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Mario Péloquin, president of VIA Rail Canada since 2023, will retire on January 15 after more than four decades in rail and transportation. 

Péloquin began his career as a train dispatcher for Canadian National in the 1980s before moving to Transport Canada. He later worked on Ottawa’s light rail system and at Siemens. In 2020, he briefly served as chief operating officer for New York’s Metropolitan Transportation Authority. 

“It has been a privilege to serve as President and CEO of VIA Rail Canada and to work alongside dedicated colleagues across the country,” Péloquin said. “Together, we advanced important initiatives, from modernizing key systems to progressing fleet renewal projects that will support passenger rail in Canada for decades.”

A search for his replacement is presently underway. 

—Justin Franz 

The post VIA Rail President to Retire appeared first on Railfan & Railroad Magazine.

2024 and 2023 were also record-breaking years.

RBMN—Railway Age’s four-time Regional of the Year—operates freight and steam- and diesel-powered passenger excursions over 400 miles of track, owns almost 2,000 freight cars, and employs more than 400 people. It has 80 customers in nine eastern Pennsylvania counties (Berks, Bradford, Carbon, Columbia, Lackawanna, Luzerne, Northumberland, Schuylkill, and Wyoming).

(RBMN Photograph)

“Nationally freight traffic was basically flat [in 2025] as freight customers dealt with the twin impacts of tariffs and overseas economic slowdown,” RBMN reported. “Despite these trends, RBMN was able to achieve modest growth in freight carloads, which led RBMN to its highest revenue level in history. Anthracite coal remains a bright spot … RBMN exceeded one million tons of anthracite shipped over our lines for the third straight year.” That growth, it noted, is led by anthracite shipments to the domestic steel industry, and was supported by the purchase of additional covered hopper cars in December.

According to the railroad, Marcellus Shale drilling activity remained soft in 2025, but RBMN, in partnership with terminal operator Texas Sands, was able to increase business to 2,000 carloads. “Most of that growth was in the fourth quarter and RBMN expects 2026 to be our best year ever at our Tunhannock transload facility,” it noted.

RBMN also said it experienced “carload and revenue success” moving plastic resins, various forest products, metals, and food and ag commodities.

Based on preliminary forecasts, the railroad expects to increase both carloads and revenues “significantly” in 2026. Specifically, it projects 40,000 carloads, which it said will remove more than 220,000 trucks from the highway.

(William C. Vantuono Photograph)

On the passenger side, RBMN eclipsed 410,000 riders in 2025—the first time ever. The department last year also celebrated its 40th anniversary.

(RBMN Photograph)

In 2025, RBMN reported investing in equipment, track and people. It spent more than $8 million purchasing 117 freight cars, numerous vehicles and track equipment, and track and signal materials, and it continued to grow by hiring new employees.

In 2026, RBMN said it hopes to finalize its acquisition of the Luzerne County railroad operations. “Under public ownership, rail freight traffic has fallen,” the railroad reported. “RBMN has pledged to rebuild the freight franchise. And RBMN has committed to bringing its award-winning passenger service to Wilkes Barre. To that end, RBMN has already purchased centrally located property for its passenger station. And RBMN made an aggressive offer in September 2025 to purchase the properties for $10 million.” 

Andy Muller Jr. (RBMN Photograph)

“Thanks to our customer-focused staff, RBMN continues to enjoy growth year after year,” said RBMN Owner and CEO Andy Muller Jr., who was selected by Railway Age readers as a 2023 Influential Leader. “We continue to invest in our railroad to make sure we bring first-class service to our freight customers and our passenger riders. RBMN will continue to thrive and work with our communities and neighbors to expand our offerings.”

Further Reading:

• RBMN Anthracite Coal Business Surges in 2025
• RBMN Unveils ‘Semiquincentennial’ Locomotive
• Raffa Promoted to RBMN EVP Marketing & Sales
• RBMN Iron Horse Rambles Resuming in 2025

The post RBMN: Another Record-Breaking Year appeared first on Railway Age.

Effective immediately, Nolan will oversee legal, compliance, governance, and risk functions, ARH reported Jan. 7. She served most recently as General Counsel for Zoro Tools, Inc., a subsidiary of W.W. Grainger, Inc. Previously, she spent more than 25 years at W.W. Grainger, Inc., including as Vice President and Associate General Counsel, advising on tech and ecommerce matters, data protection and security, crisis management, global sourcing, mergers and acquisitions, intellectual property, procurement, regulatory compliance, and risk management. Nolan earned a JD from the University of Detroit Mercy School of Law and a BA in international relations and French from Michigan State University. She also completed executive leadership training at Northwestern University’s Kellogg School of Management.

Mark Sidman (Courtesy of ARH)

With more than 30 years’ experience advising short line and regional railroads, Sidman joined ARH on Jan. 1, 2013. He “has been a trusted advisor and integral member of the corporate leadership team, helping guide the company through sustained growth and reinforcing a strong foundation of governance and integrity,” according to Chicago-based ARH, whose six railroads combined handle two million-plus carloads annually in the U.S.

“Mark’s steady leadership and counsel have helped shape who we are today, and we are deeply grateful for his many contributions,” ARH CEO Peter Gilbertson said. “As we look ahead, Aimee brings the strategic mindset, operational discipline, and experience needed to help ARH scale responsibly and advance our mission in the years to come.”

ARH in 2025 appointed Mark Nuchurch as Manager of Safety and Compliance, a new role and title at the short line holding company; Michael Naatz as Chief Operating Officer; and Todd Nuelle as Chief Commercial Officer.

The post ARH Taps Aimee Nolan as CLO appeared first on Railway Age.

The order, Wabtec said, “is a major step in the Authority’s Capital Plan to revitalize the city’s transit network infrastructure and improve the capabilities and safety of its maintenance crews.”

In 2020, MTA awarded Wabtec the original $233 million contract for 25 R255s. For use on MTA New York City Transit work trains, they would replace a fleet of diesel-only locomotives built in the 1960s and 1970s. The option for 45 additional units, now exercised, had been expected to be funded through the 2020-2024 Capital Plan. They are now included in the 2025-2029 Capital Plan, in which MTA noted that approximately 44% of the NYCT work train fleet “is beyond its useful life and is due for replacement.”

MTA’s follow-on order covers the R255s, which continue to include Cummins engines (QSX15 Tier 4 Final) and Wabtec-developed battery packs, and spare parts. The locomotives (watch video below) will be built at Wabtec’s design and development center in Erie, Pa. They, too, will replace aging equipment, “offering enhanced reliability and operational efficiency while contributing to improved air quality across the network,” according to the supplier.

(Courtesy of Wabtec)

The R255 is said to benefit the MTA’s maintenance crews “by improving the working conditions, especially in the tunnels. It can eliminate emissions by utilizing battery power during subway construction, maintenance, and repairs, especially during extended periods at a work site.” The approximately 500-kWh locomotive can work in “battery-only” mode within confined work zones for up to eight hours and can move work trains when the third-rail power is deenergized, according to Wabtec. The locomotive also features cameras and video recorders to capture images of the track, lineside assets, and signaling equipment across the network, plus “onboard diagnostics to support smart maintenance practices.”

Wabtec delivered the initial R255s in May and June 2024; they underwent a series of comprehensive acceptance tests on NYCT that focused on safety, performance, interoperability, and reliability, including a capstone performance test of two R255s operating with a full train of m/w cars over the Manhattan Bridge. MTA certified their use in early 2025.

“The success of the R255 hybrid locomotive is a tribute to the strong working relationship between Wabtec and the MTA,” Wabtec Vice President for Engineering Alan Hamilton said. “Our collaboration positioned this locomotive as the ideal solution to maintain the subway system efficiently and reliably.”

Further Reading:

• Wabtec Acquires Frauscher
• Wabtec 3Q25: ‘Continued Growth in Backlog, Sales, Margin and Earnings’
• Wabtec, Vale Partner to Test Ethanol Use in Locomotives
• MTA 2025–2029 Capital Plan Gets Greenlight
• NY Governor Signs FY26 State Budget Into Law
• Kawasaki to Supply 378 More ‘B’ Division Cars to NYCT

(Courtesy of Wabtec)

The post Watch: NY MTA Exercises Option for More Wabtec R255s appeared first on Railway Age.

The Surface Transportation Board (STB) announced Jan. 7 a Notice of Proposed Rule Making (NPRM)—Eliminating Regulatory Barriers to Competition: Review of Part 1144, Docket Ex Parte No. 788—which, if finalized following public comment, will repeal a 40-year-old controversial rule imposed by STB predecessor Interstate Commerce Commission (ICC) that was intended to protect captive shippers from railroad market power abuse.

The rule to be repealed has proven for captive shippers a remedy impossible to satisfy yet promised them by Congress when it partially deregulated railroads 45 years ago in 1980 (the Staggers Rail Act). In announcing the NPRM, the STB said it “has never issued a prescription under Part 1144.”

All 3 current members of the 5-member STB—Republican Chairperson Patrick J. Fuchs, Republican Michelle A. Schultz and Democrat Karen J. Hedlund—voted in favor of the NPRM. Fuchs said of the NPRM, “This proposal would embrace market forces, enable meaningful choice for American businesses as provided under the statutes, and eliminate regulatory barriers unnecessarily stifling rail competition. By proposing to remove these regulations, the Board would return to the text of statutes that advance excellence, entrepreneurship, and innovation to support economic growth and supply chain resilience.”

Presidents Barack Obama (2016), Joe Biden (2021) and POTUS 47 (2025) each have urged federal agencies to reduce competitive barriers. The STB said the Jan. 7 NPRM “follows the March 2025 launch of the Justice Department’s Anticompetitive Regulations Task Force in response to [POTUS 47’s] Executive Order 14192, which declares a policy that federal agencies “alleviate unnecessary regulatory burdens placed on the American people.”

The rule to be repealed was born of honest intentions, but its implementation was flawed, which a brief history will explain.

When freight railroads were partially deregulated in 1980, they were mired in spreading bankruptcy, deferred maintenance and poor economic prospects owing to decades of biased public policy treating them as transportation monopolies while bestowing substantial rights-of-way subsidies on barge and motor carrier rivals that faced far less economic regulation. Although some railroads remained financially strong, railroading is a network industry where the strongest links are largely dependent on the weakest, of which there were many. Shippers able to shift modes did so.

What remained was a dysfunctional marriage between a financially teetering rail industry and victimized shippers unable to relocate or choose new markets.

A bargain was struck. Congress would loosen the economic regulatory reins on railroads, giving them greater freedom to right-size through mergers and line abandonments, and to adjust prices and practices based on market forces to win back customers. Shippers lacking effective transportation alternatives to rail (captives) would have a cop on the beat to ensure effective competition and, failing that, protections from unreasonable carrier actions.

All stakeholders agreed that competition ensures greater innovation, improved productivity and superior service quality.

Unquestionably, partial economic deregulation restored railroads to financial health—especially beneficial being redundancy-eliminating mergers that reduced the number of major (Class I) railroads from scores to just 6 today, causing the number of captive shippers to grow substantially. Not all shippers, however, found the cop on the beat as effective as promised even though the 1980 Staggers Act (49 USC 11102(c) and 49 USC 10705) authorized the ICC (now STB) to prescribe remedies where it finds them “practicable and in the public interest [or] necessary to provide competitive rail service.” And shippers saw little relief from a different competitive access statute (49 USC 10705).

This means that if a captive shipper can demonstrate a need for competitive access, the STB may prescribe a more competitive freight rate; or allow a second railroad to serve the shipper over the incumbent’s tracks; or order the incumbent railroad to interchange the shipper’s traffic to a second railroad at a convenient junction point.

As stakeholders struggled to implement the Staggers Rail Act, the National Industrial Transportation League (the nation’s largest shipper organization) and Association of American Railroads collaborated on recommendations adopted by the ICC to give specificity to the law, which the ICC did in 1985 (49 CFR 1144).

The implementation wasn’t as shippers expected. In one of the ICC’s most controversial decisions, known as the Midtec Paper, the ICC ruled in 1985 that to gain the promised remedy, a captive shipper must prove affirmatively that its railroad is engaged in, or is likely to engage in, market power abuse or anticompetitive conduct. Meeting the burden proved unobtainable; shippers won not a single case.

Years of shipper lobbying encouraged the STB to revisit its Part 1144 rule and relax the standard of proof. In 2016, the STB opened a new rulemaking (Ex Parte No. 711, Sub-No. 1) in which the STB proposed a rule that set two new regulatory standards, on a case-by-case approach but not having to demonstrate market power abuse or anticompetitive conduct.

In a dissent, Republican member Ann D. Begeman said, “How can the Board provide fair and consistent switching judgments on a case-by-case basis without creating complexity and cost impacts on the one hand, and not introducing more unpredictability to the rail network on the other?”

Notwithstanding that the STB already employed a case-by-case approach for other authorities, progress stalled as Begeman became chairperson in 2017. From 2023-2025, a renewed effort to craft an improved rule met railroad resistance and was remanded by a federal appellate court. Since, the effort has lain fallow.

Unlike prior efforts, today’s decision does not establish new regulatory standards but instead returns to the text of the Staggers Rail Act and continues the STB’s tradition of a case-by-case approach to often highly fact-specific situations.

The STB said its Jan. 7 NPRM would “restore the Board’s discretion to consider—on a case-by-case basis—the merits of each case brought before the agency under the statutory standards set by Congress. The statutes recognize that competitive access issues do not have a one-size-fits-all solution and allow the Board to consider these cases in the full context of a carrier’s operations, competitive situation, and other considerations.”

The late E. Hunter Harrison, who led four railroads—Illinois Central, Canadian National, Canadian Pacific and CSX—embraced increased shipper options such as through reciprocal switching (known as “interswitching” in Canada).

In an interview with Railway Age Editor-in-Chief William C. Vantuono in 2015, when Harrison was named Railway Age’s Railroader of the Year, Harrison said: “A lot of railroaders have been scared of the term ‘open access,’ and I don’t know why. [I]f an individual carrier … provides the right type of service for the customer, at an appropriate fair price, we have nothing to worry about. If we do not provide the service, we should not be resistant to someone [else] coming and providing that service.”

Robert G. Szabo, now retired and who served as executive director and legal counsel for Consumers United for Rail Equity (CURE)—a captive shipper organization that nearly succeeded in placing railroads more under the antitrust laws—told Railway Age, “If the STB abandons its unachievable competitive access test, this will be a great day for captive rail customers. A few competitive access cases may need to be brought to prove relief is achievable, but the real benefit will be more-robust negotiations as shippers and railroads strive to work out their transportation arrangements in the normal business marketplace.”

A currently practicing captive shipper attorney, asking not to be named, told Railway Age, “The NPRM places captive shippers and railroads more on a level playing field. However, captive shippers have been burned on this issue for so long that they are wary of the outcome.”

Railway Age Capitol Hill Contributing Editor Frank N. Wilner is author of “Railroads & Economic Regulation,” available from Simmons-Boardman Books, 800-228-9670.

The post Midtec’s Demise; Competition’s Rise appeared first on Railway Age.

Smith, who joined the company in 2009 and took the throttle as CEO in 2018, has assumed the additional responsibilities of Executive Chairman of the Board at Watco, which provides transportation, material handling and warehousing, logistics, and railcar repair and maintenance for customers throughout North America and Australia.

Baden, who previously served as Executive Vice President and Chief Financial Officer, is now Executive Vice President and Vice Chairman of the Watco Board. He has been with Watco since 2004.

Nielsen, formerly Executive Vice President and Chief Accounting Officer, has transitioned to Executive Vice President and Chief Financial Officer, overseeing finance, treasury, capital allocation, and investor relations functions. He joined the company in 2015.

Rachael Peterson remains Executive Vice President and Chief Business Officer, leading Watco’s operations, safety, marketing and communications, and people services. Nick Coomes also continues as Executive Vice President and Chief Solutions Officer, leading sales and customer solutions, project design and engineering, real estate and industrial development, and information technology. Peterson joined Watco in 2006, and Coomes in 2014.

The changes, effective Jan. 1, were “designed to further strengthen the company’s management team and support its commitment to safe customer service and long-term growth,” according to Watco, which celebrated 40 years of service in 2023.

Rick Webb (Courtesy of Watco)

“I’m honored to continue to build on Watco’s strong foundation,” Smith said. “The culture here is truly special. I’m grateful for the opportunity to work alongside this team and to help position Watco for its next chapter of success.”

Rick Webb, former longtime Executive Chair of the Watco Board, noted that he was “excited about our continued success, with Dan and his leadership team at the helm.”

“Our Watco Team continues to perform at a high level, delivering historic value creation for our customers, team members, and stakeholders,” said Webb, who was selected by Railway Age readers as an Influential Leader in 2021 and by the American Short Line and Regional Railroad Association as a Short Line Hall of Fame inductee in 2024. “These leadership changes confirm my belief that we have the best team we have ever had and the best team in the industry.”

Further Reading:

• Intramotev, Watco Forge TugVolt Commercial Agreement
• Watco Logistics Acquires Colossal Transport Solutions
• Watco Adding GLC to Small-Road Portfolio
• Developing Our Leaders

The post For Watco, Changes at the Top appeared first on Railway Age.

Dear Customers: As I shared, Union Pacific (UP) and Norfolk Southern (NS) filed their merger application with the Surface Transportation Board (STB) on Friday, Dec. 19, 2025, as we headed into the holiday. We have now reviewed the details, and what we found confirms that this merger poses serious risks to competition, service and your supply chain.

Here are some key takeaways:

• Unrealistic Growth Promises: The combined volumes of UP and NS have declined by 13% over the past decade. Yet UP now promises 12% volume growth in just three years, almost entirely from converting truck shippers to rail shippers. STB statistics show that UP already gets more of its revenue from high rates than any other Class I railroad. When this truck conversion growth doesn’t materialize, you will pay their merger premiums with higher rates.
• Gateway Commitments That Don’t Deliver: UP’s proposed protections are a Trojan Horse designed to get their application approved. BNSF’s customers have learned firsthand that CPKC gateway conditions are not effective. And the Committed Gateway Pricing concept proposed by the UP excludes almost all shippers—only 0.4% of all rail freight would be eligible. Plus, it expires within a few short years, leaving you vulnerable to monopoly pricing.
• Integration Risks: Every major rail merger has caused service disruptions. UP and NS’s “trust us” approach offers no fundamental safeguards against severe supply chain disruptions on a much larger scale. The last time UP led a merger integration in 2008, the STB had to extend its oversight period twice due to the congestion issues it caused in Chicago.

The UP-NS merger application cites over 2,000 letters of support, including about 500 from shippers—but those shippers represent less than 6% of all rail traffic on the U.S. rail network. By contrast, the Rail Customer Coalition—representing shippers responsible for more than half of all rail volume—has stated that the merger would create near-monopoly power, raising costs for manufacturers, farmers, energy producers, and ultimately consumers. Similarly, the Teamsters Rail Conference and the Brotherhood of Railway Signalmen, which collectively represent over half of rail workers, warn that the merger would reduce competitiveness and increase safety risks.

These numbers matter. The voices opposing the merger represent the vast majority of rail customers and workers who interact with UP and NS on a daily basis. As more stakeholders review the application, opposition is growing. The UP-NS application is so light on substance that several key stakeholders have already asked the STB to reject it as incomplete. Whenever the STB ultimately accepts the application as complete, it will release a timeline that includes a short comment period. This will be your chance to speak up and protect your interests.

Thank you for your continued collaboration as we work to preserve a competitive rail network. For further information and analysis on the UP-NS merger application, visit here, and we will continue to share key information as it becomes available.

Sincerely,
Tom G. Williams
Executive Vice President & Chief Marketing Officer, BNSF

This commentary first appeared on the BNSF Customer Notification webpage.

The UP-NS merger, among other key industry topics, will be discussed in detail at Railway Age’s Next-Gen Freight Rail Conference, to be held March 10, 2026, at the Union League Club of Chicago. Williams will be among the featured speakers.

Further Reading:

• UP+NS Merger Application ‘Complete’?
• BNSF, CN, CPKC, CSX, NGFA: UP+NS Merger Application ‘Incomplete’
• BNSF to STB: First Cure UP’s ‘Old Harms’
• BNSF vs. UP, Take Three
• BNSF: UP+NS ‘Costly, Unnecessary, Anti-Competitive, Bad for the U.S. Economy’

 

The post UP-NS Merger Application Filed: What it Means for BNSF Customers appeared first on Railway Age.

Northeast Rail Heritage, Inc., a non-profit dedicated to preserving equipment in the northeast that previously saved an Amtrak AEM-7, announced in January that it has acquired the only remaining Southeastern Pennsylvania Transportation Authority Silverliner III car.

St. Louis Car Company built 20 Silverliner III cars for the Pennsylvania Railroad, which entered service in 1967. These cars later operated for Penn Central, Conrail, and finally SEPTA. The Silverliner IIIs served for 45 years and were synonymous with daily commuter operations around Philadelphia. The last one was retired from service in 2012. Car 238 was set aside for preservation, but it sat forgotten for more than a decade. In 2023, it was moved to Morrisville, Pa., for scrapping. However, logistical challenges prevented its immediate destruction, giving Northeast Rail Heritage the chance to save it. In July 2025, Sullivan’s Scrap Metals donated the car to NRH, which plans to restore it to its 1990s “Yellowbird” appearance. That livery helped promote SEPTA’s Airport Line service. 

“This car represents an era of railroading that millions of Philadelphia-area riders experienced firsthand,” said Mike Huhn, NRH President. “Preserving 238 ensures that an important chapter of Philadelphia-area transportation history is not lost. Our goal is to stabilize, cosmetically restore, and interpret the car for public education and potential display.”

In December, 238 was moved from the yard in Morrisville, where it had been stored, to an SMS Rail-owned facility. SMS has agreed to store both the Silverliner and the AEM-7 until NRH can acquire its own property (as of this writing, the AEM-7 has not yet been moved to SMS). 

For more information and to learn how you can help, visit northeastrailheritage.org. 

—Justin Franz 

The post Northeast Rail Heritage Saves Silverliner III Car appeared first on Railfan & Railroad Magazine.

GATX

The acquisition of Wells Fargo’s rail operating lease portfolio by a joint venture of GATX and Brookfield Infrastructure Partners L.P. and its institutional partners (collectively, Brookfield Infrastructure) closed Jan. 1, 2026, according to GATX. The portfolio comprised some 101,000 railcars, and the purchase price was approximately $4.2 billion, reflecting the fleet count at closing. GATX said it anticipates the transaction will be “modestly accretive to earnings per share in the first full year after closing, with more substantial contributions expected in subsequent years.”

In May 2025, the joint venture partners entered into a definitive agreement to acquire the portfolio, and on Dec. 23, they announced receipt of all required regulatory clearances to complete the transaction.

“This marks an important milestone for GATX,” said Robert C. Lyons, President and CEO of GATX. “With this acquisition, we not only expand our North American platform and enhance our ability to serve customers with a more diversified fleet, but we also maintain the financial flexibility to continue pursuing investment opportunities across our global businesses. I believe the acquisition positions GATX for continued growth and value creation for our shareholders. I want to thank our partner and employees for their tireless efforts and support throughout the process. We are well positioned to ensure a seamless transition while delivering the high level of service our customers expect.”

Separately, Brookfield Infrastructure completed the acquisition of Wells Fargo’s rail finance lease portfolio, which includes approximately 22,000 railcars and about 400 locomotives, according to GATX. GATX will serve as manager of the railcars in the joint venture, as well as the finance lease railcars and locomotives directly owned by Brookfield Infrastructure.

Additional transaction details and full-year 2026 guidance will be shared during GATX’s fourth-quarter 2025 earnings call, the date for which will be announced later this month.

BofA Securities acted as the sole financial advisor to GATX and Brookfield Infrastructure. Mayer Brown is serving as legal counsel to GATX, while Skadden, Arps, Slate, Meagher & Flom LLP is serving as legal counsel to Brookfield Infrastructure.

Further Reading:

• GATX: ‘Rail North America’s Fleet Utilization Remains Strong’
• Organic Growth or Doing More With Less?
• GATX’s Lyons: 2Q25 ‘Solid Operating Performance,’ Full-Year Earnings Estimate Up
• Rail Equipment Call: Decision Paralysis Continues

Enviri /New Enviri (Courtesy of Enviri)

Philadelphia, Pa.-based Enviri on Jan. 5 reported the retirement of Chief Financial Officer Tom Vadaketh and the planned appointment of Pete Minan as CFO of New Enviri concurrently with New Enviri’s planned spinoff into a standalone publicly traded company. Minan will serve as a consultant to Enviri as New Enviri prepares for the spin-off.

Harsco Corporation in June 2023 reported changing its name to Enviri, which reflected its transformation into an “environmental solutions company that provides services to manage, recycle, and beneficially reduce waste and byproducts across many industries.” The company began trading under the NYSE ticker “NVRI” and has operated out of more than 150 locations in 30-plus countries.

Enviri’s three divisions—Harsco Rail, a global supplier for track maintenance and construction management; Harsco Environmental, an environmental services and solutions provider for the steel industry; and Clean Earth, an environmental and regulated waste management services provider—continued to operate under their existing names.

The spinoff of New Enviri will be effected in connection with the Enviri’s sale of Clean Earth to Veolia Environnement SA. According to Enviri, the Clean Earth sale “remains on track” for completion in mid-2026, and Tom Vadaketh will remain CFO of Enviri until the transactions are completed.

“We are grateful for Tom’s impact on the organization and the strength he has brought to our finance function, especially throughout our successful strategic alternatives initiative,” Enviri Chairman and CEO Nick Grasberger said. “Tom is guiding the company through a time of significant change, providing steady leadership, technical expertise, and disciplined financial stewardship, and leaving a legacy of financial discipline, increased engagement, and professional development for our finance team. He has positioned the company well for its next chapter, and we wish him well in his retirement.”

“I am pleased to welcome Pete back as the CFO of New Enviri as we position Harsco Environmental and Rail for success and build a company that creates value for shareholders and customers,” said Russell Hochman, Enviri President and Chief Operating Officer and CEO designate of New Enviri. “Pete’s financial acumen, deep understanding of our businesses, and strategic mindset make him the ideal financial leader for New Enviri.”

“Harsco Environmental and Rail are market-leading providers of innovative solutions for the steel and rail industries, and they have a significant opportunity to drive enhanced financial performance and sustainable growth under their new company structure,” said Pete Minan, who joined Harsco Corporation as CFO in October 2014 and served in the role for seven years until his retirement in October 2021; he returned to Enviri on an interim basis as CFO in August 2022 and served through October 2023. “I am eager to hit the ground running and look forward to partnering with Russell and the leadership team to ensure a successful and seamless separation and to create value for our New Enviri shareholders.”

Additional members of New Enviri’s leadership team, as well as its Board of Directors, will be announced at a later date, according to Enviri, which noted that it “expects to file a Form 10 registration statement for New Enviri with the U.S. Securities and Exchange Commission in connection with the New Enviri spinoff, which remains subject to satisfaction of customary closing conditions.”

TX Rail Products TX-Rail-Investor-Presentation-2025DecemberDownload

TX Rail Products, an Ashland, Ky.-based supplier of rail and rail products to the U.S. coal mining industry, short lines and tunneling contractors, has issued shares of its no par value common stock in a private placement transaction.

“Under the terms of the placement, the company issued 6,000,000 shares of no par value common stock at $0.30 per share to a single institutional investor for gross proceeds of $1.8 million,” TX Rail Products reported Jan. 5. “As part of the transaction, the investor also has the right to purchase 4,000,000 shares of the no par common stock at a price of $0.50 per share for a period of 36 months. Both the initial investment and the warrant exercise price represent a premium to the current market price of $0.2450 per share as of the close of trading on Dec. 23, 2025.”

TX Rail Products said it plans to use the proceeds for working capital purposes.

“This additional capital strengthens our balance sheet and positions us to secure the inventory needed to meet growing customer demand,” TX Rail Products Chairman and CEO William “Buck” Shrewsbury said. “With clear visibility into our order pipeline, we can strategically build inventory and take advantage of current market opportunities. Furthermore, this transaction reflects investor confidence in our growth trajectory and long-term value creation.”

The post Supply Side: GATX, Enviri/New Enviri, TX Rail Products appeared first on Railway Age.

BNSF

BNSF has delivered the first load to its new intermodal ramp in Oklahoma City, carrying freight for customer Hobby Lobby, the Class I announced via a social media post. Locomotive Engineer Dane Sargent and Conductor Kolic Edwards brought it home on Dec. 31.

(BNSF via X)

The new 42-acre facility is a result of BNSF’s partnership with the retailer, which was looking for more efficient movement of its loaded containers from the ports of Los Angeles/Long Beach to the network of Hobby Lobby distribution centers in OKC.

(BNSF via X)

Other business will also be able to use the facility for export to the West Coast.

UP

UP recently announced that GPS tracking, developed by supply chain technology partner Blume Global, is now embedded in the Class I’s 53-foot EMP and UMAX domestic containers, which are owned in partnership with other Class I railroads.

Together, the combined fleets represent the largest GPS-enabled, rail-owned container fleet in North America, according to UP. Central to the upgrade is Blume’s enhanced GPS intermodal platform, providing customers with real-time, smarter visibility into their shipments.

Key benefits for customers:

• “Real-time notifications for critical deliveries.
• “Instantaneous alerts for load/empty and location status, reducing street dwell time (the time period a container is outside of the ramp in the customer’s possession, either loaded or empty).
• “Customized geofencing, technology that creates virtual boundaries around real-world locations to enhance street visibility for optimal asset utilization.
• “Streamlined communication, resulting in fewer phone calls and manual updates.
• “Application Programming Interface (API) connectivity for full data integration.”

These tools, UP says, “help customers resolve issues faster, plan more effectively and reduce manual follow-ups, leading to an enhanced and reliable shipping experience.”

“This is another meaningful step as we deliver the best customer experience possible,” said Kenny Rocker, Executive Vice President-Marketing and Sales, Union Pacific Railroad. “By combining GPS-enabled containers with real-time data and smarter visibility tools, we’re providing the transparency and reliability our customers depend on.”

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

Metro Transit (Courtesy of Metro Transit)

Metro Transit last month reported that its 55 new Siemens Mobility S200s are in the design phase, with the first deliveries arriving in 2027 from Siemens Mobility’s Sacramento, Calif., plant. The new vehicles—ordered in 2023 under a $390.4 million contract—will replace the current MetroLink fleet, also supplied by Siemens.

The 46-mile MetroLink light rail system includes 38 stations in Missouri and Illinois. Trains operate daily from before 5 a.m. to about 1 a.m. (Courtesy of Metro Transit)

“These cutting-edge LRVs will bring major upgrades in technology, safety, comfort, and rider experience, setting a new standard for transit in our region,” Metro Transit said. “From advanced operator systems to modern amenities, this fleet renewal is a milestone moment for Metro Transit and for the riders who rely on MetroLink every day.”

(Rendering Courtesy of Siemens Mobility)

Metro Transit in 2023 was awarded a $196.2 million grant from the Federal Transit Administration to help fund the replacement of its 75 aging LRVs, which have been in operation since the 1990s.

Click here for more on the LRVs via a KTVI Fox 2 interview with Taulby Roach, President and CEO of Bi-State Development, which oversees Metro Transit, Gateway Arch Riverfront, St. Louis Downtown Airport, and St. Louis International Freightway.

Further Reading:

• St. Louis Metro Transit 3-D Parts Printing Saves Big Bucks
• St. Louis Metro Transit Debuts MetroLink Security Gates

PATH  (Courtesy of PANY/NJ)

PATH on Jan. 5 reported setting a new single-day post-pandemic ridership record: 246,594 passengers on Nov. 20. The previous record of 243,848 riders was set two months prior. Also, in November 2025 the rapid transit system carried approximately 5 million riders. That was up 3.1% from November 2024 and represented 76.2% of the pre-pandemic November 2019 level.

Average weekday ridership in November was 210,325 passengers, the fourth highest for any month since the pandemic, according to PATH. That was 6.5% higher than average weekday ridership in November 2024, it said. November 2025’s average Saturday ridership of 117,658 was up 9.6% from November 2019, and average Sunday ridership of 84,149 was up 9.2% from November 2019.

PATH carried 55.6 million riders in the first 11 months of 2025. That total surpassed the prior-year period by 6.1%.

PATH reached 75% of pre-pandemic ridership in October.

Further Reading:

• PATH: $2.6B Capital Plan for 2026-2035
• Garcia Tapped to Lead PANY/NJ

MBTA  MBTA provides subway, bus, Commuter Rail, ferry, and paratransit service to eastern Massachusetts and parts of Rhode Island. (Courtesy of MBTA)

MBTA on Jan. 5 reported setting milestones in leadership, infrastructure upgrades, accessibility improvements, and technology and data enhancements in 2025. Among them:

• In October, Massachusetts Gov. Maura Healey named MBTA General Manager Phillip Eng as Interim Transportation Secretary.

• “After 19 years of steady improvements to the accessibility of its system, the MBTA has fulfilled a substantial amount of its obligations under the 2006 Joanne Daniels-Finegold, et al. v. Massachusetts Bay Transportation Authority Settlement Agreement,” the transit agency said. As a result in December, court-appointed independent monitor Judge Patrick King concluded his oversight role.

• Wellesley Square Station opened in February as Wellesley’s first accessible Commuter Rail station.

• West Medford, Franklin, and Walpole stations reopened with accessible upgrades in March.  

• The new and fully accessible North Wilmington Station opened in June.

• Renovations and accessibility upgrades were completed at Winchester station, which reopened over the summer.

• Accessibility upgrades were completed in August at Natick Center Station through the use of freestanding mini-high platforms.

• Haverhill Station fully reopened in June for regular train service following the complete replacement the South Elm Street Bridge.  

• Design and/or construction activities continue to advance that include accessibility upgrades at more than 35 stations across both the MBTA’s subway and Commuter Rail network.

• MBTA work crews installed a temporary platform as part of the Foxboro Station Improvements project to allow the permanent upgraded platform construction to begin in advance of operating train service to and from the FIFA World Cup games. MBTA also began preparing to welcome fans from all over the world with an online World Cup Guide available at MBTA.com/WorldCup.

• MBTA’s Bridge and Structures team upgraded a number of bridges. Work included a $145 million project to complete the High Line Bridge, which carries the Lowell Line over an access road, High Line, and the railroad yard in Somerville between North Station and West Medford; substantially completing the replacement of the 100-year-old-plus South Elm Bridge that carries the Haverhill Line over South Elm Street between Bradford and Haverhill stations with a modern structure as part of the $22.5 million project; completing the replacement of the 100-year-old-plus East Street Bridge in Dedham with a modern, taller structure as part of the $23.3 million project; and completing final work toward the $40 million project to replace the Dorchester Avenue Bridge.

• MBTA installed 133 new digital screens in subway stations and busways. 

• MBTA overhauled its service quality reporting pipeline across bus and rail transit, which it said “empowered internal teams to identify opportunities for improvements, drove public reporting dashboards, and gave external developers and partners more reliable open data about historical service performance.”

• “Open real-time data was improved this year to best inform riders about more types of service changes and disruptions more quickly,” MBTA reported. The transit agency now identifies and publishes Green and Mattapan line trains not able to accept riders, and publishes Commuter Rail cancellations across all apps, including MBTA Go. MBTA also invested in internal tools that allow updates to MBTA.com and other trip planners more quickly during planned service changes.

Outbound MBTA New Bedford Line train #2021 (left), and Fall River shuttle train #1971 (right, providing a timed connection to #2021), at East Taunton station. Wikimedia Commons/4300streetcar

• South Coast Rail (SCR) service began March 24. The more than $1 billion project brought passenger service to the communities of Taunton, Freetown, New Bedford, Middleboro, and Fall River for the first time in 65 years on the Fall River/New Bedford Commuter Rail Line. Free weekend SCR service and parking were also provided through March and April.

• Beginning with fall service changes, all subway lines and eight frequent bus routes offer extended service on Fridays and Saturdays with five of the MBTA’s most frequent bus routes with the highest number of later riders offering extended service every day of the week. Trip end times for these lines and routes are about one hour later compared with past service end times. To encourage riders to take advantage of the extended service, all subway lines, bus routes, ferries, Commuter Rail lines, and the RIDE trips were free on Fridays and Saturdays beginning at 9 p.m. through the end of service during five weekends in September and October.  

• MBTA increased scheduled weekday trips across all subway lines. For the Orange Line, there was an 18% increase in the number of scheduled weekday trips from 360 last winter (2024-2025) to this winter (2025-2026), which reduced the time between AM and PM peak trains from 5.9 minutes to 4.8 minutes. For the Red Line, there was a 10% increase in the number of scheduled weekday trips from 406 last winter (2024-2025) to 448 this winter (2025-2026). For the Blue Line, there was a 5% increase in the number of scheduled weekday trips from 400 last winter (2024-2025) to 418 this winter (2025-2026).

• In March, Red Line Braintree Branch speeds were restored to 50 mph for the first time in 20 years, following work by MBTA’s Maintenance of Way Department.  

• In August, Orange Line trains began traveling at its maximum speed of 55 mph (up from 40 mph) between Oak Grove and Assembly Station for the first time ever, following the restoration of track in this area.  

• MBTA improved Orange Line train bunching at each end of the line with schedule changes throughout the year and new drop-back procedure changes (Monday through Friday during AM and PM peak periods) starting in December.

• MBTA’s Office of Quality, Compliance & Oversight closed eight Corrective Action Plans (CAPs) covering content across nine Findings as well as one of the eight Special Directives from the Federal Transit Authority’s (FTA) Safety Management Inspection (SMI). This brings MBTA’s SMI completion percentage to 74% of the Findings closed overall (up 27% from 2024). According to MBTA, notable closures include: The special directive on Lapsed Certifications, in which MBTA “completely overhauled its approach to and monitoring of key professional certification milestones and ensuring employees are properly trained to perform their jobs”; MBTA’s Safety Management System implementation, “including significant work to better collect, validate, and use safety data, and a program to better track and mitigate safety risk collaboratively across the organization”; and the Workforce Recruitment and Hiring Plan, “which built on the workforce assessment, formalized the MBTA’s commitment to the workforce, and ensured the MBTA has the right people and skills in place to set up the workforce for success.”

• In June, MBTA awarded the Green Line Train Protection System (GLTPS) contract to Piper Networks following its successful completion of demonstration phase testing. Since that time and throughout the rest of the year, MBTA said that crews installed GLTPS equipment along Green Line tracks and onboard vehicles, with Phase 1 of the project on track to be operational in summer 2026.  

• In October, MBTA announced that it would bring vehicle overhaul work in-house, which would “save tens of millions of dollars, increase the internal workforce, and improve quality and oversight.” For years, MBTA outsourced bus and train overhauls to contractors out of state. MBTA said it is currently preparing facilities and its workforce to tackle major vehicle work on premise and to stimulate the local economy. In winter 2025-2026, MBTA said it is anticipating the full production of its first in-house bus overhaul, which will include 175 vehicles at their mid-life point. A bus overhaul program of this size executed in-house is anticipated to save $73 million, according to MBTA.

• In December, MBTA received its 152nd new Orange Line car, the final car of the new and expanded Orange Line fleet. The transit agency said it also conditionally accepted 28 new Red Line cars, bringing the total to 52 (of 252). An additional six Red Line cars are scheduled to be put into passenger service following conditional acceptance, MBTA said. 

(Courtesy of MBTA)

• Pilot vehicle carshells for the new Type 10 Green Line fleet were on track to be completed by the end of 2025 in Elmira, N.Y., with Pilot 1 in final assembly and on track to be completed December 2025. MBTA said the pilot cars are expected to be delivered next year with the full Type 10 fleet delivery expected in 2031.

• The last of 83 Hyundai Rotem bi-level coaches for Commuter Rail service were conditionally accepted and entered passenger service in February. Production is currently under way for an additional 80 Hyundai Rotem bi-levels, the first of which are anticipated for delivery in fall 2026.  

• In September, fare engagement representatives began issuing formal warnings and citations to riders who have not tapped at a fare gate or farebox at downtown stations and onboard vehicles. Beginning this winter, these representatives will expand to cover more stations, focusing on those with high ridership and transfer points, according to MBTA.

• Commuter Rail fare gates at South Station went into operation at the end of December. “The gates improve fare collection, replace platform ticket checks, and create a more consistent fare-paying experience for passengers across transit modes,” MBTA said.

• In May, MBTA and Keolis Commuter Services launched an alternative fuel pilot utilizing renewable diesel for some locomotives. “The pilot includes all locomotives that lay over at the Newburyport Commuter Rail facility, which are now being fueled with Hydrotreated Vegetable Oil (HVO),” MBTA said. “HVO is a more sustainable alternative as it’s made from vegetable oil and animal fats and emits less carbon than fossil diesel.”

• Transit Oriented Development (TOD) is supporting projects in planning and construction that include more than 14,900 housing units in 240-plus projects across the MBTA system. The 700-foot Hines tower over the South Station Commuter Rail terminal was completed in September, providing a new covered concourse for the Commuter Rail/Amtrak terminal. Above the terminal, the new Bus Terminal Expansion project reached substantial completion in October. The new bus concourse adds 12 new intercity bus berths to the existing terminal. South Station fare gates were installed and operational in December. Back Bay Station concourse improvements kicked off in 2025 and will continue until 2027, MBTA reported. The $37 million in improvements are funded through a lease agreement with a private development partner, Boston Properties.

• MBTA developed a new full-day accessibility training for Operations Control Center dispatchers; delivered multiple large-scale training courses outside of the traditional training scope, including for Advance Mobile Flagging (AMF), Bus Network Redesign (BNR), External Dispatchers, and the Operations Testing and Inspection Program (OTIP); created and delivered a Hi-Rail Training course for contractors to support diversion work; implemented a Power Line Repairer training and Apprenticeship program, in collaboration with Local 104; and created and delivered a new three-day Switching class to Engineering & Maintenance employees. 

“I’m proud of the MBTA workforce for their efforts that have enabled the MBTA to continue to deliver improved and more reliable service across all modes, giving our riders more frequent service and time back in their day with shorter travel times,” Phillip Eng said. “I want the public to know that we will continue to carry that same focus, discipline, and urgency into 2026. Under the leadership of Governor Healey, Lieutenant Governor Driscoll, and their Administration, we are following through on our commitment to provide a safe mass transportation system that the public and businesses can rely on. With the support of the Legislature, partners across all levels of government, public transit advocates, community leaders, and most of all, the riding public, we are committed to continuous improvement, delivering meaningful projects and service in the most cost effective and efficient manner. I’m honored to work side by side with our dedicated workforce of over 8,000 employees and our industry partners as we head into 2026 and beyond.”

Further Reading:

• MBTA Shortlists Three Commuter Rail Operator Teams
• MBTA: $850MM to Enhance Safety, Reliability

The post Transit Briefs: Metro Transit, PATH, MBTA appeared first on Railway Age.

Marmon Rail on Jan. 5 introduced Transco Rail Services, a unified repair identiy within the company’s family that brings together UTLX Field Services, Procor Field Services, and Transco Fixed Repair Shops under one name. Effective Jan. 1, the company began using Transco Rail Services on all communications and customers can expect to see the new logo for the organization phased in on employee uniforms and facilities.

The result, Transco says, gives railcar owners and shippers a single, clearly branded partner for shop repairs, on-site repair programs, mobile railcar repair, and mobile tank car cleaning—delivered with the same safety, compliance, and quality standards customers already rely on.

“Customers have asked for a simpler way to engage our network,” said Bob Nelson, Group President, Transco Rail Services. “Transco Rail Services answers that with one identity, one standard, and clear accountability—so it’s easier to schedule work, reduces handoffs, and keep fleets in service.”

The new identify, Transco says, “reinforces an integrated approach already in place across North America: customers can configure the right mix of on-site support and fixed-shop capacity to fit their unique fleet needs—now under a single name that makes doing business easier.”

“As we launch this new name, what doesn’t change are the people and practices behind it,” said Craig Rioux, President, Transco Shop Services “Our safety programs and disciplined quality procedures remain the foundation of every job we do—no exceptions.”

UTLX and Procor remain Marmon Rail’s brands of record for manufacturing, full-service leasing, and leased fleet repair. Transco Rail Services will continue to deliver on-site and mobile repair services for the UTLX PROX fleet, “streamlining engagement while maintaining the same rigorous standards for safety, compliance, and performance.”

“This is about clarity, not disruption,” said Jay McGill, President, On-Site and Mobile Services. “Transco Rail establishes a single, accountable repair identity for our on-site and mobile operations. We will continue to provide repair services for UTLX and Procor fleets while also supporting the broader railcar owner community—delivered with even greater simplicity.”

The post Marmon Rail Introduces Transco Rail Services appeared first on Railway Age.

Dallas, Tex.-based Trinity Industries, Inc. (Trinity) on Jan. 6 reported completing a “strategic restructuring” of its railcar investment partnerships with Napier Park, which is described as “an alternative credit platform.” As a result of these transactions delivering an anticipated 2025 EPS impact of $1.50, Trinity said it is raising its full-year EPS guidance to a range of $3.05 to $3.20.

According to Trinity, before the restructuring was completed on Dec. 30, 2025, it held a 43% stake in TRIP Rail Holdings LLC, which owned more than 17,000 railcars through its subsidiaries Tribute Rail LLC (Tribute) and Triumph Rail LLC (Triumph). Trinity also owned 31% of RIV 2013 Rail Holdings LLC (RIV 2013), which owns more than 6,200 railcars via its subsidiary TRP 2021 LLC (TRP 2021).

“Through this transaction, Napier Park acquired 99.8% ownership of Triumph’s immediate parent company, Triumph Rail Holdings LLC (Triumph Holdings), and Trinity acquired sole ownership of RIV 2013 and TRP 2021,” reported Trinity, which provides railcar leasing and management services, railcar manufacturing, railcar maintenance and modifications, and other railcar logistics products and services. “TRP 2021 and Triumph hold similarly diversified railcar fleets with attractive, below-market interest rates on their debt with anticipated repayment dates in 2027.”

(Courtesy of Trinity)

Trinity said that it now wholly owns RIV 2013 and 0.2% of Triumph Holdings, while Napier Park owns 99.8% of Triumph Holdings. Tribute, it noted, remains a subsidiary of TRIP Holdings under the current joint venture ownership structure, with Napier Park owning 57% and Trinity owning 43% of TRIP Holdings.

In the fourth quarter, Trinity said it “preliminarily expects to recognize a non-cash pre-tax gain of approximately $190 million from the sale of its equity stake in Triumph Holdings, which highlights the intrinsic market value of Trinity’s lease fleet above book value and the long-term appreciation of rail assets.”

“This transaction demonstrates the strength of our investor partnerships and that railcars are ideal investable assets for private capita,” Trinity Chief Financial Office Eric Marchetto said. “Napier Park began investing with Trinity in 2013 and is our longest-standing RIV partner. During this time, it has contributed $850 million in equity and have grown its invested fleet to 33,000 railcars. We look forward to expanding our partnership with Napier Park and leveraging new opportunities for long-term growth.”

“I want to congratulate the team on this successful restructuring,” Trinity President and CEO Jean Savage commented. “This partnership proves the value creation that comes from railcar management and the strength of the Trinity platform.”

Further Reading

• Trinity Refinances Outstanding Debt, Renames Subsidiaries
• Trinity’s Savage: 3Q25 Results Highlight ‘Agility and Strength’
• Trinity’s Savage: 2Q25 Results Highlight ‘Robust Performance’
• For Trinity, 1Q25 Reflects ‘Strength, Resiliency’
• Modal Conversion, One Load at a Time
• For Trinity, ‘2025 Performance Will Demonstrate the Strength of Our Platform,’ Savage Says

The post Trinity Completes Railcar Partnership Restructuring, Raises EPS Guidance appeared first on Railway Age.

Igoe, whose appointment follows last week’s announcement that Ray Goss will retire as President, will assume responsibility for transportation, mechanical, engineering, and day-to-day network performance across R.J. Corman’s short lines. He previously served as Executive Vice President of Operations at BNSF Railway, a position he has held since January 2021.

“We are absolutely thrilled to welcome Matt to our executive team. His proven track record in the railroad industry is unparalleled, and we are confident that his vision and expertise will accelerate our growth and enhance our service offerings across the board. This is a game-changing moment for our company and for our customers,” said R.J. Corman Railroad Group President and CEO Justin Broyles.

Before joining BNSF in 1998 as a management trainee, Igoe served as an officer in the U.S. Army. He holds a Bachelor of Arts in Biology from Canisius College and an MBA from Northwestern University’s Kellogg School of Management. 

Igoe’s career, “marked by rapid progression through key operational and strategic roles at BNSF, combined with his military leadership experience, uniquely positions him to drive excellence in safety, operational performance, and employee engagement across our organizations,” R.J. Corman said.

“I’m excited to join R. J. Corman and lead a team that is passionate about safety, service, and innovation. My focus will be on delivering operational excellence, supporting our employees, and partnering with customers to create value. This is an incredible opportunity to build on R. J. Corman’s excellent reputation as a valued partner and help shape the future of short line railroading,” said Igoe.

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