Railway Age magazine

Trinity Metro and FWISD on Dec. 10 officially signed a Memorandum of Understanding (MOU) at I.M. Terrell Academy, marking the launch of a new pilot program that will allow FWISD high school students to ride Trinity Metro rail and bus services for free.

The new partnership, Trinity Metro says, “is designed to increase safe, reliable transportation options for students, supporting their ability to travel to and from school, extracurricular activities, jobs, internships, and other essential destinations across the city.”

The signing event featured remarks from FWISD Superintendent Dr. Karen Molinar, Trinity Metro President and CEO Richard Andreski, and I.M. Terrell Principal Baldwin Brown, who each highlighted the importance of the program for student access and opportunity.

“This partnership is a tremendous step forward for our students,” said Molinar. “We are deeply grateful to Trinity Metro for helping us open more doors for the young people of Fort Worth ISD. Our students are not only learners, they are citizens of this community. Providing them with expanded access to transportation gives them greater connection to all that Fort Worth has to offer, from educational opportunities to work, arts, and civic life.”

“Our partnership with FWISD gives students additional transportation options, supports student learning and academic success. We are proud to join Dr. Molinar in this pilot program that will allow even more students to participate in after school activities and seek internship and employment opportunities,” said Andreski. “This partnership is proof positive that Trinity Metro is connecting people to life across Fort Worth.”

BART ridership continued its steady upward trend in November, with double digit growth at most stations and overall ridership increasing 11.6% compared to the previous year, the agency recently reported.

In total, riders took more than 4.4 million trips in November, many taking advantage of new fare programs and innovations, such as Tap and Ride and Clipper BayPass. 

Ridership to SFO and OAK airports around Thanksgiving grew 12% over last year, according to BART.

Riders are also increasingly using BART on the weekends. In November, Saturday ridership increased by 19% and Sunday ridership by 16% over last year. These gains come as ridership dipped modestly from October, a pattern consistent with seasonal shifts and variations in weekday and weekend travel, the agency noted.

Ridership growth reflects changing commuter trends, increased use of weekend and off-peak service, growing adoption of new fare programs, and an improved customer experience at BART. And on Wednesday, Dec. 10, the Metropolitan Transportation Commission released Next Generation Clipper, a new-and-improved fare payment system that makes paying for BART and other Clipper agencies faster and more convenient. 

Sound Transit has issued a notice of intent to award to Multi-Service Center (MSC) and Shelter Resources Inc. (SRI) to develop approximately 230 units of affordable housing on surplus property adjacent to the Federal Way Downtown Station.

MSC and SRI propose building approximately 230 homes across two buildings with approximately 570 bedrooms. More than 90% of the housing proposed are 2-, 3-, and 4-bedroom units, responding to the need for family-sized affordable homes in Federal Way.

MSC and SRI also propose complementing their residential project with a café led by Project Feast, a local non-profit that serves refugees and immigrants through food-focused programming; a commercial kitchen in partnership with FUSION, a Federal Way-based nonprofit which provides housing and support services to families experiencing homelessness; and a childcare facility. These non-residential uses are proposed for the ground floor of the development and will contribute to station area activation.

The proposed development, Sound Transit says, builds on the city of Federal Way’s progress toward realizing their City Center vision. The design, placement, and massing of the two proposed buildings provide pedestrian routes throughout the station area, connecting people to the Performing Arts and Events Center, Town Square Park, and the Federal Way Downtown Station. Agency staff will now begin negotiating key business terms with MSC and SRI, which are anticipated to be brought to the Sound Transit Board for approval in 2026. MSC and SRI aim to break ground on the project in 2028.

“The 230 new affordable homes being built near the Sound Transit Federal Way Downtown Station will transform this community for the better—and for the long term,” said King County Executive and Sound Transit Board Member Girmay Zahilay. “Ninety percent of these homes are designed for families with larger layouts that meet real needs. They will be attainable for working family households, opening doors to stability and opportunity for those who need it most.

“This project stands as a powerful example of what King County, Sound Transit and the community can accomplish together—delivering the kind of family-focused, transit-oriented housing that is urgently needed in South King County, in a location that gives residents reliable access to jobs, schools, and opportunity,” added Zahilay.

RTD is bringing holiday cheer to metro Denver with themed light rail and bus wraps now appearing across the system. Customers will notice festive artwork and cozy winter scenes featured on a light rail and bus vehicle, adding a touch of holiday spirit to customers’ daily travel. The wrapped vehicles will be on display throughout the season, operating along several different rail lines and bus routes.

The post Transit Briefs: Trinity Metro, BART, Sound Transit, Denver RTD appeared first on Railway Age.

Seattle-based Darigold, the marketing and processing arm of the Northwest Dairy Association, recently teamed with BNSF’s Certified Site program to open a facility at the 150-acre Reimann Industrial Center in Pasco, Wash.

“Serving as a robust economic development engine for Franklin County and the Pacific Northwest,” Reinmann Center is one of BNSF’s 36 Certified Sites located in key distribution hubs across the U.S. and Canada, according to the railroad.

“BNSF has eliminated the administrative hassle and red tape associated with the initial phases of site scouting, logistics and planning,” it reported in the Rail Talk section of its website. “This means businesses can save six to nine months of construction time to significantly accelerate operating capacity, speed to market and supply chain efficiency from day one.”

“It has been a big positive for Darigold to partner with BNSF throughout both the construction and now operation of our new facility in Pasco,” said Sam Naffziger, Senior Manager, Transportation Optimization at Darigold. “The Certified Site solution provided a strong foundation for the project, and BNSF’s support has been instrumental in ensuring a smooth and efficient startup. We truly value the partnership and the benefits it continues to provide.”

According to BNSF, the new plant will process up to 8 million pounds of milk per day from more than 100 regional farms, producing butter and powdered milk products for customers across the U.S. and in some 30 countries worldwide.

Located within the multimodal Port of Pasco, the Reimann Industrial Center also helps accelerate delivery timelines, while simultaneously reducing emissions, including road miles, the railroad noted.

Meanwhile, BNSF recently reported via social media that it has closed its 7,000th highway/rail grade crossing networkwide. The milestone crossing on McKinley Street in Corona, Calif., sits alongside the railroad’s busy Southern Transcon route. According to BNSF, it “was once one of the area’s most challenging for collisions and trespassing.”

“Now that the bridge is operational, drivers save hours of wait time every day,” BNSF quoted Jim Steiner, former Corona Mayor and now Council Member, as saying. “Train horns at the intersection are a thing of the past, and traffic on McKinley Street is moving more smoothly.”

NS on Dec. 12 reported that its Safety Train, part of the railroad’s Operation & Awareness Response program, marked its 10th year of service in 2025, making 16 stops from March to November.

According to NS, the Operations & Awareness Response program provided training to more than 5,800 first responders throughout its network this year. The Safety Train offered free training to first responders, “equipping them with the knowledge and skills needed to respond to rail-related emergencies through hands-on instruction.”

Such training strengthens readiness, allowing first responders to gain “practical skills for rail-specific emergencies”; builds trust, reinforcing partnerships with local agencies; expands knowledge, allowing trainees to learn how rail equipment works and how to access critical information during an incident; and improves safety outcomes, as “better understanding leads to faster, safer responses when minutes count,” NS reported.

The Safety Train includes a mix of boxcar classrooms and specialized tank cars. According to NS, educational sessions cover:

• Safety practices around railroad equipment and tracks.
• How tank car valves and fittings work.
• Strategies and tactics for responding to rail emergencies.
• How to access information about railcar contents.

“Norfolk Southern deeply values the relationships we have built with first responders across our network over the last decade,” NS Director Hazardous Materials Robert Wood said. “We are proud to work alongside them and are grateful for their partnership in keeping our railroad and communities safe.”

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

The Amtrak Board of Directors held its year-end 2025 meeting earlier this month in New Orleans, the site of a celebration held three-and-a-half months ago for the inauguration of Mardi Gras Service along the Mississippi Gulf Coast. Unlike other “public” Board meetings that show only the presentations to non-members, this meeting occurred both in person and on line, and included questions and answers. (Watch here and at bottom; download overview presentation below.)

This fourth Board meeting exhibited to the public included some 30 people in the room and about 125 on line, according to Amtrak Board Chair Anthony Coscia, who opened the meeting. He noted that more than 180,000 riders travel into or out of New Orleans per year, and that the “exciting news” is Mardi Gras Service. While Amtrak had expected 71,000 riders per year, Amtrak is “well on pace to double that,” he said. He also reported that “demand for Amtrak service is incredibly high,” and “America needs a strong passenger rail provider.” Passenger rail is an “essential mode of transportation” for millions of Americans, he noted, “many of whom live in places where bus service is nonexistent and where the nearest airport may be three hours away or more. People really like traveling on Amtrak” He added: “We’re just getting better, year after year.”

Among the other Board members, Vice-Chair Joel Szabat encouraged attendees to ask questions. Rob Gleason of Johnstown, Pa., told them that in addition to the two trains across his state (one in each direction), there will be two more starting next October. Ronald L. Batory—a longtime railroader with 50-plus years of service and a former FRA Administrator—praised Amtrak’s management team, and said Board service is his “opportunity to give back.” Elaine Clegg, a City Council member in Boise, Idaho, told the group that she advocates not only for a return of trains to her region, but also for the entire national network. The last time her city hosted a passenger train was in 1997, when the Pioneer was discontinued. She said that people are “starved for more rail service” and that she wants to help provide it; she mentioned the people in her region who are 100 to 150 miles away from the nearest bus or plane. Chris Koonz, the Mayor of Normal, Ill., mentioned the potential for trains to serve rural areas. Kyle Fields, FRA Chief Counsel, was in attendance, representing the U.S. Department of Transportation. David Capozzi, from Gaithersburg, Md., noted that he was the former Executive Director of the U.S. Access Board and the first person with a disability on the Amtrak Board.

Amtrak President Roger Harris reported that Amtrak has set “many, many” records in the past year. He showed a slide that said ridership, ticket revenue, customer miles traveled, and capital investment have all increased to record levels, and noted that ridership set records last year and this year with no new fleet. He set a target for train operations to be at a break-even level by 2028. He ended his presentation with this short video:

Amtrak Executive Vice President and Chief Financial Officer Costin Corneanu gave the financial recap. He said net operating loss was down to $598.4 million; an improvement of 15.1% over last year and a 10.3% improvement over plan. He said Amtrak’s revenue across all service lines increased by 9.1% and that October preliminary operating results are coming in $11 million, favorable to the 2026 plan. He also said the increased ridership is driving increased revenue. Capital investment was $5.5 billion, which is 23.8% higher than 2024 and 19.8% lower than the 2026 plan. The largest amount of spending was $1.57 billion on bridges and tunnels, with all projects mentioned located on the NEC. Other spending included State of Good Repair, new equipment, and ADA compliance. Adjusted passenger operating loss was $312.8 million; 35.4% less than last year and 22.2% better than plan. Revenue grew by 8.8%. The infrastructure side had an adjusted operating loss of $289.6 million; 29.6% higher than last year and 7.8% unfavorable to plan.

Corneanu also said the Northeast Corridor (NEC) service line remains “operationally profitable” and is the “primary driver” of year-over-year improvement. Adjusted operating losses on state-supported trains decreased slightly; an 8.4% improvement compared with last year and a $52.3 million revenue increase. Adjusted operating loss for long-distance trains was $621.8 million, which was 2.1% better than the prior year. He said that Amtrak added 8.4% capacity on those trains, which increased revenue by 9.5%. He noted: “While long-distance remains the largest contributor to our operating loss, it continues to fulfill a vital national mission and receives strong Congressional support.”

Szabat pointed out that Amtrak’s capacity limitations could hamper future growth. Batory asked about near-term challenges and risks. Corneanu responded by saying deployment of new equipment would improve reliability. Clegg stressed the importance of Long Distance (LD) trains and asked how Amtrak could start a path toward expansion. Corneanu noted that LD trains will never be profitable, but Amtrak is looking toward efficiency and minimizing losses, so higher-performing parts of system will carry the load.

Amtrak Chief Commercial Officer Eliot Hamlisch was up next, with the Commercial & Operations Report. He praised quick turns on Northeast Regional trains and higher service levels on New York State routes because construction outages were postponed. He also mentioned “headwinds”: a four-month delay in the Next Gen Acela launch and the “grounding” of the Horizon fleet. He said that November ridership numbers should beat plan by about 2.1%, “due primarily to a very strong Thanksgiving holiday demand, which was driven in part by flight cancellations stemming from the government shutdown.” Hamlisch reported that ridership increased across service lines: 8.0% increase on the NEC (0.9% over plan), 2.6% increase on state-supported trains (0.9% under plan), and 4.2% increase on long-distance trains (2.7% over plan). Acela ridership declined by 2.6%, however.

According to Hamlisch, weekday ridership has grown due to increasing return-to-office demand. He touted the new Borealis train between Chicago and St. Paul for delivering a 140% increase (one-third of the total increase along state routes), although the only train on that route previously was the long-distance Empire Builder. He concluded by discussing the relationship between on-time performance (OTP) and customer satisfaction. He noted that variables like food and beverages, comfort, and cleanliness are far more important to riders when a train runs on or close to schedule. Delays remain the biggest problem.

Gary Williams, Executive Vice President of Service Delivery and Operations, reported that OTP was 1.4 points unfavorable year over year and 2.5 points unfavorable to goal. The problems were an aging fleet (59% in car and engine delays, mostly on legacy Acela cars) and major project work on the NEC (22% increase in scheduled work delays). Crescent and Lakeshore were the highest-performing LD trains for OTP. The Floridian and Southwest Chief were the lowest-performing. The Sunset Limited improved by 22 points.

Canadian Pacific Kansas City and Norfolk Southern were best-performing host railroads for least delay minutes per train mile, according to Williams. Union Pacific was the worst-performing. He said that Amtrak has “an incredible group of employees,” noting that many customer complaints included the phrase: “But we love your people.” Hamlisch added that capacity is constrained in the Northeast, but new Acela equipment should help, and so should other new NEC equipment.

Next came Laura Mason, Amtrak Executive Vice President for Capital Delivery, with a project update. “We have a fantastic amount of work going on at Amtrak,” she told attendees, and there is a FY26 capital plan of $5.2 billion. This includes transitioning to running only Next Gen Acela trains and retiring legacy Acela equipment by the end of the fiscal year. Amtrak is spending $440 million on new Airo fleet cars, including dual-mode for use on the NEC, which are being tested, and Amtrak plans to launch on the Cascades route. The FY26 plan also calls for $3.1 billion to be spent on Level 1 maintenance facilities. There will be 16 Level 2 facilities. While Mason did not elaborate on new LD equipment because it is “still in procurement,” she said Amtrak is “working collaboratively with the FRA to determine how to best move that program forward in light of current funding constraints, some cost realities, as well as feedback and risk considerations raised by the car builders during the RFP process. We hope to have more for you on that in the spring.”

Mason mentioned construction at Philadelphia’s 30th Street Station, Baltimore Penn Station, and Chicago Union Station, in cooperation with Metra, including the first high-level platform there. She also listed state-of-good-repair projects. A key goal, she said, is getting the most useful life out of assets. Asset condition will drive planning. Additionally, she described such Northeast projects as the East River Tunnels, Hudson Tunnel Project, Connecticut River Bridge, Portal North Bridge (with a new span opening next spring), Dock Bridge (Newark, N.J.) to be decommissioned and fixed in place, and the B&P Tunnel in Baltimore, Md.

Roger Harris returned with summary comments. He pointed out “a remarkable turnaround in the business, both in OTP and Customer Satisfaction Index (CSI) in the second half of the fiscal year.” He called the number of capital projects “overwhelming” and mentioned “the breadth of projects that we’re investing in” and “that some of these assets are actually beginning to come to life.” He also noted “the importance of partnerships and relationships.” He praised the work with partners, such as New Jersey Transit on the Portal North Bridge and New York MTA on the East River Tunnels. He also said that he was impressed with safety at Amtrak, and noted that this was the third year of no National Transportation Safety Board-reportable incidents. He summarized the strategic focus for 2026 as “Run a Great Railroad, Build for the Future, and Deliver Business Results.” As he concluded his remarks, he showed a graph of this year’s ridership exceeding pre-COVID levels, and he expressed the hope that recent momentum will result in another record next year. 

David Capozzi told attendees that visual and audible signage provides more information on train arrivals and departures than either visual or audible signs alone for riders who are deaf and rider who are blind. He asked about making on-board information fully accessible in that way. Harris responded by expressing thanks for the support Amtrak has received from the disability community and agreed that it “would be a huge improvement,” and that Amtrak is working with Alstom on that product. Harris reported that Amtrak is on track to meet its Station Accessibility goal by 2029, and that Amtrak had invested almost $200 million in station accessibility improvements; he expects to invest $320 million in station accessibility improvements, on 70 active projects.  

John Shea of Amtrak Public Communications moderated the public Q&A session that followed. The first topic was capacity, with Amtrak having enough cars operate and fulfill present and future demand. Jim Mathews, President and CEO of the Rail Passengers’ Association, expressed concern, especially now that the Horizon cars have been taken out of service. He asked what provisions should be included in the next Surface Transportation Reauthorization bill that would improve Amtrak’s capacity. Harris reported that this is a “good problem to have” and that Amtrak is restoring capacity as best it can. He said fares are high because of high demand, so additional capacity is “very necessary.” He noted that Amtrak needs to look toward a “very broad” approach, including working with car builders.

Elaine Clegg also expressed concern about capacity, saying that Amtrak should work with government agencies and request enough grant money from Congress to keep Amtrak going for the next five to ten years, including funds to purchase enough equipment. Ron Batory commented: “There’s nothing more valuable than standardization. Standardization brings a scale that will be both efficient in the way of ability, maintenance, and cost, and that is something that I think is an opportunity for Amtrak to seize.”

Scott Spencer, Chief Operating Officer for AmeriStarRail (ASR), was next, offering “the opportunity for the largest private-sector investment ever in Amtrak.” It would be done, he said, “by driving innovation in five key areas: service, marketing, technology, the organization, and safety.” He proposed that ASR operate trains on the NEC according to a Service Plan that he had furnished to the Amtrak Board and senior managers. He suggested that Acela trains be rebranded as Libertyliner 250 trains to honor the 250th birthday of the United States, as well as the speed of 250 kilometers per hour (155 mph) that the trains can maintain. Spencer also proposed a “Freedom Pass” that would be valid for seven days of unlimited travel on the NEC for a flat fee of $250.00 per person. Coscia reported being open to these ideas: “We have a very strong interest in seeing whether there’s private capital and private innovation that can be brought into the mix in order to allow us to do our job and do it better.” (This is only a summary of what Spencer proposed; Railway Age will have a report with more details soon.)

The next question concerned where Amtrak trains will terminate in Miami, Fla., in the future. The response was that the trains will continue to terminate at Hialeah but could move to Miami Central Station (used by Brightline and Tri-Rail) someday, in connection with state-supported service.

Southern Rail Commission (SRC) Chair Knox Ross thanked Amtrak officials for their efforts to get Mardi Gras Service trains running, and said that “CSX, NS, and the Port [of Mobile] have done a tremendous job of making the service work.” He added: “We’re very excited about the ridership, the revenue.” He complimented Amtrak employees, including mechanical and on-board service workers, saying “Amtrak is putting a white glove on this” and “this is how Amtrak ought to run.” Coscia agreed, also thanking the Amtrak employees and the community. He recalled the thousands of people who came to see the train on its inaugural run, and said “it’s continued every day” and that ridership has exceeded initial expectations. He added: “it also speaks volumes for potential expansion of service in other parts of the country.” Coscia and Amtrak Executive Vice President for Planning and Strategy Jennifer Mitchell said that permanent platforms and other station improvements are coming, but did not provide details.

John Spain, a Louisiana resident and SRC Vice Chair, was up next. He thanked Amtrak for the Gulf Coast trains, too. He noted the 20th anniversary of Hurricane Katrina, and said that trains would have helped get people out of harm’s way if they had been used in 2005. He called for a route between New Orleans and Baton Rouge, the state capital. He also called for state funding, including for the proposed I-20 route, which would run between Fort Worth, Tex., and Meridian, Miss., across northern Louisiana.

More questions came from on line participants. One asked when the first and second tracks of the Portal North Bridge on the NEC in northern New Jersey would be in service. Laura Mason reported that Amtrak expects to have the first track in operation this spring and the second track in fall 2026. Another online questioner asked about plans for running the now tri-weekly Sunset Limited (between New Orleans and Los Angeles) every day, but Harris suggested consulting the FRA Long-distance study, without giving a specific answer. The next questioner asked what Amtrak is doing about the disruptions caused by problems with the Siemens Charger fleet. Gary Williams said that Amtrak is working with Siemens and its own mechanical crews to improve the situation; that it is improving; and that Amtrak is working to shorten response time when events occur that are beyond Amtrak’s control, like a vehicle accident. The next question was about the problems that Amtrak has had with shunt antennas on the Siemens Charger units pulling trains on host freight railroad CN in Illinois (the historic Illinois Central, where Amtrak is running long trains of Superliner cars while single-level cars would otherwise be used). Williams said that new antennas are being built for the Charger locomotives.

The next question concerned the new span of the Long Bridge over the Potomac River that the Virginia Passenger Rail Authority is building. Will long-distance trains running south of Washington, D.C., be able to operate during bridge closure hours due to the construction? Williams said that the Floridian will run there but did not mention the schedule. Harris said that schedules for long-distance trains will be “modified” but did not release details. The next question concerned restoring dining car service to trains that do not currently offer it. Harris said that many people care about food and beverage service on board but offered no specifics; he did offer to provide more specific information to the individual questioner. Another on line participant asked about the status of the Horizon cars that are at the manufacturer for repair. The answer: the fleet has been evaluated, and some can be repaired. A “small number” are being repaired to return to service.

After Jennifer Mitchell gave an update on Amtrak projects in the region and funding for them, on line questioning resumed with an inquiry about New York Penn Station, including the area to its south. Anthony Coscia said that the Penn Station Transformation Plan is about redevelopment at the station and enhancing capacity there, rather than development on private property south of the station. He added that the project is “on time, on budget, and on schedule,” and concentrates on the building’s footprint. FRA Chief Counsel Kyle Fields elaborated on the agency’s role in the development, including “what expansion might be necessary before going there.” A related question was whether the Feds are still financially supporting the Gateway Program. Coscia answered in the affirmative. Another questioner noted the high sleeping car fares on the long-distance trains, due to lack of capacity, and asked what is being done to expand the fleet. Harris said that the wreck-damaged cars that can be saved are being repaired. The next question was about publishing timetables, and Hamlisch defended Amtrak’s practice of not issuing printed timetables by saying that they change often. Concerning service expansion in Ohio, Mitchell mentioned projects led at the state level for corridor development.

Coscia concluded the meeting by saying it was “very, very important to hear from you,” noting that there will be another similar meeting next year. He expressed his hope that there will be more to celebrate then. 

This was the first Amtrak Board meeting where members of the public were allowed to ask questions. However useful (or not) the responses were to the questioners, this publicly available meeting marked an improvement in transparency for Amtrak. That, along with the records, is something to celebrate.

The post Amtrak Board: ‘We’re Just Getting Better, Year After Year’ appeared first on Railway Age.

Under U.S. Transportation Secretary Sean P. Duffy, the merit criteria of BUILD grants “will prioritize increasing safety measures, expanding transportation options for American families,” as well as projects that: 

• “Beautify transportation infrastructure with context-appropriate design that enhance user experience while maintaining safety and operational efficiency.
• “Improve roadway capacity and makes transportation more affordable.
• “Improve the travel experience for families through dedicated facilities for mothers, accessibility for those with disabilities, intuitive design elements, clear signage, intuitive layouts, and predictable operations for caregivers.
• “Facilitate tourism.
• “Support U.S. energy dominance.”

The program’s goal, USDOT says, “is to identify transportation projects with the capacity to have significant local or regional impacts, including highway, rail, port, and truck parking projects.” BUILD grants are awarded on a competitive basis for planning or constructing surface transportation infrastructure projects that will “improve safety; quality of life; mobility and community connectivity; economic competitiveness and opportunity including tourism; state of good repair; partnership and collaboration; and innovation.”

Applications are due Feb. 24, 2026, at 5:00 p.m. EST. More information is available here.

The post USDOT: $1.5B in Infrastructure Funding Available Through BUILD Grants appeared first on Railway Age.

Sierra Northern Railway’s (SNR) Ventura Division and Operation Toy Train kick off the holiday season in Southern California. Also, Union Pacific (UP) and potential merger partner Norfolk Southern (NS) celebrate in Houston, Tex., and Atlanta, Ga., respectively.

SNR’s Ventura Division on Dec. 11 reported teaming with Operation Toy Train to bring holiday joy to the Santa Clara River Valley—by rail between Ventura and Santa Paula and by truck from Fillmore to Piru. A specially decorated train comprising a genset, open-air car, and observation car carried Santa Claus and his elves to greet the communities and collect toys for children in need. The crew consisted of Engineer Robb Whitaker and Conductor Matt Blackburn, staff from Sierra Northern and Sunburst Train, and Operation Toy Train volunteers. Some 677 toys were donated.

SNR is the freight division of privately owned Sierra Railroad Company. It operates approximately 75 miles of track in Northern California and 30 miles of track in Southern California, and interchanges with BNSF and UP.

• SNR Debuts HFC ZE Switcher
• SNR Orders More Ballard Fuel Cell Modules
• SNR Acquires RailPower LLC Assets

Earlier this month, the Houston/Gulf Coast Chapter of UPVETS held a toy drive. It also hosted a short trip around the Houston, Tex., area, on a train of UP Heritage Fleet cars and the railroad’s commemorative military locomotive, UP No. 1943, The Spirit.

The Employee Resource Group for military veterans and interested employees collected approximately 35,000 toys this year for the U.S. Marines Toys for Tots.

Approximately 18% of UP’s employees have military experience, with some still actively serving in the reserves, according to the railroad.

In related news, UP earlier this season delivered the city of Omaha’s official Christmas tree. 

NS recently opened to the public a holiday model train display in its headquarters’ lobby at 650 W Peachtree St. NW in Atlanta. Through Jan. 3, visitors can view the display—presented by North Georgia Modurail—every day from 9 a.m. to 6 p.m.; it is closed on Christmas Day and New Year’s Day.

Separately, NS, Amtrak, and the Marine Toys for Tots Foundation ran their 26th Holiday Train on Dec. 13 in New York State.

For more “Holiday Briefs,” click here and here.

The post ‘Holiday Briefs’: SNR, UP, NS appeared first on Railway Age.

Tony Will on Jan. 5 will join UP’s Board of Directors. Since 2014, he has served as President, CEO, and Board Member of CF Industries Holdings, a global manufacturer of hydrogen and nitrogen products that earlier this year received a UP “Pinnacle Award” for its dedication and commitment to safety. He plans to retire Jan. 4 and take on an advisory role through March 15, 2026.

Will joined CF Industries in 2007 as Vice President, Corporate Development, and was elevated to Vice President, Manufacturing and Distribution in 2009 and to Senior Vice President, Manufacturing and Distribution in 2012.

Previously, Will was a partner at Accenture LLP, a global management consulting, technology services and outsourcing company. He has also held positions at Sears, Roebuck and Company; Fort James Corporation; Boston Consulting Group; and Motorola. He has a bachelor’s degree in electrical engineering from Iowa State University and an MBA from the Kellogg School of Management at Northwestern University.

“We are excited to welcome Tony to our Board,” UP Board Chair Mike McCarthy said. “His proven leadership and impressive track record will be instrumental as we continue our work to build America’s first transcontinental railroad [through a proposed merger with Norfolk Southern] and transform the nation’s supply chain.”

“I’m honored to join UP’s Board,” Will said. “It’s an exciting time for both Union Pacific and the rail industry as a whole, and I’m looking forward to leveraging my experience to help guide Union Pacific as we shape the future of rail.”

UP is not only deploying hydrogen fuel-cell power generators, but like other Class I’s is advancing alternative-power locomotive projects.

• Could BE Technology Reinvigorate the Locomotive Market?
• Looking Beyond Diesel
• UP, ZTR Partner on Hybrid-Electric Locomotives
• Next-Gen Motive Power
• Follow the Megawatt-Hours: Hydrogen Fuel Cells, Batteries and Electric Propulsion
• UP Acquiring 20 Battery-Electrics for Yard Service

CSX’s TDSI terminal in Tampa, Fla., has earned Honda’s 2025 North American Destination Terminal of the Year, highlighting the “team’s commitment to operational excellence, safety, and partnership,” the Class I reported Dec. 10 via social media. The terminal, which specializes in vehicle handling, also received the honor in 2022.

Separately, CSX’s Locomotive Service Team in Toledo, Ohio, recently achieved 11 years injury-free and Newsweek ranked the railroad as No. 1 in the Transportation and Logistics category of the 2026 Most Responsible Companies List.

The B&O Railroad Museum on Jan. 12, 2026, will unveil the newly restored American Freedom Train No. 1 (AFT No. 1).

“The restoration of this iconic locomotive—an enduring symbol of unity and patriotism from the 1975/76 U.S. Bicentennial—is the Museum’s gift to the nation as it prepares to celebrate its 250th anniversary,” the B&O Museum reported Dec. 11.

The AFT No. 1 powered the American Freedom Train of 1975–1976, a traveling Bicentennial exhibition that carried more than 500 pieces of Americana, including George Washington’s copy of the Constitution, Benjamin Franklin’s handwritten draft of the Articles of Confederation, the original Louisiana Purchase, Dr. Martin Luther King, Jr.’s robes, Judy Garland’s dress from The Wizard of Oz, and a lunar rover, according to the Museum. During its 21-month journey, the train visited 138 cities in all 48 contiguous states and was viewed by more than 7 million Americans. The locomotive now held by the B&O Railroad Museum is the only one of the original three locomotives that remains in its authentic American Freedom Train paint scheme, the Museum said.

AFT No. 1’s cosmetic restoration was completed in six months. The team replaced necessary jacketing, repaired wiring for headlights, class lights, and tab lights, and successfully abated any rust, according to the Museum. The seal and graphics were painted by artists David and Liné Tutwiler.

The Museum said it will also debut an exhibit devoted to the historic journey of the American Freedom Train, including a multimedia presentation of the Dolly Parton and Porter Wagoner song, “Here Comes the Freedom Train.”

The unveilings will launch a yearlong series of programs, exhibitions, and events at the Museum centered on both the AFT No. 1 and America 250, culminating in the celebration of the 200th anniversary of American railroading in 2027.

Steve Angel, the recently hired CSX President and CEO, is co-chair of the Museum’s $38 million capital campaign for restoration work ahead of railroading’s bicentennial.

The B&O Railroad Museum is a historic site located on the original grounds of the B&O, the first steam-operated railroad in the United States to be chartered as a common carrier of freight and passengers. Its campus extends 40 acres into southwest/west Baltimore, Md., and features the first mile of commercial track ever laid in the country; five historic buildings, including the 1851 Mt. Clare Station (designated a National Underground Railroad Network to Freedom Site); and the 1884 B&O Roundhouse. CSX, the B&O’s successor, in 1987 officially transferred all land and property for the Museum to a non-profit that became the B&O Railroad Museum.

As part of the capital campaign, the Museum will restore its South Car Works building, which is said to be the oldest, continuously operating railroad repair facility in the United States if not the world (1869-1990). The 33,000-square-foot building’s transformation will include an Innovation Hall to exhibit the present and future of American railroading technology, as well as educational and historical archive space. Additionally, the building will serve as the new entrance to the Museum. The Museum said this will allow it to “reimagine its campus flow to face Southwest Baltimore to spark community economic development and to create the CSX Bicentennial Garden.”

CSX is donating $5 million to build the garden, which will include an amphitheater and multi-use space that can host local organizations and hold community gatherings. “This installation will serve as a vibrant event space and provide a fresh, new location to welcome visitors to the Museum,” the railroad reported in 2023, when it became the first corporate patron to pledge support for the campaign, along with the state of Maryland, which included a $1 million grant in its FY2024 capital budget. 

A groundbreaking ceremony for the Museum project was held in May 2025. The Museum is said to have raised $28 million so far for the project, which is slated for completion in October 2026.

Separately, CSX in May 2023 showcased its first heritage locomotive design in honor of the B&O.

The post Class I Briefs: UP, CSX, B&O Railroad Museum appeared first on Railway Age.

The IANA Board of Directors on Dec. 5 announced the election of its 2026 Officers, slated to assume their roles on Jan. 1, 2026.

Christopher Brach, Senior Vice President and General Manager of Radiant Road & Rail was elected as the Chair of the Board. Brach started at the multimodal service provider in 2003 after graduating from Marquette University. He progressed through several roles, including the organization’s Vice President of Operations, before he assumed his current position in January of 2020.

The Board also elected Shawn Tureman, Vice President of Intermodal & Automotive at Norfolk Southern Corporation, as Vice Chair, as well as EJ Bronwasser, Vice President of Operations at Milestone Equipment Holdings, as Treasurer.

“I am honored by the confidence the Board has placed in me as it focuses on evolving and energizing the association,” said Brach, first elected to the Board in 2022. “IANA provides a critical service to its members, and I look forward to working with Shawn and EJ to expand the value it provides to all of our membership through the term of our officer roles and beyond.”

Joining the 2026 Board for three-year terms are the newly elected and re-elected members: Shelli Austin of InTek Logistics, Jeffrey R. Brashares of CMA CGM America, Andrew Johnson of CSX Transportation, Kevin Lhotak of Reliable Transportation Specialists, and Dennis Monts of PayCargo.

“Congratulations to our newly elected and re-elected Officers and Directors. I look forward to their collaboration in the coming year as we seek to advance IANA’s mission,” said IANA President and CEO Anne Reinke.

Continuing their service on the Board of Directors are Ronnie Armstrong of Ocean Network Express (North America), Donna Lemm of IMC Logistics, Garry Old from COFC Logistics, Kari Kirchhoefer of Union Pacific Railroad Company, and Bob Milazzo of MSC Inc.

Harbor Logistics on Dec. 11 announced that Jason Essenberg has joined the company as Senior Vice President of Business Development. Essenberg, who reports to Harbor CEO Kevin Shuba, will lead Harbor’s customer growth strategy, “strengthening partnerships across the Southeast and expanding the company’s service and geographic footprint.”

“Jason brings a deep understanding of transportation, logistics and customer operations that aligns perfectly with Harbor’s commitment to strategic growth,” said Shuba. “His leadership experience and proven ability to build lasting customer relationships make him a tremendous addition to our executive team. Jason’s combination of industry insight, commercial drive and focus on service excellence will be vital as we continue expanding our presence in key markets.”

Essenberg joins Harbor Logistics with more than two decades of experience in supply chain and logistics management, including leadership roles in operations, business development and strategic partnerships. He most recently was Vice President of TrueBlue Inc., a provider of specialized workforce solutions based in Chicago. Prior to TrueBlue, he worked his way up the corporate ladder to President of Kontane Logistics, a dedicated third-party logistics provider with multiple locations throughout the Southeast.

“I am thrilled to join Harbor Logistics at such an exciting time for our business as well as our industry. It is clear to me that Harbor has built a robust reputation for performance, reliability, and trust. I look forward to partnering with current and new clients to strategically grow a meaningful business encompassing the Southeast and beyond.”

SLSI announced Dec. 15 that Chris Machenberg has been hired as Hazardous Materials Program Director. Machenberg, who will succeed John Walsh when he retires in January 2026, brings more than two decades of railroad experience specifically in hazardous materials safety, with a record of transforming culture, improving safety, and improving quality of programs delivered.

As Hazardous Materials Program Director, Machenberg will oversee the delivery of a wide array of training programs, delivered in person and online for safety professionals on railroads, and for first responders.

His nearly 30-year railroading career encompasses craft roles, including conductor, locomotive engineer, and yardmaster; management roles such as trainmaster; and increasing levels of responsibility for hazardous materials shipments and safety, including as Director of Hazardous Materials and Chemical Safety. Machenberg served as a representative on the Association of American Railroads (AAR) Tank Car Committee which included one term as Chairman of the committee. Most recently, he was Deputy Staff Director, Hazardous Materials – Field Operations, Federal Railroad Administration.

“We are pleased to have Chris join our team,” said Tom Murta, Executive Director, Short Line Safety Institute. “His experience from a boots-on-the-ground craft employee to the highest levels of hazmat program management in the rail industry, coupled with his experience at FRA, will benefit any railroad that takes advantage of our hazardous materials training programs.”

“Under John Walsh’s leadership, the hazardous materials program offered by the SLSI has grown from a single training course to a robust suite of offerings for railroads, including training for first responders, transportation emergency response plans, online refresher courses, HazMat safety tips, and other resources,” said Murta. “John’s impact on our program offerings has been transformational and has benefitted railroads and first responders across the country. We wish John the very best in his retirement.”

To date, the SLSI has provided training to 5,603 individuals from 1,053 organizations throughout 202 training events.

“The Short Line Safety Institute has a proud history of delivering meaningful and well-received hazmat training to short line railroads and first responders. In my career, I’ve seen firsthand how a strong safety culture, coupled with consistent and exceptional training delivers results. I’m looking forward to assisting the industry in reducing risk and increasing preparedness for any hazmat incident,” said Machenberg.

The post People News: IANA, Harbor Logistics, SLSI appeared first on Railway Age.

On the CPKC Soo Line, 300 locomotive engineers will earn compounded raises of 18.8% over the length of the five-year agreement in addition to strong improvements to work rules.

Health and welfare benefits remain nationally negotiated. General Chairman Nick Mugavero said the new contract also contains several work rule improvements that are important to the members:

• Overtime after 12 hours daily on 4/3 assignments.
• Ability to mark Extra Board position weekly on 5/2 and 4/3 work week schedule.
• Increased meal allowance.
• If double-pillowed, will immediately be placed first out and paid held away after 12 hours.
• Ability to “drop turn,” or essentially not be called to go on duty any later than 1200 the day before vacation to ensure they begin their vacation on time.

The negotiating team consisted of General Chairman Mugavero and National Vice President Pete Semenek. The new agreement covers approximately 300 CPKC locomotive engineers on the Soo Line property who operate trains in Illinois, Indiana, Minnesota, North Dakota and Wisconsin.

“CPKC’s Soo Line would not run if it weren’t for hundreds of hardworking BLET Teamsters,” said Semenek. “This new contract reflects the commitment they bring to work every single day.”

At SEPTA, 300 workers voted to ratify a short-term contract to raise wages by 5% over the next year. “This follows months of fierce, coordinated advocacy from the Teamsters Rail Conference to stave off substantial budget shortfalls at the Pennsylvania-based transit authority,” the union said.

The negotiating team consisted of General Chairman Don Hill, First Vice Chairman Maurice Landon, and Second Vice Chairman Terrence Sanchious, with assistance from National Vice President Jim Louis.

“This contract ensures the hard work of SEPTA’s BLET Teamsters does not go unrecognized as the agency looks ahead to the future,” said Louis. “We look forward to building on this agreement to ensure our members’ needs and concerns are addressed for years to come.”

Additionally, the BLET has reached a tentative agreement with the New York, Susquehanna & Western Railway (NYSW). Ballots were mailed in late November.

If ratified, the tentative agreement would provide wage increases and work rule improvements. Additionally, if ratified, NYSW members would be covered by the National Health and Welfare Plan.

The NYS&W members belong to BLET 521 (Hawthorne, N.J.) and are represented by the CP Rail-D&H/PanAm (ST)/SL&A General Committee of Adjustment. The negotiating team consisted of General Chairman Ben Martin, Vice General Chairman Brian Plant, Division 521 Local Chairman Scott Samuel, and assigned National Vice President James Logan.

The NYS&W operates more than 400 miles of track in New York, New Jersey, and Pennsylvania. It connects with Class I railroads CSX and Norfolk Southern (NS). Ballots are due by Monday, Dec. 29.

The post BLET Teamsters at SEPTA, CPKC Soo Line Ratify New Contracts appeared first on Railway Age.

Reps. Bennie Thompson (D-Miss.), Troy Carter (D-La.), and Cleo Fields (D-La.) are asking the Surface Transportation Board (STB) to not only consider the “tangible impact the [proposed Union Pacific-Norfolk Southern] merger could have on the economy and transportation network, but also the intangible impact it could have on communities and people’s lives across the country.” They noted they are “hopeful, cautious, and open-minded” about what the transaction would mean for the country.

Their Dec. 11 letter is one of many submitted in advance of STB’s evaluation of the yet-to-be-filed application for a merger combining UP and NS under common ownership and forming a U.S. transcontinental.

“With the commitments proposed to enhance safety, strengthen service for customers, and protect vital jobs, the newly combined company is taking accountability for the outcome of this potentially historic merger, which, if executed correctly, could enhance freight transportation options nationwide,” Thompson, Carter and Fields wrote.

The STB Office of Chief Counsel entered the letter from the undersigned into the public record on Dec. 12. Railway Age reproduces it in full below.

“As Members of Congress, we are writing to express our growing interest in the proposed merger between Union Pacific and Norfolk Southern railroads.

“We recognize that freight rail is vital to our states and the country’s economy, as it safely transports goods that drive our industries, support our farmers, and connect our communities to markets across the nation and around the world. Union Pacific and Norfolk Southern have long been essential transportation partners, linking people and strengthening communities, and creating a stronger, more competitive America by providing efficient, reliable, and cost-effective service to businesses large and small. At the same time, we recognize that any large-scale rail merger must be carefully reviewed to prevent service disruptions, protect workers, and enhance competition for shippers and communities.

“In our detailed discussions with Union Pacific and Norfolk Southern, we have learned that the proposed merger could offer a unique opportunity to strengthen the newly combined company’s current rail network and deliver tangible benefits for shippers, consumers, and communities. Additionally, Union Pacific has made clear its commitment to continue improving safety, enhancing service, protecting workers, and investing in our communities. As this merger continues through the federal regulatory process, we will continue listening to those most impacted, asking meaningful questions, and will stand ready to assist in finding workable solutions that can lead us all to a more efficient, reliable, and competitive transportation network for our country.

“As the Surface Transportation Board reviews the proposed merger, we ask that it not only consider the tangible impact the merger could have on the economy and transportation network, but also the intangible impact it could have on communities and people’s lives across the country. With the commitments proposed to enhance safety, strengthen service for customers, and protect vital jobs, the newly combined company is taking accountability for the outcome of this potentially historic merger, which, if executed correctly, could enhance freight transportation options nationwide. As the Board reviews this matter, we encourage it to ensure that any approval includes transparency and clear accountability to protect workers, shippers, and local communities. Additionally, we hope the Board will ensure the proposed merger serves the public interest. We are hopeful, cautious, and open-minded about what this proposed merger means for the country.”

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

The post House Dems to STB: Consider ‘Tangible,’ ‘Intangible’ Impacts of UP+NS appeared first on Railway Age.

“After 19 years of steady improvements to the accessibility of its system, the MBTA has fulfilled a substantial amount of its obligations under the 2006 Joanne Daniels-Finegold, et al. v. Massachusetts Bay Transportation Authority Settlement Agreement,” according to the transit agency, which provides subway, bus, Commuter Rail, ferry, and paratransit service in eastern Massachusetts and parts of Rhode Island. “As a result, court-appointed independent monitor Judge Patrick King will conclude his oversight role.” (Download agreement below.)

In honor of this milestone, the MBTA said, it has worked with the original named plaintiffs, the Boston Center for Independent Living (BCIL), and Greater Boston Legal Services (GBLS) “to enter into the Next Generation Accessibility Agreement with BCIL, which includes numerous commitments related to delivering best-in-class accessible service for all riders.” This agreement, it noted, also shifts oversight responsibility from a court-appointed monitor to the Riders’ Transportation Access Group (RTAG), the citizen-led advisory committee on accessibility matters at MBTA. The transit agency said “the organizations will work together to make more progress across the entire MBTA network.”

Since the Settlement Agreement was reached in 2006, the MBTA said it has made “improvements to virtually every aspect of its fixed-route system in order to ensure riders with disabilities have access to safe and reliable service.” Upgrades have included:

• “Creating and growing the Department of System-Wide Accessibility, a clearinghouse of accessibility expertise.
• “Prioritizing elevator maintenance. In the early 2000s, many of the MBTA’s most frequently use elevators were out of service the majority of the time. Today, elevators on average are operational 99.4% of the time. Additionally, a new elevator standard was created, resulting in larger, more transparent elevators.
• “Transitioning to an entirely low-floor, ramp-equipped bus fleet.
• “Fully revising and refreshing trainings for frontline employees on how to provide best-in-class accessible service.
• “Restructuring the process for handling accessibility-related complaints to ensure a fully closed loop system.
• “Expanding outreach and engagement to older adults and people with disabilities through the MBTA’s Mobility Center.
• “Developing and administering an Internal Accessibility Monitoring Program in order to systematically evaluate the experience of riders with disabilities.
• “Significantly expanding station accessibility. In 2005, less than 60% of stations were accessible; today, 83% are; 93% of stations are projected to be accessible in the next five years.
• “Advancing dual-mode public information systems so that important information is broadcast audibly as well as visually.
• “Rolling out new wayfinding signage standards to make navigating the system easier.”

Although not part of the Daniels-Finegold settlement, the MBTA noted that its RIDE paratransit service “has seen a number of improvements in recent years, including improved on-time performance and a new rider-facing app.”

According to the MBTA, accessibility improvements are planned for the coming years, including:

• “Major accessibility upgrades at more than 30 stations.
• “Advancing the automatic enforcement of blocked bus stops using bus camera technology.
• “Issuing a first-of-its-kind accessibility training for Transit Police officers.”

“The story of the Daniels-Finegold lawsuit and settlement is one that should be shared far and wide,” MBTA System-Wide Accessibility Assistant General Manager Laura Brelsford said. “Two decades ago, a small group of disabled riders, with help from a dedicated legal services organization, spoke up after experiencing years of inaccessible service. And when no one would listen, they kept fighting—ultimately securing what has been recognized as the most comprehensive accessibility-related settlement agreement in public transportation. What’s even more impressive, is that, once the settlement was signed, they shifted quickly from litigants to partners and have consistently and constructively guided us into becoming one of the most accessible systems in the country today. It has been a privilege to work alongside them and be part of this story.”

“Since my very initial days at the MBTA [in 2023], it was evident that the plaintiffs in the Daniels-Finegold landmark lawsuit were now partners,” Interim Massachusetts Department of Transportation Secretary and MBTA General Manager Phillip Eng said. “Their long-term commitment of working with us to improve and advance accessibility was not about the case but rather ensuring that all who wanted and needed to use mass transportation had the same access as everyone else—something that we at the T value equally. That is why this settlement agreement is not only a major milestone but so meaningful for myself and the MBTA leadership as we share that goal. While nationally, the MBTA is one of the most accessible legacy systems in the United States today, we also know we have much more to do. I value the dedication shown by each of the plaintiffs—in particular, Joanne Daniels-Finegold, Myrnairis Cepeda, Reginald Clark, Thomas Gilbert, Andrew Forman—along with, BCIL led by Bill Henning, Taramattie Doucette, and the entire team at GBLS, and Independent Monitor Judge King. I offer my sincerest gratitude for their decades of open communication and partnership as we strived to address accessibility at the MBTA. In addition, I would like to thank Christine Daniels, a community advocate, for her help on this important work. I am so proud of … Laura Brelsford and her entire team’s efforts that led the progress we see today. We remain committed to ensuring one day, each and every individual can use the MBTA with safety, dignity, and confidence as we work with RTAG who has now assumed oversight responsibilities.”

“For more than 20 years, the named plaintiffs, GBLS and the community have worked with the MBTA to make accessibility improvements that benefit all riders,” Joanne Daniels-Finegold said. “I’m glad that RTAG will now have the resources and a strong platform to take our legacy into the future.”

“It marks a huge step towards ensuring equal rights for riders of all abilities,” noted Myrnairis (Mic) Cepeda.

“I’m glad we were able to bring the right people at the MBTA together with the community to solve the access problems,” Reginald Clark said. Now, it’s up to the community to keep the work going with RTAG.”

“It means we have come a really long way compared to 20 years ago,” commented Thomas Gilbert. “It’s far better than it was. We have made a real difference, not just for the MBTA, but worldwide. The MBTA has become a benchmark standard for accessibility.”

“Thanks to the leadership and foundational work of Greater Boston Legal Services and the plaintiffs, and with the strong team we have assembled—including System-Wide Accessibility, the BCIL, and the RTAG—I am confident that we will continue to advance accessibility at the MBTA,” said Andrew Forman. “Although the transition presents significant challenges, our productive working relationship with the MBTA gives me confidence that full accessibility will ultimately be achieved.”

“Today, I am very pleased to see the MBTA’s transformation from a decrepit system to one that is finally accessible, dependable, and built for all riders,” Gene Smith said.

“BCIL extols the amazing individual plaintiffs who’ve given over twenty years of  personal time to improve accessibility at the T, the great GBLS legal team, and the ongoing commitment throughout the MBTA’s ranks to get it right on the ADA,” added Bill Henning, the Director of the organizational plaintiff, BCIL.

“Now that plaintiffs will be transitioning to RTAG, it is important to note that the work is not done,” summed up Taramattie Doucette, Esq., who serves as lead counsel for the plaintiffs on behalf of the GBLS. “Accessibility is not a box we check; it is a standard we must continue to raise. As systems age, as ridership grows, and as new technologies emerge, the community via BCIL/RTAG must insist that progress continues—steadily, boldly, and inclusively.”

• MBTA: $850MM to Enhance Safety, Reliability
• Eng to Duffy: ‘Safety is Integral to Everything We Do at the MBTA’

The post MBTA Reaches ‘Daniels-Finegold Settlement’ Milestone appeared first on Railway Age.

Due to the expiration of the terms of two large-shipper representatives and one small-shipper representative, the Board on Dec. 12 said it will fill three RSTAC positions (download announcement below).

Established under the ICC Termination Act of 1995, RSTAC focuses on “issues of importance to shippers and railroads,” and includes 15 appointed members. These senior officials, representing large and small shippers, and large and small railroads, provide advice on regulatory, policy, and legislative matters, as appropriate, to the five STB members; the Secretary of the U.S. Department of Transportation; the Senate Committee on Commerce, Science and Transportation; and the House Transportation and Infrastructure Committee.

According to the STB, RSTAC members must be citizens of the United States and “represent as broadly as practicable the various segments of the railroad and rail shipper industries.” They may not be full-time employees of the U.S. government. It is permissible for federally registered lobbyists to serve on RSTAC, as long as they do so in a representative capacity, rather than an individual capacity, the STB noted.

Each RSTAC member is appointed for a term of three years. While no member will be eligible to serve in excess of two consecutive terms, a member may serve after the expiration of his term until a successor has taken office.

The Secretary of Transportation and the STB members serve as ex officio RSTAC members.

RSTAC typically holds meetings quarterly at the STB’s headquarters in Washington, D.C. Members are not compensated for their services and are required to provide for the expenses incidental to their service, including travel expenses, according to the STB; RSTAC members have elected to submit annual dues to pay for certain Council expenses.

Nominations should be submitted in letter form, identifying the name of the candidate and the vacancy for which the candidate is being nominated; providing a summary of why the candidate is qualified to serve on RSTAC; and containing representations that the candidate is willing to serve as an RSTAC member effective immediately upon appointment. Members selected to serve on RSTAC are chosen at the discretion of the Board’s Chairman, Patrick J. Fuchs.

The post Nominations Open for RSTAC appeared first on Railway Age.

The service plan calls for shorter weekday wait times on the Orange, Silver, and Blue lines, and reduced wait times on the Red Line at night. Additionally, bus service would increase on 15% of routes across the region.

“Metro ridership has grown in recent years, and we want to continue to meet that demand for the region,” said Clarke. “This proposal reflects our commitment to delivering safe, frequent, and reliable service, while preparing Metro for the potential long-term capital challenges ahead.”

Overall, the proposal (download below) will make rail and bus operations “more efficient through schedule optimization and by adding capacity to address emerging crowding while improving reliability,” according to the agency.

For the first time, the budget proposal, WMATA says, includes a multi-year budget and service plan forecast “to foster better planning and predictability for Metro and our regional partners.”

Rail would have better all-day and late-night service with trains running every 3-6 minutes in the core and 6-10 minutes in other parts of the system on weekdays. After 9:30 p.m., trains would run every 4-8 minutes in the core.

Overall, the proposal calls for 6% more daily train trips on weekdays.

Specific increases include:

• Orange, Silver, and Blue line trains would run every 10 minutes on weekdays, an improvement on the current 12-minute service.
• Red Line trains would run every 7 to 8 minutes after 9:30 p.m., an improvement from the current 10-minute service.

WMATA is proposing two scenarios for its six-year Capital Improvement Program outlook:

• “One scenario is significantly constrained and assumes no new regional DMVMoves investment. Under this scenario, Metro will reduce capital spending and defer projects that will lead to declining reliability, worsening customer experience, and increased safety risk over time.
• “The other scenario includes the additional $460 million regional investment called for in the regional DMVMoves endorsement. DMVMoves calls for Metro to modernize its bus and rail system. Part of the improvements would address and update the rail signaling system, ensure bus reliability, and make Metro safer and more cost efficient.”

Additional information on the capital program fiscal cliff can be found here. Additional information on the DMVMoves initiative can be found here.

The WMATA Board of Directors approves the final budget in April 2026. The new budget year starts July 1, 2026, and runs through June 30, 2027.

In related news, the WMATA Board of Directors on Dec. 11 adopted the agency’s updated Strategic Transformation Plan, “a refreshed roadmap shaped directly by feedback from customers, employees, regional partners, and community stakeholders.”

The updated plan (download below), which WMATA says, “sharpens the agency’s focus on service excellence, talent development, and long-term financial and organizational efficiency,” builds on the original Strategic Transformation Plan adopted in 2023 and reflects progress the agency has made in recent years, including improvements across the system and national recognition as the 2025 Outstanding Public Transit Agency of the Year by the American Public Transportation Association (APTA).

The refresh streamlines WMATA’s strategy around three core goals—Service Excellence, Talented Teams, and Financial and Organizational Efficiency—supported by Regional Partnership and Long-Term Transit Planning actions and practices which help advance these goals, the agency noted.

“Metro is committed to delivering a transit system that is safe, frequent, and reliable every day,” said Clarke. “This updated Strategic Transformation Plan creates a clear path forward, aligns our teams and resources, and reflects the input we heard from employees, customers, and regional partners.”

Revisions to the plan were shaped through extensive engagement, including more than 40 interviews with Board members and staff, nine employee town halls, a public hearing, outreach to more than 14 regional partners and community groups, and benchmarking with peer transit agencies. Public and employee surveys and comments also informed the updates. In all, WMATA received 379 written comments from the public and staff.

The updated plan, WMATA says, “reaffirms the agency’s mission—Your Metro: Connecting you to possibilities—and vision as the region’s trusted way to move more people safely and efficiently. It introduces updated objectives and key results focused on safety and security, reliability, convenience, workforce development, financial responsibility, and organizational efficiency. The plan also strengthens Metro’s commitment to the agency’s core values: Safe, Customer Centric, Ethical, Innovative, and Continuously Improving.”

“The Strategic Transformation Plan captures our shared commitment to Metro’s future,” said Board Chair Valerie Santos. “It strengthens our ability to provide excellent service now and lays the foundation for the world-class transit system our region will depend on tomorrow.”

With Board adoption, WMATA will begin implementing the updated plan immediately, with regular public reporting to track progress and maintain transparency.

The post WMATA Proposes FY2027 Budget; Adopts Updated Strategic Transformation Plan appeared first on Railway Age.

Dear members, partners, and supporters of the North American rail supply industry: As we close out this year, I want to take a moment to reflect on the incredible journey we’ve undertaken together. Stepping into the role of RSI president at the end of March has been an honor and a privilege for me. Never did I dream as a child growing up in Upstate New York near so many historic centers of rail that one day I would be a part of this great industry. 

Over the past eight months, I’ve met many of you, learned about the challenges and opportunities facing our industry and your companies, and witnessed firsthand the dedication and passion that drive this association forward. While this year has been one of evolutions for RSI, it has also laid the foundation for an exciting future built on collaboration, innovation, and a shared commitment to growing rail transportation. 

In my May Thought Leadership “Laying Down the Tracks for Success”, I outlined three primary objectives for engaging membership, representing your greatest needs, and advancing the association. Through collaboration with the Board of Directors, volunteers, and staff, we have made great strides towards achieving these goals. 

Thanks to the efforts of our Board and staff, we added over a dozen new members this year, including notables such as Amtrak, CAF, and Oliver Wyman. What is even more impressive is the increased level of involvement by RSI membership across all aspects of the association, particularly with regard to committee participation. 

RSI members are enthusiastic and engaged at a level rarely seen in associations, and it appears to be contagious. In my brief tenure with RSI, I already have seen numbers grow for well-established committees and witnessed the reinvigoration of others that had tapered off. There is an energy that can be felt among the membership that together we are building something greater that can bring the railway supply sector to new heights. 

For the first time that anyone can recall, RSI was invited to testify before a congressional committee. At a June 2025 U.S. House Subcommittee on Railroads, Pipelines, and Hazardous Material hearing on rail innovation, Wabtec Corporation’s Executive Vice President and CTO Eric Gebhardt testified on behalf of RSI speaking for the rail supply industry. 

On the heels of that, RSI held its Third Annual “Innovation in Rail” Expo on Capitol Hill in July featuring some of its member companies. This event was attended by hundreds of staff and a half dozen Members of Congress. The RSI government affairs team also has been called in by House Transportation & Infrastructure and Senate Commerce bipartisan committee staff to brief them on the industry’s priorities for the upcoming Surface Transportation reauthorization. 

Through these and other advocacy efforts, RSI earned a 125% increase in media mentions compared to last year. 

Along with our greater recognition on Capitol Hill and in the media, RSI has strengthened its ties within the railway association community to further advance our shared missions. A new and exciting partnership is our collaboration with the B&O Railroad Museum to celebrate “200 Years of American Rail” in 2027. As part of this, we are connecting RSI members with opportunities to provide exhibit pieces for the museum’s new Technology Hall to showcase innovations shaping the future of rail and tell our industry’s story directly to the public. 

As we look ahead to 2026, RSI will continue pushing forward on these objectives. We plan to participate in key discussions surrounding renewal of the USMCA trade agreement and the proposed Union Pacific – Norfolk Southern merger. Be on the lookout for RSI’s new economic impact study that will be more detailed and in-depth than ever before, bringing these new granular details right down to the individual state reports that you have come to rely upon and expect from RSI. 

We also face reauthorization of the current Surface Transportation law set to expire in 2026. RSI is not content with just playing defense to keep what the industry currently has. We intend to play offense in this reauthorization process, fighting for policies that increase the modal share for freight rail thereby creating more business opportunities for railway suppliers and economic growth for the nation. Please be sure to let us know what your company’s priorities are so we can work to include them in our efforts. 

Finally, Railway Interchange 2026 promises to be our best one yet! I am pleased to announce that Union Pacific CEO Jim Vena will deliver our keynote address on June 3. There also will be a new, outside exhibit area and specially curated education sessions selected by your peers from the railway supply industry to enhance the entire experience. 

Thank you all for a fantastic year! I wish you all happiness and cheer as we head into this holiday season. I look forward to continuing the work to advance RSI and the rail supply industry in 2026!  

The post RSI President’s Year-End Reflections: Evolutions and Achievements in 2025 appeared first on Railway Age.

For 40 years, the sound of a SkyTrain chime has been the backdrop to everyday life in Metro Vancouver. It’s been there for first concerts and first jobs, late-night rides home, airport goodbyes, and trips downtown.

What started with 13 miles of track has now grown to four times its original size. Today, SkyTrain is a rapid transit network that has quietly but consistently shaped how people live, work and travel across the region. SkyTrain remains a cornerstone to regional planning, with new trains, new stations, and the most ambitious growth since its earliest days—including the incoming Broadway Subway and Surrey Langley SkyTrain.

The system’s importance is clear; last year the Expo and Millennium lines averaged nearly 349,000 weekday boardings, contributing significantly to the nearly 1.5 million weekday boardings across the entire transit network. TransLink now has the second highest per capita ridership in Canada, surpassing the Greater Toronto and Hamilton Area and ranking just behind Greater Montreal.

In the early 1980s, Metro Vancouver was looking ahead to Expo 86 and searching for a way to show the world what kind of city it wanted to be. An automated rapid transit system with frequent trains, compact stations, steep grades, and a small footprint that could weave through dense urban areas matched that ambition.

Before Expo even opened, the system launched with huge success after free test rides. Ridership in early 1986 quickly exceeded expectations, jumping from 40,000 daily riders in the first week of paid service to 50,000 by the end of the month, with Saturdays hitting 70,000 daily.

When the Expo officially opened on May 2, 1986, the SkyTrain was one of the most compelling attractions around. It was the world’s first fully automated driverless rapid transit system.* For many, that was their first glimpse of a different kind of city: one built around fast and frequent transit.

SkyTrain’s popularity was highlighted by a royal visit from then-Prince Charles and Diana, Princess of Wales, as they toured the fairgrounds before the opening ceremony at BC Place. The royal couple traveled in car 014, which would later host the Prince and Princess of Belgium, as well as the Princess of Thailand upon future visits to Vancouver.

More than 22 million visitors attended Expo 86, helping to put Vancouver on the map, with the SkyTrain creating a lasting impression and memory for travelers from all over the world.

The first decade of SkyTrain set the stage, but the 1990s solidified its role as a backbone of people’s daily routines. New stations opened, including Columbia, Scott Road, Gateway, Surrey Central, and King George Station. Trains arrived more frequently, and neighborhoods along the line began to change and take shape in a different way. The SkyBridge was constructed to connect the Expo Line to the new Surrey stations, establishing the region’s first rapid transit link across the Fraser River.

Areas like Metrotown transformed rapidly as higher-density development took hold. Mixed-use communities were built around access to transit rather than parking lots. It was an early example of transit-oriented development: build around SkyTrain, and people will choose to live and work there. That pattern has since shaped many of the region’s busiest town centers.

With the turn of the century came the most significant expansion in SkyTrain’s history yet. The Millennium Line opened in 2002 and marked a new chapter in Metro Vancouver’s growth strategy.

The opening day was electric, as customers explored new stations built with glass, greenery, public art, and distinctive architecture—including the uniquely-designed Brentwood Town Centre Station. The elaborate double-curved wood canopy, shaped to resemble a canoe, has won multiple awards, including the Governor General Medal in Architecture and the Lieutenant-Governor of British Columbia Award in Architecture.

The Millennium Line also introduced 60 new Mark II SkyTrain cars to the fleet, with three doors per side and articulated gangways between cars. This design feature became a standard for all future models.

In 2009, the Canada Line added another layer of connection. The 12-mile line through downtown Vancouver, along Cambie Street, and across the Fraser River required some of the most complex engineering in the region’s history. The project connected 16 stations across three separate water crossings, combining a mix of elevated, ground level, and underground track sections.

Upon opening in August 2009, it fundamentally changed how people moved between downtown, South Vancouver, Richmond, and the airport. Commuters had a new high frequency alternative to sitting in traffic. Visitors could step off a plane and be downtown in under half an hour.

The following year, the Canada Line was vital in the region’s ability to host the 2010 Olympic Winter Games. With nearly 2,600 athletes from 82 nations, and thousands of visitors from all over the world, rapid transit carried crowds to events, celebrations, and volunteer shifts. On Feb. 19, 2010, the Canada Line set its single-day ridership record—with 287,000 trips. Those lessons in moving world-scale crowds are now helping inform planning for future major events, including the FIFA World Cup 2026.

In 2016, the Evergreen Extension connected the Millennium Line to Port Moody and Coquitlam. With this, SkyTrain became a truly regional system. It has supported the Tri-Cities’ growth by providing stronger connections for students, families, and local businesses. In 2024, the six stations along the Evergreen Extension (Burquitlam, Moody Centre, Inlet Centre, Coquitlam Central, Lincoln, and Lafarge Lake–Douglas Station) averaged nearly 20,500 boardings every weekday.

Summer 2016 also brought the launch of the Mark III SkyTrain car. With wider walk-through interiors, updated seating layouts, and enhanced accessibility features, the Mark III signaled the next evolution of the fleet and prepared the system for growing ridership.

During four decades, SkyTrain has done more than cut commute times. It has been instrumental in shaping the region’s urban configuration, and even its culture. Movies, TV shows, and music videos have used SkyTrain cars and stations as a backdrop. Examples include Blade Trinity, Friday the 13th Part VIII, The X-Files, Skyscraper, Smallville, and 21 Jump Street (1989). Vancouver-born actor and comedian Seth Rogen became a featured guest voice on SkyTrain when he recorded a series of etiquette announcements in 2018. And now a retired Mark I train is being used as a movie set locally at Lumostage Virtual Production in Langley, attracting filmmakers from all over the world.

Today, SkyTrain is entering an era of renewal and expansion. New Mark V trains are beginning service on the Expo Line, offering more space, improved accessibility and a smoother ride. There are currently four Mark V trains running on the Expo Line, with 43 additional trains scheduled to enter service by 2029. The Mark V is proudly made in Canada. They are manufactured by Alstom in La Pocatière, Quebec, and then tested in Kingston, Ontario. The cars are delivered to Metro Vancouver on flatbed trucks across the Trans-Canada Highway, spanning a 2,850-mile cross-country trek.

Each Mark V train features striking Indigenous artwork on its interior windscreens. The pieces were created by acclaimed artists Rain Pierre of q̓ic̓əy̓ (Katzie First Nation), Atheana Picha and Brandon Gabriel of qw̓ɑ:nƛ̓ə̓n̓ (Kwantlen First Nation), Darryl Blyth of xʷməθkʷəy̓əm (Musqueam), and Rose Williams of Sḵwx̱wú7mesh Úxwumixw (Squamish Nation).

Major expansions are also in progress. The 10-mile Surrey Langley SkyTrain extension will be the largest expansion of rapid transit south of the Fraser. Eight new SkyTrain stations at Green Timbers, 152 Street, Fleetwood, Bakerview-166 Street, Hillcrest-184 Street, Clayton, Willowbrook and Langley City Centre Station will connect these growing communities to the transit network.

Meanwhile, the 3.5-mile Broadway Subway will carry the Millennium Line through Vancouver’s health, education, and tech corridor into Kitsilano. Six new underground SkyTrain stations at Great Northern Way-Emily Carr, Mount Pleasant, Broadway-City Hall, Oak-VGH, South Granville and Arbutus Station will provide a faster connection across Broadway, one of North America’s busiest traffic corridors.

Together, these projects will add 13.5 miles to the system—more than the original SkyTrain line when it opened.

SkyTrain began as a bold idea, introduced on a world stage by a region imagining what its future could be. Over time, that idea became something more: a shared experience that spans decades and generations. As SkyTrain enters its next chapter, it stands ready to provide new journeys and memories, just as it has since the beginning.

“Celebrating 40 years of SkyTrain reminds us just how far this bold Expo 86 idea has come,” said Kevin Quinn, CEO, TransLink. “Today it stands among the world’s longest fully automated networks, shaping how cities everywhere approach urban mobility. As we mark this milestone, I’m excited for how the next phase of the system will keep Metro Vancouver at the forefront of modern, climate-focused transportation.”

“The legacy of SkyTrain has been built and delivered on the shoulders of the amazing team that keeps our system moving,” noted Sany Zein, President and General Manager, BC Rapid Transit Company. ”As our system continues to grow, we will need skilled and trained workers to help shape the future of SkyTrain and the next 40 years of reliability and innovation. I want to thank everyone who has played a role in making the SkyTrain so successful.”

“SkyTrain has been more than just a workplace, it has been my second home for more than 40 years,” said Mike Richard, Vice President of Operations, BC Rapid Transit Company. “I started before construction had finished and have watched stations rise, trains evolve, and communities flourish around our SkyTrain system, in areas I played in as a child growing up in the 1960s. Being a part of this story, working with amazing people from the very beginning has been a great privilege, and something I will always treasure.”

* The SkyTrain uses SelTrac CBTC (communications-based train control), developed in Canada by Alcatel, whose signaling and train control assets were sold to Thales, recently acquired by Hitachi Rail. “This is an important occasion to recognize the success of the world’s first fully automated, driverless train and to recognize that Hitachi Rail’s SelTrac technology made this possible,” said Ziad Rizk, Managing Director, Hitachi Rail in Canada. “This milestone is not just about technology. It’s about transforming how cities move and how people connect. For 40 years, we’ve supported SkyTrain, and we look forward to continuing this partnership for decades to come. Through the decades, SelTrac has been updated and upgraded through insertion of new technologies to support the much larger and more complex railway as it has evolved. It is a strong solution for delivering efficient, low-carbon mass transit operations in cities. Hitachi Rail believes high standards of environmental performance are essential and is working to shrink the carbon footprint of the SelTracTM solution itself with new iterations that reduce both the weight and power consumption of the system hardware. This state-of-the-art technology is designed to provide decades of reliable service. While brand new technology can pay green dividends, Hitachi Rail recognizes that the life-extension of existing assets presents a highly sustainable and cost effective solution.” – William C. Vantuono

The post From Expo 86 to Everyday Essential: SkyTrain Marks 40 Years appeared first on Railway Age.

The State of California, through the Affordable Housing and Sustainable Communities Round 9 program, has awarded SacRT three grants totaling $25.8 million, according to the transit agency, which operates approximately 43 miles of light rail serving 53 stations; 82 bus routes (fixed-route, dial-a-ride and microtransit); and ADA paratransit services all within a 440-square mile service area throughout Sacramento County.

In total, SacRT and the cities of Sacramento and West Sacramento and AMCAL Multi-Housing, Community Housing Works, and E. Smith & Company have secured more than $126 million from this round of awards, the agency reported Dec. 11.

The funding, it said, will support the following transportation projects:

• Purchase of four new low-floor LRV, increasing SacRT’s new fleet from 59 Siemens Mobility S700s to 63, including two vehicles dedicated to the future Downtown Riverfront Streetcar project.
• Florin Station improvements that serve the Blue Line, to accommodate the height requirements of the new low-floor vehicles.
• Transit signal priority upgrades at 33 intersections along the Meadowview corridor and J and L streets in downtown Sacramento “to improve service reliability and rider experience.”
• Support for construction at the Sacramento Valley Station (SVS) Transit Center, building on $30 million already secured for this multimodal hub.

In addition, SacRT said, these investments will directly support 546 new affordable housing units across three developments, expanding on more than 1,000 units of transit-oriented housing already under way along SacRT’s Blue and Gold lines.

The new developments are:

• I Street Apartments – Downtown Sacramento: Led by Community HousingWorks, this 84-unit affordable housing project “will transform a vacant site near the Sacramento Valley Station into a model of climate-resilient, transit-integrated development,” according to SacRT. The project includes Class IV bikeways, sidewalk repairs, and transit signal priority upgrades.
• Clover Apartments – South Sacramento: Developed by AMCAL Multi-Housing, Inc., this 348-unit transit-oriented development near the Meadowview Light Rail Station will include sidewalk upgrades, bikeways, and transit signal priority infrastructure. SacRT said it will add two low-floor LRVs to the Blue Line to support increased service demand.
• MOSA Apartment Homes at Gateway – West Sacramento: In partnership with E. Smith & Company and the City of West Sacramento, this 114-unit affordable housing project will benefit from two new low-floor LRVs and station improvements on SacRT’s light rail extension into the City of West Sacramento (the Downtown Riverfront Streetcar project). It also includes new bikeways, walkways, and bus shelters, along with workforce and housing stability programs through the city’s Home Run initiative.

“This funding is a game-changer for our region,” SacRT General Manager/CEO Henry Li said. “It allows us to close critical funding gaps, expand our clean transit fleet, and support the kind of walkable, affordable communities that make Sacramento a more sustainable and inclusive place to live.”

Separately, SacRT late last month reported investing $1 million in its safety and security program. Also, the agency earlier this year broke ground on the future Dos Rios Station on the Blue Line.

DART and Integral Group on Dec. 10 hosted the grand opening of the EVIVA Trinity Mills Station apartments and Esplanade Park, the first phase of redevelopment of a 25-acre site that once housed a big box home improvement store and the former DART Carrollton Transit Center. DART and the City of Carrollton teamed with Integral to turn the property into a transit-oriented development.

EVIVA Trinity Mills Station features 436 studio and one- and two-bedroom units; a parking garage; and 10,000 square feet of retail space facing the three-acre Esplanade Park. The development connects to the City of Carrollton’s Furneaux Blue Creek trail and includes a pool with cabanas, a pet spa, and dog run.

According to DART, Integral cleared the 25-acre site (10 acres owned by DART and 15 acres by the City of Carrollton) for Trinity Mills Station, planned to include construction of a 325,000-square-foot hotel with a 700-space parking garage; a six-story, 125,000-square-foot office tower; an additional 10,000 square feet of retail space; a second parking garage that can hold 500 vehicles; and a 5,000-square-foot restaurant space.

The buildout of the entire site will be completed in phases, DART said, with the second phase focusing on entertainment space and additional retail, as well as the 500-space parking garage. Construction on DART-owned property is expected to continue into 2027.

Transit-oriented development within a quarter mile of DART light rail stations has generated $18.1 billion in direct economic impact to North Texas over the past 25 years, according to the University of North Texas (UNT) Economic Research Group, DART reported last month. This includes a $1.0 billion direct impact from 2022 to 2024 based on 37 development projects.

“While commercial and residential rent premiums vary from year to year, UNT’s research showed that proximity to transit generates higher monthly rents,” DART said. “The analysis showed residential properties had an average rental price of $1.85 per square foot when they were located a half mile or more from a DART rail station. Those same one- bedroom/one-bathroom units increased to $2.04 per square foot, over 10% more per month, when located a half mile or less from a DART rail station. Commercial properties with similar dimensions and amenities within a half mile or less from a DART rail station saw an increase of over 12%, or $0.21 per square foot, than those located between a half mile to a mile. That equaled a $1.83 per square foot monthly charge to be closer to a DART rail station.”

“Developments like EVIVA demonstrate exactly how we achieve the DART mission of our being North Texas’ first-in-mind mobility partner,” DART President and CEO Nadine Lee said. “This project goes beyond housing or commercial space, representing access and opportunity. Studies of transit-oriented development in our region and elsewhere show that households located near transit often reduce their vehicle miles traveled by about 15%, or roughly 3,500 miles per person per year. Fewer cars on the road, less congestion, cleaner air, and a better quality of life. Sounds like utopia.”

Separately, DART in November released its first Point B Strategic Plan Annual Report.

BART on Dec. 10 joined the Metropolitan Transportation Commission (MTC) and 23 regional transit partners in celebrating the launch of Next Generation Clipper, the Bay Area’s electronic fare payment system administered by MTC. Next Generation Clipper, it said, will make fare payment “faster, simpler, and more integrated.”

MTC has begun the eight- to 12-week process of transitioning Clipper card customers to the next generation system. According to BART, “Tap and Ride has been rolled out to all Bay Area transit agencies that use Clipper, meaning riders can pay adult fares using contactless credit and debit cards and mobile payment methods, in addition to Clipper cards.” It said that Clipper’s transition to a cloud-based system allows for instant availability of added value or passes on plastic and mobile cards no matter how value is added, and enables families to manage multiple registered Clipper cards through the Clipper app. Additionally, an improved auto-reload function allows customers to customize both the reloading amount and the schedule of reloading, it said. Riders who use more than one transit agency in a single trip (e.g., BART to Muni) will only be charged full fare on the first operator. A transfer discount of up to $2.85 will apply on any additional transit agency the rider uses within a two-hour window. While this feature will be immediately available for contactless bank cards, BART said, Clipper card users must wait for their cards to be upgraded to the new system for this feature to apply, a process customers can initiate. Lastly, the new Clipper system will give youth and senior riders the option to apply for their respective discount program online, in addition to applying in person or by mail. 

Because of transition period needed to upgrade individual Clipper cards to the next generation system, not all features will be immediately available to all customers, BART said. 

BART earlier this month announced that fares will increase Jan. 1, 2026, to keep pace with inflation and help pay for service. Additionally, the agency in October had the highest average weekday ridership since the pandemic.

The post Transit Briefs: SacRT, DART, BART appeared first on Railway Age.

There are numerous ways to surface a highway/rail grade crossing—concrete, rubber, composite, and timber—to withstand the long-term pounding of heavy trains while providing a safe, smooth, jolt-free ride for motor vehicles. Following is a roundup of offerings from suppliers who responded to Railway Age’s inquiries about how they are continuing to innovate and improve on grade crossing surfaces.

ENSCO, Inc. operates the Federal Railroad Administration (FRA) Transportation Technology Center (TTC) in Pueblo, Colo.. In cooperation with partners AtkinsRéalis and the University of South Florida’s Center for Urban Transportation Research (CUTR), ENSCO is working with industry to establish the FRA Grade Crossing Testbed (GX Testbed)—a flexible, real-world environment for evaluating grade crossing surfaces, warning systems, and communication technologies.

The GX Testbed, ENSCO tells Railway Age, will support government and industry research aimed at improving grade crossing safety through advancements such as reliable communication between motor vehicles and rail equipment, known as Cellular Vehicle-to-Everything (C-V2X). This technology will enable connected vehicles to receive real-time alerts about approaching trains or occupied crossings, improving driver awareness, and reducing collisions.

TTC’s advanced infrastructure supports full-scale testing of surface materials, sensing systems like radar, LiDAR, and AI-driven cameras, and behavioral studies to understand how people respond under varying crossing conditions. 

“Through this collaborative effort, ENSCO and its partners, as well as universities and industry suppliers, are helping to shape the next generation of transportation safety by combining smart infrastructure, advanced analytics, and connected-vehicle research in support of the FRA’s mission to reducing grade crossing incidents nationwide.”

“The market for grade crossings is currently strong with the Class I’s, short lines, transit agencies and industries,” according to HiRAIL Director of Sales and Marketing Jim Overfelt.

HiRAIL is continuing its work developing new full-depth rubber crossing profiles to fit new concrete tie designs and new fastening systems. “The majority of concrete ties produced domestically are not flat or rectangular shaped like a timber tie,” Overfelt explains. “Most concrete ties have an area that slopes down from the rail seat toward the middle of the tie that meets a flat section in the middle. Over the course of many years, the concrete tie manufacturers have made these areas different lengths. As these dimensions change, we change to make our product fit the contour of the concrete tie. Our design capabilities allow the client to use the same concrete tie profile throughout their entire system and not have to transition to flat concrete ties or timber ties for their crossings. 

“On top of the changes in shape, there have also been new fastening systems introduced that require us to add more clearance. Consequently, we end up changing our design to fit these requirements. It seems as though every year there is a new fastening system and concrete tie design, and we are fortunate to have the ability to design a crossing product that will accommodate it. We also seem to be getting more inquires for direct-fixation track crossings, which require a lot of the same design capabilities that we use for concrete or steel tie crossings.”

“Our customers are looking for a product that is low-maintenance, reliable and competitively priced,” Overfelt adds. “Customers are also looking for a product that can be recycled at the end of its life and that is manufactured in the U.S. HiRAIL offers all of these benefits, which I believe is the reason for much of our success.” 

Through L.B. Foster’s partnership with Rosehill Rail, the company offers a wide range of rubber crossing panel systems to the North American market. Rosehill Rail’s focus has always been on developing crossing systems that perform reliably in the toughest environments, the company notes.

The TITAN system, L.B. Foster tells Railway Age, “is the strongest and most durable surface-mounted crossing, designed specifically for sites that experience extreme axle loads, frequent heavy-haul traffic, or industrial vehicle movements. Built around a robust internal reinforcement structure, TITAN combines the flexibility of rubber with exceptional structural strength, allowing it to maintain stability and surface integrity even under constant impact and vibration.

“Each panel is precision molded from recycled rubber using L.B. Foster’s cold-cure manufacturing process, producing a dense, dimensionally stable unit that locks together securely via tongue-and-groove joints. The result, the company says, “is a crossing that delivers the proven resilience of our modular systems, but with enhanced rigidity and load distribution across the entire installation. From main line freight and maintenance depots to industrial sidings, TITAN offers operators a dependable, heavy-duty solution that’s quick to install, simple to maintain, and built to last.”

The TITAN system has been installed at Rio Tinto Mining in Australia, as well as ferry ports in the United Kingdom and other heavy duty crossing areas in Romania and Czech Republic.

The market for concrete tub-style crossings “was strong in 2025,” says John Jackson, National Account Manager – StarTrack Rail Products. “I expect that trend to continue as infrastructure upgrades remain a high priority. StarTrack has a strong reputation in the market, and customers want and expect a product that is cost-effective, durable, and virtually maintenance-free. Since its release in 1987, the StarTrack line of precast rail products has delivered the quality that customers expect from Oldcastle Infrastructure.”

New products are in review to add to the StarTrack line; however, Jackson says he is “still reviewing the addition and how it would potentially affect my current product line.”

“The year started with notable uncertainty due to the tariff rollercoaster,” Omega tells Railway Age. “Some projects were put on hold, and customers were reluctant to place orders as they had in the past year. As this year has progressed and companies have adapted to changing conditions, the industry has shown its resilience, and orders have now exceeded last year.”

Omega has developed and tested a new modular “Tub” style crossing panel built using a high strength 8,000 psi concrete mix. The Tub, the company says, “eliminates the need for ties, plates, and ballast, and does an excellent job of load distribution. As a result, the Tub excels in grade crossings with heavy load applications like port terminals, steel mills, and recycling facilities.”

Recently, Omega purchased a new property in North Carolina and is in the process of moving its current Sanford, N.C., production operation. The new location will give the company more space and allow for more efficient material flow and product storage, according to Omega, which adds that “as always, our customers are looking for good communication, short lead times, fair pricing and a durable product.”

“As 2025 unfolds, OMNI remains firmly positioned at the forefront of custom concrete grade crossing fabrication, supplying high-profile rail projects across the U.S., Canada, and Mexico, the company tells Railway Age. “With decades of engineering expertise, we confidently tackle virtually any grade crossing challenge—from standard installations to extreme 30-plus-degree curves—delivering precision, durability, and consistent performance.”

OMNI’s product lineup, the company says, “reflects its long-standing commitment to manufacturing excellence. Whether clients require concrete panels, full-depth virgin rubber, or one of the company’s proprietary virgin rubber rail guard concrete tub modules, each solution is engineered for longevity and manufactured to exacting standards. Made proudly in America, OMNI’s rubber products come with a robust six-year factory warranty against rips and tears—an industry-leading guarantee unmatched by competitors.”

Among OMNI’s exclusive offerings is its steel-reinforced rubber, purpose-built for the most demanding environments, including heavy fork truck traffic. OMNI’s original VRA (Virgin Rubber Railguard) and the advanced VRA2 Railguard, both manufactured in-house, “provide the toughest solid virgin rubber rail seal available, designed to stand up to the harshest rail conditions,” the company notes.

OMNI’s capabilities extend even further through its ECR product line and Improved Concrete (IC) designs, which, the company says, “give clients flexible, application-specific options.” Its proprietary TraCast concrete tub modules are available in two configurations, including custom wide, heavy-duty versions engineered for extreme use. “The newest addition, TraCast 3 Heavy Duty Concrete Tub, delivers exceptional strength paired with cost efficiency, making it an ideal solution for demanding installations.”

With business “strong and steady heading into 2026,” OMNI says it “remains focused on meeting production schedules, delivering consistent on-time performance, and upholding its reputation for quality supported by responsive, expert customer service. Exceeding customer expectations continues to be the driving force behind the company’s growth.”

Looking ahead, OMNI says it is preparing to launch its “next major innovation,” OMNI HDPE EnviroTrakPans, “a high-density polyethylene spill containment system engineered for long-term reliability in rail environments. Designed for superior spill capacity and exceptional resistance to impacts, UV exposure, and extreme temperatures, EnviroTrakPans install easily without motorized equipment and fit 115-pound rail and larger on both tangent and curved track. With minimal installation and maintenance costs, these HDPE pans offer a durable, cost-effective alternative for environmentally focused spill containment, the company noted. OMNI will also continue to provide a full array of steel spill pans—available in carbon, galvanized, stainless steel, and aluminum—to meet diverse operational needs.”

“With advanced engineering, unmatched warranties, and a growing portfolio of specialized solutions, OMNI remains a proven leader dedicated to supporting the rail industry’s evolving infrastructure demands,” the company says. 

The post Smooth Surfaces appeared first on Railway Age.

“We continue to see a decline in import and export volumes through the fourth quarter [of 2025], attributed to tariff-related frontloading and changes in sourcing strategy,” ITS Logistics Vice President of Global Supply Chain Paul Brashier said on Dec. 11 during the release of the company’s December U.S. Port/Rail Ramp Freight Index. “While there are no major demand-side pressures on the immediate horizon, significant supply-side regulatory enforcement and trucking capacity reductions are affecting inland transportation.”

ITS Logistics, a Nevada-based third-party logistics (3PL) firm, publishes a report each month forecasting port container and dray operations for the Pacific, Atlantic and Gulf regions; ocean and domestic container rail ramp operations are also highlighted for both the West and East inland regions. 

According to ITS Logistics, a member of California’s Punjabi trucking community on Nov. 28 “reported an extensive workplace audit by the Department of Homeland Security (DHS), with agents requesting multiple years of the carrier’s I-9 documents and conducting employee interviews.” The U.S. Transportation Department “is also threatening to withhold earmarked infrastructure funding and decertify CDL programs from multiple states it has deemed as noncompliant with federal licensing regulations,” ITS Logistics reported, and most recently “an unpublished memo from the DOT reveals the agency is strategizing ways to go after ‘chameleon carriers,’ or small companies who dodge compliance requirements by repeatedly shutting down and reopening operations under new names.”

ITS Logistics reported that states also continue “taking enforcement action into their own hands, citing a desire to maintain compliance with federal regulations, as well as shared interest in highway safety.” In what the 3PL firm called “a landmark case, California has introduced what is expected to be the first AB5 enforcement action against a trucking company.” AB5, the state’s independent contractor classification law, went into effect in 2020 and “is now being used for the first time to bring enforcement action against companies in the trucking industry,” according to ITS Logistics. The case, it said, “cites not just a carrier but two major shippers, aligning with previous statements from Transportation Secretary Sean Duffy that companies should be held liable for the drivers they hire as a means of enhancing compliance.”

ITS Logistics reported that “multiple states are also conducting their own roadside enforcement stings, revoking thousands of incorrectly issued CDLs en masse, and even phasing out non-domiciled CDL programs.” It noted that “[t]hese concerted efforts, in combination with rising rates of financial insolvency among carriers, are culling the 2026 capacity pool of both inland and drayage providers, which will likely result in swift capacity crunches as demand returns.”

At the ports, ITS Logistics said, container volumes for November totaled 2,183,048 TEUs (Twenty-Foot Equivalent Units), down 5.4% month-over-month “but aligned with typical seasonal trends.” Of note, it said, China-origin imports saw the sharpest dip at 11.3% over October numbers. “With the exception of October, China-origin imports have seen consistent volume pullback since August,” ITS Logistics reported. “This decrease in volume aligns with the latest of the [POTUS 47] Administration’s tariffs against China’s biggest import categories, with the most recent being furniture.”

According to ITS Logistics, U.S. shippers and importers in response to tariffs “have been shifting sourcing away from China and toward Southeast Asia and India.” That migration, it said, “has pushed trans-Atlantic ocean capacity to a 28-month high, with the average vessel size also increasing to nearly 6,200 TEUs to accommodate growing demand.”

“In addition to reduced drayage capacity, shifts in global supply chain sourcing could place pressure on shippers in 2026,” Brashier said. “At countries of origin, regional challenges such as limited container availability and lack of deep-water ports should be of concern. Domestically, a combination of the post-tariff sourcing adjustments and the reopening of the Red Sea to containerized cargo could also drive a paradigm shift where the East Coast overtakes the West as the preferred gateway, fundamentally changing U.S. supply chain strategy.”

• ITS Logistics Issues November Supply Chain Report
• ITS Logistics Releases November US Port/Rail Ramp Freight Index

The Appalachian Regional Port in November moved 3,876 containers, up nearly 35% from the prior-year period, GPA reported Dec. 11.

The roughly 1,000-container gain, it said, “underscores the inland terminal’s expanding role as a logistics hub.” The rail facility provides daily service, with seven outbound and seven inbound trains per week to and from the Port of Savannah. Set near the town of Chatsworth, Ga., about an hour and a half north of Atlanta and less than an hour from Chattanooga, Tenn., the rail-served terminal connects directly to Savannah via CSX.

The Appalachian Regional Port handled more than 41,000 containers in Fiscal Year 2025, which ended June 30, 2025, according to GPA. Through the first five months of FY 2026, it has processed 20,030 containers, up 20% from the same period a year earlier.

“We have a 48-hour rail transit with daily service from the Appalachian Regional Port connecting to our 35 ship calls a week in Savannah,” GPA Chief Operating Officer Ed McCarthy said. “With easy access to Interstate 75 and U.S. 411, the Appalachian Regional Port is ideally located to generate business opportunities and drive economic growth for Northwest Georgia.” 

According to GPA, its Blue Ridge Connector is under construction in the Gainesville, Ga., area. To be served by Norfolk Southern, it is expected to open in spring 2026. The Blue Ridge Connector will serve a manufacturing and logistics corridor in Northeast Georgia with a regional population of more than 2 million people.

“In North Carolina, importers and exporters tap into a faster supply chain through a direct rail connection between Savannah and Rocky Mount, N.C., via the CSX Carolina Connector intermodal terminal,” GPA said. “The Carolina Connector service provides seven-day-a-week CSX rail departures from Savannah, with three-day transit time from vessel to cargo arrival.”

• Port of Savannah’s September Volumes Up 8%
• Port of Savannah Logs Second-Busiest Year on Record
• Port of Brunswick Set to Launch South Side Rail Facility Phase I
• For GPA, Containers Up, Capacity Growing

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From fiscal cliffs to tariffs to excess liability insurance, commuter rail operators have no shortage of challenges at the moment. But at last month’s annual Summit of the Commuter Rail Coalition, industry leaders aimed to focus on the positive—sharing knowledge and experiences that could help others strengthen the role of commuter rail in their communities.

In a panel discussion, leaders from Connecticut DOT, Maryland DOT, MBTA, New Mexico Rail Runner, and South Florida’s Tri-Rail focused on creative resourcing. Their stories demonstrate the type of value commuter rail can deliver, even when operators are forced to overcome challenging financial environments. Here are four key takeaways from that discussion.

• MDOT finds power in partnerships: Maryland has good reason to invest in transit-oriented development (TOD): The state is currently grappling with a housing deficit of just under 100,000 units. According to David Zaidain, chief of transit-oriented development at the Maryland Department of Transportation, that shortage has led to highly productive partnerships between transit operators, private developers, and state and local agencies. At the state level, government organizations are prioritizing investments in projects that help to address the housing shortage, while transit bodies like MDOT are contributing analysis on which stations offer the strongest possible opportunities for development. These collaborations are already bearing fruit. Earlier this year, MDOT and Maryland Governor Wes Moore announced plans for a new commuter rail station and housing community at Bowie State University. The 4.6-acre site should lead to 400 new housing units being built near the HBCU.

• Focusing on fundamentals in South Florida: The potential opportunities with TOD can be thrilling, but it’s important to get the basics right before trying to pursue billions in investment. That was the takeaway from Dave Dech, executive director of the South Florida Regional Transportation Authority (SFRTA) and Tri-Rail, and vice chair of the CRC board of directors. The SFRTA is set to collaborate with local developers and the Florida East Coast Railroad on a multi-billion-dollar TOD project, but this was only possible after making significant improvements to fundamental operations like cleanliness, security, and on-time performance. “We forget some of these things,” said Dech. “We get fancy, we do the zoning, but there’s tons of nuts and bolts we can take care of in our own backyard.” That focus on the nuts and bolts had a measurable impact on ridership, as Tri-Rail has seen some of the strongest recovery of post-pandemic ridership in the country. Strong ridership numbers and impressive operational performance demonstrate to developers that this is a service worth investing in.
  
• Connecticut DOT: Proof points beyond passenger rail: Commuter rail won’t always be the first priority for TOD. Connecticut’s TOD success story began with CTfastrak, a 9.5-mile rapid transit bus line running between Hartford and New Britain. Caroline Kieltyka, assistant rail administrator for operations safety and security at the Connecticut Department of Transportation (CDOT), discussed the success of TOD surrounding CTfastrak, including significant investments made by the city of New Britain surrounding the new bus stations. The success of CDOT’s rapid transit bus TOD has provided the state with momentum to pursue new projects along their commuter rail line in New Haven and Stamford. Both cities are set to see major investments in new housing, station improvements, as well as a multimodal transit hub in New Haven. “Within the next 10 years, if you come through New Haven, you’ll definitely see a different experience than you had in the last year,” said Kieltyka.
  
• Creative funding in New Mexico: Elizabeth Olson, project manager for Rio Metro RTD and the New Mexico Rail Runner, highlighted how unique funding opportunities can lead to major wins for transit operators. The New Mexico Rail Runner service benefits from a 4% gross receipts tax that generates $4 million per year that can be used for capital improvements. Those investments lead directly to the crucial performance improvements that Dave Dech mentioned when discussing commuter rail in South Florida. New Mexico Rail Runner’s improved performance and expanded service gives Olson and her colleagues credibility as they advocate for additional funding. The organization hopes to eventually be able to tap into gas tax revenue as well, because increased rail ridership reduces congestion and wear and tear on the state’s roadways. The commuter railroad in New Mexico understands the importance of public support, which is why they have worked hard to partner on TOD projects in cities like Santa Fe and Albuquerque. Santa Fe is a particularly strong success story, as the development of restaurants, breweries, museums and movie theaters have made the area around the station into a popular local destination.

The annual Commuter Rail Summit reaffirmed the importance of working together as an industry to overcome our most pressing challenges. But the discussion around TOD and making creative use of resources also showed that we don’t have to wait for a crisis to take action; we can learn from the best examples in our industry and work proactively to prove the value and importance of commuter rail in our communities.

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FROM THE EDITOR, RAILWAY AGE DECEMBER 2025 ISSUE: When  I started freshman year at Essex Catholic High School, Newark, N.J.,  in September 1973, Latin had been dropped as a requirement. Though it’s the basis for many modern “Romance” languages—Italian, Spanish, Portuguese, French, Romanian, etc.—and is widely used today in scientific, legal and medical terminology, Latin is not a spoken language in daily life. One Latin phrase, though, is supposed to be applied to Surface Transportation Board merger decisions. This phrase is critical to the massive Union Pacific-Norfolk Southern proposed transaction, undoubtedly to date the most consequential of STB considerations.   

Many doctors and nurses know the Latin phrase primum non nocere—“first, do no harm.” Associated with the Hippocratic Oath, it emphasizes avoiding actions that could cause more harm than good, and is a reminder to carefully consider potential risks and benefits of any medical action. The core idea is to prioritize patient safety by making thoughtful decisions that protect a patient from unnecessary risk.

The “patient” in this case is the North American railroad industry. The “doctor” sworn to practicing primum non nocere is the STB. On Nov. 28, BNSF filed with the STB for a separate proceeding “to examine, with remedies, its allegations that UP has a history of not honoring competition-enhancing commitments such as it agreed to in 1996 when merging with Southern Pacific,” notes Capitol Hill Contributing Editor Frank N. Wilner. “BNSF says such an investigation must come ahead of evaluating the UP-NS merger application so as ‘to prevent further degradation’ of competitive options. BNSF says a longer timetable to permit a separate investigation is appropriate because STB precedent, ‘since time immemorial,’ prevents ‘old harms’ from being evaluated as part of merger application review. BNSF cites comments to that effect by now-retired STB Chairperson Martin J. Oberman in 2022 during agency review of the approved merger creating CPKC.

“Alleged by BNSF is a UP ‘pattern of obstructive conduct’ toward pro-competitive conditions imposed by STB in approving the 1996 UP-SP merger. That conduct, says BNSF, has systematically interfered with its ability to compete as was intended. Among BNSF’s examples of UP ‘obstructive conduct’ are giving ‘preference to its own trains’ at the Eagle Pass, Tex., Mexico border crossing; its claim of ‘exclusive use of new sidings’ at Baytown, Tex. (Houston region); and its ‘discriminatory dispatching’ of trains.

“Specifically, BNSF wants the STB—ahead of its review of the UP-NS merger application—to investigate ‘UP’s harmful conduct since the UP-SP merger; enforce the rights granted to BNSF to preserve competition; and modify the conditions of the UP-SP merger approval decision, as the Board deems necessary, to ensure customers are not further harmed by UP’s ongoing efforts to stifle, and its failure to preserve, competition.’”

More observations are in the December issue’s Watching Washington and 2026 Freight Rail Outlook. As we wind down a tumultuous 2025 and brace for a roller-coaster ride in 2026, all the best for a safe, peaceful, happy Holiday Season.

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2026 FREIGHT RAIL OUTLOOK, RAILWAY AGE DECEMBER 2025 ISSUE WITH WALL STREET CONTRIBUTING EDITOR JASON SEIDL: For most if not all of 2026, the industry will be preoccupied with the proposed Union Pacific-Norfolk Southern U.S. transcontinental merger. By now, we’ve all heard the often-repeated “standard,” practically boilerplate reasons why a merger of Union Pacific and Norfolk Southern into a coast-to-coast U.S. transcontinental megarailroad—a behemoth of unprecedented size and scope—would benefit human civilization:

Freight shipments abandoning the highways for rail! Fewer interchanges! “Seamless” service! Improved service! Faster transit times! Less traffic congestion! Reduced greenhouse gases! Rail volume growth! More rail volume growth! Eroding market share reversed! A stronger economy! Happy employees! Improved safety!

There’s probably a good deal of truth to these potential benefits—but realistically, not to the degree that advocates of this merger would like us to believe. For sure, the good people at UP and NS will bust their collective butts getting things right, but history tells us that hiccups are inevitable. We can only hope that those busting their butts won’t bust a gut if the hiccups morph into severe abdominal cramps. I’m not talking about a wholesale disaster, like the collapse of the Penn Central in 1970. That was a different time—and in the long run it led to major beneficial changes, like partial deregulation under the Staggers Rail Act of 1980. But let’s not forget the meltdown that occurred when UP acquired Southern Pacific.

At this writing in late November, the merger application is yet to be filed (it’s currently expected in the vicinity of Dec. 19), but the voices of the opposition have been turning up the volume. This is understandable. A transaction of this size is bound to have some negative effects, particularly to other railroads. Those who expect to be caught in the megarailroad maelstrom will demand concessions, which the STB, I believe, will order as a condition for approval. 

“The Surface Transportation Board should condition any approval on enforceable service quality metrics, strong gateway protections, guaranteed short line interchange access, transparent pricing and clear penalties for service failures,” said U.S. Department of Transportation Infrastructure and Transportation Advisory Board member Brigham A. McCown, a former federal official, in a recent editorial. “These guardrails are essential, not optional, to ensure competition is preserved and shippers benefit from the efficiencies promised.”

“The artificial intelligence supported record reinforcing this merger decision will be the most data-driven in [STB] history,” Capitol Hill Contributing Editor Frank N. Wilner notes in this month’s Watching Washington. “Collaboration is under way with the Department of Transportation’s John A. Volpe National Transportation Systems Center in Cambridge, Mass. Its data analysts, economists, mapping experts, mathematicians and statisticians will work with STB quantitative and legal experts to evaluate, with particularity, every submission of applicants and opponents. STB members will be deciding this merger in the brightest of sunlight. Studied will be years of traffic flows, interchange commitments, impacts on joint facilities, track capacity, opportunities for (and effectiveness of) competitive access, and measurements of shippers’ transportation alternatives. An ill-defined common carrier obligation may gain amplification.”

If the merger goes through, then what? One industry veteran tells me BNSF and CN are already considering their options, and one of them will have to be first out of the departure yard with an offer to acquire CSX. It could turn into a competition, much like Canadian Pacific and CN engaged in over Kansas City Southern. CPKC, one of the most vocal critics of UP+NS (see Jason Seidl’s commentary, following), won’t need to seek a merger, I believe. The first and only North American single-line transnational, with its Canadian transcontinental system and north-south alignment into Mexico, can stand on its own.

“Primum non nocere” (“first, do no harm”) is the STB’s guiding principle. The UP/NS application will be the most difficult mission the agency has ever undertaken. .

Looking back at the building of the original transcontinental railroad in the 1860s, the most impressive aspect was that it took just six years to complete, with immigrant labor laying nearly 1,800 miles of track and blasting 15 tunnels using mostly hand drills, black powder and nitroglycerine. Compare that to the maligned Big Dig in Boston, which took a decade longer to reach completion, was confined to a single city and was completed with modern machines and technology. Now, the railroad industry is facing the potential of combining two railroads into one coast-to-coast transcontinental operation in the U.S. 

As backers and opponents line up to face off over the potential benefits and potential drawbacks, pundits abound to weigh in on what could happen. Being one of those pundits, I am happy to share my opinions on a potential deal and what it might mean to the rail supply chain. Please note, however, that as I am writing this, the UP/NS merger application has yet to be filed. 

My thoughts around a 90% chance of the deal being approved by the STB have been in print for quite some time. We are confident that the Board will do a thorough job of evaluating the deal. This prognostication is also dependent on two things: 1) the White House’s desire to get a deal done will likely play a pivotal role, and 2) the UP does an excellent job of making sure it can create competition for those shippers losing options with a potential combination. 

Lately, most of the news coming out about the deal has been on the negative side. This makes sense as we are at the stage of UP wrapping up its application, which easily includes hundreds of (but likely well over one thousand) letters of support from rail constituents. This lull has enabled most of the news to be on the negative side. Indeed, recently we saw a letter from a coalition of state attorneys general (Florida, Iowa, Kansas, Mississippi, Montana, North Dakota, Ohio, South Dakota and Tennessee) to the STB expressing concern about a potential merger. This group of AGs cautioned the STB that a potential UP/NS combination would create too much market concentration, thereby leading to reduced competition for rail supply chain constituents. They warned of issues with higher pricing, lower reliability and reduced innovation. While missteps from prior mergers have clearly provided enough backing for anyone to question how a proposed merger may impact reliability over the integration period, it may be harder to draw a straight line to the issues of higher prices and reduced innovation. 

Since 2004, railroad pricing has risen every year, driven early on by renewals of long-term legacy contracts. Recently, rail pricing increases have been subdued by the longest downturn the trucking industry has seen in more than three decades. Eventually, the trucking industry should recover, but the rail industry must find a way to compete over the longer term. For this to happen, the rail industry must embrace innovation, not reduce it. 

We wrote an extensive report on the very topic of growth for the rail industry in June. The report purposefully read as an open letter to the industry, in which we urged it to focus on growth. We continue to believe the pathway to growth remains very viable for the rail industry. It must focus on delivering a consistent service product, increasing the ease of doing business and improving supply chain visibility. Opening new services in watershed areas will likely add growth, but if the railroads fail to follow through on those three items, long-term industry growth will likely return to underperforming the major economic indices.

The next six months will be pivotal for the deal, with the obvious first step of an application. The acceptance of an application with limited STB pushback would be a good first step for UP/NS. However, we expect there to be a fight from many in the industry led by Class I’s (CPKC and BNSF have been by far the most vocal critics), shipper associations (National Industrial Transportation League, American Chemistry Council, and Freight Rail Customer Alliance, to name a few), politicians, and some unions—although we note that UP has reached agreements with Brotherhood of Railway Carmen, International Brotherhood of Boilermakers, National Conference of Firemen and Oilers, and SMART-TD.

We remain convinced that the STB will do a thorough job of evaluating the deal. While the Board will not be rushed, we do expect it to focus on the task in as much of an expedited manner as possible. Indeed, Chairman Patrick Fuchs has long said his No. 1 priority is to increase the accountability of the Board. The Chairman has acknowledged that the STB has a long-standing reputation of being too slow and somewhat inaccessible. Thus far, the current Board has shown productivity improvements over historical standards. Hence, if an application is presented to the Board in early December, we believe a review will be completed by the end of first-quarter 2027, with either four or five members voting on it (we fully expect Dick Kloster to be confirmed and believe there is a chance former Board member Robert Primus may return as well via court challenges). Until that time, we expect lots of news flow surrounding the deal and note that anything or everything could impact our current 90% prediction. 

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