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January 16, 2026: In a decision predicted by Railway Age (“Why Not a Merger Timeout?,” Watching Washington, November 2025 issue), the Surface Transportation Board in a unanimous decision rejected, “without prejudice,” the Union Pacific (UP)-Norfolk Southern (NS) major merger application as incomplete “because it does not contain certain information required by the Board’s regulations.”

“Merger applicants should be required to demonstrate, with specificity, the merger’s likely harm, as well as benefits, to small railroads, communities and modal competition; how they intend to attract on their lines new factories and warehouses as domestic manufacturing is revived; and how they will poach market share from non-union truckers, given rail volumes were stagnant following the 1990s merger wave,“ Railway Age Capitol Hill Contributing Editor Frank N. Wilner wrote. 

“Under the law, the Board … must reject the application, and does so without prejudice to Applicants refiling a revised application remedying the deficiencies identified in the decision.” STB noted its decision (download below) “is based solely on the incompleteness of the Dec. 19 application and should not be read as an indication of how the Board might ultimately assess any future revised application.”

STB said regulations at 49 C.F.R. part 1180 “detail the information that must be contained in a major merger application. This includes: (1) full system impact analyses that include, among other things, market share projections for the entity to be created by the transaction; and (2) the entire merger agreement, including the submission of any contract or other written instrument that pertains to the transaction.

“Under 49 C.F.R. § 1180.7(b), Applicants are required to submit ‘full system’ impact analyses that include actual and projected market shares of certain revenues and traffic volumes demonstrating, among other things, the impacts of the transaction on competition. In the application, Applicants project that the merger will result in traffic growth, including diversions, and state that the full impacts of the transaction will not be realized until three years post-consummation. However, Applicants present as the projected market shares only the sum of actual 2023 UP and NS estimated market shares. The application does not contain future market share projections showing the combined effects of merger-related growth, diversions, and merger-influenced and other changes to market conditions that Applicants anticipate. Today’s decision finds that Applicants’ market impact analyses must necessarily project market shares beyond the transaction’s consummation date, and therefore that the application does not include the ‘projected market shares’ as required. These market-share projections are necessary because ‘[a]ny railroad combination,’ including an end-to-end combination, ‘entails a risk that the merged carrier would acquire and exploit increased market power.’ 49 C.F.R. § 1180.1(c)(2)(i).

“In addition, under 49 C.F.R. § 1180.6(a)(7), Applicants must provide copies of ‘any contract or other written instrument entered into, or proposed to be entered into, pertaining to the proposed transaction.’ Applicants’ submission to the Board includes their ‘Agreement and Plan of Merger’ document but does not include certain schedules and documents that are expressly made part of the merger agreement and that define Applicants’ obligations under it. Nor do Applicants attempt to justify why they withheld these materials from the Board.

“The plain text of the Board’s regulations requires submission of these documents. Such documents—disclosure schedules, exhibits, and other documents that supply terms of the agreement—may contain information that relates to competitive issues the Board must consider in its review of the proposed transaction. One of the merger agreement schedules, referred to as ‘Schedule 5.8,’ describes the contractual term ‘Materially Burdensome Regulatory Condition,’ which, if imposed by the Board or a court, would give UP the contractual right to walk away from the merger agreement. Because the application failed to provide the complete merger agreement and all contracts or other written instruments pertaining to the transaction, including Schedule 5.8, today’s decision finds the application is incomplete.”

CN on Jan. 8 filed a motion with STB “to compel additional information in relation to the proposed merger agreement.” CPKC filed a motion supporting CN’s position.

“In addition to these issues, today’s decision identifies further deficiencies with the application,” STB said. “Specifically, the decision finds that Applicants’ related application for acquisition of control of the Terminal Railroad Association of St. Louis is a significant transaction, not a minor transaction as submitted to the Board. Finally, the decision identifies several technical, minor issues that should be addressed in any revised application.”

“In accordance with statute, based on the findings in today’s decision, the Board must reject the application,” STB concluded. “The decision does not result in the dismissal of the merger proceeding, and Applicants are permitted to file a revised application in the docket, which would commence a new review by the Board for completeness. The decision directs Applicants to file a letter in the docket by Feb. 17, 2026, indicating if and when they anticipate filing a revised application. Any statutory time periods that follow from the timing of the filing of the application will be computed from the filing date of any revised application, if it is accepted.”

The post STB Rejects UP-NS Merger Application as ‘Incomplete‘ appeared first on Railway Age.

Despite a snow squall that snarled traffic and shut down Chicago’s airports for a couple of hours, the Midwest Association of Rail Shippers (MARS) opened its 2026 Winter Meeting with more than 1,100 registered attendees. Always an interesting forum, this year’s meeting took place soon after Union Pacific and Norfolk Southern filed their merger application. To say the proposed merger dominated the discussion is an understatement. MARS met all expectations with speakers from four of the six Class I’s.*

Keith Creel, President and CEO of CPKC, opened the conference pointing out that the bar the proposed merger is projecting may be difficult to achieve. “The devil is in the details,” he said. Creel noted that if 20% of traffic can be improved, the other 80% of shippers should ask how it will benefit them. “Is it worth it to benefit just 20%?” he asked. He encouraged rail customers to carefully consider what is at stake in the proposed merger. “Are we creating something that is too big to fail? That is what you have to ask yourself,” he said, urging stakeholders “to make their perspectives heard before the Surface Transportation Board. “Raise your voices,” encouraging the shippers to speak up as to what they need in relationship as to what the proposed merger would provide.

Katie Farmer, President and CEO BNSF, joined the conference for a “fireside chat” that had an expectedly major focus on the proposed merger. Farmer pointed out that the projected growth rate of the merger proposal is being questioned. She referenced statistics from previous mergers not being able to achieve the proposed objectives in merger applications. Another point Farmer emphasized was the failure of the Open Gateway concept not working in Laredo border crossing, given the restrictions placed on motor vehicle, unit train and intermodal moves, resulting in only 1% of possible traffic enjoying the benefit of an Open Gateway. “Why would it work now?” she asked. Farmer also emphasized that shippers should make their voice heard, asking “is it worth the saving of a few minutes of switching time to experience what has happened after previous mergers?” and “Does this merger preserve competition?”

Union Pacific CEO Jim Vena respond to some of the criticism of the proposed merger, employing some rather colorful language,” like the word “b_____t.” Vena urged participants to make their decision “based on the facts, not emotion.” He stressed the positive aspects of the proposal and illustrated an example of traffic traveling from UP’s North Platte, Neb. yard to Conway Yard, Pittsburgh on NS, claiming a reduction of 48 hours’ transit time by avoiding an interchange in Chicago and reclassification in Elkhart, Ind., before making the final run to Conway Yard. Vena also said that intermodal’s “sweet spot” is a 750- to 1,500-mile haul for possible capture of over-the-road market share.

Union Pacific issued a lengthy statement saying the MARS meeting “provided a welcome opportunity to correct misinformation spread by opponents.”

“We knew our competitors would oppose the merger, and we understand why,” said Vena. “This is a transformational merger that will inject more competition into the railroad industry and force them to enhance their service, reduce their price, or do both. While our opponents appear to be stuck in the past, we are taking a bold step that will reinvigorate the rail industry and make the entire U.S. supply chain stronger. We are not content to compete for share of a shrinking railroad industry. America needs strong, innovative railroads to shoulder the weight of a growing U.S. economy, and we are going to deliver. Single-line transcontinental rail service will inject new competitive energy into the railroad industry and provide stronger competition with long-haul trucking. Opponents say that if the two railroads merge, customers will lose a competitive option for their shipping, but that’s not the case. The combination of Union Pacific in the West and Norfolk Southern in the East is a classic end-to-end merger with virtually no overlap. Customers understand this, which is why more than 500 shippers provided letters of support for the application.

“The merger will lower costs by reducing handoffs and using faster, more efficient and price-competitive routes. Opponents say the merger will drive prices up for shippers. They have no evidence, so they simply use it as a scare tactic. The reality is that single-line, coast-to-coast service is more cost efficient, which is a big win for U.S. businesses and consumers. According to a study by leading industry advisor Oliver Wyman, interline merchandise traffic moving 1,000 to 1,500 miles costs on average 35% more than comparable single-line service, just one example of the savings.

“One of the biggest wins will be more reliable rail service. Opponents say mergers in the rail industry lead to service disruptions, citing as evidence a merger (Union Pacific and Southern Pacific) that happened 30 years ago. This argument ignores the massive technology investments and advances that have transformed railroad operations over the last three decades. The reality is the merger will enhance reliability, as several independent experts who have looked at current facts agree. Both railroads run well today. Because it is an end-to-end merger, most traffic moving on the two networks will not be affected. Most yards and terminals will not experience any significant merger-related increase in activity levels. The primary impacts will be on traffic the railroads currently interchange, streamlining how it is handled and reducing opportunities for service disruptions.

“The combined company will also be more resilient due to the greater availability of main line track, terminals, crews, locomotives and rail cars required to keep traffic flowing. A transcontinental network with 50,000 route-miles will have more options for rapidly rerouting traffic to avoid congested areas or weather. The superior service product of a transcontinental railroad will produce growth. Opponents claim the respected independent experts who produced growth forecasts for the merger application are wrong because previous rail mergers have not produced hoped-for growth. However, no previous merger has created coast-to-coast single-line service or offered cost-effective rail service to the chronically underserved watershed region. The analysis in the application shows that when single-line rail service is available, market share grows.

“The merger application is comprehensive and transparent. Opponents claim they need to hear ‘the rest of the story’ regarding plans for the merger. However, the comprehensive nearly 7,000-page application to the Surface Transportation is available for public review and includes detailed operating plans, market analysis and integration information. Union Pacific and Norfolk Southern will work transparently with the members and staff of the Surface Transportation Board in the merger proceeding to ensure they have the information they need. And the merger includes unprecedented protection for union railroaders. Opponents say the merger will be bad for railroad employees because they could be transferred between locations. The facts are Union Pacific has pledged that every employee with a union job when the merger is approved will continue to have one, and is the first and only railroad to reach groundbreaking jobs-for-life agreements with multiple unions.

“We have had fantastic interactions with customers at the MARS meeting. Despite what you’ll hear from our competitors and some of the association lobbyists in Washington, the customers we talk with understand the benefits of single-line service and are excited about how a transcontinental network can make them more efficient and competitive.”

CN Executive Vice President and Chief Commercial Office Janet Drysdale stated that while CN is not specifically objecting to the mergers, Union Pacific and Norfolk Southern have not provided enough information related to retaining competitiveness in the U.S.” Being wrong could result in congestion and delays and be devastating to the industry,” she noted.

One of the most entertaining and informative sessions was luncheon speaker Dr. Christopher Kuel from Armada Corporation, and his comments on the economy and what we might expect in 2026. “We are clawing our way up into a good recovery as the year progresses,” he said. Kuel noted a “2030 work force collapse as the last of the Baby Boomers retires and the newer generations do not have the collective skills to operate manufacturing. Watch for more AI and robotics as replacements for l this generational and historic knowledge.”

Independent analyst Tony Hatch closed out the conference Tony pointing out that “the argument is growth vs. profit. Can we grow using our capital expenditures, or do we have to provide high profits.” He noted that “many of the current rail executives are former CN people.” On the positive side for 2026, “labor is at peace. Technology improvements and trucking equilibrium will be a benefit, along with partnerships and cooperation of short lines.”

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

The post UP-NS Merger Dominates MARS 2026 Winter Meeting appeared first on Railway Age.

SEPTA Transit Police recently reported a 6% reduction in serious crimes in 2025 compared to 2024, including a 33% reduction in gun violence. In addition, Transit Police made strides with stepped-up enforcement of fare evasion and quality of ride offenses.

According to the new quarterly data released on Jan. 15, there were reductions in seven of the eight serious crime categories, including aggravated assaults and thefts. Serious crime dropped across SEPTA’s four largest modes, including the Market-Frankford Line [L], Broad Street Line [B], Bus, and Regional Rail.

Serious crime reached its lowest level since at least 2015, and 2025 marks the second straight year in which totals fell below pre-pandemic levels, according to the report (download below).

“While 2025 was one of the most challenging years in SEPTA’s history, we stayed focused on delivering improvements to the system, especially when it comes to safety,” said SEPTA General Manager Scott A. Sauer. “Since its peak during the pandemic, crime has continued to decline year after year, thanks to the expansion of the Transit Police force, technology and infrastructure improvements, and other safety and security initiatives.”

Transit Police are continuing to prioritize fare evasion with enforcement up by 48% compared to the previous year, while quality of life enforcement increased by 12%.

To stop fare evasion before it starts, SEPTA says it is on track to install more than 200 full-height fare gates at 14 stations by this summer. SEPTA also has a Surface Transportation Unit dedicated to enforcing fare compliance on buses and trolleys, where entry is not controlled by fare gates.

“With 250 uniformed officers, our Transit Police staffing is at its highest level in over a decade, and another 17 cadets started police academy earlier this month,” said SEPTA Transit Police Chief Charles Lawson. “Our customers see officers as soon as they enter the system, and that increased police presence helps deter people from committing crimes.”

With perfect scores across all 17 transit security categories, WMATA has been recognized with the TSA’s Gold Standard Award, “demonstrating a sustained, systemwide commitment to keeping customers and employees safe.” The award recognizes WMATA as a national leader in transit security and emergency preparedness.

“Protecting our customers and employees is at the core of everything we do,” said WMATA General Manager and CEO Randy Clarke. “We continue to take a proactive and vigilant approach to addressing current and emerging security challenges while working in close coordination with our regional and federal partners.”

In 2025, WMATA achieved the lowest crime rate in its history through increased fare enforcement, more than 30,000 cameras monitoring the system, and MTPD’s collaboration with law enforcement agencies.

“The TSA Gold Standard Award is issued to organizations that have outstanding security programs,” said TSA Assistant Administrator for Surface Operations, Sonya Proctor. “This is the fifth time WMATA is the recipient of this award, a first for any TSA Gold Standard Award winner. We are excited to recognize WMATA for their exemplary efforts in helping secure the traveling public.”

“Metro’s security efforts reflect the dedication of the Metro Transit Police Department and the close collaboration we maintain with TSA and law enforcement agencies at all levels. MTPD works with our local and federal partners supporting the safety and security of the National Capital Region,” said Metro Transit Police Chief Michael Anzallo.

TSA’s Baseline Assessment for Security Enhancement (BASE) is a comprehensive review of security programs “to enhance threat prevention and protection, and boost response preparedness.” Assessment categories included WMATA’s security plan, security training, drills and exercise programs, and public outreach efforts.

On Jan. 21, 2026, Alto will kick off a three-month long public consultation process for its high-speed rail network with more than 20 open house information sessions in various communities between Toronto and Quebec City, eight virtual sessions, and a dedicated online information platform.

This consultation process also includes a dedicated Indigenous consultation that has already begun, “supporting Alto’s commitment to building respectful relationships with Indigenous communities along the corridor.” Significant progress has already been made through early engagement efforts, including co-designed tools, technical briefings, and collaboration agreements.

The launch of public consultations, Alto says, marks a concrete step forward in the project’s development and pre-construction phase. “Input gathered will help inform the selection of the rail network alignment and station locations, while guiding efforts to minimize impacts, promote inclusivity, and strengthen local benefits.”

The conversations initiated through these public consultations will continue as Alto advances the project in partnership with Indigenous communities, municipalities, and public institutions. “From design and environmental studies to construction and long-term operations, each step will be underpinned by a commitment to reconciliation, sustainability, and lasting community benefits. These efforts will consider the diverse realities of both rural and urban communities, including landowners and farmers,” Alto said.

“Public engagement is a cornerstone of the Alto project,” said Alto President and CEO Martin Imbleau. “Through broad consultations with Canadians, including meaningful dialogue with Indigenous communities, we will ensure that every voice is heard in shaping the future of transportation. By working collaboratively, we will build a rail network that reflects shared priorities, respects Indigenous rights and knowledge, and delivers lasting benefits for generations to come.”

The post Transit Briefs: SEPTA, WMATA, Alto appeared first on Railway Age.

ITS Logistics, a Nevada-based third-party logistics (3PL) firm, has released its latest report 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.

While December import volumes declined through the end of 2025—despite growth in new trade lanes from Southeast Asia—the “forthcoming Supreme Court ruling on the Administration’s tariffs could drive a rebound in time for Lunar New Year,” according to the ITS Logistics Port/Rail Ramp Freight Index report for January.

“Port congestion remains low into the new year, with isolated issues of empty return appointment availability being reported, especially at the Ports of Los Angeles and Long Beach,” ITS Logistics Vice President of Global Supply Chain Paul Brashier said Jan. 15, when the ITS report was issued. “However, volumes to the Southeast and Northeast regions are increasing due to new trade lanes opening from Southeast Asia, as well as the reopening of the Red Sea.”

According to ITS Logistics, U.S. container imports came in at 2,227,316 TEUs (Twenty-Foot Equivalent Units) in December, up 2% month-over-month but down 5.9% from 2024 levels. “Full-year 2025 volumes came in 0.4% below 2024 totals, officially erasing hopes that early-year frontloading would preserve annual growth margins as import demand weakened throughout the third and fourth quarters,” the 3PL firm said. “Import volumes from Southeast Asia posted modest but notable gains in December, led by Vietnam, where volumes increased 5.4% month-over-month and 21.5% year-over-year, per Descartes System Groups. This trend reflects shippers’ ongoing efforts to mitigate tariff exposure by diversifying origin strategies, even as overall demand remains constrained.”

Pre-Lunar New Year shipments are also beginning to move across Transatlantic shipping lanes toward the Pacific Northwest and Pacific Southwest, though volumes are expected to fall below historical norms, according to ITS Logistics. “Elevated tariffs, persistent inflation, and higher costs are putting downward pressure on consumer demand, limiting the scale of traditional Lunar New Year shipping surges,” the firm said. “Shippers and carriers are watching closely for the Supreme Court’s pending decision on the International Emergency Economic Powers Act (IEEPA) tariffs, which have driven Chinese import volumes down an estimated 28%.”

“If the IEEPA tariffs were to be removed from all imported goods, there would certainly be an increase in imports,” Brashier noted. “Especially for goods recently being sourced in higher-tariffed countries.”

Outside of the ports, ITS Logistics said, “inland transportation markets are facing separate and increasingly complex uncertainty tied to state-level enforcement actions of non-domiciled commercial drivers’ licenses (CDLs) and learners permits (CLPs).” California has extended the cancellation deadline for approximately 17,000 non-domiciled CDLs through March 6. “The state faces an active lawsuit brought by the Sikh Coalition alleging that many license cancellations stem from clerical and administrative errors, leaving affected drivers with little recourse or means to reinstate their licenses,” ITS Logistics said. “The Sikh community represents roughly 40% of the California carrier pool, according to the North American Punjabi Trucking Association, raising the risk of disproportionate capacity loss in one of the nation’s busiest drayage markets.”

Tennessee in early January also announced that it will issue notices to approximately 8,800 CDL holders requiring proof of citizenship or lawful U.S. presence, documentation that was not required when their licenses were originally issued, according to ITS Logistics. The affected population, it noted, represents roughly 5% of the state’s carrier base, who must present documentation by early April.

“North Carolina may be the next to follow with a similar announcement, after recent Federal Motor Carrier Safety Administration audit findings revealed that 54% of sampled non-domiciled CDLs issued by the state were in violation of federal guidelines,” ITS Logistics reported. “FMCSA Administrator Derek Barrs said that notice has been sent to the state with the expectation that North Carolina ‘will act expeditiously to achieve substantial compliance.’ This motion could mean more CDL cancellations and a further shrinking of the capacity pool.”

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

“Sending a Supply Chain Salute to Prince Rupert Port Authority for a strong 2025 powered by teamwork across the gateway,” CN wrote in a recent LinkedIn post. “From terminal operators to customers to the dedicated workforce, this year’s success shows what collaboration can achieve! CN is proud to help keep the momentum moving with reliable rail service and key infrastructure investments, including progress on our Zanardi Rapids Bridge expansion that will build capacity for the future.”

The Prince Rupert Port Authority (PRPA) on Jan. 14 announced that the Port of Prince Rupert handled 26.3 million tons of cargo in 2025, up 14% from 2024, during what it called “a historic period of infrastructure investment and development.” Intermodal traffic through DP World Prince Rupert’s Fairview Container Terminal rose 20% year-over-year to 885,797 TEUs, “bolstered by robust volumes in the second half of 2025,” according to PRPA.

Demand for Canadian energy products remained steady, PRPA said, with AltaGas’ Ridley Island Propane Export Terminal shipping nearly 2.4 million tons of liquified petroleum gas (LPG) to markets in Asia, representing a six% increase year-over-year. Pembina’s Watson Island LPG Bulk Terminal handled 506,159 tons, which PRPA said marked a 1% increase. Volumes through Drax’s Westview Wood Pellet Terminal went up 3%, with close to 1.3 million tons of biofuel flowing through the facility, PRPA added.

According to the Port Authority, “another solid crop year” led Prince Rupert Grain Terminal to increase its exports of western Canadian agricultural products by 8% compared with 2024. Total coal export volumes rose 18% at Trigon Pacific Terminals, with metallurgical and thermal coal rebounding, up 26% and 21%, respectively.

The Port of Prince Rupert also made progress on several projects, which PRPA said “account for more than C$3 billion in capital investment and will begin coming on line in mid-2026 to further diversify exports, maximize supply chain efficiency, and grow overall cargo volumes.” They include:

• Ridley Island Energy Export Facility (REEF): Construction continues to advance on REEF, a large-scale, open-access LPG and bulk liquids export terminal. “The C$1.46 billion AltaGas and Vopak joint venture will significantly strengthen Canadian energy exports to the Asia Pacific, with an initial development phase that includes approximately 55,000 barrels per day of LPG export capacity and 600,000 barrels of LPG storage,” PRPA said. “In Q4 2025, a Final Investment Decision was reached to add upwards of 25,000 barrels per day of throughput capacity to REEF in the second half of 2027.”
• CANXPORT: PRPA said it completed leveling the 108-acre site for this project, a rail-fed logistics and transloading facility that will offer 400,000 TEUs of annual export capacity for forestry, agricultural, and resin products. CANXPORT will be operated by Ray-Mont Logistics, which will relocate its existing Prince Rupert facility and expand its operations at CANXPORT in mid-2026. According to PRPA, this project “will offer greater efficiency and competitiveness for Canadian exporters and support the balance of intermodal trade through Fairview Container Terminal.”
• South Kaien Logistics Park: In Q1 2025, the Canada Infrastructure Bank reached financial close on a C$60.7 million loan to Metlakatla Development Corporation to develop the South Kaien Logistics Park, a joint venture with PRPA. The Port Authority said the project will create a new logistics and warehousing complex a short distance from Fairview Container Terminal, CANXPORT, and CN’s main line. IntermodeX will be the first tenant, operating its new logistics hub with more than 100,000 TEUs of annual capacity and creating 200 new jobs, PRPA said. 
• Zanardi Rapids Bridge Expansion: CN began construction in Q3 2025. “Building the new rail infrastructure is key to supporting the Port’s expansion and is designed to add essential rail corridor capacity along a critical transportation link,” PRPA said. “The project will extend several kilometers of track in both directions and add a new 1,600-foot two-track bridge to meet growing demand.” It is expected to be completed in 2027.
• Berth Two Beyond Carbon: Trigon Pacific Terminals has furthered construction of its second marine berth. According to PRPA, this Berth Two Beyond Carbon project “will add significant vessel berth capacity to the terminal.” The marine infrastructure is expected to be completed in 2026.

“Our 2025 performance reflects the consistent commitment of the Prince Rupert Gateway’s workforce, terminal operators, CN, and customers,” PRPA Interim President Kurt Slocombe said. “The depth of collaboration between all Gateway partners to unlock capacity, provide greater speed to market, and actively diversify the $60 billion in trade that flows through our Port annually is second to none.”

• CN Reignites CargoCool Intelligen Powerpack Service out of Port of Prince Rupert
• Building for Growth: CN’s Commitment to a Stronger, More Resilient Supply Chain
• CN: ‘Keeping it Fresh’
• CN Commits to Port of Prince Rupert’s Future With Zanardi Rapids Bridge Project
• LinX Logistics Facility Coming to Port of Prince Rupert
• CN Deploys Innovative Technology to Remotely Monitor Temperature-Controlled Cargo
• Port of Prince Rupert, DP World agree on next expansion of Fairview Container Terminal

The post Intermodal Briefs: ITS Logistics, Port of Prince Rupert appeared first on Railway Age.

Locomotive DESX 1305, last used in Iroquois Falls in 2014 by Resolute Forest Products, is now part of Abitibi Connex’s growing multimodal logistics operations. Located along major northern shipping routes and offering direct rail access, Abitibi Connex, which officially launched in July 2025 and is owned by Iroquois Falls Development Inc., a subsidiary of the BMI Group, serves as a logistics hub for organizations operating in the natural resources, agriculture, and food sectors.

With its own locomotive, Abitibi Connex can support complex road-to-rail transloading operations, “improving the movement of equipment and materials to northern and remote communities.” In the present term, the locomotive will support Pinnacle Logistics Solutions Ltd., pulling nearly 3,000 railcars over the course of a multi-year contract with Pomerleau for the Weeneebayko Area Health Authority (WAHA) redevelopment project, serving Moosonee and Moose Cree First Nations.

Rail operations on site will be managed by NPS Connex, a full-stack multimodal logistics company and a subsidiary of BMI Group.

The locomotive’s return, Abitibi Connex says, has been welcomed by the community “as a visible sign of renewed industrial activity.”

“For communities like Iroquois Falls, access to short-line rail is critical. Without it, participation in the broader supply chain becomes extremely challenging,” said Iroquois Falls Mayor Tory Delaurier.

The return of rail service was made possible through extensive infrastructure repairs completed by Ontario Northland. In October 2025, Ontario Northland finalized upgrades to the 9.89-kilometer (6.14-mile) rail line from Porquis Junction to Iroquois Falls and will continue providing rail service between Abitibi Connex and the main line.

“Ontario Northland is pleased to restore service along this corridor, reconnecting Iroquois Falls to our rail network,” said Ontario Northland CEO Chad Evans. “We have a long history of supporting economic growth throughout the region and we look forward to continuing to provide safe, reliable transportation services to businesses and communities for years to come.”

In parallel with restarting rail operations, Abitibi Connex says it is working with Ontario Northland to continue rail safety awareness in the community throughout the year.

“Stop, look, listen. We want everyone—especially young people—to understand how to stay safe around rail infrastructure,” said Abitibi Connex Operation Manager Mike Koteles. “Active rail operations have not been top of mind for the community for many years, so we are working diligently to ensure everyone is prepared.”

The Abitibi Connex locomotive, DESX 1305, has attracted attention from rail enthusiasts, according to the company. Estimated to have been manufactured in the late 1940s or early 1950s, the engine has appeared on multiple rail fan platforms, reflecting both its history and its renewed purpose.

“The reinstallation of short-line rail access at the Abitibi Industrial Site marks a critical milestone in advancing long-term Northern development,” said George Pirie, Minister of Northern Economic Development and Growth. “This goes beyond moving goods, it is about showing the world that Northern Ontario is competitive and ready for business.”

Over the holidays, Patriot Rail welcomed the first railcars into the brand-new Manila, Colo.-based Rocky Mountain Rail Park, “marking a major milestone as inventory build-out gets under way,” the company said in a LinkedIn post.

“We’re also excited to announce that Hydra Transload is now fully operational, ready to support transload and rail service needs throughout the Denver region,” Patriot Rail added.

The post Industrial Development Briefs: Abitibi Connex, Patriot Rail appeared first on Railway Age.

Specifically, just as it is a federal crime to interfere with flight crews, the bipartisan Duckworth-Hoeven bill “would prohibit interfering with intercity and passenger rail crew members by establishing a uniform criminal prohibition against assaulting or intimidating engineers, conductors, onboard personnel, employees performing safety-sensitive functions and other personnel responsible for operations, functions or customer service at a rail station.”

Duckworth was originally inspired to author and introduce this bipartisan bill in 2018 after her constituent, Michael Case, was critically injured in a shooting while performing his duties as an Amtrak conductor.

“No one in America should experience what my constituent Michael Case endured when he was shot and critically injured simply for performing his job as an Amtrak conductor,” said Senator Duckworth. “Congress rightfully recognized decades ago that flight crew members deserved uniform legal protections against assault and intimidation, and it’s past time we grant our passenger rail crew members with the same legal protections that apply to flight crews.”

As a member of the U.S. Senate Committee on Commerce, Science and Transportation (CST), Duckworth has long advocated that every American should receive the dignity and respect they deserve while traveling. Duckworth authored the ASAP Act provisions in the Bipartisan Infrastructure Law, which provide $1.75 billion over a five-year period to help build ramps, install elevators and make other improvements to help ensure our nation’s transit systems are actually, finally usable for those with disabilities.

A broad range of passenger rail stakeholders endorsed the bipartisan Duckworth-Hoeven PRCPA (download below), including SMART Union, Transportation Trades Department, AFL-CIO (TTD), Transport Workers Union of America, AFL-CIO (TWU), Transportation Communications Union/IAM (TCU) and the American Association of Railroads (AAR).

TCU National Secretary Treasurer, Greg Kocialski, a 30-year Amtrak veteran stated, “Our members have long sought the same protections afforded airline personnel: that assaulting or intimidating a crew member should and must be a federal offense. We’re confident this legislation will force people to think twice before ruining their own lives, and the lives of our members. I want to thank Senators Duckworth and Hoeven for their leadership in seeking to better protect the health and safety of our members.”

Previously introduced versions of this legislation had limited coverage to the train crews on intercity passenger trains; however, this new version expands coverage to station personnel and commuter railroads.

“Thanks to the continuous efforts of our Legislative Department this new updated version of the bill expands coverage to all of our members in the stations and at commuter railroads,” said TCU National Vice President Nick Peluso, who covers TCU’s commuter railroad employees. “I’m proud of our Legislative team in DC for continuing to fight tooth-and-nail for our members’ interests.”

“I’m glad Senator Duckworth is leading this long-overdue legislation,” said Andre Howard, Local Chair for TCU 2500 based in Chicago, that represents ticket clerks, baggageman, gate agents and RedCaps. “Amtrak is a safe place to work, and our members just want to be able to go to work and do their jobs every day, but like any customer service or hospitality job, sometimes you can have a disorderly customer. Having a federal law to protect our members, just like in the airline industry, is important for how serious these instances can be.”

The post Senators Introduce Passenger Rail Crew Protection Act appeared first on Railway Age.

At CPKC, 16 collective bargaining agreements with various unions in the United States have been ratified, the Class I reported Jan. 15. All span five years and provide “increased wages” to approximately 700 railroaders working in Illinois, Indiana, Louisiana, Minnesota, Mississippi, Missouri, New York, North Dakota, Oklahoma, Texas, and Wisconsin.

Following is the breakdown:

• One agreement with the Brotherhood of Locomotive Engineers and Trainmen (BLET) representing approximately 300 locomotive engineers on the Soo Line property operating trains in Illinois, Indiana, Minnesota, North Dakota, and Wisconsin.
• Five agreements with the Brotherhood of Railway Carmen representing 231 carmen on the Delaware & Hudson, Soo Line, Kansas City Southern, MidSouth, SouthRail, and TexMex properties.
• Five agreements with the Transportation Communications Union (TCU/IAM) and American Railway and Airway Supervisors Association (ARASA) representing clerks, maintenance workers, and mechanical and engineering supervisory employees on the Delaware & Hudson, Soo Line, and Kansas City Southern properties. The agreements cover approximately 108 U.S. employees.
• Two agreements with the National Conference of Firemen and Oilers (NCF&O) representing 26 hostlers and laborers in the United States on Soo Line and Kansas City Southern properties.
• Three agreements with: the Soo Line Locomotive and Car Foreman’s Association (SLL&CFA) representing 19 U.S. mechanical foremen employees on the Soo Line property; the International Brotherhood of Boilermakers and Blacksmiths (IBB) representing three boilermakers on the Kansas City Southern property; and the International Association of Sheet Metal, Air, Rail and Transportation Mechanical Department (SMART-MD) representing one sheet metal worker on the Kansas City Southern property.

“We are very pleased to see all these agreements ratified and thank our union leaders across the United States who have worked with us at the bargaining table to reach agreements that benefit hundreds of our railroaders,” CPKC President and CEO Keith Creel said. “With these agreements reached at the bargaining table and now ratified, we remain focused on serving our customers as we safely and efficiently move American business and contribute to economic growth.”

CPKC also reported that two tentative five-year collective agreements were reached last month with the International Brotherhood of Electrical Workers (IBEW) representing 76 electricians in the United States on the Soo Line and Kansas City Southern properties. Both are subject to ratification.

• 2025 CPKC Holiday Train Raises Record $2MM
• CTA Releases Annual Maximum Grain Revenue Entitlements for CN, CPKC
• CPKC Names Safe Shipper Award Honorees
• CPKC Takes Delivery of 100th Tier 4 Wabtec Evolution Series Diesel-Electric

NS on Jan. 15 reported achieving a 1.14 locomotive Fly Rate in 2025, surpassing its goal of 1.5. Fly Rate represents the number of mechanical failures per locomotive in a year of operation, according to the Class I, and a lower Fly Rate means “a better-maintained fleet with fewer mechanical failures, greater reliability, and improved service for our customers.”

“Our disciplined approach to maintenance and reliability is paying off,” said Ryan Stege, Senior Director Locomotive Operations and Maintenance at NS. “Achieving a 1.14 Fly Rate is the result of our dedicated team working collaboratively across roles, focused on keeping locomotives in service and reducing mechanical failures. This commitment translates directly into faster, more dependable service for our customers and reinforces our position as an industry leader.”

NS provided this example for context: “If we have 1,500 road locomotives in service at a 1.14 Fly Rate, that translates into fewer than five failures per day—just 0.3% of the active fleet.”

Separately, NS last fall reported powering past its 1000th DC-to-AC locomotive conversion.

• 2026 Railroader of the Year: Norfolk Southern’s John Orr
• CN on UP+NS: ‘Show Us Schedule 5.8′ (UPDATED with BNSF, CSX and CPKC Filings)
• UP+NS Merger Application ‘Complete’?

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

The California Department of Transportation (Caltrans) has awarded approximately $97 million to ten rail-related projects that it said prioritize public transit in communities most affected by pollution. They will be funded by the California Climate Investments (CCI) initiative through the Low Carbon Transit Operation Program (LCTOP).  

Another 134 non-rail-related projects will receive $123 million, Caltrans reported Jan. 14 (scroll down to download the complete list).

“The CCI steers billions of Cap-and-Invest dollars toward strengthening the economy and improving public health and the environment—particularly in disadvantaged communities,” according to the government agency. “It is designed to reduce greenhouse gases from the largest emission sources in California, drive innovation and guide the state towards a clean energy economy.”

Following are rail-related projects receiving awards (listed by transit agency/commission):

• Sacramento Regional Transit District, $2.4 million: Blue Line Light Rail Station Conversions – Phase 2. This project will convert up to 19 light rail stations to low-floor platforms on the SacRT Blue Line. “In order for low-floor light rail vehicles to be accessible, light rail stations platform must be at least eight inches above the top of rail,” Caltran’s reporrted. “This allows the ramp to deploy from the vehicle to the station platform with the proper slope for passengers to board.”

• San Francisco Bay Area Rapid Transit District, $10.8 million: BART-to-Antioch Operating Funds (2.0 Year 1). The funding will be used for the operation of the BART-to-Antioch Extension that Caltrans said uses DMUs (Diesel Multiple Units) to connect BART’s Pittsburg/Bay Point station to Antioch.

• Santa Clara Valley Transportation Authority, $7.8 million: Silicon Valley Berryessa Extension SVBX (BART to San Jose) Operating Funds. According to Caltrans, the funds will be used for the operation of the SVBX project, which extends service from the existing BART rail system at the Warm Spring/South Fremont Station to new stations in Santa Clara County at Milpitas Station in the City of Milpitas and Berryessa Station in the City of San Jose.

• Sonoma–Marin Area Rail Transit District, $760,918: SMART Transit Operations. This project supports operations of commuter rail services in the SMART system, according to Caltrans. SMART operates 42 weekday trips as of FY24-25, an increase of four weekday trips from the prior year. SMART in FY24-25 opened a new station at Petaluma North; it opened an additional new station in Windsor, which included three new miles of track.

• Los Angeles County Metropolitan Transportation Authority, $48.8 million: Metro A Line Operations. Funding will support the operations of LACMTA’s A Line (light rail). The new and expanded transit service serves 44 stations and runs seven days per week.

• Southern California Regional Rail Authority (SCRRA), $4.2 million: FY26 Student/Youth Discount. Metrolink will provide 50% discounted passes to secondary, college, and university students. The program will attract new riders and help occasional riders become regular riders, Caltrans noted, “thus reducing roadway VMT, traffic congestion, GHGs, and air pollution.”

• Riverside County Transportation Commission, $1.3 million: SCRRA Service Optimization in Riverside County. The Commission will use the funding “to expand rail service by increasing the number of weekday trains as part of SCRRA’s Metrolink regional passenger rail service,” Caltrans reported. New trains were added in October 2024.

• San Joaquin Regional Rail Commission, $602,220: ACE Operational Support Program (Year 5). This program will provide operational funding related to the continued operation of the four ACE round trips from Stockton to San Jose, according to Caltrans.

• Peninsula Corridor Joint Powers Board, $2.6 million: Ridership Recovery Service Enhancement. Caltrans reported that the funding will “[c]ontinue and maintain enhanced rail service, while supporting alternative transportation services (Operations).”

• City of San Francisco, $18.4 million: Free Muni for seniors, people with disabilities, and youth. According to Caltrans, this program is available to San Francisco residents aged 65 and above, whose gross annual family income is at or below 100% of the Bay Area Median Income. San Francisco residents with disabilities and a gross annual family income at or below 100% of the Bay Area median income can also participate. Muni fares for regular service for all individuals aged 18 and younger are eliminated.

“Partnering with local transportation agencies, we’re building a thriving, more connected California by investing in projects that will improve outcomes for all roadway users and help the state achieve its ambitious climate goals,” Caltrans Director Dina El-Tawansy said. “These clean transportation projects will better serve communities most affected by air pollution, expand bus and rail service and support free or reduced fare programs and encourage fewer, shorter automobile trips.”

The post California Investing $97MM in Rail Transit Projects appeared first on Railway Age.

Changes will be coming to train schedules on New Jersey Transit (NJT) during the second half of February and the first half of March, as the agency and Amtrak prepare for the cutover from the current century-old Portal Bridge over the Hackensack River to the newly constructed Portal North Bridge. Officials from both railroads gave a briefing on Jan. 15, describing the scope of work and some of the changes that will affect riders in the Garden State over the four-week period. It concerns a segment of Amtrak’s Northeast Corridor (NEC), but NJT operates most of the trains that use it.

NJT CEO Kris Kolluri said the railroad will be running on a single-track segment between Newark Penn Station and Secaucus Junction and stressed the importance of maximizing capacity during this period, making sure that all communities maintain rail service, and emphasizing safety. According to the agency, the project will require reducing the number of weekday moves along that segment from 332 to 178; a 53% reduction, including redirecting many trains that have been originating/terminating at Penn Station New York to Hoboken Terminal.

“While the transfer, or ‘cutover,’ of Amtrak-owned [catenary] and electrical systems will ultimately deliver substantial benefits, it means customers on all rail lines except the Atlantic City Rail Line will experience temporary adjustments to rail service beginning Feb. 15 and continuing for approximately four weeks,” NJT said. “Expect modified train schedules to include some train consolidations or cancellations, and others with changed departure times and/or stopping patterns. NJT worked closely with Amtrak and regional partners to develop a customer-focused service plan prioritizing capacity, continuity and safety.”

“We understand that this work will disrupt the way our customers travel during the cutover period, which is why every element of our service plan was designed to keep people moving as safely and efficiently as possible,” Kolluri said. “While the disruption is temporary, the benefits, including a far more reliable and resilient commute along the Northeast Corridor, will last for generations.”

NJT has posted information about the project on a new section of its website as a “Major Service Update” on the Portal North Bridge Cutover under the headline “Portal Bridge Cutover: What it Means for You” with a project summary. It includes a link to a 20-slide “Stakeholder Briefing” that also provides a project outline of the project and a summary of the presentations (download below), along with information on schedule changes that will occur during the four-week project.

The “Overview” section begins by saying: “Amtrak will perform a critical series of construction and operational activities to transfer, or ‘cutover,’ rail operations from the existing Portal Bridge to the new Portal North Bridge over the Hackensack River. This cutover represents a major milestone in the Gateway Program and is essential to advancing long-term reliability and capacity improvements along the Northeast Corridor … While this work will ultimately deliver substantial benefits, the cutover process is complex and operationally intensive, requiring temporary but significant changes to rail service. NJ Transit has worked closely with Amtrak and regional partners to develop a customer-focused service plan that prioritizes capacity, continuity and safety throughout the transition.”

According to NJT, the new schedules will become effective Feb. 15. The agency expects the project to be completed by March 14, with the current schedules going back into effect the next day. The agency also said that customers should expect “modified train schedules, largely including earlier departures, reduced service frequencies on certain segments, longer travel times due to operational constraints, [and] some train consolidations or cancellations.” There will be additional customer support, including staff at Hoboken and Secaucus.

According to NJT’s schedule information, there will be some reductions in service on most lines, and schedules on weekdays and weekends will change while work continues. Hourly service is the standard on the North Jersey Coast Line, Raritan Valley Line, and Main/Bergen Lines. Trains on those lines will leave each station at different times past the hour, on weekdays and on weekends. Trains to Port Jervis, south of Long Branch on the North Jersey Coast Line, and on the Pascack Valley Line run less frequently, and some schedules will also change. Trains to and from Trenton on the NEC will also have new schedules. Weekend connections to or from Philadelphia on SEPTA trains will be less convenient than under the “regular” schedule. Raritan Line trains on weekdays that currently run to and from New York Penn Station will be cut back to Newark for the duration, so riders will not have a one-seat ride to their destinations along the line.

The biggest change will occur on the Morris & Essex (M&E), Gladstone and Montclair-Boonton Lines. Since 1996, some trains on those lines have run to or from Penn Station, New York in Midtown Direct service, while other trains run to or from Hoboken. On weekdays, all trains on those lines will originate or terminate at Hoboken. For riders bound for New York City, NJT tickets will be cross-honored on PATH trains (only at Hoboken and 33rd Street Station, as a substitute for Penn Station), ferries to 39th Street on weekdays, and the #126 bus, which runs between Hoboken and Manhattan’s Port Authority Bus Terminal. The agency advises riders to purchase Hoboken tickets, rather than New York tickets. Hoboken fares are about 25% lower than New York fares. Midtown Direct trains will continue to run between Dover and Penn Station on weekends, but trains will leave each station at a different time after the hour than on the “regular” schedule. Convenient Hoboken connections to and from the M&E will not be available at Newark Penn Station during the outage, and NJT suggests changing trains at Secaucus.

“The cutover of the Portal North Bridge represents more than just work to connect railroad infrastructure; it signifies a whole new level of reliability on the Northeast Corridor and New Jersey that has never previously existed,” Amtrak President Roger Harris said. “In just a few short weeks, we will reward the patience of Amtrak and NJ Transit customers by helping eliminate a cause of long delays and unreliable commutes. The new modern, high-level fixed span bridge will make future Amtrak and commuter trips more reliable, safer and smoother with increased service and train speeds. Thanks to a strong partnership between Amtrak and NJT, the project remains on schedule and on budget.”

Amtrak did not specify any schedule changes for its trains.

Some longtime riders on the Morris & Essex, Montclair and Gladstone Lines will soon have a month to repeat the experience of the way they commuted (or otherwise went into the New York City) 30 or more years ago. There will be a similar outage in the fall for cutover of the second track, possibly in October.

The post Portal North Bridge Cutover Coming Soon appeared first on Railway Age.

Toronto Transit Commission (TTC) has awarded a $1.66 billion (C$2.3 billion) contract to Alstom for the supply of 70 six-car subway trains. The contract also includes options for another 150 trains.

TTC will deploy 55 of the Metropolis trains on Subway Line 2, replacing the existing fleet. The other 15 trains will provide the additional fleet capacity needed to serve the under-construction extensions of Line 2 to Scarborough and Line 1 to Yong North.

The new trains will be designed and engineered in Canada, with final assembly taking place at Alstom’s Thunder Bay facility and testing at its Kingston site. TTC confirmed that 55% of the content used to manufacture the trains will be sourced from Canadian suppliers and that procurement is the first under the Canadian government’s new Buy Canadian Policy. The contract is expected to create up to 945 high-paying jobs in Canada, including more than 600 at Alstom, along with more than 1,700 indirect jobs.

Alstom says the trains incorporate eco-design features such as an advanced propulsion system, smart air-conditioning controls, and the use of virtual reality design tools that will collectively improve sustainability and reduce environmental impact across the entire product lifecycle. The new trains will also feature energy-efficient lighting and wireless smartphone charging.

The Canadian government confirmed that it will increase its previous $545 million (C$758 million) commitment towards the cost of procuring the 55 trains for Line 2 to $648.2 million (C$950.9 million), a contribution that the government of Ontario will match.

Separately, TTC on Jan. 13 celebrated its 60th new LRV entering service, completing delivery of the Alstom Flexity low-floor vehicles ordered in 2021.

The post Toronto Orders New Subway Train Fleet appeared first on Railway Age.

On January 1, 2026, Genesee & Wyoming’s Connecticut Southern Railroad assumed control of the state-owned Armory Branch. The 14 miles of track were formerly operated by short line Central New England Railroad. 

Central New England (CNZR) was established in 1995 to operate a pair of former New Haven/Conrail lines around Hartford. One of those lines, the Griffins Secondary, has been inactive since its last customer moved in 2021, and service was only sporadic on the Armory Branch. CNZR had an eclectic fleet of locomotives, including Alcos and EMDs. Its last unit in regular service was a former Southern Pacific/New Brunswick Southern GP9 still in NBSR green and yellow. 

CSOR is expected to operate the Armory Branch as needed. The branch connects with CSOR at East Windsor. 

—Justin Franz 

The post G&W Takes Central New England Track appeared first on Railfan & Railroad Magazine.

Brightline Trains on Jan. 14 named former Eurostar CEO Nicolas Petrovic as CEO of Brightline Holdings, succeeding Michael Reininger, who has led the development of Brightline, Florida’s private-sector passenger railroad, from 2012-2018 and again since 2021. Petrovic, based in Miami, will focus on “driving long-term value and sustained growth” for Brightline’s Florida operations, according to the company.

“Petrovic is a globally recognized name in the rail industry with more than 25 years of experience in multiple leadership positions in Europe and the Middle East,” Brightline Trains reported. “He originally joined Eurostar, the iconic rail service connecting London, Paris and Brussels, in 2003. From 2006 to 2010, he was responsible for all aspects of train operations, safety, and service delivery across three countries. From 2010 through 2018, Petrovic served as CEO of Eurostar. Under his leadership, Eurostar achieved record passenger numbers while navigating complex international regulatory environments and intensifying competition from low-cost airlines. He is credited with transforming the company by overseeing major fleet modernization programs, network expansion into the Netherlands, and significant improvements in operational performance and customer experience.”

Petrovic was the Chief Executive of Siemens France from 2018-2021, where he led the mobility, infrastructure, and digital industries divisions. Most recently, he was CEO of Etihad Rail Mobility in the United Arab Emirates.

Reininger will continue with the company as Managing Director and member of the Board of Brightline West, the planned 218-mile high-speed passenger rail system connecting Las Vegas and Southern California. As Managing Director, he will be dedicated to delivering the $21 billion Brightline West project, according to Brightline Trains, which noted that Reininger “successfully launched Brightline’s Florida operations and established the company as America’s only private intercity passenger rail service.”

Brightline covers 235 miles between Miami and Orlando (see map below). It launched the first phase of its South Florida operations in 2018, connecting Miami, Fort Lauderdale and West Palm Beach. Stations in Boca Raton and Aventura opened in 2022. Construction of its 170-mile, $6 billion phase two extension from West Palm Beach to Orlando began in 2019 and service launched in September 2023.

Patrick Goddard and Sarah Watterson will continue in their leadership roles at Brightline Florida and Brightline West, according to Brightline Trains.

Brightline Trains also reported that Mauricio Anderson has been tapped as Chief Financial Officer of Brightline Holdings and its subsidiaries (other than Brightline West). He will replace Jeff Swiatek who joined the company in 2018 and departed in January “to pursue other opportunities,” according to Brightline Trains. Anderson has served with one of Brightline’s indirect parent entities, Florida East Coast Industries, LLC, since 2013 and as CFO since 2019. Additionally, Bruce Snyder has been promoted from Deputy Chief Financial Officer to Chief Financial Officer of Brightline West.

“We are excited about the future of Brightline, and these moves will align our executive leadership with the specific needs to support both of our businesses” said Wes Edens, founder of Brightline Holdings. “As Brightline continues to pioneer a new era in American transportation, the insights that Nicolas [Petrovic] brings from around the globe will strengthen our operating company as it continues to grow and expand, while Mike [Reininger] concentrates his focus once again on implementing an unprecedented infrastructure development.”

“Brightline has introduced new and elevated expectations for the passenger rail industry in America, and it is an honor to lead the company’s next stage of growth,” Petrovic said. “With the tools and experiences from a global peer group, I believe Brightline will continue to show the way forward for profitability and customer experience that will firmly position the business in America’s transportation landscape.”

“I’m energized to devote all my time and attention to Brightline West, one of the nation’s biggest privately led infrastructure investments,” Reininger said. “This is exactly the kind of bold project our country needs, and I’m confident we’ll set a new standard for how major rail projects are executed in the United States.”

Railway Age Contributing Editor David Peter Alan recently reported on Brightline’s finances and examined some of the challenges that now face the railroad company, which is cutting service between its South Florida stations and the Orlando airport and is seeing costs skyrocket for its project to build a high-speed railroad between Southern California and Las Vegas.

• Brightline Financial Woes Continue
• Brightline Loses Nearly $550MM in 2024, but Keeps on Going
• FEC, Brightline Fight in Court Over Rail Capacity
• Report: Brightline West Costs Balloon to $21.5B
• Brightline: Something Different on the Rails

UTA on Jan. 14 reported via social media that Paul Ray has signed on as Government Relations Director. He will lead the Government Relations Department and serve as a key liaison between the transit agency and state and federal policymakers.

With decades of public service experience, Ray served most recently as Director of Legislative Affairs for the Utah Department of Health and Human Services, where he guided government relations strategy and advised executive leadership. Prior to that, he represented Davis County’s District 13 in the Utah House of Representatives for 20 years, chairing committees including Social Services Appropriations and the 2021 Redistricting Committee.

“His deep policy expertise, collaborative leadership style, and proven ability to advance complex legislation will be invaluable as we continue advocating for our riders and the communities we serve,” reported UTA, which offers TRAX light rail, FrontRunner commuter rail, bus, and on-demand services and serves six counties and more than 80 cities along the Wasatch Front.

Separately, UTA last spring opened a new station on the TRAX Red Line.

NCTD has elevated Adrienne L. Johnson to Deputy Chief People Officer. She will oversee the Human Resources and Learning and Development departments for the agency, which operates Coaster commuter rail, Sprinter hybrid rail, Breeze bus, Flex on-demand, and Lift paratransit services.

With more than 17 years of HR experience, Johnson has served since January 2025 as NCTD’s Human Resources Director, managing and overseeing all aspects of HR operations, including compensation, benefits, labor relations, and recruitment. Prior to joining NCTD, she held leadership roles for organizations such as CVS Health and Starbucks.

Johnson earned a Bachelor of Science in speech pathology and is an active member of several professional organizations, including the Society for Human Resource Management. She is Vice President of the San Diego Chapter of the Conference of Minority Transportation Officials.

“Adrienne brings a wealth of experience to this role, and we’re excited to have her on board to advance critical initiatives at NCTD,” said Lori A. Winfree, NCTD Deputy CEO and Chief General Counsel. “Providing a world-class employee experience is a key facet of NCTD’s North Star, and I have no doubt that Adrienne will work diligently to move us forward toward our goals.”

“I am delighted to move into this leadership role at NCTD and look forward to enhancing the incredible work the organization is already doing,” Johnson said. “I am motivated to champion a workplace where employees feel valued, engaged and empowered to thrive. As I continue my journey with NCTD, I will lead with a deliberate and people-centered approach guided by the principle of treating others the way they want to be treated.”

NCTD last fall marked 50 years of service.

Jamie Snook has transitioned to Executive Director of Capital Project Delivery at TriMet, following service in an interim capacity since September. She joined the transit agency in 2019 as Capital Projects Planning Manager and was elevated to Major Projects Director in 2021.

Snook now oversees capital improvement and maintenance projects across TriMet, which provides MAX light rail, WES commuter rail, bus, and LIFT paratransit services across 533 square miles of Oregon’s three most populous counties (Multnomah, Washington and Clackamas).

Before joining TriMet, Snook worked for Oregon Metro for 14 years, and at a private engineering and design firm for six years. She holds a Bachelor of Science in geography and regional planning from Westfield State University in Massachusetts.

“I am honored to lead this amazing team in Engineering & Construction,” Snook said. “I want to thank everyone for the commitment they bring to this work every day. I know there are tough times ahead, but I believe that by working together—with honesty, care and respect—we can navigate these challenges and continue to improve and move our system forward.”

“There is hardly a major transit project in our region over the last 20 years that Jamie hasn’t been a part of or worked on directly,” said Claire Khouri, TriMet’s Chief Strategy & Planning Officer. “It has become evident that she tirelessly works to build partnerships internally, across the region and within our industry. Jamie knows how to deliver projects for the benefit of TriMet’s riders and our entire community.”

TriMet in June adopted a $1.96 billion overall budget for FY2026. At that time, the agency said it was taking steps to address a $50.2 million deficit projected for next fiscal year, “tightening spending ahead of a fiscal cliff projected in 2031.”

Separately, TriMet in November took delivery of its last Type 6 MAX LRV on order from Siemens Mobility.

The post People News: Brightline, UTA, NCTD, TriMet appeared first on Railway Age.

AmeriStarRail (ASR), through Chief Operating Officer Scott R. Spencer, has proposed a new fleet for Amtrak’s long-distance trains, the latest of several proposals that ASR has made recently. Spencer has already suggested that Amtrak rebrand its Nextgen Acela consists as Libertyliner 250 trains and offer a “Freedom Pass” that would allow seven days of travel on Amtrak’s Northeast Corridor (NEC) for $250.00 per person (suggested at the December 4 Amtrak Board meeting). He has also suggested that NEC trains, especially if they become Libertyliner 250 trains, add a stop at New Jersey Transit’s Secaucus Junction Station which is now used only for NJT’s local services, if that agency and Amtrak agree to add the stop. Now ASR is proposing what Spencer calls a “Grand Conveyance” for Amtrak’s skeletal network of long-distance trains he has revealed designs for long-distance equipment to run on those trains.

Paul H. Reistrup, former President of Amtrak, is AmeriStarRail’s Senior Advisor. Reistrup led Amtrak from 1975 and until 1978, ordered the Amfleet I cars that still run on the NEC and other corridors, as well as the Superliner I cars that run on the long-distance trains west of Chicago and New Orleans, and on the Auto-Train.

Spencer and Reistrup call the proposed fleet “AmeriStarliner.” ASR sent a three-page letter to Amtrak President Roger Harris on Jan. 9 that introduced the proposal and described the cars (download below). The letter began by saying: “As you know, AmeriStarRail (ASR) is an LLC based in Wilmington, Delaware that has developed several infrastructure and operating solutions to improve Amtrak’s rail passenger service utilizing private financing. Our proposed partnership with Amtrak includes serving Coach passengers on Amtrak Libertyliner 250 high-speed trains, the Baltimore Grand Slam tunnels, a bi-level Susquehanna River bridge to eliminate the busiest junction with freight trains on the Northeast Corridor at Perryville, Md., and the New York-Los Angeles Transcontinental Chief.”

Although Amtrak has recently rejected the Transcontinental Chief plan, Spencer and Reistrup went on to say: “AmeriStarRail has been developing alternative concepts for Amtrak’s Long Distance Fleet Replacement, to improve passenger safety, comfort, and the economic viability of Amtrak’s long-distance fleet. AmeriStarRail’s goal is to ensure Amtrak passengers have the finest trains available for long-distance travel across America.”

ASR then mentioned its goals: “Maximizing Passenger Safety, Amenities, and Comfort, Maximizing Available Seat Miles (ASM) per Train Mile (TMI) to generate at least 200 passenger miles per train mile, maximizing operating efficiency to improve the financial performance of Amtrak’s long-distance routes, [and] Minimizing trainset complexity for trainset manufacturing and fleet maintenance.” The proposal then said: “As America’s 250th birthday approaches, AmeriStarRail is proud to offer Amtrak a grand conveyance, the AmeriStarliner long-distance trainset, to usher in a golden age of travel for Amtrak with the finest way to travel across America.”

The proposal then described the seven types of cars that AmeriStarRail plans to order: “The AmeriStarliner trainsets for Amtrak long-distance trains are a mix of single and articulated cars in a simpler design of just seven car types to design, manufacture, and maintain.” Here is the list of car types:

• Utility Car (Single-Level).
• SkyView Observation Car (Multi-Level).
• SlumberCoach End Car (Multi-Level/Semi-Articulated).
• SlumberCoach Intermediate Car (Bi-Level, Articulated).
• SkyView Dining Car (Multi-Level).
• Sleeper End Car (Multi-Level/Semi-Articulated).
• Sleeper Intermediate Car (Bi-Level/Articulated).

In summarizing the core benefit proposal of the AmeriStarliner fleet, Spencer and Reistrup described an important feature: that the cars can fit through the tunnels on the NEC, including the North River Tunnels, which bring the line into Penn Station, New York: “the AmeriStarliner long-distance trainset will provide Amtrak with a standard, bi-level, long-distance fleet that can be operated nationwide, including through the tunnels of Amtrak’s Northeast Corridor. The bi-level cars will have a maximum height of 15 feet above top of rail (TOR), which is based on the height of the Pennsylvania Railroad’s GG1 locomotives, which operated for decades on the Northeast Corridor.”

Superliner cars are too tall to clear the tunnels on the NEC, so all trains that go to or from New York Penn Station must use single-level Amfleet II equipment, which is used exclusively on trains whose routes extend as far as Miami and New Orleans. If the entire fleet could fit through the tunnels, a single fleet could equip all of Amtrak’s long-distance trains throughout the country. While Amtrak has started the process for separate procurements of single-level and bi-level long-distance fleets, a single fleet that could be used everywhere on the system would simplify the procurement process and save money on maintenance and operations, too.

ASR’s letter then described the seven types of cars that the company proposes to order, including descriptions of some of the features that the cars would have. All cars would be accessible, in accordance with the Americans with Disabilities Act (ADA), and all passengers (including those who need ADA accommodation) and crew would walk through the train on the lower level. On today’s Superliners, everyone passes from one car to another on the upper level. The trainsets would accommodate high-level or low-level platform boarding, with fold-out ramps for boarding, like those used on transit buses for passengers who need wheelchairs or other mobility-assisted devices.

AmeriStarRail said “The entire upper level of the passenger cars will have SkyViewDome glazing to create an exciting travel experience for passengers,” apparently like the curved glass between bulkhead and roof on today’s Superliner lounge cars. Seats in the SlumberCoach cars would recline sufficiently to lay flat. Although AmeriStarRail said: “The capacity and configuration of AmeriStarRail’s proprietary long-distance fleet replacement designs, the AmeriStarliner trainsets, are subject to design, engineering, and commercial considerations.” The proposal also said: “The Ameristar line will utilize technology to easily flex trainset capacity from 300 to 600 passengers, split trains for specific destinations or connecting routes or remove bad order cars enroute.”

Spencer and Reistrup then mentioned that AmeriStarRail is negotiating with a carbuilder and has an NDA (non-disclosure agreement) and added “The intent of the NDA is to partner with AmeriStarRail to provide Amtrak with up to 85 12-car trainsets for a total of 1020 cars. ASR also proposed an ambitious delivery schedule: “If Amtrak commits to the AmeriStarliner trainsets before the end of 2026, delivery of the first 12-car trainset will take place no later than the 4th quarter of 2031 and be delivered at the rate aof 204 cars per year over five years. Under an AmeriStarRail – Amtrak joint venture, AmeriStarRail will utilize private financing to consider ordering three additional options for a total of 612 additional cars to support Amtrak’s goal of doubloing ridership by 2040 with more capacity to expand Amtrak’s long-distance service.”

AmeriStarRail concluded its pitch this way: “With exciting new passenger amenities to compete with air and highway travel such as the SkyView Observation Cars, private dining rooms, Children’s Play Areas, lay-flat SlumberCoach seats, full ADA accessibility and the SkyViewDome throughout the entire train, the AmeriStarliner long distance fleet is designed to be a grand conveyance for Amtrak passengers traveling throughout America.” The final paragraph said: “As we get ready to celebrate the upcoming Bicentennial of American Railroading, we look forward to Amtrak’s consideration of the AmeriStarliner’s innovations and imaginative features to inspire a new golden age of rail passenger travel in America.”

The letter included a summary of the features of the various types of proposed cars.

Download design proposals. Drawings by Tom Hickey.

In recent years, advocates at the Rail Users’ Network (RUN), the Rail Passengers’ Association (RPA) and elsewhere have been concerned that it is taking so long for Amtrak to move the procurement process forward and purchase new equipment for its long-distance routes that a sufficient fleet of the current equipment might not last long enough to keep the current network running, much less allow for any additional routes or additional frequencies on existing routes. Nearly two years ago, Jim Tilley, President of the Florida Coalition of Rail Passengers, raised the issue in a letter to Amtrak Board Chair Anthony Coscia. At a conference sponsored by RUN on Nov. 14, 2025, Michelle Tortolani, Amtrak’s Assistant Vice-President for Project Delivery – Fleet and Facilities, discussed Amtrak’s fleet generally and mentioned the 2023 Request for Proposals (RFP) to replace the bilevel Superliner cars and the recent one to replace the single-level Amfleet II equipment. However, she also said: “the target date for new bilevel cars is not until ‘the 2030s’ and she did not say exactly when.”

Much of the equipment in both fleets is now more than 40 years old, and advocates wonder how many of those cars will last to age 50 and beyond. If the proposed AmeriStarliners can be delivered and placed into service by the end of 2031 and the 204 cars per year that AmeriStarRail predicts can be added for the following five years, there could be enough equipment in service to keep the national network intact well into the future. It won’t be easy, because some trains, especially Superliner trains in the West, are running with short consists. Still, as a best-case scenario, AmeriStarRail might be able to deliver.

Before that can happen, there are a few challenges in the way. Is AmeriStarRail’s potential funding from private-sector investors sufficiently secure and stable to order such a large fleet and see the project through until all the new equipment is built, tested, certified, and placed into service? Is there a car builder that can fulfill such a large order on the schedule AmeriStarRail proposes? We also don’t know how serious Amtrak is about continuing to run the existing and skeletal long-distance train network, much less augmenting it someday with new routes such as the ones proposed in the FRA’s Long Distance study, or additional frequencies on some or all the existing routes. At this point, we don’t even know if we will see the return of the Silver Star and Capitol Limited that ran until 14 months ago. We also don’t know what the FRA might say about the design if similar cars have not operated in this country before. It’s also too soon for any of us to know about financing such a deal and who pays.

There are other questions and concerns. While the proposed fleet appears to have some positive features like seats that lay almost flat, minimum consists with plenty of passenger capacity, and features for easy boarding and alighting, there are also concerns. Some managers and advocates are not sure if a bilevel configuration is better than a single-level configuration, especially for long-distance service. Amtrak has increased class-segregation in recent years, with moves like serving meals to sleeping-car passengers only, so coach passengers are not allowed to eat in the dining car. Spencer told Railway Age that all passengers will have access to the dining car “in the railroad tradition,” although each class will have a separate private dining room: the “Turquoise Room for sleeping cars and the “Rainbow Room” for coach riders. We also know is that half of the seats in “SlumberCoach” class will face backwards, rather than toward the direction of travel. Facing that way is uncomfortable for many riders (including this writer), but Amtrak has mandated that half of all seats on trains running corridor-length routes face backwards. Will riders taking trips of a full day, or even two-day duration be willing to tolerate facing backwards for all those miles and all those hours? Time will tell but, overall, AmeriStarRail will need to surmount many challenges before we will know the answer to that question.

At least AmeriStarRail has suggested a plan, and we have reported the proposal made that was made to Amtrak, as well as drawings of what the proposed cars would look like, inside and out. We don’t know how well Amtrak would do replacing the current fleets if nobody else had suggested a procurement plan. On the surface, at least, it appears that AmeriStarRail is making its pitch, despite an apparent lack of demonstrable interest elsewhere. If the actual objective is to build new cars and get them into service in time to save the long-distance network, then AmeriStarRail and the two longtime railroaders who run it might have started the process with a new and interesting idea. The next move is up to Amtrak.

The post AmeriStarRail’s Amtrak L-D ‘Grand Conveyance’ Trains appeared first on Railway Age.

UP hosted U.S. Labor Secretary Lori Chavez-DeRemer on Jan. 14 at its state-of-the-art Training Center and Harriman Dispatching Center in Omaha, Neb., where she was shown firsthand the “innovative and world-class” training that goes into developing the railroad’s highly skilled workforce, “expected to grow with the creation of the nation’s first transcontinental railroad,” according to the Class I. UP and NS have proposed a landmark merger to create the nation’s first coast-to-coast railroad, which they estimate “will lead to the creation of approximately 900 net new union jobs to meet anticipated growth in rail demand.”

The tour is part of Secretary Chavez-DeRemer’s 50-state ‘America at Work’ listening tour that began last April to promote economic development and job creation.

“It is an honor to be a part of Secretary Chavez-DeRemer’s impressive nationwide tour and to talk about growing and developing America’s workforce,” said UP CEO Jim Vena. “It also gave me a chance to showcase the men and women who are the backbone of America’s supply chain and the extensive safety and operating training they undergo to work on a modern, high-tech railroad.”

Chavez-DeRemer toured both UP’s Training Center and the Harriman Dispatching Center, which serves as the railroad’s central nervous system, dispatching trains and crews 24/7 across the Class I’s 23-state network.

“Union Pacific is helping power our economy by investing in the skilled workforce that keeps our supply chains moving, and I enjoyed seeing that commitment up close as part of my 50-state America at Work listening tour,” said Chavez-DeRemer. “I appreciate their efforts to strengthen our skilled workforce and keep America competitive for decades to come.”

The day ended with Vena giving Chavez-DeRemer a chance to see UP’s newest commemorative locomotive, No. 1616 Abraham Lincoln, which honors the Class I’s founder and will be on tour this year to celebrate America’s 250th anniversary.

NS has joined the Smart Freight Centre, a global nonprofit dedicated to more sustainable logistics. This partnership, the Class I says, “underscores NS’s commitment to sustainable rail and building a greener supply chain.”

Both organizations, NS says, share a common goal: lowering emissions and improving efficiency across freight transportation. By collaborating with the Smart Freight Centre, NS says it is “reinforcing its pledge to help customers meet their climate goals.”

The Smart Freight Centre co-founded an organization that brought together industry leaders and freight stakeholders to develop standards and tools for how the heavy transport industry reduces supply chain emissions. That work helped create the framework to which NS’ own RailGreen program aligns, the Class I noted.

As part of its membership, NS will be included on the Global Logistics Emissions Council, which drives widespread, transparent and consistent calculation and reporting of emissions, and the Clean Cargo group in which NS will learn and share best practices.

“Together, Norfolk Southern and Smart Freight Centre are paving the way for a cleaner and more resilient supply chain. Rail is already the most sustainable way to move freight over land, and our collaboration with the Smart Freight Centre allows us to better meet our customers’ sustainability goals,” said NS Chief Sustainability Officer Josh Raglin.”

“Partnership is key to advancing sustainable shipping. By engaging with maritime collaborators and cargo owners, we’re reducing supply chain emissions and delivering smarter logistics solutions that benefit our customers and the environment,” said NS EVP and Chief Commercial Officer Ed Elkins.

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

POTUS 47 has established a second PEB, effective Jan. 16, to help resolve disputes between commuter railroad LIRR (see map below) and five labor organizations (Transportation Communications Union; Brotherhood of Locomotive Engineers and Trainmen; Brotherhood of Railroad Signalmen; International Association of Machinists and Aerospace Workers; and International Brotherhood of Electrical Workers).

The five-union coalition on Jan. 12 reported requesting the second PEB to resolve a nearly three-year contract dispute. Members, it said, “have been without a pay raise for over three years,” since April 2022.

“Although more than half all LIRR union workers have already settled a contract that guaranteed 9.5% in wage increases over three years, the five remaining unions have held out for more, arguing that their raises should be more in line with what other railroads in the United States have offered workers in recent years, including Amtrak and Philadelphia’s Southeastern Pennsylvania Transportation Authority, or SEPTA,” according to an Aug. 19, 2025 Newsday report.

The LIRR-coalition contract dispute has been in National Mediation Board-sponsored mediation since February 2024. The NMB on Aug. 18, 2025, released the parties from mediation, triggering a 30-day cooling off period under the Railway Labor Act (RLA), ending at 12:01 a.m. on Sept. 18. The labor coalition requested the first PEB at that time.

“Our coalition’s proposals are not extreme, and they are supported by the findings of the first PEB,” said Michael Sullivan of the Brotherhood of Railroad Signalmen. The first PEB “recommended raises of 14% over four years along with other improvements,” according to the coalition.

That recommendation, Newsday reported Jan. 9, 2026, “was closer to the 16%, four-year contract sought by the unions than it was to the 9.5%, three-year deal offered by the MTA.”

“We felt compelled to request a second PEB because of LIRR and the MTA’s refusal to bargain in good faith,” said Gilman Lang, the General Chairman for the Brotherhood of Locomotive Engineers & Trainmen at LIRR.

“We didn’t agree with everything in the first PEB … but those recommendations should have been used as the foundation for further negotiations,” pointed out Nick Peluso, National Vice President of the Transportation Communications Union. “We are only asking for what’s fair and consistent with agreements reached across the rail industry.”

According to the coalition, no direct negotiations between labor and management have been held since July 2025.

LIRR President Rob Free said in a statement to Long Island Life and Politics: “We have said repeatedly the best way to settle this is at the negotiating table, which we’ve been ready to do. We look forward to them showing up to negotiate a contract that includes meaningful improvements to work rules so we can better serve LIRR riders.”

Railway Age Capitol Hill Contributing Editor Frank N. Wilner provided the following explanation of the commuter rail provisions of the RLA:

“Major Disputes on commuter railroads, including Amtrak commuter operations, are resolved under distinct procedures. Amtrak intercity passenger operations are subject to the RLA’s freight-railroad provisions. 

“The NMB, a commuter rail authority, labor union, or a governor of a state through which the commuter railroad operates may request creation of a PEB. If appointed, there is imposed a 120-day status quo (no strikes; no lockouts) requirement.

“If, within the first 60 days, there is no resolution, the NMB must conduct a public hearing at which parties to the dispute testify.

“If a voluntary agreement is not reached by the end of the second 60-day period, the commuter authority, labor union, or governor may request a second PEB be created.

“If a second PEB is created, a new 30-day status quo period commences. If, by the end of that period, a voluntary settlement is not reached, the parties present to the second PEB a ‘last, best and final offer,’ with the PEB selecting, without modification, the one it finds most reasonable. The PEB’s selection is not binding. If a settlement still is not reached based upon the second PEB’s non-binding recommendations, a strike, unilateral promulgation of carrier-desired changes, or an employer lockout may commence. As with Major Disputes on freight railroads, the RLA at that point has run its course. Congress then may legislate settlement terms.

“Should labor commence a work stoppage, striking employees are denied, for the duration of the strike, unemployment benefits payable under the Railroad Unemployment Insurance Act (RUIA). Should the commuter railroad reject the non-binding recommendations, precipitating a work stoppage, the commuter railroad may not take advantage of a carrier strike insurance plan.”

Click here for a mediation overview and FAQ from the NMB.

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The Chicago Transit Board on Jan. 14 approved the award of an agreement to Sandbox Carbon for a pilot project: the installation of “activated carbon filters” on eight 5000-series CTA rapid transit cars. This will help “mitigate the smell of cigarette smoke and other odors that negatively impact the customer experience,” according to the transit agency. The new filters “include substantially more activated carbon than traditional HVAC filters, which is especially helpful in providing a better transit riding experience for vulnerable populations, particularly children, seniors, and people with chronic illnesses,” it said. Typical HVAC filters “can capture harmful particles, but many gases responsible for odors can pass through,” it noted.

The filters will be installed in the railcars’ return air ducts, which pull air from the cabin for the HVAC system; there are four such ducts per railcar. Each filter will have a custom-designed protective metal grate to prevent debris from entering, according to CTA. To monitor filter performance throughout the pilot, CTA said it will also install two industrial air quality sensors in each railcar to monitor two common byproducts of cigarette smoke; these sensors will also monitor air flowing through the HVAC system.

CTA said the one-year pilot is part of its Innovation Studio, which last summer “launched a problem statement seeking solutions to help mitigate the smell associated with smoke and other unpleasant odors.” CTA said it sought solutions that were “low maintenance, easily installed and capable of performing in a variety of outdoor weather conditions.” The agency will fund the pilot with a stipend not to exceed $65,054.24. CTA anticipates filter installation to begin this spring following a baseline air quality test to help compare the effectiveness of the new filters. The agency said it will also evaluate the time it takes for filters “to completely remove the odor from cigarette smoke in the air and by ensuring the filters remain effective for the full period between maintenance cycles.”

According to CTA, over the past few years there has been “a significant increase in the number of people smoking on vehicles.” This “is not only a violation of CTA’s Code of Conduct,” it said, but also “degrades the rider experience and creates a strong incentive for riders to choose modes other than transit if they are able.”

The new pilot will compliment the agency’s ongoing efforts to combat the issue of smoking on trains and buses, including “working closely with local law enforcement and security personnel to confront the issue in real-time through strategic anti-smoking missions in which violators are issued citations, plus ongoing amplification of both visual and audio reminders that smoking is prohibited,” CTA reported.

“We are excited to move forward with this pilot for Innovation Studio,” CTA Acting President Nora Leerhsen said. “We employ a multifaceted approach to confronting the issue of smoking aboard CTA buses and trains, including in-system campaigns and working closely with local law enforcement and security personnel to execute anti-smoking missions. This pilot complements those efforts and seeks to use technology to enhance air quality in our railcars.”

“Sandbox Carbon is thrilled to partner with the CTA on a pilot project that addresses air quality for transit riders,” said Aaron Rose, CEO and Co-Founder of Chicago-based Sandbox Carbon. “This project will test our advanced odor control technology while fitting seamlessly into existing CTA operations, helping make public transportation more comfortable. We thank the CTA for its commitment to testing new solutions that elevate public transportation for all.”

Among CTA’s other Innovation Studio challenges: “How can CTA provide rail station attendants with tools to welcome and assist riders with limited English proficiency?” and “How can CTA provide simulated training opportunities for rail operators to gain additional hands-on experience?”

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• Chicagoland Transit Gets Reprieve

Trinity Metro on Jan. 14 reported that TEXRail, the 27-mile commuter railroad operating between Fort Worth and Dallas Fort Worth International Airport’s Terminal B, surged to a new monthly ridership high. There were 129,115 rides in December, it said, up 25% from December 2024. Ridership also increased for the last quarter and the full calendar year. When comparing passengers carried for October, November, and December with the previous year, the total ridership was almost 14% higher, Trinity Metro said. Ridership for calendar year 2025 was up 12% over 2024.

“Peak holiday travel places unique demands on airport infrastructure, and the continued growth of TEXRail ridership shows the value of giving travelers more choices,” said Ken Buchanan, Executive Vice President and Chief Revenue Officer for DFW Airport. “During the airport’s busiest travel periods, public transportation plays an important role in improving the customer experience by reducing congestion on the roads and at the terminal curbs. By encouraging the use of public transit, we help customers move through the airport more smoothly while easing pressure on roadways and airport facilities. It’s a win-win-win for the traveler, the airport and the region.”

“This season was incredible!” added Paul W. McCallum, Executive Director of the Grapevine Convention & Visitors Bureau. “Trains arrived filled with families and couples using the convenience of TEXRail. We’re thrilled to see more people experiencing TEXRail and seeing just how easy it is to safely arrive at Historic Main Street without the drive, making the ride part of the fun!”

Separately, Trinity Metro last spring approved a 10-year, $324 million contract extension for TEXRail and Trinity Railway Express.

• Inside Trinity Metro’s ROI Playbook

The post Transit Briefs: LIRR, CTA, Trinity Metro appeared first on Railway Age.

The investment is spread across 44 projects in 16 states, and are expected to generate more than 700 new jobs and add 82,000-plus carloads, according to G&W. While the lion’s share of projects are in the agriculture, chemical, and minerals and stone sectors, G&W’s short line and regional railroads assisted in bringing projects to fruition across such industries as auto, food, and lumber, the company reported Jan. 14.

Highlights include:

• New facilities have come on line for soybean processor and biodiesel manufacturer Incobrasa Industries in Illinois, aggregate construction materials company BURNCO in Texas, and grain and feed byproduct merchant Penny Newman Grain in Georgia, as well as an expansion for soybean processor Ag Processing Inc. (AGP) in Washington.

• Several projects, including one along G&W’s Central Oregon & Pacific Railroad in Oregon, also involved the establishment of rail-to-truck transloading sites, which G&W said is “an increasingly growing way for bulk commodity shippers to take advantage of rail economics for first- and last-mile delivery while using truck for longer-haul portions of their transportation.”

“Incobrasa Industries’ $400 million expansion represents a bold commitment to innovation and sustainability in the agricultural and energy sectors,” said Aluizio Ribeiro, CEO of Incobrasa Industries. “G&W’s Toledo, Peoria & Western Railway and Illinois & Midland Railroad are integral to this growth, providing the critical infrastructure to move more product efficiently and connect global markets. This partnership exemplifies how strategic investments in rail unlocks economic opportunity and strengthens supply chains for decades to come.”

“We greatly valued the opportunity to collaborate with G&W’s Dallas, Garland & Northeastern Railroad on the development of our new facility in Trenton, Tex.,” BURNCO CEO Tom Zais said. “Both of our organizations share similar attributes of professionalism, industry expertise and commitment to operational excellence. This new location represents another growth milestone in our rich 113-year history and will play a significant role in supporting our strategic plan in the region.”

“G&W’s Georgia Southwestern Railroad has been a great partner to Penny Newman Grain throughout the development of our new cottonseed unit train facility in Bainbridge, Ga.,” commented Todd Parker, Director of Cottonseed Merchandising for Penny Newman Grain. “Their professionalism, reliability and commitment to supporting our logistical needs made this project a success from start to finish.”

Leonard Barnes, Executive Director of the Port of Grays Harbor, which handles export soybean meal from AGP, noted: “This is a transformative time at the Port and the $200 million-plus terminal expansion we’re undertaking will significantly enhance AGP’s export capabilities and add capacity to support auto shipments. We deeply value our partnership with G&W and its Puget Sound & Pacific Railroad. They make it easy to do business, and their collaboration is instrumental in delivering improvements.”

“Industrial development projects are a key component of our growth strategy,” G&W CEO Michael Miller summed up, “and whether customers are constructing new plants, expanding existing facilities or even re-opening shuttered sites, the recent projects along our footprint demonstrate that they view rail transportation as critical to their success. Customers recognize the safety, efficiency and economic benefits of using rail to transport their raw materials or finished goods, and they trust G&W railroads to meet their needs and grow alongside them.”

G&W provides current and prospective customers a database of more than 700 industrial development parks and sites along the company’s railroads.

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The post For G&W, $1B in 2025 Industrial Development appeared first on Railway Age.

This is the first in a five-part series about railroad growth coming from truck conversions. Given Union Pacific’s proposed acquisition of Norfolk Southern, their Dec. 19, 2025 Surface Transportation Board application estimates there will be more than two million trucks converted to rail from this new network within three years. Based on my professional experience as a former Union Pacific executive focused on growth during much of my tenure, I want to analyze and opine based on my own experiences.

Part 2 of this series will dive deeper into carload watershed growth; Part 3 into intermodal conversion challenges; Part 4 into competition among railroads in general; and Part 5 into the proposed Committed Gateway Pricing (CGP) relative to competition and effects on shippers. 

Two million new truck conversions to rail from UP’s acquisition of NS: The premise is that, without this transaction, the existing railroads can’t get this freight converted from truck. From the carload watershed perspective, I tend to agree, but it’s more complicated than it seems—hence, Part 2 of this series. From an intermodal perspective, I’m perplexed, based on my professional experience in UP’s intermodal business running interline container programs (EMP and UMAX). I am a “plank owner” in the UP/CSX UMAX container program in addition to being responsible for UP’s intermodal growth in some capacity from 2006-2016—10 years.

As of Week 50 2025, the UP and NS franchises combined are 51% intermodal and 49% carload freight across 15.1 million revenue moves. If the growth were allotted along these proportions, (which per the Dec 19 filing they roughly are), it would be 1.02 million trucks converted to intermodal and 0.98 million trucks converted to carload. This assumes a 4:1 railcar-to-truck conversion ratio (UP used 4.5:1 except for motor vehicles), or 245,000 new railcar moves. Note that UP’s submission has 1.17 million trucks converted to intermodal and 188,000 railcars from trucks due to the 4.5:1 conversion. Regardless, the postulate is this traffic isn’t convertible without the transaction.

UP and NS combined moved 7.7 million intermodal loads through Week 50 2025. Converting 1.17 million trucks to intermodal is a 13% growth goal, which is significant. Let’s say it takes five years to reach that goal. Note that UP’s application assumes three years, which is even harder. The 13% amounts to 2.5% average net growth per year. If the UP/NS international/domestic split is 50/50, and the truck conversions unlocked from the merger are largely a function of domestic intermodal—not international intermodal, which picks ports first—then we’re looking at 5% net domestic intermodal growth every year for five years on average. That’s 26% net growth over five years, or 5.2% per year for five years. It seems like a lot. Has domestic intermodal ever grown that fast in history? The answer per IANA (Intermodal Association of North America) data is no. What do you think? Let’s put a pin in this until Part 3.

UP and NS mathematically combined to move 7.39 million carloads through Week 50 2025. Converting 980,000 trucks to 245,000 carloads is a 3.3% carload growth goal. This is seemingly more reasonable than what feels like a high domestic intermodal goal noted above, which hasn’t happened during the past 15 years. Spread out over five years, this equates to 0.75% or three-quarters of a point of net growth per year. Given there will need to be significant capital investment made by shippers who will make decisions based on total cost and return, this 3.3% conversion goal could be aggressive. What do you think?

To explore the carload growth goal further, we need to dive deeper into why there is rail carload growth opportunity in the watershed markets and how the UP-NS transaction can unlock it. In addition, we need to understand the factors that inhibit rail development and growth. Supply chains develop over years, requiring significant capital investments and customers with opportunities. Production and receiving facilities are located geographically based on competitive access to providers. The watershed markets are the result of an ecosystem built during the 45-plus years since the 1980 Staggers Rail Act. More on this in Part 2.

The North American rail industry has not grown since 2017 and has consistently lost market share to trucking and other modes since 2018. Rail is a precious commodity, and the benefits of rail transportation—cost savings, access to capacity, environmental benefits and better jobs—aren’t in question. The UP-NS STB application is the beginning of a long process.

Per the merger rules established in 2001, this transaction must enhance competition to be approved. We want what’s best for the industry and ultimately our country, as our rail system is a key factor in its economic success. Professionally, at Russell-Kroese Partners, we are neither for nor against the merger. We stand for our clients to help them navigate through this proposed acquisition to help them do business with rail. Two million truck-to-rail conversions gave me a headache and required some independent math. Is the conversion opportunity that massive? Probably, per a dataset UP’s consultants used, much like I used during my tenure there doing market studies. The percentage likely to convert and how long it takes are the right follow-up topics to be explored. See you in Part 2.

Rob Russell, Managing Partner, Russell-Kroese Partners (RKP), is a seasoned transportation executive who operates fluidly from the boardroom to the shop floor. A certified six sigma black belt and a LEAN champion, Rob is a proven business leader who has a track record of strategy development, financial planning, business development, operations and performance management to accomplish an organization’s desired goals. RKP partners with railroads, ports, shippers and land developers on growth strategy, market development, competitive positioning and operational execution. They help clients translate complex transportation dynamics into clear, execution-ready business decisions.  You can learn more about RKP at www.russellkroese.com.

The post Rail Growth from Truck Conversions: Projected vs. Realistic – Part 1 of 5 appeared first on Railway Age.

The Siliguri Maintenance Shed will support an Indian Railways’ fleet of 250 Wabtec Evolution Series locomotives. Wabtec, which currently employs approximately 3,000 people in India, will provide regular maintenance, supervision, material and warehouse management, shed control, logistics, and remote diagnostics. These services, the company says, will support the locomotive fleet deployed on critical freight operations hauling commodities like food grains, fertilizers, cement and containers along the strategic gateway to eight northeastern states of India.

“The Siliguri Maintenance Shed represents another milestone in our partnership with Indian Railways,” said Sandeep Selot, Managing Director and Vice President, Wabtec Freight Business. “It will play a critical role in supporting reliability and availability of state-of-art locomotives deployed for border and strategic operations in the Northeast region of India and the gateway to Southeast Asia. This shed adds to our existing maintenance operations at Roza, Gandhidham, and Gooty, which combined will service Indian Railways’ 1,000 Wabtec locomotives across the country.”

“The Siliguri shed represents a unique partnership where Indian Railways provides the infrastructure and manpower, while Wabtec leads the technical supervision to ensure the fleet meets the key performance metrics including availability, reliability, and fuel efficiency,” said Rajneesh Sah, Senior Director, Freight Services, Wabtec. “We are focused on implementing maintenance practices that drive faster turnaround for the locomotive fleet in the critical Northeast region.”

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The post Wabtec, Indian Railways Celebrate Start of Locomotive Service in West Bengal appeared first on Railway Age.

Review by Clem Harris/photos by Tony Cook

Kato recently released a group of C44-9W diesel locomotive models in N scale. This collection includes several BNSF Railway looks. I’m sharing an orange BNSF painted C44 that includes patching for second owner Kansas City Southern (KCS). I also review a SuperFleet livery decoration with patching for BNSF ownership.

Prototype Profile
BNSF 667 was originally built as Santa Fe 667 in August 1994, as part of a 100-unit C44-9 order. These six-axle locomotives, delivered in iconic SuperFleet livery, invoked memories of a rich history of passenger trains racing across the American Southwest. The SuperFleet paint scheme was introduced in 1989 by Mike Haverty, Santa Fe’s president. In an August 1989 Chicago Tribune article, Haverty stated, “I think that restoring the Warbonnet is a way to demonstrate to our customers and the industry that we deliver quality transportation. At the same time, the Warbonnet will give our employees a sense of pride in their heritage. We’re in some tough times now. Competition is tough. There is an overcapacity of all transportation. So only the fittest will survive; those that are innovators and aggressive. And we will.”

As Santa Fe purchased locomotives after 1989, they were delivered in this new version of the famous red and silver, which many associate with the last few years of the Santa Fe and their priority intermodal service with J.B. Hunt. Santa Fe merged with Burlington Northern to become the Burlington Northern Santa Fe Railway in 1995. Santa Fe’s and BN’s combined purchases of General Electric’s (GE) C44-9W model totalled around 1,700 units between 1994 and 2005.

Based on pictorial evidence, sometime around 2005, Santa Fe 667 became BNSF 667 with the addition of lettering under the road number on the cab showing BNSF ownership, as KATO has reproduced for this release.

Kansas City Southern and its Mexican subsidiaries purchased 125 AC4400CW units, which are the AC traction motor cousin of GE’s C44-9W. KCS chose not to purchase the DC traction motor C44-9W, though the railroad would eventually roster this model.

KCS 4401 was built as BNSF 4799 in June 1998. BNSF 4799 received Heritage III orange and black livery. BNSF 4799 was on a long-term lease via General Electric Capital. When this example and others on lease were returned to General Electric Capital in 2021, several railroads picked up these used C44-9Ws, including Kansas City Southern. These new-to-KCS locomotives were quickly patched out to no longer show BNSF, though they retained that road’s colors. They received block KCS letters on their long hoods and the road’s logo on the sides of the nose and across where the BNSF “cigar band” herald had appeared on the nose. In addition to Kansas City Southern, many of the other leased C44-9W originally painted BNSF were changed to Norfolk Southern.

The Models
Out of the box, I was pleased with Kato’s efforts on both samples. The paint, lettering, and graphics were well rendered, and spot-on in relation to placement on the prototype. Both N-scale locomotive models had the proper version of General Electric’s high-adhesion truck sideframes, matching pictures found during my research.

You’ll notice variations in the handrail style with BNSF 667 possessing the early style, wider hand rail arrangement across the front and back of the locomotive over the pilots. KCS 4401 has the narrow arrangement with the handrails coming inward as the raise up to the outer stanchions over the pilots in front and rear.

A couple of enhancements worth noting that I was happy to see up-dated on these Kato models was the improved appearance of the fuel tank and ditch lights. Check out the depth and detail on the area between the top of the tank and sill on BNSF 667 above. The ditch lights on the pilot are a better representation versus prior toolings.

These models also feature what I consider to be a nearly indestructible mechanism. I love the design simplic-ity and durability of Kato’s drive. This 1:160 C44-9W locomotive model includes a DCC friendly electronics setup. Options for a drop-in DCC de-coder include Digitrax DN163K1A, ESU 59721 Lok Pilot Train, and Control Systems K1D4 decoders are available if you want digital control and non-sound operation. For sound and DCC capability, ESU’s 58741 decoder is available, and SoundTraxx offers two decoders with sound options for these Kato locomotives.

I chose a break-in for these C44-9Ws, which is the same practice I follow for DCC installs for speed matching. I have the model pulling a homemade track cleaning car that weighs 2.2 ounces and drags a cleaning pad (this single car provides similar resistance of a longer train consist)…

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Review by Joe Martens/photos by Tony Cook

Caboose? No, these are Vans! Enter the Rapido Trains Hawker-Siddeley caboose, or “van,” as they were lovingly known in Canada. This model is another smashing success for the Canadian manufacturer for good reason, as these HO-scale models are jam-packed with details and lighting features.

Prototype History
In the early 1960s, Canadian National Railway (CN) needed a replacement for their aging fleet of wood-end cabooses. They turned to Hawker-Siddeley for this task, and, in 1967, the first examples from an order of 150 steel cabooses delivered to the delight of crews. The steel shells were constructed in Trenton, Nova Scotia, and final assembly occurred in Fort William, Ont. With comfort features including dual oil stoves, a refrigerator, electric power and lighting by way of an axle-driven generator, and fully cushion underframes by Waught, modern features that debuted on these cabooses quickly made their way into CN’s fleet during modernization in the 1970s. An advertisement (shown on the facing page) published by Hawker-Siddeley in October 1968’s Canadian Transportation touts “These cabooses of the future mean the beginning of the end for the little red caboose.” This ad is included in Rapido’s paperwork for this model; a nice touch.

ABOVE: Here’s an end view of two of Rapido Trains’ CN-painted models. Since initial delivery of the prototype, the Late version (left) has had track inspection lights added and the steps painted black. The International version (right) received the same upgrades, plus the FRA yellow sill added for service in the U.S.

The most noticeable difference for these cabooses throughout their service life were the paint schemes. As-delivered, the cabooses had body colored red step wells and end cages. Later in life, the step wells and end cages were painted black. Some cabooses received yellow striping on the side sill for international service into the U.S., and were also modified with FRA-compliant window glass. Some cabooses escaped CN ownership by way of the Cape Breton Development Corporation (Devco) and received new numbers and a neat green with yellow stripes scheme. These were used on coal train service in Nova Scotia until some returned to CN through their acquisition of the Ottawa Central, who had acquired some of the Devco cabooses to run through the 2000s.

These cabooses lasted many years on Canadian National’s roster, through the end of the caboose era in the mid-1990s. Luckily, many have been preserved in museums, as most were still in good condition upon their retirement.

Model Details
The model has a plethora of separately applied metal components. The end platforms and steps of the model are etched-metal and possess excellent see-through characteristics. Numerous metal grab irons can be found across the model painted in accurate hues to match the prototype. The brake wheels and chains on the end cages on both ends are plastic, and thin enough to match the rest of the metal parts for a uniform appearance. The roof features two chimneys with tie-downs on both sides, with extra vents poking through from the bathroom.

ABOVE: The caboose underbody has many details (separately applied and modeled on the base), including complete air piping and cushioning appliances reproduced down the middle. As per prototype, one truck includes an axle-mounted generator for electrical power to the cabin. The end platforms and steps are see-through, and you’ll notice the trainline air hose present, along with coupler cut levers on the ends of this van.

The interior of the model has many features, including the stoves with vents, multiple seats with armrests, ladder to the cupola, and handles on cabinets. Most interior details are plastic, but multiple colors are used for extra detail. With the lights on, the interior details are an area where the value of this caboose shows itself well. The interior is fully painted in multiple colors for even greater realism.

Although there are no rotating bearing caps on this model, all axles do pick up track power for the interior lights. Metal wheels also make for a smooth ride. The underbody contains numerous separately applied brake components, a mix of plastic and metal. Brake piping extends from the brake cylinder and air reservoir near the center of the underbody all the way to both ends of the model under the trucks. The underframe also has white lettering with the car weight. The axle-mounted generator is included as well, with a two-piece design that allows the truck to swivel…

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