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The Broe Group (Courtesy of OmniTRAX)

BNSF Associate General Counsel Tammy Middleton on Jan. 19 will transition to The Broe Group to become Chief Legal Officer and General Counsel for OmniTRAX and Broe Real Estate Group. She will lead legal strategy, risk management and government affairs.

Middleton began her career clerking for U.S. District Judge John D. Rainey and has spent nearly 15 years at BNSF, earning progressively expanded legal responsibility. The Ohio native holds a Bachelor of Science degree from Howard Payne University and a law degree from SMU Dedman School of Law.

“Tammy’s blend of legal strategy and corporate leadership is the ideal addition to our executive team,” OmniTRAX CEO Colby Tanner said. “Given the dynamic state of the rail industry, Tammy’s extensive legal knowledge is perfectly suited to counsel our continued rail and real estate growth.”

“The Broe Group’s rail and real estate platform has earned strong industry attention for its rapid growth and impressive clientele,” Middleton said. “I am excited to provide the legal and risk strategy to continue that impressive momentum.”

OmniTRAX last summer appointed Ryan Dreier as Executive Vice President of Sales and Economic Development.

Koppers (Courtesy of Koppers)

Jimmi Sue Smith on Jan. 5 retired as CFO of Koppers. She will continue to serve as Treasurer, as well as in an advisory role “to assist with a smooth transition” through Feb. 28, 2026, the company reported. The Koppers’ Board of Directors has elected Bradley Pearce, Chief Accounting Officer, to act as interim CFO, in addition to his current role, while an external search is conducted to identify a permanent successor.

Smith had served as CFO since January 2022, leading all aspects of the company’s global finance and accounting, budgeting and forecasting, tax, and investor relations functions, along with advising on key strategic growth initiatives.

Pearce joined Koppers in 2006 and has served as Chief Accounting Officer since May 2019, overseeing the company’s accounting, tax, and external reporting functions, while also playing a role in strategic initiatives. Additionally, Pearce serves as a member of Koppers’ pension committee. Prior to joining the company, he held finance and treasury-related roles in the private sector. He earned a bachelor’s degree in accounting from Grove City College.

“Jimmi Sue’s impact on Koppers will continue to be felt long after her departure,” Koppers CEO Leroy Ball said. “Joining the company as VP of Finance and Treasurer just weeks before the COVID-19 pandemic, she quickly ascended to the CFO role and helped ensure we remained on solid footing during a perilous time. In addition to successfully optimizing the company’s capital structure, she also spearheaded the effort to increase our emphasis on free cash flow improvement, resulting in more dollars being returned to shareholders in the last two years than at any point in company history. A tireless advocate for several non-profits, Jimmi Sue’s work in the community provided a shining example for all Koppers employees to follow. On behalf of our Board and senior management team, I want to thank Jimmi Sue for her contributions to Koppers and wish her happiness as she embarks on her next chapter.”

“It has been an honor to serve as Koppers CFO, to be part of such a storied company and to work alongside such an amazing group of people,” Smith said. “I am immensely proud of everything the finance team has accomplished during my time at Koppers, including modernizing and improving our capital structure, upgrading our financial systems, and most importantly, reorganizing our work to better develop our talent and improve efficiency. While I look forward to retirement and the opportunity to spend more time with my family, I will miss working with my exceptional colleagues. I leave knowing that Koppers is well positioned for continued success.”

In early 2025, Koppers named James Sullivan as President and Chief Transformation Officer.

(Courtesy of STV) STV

STV has promoted Suresh Karre, Derek Overstreet and Michael Randolph to Vice President roles in the Virginia and Washington, D.C., region, where the firm operates four offices.

Karre is a transportation engineering director with more than 20 years of experience leading complex infrastructure projects. Based in STV’s Fairfax, Va., office, he specializes in multimodal transportation with an emphasis on traffic operations and safety, including projects that integrate bus rapid transit, light rail, and bicycle and pedestrian facilities. He holds a Master of Science in civil and environmental engineering from Utah State University and a Bachelor of Engineering in civil engineering from Osmania University in India.

Overstreet is a senior project manager and structural engineer in STV’s Richmond, Va., office, with more than 20 years of experience delivering rail transit and highway transportation projects throughout the Southeast. His experience includes work on major bridge, tunnel and passenger rail infrastructure projects. Overstreet earned a Master of Engineering in civil engineering from the University of Virginia and a Bachelor of Science in civil engineering from the Virginia Military Institute. 

Randolph has 20-plus years of experience managing transit, highway, and rail projects across Washington, D.C.; Maryland; and Virginia. He is an engineering director in STV’s Washington, D.C., office, leading multidisciplinary teams. According to STV, Randolph is known for his “collaborative approach to innovative project delivery methods, including design-build and progressive design-build.” He earned a Bachelor of Science in civil engineering from the University of Maryland. 

STV recently appointed Natasha Avanessians as Chief of Staff to the CEO, succeeding Kristen Van Gilst, who transitioned to Deputy Operations Director.

The post People News: OmniTRAX, Koppers, STV appeared first on Railway Age.

Projects on the list range from construction or rehabilitation of rail infrastructure and bridges, as well as interstates and roads, to improvements to port and airport facilities (download below). As of May 2025, more than $560 million in projects were completed and $2.6 billion in funding had been allocated for others, according to the Freightway, an economic development enterprise of Bi-State Development that is said to “enhance and optimize the region’s freight network and strengthen modal flexibility, support workforce development initiatives … , and raise awareness about the global connectivity the St. Louis region offers that makes it a great location to establish or grow a business.”

Freightway-2026-Priority-Freight-Projects-FinalDownload

The projects on the list are identified by the Freightway’s Freight Development Committee, which includes representatives from the Illinois Department of Transportation, Missouri Department of Transportation, East-West Gateway Council of Governments, as well as all modes of transportation, the manufacturing and logistics industries, and academia.

Among the rail-related projects:

• St. Louis Multimodal Freight Yard Expansion at Madison Yard and Rail Improvements in St. Clair County, Ill. (partially funded for construction): This project is focused on expanding railcar capacity at Terminal Railroad Association of St. Louis’ (TRRA) Madison Yard in Venice, Ill., which is near St. Louis, Mo. TRRA—Railway Age’s 2020 Short Line of the Year—owns a 100-acre site adjacent to the classification yard that can be used for expansion. The project would increase the current capacity of 2,500 railcars by 1,500 to hold a total of 4,000 cars. “This project benefits not only TTRA, but also the entire national freight network, as it adds capacity at a strategic freight node with connectivity to all Class I national rail carriers, inland ports of St. Louis, and truck terminals,” the Freightway reported. “It will also positively affect travel times for Amtrak by reducing delays from blocked main lines due to yarding today’s larger freight trains. Specifically, the project will allow increased efficiencies for the Mississippi River freight network for river-to-rail connections by being able to stage trains off the main lines; allow for more Storage-in-Transit opportunities; and alleviate freight rail congestion in St. Louis and other midwestern markets. Investment in the project will contribute to the growing regional multimodal logistics sector and support the critical redundancy TRRA’s Madison Yard provides in the regional and national rail network. Such investment in the national freight infrastructure is critical for future economic growth and will help to ensure the regional rail network can accommodate growing demand. The project is consistent with the strategic goals and objectives of USDOT’s National Freight Strategic plan.” The project cost is estimated at $69.3 million. TRRA has applied to the Federal-State Partnership for Intercity Passenger Rail Grant Program (FSP) for a grant to cover 80% of the project cost and the remaining 20% will be covered by TRRA, according to the Freightway. The Illinois Transfer 3rd Main Railroad Track project between the TRRA Madison Yard and Willows Interlocking in East St. Louis “will address freight bottlenecks downstream to the new double track Merchants Bridge by addressing yard congestion due to today’s longer trains,” the Freightway reported. This project, it noted, “will deliver fewer blocked grade crossings for shorter periods of time, less wasted locomotive emissions due to idle trains in an Environmental Protection Agency non-attainment area, higher utilization of the region’s Mississippi River intermodal ports, and will create more jobs due to the ability to more efficiently process freight in the St . Louis region.” At-grade rail crossings benefiting from this project will include St. Clair Ave., IL Rte. 15 (Missouri Ave.), Martin Luther King Dr., and IL Rte. 3. The estimated project cost is $28.7 million, and the Freightway said $15.3 million is funded through the Illinois Department of Transportation’s Competitive Freight Program.

(Courtesy of Freightway)

• Kaskaskia Regional Port District Improvements, Illinois (partially funded for construction): The Kaskaskia Regional Port District is the 12th largest inland port district in the country. According to the Freightway, this project would add a second rail loop track; it also includes upgrades to the lead rail track and a rail yard at Port Terminal #1 (New Athens). $10 million in funding from the Illinois Department of Transportation has been secured for the loop track and an $8 million Maritime Administration Grant is supporting the upgrades to the lead rail track and building a new rail yard.

• MidAmerica St. Louis Airport Distribution Improvements, Illinois (concept planning/development): This project includes building an approximately two-mile rail spur from the Norfolk Southern main line at the southern edge of the airport, enabling freight rail access for businesses on the eastern side of the airport. The estimated cost is $45 million.

The Freightway also reported that the pipeline of rail-served industrial sites grew to 26 locations in 2025, now totaling almost 5,500 acres (download details below). Four new sites in Southwestern Illinois were added, offering developers heavy industrial zoning, multimodal access, and proximity to major interstates and utilities. “These sites are ideal for end-users seeking to leverage the region’s global connectivity with access to six Class I railroads and rail infrastructure that continues to attract new investment,” Freightway said.

Freightway-Rail-Sites-2025.09.26Download

“Rail distribution continues to grow in importance, and the St. Louis region is already recognized as one of the largest rail hubs in the nation,” noted Brent Wood, President of TRRA and Chair of the Freightway’s Freight Development Committee. “Rail service and infrastructure in the St. Louis region are constantly improving, thanks to the commitment of public and private leaders who are collaborating to identify priority projects and advocate for funding for them.”

“Our commitment to workforce development and multimodal connectivity ensures that the St. Louis region remains a resilient, world-class hub for freight, manufacturing, and aviation,” commented Mary Lamie, Executive Vice President of Multimodal Enterprises for Bi-State Development and head of its Freightway enterprise. “These advancements benefit not only our region but the entire national supply chain.”

The post Driving Freight Growth in St. Louis appeared first on Railway Age.

FINANCIAL EDGE, RAILWAY AGE JANUARY 2026 ISSUE: All industries have “drops.” In the world of the sneaker-head it is the release of the latest Air Jordan basketball shoe. For movies it is the Friday night blockbuster release. For lovers of interesting watches, Swatch’s MoonSwatch drop during COVID caused lines, store closures and 9x purchase price eBay sales. 

For North American rail, the “drop” is Union Pacific and Norfolk Southern filing their merger application to the Surface Transportation Board on Friday Dec. 19. Analysts and regulators crinkled at the length—the application weighed in at a hefty 6,700 pages. It was as if during a late-night drafting session someone caught wind of Rodney Dangerfield’s infamous clip in the movie “Back to School,” where after weighing a lab report written by his staff in his palm, he says “This feels like a C. Bulk it up and add some multicolored graphs.”

There are going to be lots of questions and lots of time to tear into the details of the application. UP held a press conference on the morning of the release and covered a lot of understandably positive information about the merger. 

Here are a few key takeaways from the presser:

1. Where in the world is OR? After two decades of chasing OR in North American railroading, there was no mention of OR or on the merger’s OR impact. The guarantee made that “every employee with a union job at the time of the merger will continue to have one” could be a drag on OR. That is a collective moment of joy for the men and women who will not lose their jobs. In fact, Jim Vena also added that there will be an increase of 900 jobs within the first three years. The job picture is clouded by the operating highlights provided in the associated deck. With a reduction of 2,400 train handlings, 4,700 daily train-miles and 60,000 car-miles, the first question might be, what are all the employees going to do?

2. The answer to the previous question may come from the extraordinary growth being promised following the merger. The numbers are audacious: an increase of $2 billion (yes, billion) in EBITDA, with 75% of that coming from new business being brought onto the rail. That translates into more than 1.4 million intermodal loads and 425,000 new manifest and bulk traffic loads (105,000 annual carloads converted from trucks), much of the latter coming from east/west business originating within 250 miles from the north/south corridor that tracks the mighty Mississippi.

3. Maybe the biggest Easter Egg dropped was Committed Gateway Pricing (CGP). UP and NS discussed offering customers with originations or destinations on CSX and BNSF access to competitive rates as a hybrid “single-line” haul. This would allow other railroads with these origin and destination points the opportunity to quote “competitive rates” involving UP route-miles. A few important things: Adding CGP into the application allowed for the removal of $750 million in competitor concessions from the application. The scale and scope of CGP will certainly change over time. Rates are expected to be based on actual rates charged to operate in those corridors. That opens “dynamic” route costing and a competition-based pricing system. 

What resonates is the similarity between CGP and the European “open access” model (where qualified operators run on railroad-controlled track). It’s a fascinating exchange of value, the scale of which is unexpected from an industry that has worked tirelessly to protect individual franchises. Expect a lot of devil in those details, but the premise centers around what should be an infamous quote from Vena: “[Customers] are going to go with the one [railroad] that gives them enhanced service, enhanced safety and enhanced competitive advantage.”

The proposed merger, if it follows through on all of these “promises” or “projections,” will change North American rail permanently. If the merging railroads deliver these results, one could imagine that by 2035 there could be one or two Class I railroads selling track space and no longer looking like a traditional rail operating company. 

So, the presser was a mix of the unexpected (CGP) and the routine. North American railroads have spent decades (with deviations for coal, ethanol and fracking) making intermodal a growth strategy cornerstone and service the foundation of bringing back the customer. Industry watchers from “coast to coast” will wonder what’s different this time when there’s a claim that business will be pulled away from trucks and that service will be the priority—all while tomorrow’s new rates are the same as yesterday’s old rates. 

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

Further Reading:

• CN on UP+NS: ‘Show Us Schedule 5.8′
• BNSF, CN, CPKC, CSX, NGFA: UP+NS Merger Application ‘Incomplete’
• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post Easter Eggs Are Dropping. Will They Break? appeared first on Railway Age.

MxV RAIL R&D, RAILWAY AGE JANUARY 2026 ISSUE: As railroads continue to adopt technology to improve safety and efficiency, the effectiveness of brake systems remains a critical focus. A recent study conducted by MxV Rail under the Association of American Railroads (AAR) Strategic Research Initiative (SRI) program sheds light on the performance of cold wheel processes (CWP), which are automated methods for assessing brake system health using wheel temperature data from braking trains.

All CWPs utilize wayside detection systems to identify railcars with unusually low wheel temperatures, i.e., a potential indicator of degraded brake performance, in designated areas where air brake usage is required. These systems are used to supplement traditional departure and intermediate brake tests, especially under regulatory waivers or exemptions. 

The study analyzed data from two Class I railroads and compared wheel temperature data collected before and after shop visits triggered by cold wheel (CW) alerts.

CWP Assessment

The use of CWPs has not been standardized across the industry and is highly dependent on the characteristics of the train type and the terrain where CWP is applied. Two Class I railroads provided extensive datasets: Railroad A employed the Truck Temperature Ratio (TTR) method to assess performance statistically, while Railroad B’s operations allowed the use of fixed temperature thresholds per train trip. To ensure consistency, MxV Rail normalized the data using train-based z-scores, which measured the distance of each data point from the average in a normal distribution.

It is important to consider the influence of train handling on wheel temperature readings to reduce false positives. Timing of brake applications in the vicinity of a Wheel Temperature Detector (WTD) can create false perceptions of cold wheels. 

For a reasonably maintained fleet, false positives can usually be detected by assessing whether strings of neighboring cars have similar wheel temperatures. The neighboring car wheel temperature assessment is built into the TTR method used by Railroad A. For Railroad B, MxV Rail also analyzed neighboring car wheel temperatures to eliminate false positives.

Key Findings

The overall analysis revealed a statistically significant improvement in wheel temperatures following shop events, regardless of the type of repairs recorded by the shop personnel. The performance improvement suggests that CWPs are effective in identifying and addressing brake system issues, even when the repairs are not directly linked to failures in pneumatic components or brake riggings. Interestingly, as shown in Figure 1 (top), the study found that, regardless of the repairs reported, cars generally produced higher wheel temperatures after the shop visit.

Using the Kruskal-Wallis H-Test, the study confirmed that wheel temperature improvements post-repair were statistically significant (p <0.05) for both railroads. Although cars shopped for CW alerts continued to show below-average performance, the improvements suggest that CWPs contributed positively to brake system health. This observation also suggests that other processes could be added to augment CWP to further restore degraded brake performance on the alerted cars.

Conclusion

MxV Rail’s analysis supports the continued use and refinement of CWPs as a reliable method for identifying brake system issues. Noticeable wheel temperature improvements were observed post-maintenance on cars identified by CWPs. As railroads strive for safer and more efficient operations, CWPs offer a promising tool for proactive maintenance and brake-related service interruption reductions.

The Technology Digest this article is based on can be found in the MxV Rail eLibrary along with more than 1,000 other publications describing the railway research, testing and analysis available from the AAR SRI program. Explore www.mxvrail.com to learn more about MxV Rail and to register for the 31st Annual AAR Research Review, to be held April 28-30, 2026.

Reference

Wang, Yi. 2025. Effectiveness of Cold-Wheel-Based Brake Tests. Technology Digest TD25-001. AAR/MxV Rail, Pueblo, Colo. 

Further Reading:

• Using Technology to Improve Bearing Reconditioning

The post Effectiveness of Cold Wheel-Based Brake Tests appeared first on Railway Age.

Mexico City has confirmed plans to modernize the 14.7-mile (23.6-kilometer) Metro Line 3, with $270 million (Pesos 5 billion) earmarked in the 2026 city budget for the first phase of works. The funding forms part of the wider $1.4 billion (Pesos 25 billion) public transport budget.

According to budget documents submitted to the Mexico City Congress, the Line 3 project will receive a further $220 million (Pesos 3.86 billion) to fund multi-year contracts covering system-wide maintenance, rolling stock refurbishment, specialist technical advisory services and operations.

Mexico City’s head of government, Clara Brugada Molina, confirms that the project represents a comprehensive renewal of the line, that, unlike the recent upgrade of Line 1, will be delivered without a full closure, allowing passenger services to continue during construction and reducing disruption on the city’s busiest metro line. However, the detailed scope of the project and procurement timelines have yet to be disclosed.

Line 3 runs north-south through the capital, linking Indios Verdes in the north with Universidad in the south, and is regarded as critical to daily transport for commuters, students and workers.

Faster Ticket Gates

Separately, Mexico City Metro has announced the installation of 146 automated ticket gates ahead of the Fifa World Cup football tournament taking place later this year. The gates are designed to improve passenger throughput at busy locations by remaining open when motion is detected and will be installed across lines 1, 2 and 7 at the following stations:

• Pino Suárez (lines 1 and 2).
• Observatorio (Line 1).
• Tasqueña (Line 2).
• Zócalo-Tenochtitlán (Line 2).
• Bellas Artes (Line 2).
• Hidalgo (Line 2).
• Auditorio (Line 7).

Further Reading:

• Mexico Awards $1B Passenger Fleet Contract
• Gulf of Mexico Train Project Construction Begins
• Mexico Moving on Passenger Rail Revival

The post Mexico City Metro Confirms Line 3 Modernization appeared first on Railway Age.

FROM THE EDITOR, RAILWAY AGE JANUARY 2026 ISSUE: Years ago, then-BNSF chief executive Matt Rose said that railroads will need to adapt to the “Amazon Economy,” to be successful in a supply chain where customers expect to know, in real time, their shipment status, from origin to destination. Last month, talking with Railroader of the Year John Orr at Norfolk Southern’s Inman Yard—a key intermodal hub—I couldn’t help but notice bright blue Amazon-badged double-stack containers and trailers moving through the yard on an intermodal train. Now, I may sound out of touch, but I’d never seen them moving by rail. 

UPS containers and trailers? Of course. J.B. Hunt, Schneider? Ditto. But Amazon? Can railroads meet the exacting supply chain requirements that consumer-based companies like Amazon demand?

Apparently so.

“The movement of those containers is going to affect how the consumer, the end user, gets their delivery to their doorstep,” I said to John. “So being part of the Amazon supply chain puts a lot of pressure on being able to move that container and those products when the end user is expecting them.”

“Railways have always been on a cutting edge,” John said. “Even if you go back to Abraham Lincoln, railways, the technology of the time and the information corridor— newspapers, telegraphs, all of that—revolved around the rail network.

“As the world drove change, railways participated in every economy, and we’re now participating in the new economy as well. If you want to characterize it this time, it’s proof that you can’t stand still. It’s proof that as you invest in people and developing their capability, their knowledge of what competition looks like, what relevance feels and looks like, needs to apply not only to themselves, but to customers or to a broader ecosystem of stakeholders.

“You can appreciate why PSR 2.0 is so well received here at Norfolk Southern. We’re one of the largest movers of intermodal freight. We’re one of the largest movers of automobiles and automobile components. And all of that has a timeliness that has never been felt more acutely.

“So we’re ready for it. It’s an evolution. You have to do it intentionally and build those capabilities intentionally. And that’s what we’re doing at Norfolk Southern. And I love the fact that we have 19,000 people across our network who are getting the opportunity to make supply chains more robust, more reliable and faster in the United States of America.

“PSR 2.0 is at the center of our transformation that is allowing our business to grow, including all stakeholders. All participants have an active role in the evolution of Norfolk Southern, which has as much meaning at headqurters in Atlanta  as it does in Harrisburg, Pennsylvania, or Buffalo, New York. It’s the ability to participate in a continuous engagement chart, the ability for people to be included at the table across departments and across the stratification of leadership here.”

For more on this remarkable leader, see our 2026 Railroader of the Year story and video. 

The post Railroads in the  ‘Amazon Economy’ appeared first on Railway Age.

BALTIMORE — On January 12, the B&O Railroad Museum held a ribbon-cutting to mark the conclusion of the cosmetic restoration of American Freedom Train No. 1 (formerly Reading 4-8-4 2101). A ceremony was held for museum board members and donors in the morning, followed by a public viewing in the afternoon.

The ribbon cutting was the culmination of 1,300 hours of labor to return the Northern to its AFT livery. Speakers at the event included former Maryland Gov. Martin O’Malley and Amtrak Vice President of Government Affairs and Corporate Communications Bruno Maestri (who also serves on the museum’s board). Also on hand were four members of the original Freedom Train crew from 1975-1976 including Louis and Valerie Arcuri, Harold Weisinger, and Steve Wickersham (who, along with the late Ross Rowland, was the engineer on the 1 during its AFT stint). The 2101 was one of three locomotives to power the Freedom Train on its coast-to-coast tour, primarily handling the train in the Northeast. Texas & Pacific 2-10-4 610 led the train in Texas, while Southern Pacific 4-8-4 4449 powered the train through most of the rest of the country. Members of the Freedom Train crew from 1975-1976 were on hand, including (left to right) Louis Arcuri, Valerie Arcuri, Harold Weisinger, and Steve Wickersham. Built by Reading in its home shop in Reading, Pa., from a smaller 2-8-0, the 2101 was set aside as protection power for the famed Iron Horse Rambles in the late 1950s, although it never powered those trips. Sent to Streigel’s scrap yard in Baltimore after the Rambles came to a close, it was rescued by Ross Rowland for the AFT. It later powered the Chessie Steam Special in 1977 and 1978, but was damaged by a roundhouse fire in Silver Grove, Ky., in early 1979. Chessie System traded Chesapeake & Ohio 4-8-4 614 to Rowland for the damaged locomotive; the 2101 was returned to its AFT identity and placed in the B&O Railroad Museum. Outdoor display took its toll on the AFT paint job, and in recent years the locomotive looked somewhat neglected. The refurbished AFT 1 will spend a little time displayed outdoors, but will spend most of its time displayed indoors in the museum’s North Car Shop. According to the museum, “The locomotive’s restoration and interpretation connect two milestone anniversaries: the 250th anniversary of the United States in 2026 and the 200th anniversary of American railroading in 2027.” —Steve Barry Missing or damaged exterior elements were restored or accurately recreated, including the number boards and eagle on the headlight. The lights were wired to run off standard current for display purposes. In all, the restoration required more than 1,300 hours of labor, all performed at the museum.

The post Restored American Freedom Train 4-8-4 Makes Debut at B&O Museum appeared first on Railfan & Railroad Magazine.

Story and Photos by Dave Zeman

For many railfan photographers, a large part of the motivation for taking photos of trains is documenting a subject before it is gone forever and lost to history. However, when the stars align, it is possible to bring history back to reality. Bringing the late-1950s and early 1960s on the Chicago Burlington & Quincy Railroad back to life was the main objective for myself, Ralph Durham, James Keats Jr., and the Illinois Railway Museum Diesel Department, when we hosted the “Nebraska Zephyr Night Photo Shoot” in October 2025.

For the last handful of years, Ralph and I, plus a handful of other dedicated IRM volunteers, have coordinated several special night photo shoots with a diverse variety of equipment, having mostly focused on highlighting the Museum’s steam locomotive, Frisco 2-10-0 1630. Last year, as 1630 underwent a mandatory 1472-day inspection, we shifted our focus ahead to the diesel era with the 1935-built Nebraska Zephyr for an all-CB&Q evening featuring other miscellaneous pieces of Burlington Route equipment. Our main goal for the event was to take our guest photographers back to the golden age of passenger rail travel on one of America’s most famous streamlined trains by incorporating actors and crew members in period dress plus appropriately placed memorabilia items and props into our photo setups…

Read more about this night photo session in the February 2026 edition of Railfan & Railroad…

A sharp-dressed crew was one of the highlights of a Chicago, Burlington & Quincy-themed photoshoot at the Illinois Railway Museum in October 2025. 

Timetables, rule books, tickets, luggage tags, maps, conductor hats and more all served as props for the CB&Q photoshoot at IRM.

Here one of those timetable props is put to use in a scene with a conductor helping a pair of passengers. The moon is rising in the distance on a beautiful October evening in the Heartland. 

Scenes inside the Nebraska Zephyr were also part of the photoshoot. Old magazines, coffee cups and cigarettes were all props used to bring the 1960s on the Q back to life for one night only. 

Two passengers play cards aboard the Nebraska Zephyr at the Illinois Railway Museum. These interior shots were set up ahead of the shoot’s highlight later that evening. 

A real Chicago, Burlington & Quincy E5 leads the Nebraska Zephyr past the East Union Depot during a night photo session at the Illinois Railway Museum in October 2025. 

The post Photo Line: Bringing the ‘Q’ Back to Life appeared first on Railfan & Railroad Magazine.

On Jan. 8, shortly following release of several customer letters and Surface Transportation Board filings from BNSF, CSX, CN and CPKC on the proposed Union Pacific-Norfolk Southern merger (which Railway Age has published in our continuing coverage of this potentially industry-altering transaction), UP CEO Jim Vena posted a letter on the railroad’s “Great Connection” website. This letter, a UP spokesperson told us, is to “stakeholders, inclusive of customers, suppliers, communities, employees and shareholders,” and is partially in response to what UP is calling a “smear campaign.”

Vena’s entire letter can be downloaded below. Following are excerpts:

“2025 was spectacular for our Union Pacific team – we are very proud of what we accomplished and how we delivered our Safety, Service and Operational Excellence strategy.”

“Our nearly 7,000-page application comprehensively details how the end-to-end combination will enhance competition and deliver broad public benefits. Connecting the United States from coast to coast will transform 10,000 existing lanes from interline service into faster, more efficient single-line service – eliminating time-consuming handoffs between railroads. Our transcontinental railroad will move freight more efficiently, eliminating an estimated 2,400 railcar and container handlings and 60,000 car-miles each day. We also will compete more effectively with long-haul trucking, converting an estimated 2 million truckloads of freight from road to rail annually.”

“We … knew opponents would come forward, and we understand why. Our opponents see an enhanced competitor that will be faster, delivering service with fewer touch points and less complications for customers. They see us coming and know that to compete they will need to either improve their service, price or both – and that is at the heart of all their concerns …  Let me be clear, our competitors want to be the best, too. If they thought we were doing something that would make Union Pacific weak, they would remain silent.”

“When I joined Union Pacific in 2019, I was unfamiliar with the complexity of its network. I used 40 years of railroading experience – as a locomotive engineer, conductor, yardmaster, clerk, sales manager, market manager, and key superintendent at flat yards, hump yards, and major port locations – to lead a team that improved Union Pacific’s efficiency, delivered better service and fostered growth. The Norfolk Southern integration will be handled the same way.”

“We will celebrate our nation’s 250th anniversary by bringing out Big Boy No. 4014 to make history on its first-ever coast-to-coast tour. I look forward to announcing the tour schedule soon, so Union Pacific and Norfolk Southern employees can bring their families to key stops on the route as a celebration of where we came from and where we are headed.”

Great_Connection_Vena_Letter_v5Download Further Reading:

• CN on UP+NS: ‘Show Us Schedule 5.8′
• BNSF, CN, CPKC, CSX, NGFA: UP+NS Merger Application ‘Incomplete’
• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post Vena to UP ‘Stakeholders’: ‘Clear on Our Vision and Strengths’ appeared first on Railway Age.

CN on Jan. 8 filed a motion with the Surface Transportation Board (STB) “to compel additional information in relation to the proposed merger agreement between Union Pacific (UP) and Norfolk Southern (NS).”

CN said its 77-page motion, STB FINANCE DOCKET NO. 36873 –  GRAND TRUNK CORPORATION’S MOTION TO COMPEL PRODUCTION OF SCHEDULE 5.8 TO THE MERGER AGREEMENT (download below), “shows that the applicants have not been upfront with their assessment, failing to outline the full extent of competitive harms as a result of the merger, one of many problems with the application.” CN’s motion is specifically about STB Schedule 5.8 is a confidential document that is part of the merger agreement between UP NS. 

From the motion: “Despite the fact that CN first requested the Merger Agreement months ago, Union Pacific has refused to produce it. Indeed, Union Pacific has gone so far as to now deny even the Board the ability to see the full Merger Agreement, despite Union Pacific’s regulatory obligation to provide it in full. CN had hoped this matter would resolve prior to the filing of the Application, or at the very least that Applicants would resolve their deficiency with the Application itself. But Union Pacific has not provided the Board with any of the appendices, schedules, or disclosures to the Merger Agreement. CN has respectfully submitted to the Board that this deficiency renders the Application incomplete as a matter of law, and that Union Pacific’s failure to provide Schedule 5.8 is particularly egregious since it reflects an attempt by Applicants to improperly shield from the Board the document most likely to reflect Applicants’ views—views formed outside the context of litigation when Union Pacific and Norfolk Southern were negotiating against each other—as to the potential anticompetitive effects of the proposed merger. But in their January 2, 2026 response to the submissions of CN and others arguing that the Application is incomplete, Applicants make clear that they will stand on their erroneous privilege objections. Without legal citation or further explanation, Applicants made a bald assertion that the ‘schedule at issue is shielded from discovery by recognized privileges.’ Since Applicants have claimed that the question of whether Schedule 5.8 is privileged is a ‘discovery dispute,’ CN respectfully files this motion to ensure the issue is resolved promptly. CN submits this motion without waiving its argument that Applicants’ omission of Schedule 5.8 renders the Application incomplete as a matter of law, and in fact continues to encourage the Board to reject the Application and mandate full disclosure of all appendices, schedules, and disclosures to the Merger Agreement. In all events, CN respectfully seeks an order requiring Union Pacific to produce Schedule 5.8 expeditiously.”

CN on Dec. 29. 2025 filed with the STB 91 pages of comments on the merger application’s completeness, “in which we identified shortcomings in the Application, such as understating 2-to-1 customers, failing to disclosure 3-to-2 customers, missing market share projections by revenues and volumes, an incomplete network map that did not include their trackage rights segments over each other’s lines, and failure to propose competitive enhancements,” a CN spokesperson told Railway Age. “CN’s Jan. 8 filing is a motion to compel disclosure of a schedule to the merger agreement that Union Pacific and Norfolk Southern have withheld as privileged.”

“Given the scale and stakes of the proposed combination, the applicants must meet the highest standard of transparency and compliance,” said CN Senior Vice-President and Chief Legal Officer Olivier Chouc. “The information the applicants refuse to disclose is critical to understand their perspective on anticipated competitive harms and inform the Board’s public-interest and competition analyses. Rather than hide behind an [unsuitable] legal argument, the applicants should welcome the opportunity for a transparent and fulsome discussion about the merger’s impact on competition. Rather than trying to convince everyone that there is ‘nothing to see here,’ the applicants should instead be focused on meeting the rigorous and heightened standard called for by the new [2001] merger rules.”

CN noted the UP-NS application had several other “shortcomings,” including “incomplete market analyses: Applicants neither disclosed the methodology and data underlying their claim that only three 2‑to‑1 shippers exist nor provided the full lists of 2‑to‑1 and 3‑to‑2 points as stated in the STB’s requirements”; “missing projections for market shares by revenues and traffic volumes: Applicants did not provide required market share projections and omitted key traffic data in their analyses, undermining the traffic inputs for their Operating Plans”; an “incomplete network map: Applicants maps failed to depict certain trackage and haulage rights, including segments showing direct parallel or  overlapping lines in watershed states, in what appears to be an effort to [misleadingly portray] the transaction as ‘end-to-end’ and deprive the Board and parties of essential competitive context. Applicants have since conceded their error and have filed a new map”; and “failure to propose competitive enhancements: Applicants claim this issue should be dealt with at the merits stage. While adequacy of proposed remedies might be a merits issue, the failure to meet a basic regulatory requirement is a completeness issue. Applicants offer nothing to enhance competition, and their application should be deemed incomplete.”

BNSF on Jan. 8 filed a similar, yet broader, 166-page motion.

310687Download Further Reading:

• Former Rail Executive: UP-NS Deal Likely to Get Done & Other Views
• Merging Lines – First Take on UP-NS Application
• How Railroads Can Deliver What Congress Promised: Better Infrastructure
• CPKC: UP+NS Merger ‘Not in the Public Interest’
• UP, NS Deliver 6,700-Page ‘Christmas Present’
• UP, NS Shareholders Greenlight Merger
• UP 3Q25: ‘Continued Improvements in Pursuit of What’s Possible’
• For NS 3Q25, ‘Strong Results’
• ASLRRA to Participate in STB Review of Proposed UP-NS Merger
• Is a UP-NS ‘Fix’ In? Don’t Bet on It!
• Why a Unified Rail Network Makes Sense
• A Rail Merger to Put America Back on Track
• UP’s Jalali: No Hiccups With NS IT Integration
• 64 Industry Organizations to the STB: ‘Proceed With Great Care’
• Ag-State Senators to STB: Be ‘Rigorous’ and ‘Comprehensive’
• BNSF vs. UP, Take Three
• Eliminating Paper Barriers is the Pro-Competitive Move
• Hoeven, Klobuchar to STB: ‘Closely Scrutinize’ UP+NS

The post CN on UP+NS: ‘Show Us Schedule 5.8′ appeared first on Railway Age.

SEPTA

SEPTA on Jan. 12 restored all morning express trips on Regional Rail; evening express trips were restored in late November. The moves come as more Silverliner IVs are being returned to service following Federal Railroad Administration (FRA)-mandated inspections and repairs over the past three months, according to the transit authority, which reported Jan. 9 that repairs have been completed on 180 of the 223 50-year-old railcars, which make up approximately two-thirds of the Regional Rail fleet.

On Oct. 1, 2025, the National Transportation Safety Board (NTSB) released an investigative report and the FRA issued an Emergency Order in response to Silverliner IV train fires. As part of SEPTA’s compliance with the FRA Emergency Order, Silverliner IVs have been rotated from service for inspections, testing, and safety upgrades, which has led to train delays, overcrowding and cancellations; and the transit authority has said operations staff will continue to remove from service all railcars that raise safety concerns.

Designed and built by General Electric, the Silverliner IV is the fourth-generation EMU (electric multiple unit) in the Silverliner family and was delivered in batches between 1973 and 1976. The Silverliner IVs were operated by the Reading Company until Reading’s absorption into Conrail in 1976. SEPTA took over commuter rail operations and the Silverliner IV fleet from Conrail in 1983. Silverliner IVs now represent approximately 223 of the 390 passenger-carrying railcars (which include passenger coaches, cab cars, and self-propelled units) in SEPTA’s Regional Rail operations fleet. “The Silverliner IV fleet has not been refurbished since its original deployment,” according to the NTSB.

FRA Emergency Order No. 34 requires SEPTA to take 15 specific actions including operator and mechanical personnel training, installation of new thermal detectors, daily maintenance quality control inspections, and a point-to-point inspection of every Silverliner IV railcar. In response to the FRA’s Emergency Order and the NTSB’s report, SEPTA said it added the following measures:

• “In-person inspectors are now present on all trains passing through Center City stations to conduct safety checks and respond quickly to any equipment issues.
• “Mid-run inspections have been added to review fault indicator lights and other critical systems while trains are in operation, supplementing existing pre- and post-run inspections.
• “Live video monitoring allows SEPTA’s Control Center supervisors to view train interiors in real time to check indicator lights and system alerts, ensuring quicker response to any potential issues.
• “Expanded maintenance staffing ensures that inspection and repair work can be completed more quickly and around the clock to meet the FRA’s deadlines.
• “Enhanced employee safety briefings and trainings are being conducted to ensure all operators, mechanics, and inspectors understand new reporting and inspection protocols.
• “Improved documentation and data sharing have been implemented so that all inspection results, repairs, and follow-up actions are logged, tracked, and reported directly to FRA for review.
• “Public communication measures are in place to keep riders informed about safety progress, expected service adjustments, and ongoing compliance updates.”

“SEPTA has committed to enhanced inspection and maintenance routines for these aging railcars to ensure safe and reliable service as we work through a multi-year process to purchase a replacement fleet,” SEPTA General Manager Scott A. Sauer said on Jan. 9. “The railcars we have returned to service are performing extremely well, and we expect that to continue moving forward.”

Sauer noted that the return of morning express trips “will optimize all service by enabling us to more efficiently serve high-volume stations, which will reduce crowding and resulting delays and pass-ups on local trains.”

SEPTA is also leasing 10 railcars from MARC in Maryland to alleviate pressure on its Regional Rail service.

Further Reading:

• PennDOT: $219.9MM to Support SEPTA Safety Upgrades, Infrastructure Improvements

STM budget2026Download pi_26-35Download

STM on Jan. 9 reported releasing its 2026 budget (see above), totaling C$1.8 billion and including “further reductions in recurring expenses of [C]$56.5 million, to comply with its financial framework while maintaining service levels.” The 2026-2035 Capital Investment Program, also released (see above), is said to represent “investment needs of [C]$24.1 billion over 10 years, including [C]$15.2 billion for asset maintenance to ensure reliable and safe service while mitigating the aging of infrastructure and equipment.”

STM said it is “forecasting a growth in its operating expenses limited to only 0.7% in 2026, as required by the financial framework established by the ARTM [Autorité régionale de transport métropolitain, the transportation authority that plans, finances and integrates public transport in Greater Montreal in Quebec], whereas the normal growth in expenses would have been 3.2%.”

plan_reseau (1)Download

“The STM will have reached its target of [C]$100 million in recurring spending reductions by 2026, a target it set in 2023 over five years,” STM CEO Marie-Claude Léonard said. “All these efforts are being made with the aim of protecting our current service mileage. Such optimizations over such a short period of time are always demanding for an organization, but we are doing it to continue to offer a reliable, safe and lower-cost service to the entire Montreal community while ensuring sound management of public funds.”

According to STM, this reduction in recurring expenses will be achieved through the implementation of a series of “optimization measures.” These measures, it said, include:

• “Evolution of the business model to adapted transport by transferring the minibus service to external partners.
• “Freeze on external hiring and overtime for teams supporting operations.
• “Adjustment to the frequency of maintenance of certain components of subway cars.
• “Extension of the use of certain subway car parts and purchase of certain equivalent parts at a lower cost.
• “Reduction of IT project consultants and IT equipment.
• “Negotiating a new fuel contract at a more advantageous price.
• “Customer contact center closes after 4:30 p.m. on weekdays, as well as on weekends and holidays.
• “Reduction in the number of service vehicles for STM employees.”

STM reported that these measures will result in a reduction of approximately 300 positions “over the coming months”; employees with existing positions “will be relocated in accordance with current collective agreements and policies.”

“I would like to emphasize the commitment, resilience and professionalism of STM employees in this context of transformation,” Léonard said. “We are aware of the impacts of these decisions and are putting in place the necessary mechanisms to support staff throughout this period.”

Regarding the capital expenditure program for 2026-2035, STM Board Chair Aref Salem reported: “Investments dedicated to asset maintenance have remained below needs for several years, which is putting increasing pressure on infrastructure, particularly in the metro. The asset maintenance deficit is currently estimated at [C]$7 billion and could reach [C]$9 billion by 2030 if the trend continues. This situation results in more frequent interventions in stations and longer phasing of certain projects.”

Some C$2.8 billion of the C$15.2 billion needed over 10 years has received funding confirmation to date, leaving 80% of the needs unfunded while an asset condition assessment indicates that 42% of the assets are “in poor or very poor condition,” according to STM.

The current lack of funding is also leading to “a gradual loss of expertise and internal capacity,” STM noted. “Staff reductions in some project offices began in 2025 and will continue for several months, making the need for stable and predictable funding all the more critical. To address this situation, the STM hopes that the governments of Quebec and Canada will quickly reach an agreement to allow the transfer of funds earmarked for public transit infrastructure to the Strong Communities Building Fund.”

Like other transit agencies, STM said it intends to revise the pace of its transition to the electrification of its bus network. “While the complete electrification of its bus fleet would reduce Quebec’s GHG emissions by only 0.13%, STM believes that acquiring hybrid buses is a proven and efficient solution that will reduce GHG emissions during the transition to all-electric, while offering operational reliability and more stable operating costs,” the agency reported. “These buses, unlike electric buses, do not require any technical modifications to transit centers, freeing up funds for other major projects, such as asset maintenance.”

“We are committed to providing our customers with reliable, safe, and efficient service, and to ensuring that every dollar invested generates maximum impact,” Aref Salem concluded. “It is with this in mind that the STM is strengthening its understanding of the condition of its assets and rigorously prioritizing its investments. However, increased and predictable support from higher levels of government remains essential to ensure the long-term viability of the network.”

LACMTA (Courtesy of LACMTA)

At its Jan. 14 meeting, the LACMTA Board will consider certification of the Final Environmental Impact Report (FEIR) for the C Line Extension to Torrance, which would operate as part of the K Line, and selection of the Locally Preferred Alternative (LPA) for the Sepulveda Transit Corridor Project.

According to LACMTA, the 4.5-mile C Line Extension would offer a 19-minute trip from Torrance directly to Los Angeles International Airport (LAX), while connecting Torrance and Redondo Beach to Los Angeles County’s expanding transit network. The project, it said, would also create easy transfers to the C and E lines for riders connecting to Santa Monica, downtown Los Angeles, Norwalk and other locations throughout the county.

LACMTA said it studied three light rail and a high frequency bus alternative for the project. “The Board selected LPA was chosen for its efficient use of the existing LACMTA-owned historic freight rail corridor, which significantly reduces the need for costly private land acquisition and minimizes construction-related disruptions to neighborhoods,” the transit agency reported, “and provides new walking paths in neighborhoods to serve as active green spaces, as well as upgrades to existing freight to enhance safety and reduce freight horn noise from nearby homes.” The project is slated to create roughly 15,000 jobs and to deliver $16.4 billion in regional economic benefits over 20 years.

For the Sepulveda Transit Corridor project, which would connect the San Fernando Valley and West Los Angeles, selecting an LPA would follow the release this past summer of the Draft Environmental Impact Report (EIR), which analyzed five alternatives for a “fast, reliable rail transit option for those traveling through the Sepulveda Pass,” according to LACMTA.

“Based on technical evaluation and community and stakeholder input, LACMTA staff proposed Modified Alternative 5 as the LPA,” the transit agency reported. “Modified Alternative 5 is heavy rail transit underground between the Van Nuys Metrolink Station and E Line Expo/Sepulveda Station modified to connect to the Van Nuys G Line Station and future East San Fernando Valley Light Rail station at the G Line at Van Nuys Boulevard.”

Modified Alternative 5, LACMTA noted, incorporates key elements of Alternative 5, including automated vehicles in a single-bore tunnel, a terminus at the E Line Expo/Sepulveda Station and 2.5-minute frequencies during peak travel times. Additionally, it “leverages the strengths of Alternative 5—high ridership, high frequencies, and shorter station construction sites—while avoiding construction of a ventilation shaft in the Santa Monica Mountains,” the agency said. It also offers the “connectivity benefits of Alternative 6 along Van Nuys Boulevard instead of Sepulveda Boulevard, which reduces the project’s overall length and is anticipated to reduce cost.”

According to LACMTA, the staff recommendation also includes project phasing “to allow for mobility benefits to be realized as funds become available.” Nearly all LACMTA rail projects have been phased, it noted. Specifically, the recommendation includes focusing on an initial operating segment (IOS) between the San Fernando Valley (at the Metro G Line) and Westside (at the Metro D Line). “The modifications to Alternative 5 facilitate direct connections to the transit network, avoiding the need to transfer twice to access the project,” LACMTA said. “Direct connections enhance the time competitiveness of transit and anticipated ridership.”

The preliminary capital cost for Alternative 5 is $24.2 billion (in 2023). This would be updated to reflect Modified Alternative 5, according to LACMTA. Beyond funds provided under Measure M and other local sources, the agency said it anticipates the need for additional funding and financing for the project, including from federal, state, and local sources, as well as private investment through a potential P3 (public-private partnership).

During construction, the project is slated to result in 12,000 to 17,000 jobs per year, increasing economic output in the Los Angeles region by $25.5 billion to $42.9 billion, and generating $7.3 billion to $12.1 billion in additional wages due to construction, according to LACMTA.

Following Board approval of the LPA, LACMTA said it would initiate design refinement efforts consistent with the LPA, which includes evaluating phasing, identifying opportunities for value engineering, evaluating the P3 delivery model, and making refinements to Alternative 5 to allow for connection to the G Line at Van Nuys Boulevard. Following design refinements, the environmental process would continue, including corresponding community outreach and opportunities for public comment.

“In 2016, LA County voters told us, loud and clear, that they want a robust LACMTA system to transform their commutes and improve their quality of life,” LACMTA CEO Stephanie Wiggins said. “By advancing these two projects, LACMTA is making good on this promise. These two projects will transform transportation for people from the South Bay to the San Fernando Valley and beyond, improving access to jobs, education, health care, and all the things that make living in LA great. We look forward to continuing to work with the Board and project stakeholders as we take the next steps on these two transformative projects.” 

“Connecting the San Fernando Valley and West Los Angeles and extending rail in the South Bay means opening doors to better jobs, classrooms, entertainment centers and more; it means cleaner air and less time stuck in traffic,” LACMTA Board Chair and Whittier City Councilmember Fernando Dutra said. “These projects represent an important step in the right direction for Los Angeles County’s public transportation system.” 

Further Reading:

• LACMTA Selects FlatironDragados for Two Key Rail Projects
• LACMTA Board Approves a $50MM Construction Management Support Services Contract

NC By Train (Courtesy of NCDOT)

NC By Train—North Carolina-supported Amtrak service—has broken its ridership record for the fourth year in a row. 

In 2025, it carried nearly 740,000 riders, a 15% increase since 2023 and the highest ridership in the service’s 35-year history, the North Carolina Department of Transportation reported Jan. 9. 

Officials attributed “train travel’s increasing popularity to more affordable service, increased daily trip options, and special offerings like Carolina Panthers game trains and the Ale Trail by Rail.”

The post Transit Briefs: SEPTA, STM, LACMTA, NC By Train appeared first on Railway Age.

CN

CN announced Jan. 9 that it set a new monthly record for grain movement in December, marking its fourth consecutive record month. CN moved more than 2.82 million metric tons of grain from Western Canada last month, surpassing its previous December record set in 2020 by more than 80,000 metric tons.

CN also set a record for grain moved within a single calendar year in 2025. In Western Canada, CN moved more than 31.3 million metric tons, surpassing the previous record of 30.9 million metric tons set in 2020. Across all of Canada, CN shipped more than 32.7 million metric tons of grain, exceeding the prior all-time record of 32.25 million metric tons established in 2024.

“Canadian farmers produced record grain crops. Through consistent execution and close collaboration across the grain supply chain, CN railroaders supported the movement of these volumes to market. These results contributed to another record month and another consecutive record year in 2025 for grain movement across Canada,” said CN Executive Vice-President and Chief Commercial Officer Janet Drysdale.

Additionally, CN says it continues to execute its winter operations plan across the network as the colder months have begun.

Further Reading:

• CN Releases 2025-26 Winter Plan
• CN, CPKC: Ready for 2025-26 Grain Service

NS

Warrior Met Coal, Inc. recently celebrated the completion of the Blue Creek Mine project located in Tuscaloosa County, Ala.

NS supported the $3 billion corridor with a $200 million investment, “strengthening connections from the mine to the Port of Mobile and beyond.” Warrior Met Coal invested approximately $1 billion to develop the project.

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

NJ Transit President and CEO Kris Kolluri on Jan. 9 was joined by NJ Transit Police Chief Christopher Trucillo and Senator Troy Singleton to unveil the first River LINE vehicle to feature a fully renovated passenger compartment and a recent engine overhaul as part of the agency’s continuing efforts “to enhance the customer experience and improve service reliability.” To mark the milestone, the first vehicle is wrapped in graphics celebrating America’s 250th birthday being observed this year.

As part of the transition from the current contractor, the NJ Transit Board of Directors authorized NJ Transit to enter into a contract with Kinkisharyo International LLC for the maintenance of the River LINE fleet vehicles. NJ Transit will assume oversight of the River LINE service, the maintenance of the right-of-way, and the light rail station maintenance.

After several years of working closely together to assess the conditions of the River LINE, NJ Transit and its contractor Alstom began to transition the light rail system to NJ Transit in early September. The transition, which will be fully complete in the first quarter of this year, “enables NJ Transit to be best positioned to shape and implement the next steps that will strengthen and enhance the future of the service,” according to the agency.

NJ Transit is working with Kinkisharyo to completely rehabilitate the interior passenger areas of the vehicles. Improvements include new LED lighting, replaced seating, new flooring, updated signage and more to significantly enhance the on-board customer experience. In addition, Kinkisharyo is performing a top-to-bottom set of inspections on the light rail vehicles to ensure they remain in a state of good repair. NJ Transit plans to upgrade 14 light rail vehicles as part of this program, as the agency works concurrently to develop a Request for Proposal (RFP) to fully replace the entire River LINE fleet. 

As part of the continuing enhancements, NJ Transit has also installed real-time arrival information on the River LINE platforms to improve customer information. River LINE customers now have access to live departure times at every station and through the NJ Transit mobile app. They can track River LINE vehicles in real time, allowing them to monitor any impacts on service more accurately.

“As we finalize the process of assuming operation of the River LINE, every upgrade we’re making is focused on improving reliability, communications and the customer experience,” said Kolluri. “This work builds on the systemwide modernization already underway across our bus and rail fleets, as we also maintain an equal commitment to investing in the quality of commute for our light rail customers.”

The post NJT: Renovated Vehicle Interiors, Special Anniversary Wrap for River LINE appeared first on Railway Age.

The supplier, in a Jan. 6 announcement, said GMTX will implement Crew Management, “which leverages the power of Azure, advanced analytics, and artificial intelligence” to manage crew deployment, track qualifications and maintain compliance with the Federal Railroad Administration; as well as CrewAnalytics, Crew Projection, and CrewWise, “a generative AI-powered assistant to optimize operations across supply chain management, transportation, and distribution.”

GMXT Map (Courtesy of GMXT)

“As Mexico’s largest railway network, GMXT is committed to delivering best-in-class rail services for our customers across industries,” said Jorge Marquez Abreu, Chief Operating Officer at GMXT, which includes Ferromex, Ferrosur, and logistics company IMEX in Mexico, plus Florida East Coast Railway and TexasPacifico in Florida and Texas, respectively. “By adopting CloudMoyo’s suite of crew management solutions, we’re strengthening our focus on the adoption of the latest advancements in cloud and AI—enhancing our agility, scalability, and positioning ourselves at the forefront of practices that drive efficiency and safety.”

“We’re very excited to partner with GMXT in modernizing its rail operations with AI, especially given CloudMoyo’s focus on employing generative AI and agentic AI to address enterprise challenges,” added Manish Kedia, Co-Founder and CEO of CloudMoyo. “Being a part of Mexico’s largest cargo operator’s digital transformation journey is special, particularly as we lead the next phase of transformation with data, advanced analytics, and agentic AI.”

Terminal Railroad Association of St. Louis—Railway Age’s 2020 Short Line of the Year—selected CloudMoyo Crew Management technology in 2020 and CloudMoyo Operational Testing System in 2019.

Further Reading:

• BNSF, JBHT, GMXT Launch ‘Quantum de México’
• For G&W’s CG Railway, A New Partner: GMTX
• Single Source of Truth

The post GMXT Selects CloudMoyo Crew Management appeared first on Railway Age.

(Courtesy of B&O Railroad Museum)

AFT No. 1 was one of three locomotives that powered the 1975-76 American Freedom Train, a traveling exhibition during the U.S. Bicentennial carrying more than 500 pieces of Americana—from George Washington’s copy of the Constitution and Benjamin Franklin’s handwritten draft of the Articles of Confederation to the original Louisiana Purchase, Dr. Martin Luther King, Jr.’s robes, Judy Garland’s dress from The Wizard of Oz, and a lunar rover. (Download AFT No. 1 overview below.)

AFT_overview_v1Download

AFT No. 1’s cosmetic restoration, supported in part by a federal Save America’s Treasures grant administered by the Institute of Museum and Library Services, was completed in six months. It included replacing necessary jacketing, repairing wiring for headlights, class lights, and tab lights, and rust abatement work (download restoration details, photographs below). The seal and graphics were painted by artists David and Liné Tutwiler.

AFT_FAQ_011226_v2Download

The locomotive and a corresponding new exhibit devoted to the historic American Freedom Train journey to 138 cities in all 48 contiguous states are now on permanent display at the museum, following the Jan. 12 unveiling ceremony, which included remarks by Martin O’Malley, former two-term Governor of Maryland, representing the Maryland 250 Commission, and Bruno Maestri, Vice President of Government Affairs and Corporate Communications for Amtrak and a B&O Railroad Museum Board Member, plus participation by the original engineers of the 1975-76 Freedom Train.

(Both Photographs Courtesy of B&O Railroad Museum)

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

“The American Freedom Train and the locomotive that pulled it, the AFT No. 1, were a touring museum carrying artifacts representing the best of our country,” said Kris Hoellen, Executive Director of the B&O Railroad Museum. “Today, we are honoring this great nation and the mode of transportation that made the Freedom Train possible—the railroad, which is celebrating 200 years in 2027. The AFT No. 1 serves as a bridge connecting these two important anniversaries.”

“Maryland is proud to be the home of this national treasure,” Martin O’Malley commented. “By preserving the AFT No. 1, we are preserving the memories of millions of Americans and reinforcing the unity of our state and country.”

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

(Rendering Courtesy of the B&O Railroad Museum)

CSX President and CEO Steve Angel and Benjamin H. Griswold IV are co-chairs of the museum’s $38 million capital campaign for restoration work ahead of railroading’s bicentennial.

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

CSX is donating $5 million to build the garden, which will include an amphitheater and multi-use space that can host local organizations and hold community gatherings. “This installation will serve as a vibrant event space and provide a fresh, new location to welcome visitors to the museum,” the railroad reported in 2023, when it became the first corporate patron to pledge support for the campaign, along with the state of Maryland, which included a $1 million grant in its Fiscal Year 2024 capital budget. 

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

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

The post B&O Railroad Museum Unveils Restored AFT No. 1 appeared first on Railway Age.

Eldridge, Iowa-based Resourceful Rail on Jan. 8 reported acquiring the 2.23-mile West Erie Short Line, Inc., from NIWX Corporation and restoring service. WESL—located on the west side of Erie, Pa., where it interchanges with Norfolk Southern (NS)—joins Resourceful Rail’s 3.2-mile Davenport Industrial Railroad (DIR), which interchanges with Canadian Pacific Kansas City (CPKC).

In addition to hauling cement, plastics, steel products, and machinery, WESL offers transloading and railcar storage services to customers in Erie County and the surrounding region.

“Founded in 1995, WESL was formed by Erie Press Systems to preserve rail service on former Bessemer and Lake Erie trackage,” Resourceful Rail said. “Acquired by NIWX in 2022, WESL had laid dormant for over a decade, and Resourceful Rail crews have been working diligently the past few months to return the line to service.”

(Courtesy of Resourceful Rail)

WESL has also leased additional track from NS to support future growth, according to Resourceful Rail.

“We’re excited to expand into Northwest Pennsylvania,” said Steve Berish, President of Resourceful Rail, which also provides contract switching, transloading and rail consulting services. “WESL is fantastic opportunity for our team to expand our footprint, and combined with our Class I partner, Norfolk Southern, we looking forward to supporting the region’s economic growth.”

(Courtesy of Resourceful Rail)

The post Resourceful Rail Adds WESL to Short Line Portfolio appeared first on Railway Age.

The Railway Association of Canada (RAC) on Jan. 8 released Rail Trends 2025—a rolling, 10-year review of financial and statistical results for the industry.

Highlights of Rail Trends 2025 include:

• “Canadian railways invested C$4.5 billion to improve the safety, efficiency, capacity, and fluidity of Canadian supply chains..
• “The safety performance of Canada’s railways was exceptional. The sector achieved its lowest freight accident rate on record, the passenger rail accident rate improved by 12.4%, and railways moved more than half a million carloads containing dangerous goods safely.
• “The rail sector directly employed 38,000 people across the country—the highest level since 2001. These jobs, of which the majority are unionized, provide average compensation of C$110,000, which is approximately 50% higher than the average full-time Canadian salary.
• “Passenger railways regained ridership—the number of rail commuters increased by 22.7% and intercity passengers increased by 8.6%, reducing congestion on public roads.
• “Taxes paid exceeded C$2.7 billion.”

The 33rd edition of Rail Trends (download below) is a compendium of Canadian rail data up to Dec. 31, 2024. Data is reported by RAC member companies, including Class I and short line freight railways, as well as tourist, intercity, and commuter passenger railways. Data for 2025 will be covered in next year’s report.

“The data shown in Rail Trends 2025 demonstrate that Canada’s railways are delivering measurable progress for the economy, supply chains, and the communities they serve,” said RAC President and CEO Eric Harvey. “Strong safety performance, sustained capital investment, and a growing, well-compensated workforce reflect an industry that is performing at a high level while planning for the long term. At the same time, growing passenger ridership and efficient freight operations highlight rail’s role in reducing congestion, supporting trade, and advancing sustainability. Rail Trends provides clear, data-driven evidence of the sector’s essential role in keeping Canada competitive and connected.”

RAC-RAIL-TRENDS-EN-2025Download

The post RAC Releases Rail Trends 2025 Report appeared first on Railway Age.

North America’s four Class I railroads not named Union Pacific and Norfolk Southern took aim at the proposed UP-NS merger in January, a combination that, if approved, would create the largest railroad in U.S. history and the first single transcontinental. UP and NS submitted their historic merger application in December, and since then, their rivals have been taking potshots at the proposal. Most notably, all four railroads have filed comments with the U.S Surface Transportation Board — the independent regulator that will approve or deny the merger — claiming they believe the application is incomplete. 

Canadian National, through its American subsidiary Grand Trunk Western, perhaps summed up the opposition best when it wrote: “(The) Applicants seek approval from the Board for a proposed transaction they assert is an ‘unprecedented opportunity for our country’ because it will purportedly ‘create America’s first transcontinental railroad’ and ‘transform the nation’s supply chain.’ Applicants are correct that their Application is unprecedented in at least one respect: They seek the Board’s approval to undertake the first major transaction under the Board’s new rules, which require Applicants to show that the proposed transaction would not only preserve, but also enhance competition. Yet they fail to provide the Board, or interested parties, the information that is required.”

Among the rival railroads’ complaints is that while UP-NS has said their merger would remove 2 million trucks from America’s highways, it doesn’t provide proof of that claim. It also provides little evidence of how it would enhance competition, a requirement of the STB’s “new” merger rules established in 2001 (but exempted any merger with the smallest Class I railroad, Kansas City Southern, which was acquired by Canadian Pacific in 2023). 

For their part, UP has said the other Class I railroads are simply trying to delay the merger because it will force them to work harder against the competition. 

—Justin Franz 

The post Rivals Take Aim at UP-NS Merger Application appeared first on Railfan & Railroad Magazine.