly at St. Paul in the afternoon and return to the Windy City before Metra trains and much of the CTA shut down for the evening would also perform successfully. The new Mardi Gras Service trains that run along the Gulf Coast between New Orleans and Mobile are also doing well, but it took a four-year war to get them running. I covered that war in its entirety for Railway Age and dubbed it the “Second Battle of Mobile.” 

Amtrak had hoped to see almost 40 new corridor-length routes established by the end of 2035, but in the first five years since the program was announced, there is just one new round trip on an established route and only one new route, with only ten years to go until the end of the original planning frontier. With the fight that CSX, Norfolk Southern and the Port of Mobile waged to prevent the new Gulf Coast trains from running, in addition to Amtrak’s requirement that local agencies must pay an increasing share of the costs of running new trains during the first six years and the full cost after that, it seems unlikely that many other state and/or local entities will go to the trouble and expense to start new routes. With the current decline of federal funding for many programs forcing the states to pick up the tab for them, the prospect of those states or local agencies paying to run new trains for several years appears remote. 

What I said at the beginning of 2025 still holds true at the beginning of 2026 for Amtrak. The long-term survival of the long-distance network seems questionable, and it still appears that only a few new state-supported routes will begin operation. The future of the NEC looks great in Amtrak’s view now, but, truth be told, it’s unsettled. The infrastructure needs massive state-of-good repair programs, and while Amtrak has several NEC projects planned or under way, they are expensive. New P3s with entities like AmeriStarRail or RAILnet-21 could spur investment and innovation, from which Amtrak and the region’s riders would benefit. Still, it will survive, for better or worse. If for no other reason, nothing else could serve all Amtrak riders.

Brightline, the nation’s only private-sector passenger railroad, now runs between Miami and Orlando Airport and is building Brightline West between Las Vegas and southern California, which would have a connection to Los Angeles on Metrolink. Brightline’s model appeared to serve as a viable alternative to the public-sector model of Amtrak and transit providers until recently, but now Brightline is facing severe financial problems and has cut service in Florida, while the anticipated cost of completing Brightline West is rising fast. It appears that Brightline needs to embrace the public sector similarly to how Amtrak must embrace the private sector, which leads to the inference that the P3 model is the only way to build or run a passenger railroad today. Whether the feds or Florida would go along is another question.

The Dickensian opening does not quite hold for rail transit in the U.S., because transit riders and providers everywhere face a severe challenge. It comes from the fiscal cliff that has resulted from the loss of federal money that kept many transit systems going during the COVID-19 pandemic. As things stand for transit today, agencies that can’t get a financial reprieve face drastic service reductions. 

Still, there is a bit of good news, even if it is somewhat anomalous. Before I came on board at Railway Age, there were more new transit starts and expansions than there are today, and I reported a “New Starts Roundup” every year at this time. For the first time in many years, there were several such events around the country. MBTA’s South Coast Rail between Boston and the historic cities of New Bedford and Fall River opened. DART in Dallas opened a new line on former Cotton Belt right-of-way. The South Shore Line (NICTD) is opening its Monon Corridor between Hammond and Munster, Ind., although the schedule only works well at peak commuting times. SMART in California’s North Bay is a few miles longer than it used to be. In Buffalo, the old DL&W terminal, the other end of the historic Lackawanna Railroad from Hoboken, N.J., is served by rail again, but it’s light rail. New rail transit segments are also running in Phoenix, Kansas City, Washington D.C.’s Maryland suburbs, and even Honolulu.

While the above-mentioned list should be greeted warmly as good news, it is questionable how many more years like 2025 will follow. In 2023 there were 64 grant applications before the FTA, 39 for busways and 25 for rail. That represented 40%, but they included mega-projects like the Gateway tunnel between Manhattan and New Jersey. Two years later there were 58 applications; 39 for busways and only 19 for rail, which amount to less than one-third. Percentagewise, that is a precipitous drop. It could herald the gradual phaseout of new rail starts over the next several years. 

The fiscal cliff remains the biggest challenge on the transit side. Money from the one short federal infusion of operating funds during the COVID-19 pandemic has or soon will run out at essentially every U.S. transit agency. It is now up to the states and their political subdivisions to find a way to keep local transit going with service that residents of the impacted areas now have. The alternative would be service cuts so severe that their likes have not been seen since the middle of the past century. Without new funding, transit managers have threatened to eliminate 35% to 45% of existing service.

Some states have implemented solutions that are keeping local transit going, either by enacting new fees or corporate taxes to generate money for transit (New York and New Jersey for the next three years), or moved money from the capital side to the operating side (Pennsylvania for the next two years). It cannot be stated too strongly that these are not permanent solutions, but reprieves. Illinois has regionalized the governance for transit in Chicagoland and enacted new levies. It remains to be seen whether those measures will result in a permanent solution or will only manifest a reprieve.

In some other places, politicians who make decisions that affect transit and its riders have not come up with solutions. Transit managers are concerned and riders, especially those who depend on transit for all their mobility, are understandably upset. Essentially every official who has the power to help fund transit in their jurisdictions is a motorist who does not personally need transit. If they can be convinced that the local economy would be thrown into a downward spiral if they allow severe service cuts by inaction or indifference, they might be persuaded to come up with the money to keep transit going at present levels. Still, the best-case scenario will probably be a series of reprieves. In New York City, officials know that, without strong transit, the local economy would be devastated, although that city is the only place in the nation where non-motorists outnumber motorists. 

Canada had some new extensions in Toronto, Ottawa and Montreal, including conversion of the Deux-Montagnes line from traditional “commuter” rail to the REM mode. There is not much new on VIA Rail, although “Canada’s railroad” has strengthened its accessibility measures for persons with disabilities and has ordered new equipment for its skeletal long-distance network. It will be several years before it can be built and placed into service, so there is time to ride the transcontinental Canadian, which runs twice a week with Budd-built “Streamliner” equipment that has been in service for 70 years. Now, if Amtrak would just follow suit and order new cars for its own skeletal (but much more robust than VIA Rail’s) long-distance network, the riding public might feel more assured that the trains they enjoy will keep going for many more years. 

The post No Clear Track Ahead appeared first on Railway Age.

Editor’s Note: For rail traffic purposes, a week that bridges two different years is assigned to the year in which most of the days of that week fall. The week ending Jan. 3, 2026, had most of its days in 2025, so it is assigned to 2025. Because of the way the calendar fell in 2025, the week ending Jan. 3, 2026, was week 53 of 2025. A year having 53 weeks happens every few years. Rail traffic comparisons are always made to the corresponding period 52 weeks earlier. This means the comparison week for a week 53 is Week 1 of the same year. To ensure comparability across years, Week 53 is ignored when computing annual totals. Instead, annual totals are always weeks 1-52. The first week of 2026 ended Jan. 10.

For the week ending Jan. 10, 2026, North American rail volume on nine reporting U.S., Canadian, and Mexican railroads came in at 696,484 carloads and intermodal containers and trailers. Cumulative volume in the U.S. was 510,457 carloads and intermodal units, up 9.7% from the same point in 2025; in Mexico, 27,802 carloads and intermodal units, up 53%; and in Canada, 158,225 carloads and intermodal units, down 2.8%.

For the first week of 2026 (ending Jan. 10), U.S. Class I railroads carried 232,803 carloads, up 16.7% compared with the same week in 2025, and 277,654 containers and trailers, up 4.4% percent compared with 2025, according to the AAR.

Nine of the 10 carload commodity groups posted an increase compared with the same week in 2025. They included coal, up 14,178 carloads, to 66,374; nonmetallic minerals, up 6,539 carloads, to 28,766; and grain, up 4,956 carloads, to 26,204. One commodity group posted a decline: forest products, down 748 carloads, to 7,838.

North American rail volume for the week ending Jan. 10, 2026, on nine reporting U.S., Canadian, and Mexican railroads totaled 333,712 carloads, up 11.1% from the same week last year, and 362,772 intermodal units, up 4.8% from last year.

Canadian railroads reported 87,561 carloads for the week ending Jan. 10, 2026, down 4.2%, and 70,664 intermodal units, down 1.0% compared with the same week in 2025.

Mexican railroads reported 13,348 carloads for the week ending Jan. 10, 2026, up 41.5% from the same week last year, and 14,454 intermodal units, up 65.5%.

• AAR: U.S. Rail Traffic Down 4% for Week Ending Jan. 3
• Flat Traffic Figures For Week 52: AAR
• AAR: U.S. Carloads, Intermodal Down for Week 51
• AAR: Downward U.S. Rail Traffic Trend Continues in Week 50
• AAR: U.S. Rail Traffic Down in Week 49

The post For North American Rail Traffic, a Positive Start to 2026 appeared first on Railway Age.

HNTB Corporation on Jan. 12 announced several key leadership changes that it says, “strengthen cross-functional collaboration and ensure clients benefit from the full strength of the firm. This enhanced structure positions HNTB to continue meeting the growing demand for innovative infrastructure solutions and supporting clients at every stage of project development and delivery.”

Mike Inabinet, PE, has been named President, Markets and Services; Chris Gale, PE, has been named Chief Operating Officer; and Michelle Dippel has been named Region President of HNTB’s newly expanded West Region.

Inabinet will lead HNTB’s market sectors and professional services, advancing integrated strategy, delivery and innovation. He will collaborate across disciplines to support clients and guide growth across a broad portfolio including aviation, transit, rail, bridges, digital infrastructure and other multidisciplinary practices.

Gale will oversee firmwide operations with an emphasis on performance, delivery and operational excellence. He will drive consistency in project execution, foster innovation and support the development of next-generation tools and processes to drive growth.

Dippel will lead HNTB’s newly expanded West Region, which now includes the firm’s West, Central and Great Lakes Divisions. This unified regional footprint, the firm says, “strengthens HNTB’s ability to serve clients across a broader geography and deliver cohesive, multi-disciplinary support for major infrastructure programs.” Dippel will focus on regional growth, client partnership and talent development to meet accelerating demand for transportation, mobility and community-shaping infrastructure.

“HNTB’s growth strategy centers on discovering what our clients value and delivering that value better than anyone else,” said Rob Slimp, PE, HNTB Chairman and CEO. “These leadership appointments strengthen our ability to collaborate across teams and deliver extraordinary value, ensuring we continue creating exceptional outcomes for our clients and the communities we serve.”

The Greenbrier Companies on Jan. 13 announced the appointment of Travis Williams as its new Head of Investor Relations, reporting to Michael Donfris, Chief Financial Officer.

In this role, Williams is responsible for managing Greenbrier’s interactions with the investment community, including institutional investors, equity research analysts, and other key stakeholders.

With more than 20 years of experience in investor relations, capital markets, and equity analysis, Williams brings extensive knowledge and a proven track record of enhancing shareholder engagement and driving long-term value creation. Williams most recently served as Senior Director of Investor Relations at Enerpac Tool Group. Before his role at Enerpac, he worked at Invesco from 2012 to 2022. Earlier in his career, he was at Stephens from 2009 to 2012 and at Wasatch Global Investors from 2004 to 2009.

“Travis comes to us with an impressive background in both investor relations and financial analysis,” said Michael Donfris, SVP and Chief Financial Officer. “His expertise in building strong shareholder relationships and his proven ability to communicate effectively will be invaluable as we continue to enhance our engagement with investors and drive our growth strategy forward.”

Williams holds a Bachelor of Science degree in Finance from the University of Utah.

Frauscher Sensor Technology on Jan. 14 announced that Mayank Tripathi has assumed the position of Vice President & General Manager, effective Jan. 1, 2026. Michael Thiel concluded his 15-year tenure as Frauscher CEO at the end of 2025. The leadership transition, the company says, “follows Frauscher’s succession plan and marks an important milestone as the company enters its next growth phase as part of Wabtec Corporation’s Digital Intelligence division, following the successful completion of the acquisition in December 2025.”

Under Thiel’s leadership, “Frauscher achieved significant growth and strengthened its position as an industry leader—a testament to his vision and dedication.” The company evolved from its Austrian roots to become a global enterprise with more than 700 employees across 15 countries and installations in more than 100 nations.

“Leading Frauscher has been the privilege of my professional life,” said Thiel. “I’m incredibly proud of what our team has achieved together—not just in terms of growth and market position, but in the culture of innovation, quality, and customer partnership we’ve built. With Mayank, a leader takes over who knows the company, our customers, and our values inside and out.”

Tripathi brings more than 20 years of rail industry experience to his new role. Most recently serving as Frauscher’s Chief Sales Officer, he led global sales strategy and was instrumental in building deep customer relationships worldwide.

“I’m honored to lead Frauscher into this exciting new chapter,” said Tripathi. “Michael and the entire Frauscher team have built something truly special—a company that customers trust implicitly, that employees are proud to be part of, and that consistently pushes the boundaries of what’s possible in rail technology. My focus will be on preserving and strengthening what makes Frauscher unique while leveraging our integration with Wabtec to accelerate innovation, expand our global reach, and deliver even greater value to our customers.”

Before joining Frauscher, Tripathi held senior international roles in rail and industrial technology, driving business development and strategic growth across Europe, Asia, and the Middle East. He holds a Master of Science in Industrial Engineering from the École Nationale Supérieure des Mines de Nancy and a Postgraduate Diploma in Organizational Leadership from Saïd Business School, University of Oxford. Tripathi will continue to be based in France.

The post People News: HNTB, Greenbrier, Frauscher appeared first on Railway Age.

177 years strong, and thanks to our incredible team, 2025 was the safest year in BNSF history. Employee injury rates hit an all-time low, and rail equipment incidents dropped by 13%. Every milestone brings us closer to our ultimate vision: a railroad free of accident and injury. pic.twitter.com/L091lDMwjK

BNSF on Jan. 13 reported that 2025 was the “best year ever” for safety in the company’s 177-year history.

With approximately 35,000 employees and a 32,500-mile network, the Class I marked its “lowest ever employee injury frequency rate,” down 10% from the previous record set in 2023. BNSF also saw a 13% decrease in rail equipment incidents, which it said surpassed its 2025 target.

“I am so proud of what our teams were able to accomplish in 2025, marking significant progress toward our ultimate safety vision of operating a railroad free of accident and injury,” BNSF President and CEO Katie Farmer said. “This milestone is proof our entire team remains united and dedicated to prioritizing safety. We are deeply grateful to every person who played a role in reaching this accomplishment, especially our team who is out there every day delivering for our customers.”

“This year marks an important milestone in our safety performance,” BNSF Vice President of Safety Chad Sundem commented. “It was earned through steadfast commitment, competence, and courage of our teammates throughout BNSF. I believe our results are a direct reflection of strong collaboration between labor and management, and a shared belief that safety is a value and guides every decision we make. I am proud of our teammates and grateful for the trust, discipline, and teamwork that made this historic year possible.”

Separately, BNSF in November achieved “record-breaking” terminal dwell for the 11th consecutive month.

NS in 2025 donated more than $18.2 million to 385-plus organizations across its 22-state network. The funds support its “community impact pillars: sustainability, safety, workforce development, and thriving communities,” the railroad reported Jan. 13.

Following are highlights:

• Sustainability: NS said it “advanced equitable access” to parks and trails through a $250,000 donation to Trust for Public Land, bringing total support to $950,000 since 2022.

• Safety: NS invested in public safety, providing $2 million to the Atlanta Police Foundation’s Safest City Campaign, $100,000 to the Chicago Police Foundation and $1.6 million through its Safety First grant program.

• Workforce development: NS said it “expanded opportunity” by helping to open a welding training center at the City of Refuge; providing $100,000 through its Trades on Track scholarship program; and continuing its Thoroughbred Scholars program, which has awarded $1.4 million in scholarships to children of NS team members since 2002.

• Thriving communities: NS distributed $4.5 million in grants for housing, food and job training; $1 million to the Hampton Roads Community Foundation in support of 75 Virginia-based nonprofits; and targeted disaster relief and healthcare funding throughout 22 states.

According to the railroad, its employees also volunteered more than 7,200 hours with 143 organizations in 73 cities last year. Among them: HOPE Atlanta, Habitat for Humanity and Marine Toys for Tots.

“Our railroad is deeply connected to the communities we serve,” said Kristin Wong, Director of NS Foundation and Community Impact. “These investments reflect our long-term commitment to resilience, opportunity and helping families thrive.”

Separately, NS recently supported Warrior Met Coal’s Blue Creek Mine project with a $200 million investment. Also, Railway Age named NS EVP and COO John Orr as its 2026 Railroader of the Year. In Atlanta, site of the railroad’s headquarters as well as Inman Yard, a principal intermodal hub, Orr recently met with Railway Age Editor-in-Chief William C. Vantuono to talk about his long career and the transformational work he’s doing at NS; watch the video here.

“Brothers Brian Kingman (engineer, 30 years) and Gary Kingman (conductor, 26.5 years) took their final CSX run together, honored with the ‘Spirit of Kingman’ tribute on their locomotive, CSXT 8400,” CSX reported via social media on Jan. 12. The railroad thanked both for their “decades of dedicated service” and congratulated them on their retirement.

In other news, CSX recently teamed with Genesee Valley Transportation and New York & Atlantic on a new rail move in New York State, and reported that its Columbus, Ohio, Mechanical Team achieved 1,500 days injury-free.

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

USA Rail Terminals (USART) on Jan. 13 reported opening a rail terminal in Monroe, La., to support the construction activity associated with Meta’s Richland Parish Data Center in Holly Ridge. It is the company’s second rail terminal in the state and its fourth in the Gulf Coast region.

Served by Canadian Pacific Kansas City (CPKC), the Monroe terminal is designed to handle high-volume movements of aggregate and other bulk construction material for large-scale infrastructure projects, from initial buildout to long-term supply needs, according to USART, an Alpenglow Rail-owned rail logistics provider offering rail-to-truck transloading, railcar storage, switching, and railcar services. The facility can handle 90-car unit trains, providing high-throughput rail-to-truck transloading, and ground-pile storage, allowing customers “to stage materials efficiently and maintain consistent delivery flows to regional construction sites,” USART noted.

“Meta has announced plans for the Richland Parish campus to span approximately 4 million square feet across more than 2,000 acres, representing a multi-billion-dollar investment in advanced artificial intelligence infrastructure,” USART reported. “Construction is expected to extend through the end of the decade, with peak activity employing thousands of skilled-trade workers. Once operational, it is expected to support hundreds of permanent jobs. Meta has also committed to matching the data center’s electricity usage with 100% clean and renewable energy, along with investments in local infrastructure such as roads, utilities, and water systems, further enhancing the project’s regional economic impact.”

“The Richland Parish Data Center is one of the most significant global infrastructure builds currently under way anywhere in the world,” said Rich Montgomery, CEO of Alpenglow Rail, which also owns terminals under the VIP Rail brand in Canada. “Our job is to ensure that the supply chain never becomes the bottleneck—and this terminal is well suited to do exactly that. This facility reflects our long-term view of rail assets as part of the critical backbone that enables next-generation infrastructure. From AI data centers to energy, manufacturing, and industrial development, rail terminals like Monroe are essential to building the economy of the future.”

“Projects of this magnitude don’t succeed without logistics partners who understand scale,” added Chad Womack, Director of Business Development at USART. “By railing aggregate materials directly into the local market and efficiently unloading 90-car unit trains, we aim to significantly reduce long-haul truck traffic while providing a reliable supply to keep construction timelines on track.”

Separately, USA Rail Terminals last spring hired James “J.J.” Lund Jr. as Director of Projects and Planning.

• Alpenglow Rail, CC&L Infrastructure Build on ‘Long-Term Investment Strategy’
• Alpenglow, CC&L Acquire Orange, TX Rail Terminal
• Alpenglow Rail Launches Texas Terminal
• CC&L Teams With Alpenglow Rail, Acquires VIP Rail

The post USART Launches Second Louisiana Terminal appeared first on Railway Age.

“Freight rail operations have become increasingly complex and unpredictable, placing new pressure on shippers to manage cost, utilization, and uptime with greater precision,” said AITX, adding that this partnership “addresses that challenge.”

The partnership brings Telegraph’s predictive products directly into AITX FleetAX, a real-time digital fleet management platform for AITX railcar customers. Together, the companies, AITX says, “deliver advanced visibility and forward-looking intelligence that enables customers to move beyond reactive fleet management and make clearer, more confident decisions—improving utilization, controlling costs, and reducing operational uncertainty across railcar operations.”

AITX FleetAX provides rail freight shippers with a centralized, end-to-end view of their AITX railcar operations, bringing together fleet status, leasing activity, repair shop movements, compliance, and day-to-day operations in one platform. AITX customers use Telegraph’s fleet management tools to turn that visibility into foresight, “allowing them to anticipate delays, manage in-shop activity more effectively, optimize fleet deployment, reduce dwell, and avoid costly demurrage,” the company noted. Telegraph’s modular products deliver predictive intelligence across carload shipment tracking, telematics, predictive ETAs, demurrage, and centralized railroad waybilling, “giving customers a clearer picture across complex rail logistics,” AITX said.

Rail shippers already using the Telegraph products are seeing measurable optimization, including 28% higher equipment utilization and a 34% reduction in unplanned demurrage costs, according to AITX. Rail operations teams have reduced manual reporting time by an average of two hours per shift, “enabling teams to focus on higher-value operational decisions.”

“Our customers are operating in an environment where predictability matters more than ever,” said AITX Chief Commercial Officer Tina Beckberger. “By delivering Telegraph’s predictive intelligence directly to our customers through our platform, we are providing enhanced railcar visibility that enables better decision making and more efficient fleet management.”

“At Telegraph, our focus has always been on making rail operations easier to manage through practical, predictive technology,” said Telegraph CEO Harris Ligon. “Partnering with AITX allows us to deliver that capability at scale, directly within the workflows fleet managers rely on every day.”

AITX is the Marquee Sponsor of the Midwest Association of Rail Shippers (MARS) Winter 2026 Conference, taking place Jan. 13-15, 2026, in Schaumburg, Ill., where the company will debut the enhanced AITX FleetAX platform.

The post AITX, Telegraph Bring Predictive Intelligence to Railcar Shipping Operations appeared first on Railway Age.

Republican Richard Kloster, whose nomination to an open seat on the Surface Transportation Board (STB) failed to exit the Senate Commerce Committee during the first session of the 119th Congress, has been renominated by POTUS 47.

The Kloster nomination is to fill a seat left vacant by the May 2024 retirement of Democrat and former STB Chairperson Martin J. Oberman. The seat became Republican upon the inauguration of Republican POTUS 47 to succeed Democrat Joe Biden, as political majorities of independent federal agencies match the political party of the President.

There is no requirement for a second Kloster confirmation hearing, although one may be scheduled by Chairperson Ted Cruz (R-Tex.). For Kloster’s second nomination to advance to the Senate floor for a confirmation vote, he still must receive a majority of Commerce Committee member votes in an Executive session.

While the nomination of Republican Michelle A. Schultz was advanced to the Senate floor Nov. 19—where on Dec. 18 she was confirmed to a second five-year term—Cruz did not call up Kloster’s nomination for a vote on Nov. 19, even though both appeared together before the committee Nov 6 for a hearing into their qualifications. Sources say the reason Kloster’s nomination did not receive a committee vote Nov. 19 was “paperwork delay,” but that often is boilerplate explanation for other issues.

Although Kloster, at his Nov. 6 confirmation hearing, fumbled a basic question on administrative procedure—not understanding what a “record” of proceedings is—numerous nominees in the past have done worse during what is, arguably, a stressful interrogation for those not familiar with such hearings.

More likely is Democratic opposition—and no current Republican pushback—to confirming a third Republican on the five-member STB at a time that one Democratic seat is vacant owing to POTUS 47’s lawfully questioned firing of Democrat Robert E. Primus.

Notably, the President has not nominated a Democratic successor to Primus, who was fired entirely for political reasons; Primus’ court challenge to his firing could stretch at least until summer; and even if courts find Primus was unlawfully terminated, it is not established whether courts have authority to order reinstatement.

The STB’s governing statute does not provide for a quorum, and it can function with as few as just one member—a matter of significance given that the largest railroad merger in history is currently before the STB and is expected to be voted upon in early 2027.

Kloster may find himself in limbo at least until the Primus issue is settled or another Democrat is nominated and Senate-confirmed. In the meantime, Kloster is being provided staff briefings—both on and off-site—on issues before the agency so he is up-to-speed should he be Senate-confirmed.

If Kloster, 67, is confirmed, his term will expire Dec. 31, 2028, as STB terms coincide with seats rather than individuals—the expiration being that of Oberman’s first term had he not retired.

The seat held by 56-year-old Primus until his firing, and now open, expires Jan. 14, 2029.  

The lone occupied Democratic seat is held by Karen J. Hedlund, 77, whose first term expired Dec. 31. The STB’s governing statute, however, allows a maximum 12-month holdover or until a successor is Senate confirmed. POTUS 47 has not indicated whether he intends to nominate Hedlund to a second term.

Should Hedlund be nominated and confirmed to a second term, she would become the oldest of 117 current and former sitting members of the STB and its Interstate Commerce Commission (ICC) predecessor. Oberman, the oldest to enter office at 73, departed at 78, tying him with ICC member J. Monroe Johnson (1940-1956) for the oldest to serve.

The second term of Republican Schultz, 53, expires Nov. 30, 2030. The other STB Republican now serving—giving the STB a 2-1 Republican majority—is Chairperson Patrick J. Fuchs, 37, whose second term expires Jan. 14, 2029. Fuchs was the second-youngest to enter office at age 30—Heather J. Gradison (1982-1990) the youngest, at 29.

The post Second Try for Kloster to STB appeared first on Railway Age.

BNSF Associate General Counsel Tammy Middleton on Jan. 19 will transition to The Broe Group to become Chief Legal Officer and General Counsel for OmniTRAX and Broe Real Estate Group. She will lead legal strategy, risk management and government affairs.

Middleton began her career clerking for U.S. District Judge John D. Rainey and has spent nearly 15 years at BNSF, earning progressively expanded legal responsibility. The Ohio native holds a Bachelor of Science degree from Howard Payne University and a law degree from SMU Dedman School of Law.

“Tammy’s blend of legal strategy and corporate leadership is the ideal addition to our executive team,” OmniTRAX CEO Colby Tanner said. “Given the dynamic state of the rail industry, Tammy’s extensive legal knowledge is perfectly suited to counsel our continued rail and real estate growth.”

“The Broe Group’s rail and real estate platform has earned strong industry attention for its rapid growth and impressive clientele,” Middleton said. “I am excited to provide the legal and risk strategy to continue that impressive momentum.”

OmniTRAX last summer appointed Ryan Dreier as Executive Vice President of Sales and Economic Development.

Jimmi Sue Smith on Jan. 5 retired as CFO of Koppers. She will continue to serve as Treasurer, as well as in an advisory role “to assist with a smooth transition” through Feb. 28, 2026, the company reported. The Koppers’ Board of Directors has elected Bradley Pearce, Chief Accounting Officer, to act as interim CFO, in addition to his current role, while an external search is conducted to identify a permanent successor.

Smith had served as CFO since January 2022, leading all aspects of the company’s global finance and accounting, budgeting and forecasting, tax, and investor relations functions, along with advising on key strategic growth initiatives.

Pearce joined Koppers in 2006 and has served as Chief Accounting Officer since May 2019, overseeing the company’s accounting, tax, and external reporting functions, while also playing a role in strategic initiatives. Additionally, Pearce serves as a member of Koppers’ pension committee. Prior to joining the company, he held finance and treasury-related roles in the private sector. He earned a bachelor’s degree in accounting from Grove City College.

“Jimmi Sue’s impact on Koppers will continue to be felt long after her departure,” Koppers CEO Leroy Ball said. “Joining the company as VP of Finance and Treasurer just weeks before the COVID-19 pandemic, she quickly ascended to the CFO role and helped ensure we remained on solid footing during a perilous time. In addition to successfully optimizing the company’s capital structure, she also spearheaded the effort to increase our emphasis on free cash flow improvement, resulting in more dollars being returned to shareholders in the last two years than at any point in company history. A tireless advocate for several non-profits, Jimmi Sue’s work in the community provided a shining example for all Koppers employees to follow. On behalf of our Board and senior management team, I want to thank Jimmi Sue for her contributions to Koppers and wish her happiness as she embarks on her next chapter.”

“It has been an honor to serve as Koppers CFO, to be part of such a storied company and to work alongside such an amazing group of people,” Smith said. “I am immensely proud of everything the finance team has accomplished during my time at Koppers, including modernizing and improving our capital structure, upgrading our financial systems, and most importantly, reorganizing our work to better develop our talent and improve efficiency. While I look forward to retirement and the opportunity to spend more time with my family, I will miss working with my exceptional colleagues. I leave knowing that Koppers is well positioned for continued success.”

In early 2025, Koppers named James Sullivan as President and Chief Transformation Officer.

STV has promoted Suresh Karre, Derek Overstreet and Michael Randolph to Vice President roles in the Virginia and Washington, D.C., region, where the firm operates four offices.

Karre is a transportation engineering director with more than 20 years of experience leading complex infrastructure projects. Based in STV’s Fairfax, Va., office, he specializes in multimodal transportation with an emphasis on traffic operations and safety, including projects that integrate bus rapid transit, light rail, and bicycle and pedestrian facilities. He holds a Master of Science in civil and environmental engineering from Utah State University and a Bachelor of Engineering in civil engineering from Osmania University in India.

Overstreet is a senior project manager and structural engineer in STV’s Richmond, Va., office, with more than 20 years of experience delivering rail transit and highway transportation projects throughout the Southeast. His experience includes work on major bridge, tunnel and passenger rail infrastructure projects. Overstreet earned a Master of Engineering in civil engineering from the University of Virginia and a Bachelor of Science in civil engineering from the Virginia Military Institute. 

Randolph has 20-plus years of experience managing transit, highway, and rail projects across Washington, D.C.; Maryland; and Virginia. He is an engineering director in STV’s Washington, D.C., office, leading multidisciplinary teams. According to STV, Randolph is known for his “collaborative approach to innovative project delivery methods, including design-build and progressive design-build.” He earned a Bachelor of Science in civil engineering from the University of Maryland. 

STV recently appointed Natasha Avanessians as Chief of Staff to the CEO, succeeding Kristen Van Gilst, who transitioned to Deputy Operations Director.

The post People News: OmniTRAX, Koppers, STV appeared first on Railway Age.

Projects on the list range from construction or rehabilitation of rail infrastructure and bridges, as well as interstates and roads, to improvements to port and airport facilities (download below). As of May 2025, more than $560 million in projects were completed and $2.6 billion in funding had been allocated for others, according to the Freightway, an economic development enterprise of Bi-State Development that is said to “enhance and optimize the region’s freight network and strengthen modal flexibility, support workforce development initiatives … , and raise awareness about the global connectivity the St. Louis region offers that makes it a great location to establish or grow a business.”

The projects on the list are identified by the Freightway’s Freight Development Committee, which includes representatives from the Illinois Department of Transportation, Missouri Department of Transportation, East-West Gateway Council of Governments, as well as all modes of transportation, the manufacturing and logistics industries, and academia.

Among the rail-related projects:

• St. Louis Multimodal Freight Yard Expansion at Madison Yard and Rail Improvements in St. Clair County, Ill. (partially funded for construction): This project is focused on expanding railcar capacity at Terminal Railroad Association of St. Louis’ (TRRA) Madison Yard in Venice, Ill., which is near St. Louis, Mo. TRRA—Railway Age’s 2020 Short Line of the Year—owns a 100-acre site adjacent to the classification yard that can be used for expansion. The project would increase the current capacity of 2,500 railcars by 1,500 to hold a total of 4,000 cars. “This project benefits not only TTRA, but also the entire national freight network, as it adds capacity at a strategic freight node with connectivity to all Class I national rail carriers, inland ports of St. Louis, and truck terminals,” the Freightway reported. “It will also positively affect travel times for Amtrak by reducing delays from blocked main lines due to yarding today’s larger freight trains. Specifically, the project will allow increased efficiencies for the Mississippi River freight network for river-to-rail connections by being able to stage trains off the main lines; allow for more Storage-in-Transit opportunities; and alleviate freight rail congestion in St. Louis and other midwestern markets. Investment in the project will contribute to the growing regional multimodal logistics sector and support the critical redundancy TRRA’s Madison Yard provides in the regional and national rail network. Such investment in the national freight infrastructure is critical for future economic growth and will help to ensure the regional rail network can accommodate growing demand. The project is consistent with the strategic goals and objectives of USDOT’s National Freight Strategic plan.” The project cost is estimated at $69.3 million. TRRA has applied to the Federal-State Partnership for Intercity Passenger Rail Grant Program (FSP) for a grant to cover 80% of the project cost and the remaining 20% will be covered by TRRA, according to the Freightway. The Illinois Transfer 3rd Main Railroad Track project between the TRRA Madison Yard and Willows Interlocking in East St. Louis “will address freight bottlenecks downstream to the new double track Merchants Bridge by addressing yard congestion due to today’s longer trains,” the Freightway reported. This project, it noted, “will deliver fewer blocked grade crossings for shorter periods of time, less wasted locomotive emissions due to idle trains in an Environmental Protection Agency non-attainment area, higher utilization of the region’s Mississippi River intermodal ports, and will create more jobs due to the ability to more efficiently process freight in the St . Louis region.” At-grade rail crossings benefiting from this project will include St. Clair Ave., IL Rte. 15 (Missouri Ave.), Martin Luther King Dr., and IL Rte. 3. The estimated project cost is $28.7 million, and the Freightway said $15.3 million is funded through the Illinois Department of Transportation’s Competitive Freight Program.

• Kaskaskia Regional Port District Improvements, Illinois (partially funded for construction): The Kaskaskia Regional Port District is the 12th largest inland port district in the country. According to the Freightway, this project would add a second rail loop track; it also includes upgrades to the lead rail track and a rail yard at Port Terminal #1 (New Athens). $10 million in funding from the Illinois Department of Transportation has been secured for the loop track and an $8 million Maritime Administration Grant is supporting the upgrades to the lead rail track and building a new rail yard.

• MidAmerica St. Louis Airport Distribution Improvements, Illinois (concept planning/development): This project includes building an approximately two-mile rail spur from the Norfolk Southern main line at the southern edge of the airport, enabling freight rail access for businesses on the eastern side of the airport. The estimated cost is $45 million.

The Freightway also reported that the pipeline of rail-served industrial sites grew to 26 locations in 2025, now totaling almost 5,500 acres (download details below). Four new sites in Southwestern Illinois were added, offering developers heavy industrial zoning, multimodal access, and proximity to major interstates and utilities. “These sites are ideal for end-users seeking to leverage the region’s global connectivity with access to six Class I railroads and rail infrastructure that continues to attract new investment,” Freightway said.

“Rail distribution continues to grow in importance, and the St. Louis region is already recognized as one of the largest rail hubs in the nation,” noted Brent Wood, President of TRRA and Chair of the Freightway’s Freight Development Committee. “Rail service and infrastructure in the St. Louis region are constantly improving, thanks to the commitment of public and private leaders who are collaborating to identify priority projects and advocate for funding for them.”

“Our commitment to workforce development and multimodal connectivity ensures that the St. Louis region remains a resilient, world-class hub for freight, manufacturing, and aviation,” commented Mary Lamie, Executive Vice President of Multimodal Enterprises for Bi-State Development and head of its Freightway enterprise. “These advancements benefit not only our region but the entire national supply chain.”

The post Driving Freight Growth in St. Louis appeared first on Railway Age.

FINANCIAL EDGE, RAILWAY AGE JANUARY 2026 ISSUE: All industries have “drops.” In the world of the sneaker-head it is the release of the latest Air Jordan basketball shoe. For movies it is the Friday night blockbuster release. For lovers of interesting watches, Swatch’s MoonSwatch drop during COVID caused lines, store closures and 9x purchase price eBay sales. 

For North American rail, the “drop” is Union Pacific and Norfolk Southern filing their merger application to the Surface Transportation Board on Friday Dec. 19. Analysts and regulators crinkled at the length—the application weighed in at a hefty 6,700 pages. It was as if during a late-night drafting session someone caught wind of Rodney Dangerfield’s infamous clip in the movie “Back to School,” where after weighing a lab report written by his staff in his palm, he says “This feels like a C. Bulk it up and add some multicolored graphs.”

There are going to be lots of questions and lots of time to tear into the details of the application. UP held a press conference on the morning of the release and covered a lot of understandably positive information about the merger. 

Here are a few key takeaways from the presser:

1. Where in the world is OR? After two decades of chasing OR in North American railroading, there was no mention of OR or on the merger’s OR impact. The guarantee made that “every employee with a union job at the time of the merger will continue to have one” could be a drag on OR. That is a collective moment of joy for the men and women who will not lose their jobs. In fact, Jim Vena also added that there will be an increase of 900 jobs within the first three years. The job picture is clouded by the operating highlights provided in the associated deck. With a reduction of 2,400 train handlings, 4,700 daily train-miles and 60,000 car-miles, the first question might be, what are all the employees going to do?

2. The answer to the previous question may come from the extraordinary growth being promised following the merger. The numbers are audacious: an increase of $2 billion (yes, billion) in EBITDA, with 75% of that coming from new business being brought onto the rail. That translates into more than 1.4 million intermodal loads and 425,000 new manifest and bulk traffic loads (105,000 annual carloads converted from trucks), much of the latter coming from east/west business originating within 250 miles from the north/south corridor that tracks the mighty Mississippi.

3. Maybe the biggest Easter Egg dropped was Committed Gateway Pricing (CGP). UP and NS discussed offering customers with originations or destinations on CSX and BNSF access to competitive rates as a hybrid “single-line” haul. This would allow other railroads with these origin and destination points the opportunity to quote “competitive rates” involving UP route-miles. A few important things: Adding CGP into the application allowed for the removal of $750 million in competitor concessions from the application. The scale and scope of CGP will certainly change over time. Rates are expected to be based on actual rates charged to operate in those corridors. That opens “dynamic” route costing and a competition-based pricing system. 

What resonates is the similarity between CGP and the European “open access” model (where qualified operators run on railroad-controlled track). It’s a fascinating exchange of value, the scale of which is unexpected from an industry that has worked tirelessly to protect individual franchises. Expect a lot of devil in those details, but the premise centers around what should be an infamous quote from Vena: “[Customers] are going to go with the one [railroad] that gives them enhanced service, enhanced safety and enhanced competitive advantage.”

The proposed merger, if it follows through on all of these “promises” or “projections,” will change North American rail permanently. If the merging railroads deliver these results, one could imagine that by 2035 there could be one or two Class I railroads selling track space and no longer looking like a traditional rail operating company. 

So, the presser was a mix of the unexpected (CGP) and the routine. North American railroads have spent decades (with deviations for coal, ethanol and fracking) making intermodal a growth strategy cornerstone and service the foundation of bringing back the customer. Industry watchers from “coast to coast” will wonder what’s different this time when there’s a claim that business will be pulled away from trucks and that service will be the priority—all while tomorrow’s new rates are the same as yesterday’s old rates. 

Join Railway Age on March 10, 2026 for our “Next-Gen Freight Rail Conference” at the Union League Club of Chicago. Confirmed participants include Jim Vena (UP), Mark George (NS), Keith Creel (CPKC), Tracy Robinson (CN), Tom G. Williams (BNSF), Maryclare Kenney (CSX), and Patrick Fuchs and Michelle Schultz (STB), and 2026 Railroader of the Year John Orr.

• CN on UP+NS: ‘Show Us Schedule 5.8′
• BNSF, CN, CPKC, CSX, NGFA: UP+NS Merger Application ‘Incomplete’
• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post Easter Eggs Are Dropping. Will They Break? appeared first on Railway Age.

MxV RAIL R&D, RAILWAY AGE JANUARY 2026 ISSUE: As railroads continue to adopt technology to improve safety and efficiency, the effectiveness of brake systems remains a critical focus. A recent study conducted by MxV Rail under the Association of American Railroads (AAR) Strategic Research Initiative (SRI) program sheds light on the performance of cold wheel processes (CWP), which are automated methods for assessing brake system health using wheel temperature data from braking trains.

All CWPs utilize wayside detection systems to identify railcars with unusually low wheel temperatures, i.e., a potential indicator of degraded brake performance, in designated areas where air brake usage is required. These systems are used to supplement traditional departure and intermediate brake tests, especially under regulatory waivers or exemptions. 

The study analyzed data from two Class I railroads and compared wheel temperature data collected before and after shop visits triggered by cold wheel (CW) alerts.

The use of CWPs has not been standardized across the industry and is highly dependent on the characteristics of the train type and the terrain where CWP is applied. Two Class I railroads provided extensive datasets: Railroad A employed the Truck Temperature Ratio (TTR) method to assess performance statistically, while Railroad B’s operations allowed the use of fixed temperature thresholds per train trip. To ensure consistency, MxV Rail normalized the data using train-based z-scores, which measured the distance of each data point from the average in a normal distribution.

It is important to consider the influence of train handling on wheel temperature readings to reduce false positives. Timing of brake applications in the vicinity of a Wheel Temperature Detector (WTD) can create false perceptions of cold wheels. 

For a reasonably maintained fleet, false positives can usually be detected by assessing whether strings of neighboring cars have similar wheel temperatures. The neighboring car wheel temperature assessment is built into the TTR method used by Railroad A. For Railroad B, MxV Rail also analyzed neighboring car wheel temperatures to eliminate false positives.

The overall analysis revealed a statistically significant improvement in wheel temperatures following shop events, regardless of the type of repairs recorded by the shop personnel. The performance improvement suggests that CWPs are effective in identifying and addressing brake system issues, even when the repairs are not directly linked to failures in pneumatic components or brake riggings. Interestingly, as shown in Figure 1 (top), the study found that, regardless of the repairs reported, cars generally produced higher wheel temperatures after the shop visit.

Using the Kruskal-Wallis H-Test, the study confirmed that wheel temperature improvements post-repair were statistically significant (p <0.05) for both railroads. Although cars shopped for CW alerts continued to show below-average performance, the improvements suggest that CWPs contributed positively to brake system health. This observation also suggests that other processes could be added to augment CWP to further restore degraded brake performance on the alerted cars.

MxV Rail’s analysis supports the continued use and refinement of CWPs as a reliable method for identifying brake system issues. Noticeable wheel temperature improvements were observed post-maintenance on cars identified by CWPs. As railroads strive for safer and more efficient operations, CWPs offer a promising tool for proactive maintenance and brake-related service interruption reductions.

The Technology Digest this article is based on can be found in the MxV Rail eLibrary along with more than 1,000 other publications describing the railway research, testing and analysis available from the AAR SRI program. Explore www.mxvrail.com to learn more about MxV Rail and to register for the 31st Annual AAR Research Review, to be held April 28-30, 2026.

Wang, Yi. 2025. Effectiveness of Cold-Wheel-Based Brake Tests. Technology Digest TD25-001. AAR/MxV Rail, Pueblo, Colo. 

• Using Technology to Improve Bearing Reconditioning

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Mexico City has confirmed plans to modernize the 14.7-mile (23.6-kilometer) Metro Line 3, with $270 million (Pesos 5 billion) earmarked in the 2026 city budget for the first phase of works. The funding forms part of the wider $1.4 billion (Pesos 25 billion) public transport budget.

According to budget documents submitted to the Mexico City Congress, the Line 3 project will receive a further $220 million (Pesos 3.86 billion) to fund multi-year contracts covering system-wide maintenance, rolling stock refurbishment, specialist technical advisory services and operations.

Mexico City’s head of government, Clara Brugada Molina, confirms that the project represents a comprehensive renewal of the line, that, unlike the recent upgrade of Line 1, will be delivered without a full closure, allowing passenger services to continue during construction and reducing disruption on the city’s busiest metro line. However, the detailed scope of the project and procurement timelines have yet to be disclosed.

Line 3 runs north-south through the capital, linking Indios Verdes in the north with Universidad in the south, and is regarded as critical to daily transport for commuters, students and workers.

Separately, Mexico City Metro has announced the installation of 146 automated ticket gates ahead of the Fifa World Cup football tournament taking place later this year. The gates are designed to improve passenger throughput at busy locations by remaining open when motion is detected and will be installed across lines 1, 2 and 7 at the following stations:

• Pino Suárez (lines 1 and 2).
• Observatorio (Line 1).
• Tasqueña (Line 2).
• Zócalo-Tenochtitlán (Line 2).
• Bellas Artes (Line 2).
• Hidalgo (Line 2).
• Auditorio (Line 7).

• Mexico Awards $1B Passenger Fleet Contract
• Gulf of Mexico Train Project Construction Begins
• Mexico Moving on Passenger Rail Revival

The post Mexico City Metro Confirms Line 3 Modernization appeared first on Railway Age.

FROM THE EDITOR, RAILWAY AGE JANUARY 2026 ISSUE: Years ago, then-BNSF chief executive Matt Rose said that railroads will need to adapt to the “Amazon Economy,” to be successful in a supply chain where customers expect to know, in real time, their shipment status, from origin to destination. Last month, talking with Railroader of the Year John Orr at Norfolk Southern’s Inman Yard—a key intermodal hub—I couldn’t help but notice bright blue Amazon-badged double-stack containers and trailers moving through the yard on an intermodal train. Now, I may sound out of touch, but I’d never seen them moving by rail. 

UPS containers and trailers? Of course. J.B. Hunt, Schneider? Ditto. But Amazon? Can railroads meet the exacting supply chain requirements that consumer-based companies like Amazon demand?

Apparently so.

“The movement of those containers is going to affect how the consumer, the end user, gets their delivery to their doorstep,” I said to John. “So being part of the Amazon supply chain puts a lot of pressure on being able to move that container and those products when the end user is expecting them.”

“Railways have always been on a cutting edge,” John said. “Even if you go back to Abraham Lincoln, railways, the technology of the time and the information corridor— newspapers, telegraphs, all of that—revolved around the rail network.

“As the world drove change, railways participated in every economy, and we’re now participating in the new economy as well. If you want to characterize it this time, it’s proof that you can’t stand still. It’s proof that as you invest in people and developing their capability, their knowledge of what competition looks like, what relevance feels and looks like, needs to apply not only to themselves, but to customers or to a broader ecosystem of stakeholders.

“You can appreciate why PSR 2.0 is so well received here at Norfolk Southern. We’re one of the largest movers of intermodal freight. We’re one of the largest movers of automobiles and automobile components. And all of that has a timeliness that has never been felt more acutely.

“So we’re ready for it. It’s an evolution. You have to do it intentionally and build those capabilities intentionally. And that’s what we’re doing at Norfolk Southern. And I love the fact that we have 19,000 people across our network who are getting the opportunity to make supply chains more robust, more reliable and faster in the United States of America.

“PSR 2.0 is at the center of our transformation that is allowing our business to grow, including all stakeholders. All participants have an active role in the evolution of Norfolk Southern, which has as much meaning at headqurters in Atlanta  as it does in Harrisburg, Pennsylvania, or Buffalo, New York. It’s the ability to participate in a continuous engagement chart, the ability for people to be included at the table across departments and across the stratification of leadership here.”

For more on this remarkable leader, see our 2026 Railroader of the Year story and video. 

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On Jan. 8, shortly following release of several customer letters and Surface Transportation Board filings from BNSF, CSX, CN and CPKC on the proposed Union Pacific-Norfolk Southern merger (which Railway Age has published in our continuing coverage of this potentially industry-altering transaction), UP CEO Jim Vena posted a letter on the railroad’s “Great Connection” website. This letter, a UP spokesperson told us, is to “stakeholders, inclusive of customers, suppliers, communities, employees and shareholders,” and is partially in response to what UP is calling a “smear campaign.”

Vena’s entire letter can be downloaded below. Following are excerpts:

“2025 was spectacular for our Union Pacific team – we are very proud of what we accomplished and how we delivered our Safety, Service and Operational Excellence strategy.”

“Our nearly 7,000-page application comprehensively details how the end-to-end combination will enhance competition and deliver broad public benefits. Connecting the United States from coast to coast will transform 10,000 existing lanes from interline service into faster, more efficient single-line service – eliminating time-consuming handoffs between railroads. Our transcontinental railroad will move freight more efficiently, eliminating an estimated 2,400 railcar and container handlings and 60,000 car-miles each day. We also will compete more effectively with long-haul trucking, converting an estimated 2 million truckloads of freight from road to rail annually.”

“We … knew opponents would come forward, and we understand why. Our opponents see an enhanced competitor that will be faster, delivering service with fewer touch points and less complications for customers. They see us coming and know that to compete they will need to either improve their service, price or both – and that is at the heart of all their concerns …  Let me be clear, our competitors want to be the best, too. If they thought we were doing something that would make Union Pacific weak, they would remain silent.”

“When I joined Union Pacific in 2019, I was unfamiliar with the complexity of its network. I used 40 years of railroading experience – as a locomotive engineer, conductor, yardmaster, clerk, sales manager, market manager, and key superintendent at flat yards, hump yards, and major port locations – to lead a team that improved Union Pacific’s efficiency, delivered better service and fostered growth. The Norfolk Southern integration will be handled the same way.”

“We will celebrate our nation’s 250th anniversary by bringing out Big Boy No. 4014 to make history on its first-ever coast-to-coast tour. I look forward to announcing the tour schedule soon, so Union Pacific and Norfolk Southern employees can bring their families to key stops on the route as a celebration of where we came from and where we are headed.”

• CN on UP+NS: ‘Show Us Schedule 5.8′
• BNSF, CN, CPKC, CSX, NGFA: UP+NS Merger Application ‘Incomplete’
• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post Vena to UP ‘Stakeholders’: ‘Clear on Our Vision and Strengths’ appeared first on Railway Age.

CN on Jan. 8 filed a motion with the Surface Transportation Board (STB) “to compel additional information in relation to the proposed merger agreement between Union Pacific (UP) and Norfolk Southern (NS).”

CN said its 77-page motion, STB FINANCE DOCKET NO. 36873 –  GRAND TRUNK CORPORATION’S MOTION TO COMPEL PRODUCTION OF SCHEDULE 5.8 TO THE MERGER AGREEMENT (download below), “shows that the applicants have not been upfront with their assessment, failing to outline the full extent of competitive harms as a result of the merger, one of many problems with the application.” CN’s motion is specifically about STB Schedule 5.8 is a confidential document that is part of the merger agreement between UP NS. 

From the motion: “Despite the fact that CN first requested the Merger Agreement months ago, Union Pacific has refused to produce it. Indeed, Union Pacific has gone so far as to now deny even the Board the ability to see the full Merger Agreement, despite Union Pacific’s regulatory obligation to provide it in full. CN had hoped this matter would resolve prior to the filing of the Application, or at the very least that Applicants would resolve their deficiency with the Application itself. But Union Pacific has not provided the Board with any of the appendices, schedules, or disclosures to the Merger Agreement. CN has respectfully submitted to the Board that this deficiency renders the Application incomplete as a matter of law, and that Union Pacific’s failure to provide Schedule 5.8 is particularly egregious since it reflects an attempt by Applicants to improperly shield from the Board the document most likely to reflect Applicants’ views—views formed outside the context of litigation when Union Pacific and Norfolk Southern were negotiating against each other—as to the potential anticompetitive effects of the proposed merger. But in their January 2, 2026 response to the submissions of CN and others arguing that the Application is incomplete, Applicants make clear that they will stand on their erroneous privilege objections. Without legal citation or further explanation, Applicants made a bald assertion that the ‘schedule at issue is shielded from discovery by recognized privileges.’ Since Applicants have claimed that the question of whether Schedule 5.8 is privileged is a ‘discovery dispute,’ CN respectfully files this motion to ensure the issue is resolved promptly. CN submits this motion without waiving its argument that Applicants’ omission of Schedule 5.8 renders the Application incomplete as a matter of law, and in fact continues to encourage the Board to reject the Application and mandate full disclosure of all appendices, schedules, and disclosures to the Merger Agreement. In all events, CN respectfully seeks an order requiring Union Pacific to produce Schedule 5.8 expeditiously.”

CN on Dec. 29. 2025 filed with the STB 91 pages of comments on the merger application’s completeness, “in which we identified shortcomings in the Application, such as understating 2-to-1 customers, failing to disclosure 3-to-2 customers, missing market share projections by revenues and volumes, an incomplete network map that did not include their trackage rights segments over each other’s lines, and failure to propose competitive enhancements,” a CN spokesperson told Railway Age. “CN’s Jan. 8 filing is a motion to compel disclosure of a schedule to the merger agreement that Union Pacific and Norfolk Southern have withheld as privileged.”

“Given the scale and stakes of the proposed combination, the applicants must meet the highest standard of transparency and compliance,” said CN Senior Vice-President and Chief Legal Officer Olivier Chouc. “The information the applicants refuse to disclose is critical to understand their perspective on anticipated competitive harms and inform the Board’s public-interest and competition analyses. Rather than hide behind an [unsuitable] legal argument, the applicants should welcome the opportunity for a transparent and fulsome discussion about the merger’s impact on competition. Rather than trying to convince everyone that there is ‘nothing to see here,’ the applicants should instead be focused on meeting the rigorous and heightened standard called for by the new [2001] merger rules.”

CN noted the UP-NS application had several other “shortcomings,” including “incomplete market analyses: Applicants neither disclosed the methodology and data underlying their claim that only three 2‑to‑1 shippers exist nor provided the full lists of 2‑to‑1 and 3‑to‑2 points as stated in the STB’s requirements”; “missing projections for market shares by revenues and traffic volumes: Applicants did not provide required market share projections and omitted key traffic data in their analyses, undermining the traffic inputs for their Operating Plans”; an “incomplete network map: Applicants maps failed to depict certain trackage and haulage rights, including segments showing direct parallel or  overlapping lines in watershed states, in what appears to be an effort to [misleadingly portray] the transaction as ‘end-to-end’ and deprive the Board and parties of essential competitive context. Applicants have since conceded their error and have filed a new map”; and “failure to propose competitive enhancements: Applicants claim this issue should be dealt with at the merits stage. While adequacy of proposed remedies might be a merits issue, the failure to meet a basic regulatory requirement is a completeness issue. Applicants offer nothing to enhance competition, and their application should be deemed incomplete.”

BNSF on Jan. 8 filed a similar, yet broader, 166-page motion.

• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post CN on UP+NS: ‘Show Us Schedule 5.8′ appeared first on Railway Age.

SEPTA on Jan. 12 restored all morning express trips on Regional Rail; evening express trips were restored in late November. The moves come as more Silverliner IVs are being returned to service following Federal Railroad Administration (FRA)-mandated inspections and repairs over the past three months, according to the transit authority, which reported Jan. 9 that repairs have been completed on 180 of the 223 50-year-old railcars, which make up approximately two-thirds of the Regional Rail fleet.

On Oct. 1, 2025, the National Transportation Safety Board (NTSB) released an investigative report and the FRA issued an Emergency Order in response to Silverliner IV train fires. As part of SEPTA’s compliance with the FRA Emergency Order, Silverliner IVs have been rotated from service for inspections, testing, and safety upgrades, which has led to train delays, overcrowding and cancellations; and the transit authority has said operations staff will continue to remove from service all railcars that raise safety concerns.

Designed and built by General Electric, the Silverliner IV is the fourth-generation EMU (electric multiple unit) in the Silverliner family and was delivered in batches between 1973 and 1976. The Silverliner IVs were operated by the Reading Company until Reading’s absorption into Conrail in 1976. SEPTA took over commuter rail operations and the Silverliner IV fleet from Conrail in 1983. Silverliner IVs now represent approximately 223 of the 390 passenger-carrying railcars (which include passenger coaches, cab cars, and self-propelled units) in SEPTA’s Regional Rail operations fleet. “The Silverliner IV fleet has not been refurbished since its original deployment,” according to the NTSB.

FRA Emergency Order No. 34 requires SEPTA to take 15 specific actions including operator and mechanical personnel training, installation of new thermal detectors, daily maintenance quality control inspections, and a point-to-point inspection of every Silverliner IV railcar. In response to the FRA’s Emergency Order and the NTSB’s report, SEPTA said it added the following measures:

• “In-person inspectors are now present on all trains passing through Center City stations to conduct safety checks and respond quickly to any equipment issues.
• “Mid-run inspections have been added to review fault indicator lights and other critical systems while trains are in operation, supplementing existing pre- and post-run inspections.
• “Live video monitoring allows SEPTA’s Control Center supervisors to view train interiors in real time to check indicator lights and system alerts, ensuring quicker response to any potential issues.
• “Expanded maintenance staffing ensures that inspection and repair work can be completed more quickly and around the clock to meet the FRA’s deadlines.
• “Enhanced employee safety briefings and trainings are being conducted to ensure all operators, mechanics, and inspectors understand new reporting and inspection protocols.
• “Improved documentation and data sharing have been implemented so that all inspection results, repairs, and follow-up actions are logged, tracked, and reported directly to FRA for review.
• “Public communication measures are in place to keep riders informed about safety progress, expected service adjustments, and ongoing compliance updates.”

“SEPTA has committed to enhanced inspection and maintenance routines for these aging railcars to ensure safe and reliable service as we work through a multi-year process to purchase a replacement fleet,” SEPTA General Manager Scott A. Sauer said on Jan. 9. “The railcars we have returned to service are performing extremely well, and we expect that to continue moving forward.”

Sauer noted that the return of morning express trips “will optimize all service by enabling us to more efficiently serve high-volume stations, which will reduce crowding and resulting delays and pass-ups on local trains.”

SEPTA is also leasing 10 railcars from MARC in Maryland to alleviate pressure on its Regional Rail service.

• PennDOT: $219.9MM to Support SEPTA Safety Upgrades, Infrastructure Improvements

STM on Jan. 9 reported releasing its 2026 budget (see above), totaling C$1.8 billion and including “further reductions in recurring expenses of [C]$56.5 million, to comply with its financial framework while maintaining service levels.” The 2026-2035 Capital Investment Program, also released (see above), is said to represent “investment needs of [C]$24.1 billion over 10 years, including [C]$15.2 billion for asset maintenance to ensure reliable and safe service while mitigating the aging of infrastructure and equipment.”

STM said it is “forecasting a growth in its operating expenses limited to only 0.7% in 2026, as required by the financial framework established by the ARTM [Autorité régionale de transport métropolitain, the transportation authority that plans, finances and integrates public transport in Greater Montreal in Quebec], whereas the normal growth in expenses would have been 3.2%.”

“The STM will have reached its target of [C]$100 million in recurring spending reductions by 2026, a target it set in 2023 over five years,” STM CEO Marie-Claude Léonard said. “All these efforts are being made with the aim of protecting our current service mileage. Such optimizations over such a short period of time are always demanding for an organization, but we are doing it to continue to offer a reliable, safe and lower-cost service to the entire Montreal community while ensuring sound management of public funds.”

According to STM, this reduction in recurring expenses will be achieved through the implementation of a series of “optimization measures.” These measures, it said, include:

• “Evolution of the business model to adapted transport by transferring the minibus service to external partners.
• “Freeze on external hiring and overtime for teams supporting operations.
• “Adjustment to the frequency of maintenance of certain components of subway cars.
• “Extension of the use of certain subway car parts and purchase of certain equivalent parts at a lower cost.
• “Reduction of IT project consultants and IT equipment.
• “Negotiating a new fuel contract at a more advantageous price.
• “Customer contact center closes after 4:30 p.m. on weekdays, as well as on weekends and holidays.
• “Reduction in the number of service vehicles for STM employees.”

STM reported that these measures will result in a reduction of approximately 300 positions “over the coming months”; employees with existing positions “will be relocated in accordance with current collective agreements and policies.”

“I would like to emphasize the commitment, resilience and professionalism of STM employees in this context of transformation,” Léonard said. “We are aware of the impacts of these decisions and are putting in place the necessary mechanisms to support staff throughout this period.”

Regarding the capital expenditure program for 2026-2035, STM Board Chair Aref Salem reported: “Investments dedicated to asset maintenance have remained below needs for several years, which is putting increasing pressure on infrastructure, particularly in the metro. The asset maintenance deficit is currently estimated at [C]$7 billion and could reach [C]$9 billion by 2030 if the trend continues. This situation results in more frequent interventions in stations and longer phasing of certain projects.”

Some C$2.8 billion of the C$15.2 billion needed over 10 years has received funding confirmation to date, leaving 80% of the needs unfunded while an asset condition assessment indicates that 42% of the assets are “in poor or very poor condition,” according to STM.

The current lack of funding is also leading to “a gradual loss of expertise and internal capacity,” STM noted. “Staff reductions in some project offices began in 2025 and will continue for several months, making the need for stable and predictable funding all the more critical. To address this situation, the STM hopes that the governments of Quebec and Canada will quickly reach an agreement to allow the transfer of funds earmarked for public transit infrastructure to the Strong Communities Building Fund.”

Like other transit agencies, STM said it intends to revise the pace of its transition to the electrification of its bus network. “While the complete electrification of its bus fleet would reduce Quebec’s GHG emissions by only 0.13%, STM believes that acquiring hybrid buses is a proven and efficient solution that will reduce GHG emissions during the transition to all-electric, while offering operational reliability and more stable operating costs,” the agency reported. “These buses, unlike electric buses, do not require any technical modifications to transit centers, freeing up funds for other major projects, such as asset maintenance.”

“We are committed to providing our customers with reliable, safe, and efficient service, and to ensuring that every dollar invested generates maximum impact,” Aref Salem concluded. “It is with this in mind that the STM is strengthening its understanding of the condition of its assets and rigorously prioritizing its investments. However, increased and predictable support from higher levels of government remains essential to ensure the long-term viability of the network.”

At its Jan. 14 meeting, the LACMTA Board will consider certification of the Final Environmental Impact Report (FEIR) for the C Line Extension to Torrance, which would operate as part of the K Line, and selection of the Locally Preferred Alternative (LPA) for the Sepulveda Transit Corridor Project.

According to LACMTA, the 4.5-mile C Line Extension would offer a 19-minute trip from Torrance directly to Los Angeles International Airport (LAX), while connecting Torrance and Redondo Beach to Los Angeles County’s expanding transit network. The project, it said, would also create easy transfers to the C and E lines for riders connecting to Santa Monica, downtown Los Angeles, Norwalk and other locations throughout the county.

LACMTA said it studied three light rail and a high frequency bus alternative for the project. “The Board selected LPA was chosen for its efficient use of the existing LACMTA-owned historic freight rail corridor, which significantly reduces the need for costly private land acquisition and minimizes construction-related disruptions to neighborhoods,” the transit agency reported, “and provides new walking paths in neighborhoods to serve as active green spaces, as well as upgrades to existing freight to enhance safety and reduce freight horn noise from nearby homes.” The project is slated to create roughly 15,000 jobs and to deliver $16.4 billion in regional economic benefits over 20 years.

For the Sepulveda Transit Corridor project, which would connect the San Fernando Valley and West Los Angeles, selecting an LPA would follow the release this past summer of the Draft Environmental Impact Report (EIR), which analyzed five alternatives for a “fast, reliable rail transit option for those traveling through the Sepulveda Pass,” according to LACMTA.

“Based on technical evaluation and community and stakeholder input, LACMTA staff proposed Modified Alternative 5 as the LPA,” the transit agency reported. “Modified Alternative 5 is heavy rail transit underground between the Van Nuys Metrolink Station and E Line Expo/Sepulveda Station modified to connect to the Van Nuys G Line Station and future East San Fernando Valley Light Rail station at the G Line at Van Nuys Boulevard.”

Modified Alternative 5, LACMTA noted, incorporates key elements of Alternative 5, including automated vehicles in a single-bore tunnel, a terminus at the E Line Expo/Sepulveda Station and 2.5-minute frequencies during peak travel times. Additionally, it “leverages the strengths of Alternative 5—high ridership, high frequencies, and shorter station construction sites—while avoiding construction of a ventilation shaft in the Santa Monica Mountains,” the agency said. It also offers the “connectivity benefits of Alternative 6 along Van Nuys Boulevard instead of Sepulveda Boulevard, which reduces the project’s overall length and is anticipated to reduce cost.”

According to LACMTA, the staff recommendation also includes project phasing “to allow for mobility benefits to be realized as funds become available.” Nearly all LACMTA rail projects have been phased, it noted. Specifically, the recommendation includes focusing on an initial operating segment (IOS) between the San Fernando Valley (at the Metro G Line) and Westside (at the Metro D Line). “The modifications to Alternative 5 facilitate direct connections to the transit network, avoiding the need to transfer twice to access the project,” LACMTA said. “Direct connections enhance the time competitiveness of transit and anticipated ridership.”

The preliminary capital cost for Alternative 5 is $24.2 billion (in 2023). This would be updated to reflect Modified Alternative 5, according to LACMTA. Beyond funds provided under Measure M and other local sources, the agency said it anticipates the need for additional funding and financing for the project, including from federal, state, and local sources, as well as private investment through a potential P3 (public-private partnership).

During construction, the project is slated to result in 12,000 to 17,000 jobs per year, increasing economic output in the Los Angeles region by $25.5 billion to $42.9 billion, and generating $7.3 billion to $12.1 billion in additional wages due to construction, according to LACMTA.

Following Board approval of the LPA, LACMTA said it would initiate design refinement efforts consistent with the LPA, which includes evaluating phasing, identifying opportunities for value engineering, evaluating the P3 delivery model, and making refinements to Alternative 5 to allow for connection to the G Line at Van Nuys Boulevard. Following design refinements, the environmental process would continue, including corresponding community outreach and opportunities for public comment.

“In 2016, LA County voters told us, loud and clear, that they want a robust LACMTA system to transform their commutes and improve their quality of life,” LACMTA CEO Stephanie Wiggins said. “By advancing these two projects, LACMTA is making good on this promise. These two projects will transform transportation for people from the South Bay to the San Fernando Valley and beyond, improving access to jobs, education, health care, and all the things that make living in LA great. We look forward to continuing to work with the Board and project stakeholders as we take the next steps on these two transformative projects.” 

“Connecting the San Fernando Valley and West Los Angeles and extending rail in the South Bay means opening doors to better jobs, classrooms, entertainment centers and more; it means cleaner air and less time stuck in traffic,” LACMTA Board Chair and Whittier City Councilmember Fernando Dutra said. “These projects represent an important step in the right direction for Los Angeles County’s public transportation system.” 

• LACMTA Selects FlatironDragados for Two Key Rail Projects
• LACMTA Board Approves a $50MM Construction Management Support Services Contract

NC By Train—North Carolina-supported Amtrak service—has broken its ridership record for the fourth year in a row. 

In 2025, it carried nearly 740,000 riders, a 15% increase since 2023 and the highest ridership in the service’s 35-year history, the North Carolina Department of Transportation reported Jan. 9. 

Officials attributed “train travel’s increasing popularity to more affordable service, increased daily trip options, and special offerings like Carolina Panthers game trains and the Ale Trail by Rail.”

The post Transit Briefs: SEPTA, STM, LACMTA, NC By Train appeared first on Railway Age.

CN announced Jan. 9 that it set a new monthly record for grain movement in December, marking its fourth consecutive record month. CN moved more than 2.82 million metric tons of grain from Western Canada last month, surpassing its previous December record set in 2020 by more than 80,000 metric tons.

CN also set a record for grain moved within a single calendar year in 2025. In Western Canada, CN moved more than 31.3 million metric tons, surpassing the previous record of 30.9 million metric tons set in 2020. Across all of Canada, CN shipped more than 32.7 million metric tons of grain, exceeding the prior all-time record of 32.25 million metric tons established in 2024.

“Canadian farmers produced record grain crops. Through consistent execution and close collaboration across the grain supply chain, CN railroaders supported the movement of these volumes to market. These results contributed to another record month and another consecutive record year in 2025 for grain movement across Canada,” said CN Executive Vice-President and Chief Commercial Officer Janet Drysdale.

Additionally, CN says it continues to execute its winter operations plan across the network as the colder months have begun.

Further Reading:

• CN Releases 2025-26 Winter Plan
• CN, CPKC: Ready for 2025-26 Grain Service

Warrior Met Coal, Inc. recently celebrated the completion of the Blue Creek Mine project located in Tuscaloosa County, Ala.

NS supported the $3 billion corridor with a $200 million investment, “strengthening connections from the mine to the Port of Mobile and beyond.” Warrior Met Coal invested approximately $1 billion to develop the project.

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