Genesee & Wyoming Inc. INTERCHANGE Magazine

Volume 27 Number 3, 2021

Interchange Genesee & Wyoming Inc.

The Bay Line Railroad Overcomes Major Hurricane to Grow Business Also: n Fertilizer n General Motors n Freightliner Jumbo Aggregates Trains

Table of Contents Features

Fertilizer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Interview with Tom Ciuba . . . . . . . . . . . . . . . . . 6 General Motors. . . . . . . . . . . . . . . . . . . . . . . . . 8 The Bay Line. . . . . . . . . . . . . . . . . . . . . . . . . . 10 Snapshot Alabama . . . . . . . . . . . . . . . . . . . . . 14 Around G&W

Southern Region . . . . . . . . . . . . . . . . . . . . . . . 15 Canada Region . . . . . . . . . . . . . . . . . . . . . . . . 18 Northern Region . . . . . . . . . . . . . . . . . . . . . . . 20 Western Region . . . . . . . . . . . . . . . . . . . . . . . . 24 Engineering Services . . . . . . . . . . . . . . . . . . . . 28 UK/Europe Region . . . . . . . . . . . . . . . . . . . . . 31

Volume 27, Number 3, 2021

Interchange Genesee & Wyoming Inc. 20 West Avenue Darien, CT 06820

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Tel: 203-202-8926 Email: interchange@gwrr.com © 2021 Genesee & Wyoming Inc. All rights reserved.

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Cover: The Bay Line Railroad (BAYL) outside Fountain, Florida The terms “Genesee & Wyoming,” “G&W,” “we,” “our,” and “us” refer collectively to Genesee & Wyoming Inc. and its subsidiaries and affiliated companies.

From the CEO As 2021 draws to a close, I’d like to reflect on all we have accomplished in our second year of operations during the COVID-19 pandemic. Our team has drawn closely together and done an excellent job serving our customers and supporting our local economies. At a time when many of our people are tired, the job market is tight and COVID-related disruptions are frequent, we have seen example after example of G&W railroaders stepping up to keep our trains and operations moving smoothly.

At the same time, all of our railroad support functions have adapted to changing work environments and maintained high levels of productivity.

I want to thank all of you for your hard work and commitment to G&W. I’d also like to extend a special year-end thank you to the G&W Human Resources team for their tremendous 24/7 dedication over the past two years. For example, our North American HR team’s responsibilities have grown to include case management of our now 842 COVID-19 infections and 2,426 quarantines since March 2020 as well as the hiring of more than 750 new employees this year alone. Keep in mind, all of this has been accomplished on top of their regular day jobs. Whether your HR representative is in the field, in a regional office or in a corporate office, please join me in extending your appreciation.

Our company is built on the hard work of thousands of outstanding people, and we are focused on fostering a work environment in which every employee can thrive. We recently completed an employee engagement survey as well as focus groups regarding diversity, equity and inclusion at G&W. Our goal is to identify our strengths and weaknesses and then take specific steps to become an even better place to work.

In 2022, you will see us roll out several initiatives based on the feedback we received. For example, many employees voiced a desire for better communications across the organization, so I plan to deliver quarterly business updates. Other employees expressed a desire for an environment in which more diverse viewpoints can be heard, so we will form employee engagement groups to determine how we can be more inclusive.

One area for improvement in 2022 will be safety, given that our yearto-date injury frequency rate of 1.11 is short of our 2021 goal of 0.75.

However, there are reasons for optimism. First, our human factor incidents (HFIs) are 25% better than last year, which means we are doing a good job reducing the number of incidents that might result in injury.

Second, our FRA-reportable derailments are 59% lower than last year, as the quality of our track infrastructure and inspections has never been better. As we turn the page to the new year, I look forward to what we will accomplish.

G&W’s business has rebounded nicely in 2021, with year-to-date revenues 7% ahead of our plan. While our carload improvement has been widespread, important contributors include agricultural products, chemicals (see page 3 for an article on G&W’s fertilizer business), lumber and forest products (read about the Western Region’s increase in lumber traffic on page 25), metals (learn about Buffalo & Pittsburgh Railroad’s service to Republic Steel on page 20) and waste.

Our UK/Europe business has been slower to recover from the pandemic partially due to delayed reopening, but recent intermodal and bulk carload trends are promising. In addition, our recent expansion at London Gateway Terminal (see page 31) and a weekly wine train from London to Daventry should have a near-term positive impact on the business.

The past two years have demonstrated that G&W employees can be adaptable, agile and resourceful in the face of any challenge. With the holiday season upon us, it’s a fitting time for me to extend sincere gratitude to every single one of you for keeping our trains moving and our customers served. I hope that quality time with loved ones will help you rest and recharge, and I look forward to seeing you in the new year.

Please stay healthy and safe.

Jack Hellmann December 9, 2021

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COMMODITY PROFILE

Fertilizer: Nourishing the Crops That Nourish the World

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Farmers are marvels of productivity.

On average, U.S. farms feed the equivalent of 166 people annually both at home and abroad, according to the American Farm Bureau Federation. Today, American farmers are able to grow more than twice as much food on the same amount of acreage as their predecessors did just 40 years ago.

Much of that remarkable productivity is attributable to modern innovations, such as genetically modified seeds that make crops resistant to diseases and weather conditions, high-tech combines designed to maximize harvest yields, advanced weather technologies that enable farmers to operate more efficiently, and satellite imaging that allows crop conditions to be monitored remotely.

In today’s technology-driven world, however, it is easy to overlook the importance of fertilizer, which has been used by farmers for centuries to bolster agricultural production. Fertilizer is critical to farm productivity because it restores the nutrients in topsoil after a crop has been harvested. In other words, fertilizer helps nourish the crops that nourish the world.

Just as farmers need fertilizer to maximize crop yields, the fertilizer industry needs railroads to help move its products to farm communities.

Toledo, Peoria & Western Railway (TPW) crossing the Tippecanoe River at Monticello, Illinois Genesee & Wyoming Interchange 3

More than 50 G&W railroads have hauled fertilizer, in either solid or liquid form, for customers so far in 2021.

Key Commodity for G&W

Efficient and Effective Access to Markets

Thanks to G&W’s extensive U.S. footprint, the company’s roads are important links in the fertilizer supply chain. More than 50 G&W railroads have hauled fertilizer, in either solid or liquid form, for customers so far in 2021. Topping the list is the Northern Region’s Tazewell & Peoria Railroad (TZPR), with Toledo, Peoria & Western (TPW) and Huron and Eastern (HESR) railways not far behind.

Together, TZPR and TPW move approximately 3,500 carloads of liquid and non-liquid fertilizer per year, serving local and national markets. Their fertilizer customer base is wide-ranging, with Growmark and Mosaic among the largest in terms of volume.

Based in Bloomington, Illinois, Growmark is an agricultural cooperative serving fertilizer customers across the U.S. and Canada. Its core members, however, are cooperatives in Illinois, Iowa and Wisconsin. Mosaic, a publicly traded company headquartered in Tampa, Florida, produces both branded and unbranded fertilizer products for customers in North and South America.

“TZPR and TPW cover approximately 200 miles, serving customers from Peoria, Illinois, to Kokomo, Indiana,” says Eric Thurlow, director of sales and marketing for G&W’s Northern Region railroads. “A strength of these two railroads is that they provide our fertilizer customers – and others – with a direct connection to a large number of Class I and other railroads. This connectivity, coupled with their proximity to Chicago, provides shippers of fertilizer and other commodities with an efficient and effective way to access Chicago markets. It also offers customers a viable way to ship goods throughout the Midwest, while avoiding the congestion of the Chicago rail network.”

In addition to their connectivity, another selling point is the safety culture of the two roads. TZPR achieved 13 years injury-free in April, while, through November, TPW has seen no increase in its number of human factor incidents compared to the same period in 2020.

Tazewell & Peoria Railroad (TZPR) entering Creve Coeur, Illinois

CONNECTIVITY a Competitive Advantage for TPW and TZPR

HESR Fertilizer Business Growth Sargent Docks & Terminals, a warehousing company based in Saginaw, Michigan, is HESR’s long-time and top fertilizer customer. Last year, HESR delivered approximately 650 carloads of inbound fertilizer to Sargent.

HESR’s business with Sargent has grown significantly over the years, according to Sarah Pawlanta, HESR sales and marketing manager. “We have a great working relationship with Sargent,” she says. “They understand the railroad industry, we understand their business, and we mutually appreciate the value each party brings to the partnership.”

Sargent also values HESR’s approach to safety, according to Pawlanta. “Sargent is absolutely aware of the emphasis that HESR places on safety,” says Pawlanta. “They always have the proper protection when we are doing routine maintenance and upgrades to track. And they work extremely well with our operating team during safety inspections, quickly resolving any issues we find.”

Strong Crop Prices Boost Fertilizer Sales Strong crop prices typically lead to a strong fertilizer market. That can mean good things for G&W’s fertilizer business.

“Crop prices are predicted to trend higher in the coming months,” says Pawlanta. “Favorable crop prices generally increase the willingness of farmers to invest in fertilizer. Based on those predictions, I feel good about the prospects for G&W’s fertilizer business in the coming months.” n

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A strength of both Toledo, Peoria & Western Railway (TPW) and Tazewell & Peoria Railroad (TZPR) is that they directly connect with a large number of other railroads, according to Eric Thurlow, director of sales and marketing for G&W’s Northern Region railroads.

Here is a list of the railroads that connect with both: n BNSF Railway (BNSF) n Canadian National (CN) n CSX n G&W’s Illinois & Midland Railroad (IMRR), which connects to Kansas City Southern (KCS) n Iowa Interstate Railroad (IAIS), which connects to Canadian Pacific Railway (CP) n Keokuk Junction Railway (KJRY) n Union Pacific Railroad (UP)

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EXECUTIVE Q&A

Tom Ciuba, Vice President of Communications

Tom Ciuba was appointed Vice President of Communications on September 1.

He joined G&W in 2014 as Corporate Communications Manager, primarily overseeing internal communications, and took on additional responsibility for marketing and business development support when he was promoted to Director of Corporate Communications in 2019. Prior to G&W, Tom spent three years at the Connecticut Bar Association and another three at global chemical company Chemtura, where he created an award-winning Safety Month campaign that has been adopted at G&W. He recently sat down with Interchange to discuss the role of communications in the company’s operations.

What are the objectives of G&W’s communications function?

Ciuba: The Communications Department has two main objectives.

The first is to keep employees informed about the company’s safety performance, our success in the marketplace, HR information and company initiatives such as OneG&W and OnePlan, among other things. The second objective is to safeguard our reputation among and convey messages to key external audiences, including current and potential customers, governments, investors, the media and the communities where we operate. We want these audiences to see G&W roads as providing the safest and most efficient transportation service in the marketplace today. This helps grow our business, attract and retain

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the most talented employees, secure funding and support from elected officials and grant programs, and maintain a level of trust among the general public.

What are the most effective ways of reaching G&W employees?

Ciuba: Employee communications can be challenging because many of our railroad employees, the largest segment of our workforce, do not have a company email address. As a result, we rely, in large part, on local management and HR to convey information to those employees. But we also need to be creative to ensure the message gets cascaded.

Our digital signs and Crossties intranet site are the most utilized media. We work hard to keep them updated with the most recent executive messages, safety updates, company performance metrics and HR information, including service anniversaries as well as promotion and new-hire announcements.

I’d be remiss if I didn’t mention Interchange magazine. Interchange effectively keeps employees across the company apprised of what’s going on within the corporation, within our regions, at our specific railroads and in the marketplace.

Do you emphasize one external audience over another?

Ciuba: G&W prioritizes safety and customer service.

So, we invest a lot of time leveraging that when communicating to current and potential customers. We’re constantly looking to educate businesses on how G&W can meet their transportation and logistics needs, even if they aren’t located along a railroad.

For example, we work with the marketing and sales teams to develop materials, such as one-page fact sheets, case studies and press releases, that position G&W roads as viable freight transportation providers.

Interestingly, maps are among the most effective marketing tools. They enable potential customers to visualize Class I interchanges and highway locations as well as towns/markets through which a particular G&W railroad might pass.

We also work closely with the industrial development and transload teams to generate new business.

Together, we recently enhanced a tool on G&W’s website that enables current or prospective customers to identify industrial sites or parks where they could set up shop and be serviced by a G&W road.

Is the communications team involved at the regional level or with individual G&W roads?

Ciuba: We support all levels of the organization, including regions, individual railroads and all corporate departments/functions.

For example, if a railroad has a success it wants to celebrate, we’ll craft a memo, story or digital signage slide that can be shared across the entire road. If there’s regional relevance, we’ll disseminate that information across that railroad’s operating region as well.

What role did the Communications Department play in G&W’s new website and intranet?

Ciuba: We managed both projects from inception through launch. For the website, we engaged a fullservice web-development firm known for its best practices in design, usability and security. We spent months determining how G&W services could be better presented to both current and prospective customers as well as how the site could seamlessly function across all devices – from desktops and laptops to mobile phones and tablets. We also took time to refresh some language and create new content that more thoroughly describes our expertise.

With Crossties, our new intranet, we worked with IT to select a fresh design and build an infrastructure that allows us to organize content in a streamlined, intuitive way. We then worked with each G&W department to determine which content from the old intranet was still relevant and where updates were necessary.

Then, the content was updated or reorganized for ease of use and manually uploaded to the new site in a process that took about 40 hours.

What do you see as the top two opportunities for the Communications Department over the next 12 months or so?

Ciuba: Our biggest opportunity is to work more closely with our sales teams to expand our marketing communications. Directly reaching out to industries across our footprint about the economic and environmental benefits of rail freight transportation, promoting G&W’s latest wins and increasing awareness about who we are and what we offer are critical to our growth.

There’s also a significant opportunity to use more video communications with both internal and external audiences. With the popularity of TikTok, YouTube and countless other platforms, video has solidified its status as an indispensable medium for businesses to tell stories.

So, we need to adapt, especially as the generation that propelled its use enters the workforce. n

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CUSTOMER PROFILE

Persistence Pays Off: Chicago, Ft. Wayne & Eastern Railroad Wins New Business with General Motors Persistence is often a common denominator among successful people. At no time was that truer than on March 24 this year, when G&W’s Chicago, Ft. Wayne & Eastern Railroad (CFE) began hauling vehicles for General Motors (GM), representing an important new business win with a high-profile client.

“G&W and CFE have been persistently pursuing business at GM’s plant in Fort Wayne, Indiana, for almost four years, and we finally prevailed,” says Bill Henderson, former assistant vice president of sales and marketing for G&W’s Northern Region railroads. “Officially winning the business in August 2020 was the result of a concerted team effort among many people in virtually every department across G&W.” Hauling Pickup Trucks Transporting GMC Sierra 1500 and Chevy Silverado pickup trucks about 150 miles from GM’s Fort Wayne plant to Chicago accounts for nearly two-thirds of CFE’s new business with GM. (From Chicago, the pickups are moved via Union Pacific to destinations in the western U.S.) The remaining third involves hauling finished passenger vehicles from Chicago to Fort Wayne. These vehicles, produced in Mexico, are eventually distributed to GM dealers in and around Indiana.

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Left: A vehicle transload site near GM’s plant in Fort Wayne, Indiana. Right: Chicago, Ft. Wayne & Eastern Railroad (CFE), which hauls the vehicles to Chicago, Illinois.

1,000 Trucks Seven Days a Week GM’s Fort Wayne plant, which opened in 1986, is one of the company’s most productive, churning out more than 1,000 full-size pickup trucks seven days per week. While the GMC Sierra 1500 and Chevy Silverado are mechanically identical and have remained virtually the same throughout their shared history, the Sierra 1500 has been typically viewed as more upscale and offers interior and exterior features not found on the Silverado.

Clearing a Major Hurdle CFE’s path to winning GM’s business was not without hurdles, including an accelerated start-up as well as railcar supply issues and manpower shortages due to the pandemic.

The largest hurdle, however, was finding a way to move the finished pickups from GM’s Fort Wayne plant to a point where they could be loaded onto CFE railcars. Enter Precision

Massive Pickup Production Requires Massive Plant Producing 1,000 pickup trucks a day requires a massive facility, and the General Motors plant in Fort Wayne, Indiana, doesn’t disappoint.

It spans 4.6 million square feet over 716 acres. To put that size in perspective, the average U.S. golf course is between 175-200 acres, according to golf-industry statistics.

STUART MEADE

The Fort Wayne plant employs approximately 4,400 workers, who are skillfully assisted by more than 2,200 robots; features 40 miles of conveyor belts; and has material delivered to one of its 97 truck docks every 2.6 minutes around the clock.

Vehicle Logistics (PVL), a Wayne, Michigan-based company that provides customized vehicle-processing services, including rail loading and unloading.

“G&W partnered with PVL to construct a vehicle transload site near GM’s Fort Wayne plant,” says Henderson. “The site, which took approximately six months to build, was completed this past March. It features five tracks for loading and unloading finished vehicles as well as two tracks for vehicle storage.

We currently transload approximately 30 carloads of finished vehicles for outbound shipment Monday through Saturday, and we also receive inbound finished vehicles for distribution to area dealers.”

Three-Way Relationship So, how has the new relationship among GM, PVL and CFE evolved since the first shipment?

“For CFE, it has been a pleasure to work with both GM and PVL,” says Charles “Gator” McBride, CFE general manager. “This relationship works extremely well because it is based on trust, teamwork, constant communication, hard work and a commitment among everyone to understand and meet GM’s transportation needs. We had a seamless start with both GM and PVL, and everyone involved has since performed at a high level.”

There was also a common thread that bound GM, PVL and CFE together from the onset: a commitment to workplace safety.

“Safety is our collective first priority,” says Tom Ferris, assistant vice president of safety and compliance for G&W’s Northern Region railroads. “We all realize that having a safe workplace day in and day out is fundamental to the success of our business.”

Optimistic Outlook CFE’s McBride sees a bright future for the GM, PVL and CFE arrangement. “The outlook for our business with GM is very positive,” he says. “We are reviewing several options with GM to grow our business at the Fort Wayne plant and expand our relationship over the next several years.” n

AUTOMOTIVE SUPPLY CHAIN ISSUES SPARE

GM’S FORT WAYNE PLANT According to automotive-industry analysts, the global auto industry will produce between 1.5 and 5 million fewer vehicles in 2021 than initially planned, due to supply chain disruptions.

At the center of the matter is the semiconductor industry.

The spread of COVID-19 and the resultant stay-at-home lifestyles adopted by consumers around the world have created soaring demand for electronic devices, which in turn has increased demand for semiconductor chips that power those devices. When demand surged, semiconductor chip manufacturers began allocating production to the electronics market at the expense of the automotive industry.

The inability to obtain semiconductor chips has posed significant problems for vehicle manufacturers, who have relied heavily on semiconductors since the 1970s to power vehicle dashboard displays, windows, airbags and catalytic converters. The timing could not have been worse for the automotive industry, which was experiencing an uptick in sales as people shifted from using public transportation to driving their own vehicles to avoid viral exposure.

Fortunately for Chicago, Ft. Wayne & Eastern Railroad, production at the General Motors (GM) plant in Fort Wayne, Indiana, has not been impacted by the chip shortages.

Bill Henderson, former assistant vice president of sales and marketing for G&W’s Northern Region railroads, explains:

“The chip shortage has had minimal effect on our business with GM. The Fort Wayne plant manufactures the GM Sierra 1500 truck, which is the company’s best-selling vehicle. As a result, the plant receives priority status for all components and parts, including semiconductor chips.

“We’re very grateful that our business with GM has been fairly consistent, despite component issues, since the day it began. In addition, our operating team has done an outstanding job adapting to the ever-changing automotive environment.”

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RAILROAD PROFILE

The Bay Line Railroad Overcomes Major Hurricane to Grow Business Any article about The Bay Line Railroad (BAYL) should start with an event that occurred on October 10, 2018. That day, Hurricane Michael made landfall on the Florida Panhandle as an unprecedented, high-end Category 4 storm with maximum sustained wind speeds of 155 miles per hour – almost identical to the wind speeds of Hurricane Ida, which hit Louisiana and the Gulf Coast on August 29 this year. The wind and storm surge from Michael caused catastrophic destruction throughout the Panhandle, downing countless trees and power lines and damaging innumerable homes and cars.

The Panama City area, where BAYL is headquartered, was particularly hard hit.

Panama City

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Hurricane Michael’s Havoc October 10, 2018

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The Bay Line Railroad (BAYL) at Panama City, Florida

COMPLETE DEVASTATION Donnie Mason, director of marketing and sales for G&W’s Southern Region railroads, remembers the day as if it were yesterday. “The storm completely devastated Panama City and surrounding communities,” he recalls. “We had massive flooding; power outages that lasted several weeks; extensive damage to buildings, offices, shops and vehicles; downed trees and debris everywhere. There were no restaurants or grocery stores open because everything was destroyed. Fortunately, G&W brought in supplies from other locations to help support BAYL employees and their families.”

BAYL was not spared the hurricane’s devastation. Its main office as well as the locomotive and car-repair shops suffered extensive damage. More than 150 railcars were blown over in the rail yard. And rail access to the entire BAYL customer base was impossible thanks to downed trees, power lines and debris on tracks.

STAYING FOCUSED AND PULLING TOGETHER “We knew that three things were necessary to recover as soon as possible,” says Kirk Bedford, BAYL general manager. “First, we had to stay focused and pull together as a team. Second, we had to coordinate our efforts with local and state authorities. Third, and most importantly,

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we had to support each other and our customers as much as possible. And that’s what we did.”

Incredibly, rail operations from the Port of Panama City to Dothan, Alabama, resumed five days after the storm. But with numerous signal crossings and the shops taking months to rebuild, repair or replace, they were far from normal.

“Some customers came back soon after the hurricane,” recalls Bedford, “but it was probably 12 to 14 months before we saw somewhat normalized volumes.”

MOVING ON Fast forward to late summer 2021. The BAYL team has settled in to new permanent offices, which replace those damaged by the storm. The new offices signal that Hurricane Michael is finally in the rearview mirror and that the road ahead looks bright for the railroad.

For starters, there is BAYL’s business with lumber producer Abbeville Fiber, which began in February 2020. BAYL services the company’s $40 million stateof-the-art sawmill in Abbeville, Alabama, which has the capacity to produce 200,000 feet of finished wood per day, with plans to expand production in the near term.

Currently, BAYL is shipping lumber and wood chips from the sawmill to the tune of approximately 1,000 carloads per year.

“Incredibly, rail operations from the Port of Panama City to Dothan, Alabama, resumed five days after the storm.”

– Kirk Bedford, BAYL general manager

Another bright spot is the recently dedicated East Terminal at the Port of Panama City. The terminal, representing the largest project the Panama City Port Authority has ever undertaken, cost over $60 million and features a 260,000-square-foot warehouse and a 40-car rail yard. Pulp and paper are the primary commodities that move through the terminal, which should net BAYL an additional 1,000 carloads per year, Mason estimates.

OPPORTUNITIES FOR GROWTH Then there is a significant new business opportunity on the near-term horizon. “We’re working very closely with the aggregate suppliers who are bidding to help rebuild Tyndall Air Force Base, which was badly damaged by Hurricane Michael,” says Mason. “This could bring us approximately 1,800 carloads of new business.”

IMPROVED SAFETY PERFORMANCE Just as BAYL’s business outlook is trending up, so is its safety performance. As of December 1, BAYL has had zero reportable injuries or derailments this year – an improvement over previous safety performance.

“We’ve focused on increasing our communications with all our employees,” says Bedford. “When we have general conversations with them about things such as family, vacations and sports, we make it a point to emphasize the importance of workplace safety. I think that has had a positive impact on our safety performance.”

The Bay Line Railroad’s (BAYL)

Business at aGlance Top three commodities hauled: 1. Lumber and forest products 2. Pulp and paper 3. Chemicals and plastics tied with minerals and stone Top three customers served: 1. WestRock- a corrugated packaging company headquartered in Sandy Springs, Georgia 2. Enviva- a Bethesda, Maryland-based company that sells utility-grade wood products 3. Port of Panama City- the northernmost port in the Gulf of Mexico

OUTSTANDING TEAM FROM TOP TO BOTTOM Bedford is pensive as he thinks back to that October day three years ago when Hurricane Michael wreaked havoc on the railroad, its employees and their families.

“We were very fortunate that none of our employees was physically hurt by the storm,” he says. “Yet every one of them was emotionally impacted in some way, and Michael left some scars that remain today. But thanks to an excellent team, starting with our field personnel and going up through the commercial and corporate staff, we are back to what we do best. That’s doing everything we can to make BAYL the easiest, safest and most cost-effective way to move commodities for customers.” n The Bay Line Railroad (BAYL) serving Enviva in Cottondale, Florida

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snapshot ALABAMA

Alabama & Gulf Coast Railway (AGR) near Magnolia, Alabama

QuickFacts

Alabama is bordered by Florida, Georgia, Mississippi and Tennessee.

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Northern Flicker

Railroad

Operating Region

Year Acquired or Established

Number of Track Miles/ Kilometers in State

Alabama & Gulf Coast Railway (AGR) The Bay Line Railroad (BAYL) Columbus & Chattahoochee Railroad (CCH) Conecuh Valley Railway (COEH) Eastern Alabama Railway (EARY) Georgia Southwestern Railroad (GSWR) Luxapalila Valley Railroad (LXVR) Meridian & Bigbee Railroad (MNBR) Three Notch Railway (TNHR) Wiregrass Central Railway (WGCR)

Southern Southern Southern Southern Southern Southern Southern Southern Southern Southern

2012 2005 2012 2012 2012 2008 2008 2005 2012 2012

339 / 546 182 / 293 32 / 51 14 / 23 28 / 45 213 / 343 29 / 47 168 / 270 36 / 58 22 / 35

S HUTTE RSTOCK BY AKI ' S PA LE TTE

Land area in square miles (2010): 50,645.33 Population per square mile (2010): 94.4 Total population (2019): 4,903,185 Households (2019): 1,867,893 High school graduate or higher (2019): 86.2% Median household income (2019): $50,536 Mean travel time to work (in minutes): 24.9 Number of veterans (2019): 330,207 State bird: Northern Flicker State insect: Monarch butterfly State flower: Camellia State tree: Longleaf pine State nickname: Yellowhammer State State capital: Montgomery

SHUTT ERST OCK BY LUC POI LI OT

G&W RAILROADS CURRENTLY OPERATING IN ALABAMA:

Camellia

Southern Region

FIRING UP FUTURE POTENTIAL WITH KIAMICHI RAILROAD INFRASTRUCTURE Infrastructure work on Kiamichi Railroad (KRR) is expected to help fire up future potential, aiming to fortify safety and efficiency as well as meet customer needs.

Assistant General Manager Spencer Wheatley says that a myriad of projects “from end to end” are currently underway along the route, which touches customers in southeast Oklahoma as well as portions of Arkansas and Texas.

“These improvements will allow those customers to bring in heavier cars,” says Wheatley. “It also will allow us to upgrade some speeds along KRR main lines.”

In 2018, the Federal Railroad Administration established its Consolidated Rail Infrastructure and Safety Improvements (CRISI) program, affirming the critical importance of strong railroad infrastructure.

KRR received a $10 million matching CRISI grant in 2020, which provides the means for various KRR railroad improvement projects, including replacing 23 miles of rail and 15 turnouts, resurfacing 17 curves, restoring 13 miles of track and completing several crossing upgrades.

Moreover, the grant enables upgrades to 31 bridges.

“We are getting several new customers,” says Wheatley. “And now we are looking to reopen our north line. We have large bridges – big, long ones.”

Above: West of Hugo, Oklahoma, G&W Railroad Engineering Services crews remain busy in July upgrading bridges and other infrastructure along KRR thanks to a significant federal grant program.

Right: Railroad Engineering Services Grapple Truck Operator Michael Walker cuts down a bridge support beam so that it fits snuggly beneath a KRR bridge.

Right: KRR Assistant General Manager Spencer Wheatley sees a future on KRR augmented by ugraded infrastructure to better serve customer needs.

Genesee & Wyoming Interchange 15

LEWIS REFLECTS ON DECADES OF SERVICE James Lewis entered the railroad industry decades ago based on a friend’s recommendation. On March 20, the South Carolina Central Railroad (SCRF) locomotive engineer celebrated his 30th work anniversary.

“Kess Creech said that he needed a mechanic, and I went to work and am glad I did,” says Lewis. “He was a friend and a good person.” (Henry Kess Creech was James Lewis, SCRF locomotive a former tie gang supervisor who worked engineer, holds his 6-month-old at G&W’s Missouri & Northern Arkansas grandson, Lucas.

Railroad prior to his death in July 2014.)

Lewis started his first railroad job in 1991 as a mechanic for RailTex based in San Antonio, Texas. Following a layoff three years later, he became a locomotive engineer with Virginia Southern Railroad in Keysville, Virginia. In 1997, he returned to his hometown of Hartsville, South Carolina, to be a locomotive engineer at SCRF. “It feels good to reach 30 years with SCRF, and I’m going to retire in a couple of years,” says Lewis. “It’s a good job, and the railroad wants you to work safely. I always try to give them an honest day’s work.”

Lewis has managed to work reportable injury-free throughout his career, and he notes how he really enjoyed his time as a mechanic with a traveling tie gang.

Lewis has six granddaughters and a grandson, Lucas. For fun, he collects antiques from flea markets and yard sales.

WILSON GRATEFUL FOR MISSOURI & NORTHERN ARKANSAS RAILROAD OPPORTUNITY Brent Wilson brings experience as a roadmaster and director of Maintenance of Way to Missouri & Northern Arkansas Railroad (MNA) in his new track manager role that he began June 21.

“It feels good to be here,” says Wilson. “I’m still trying to get my hands wrapped around the railroad.”

He manages day-to-day maintenance of track and supervises eight employees working out of Carthage, Missouri.

Wilson began his rail career with BNSF as a laborer, truck driver and welder before joining Alabama & Gulf Coast Railway (AGR) in 2008 as assistant roadmaster. He served as bridge manager in 2014 and became director of Maintenance

16 AroundG&W

of Way for AGR, MNA and Atlantic and Western Railway in 2015 before joining AGR and Meridian & Bigbee Railroad in 2020.

“This role is not a whole lot different,” he says. “It’s just in a different state.”

He says that taking this job was an opportunity for him and his wife to move closer to family. Her relatives live in the area, his family lives near Miller, Missouri, and they have three grandchildren in Nixa, Missouri. They are in the process of buying a house in Carl Junction, Missouri. In his spare time, Wilson enjoys golfing.

MORRIS RECEIVES 15-YEAR SERVICE PIN Yardmaster Donald Morris marked his 15th year with Savannah Port Terminal Railroad (SAPT) on June 6.

“It’s quite a milestone, and I’m looking forward to the next 15 years,” he says. “We have a great group of people. With the Mason Mega Rail project coming up, it’s an exciting time to be here.”

The Georgia Ports Authority ̓ s (GPA) $126.7 million Mason Mega Rail project is slated to open for operation in the near future. The terminal will double rail capacity to 1 million container lifts per year, according to GPA. Prior to working for G&W, Morris served in the U.S. Army from 1988 to 1993 as a helicopter mechanic. He began his railroad career in June 2006 as an SAPT switchman. Soon after, he became a conductor and then transferred to Golden Isles Terminal Wharf (GITW) in 2007, which is a former G&W contract. At GITW, he received his engineer license and then returned to SAPT in 2009 as yardmaster.

Morris says that SAPT is a great place because of the work environment. He also notes that it’s located close to his home.

“It seems like this first 15 years went by so fast, and the second 15 might go even faster,” says Morris.

Aside from work, the Thorndale, Texas, native enjoys cooking – especially ethnic food – with his son.

From left: SAPT Yardmaster Donald Morris accepts a service pin from Trainmaster John Sexton.

BENHAM JOINS GEORGIA SOUTHWESTERN RAILROAD Georgia Southwestern Railroad (GSWR) Conductor Jacob Benham says that he is pleased to be moving freight again.

“It feels great to be back,” says the Leesburg, Georgia, native.

Benham began working in the industry in August 2013 when he joined Columbus & Chattahoochee Railroad (CCH) as a conductor trainee in Columbus, Georgia. He worked at CCH until 2015 and then performed farm work for five years.

“I’ve always liked being outdoors and working with big equipment,” says Benham, whose

pastimes include bass fishing and golfing.

He joined GSWR in October 2020 and completed conductor training that December.

“It’s like riding a bicycle, and I just had to learn the territory,” says Benham, whose service locations include cities in Georgia such as Albany, Arlington, Bainbridge, Cuthbert and Dawson.

Looking to the future with GSWR, Benham hopes to earn his locomotive engineer card.

Southern Region From left: SAPT MOW team includes Willie Aikens, laborer and foreman; Adam Nolet, foreman; Jahhanes Ford, track inspector; Theo Harris, track laborer; and Darryl Sheppard, track laborer.

CELEBRATING 30TH ANNIVERSARY Kim Gay achieved a significant milestone in her career earlier this year: her 30th work anniversary.

On June 21, Jim Irvin, senior vice president of G&W’s Southern Region railroads, presented her with a 30-year service pin to recognize her decades of service.

The Georgia Central Railway (GC) office manager is based in Lyons, Georgia. In her role, she provides assistance to General Manager Vincent Cardinal and Assistant General Manager Bernard Cooper, who oversee GC and Heart of Georgia Railroad.

Aside from work, Gay is a grandmother who welcomed her grandson, Bryson Samuel, on May 22, 2014.

SAVANNAH PORT TERMINAL RAILROAD MOW TEAM ACHIEVES IMPRESSIVE MILESTONE, PRODUCTION Savannah Port Terminal Railroad’s (SAPT) Maintenance of Way team achieved a 45% production increase while working reportable injury-free for more than a year.

The team, which marked the oneyear milestone April 27, consists of Laborer Foreman Willie Aikens, Track Inspector Jahhanes Ford, Track Laborer Theo Harris, Foreman Adam Nolet and Track Laborer Darryl Sheppard under the supervision of Roadmaster Daniel Abney. Nolet joined the team in February.

“It feels good knowing we are doing the work the right way and everybody is going back home the way they came in,” says Ford. “Once you’ve been with people for so many years, you’re like family. So, you don’t want anything to happen to them.”

To ensure that the team’s safety focus sticks, they review rules of the day every morning and take the necessary time to talk and be certain that everybody is OK, he says.

“You want to make sure everyone’s head is in the game,” says Ford.

“We take the proper precautions.”

The SAPT operation currently includes 50 switches, 30 tracks and several industry tracks. The team has not had a derailment in four years.

The MOW team also is responsible for track maintenance on 18 miles of Riceboro Southern Railway territory.

Ford attributes the production increase to Abney, who ensures that the team has the tools, material and PPE needed to work safely.

“He is a big reason for the success,” says Ford, adding that the team wants to continue being productive.

GC Office Manager Kim Gay receives a service pin from Jim Irvin, senior vice president of G&W ̓s Southern Region railroads.

SAVANNAH PORT TERMINAL RAILROAD WELCOMES NEW TRACK FOREMAN

Adam Nolet, SAPT Track Foreman

While acknowledging it was challenging at first, Track Foreman Adam Nolet says that he has been able to adjust to his new role at Savannah Port Terminal (SAPT) since joining the team about six months ago.

“I am making sure employees working under my supervision are safe,” says Nolet. “I also am keeping track of maintenance on the vehicles and machines. Once I began doing it repeatedly, I started moving right along.”

When it comes to providing advice for those new to the industry, he

encourages them to stay focused and keep pushing forward.

“Keep safe, and be your brother’s keeper,” says Nolet.

He started his railroad career in September 2019 as a First Coast Railroad track laborer. On February 1, he assumed his current role and now oversees two track laborers. The Canton, Ohio, native said that he took the promotion to better himself.

“It was a chance to move up, and I was ready to take the next step,” says Nolet. “The position opened,

and my supervisor mentioned it to me.

So, I applied and got the job."

He is pleased with his career and notes that it is fulfilling a childhood goal.

“Working for the railroad is just a passion for me and something I wanted to do as a little kid growing up around railroads,” says Nolet. “It keeps me going.”

Away from work, he enjoys playing with his four children as well as fishing and working on his old truck.

Genesee & Wyoming Interchange 17

HURON CENTRAL RAILWAY TEAM CONTINUES SAFETY MINDSET Focus and commitment to rules helped Huron Central Railway’s (HCRY) Maintenance of Way teams achieve three years reportable injuryfree on August 15.

“We have a great team at HCRY,” says Roadmaster Rob Johnstone.

“They are hardworking individuals who don’t take on tasks without identifying all potential risks involved.

The Take 5 Risk Assessment every morning keeps everyone involved and on the same page.

18 AroundG&W

HCRY Roadmaster Rob Johnstone

barbecue with employees and senior management in the fall.

“We will also be purchasing hats for the employees, recognizing their safe work record,” he says. “The hat is something they can wear with pride knowing they earned it by working safely.”

HCRY’s McKerrow, Ontario, team includes, from left, Track Maintainers Randy Audette and Calvin Hamilton with Track Maintenance Foreman Ron Lalonde.

LOCAL HERO FINDS FAMILY, VARIETY IN HIS WORK Children think that Derek Whalen has the coolest job in Nova Scotia, and they just may be right.

In July, Derek celebrated 20 years with Cape Breton & Central Nova Scotia Railway (CBNS). As a locomotive engineer, Whalen has a front-row seat to the 21,345-square-mile (55,284 square km) island province’s natural beauty, including severe winters, glorious summers and vibrant autumns – all on full display through his windshield. He provides service to paper mills, delivers coal to power plants and works a variety of yard jobs. He also makes long runs from his base in Port Hawkesbury as far west as Truro to interchange with Canadian National Railway.

Summer after summer, Whalen is followed by youth in Port Hawkesbury.

“They ask me if I love my job, and I tell them yes,” he says. “They want to grow up to be locomotive engineers. We have a blue locomotive here, and a lot of them think I’m ‘Thomas the Tank Engine.’ ” Whalen appreciates the opportunity to work for CBNS, adding that it’s pretty much like going to work for your second family because the people are so great.

His career with CBNS started in 1998 when he was cleaning boxcars in Havre Boucher, Nova Scotia, and opportunity knocked.

“A manager named Lionel Holmes came in and asked me whether I’d rather drop off those boxes or clean them,” Whelan explains, “so I said, ‘I’d rather drop them off.’ He said, ‘Come and see me.’ And that’s how my railroad career started.”

Whalen began as a conductor on July 1, 2001, and became a locomotive engineer shortly after.

For almost seven years, he served as vice local chairman for his union before passing that torch to other employees.

“Growing up as a kid, I never ever thought I’d be a railroader, but now I hope to do it until the day I retire,” he says.

WIKIPEDIA

I have worked with most of them for many years and could not ask for a better team.”

Johnstone previously worked for Canadian Pacific Railway for 17 years. He joined HCRY in July 1998 as a machine operator and has been in management since 2015. Johnstone oversees more than 175 miles of main line and two industrial spurs in addition to an interchange with Canadian National Railway for Essar Steel in Sault Ste. Marie, Ontario.

“The pandemic has not changed the way we perform our daily tasks,” says Johnstone. “Safety is and will always be our top priority. Thank you to the senior managers for their positive attitude and direction during these times.”

The team maintains main line track between Sudbury and Sault Ste. Marie, in Ontario. Their tasks include changing defective rails and ties, crossing and turnout maintenance, brush cutting and snow removal. The team’s makeup is balanced with new hires and veteran railroaders.

“There is a lot of coaching and mentoring among team members, regardless of years of service, which makes for a very dynamic workforce,” says Johnstone.

As a gesture of appreciation for his team’s outstanding work, Johnstone plans to have a celebratory

Canada Region Pictured on the ground, from left, are Richard Mack, mechanical manager; Damien Hopkins, carman; Alex MacDonald, carman; Mike Griffin, locomotive maintainer; and Jeremy Stevens, mechanical supervisor.

Pictured on the locomotive, from left, are Dan Emery, locomotive maintainer; Roger Plummer, locomotive maintainer; and Will Shaw, locomotive maintainer.

Not pictured is Tim Deroche, locomotive maintainer.

ST. LAWRENCE & ATLANTIC RAILROAD MECHANICAL TEAM SURPASSES 19 YEARS INJURY-FREE The heat index wasn’t the only thing on the rise at St. Lawrence & Atlantic Railroad (SLR) this summer. SLR’s Mechanical employees continue to build on a 19-year reportable injuryfree streak that they achieved July 15.

“We have worked really hard, and I’m so proud of my colleagues,” says Mechanical Manager Richard Mack.

The Mechanical group consists of Mack and another mechanical manager, five locomotive maintainers and two railcar repairmen. The team is based in Auburn, Maine, and its territory runs through New Hampshire,

the corner of Vermont and into Richmond, Quebec.

Mack is approaching 18 years with G&W, 15 of which have been as mechanical manager. He joined the railroad with no prior industry experience and went through carman training.

“I started as a carman and moved up fairly quickly,” says Mack.

He describes the employees’ safety milestone as impressive considering the potential hazards that they can encounter during tasks. The railcar repairmen oversee an inter-

change as well as freight car repairs and inspections. When they spot cars, they have to jack them with setting jacks, which has potential pinch points. Furthermore, the carmen operate heavy machinery such as a forklift and manlift to access roofs and the top of doors.

“We do a lot of job briefings with these employees, and we go out and make sure that everything is done properly,” says Mack. “They are good about job briefing with one another on next steps.”

The locomotive maintainers also perform daily maintenance on service tracks, which includes fueling and lubricating, daily inspections, and going underneath locomotives to check traction motor wheels.

“They have responded well to G&W’s philosophy that safety is priority No. 1,” says Mack. “If they see someone doing something wrong, they speak up and look out for one another.”

Genesee & Wyoming Interchange 19

D RU M S6 0 0 .W I KI C O M M O N S

PARTNERSHIP TO STORE RAILCARS FOR BP/SHELL In June 2016, Shell Chemical Appalachia (BP/Shell) announced plans to build a multibillion-dollar petrochemical plant, also known as an ethane cracker plant (industry lingo for a facility that breaks oil and gas byproducts into smaller molecules), in Monaca, Pennsylvania, about 30 miles northwest of Pittsburgh.

When completed, the operation is expected to make 1.6 million tons a year of ethylene, which is used in products from food packaging to automotive parts. However, due to the pandemic, plant construction will not be finished on schedule. As a result, BP/Shell needs somewhere to temporarily store 4,000 new covered hoppers they purchased for the plant.

Brian Stussie, general manager of Buffalo & Pittsburgh Railroad (BPRR), Rochester & Southern Railroad, South Buffalo Railway and Wellsboro & Corning Railroad, agreed to store 2,200 cars.

“We are putting them on every piece of track I have from Buffalo to Pittsburgh,” says Stussie. “This will be a $2-3 million revenue jolt for us just for parking railcars. Coming out of the pandemic, this is a strong piece of revenue that certainly will benefit us. We now have 974 cars on our properties and are on our way to 2,200. Considering one car is 65 feet long, we are looking at 27 miles of dedicated storage for BP/Shell. That’s pretty eye-opening.”

Stussie says that Shell’s plant may not be ready for the cars until late 2024.

“It has been a team effort by everyone; however, I’d especially like to thank Director of Engineering Rich Pavetto, former Assistant General Manager Garth Studstill (now general manager of G&W’s Chicago, Ft. Wayne & Eastern Railroad) and Roadmaster Jordan Early,” he says.

“They were instrumental in getting us this opportunity and brainstorming ideas to get pieces of rail into service in order to store these cars.”

Now that cars are being stored and more are on the way, BPRR Trainmaster Ron Simmons has taken the lead on the project.

“Ron keeps up with the number of cars we have and where they are located,” says Stussie.

CONTINUED GOOD SERVICE FOR REPUBLIC STEEL TRANSLATES TO MORE CARLOADS AT BUFFALO & PITTSBURGH RAILROAD Delivering on its commitment to customers has led to growth at Buffalo & Pittsburgh Railroad (BPRR).

One of those customers is Republic Steel, a leading supplier of special bar quality steel, which is a highly engineered product used in axles, drive trains, suspensions and other critical components of automobiles, off-highway vehicles and industrial equipment. The company’s special bar quality products include hot-rolled steel bars, coldfinished steel bars and bottompoured ingots.

With headquarters and special bar quality steelmaking capabilities

20 AroundG&W

in Canton, Ohio, Republic Steel operates facilities in Canton, Lorain, and Massillon, Ohio; Lackawanna, New York; Gary, Indiana; and Hamilton, Ontario.

“Currently, we partner with Wheeling & Lake Erie Railway along with Allegheny Valley Railroad to move 50- to 65-car unit trains on a weekly basis for Republic Steel,” says BPRR General Manager Brian Stussie. “There is potential for a lot of growth with them.”

In April 2021, test cars were used to determine transit time on trains that originate in Canton, Ohio.

BPRR picks up the trains in Butler, Pennsylvania, and moves them to Lackawanna, New York.

“We have gained Republic Steel’s trust and have proven our service to be reliable,” says Stussie.

“They pay a special fee for us to run unit trains and dedicated service for them.”

A unit train consists of cars carrying the same commodity, shipped from the same origin to the same destination without being split up or stored en route.

“Unit trains are beneficial for Republic Steel from a shipping standpoint because it allows us to provide speed and efficiency,” says Stussie. “Addi-

tionally, it reduces highway and interstate traffic as every carload of steel would require three tractor trailers to transport.”

Stussie says that it has been a team effort at BPRR to provide this top-notch service.

“The locomotive mechanics find power and keep it reliable for us,” he says. “Our carmen inspect each train that comes to us, and they haven’t missed a beat. Our MOW team and track inspectors are out ahead of each train inspecting for downed trees and washouts. Our Transportation people do a great job as well.”

Northern Region

NEW ENGLAND CENTRAL RAILROAD TEAM RACES AGAINST CLOCK TO SAFELY REPAIR TRACK Days before Amtrak’s Vermonter passenger service was set to resume on a portion of New England Central Railroad (NECR) track after months of pandemic-related suspension, a flash flood washed out an NECR culvert in Putney, Vermont.

Two NECR crews and a contractor worked tirelessly to safely and quickly repair the washout and avoid delays.

Above: Washout repair nears completion Left: A culvert washout leaves track suspended mid-air.

Genesee & Wyoming Interchange 21

SOUTH BUFFALO RAILWAY LOOKS TO EXPAND SERVICE TO SUCRO SUGAR PLANT South Buffalo Railway (SB) welcomed a new customer, Sucro Sourcing, this year, according to Ryan Fischer, vice president of G&W’s Northern Region railroads.

The Florida-based sugar cane refiner and distributor is transforming the remains of three abandoned and decaying industrial structures on the former Bethlehem Steel complex in Lackawanna, New York, into repurposed facilities that include a raw storage warehouse,

sugar refinery, packaging and finished-good warehouse, and offices.

“SB has been working with Sucro on two phases,” says Fischer.

“The first phase, which began mid2021, is serving their processing and packaging facility at the port that receives product by ship. The second phase involves expansion plans that include a sugar refinery.

We are working with them now to finalize their track design.”

These plans could lead to three new carloads per day for SB. “Construction on the building is well underway, and the company hopes to begin building track for the refining facility by the end of the year,” says Fischer. “They hope to be shipping by mid-2022.”

Because Sucro will be sending cars to multiple locations, the company will be able to take advantage of all the connections SB has with the eastern Class I carriers.

“The access SB has with the Class I railroads is a unique benefit that no other short lines around here have, and Sucro can take advantage of that for its shipping needs and get competitive rates,” says Fischer.

Fischer adds that the camaraderie exhibited from cross-functional teams has been exceptional.

“We have had our operations, engineering and industrial development folks working with Sucro a number of months to put this plan in place,” he says.

Upon completion of the entire project, it is anticipated that Sucro will create a total of 75 new jobs in Lackawanna and expand its ability to receive approximately 10 ocean freighters annually and distribute sugar to customers within the Great Lakes region, according to published reports.

Sucro Sourcing complex

COURTESY OF THE CITY OF LACAWANNA

The freighter Federal Churchill delivers a shipment of granular sugar to Sucro Sourcing.

22 AroundG&W

Northern Region INDIANA & OHIO RAILWAY’S LIMA YARD TEAM: TOUGH, INDUSTRIOUS AND RISING Indiana & Ohio Railway (IORY) Trainmaster Wyatt Heilman characterizes IORY employees at Lima Yard as “having grit” after seeing how they handled the past year and the challenges that came with it.

“Tough – in a good way,” says Heilman. “They are resilient. I came up through TY&E employees on BNSF here in Lima, and they taught me how to railroad. The core of this group is strong.”

The yard serves as a major conveyor for pig iron out of Cincinnati for one of IORY’s biggest customers, North Star BlueScope Steel in Delta, Ohio.

Heilman also credits persistent efforts of the Northern Region marketing team to bring in new business throughout the last five years. Additionally, the reorganization of various connections resulted in big traffic increases to IORY’s Chicago gateway.

“Our revenue is high,” he says. “We are always up against it as far as how busy we are with available manpower and locomotives. It is a challenge every day, but we always find a way to get it done.”

Throughout the pandemic, IORY’s Lima team confronted frequent crew shortages as illness or exposure sidelined some for two weeks or longer. Heilman admits that they struggled at times, lacking extras to fill in, but the crew powered through each day.

“I’m proud to represent this railroad,” says Heilman. “Lima Yard has come a long way, and some of the people have been out here for 20 or 25 years. There has been a lot of change in that time, but I think we are in the best place we’ve ever been.”

Clockwise from top: Trainmaster Wyatt Heilman attributes freight and revenue growth at IORY’s Lima Yard to his crews and yard workers. n IORY Conductor Mike McClure. n Locomotive Engineer Mike Durr safely mounts an IORY locomotive. n Locomotive Mechanic and Carman Brandon Auer works through a water pump issue on this IORY locomotive.

Genesee & Wyoming Interchange 23

REGION LOCOMOTIVE REBUILD SHOP LAUNCHES IN SOUTH DAKOTA Rodney McGhee, vice president of Mechanical and Environmental for G&W’s Western Region railroads, cites resources and experience as motivation to locate a regional locomotive rebuild shop at Rapid City, Pierre & Eastern Railroad’s (RCPE) yard in Huron, South Dakota. The shop launched late last year.

“We felt that it would be the best location to get a shop off the ground and be successful,” he says.

With an eye to increasing locomotive productivity and reliability, the shop’s team aims to upgrade the entire Western Region locomotive fleet, including many Canadian Region overhauls to GP38-2 locomotives, throughout the next five years at a rate of four to six per year, according to McGhee.

“Early in the game, we are doing well,” he says. “Employees are doing everything in their power to ensure that locomotives are inspected, repaired and upgraded.”

Those individuals include Assistant Vice President of Mechanical Juan Mendoza, Mechanical Manager Jeff Horn and Mechanics John Roth and Roger Kropuenske. Each brings a depth of experience. Additionally, RCPE Mechanic Greg Cornelius frequently lends assistance.

Horn underscores the quality of workmanship already demonstrated by the team. “We’ve all worked together for a long time,” he says. “The shop’s crew are the best at what they do. I think they are doing very well at getting through these rebuilds.”

McGhee says that the team has taken the bull by the horns and really bought into making this rebuild shop a success.

Above right: This installation of a new rear overlapping door represents one of many modifications that the Western Region locomotive rebuild shop team plans to complete on the entire regional fleet.

Bottom from left: Mechanical Manager Jeff Horn with Mechanics Greg Cornelius, John Roth and Roger Kropuenske

UPGRADED WESTERN REGION TRAINING CENTER PREPS NEW HIRES FOR ON-THE-JOB LEARNING A hybrid of formal, structured classroom instruction coupled with practical field training at work sites has been highly effective for G&W’s Western Region railroads, says Director of Safety and Training Lee Arbach, who handles the classroom interaction himself. And when the regional headquarters moved to Mesa, Arizona, he inherited a larger, more flexible facility to use.

Although the program was delayed until March as the region moved headquarters from Salem, Oregon, to Mesa, Arizona, more than 100 newhire conductors will have graduated the two-week training program by year’s end.

“The training program is a team effort that involves general managers, trainmasters and regional staff support,” says Arbach. “The pivotal position in the entire program, though, rests with our certified conductor trainers who are responsible for on-the-job training from the moment the students are released from Mesa to when they finally receive their conductor certifications. These trainers have a big job preparing new employees for the rigors of railroading and instilling G&W Core Values. I firmly believe

24 AroundG&W

that their dedication is the biggest contributor to the long-term success of our workforce and operations.”

In 2022, with demand high and the facility available a full 12 months, Arbach expects to instruct even more new hires.

“The goal is to do more diverse training, including other crafts when it makes sense,” he says.

A larger, more flexible training space in Mesa is an upgrade over the previous facility in Salem, and it allows Arbach to improve the quality and quantity of his program while allowing for social distancing under current COVID-19 protocols.

Arbach uses nearby Arizona Eastern Railway’s (AZER) resources to give new hires insights about other crafts.

“The trips to the AZER Mechanical facility always are a favorite for students out of the entire two weeks of training,” he says. “I cannot express enough gratitude for AZER’s willingness to participate in training our conductors every time we have a class.”

Western Region

OREGON ROADS EFFICIENTLY HANDLE FOREST PRODUCTS BOOM It’s not easy to predict business trends, which are sometimes driven by unforeseen circumstances such as the pandemic. When demand for forest products skyrocketed over the past year, G&W’s Oregon railroads were ready.

Forest products typically comprise about 90% of carloads at Central Oregon & Pacific Railroad (CORP), and General Manager John Bullion says that CORP is riding a wave he thinks will crest by the end of 2021.

As of early August, CORP was up 19% year-over-year in total carloads of processed lumber and unprocessed logs, much of it due to increased demand from big box stores.

“I think there’s been a lot of home improvements when people have been locked down,” says Bullion. “The housing starts are on the rise as well. It’s a mix of both.”

Portland & Western Railroad (PNWR) moved 1,000 more log cars in 2020 than it did in 2019 and moved 121 more in the first half of 2021 compared to the first half of 2020. PNWR General Manager Ryan Englebright saluted his workforce for their resiliency and readiness.

“Headcount has been stressed for most of 2021, which makes the feat of handling the extra business even more phenomenal,” says Englebright. “Without the collaboration and effort from all crews, we wouldn’t have been able to capitalize on the volume.”

Bullion says that his team at CORP has overcome various challenges associated with growth.

“Our message is to take it one day at a time and do what you can on your shift,” he says. “We’ve got to work safely and serve our customers.

They’ve all really stepped up to the challenge and have done a great job.”

Bullion expects forest products to stabilize in 2022.

“Nobody’s telling us it’s going to dip, but I don’t think we’ll keep growing at this rate,” he says. “I think next year will be flatter compared to this year.”

PORTLAND & WESTERN RAILROAD HELPS LONGTIME CUSTOMER SALVAGE LARGE VOLUME OF BURNED LOGS With forest products volume already on the upswing due to market influences fueled by the pandemic, Portland & Western Railroad (PNWR) also responded to a spike in a related niche market – burned log shipments from 2020 wildfires near Eugene, Oregon.

Wildfire damage tends to be concentrated on the bark, which means burnt logs can be used in the same manner as virgin logs once the bark is stripped, says General Manager Ryan Englebright.

If logs are more deeply burned, they often can be cut down, salvaged and sold as dimensional

lumber, ground into wood chips or processed into pulp for paper products.

“Due to our proximity to last year’s fires, PNWR’s network was positioned favorably to handle the influx of burnt logs that needed to move north to a processing facility in Longview, Washington,” says Englebright. “South-to-north log movements have been the backbone of PNWR for many years.

Being able to scale up and help a longtime customer clear out a portion of the tremendous devastation was impactful for our team.”

Genesee & Wyoming Interchange 25

CENTRAL OREGON & PACIFIC RAILROAD ACHIEVES PTC AND DISTRIBUTED POWER CAPABILITIES

After undergoing major upgrades, the locomotive fleet at Central Oregon & Pacific Railroad (CORP) is compliant with Positive Train Control (PTC) and also distributed power-capable.

Improvements in efficiency will pay off for years, thanks to the CORP Mechanical team and key partners Wabtec and Progress Rail.

A cooperative effort with Portland & Western Railroad (PNWR) helped CORP to meet its service obligations while its PTC project was underway. A borrowed PNWR locomotive kept CORP trains flowing in and out of the yard at Eugene, Oregon, where it interchanges with Union Pacific.

“Without this, we would have had to lease a locomotive or be

John Bullion, CORP general manager shut down,” says CORP General Manager John Bullion. “Thank you to the PNWR team for helping us.”

Bullion also expresses gratitude to his local Mechanical employees who made steady progress throughout the long project.

GM SHIFTS THROUGHOUT THE REGION This April, two of G&W’s Western Region general managers – Jake Harrison and Ryan Englebright – took on similar responsibilities at other railroads within the region, while a third was promoted from assistant general manager.

Boyter has been appointed general manager of California Northern Railroad (CFNR) after serving as assistant general manager at Central Oregon & Pacific Railroad since October 2018.

With more than 25 years of railroad experience, Boyter also is a U.S. Marine Corps veteran who worked with a K-9 unit.

Harrison took over leadership at Utah Railway (UTAH) after nearly four years as general manager of CFNR. He began his career as a conductor before becoming a loScott Boyter comotive engineer, then crew dispatcher, train dispatcher and trainmaster. At UTAH, he has been occupied with hiring additional employees to deal with increased business levels in the Salt Lake Valley and solidifying a certified mentoring program.

Jake Harrison “I like to say that we cannot control everything happening around us while railroading, but we always can control how we treat one another,” says Harrison. “As we hire, we’re mentoring our new employees to make sure they have the tools needed to work safely.”

Englebright became general manager of Portland & Western Railroad (PNWR) after two years as general manager of UTAH. He began his railroad career a decade ago in the Midwest at G&W’s Toledo, Peoria & Western Railway, where he was conductor/locomotive engineer and trainmaster before becoming manager of training and compliance for G&W’s former Mountain West Region railroads. He then was promoted to general manager at the G&W Rail Link, Inc. Powder River Basin operation and Kiamichi Railroad before moving to UTAH. Ryan Englebright “PNWR is complex due to the different track lease agreements that dictate what can and can’t run on certain tracks,” says Englebright. “Thankfully, the team here has been patient and really helpful in getting me up to speed.”

UTAH RAILWAY EXCEEDS

THREE YEARS REPORTABLE INJURY-FREE

From left: Conductor Michael Spaheli, Locomotive Engineer Bret Cox and Conductor Jason Guiler help maintain UTAH’s safety streak.

26 AroundG&W

Utah Railway (UTAH) has been an example of world-class safety amid weather extremes and the myriad changes caused by the pandemic.

Through November, UTAH had maintained a consistent safety record, having exceeded a three-year reportable injury-free streak for all crafts.

Much of this record was achieved under the leadership of General Manager Ryan Englebright, who in April moved to Portland & Western Railroad (PNWR).

He was succeeded by Jake Harrison, under whom the streak continues.

Locomotive Engineer Bret Cox says that he sees constant examples of yard employees maintaining vigilance as well as reporting potential safety hazards and taking action to remove them.

Conductor Jason Guiler says that the safety atmosphere at UTAH is a healthy one. “Everyone here takes ownership of being responsible for one another,” he says. “I think that makes it really easy to come to work with your team when you know that they’re going to take care of you. We come to work together, then we return home to our families. That’s important to us.”

Western Region

SHUTTERSTOCK BY NNATTALLIE

SHUTTERSTOCK BY VALDIS SKUDRE

As the renewable fuels market points upward in various locations of the nation’s midsection, G&W’s Western Region railroads are capitalizing.

In Fergus Falls, Minnesota, Otter Tail Valley Railroad (OTVR) train crews service the Green Plains Renewable Energy plant twice a week, hauling a steadily increasing amount of ethanol and a co-product known as dry-distiller grains. By late summer, OTVR was hauling about 35 carloads of ethanol and 15 carloads of dry-distiller grains per week to be interchanged with BNSF Railway in nearby Dilworth. The ethanol moves toward refineries to be mixed with gasoline, and the co-product makes its way to mills where it is converted into high-protein dog food.

Troy Dodds, OTVR assistant general manager, says that his renewable fuels volume has increased by about 10% in the past year, and he’s optimistic about the future.

“That plant produces 55 million gallons annually,” he says. “They’ve made several upgrades, and my understanding is that they’d like to increase it to 65 million gallons. There will be more carloads going out.

It’s become a bigger part of our business.”

In South Dakota, renewable fuels have grown substantially. Rapid City, Pierre & Eastern Railroad (RCPE) has seen a 28% jump over the past two years, expanding to more than 8,000 carloads of ethanol in the 12-month period ending June 2021. RCPE serves three South Dakota plants: Ringneck Energy in Onida, Valero Marketing & Supply in Aurora and Glacial Lakes Energy in Huron.

Jared Gooch, assistant vice president of sales and marketing, says a Valero plant manager told him that the company’s best rail service comes at their Huron plant served by RCPE where “good communication and flexibility have set us apart from other transportation providers.”

“Aside from ethanol, there is plenty of excitement about the renewable diesel markets, especially in the Midwest and all along the West Coast,” says Gooch. “The overall impact is still unknown at this time, but we expect some coming shifts to soybean and other feedstock commodities.”

SHUTTERSTOCK BY SMILEUS

RENEWABLE FUELS BUSINESS UPTICKS IN MIDWEST

Above: Ringneck Energy of Onida, South Dakota, one of RCPE’s major ethanol customers. Right: Corn and soybeans used for ethanol and dry-distiller grains production.

Genesee & Wyoming Interchange 27

TIE AND SURFACING GANGS ACHIEVE REPORTABLE INJURY-FREE MILESTONE All Railroad Engineering Services (RES) tie and surfacing crews exceeded one year reportable injury-free and were treated to celebratory meals that included steak, barbecued meats, all the fixings, and cake and cookies.

G&W Senior Vice President of Operations Support Andy Chunko attended each meal. He, along with Chief Engineer of Production Arthur Chandler and G&W Vice President of Engineering Jeff Watson, congratulated the crews and answered questions. During these question-and-answer sessions, a request was made that each crew have an official safety representative, which was soon after put in place.

Right: Tie and surfacing gang employees topped off their celebratory meals with a few sweet treats.

TIE AND SURFACING GANG 3

AS AUTUMN TURNS, COLDWEATHER SAFETY COMES TO FOREFRONT As autumn retreats and employees begin to feel a bite in the morning air, reminders of winter abound. On the railroad, Maintenance of Way crews start to see condensation collecting on rails some mornings and, especially in northern locations, a thin skin of ice on shallow puddles near track.

Southern-based crews rarely face the same cold, snowy weather; but for Tie and Surfacing Gang 3, which worked in Massachusetts in late fall 2020 and is scheduled for projects in New England through early December this year, winter preparations are more than an academic exercise.

Having led Tie and Surfacing Gang 3 for five years, Production Manager Larry Cork knows the importance of dressing in layers as well as ordering and distributing insulated gloves and pile caps to wear under hard hats. His team members check batteries and antifreeze in track machinery and road vehicles.

Most importantly, Cork has learned to watch employees just as closely during cold weather as during summer heat. He notes that adequate hydration is still important in cold weather, and proper footwear also is a point of emphasis. To avoid slips, trips and falls, Cork’s crew members scan their surroundings and take shorter steps when conditions are icy.

“In the cold, things move more slowly, and you’ve got to pay attention to the weather conditions,” says Cork.

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28 AroundG&W

BRIDGE CREW 3

RESTORES TRAFFIC ON BURNED BRIDGE This July, changes came in the blink of an eye for the five employees of Bridge Crew 3 when Bridge Supervisor Bill Albin received an unexpected phone call just four days into a scheduled rotation near Albany, Oregon.

Albin learned that a group of trespassers started a fire under a five-span bridge near Roseburg, Oregon, that resulted in total loss of the superstructure and deck. Albin and his crew, who were about 100 miles away, immediately responded. They were joined by Director of Bridge Construction Larry Getman and three employees from Portland & Western Railroad.

Working in triple-digit temperatures over the next two-and-a-half days, they rebuilt the bridge from the caps up – completing the project ahead of schedule with no reportable injuries.

“It was a ballast deck bridge, and we ended up converting it to an open deck bridge,” says Albin. “Our crew did a great job, and we appreciated the help we got.”

Following that work, Albin and his crew were able to return to their regularly scheduled work near Albany and points north.

Above: Work being performed near Woodburn, Oregon.

Engineering Services

TIE GANG 2

TIE AND SURFACING GANG 2 KEEPS OPERATIONAL CLOCK TICKING ON 10,000-TIE PROJECT A web of busy railroads threads its way through western Ohio, stimulating the Midwestern economy. Keeping that network healthy demands skill, tenacity and awareness, as multiple railroads and work crews occupy the area and coordinate projects and trains. Helping to tie the region together with two Class I interchanges is G&W’s Indiana & Ohio Railway (IORY).

In late summer, Tie and Surfacing Gang 2 demonstrated its adeptness at safety and communication during a 10,000-tie-replacement project on IORY’s DTI Subdivision.

“It doesn’t matter if the project is small or large, communication is the key to everything,” says IORY Roadmaster Alex Cortez. “We’re on a schedule.

If I am not ready to coordinate with other railroads, there is a good possibility for delays.”

As an IORY employee, Cortez helps coordinate the project as Tie and Surfacing Gang 2 progresses the work. He also facilitates communication among the gang and IORY teams as well as CSX and Norfolk Southern crews.

“We rely on Alex to prepare our track protection, whether it’s around a diamond or somewhere on the main line,” says Tie and Surfacing Gang 2 Production Manager David Burdine. “He talks to railroads so they can set up flagmen, who help us get through the signal territory.”

The work gang’s members recognize the importance of good communication to keep the railroad’s operational clock ticking at a steady and productive rhythm.

“For the gang to be functional, everyone needs to be on the same page,” says Machine Operator Daron Warthen. “We have 16 pieces of equipment, and each piece counts for something. If you take one piece out, it messes up everything.”

Top: Tie and Surfacing Gang 2 spreads out along IORY main line.

Above: From left, Tie and Surfacing Gang 2 Machine Operators Mark Johnston, Stephen Benson and Arthur Price take notes during a safety briefing.

Genesee & Wyoming Interchange 29

BRIDGE CREW 4

UNDERSTANDS IMPORTANCE OF INFRASTRUCTURE IMPROVEMENT On a small timber bridge spanning a shallow Oklahoma ravine along the Kiamichi Railroad (KRR), four men from Missouri know that the wood structure is critical to the railroad’s future.

Earlier this year, trains on KRR had to inch along certain stretches of track under an imposed 10 mph slow order. This July, Bridge Crew Supervisor Sean Babcock and Bridge Crew 4 came in to save the day. Their success at upgrading Bridge 678.8 is one small piece of a big project to completely upgrade 31 KRR bridges during 2021. Once finished, KRR traffic is slated to return to 25 mph.

Grapple Truck Operator Michael Walker points out that while timber bridges offer the structural give and take required for functional and safe passage of trains, the weight of countless trains over decades can stress a bridge’s timber components and cause structural fatigue, requiring upgrades to accommodate the rail industry’s relentless advance toward increased railcar capacity.

Since the 1970s, trends toward longer and heavier loads, presently upward of 286,000 pounds on many lines, have helped increase the economies of scale for hauling freight.

However, increased capacity can make bridge work challenging at times.

“There are some days that you come across difficult paths, but we all come together and figure it out,” says Bridge Laborer Matthew Austin.

“When we have everyone thinking together, it’s not so hard.”

One thing KRR train crews can count on is that no one needs to show Bridge Crew 4 how the job is done because they always leave behind a better bridge when they’re done.

Top: Four native Missourians make up Bridge Crew 4. Pictured from left are Bridge Foreman Ronnie Elston, Machine Operator Michael Walker, Bridge Supervisor Sean Babcock and Bridge Laborer Matthew Austin.

30 AroundG&W

‘IT’S THE LITTLE STUFF THAT CAN GET YOU’ Members of Bridge Crew 4 know that there’s little margin for error atop a railway bridge.

That’s especially true while operating heavy machinery. Boom Truck Operator Michael Walker explains the need to remain cognizant of proper vehicle balance. Lifting material can change the vehicle’s center of mass, causing it to tip one way or another, he says.

“When you are on a bridge, the operator doesn’t have a lot of space to maneuver,” says Bridge Foreman Ronnie Elston. “You need good communication and eye contact with the operator.”

Elston, who keeps a watchful eye over his colleagues, highlights two big components of bridge safety: communication and preparation. For instance, he indicates that a red bag sits inside the work truck. The bag includes various pulleys, ropes and rescue gear in the case of a potential fall or other injury.

“The four of us have been around one another long enough that we are good at watching out for each other, and we will call somebody out for a potential safety issue,” he says.

Babcock echoes the sentiment and emphasizes that his team members demonstrate a sincere concern for one another.

For example, Bridge Laborer Matthew Austin explains that a bridge’s narrow safety margin necessitates maintaining a clutter-free work environment. An errant tool or an unfurled hydraulic hose poses a risk at the top of any bridge.

Elston reiterates that avoiding such hazards begins with environmental awareness and communication because “it’s the little stuff Bridge Foreman Ronnie Elston prepares that can get you,” he says. to keep Bridge Crew 4 well hydrated.

UK/Europe Region FREIGHTLINER SECURES GOVERNMENT FUNDING FOR FREIGHT ENERGY AND EMISSIONS CALCULATION TOOL

Freightliner, in partnership with a consortium of specialist suppliers, has successfully secured government funding to develop a Rail Freight Energy and Emissions Calculator (REEC) that will be deployed on the U.K. rail network and used for rail-freight planning. The project was one of 30 winners in the latest round of a competition announced recently by the U.K.’s transportation secretary to make railways even cleaner and greener.

The tool, developed by the University of Hull, is the first digital platform to fully depict the U.K. rail network’s capability from a freight operator’s perspective, including data on loading gauge, weight and electrification constraints. Freight rail operators and customers will be able to calculate precise energy and emissions estimates for their routes, easily model the

performance limitations of different traction options and varying train loads, or compare rail freight with other transportation modes to determine their effects on overall emissions.

“Freightliner is excited to be a key partner in this pioneering rail-freight project,” says Freightliner’s U.K. Rail Managing Director Tim Shakerley. “There are significant economic and environmental benefits generated by rail freight, and the development of the REEC will support an increased modal shift from road to rail, ensuring that rail freight is well positioned to deliver even greater economic benefits and better support the decarbonization of the U.K. economy.”

PENTALVER EXPANDS ITS LONDON GATEWAY TERMINAL On April 19, Pentalver commenced phase 3 of their terminal development project at London Gateway, the U.K.’s largest automated and fastest-growing deep-sea container port.

Pentalver first began operating on the site in 2014 shortly after the port opened in November 2013. Since then, G&W invested in further expansion in 2015 and again in 2018, with Pentalver’s current nine-acre site handling more than 100,000 containers per year.

Phase 3 of the project, which is planned to be completed by year-end, will see the operation expand to 14 acres, increasing both maintenance/ repair and reefer operations as well as the overall site capacity to 7,400 TEU and enabling additional storage for customers. In addition, the terminal

will become a 24-hour operation, providing access to return and collect both empty and laden containers to feed the vital hauler links that keep the nation flowing.

“We are proud of our long-standing collaborative relationship with DP World at London Gateway, and I am delighted that, despite the challenges of the pandemic, we continue to invest in the further expansion of our container terminal,” says Chris Lawrenson, managing director of G&W’s U.K. Terminal Services.

“The further enhancements to our Pentalver terminal will ensure that we continue to provide world-class, competitive service to customers across a range of product offerings.”

Genesee & Wyoming Interchange 31

‘I WOULDN’T LET COVID DERAIL MY CAREER ON THE RAILWAYS’ When Derek Knights first enrolled as an apprentice train driver back in 2019, little did he realize that as well as traveling the nation’s railways, he was about to embark upon a personal journey that would almost cost his life.

Derek first applied for a Level 3 Train Driver Apprenticeship at Freightliner back in January 2019. Having progressed steadily through his apprenticeship, Derek reached the final stage of his training and only needed to complete his End Point Assessment (EPA), which was scheduled for March 2020.

However, disaster struck when the pandemic hit, and Derek was one of the first people at Freightliner to contract COVID-19.

Derek spent 12 weeks in the hospital battling COVID, seven of which were on a ventilator. He lost 85% of his muscle mass and 25kg of body weight.

Derek’s journey to full recovery was never going to be quick or easy, but getting healthy was his main priority. When he finally made it home during summer 2020, Derek was determined to get back on his feet and set himself some initial challenges – the first being to once again walk around his house unaided.

Once Derek battled back to health, he was able to return to work in late 2020. Freightliner was keen to ensure that Derek didn’t overdo it, so he started back initially on light duties before eventually working his way back to full-time. While Derek missed his second end-point assessment window, his determination came to the fore once again.

After further training and support, in early 2021 he successfully completed all elements of the Train Driver Apprenticeship with a 98%.

“We are delighted that Derek not only made a full recovery from COVID but went on to achieve such remarkable results in his End Point Assessment,” said Freightliner’s Managing Director of U.K. Rail Tim Shakerley.

“We are very proud of Derek and all of our frontline staff at Freightliner who have shown such resilience and commitment to the business during the pandemic.”

32 AroundG&W

FREIGHTLINER TRIALS JUMBO AGGREGATES TRAIN With a reduction in passenger numbers and lighter passenger train schedules, Freightliner has worked with Network Rail and customers to trial new types of services, challenge the capability of the network and improve the efficiency and productivity of existing services.

Among the initiatives, Freightliner is trialing the operation of “jumbo” aggregates services between the Peak District in Derbyshire and London for its customer Tarmac. The trains transport stone and construction materials that support critical infrastructure projects across the country.

The first jumbo train ran on March 16, with a trailing load of 3,840 tonnes, making it the heaviest aggregates train ever to have operated on the West Coast Main Line. Usually, trains transporting aggregates and construction materials from the Peak District would have a trailing load of up to 2,400 tonnes. The train departed the quarry at Tunstead in the Peak District with a single class 70 locomotive that hauled the 39 wagons and a class 66 locomotive (for contingency and not under power) to Wembley Yard in North London, where the train was split into two separate portions that each went onwards to terminals at Battersea and Paddington. After unloading the construction materials at the two terminals, the wagons were re-attached at Wembley Yard and returned to Tunstead as one train.

The first jumbo train ran on March 16, with a trailing load of 3,840 tonnes, making it the heaviest aggregates train ever to have operated on the West Coast Main Line.

Since the initial trial, the jumbo trains have continued to operate on a weekly, or even twice-weekly, basis as Freightliner works with Tarmac and Network Rail to get these formally established in the permanent timetable. These have operated with different types of traction, across diversionary routes and with even higher tonnages; with trailing loads of up to 4,200 tonnes.

The additional volume on just one additional jumbo service represents the equivalent of over 110 truck journeys, and this one train saved around 89 tonnes of carbon emissions compared to road. The even heavier jumbo trains that have run since the initial trial have further increased the environmental benefits and the associated carbon saving.

Chris Swan, Head of Rail at Tarmac, says, “We’re delighted to see the successful trial of our first ‘jumbo’ train transporting essential construction materials from Derbyshire to London as part of our ongoing commitment to supporting the delivery of a low-carbon built environment.”

Freightliner’s jumbo aggregates train preparing to depart the quarry at Tunstead in the Peak District heading to Wembley Yard in North London.

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