Railway Age magazine

HNTB on Oct. 6 announced that John Augustine has joined the firm as Vice President and National Practice Consultant where he will advise clients on federal funding options.

With more than 27 years of service at the U.S. Department of Transportation (USDOT), including leadership roles in the Office of Infrastructure Deployment, the Intelligent Transportation Systems Joint Program Office and serving on the Northeast Corridor (NEC) Commission, Augustine brings “unparalleled expertise” in federal infrastructure funding, HNTB noted. Throughout his service at USDOT, Augustine oversaw high-impact discretionary grant programs, including the Infrastructure for Rebuilding America (INFRA), National Infrastructure Project Assistance (Mega), Better Utilizing Investments to Leverage Development (BUILD) and Safe Streets and Roads for All.

In his new role at HNTB, “Augustine will lead and continue to grow the firm’s grant support to clients by focusing on the most transformative infrastructure projects across the country. He will guide clients through the intricacies of federal grant programs, help develop competitive applications and manage grant administration.”

“John’s addition strengthens our ability to guide clients through the federal grant process,” said Jim Ray, HNTB Corporate President, Advisory. “His deep understanding of federal funding mechanisms and his strategic vision will be instrumental in helping clients move key infrastructure needs forward.”

Augustine’s addition, the company says, “underscores HNTB’s commitment to delivering innovative, client-focused solutions that drive success in delivering essential infrastructure needs.”

The SC Ports’ Board of Directors on Oct. 6 announced that Micah Mallace has been selected, in a unanimous vote, as the agency’s next President and CEO. Interim President and CEO Phil Padgett will resume his role as Chief Financial Officer.

Mallace assumes leadership of SC Ports after a long and distinguished career in the maritime and logistics industry, including a previous tenure with SC Ports from 2011-2022 where he served in various roles before being named Chief Commercial Officer. Mallace facilitated numerous commercial successes, including attracting Walmart to build a new import distribution center near the Port of Charleston.

“I am humbled by the opportunity to serve as the next President and CEO at SC Ports,” said Mallace. “The port team and South Carolina’s broader maritime community provide port service that is unmatched, and I know, together, we will further strengthen our competitiveness.”

The Board, along with state leaders, reaffirmed their confidence in the selection of Mallace to lead the Port.

“The impact of our Port reaches well beyond the borders of South Carolina,” said Board Chairman Bill Stern. “What we do and how we operate influence global trade and the worldwide economy. Micah Mallace understands that significance and responsibility. He has the vision, experience and nuts-and-bolts knowledge to navigate the many facets of today’s maritime industry. We are extremely fortunate to have secured him as our new President and CEO.”

“I can think of no better person to lead SC Ports and know he will bring the necessary vision to grow as a top ten U.S. container port,” added Padgett.

Mallace will deliver his first State of the Port address on Oct. 28, where he will provide industry updates and lay out his vision for the future of SC Ports.

Prior to his appointment as President and CEO, Mallace served as President of Harbor Logistics, a third-party logistics company specializing in port drayage, warehousing, and transload operations. He is a Charleston native and is married with three children.

The post People News: HNTB, SC Ports appeared first on Railway Age.

“As we make our system safer and more accessible, we are making transit not just an option but the preferred choice. Ridership is increasing, but more importantly, we are supporting quality of life and boosting regional economic vitality. We know that safety is integral to everything we do at the Massachusetts Bay Transportation Authority (MBTA),” wrote MBTA General Manager Phil Eng in his response to a statement issued last month by U.S. Transportation Secretary Sean Duffy, “threatening federal funding for the transportation system,” according to a WCVB report.

According to the report, Duffy’s statement “called for immediate action” from leaders in Boston and Chicago and criticized the fact that both cities “allow cashless bail, which allows deranged criminals to repeatedly terrorize public spaces.”

Duffy sent letters to Eng and his counterpart in Chicago, “demanding written reports within two weeks that identify actions that are being taken to deter crime, stop fare evasion and provide a clean environment aboard the transit systems,” according to the WCVB report. If the transportation agencies did not “take actions that enhance safety,” Duffy said they would “risk federal support.”

Eng responded Oct. 2 with a 12-page letter (download below) addressed to Duffy and released by the MBTA last Friday.

“Our commitment to safety is the foundation of everything we do, and the letter submitted to Secretary Duffy yesterday is a clear demonstration of how the MBTA, in working closely with the USDOT and the FTA, continues to deliver for our riders,” Eng said in a statement about the letter, according to the WCVB report. “Since 2023, we’ve addressed decades of deferred maintenance, rebuilt a depleted workforce, and invested hundreds of millions of dollars in infrastructure improvements and service upgrades. Our work is never done, but the results are clear: we are delivering a safer, more reliable system for our riders, and we will continue to challenge ourselves every day to get better.”

According to the report, Eng’s letter “presents numerous statistics about crime in the system, including that crime at South Station is down 16% for the year to date. It also summarizes efforts made to improve the condition of MBTA equipment and stations, with more than one page of detail about South Station.”

In response to the demand for information about funding, Eng’s letter includes more than two pages of details on how federal grants are being used.

“We sincerely appreciate your interest in and concern for public safety on the MBTA’s transit network. We strongly believe in continuous improvement and together in partnership with our colleagues in the federal government, we look forward to jointly progressing toward our common goals. The federal funding received to date has enabled us to advance vital projects that enhance the safety, accessibility, and reliability of our system, and we look forward to future funding opportunities,” Eng wrote in the conclusion of his letter.

The post Eng to Duffy: ‘Safety is Integral to Everything We Do at the MBTA’ appeared first on Railway Age.

The Napa-Platte rail line totals approximately 81 miles, extending from Napa Junction (milepost 0.0) to Platte (milepost 80.8). The Napa–Tyndall segment (milepost 0.0 to 20.9) was previously leased to Dakota Southern Railway Company, whose lease was terminated in July 2025. The Tyndall–Platte segment (milepost 20.9 to 80.8) is currently railbanked for potential future use.

Since acquiring key lines following the 1980 Milwaukee Road embargo, the State of South Dakota has worked to preserve essential rail service vital to the State’s economy, SDDOT said.

“Through strategic public ownership and private partnerships, most State-owned lines have been restored or returned to private operation. The Napa-Platte rail line represents one of the final segments under South Dakota ownership. In September 2025, the South Dakota State Railroad Board authorized the SDDOT to begin a competitive process for returning the Napa-Platte rail line to private operation,” stated Transportation Secretary Joel Jundt. “The State’s objective is to return the Napa-Platte rail line to private operation in a way that enhances freight opportunities, supports local industries, and promotes long-term economic growth.”

The SDDOT invites proposals for the following:

• Purchase proposals for the entire Napa-Platte rail line (milepost 0.0–80.8); and/or
• Lease proposals for the Napa–Tyndall segment (milepost 0.0–20.9).

 The IFP seeks proposals that will:

• “Support economic growth and development across South Dakota.
• “Sustain or expand freight rail service to communities and industries.
• “Encourage new rail customer creation and service improvements.
• “Ensure safety, resiliency, and compliance with federal rail regulations.
• “Where possible, return State-owned rail assets to private ownership for long-term operational success.”

 Key Dates and Deadlines:

• Monday, Oct. 6, 2025:  IFP is published on SDDOT website.
• Wednesday, Oct. 15, 2025:  Line tour schedule announced by addendum.
• Wednesday, Dec. 3, 2025, 10 a.m. CT:  Deadline for proposer questions via Q&A forum.
• Friday, Dec. 19, 2025, 10 a.m. CT:  Proposal submission deadline.
• Wednesday, Jan. 21, 2026: Railroad Board will review proposals in open session.

Following review of proposal submissions, the State Railroad Board may enter negotiations with a preferred proposer, according to SDDOT. Any final sale or lease will require approval by the South Dakota State Railroad Board and consent of the Governor. The full IFP, attachments, addenda, and question-and-answer forum are available on the SDDOT website at Bid Letting. The information is located in the section entitled, “Lettings Currently Advertised for Bids.”

All proposals must be submitted electronically through the South Dakota Electronic Bidding System (SDEBS) in pdf format. Questions regarding the electronic bidding process may be directed to Becky Hoffman, SDDOT Bid Letting Engineer at 605-773-8386 or via email at Becky.Hoffman@state.sd.us. All other inquiries must be submitted through the online Q&A forum linked on the SDDOT website.

The post SDDOT Issues IFP for Sale or Lease of Napa-Platte Rail Line appeared first on Railway Age.

“We’re excited to soon begin serving Manner Polymers’ solar-powered plastics manufacturing facility in Mt. Vernon, Illinois!” UP reported via social media on Oct. 6. “Together, we’re focused on delivering innovative solutions for our customers.”

McKinney, Tex.-based Manner Polymers is a manufacturer specializing in PVC compounds that serve a range of markets, including automotive, appliance, construction, telecommunications, industrial, medical, and agriculture. It invested $54 million in the new 80,000-square-foot plant in Southern Illinois.

“The facility is powered entirely by a 15-acre on-site solar field, one of the first of its kind in the region,” Manner Polylmers reported Oct. 6. “Once operational in fall 2025, it’s expected to increase production capacity by 100 million pounds, making a significant impact on the PVC sector while reducing environmental footprint.”

“This solar-powered facility allows us to produce high-quality products while minimizing our environmental impact—a win for our customers, our employees, and our planet,” Manner Polymers CEO Raj Bhargava said.

As part of an incentive package, the State of Illinois provided $2.5 million in infrastructure for a new rail spur, which provides direct access to Southern Illinois’ rail network, as well as the ability to easily move goods across the country. The area is served by Evansville Western Railway, which connects with UP, BNSF, Norfolk Southern, and CSX (see map below).

Over the summer, Gov. J.B. Pritzker attended a ribbon-cutting ceremony for the plant.

“We’re excited to welcome Arrow Transload to the BNSF Logistics Center North Houston at Cleveland, Texas!” the Class I railroad announced via social media on Oct. 6 (see map below). “Arrow received their first railcars, marking the official start of operations. With direct rail access and highway connectivity, they’re ready to help customers move more freight efficiently—connecting the Texas Triangle and beyond.”

The Cleveland, Tex., logistics center is one of six run by BNSF. Its centers are said to offer direct-rail service in multi-customer, multi-commodity business parks. “BNSF differs from private business parks by investing directly in the development of the facility to create sites in under-served, strategic, and primarily end-user markets,” according to the railroad. “When you choose to locate your facility at a BNSF Logistics Center, you’ll save nine months or more of development time with a fully-permitted, shovel-ready site with rail infrastructure-including mainline turnouts, industry common track and inner roads—already in place. These facilities are designed to serve both manifest mixed freight and unit train single commodity customers.”

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

With the Washington Commanders National Football League team slated to return to the site of its former Washington, D.C., home in 2030, questions remain how the District of Columbia will cover the cost of and complete on time an expansion of the Washington Metropolitan Area Transit Authority’s rapid transit system (Metro) to bring fans there, according to WUSA9, the CBS affiliate for Washington, D.C.

The Commanders, whose stadium is currently in Landover, Md., played at Robert F. Kennedy Memorial Stadium for 35 seasons, from 1961 to 1996. Located on East Capitol Street along the Anacostia River, it has been closed to the public since 2019; a new stadium complex is planned for the site.

The Council of the District of Columbia last month voted 11-2 on the “$3.7 billion project to redevelop the RFK Stadium site in Ward 7,” according to WUSA9. “The vote authorizes the use of $1.1 billion in taxpayer money to bring the football back to D.C.”

The project, the media outlet said, has “an ambitious transit goal: becoming the most public transportation-accessible NFL stadium.”

According to WUSA9, Charles Allen, DC Council member and Chair of the Council’s Transportation Committee, “is pushing hard to make Metro central to the gameday experience at the new stadium” with a goal “for more than 30,000 fans to arrive by rail on gamedays, a dramatic increase from current ridership levels.” Some 4,000-5,000 fans use Metro to get to the Landover stadium, and Seattle, “considered one of the most transit-friendly stadium locations in the NFL, only [has] about 9,000 fans arrive by train,” the media outlet reported.

“The idea is they’re going to take Metro and then they actually walk down this plaza right up to where the new stadium will be built,” WUSA9 quoted Allen as saying. This would require “a complete transformation of transit infrastructure” at the RFK site, according to the media outlet, which reported that Allen is calling for “a major overhaul of the existing Stadium-Armory Metro station [on the Blue Line; see map below] and potentially a second brand-new station on the opposite side of the RFK campus. He points to precedent from when the Washington Nationals first played at RFK Stadium.”

“We did it before when the Nationals first came to D.C.,” said Allen, according to WUSA9. “They played right here at RFK, and when that happened, we actually had tens of thousands that came by Metro to come to a Nats game.”

The rail expansion isn’t only “about accommodating football fans eight to ten days a year,” however, the media outlet reported. “The RFK redevelopment plan includes 6,000 to 8,000 new homes, which could bring 12,000 new residents to the area.” That part of the plan is slated to be finished by 2040.

According to WUSA9, “Allen said D.C. and the Washington Metropolitan Area Transit Authority are finalizing a memorandum of understanding to launch a $2 million study examining what improvements are needed and how much they will cost.” A rail station alone, according to early estimates, “could cost ‘in the ballpark of hundreds of millions of dollars,’ though Allen acknowledges the price tag remains uncertain.”

According to WUSA9, the DC Council, to fund the expansion, “has already dedicated $20 million per year for the next 30 years from stadium revenue specifically for transit improvements. Allen said those future dollars are ‘bondable,’ meaning the city can borrow against them to fund construction now.”

The media outlet reported that Allen “wants the planning study completed within six months so construction can begin with enough time to finish before the stadium’s 2030 opening.” He also “argues the investment is necessary regardless of cost, saying the alternative—building parking garages and relying on cars—would create unbearable traffic congestion for both gamedays and the thousands of future residents.”

“We cannot afford not to do it,” Allen said, according to WUSA9.

The post Report: DC Rail Extension Eyed for New Commanders Stadium Project appeared first on Railway Age.

This annual event offers a forum for Sales & Marketing to “provide market updates while building relationships through valuable in-person sessions with business stakeholders,” CPKC noted.

The agenda for the event, titled, “Growing Together: New Connections, New Markets,” included a welcome from Coby Bullard, Senior Vice President Sales & Marketing Merchandise, Energy and Business Development, and market updates from the ECP, Bulk and Intermodal teams. Additional presenters profiled and discussed CPKC’s Site Ready industrial development program, Mexico markets and nearshoring, as well as an economic update.

“This year’s record attendance at our Business Development and Transload Conference brought together more than 220 participants from 95 companies spanning Canada, the United States and Mexico, showcasing the unmatched reach and collaboration within our network,” said Bullard. “By uniting short lines, transload operators, ports and industry stakeholders, this forum sparks new ideas and investments that drive growth and deliver lasting value for partners and customers alike.”

At the marquee event of the conference, CPKC celebrated outstanding performance among transload and short lines with an awards ceremony hosted by Bullard and Mike Walczak, Vice President Service Design and Operations Technology. Awards for outstanding performance and investment and innovation were presented to the following companies:

2024 Outstanding Transload Performance Award, Canada

• CPKC Transload Scotford, Operated by Arrow Reload Systems, Inc.
   

2024 Outstanding Transload Performance Award, USA

• CPKC Transload Shoreham Yard, Operated by Stone Arch Commodities
   

2024 Outstanding Transload Performance Award, Mexico

• Sipsa Bajio Terminal
   

Driving Growth: Investment and Innovation on CPKC

• Sprague Operating Resources, LLC
   

2024 Outstanding Short Line Performance Award, Canada

• Essex Terminal Railway (ETR)
   

2024 Outstanding Short Line Performance Award, USA

• Fort Worth and Western Railway (FWWR)

“Transloads and short line collaborations make up an important part of the CPKC network and our end-to-end service offering,” the Class I wrote in an X post. “These transload facilities, first-mile/last-mile connections, coupled with our Room to Grow business development strategy, mean wider reach, better service choices, more capacity and new economic development opportunities. Last week, we gathered in Kansas City to recognize outstanding collaborations among our valued transload, short line and business development stakeholders, and to continue building the relationships that fuel growth. Congratulations to our honorees and thank you to the hundreds of stakeholders from across our network for making the ‘Growing Together: New Connections, New Markets’ conference such a success.”

Transloads and shortline collaborations make up an important part of the CPKC network and our end-to-end service offering. These transload facilities, first-mile/last-mile connections, coupled with our Room to Grow business development strategy, mean wider reach, better service… pic.twitter.com/rkbKBYkm1K

The post CPKC Honors Short Line, Transload Stakeholders at Annual Conference appeared first on Railway Age.

There’s a reason the phrase “to be railroaded” means to be coerced or forced into something against your will. The term emerged in the 1870s from how railroads were built—running straight through whatever stood in their way, with speed and disregard for obstacles. It was about unstoppable momentum in a single direction, regardless of the impact. SMART-TD even suggested the phrase came from “…when the rail companies stole land in order to lay down new track.”

Given our industry’s history and strong presence of military veterans finding meaningful work in rail, it’s not surprising that command-and-control leadership became deeply embedded in our culture. But here’s what I’ve learned after decades in this sector: The leadership style that got us here won’t keep us here.

After working with rail executives across North America, I’ve identified three leadership styles that dominate our industry. Two of them deliver short-term wins but long-term damage. One builds both rthe esults and relationships that last. The question is: Which one are you—especially during stressful times of uncertainty?

You know this leader. They get results—fast. When there’s a crisis, they make the call. When operations are falling behind, they crack the whip. Decisions are made and executed without question. The common phrase is, “I’m not here to be liked.”

The pros? Things get done. In the short term, this style can turn around failing operations, meet aggressive deadlines and push through resistance.

The cons? People suffer. Burnout becomes common as teams tackle multiple “top priorities” simultaneously, with the pace never slowing and the pressure never lifting. Abusive language and intimidation tactics may force compliance, but they destroy trust.

I‘ve watched a leader like this clear a backlog in three months—and lose half the best people in six. Results are achieved, but they’re not sustained. Relationships break. And when that leader leaves, the operation often collapses because it was built on fear, not ownership.

This style creates a dangerous ripple effect. When people operate from fear, they stop speaking up about safety concerns. They hide problems instead of solving them. They focus on looking busy rather than being productive. The very results this leader demands become harder to achieve because trust and psychological safety have been destroyed.

Here’s the truth: You can force people to work. You cannot force them to care.

This leader wants to be liked. They avoid conflict, make decisions by consensus, and look the other way when they know shortcuts are being made that could impact safety, quality, or productivity. You’ll hear them say, “They want us to…” instead of “I need you to…” It’s always someone else’s directive, never their own leadership.

It happens in the boardroom and on the ballast line. A dangerous version of this can happen in the field with potentially grave consequences:  An employee says, “Why don’t you go get your paperwork done—or grab a coffee—and I’ll take care of this.” The implication is clear: Shortcuts will be taken, yet the complicit leader walks away, choosing comfort over accountability.

It is also an employee working for weeks in blue hiking boots—not rail-approved footwear—without anyone correcting the behavior. The ones not speaking up exemplify how a permissive safety leader acts.

The pros?  It’s easy working for this boss. There’s no pressure, no confrontation, no hard conversations.

The cons?  High achievers tap out and look for opportunities to join high-performing teams. Results chronically suffer. And most critically, this leader creates unsafe working conditions through lack of accountability and ownership.

Relationships may appear intact, but they’re not productive or high performing.  And when something goes wrong—when someone gets hurt because a shortcut was taken—this leader realizes too late that being liked is not enough when keeping people safe.

What makes this style particularly insidious is that it masquerades as kindness. True kindness means caring enough about people to have the hard conversations that keep them safe and help them grow.  Permissiveness isn’t compassion. It is cowardice dressed up as concern.

Here’s the hard truth: When you avoid necessary conflict, you enable unnecessary risk.

To learn more about your style check out www.16personalities.com .  It’s free, multilingual and can help you identify if you have Hammer or People Pleasing tendencies. 

Our industry’s future depends on leaders who understand that you don’t have to choose between being strong and being respectful. You don’t have to choose between getting results and treating people right.

Pauline Lipkewich has been railroading since 2011, including leading the global group sales team at Rocky Mountaineer and growing revenues more than five times in less than four years.  She has also worked alongside Class I operators at CN, Kansas City Southern and Norfolk Southern, specifically targeting safety performance and operational effectiveness improvements. She runs KingdomBuilding Leadership, Inc., a boutique firm committed to helping individuals and organizations go further, faster by leveraging behaviors and culture as a key competitive advantage. Pauline’s love of leadership, heavy industry and unlocking the potential in people is the genesis in bringing The Rail Way to life. Her ability to build trust and performance with the individuals and organizations she works with has been demonstrated through the awards and recognition her teams and clients have received. Pauline has a Bachelor of Commerce and a Master of Arts (Leadership), both from the University of Guelph. If you have an idea for a future column for The Rail Way, contact Pauline directly at pauline.lipkewich@kingdombuildingleadership.com or +1.780.991.9993. The Rail Way, a division of KingdomBuilding Leadership, Inc., strives to be the preeminent voice on leadership, people, behaviors and culture for the transportation industry while transforming how the rail sector develops generational railroaders and creates value for all stakeholders. KingdomBuilding Leadership, Inc. specializes in organizational transformation by focusing on high performance leadership behaviors, people and culture. Leveraging three pillars of performance, clients witness rapid, profound and sustainable results—often taking them from industry laggard to industry leader—when implementing proven methods and strategies and utilizing tools.

Leadership is an important topic Women in Rail 2025, a must-attend industry event highlighting diverse experiences and practical strategies for moving the industry forward. Our two-day conference features dynamic panels, a celebratory awards luncheon, and the chance to network with a wide-reaching group of like-minded rail professionals.

The post Leading Through Uncertainty (Part 2 in a Series): What’s Your Style? appeared first on Railway Age.

Brad Cummings, Senior Vice President of Procurement and Contract Management at Austin Transit Partnership (ATP), has joined the agenda at Next-Gen Rail Systems, the communications, signaling and advanced technology conference presented by Railway Age, and formerly known as Next-Gen Train Control.

Brad’s presentation, “Beginning with the End in Mind: Utilizing the Procurement Process to Collaborate for Success,” will explore selecting the right procurement model and partnering with the supplier to build collaboration and trust. “This is sometimes taken for granted, or as an afterthought when it’s too late to have an impact,” he notes. “Working backwards from the end game allows the early stages of the project procurement process for collaboration from day one, and builds firm, considered and broad foundations with strong legal footing—a necessity for project success. Flipping the argument, failure to set the project on the right track from day one often leads to the agency, stakeholders, suppliers and customers frustrated by a project mired in poor relationships, legal disputes, delays and budgetary challenges, with all project KPIs (Key Performance Indicators) all heading the wrong way. You can just hear the ‘If only we had …’”

At ATP, Brad leads the commercial strategy for the Austin Light Rail project. With more than a decade of experience managing commercial aspects of major transportation initiatives across the country, he has played key roles in projects such as a new streetcar system and two light rail extensions in Arizona, an innovative autonomous vehicle and technology-driven progressive DBOM project in Florida, and a new commuter rail development in North Central Texas. He is now working on helping ATP design and build Austin’s first light rail system. Before transitioning to the public sector, Brad practiced law at a Phoenix-based firm, focusing on complex contract litigation. He holds a Bachelor of Science in Political Science from the University of Utah and a Juris Doctor from Arizona State University. Brad is a strong advocate for collaboration, believing it is essential to project success.

This year’s conference offers a bonus for attendees: A special tour hosted by PATH (Port Authority Trans-Hudson) spotlighting advanced technology the agency is developing and deploying on new railcars, fare collection systems and other customer interfaces. The tour, available on a first-come, first-served basis, occurs Oct. 29. Stay tuned for details.

“Next-Gen Rail Systems expands the focus of Next-Gen Train Control, the communications, signaling, and advanced technology conference presented by Railway Age since 1995,” saysEditor-in-Chief William C. Vantuono. “The new name reflects the evolving state of rail technology. Over the years, rapid technological developments such as AI (artificial intelligence), deep data analysis, machine learning, cybersecurity and telematics have transformed train control to become just one element of a complex, integrated platform. That’s why we’ve expanded the program to encompass the entire system. Sessions will examine how signaling and train control is constantly undergoing improvements and enhancements that deliver better safety, functionality, interoperability, versatility, and reliability, at lower life-cycle costs.

“Next-Gen Rail Systems is an essential gathering for all those involved in the growing rail systems market—whether your focus is transit, main line passenger, or freight. We are proud to present a rebranded, expanded event that features the same in-depth technical sessions and comprehensive project updates that attendees have come to expect. This conference, since its inception, has always been a ‘must attend’ event.”

In addition to Bard Cummins, among the leading experts in the NGRS lineup are keynote speaker Tom Prendergast, CEO of Gateway Development Commission; Kris Kolluri, President and CEO of New Jersey Transit; Mario Peloquin, President and CEO of VIA Rail Canada, Andy Byford, Senior Vice President and Senior Board of Directors Advisor, Penn Station New York; Dustin K. Lange, P.E., Senior Director of Engineering, Norfolk Southern, Mark Salsberg, Co-Principal of WDG Consulting; Michael Godfrey, Co-Principal and Chief Technology Officer, WGD Consulting; Matthew Kim, Assistant Vice President Enterprise Strategy, Canadian Pacific Kansas City; Wilson Milian, P.E., President and CEO of Milian Consultants, LLC; Pete Tomlin, Independent Consultant, Jonathan Kirby, Senior Director, NJT PTC, New Jersey Transit; Clarelle DeGraffe, General Manager, PATH; Steven Vant, Chief Signal Engineer, Conrail, Mike Palmer, Senior Project Manager, Parsons; Brian Yeager, Director Advanced Technology & Train Reliability, Norfolk Southern; Yousef Kimiagar, Vice President, Institution of Railway Signal Engineers; and Catherine Campbell-Wilson, Principal, StrategyFive.

Register now for Next-Gen Rail Systems, to be held Oct. 30-31, 2025, in Jersey City, N.J.

Railway Age conferences are known for providing valuable opportunities: networking with professionals from around the world; learning about innovative approaches to implementing advanced technologies; discovering new methods for procurement and contracting; providing input on standards development; becoming better-informed about ongoing and planned projects; and discovering what regulations are coming and how they could impact business.

Industry support for Next-Gen Rail Systems is strong, including sponsorships from: 4AI Systems, Alstom, CSA – Critical Systems Analysis, Druid Software, Hitachi Rail, HNTB, KB Signaling, Milian Consultants, LLC., Parsons, Piper, SATS, and Siemens Mobility. To inquire about sponsorship opportunities, contact Jonathan Chalon at jchalon@sbpub.com or (212) 620-7224.

The post NGRS Conference: ‘Beginning with the End in Mind’ appeared first on Railway Age.

The CSX team at Taft Yard in #Orlando, Florida, is celebrating an amazing milestone: six years injury-free! Through #teamwork, accountability, and innovative solutions, this "Taft Tough" crew proves that safety is everyone’s responsibility. Learn more: https://t.co/9aJ17ASP63… pic.twitter.com/qqrs9Bk8Su

CSX on Oct. 3 reported that its Taft Yard in Orlando has marked six years without a workplace injury. “For the tight-knit team of about 45 transportation and engineering professionals, this milestone is a badge of honor and a testament to the power of teamwork, accountability, and a safety-first culture,” according to the railroad.

“It truly feels like we’re all on the same team pulling towards the same goal—providing reliable, on-time service for customers, while keeping all of our people safe,” said Manager of Train Operations Will England. CSX noted that England credits the “ONE CSX mindset for bridging gaps between management and crews, fostering open communication and shared responsibility.” (Earlier this year, 2025 Railway Age Railroader of the Year and former CSX CEO Joe Hinrichs told Editor-in-Chief William C. Vantuono that the railroad was establishing ONE CSX. “I’ve always said, the magic happens when people work together in teams to do great things,” Hinrichs said. “We’re trying to form this great team called ONE CSX to serve our customers better, improve safety, improve efficiency, bring about value for our shareholders, but it starts with the employees. Without them, we don’t achieve what we want to accomplish.”)

Safety at Taft Yard “is built on strong foundations: daily job briefings, adherence to safety rules, and innovative solutions like a recent camera project that allows conductors to monitor shove moves more safely,” according to CSX. These measures, it said, “combined with a workplace culture that values every individual’s well-being, ensure everyone goes home the same way they arrive.”

Superintendent Tony Ferrera emphasized that “you are not alone” at Taft Yard. According to CSX, “[e]mployees are encouraged to speak up, ask questions, and support one another,” and the leadership team, including local chairmen and past superintendents, “has carved a path of success by caring deeply about their people and celebrating every milestone as a collective victory.”

• CSX Celebrates Reopening of Blue Ridge Subdivision
• ‘Injustice in Jacksonville’
• CSX Reopens Howard Street Tunnel

“Kudos to our Vancouver Intermodal and Maintenance teams (not all pictured [above]) for this custom platform for electric shunt trucks,” CN shared via social media on Oct. 3. “Our EV needed a unique solution to keep operators safe moving between truck and railcar. The new platform features ergonomic design and trip-hazard prevention. Proud to showcase what railroader creativity and teamwork can do in the name of safety!”

• CN Releases 2025-26 Winter Plan
• CN’s Transcona Shops Mechanical Team Achieves Safety Milestone
• CN, CSX to Launch Nashville Intermodal Rail Service
• CN Expands Firefighting Fleet

BNSF on Oct. 3 reported deploying its first solar- and wind-powered weather station in Haslet, Tex. “The station runs without commercial power and supports real-time weather monitoring across the rail network,” the railroad announced via social media. “It records wind speed, temperature, humidity, and other key metrics, helping dispatchers respond to changing conditions. Thank you to all the teams involved in deploying this innovative weather station!”

Meanwhile, the Class I railroad recently welcomed the launch of a soybean processing plant in South Dakota, and marked a milestone at the Havelock Wheel Plant in Nebraska.

• BNSF Intermodal: We’re Going Where Markets Are Growing
• BNSF’s Intermodal Container ‘Matchmaking’ Program a Win-Win-Win
• We’ve Got This: BNSF Ready to Support Agricultural Producers for Successful Harvest

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

Though Union Pacific and Norfolk Southern have yet to file their formal merger application with the Surface Transportation Board, kicking off a process expected to take up to 18 months, the other four Class I railroads are getting a head start exercising their vocal cords in opposition. BNSF has produced one of the strongest public responses we’ve seen thus far.

Following Warren Buffett’s pronouncement that Berkshire Hathaway, parent company of BNSF Railway, is not interested in merging with CSX (a development that contributed to CSX President and CEO Joe Hinrich’s firing), BNSF Executive Vice President and Chief Marketing Officer Tom G. Williams fired off a Sept. 29 Customer Notification urging shippers to oppose UP+NS and “tell the STB to say no to unchecked market power and the loss of competitive options that you’ll never get back.” Williams’ letter provides customers a detailed “step-by-step” guide, “Preserve Rail Competition,” on how the merger process works, and how to file comments with the STB and/or raise concerns “confidentially” with the U.S. Department of Justice, among other measures. As well, “if you would prefer not to file the letter yourself, we can file it for you,” BNSF said, proving an email link, MessageUs@BNSF.com.

Williams outlined several points in his letter:

• “Impacts to your industry and facilities: Whether through reduced routing options, increased rates, or stranded investments due to service changes—your supply chain will be impacted.
• “Concerns about service disruptions: Integration challenges have historically caused ripple effects across the national network, even for customers not directly served by the merging railroads. When UP was challenged during the supply chain crisis, they issued more than 1,000 embargoes, causing competitive and financial harm to many customers and invited STB intervention.
• “UP’s cost-cutting model: Past reductions in headcount and elimination of key service offerings, such as unit trains for bulk commodities, have had significant impacts—particularly for agricultural and coal shippers.
• “Skepticism about growth claims: UP has stated it will fund the merger through 10% volume growth, yet its last merger resulted in volume declines and increased pricing.
• “Traditional remedies not sufficient to overcome competitive harms: UP leadership has publicly stated they will not offer competitive fixes, nor have they consistently honored prior merger commitments, often requiring litigation and STB intervention.”

A strongly worded position paper (download below) was attached to the letter. Among its points:

• “No customer is asking for a UP-NS merger to happen. It’s driven by Wall Street on the promise of a big shareholder payout. BNSF does not believe a merger is necessary at this time, when we can deliver immediate benefits to our customers while preserving competition.
• “A UP-NS merger would have 45% of total U.S. tonnage. For context, the recent CP and KCS merger resulted in control of 5% of the U.S. market.
• “Captive shippers will cover the $85 billion price of the merger, despite UP claims that it will be paid for through 10% growth in three years.”
• “300 intermodal lanes [will be] eliminated if [the] merger is approved. After the [most recent] major round of mergers [in the late 1990s], 90 intermodal facilities closed, resulting in several hundred fewer intermodal lane options and communities permanently losing their intermodal access.”

“BNSF is not looking to create a national duopoly,” the position paper noted. “BNSF doesn’t believe the appropriate competitive response is for BNSF to acquire CSX at this time. We should not be viewed as the fix to correct the competitive imbalance that UP [and] NS are trying to create. Wall Street and UP would like to force BNSF into a competing merger that creates a coast-to-coast duopoly controlling [more than] 90% of our nation’s rail traffic.”

The operative words are “at this time.” It’s widely understood that if the UP+NS transaction is approved, BNSF will be forced into a position to do something—and CSX will be a willing partner under newly-minted President and CEO Steve Angel. Joe Hinrichs was let go primarily for one reason: He opposed immediately pursuing a combination with either BNSF or CPKC—both of which said, “not interested.” Activist investor Ancora, whose CSX holdings are miniscule, has been the public voice calling for CSX to seek a merger partner, attacking Hinrichs and calling for his ouster. The actual hedge funds that pressured CSX’s Board, Sachem Head Capital Management and Elliott Management, prefer to remain quiet, according to my source.

Most railroaders know very little about Angel, 70, beyond that he is highly skilled at merging large companies and worked for General Electric’s locomotive business unit many years ago. According to CSX’s Sept. 26, 2025 SEC 8-K filing, Angel, when CEO of industrial gases company Linde AG from 2018 to 2022, “oversaw the successful integration of Linde AG and Praxair, Inc., which created the world’s largest industrial gases and engineering company.” Prior to its merger with Linde, Angel served as Praxair Chairman, President and CEO from 2007 to 2018, “helping guide Praxair through significant transformation while identifying and pursuing strategic growth initiatives.”

Though not specifically mentioned in the 8-K, Angel’s CSX compensation package is directly tied to his successfully executing a merger with another Class I to form a U.S. transcontinental, provided the UP+NS marriage is approved. Presumably, CSX’s partner will be BNSF.

“In connection with his appointment as CEO and President, [CSX Corporation] and Mr. Angel have entered into an employment letter, dated Sept. 26, 2025 … under which Mr. Angel will receive an initial annual base salary of $1.5 million and will have an initial annual target bonus opportunity under the Company’s Management Incentive Compensation Plan of 175% of base salary,” CSX’s 8-K said. “In addition, Mr. Angel will receive a Sign-On Equity Award under the Company’s 2019 Stock and Incentive Award Plan having a grant date target value of $10 million comprised (i) 50% of performance share units that will be eligible to be earned based on the achievement of performance criteria applicable to the Company’s 2025-2027 long-term incentive program, and any units that are earned will vest and become payable on the third anniversary of his employment start date, and (ii) 50% of stock options that will cliff vest on the third anniversary of Mr. Angel’s start date and will have an exercise price equal to the closing price per share of CSX common stock on the grant date and a seven-year term. Beginning in 2026, Mr. Angel will be eligible to receive an annual Long Term Incentive Award under the Company’s long-term incentive plans on a substantially similar basis as other similarly situated executives of the Company, with the initial grant to be made in 2026 having a grant date target value of $13.5 million. The Company will also provide Mr. Angel with corporate housing in Jacksonville, Fla., will reimburse Mr. Angel for up to $100,000 in non-refundable expenses incurred by him for personal trips cancelled in 2025, and will provide up to $200,000 per year for his personal use of the corporate aircraft.”

Not a bad deal, eh? But if it were me, I’d prefer the CSX executive train. Much nicer than a tin can with wings, right?

The post BNSF: UP+NS ‘Costly, Unnecessary, Anti-Competitive, Bad for U.S. Economy’ appeared first on Railway Age.

Charlotte, N.C., leadership on Oct. 3 announced new security measures designed to enhance safety throughout CATS, focusing on increased accessibility for the agency’s contracted security officers by using new security tools.

Through expanded staff safety training, Professional Security Services (PSS) officers will utilize bike and utility terrain vehicle (UTV) patrols along the Blue Line.

“Safety is the foundation of everything we do as a city,” Mayor Vi Lyles said. “By working together across departments and with our community, we are committed to implementing these new measures to ensure Charlotte remains a safe and thriving place for all.”

This, the agency says, “is a significant step to bolster security as CATS continues to increase security in high-traffic areas and on transit vehicles. PSS officers will continue to coordinate with CMPD and other city departments to ensure the safety of all passengers and employees.”

“The addition of bike and UTV patrols is a critical step in our mission to increase safety and reliability in our transit system,” said CATS Interim CEO Brent Cagle. “We believe these patrols will not only increase visibility but also foster a greater sense of security for our riders.”

The use of UTVs and bike patrols, CATS says, “expands coverage, enhances fare evasion checks, improves response times in emergencies and increases visible security presence systemwide.” Over the last month, PSS officers completed specialized training in preparation for the rollout.

Transit customers can continue to support safety efforts through the “See Something, Say Something” initiative. Security officers are available at any time. Riders can also use the blue light emergency call buttons along the Blue Line.

The CATS-Pass app provides a direct connection to the safety and security team. To do so, tap the “Report a Problem to CATS” button on the main screen.

More information is available here.

Skyline stations may start lending library books via vending machines “in an attempt to both boost the appeal of the Honolulu rail system and make library books more accessible as limiting staffing shortens branch hours,” according to a Honolulu Civil Beat report.

The idea, according to the report, “stems from the Hawaiʻi State Library System, which started thinking during the Covid-19 pandemic about how to cater to book-hungry patrons during branch closures and staffing shortages that still persist.”

Meanwhile, Honolulu Civil Beat reports, “the city’s transportation department sees it as another opportunity to beef up the rail system by making stations more like community hubs with lively activities.”

Plans for an 18-month pilot project to test the idea received a “thumbs-up” last week from the City Council but are “still in the early stages,” according to the report. For starters, the library needs to sign an agreement with the city’s Department of Transportation Services for use of space.

Mallory Fujitani, Special Assistant to the State Librarian, said other next steps “include beginning the procurement process to purchase the machines, each of which she said costs about $50,000, and figuring which books to stock and how they’ll be distributed,” according to the report.

The resolution passed by the City Council during its monthly meeting last week, which was introduced by council members Augie Tulba and Radiant Cordero, “calls for an 18-month pilot program to install library vending machines at two Skyline stations,” according to the report.

On Sunday, Oct.12, the public is invited to Historic Hoboken Terminal to join NJ Transit in celebrating New Jersey’s rich railroad history with some of the agency’s iconic heritage locomotives and railroad equipment—all while learning about career opportunities available on the railroad. “Meet Our Rail Fleet” will be held on Sunday, Oct.12 from 10 a.m. to 4 p.m. near Track 17 in Hoboken Terminal. Admission is free.

Presented in conjunction with the United Railroad Historical Society of New Jersey, the Tri-State Railway Historical Society, and the Morristown & Erie Railway, this event, NJ Transit says, “will be a must-see for history buffs, train enthusiasts, and families alike.” Attendees will have the opportunity to view and photograph a selection of NJ Transit rail equipment, some of which is decked out in liveries paying tribute to its historical predecessor railroads. Exclusive merchandise including shirts, posters and calendars will be on sale at the event. A recruiting table will also be available to those interested in joining NJ Transit.

NJ Transit will also publicly unveil its newest heritage locomotive, GP40PH-2B No. 4202, which sports a livery honoring the former Pennsylvania-Reading Seashore Lines (PRSL). This latest addition to the agency’s Heritage Fleet was built by the Electro-Motive Division (EMD) of General Motors for the New York Central Railroad (NYC) in 1965 and now wears an adapted version of the 1960’s-era PRSL Dark Green Locomotive Enamel (DGLE) scheme designed and applied by Rail Operations employees.

PRSL was one of NJ Transit’s corporate predecessors operating in southern New Jersey and was formed in 1933 as a joint subsidiary of the Pennsylvania Railroad and Reading Company to manage their southern New Jersey lines. PRSL operated both passenger and freight service to numerous points including Camden, Atlantic City, Cape May, Vineland, and Millville, with a special emphasis on serving vacation travelers to the South Jersey oceanside towns.

With improvements to other modes of travel creating more choices for vacationers, PRSL’s passenger revenue fell precipitously. The opening of the Atlantic City Expressway further ate into the railroad’s passenger market, and service was gradually reduced. Both of PRSL’s parent railroads had declared bankruptcy by 1971, resulting in the railroad’s incorporation into Conrail in 1976. After passenger service was discontinued in 1983, NJ Transit and Amtrak restored service to Atlantic City in 1989, thereby reviving the PRSL’s proud legacy of passenger rail in southern New Jersey.

Attendees of “Meet Our Rail Fleet” are encouraged to use NJ Transit commuter rail services when traveling to Hoboken and can arrive directly via trains operating on the Bergen County, Main, and Pascack Valley lines. The public can also take other NJ Transit rail lines to Secaucus Junction and transfer to Hoboken Terminal.

LA Metro on Oct. 6 announced the release of the Special Event Transportation – Guidance and Opportunities (SetGo) Playbook, a comprehensive resource of best practices for transit agencies to deliver transportation for major sports, entertainment, and cultural events.

The Playbook (download below) was developed through Metro’s SetGo Program, a national workshop series conducted with the American Public Transportation Association (APTA). It draws on lessons from international and domestic events, including the Olympic and Paralympic Games (Atlanta 1996, Salt Lake 2002, London 2012), the Las Vegas Formula One Grand Prix, major concert tours, conventions and more.

Beyond its primary emphasis on major sporting events, the Playbook also draws on lessons from a wider spectrum of special events, recognizing that many of the same principles of planning, delivery and after-action evaluation apply across these event types and sizes.

“These major events give us an opportunity to showcase what our agencies can do when tested to our limits,” said LA Metro CEO and APTA Mega Events Task Force Co-Chair Stephanie Wiggins. “The SetGo Playbook isn’t just about the 2028 Games or the 2026 World Cup, it’s about ensuring every event we serve, whether global, regional or local, strengthens our ability to deliver universal mobility and excellent service for attendees and everyday riders by advancing the latest approaches in wayfinding, safety and security, crowd management, and even ‘surprise and delight.’”

The Playbook identifies transit service strategies for upcoming international-scale events in the U.S., including the FIFA World Cup 2026, the Los Angeles 2028 Olympic and Paralympic Games and the Utah 2034 Olympic and Paralympic Winter Games. Designed as a living document, LA Metro says it will evolve as agencies continue to test and refine approaches through future events. “It also will serve as a guide for elected officials and host committees to help them understand the critical transportation practices that will need to be deployed to make their event world class,” the agency noted.

The Playbook organizes best practices across five subject areas:

• Purpose & Need – mission alignment, advocacy and coordination inside and outside the agency.
• Service Plan – demand forecasting, supplemental service, first/last mile strategies, and speed and reliability.
• Safety & Emergency Management – crowd management, security and Emergency Operations Center (EOC) planning.
• Customer Experience – accessibility, signage and wayfinding, integrated ticketing, ambassadors and “surprise and delight” activations.
• Agency-Wide Success Strategies – budgeting, workforce readiness, training, technology, contingency planning and after-action processes.

For each of these focus areas, the Playbook provides guiding questions that agencies can use to “evaluate readiness during planning, adjust strategies in real time during delivery and capture lessons learned in after-action reviews.”

This approach, LA Metro says, “not only helps agencies implement best practices and align service with mission and long-term goals, but also promotes consistency across the country, ensuring riders experience the same reliable, high-quality service no matter where they travel.”

Development of the Playbook was supported by WSP, whose major event expertise, LA Metro says, “helped capture lessons from global case studies and ensure the Playbook reflects both international best practices and the unique needs of U.S. transit agencies.”

The post Transit Briefs: CATS, Skyline, NJ Transit, LA Metro appeared first on Railway Age.

According to the union, UP locomotive engineers will earn raises of 18.8% throughout the life of the agreement. The contract includes improved health and welfare benefits, as well as accelerated vacation accrual policies.

“This agreement delivers much needed pay increases and closes this round of bargaining without any concessions to work rules,” said Mark Wallace, President of the Teamsters Rail Conference and of the BLET. “It addresses quality-of-life concerns like meal increases while preserving the integrity of the 11/4 work-rest agreement. It also keeps our members’ wages ahead of inflation.”

“Locomotive engineers are the backbone of Union Pacific and critical to America’s economy,” added BLET National Vice President Kevin Sexton. “This agreement secures fair raises, stronger benefits, and protections that reflect the value of our members’ work.”

With this ratification, nearly 30,000 Teamsters railroaders have ratified new contracts since the start of this year, including more than 12,600 at UP alone, according to BLET.

The post Teamsters, UP Ratify Contract appeared first on Railway Age.

“Fabricio brings a deep understanding of market and industry trends, and strong trusted client relationships to lead our Piedmont Atlantic Region, a growing megaregion of the Southeastern U.S. known for its economic growth, critical transportation corridors, and ever-growing population,” the Watertown, Mass.-based firm reported Oct. 2. The new Piedmont Atlantic Region will comprise five offices across Georgia and North Carolina, plus more than 250 employees, according to VHB, which partners with clients in the transportation, real estate, institutional, and energy industries, as well as federal, state, and local governments.

Fabricio Ponce joined VHB in Orlando, Fla., more than a decade ago before relocating to Atlanta, Ga., in 2019. Since then, he has helped triple the office’s growth to more than 125 multidisciplinary professionals who serve public and private clients in transportation planning and design, environmental resources, land development, landscape architecture, and multimodal public transportation, according to the firm. “Under Fabricio’s leadership, VHB’s Georgia offices experienced significant growth through organic and strategic acquisitions that bolstered the office’s capabilities in land development, civil engineering, and aquatic resource services,” VHB reported. “He has been instrumental with project delivery and strategic pursuits for some of the region’s most significant mobility and connectivity initiatives, including developing a Regional Safety Strategy for the Atlanta Regional Commission (ARC), leading the General Planning Consulting Services Contract for Metropolitan Atlanta Rapid Transit Authority (MARTA), and leading the Rural Active Transportation Plan and the Cultural Resources Support Services Contract, both for the Georgia Department of Transportation.”

Joe Wanat will lead VHB’s Mid-Atlantic Region, home to 300 employees in Washington, D.C., and Maryland, and across Virginia in Tysons, Williamsburg, Richmond, and Virginia Beach. According to VHB, he will collaborate with the firm’s Mid-Atlantic Managing Directors, Market Leaders, and Service Leaders to continue to advance growth and service delivery.

“Over his 30-year career at VHB, Joe has consistently delivered impactful results,” the firm reported. “Since taking on the role as Metro DC Managing Director in 2022, he has doubled the office size to 100 employees and strengthened relationships with clients like the District Department of Transportation, Washington Metropolitan Area Transit Authority, Virginia Department of Transportation, and Arlington County. His recent projects in Metro DC include the nation’s largest urban smart streetlight modernizations and the DC Strategic Fleet Electrification Plan to transition DC’s public fleet to EVs by 2035—the largest public fleet electrification initiative in the country.” Prior to leading the Metro DC offices, he served as Managing Director for VHB’s Providence, R.I., office and Director of Transportation Planning and Operations in VHB’s Watertown office. Wanat has 35 years of service in the U.S. Army Reserve and is currently a Colonel at the Pentagon.

With Wanat stepping into his new role, Nancy Barker, PWS, PWD, who has been serving as both Mid-Atlantic Regional Manager and Federal Market Leader, will be dedicated to advancing VHB’s Federal Market program.

“Evolving our regional organization is a significant milestone for VHB, underscoring both our growth and our commitment to supporting our people and clients,” said Mike Carragher, PE, President and CEO. “This advancement creates new leadership and growth opportunities while enhancing the experience we deliver to our clients. Fabricio and Joe will help propel VHB forward and strengthen our foundation for future generations.”

VHB in August reported that Chief Operating Officer Bill Ashworth has been selected as the firm’s next President and CEO, succeeding Mike Carragher, who will continue in the position for the remainder of 2025 to help execute a transition plan. Ashworth will officially take on his role as President in January 2026, working closely with Carragher until he fully transitions into the President and CEO role in July 2026, according to VHB. Carragher will continue to serve as the firm’s Chair for the next several years, VHB said.

VHB has more than 30 offices on the East Coast, spanning Connecticut; Washington, D.C.; Virginia; Georgia; Florida; Maine; Maryland; Massachusetts; New Hampshire; New Jersey; New York; North Carolina; Vermont; and Rhode Island.

• VHB Launches Energy Consultancy Division
• HB Opens Larger Newark, N.J., Office
• VHB: NYC Office Experiences ‘Unprecedented Growth’

The post For VHB, New Piedmont Atlantic Region, Regional Leadership appeared first on Railway Age.

Manitoba, Canada-based Cando Rail & Terminals on Oct. 3 reported entering a definitive agreement to acquire the rail terminal and associated operations of Texas Deepwater Partners, a joint venture project formed by USD Group LLC and Pinto Realty Partners to develop an energy logistics terminal on the Houston (Tex.) Ship Channel. It would be Cando’s first terminal in the United States. Financial terms were not disclosed.

The transaction, subject to certain conditions and customary regulatory approvals, is expected to close in fourth-quarter 2025. It would be Cando’s third acquisition in the past two years. The company purchased AWP Industries in Canada’s Northwest Territories in November 2024 and Transmark in Southwest Alberta in December 2023.

Cando’s newest terminal is slated to be a “first-class, private railcar storage, staging, and transload terminal with existing capacity of 900 railcars; surplus real estate for future growth; and connections to the BNSF, Canadian Pacific Kansas City, and Union Pacific rail networks through the Port Terminal Railroad Association (PTRA),” according to Cando. Upon acquisition, it will be called the Cando Channelview Terminal and expand Cando’s network to 15 owned and operated rail terminals with a total capacity to store and stage more than 13,000 railcars. Cando also runs a short line (67-mile Central Manitoba Railway) and provides rail operations at more than 50 customer locations (see map below).

“We are very pleased to add our first terminal in the United States to our network of terminals,” said Brian Cornick, President and CEO of Cando. “The Cando Channelview Terminal is a multi-customer, multi-purpose railcar storage, staging, and transload terminal strategically located on the north side of the Houston Ship Channel, serving many of the world’s largest petrochemical producers. This asset is right down the middle of the fairway for Cando, and we look forward to engaging with the PTRA, existing customers, and new customers to enhance their supply chains and expand the terminal. In addition, we are excited to be the exclusive rail partner to Texas Deepwater and support its plans to further develop the site.”

“After many years focused on organic growth, Cando has built a demonstrated track record of executing and integrating strategic acquisitions to enhance our network across North America,” Cornick continued. “Cando plans to continue investing organically and inorganically in critical rail infrastructure to support shipper-customers and Class I partners. Cando is uniquely positioned with world-class operations, a corporate culture obsessed with safety & customer experience, multi-decade partnerships, and an in-house design & engineering team, combined with an investment-grade balance sheet and significant access to capital.”

Cando in February opened the Cando Southlands Rail Yard in Strathcona County, Alberta, Canada.

• First Look: Cando Rail & Terminals’ Battery-Electric Switcher

The post Cando to Acquire Texas Terminal appeared first on Railway Age.

CN recently congratulated, via social media, Dr. Ahmed Elmezughi, the Class I’s Chief Medical Officer, on his appointment to the CCOHS Council of Governors.

Longtime Port of Long Beach CEO Mario Cordero announced this week that he will retire at the end of 2025, capping a varied career that includes an eight-and-a-half run as Port CEO, seven years on the Federal Maritime Commission in Washington, D.C., and eight years as a member of the Long Beach Board of Harbor Commissioners.

“Known for bold and industry-leading stances promoting environmental sustainability and boosting market competitiveness, as well as his tireless and optimistic outlook,” Cordero, who led the Port through an era of “rapid cargo growth, a global pandemic, and major modernization,” has also become a noted thought leader in international trade in great demand for speaking engagements, media interviews and service on public boards of directors.

As CEO of the Port of Long Beach, reporting to the five-member Long Beach Board of Harbor Commissioners, Cordero leads a staff of about 600 professionals who improve, market and secure one-half of the nation’s largest trade gateway. In addition to his port industry career accomplishments, he is an attorney and educator.

Cordero in May 2017 said he was “blessed” to have landed a “dream job” when he was selected as the new CEO of the Port of Long Beach, returning to Long Beach after his stint as an appointee of President Barack Obama to the body that oversees the nation’s maritime policy. His time on the FMC beginning in 2011 included four years as Chairman.

He steps down at the end of a yearlong celebration marking two decades of the Port’s environmental progress—“20 Years of Leading Green”—achieved in parallel with growth of the Port’s economic benefits, such as 2.7 million jobs nationwide today tied to trade moving through Long Beach. The 20 years being commemorated started with the Green Port Policy proposed by then-Commissioner Cordero circa 2005.

“I could not be more grateful for what has been the opportunity of a lifetime to lead the Port of Long Beach over these past several years. While I’ll miss being in the center of the action for international trade, I know that I’m leaving the Port in the very capable hands of our Board of Harbor Commissioners and the exemplary staff,” said Cordero. “It’s been a very rewarding experience, and I have amassed wonderful memories that I will cherish forever.”

Cordero was appointed to the Board of Harbor Commissioners in 2003 by then-Long Beach Mayor Beverly O’Neill and reappointed in 2009 by then-Mayor Bob Foster, serving as both President and Vice President of the Board during his tenure. It was during his time on the Harbor Commission that he proposed the Green Port Policy, a commitment by the Port to environmental sustainability that was ratified in 2005. The action was a turning point for the Port, which committed to considering the environment in all of its decisions going forward, “leading to dramatically cleaner air, healthier harbors and today’s goal of seeking zero-emissions operations.”

Cordero, the Los Angeles-born son of Mexican immigrants, was the first in his family to attend college, and his father urged him to pursue engineering as a career. The young Cordero however came to the realization that he wanted to become a lawyer to make a difference in society, given the call for activism in the early 1970s. He earned a Bachelor of Science in political science from California State University, Long Beach, before going on to earn a law degree at the University of Santa Clara.

He practiced law for more than 30 years and also taught political science part-time for many years at Long Beach City College.

In addition to his Port responsibilities, Cordero was appointed by the Federal Reserve Bank of San Francisco to serve on the bank’s Los Angeles branch seven-member board of directors effective Jan. 1, 2021.

In 2025, for the seventh consecutive year, he was named to the Los Angeles Business Journal’s “LA500” list of the city’s most influential civic leaders.

The Board of Harbor Commissioners will determine a process for replacing Cordero in the months ahead.

OmniTRAX Vice President of Operations Dallas Ramos has been appointed to the CSRLA Board, which represents the interests of small freight railroads operating within the state. As an advocacy group, it works on issues like legislative policy, regulation, and promoting the importance of short line railroads to the state’s economy.

“I am honored to join such an important rail advocacy group,” said Ramos. “California is the nation’s largest economy, and California’s ports, industries, and consumers play critical roles in our global dynamic supply chains. California’s short line rail operations are essential to that process, and I look forward to helping CSLRA advocate on behalf of those that count on safe and reliable rail transportation every day.”

“The California Short Line Railroad Association is pleased to announce the appointment of Dallas Ramos of OmniTRAX to our Board of Directors,” added CSLRA Executive Director Don Norton. Mr. Ramos brings a wealth of industry experience and strategic insight, particularly following OmniTRAX’s recent partnership with the Santa Maria Valley Railroad. With OmniTRAX already owning the Stockton Terminal and Eastern Railroad, this new partnership further strengthens their presence in California. His leadership and commitment to advancing short line railroads in the state will be a valuable asset to our organization as we continue to advocate for infrastructure investment, operational excellence, and sustainable growth across the region.”

OmniTRAX operates California’s Stockton Terminal and Eastern Railroad and the Santa Maria Valley Railroad in partnership with Coast Belle Rail Corporation.

The post People News: CN, Port of Long Beach, OmniTRAX appeared first on Railway Age.

Together with its partners, CSX restored the key 60-mile corridor damaged by Hurricane Helene within the Blue Ridge Subdivision that carries more than 14 million tons of freight each year and connects Appalachian communities and businesses to the nation’s broader freight network.

The Blue Ridge Subdivision is one of four North-South routes in the CSX network, serving not only local customers but also “acting as a critical throughway for the entire system, the Class I noted. “Its restoration strengthens CSX’s network resiliency, providing added capacity and flexibility to keep freight moving efficiently across the country.”

“Restoring this vital freight corridor is a testament to resilience, recovery, and the power of partnership,” said CSX President and CEO Steve Angel. “This is a significant moment for CSX, for the communities of Tennessee and North Carolina, and for everyone who has worked tirelessly over the past year to ensure that freight rail is once again moving safely and reliably through the Nolichucky Gorge, making sure that CSX’s network emerges stronger than ever, and that it’s better positioned to serve customers, communities, and the national economy.”

Upgrades to the Subdivision include the rebuilt 530‑foot Poplar Bridge with a modern ballast‑deck design for better clearance and mitigating future potential weather impacts. Four out of the six original 95-foot spans were salvaged and reused, “reflecting CSX’s commitment to sustainability.”

CSX also rebuilt the Devil’s Creek bridge which crosses the state line between North Carolina and Tennessee, reinforced key structures such as retaining walls, and upgraded drainage systems throughout the entire Nolichucky Gorge and in several locations outside of the Gorge.

Restoring the Blue Ridge Subdivision was one of the largest rail recovery projects in CSX’s history. Key facts include:

• More than 570,000+ man hours worked to restore the line (CSX employees, contractors and suppliers).
• One million cubic yards of rock and material used to rebuild embankments and track beds.
• 575 rail piles and 1,150 precast concrete panels installed to construct a nearly one mile retaining wall south of Poplar.
• 21,000 cubic yards of concrete placed to strengthen structures.
• 35,500 linear feet of new track laid in the Nolichucky River gorge.

“Even as Hurricane Helene disrupted operations, CSX’s network proved resilient,” said CSX Executive Vice President and Chief Operating Officer Mike Cory. “The company maintained strong service levels across its broader system throughout unforeseen natural disasters, adapting quickly to challenges and ensuring essential goods for the nation kept moving. Now, with the reopening of the Blue Ridge Subdivision, CSX’s network is stronger and more resilient to disruption than ever before.”

CSX worked closely with state and federal agencies, environmental specialists, and local communities to complete the restoration. The effort, the Class I says, “prioritized safety, sustainability, and resilience to ensure the Blue Ridge Subdivision remains a critical link in America’s supply chain for decades to come.”

Today, CSX hosted a celebration in #Erwin, TN, to thank the workers who helped rebuild the Blue Ridge Subdivision after #HurricaneHelene. This vital 60-mile freight corridor is back, connecting Appalachia to the nation’s #SupplyChain. Well done, #ONECSX team! Learn more:… pic.twitter.com/fLvaAz8Mhk

The post CSX Celebrates Reopening of Blue Ridge Subdivision appeared first on Railway Age.

Inside, you’ll find these feature stories:

• ‘There Are No Shortcuts’ — Contributing Editor Don Itzkoff caught up with American Short Line and Regional Railroad Association President Chuck Baker for a wide-ranging conversation on railroading, policy and leadership.

• A Tight Hold — Railroads rely on suppliers for cost-effective fasteners that perform reliably and safely. Senior Editor Carolina Worrell provides a roundup of the newest technologies.

• MCU RCMP Marks 20 Years — Michigan State University’s Center for Railway Research and Education, housed in the Broad College of Business, convened its 20th iteration of the Railway Management Certificate Program in 2025. Val Kucherenko, MSU Director of Railway Education, reports on the program’s steady growth.

• Improving Rail Operations Using AI and Machine Learning: Detecting Trespasser Hotspots — Through a project with the Federal Railroad Administration, ENSCO utilized the Transportation Technology Center in Pueblo, Colo., to explore how new AI and ML methods can be used to help reduce trespassing incidents and reduce operational risk, reports Samantha Kirkpatrick, Senior Data Scientist at ENSCO, Inc.

In the 2026 Railroad Financial Desk Book, Financial Editor David Nahass discusses the railcar lease market—which he says “continues to demonstrate stability and a kind of strength”—plus the impact current railcar utilization and loadings levels are having on rents (and how the UP+NS merger could affect them, too). The Desk Book also includes, for easy reference, a directory of finance companies, arrangers, lessors and professional services firms.

Also, Capitol Hill Contributing Editor Frank N. Wilner covers the Surface Transportation Board drama following the Union Pacific-POTUS 47 chat. And Railway Age debuts The Rail Way, From the Boardroom to the Ballast Line, by Contributing Editor Pauline Lipkewich, Chief Transformation Officer for KingdomBuilding Leadership Inc. Lipkewich addresses how leaders navigate adversity and come out stronger.

The post Now On Line: Railway Age October 2025 Digital Edition appeared first on Railway Age.

“As harvest ramps up in the Great Plains, South Dakota soybean growers have a new state-of-the-art processing facility at their disposal, right next to BNSF main line tracks ready to transport their products,” the Class I railroad reported via social media on Oct. 2. The facility, it said, can crush soybeans, sunflowers and other crops containing large amounts of oil.

High Plains Processing LLC, which is managed by the South Dakota Soybean Processors, near Mitchell is designed to crush up to 35 million bushels of soybeans annually, with plans to process sunflower, canola, and camelina by 2026, according to BNSF. The plant will be fully operational this month.

Among those attending the recent ribbon-cutting ceremony for the plant: Justin Inman, Ag Marketing Manager, BNSF; Matt Morales, Director, Marketing, BNSF; Matt Jensen, Manager, Ag Operations Support, BNSF; Tom Kersting, CEO, South Dakota Soybean Processors; John Prohaska, Group Operations Manager, South Dakota Soybean Processors; Pat Gathman, Plant Manager, South Dakota Soybean Processors; Matt White, Assistant Vice President, Ag Marketing, BNSF; and Jesus Uribes, Ag Marketing Manager, BNSF.

• Soybean Farmers Invest in New Port Houston Export Facility

BNSF on Oct. 2 announced via social media that its team at the Havelock Wheel Plant in Nebraska has achieved more than 1,000 days without an injury.

 “All of our team members here recognize the importance of working safely,” said Billy Anderson, BNSF Mechanical Safety Assistant. “It’s like a family environment. We all look out for each other, and no one hesitates to speak up if they see someone potentially compromising their own safety or someone else’s.”

“Congratulations, Havelock team!” BNSF posted. “Keep up the strong focus on safety and continue building on that injury-free streak.”

For more on the plant, read this BNSF Rail Talk article.

In other BNSF news, the railroad recently encouraged stakeholders to share their views with the Surface Transportation Board regarding the proposed merger between Union Pacific and Norfolk Southern, and congratulated Tristar Transload, Inc., on the official opening of its Muscat Spur Terminal.

UP’s Big Boy No. 4014, the world’s largest operating steam locomotive, returned to the rails this summer for a limited excursion tour in Colorado and Wyoming.

It was first accompanied by UP’s No. 1616 Lincoln Locomotive, the Class I’s newest heritage unit, honoring Abraham Lincoln’s role in “uniting the nation through rail and laying the foundation for America’s freight rail network.”

The trip started July 17 in Cheyenne, Wyo., and both units made their way to Greeley, Colo., arriving July 19.

To wrap up the trip, the Big Boy rolling through Colorado’s Greeley on Sept. 30 and Eaton on Oct. 1. The crew then returned to Cheyenne, Wyo., UP said, “to gear up for a much larger tour next year as part of the America 250 celebration. Stay tuned for details!”

Learn more about the dedicated team who keeps Big Boy in pristine condition and operates the locomotive across the UP network. To stay informed about Big Boy’s schedule and future steam excursions, join the Union Pacific Steam Club at up.com/SteamClub.

ALCO manufactured 25 Big Boys for UP, 20 in 1941 and five in 1944, to haul heavy freight during World War II. They saw service until their fires were dropped for the last time in 1961. Eight survived; UP re-acquired No. 4014 in 2013 from the RailGiants Museum in Pomona, Calif., and meticulously restored her to operating condition. No. 4014 returned to service in 2019 and is the only functioning Big Boy.

Railway Age reported on the 1941 debut with an extensive technical article (download below).

2025 marks Lincoln’s 216th birthday, and UP’s newest heritage unit, No. 1616, is participating in community events and educational programs that highlight the historic role of railroads in America’s growth and their continued contribution to the country, communities and economy.

No. 1616 is the second presidential locomotive in UP’s Heritage Fleet, joining No. 4141, which was created in 2005 to honor President George H.W. Bush and was only the sixth locomotive at the time to be painted in colors other than the traditional UP “Armour Yellow.” On Dec. 6, 2018, UP participated in President Bush’s funeral train, led by No. 4141, from Spring to College Station, Tex., where the locomotive is on permanent display at the George Bush Presidential Library and Museum’s Marine One/4141 Locomotive Pavilion.

• UP Celebrates 163rd Birthday in Springfield
• UP 1616 to Honor President Lincoln
• Once in a Lifetime: UP Honors Four Employees With Big Boy Ride-Along
• Big Boy Upgraded With Self-Contained PTC
• Big Boy Fits in ‘Jay Leno’s Garage’!
• Note to Lego: Issue This Kit!
• How UP Added PTC to the ‘Big Boy’
• Railway Age, October 4, 1941: UP’s “Big Boy” debuts
• Big Boy 4014 is back: UP restores, runs iconic train
• UP: A return to steam for Big Boy 4014
• UP Trimming Heritage Fleet
• UP CEO Honors Lincoln’s Vision

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

Reinvent Albany, a New York-based government watchdog organization, has released a new report showing that the Metropolitan Transportation Authority (MTA) spent nearly $19 billion outside New York from 2011 to 2024, supporting up to 247,000 jobs in politically blue, red, and purple states alike. (For the purposes of this analysis, “job” means job-years: a job-year is one job for one year. See the full report below for more details.)

It makes sense that blue states with large urban transit systems have large transit-related industries that the MTA patronizes. But taken together, the four red states where the MTA does substantial business see greater MTA spending than either California or Illinois alone (North Carolina, Ohio, South Carolina, and Texas). In total, companies in red states by U.S. Senate representation received more than $3.5 billion in MTA payments over 14 years. States that voted for POTUS 47 in 2024 received nearly $7 billion from the MTA over this period. (See our spreadsheet for details).

The report updates Reinvent Albany’s 2020 analysis of national MTA spending, which was released during the push for emergency transit funding at the height of the COVID-19 pandemic.

The MTA is seeking $14 billion in federal funding for its 2025-2029 capital plan, and congestion pricing is budgeted to raise $15 billion for the MTA’s 2020-2024 capital plan. Federal funding cuts to the MTA and New York—such as those announced for the Gateway Tunnel and Second Avenue Subway this week—would only harm the MTA’s ability to purchase goods and services from across the country. Similarly, federal efforts to end congestion pricing would mean less capital dollars available to spend for the MTA: One-third of past MTA spending on vendors has been made outside of New York, across a total of 46 other states. The U.S. House Transportation and Infrastructure Committee has said it has begun work on a bill to replace the Bipartisan Infrastructure Act, set to expire late in 2026.

The MTA is the largest mass transit provider in the country, carrying 40% of national ridership and supporting the metropolitan region’s economy, which accounts for 8% of the U.S. GDP. With a $20 billion annual operating budget—larger than that of some states—and a daily ridership of 4 million during peak operations, the MTA’s contributions to the economy of the NYC Metro Region and the U.S. as a whole are vast.

The top states receiving MTA dollars were:

• New York – $41B
• New Jersey – $5B
• Pennsylvania – $3B
• Illinois – $1.9B
• California – $1.7B
• Minnesota – $734M
• North Carolina – $716M
• Connecticut – $714M
• Ohio – $662M
• Maryland – $574M
• South Carolina – $531M
• Massachusetts – $463M
• Virginia – $461M
• Texas – $344M
• Alabama – $268M

The MTA’s reach across the country is huge, including purchases of wooden railroad ties from West Virginia; tracks from Ohio, uniforms from South Carolina; software from California, Dell computers from Texas; HP copiers from Arkansas; police dogs from Alabama; and railcars, buses and their parts from New York, Indiana, New Mexico, Minnesota, and Pennsylvania.

The full report is also available on Reinvent Albany’s website, which includes an interactive map, lists of spending in all states, and the top vendors in each state, as well as the underlying data.

Reinvent Albany advocates for transparent and accountable New York government.

The post Reinvent Albany: Investing in MTA Is Investing in America appeared first on Railway Age.

The submission period applies to PennDOT-owned projects, infrastructure, and services. During this period, the private sector can submit proposals “offering innovative ways to deliver transportation projects” across all modes, including rail, roads, bridges, aviation, and ports. Proposals can also include more efficient models to manage existing transportation-related services and programs.

The private sector may also submit applications for non-PennDOT-owned assets directly to the P3 board during this time. Transportation entities outside of the governor’s jurisdiction, such as transit authorities and the Pennsylvania Turnpike Commission, may establish their own timelines or accept proposals year-round.

The state’s P3 law allows PennDOT and other transportation authorities and commissions to partner with private companies to participate in “delivering, maintaining, and financing transportation-related projects,” according to the agency.

As part of the P3 law, the seven-member Public Private Transportation Partnership Board was appointed to examine and approve potential public-private transportation projects. If the board determines a state operation would be more cost-effectively administered by a private company, PennDOT would issue a Request for Proposals (RFP) and start a competitive procurement as defined by the P3 law.

Instructions on how to submit a project and information on the unsolicited proposal review process can be found on the state’s P3 website. PennDOT holds an unsolicited proposal period in April and October each year. The next unsolicited proposal acceptance period will occur in April 2026.

The post PennDOT Now Accepting Proposals for Transportation Projects appeared first on Railway Age.