Railway Age magazine

According to the STB’s receipt of the two Class I’s prefiling notification (download below), UP and NS have indicated that 2023 will be the base year for their impact analysis and that they anticipate filing their application on or before Jan. 29, 2026.

The post UP, NS Notify STB of Intent to File Merger Application appeared first on Railway Age.

Canadian Minister of Transport and Internal Trade Chrystia Freeland on Sept. 2 will host the “Made in Canada: Ferries and Rail Summit” in Hamilton, Ontario, which Transport Canada said would help the country’s ferry services, railways, and steel and aluminum industries “remain strong and resilient.”

At the Summit, key industry leaders, suppliers, and governments will “discuss how, by working together, Canada’s rail and ferry industries will use Canadian steel and aluminum to build,” Transport Canada reported Aug. 28. Discussions are slated to address future needs for ferry and rail projects, capacity constraints, and barriers to building in Canada, as well as actions governments could take to support industry.

Prioritizing the use of Canadian steel and aluminum “will help build more resilient supply chains and create new, long-term jobs,” according to Transport Canada. Additionally, this “focus on domestic production ensures that our investments in critical transportation infrastructure—like trains and ferries—directly benefit the people and businesses that form the backbone of our economy,” the government agency noted. “At a time when these industries are facing intense pressure from tariffs, the Summit helps foster a more self-sufficient and stronger industrial base in Canada.”

“Canada’s ferries, railways, and steel and aluminum industries are the engines that keep our economy moving,” said Freeland, who in March was sworn in to her dual roles. “This discussion will bring these sectors together to ensure we’re building with Canadian steel and aluminum, protecting Canadian jobs, and charting the course for the strongest economy in the G7.”

For more information and contacts, click here.

The post Canadian Summit To Bring Together Rail, Ferry, Steel/Aluminum Industries appeared first on Railway Age.

As reporters checked in at the Metropolitan Lounge at the Moynihan Train Hall adjacent to Penn Station New York Aug. 27 for the inaugural ride on the NextGen Acela, they were asked whether they were only taking the train ride or attending the press conference. The two events happened almost simultaneously. While it was possible to do both, as I chose, they were only tangentially related, if at all.

The press conference featured U.S. Secretary of Transportation Sean Duffy and Andy Byford, New York’s beloved “Train Daddy,” who has returned to the City as a special advisor to Amtrak’s Board of Directors for the redevelopment of Penn Station.

Byford endorsed some ideas that had been championed by rider-advocates in the region, even though they were not part of previous plans for the Gateway Program, a series of projects ranging from Penn Station westward into New Jersey, almost to Penn Station Newark. Byford said that he plans to use money for station improvements efficiently, rather than rushing into station expansion. He called for through-running to be considered, and he placed plans for Penn South,  a twelve-track expansion of Penn Station, “on hold.”

Those suggestions have gained support of those who believe that through-running between New Jersey Transit and the Long Island Rail Road, eventually including Metro-North, will make more-efficient use of Penn Station capacity than the current use of the facility as a stub-end terminal for local trains on NJT and the LIRR. Metro-North is slated to start using the station relatively soon, for access to a line to the Bronx now under construction. There has also been opposition to Penn South, a component project of the Gateway Program that would build new tracks south of the existing Penn Station, south of 31st Street and heading toward 30th Street. Advocates have objected to Penn South, saying that it would be inconvenient for riders, and that if the existing station tracks can be used more efficiently, there would be no need for Penn South, and money could be saved.

Byford announced a competition for designs for Penn Station development, which will take place next year. A “master developer” will be selected late this year, with preliminary design and NEPA (National Environmental Policy Act) activities coming next year, according to USDOT’s New York Penn Station Transformation Schedule. Construction is supposed to begin by the end of 2027. Amtrak is now the lead agency on the project, since the Administration took the $7 billion project away from the New York Metropolitan Transportation Authority (MTA) in April and pulled grant funding.

More specifically, Byford said, “The transformation of Penn Station must be much more than bricks and mortar. It must be about making the station operationally sound, safe, clean and easy to navigate.” He also assured attendees that he could handle a project of this magnitude, mentioning the London Bridge Station project in the U.K., which he managed. “Customers need to feel like they know where to go” he said. Regarding the station as it exists today, he acknowledged: “Everybody recognizes that this is not good enough.”

Local advocates generally agree, including Samuel Turvey, President of ReThinkNYC. Before he took that position, Turvey had advocated for replicating as closely as possible the original 1910-vintage Penn Station designed by McKim, Meade & White for the Pennsylvania Railroad. Byford also said that whether sports and concert venue Madison Square Garden (MSG) stays at its current location above Penn Station or moves will be determined after the competing entries have been reviewed. A proposal by the Grand Penn Alliance would move MSG across Seventh Avenue.

Danny Pearlstein, Policy and Communications Director for the Riders’ Alliance, was quoted as saying: “New public investment in Penn Station must deliver better service for riders, not a monument to greed or arrogance. The real test of success will be in time savings and better access to basic needs and new opportunities across the region, not in gold-plating or mall development.”

FRA quoted Duffy as saying: “Crumbling infrastructure, bleak and dirty architecture, unnavigable hallways, and no inviting spaces for families with kids: The current state of Penn Station is unacceptable … We will transform Penn Station into a world-class transit hub that is beautiful, safe, and clean. The aggressive schedule we’ve outlined will ensure we are back on track to deliver a gleaming monument worthy of New York City.” He also called for increased safety on the city’s transit: “You deserve better.”

While some New Yorkers would say that Penn Station is nowhere near as horrible as Duffy describes it—a visit to Moynihan Train Hall will support that—many would agree that the older station under Madison Square Garden can use improvement. Toward that goal, FRA said, “To jumpstart this aggressive schedule, the Department of Transportation will provide Amtrak with nearly $43 million in federal grant funding … [to] support project development and solicitation of a master developer, as well as permitting and preliminary engineering work.”

Duffy also addressed one of his political pet peeves: the Congestion Pricing program that is still in operation in the southern portion of Manhattan—despite his nonsensical objections. While he acknowledged that litigation is ongoing, he said, “To drive a car, you shouldn’t have to be elite. You shouldn’t have to be wealthy. We don’t think that elites are the only ones who can afford to drive in the city. I think the streets should be open to everybody. Not just those who can afford to pay the congestion pricing. Roads should be free.” He did not call for transit to be free, nor did he mention that motorists could take transit for one-third of the cost of the congestion toll, which is currently $9.00 during the day and early evening and $2.25 at night. The base fare for New York City Transit is now $2.90 and is slated to rise a whopping ten cents to $3.00.

Meanwhile, the Congestion Pricing toll is producing the desired effects of reducing vehicular traffic south of 60th Street in Manhattan, speeding traffic flow for all vehicles including buses, improving the local environment, and helping pay for the capital program that finances needed improvements in NYCT infrastructure (90%), with some of the proceeds going to the Long Island Rail Road and Metro-North (10% each).

Duffy concluded his remarks by saying, “We care about New York City. The President cares.”* Few New Yorkers would believe that assertion, but few would dispute that Penn Station can use some improvement, which has been a long time coming. Construction should start slightly more than two years from now. As for completion, one date mentioned, whether realistic or not, is Jan. 19, 2029.

*Andy Byford cares. Duffy and POTUS 47 couldn’t care less. – William C. Vantuono

The post Byford Pushes PSNY as Duffy Trashes Congestion Toll appeared first on Railway Age.

Canadian Pacific Kansas City’s “Pulse of the Continent” film about the historic, nearly 10,000 mile, three-nation journey of 2816, The Empress, on the Final Spike Steam Tour, is set to premiere Sept. 20 at the 2025 Calgary International Film Festival in Canada. The epic round-trip tour from Calgary to Mexico City spanned 76 days in 2024.

See the story of the 2816, the “remarkable 93-year-old icon brought back to life” after two years of restoration, plus her crew filmed along their journey from Calgary to Mexico City and back, CPKC reported Aug. 28, the day tickets went on sale for the 6 p.m. event taking place at the Globe Cinema in downtown Calgary. The runtime is 52 minutes.

The film (watch trailer below) will highlight:

• Final Spike Steam Tour stops from Calgary to Chicago to Kansas City to Mexico City connecting an entire continent. Public events were held in multiple cities across the network, kicking off in Calgary on April 24, 2024. Steam tour events were held in Moose Jaw, Minot, St. Paul, Franklin Park, Davenport, Kansas City, Shreveport, Laredo, Mexico City and Winnipeg. At these stops, the public had the opportunity to see the 2816 up close, learn more about the locomotive and CPKC’s history, and enjoy the Puffer Belly Express mini-train, a quarter scale steam locomotive model.

• “North America’s diverse landscapes, seen from the best seat in the house—the rails stretching between cities, mountains, and endless horizons,” CPKC said.

• Behind-the-scenes exclusives. “Hear from the passionate team of railroaders who made this tour a reality,” according to the railroad.

• Community moments. “Feel the enthusiasm and spirited welcome of the thousands who welcomed the 2816 all along the way,” CPKC noted.

The journey began in Calgary on April 24, 2024, to mark the one-year anniversary of the official merger of Canadian Pacific and Kansas City Southern to form CPKC. The train, led by The Empress, H-1b Hudson-type 4-6-4 2816, built by Montreal Locomotive Works in December 1930, delighted thousands who gathered trackside to see it go by and participate in special events along the way.

Behind 2816, whose primary tender carried 4,600 gallons of fuel oil and 12,000 gallons of water, were two auxiliary water tenders, each holding 23,000 gallons; two EMD FP9A locomotives, 1401 and 1407, as protective power; a tool car with a fully equipped machine shop; and 14 cars. 

Railway Age Editor-in-Chief William C. Vantuono spent two days on board with his wife, Sabina Di Risio, riding from Kansas City to Shreveport as part of the historic trip, which CPKC CEO Keith Creel shared first with Railway Age in September 2021 when CP and KCS signed the papers to create (with Surface Transportation Board approval pending) North America’s first and only single-line transnational railroad. “We of course do not want to get out in front of the STB, but if all goes as anticipated, 2816 will be on the head end, in full steam,” he told Vantuono at that time.

“It was worth the wait!” Vantuono said after the tour, which he covered for the magazine as a photograph-packed feature article and special video with footage from on board, including inside 2816’s cab, and trackside, plus photographs and run-by footage from Bishop Taylor of Louisiana Rail Productions (watch below).

Learn more about the Final Spike Steam Tour here.

• Locomotive Number: 2816
• Class: H1b
• Builder: Montreal Locomotive Works
• Date built: December 1930
• Last revenue run: May 26, 1960
• Type: Hudson
• Wheel arrangement: 4 – 6- 4
• Tractive effort: 45,300 lb. (20,548 kg)
• Driving wheel diameter: 75 in. (190.5 cm)
• Total operating weight (including tender):  643,000 lb. (291,665 kg)
• Extreme length (including tender): 91 ft. 2 in. (27.8 meters)
• Extreme height: 15 ft 3 in (4.6 meters)
• Original cost: $116,555
• Converted from coal to oil: March 1999

The post Coming to the Big Screen: CPKC’s ‘Pulse of the Continent’ appeared first on Railway Age.

One year after Knorr-Bremse’s acquisition of KB Signaling, the Control, Command, and Signaling (CCS) business unit based in Grain Valley, Mo., the company has been integrated into Knorr-Bremse Group. In the course of a successful first business year with strong profit, KB Signaling has further optimized its operations, portfolio, and further strengthened customer focus—becoming an even more comprehensive partner for rail signaling solutions worldwide. Fully in line with Knorr-Bremse’s BOOST strategic program, KB Signaling is thereby making a key contribution to the sustainable growth and long-term development of Knorr-Bremse.

KB Signaling was acquired from Alstom in 2024, including the unit’s complete North American conventional signaling portfolio, sales, service, and manufacturing operations. It joined the freight and transit groups to round out Knorr-Bremse’s rail business units in North America. In total, approximately 700 employees work on solutions for customers in the passenger and transit as well as rail freight segments and deliver long-term service for KB Signaling’s large installed base of products worldwide.

“Rail mobility is increasingly driven by the seamless interaction of two safety-critical elements: rail vehicles and infrastructure,” says Dr. Nicolas Lange, Member of the Executive Board of Knorr-Bremse AG with global responsibility for the Rail Division. “So, it was entirely logical that we should enter the rail signaling business. By providing solutions for trains and trackside, we continue to make a major contribution to improving and accelerating rail traffic while enhancing safety and reliability in rail networks. The move represented a well-thought-out diversification of our business—a significant step in our global intent to transform from a vehicle system supplier to a leading platform partner for the entire rail ecosystem.”

KB Signaling Managing Director Jeff Baker says: “The progress we’ve seen at KB Signaling over the past year reflects the strength of our people, the relevance of our technologies, and the clarity of our long-term direction. Our successful transformation is making a difference every day. By combining deep engineering expertise with a renewed customer-first culture, KB Signaling is helping to drive Knorr-Bremse’s vision of delivering safety-critical and mission-critical systems to the rail ecosystem worldwide.”

KB Signaling’s products are divided into track-based and train-based solutions. The former includes electronic signaling elements on or alongside railway tracks including solutions for interlockings, level crossings and track circuits, as well as systems for the intelligent condition monitoring of tracks and switches, complete with data analytics (Wayside Intelligence) and automated solutions for making railroad crossings even safer. Vehicle-based solutions include train control, Automatic Train Protection (ATP), and train monitoring functions.

With its integration-friendly approach, KB Signaling is focusing on best-in-class solutions that are compatible with existing infrastructure. This model makes KB Signaling an ideal collaborator for rail operators, system integrators, and transit agencies seeking modular solutions that work within broader project scopes. Many of KB Signaling’s new offerings are powered by the company’s Wayside System Data Management Module (WSDMM), which greatly extends digitalization and data intelligence of rail networks. Recent product highlights include:

• Rail TempEst, a groundbreaking software application that leverages existing rail infrastructure to estimate rail temperature and longitudinal force in real time—helping operators reduce the risk of buckling and rail break-related derailments without installing new sensors.
• IXC-R20, the rail industry’s first redundant solid-state crossing controller, providing seamless failover functionality and thus offering even greater safety, reliability and maximum compatibility with existing systems.
• Electro Code 6 (EC6), an advanced digital track circuit that enables precise train detection and data-driven insights into ballast condition and rail integrity—particularly effective in challenging environments like coastal or contaminated track beds.
• The KB Signaling Certified Developer Program, which is expanding the WSDMM software ecosystem with partner-built applications—replacing legacy local components with software-based solutions already deployed on thousands of fielded WSDMM devices.

KB Signaling’s already strong position in the North American marketplace provides the opportunity to expand its focus and renew alignment with customers worldwide—specifically, in regions that have immediate applicability for existing technology.

“We see major opportunities to serve markets beyond our home base in North America that comply with the AAR (Association of American Railroads) standards,” says KB Signaling’s Jeff Baker. “In particular, we see operators in Australia, South America, and parts of Europe exploring how KB Signaling’s solutions can complement or enhance their existing infrastructure. Many of these customers are seeking alternatives to rigid turnkey packages and want to incorporate solutions that provide greater scalability and flexibility and utilize local expertise.”

The entry into international markets reflects Knorr-Bremse’s broader approach to deliver customized CCS offerings worldwide. In the mid-term, Knorr-Bremse has set its sights on Europe and Asia, where the company aims to benefit from the dynamic growth of local rail markets through, for example, partnerships and possible acquisitions.

In European markets, such as the Netherlands and the United Kingdom, which operate according to CENELEC standards (European Committee for Electrotechnical Standardization), Knorr-Bremse is already implementing KB Signaling products in customer projects—generating new business opportunities and synergies with the ongoing activities of its European signaling technology brand, Zelisko. The total volume of the rapidly growing global CCS market, to which Knorr-Bremse has gained access with KB Signaling, is estimated at up to € 20 billion.

• KB Signaling Showcases QuEST Rail Software-Based LCP at Railway Interchange 2025
• KB Signaling Expands WSDMM
• Knorr-Bremse, Nexxiot to Launch Suite of Smart Products for Improving Rail Connectivity
• Alstom Sells North American ‘Conventional Signaling’ Business to Knorr-Bremse AG

The post One Year of KB Signaling appeared first on Railway Age.

New trainsets have come to Amtrak for its Acela higher-speed service on the Northeast Corridor (NEC). The NextGen Acela trains manufactured by Alstom made their debut in a ceremonial run with trainset no. 14, which left Penn Station New York at 2:00 on Aug. 27, with intermediate stops at New Haven and Providence, and a scheduled arrival time at Boston’s South Station at 6:47. Amtrak called the first trip the “Acela-bration!”

Amtrak announced Aug. 7 that the new trainsets would be placed into revenue service on Aug. 28. The announcement proclaimed: “NextGen Acela is the all-new, premium ride from Amtrak, running between major city centers from Washington, D.C. to New York to Boston and destinations in between. Designed with innovative features and amenities, you can experience First Class and Business Class travel on America’s only high-speed rail service.” While Acela trains reach “high-speed rail” velocities of 150 mph for only about 40 miles of the 457-mile route, and 160 mph for a smaller portion, more of the run is accomplished at “high-performance rail” speeds, which are faster than those at which conventional trains operate.

Amtrak says that the top speed will be 160 mph, and there will 28 new trainsets, with 27% more capacity than the current Acela consists: 386 seats, compared to the 304 on the consists that will be replaced. In 2016, Amtrak said: “By adding 40% more trainsets than the current Acela Express fleet, we are providing you with more travel options. Upon delivery of the new trainsets, Acela Express service will be offered every half-hour between Washington, D.C. and New York City during peak times, and every hour between New York City and Boston throughout the day. This expanded fleet will give you even more departure options during peak travel times.” The new consists will replace the current fleet of 20 six-car sets.

The new equipment has been a long time coming, nine years in fact. It was 2016 that Joe Biden, then Vice President, announced a $2.45 billion package of federal loans to purchase the equipment and perform a few upgrades to the NEC. At the time, the new trainsets were expected to be phased in during 2021 and 2022. Now, four years after the original expected start date, the new equipment is entering service. Railway Age Editor-in-Chief William C. Vantuono offered a preview of the new trainsets one week before service began. He described some of the technical difficulties that the project encountered, as well as a tour he took with Railway Age Publisher Jon Chalon of one trainset in at Philadelphia 30th Street Station. He gave the design high marks.

Amtrak touted the “U.S. Economic Impact” in a fact sheet distributed for the event. It notes that the new equipment uses “95% domestically sourced components” made by “180+ suppliers in 29 states” with “15,000 jobs that support manufacturing nationwide,” and that “1,200+ Alstom employees contributed to NextGen Acela” based on a 2020 economic analysis by the American Public Transportation Association (APTA).

I checked the schedule for Thursday, Aug. 28, the first day that the NextGen trains would run in revenue service. From New York to Boston, NextGen would leave at 10:02 AM and arrive at 1:55 PM, and 6:02 PM for a 9:58 PM arrival, both with a 3:53 running time). They would leave Boston at 5:55 AM for a scheduled arrival at 9:50, and 4:12 PM with a scheduled arrival at 8:01, with 3:55 and 3:49 running time, respectively. From New York to Washington, D.C., the new trains leave at 10:00 AM, scheduled to arrive at 1:00 PM for a 3:00 running time, and 8:12 PM, scheduled to arrive at 11:16, for a 3:04 running time. From Washington to New York, trains leave at 6:50 AM, scheduled arrival 9:50 AM and 2:50 PM, scheduled arrival 5:48 PM. All trains using the new equipment travel between Washington and Boston, with a running time within a few minutes of seven hours, end to end. That compares with conventional trains, which take about 75 to 90 minutes longer. Within a few minutes, the NextGen trains are scheduled for the same running time as other Acela trains, at least for now.

In his Aug. 21 article, Vantuono described the consists for the new trains this way: “The 28 TGV-based trainsets will be phased into service through 2027, sharing duties with their now 25-year-old predecessor …  The NextGen Acela is articulated, offers axle loads much lower than the first-generation equipment, and is equipped with Alstom’s Tiltronix active-tilt system. It also offers 27% higher passenger capacity … The power cars are constructed of carbon steel, the coaches of aluminum. The trainsets meet FRA Tier III ‘Passenger Equipment Safety Standards, Standards for Alternative Compliance and High-Speed Trainsets.’ Certified for operations at up to 186 mph (300 kph), they will operate at a maximum speed of 160 mph on the NEC.” There are nine articulated cars in the consist, with a café car at the center of the train.

A few of the NextGen trains are now on the rails and can be seen along the NEC. They are propelled by power cars at each end, sporting the elongated noses typically associated with high-speed rail (HSR) units in Europe or Asia, and identified only as NextGen Acela units. The cars themselves are sleek, sporting a red, white, and blue livery, although the blue is lighter than the color of the canton in the American flag. It gives the appearance of a fast train, much more so than the original Acela cars.

Opinions on passenger comfort will, of course, vary. Vantuono finds the seats “comfortable and supportive” and the design changes and materials from the original Acela “a marked improvement, very intuitive and high-tech.”

My take is a bit different, and bear in mind that my passenger train experiences date back to well before Amtrak’s arrival in 1971. To use an old expression, the seats are not “built for comfort,” even in the First Class car with 2-1 seating. Business Class seats are similar, in 2-2 configuration. There is no Coach Class. The upgraded Amfleet coach that a group of us rode from New Haven to New York seemed more comfortable, in part because of the softer and deeper cushioning of the seats on the older cars.

A rough measurement of the NextGen Acela seats showed that they are 22 inches wide, and the pitch (distance between rows) is 42 inches. There was a small footrest like some bus seats have, but there is not enough room to stretch legs, even though there is more apparent legroom without using the footrest, such as it is. The seats are fixed and do recline, albeit differently in that the seat cushion slides forward, bringing the bottom of the seatback with it. Vantuono says this feature “prevents a reclined seatback from intruding into the passenger space behind it—a much better design.”

Since the seats are fixed and don’t need to be turned—which Vantuono says “reduces moving parts and maintenance costs as well as the time needed to prep a trainset at the end of a run for a trip in the opposite direction”—half face “backwards” always. Longtime New Jersey advocate Albert L. Papp, a civil engineer who is familiar with European equipment, said the design is a hybrid of Alstom’s AGV. The “half facing backward” configuration is standard for trains in Europe. To me, that does not necessarily mean that Americans will be as open to riding backwards for hours as riders in Europe.

The trainset has nine passenger cars, although “sections” might be a more appropriate term, because all the cars are articulated. (The power cars at either end are not). In essence, that means the consist is fixed. Seven sections are configured for Business Class, while a section at one end of the train (with a red exterior door instead of a white one) is First Class, a space where an attendant can arrange food to serve to passengers. One positive note is that, unlike on some other equipment, the seats line up with the windows, two rows of seats for each window, so only the very ends of the sections have bits of windowless bulkhead.

There is a café car in the middle of the train, but it is different from other such cars on Amtrak. Foods like sandwiches and salads are available in a refrigerated storage compartment, not unlike other food-service cars. The difference is that there is no seating. The railroad tradition of having tables where riders can enjoy sips or snacks with fellow travelers and engage in conversation is not observed on the NextGen Acela trains.

Overall, the cars themselves to me do not seem to constitute an improvement in comfort or camaraderie over the older equipment. The congeniality of the café car tables is gone, the seats are stiff and not particularly comfortable, and half the riders must face backwards and look at where they have been, rather than where they are going, throughout the entire trip. To make matters worse, Amtrak charges a premium fare on Acela trains, some fares exceeding $500 for departures planned.

Amtrak called the occasion an “Acela-bration” and the name fit. Amtrak employees, from high-level officials to lower-level managers, were on hand, and the Amtrak Board was represented. There were several reporters, some rider-advocates and a variety of other guests. Alstom was represented at a high level, too. The train was given a special number, 880. It was not particularly crowded, as a count between New York Penn Station and New Haven revealed 123 riders, including the crew and other Amtrak employees. Still, it was a special train, replete with conversation about the train, the occasion, the railroad, various technical subjects, and the understanding that NextGen trains are finally running.

The ride between Penn Station and New Haven was not have been a particularly fair test of the new equipment, because most of it took place on Metro-North, the slowest part of the NEC. The ride took about as long as Amtrak’s conventional trains to get from New York to New Haven and only a few minutes longer than it takes Metro-North to get there from Grand Central Terminal, even with all the stops east of Stamford. Still, the train did not ride particularly well, which was probably more a function of the track structure and its state of good repair. It was difficult to tell whether the tilting mechanism was in use, because speeds on Metro-North do not rise to the level of “high-performance” rail, so the tilting feature might not have been useful, under the circumstances. Nonetheless, the cars did not ride particularly smoothly, and it appeared that the ride in the Amfleet I cars on Train 55 (the Vermonter) was smoother over the same stretch of railroad.

While I and several others got off at New Haven to return to New York, Railway Age Publisher Jon Chalon got on there and rode to Providence, a segment that allows much faster running, with a tangent section containing 18 miles cleared for up to 160 mph. He told me about his impression of the ride: “The new Acela is unlike any other train in the U.S. The interior is elegant and feels very sophisticated. I felt like I was on a European or Asian high-speed train.” On the high-speed segment, “the train flies,” he said. “I clocked it on my iPhone at 155 mph. Bravo Amtrak and Alstom.”

The “Acela” brand is the successor to the Metroliner, the first high-performance trains in the NEC, which started running between New York and Washington, D.C. in 1969 under Penn Central with Budd Company electric multiple-units , continuing with Amtrak, transitioning to electric-locomotive-hauled Budd Amfleet coaches until the first-generation Acela debuted in the early 2000s. The northern portion of what is now the NEC to Boston was not electrified yet. When Amtrak was looking toward its new line of high-performance trains that would run between the Nation’s Capital and Boston, a New York consultant/branding firm came up with “Acela,” described as a combination of “acceleration” and “excellence”—two words seldom heard together. At the time, rider-advocates questioned the name, saying it was a synonym for “basement” (”a cellar”), pronounced with a Boston or New York City accent. Others said it sounded like “ascella,” Italian for “armpit.” Former Amtrak head David Gunn did not like the name either, but he didn’t change it.

Papp suggested “Metroliner 21” to indicate the progression into the new century, but Amtrak did not take his suggestion. Vantuono also commented in his August 21 report, previously cited: “By the way, do you think it should be renamed Metroliner? I’ve always liked that name. It sounds more like a train …” This writer remembers Metroliner, too, and also likes that name.

There is also another alternative that has been proposed. Scott R. Spencer, Chief Operating Officer at AmeriStarRail, which wants to run more trains on the NEC and its branches than Amtrak does, has suggested “Liberty Liner 250” as an alternative proposal, perhaps even as an alternative that Amtrak could support. He also called for higher-speed trains with “triple-class service” that would include Coach passengers, along with Business and First Class. He told Railway Age: “When the Amtrak conductor yells ‘All Aboard,’ that should mean everybody, including coach passengers.” He also said the “250” in his proposal stands for not only the 250th anniversary of the country and the events connected with its founding and the War for Independence that took place in the region, but also for the 250 kph speed (actually 256 kph, which is equal to 160 mph).

In the meantime, Amtrak is moving forward with trains that will run under the NextGen Acela flag. They have a fast and snappy look, and Amtrak is counting on them to succeed with riders who are looking for an upscale rail travel experience on the country’s busiest stretch of passenger railroad.

The post NextGen Acela Inaugural Run Impressions appeared first on Railway Age.

The firing by POTUS 47 of outspoken Surface Transportation Board (STB) member and Democrat Robert E. Primus Aug. 27 leaves the five-member agency short two members as it awaits a formal merger application from Union Pacific (UP) and Norfolk Southern (NS). By early morning Aug. 28, Primus’ name was removed from the STB website’s listing of members.

The three remaining members are Chairman Patrick J. Fuchs, Michelle A. Schultz and Karen J. Hedlund. Fuchs and Schultz are Republicans; Hedlund a Democrat.

Significantly, there is no statutory quorum requirement at the STB. It may function with even just a single member, as it did for a 54-week period between mid-May 2003 and late May 2004 when two vacancies caused Chairperson Roger Nober to become the lone STB member. There was a recurrence of a one-person STB for 16 days in January 2019 when Chairperson Ann D. Begeman awaited the arrival of reinforcements. At the time, the STB was a three-member agency. The 2015 Surface Transportation Board Reauthorization Act increased its size to five.

This is the first time in the 138-year history of the STB and its Interstate Commerce Commission predecessor that a member has been fired by a President. The STB’s statute provides for dismissal for cause—misconduct, poor performance, or other substantial breaches of job duties—but carries due process protection allowing the terminated official to hear the allegations and respond. No such allegations were made against Primus by POTUS 47.

Primus, age 55 and a former House of Representatives staff member, told the Wall Street Journal, which first reported the firing, that he intends to challenge his removal in federal court. He is not alone. Just days ago, POTUS 47 fired Federal Reserve Board member Lisa Cook, who is pursuing legal action. In her case, POTUS 47 alleged misconduct related to conduct outside her official duties.

Both the STB and Federal Reserve are independent (from the Executive Branch) regulatory agencies—STB members nominated by the POTUS for five-year terms; Federal Reserve Board members for 14 years, with Senate confirmation required for each of the agency’s members.

Earlier this year, POTUS 47 fired Gwyne A. Wilcox, a member of the independent (from Executive Branch) National Labor Relations Board (NLRB). She was a President Joe Biden nominee. A three-judge federal appellate court panel ruled the termination could stand pending finality of her legal challenge as to the constitutionality of the firing. A full-court panel reversed that decision, only to have the U.S. Supreme Court issue an emergency stay, keeping her sidelined while her case proceeds through lower courts.

In February, POTUS 47 fired Merit Systems Protection Board member Cathy Harris, also a Biden nominee. As with Wilcox, an appellate court reinstated her, and the Supreme Court blocked the reinstatement pending lower court determination as to the constitutionality of the firing.

In 2020 (Seila v. Consumer Financial Protection Bureau), the Supreme Court ruled the President has authority to dismiss an independent agency’s single director, but drew a distinction with multi-member boards such as the NLRB and STB. In 2021 (Collins v. Yellen) the Court held that restrictions on the President’s authority to remove the director of the Federal Housing Finance Agency violate the Constitution.

Previously controlling was a 1935 Supreme Court decision (Humphrey’s Executor), holding that the President may not dismiss independent agency members without showing cause and allowing for due process. Democratic President Franklin D. Roosevelt fired Republican Humphrey, who died while his case was under judicial review, because of policy differences and not misconduct. The Court held that members of independent agencies do not serve at the pleasure of the President as do members of Executive Branch agencies such as the Cabinet level Department of Transportation and its Federal Railroad Administration.

How long Primus’ challenge to his firing may take to move through the judicial system is unknown, and likely will be tied to other such challenges that will ultimately reach the Supreme Court.

Primus, who was nominated in 2020 by POTUS 47 during the President’s first term, was renominated by President Joe Biden to his second (and final by statute) term that was to expire Dec. 31, 2027. Since his arrival, Primus has been a frequent outspoken critic of railroad service, operations and hiring practices.

During his time as a Board member—and eight months as a President Joe Biden-named Board chairperson, following the retirement of Democrat Martin J. Oberman—Primus never advanced a regulatory reform initiative (a priority of POTUS 47). He preferred a soapbox from which to admonish railroads at the expense of missing numerous statutory deadlines.

In December, Primus challenged the “quality” of data provided the STB by the Association of American Railroads (AAR) as “substandard,” with AAR President Ian Jefferies responding by calling out Primus as choosing to “forego information gathering, fact checking, and basic courtesy and cooperation in favor of publicity.”

Previously, while chairperson, Primus, without consultation with other STB members, summoned rail officials to Washington for a public hearing at which he excoriated them over hiring practices and implementation of Precision Scheduled Railroading (a strategy to improve productivity and lower costs, and opposed by rail labor). Days earlier, Primus was hosted by the Transportation Division of the International Association of Sheet Metal, Air, Rail and Transportation Workers (SMART-TD), telling its leadership, “Thank you for letting me represent you.”

Primus was the lone “no” vote when the Board approved the merger of Canadian Pacific and Kansas City Southern to form CPKC. He cited market-power concentration and concern that mergers “degrade working conditions, depress wages and impair or eliminate organized labor.”

Upon election to his second White House term in January, POTUS 47 demoted Primus from the chairpersonship and elevated Fuchs. That likely would have occurred regardless of Primus’ record as chairperson, as STB chairpersons serve at the pleasure of the President and typically are changed out when Presidential administrations change. Being fired is another matter.

Notably, while Primus has had testy exchanges with railroad CEOs, his exchanges with UP CEO Jim Vena have been cordial, with Vena recently paying a personal visit to Primus.

Currently, the STB has a Republican vacancy awaiting POTUS 47 nomination. Whether courts allow a nominee to fill Primus’ now vacant Democratic seat, ahead of a judicial determination on his firing, is to be seen.

Railway Age Capitol Hill Contributing Editor Frank N. Wilner is author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, 800-228-9670.

The post Did Primus Engineer His Own Ouster? appeared first on Railway Age.

CSX President and CEO Joe Hinrichs, Railway Age’s 2025 Railroader of the Year, appeared on CNBC’s “Mad Money” on Aug. 27. He and host Jim Cramer talked about the rail industry’s current environment, and how CSX was recently targeted by activist investor Ancora Holdings—which the famously glib, animated Cramer referred to as “some fund I don’t know jack about.”

Hinrichs, a frequent “Mad Money” guest, responded to Cramer’s questions about the Union Pacific+Norfolk Southern proposed merger, and CSX’s response to calls for it to explore a combination with BNSF. Cramer also said Ancora’s personal attack on Hinrichs was unfair and uncalled for—prefacing his remark by saying, “First, just so people know, Railway Age is the most important publication in this industry, and you are the railroad man of the year.”

We appreciate the shoutout, and reiterate that Ancora’s criticisms of CSX and Hinrich’s leadership is purposely based on distortions and fabrications

Hinrichs highlighted the importance of “collaboration over consolidation,” stating, “The biggest problem that needs to be solved is interchanges.” He also pointed to CSX’s “strong position” in the industry, citing the railroad’s “robust network, best-in-class margins, and high employee engagement … Our focus is on creating value for shareholders and serving customers better so that we can profitably grow the business. That involves people working effectively together.”

Despite problems like Hurricane Helene disrupting one of CSX’s four north-south routes and ongoing work overhauling and double-stack clearing the Howard Street Tunnel in Baltimore, the company achieved a 550-basis-point operating margin improvement in 2025’s first half.

“Even with all that going on, we still have some of the best operating metrics in the business because of our people,” Hinrichs said. “And we’re still focused on doing what’s right for shareholders, profitably growing the business, and serving our customers better. We can do all of those by working with other railroads effectively.” He stressed that it doesn’t require waiting for an STB merger approval to accomplish that. “Wait until you see what we do over the next couple of years!” he said.

Way to go, Joe! 

The post Hinrichs to Cramer: ‘Wait Until You See What We Do Over the Next Couple of Years! appeared first on Railway Age.

Thanks to the craftmanship and skill of NS’s railroaders at the Juniata Locomotive Shop, the Class I’s Illinois Terminal heritage unit has been newly restored.

According to a LinkedIn post, it took 95 gallons of primer, paint, and clear coat, plus 750 hours of grit blasting, prepping, painting, and decal work to bring #1072 back to life.

Separately, NS delivered nearly 160 massive wind turbine components to Timbermill Wind, a 1,933-acre renewable energy project in Chowan County, N.C. The site will feature 45 turbines generating clean energy for thousands of homes.

According to the Class I, Timbermill Wind is the largest project between NS and wind turbine leader Vestas, “and a major step toward a more sustainable energy future.” According to Vestas, every 24 hours, wind generates enough kinetic energy to produce 35 times more electricity than is used each day.

The route spanned 10 states, ending in Morehead City, where trains ran down the center of a four-lane highway. City crews removed signs and coordinated traffic to guide components the size of buildings to the port. Most parts—including tower sections, nacelles, and drive trains—moved by rail, according to NS.

Delivering these massive clean energy components safely took a full NS team effort, the Class I noted. This included:

• Engineering & Clearances – teams mapped the route with LiDAR (Light Detection and Ranging) technology.
• Commercial, Logistics, and Network Operations Center (NOC) – kept operations flowing.
• Short line partner Carolina Coastal Railway – helped coordinate final delivery to the Timbermill site.

“If it’s big and complicated, we’ll move it as long as it’s safe to do so. We love the opportunity to show how fluid we are at moving big, heavy shipments,” said Kristie Riddle, Industrial Products Account Manager.

NS Says it is exploring future wind collaborations to create additional clean energy solutions.

CSX announced Aug. 26 that it has been recognized as Maersk’s Intermodal Supplier of the Year in North America for 2025, “a prestigious honor that highlights the strength of the partnership between the two companies and CSX’s commitment to service excellence.”

The award, the Class I says, “reflects CSX’s instrumental role in building resilient, customer-focused supply chains across the region.” Maersk, one of CSX’s most valued intermodal customers, commended the company’s “dedication to improving on-time performance and delivering industry-leading reliability.”

“CSX’s continued focus on improving on-time performance has been a key factor for delivering industry-leading reliability to Maersk customers, and I’m grateful for the collaboration and shared commitment to excellence,” said Angel Mavares Bermudez, Maersk’s Regional Head of Procurement, Logistics and Services.

The award criteria included customer experience, ease of doing business, service reliability, competitiveness, and strategic alignment.

CSX’s Commercial and Operations teams, including Customer Solutions, Intermodal Terminal Teams, Intermodal International Marketing and Sales, Intermodal Network Operations Center, Service Design, and Service Planning and Transportation, were instrumental in achieving this recognition, the Class I noted.

“Our Intermodal Operations teams are the best in the industry, and we take tremendous satisfaction in delivering innovative solutions that drive results, build strong relationships, and offer superior service,” said Carrie Crozier, CSX Vice President of Intermodal Operations.

The award was presented during a recent executive performance review, where CSX and Maersk also discussed ongoing initiatives in technology, innovation, and sustainability—key focus areas for both companies in today’s logistics landscape.

“Congratulations to the entire ONE CSX team. Everyone should be incredibly proud of this recognition and celebrate their contributions to our shared success. Maersk highlighted the great work from our organization across the board—this truly is a ONE CSX award,” said CSX Vice President of Intermodal Sales and Marketing Drew Johnson.

This recognition, the Class I says, “underscores CSX’s dedication to delivering exceptional service and fostering strong partnerships. The company continues to prioritize innovation and collaboration to meet the evolving needs of its customers.”

In related news, CSX on Aug. 27 released its 2024 Sustainability Report, “highlighting the company’s progress and initiatives across its four core pillars: Safety, Service, Sustainability, and Stewardship.”

Central to this year’s report is the introduction of “Service with Purpose,” a comprehensive platform that “reflects CSX’s commitment to delivering long-term value for employees, customers, communities, and stakeholders,” according to the Class I.

“Service with Purpose represents our deep belief that doing business the right way not only strengthens the company’s foundation but also helps create stronger communities and mutually beneficial relationships,” said CSX President and CEO Joe Hinrichs. “From the people we serve to the freight we move; we know that purpose-driven performance creates lasting value. Our 2024 Sustainability Report unpacks how our teams brought these pillars to life.”

The 2024 Sustainability Report (download below) “underscores CSX’s leadership in integrating sustainability, safety, and social responsibility into its business strategy,” the Class I noted. Key highlights from the report include:

Safety

• “Achieved the lowest lost workdays recorded in CSX history.
• “Provided SAFE CSX training and in-field coaching to 100% of operations managers.
• “Trained more than 8,200 first responders and law enforcement personnel to protect community safety.”

Service

• “Completed 82,580 hours of training through the ONE CSX Academy.
• “Advanced over 550 industrial development projects in the pipeline.
• “Distributed $664,000 in hurricane relief to employees in need.”

Sustainability

• “Achieved 528 revenue ton-miles per gallon fuel efficiency.
• “Helped customers avoid over 10 million tons of CO2 emissions.
• “Improved fuel efficiency by 4% year-over-year.”

Stewardship

• “CSX employees contributed more than 24,000 volunteer hours across 800+ communities.
• “Anne Chow and Ann Begeman joined Board of Directors, in 2024 and 2025, respectively.
• “91% of information security team credentialed with industry-recognized cybersecurity certification.”

The report also highlights innovations such as CSX’s first hydrogen-powered locomotive, the deployment of industry-leading safety technologies, and record customer satisfaction scores. These achievements, the Class I says, “reflect the company’s commitment to purpose-driven performance that benefits all stakeholders.”

“As we look ahead to celebrating our 200th year as a company, 2024 reaffirmed that when we work together—united by a shared vision and values—we can navigate unforeseen challenges and build a better future for all,” Hinrichs added.

UP’s infrastructure investments are expanding intermodal capacity to deliver time-sensitive freight faster for Southern California customers, the Class I recently reported. With nearly $10 million invested daily across its 23-state network, UP says it is “enhancing infrastructure, technology and network reach to safely deliver the service it sold.”

The latest upgrades span nine miles of main line track from Bon View to South Fontana, Calif., where Engineering teams installed double track, rebuilt two bridges and a culvert, and reinforced sidings, “enabling more trains to move through the area and improving network connectivity,” according to UP.

“Adding track increased velocity and network fluidity for freight entering Inland Empire Intermodal Terminal,” said Paul Ivey, Senior Manager-Track and Civil Construction. “It’s a key part of Union Pacific’s intermodal facilities expansion plan in the LA area.”

The Los Angeles Basin is a vital hub for international intermodal traffic. With five intermodal ramps strategically located across the region, UP says it is “uniquely positioned to provide customers with fast, reliable access to domestic and international markets.”

UP recently launched a truck-competitive domestic intermodal service connecting Inland Empire Intermodal Terminal to Chicago’s Global 2 Intermodal Terminal. With a three-day transit, customers will see up to 20% faster service compared to current industry offerings between these key locations, according to the Class I.

“By delivering consistent service for our customers, we’re encouraging continued growth in the region,” said David Pratt, Senior Manager-Resource Planning.

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

In a way, the rail scene in New Orleans and on the Mississippi Gulf Coast has come full circle, within a few days of the 20th anniversary of one of the worst disasters in the history of the region. On Aug. 29, 2005, Hurricane Katrina made landfall near the Mississippi-Louisiana border on the Gulf Coast. It was one of the most deadly and costly storms in history, causing an estimated death toll of 1,392 persons (including many New Orleanians) and costing $125 billion 2005 dollars. Much of the Crescent City and the towns along the coast were flooded. The mayor of Waveland, Mississippi, west of Pass Christian (which is now a stop on Amtrak’s Mardi Gras Service trains) told National Public Radio that 90% of the town’s buildings were severely damaged or destroyed. New Orleans itself would have survived the storm with less damage than it sustained, if a levee had not failed. Because it did, most houses in the Lower Ninth Ward were destroyed. Many New Orleanians were missing after the storm, including musicians Pete Fountain and Fats Domino, who later resurfaced. Others suffered together in the Superdome, which was the shelter of last resort. Non-motorists, who comprise a sizable percentage of the city’s population, were particularly hard-hit, due to a lack of means of escape.

Katrina affected the rail scene, too. Amtrak service was suspended as the storm approached. So was transit in the Crescent City, including the legendary streetcars that ran on St. Charles Avenue and Canal Street. Eventually the streetcar lines came back, and the system is now bigger than it was at the time.

Katrina knocked out all streetcar service. That included the historic St. Charles Avenue line (which started as a horsecar line in 1835 and was electrified in 1893), the recently restored Canal Street line (1861-1964 and 2004-present), and the Riverfront Line, which had opened for service in 1988.

The St. Charles Avenue line was refurbished after the storm, which included replacing wire that had blown down. Service was restored in phases, beginning with buses in October 2005. As streetcar service was restored, it started as a loop in the city’s Central Business District with street-running track on Carondolet Street and St. Charles Avenue, and along one block of Canal Street (the only block that hosted streetcars continuously) and using a tail track on Howard Avenue near the former Lee Circle for turnarounds. That service began on Dec. 19, 2006. The line was extended to Napoleon Avenue on Nov. 10, 2007, and on the rest of St. Charles Avenue on Dec. 23. The far end of the line, along Carrollton Avenue, reopened on June 22, 2008—nearly three years after the storm. Because of that hiatus, Dayton, Ohio, now claims to operate the longest continuous service of any electric transportation in the nation. Trolleybuses have operated in that city since 1933.

Part of the Canal Street line came back in December 2005, even though the Mid-City car barn flooded severely, damaging all of the cars that were stored there. Reports from the time indicated that water was five feet deep and reached above the tops of the fareboxes, but the cars were eventually repaired and returned to service, beginning in 2009. Brookville Equipment Corp. repaired the trucks, motors and electrical equipment, while other work was performed at the historic Carrollton Barn in the Riverbend neighborhood, which did not flood. Cars from the St. Charles Avenue line, which had been stored at Carrollton, ran again on Canal Street during the recovery period. Brookville Equipment Corp. repaired the trucks, motors and electrical equipment, while other work was performed at the Carrollton Barn.

The Riverfront Line came back on Dec. 22, 2007. A line between the Union Passenger Terminal (UPT) along Loyola Avenue, and along Rampart Street and St. Claude Avenues on the other side of Canal Street, opened for service in 2016. Those lines, or parts of them, have come and gone since then. Still, the streetcar system not only recovered from the storm’s knockout blow but has grown since then.

For about six weeks, through September and early October, there were no trains running to or from New Orleans, as rail lines surrounding the city were repaired. The trainless Union Passenger Terminal was used as a temporary jail in early September, as reported by KOMO-TV on Sept. 6. Eventually the rail lines were returned to service, and the passenger trains came back. The trains from New York, Chicago, and Los Angeles were cut back to terminating at Atlanta, Memphis, and San Antonio. They later resumed operation into New Orleans. The City of New Orleans was first extended to Hammond, Louisiana (about one hour north of New Orleans) and returned to the Crescent City on Oct. 8, 2005. The Crescent train from New York returned the next day, after temporarily terminating at Meridian, Miss. The Sunset Limited returned to New Orleans later in October.

The Gulf Coast segment of the Sunset Limited, which had been part of a transcontinental operation between Los Angeles and Florida since 1993, did not. While the tracks were repaired by January 2006 according to a Jan. 26 report by Gary Holland in Biloxi’s Sun Herald, the tri-weekly service that had run for the previous 12 years did not come back. Amtrak officially listed the route between the Crescent City and Jacksonville (the train actually ran to Orlando for most of its 12-year incarnation and briefly ran all the way to Miami, but that mileage was served by New York trains) as “suspended.” East of Mobile, it still is, and it appears unlikely that passenger service will return to that part of the line.

Still, there are trains running along the Mississippi Gulf Coast to Mobile again, after a 20-year absence. It took the “Second Battle of Mobile,” which we have covered for years, to get that service back, but the trains are running.

The streetcar network in New Orleans is running, too, and is still considered an icon of the city. The legendary Perley E. Thomas cars that made their debut in 1923 are still running every day, to the delight of locals and tourists alike. So are the red cars with yellow trim designed by streetcar legend Elmer VonDullen. It was only shortly before Katrina struck that streetcar service returned to Canal Street after an absence of nearly 40 years.

New Orleans has lost some of its pre-Katrina population, but it remains an active and vibrant city, with strong civic pride and a uniqueness that tourists still can’t resist sampling. As Amtrak and transit everywhere in the U.S. generally face new and possibly unprecedented challenges, New Orleans appears ready to meet them. Time will tell if the city succeeds in that endeavor, as well as how long Amtrak trains will continue to serve it.

The post Remembering Hurricane Katrina and Rail: 20 Years Later appeared first on Railway Age.

The Washington Metrorail Safety Commission (WMSC) recently performed an audit of Washington Metropolitan Area Transit Authority (WMATA) Metrorail’s control center and operations through in-depth interviews, site visits, and document and data reviews conducted in October and November of 2024, with additional follow-up and document reviews through March 2025.

The scope of the audit (download below), which was released on Aug. 27 and based on WMATA’s Public Transportation Agency Safety Plan (PTASP), effective Dec. 31, 2023, included the assessment of Metrorail operations both on the mainline and in rail yards, as well as station managers and station operations, and the control center operations. This includes personnel such as interlocking operators, rail vehicle operators (train operators), station managers, rail supervisors, and other associated management, as well as training personnel, and quality assurance personnel.

To meet the audit objectives, the WMSC reviewed operational practices, procedures, equipment, modifications, and associated training in relation to rules, procedures, regulations, and best practices. The WMSC also verified the forgoing against Metrorail’s safety plans governing policy and procedure development, implementation and compliance, management structure, planning and governance, and associated training for the control center and rail operations generally.

The audit also focused on Metrorail corrective action plans including corrective action plans as a result of WMSC findings, WMATA-recommended corrective actions that are overseen by the WMSC, and other corrective actions previously closed by entities such as the National Transportation Safety Board (NTSB) and the Federal Transit Administration (FTA).

The audit identified the following nine findings:

• “Finding 1: Metrorail does not have a sufficient number of rail traffic controllers and turnover is increasing.
• “Finding 2: Rail traffic controller written assessments, final assessments, and certification tests present conflicting data regarding an individual’s aptitude.
• “Finding 3: Metrorail does not provide refresher training to rail vehicle operators on incidents and emergencies.
• “Finding 4: Metrorail’s Train the Trainer (T3) program for Rail Training is not defined by Metrorail’s procedures.
• “Finding 5: Metrorail revised ATC local control procedures without first informing all affected staff including rail traffic controllers.
• “Finding 6: Rail traffic controller consoles have been manipulated without their knowledge.
• “Finding 7: Metrorail uses Microsoft Teams chats during safety events but has not demonstrated a review of these records when determining the facts of these events.
• “Finding 8: Metrorail documents have not been updated on the required cadence.
• “Finding 9: Metrorail personnel are not following Metrorail radio transmission rules such as for train identification and location information.”

WMSC issued the following three recommendations:

• “Recommendation 1: Metrorail ‘Service Disruption calls during safety events are led by personnel who are actively managing the event rather than the designated role (Metro 1).
• “Recommendation 2: Rail traffic controllers Advanced Information Management (AIM) system alarms are not standardized across rail traffic controller desks and personnel are not trained on how to arrange their alarm screens.
• “Recommendation 3: Metrorail does not evaluate the effectiveness of Line Platform Instructors (LPI).”

Metrorail is required to propose corrective action plans to address each finding no later than 30 days after the issuance of this report, according to WMSC.

As part of the audit, WMSC conducted 69 in-depth interviews with personnel who work in WMATA’s Metro Integrated Command and Communications Center (control center), Office of Rail Transportation, or Technical Training and Development.

The WMSC also conducted the following observation activities:

• Observation of pre-trip inspection at Greenbelt Rail Yard.
• Observations at the control center including rail traffic controllers, Car Maintenance Desk, Power and Maintenance Desks.
• Observation of Rail Training class.
• Observation of rail traffic controllers in the course of their duties at the control center.
• Observation of rail vehicle operator certification activities.
• Observation of rail traffic controllers in the course of their duties at the control center.
• Observation of Power Desk activities at the control center.
• Observation of quality assurance personnel performing compliance and testing activities.

The post WMSC Issues Audit of Metrorail’s Control Center and Rail Operations appeared first on Railway Age.

The Maryland Department of Transportation (MDOT) on Aug. 27 announced the award of $1.2 million in grant funding as part of the inaugural Freight Rail Grant Program (FRGP) launched earlier this year, which will “support efforts to preserve rail corridors, improve safety and reliability of freight rail operations and foster the growth of businesses that depend on rail service.” Projects supported by this initial round of funding include rail rehabilitation, resiliency improvements and a feasibility study for extending the rail-trail network on the Eastern Shore.

Funding for the grant program was included in MDOT’s Consolidated Transportation Plan (CTP) Fiscal Year 2026 budget, with the support of Governor Wes Moore and the Maryland General Assembly. The grant program “advances the Department’s goal to make smart investments that improve safety, drive economic growth and preserve Maryland’s transportation system. It complements MDOT’s Serious About Safety​ initiative—an enhanced, department-wide effort to promote safety and save lives,” MDOT noted.

The grant program, administered by MDOT’s Office of Rail and Intermodal Freight, supports local jurisdictions, state agencies, railroads, rail shippers and other businesses to help preserve railroad corridors, support economic development and foster sustainability and innovative technologies. This year’s awardees are:

• Massey to Millington Freight Rail Rehabilitation Project – Maryland and Delaware Railroad, Kent County. Grant Award: $500,000. This project will rebuild and upgrade 3.5 miles of State-owned railroad track to modern standards, enabling increased freight transfer to rail. The state grant provides matching funds for a larger proposed project that will leverage federal funding to reduce roadway congestion and emissions.
• Finksburg Rail Terminal Improvements – S.W. Barrick & Sons, Inc., Caroll County. Grant Award: $500,000. The project will upgrade rail unloading and storage equipment, expand terminal capacity, enhance safety and reduce diesel emissions. These improvements will support both current operation and future expansion of aggregate transport by rail.
• Denton Spur Choptank Bridge Feasibility Study – Maryland Department of Natural Resources, Caroline County. Grant Award: $160,000. This study will explore options for converting the “rail-banked” Choptank River railroad bridge in Denton for interim rail-trail use. Work will include evaluation of the existing structure and the development of potential design alternatives.
• Switch Nine Revenue Capacity Enhancement – Western Maryland Scenic Railroad Development Corporation, Allegany County. Grant Award: $28,800. Funding will complete a main-track siding near Frostburg by installing 450 feet of track and making related repairs. The improvement will increase track capacity and safety on the Western Maryland Scenic Railroad.
• 100-Year Storm Floodplain Study – Walkersville Southern Railroad Inc., Frederick County. Grant Award: $56,800. The project will conduct a 100-year floodplain study in and around the Walkersville railroad yard to assess what improvements are needed to support future rail infrastructure development.

“Our inaugural round of grants delivers on the Moore-Miller Administration’s promise of enhancing safety and utilizing state assets to drive economic growth,” said MDOT Acting Secretary Samantha J. Biddle. “These selected projects are designed to put Maryland on the right track to support our existing and future freight corridors, and the businesses and communities that benefit from the service.”

The post MDOT: $1.2MM for FRGP Projects appeared first on Railway Age.

POTUS 47 on Aug. 27 fired Surface Transportation Board member Robert Primus, The Wall Street Journal reported Aug. 28, noting that the STB is “the railroad regulator weighing the proposed megamerger between Union Pacific and Norfolk Southern.”

“Primus, a Democrat, was nominated by [POTUS 47] to the Surface Transportation Board in 2020 and began serving in 2021,” The WSJ reported. “He was the only member of the Board to oppose the merger of Canadian Pacific and Kansas City Southern, a tie-up approved by the regulator in 2023. At the time, Primus said the deal wasn’t in the public interest. Primus said {Aug. 27] that he planned to challenge the termination.

“‘This is deeply troubling and legally invalid,’ Primus wrote in an email to The Wall Street Journal. He said he planned to continue his duties as a board member and that if he was prevented from doing so, he would seek legal options. The White House didn’t immediately respond to a request for comment.

“Primus received an email shortly after 5 p.m. [Aug. 27] from Mary Sprowls, who works in the White House Presidential Personnel Office. ‘On behalf of [POTUS 47], I am writing to inform you that your position as a member of the Surface Transportation Board is terminated, effective immediately,’ she wrote. She gave no explanation for the termination. Primus was removed from the list of Board members on the regulator’s website … [He] said the White House’s actions would weaken the Board and ‘adversely affect the freight rail network in a way that may ultimately hurt consumers and the economy.’”

“[POTUS 47] has now stepped into the rail M&A arena and shown his cards on a potential transcon in favor of a merger,” comment TD Cowen’s Jason H. Seidl (Railway Age Wall Street Contributing Editor), Elliot Alper and Uday Khanapurkar. “The firing now leaves two seats open at the STB, an independent agency that may now be under scrutiny. A Democrat on the Board serving his second and final term, Primus vocally disavowed rail industry consolidation and was the sole dissenter in the STB’s CP-KCS final merger approval as well as the recent smaller acquisition by CN of Iowa Northern Railway.

“The rail industry has long benefited from an independent STB that may now be under scrutiny of the Administration. This announcement may hinder the Board’s ability to focus on its core duties at a very busy time ahead of a major proposed transcon merger. We worry political pressure could hinder the Board in fact-focused due diligence and may limit outspoken opposition in an effort to avoid confrontation with the President. No statement has yet been made by Chairman Fuchs. Our understanding is that the STB is an independent agency, though it is unclear if the President has the authority to fire Primus, considering no cause was listed in his termination email, per The WSJ.

“The ousting leaves the STB with a 2-1 Republican majority, and we believe the move comes in an effort to clear the path for the potential transcontinental merger of Union Pacific and Norfolk Southern. The STB should be allowed to issue decisions despite the vacancies since the U.S. Code states that this ‘does not impair the right of the remaining members to exercise all of the powers of the Board.’ With the move, an appointment to the formerly vacant seat does not appear essential to a voting majority though we believe a Republican appointment could still be forthcoming as channel checks indicated four candidates in contention, potentially leaving the Board with a 3-1 Republican majority by the time a UP+NS decision has to be made in early 2027. The Board can legally have no more than three people from the same party. Hence, [POTUS 47] could move to stack the Board even further if he wishes.”

Coming: Commentary from Railway Age Capitol Hill Contributing Editor Frank N. Wilner

The post Report: Primus Latest Victim in POTUS 47 Firing Spree appeared first on Railway Age.

Preusser brings more than 28 years of transit industry experience to RTD, which provides light rail, commuter rail, bus, on-demand, paratransit, airport, and special event services in eight counties. He served most recently as Chief Operating Officer for Utah Transit Authority and has held senior leadership roles with the City and County of Honolulu Department of Transportation Services, Tri-County Metropolitan Transportation District of Oregon, and Los Angeles County Metropolitan Transportation Authority. Additionally, he has managed national passenger rail programs for the Federal Railroad Administration and contributed to international transportation projects in the cities of Riyadh, Saudi Arabia, and Kabul, Afghanistan, according to RTD.

“Over the course of his career, Patrick has been recognized for fostering strong relationships, uniting diverse teams, and guiding organizations through growth, change, and complex service environments,” RTD General Manager and CEO Debra A. Johnson said. “He brings great knowledge and experience, as well as a deep respect for public service, and he is dedicated to advancing safety, reliability, customer experience, and innovation in public transportation.”

“I am proud to serve an industry that leads the way with innovative mobility solutions, making our communities better places to live, work and play,” Preusser said.

Preusser is a member of the American Public Transportation Association’s Rail Transit Operating Practices Working Group and Bus Operations Committee. In 2022, U.S. Transportation Secretary Pete Buttigieg appointed him to the Transit Advisory Committee for Safety, which provides strategic safety guidance to the USDOT and the Federal Transit Administration. Preusser has also participated in the Eno Center for Transportation’s Multi-Agency Exchange Program. He holds master’s degrees in public administration from the University of Southern California and transportation management from the University of Denver, as well as a bachelor’s degree in business management from the University of Phoenix. He is a certified Project Management Professional and Transit Safety and Security Professional.

Separately, RTD last month announced the appointment of Tim Tyran as Director of Safety and Environmental Compliance and Chief Safety Officer.

• Making ‘FasTracks’ in the Mile-High City

The post Denver RTD Tabs Preusser as COO appeared first on Railway Age.

Patriot Rail is proud to unveil our new logo – a bold symbol that reflects our strength, growth, and commitment to moving freight safely across America. Same dedication with a new look for the road ahead. Your freight, our focus. Read more: https://t.co/bUrLej9yfm pic.twitter.com/IYXSeknBPG

Patriot Rail on Aug. 27 revealed its new brand mark (see above). “[T]he curve of the ‘P’ symbolizes Patriot’s commitment to first mile/last mile connectivity for customers, while the steps resembling railroad ties represent steppingstones to the future, all unified through forward-leaning letters,” according to the company, which operates 31 short lines, three excursion railroads, and other rail services, including transloading, railcar storage, and real estate and logistics planning and assistance.

“Our rebrand is more than just a new look—it represents a pivotal moment in our ambitious growth strategy to reshape freight rail transportation,” Patriot Rail CEO Brandy Christian said. “We’re aligning our identity with our updated vision to redefine rail freight solutions—connecting communities and industries, delivering locally, and reaching nationally.”

Patriot Rail reported that it has been on a “steady growth path” since its 2022 acquisition of Pioneer Lines. “Over the past three years, Patriot has built upon its freight railroad core and expanded its rail services and excursion railway portfolio,” it said. “In 2023, Patriot Rail achieved a major milestone with the acquisition of HYDRA, a transloading and warehousing company, expanding its ability to deliver integrated logistics solutions alongside its rail operations.” Patriot also grew its freight network with the addition of Delta Southern Railroad in Louisiana and Merced County Central Valley Railroad in California, and its excursion portfolio with the assumption of ownership of New Hampshire’s Hobo Railroad and Winnipesaukee Scenic Railroad.

Since July 2024, under Christian’s leadership, the company said it “has evolved from being a ‘Partner in Growth’ to a ‘Growth Generator.’”

Last fall, Patriot Rail celebrated the opening of a loading dock at the Castle Commerce Center in Merced, Calif., which it said marked “a milestone in the growth and expansion of the Castle Rail District on the MCVR, as well as in the company’s transload services nationwide.” Additionally, the company in spring 2025 announced a new multi-commodity transload facility on the Canadian Pacific Kansas City network in Denton, Tex.; in July opened a new intermodal facility in Salt Lake City in partnership with BNSF and the Utah Inland Port Authority; and earlier this month opened the Gettysburg Excursion Railway.

“Rail has always been about moving forward—and so are we,” Christian summed up. “We’re improving how we operate, how we serve, and how we show up for our customers and communities. We’re ready for the next chapter—a stronger brand for a stronger future.”

On Aug. 20, U.S. Sens. Lisa Blunt Rochester (D-Del.) and Chris Coons (D-Del.) and U.S. Rep. Sarah McBride (D-Del.) toured DCR in Harrington, Del., according to the railroad, a subsidiary of Carload Express, and GoRail, a national non-profit grassroots organization. DCR operates 188 miles of rail line in Delaware, Maryland, and Virginia, and interchanges with Norfolk Southern, as well as Maryland & Delaware Railroad in several locations on the Delmarva Peninsula.

The event began with a briefing led by Mike Tetler, Executive Vice President and CIO of Carload Express. “Tetler highlighted the railroad’s service to agricultural producers and manufacturers, noting that DCR hauls about 30,000 carloads annually, a figure that has grown substantially as the railroad reinvests in its operations and future growth,” DCR and GoRail reported. “He also emphasized the impact of an $18.8 million federal CRISI grant, which is funding upgrades across DCR territory in Delaware and Maryland to improve safety, track conditions, and reliability for shippers.” The grant, awarded in 2020, is going toward upgrades of three movable rail bridges over navigable waterways in Middletown and Seaford, Del., and Pocomoke City, Md.; of 100 miles of track between Porter, Del., and Lecato, Va.; and of nine grade crossings in Delaware and Maryland.

Having one of your elected officials take time to visit your railroad is exciting, but three at the same time? What a treat!

It was great to see Delaware's Senator Lisa Blunt Rochester (@SenLBR), Senator @ChrisCoons and @Rep_McBride onsite at ASLRRA member Delmarva Central… pic.twitter.com/43V88bZKsf

“Our federal delegation was able to secure a major federal grant to help Delmarva Central Railroad make important upgrades and deliver more reliable service,” said Sen. Blunt Rochester, a member of the Senate Transportation Committee. “That’s a win for producers and supply chains here in Delaware and across the region. Every carload moved by rail means fewer trucks on our roads—less congestion for families and more sustainable transportation overall.” 

“Railroads like DCR are proud to be partners in safety and growth for the communities we serve,” said Tetler, who pointed out that Carload Express has reinvested nearly 60% of its revenue in recent years to expand service and modernize infrastructure. “Programs like CRISI, the Rail Crossing Elimination (RCE) Program, and Section 130 grade crossing safety funding provide critical resources that, paired with railroads’ own investments, help us continue reducing truck traffic, improving safety, and supporting local economies.”  

“As Congress shapes the next surface transportation legislation, rail’s story is clear: we need policies that strengthen the rail network through competitive grant programs like CRISI and RCE, promote safety and innovation by allowing the deployment of emerging technologies, and ensure fairness across modes so rail can continue moving efficiently and affordably,” GoRail Vice President Betsy Cantwell said. “When rail thrives, taxpayers, businesses, and communities all benefit.” 

• We Must Continue to ‘Meet the Moment’
• Carload Express Acquiring MDDE
• DCR Delivers to Seaford Transload Terminal

The post Small-Road Briefs: Patriot Rail, DCR appeared first on Railway Age.

Philadelphia has been able to boast many “firsts” in its history, including being the place where the United States was founded almost 250 years ago. Effective Aug. 24 and continuing on Sept. 2, the city will experience another “first”; one that will be catastrophic for the region and especially for transit riders who use the Southeastern Pennsylvania Transportation Authority (SEPTA) to get around. Severe cuts to the agency’s bus system have already been implemented, and rail service on all modes will be reduced to less than half of its current level immediately after Labor Day.

The problem for SEPTA is lack of money, and the cause of that lack of money is political. The agency is facing a $213 million deficit, and elected officials in Harrisburg have been unable (and some appear unwilling) to come up with the money to keep transit in the Keystone State going at anywhere near current levels. It is not only Philadelphia that will soon be devastated; so will transit in Pittsburgh and other places. Gov. Josh Shapiro, who comes from a suburb in SEPTA’s service area, is supportive of efforts to fund transit, but Republicans control the state’s Senate, and keep pushing for transportation funding to go to highways instead. A recent proposal to divert funds for capital projects at SEPTA to keep operations going encountered opposition, so the drastic service reductions at SEPTA have begun.

On July 17, SEPTA reported “Record-High Customer Satisfaction” in a press release. Then things began to change. On Aug. 6, the agency sounded the alarm about its newly precarious funding situation, saying: “New state transit funding must be secured by Aug. 14 in order for SEPTA to avoid implementation of a 20% service cut to close a recurring budget deficit. Otherwise, SEPTA must advance efforts to ensure staff, equipment and materials for customers are ready for reduced schedules starting on Aug. 24.” The funding did not come through, so the cuts were implemented. SEPTA summarized the cuts this way: “SEPTA has released schedules reflecting the service cuts and is urging customers to review all of their travel options. Overall, there would be a 20% cut to all services, including the elimination of 32 bus routes and significant reductions in trips on rail modes, and an end to all special service including the Sports Express.” The agency’s statement continued: “The Aug. 24 service cuts would be the first of several steps SEPTA will take this year to fill a $213 million budget deficit, absent a legislative solution. Additional measures will quickly follow, including a 21.5% fare increase on Sept. 1 and a complete hiring freeze later in that month. A second wave of service cuts on Jan. 1 will include the elimination of five Regional Rail Lines, a 9 p.m. curfew on all rail services, and the elimination of 18 additional bus routes to achieve an overall 45% reduction in service. Those are steps needed to balance this year’s budget without new funding. Additional cuts would follow in subsequent years.” SEPTA General Manager Scott Sauer was quoted as saying: “At that point, we will be left with no other choice but to begin dismantling the SEPTA system.” He added: “Tens of thousands of people or more will be left with no viable public transportation options.”

The bad news for now and 2026 can be found at https://wwww.septa.org/fundingcrisis/service-cuts/.

Service on all Metro lines (subway and other local rail modes), will be “reduced by up to 20%” (SEPTA’s phrase), except for the Norristown High-Speed Line (M), which will remain unchanged for the present. The lines losing service include the Market-Frankford (L) and Broad Street Subways (B1 and B2), including the Broad-Ridge Spur (B3), the Route 15 trolley (G, on Girard Avenue, which uses rebuilt PCC-II cars that date back to 1947), 101 Media (D1) and 102 Sharon Hill (D2) lines west of 69th Street Station, and Subway-Surface trolley routes 10 (T1), 34 (T2), 13 (T3), 11 (T4), and 36 (T5).

Effective at the start of next year, plans call for eliminating three rail lines completely: the Broad-Ridge Spur, and trolley Routes 10 and 15. There will be no rail service on the system after 9 p.m., although some bus routes will continue to run after that hour.

During the COVID-19 pandemic, regional rail service was reduced to hourly during the week and every two hours on weekends. It took years for those service levels to recover, but that recovery will soon be wiped out. New schedules call for service on every regional rail line to be reduced to hourly during peak-commuting hours on weekdays and every two hours at other times on weekdays and at all times on weekends. There are a few exceptions. The Airport Line will continue to operate hourly, although it had previously run every 30 minutes. There will be some half-hourly service during peak-commuting periods on the Lansdale/Doylestown, Manayunk/Norristown, Paoli/Thorndale, Media/Wawa, and Trenton lines. The Cynwyd Line, which runs very limited weekday service, will lose one-third of its trains, so service will become even more limited.

Service reductions planned for January 2026 will escalate from merely severe to catastrophic. There will be no service at all after 9 p.m., and not all places on the regional rail system have bus service that could substitute for lost rail service, even with the additional inconvenience. To make matters worse, five rail lines are slated to be eliminated entirely: the Paoli/Thorndale (the original “Main Line”), Trenton, Wilmington/Newark, Chestnut Hill West, and Cynwyd Lines. Those lines run, all or in part, on Amtrak-owned railroad. While drastic, those particular reductions appear to constitute a cost-cutting measure, because SEPTA pays Amtrak rent for the use of those tracks.

The Chestnut Hill West Line is short and the Cynwyd Line runs a limited schedule, so bus service and the Chestnut Hill East Line could still provide transportation. The other three lines are among the busiest in the system, and not all stations will have bus service that can substitute for the trains that have run for so many years but will all be discontinued.

The effects will spread beyond the mere loss of local trains on those lines, even though that loss will be disastrous for thousands of riders on those lines—especially non-motorists. With the end of SEPTA’s participation on the Paoli/Thorndale Line, Amtrak will lose the money that SEPTA now pays for trackage fees, so the continued viability of the Keystone Corridor between Philadelphia and Harrisburg could be called into question. Additionally, SEPTA had created an operational balance between lines on the historic Pennsylvania Railroad system and the historic Reading system in the 1970s and early 80s by building the Center City Connector tunnel that linked the systems and allowed through-running that brought trains into Center City on one system and out on the other. Under the plan proposed for next year, the Wawa/Media and Airport Lines will be the only components of the old PRR system that will still operate, although trains on the historic Reading system will still run because Amtrak does not own any of it. What effect those cuts will have on service patterns remains to be seen.

Additionally, starting next month, fares for the vastly reduced remaining service are going up 20% or slightly more. The base fare will increase from $2.50 to $2.90 for a single ride, and multi-ride fares on all modes will rise proportionately. Philadelphians and visitors will pay significantly more for far less service than had been available at lower fares.

SEPTA’s website says: “This isn’t just about transit. It’s about our economy. Speak out.” Commentators, transit managers, and rider-advocates alike have raised that particular concern. If cuts of this magnitude are implemented and continue for the long-term, motorists will be inconvenienced and non-motorists will lose much of the mobility that they had until now. Even the COVID-19 service reductions were not this severe, because everybody anticipated that they would be temporary (even though it was a “long temporary” at SEPTA), and they were. Also, no lines were eliminated completely during the pandemic. Plans now call for five regional rail lines, two trolley lines, and one subway line to be discontinued entirely in January, if SEPTA does not get the money to keep it going. Looking at the Harrisburg scene today, the prognosis appears grim. Elected officials still have four months to prevent the severe harm that befall Philadelphia and its transit riders at the start of the year. That’s not impossible, but it appears unlikely from here. Even saving those lines and preventing the 9 p.m. curfew for non-motorists and for motorists who choose to take SEPTA might not be enough to reverse the severe cuts that are about to be implemented or have already gone into effect.

SEPTA is not alone. What happens in Harrisburg will also bring severe cuts to Pittsburgh’s transit, along with the many bus systems that operate in the state. As we reported extensively during summer 2024, transit in many other cities is facing similar catastrophic service reductions. They include Chicago; San Francisco; Washington, D.C.; and many others. The COVID-19 relief money that the feds approved during the pandemic is running out, and revenue has not increased to fill the gap. The new lack of money is causing a new lack of service, and it is difficult to see a solution that will keep transit going at current levels in and near many cities. New York and New Jersey, as examples, have raised business fees to help keep transit going, but they will only last for a few years and must be renewed.

Philadelphia is now experiencing a new “first” in the severity of apparently permanent reductions in transit service; a “first” that does not generate civic pride, but fear for the city’s mobility and its future. While we can all hope that a catastrophe can be averted, it might be time to take some “farewell rides.”

• SEPTA Beginning 20% Service Cuts Aug. 24
• SEPTA Releases Reduced-Service Schedules
• SEPTA FY26 Budget Includes Service Cuts, Fare Hikes
• Second of a Series: Philadelphia Leads the Way
• 2025 Passenger Rail Outlook: ‘Murphy Was an Optimist!’
• Fifth of a Series: SEPTA Hopes for Good News

Join Railway Age and RT&S at Light Rail 2025, our annual conference on light rail transit, to be held Oct. 1-2 in Pittsburgh. Click here to learn more about this event, which has been specially developed for transportation professionals in planning, operations, civil engineering, signaling and vehicle engineering. Among the speakers: Andy Lukaszewicz, Deputy Chief Officer Rail Ops, PRT.

The post SEPTA: Drastic Service Cuts Begin, Deeper Cuts Planned for 2026 appeared first on Railway Age.

North American rail volume on nine reporting U.S., Canadian, and Mexican railroads came in at 22,988,498 carloads and intermodal units for the 34-week period ending Aug. 23, 2025, the AAR reported Aug. 27. Cumulative volume in the U.S. was 16,699,108 carloads and intermodal containers and trailers, up 3.5% from the same point last year; in Canada, 5,499,570 carloads and intermodal units, up 2.2%; and in Mexico, 789,820 carloads and intermodal units, down 8.4%.

Results were similar through the first 33 weeks of 2025 (ending Aug. 16, 2025).

For the week ending Aug. 23, 2025, U.S. Class I railroads carried 512,333 carloads and intermodal units, down 0.8% from the same point last year, according to the AAR. That comprised 229,783 carloads, up 0.6% from 2024, and 282,550 containers and trailers, down 1.9% from 2024.

Four of the 10 carload commodity groups posted an increase compared with the same week in 2024. They included grain, up 1,723 carloads, to 20,389; motor vehicles and parts, up 1,001 carloads, to 17,681; and farm products excluding grain, and food, up 640 carloads, to 16,140. Commodity groups that posted declines included petroleum and petroleum products, down 1,068 carloads, to 9,769; coal, down 370 carloads, to 62,043; and miscellaneous carloads, down 249 carloads, to 9,100.

For the first 34 weeks of this year, U.S. railroads reported cumulative volume of 7,514,403 carloads, up 2.6% from the same point in 2024; and 9,184,705 intermodal units, up 4.2% from 2024.

North American rail volume for the week ending Aug. 23, 2025, on nine reporting U.S., Canadian and Mexican railroads totaled 322,359 carloads, up 5.3% compared with the same week last year, and 370,239 intermodal units, up 5.9% compared with last year. Total combined weekly rail traffic in North America came in at 692,598 carloads and intermodal units, rising 5.6%.

Canadian railroads reported 80,067 carloads for the week ending Aug. 23, 2025, a gain of 23.8%, and 73,564 intermodal units, a gain of 47.7% over the same week last year.

For the week ending Aug. 23, 2025, Mexican railroads reported 12,509 carloads, dipping 3.6% from the same week last year, and 14,125 intermodal units, increasing 18.6%.

The post AAR: North American Rail Volume Up Through Week 34 appeared first on Railway Age.

Green Eagle Railroad’s (GER) proposal to construct and operate an approximately 1.335-mile rail line in Maverick County, Tex., “is not needed to meet existing or future demand for transportation, would be less efficient and more costly than existing rail services, would harm existing rail services provided by Union Pacific [UP] and BNSF, and does not appear to be financially viable,” UP told the Surface Transportation Board (STB) in an Aug. 25 filing commenting on the transportation merits of GER’s petition for exemption (download below).

The STB should “deny” the petition seeking an exemption under 49 U.S.C. § 10502 from the prior approval requirements of 49 U.S.C. § 10901 for the line’s construction, according to UP, and “require GER to submit an application for construction authority if GER decides to try to move forward with its proposal.”

“GER is proposing to insert a new carrier in the middle of the current, direct connection between Union Pacific … and BNSF …, on the one hand, and Ferrocarril Mexicano, S.A. de C.V. (Ferromex), on the other hand, at the United States-Mexico border in Eagle Pass, Texes,” UP reported in its STB filing. “GER’s proposal to construct and operate the Line is inconsistent with the public convenience and necessity.”

The Eagle Pass Gateway, UP told the STB, “is the second busiest railroad crossing between the United States and Mexico, but existing capacity is sufficient to accommodate current demand for rail transportation, and capacity can be expanded if necessary to meet future demand.” UP said it is “actively planning operational improvements and capital investments to support improved fluidity and growth of traffic.”

UP and BNSF move about 19 trains per day to and from the Gateway using a UP-owned line over which BNSF has trackage rights, according to UP, and at the border, both railroads interchange traffic directly with Ferromex. UP said that it supports its cross-border operations from Clark’s Park Yard, which is approximately 4.2 miles north of the border. BNSF, it noted, supports cross-border operations from Ryan’s Ruin Yard, which is on UP’s line approximately 14 miles north of the border. Ferromex supports its cross-border operations from Rio Escondido Yard, which is approximately 9.9 miles south of the border. “Trains cross the border using the Eagle Pass-Piedras Negras International Railway Bridge, which is owned and operated by Union Pacific on the U.S. side of the border and owned by the Mexican federal government and operated by Ferromex on the Mexican side of the border,” UP said. “Later this year, Union Pacific and Ferromex expect to shift cross-border crew changes from the bridge to Clark’s Park Yard, reducing the amount of time trains are stopped on the bridge, which will improve security, service, and capacity.”

According to UP, GER’s proposed line would create “a second, duplicative route” connecting UP and BNSF with Ferromex. “As shown below in Figure 2, the Line would extend 1.335 miles between milepost 31 on Union Pacific’s Eagle Pass Subdivision south of Clark’s Park Yard and a new bridge crossing the Rio Grande, then connect with a new 17.8-mile line to Ferromex’s Rio Escondido Yard,” UP said. “The Line would reduce Union Pacific’s and BNSF’s current route to the border by 2.9 miles, but GER’s route in Mexico would be 7.9 miles longer than Ferromex’s current route from the border to Rio Escondido Yard, creating a longer route overall between Clark’s Park Yard and Rio Escondido Yard.”

Additionally, UP said, GER’s proposed line “would not increase rail competition for cross-border traffic.” GER would have to interchange all its cross-border traffic with either UP or BNSF, it noted. “GER’s proposed Line thus would increase the number of carriers required to complete cross-border movements, and thus the complexity and cost of such movements, but would not increase the number of independent routing options available to shippers,” UP explained.

GER also “does not appear to have a viable plan for operating its proposed Line without harming existing service offered by Union Pacific and BNSF,” UP pointed out. “GER’s petition does not address the practical issues that would arise from moving cross-border trains averaging 9,300 feet in length while constructing only 1.335 miles (i.e., approximately 7,050 feet) of new track between the border and its connection with Union Pacific’s Eagle Pass Subdivision. The difference between train length and track length means GER is not planning to construct sufficient facilities to receive southbound trains in interchange from Union Pacific or BNSF: the rear end of a 9,300-foot train would block Union Pacific’s main line all the way past the switch between the main line and the lead track at the south end of Clark’s Park Yard. For northbound trains, GER is not planning to construct sufficient facilities to conduct FRA- [Federal Railroad Administration] mandated safety inspections or the customs and agricultural inspections conducted by CBP [U.S. Customs and Border Protection]. The difference between GER’s proposed train length and track length would cause operating issues even if Union Pacific interchanged southbound trains with GER in Clark’s Park Yard and GER’s northbound train received FRA and CBP inspections in the yard. GER train arrivals and departures would disrupt the flow of other traffic in and through the yard.”

UP told the STB that “GER’s harmful impacts on operational efficiency and customer service would increase if GER were to handle some but not all cross-border traffic at Eagle Pass.” For example, it said, if a UP train was “moving northbound to Clark’s Park Yard when a GER train was entering or leaving the yard, the Union Pacific train would have to stop and wait for the GER train to clear the switch between Union Pacific’s main line and lead track, delaying Union Pacific’s train.” In another example, UP said switching activity at Clark’s Park Yard would increase at the same time GER’s presence would prevent UP from clearing space in the yard. “Specifically, if northbound traffic were divided between Ferromex-Union Pacific and Ferromex-GER-Union Pacific routings, Union Pacific would need to perform classification and blocking on twice as many trains,” UP said. “Union Pacific also might need to hold cars for a longer period to build efficient blocks, which would consume still more yard capacity. The added work and congestion would raise transportation costs and reduce service quality.”

Finally, UP said, GER’s proposed line “does not appear to be economically viable.” GER explained in its petition that its plan “is to enter into agreements with Union Pacific and BNSF for those carriers to shift their cross-border traffic to the Line,” UP said. “However, Union Pacific has no intent to discontinue using its border crossing at Eagle Pass. GER appears to have no plan for making the Line economically viable if Union Pacific and BNSF do not voluntarily agree to route their customers’ traffic over GER. In fact, GER has acknowledged that if it ‘is unable to attract all cross-border rail traffic . . . GER would be unable to construct and/or operate the proposed line.’ And even if Union Pacific and BNSF were to voluntarily reroute their traffic over GER, there is no evidence that GER would earn sufficient revenue from shuttling trains between the U.S. and Mexico to make its Line economically viable.”

Construction of a new railroad line requires prior STB authorization, “either through issuance of a certificate under 49 U.S.C. § 10901 or, as requested by GER, through an exemption under 49 U.S.C. § 10502 from the application requirements of § 10901,” UP summed up. “Section 10502 directs the Board to exempt construction proposals from the requirements of § 10901 when it finds that: (1) regulation is not necessary to carry out the rail transportation policy of § 10101, and (2) either (a) the transaction is of limited scope or (b) application of the statutory provision is not needed to protect shippers from the abuse of market power … In considering a construction application under § 10901, the Board ‘shall’ grant the application ‘unless the Board finds that such activities are inconsistent with the public convenience and necessity’ … In reviewing construction applications, the Board examines ‘whether (1) the applicant is financially fit to undertake the construction and provide service; (2) there is a public demand or need for the proposed service; and (3) the construction project is in the public interest and will not unduly harm existing service’ … Based on the record here, the Board cannot find that regulation is not necessary to carry out the rail transportation policy of § 10101. Accordingly, the Board should require GER to submit a full application under § 10901.”

• STB Issues EIS for Proposed Maverick County, Tex., Line

The post UP to STB: Deny GER’s Petition for Proposed Maverick County, Tex., Line appeared first on Railway Age.

After more than 20,000 votes from customers throughout the region, WMATA has announced that the public has selected Option 3 as the updated livery design for the agency’s incoming rail fleet.

“While the exterior design of the new 8000-series fleet pays homage to Metro’s past, the interior is all about the future,” said Metro General Manager and CEO Randy Clarke. “This new rail fleet will improve the customer experience in every way. We thank our loyal customers for their input on the future of Metro.”

The 8000-series Hitachi Rail cars feature wider aisles, increased digital signage, and dynamic wayfinding, among other upgrades.

“Our region deserves a modern rail system, and the new 8000 series fleet will be instrumental in providing the safe, frequent, and reliable service our customers expect,” said Metro Board of Directors Chair Valerie Santos. “We also commend Metro staff for identifying $21 million in cost savings on this project- funds that will now be reinvested directly into the capital program to benefit our customers.”

Customers can expect to see pilot cars with the new rolling through stations in late 2027. The updated rail fleet look “represents another step toward delivering a more seamless experience for our customers,” WMATA noted.

Newly released data shows crime has dropped substantially on BART through the first seven months of this year. The number of violent crimes reported on BART declined from 203 for the first seven months of 2024 to 130 incidents this year. Property crimes also fell from 1,091 for the first seven months of 2024 to 547 this year. All the latest crime numbers can be found in the July Chief’s Report (download below).

The decrease in crime, the agency says, comes as BART PD has remained focused on maintaining a highly visible safety presence in the system. At the same time BART has accelerated the installation of Next Generation Fare Gates. Now 48 of BART’s 50 stations have new high-tech gates, which are proving to be a strong deterrent against fare evasion and other unwanted behavior, the agency noted. BART says it is well on track to meet its goal to have Next Generation Fare Gates at all stations by the end of this year. “Maintaining a visible safety presence and installing new gates are both key components of BART’s Safe and Clean Plan to put the everyday concerns of riders first,” the agency said.

Other highlights from the Chief’s Report:

• Robberies plummeted from 126 for the first seven months of 2024 to 37 this year.
• Only one cellphone robbery was reported for the entire system in July. That follows zero cellphone robberies in June.
• Auto burglaries fell from 449 last year to 162 in 2025.

BART PD’s highly visible safety presence is making it possible for officers to get to incidents more quickly. The average emergency response time for July was four minutes, 21 seconds. “That’s well below BART PD’s goal of five minutes and one of the fastest response times for any law enforcement agency in the Bay Area,” the agency said.

The City of Honolulu’s DTS recently announced the official integration of its newly redesigned “Transit App,” which, the city says, “aims to make the commute easier for people who rely on public transportation,” according to a KHON2 report.

According to the report, “riders of TheBus and Skyline can track in real time, plan trips with transfers between TheBus, rail, and Biki, and service alerts.”

As part of the partnership with DTS, Honolulu riders will also receive free access to “Transit Royale”, the app’s premium subscription service, which the city says, “unlocks advanced customization tools and features, such as personalized themes, access to complete schedules and real-time info and leaderboards and achievements,” according to the KHON2 report.

“As we expand mobility across Oʻahu with new Skyline and bus routes, we’re committed to giving riders the best tools to move with confidence,” said DTS Director Roger Morton. “The Transit app brings a user-friendly, reliable experience to the palm of your hand, making wayfinding easier, and getting you where you need to be, on-time. Transit Royale will allow our riders access to the best version of the app at no cost to them.”

Following the major redesign, the app, which is available for free on iOS and Android devices, now includes ETA Cards, a refined typeface and a new neon dark mode, according to the report.

“This redesign is more than an aesthetic update,” said Sam Vermette, CEO of Transit App. “It makes Transit easier to use, more informative, and more fun. Our work wouldn’t be possible without our agency partners. We’re proud to be working hand-in-hand with DTS to unlock the best app experience for their riders.”

The post Transit Briefs: WMATA, BART, City of Honolulu DTS appeared first on Railway Age.

SLSI on Aug. 27 announced the promotion of Julia Leone, PhD, to Assistant Director, Research and Organizational Development “recognizing her significant contributions to SLSI’s programs.”

In her newly expanded role, Dr. Leone will lead efforts to continually improve delivery processes and outcomes for all of SLSI’s programs in addition to leading the non-profit corporation’s research efforts.

Her work in developing a systematic approach to evaluating outcomes of completed Safety Culture Assessments (SCAs) “has not only ensured the fidelity of the SCA process but has led to insights that have driven new programs offered by the SLSI,” the corporation said. Research outcomes have also led to adjustments in processes and deliverables to continually improve the efficacy of SCAs for railroads.

“Our program expansion has come as a direct result of research led by Julia Leone. Improvements to processes leading to improved training outcomes have also been identified and implemented through her analysis and in-person observations,” said Tom Murta, Executive Director, Short Line Safety Institute. “Julia will continue to assist the SLSI in identifying and developing the next generation of programs, while ensuring that current programs deliver on their objectives, and support our mission to continuously increase Safety Culture on railroads across the country.”

In her tenure at SLSI, Dr. Leone has presented research to a variety of industry groups including the Transportation Research Board (TRB) and has been a featured speaker at industry rail events.

“In my five years of service at SLSI, I’ve seen rapid growth in programs as a result of SCA fidelity studies and analysis of participant feedback from all of our offerings,” said Dr. Leone. “It’s been an honor to assist railroads in their quest to continuously improve safety culture. I’m particularly looking forward to fully implementing follow up coaching calls with SCA participants to track progress against identified gaps.”

Dr. Leone holds a PhD in Industrial and Organizational Psychology, an MS in Industrial and Organizational Psychology, and an MPhil in Psychology from the Graduate Center, CUNY, N.Y., and a BA in Psychology from Honors College, University of Arizona, Tucson, Ariz., where she graduated Magna Cum Laude.

Read more about the SLSI’s Safety Culture Assessments here.

OmniTRAX on Aug. 27 announced that it has named Ryan Dreier as Executive Vice President of Sales and Economic Development. He joins the company following an extensive career at BNSF Railway, where he held multiple commercial leadership roles in both carload and intermodal freight shipping across the Class I network.

In this newly created role reporting directly to Chief Commercial Officer Ryan Higgins, Dreier, will lead the company’s customer and community-facing sales and economic development teams responsible for freight and transload activities across OmniTRAX’s 31 rail properties. He will also be tasked with the development of new rail-served facilities across the OmniTRAX rail network.

“OmniTRAX has grown more than 50% in the past five years, prompting an expanded sales structure that can scale with our continued growth and commitment to operational excellence,” said Higgins. “Dreier is a proven sales executive with the ideal blend of strategy and performance that aligns with our continued growth objectives.”

Most recently serving as BNSF Railway’s Vice President – Industrial Products Marketing, Dreier led all marketing and sales across a large and diverse portfolio of carload commodities including food products, building and construction materials, dimensional components, and chemical and petroleum products. He earned an MBA from Southern Methodist University’s Cox School of Business and a Bachelor of Science in Business Administration from the University of Kansas.

“OmniTRAX’s impressive growth has gotten the industry’s attention for its rapid growth, high-profile projects, and industry-leading safety. I’m excited to join such a dynamic team,” said Dreier.

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