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Whitehead, who had served previously as CN’s Executive Vice President and Chief Network Operating Officer since October 2023, succeeds Derek Taylor, who has left the company, according to the Canadian Class I railroad. He will be based in Montreal and has been taking French classes since 2023, the company noted.

With more than 30 years of railroad experience, over 25 of which have been in management positions in Transportation and Mechanical operations, Whitehead joined CN in 2021 as General Manager in Chicago, Ill., following service at Norfolk Southern as Vice President, Transportation. He was appointed Senior Vice President, Network Operations in June 2022. He holds a Master of Science degree in Transportation Management from the University of Denver and has completed the Wharton School of Business’ Advanced Management and Corporate Governance programs.

Drysdale in July assumed the role of interim Chief Commercial Officer, following the departure of Remi G. Lalonde. She spent the first decade of her nearly 30-year career at CN in a variety of roles in Sales and Marketing. She held executive positions in Investor Relations, Finance, Corporate/Business Development, Sustainability, and most recently as Chief Stakeholder Relations Officer. She is now permanent Chief Commercial Officer, a role, the Class I has said, “is a critical executive position overseeing CN’s strong and experienced team responsible for sales and marketing.” Bilingual and based in Montreal since 1997, Drysdale earned an Honors Bachelor of Science degree from Queen’s University and an MBA from McGill University.

“Janet and Pat are key drivers of CN’s efforts to achieve new levels of operational, commercial and customer service excellence,” CN President and CEO Tracy Robinson said. “Their proven cross-functional leadership is instrumental in delivering value for our shareholders and customers. I look forward to working closely with them. I thank Derek for his contributions to the company and wish him the best in the future.”

In other CN news, the railroad and Congebec, a Canadian logistics provider of distribution services for the food, retail and packaged goods industries, are collaborating on a “state-of-the-art” cold storage facility at CN’s Calgary Logistics Park.

The post For CN, New COO, CCO appeared first on Railway Age.

Wabtec and Vale, a global mining company, have announced a partnership to study a dual-fuel engine capable of running on both diesel and a diesel-ethanol blend. The studies will initially be conducted in laboratories “to validate the concept and evaluate the performance, emissions reduction, and ethanol/diesel substitution rate.” The tests are expected to run through 2027 to assess future application in Brazil’s Vitória-Minas Railway (EFVM) fleet.

The agreement to use ethanol, a renewable fuel that replaces fossil diesel consumption, is part of a series of joint initiatives with Wabtec to advance Vale’s rail decarbonization program, said the companies, which announced an agreement in January to purchase 50 locomotives equipped with Evolution Series engines capable of operating with up to a 25% biodiesel blend. In the coming years, Vale and Wabtec will conduct a series of tests aiming to further increase this percentage.

“Innovative initiatives like these, aimed at adopting alternative fuels in our locomotives, are part of Vale’s commitment to accelerating the decarbonization of our rail network,” said Vale Vice President of Operations Carlos Medeiros. “In 2024, Vale’s rail network accounted for 14% of the company’s carbon emissions.”

“For the first time, Wabtec will use ethanol as an energy source in a locomotive, a milestone in the global rail industry. We are committed to developing technological solutions that accelerate the transition to more efficient and sustainable transportation,” said Danilo Miyasato, President and Regional Leader of Wabtec LATAM.

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Cathcart Rail has named Scott Driggers as CEO, effective Oct. 2. He succeeds outgoing CEO Jeff Chick.

Driggers brings “vast railroad experience” spanning field operations and executive-level leadership. Since joining Cathcart Rail earlier this year as Chief Operating Officer (COO), he has made an impact by “building strong connections across our network, listening to employees and customers, and driving progress on key initiatives,” the company said. “His leadership and vision make him the right person to guide Cathcart Rail into its next chapter.”

Port NOLA has appointed Adam Laurie as its new CFO. A New Orleans area native, Laurie “brings an accomplished background encompassing military service, financial expertise, and revenue growth strategy,” the Port said.

Laurie’s career has spanned leadership roles in financial planning, strategic finance, and executive management, including:

• Macquarie Infrastructure: Worked across IMTT and Atlantic Aviation portfolio companies. Served as internal manager for the $2.7 billion sale of IMTT, a leader in independent liquid bulk storage.
• IMTT (Private Equity portfolio company of Riverstone Holdings): As Head of Strategic Finance, he led capital investments in excess of $100 million and directed acquisition and divestiture processes across IMTT’s portfolio.
• Mouledoux, Bland, Legrand & Brackett LLC: Immediately prior to joining the Port of New Orleans, Adam served as the first Chief Financial Officer of a large law firm, where he grew the firm’s expansion through acquisitions and revenue growth while enhancing financial reporting, forecasting, and governance.

Laurie has consistently built forward-looking finance functions, encompassing budgeting, forecasting, treasury management, KPI analytics, and strategic investment planning, the Port noted.

“Adam brings exceptional and proven financial leadership to Port NOLA,” said Beth Branch, Port NOLA President and CEO and New Orleans Public Belt (NOPB) CEO. “His expertise in guiding large-scale financial strategies, coupled with his deep ties to our community, will be a tremendous asset as we continue to drive growth and advance our mission.”

Laurie grew up in New Orleans and attended Jesuit High School. He completed his Bachelor of Science degree at Tulane University’s School of Science & Engineering and later earned a Master of Management in Energy Finance and Trading from Tulane’s A. B. Freeman School of Business.

During his time as a U.S. Navy officer, Laurie completed advanced flight training and managed complex logistics operations, “instilling in him a process-oriented leadership style and a respect for structured decision-making,” the Port said. “These values align strongly with Port NOLA’s mission of resilience, service, and strategic growth.”

His leadership, Port NOLA says, also extends into community service, including board positions with the New Orleans College Preparatory Academies, the Friends of the Cabildo, and other military veteran and alumni organizations.

“As someone who grew up here and lives several blocks from the Port, I am deeply honored to serve my city and this vital gateway to global commerce,” said Laurie. “I look forward to bringing my experience in service and finance to strengthen Port NOLA’s financial strategy and support its mission of driving economic opportunity for our region.”

The post People News: Cathcart Rail, Port NOLA appeared first on Railway Age.

MTA on Oct. 15 reported beginning the environmental review process for the planned Interborough Express (IBX) under the New York State Environmental Quality Review Act. The commencement of environmental review is IBX’s first major milestone since entering the preliminary engineering and design phase in August.

According to MTA, there will be a series of three public meetings to explain the scope of the project and the review process. The first will be held Oct. 29 at Brooklyn College; the second will be held Nov. 6 at Christ the King High School in Middle Village, Queens; and the third will be virtual and held Nov. 12.

Following public outreach, the process will produce a Draft Scoping Document, and ultimately, a draft Environmental Impact Statement for the project. This process will assess potential significant environmental benefits and impacts of the IBX project.

IBX is slated to connect nearly 900,000 New Yorkers in underserved areas of Brooklyn and Queens to the subway, bus, and Long Island Rail Road. The project is also expected to significantly reduce travel times between the two boroughs, with an end-to-end run time of 32 minutes along an existing 14-mile freight line owned by the MTA and Class I railroad CSX.

In August, the MTA Board authorized the selection of a joint venture between Jacobs and HDR, who will oversee the design and engineering phase of IBX. Project design, which got under way this summer, focuses on a light rail system design. MTA said this was determined to offer the best service to riders at the best value to the MTA, with about 70% of projected IBX riders expected to transfer within the MTA system. The project design work includes communications and signal design, vehicle design, track design, station design, among other components.

Once the design process is completed, the next step will ultimately create 19 stations that connect with 17 subway lines, 50 bus routes, and two LIRR stations. IBX will be the first new end-to-end rapid transit system built entirely within New York City since the IND Crosstown Line, now called the G, which fully opened in 1937. IBX stations in Queens will be the first new transit stations built since the Archer Avenue extension of the E, J, and Z lines to Jamaica in 1988. 

According to MTA, the current project design phase is funded mainly through $45 million secured by New York Gov. Kathy Hochul in the state’s 2025 budget and the MTA’s 2025-2029 Capital Plan; the total estimated cost of the IBX project is $5.5 billion.

“900,000 New Yorkers live along the proposed IBX route, and we’re not going to waste any time advancing this project for them,” MTA Chair and CEO Janno Lieber said. “Launching the State environmental review process gives us the momentum we need to move this transformational effort toward construction.”

MTA Construction & Development President Jamie Torres-Springer added: “The IBX project will finally give Brooklyn and Queens the fast, reliable transit connection they deserve, and we’re ready to complete it faster, better, and cheaper. We look forward to putting shovels in the ground on this transformational project and sharing our ideas with customers.”

BART on Oct. 14 reported that its ridership continues to grow, with notable gains on weekends as Saturday ridership in September was nearly 20% higher than the same month last year. More than 5 million trips were taken on BART in September 2025, exceeding expected trips by 5%, according to the transit agency. Overall, ridership saw a nearly 10% increase over the September 2024, it noted.

“The increase in ridership on the weekends, especially Saturdays, demonstrates that people are taking BART for purposes beyond getting to the office,” the transit agency said. “For example, the Japan v. Mexico soccer match on Saturday, Sept. 6, drew 23,000 trips to Coliseum Station, the third-highest ridership day for the station since the pandemic. In fact, ridership for the match was nearly a third higher than the average Saturday ridership for A’s games in 2019.”

BART said ridership growth is only part of the solution to its financial crisis. To close BART’s $375 million deficit with only fare revenue, current ridership levels would need to more than double, it said; BART’s latest budget forecast estimates a 4% ridership increase in 2026. 

BART reported that its “slow and steady ridership recovery correlates with work from home rates in the region.” While individual riders are returning to BART, they’re taking fewer trips, likely due to remote and hybrid work schedules, it noted. 

Following are BART September ridership highlights:  

• September ridership was 10% higher compared to the previous year (5,047,000 total trips).
• Saturdays in September 2025 grew 20% over a year ago.
• Highest ridership day: Wednesday, Sept. 10 (220,073).
• BayPass, the region’s all-in-one transit pass, ridership more than doubled over last September, driven primarily by UC Berkeley students voting to expand the program to the entire study body of approximately 45,000. The BayPass referendum was approved with 90% “yes” votes, according to BART. Ridership growth at Downtown Berkeley Station has outpaced systemwide growth since the start of the Fall 2025 semester, it noted.  
• Tap and Ride usage accounted for approximately 8% of total trips on weekdays and 12% on weekends. SFO Station accounts for nearly 30% of all Tap and Ride trips. Tap and Ride gives riders the ability to pay adult fares at BART fare gates using physical contactless credit or debit cards or mobile payment methods, such as Apple Pay and Google Pay.  
• Usage of Clipper START, the region’s low-income discount fare program, is at an all-time high and accounted for 3.4% of total trips in September, reported BART, which noted that it has more Clipper START rides than any other agency. 

BART also reported steady ridership growth in August.

“As SEPTA continues to build on its efforts to enhance safety and security on the system, SEPTA Transit Police reported a 10% reduction in serious crimes compared to the same period last year,” the transit authority announced Oct. 15. “This comes after Transit Police marked the largest one-year drop in serious crimes in its 43-year history.”

According to the newly released quarterly data (download below), SEPTA said there were reductions in seven of the eight serious crime categories, including aggravated assaults and thefts.

Transit Police are prioritizing fare evasion by issuing more than 6,300 citations so far this year—a 47% increase compared to last year, according to SEPTA. This effort, it said, has helped identify other illegal activity, resulting in more than 700 arrests of wanted individuals.

Transit Police are focusing enforcement at known fare evasion “hot spots,” SEPTA reported. For example, a four-week blitz at Huntingdon Station on the Market-Frankford Line [L] is said to have nearly eliminated fare evasion while officers were on site.

To stop fare evasion before it starts, SEPTA is upgrading its infrastructure. New full-height fare gates, tested successfully at 69th Street Transit Center, are being installed at nine additional Metro stations, according to the transit agency.

SEPTA also launched a Surface Transportation Unit dedicated to enforcing fare compliance on buses and trolleys, where entry is not controlled by fare gates.

“We are hearing directly from our riders that they feel safer at our stations and on board our vehicles,” SEPTA General Manager Scott A. Sauer said. “Our Customer Satisfaction Survey scores for safety and security have increased to their highest levels since 2023.”

“We are working to change the culture around paying a fare,” added SEPTA Transit Police Chief Charles Lawson. “It is a challenge faced by transit systems across the country, and SEPTA is no exception, but we are taking real steps to address it.”

SEPTA in July released its crime report for the first half of 2025.

The post Transit Briefs: MTA, BART, SEPTA appeared first on Railway Age.

CSX and the CREATE program on Oct. 15 reached a major milestone as the first train crossed the new Forest Hill Flyover, “a transformative project aimed at alleviating decades of rail congestion in Chicago.” The flyover, the Class I says, “elevates CSX tracks above a critical intersection, enhancing efficiency, safety, and reliability for both freight and passenger rail operations.”

CSX operated the first train across the Forest Hill Flyover this week! Part of the @CREATE_Chicago, this new flyover elevates CSX tracks above a critical #Chicago intersection, reducing #rail congestion & improving #safety & efficiency for #freight & passenger #trains. Learn… pic.twitter.com/ywzrbjl6Y3

Part of the 75th Street Corridor Improvement Project, the Forest Hill Flyover is the result of a collaborative effort between public and private partners. By separating CSX tracks from those of BRC, Metra, and NS, the project, the Class I says, “eliminates a long-standing bottleneck” where 30 SouthWest Service Metra trains and 35 freight trains intersect daily along the Western Avenue Corridor. This separation, CSX adds, “reduces congestion, minimizes delays, and improves service across the region.”

The placement of the final girder in July 2025 and the first train movement in October mark a new era for Chicago’s rail infrastructure. The project highlights how innovation and collaboration can drive meaningful progress in one of the nation’s busiest rail hubs, CSX noted.

As trains now roll smoothly over the new structure, CSX and CREATE say they remain committed to shaping the future of transportation, “ensuring a more efficient and reliable rail network for years to come.”

In the coming weeks, CSX and the CREATE program will host a formal ribbon-cutting ceremony to celebrate the years of collaboration and significant efforts of their employees and partners in completing the Forest Hill Flyover.

Located within CN’s Chicago Intermodal Terminal in the Chicagoland area, the Harvey Grain Facility is one of the largest agricultural transload operations in CN’s network.

Its prime location inside the intermodal yard, CN says, “enables the movement of products directly from railcar to export container without the need for trucking.” As a result, CN says it can load containers to their maximum weight without the constraints of the weight restrictions for over-the-road transport. “By eliminating trucking requirements, we can also maximize efficiency, reduce handling steps, and lower per-metric-ton costs for customers,” the Class I noted.

With on-site certified scales and a USDA inspector, Harvey is “equipped to meet the strictest export requirements and fast track the movement of American agricultural products to the markets of the world,” CN said.

In 2023, CN completed a significant expansion at Harvey, adding more storage, loading positions, and handling capacity. These investments, CN says, strengthened the Class I’s ability to “serve growing global demand, particularly for high-value agricultural commodities, and positioned Harvey for record-breaking volumes.”

At the start of this year, Harvey took another leap forward with the installation of a state-of-the-art fixed auger track system that allows CN to double throughput on the auger track and handle commodities such as corn gluten meal and high protein distillers dried grains with solubles more efficiently.

The auger track expansion, CN says, not only boosts capacity and operational efficiency—it also opens new opportunities for the Class I’s customers in a competitive, fast-changing grain market. “By making Harvey safer, more dependable, and more versatile, we’ve enhanced our ability to meet specialized commodity needs while keeping pace with evolving industry demands,” CN said.

Last year, Harvey achieved its highest throughput since 2018, “a milestone made possible by CN’s ongoing investment and the expertise of our dedicated team,” the Class I said. “With expanded infrastructure and upgraded systems, Harvey is ready to help customers grow their businesses, feed global markets, and set new performance records in the years ahead.”

Harvey Grain, CN says, continues to raise the bar for agricultural transloading in the Chicagoland area. “We are committed to exploring new technologies, equipment, and processes to stay ahead of the curve—ensuring customers can compete and win in their markets,” the Class I said.

At three events across all commodity groups, UP senior leadership emphasized how the UP-NS combination “will give customers faster, more reliable service options, transform America’s supply chain and take trucks off taxpayer-funded highways.” 

“Ultimately, it’s about delivering the service we sold. America and our customers deserve a coast-to-coast railroad,” said CEO Jim Vena.

Along with discussing the merger’s winning combination for customers, Vena “committed to continued transparency with customers throughout the application and approval process.”

Executive Vice President-Marketing and Sales Kenny Rocker spoke about “elevating the customer journey with digital tools and technology, service reliability and consistency.” This year, UP redesigned its website into a customer-centric showroom and delivered a new customer portal. In 2026, customers can expect an improved shopping experience and transformed customer support, the Class I noted.

Attendees engaged in conversations about adapting to external factors—from weather to tariffs and shifting market conditions—and how UP is working side-by-side with customers to “pivot quickly as needed.”

Safety was highlighted throughout each event, “reinforcing the railroad’s dedication to maintaining safe, efficient operations while growing with customers.” UP invests about $10 million every day in infrastructure, technology and network expansion, according to the Class I.

NS is installing new Gen-3 modems in locomotives to improve how the railroad stays connected throughout the network. These devices, NS says, help transmit data more reliably even in tough weather or remote areas so crews and systems can work together more efficiently.

This upgrade, NS says, is part of a larger effort to enhance service and productivity in the field. “With better connectivity, we can track locomotive performance in real time, support safety systems, and reduce delays caused by communication gaps,” the Class I said.

The Gen 3 modem uses wireless technology to keep trains connected. This device is the main system that supports Positive Train Control (PTC), helping trains send and receive messages with the control center using the best available cellular or Wi-Fi signal.

This, NS says, helps reduce network traffic and improves how trains are routed and managed.

Installations will continue through the end of the year. Once complete, Gen-3 will help NS “keep trains moving, make faster decisions in real time, and support safer, more efficient operations.”

CPKC’s Wylie Mechanical Car team recently achieved 31 years injury-free, according to a LinkedIn post.

The five-person mechanical car team in Wylie, Texas, which handles a significant workload with “precision, accountability and a deep commitment to safety,” celebrate more than three decades due to their “dedication, discipline and care for one another,” the Class I wrote.

“It’s a small workforce and they’ve got a really strong Home Safe culture there. The entire team has adopted a brother’s keeper mentality, and they all look out for one another,” said Senior Manager Mechanical Weston Mangum.

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

The Virginia DRPT on Oct. 16 announced the approval of a $750,000 RIA grant to Perdue, marking the first RIA grant awarded in FY2026. This funding will support the company’s expansion at its facility in the City of Chesapeake, Va.

Perdue is a division of Perdue Foods which is based in Salisbury, Md. The agribusiness division in Chesapeake, Va., crushes soybeans and other agricultural commodities to make oils used in cooking and other applications and exports soy and other grains to international markets. Chesapeake’s proximity to a deepwater terminal made Virginia the most suitable location for this expansion, the agency noted. Perdue applied for RIA grant funds in the amount of $750,000 to construct 2,085 feet of new track to serve its facility in Chesapeake.

With a total investment of $61.9 million, Perdue’s expanded Chesapeake location will feature crushing and oil processing equipment, a second storage pit, more efficient loading and unloading, and a transload facility. The project’s rail component is valued at approximately $3.1 million and will construct approximately 2,085 feet of new track. Norfolk and Portsmouth Belt Line Railroad, a Virginia short line railroad, will serve the site.

The Commonwealth Transportation Board approved Perdue’s grant request of $750,000 to assist with rail construction, “enhancing the facility’s capability to transport agricultural products.” The Chesapeake location will facilitate the import of soy and grain products from farms in the Mid-Atlantic, “while significantly increasing the export capabilities of the facility to ship products to overseas markets through the Port of Virginia.”

“This project is a fantastic example of how strategic rail investments can fuel economic growth and strengthen Virginia’s position in global trade,” said DRPT Director Tiffany Robinson. “We are thrilled to partner with Perdue AgriBusiness to expand rail access in Chesapeake thereby connecting Virginia’s farmers and producers to new markets, creating jobs, and advancing sustainable freight transportation across the Commonwealth.”

The expansion of Perdue’s Chesapeake location, DRPT says, “underscores the state’s commitment to supporting businesses through strategic rail investments that enhance freight mobility and promote sustainable transportation solutions.”

The BMI Group on Oct. 17 announced that it has completed the acquisition of the former Mackenzie Paper Mill, “marking a key step in advancing industrial readiness across British Columbia’s northern resource corridor.”

Willmarck, Outdoor, Mill Yard (CNW Group/BMI Group)

The 885-acre property, which includes approximately 345,000 square feet of industrial buildings and direct rail access, will be re-established as Willmarck Mackenzie, “a name that reflects both geography and legacy.” The name Willmarck, BMI Group says, honors Williston Lake, one of the region’s defining landmarks and reservoirs of energy, while “marck” carries an older meaning of borderlands or shared ground as places where communities met, traded, and defined their place together.

As a strategic site with regional potential, Willmarck represents the place where forests, waters, and industry converge to shape the future on the shores of Williston Lake, BMI Group said.

Located in a resource-rich district with established forestry and mining infrastructure, Willmarck offers multimodal transport access through CN and key highway networks, the company noted. “The site’s scale and connectivity position it for adaptive reuse across a range of industrial and logistics applications consistent with BMI’s readiness and renewal approach.”

The property, the company says, complements BMI’s national portfolio of former paper and industrial sites, including the award-winning Bioveld Niagara, Abitibi Connex in Iroquois Falls, and Norderra in Baie-Comeau, which have been repositioned as multimodal, logistics, and critical-mineral hubs serving Canada’s next-generation resource and manufacturing economy.

The project will be supported by Niagara Port Services (NPS), a BMI Ventures company specializing in multimodal logistics, warehousing, and site-readiness operations. NPS has played a leading role in the success of Bioveld Niagara, developing its logistics and tenant attraction model through partnerships with the Hamilton-Oshawa Port Authority and major industrial operators.

“At NPS, we know how getting logistics right can unlock new opportunities,” said Morgan Kernohan, General Manager, Niagara Port Services. “Mackenzie has the core ingredients, rail, highway access, land, and a seasoned workforce. We’re going to put our Niagara multimodal model to work up here to help get things moving again.”

With plans to work alongside local and Indigenous partners, BMI says it will collaborate with community and civic leadership “to evaluate opportunities that align with community priorities, regional resources, and long-term goals.”

“Our town has weathered its share of ups and downs,” said Mayor of Mackenzie Joan Atkinson. “But this is a community that shows up for one another. We’re resilient and ready to work with BMI to explore new opportunities for the next generation.”

“Our work begins with listening,” added BMI Group CEO Paul Veldman. “The Mackenzie Mill was an important part of Northern BC’s economy, and Willmarck represents an opportunity for renewal shaped by community partnership, the land, and the people who call it home.”

Blue Moon Metals Inc. on Oct. 14 announced that it has entered into a Memorandum of Understanding (MOU) dated Oct. 10, 2025, with Goods LG LLC to acquire the Springer Mine, Mill and all associated infrastructure required for mineral processing in Pershing County, Nev.

Completion of the transaction, Blue Moon says, is subject to the satisfaction of a number of conditions precedent, including the negotiation of a definitive agreement, the extension of certain water rights used by the Mill, and other customary conditions for transactions of this nature. In exchange for exclusivity on the property, Blue Moon has provided a $500,000 non-refundable cash payment to the seller.

The Springer Mill historically processed tungsten and has an Ammonium Paratungstate (APT) circuit including autoclave and related reagent systems. The mill can readily be modified to produce concentrates from critical metals from alternate sources. Blue Moon says it intends to develop a hub and spoke business model by acquiring and developing smaller, high grade underground critical metals mines in the western U.S. and processing the mineralized material at the Springer Mill. This strategy, Blue Moon says, is in-line with U.S. federal government efforts “to promote domestic production of critical metals and decrease dependence on foreign supply chains.”

The Springer Property consists of approximately 11,280 acres of mineral claims and fee lands. The mineral resource is located entirely on private fee lands. The historical mineral resource on the property is:

• Historical estimate of indicated resources of 355,000 tons @ 0.537% WO3.
• Historical estimate of inferred resources of 1,933,600 tons @ 0.493% WO3.
• The mine infrastructure includes a vertical shaft developed down to 1,600 feet, a headframe and three compartment hoist and associated equipment.

Blue Moon Mine owned by the Company in California could serve as one such feed, which is about 375 miles from the Mill by road. The primary Union Pacific (UP) rail spur is seven miles away from the Mill and the site was historically served by a railway siding that could potentially be reinstated, according to the company. The Mill is on private land with sufficient space to expand additional processing lines, and abundant room for tailings expansion, as well as strong electrical and road infrastructure. The Mill has several water rights that are in good standing in various stages, with some requiring extensions which will be conditions precedent to this transaction closing as described above, Blue Moon said. Assuming all conditions precedent are met, the transaction is expected to close over the following months.

Separately, on the back of this transaction and its U.S. asset base, the company is also announcing that it intends to apply to list its common shares on the Nasdaq Capital Market (NASDAQ) with likely listing completed in Q1 2026.

“The acquisition of the Mill opens up a huge opportunity for the company to develop smaller higher-grade mines covering the critical minerals space, including base metals, antimony and tungsten in the U.S.,” said Blue Moon CEO Christian Kargl-Simard. “The time to be building mines in the US is now, and our team is specifically strong in construction, operations and mine finance. The decision to apply and list on the NASDAQ is a critical step in our growth strategy focusing on the critical metals supply chain, while rapidly advancing the Company. Recently our liquidity has been larger on many days on the OTCQX than our TSXV listing, so this is just a natural progression.”

The Mill includes the following assets generally in good condition, permits and rights:

Mine & Mill Facilities

• Process plant ~1,200 tpd capacity to produce tungsten concentrates and/or APT.
• Electrical infrastructure including main substation (69kV to 5kV), transformers, switchgear, MCCs, soft starters, substations.
• Crusher & conveying system.
• Ancillary facilities: hoist house, mine substation, maintenance pads, warehouse, offices.
• Tailings storage facilities (conventional and dry stack).
• Roads, tankage, and other miscellaneous surface infrastructure associated with the operation.
• Water rights.

Permits & Authorizations

Transfer of major permits including but not limited to:

• Water Pollution Control Permit.
• Air Quality Operating Permit Class II.
• Dam Permits.
• Reclamation Permit & Bond.
• Industrial Artificial Pond Permit.

Gulf Inland Logistics Park, managed and developed by Liberty Development Partners, officially celebrated the grand opening of Phase One of development at the CMC Railyard on Oct. 10, “marking a major milestone in regional economic development.” The event highlighted the completion of Phase One infrastructure and the arrival of seven anchor tenants, representing more than 400 new jobs and approximately $250 million in capital investment to the Dayton area.

“This day represents nearly two decades of vision and determination,” said Marcus Goering, Principal at Liberty Development Partners. “Since we first identified this property in 2007, we’ve invested in the infrastructure and partnerships needed to create the premier rail-served industrial facility on the Gulf Coast. Today, we celebrate not just what we’ve accomplished, but what is yet to come.”

The recent grand opening celebration featured remarks from elected officials, including U.S. Rep. Brian Babin (36th District of Texas), Texas House of Representatives member Janis Holt (District 18), Liberty County Judge Jay Knight, and City of Dayton Mayor Martin Mudd. Congressman Babin was instrumental in securing a U.S. Economic Development Administration (EDA) grant that helped fund the construction of the first road into Gulf Inland Logistics Park.

“(Gulf Inland Logistics Park’s) impact on the economy of this region will be felt for generations to come,” Congressman Babin said. “Gulf Inland Logistics park is a prime example of private, local, state, and federal partners all working and coming together to create opportunities for the infrastructure needed to support job growth and capital investment, which will keep America and Texas great.”

The event also highlighted community engagement, with students from the Dayton High School hospitality program assisting with the celebration. Local businesses contributed to the festivities, including Weaver’s BBQ (recognized as a 2025 Texas Monthly BBQ Top 50 honorable mention), Sweet Scoops ice cream, and Liberty Sweet Treats.

“What we’re building here is critical for our young people and the future of Liberty County,” Goering said. “Liberty County is experiencing over 30% population growth and is poised for continued expansion. Gulf Inland Logistics Park is the engine driving job opportunities and economic development that benefit our entire community.”

The park’s strategic positioning at the intersection of major transportation corridors “makes it uniquely attractive to industrial operators,” Liberty Development Partners said. Gulf Inland Logistics Park offers immediate access to UP’s and BNSF’s major processing yards, combined with proximity to U.S. Highway 90, the Grand Parkway, State Highway 146, Interstate 10, and Interstate 59. The facility is located just 30 minutes northeast of Houston, 30 minutes from the Port of Houston (the largest U.S. port by tonnage), and within 100 miles of four additional Texas ports.

“Gulf Inland Logistics Park represents the intersection of rail and road – the most efficient location on the Gulf Coast for rail-served industrial, manufacturing, distribution, and operations,” Goering said. “Our tenants enjoy days faster transit times compared to other satellite rail developments, providing significant competitive advantages.”

Since June 2022, Liberty Development Partners has successfully located seven companies at Gulf Inland Logistics Park:

• Phoenix Oil Inc.
• Omnisource LLC
• EGF Energy Partners
• GPL Development
• United States Lime & Minerals Inc.
• Chemvest Holdings US Inc.
• Midcontinent Steel and Wire (Deacero Division)

The development, Liberty Development Partners says, has already delivered substantial infrastructure improvements, including three new roads, more than 20 miles of new railroad track, and nearly one million square feet of completed vertical construction. Phase One tenants are already creating hundreds of jobs, with additional operations launching this fall.

Projections indicate that Gulf Inland Logistics Park will create more than 10,000 jobs and bring more than $2 billion in capital investment to the region over the coming years, positioning Liberty County as a key hub for industrial growth.

With Phase Two now in motion, Liberty Development Partners says it is pursuing new tenant opportunities and preparing to announce the eighth and final tenant from Phase One. The company also anticipates expansion into additional phases as demand continues to grow.

“This is just the beginning,” Goering said. “We’ve built the foundation. Now we’re ready to scale.”

The post Industrial Development Briefs: Virginia DRPT, BMI Group, Blue Moon Metals, Gulf Inland Logistics Park appeared first on Railway Age.

The Port of Los Angeles processed 883,053 TEUs (Twenty-Foot Equivalent Units) in September. “While cargo eased 7.5% compared to last year, it helped propel the Port to its best quarter on record,” the Port reported Oct. 10.

September 2025 loaded imports came in at 460,044 TEUs, 7.6% less than last year. Loaded exports landed at 114,693 TEUs, about the same as 2024. The Port handled 308,317 empty container units, 10% less than last year.

According to the Port, it closed out the third quarter moving 2.9 million TEUs, its best three-month quarter ever. Nine months into 2025, the Port has handled 7,817,057 TEUs, 3% more than the same period in 2024.

“As trade policy unfolds, we can only predict more unpredictability,” Port of Los Angeles Executive Director Gene Seroka said. “When sweeping changes were first announced, importers abruptly stopped their orders from China. When those policies were softened and deadlines extended, cargo volume picked up again. The supply chain has been on a roller coaster all year and that ride continues. Approximately 20% of vessels that call at the Port of Los Angeles are China-made. Some cargo-handling equipment and cranes are also manufactured in China. Tariffs in one area tend to lead to rising prices in other segments. In the end, making goods more expensive.”

Current and historical cargo data, including fiscal year-end totals, are available here.

Meanwhile, the Port of Los Angeles said it is furthering its progress in reducing pollution from all sources that move cargo through its gateway. In 2024, when the Port saw a 19% year-over-year increase in container volume, it recorded its best year ever for reducing emissions on a per container basis, according to the Port’s new Inventory of Air Emissions.

Since 2005, the Port has cut overall emissions of diesel particulate matter (DPM) by 90%, sulfur oxides (SOx) by 98%, and nitrogen oxides (NOx) by 73%. For every 10,000 containers, emissions of DPM, SOx, and NOx are down 93%, 99%, and 81%, respectively.

Each year, the Port inventories air pollution from ships, trucks, trains, harbor craft, and cargo-handling equipment to measure the results of its clean air strategies and programs. The Port also evaluates its progress on a per container basis to analyze the efficiency of its pollution reduction initiatives. The new report, it said, is based on trade activity during calendar year 2024.

In addition to ground-level pollution, the Port said its clean air strategies target greenhouse gas (GHG) emissions that contribute to climate change. Overall, Port measures have resulted in an 18% reduction in GHGs since 2005; on a per container basis, GHGs are down 40%. 

The Port in 2024 handled nearly 10.3 million TEUs. The 19% year-over-year increase in container volume is said to be the largest annual percentage increase in Port history. The boost led to single-digit increases of DPM and GHG emissions, both up 8% and SOx up 5% from 2023. NOx emissions remained flat at their 2023 level.

Long-term trends and strategies reducing emissions include fewer ships, each with greater capacity, delivering more cargo, according to the Port. With these newer, more efficient vessels, container ship arrivals have fallen 34% while container volume has grown 38% since 2005, the Port noted. 

The ongoing shift to cleaner-burning fuels, zero-emissions technology, and cleaner ships, trucks, and cargo-handling equipment is also driving better air quality, the Port reported. Improvements in data analytics, technology, operations, and advanced planning create additional efficiencies that lower emissions while keeping cargo moving.  

The Port also tracks its near-term progress. Since 2017 when the Port updated its Clean Air Action Plan, emissions of DPM, NOx, SOx, and GHGs have been down 12%, 34%, 24%, and 6%, respectively, the Port reported. The findings, it said, reflect clean air gains made in recent years.

Prior to the annual inventory’s release, regional, state, and federal air regulatory agencies review the data and findings. Their review is said to validate Port progress and help shape how the Port moves forward to achieve its zero-emissions goals.

The Port said it is continuing to pursue a combination of lease requirements, incentive programs, grants, and partnerships to accelerate the transition to cleaner equipment and practices. The Port noted that its measures include international initiatives to decarbonize the global shipping industry focused on collaborating with major ports in Asia to reduce GHGs by developing green shipping corridors. 

“Thanks to our core strategies, we continue to see the significant long-term air quality gains we have achieved with our partners and programs,” Los Angeles Harbor Commission President Lucille Roybal-Allard said. “Going forward, we remain committed to our ultimate goal of eliminating emissions from port-related sources.”

“Two decades ago, we made a commitment to grow green,” Port of Los Angeles’ Gene Seroka added. “The report shows we are doing just that—moving cargo more sustainably than ever, while driving cargo volume increases.”

“Softening consumer demand and rising prices driven by shifting trade policies led to a decline in cargo containers moved through the Port of Long Beach in September,” the Port reported Oct. 17.

Dockworkers and terminal operators moved 797,537 TEUs of cargo containers last month, down 3.9% from September 2024. Imports dipped 6.9% to 388,084 TEUs and exports declined 3.6% to 85,081 TEUs. Empty containers moving through the Port were up by 161 containers to 324,372 TEUs.

“Tariffs are impacting how consumers and business owners make financial decisions and purchases,” POLB CEO Mario Cordero said. “Our Supply Chain Information Highway digital cargo tracker is forecasting a relatively stable October, followed by a slight decline in November due to anticipated weather-related delays and vessel scheduling changes.”

“I commend our industry and labor partners for their continued hard work to keep goods moving through the Port,” Long Beach Harbor Commission President Frank Colonna added. “Our reputation as the primary gateway for trans-Pacific trade relies on our ability to ensure the swift, reliable and sustainable shipment of goods.”

The Port has moved 7,390,245 TEUs through the first nine months of 2025, up 6.8% from the same period in 2024. The Port’s second-busiest quarter on record was between July 1 and Sept. 30, 2025, with 2,643,614 TEUs moved.

For complete cargo numbers, click here.

SC Ports on Oct. 16 reported ending the first quarter of fiscal year 2026 with “steady container volumes and strong year-over-year growth for both inland ports and vehicle volumes.”

The Port of Charleston handled 212,363 TEUs in September, which SC Ports called “a slight dip below planned volumes as broader trade constrictions are being felt across the industry.”

Recently expanded Inland Port Greer recorded 17,818 rail moves, an 18% year-over-year increase. According to SC Ports, this marked the highest September on record for the upstate intermodal facility. The inland port’s continued growth comes as Isuzu broke ground on its new production base in nearby Greenville County.

Additionally, Inland Port Dillon broke another all-time monthly record with 4,888 rail moves, a 275% increase over last September, SC Ports said.

“South Carolina’s ability to attract new business and grow statewide employment makes our Port stronger,” SC Ports President and CEO Micah Mallace said. “As the industry begins to feel the effects of a downturn following the 90-day tariff delay, the investments companies have made in our state allow us to compensate for tempered container volumes elsewhere in our business. The continued growth of our inland port network and boost in vehicle volumes are a reflection of that.”

According to SC Ports, South Carolina’s maritime community moved 16,122 vehicles through its Columbus Street Terminal, a 6% year-over-year increase, marking the third consecutive month of year-over-year growth.

The post Intermodal Briefs: Port of LA, POLB, SC Ports appeared first on Railway Age.

The proposed budget (download below), which aligns expenses with RTD’s Strategic Plan, was made available on Oct. 10 during the RTD Board’s Finance and Planning Committee and “minimizes impacts to transit service delivery and retains the agency’s people power to deliver on its mission.”

The Oct. 10 committee discussion included an overview of cost-saving recommendations under consideration in the 2026 proposed budget “to more closely align expenditures to projected revenue,” RTD noted.

“In the region and across the country, several businesses, organizations, and municipalities are navigating significant financial uncertainty,” said RTD General Manager and CEO Debra A. Johnson. “For many public transit agencies, including RTD, the near-term financial outlook is challenging and will require a deliberate and forward-thinking approach to balance expenses and revenue. The agency must make budgetary decisions that will safeguard RTD’s long-term financial health and ensure it is to continue delivering essential transit services and connections in the Denver metro area.”

For FY 2026, RTD’s Board of Directors is considering $1.3 billion in appropriations for operating expenses, state of good repair work, and debt service. The proposed appropriations do not include any capital carryforward expenses from the 2025 budget. Excluding the impact and timing of East Colfax Bus Rapid Transit (BRT), RTD’s revenue budget is expected to increase 6.4% to $1,141 million over the 2025 budget, according to the agency. RTD’s labor and purchased transportation expense comprise more than two-thirds of operating expense in next year’s proposed budget.

RTD’s primary source of revenue, approximately three-fourths in the 2026 proposed budget, comes from the collection of a 1% sales and use tax in the Denver metro area. The sales and use tax is subject to external market factors, including inflation, recessions, and the availability of goods and services. The agency’s finance team has been closely and regularly monitoring financial forecasts, year-to-date expenses, and revenue projections to guide the 2026 fiscal year budget development, according to RTD. The proposed budget also accounts for uncertainties in the financial climate for government agencies and private businesses alike.

The Business Research Division (BRD) of the University of Colorado Boulder’s Leeds School of Business conducted independent third-party research to provide semi-annual sales and use tax forecast models to RTD in September 2025. The BRD projects a 1.2% increase in sales and use tax revenue in 2026, with a forecast of $877 million versus their latest forecast for 2025; $877 million in 2026 is 2.9% lower than the 2025 budget, as their projections for 2025 have declined since the 2025 budget was adopted in November 2024. In the year ahead, this revenue amount is forecasted to comprise 77% of RTD’s expected funding sources before the impact of East Colfax BRT. BRD’s medium forecast financial models are used by RTD to develop its annual budget and five-year financial forecast.

RTD says it will take a disciplined approach to managing expenses in the year ahead and is proposing the implementation of a variety of cost-saving opportunities.

Funding for service contracts that did not meet the anticipated budget costs for 2025 will be pared back in 2026, resulting in a projected $17 million savings, according to RTD/ The agency’s partnership program also may be streamlined for a $2 million savings. The agency’s closed (legacy) pension plan contribution for salaried employees is budgeted at $7 million in 2026 as compared to $15 million in 2025, since the plan is considered adequately funded. Other reductions in the proposed budget include delayed hiring for 81 vacant positions to yield $7 million in savings, and modifications to overtime are projected to deliver savings of $5 million.

RTD says it is not planning a reduction in force for 2026. However, the proposed budget does not include an allotment for a cost-of-living adjustment or merit increase for non-represented employees. In October 2025, the agency implemented a cost-saving measure impacting non-represented RTD employees who received a merit increase. The one-time lump sum distribution in 2025 resulted in $4 million in savings for 2026.

The 2026 proposed budget includes a recommended $20 million in debt financing for cutaway vehicles that are used for paratransit and FlexRide services. The plan proposes a defeasance, or prepayment, of $57 million in 2026 debt obligations to strengthen the agency’s fiscal outlook. The 2026 proposed budget includes no change to the FasTracks Internal Savings Account balance that is currently $192 million. The capital replacement fund is proposed at $166 million, “though not expected to be sufficient to cover capital requirements through 2030,” the agency noted. The operating reserve of $227 million is set to three months of operating expenses according to fiscal policy.

RTD says it will monitor the budget throughout 2026 and adjust, as necessary, “while avoiding actions that would postpone funding for preventative maintenance or equipment replacement.” The agency’s FY 2026 budget complies with Colorado Local Government Budget Law.

The Board will consider acting on the proposed budget on Dec. 2 at 5:30 p.m., following a public hearing.

In related news, effective Oct. 15. RTD’s Transit Police Department (RTD-PD) Detective Bureau is fully operational and able to start investigating and prosecuting crimes.

The department, the agency says, laid the groundwork for its internal detective bureau in January to pursue investigations that occur on RTD property across jurisdictions. Since then, the RTD-PD worked to establish bureau protocols across eight counties and 40 municipalities within RTD’s service area to formally prosecute personal crimes, involving any threat or use of force, and includes felony-level narcotics violations across the agency’s system or property.

More information is available here.

The post Denver RTD Proposes $1.3B Budget for FY26 appeared first on Railway Age.

The plans (download below) will be the subject of public feedback, including hearings, before the commuter railroad’s Board of Directors votes in November.

“Like CTA [Chicago Transit Authority] and Pace [Suburban Bus], Metra initially expected to be facing a larger funding shortfall next year, brought on by the expected exhaustion of federal COVID-relief funds,” the railroad reported Oct. 10. “The agencies have been using the relief funds to cover drops in fare revenue due to lower post-pandemic ridership. But thanks to a variety of factors, Metra now expects to be able to get through most of 2026 before those relief funds are fully spent. And it expects to be able to cover the smaller shortfall with prioritized hiring, delayed discretionary spending, delayed service expansions, better operating results, and higher sales taxes.”

However, Metra said it anticipates a $276.3 million shortfall in 2027 and a $304.8 million shortfall in 2028. “Severe service cuts and other actions will be needed unless the Legislature acts to increase funding for public transportation in Illinois to replace the COVID-relief dollars,” it reported.

Illinois’ Regional Transportation Authority (RTA) required Metra, CTA, and Pace to raise fares by a minimum of 10% next year to help address deficits brought on by the exhaustion of federal COVID-relief funds, according to Metra. This would be the first across-the-board fare increase since 2018. Due to the need to round fares to the nearest quarter to assist onboard fare collection, Metra said fares would increase 13% to 15% depending on the fare product and the number of zones traveled.

For instance, the cost of a One-Way Ticket would increase to $4.25 from $3.75 for Zone1-2, to $6.25 from $5.50 for Zone 1-3, and to $7.75 from $6.75 for zone 1-4.  The cost of a Monthly Pass would increase to $85 from $75 for Zone1-2, to $125 from $110 for Zone 1-3, and to $155 from $135 for zone 1-4. The cost of Day Passes, Day Pass 5-Packs, weekend passes, and all reduced fare products would also increase. See below for a comparison between all current and proposed fares.

The proposed operating budget of $1.1 billion is about $18 million, or 1.7%, lower than the 2025 budget. The decrease, Metra said, is largely driven by “operating efficiencies and other reductions offset by expected inflationary, contractual, and market increases.”

The budget is funded by system-generated revenue of $325 million, including $207.8 million in fares. It also is funded by $635.9 million in regional sale tax receipts and Metra’s remaining $206.1 million in federal COVID-relief funding. Metra said it is proposing to set aside $60 million in fare revenue for capital needs, including for a “critical program to replace or rehab hundreds of aging bridges.”

Metra said its $575.3 capital program is funded by $426.7 million in federal formula funding and discretionary grants, $88.6 million in Illinois PAYGO funding, $100,000 in an RTA Access to Transit grant, and $60 million in Metra capital funding. The program is said to allocate $268.2 million to rolling stock; $68.4 million to bridges, tracks and structures; $59.1 million in signals, electrical and communications; $27.3 million in facilities and equipment; $59.9 million in stations and parking; and $92.3 million in support activities.

Public hearings about the budget will be held throughout the region on Nov. 5 (in Will, DuPage, and Lake counties) and 6 (South Suburban Cook, Kane, North Suburban Cook, and McHenry counties) between 4 p.m. and 6 p.m. The City of Chicago’s Nov. 5 hearing, between 4 p.m. and 6 p.m., can also be attended virtually via Microsoft Teams.

• Report: RTA Redirects Funds From Metra, Pace to Prevent CTA Service Reductions
• Reports: Lawmakers Introduce Bill to Replace Chicago RTA
• Reports: UP Takes Metra to Court
• STB Grants Metra’s ‘Terminal Trackage Rights’ Application
• Metra’s MACs: From Freight Haulers to Commuter Service
• Metra Awarded $104MM for Station Upgrades, Switchers
• Metra Outlines 2025 Construction Program

The post Metra: 2026 Budget Proposal Includes Fare Increase appeared first on Railway Age.

Nearly 300 professionals from freight and passenger railroads, industry suppliers and consultants, universities, and research organizations gathered in Pueblo, Colo., earlier this month for the Third Annual TTC Conference & Tour, reported host ENSCO, Inc., which has operated the Federal Railroad Administration’s Transportation Technology Center (TTC) since October 2022.

The two-day event allowed industry stakeholders to access the TTC research and testing campus, offering 50 miles of test tracks (inclusive of catenary and third-rail electrified track, with vehicle test speeds of up to 165 mph) and the Center for Critical Infrastructure Protection. They took part in behind-the-scenes tours, technical demonstrations, and peer collaboration, according to ENSCO. Railway Age was a media partner.

The event opened Oct. 7 at the Pueblo Convention Center, where attendees heard from key transportation executives; Eric Gebhardt, Chief Technology Officer of Wabtec, served as the keynote speaker. Technical presentations were delivered by experts from across the rail industry and academia, covering topics such as hybrid propulsion, energy management, derailment detection, and digital twins, according to ENSCO. (Due to the federal government shutdown, it noted, federal agency personnel were unable to attend.)

Day two, held on the TTC site, featured a tour of the facility’s rail research and testing assets. “Interactive tour stops showcased systems for track inspection, grade crossing safety, fiber optic sensing, and more, culminating in a live derailment demonstration that highlighted rapid response and data collection capabilities in a controlled environment,” ENSCO said.

“The TTC plays a critical and enduring role in shaping the future of rail transportation by conducting research and testing that prevents safety or security incidents, informs regulatory progress, proves the latest industry technology advancements, and develops the railway workforce,” ENSCO President Jeff Stevens said. “ENSCO was proud to host the TTC Conference & Tour, an outstanding forum for technical collaboration and knowledge sharing to drive the continued advancement of America’s rail systems.”

“We are extremely pleased with the growth of this event year over year, both in size and in the diversity of participants,” added Acacia Reber, Head of Brand Strategy and Engagement at ENSCO. “The TTC has always been the world’s largest, most secure rail testing site and a hub for innovation, and this conference builds on that legacy by bringing suppliers, railroads, transit, government partners, and researchers together in one place. Our intention is to continually expand the program and demonstrations, so the industry sees real value in what happens here.”

The 2026 event is scheduled for Oct. 20-21. For more information, contact Acacia Reber at reber.acacia@ensco.com.

• Improving Rail Operations Using AI and Machine Learning: Detecting Trespasser Hotspots
• Derailment Investigation, Prevention, Detection
• Automated Rolling Stock Inspection with Wayside and Onboard Technology
• Grade Crossing Collision Testing at the TTC
• Battery Safety in Rail Transportation

The post Eric Gebhardt Headlines Third Annual TTC Conference & Tour appeared first on Railway Age.

Jacksonville, Fla.-based Pinsly Railroad Company on Oct. 16 reported that its ninth short line, Georgiana & Andalusia Railroad LLC, has assumed operations in southern Alabama.

The 36-mile line, formerly operated by Genesee & Wyoming’s Three Notch Railway LLC, connects to CSX at Georgiana, Ala., and spans to Andalusia, Ala.

“The Georgiana & Andalusia Railroad is set to make significant infrastructure investments to support the growth of both current and future rail-served customers in the region,” reported Pinsly (formerly known as Gulf & Atlantic Railways, LLC), which operates eight other small roads (Florida Gulf & Atlantic Railroad; Grenada Railroad, a Railway Age 2021 Short Line of the Year Honorable Mention; Camp Chase Railway; Chesapeake & Indiana Railroad; Vermilion Valley Railroad Company; North Florida Industrial Railroad; Pioneer Valley Railroad; and its most recent addition Hondo Railway). “The planned investments reflect Pinsly’s ongoing commitment to enhancing supply chain solutions and driving economic development in the communities it serves.

“Pinsly Railroad Company is excited to bring its legacy of safety, customer service, and community engagement to southern Alabama,” Pinsly Chief Commercial Officer Cassie Dull said. “We look forward to building strong partnerships and delivering reliable rail service that supports local industry and job creation.”

In related news, Pinsly’s Chief Human Resources Officer Gaynor Ryan has earned a 2025 Railway Age Women in Rail award and CEO  Ryan Ratledge was selected by Railway Age readers as one of ten Most Influential Leaders for 2025.

The post Pinsly Expands Short-Line Portfolio appeared first on Railway Age.

Over the past year, the company has deployed 40 AI-enabled sensors across Norfolk, Chesapeake, Suffolk, and Portsmouth, “creating one of the most diverse and comprehensive real-world testbeds in the country for rail-crossing analytics,” according to Oculus Rail.

These four cities, Oculus Rail says, collectively host the highest concentration of rail crossings in the Commonwealth of Virginia, spanning a full range of environments—from dense urban neighborhoods and industrial port areas to suburban corridors and rural communities. This diversity provided Oculus Rail with an “unparalleled opportunity” to refine its solar-powered, wireless sensing technology across the full spectrum of real-world conditions that impact communities nationwide, the company noted.

The startup, founded by former Norfolk City Council member Andria McClellan, has drawn advisory input from Class I railroad leaders and U.S. Department of Transportation (USDOT) experts “to ensure its AI-enabled sensing technology delivers operational value to both municipalities and the rail industry.”

“We were able to test our technology where it matters most,” said Oculus Rail Founder and CEO Andria McClellan. “By working directly with local governments across different settings—urban downtowns, busy port areas, suburban neighborhoods, and rural crossings—we’ve developed a data platform that’s scalable, resilient, and immediately useful to cities across the country.”

A longtime civic innovator, McClellan served eight years on the Norfolk City Council, where she chaired the regional transportation commission and launched the Smart Cities and Innovation Committee. She founded Oculus Rail after witnessing firsthand how “blocked rail crossings disrupt traffic, delay emergency responders, and frustrate residents—with little data available to quantify the problem,” the company said.

“Local governments have been operating in the dark when it comes to blocked crossings,” McClellan said. “I started Oculus Rail to give cities and residents the data they need to make informed decisions, improve safety, and advocate for solutions with railroads and federal partners.”

“I frequently hear from constituents how frustrating it is to be stuck at a rail crossing with no idea how long they’ll be waiting. Oculus Rail gives the city—and our residents, business owners and visitors—real-time insight we’ve never had before. It’s helping us respond faster, plan smarter, and finally address one of the most common complaints we get,” added Norfolk City Councilmember Jeremy McGee.

Oculus Rail’s network of solar-powered, wireless sensors captures real-time data on blocked rail crossings, showing when and how long crossings are obstructed and how often trains impact traffic and emergency response times. The company’s analytics dashboard provides cities, regional planners, and public safety agencies with “actionable insights to reduce congestion, improve emergency response, and guide infrastructure investments.”

The data gathered in the Hampton Roads pilot is being considered in a regional rail crossing assessment led by the Hampton Roads Transportation Planning Organization (HRTPO), “supporting efforts to prioritize crossings for state and federal funding through programs like the Federal Railroad Administration’s (FRA) Railroad Crossing Elimination (RCE) Grant,” according to the company.

“This level of detail has never been available before,” said HRTPO Deputy Executive Director Pavithra Parthasarathi. “Oculus Rail’s data will directly influence how our region—and others—can target investments, reduce delays, and improve safety at the crossings that impact the most people every day.”

To empower residents directly, Oculus Rail says it has also launched the Oculus Rail App, available free to motorists in both the App Store and Google Play. The app provides timely alerts for the initial 40 monitored crossings across Norfolk, Chesapeake, Suffolk, and Portsmouth, allowing drivers to “Know Before You Go” and avoid delays. Additional crossings will be available in the future when municipalities select and subscribe to specific rail crossings.

With its technology proven in Virginia’s most complex rail environment, Oculus Rail says it is now expanding nationwide, partnering with cities, metropolitan planning organizations, and railroads “to bring real-time rail-crossing intelligence to communities large and small.”

The post Oculus Rail Launches Nationwide appeared first on Railway Age.

For months, Union Pacific’s (UP) CEO Jim Vena has been on the offensive, touting possible benefits of the proposed merger between UP and Norfolk Southern (NS). He has spoken with POTUS 47, given speeches, and written op-eds to sway public opinion. In his arguments, there are familiar promises of increased transit times, reduced congestion, and the ability to ship longer distances on a streamlined, single network. It may look promising on the surface, but the reality would tell a very different story.

Just a few years ago, Canadian Pacific (CP) and Kansas City Southern merged, reducing the number of Class I railroads from seven to six. In their arguments for the merger, CP insisted there would be minimal overlap, more efficiencies, and a broader reach by the railroad, claiming it would improve service. Sound familiar? 

Despite these promises, after the merger was approved, customers of freight rail experienced a myriad of service issues with Canadian Pacific Kansas City (CPKC), including higher dwell times, missed switches, issues integrating with its information technology systems, and more. Even Vena voiced his own complaints at the time, stating, “We ran trains for a long time with no major headaches until you get the combination of CP and Kansas City.”

Moreover, if we look at the last time UP was involved in a rail merger, back in 1996 with Southern Pacific, it was far from smooth. The Surface Transportation Board (STB) was forced to issue multiple orders throughout the 2000s because the new railroad failed to fulfill the service commitments and track maintenance obligations it had made as part of the merger, along with issues of unacceptable congestion and service levels.

It would be naïve to think that another rail merger, echoing the same promises, would yield different results. This merger would create yet another bloated Class I rail carrier, controlling 45% of total U.S. tonnage, about nine times more control than what was given to CPKC after their merger. This new rail line would have no incentive to provide adequate—or better—service, especially to small captive shippers, and would cause prices to soar even higher for American businesses that rely on freight rail shipping. This is at a time when the costs of shipping via rail have already risen 20% compared to pre-pandemic levels, and in an environment where the railroads already operate essentially unilaterally. Just last week, NS alerted Alliance for Chemical Distribution members of an increase in demurrage surcharges of $3,000 per car per day for Toxic Inhalation Hazard cars, even when shippers have little, if any, control over getting their railcars of product and are ready, willing and able to unload the product when it arrives. 

And don’t just take the shippers’ word for the fact that this merger will increase costs, decrease competition and negatively impact the U.S. economy. Several Class I carriers have also opposed this merger. In a position paper, BNSF Railway argues, “At the expense of smaller customers, communities, and shortlines, UP will double down on its historic practice of leveraging its now enhanced market power to drive higher rates on captive customers and favoring high-density lanes while closing low-volume lanes.” 

While UP and NS may promise increased efficiencies and improved service, history tells us a different story. If this merger proceeds, it will only exacerbate the problems already plaguing the rail industry. This is exactly why the STB should oppose this merger.

Eric R. Byer is the President and CEO of the Alliance for Chemical Distribution.

The post History Repeats: Shippers Shouldn’t Buy the UP-NS Narrative appeared first on Railway Age.

The Massachusetts Department of Transportation (MassDOT) on Oct. 16 announced that Massachusetts Bay Transportation Authority (MBTA) General Manager Phil Eng has been named as Interim Transportation Secretary following Monica Tibbits-Nutt’s decision to step down from her position as MassDOT Secretary and CEO. Tibbits-Nut, who plans to return to private industry, has agreed to continue to serve as an advisor through Dec. 31, 2025, “to ensure a smooth and efficient transition for MassDOT.”

Eng will serve as both Interim Secretary and General Manager during this time. Highway Administrator Jonathan Gulliver has also been promoted to Undersecretary of Transportation. He will retain his role as Highway Administrator while also taking on expanded responsibilities as Undersecretary. 

“A well-balanced multimodal transportation network is essential. MassDOT and the MBTA work hand-in-hand to make sure our transportation system is safe, reliable and modernized,” said Eng. “I look forward to taking on this interim role with MassDOT and working even more closely with Undersecretary Gulliver and their great team to deliver the world-class transportation system that the people of Massachusetts and our visitors deserve. I’m grateful for the partnership of Monica Tibbits-Nutt these past few years and her strong support of the reforms we have made at the T. It is an honor and privilege to serve every community across Massachusetts as part of Governor Healey’s Administration.”

Governor Maura Healey appointed Eng as General Manager of the MBTA in March 2023. Since then, he has overseen a “transformative period” at the nation’s fourth largest public transit system, “enhancing safety, reliability, accessibility and service.” Under his leadership, the MBTA “eliminated all subway speed restrictions for the first time in more than 20 years, opened South Coast Rail to deliver rail service to Southeastern Massachusetts for the first time in 65 years, continuing the highest return to ridership rate in the nation on commuter rail with all day frequent train service, delivering new modern Orange and Red Line cars while accelerating modernization of the signal system on those lines, and hiring thousands of labor workforce to rebuild the MBTA to better serve the riding public, communities and businesses with shorter travel times and more frequent service.”

Eng started his career at the New York State Department of Transportation (NYSDOT) beginning in 1983 as a Junior Engineer. Over the course of three decades Eng held many roles, including planning, in-house design, and bridge inspection, including the four East River Bridges (Brooklyn, Williamsburg, Manhattan and Ed Koch Queensboro Bridges), Maintenance and Operations. He ultimately served as Executive Deputy Commissioner and Chief Engineer from 2013-2017, delivering multiple projects, including the Mario M. Cuomo Tappan Zee Bridge and Kosciuszko Bridge. He then served as Chief Operating Officer of the New York Metropolitan Transportation Authority (MTA) where he oversaw “successful efforts to improve performance and efficiency across all agencies,” including New York City Transit (NYCT), Metro-North Railroad, Long Island Rail Road and MTA Bridges and Tunnels.  

Eng was then tapped to serve as Interim President of NYC Transit, where he led a workforce of 50,000 employees and was “integral to initiating and implementing the $836 million Subway Action Plan to fix aging infrastructure and improve performance across the system. “

From 2018-2022, Eng served as President of the MTA Long Island Rail Road, where he managed a system of 7,600 employees and a $1.6 billion operating budget. He then served as Executive Vice President of the LiRo Group, where he advised public and private sector clients on engineering, transportation, and infrastructure projects. 

The post Eng Named Interim MassDOT Secretary appeared first on Railway Age.

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

The judging committee included Railroad Financial Corporation Senior Advisor Barbara Wilson, Gateway Development Commission Executive Vice President Catherine Rinaldi, and the Railway Age staff.

“Congratulations to this year’s distinguished group of women,” Railway Age Publisher Jonathan Chalon said. “Our 25 honorees, plus five selected for honorable mention, came from a strong field of nearly 100 nominations. We are proud that all 30 will be featured in Railway Age’s November 2025 issue and recognized at the 2026 Railway Age/RT&S Women in Rail Conference, to be held Oct. 6-7 at the Hyatt Regency Schaumburg.”

“I am inspired by the incredible women recognized this year,” Barbara Wilson said. “Each of these women embodies the resilience, leadership, and vision that inspire others to aim higher and achieve more. It is exciting to celebrate the impact they are making—not just in business, but in their communities and beyond. Congratulations to all the winners. Thanks for reminding us what is possible when purpose meets determination.”

“This year’s honorees share not only a legacy of service to our industry, but also a commitment to sharing their knowledge and experience with the next generation of female railroaders,” Catherine Rinaldi commented. “They are an inspiration, and I would like to congratulate them on this well-deserved recognition.”

1. Jeannie Alexander, Vice President, Rail Operations, Chicago Transit Authority (CTA)
2. Zoe Bates, Manager Terminal Operations, Norfolk Southern
3. Tina Beckberger, Chief Commercial Officer, American Industrial Transport (AITX)
4. Christina Bottomley, Vice President, Business Development & Real Estate, CSX
5. Tammy Butler, Vice President-General Counsel, CSX
6. Andrea Dobbelmann, Chief Executive Officer, Progressive Rail Incorporated (Railway Age Honorable Mention, 20 Under 40 Program for 2021)
7. Christine “Christie” Drabic, Vice President Global Program Management, Wabtec Corporation
8. Sandra Ellis, Vice-President, Bulk, Sales and Marketing, CN
9. Tania Fauchon, Americas Quality Director & Group Railway Safety Director, Alstom
10. Rebekah Garner, Service Assurance Rail Support, Watco
11. Arielle Giordano, Vice President of Government & Industry Affairs, Genesee & Wyoming Railroad Services, Inc.
12. Rebecca Gregory, Vice President Administration & Chief of Staff, Union Pacific Railroad
13. Yvonne Hill-Donald, Chief Administrative Officer, MTA Metro-North Railroad
14. Stephanie Kuntzman, Assistant Vice President, Consumer Products, BNSF Railway (Railway Age Honoree, 25 Under 40 Program for 2022)
15. Maria Orcera, AVP, Revenue Accounting and Customer Service, Patriot Rail
16. Cinthya Melissa Guillen Pinales, General Manager–Operations Centre (Monterrey), Canadian Pacific Kansas City (CPKC) (Railway Age Honoree, 25 Under 40 Program for 2024)
17. Shelly Reid, Vice President Sales & Group Manager, The Greenbrier Companies
18. Gaynor Ryan, Chief Human Resources Officer, Pinsly Railroad Company
19. Lisa Schreibman, Acting Vice President & Chief Officer, MTA Staten Island Railway
20. Shaquana Stephens, Acting Superintendent-Commuter Operations, Amtrak
21. Beth Sullivan, Vice President Operations Support and Organizational Planning, MTA Long Island Rail Road
22. Marcia Tauriella, Vice President Global Sourcing, A. Stucki Company
23. Blaire Theuerkauf, Senior Counsel, Metra
24. Michelle Wan, Vice President, Projects, Hitachi Rail
25. Leah Windell, Customer Service Manager, Louisville & Indiana Railroad (an Anacostia Rail Holdings company)

1. Julina Corona, Project Manager, RailPros
2. Drew Enochs, Director of Operations, Railroad Products and Services, Koppers
3. Caitlin Holland, VP of Real Estate and Economic Development, Dallas Area Rapid Transit (DART)
4. Celia Pfleckl, AVP, Amtrak Airo Program, Amtrak
5. Micki Rust, Director, General Equipment, TTX Company

• 2024 Women in Rail Honorees
• 2023 Women in Rail Honorees
• 2022 Women in Rail Honorees
• 2021 Women in Rail Honorees
• 2020 Women in Rail Honorees
• 2019 Women in Rail Honorees
• 2018 Women in Rail Honorees
• 2017 Women in Rail Honorees

And don’t miss the 2026 Railway Age / RT&S Women in Rail conference, to be held Oct. 6-7 at Hyatt Regency Schaumburg, Schaumburg, Ill. This is your opportunity to network with a diverse group of women and their allies as we discuss how railroaders can build leadership toolkits and strong support networks, partner with allies, and take advantage of ever-broadening career opportunities. Join us as the industry conversation continues with this expanded live event covering the freight, passenger and transit rail sectors! Bonus: A special luncheon will recognize the 2025 Railway Age Women in Rail and 2026 RT&S Women in Railroad Engineering honorees.

The post Railway Age Announces Women in Rail Honorees for 2025 appeared first on Railway Age.

Now in its 27th year, the Holiday Train raises money and collects food across CPKC‘s network in Canada and the U.S. “supporting community food banks and making a real difference for families in need.” 

“Every year, our railroaders take great pride in bringing the Holiday Train across our network, this year reaching even more communities for the first time,” said CPKC President and CEO Keith Creel. “We are thrilled to send this beautiful train filled with lights and music to spread the joy of the season and proud to support the giving spirit of the holidays assisting people experiencing food insecurity. It’s incredible to see communities come together every year to celebrate the holidays while supporting local food banks.”

Holiday Train Highlights

• 196 live music shows in six provinces and 13 U.S. states. Thirteen communities will be visited by the Holiday Train for the first time, with new stops in Maine (1), Louisiana (6), Oklahoma (1), Texas (4) and Ontario (1).
• Performers include Barenaked Ladies, Smash Mouth, Tyler Shaw, Brittany Kennell, Jade Eagleson, JJ Wilde, American Authors, Pynk Beard, Teigen Gayse, Lanco, Tiera Kennedy, and Dylan Marlowe.
• Since 1999, more than $26 million and over 5.4 million pounds of food for community food banks have been collected in Canada and the U.S.

“At East Side Neighborhood Services, our Food Programs are dedicated to providing consistent and dignified food access, especially for older adults and families in our community,” said Mary Ostapenko Anstett, President, East Side Neighborhood Services in Minneapolis, Minn. “The Holiday Train brings more than donations—it brings hope, awareness and critical support at a time when it’s needed most. With the help of our community partners such as CPKC, we remain committed to ensuring that access to food doesn’t become an added burden for our neighbors.”

“I can’t imagine a better way to visit some of Canada’s beautiful mountain towns than by riding the CPKC Holiday Train. It’s going to be a great time for a great cause,” added Ed Robertson with the Barenaked Ladies, who will be performing on the Holiday Train with stops in Alberta and British Columbia.

The festive atmosphere created by the brightly decorated Holiday Train and engaging musical performances “embody the spirit of the holidays,” CPKC said. Each event is free, with CPKC encouraging attendees to make a monetary or heart-healthy food donation as local food banks will be accepting donations at each stop.

This year’s Holiday Train in the U.S. will feature a new light display honoring the legacy of “Rudy” and the recently retired Kansas City Southern (KCS) Holiday Express train that operated across the U.S. South for nearly a quarter century.

A full schedule and details of this year’s Holiday Train are available here.

The post CPKC’s 2025 Holiday Train Kicks Off Nov. 19 appeared first on Railway Age.

“This quarter’s operational performance reflects the dedication of our workforce and our commitment to running the best railroad in North America,” President and CEO Steve Angel said Oct. 16 during the Class I railroad’s third-quarter 2025 financial report. “We are proud that the network is operating well, and we see clear opportunities to leverage that operational strength moving forward. Looking ahead, CSX is well-positioned to build on this momentum to deliver long-term profitable growth and create value for our shareholders.”

CSX’s third-quarter 2025 operating income was $1.09 billion, compared to $1.35 billion in the prior-year period. Net income was $694 million, or $0.37 per share, compared to $818 million, or $0.46 per share, in the same period last year. “Excluding a non-cash goodwill impairment of $164 million in this year’s third-quarter results,” adjusted operating income was $1.25 billion and adjusted net earnings were $818 million, or $0.44 per share, the Class I reported.

In the third-quarter 2025, CSX reported that adjusted operating income and adjusted earnings per share included $35 million and $0.01, respectively, i”n corporate restructuring, severance, and advisory expenses.”

Volume in third-quarter 2025 totaled 1.61 million units for the quarter, up 1% compared to third-quarter 2024 and up 2% sequentially. Revenue totaled $3.59 billion for the third-quarter 2025, decreasing 1% year-over-year, “as the effects of lower export coal prices and a decline in merchandise volume were partially offset by increases in other revenue, higher pricing in merchandise, and intermodal volume growth.”

By Jason Seidl, Elliot Alper and Uday Khanapurkar

CSX posted a 3Q25 beat as service improvements mitigated cost headwinds. Its network is unshackled with the Howard Street Tunnel and Blue Ridge Subdivision projects complete, and non-recurring costs to lap going forward. Interline partnerships and double-stacking in Northeast provide a long-term intermodal growth runway as CSX positions for industry consolidation under new leadership.

CSX reported 3Q25 adjusted EPS of $0.44, beating our and consensus estimate of $0.42. Top line of $3.6 billion was in line with our estimate, and the beat was driven by OR outperformance of 60 bps vs. our estimate, an encouraging outcome considering well-understood labor and PS&O (Product Strategy and Operations) cost headwinds. Service momentum continues as the resolution of the Howard Street Tunnel and Blue Ridge projects unshackles the network. Velocity and cars on line were significantly improved in 3Q25, and progress should continue in 4Q25. With the critical routes now operational, CSX is poised to materially eliminate ~$25 million in network disruption costs sequentially and thus lap $100 million in non-recurring costs for 2026. We expect fuel efficiency to improve as a result as well and model accordingly. Efficiencies are expected to help CSX hold headcount flat to slightly down sequentially in 4Q25. Sustained service improvement and cost-out is encouraging and essential in a consolidating industry as CSX keeps its options open under new leadership.

Carloads were +1% in a mixed end-market backdrop. Softness in chemicals and forest products continued. Ag was –7% Y/Y but trends are expected to improve sequentially on improvements in both export and domestic markets. Coal remains dichotomous with export markets weak but domestic robust, although the export benchmark headwind is expected to moderate sequentially. 4Q25 also faces easy intermodal comps early in the quarter (indeed, QTD carloads +25% Y/Y). Management reiterated guidance calling for Y/Y carload growth, which is consistent with our modestly raised 4Q carload forecast.

CSX’s intermodal outlook was focused on long-term growth in a consolidated industry as investors likely look beyond near-term peak and size up the truck conversion opportunity for rail. CSX noted that impending consolidation has kickstarted cooperation. Indeed, the intermodal marketing agreement with BNSF should provide both railroads with an opportunity to win some business early on. CSX also remains on track to roll out double-stack intermodal in the Northeast in 2Q26, which should idiosyncratically support 2026 carloads.

Our 2025 EPS estimate moves up to $1.65 from $1.64, while our 2026 EPS estimate remains intact at $1.95. We modestly move our multiple up to 20x to reflect strong operational performance, which pushes our PT up $1 to $39. CSX is a high-quality company with solid fundamentals that appears well positioned to benefit from long-term economic growth. It should win back market share in 2026 following the completion of multiple network projects. CSX is well-positioned to grow with increased domestic infrastructure spending. Reiterate Buy.

Editor’s Comment: All of the above resulted from the leadership of former President and CEO Joe Hinrichs, Railway Age’s 2025 Railroader of the Year, unexpectedly—and to the chagrin and disbelief of many in this industry—ousted by his Board of Directors Sept. 29, just as this excellent quarter concluded. This is not a criticism of new CEO Steve Angel, whose compensation level, though he is untested running a railroad, is understood to be directly tied to pulling off a merger with, presumably, BNSF – William C. Vantuono

The post CSX 3Q25: ‘Well-Positioned to Build on Momentum’ appeared first on Railway Age.

Union Pacific CEO Jim Vena claims to have identified a number of rail industry shortcomings that according to him can only be solved by his proposed transcontinental merger between the Union Pacific and Norfolk Southern railroads. The first of these shortcomings we would like to focus on is the well-known issue of the Chicago interchange.

The second of these shortcomings involves the more nebulous issue of allegedly missed growth opportunities caused by the negative impacts of a geographic phenomenon known as the “watershed.” Conventional wisdom in the railroad business today says railroads are not competitive pricing-wise on short haul moves in the “watershed” market(s). This area involves origins and destinations within a few hundred miles of the Mississippi River, the de facto dividing line between Eastern and Western railroads.

According to the U.S. National Park Service (NPS), the definition of a river’s watershed is the area drained by a river and its tributaries. The actual Mississippi River drains an area of about 3.2 million square kilometers (1.2 million square miles) including all or parts of 31 states and two Canadian provinces, about 40% of the continental United States. 

For the record, we agree with Mr. Vena’s assessment of both problems here but strongly take issue with his recommended solution. We think we have identified some alternative solutions that are more easily achievable without all the drama and disruption of the UP-NS proposal for a transcontinental merger. Mr. Vena claims that his merger will transform Chicago into “just another crew change point.” Well, that is exactly what we are proposing to do here.

First, the issue of the “notorious” Chicago interchange. Mr. Vena appears to completely ignore the significant investments and quantifiable transit time improvements made by the CREATE Program (of which Union Pacific is a part). We think his criticisms here are a bit overblown and find them extremely self-serving to say the least.

My favorite observation on this issue still comes from Chuck Allen, retired general manager of the IHB. In a 2023 article, he said, “I know it’s nuts, but NS runs trains from North Jersey to Chicago on CTC and BNSF does the same from Los Angeles to Chicago, but here in Chicago they were on an unsignaled railroad trying to reach each other.” We are happy to report this problem has been greatly alleviated if not completely solved!

U.S. taxpayers (like you and me) have already made a substantial investment to improve the Chicago Terminal operations by helping fund the CREATE Program.

As a prime example of this investment’s benefits, virtually the entire 54-mile-long Indiana Harbor Belt Railroad main line (54 miles of main line track, 24 miles of which is double track) has been virtually rebuilt. To help alleviate site-specific bottlenecks a third main line has been added in these specific locations. This rebuilding included the installation of a new bi-directional computerized Traffic Control System (TCS), combined with the replacement of numerous manual switches with powered versions. What had once been a decrepit relic has been transformed into a true 21st century main line.

Today the IHB main line runs between Franklin Park, Ill., on the north and Pine Junction (near Gary, Ind.) on the east. Its webpage proudly proclaims, “We are committed to delivering exceptional service to our customers.”

The IHB has always been considered something of a “convenient route through the metropolitan area” a bypass route to avoid the inherent congestion of the Chicago Terminal. By 1985, run-through traffic had come to dominate the IHB main line. Some of its unique legacy features include a main line crossing under the Rock Island main line at Blue Island as well as under the CN-IC main line at Highlawn.

CREATE Component Project P7 calls for the construction of a new flyover at the Chicago Ridge Control Point in Chicago Ridge, IL. When completed, “the flyover will eliminate delays between the CREATE Beltway (IHB) Corridor and the 30 daily trains of Metra’s SouthWest Service” (which operates between CUS and Manhattan, IL in Will County).

The last remaining bottleneck on the IHB is Dolton Crossing, located in the south suburban community of the same name. This is also the site of CREATE Component Project WA11. According to the CREATE Program website, the WA11 project is designed “to improve the speed at which rail freight and intercity trains move through the Chicago region.” The project will upgrade and reconfigure the CSX/IHB/UP connections at Dolton Interlocking, with the following key features:

“Upgrade and reconfigure the CSX/IHB/UP connections at Dolton Interlocking including the replacement of an NS connection between the IHB and CSX. Construct a third main line with direct access from CSX and Barr Yard to the UP main line. Construct crossovers between two main line IHB tracks. Upgrade connection between IHB and UP. Automate Dolton Tower for remote control.”

According to the CREATE website, “the project will increase freight train speeds for multiple routes from 15 mph to 30 mph, including routes accessing CSX Barr Yard, UP Yard Center, UP Dolton Intermodal Yard, a CSX main line route, and all main line connections between IHB, CSX, and UP. The increased speeds will enable this location to handle increased freight train throughput.”

Phase I and Phase II of this project have been completed. As of this date, Project WA11 is awaiting construction funding for completion of Phase III.

There are also five additional completed Beltway Corridor Projects all originally designed to improve the speed at which rail freight and intercity trains move through the Chicago region. These are CREATE Component Projects B4/B5, B6, B8, B9, and B15.

Now let’s find some creative ways to put this investment to work (and as taxpayers get our money’s worth out of the deal).

My perspective here is comparable to that of industry analyst Larry Gross. He was recently quoted in another publication as saying that “better interline service could be just as effective as a merger. As Larry put it, “Intermodal growth potential is hiding in plain sight. This is growth that wouldn’t require a wholesale overhaul of intermodal strategy, operations or technology.” He goes on to observe “it would just require railroads (like BNSF and CSX) to work better together, one way or another.” And that is exactly the better idea we are proposing here.

In the same publication Gross offered his views on the latest BNSF-CSX interline partnership saying, “the BNSF-CSX deal should show that railroads can solve their interchange problems without a merger.” We think this proposal has the potential to do exactly the same thing.

Despite is dubious beginnings CSXT’s North Baltimore intermodal hub (in northwest Ohio) has turned out to be a genius move on the part of CSX senior management. This was a true example of the old adage that when life hands you a lemon, go out and make lemonade. Let’s combine CREATE and North Baltimore into a single integrated system and establish a new paradigm for the traditional Chicago Interchange (at least for intermodal traffic). Let’s make fast change happen now (not 2-3 years down the road).

We believe the opportunity exists to dramatically improve service and squeeze costs out of the system by implementing a new high speed scheduled intermodal shuttle service to replace the traditional Chicago intermodal interchange (both steel wheel and rubber tire). At the end of the day the actual interchange operation would probably take only a few hours especially since main line improvements on the east end of the Chicago Terminal, between the Illinois state line and Chesterton (in Porter County, Indiana), funded largely with the help of a $71 million government funded upgrade called the Indiana Gateway Project (2014), have largely eliminated delays in that area. Moreover, all this was done without a transcon merger. All it takes is some creativity, innovation and leadership.

First on the list of improvements to be utilized here is CREATE Component Project B6. This project constructed a second connecting track between BNSF and Indiana Harbor Belt/CSX at the McCook crossing. The Project also extended the existing connecting track an additional 7,000 feet. More importantly, improving the current connection has also “increased maximum speeds at that location from 10 mph to 25 mph.”

Historically, the main capacity constraint on the IHB main line was the slow entry and exit speeds at junctions. The old connection at McCook that limited movements to 5-10 mph tied up the main line until the last car in the train cleared the junction.

The short version of this idea is to set up a daily scheduled intermodal shuttle service between Galesburg, IL (on the BNSF) and North Baltimore, OH to move intermodal interchange traffic straight through the terminal on the rail. Ironically, North Baltimore is already listed as a BNSF Intermodal Hub on the BNSF website. This interesting development appears to be the direct result of one of a voluntary interline agreement between BNSF and CSX, the same kind of agreement Mr. Vena claims to have such little faith in.

The city of Galesburg is a small town located along the western edge of Knox County, a predominantly rural area located in the western part of the state of Illinois. It is located about 180 miles southwest of Chicago on the rail and home to one of the oldest classification yards on the BNSF system. Originally constructed in 1906 (by the CB&Q) this original yard was completely rebuilt and expanded during a multiyear project starting in 1930 with final completion in 1942. It has since been expanded and upgraded a number of times. It appears to be equipped with a well-furnished locomotive serving facility capable of maintaining and servicing any and all road power assigned to the new run-through operation.

With the merger of BN and Santa Fe Galesburg assumed increased importance as the key yard at the eastern end of the new network. Today the yard occupies nearly 1,000 acres and is reportedly one of the top three BNSF hump yards by capacity.

Galesburg was the birthplace of the American poet Carl Sandburg, one of Illinois’ most famous native sons. It is also the home of the National Railroad Hall of Fame, originally established in 2003. Recent inductees include former KCS and ATSF President Mike Haverty, former BN CEO Lous Menk and former Union Pacific CEO John Kenefick.

Galesburg falls under the jurisdiction of Foreign Trade Zone 114, Economic Development Council for Central Illinois, Grantee (and is already the site of at least one FTZ subzone).

Interchange traffic would be preblocked in each direction. The eastbound blocks (probably from yards in Barstow, CA and Kansas City, KS on BNSF) could be set out at Galesburg and assembled into a dedicated train. The BNSF Barstow (IL) subdivision connects the Aurora subdivision at Plum River, IL (near Savanna) with Galesburg, which would allow the addition to the mix of CSX traffic out of the Pacific Northwest. After picking up any local business (for CSX destinations) run the entire train over the new and improved IHB main line between the new higher speed BNSF junction at McCook and the IHB east end at Pine Junction straight onto a connection with CSX.

Here’s an interesting thought. Does the Galesburg connection open a new service lane between the Twin Cities and southern California, or between Minneapolis and North Texas?

This new operation would also help relieve pressure on both the CSX Bedford Park (Chicago) intermodal terminal as well as BNSF’s Corwith (Chicago) intermodal terminal. Both facilities are legacy land-locked facilities, and both are operating at or near capacity. Given their legacy locations, both facilities are also increasingly difficult to access on the rail as well as the highway.

According to Mr. Vena, the proposed UP-NS merger would open service in the nation’s midsection that is currently not well-served by rail due to the short hauls for the eastern or western carrier, or both. We agree with his assessment that there really are areas within the watershed with significant untapped concentrations of potential rail traffic. Where we strongly disagree is with his suggested approach/solution.

The I-380 Corridor (primarily in eastern Iowa) represents a veritable gold mine of potential intermodal business right in the middle of the so-called “watershed” area. Think of a funnel and Galesburg is located at the bottom of the funnel’s narrow tube opening. This funnel is spread out north and west of Galesburg into the state of Iowa. It includes the Iowa cities of Waterloo, Cedar Rapids and Davenport, as well as the Illinois city of Moline, which are all located northwest of Galesburg (along Interstates 80 and 380). It turns out there is an enormous amount of agriculture related industry located within the area of this funnel.

Waterloo Tractor Operations in Waterloo, Iowa, is John Deere’s largest manufacturing complex globally (reported 5,000 total employees). Moving south from Waterloo about 50 miles down I-380 is Cedar Rapids home to the world’s largest cereal factory owned and operated by Quaker Oats. It currently employs around 740 people and processes over 2 million pounds of oats daily sourced primarily from western Canada. Quaker is actually one of three major cereal manufacturers in Cedar Rapids along with General Mills and ConAgra.

Continuing east and south about 85 miles, via Interstates 80 and 74, is the Quad Cities, home of four more Deere manufacturing plants (in Davenport and Moline). Galesburg is about 45 miles south of the Quad Cities via Interstate 74.

Finally, a number of Caterpillar manufacturing plants are located about 25 miles south of Galesburg in Central Illinois scattered around the Greater Peoria area.

The advent of intermodal deregulation in 1981 radically changed the nature of the business. In May 1986, Railway Age reported that nationwide railroads had pared the number of intermodal terminals (frequently called “circus” ramps back then) from an estimated 1,175 in 1979 to just 360 hubs. In 1981 Eastern Iowa was home to plethora of piggyback ramps. After the advent of deregulation, the reorganization of The Milwaukee Road and liquidation of the Rock Island Railroad helped to quickly eliminate most of these legacy circus ramps. Today the one remaining intermodal terminal in Iowa is the IAIS facility at Council Bluffs.

At one time both BN and Santa Fe had piggyback ramps located in Galesburg. Santa Fe closed its original Galesburg ramp in 1989 (and BN reportedly soon after). Ironically, 1989 was also the same year that the founder and CEO of the trucking company that still bears his name, Johnnie Bryan Hunt, Sr., and Santa Fe President Mike Haverty made their now famous handshake deal while riding in a Santa Fe business car coupled on the rear of Santa Fe’s QNYLA intermodal train. Legend has it the train was moving westbound (at a high rate of speed) through Galesburg on the rail when the famous handshake occurred.

According to their 1987 Intermodal Service Guide, the BN Galesburg Hub Center included a “Satellite” facility located in Cedar Rapids, Iowa. The “Market Area” for the Galesburg Hub included all points within the area defined by Dubuque, Iowa to the north; Bloomington, Illinois to the east; Hannibal, Missouri to the south and Ottumwa, Iowa to the west. (Sounds like a pretty good definition for the new Galesburg Gateway.)

Like the North Baltimore site, the Galesburg yard is surrounded by acres of cornfields so there is plenty of room for BNSF to construct whatever new infrastructure is needed. In October 2022 BNSF announced development of a 4,500-acre, $1.5 billion facility known as the Barstow International Gateway. This new integrated rail facility will be located on the west side of Barstow, California, home to another BNSF hump yard. It will consist of a railyard, intermodal facility and warehouses for transloading freight from smaller international containers to larger domestic containers. Rail is not the only piece of the narrative here. Both Barstow and Galesburg are well connected to the National Highway System (NHS). We think the ultimate opportunity here for BNSF is to create a new Multimodal Inland Gateway at Galesburg, catering to Midwest agribusiness (in the watershed), and generally based on the Barstow International Gateway model.

As a practical matter, Galesburg is much closer to the historical point of interchange versus Kansas City (and the new Kansas City Logistics Park).

According to the 2022 Iowa DOT Rail Plan:

“Iowa’s central location in the Midwest could potentially make it a hub for the development of an additional facility on various domestic intermodal rail corridor services extending to the southern, eastern, and western U.S. and various international ports, thus enhancing access to the rail network in Iowa and the reach of Iowa’s shippers and receivers in the national and global marketplace.”

Based on public statements such as this one, we believe that the Iowa Department of Transportation could be a willing and valuable partner for any Iowa-related intermodal projects like the Galesburg Gateway.

This new BNSF intermodal terminal (in cooperation with their trucking partner JB Hunt) as part of the Galesburg Gateway could capture a large portion of this Eastern Iowa/North Central Illinois regional manufacturing and food producing business. The potential for new business appears to be significant. Keep the west coast business on BNSF and ship the east coast business on the new shuttle trains via CSXT direct to North Baltimore.

The new STB merger rules specifically require the proponents to provide opportunities for increased competition. I can think of no other more valid example than busting up the intermodal monopoly currently enjoyed by Norfolk Southern at Harrisburg, PA. In recent years, the Harrisburg area has evolved into one of the most important intermodal hubs in the Northeast.

A 2011 Trains article showed an average of 24 intermodal trains per day operating over the NS main line between Cleveland and Harrisburg. At the same time Chambersburg, Pa., was the closest CSX intermodal to terminal to Harrisburg, located about 60 miles to the southwest. Data published in the same article showed an average of only two intermodal trains per day operating along the CSX Chambersburg branch.

There are currently two intermodal terminals located in the greater Harrisburg area identified as NS-Harrisburg and NS-Rutherford, both owned and operated by NS. If that is not a monopoly, I do not know what is. This monopoly is clearly inconsistent with both the spirit as well as the letter of the new regulations. The STB should require NS to divest one of the two terminals (and related access trackage) and turn it over to CSXT.

Another anti-competitive issue is right here in the Chicago area where Union Pacific controls the dispatching on the joint line Villa Grove Subdivision. This 128-mile stretch of track was once the north end of the former Chicago & Eastern Illinois Railroad. It is located at the north end of UP’s route south to the Mississippi River crossing at Thebes, IL. It also represents the north end of CSX’s Southeastern Corridor, which crosses the Ohio River at Evansville, IN. Technically ownership of this line is 50-50, with dispatching handled by Union Pacific at Proviso yard in Chicago, and maintenance costs prorated on tonnage. The railroads’ agreement supposedly provides that Union Pacific treat CSX trains like their own.

A polite person would say that agreement has been followed more in spirit than substance, but everyone who knows me knows that subtlety is not one of my flaws. In my professional opinion, Union Pacific has had CSX in an operational chokehold for a very long time. It is time for a new paradigm here as well by turning over the dispatching of the Joint Line to CSX.

One final thing. Be careful what you ask for. The proposed UP-NS merger deal is about so more than just connecting dots on a map. For instance, as a former Santa Fe employee, I wonder if anyone at Union Pacific has calculated how much actual time and money it will take for them to upgrade the NS ex-Wabash Decatur to Kansas City line to actually be able to compete with BNSF’s Chillicothe and Marceline subdivisions. These two BNSF subdivisions anchor the eastern end of what is the finest high-speed freight route in North America (if not the world).

James A. Giblin has more than 40 years’ experience in rail, truck and intermodal freight transportation, warehousing and logistics, much of it in the greater Chicago area. He has lived in the Chicago area most of his adult life and is intimately familiar with the region’s freight and passenger rail infrastructure. For six years he is proud to say, “He made his run and made his pay on the Atchison, Topeka & Santa Fe.” In recent years, his professional experience has expanded and diversified to include numerous public sector clients and projects in communities and municipalities across Chicago’s south suburbs. He submitted written testimony as regional rail industry expert in favor of CN/EJ&E merger to the Surface Transportation Board and testified at the STB’s September 2008 Chicago hearing in favor of transaction. Jim is a former multi-year Chair of the Education Committee of the Traffic Club of Chicago.

The post A Few Better Ideas: A Contrarian View appeared first on Railway Age.

The American Short Line and Regional Railroad Association has launched a video, An Introduction to Employment in the Railroad Industry, described as a“workforce development tool.”

Created in collaboration with ASLRRA’s Human Resources (HR) Committee and other industry stakeholders, the video features testimony from several short line railroad employees “who share what they enjoy about their jobs, describe the many opportunities for lateral and vertical career moves and discuss the ways short lines support military veterans.” ASLRRA President Chuck Baker also appears in the video, “offering his thoughts on the short line industry and what makes it such a good fit for many different people.”

“ASLRRA members are encouraged to use the video in their own recruitment efforts, to help raise awareness of the short line industry and the opportunities it offers,” the association noted. “The video is the latest step in an effort to promote benefits and employment opportunities at short line railroads. ASLRRA’s HR Committee has led the charge to create an industry employment webpage that also includes links to career opportunities and a listing of railroad education providers. As with the employment video, members are invited to incorporate these resources into their recruitment efforts and share them with interested parties. Members interested in being listed on the career opportunities page can send their company name, career page link and ASLRRA region, if known, to Mariel Takamura, along with any other questions about this initiative.”

The post Watch: ASLRRA Recruitment Video appeared first on Railway Age.

Usually when passenger service on a rail line is discontinued, it never comes back, but there have been some exceptions. One is the MBTA’s South Coast Rail “line,” in the shape of the letter “Y,” going from Boston to the two outer destinations of New Bedford and Fall River, Massachusetts. The route was historically part of the Old Colony Railroad, and later the New Haven, branching westward from the main (now Amtrak’s NEC) at Canton Junction. The old New Haven served New Bedford and Fall River until 1958, and passenger trains on the rest of the Old Colony lines bit the dust shortly after.

On March 24 of this year, service from Boston’s South Station returned under the auspices of the “T” for the first time in 66 years, with 36 miles of track rebuilt. As part of my effort to catch up on all the “new starts” in the United States and Canada, including lines that have returned to service, I rode from Boston to New Bedford on Tuesday, October 7 and back from Fall River the next day.

Service returned under the MBTA (the “T”) as part of Boston’s regional rail system, operated by Keolis. The operation is unusual, because of the shape of the line. The operation is not like the Northside line on Boston’s North Shore, where alternating trains go either to Rockport or Newburyport, with essentially “double service” to inner suburbs like Salem and Beverly. Instead every train runs between South Station and either New Bedford or Fall River. Shuttle trains serve the other destination from a transfer station in East Taunton, about a 75 or 80-minute ride from Boston. There are slightly more trains that serve New Bedford than Fall River 15 or 14 on weekdays and seven or six on weekends. Saturday and Sunday schedules are the same.

While the operation is interesting, the line is not scenic, and the stations are not placed conveniently for visiting the towns, which are interesting and normally have plenty of things to see and do.

The current line is not the original route to New Bedford and Fall River. Rather it is a longer line where service is operating for several years on a temporary basis. There are presently unfunded plans to restore service in the future through Easton and Taunton on the former line that was abandoned south of Stoughton, which is two stops south of Canton Junction. In the meantime, the trains now run on the former Middleborough-Lakeville Line, on newly upgraded track the rest of the way to the transfer point and the destination cities on the New Bedford Main or Fall River Branch from Myrics Junction. The route to Fall River essentially follows the original 1846 route of the Old Colony & Fall River RR.

Passenger trains were absent from the entire Old Colony system (except between Providence and Boston, which is now part of the NEC) from 1959 until the present Kingston (and also a short branch to a Plymouth station that was not close to the center of town) and Middleborough-Lakeville Lines opened for restored service in 1997. Because of local opposition and other issues, the Greenbush Line did not get new passenger service for another ten years. The South Coast routes extend the former Middleborough-Lakeville Line and run on it as far as Middleborough. Today the Lakeville station is used only for the seasonal Cape Flyer train to Hyannis on summer weekends, although there has been talk of running peak-commuting trains as far as Buzzards Bay, just short of the Cape Cod Canal and the famous lift bridge that carries the Cape Flyer and local freight trains over the canal.

From South Station, the trains run along the right-of-way of the Red Line subway on a surface-running segment through Quincy to Braintree. They do not serve Back Bay Station. The only current station located in a downtown area is Brockton, although the Bridgewater station is within walking distance of downtown and Bridgewater State, the local college. The next stop after Middleborough is East Taunton, where cross-platform transfers are available. I rode the 6:45 AM departure, the first train of the morning. It was bound for Fall River, so it was necessary to change trains for New Bedford.

The ride between Boston and the outer ends is scheduled to take roughly 1¾ hours, although my train was not due into New Bedford until 8:47. The trainset that was supposed to leave Boston consisted of both single-level cars (two types) and bilevel cars, a mix found only on the T. Due to mechanical issues, all riders were sent to an all-bilevel consist on a dfferent track, which delayed our departure by 15 minutes. Still, there was enough slack in the schedule that we arrived at New Bedford at 8:43. On the way there, there is a station at Church Street, in the northern part of town.

New Bedford and Fall River have much in common, and a single day was only enough time to get the flavor of each of them. Both towns are historic, and both pride themselves on their maritime history. New Bedford has two maritime museums: the New Bedford Whaling Museum (which requires all day to see in detail) and another operated by the National Park Service, which was closed due to the federal government shutdown when I was there. The town also has an active waterfront, with ferries, fishing boats, and some freight-carrying boats. Fall River also has a maritime museum and a waterfront but, instead of major commercial activity, there is Battleship Cove, which is now home to the battleship USS Massachusetts and other vintage Navy ships that are now tourist attractions.

The cities are similar in population: New Bedford has slightly more than 100,000 residents, which Fall River has slightly less than that number. Both cities have highly diversified populations, due in large part to their industrial and seafaring histories. Mills are still standing in both places, and some have been repurposed for commercial or residential use. In addition to immigrants who came to this country to work in the mills, many islanders from the Azores, the Cape Verde Islands, and Madeira formed the large Portuguese communities in both towns. There are also Italian, various Hispanic, other European, and Asian communities. New Bedford was founded by Quakers, and the Black community there has historic roots. Frederick Douglass lived there for a few years around 1840. The diversity in both cities also gave rise to a varied food scene, consisting mostly of locally owned, independent restaurants.

Another feature that the destinations have in common is that the train stations are not located in convenient places. The New Bedford station is about a half-hour walk north of the city center. The mapping software on my tablet directed me to walk along Acushnet Avenue, a grimy industrial street named after the river that flows through the town. It might have been a better idea to walk across a new bridge from the station and over a wide highway to Purchase Street, and take a bus the rest of the way. The Fall River station is also located some distance north of downtown. There is a boardwalk and bike-and-walking trail along the waterfront that goes to the station, but there are presently no wayfinding signs, so access is tricky. There is a proposal to extend the line to Battleship Cove in the future.

Both towns are historic, but their histories are somewhat different.

New Bedford is a beautiful, historic city. Its primary industry in the middle of the 19th century was whaling, although other maritime trades were practiced there, and industry later supplanted maritime trade. Herman Melville spent time in town and used it as the setting for Moby Dick, his classic novel about whaling, which was published in 1851. Many of the old buildings along the waterfront have been preserved, and they are now filled with shops and eateries that cater to tourists as well as locals.

Downtown New Bedford appears to have changed little in the past 100 years, and many century-old (or older) commercial and government buildings are well-kept and still serve their original purposes. The interior at City Hall (originally the library) dates from the early 1900s and features a semicircular elevator surrounded by an old-fashioned cage, run by an operator, and furnished with a bench for the comfort of the passengers making the 20-foot journey between the first and third floors. The residential parts of County Street and other nearby neighborhoods feature an eclectic mix of houses of different Victorian styles, as well as those from a century ago. While the town has its rough spots, there appears to be enough to see and do for an inquisitive tourist to keep busy for three or four days of sightseeing. So, there is still plenty to see and do in New Bedford, especially if the local history museum reopens (which could happen before the end of this year). One of the activities is finding the train station.

Fall River is as historic as New Bedford, but not as upscale. There are historic buildings downtown, and the classic library, whose slogan: “The People’s University” is carved into its facade, is one of the most beautiful. More buildings in Fall River have been unsympathetically altered, while more in New Bedford retain their historic accuracy. Still, Fall River has some neighborhoods with historic houses, like New Bedford’s, too. Fall River does not have as large a historically upscale component as New Bedford. Traditional New England “triple-decker” houses, with a different family living on each floor, are common throughout Massachusetts, and they abound in Fall River.

As in New Bedford, there are several Portuguese restaurants, and the food in the Portuguese communities in Massachusetts is different than that found in the other major Portuguese community in the Northeast: The Ironbound in Newark, N.J.. The other local food specialty is the “Fall River Chow Mein Sandwich,” an example of an unfriendly meeting of East and West found in local Chinese restaurants. If you are used to authentic chow mein from a big-city Chinatown (with pan-fried noodles to give them a chewier texture than lo main noodles have) you won’t find it in Fall River. What you will find is the bottom of a slider-sized hamburger bun with a handful of crisp noodles taken from a bag and placed on top. The noodles are then topped with a brown gravy whose color and saltiness come from a generous amount of soy sauce. The top have of the bun is placed alongside, and the concoction is eaten with a fork, not chopsticks. If you are not from Fall River, you might consider it a genuine culinary atrocity. I did, but I spent $5.00 to try it so you don’t have to.

Fall River also has a local obsession: Lizzie Borden and the 1892 murders of her father and stepmother. The house where the murders took place is still standing, and today it operates as a combination inn and tourist attraction. For $30.00 you can take a tour of the house, which will include the basement, where the murder weapon (an axe) was found, for an additional $7.00. For a few hundred, you can stay there, if you have always wanted to spend the night in the place where two of the most infamous murders in American history took place. Lizzie was acquitted (some local buffs believe that her privileged background helped produce that result), and she managed to stay in the area and keep her lifestyle going until she died in 1927. The building next door to the infamous house on Third Street is now home to Lizzie’s, a combination art gallery and coffee shop, where the coffee is good and Lizzie is still the main topic of conversation.

Because I was booked to go home on Amtrak train 179 (7:47 PM form South Station), I had to catch the 4:41 train from Fall River. It ran through to Boston and connected with a shuttle from New Bedford. Part of the line through Fall River is elevated, so it’s possible to get a last look at the town on the way to Boston, including a brief glimpse of the ships in Battleship Cove on the waterfront. There is one station between Fall River and the East Taunton transfer station: Freetown, about a ten-minute ride inbound. Freetown is the home of a large nature park, but it is not visible from the train.

For this writer, the ride back was a good way to learn more about the railroad form Assistant Conductor Aden Walker, a second-generation railroader whose father is an engineer on the system. He pointed out the interlockings, stretches of single track, and other features of the route as we rode. There are four callouts needed to dispatchers on different parts of the route, ending with Terminal Dorchester, which covers all Amtrak and local trains that serve South Station, as well as other services. Our train was running against the heart of the commuter peak, and we had six meets along the way. Most of the route is rated for 79 mph, but with a 30-mph restriction at Bridgewater. We arrived at South Station at 6:23. Part of the fun during the ride was learning about the route from a young railroader who was following a family tradition and looking forward to a long career on the rails.

The fare between Boston and either New Bedford or Fall River is $12.25 each way, $6.00 for seniors and people with disabilities. There is a lot to see in both cities, and it’s not necessary to take the train to East Taunton and transfer to a train going to the other destination. The Southeastern Regional Transit Authority (SRTA) runs local buses in both cities, with a route between them that runs local service and express buses that run on the highway and take 25 minutes between the two downtown terminals. Buses run until about 9:00 on weekdays, but only from mid-morning until late afternoon on weekends.

There is a lot to see in both towns, especially when the museums are open. It was more pleasant than taking a bus would have been, and riding on a route that has been restored after a decades-long absence is something to celebrate. The towns are closer to Providence than Boston, but trains from Providence don’t go to New Bedford or Fall River, only to Boston and the suburbs on the way there.

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