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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2024 Outstanding Transload Performance Award, Canada

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

2024 Outstanding Transload Performance Award, USA

• CPKC Transload Shoreham Yard, Operated by Stone Arch Commodities
   

2024 Outstanding Transload Performance Award, Mexico

• Sipsa Bajio Terminal
   

Driving Growth: Investment and Innovation on CPKC

• Sprague Operating Resources, LLC
   

2024 Outstanding Short Line Performance Award, Canada

• Essex Terminal Railway (ETR)
   

2024 Outstanding Short Line Performance Award, USA

• Fort Worth and Western Railway (FWWR)

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

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

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

The Age of Steam Roundhouse Museum in Ohio has acquired Chesapeake & Ohio Railway 2-6-6-2 1308 from the Collis P. Huntington Railroad Historical Society in West Virginia. The locomotive is the 25th engine to join the Age of Steam fleet and the first articulated. 

Locomotive 1308 is one of ten built for the C&O in 1949, the last steam engines made by Baldwin Locomotive Works for domestic service. The final one in the group, C&O 1309, operates today at the Western Maryland Scenic Railroad. C&O 1308 has been on display in Huntington for decades, and although the historical society maintained the locomotive’s cosmetic condition, the years outdoors were taking a toll on the engine. 

“The 1308 has been displayed unprotected outdoors in a Huntington city park since October 9, 1962,” said Nathan Vance, executive director of Age of Steam Roundhouse Museum. “While Collis P. Huntington members regularly repainted their steamer, paint protected only 1308’s exterior surfaces, and rusting of the locomotive’s boiler and all the other steel parts has continued unabated from the inside out for 63 years. The Age of Steam Roundhouse Museum can end all of that.”

Age of Steam plans to cosmetically restore the locomotive for display. The museum was the brainchild of Ohio Central Railroad founder Jerry Joe Jacobson, who collected an impressive fleet of steam engines before his death in 2017. 

It is unclear when 1308 will be relocated to Ohio. 

—Justin Franz 

The post Age of Steam Acquires C&O 2-6-6-2 appeared first on Railfan & Railroad Magazine.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Williams outlined several points in his letter:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

More information is available here.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Playbook organizes best practices across five subject areas:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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