Railway Age May 2024

AILWAY G E

SERVING THE RAILWAY INDUSTRY SINCE 1856

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Presenting Our 2024 Influential Leaders

Norfolk Southern Vice President

Engineering Ed Boyle

RAILINC LOCOMOTIVE REPORT

Rebuilds Dominate the Market

MXV RAIL R&D Measuring Wheel Impact Force

Crew Size: ‘It Depends’

Multiplechoice question:

How many crew members should occupy a locomotive cab? A) Three. B) Two. C) One. D) Zero. E) None of the Above. The correct answer is E, “None of the Above.” More specifically, the best correct answer, which does not appear on the test, is “It Depends.”

Doubtless, Federal Railroad Administrator Amit Bose, Secretary of Transportation Pete Buttigieg, SMART-TD President Jeremy Ferguson and BLET National President Eddie Hall, after agreeing that their answer is B) Two, would fail this very basic, no-brainer test, as they would a course in statistics or data science.

One crew size number does not fit all. Assigning any number to how many people should be in a cab, whether it’s five or zero (autonomous operation, which occurs in Australia under very specific conditions), is disingenuous. That’s a polite way of saying “silly” or “uninformed”—or “politics prevail,” in this case.

Capitol Hill Contributing Editor Frank N. Wilner, whose storied career has included service representing the carriers (at the Association of American Railroads) and labor (at SMART-TD predecessor United Transportation Union), gives us his usual excellent summary of the politics behind the FRA’s crew-consist ruling (Watching Washington, pp. 8-9). “Among choices faced by political appointees are whether to obey statutes defining their authority or perform as political partisans,” he writes. “The optics of an April announcement by the DOT and FRA of a final rule mandating two crew members in

the locomotive cab—with limited exceptions— was an unashamed demonstration of the latter. The announcement had adornments of a political rally—some dozen rail labor officials on stage—with Buttigieg and Bose delivering on a Biden campaign promise. Shockingly missing was evidence of how the new rule will enhance rail safety as required by the Administrative Procedure Act (APA), which instructs courts to nullify them as ‘arbitrary and capricious’ when lacking quantitative assessments. There must be, the Supreme Court has said, ‘a rational connection between the facts found and the choice made.’”

“Despite Bose having said in a July 2022 FRA press release that the agency is ‘committed to data-driven decision-making,’ no supporting data accompanied the new rule’s publication,” Wilner notes. “Previously, the National Transportation Safety Board said, ‘There is insufficient data to demonstrate that [rail] accidents are avoided by having a second qualified person in the cab,’ and FRA said in 2019 it lacked ‘reliable or conclusive statistical data’ linking train safety with crew size ... Buttigieg swats away lack-of-evidence criticisms by citing ‘common sense’ as sufficient justification for the new rule—an arguably weak defense given APA and Executive Order provisos. Actually, common sense says assemble the required data before publishing.”

“Common sense,” Buttigieg proclaims? No, Mr. Secretary. Stai dicendo una sciocchezze.

Bottom line: Crew-consist size should always be negotiated, never regulated or legislated. Always remember the correct answer: “It depends.” Have a safe day.

WILLIAM C. VANTUONO Editor-in-Chief

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Industry Indicators

’THE

PROBLEM IS COAL’

Railroad employment, Class I linehaul carriers, march 2024 (% change from MARCH 2023)

(+3.64%)

“Total originated carloads on U.S. railroads fell 3.5% (31,101 carloads) in March 2024 from March 2023, a third straight monthly decline,” the Association of American Railroads reported last month. “Total carloads averaged 216,716 per week, the fewest for any March in our records that begin in January 1988. In the first quarter of 2024, total carloads were down 4.2%, or 122,088 carloads, from the same period in 2023. The problem is coal. Coal carloads averaged 54,023 per week in March, down 18.6% from last year and the fourth lowest weekly average for any month in our records. In the first quarter, coal carloads were down 14.1%, or 121,839 carloads, from last year. The Energy Information Administration (EIA) recently reported that U.S. coal consumption in 2023 was 427 million tons, down 17% from 2022. In a recent forecast, EIA said coal consumption would continue to fall in 2024. Rail coal carload figures seem to be confirming that the EIA’s forecast is correct. Excluding coal, U.S. carloads were up 2.9% (18,214 carloads) in March and were down a fraction of a percentage point (249 carloads) for the year to date. U.S. railroads also originated 1.02 million intermodal containers and trailers in March, up 11.7% (106,903 units) over March 2023 and their seventh consecutive year-over-year gain. Year-to-date intermodal volume was up 9.1% (272,238 units) over last year, in part because of higher activity at ports. Roughly half of U.S. rail intermodal is associated with imports or exports.” Source:

(–0.08%)

TRAFFIC ORIGINATED CARLOADS

NORTH AMERICAN RAILROADS

MAJOR NORTH AMERICAN RAILROADS

MAJOR

TOTAL North American CARLOADS, MARCH 2024 VS. MARCH 2023

1,305,1181,345,250 MARCH 2024 MARCH 2023

Short Line And Regional Traffic Index CARLOADS

Copyright © 2024 All rights reserved.

TOTAL U.S. Carloads and intermodal units, 2015-2024 (in millions, year-to-date through MARCH 2024, SIX-WEEK MOVING AVERAGE)

Industry Outlook

Insurance Market Instability Threatens Commuter Rail

IN 2021, CONGRESS PASSED THE BIPARTISAN INFRASTRUCTURE LAW AND MADE THE LARGEST FEDERAL INVESTMENT IN PUBLIC TRANSIT IN THE NATION’S HISTORY. Between new investments and reauthorizations, the legislation committed $89.9 billion in public funding over a five-year period.

The spending authorized by that bill was designed to expand access to mobility, replace aging infrastructure, and reduce emissions across all modes of transportation. But while that legislation has the potential to drive a boom in public transportation, one illogical aspect of the insurance market threatens to pull the brakes on that progress for commuter railroads.

U.S. commuter railroads, all of which are publicly funded, are currently expected to carry up to the federal cap in excess liability insurance—$323 million per year—to do business with partners such as host railroads, contractors and suppliers. That federal cap is adjusted every five years by applying the consumer price index; once the new number is released, commuter railroads have just 30 days to acquire the additional insurance coverage. If they fail to acquire that coverage within 30 days, they must stop running.

This 30-day requirement is illogical, unnecessary, and threatens the long-term stability and growth of commuter rail.

Why do commuter railroads have to carry such extreme levels of insurance coverage? Surprisingly, those insurance levels are neither required by law, nor do they necessarily match the liability that a railroad would even be exposed to. Because they’re public agencies, many have limited liability under the sovereign immunity provisions established in each state. The

railroads themselves can’t even take steps to reduce their insurance costs. Railroads that have operated for decades without an insurable claim are still forced to carry the maximum amount of insurance. Even after the commuter rail industry invested $4 billion to implement PTC, coupled with the safety improvements we can expect to see because of the Bipartisan Infrastructure Law, there will likely be no impact on the state of play for commuter railroads in the excess liability market.

The commuter rail industry in the U.S— and by extension, the experience of every rail passenger—is held hostage by the insurance demands of third-party partners. Host railroads and PTC system operators issue blanket requirements for excess liability insurance, forcing the commuter railroads to find this coverage on the open market.

The current 30-day implementation timeline for liability insurance takes a challenging situation and makes it a nearly impossible one. When the federal cap on excess liability insurance is increased in late 2025 or early 2026—perhaps by as much as $80 million— every commuter railroad in the country will be forced to compete as quickly as possible for coverage within a 30-day period from a dwindling number of insurance providers.

The U.S. insurance market doesn’t have the capacity to deploy the level of insurance required of commuter railroads, and the situation is only getting worse. No U.S. insurers offer the capacity to provide coverage beyond $32.5 million, which means railroads are forced to purchase $300 million in annual coverage from foreign markets in places such as the United Kingdom or Bermuda.

What does that mean in practice? As a result of a hardened market, commuter railroads in the United States have no choice but to take tens of millions of dollars of public money—contributed by U.S. taxpayers—and spend it outside of our borders. This is certainly not a “Buy America” program.

We are seeing many of the same factors playing out for U.S. consumers, as well. In states like California, Florida, and Louisiana, consumers are being left to deal with skyrocketing insurance costs for home and auto policies. Rising costs and shrinking profitability leads insurance companies to pull out of some markets entirely, and these overarching business decisions can then reduce the

availability of coverage in other areas and drive up premiums. The next time commuter railroads must look for additional liability insurance, it’s entirely possible that they won’t be able to find it on the open market and will be forced to suspend operations.

What can we do to resolve the current threat to commuter railroad operations?

First, Congress can pass legislation extending the implementation window for excess liability insurance from 30 days to 365 days. This is a crucial correction that would provide commuter railroads with the breathing room they need to find the required insurance coverage within their annual renewal cycle; spread out demand in the market; and, crucially, allow Congress time to intercede should the market fail and commuter railroads begin ceasing operations.

But over the long term, the Federal government needs to work with commuter railroads to find common sense solutions. It doesn’t benefit anyone in this country that our commuter railroads are forced to purchase hundreds of millions of dollars in coverage from overseas providers. And the potential consequences of an insurance market collapse—which is not out of the question given the current situation with consumer insurance in some state—would be disastrous for rail service in America.

There is precedent for the Federal government to provide a backstop if the market fails. Recently, for example, the U.S. government stepped in to ensure the availability of terrorism risk insurance in the aftermath of the 9/11 attacks and the war in Ukraine.

One possible solution could be a federal backstop for commuter railroads in the event of a market failure; this would ensure that no transit agency must cease operations while looking for the necessary coverage. It would guarantee reliability and prevent railroads from being held hostage by forces outside of their control.

With the backing of the Bipartisan Infrastructure Law, commuter railroads in the U.S. are on the verge of driving a new era in transportation and sustainability. We need to take common sense steps to ensure that our railroads are allowed to reach their potential and fulfill the goals set out in that legislation. We can’t afford not to.

– KellyAnne

Gallagher,

CEO, Commuter Rail Coalition

Alstom Sells NA Conventional Signaling Business to Knorr-Bremse AG

Alstom, in an effort to reduce its debt load and negative cash flow position, on April 19 formalized a binding agreement with KnorrBremse AG, parent company of New York Air Brake (NYAB), to sell its Alstom Signaling Inc. North American conventional signaling business for a purchase price of approximately $674.1 million.Alstom said the company’s proceeds at closing, net of expected tax and transaction costs, are expected to reach $664.4 million. Closing of the transaction is subject to customary conditions, including regulatory approval, and is expected to take place as soon as Summer 2024.Alstom said the transaction is part of a “comprehensive company action plan” announced Nov. 15, 2023 when the company reported its half-year 2023-2024 results. The sale to Knorr-Bremse represents a notable shift in the North American C&S market. For Alstom, the transaction concerns only the conventional part of its North American signaling business for railroads and rail transit—wayside color light signals, grade crossing warning devices, interlocking controllers, track circuits, switch machines and other legacy products whose history can be traced back 120 years. Alstom will continue to serve the North American C&S market with next-generation signaling and train control technology—“different segments, notably Communications-Based Train Control (CBTC) and European Train Control System (ETCS) solutions.”

WORLDWIDE

WABTEC and ARTC (AUSTRALIAN RAIL TRACK CORPORATION) are collaborating on digital technology for Australian rail system interoperability. Wabtec, whose I-ETMS-based PTC onboard technology is deployed across the U.S. main line rail network, will investigate the capabilities of ARTC’s ATMS (Advanced Train Management System) and develop an interoperability standard between ATMS and ETCS Level 2, which is being installed on the New South Wales state network to replace wayside signals under Transport for New South Wales’ Digital Systems Program. ATMS is part of Australia’s next generation of train management and safety systems using GPS and public cellular networks to connect track infrastructure, locomotives and network control. It enables autonomous train-based location determination, authority and speed supervision.

NORTH AMERICA

AMTRAK last month issued a Request for Information (RFI) to seek options that will help transform its rail fleet with zero-emissions technology, “marking progress toward the company’s long-range goal of eliminating emissions used to power Amtrak’s trains.” Qualified parties are encouraged to respond to the RFI, which supports the U.S. National Blueprint for Transportation Decarbonization by 2050. “Aiming to achieve Net Zero emissions by 2045 sits at the heart of Amtrak’s Climate Commitment,” the company said.

The PORT OF LONG BEACH has awarded “technology ecosystem for smart mobility infrastructure” firm ITERIS, INC. a $900,000 contract for an 18-month multimodal transportation study. The project, Iteris says, “will identify how best to accommodate cargo movement within the Port to enhance safety and efficiency for various transportation modes, including trucks, rail, transit, bicyclists, and pedestrians.” It will also coordinate future Port development and infrastructure improvements. Iteris is leading a team of partner firms, including HDR INC., SYSTEM METRICS GROUP, RAJU ASSOCIATES, and

VALERIE MARTINEZ ASSOCIATES COMMUNICATIONS, INC., to provide comprehensive services. The multimodal transportation study, which “aims to advance the goals identified in the Port’s strategic plan,” will “identify strategies and recommendations to optimize the operations of the Port’s transportation system for its users and Port stakeholders.”

THE CALIFORNIA HIGH-SPEED RAIL AUTHORITY (CHSRA) last month announced that it will solicit proposals for six high-speed trainsets, including two prototypes to support testing and trial running, from the two prequalified, shortlisted manufacturers: ALSTOM TRANSPORTATION INC. and SIEMENS MOBILITY INC. The cost of the equipment plus a driving simulator is estimated at $533.68 million. The CHSRA Board approved the release of the Request for Proposals (RFP), covering trainset design, manufacture, delivery, integration, testing and commissioning. The RFP will be due this fall, and the agency expects to award a contract by the end of the year. The traininsets will be capable of operating at speeds of up to 220 mph and tested up to 242 mph.

Watching Washington Labor Beware: Even the Best

Despite Federal Railroad Administrator Amit Bose having said in a July 28, 2022 FRA press release that the agency is “committed to data-driven decision-making,” no supporting data accompanied the new rule’s publication.

Among choices faced by political appointees are whether to obey statutes de ning their authority or perform as political partisans. e optics of an April announcement by the Department of Transportation (DOT) and Federal Railroad Administration (FRA) of a nal rule mandating two crew members in the locomotive cab—with limited exceptions—was an unashamed demonstration of the latter.

e announcement had adornments of a political rally—some dozen rail labor ocials on stage—with DOT Secretary Pete Buttigieg and FRA Administrator Amit Bose delivering on a Biden campaign promise. Shockingly missing was evidence of how the new rule will enhance rail safety as required by the Administrative Procedure Act (APA), which instructs courts to nullify them as “arbitrary and capricious” when lacking quantitative assessments. ere must be, the Supreme Court has said, “a rational connection between the facts found and the choice made.”

Also alleged is a violation of Executive Orders by Presidents Reagan, Clinton and Obama (E.O. 12291, 12866 and 13563) that agencies, before publishing rules, must prove that expected bene ts exceed anticipated costs.

A railroad challenge that the FRA rule violates the APA will be decided by the 11th Circuit Court of Appeals in Atlanta—seven of whose 12 judges were nominated by Republican Presidents, with six of the seven nominated by President Trump.

A House Joint Resolution to nullify the FRA rule was introduced April 26 by Rep. Eric Burlison (R-Mo.), but it is unlikely to reach oor votes before a court ruling. Resolutions, with the same e ect as legislation, are used to enact temporary legislative objectives or to amend legislation already adopted. If passed by the House and Senate, resolutions also must be signed into law by the President.

Despite Bose having said in a July 28, 2022 FRA press release that the agency is “committed to data-driven decisionmaking,” no supporting data accompanied the new rule’s publication. Previously, the National Transportation Safety Board said, “ ere is insu cient data to demonstrate that [rail] accidents are avoided by having a second quali ed person in the cab,” and FRA said in 2019 it lacked “reliable or conclusive statistical data” linking train safety with crew size.

While the intended e ective date of the new rule is early June, a federal court challenge by railroads should keep it in limbo into 2025.

ere is no immediate e ect on Class I railroads as collective bargaining agreements require two crew members in the cab—but many will be up for renegotiation within a few years.

For regionals and short lines, with or without labor agreements and now operating with one crew member in the cab, there is no immediate impact. Should the new rule survive court challenge, those operations will be grandfathered. However, those who initiated such operations since mid-2022, or wishing to do so, will have to seek FRA approval, navigating

through an arguably cumbersome process requiring notice and comment.

Buttigieg swats away lack-of-evidence criticisms by citing “common sense” as sucient justi cation for the new rule—an arguably weak defense given APA and Executive Order provisos. Actually, common sense says assemble the required data before publishing.

Known as “Mayor Pete” for his previous leadership of the City of South Bend, Ind., Buttigieg, with Bose tagging along, should have chatted-up a fellow former mayor— New York’s Michael Bloomberg, an inventor of real-time market data sharing and who advises the Defense Department on articial intelligence, so ware, data and digital modernization. “Data drives our economy and should help drive the priorities of our government,” Bloomberg says. is is not the rst time a rail laborin uenced FRA advanced a rule lacking an evidentiary foundation. A labor-sought crew-consist rule initiated in 2015 by FRA Administrator Joseph Szabo, a former union o cer, was published a er his early departure. Successor Sarah Feinberg, with a background at Bloomberg’s nancial data rm and once chief of sta to DOT Secretary Anthony Foxx, showed little interest in nalizing the Szabo rule, likely concerned with its lack of supporting data. Bose at the time—following an advisory role to Sen. Robert Menendez (D-N.J.) (now under criminal indictment a second time for conspiracy and obstruction of justice)—was FRA chief counsel.

In 2019, FRA Administrator Ronald L. Batory, son of a rail union o cer, withdrew the rule, citing lack of evidence and recommending crew consist be collectively bargained. “Technology moves faster than the ink can be applied on regulations,” Batory said.

Not considered by this latest rule—its bene t/cost analysis missing—is the railroads’ $15 billion investment in Positive Train Control (PTC), which is advanced technology designed to prevent humanfactor errors and which makes a second crew member in the cab redundant. Rail labor was PTC’s most vocal proponent. Requiring two crew members in

Watching Washington

of Friends Can Be Wrong

PTC-equipped locomotive cabs reduces the second crew member to an engineer trainee. Remarkably, the new rule fails to identify the second crew member as a “conductor,” and is silent on authority and responsibilities.

Representations that the second crew member functions as an emergency responder or helps reduce engineer fatigue ignores that crews lack such skills, that train accidents are extremely rare, that PTC is e ective at controlling fatigue, and that a data-driven study by the California Public Utilities Commission determined a second crew member “could aggravate engineer distractions, and, consequently, engineer error.”

Were crew size and assignment collectively bargained as it historically has, the job of “conductor” could be de ned in contract language, along with supplemental pay raises, career income protection and quality-of-life improvements such as predictable work schedules and a return to home and family following work shi s.

FRA’s politically motivated new rule also ignores the safety record of engineer-only operations.

In Europe, engineer-only operations are ubiquitous and safe. In fact, since 2019 in Australia, Rio Tinto Mining Group has safely operated 1.5-mile-long ore trains autonomously—zero crew members—on routes of 500 miles from 16 mines to two ports.

In the U.S., hundreds of Class II and Class III railroads operate safely with one crew member in the cab. Where PTC is operational, Class I railroads seek to assign “conductors” to pickup trucks with tools they would no longer have to carry climbing up and down from the locomotive, or walk with long distances over ballast to repair mechanical problems. Arriving ahead of the train, they would align switches and coordinate shoves with customers prior to the train’s arrival. From xed locations, they would utilize arti cial intelligence to manage and expedite the di cult rst and last mile.

Improved rail productivity is essential to competing with trucks. Intermodal is now 27% of rail freight revenue, while driverless truck technology is in advanced

Mandating crew size and assignment

through government fiat to satisfy a political objective has unintended negative consequences such as making railroads less competitive with trucks, which in turn increases carbon emissions and causes more highway deaths. Moreover, impeding technological advancement snuffs innovation and encourages decay.”

testing in western states. In the Obama Administration, Transportation Secretary Foxx supported autonomous vehicles “that can drive themselves better than a human can.”

Mandating crew size and assignment through government at to satisfy a political objective has unintended negative consequences such as making railroads less competitive with trucks, which in turn increases carbon emissions and causes more highway deaths. Moreover, impeding technological advancement snu s innovation and encourages decay.

Rail labor risks much through its status quo bias. Even if the rule survives court challenge, it could be repealed by a future FRA Administrator. If the fallback position is state mandates or a congressionally passed law, it also is fraught with uncertainty.

Although 12 states have passed laboradvocated crew-consist legislation, nearly all don’t enforce it a er Indiana Rail Road— with an exemplary safety record operating with one crew member in the cab—successfully challenged in federal court an Illinois law as contrary to a 1973 statute prohibiting states from enacting crew-consist mandates.

As for Congress, prospects remain slim that a rail safety bill containing a crewconsist mandate will pass.

Also lurking is that when existing crewconsist agreements are ripe for renegotiation,

carriers will unilaterally begin reassigning the second crew member on PTC-equipped routes, triggering a Presidential Emergency Board and likely congressional determination of the outcome.

Trusting one’s fate even to congressional Democratic majorities frequently proved an unfortunate choice—characterized by labor arbitrator Robert O. Harris as a “craps game … risking your future on the roll of the dice.” e late Clinton J. Miller III, among the most respected of labor union attorneys, counseled union o cers ghting implementation of new technology: “Let me know how this turns out for you.” Too o en it was, “not well.”

President Biden, Secretary Buttigieg and Administrator Bose might have the best interests of labor in their thoughts and actions. But sometimes, even the best of friends can be wrong.

Wilner’s new book, Railroads & Economic Regulation, is available from SimmonsBoardman Books at www.railwayeducationalbureau.com, 800-228-9670.

FRANK N. WILNER

Capitol Hill

Contributing Editor

FORWARD FOCUS 2024

READERS’ MOST INFLUENTIAL LEADERS

Railway Age ’s 2024 subscriber-selected honorees all embody an entrepreneurial spirit anchored in a commitment to service, safety and sustainability.

Railway Age’s fifth annual Readers’ Most Influential Leaders online poll garnered nominations for many active (non-retired) people from all areas of the North American railway industry. We are pleased to present the top 10 nominees, plus three Honorable Mentions.

Casey Albright

Senior Vice President, Network Operations and Service Design, CSX

At CSX, Casey Albright is Senior Vice President Network Operations and

Casey Albright

Senior Vice President, Network Operations and Service Design, CSX

Service Design, focused on optimizing resource planning to ensure fluid traffic flow across the CSX network. By developing innovative service plans that enhance performance and meet customer requirements, Albright drives operational excellence within CSX. Albright joined CSX in 1998 as a dispatcher, and throughout his CSX career has held positions of increasing responsibility. Formerly Vice President of Service Design, Albright has served in leadership positions within CSX’s service planning, locomotive management and network operations functions. He also served as the Terminal Superintendent and Superintendent of Train Operations on CSX’s Jacksonville and Nashville divisions, and as terminal superintendent in Louisville, Ky. Albright holds a bachelor’s degree in business administration. He also completed the Executive Development Program at Harvard Business School in 2016.

Ed Boyle

Vice President Engineering, Norfolk Southern Ed Boyle was appointed Vice PresidentEngineering at Norfolk Southern on May 1, 2019. Boyle began his career with NS in March 1994 as a Management

Trainee after earning a Bachelor of Science in Civil Engineering from the Pennsylvania State University. He has worked in multiple Engineering and Operations positions with increasing responsibility throughout his 30-plus years of railroading, including Track Supervisor, Assistant Division Engineer, Division Engineer, Chief Engineer, Assistant General ManagerTransportation, AVP Communications & Signals, and AVP Maintenance of Way & Structures prior to his current role. Boyle leads the NS Engineering team, which is responsible for inspecting, maintaining, constructing and

Ed Boyle Vice President Engineering, Norfolk Southern

BNSF proudly congratulates MATT GARLAND on being named one of Railway Age’s Most In uential Leaders.

2024 Influential leaders

improving the 28,000-plus track-mile infrastructure network to ensure safe and reliable operations throughout NS’ 22-state network. The 5,000-plus NS Engineering team members come from Maintenance of Way & Structures, Program Maintenance, Communications & Signals, Bridges & Structures, Design & Construction, and Engineering Planning & Technology. The NS Engineering Department works together and succeeds as one team performing approximately $1 billion in capital infrastructure improvements annually to provide a strong foundation for safe and reliable service to its customers. Boyle is a member of the American Railway Engineering and Maintenance-of-Way Association and recently completed his term on the AREMA Board of Governors. He leads the NACE (North American Chief Engineers) group, is a member of the Association of American Railroads Research Committee and serves on the Penn State Altoona RTE (Rail Transportation Engineering) Advisory Board.

Percy Fields

President and General Manager, The Belt Railway Company of Chicago

As President, Percy Fields is responsible for all aspects of management at The Belt Railway Company of Chicago. Fields, who followed his father into the railroad industry, started his present role after working previously for the BRC as General Manager. He worked 20 years for Union Pacific, the first five

Alan Fisher

Group Vice President, Logistics, Analytics and Digital Mine, Wabtec

as a conductor and the rest in management, including several progressing roles in field operations, one year as Northern Region Superintendent of Dispatching, two years in Premium Operations, and two years running the Alton & Southern Railway Company, a wholly owned subsidiary of UP, as General Manager. Fields has a saying that he often uses to keep everyone focused on continuous improvement, “The only thing guaranteed to stay the same, is that things will change.” That mantra gives his team the confidence to try new things and to keep evolving. From a safety perspective, Fields conducted a 10-year comprehensive review of BRC safety incidents and injuries to establish a more predictive and proactive safety program. In addition, to implement the trends illustrated by this data, Fields established a dedicated safety department at the BRC. From an employee relations standpoint, Fields directed his team to negotiate paid sick day agreements with all the labor unions representing BRC employees, a process that is currently ongoing, with three of 12 unions already ratifying agreements. Under Fields’ supervision, BRC hired its first ever all-female conductor class of nine employees, illustrating his support for enhanced diversity on the BRC team. Fields earned an MBA from Benedictine University in 2013, becoming the first person in his family to earn a master’s degree. He is a graduate of the Harvard Business School’s Advanced Management Program. He serves on the Board of Directors for the Traffic Club of Chicago.

Away from work, Fields enjoys time with his family and supporting his children in their extracurricular activities, including music and sports.

Alan Fisher

Group Vice President, Logistics, Analytics and Digital Mine, Wabtec Digital Intelligence

Alan Fisher is Group Vice President, Logistics, Analytics and Digital Mine for Wabtec’s Digital Intelligence business segment. He is a seasoned professional who began his career as a computer engineer. Before joining Wabtec in 2021, he spent 21 years at Union Pacific, where he held various executive positions focusing on the intersection of technology and railroad operations and was accountable for UP’s technology subsidiary, PS Technology. Under his guidance, Wabtec has achieved significant milestones. Alan led the development of KinetiX Inspection Technologies and is accountable for the company’s Transportation Management System (TMS), essential for short line operations and railroads in Mexico. He also is driving growth for Wabtec’s Digital Intelligence business. In 2023, Alan led the Digital Mine team to record revenue, orders and profitability through the launch of innovative collision avoidance technology. Additionally, he has aided in the growth of port visibility products such as Wabtec’s Port Optimizer™.

Matt Garland Vice President Transportation, BNSF

Percy Fields President and General Manager, The Belt Railway Company of Chicago

Matt Garland Vice President Transportation, BNSF

Digital Intelligence

RAILROADING EXCELLENCE

Congratulations to Justin Meyer, Senior Vice President, Engineering, Mechanical and Operations Technology, for being recognized among Railway Age’s 2024 Most Influential Leaders.

2024 Influential leaders

Marco Loureiro Chief Operating Officer, RailPros

Matt Garland was appointed Vice President Transportation in 2020, leading BNSF’s largest department that includes more than 16,000 employees, most of whom are operating and dispatching freight and passenger trains 24/7 across one of the largest freight rail networks in the world. Roughly 1,200 active trains

operate each day delivering more than 10 million carloads per year across the BNSF rail network, which spans more than 35,000 route-miles through 28 U.S. states and three Canadian provinces. Garland joined BNSF as a Management Trainee in 2001. He was soon promoted to Trainmaster in Albuquerque, N.Mex., and later served in the same capacity in Richmond, Calif. In 2006, Garland was promoted to Terminal Manager in Bakersfield, Calif., and subsequently would serve as Assistant Superintendent at Barstow, Calif. Garland then moved to Fort Worth, Tex., to take a new position as Director of Service Excellence. He was then promoted to Superintendent of Corridor Operations in 2010. He also served as Terminal Superintendent in Seattle. In 2012, Garland moved to Kansas City, where he was named General Director of Transportation for BNSF’s Kansas Division. In 2015, he was promoted to General Manager for the Kansas Division. Garland moved back to

Congratulations,

A Railway Age 2024

Most Influential

Leader Honoree Casey Albright

Casey Albright’s impactful contributions to CSX are truly commendable. With a remarkable 25-year tenure at CSX, Casey’s journey from a dedicated dispatcher to the esteemed role of Senior Vice President of Network Operations and Service Design exemplifies his exceptional leadership and expertise. His strategic vision has played a pivotal role in enhancing resource planning, ensuring the smooth flow of tra c throughout the expansive CSX network.

Under Casey’s guidance, CSX achieved a notable surge in operational metrics, showcasing our unwavering commitment to e ciency and customer satisfaction. Casey also introduced transformative initiatives within the CSX intermodal network that have paved the way for streamlined operations and enhanced terminal fluidity, setting a new benchmark for service quality and reliability. As a true servant leader who embodies our ONE CSX culture, Casey’s emphasis on valuing and appreciating employees resonates throughout the organization.

Congratulations, Casey, on being named a 2024 Railway Age Most Influential Leaders honoree.

Justin Meyer

Senior Vice President Engineering and Mechanical, Canadian Pacific Kansas City

Fort Worth in 2018 to serve as General Superintendent for BNSF’s Network Operations Center. Prior to his current role, Garland served as Vice President South Region, where he was responsible for operations across BNSF’s Southern Transcon. Garland holds a Bachelor of Business Administration from the

INNOVATIVE LEADERSHIP HAS THE POWER TO MOVE ANYTHING

Thank you, Ed Boyle, for laying the tracks for progress at Norfolk Southern.

Having strong and innovative leaders like Ed Boyle as our VP of Engineering, a veteran railroader with 30 years of industry experience, is what allows Norfolk Southern to power progress. Ed’s focus on infrastructure improvements ensures reliable service for our customers and safe operations. Through his leadership we are advancing enhancements to our 28,000+ mile network — maintaining our commitment to the safety of our employees, fostering a service-oriented approach to deliver for our customers, and always moving us forward.

2024 Influential leaders

Laura Mason Executive Vice President Capital Delivery, Amtrak

University of New Mexico and a Master of Business Administration from Texas Christian University. He is a RailPAC chairman’s club and UNM Alumni Association member.

Marco Loureiro Chief Operating Officer, RailPros

Marco Loureiro is the Chief Operating Officer (COO) of RailPros, overseeing the main business units and providing strategic operational direction. With more than two decades of experience in the A&E industry, Loureiro is a recognized leader in rail and transit projects. He is skilled in team building, staff development, business planning, and strategy implementation. Loureiro holds both a bachelor’s and a master’s degree in civil and structural engineering from the University of Iowa, along with an MBA in Finance from Saint Xavier University.

Justin

Meyer

Senior Vice President Engineering and Mechanical, Canadian Pacific Kansas City

Justin Meyer joined CPKC (previously Canadian Pacific) in 1998 as an Engineer in Training successfully navigating his career to his current position as Senior Vice President Engineering and

Mechanical. In 2021, Railway Track and Structures selected Justin as its Engineer of the Year due to his leadership in the industry. With the formation of CPKC, Meyer’s organization now consists of more than 8,300 employees spanning three countries—Canada, the U.S. and Mexico. One team under Meyer’s leadership is the Operations Technology group which leads the development of the hydrogen locomotive program including the conversion kits for diesel electric locomotives, all directly supporting CPKC’s focus on sustainability. In 2002, the team was awarded Canada’s Hydrogen Mobility Award for their efforts. Upon the combination of Canadian Pacific with Kansas City Southern, Meyer currently serves as co-chair of CPKC’s Diversity & Inclusion Council whose goal is to develop impactful strategies and practices to foster a diverse workplace where every CPKC railroader feels both valued and a sense of belonging enabling them to reach their full potential.

Congratulations!

We’re thrilled to congratulate Marco Loureiro, Chief Operating Officer, on being named one of the 10 Most Influential Industry Leaders by Railway Age. With his broad industry expertise and innovative vision, Marco is a dynamic force driving RailPros’ continued high-growth trajectory. His team has openings nationwide – come join us!

Laura Mason Executive Vice President Capital Delivery, Amtrak

Laura Mason is responsible for executing the largest capital program in Amtrak’s history in her role as Executive Vice President Capital Delivery. Since joining Amtrak in 2021, she has been a key driver of the company’s transformation as it advances a new era of passenger rail in America. With more than $50 billion of critical infrastructure, facility, and fleet investments in planning and development, Mason leads Amtrak’s efforts to turn its ambitious plans into reality. Examples include the Frederick Douglass Tunnel Program now under way in Baltimore; new Acela, Amtrak Airo and Long-Distance trains on the way; station redevelopment projects under construction in Baltimore and Philadelphia; and much more. Prior to Amtrak, Laura served in various leadership roles with the Washington Metropolitan Area Transit Authority (WMATA), and before

2024 Influential leaders

that, 12 years at Bechtel Corp. She is a member of the APTA Board of Directors and Northeast Corridor Commission.

Jim Vena Chief Executive Officer, Union Pacific

A railroader, Union Pacific CEO Jim Vena has more than 40 years of industry experience with a demonstrated track record of driving best-in-class operating and service results. His vision for the railroad is clear: Safety, Service and Operational Excellence will equal Growth. Vena’s four decades of railroading bring unparalleled experience across operational management, marketing and project execution. He’s led through transformational times for the entire railroad industry. Vena knows railroading firsthand, beginning his career as a Canadian National Railway (CN) laborer in maintenance-of-way, then a brakeman, conductor, locomotive engineer, trainmaster and superintendent. He

progressively held roles of increasing responsibility, including senior management positions in Operations, Marketing and Sales spanning CN’s East, West and Southern regions across the U.S. At CN, where he added to his knowledge by working with great leaders, Vena was ultimately promoted to Executive Vice

Alan Fisher Group Vice President, Logistics, Analytics, and

Jim Vena Chief Executive Officer, Union Pacific

2024 Influential leaders

President and Chief Operating Officer. As UP Chief Operating Officer from 2019-2020, Vena oversaw a team that achieved efficiency savings and delivered the best service product in the company’s history. He served as Senior Advisor to the Chairman in 2021 and returned to UP as CEO in August 2023.

His most recent experience as a board member is with Direct ChassisLink, Inc. (DCLI), serving on its Board of Directors as Chair of the Audit Committee. Vena also recently served on the FedEx Board of Directors’ Audit, Finance and Governance, Safety and Public Policy committees. He grew up in the mountains of the Canadian Rockies in Jasper National Park. He and his wife, Karen, have sons Michael and Joseph. Vena received an undergraduate and graduate degree early in his career. UP is an iconic company with a long history of Building America, and Vena’s experience will guide UP to new levels of safety, service and operational excellence.

Phil Verster

President and Chief Executive Officer, Metrolinx

Phil Verster is President and CEO of Metrolinx, overseeing a team committed to transforming transportation in the GTHA (Greater Toronto-Hamilton

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Area). With a strong community and customer service emphasis, Metrolinx is delivering quality transportation services on time and on budget and working collaboratively with its partners—all key elements to delivering on the promise of Metrolinx’s Regional Transportation Plan.

Prior to joining Metrolinx, Verster was one of the U.K.’s rail leaders, having managed train operations, infrastructure builds, and infrastructure management for passenger rail systems in England, Scotland and Ireland. An engineer by training, Verster began his career in the electricity sector in his native South Africa. From 2001 to 2003, he was Depot Manager and Production Director for a U.K. division of Bombardier Rail. In 2003, he moved from the supplier side to passenger rail operations at Southeastern Trains.

Verster then spent five years at Irish Rail, where he served in different roles, including Deputy CEO. In 2011, Verster

Phil Verster

President and Chief Executive Officer, Metrolinx

joined Britain’s Network Rail. His first assignment was as Managing Director of London North East and East Midlands Route, the second-largest route in the Network Rail system. He pioneered a new approach to structured continuous improvement that delivered improved safety and train performance as well as an enhanced passenger experience. He put the same innovation and discipline to work in his subsequent assignment for Network Rail running Scotland’s ScotRail passenger rail service from 2015 to 2017. In early 2017, he served as Managing Director of Network Rail’s East West Railway.

Verster has a Bachelors of Engineering and a Masters of Engineering, both from the University of Stellenbosch in South Africa. He has an MBA from the University of Newcastle Business School and an LLM Post Graduate Diploma (Commercial Law) from the University of Northumbria, both in the U.K.

Railroads & Economic Regulation

From the dawn of the rail transportation to the futuristic driverless rail systems, Union Switch & Signal throughout history has been the leading switch, signal and dispatch company in the rail industry. This book covers every aspect of the USS company from the founders to the signal and switch machinist and assembly to the switchboard operators and the control centers and every employee that contributed to building the USS. Safety on the Rails will give the reader the whole story of the USS company’s leadership in safety and signaling for the transportation industry. Hard bound,192 pages. BKRER $69.00 +$16.85 shipping - single copy.

2024 Influential leaders

Matthew Dick

HONORABLE MENTIONS

Mike G. Hart

Chief of Strategy and Development, ENSCO

Matthew Dick has more than 14 years of experience in various roles at ENSCO, including Rail Division Manager. He leads ENSCO’s expansion of service offerings, focusing on the Transportation Technology Center Operated

By ENSCO and subsidiary KLD Labs, Inc. Dick holds a B.S. in Mechanical Engineering and M.S. in Mechanical Engineering from the University of Nebraska – Lincoln. He is a licensed Professional Engineer, with more than 20 years of involvement in railroad research and technology, specializing in vehicle/track interaction, derailments and inspection technology.

Lorie Tekorius

Chief Executive Officer, Sierra Railroad Company

Mike G. Hart has more than 30 years’ experience forming and running industrial companies. e company has freight, passenger, real estate and energy divisions. Hart is a passionate environmentalist who has been named an “Environmental Hero” by the U.S. Environmental Protection Agency and a “Champion of Change” by the Obama Administration. He actively works with public agencies, local and regional governments, academia, and private industry on regulatory and environmental issues ranging from waste processing and disposal to renewable energy production.

Congratulations, Mike Hart! For over three decades, Mike Hart has steered the Sierra Railroad Company (SRC) with unparalleled dedication and foresight

President and Chief Executive Officer, The Greenbrier Companies

Lorie Tekorius joined Greenbrier in 1995 and has served in various management roles of increasing responsibility. She was named COO in 2018 and President in 2019, prior to becoming CEO in 2022. A graduate of Texas A&M University, Tekorius is a CPA. She serves on the Board of Alamo Group, Inc. In 2020, the Manufacturing Institute recognized her as a STEP Ahead honoree. In 2018, she was named a Railway Age “Woman in Rail” honoree. She was recognized as Oregon’s 2017 CFO of the Year by the Portland Business Journal . In the same year, the PBJ awarded her with the Women of In uence recognition.

RAIL LIFE EXTENDERS

Milling, grinding and welding maximize return on one of the railroads’ biggest investments—rail.

BY MARYBETH LUCZAK, EXECUTIVE EDITOR

Suppliers are continually re ning their grinding, milling, and welding equipment and services to extend rail and track component life, prevent premature rail failures or replacement, improve ride quality, and boost fuel savings. e following companies o ered Railway Age insight on the market and shared their latest technologies for heavy-haul and passenger railroad maintenance.

PLASSER AMERICAN

Full rail treatment service provider

Plasser American tells Railway Age that it promotes grinding and milling as complementary technologies. “Where grinding has an advantage for preventive maintenance with low to medium metal removal, milling covers the area of medium to high metal removal,” the company explains. “Of course, there is some overlap in the medium

metal removal area where either technology can be economically used. In such a case, Plasser American can guide the customer though the selection process.” Rail milling, it adds, can “e ciently and economically remove deep defects and fully restore the rail pro le thereby preventing premature rail exchange.”

Plasser American’s hybrid milling machine for North America, the ROMILL Urban 3 E3, is said to reliably treat “challenging track conditions” and uses a post treatment system—HPP (High Performance Polishing)—to provide a low-noise surface nish, where required, the supplier says. “ e hybrid drive system allows for three-hour battery-only operations with no emissions—no exhaust fumes, no sparks, no dust—and low operational noise,” according to Plasser American. “ e integrated Tier 4F [Final] diesel-generator can act as a quick charger during milling

operation. In addition, the machine can be charged externally.”

e supplier recently teamed with Switzerland-based rail maintenance equipment manufacturer Speno International. In addition to serving as the exclusive agent for Speno in North America, Plasser American will provide grinding services to the North American market. “Speno grinding technology di erentiates from conventional grinding technology through several key aspects: improved grinding quality (not just creating sparks but fully achieving target pro les and target metal removal); increased re safety through a combination of shielding and water cannons/ sprinkler systems; improved cleanliness through superior dust collection systems; and grinding support systems that interact with integrated measurement technology to improve overall quality and productivity by reducing operator subjectivity,” according

RailWorks’ new Narrow Head Flash Butt Welding Boom Truck.

Grinding THE DATA

TECH FOCUS — M/W

to Plasser American, which notes that it will provide “e cient and economic preventive rail maintenance to maximize rail life and cost savings for North American railroads.”

LORAM

MAINTENANCE OF WAY, INC.

is year, Loram will be rolling out its latest rail grinder, RGX, in 20-, 30- and 40-stone con gurations. A er four years of development, the machine will o er a smaller footprint—ideal for transit agency work—as well as redundancy with multiple engines and traction systems, according to Product Manager-Rail Chris Lidberg. It will be completed this month and enter the testing phase, before joining Loram’s North American eet. A second RGX is being built for European applications and will be ready for service in 2025.

Also entering service this year is Loram’s rst rail miller for heavy corrective work. In partnership with Linsinger Maschinenbau Gmbh, Loram will be providing what it calls a “Zero-emissions/hybrid milling

machine.” A second unit will begin operating by third-quarter 2025.

Lidberg tells Railway Age that customers continue to seek increased speed and e ciency of maintenance-of-way (m/w) activities, with a focus on “turning data into actionable information that can improve m/w planning.” In 2023, the company introduced Loram VR (Virtual Rail), which uses a railroad’s inspection data to help design a grinding program.

Additionally, heavy-haul and passenger rail customers want to improve m/w safety while reducing track occupancy time, Lidberg reports. at’s among the reasons why Loram recently partnered with Rail Vision to pilot its AI-driven Shunting Yard System in rail grinding operations. e system will improve vision at night, when most grinding work is conducted, and help identify if a switch is positioned properly, for example. “It’s about bringing additional situational awareness to our operator and improving decision-making,” Lidberg

says. e pilot is slated to begin in June and run for several weeks.

HOLLAND

Demand for ash butt and thermite welding services is up again this year, Executive Vice President-Business Development Russell Gehl tells Railway Age. “With money coming through the federal Infrastructure Investment and Jobs Act, we are picking up more work from Class I’s, short lines and regionals,” he reports. “More railroads are taking advantage of cut and slides and repair welding through grants.” Gehl notes that the uptick in business also comes from labor shortages at railroads.

Holland is currently building new ash butt welding trucks and making upgrades to existing trucks’ pullers and control systems. Its newest technology under development is a battery-operated ash butt welder, which is being demonstrated at MxV Rail in Colorado. Rather than employing a larger gen-set to make welds, it uses a smaller, lighter battery, according to Gehl. e company’s aim, he says, is to develop smaller, lighter ash butt welder systems to provide exibility for use in tunnel or tight applications or in densely populated areas where less noise is required for night work. Holland also has a prototype dubbed the 4.1 truck model, which Gehl says is a fourman, fully contained rail welding gang in one truck that is able to carry “seed rail” to replace a defect or joint, as well as longer rail sections for curve replacement. “ e philosophy behind this is to reduce the gang size and operate fewer trucks to be nimble,” Gehl explains. e 4.1 is expected to enter pilot revenue service this month.

On the safety side, Holland has invested in San Francisco, Calif.-based Samsara’s forward- and inward-facing camera systems that are used on its welding trucks to help operators improve over-the-road and in-the- eld driving. It is also piloting “red-zone” technology to help prevent weld gangs from entering dangerous areas, such as roller lines.

Holland continues work on Mexico’s Tren Maya project, with upwards of 150 employees performing welding work, and, “like everyone, we are preparing for Brightline West,” he says, the $12 billion, 218-mile high-speed rail project linking Las Vegas and Southern California. “We had a signi cant

Loram Maintenance of Way, Inc.

RGX, Loram’s newest rail grinder.

role in Brightline’s South Florida project, and expect to play a role in the West,” he says. e company is also building welders for high-speed rail in India and Japan, as well as container welders for shipment this year to the international market.

RAILWORKS MAINTENANCE OF WAY LLC

RailWorks continues to see growth in the grinding and welding market, according to Vice President and General Manager Jason Deaton. is year, the company introduced the Narrow Head Flash Butt Welder, which it has put to use for several Class I customers with positive feedback. Deaton says it’s unique in that it can work in tight clearance areas and around switches. “It can t in and around the frog section of a turnout and get those four tight welds that are normally performed by thermite welding,” he explains. “ is unit is allowing us to get the entire turnout completed utilizing our ash butt welding service.” Among its specs: 60-ton weld head, 3.5 inches of stroke, 8.5

STAY IN GEAR WITH RAIL GROUP NEWS

inches of required clearance, standard Chemetron control system, forge to refusal, and Hiab crane 25-foot reach. Also this year, RailWorks rolled out remote monitoring on its ash butt welding trucks. On the transit side, the company has been doing more grinding work, including grinding planning and analysis.

RailWorks also o ers track geometry services, and recently debuted a hitchmounted system, which can be used on any hi-rail vehicle with an existing receiving hitch. “You re it up and everything’s remote into the truck, on the laptop, and there’s no wires,” Deaton says. Data, he points out, is key to customers today. “Track geometry curve data, for example, has been really important in the past few years,” Deaton tells Railway Age. “And the reason is because customers like knowing their degree of curve—where the curve is starting, where the point of radius, point of tangent, where all those points start and end. And we’re providing accurate GPS coordinates to all of that. Customers can

compare those to their ‘as-built’ information—where the curve was when the track was rst installed.”

ORGO-THERMIT INC., A GOLDSCHMIDT COMPANY

Orgo- ermit has an eddy current service, which allows it to perform measurements of up to three millimeters below the rail surface, to better understand rail condition. In the past year, the company has been using it for a number of customers, according to Michael Madden, President of North American Operations. e data provides a comprehensive picture of rail condition and helps users develop customized grinding plans so they can address “problematic” track areas, he says. “ is way, if there are areas that don’t need attention, we are not unnecessarily grinding them.”

On the thermit welding side, Orgo- ermit plans to introduce several new products at the American Railway Engineering and Maintenance-of-Way Association’s 2024 Conference & Expo this September.

BY DAVID HUMPHREY, PH.D., SENIOR DATA SCIENTIST, RAILINC CORP.

Railinc’s analysis of the North American locomotive fleet reveals that the size of the total fleet decreased very slightly in 2023. Detailed analysis reveals these following trends:

• Rebuilding programs continue but new locomotives are still rare. At the end of 2023, the locomotive fleet totaled 37,559, down 145 units from 2022. That is up from 2022’s -0.8% year-over-year decline. The fleet has continued to decline since 2018.

• Statistics and data in the 2023 report better reflect the relevance of rebuilt locomotives. As introduced in last year’s report, the age of locomotives is based on the rebuilt year in Umler® if the data is present; otherwise, it is based on the original built year.

• High-horsepower, AC locomotives with six axles are driving changes in fleet demographics. Most new additions to the fleet since the mid1990s have been six-axle locomotives with a horsepower rating of 4,000 or higher. Locomotives with alternating current traction motors (AC units)— which perform well at hauling heavy loads—account for the majority of

new additions to the fleet in the past decade. And locomotives with the highest fuel capacity—more than 4,500 gallons—make up the largest percentage of the fleet.

The long-term trend of new locomotives being added to the North American fleet paused in 2018 when the locomotive fleet decreased by three units, and that decline continued in 2023. Last year, the locomotive fleet decreased by 145 units to 37,559 units, for a growth rate of -0.4%, up from the previous year’s growth rate of -0.8% (see Figure 1, below)

Most new locomotives in the report are recently rebuilt units rather than brandnew locomotives (see Figure 2, p. 28)

Historically, the average age of the eet and the number of locomotives added to the eet mirror the economic environment. When the economy is strong, as in the mid-1990s and mid-2000s—and there are more railcars in service—the average age is lower and the eet tends to grow. During periods of recession, fewer new locomotives join the eet. e decrease in 2023 re ects both the lasting economic impacts of the COVID-19 pandemic and the excess supply of locomotives due to industry utilization improvements surrounding PSR (Precision Scheduled Railroading).

The average and median ages of locomotives in the North American fleet continue to increase. The average age increased 0.9 years in 2023, and the median age was also up by one year.

As new locomotives join the fleet each year, larger railroads move older units to less-demanding roles, sell them to regional and short line railroads, or make them available to be rebuilt or refurbished.

A locomotive has a long service life and can be used in a variety of ways over that time. It can make long hauls during its first decades of service. Then, it can work on regional and short line railroads in middle age.

Finally, it can perform lighter-duty service—such as moving railcars in a yard—at 60 or 70 years old.

DC HOLDS LARGEST SHARE AS AC GROWTH CONTINUES

DC locomotives make up 61% of the North American fleet. The share of AC locomotives has increased 10% since 2013 as more AC units join the fleet (see Figure 3, p. 29)

Although DC locomotives continue to make up nearly two-thirds of the North American fleet, AC locomotives have dominated among additions in the past

10 years. Only 43 DC units were added in the past two years. And, in the past six years, most new locomotives were AC units.

Locomotives with a horsepower rating of 4,000 or higher continue to make up most of the North American locomotive fleet. These locomotives comprised 56% of the fleet in 2023 (see Figure 4, p. 30)

Locomotives between 2,000 and 3,999 horsepower comprised 32% in 2023, down from 37% in 2013.

Of the locomotives built or rebuilt in the past five years, virtually all have a

horsepower rating of 4,000 or higher. The fleet does continue to add lower-horsepower locomotives, though at generally decreasing rates. These lower-horsepower additions to the fleet are made up of rebuilt locomotives and new units used as switcher locomotives.

Locomotives with a horsepower rating of 4,000 or higher dominate among AC locomotives, which tend to be newer. There are close to two-thirds more DC locomotives in the North American fleet than AC units. However, DC units are more evenly distributed by horsepower

rating, as locomotives with horsepower ratings of less than 4,000 make up the largest share.

Six-axle locomotives make up 68% of the North American locomotive fleet. Six-axle locomotives distribute the weight of a locomotive to the rails across more wheels and deliver tractive effort through more wheels and traction motors. Most six-axle locomotives were built in the past 30 years.

Locomotives with fuel capacity of more than 4,500 gallons make up 57% of the North American fleet.

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FIGURE 2: NORTH AMERICAN LOCOMOTIVE FLEET, NUMBER OF LOCOMOTIVES BY AGE (ACTIVE LOCOMOTIVES IN UMLER®)

YEAR (ACTIVE LOCOMOTIVES IN UMLER®)

FIGURE 3: NORTH AMERICAN LOCOMOTIVE FLEET, AC VS. DC POWER BY

RAILINC 2024 LOCOMOTIVE REPORT

UMLER®)

This share has grown in recent years, while the share of locomotives with fuel capacity between 3,500 and 4,500 gallons continues to decrease (down 3% since 2013). This is consistent with the recent trend of the fleet adding new high-horsepower, six-axle locomotives—which have larger fuel tanks.

ROAD UNITS AND SWITCHERS

To distinguish locomotives used in road service from those used in switching service, Railinc has applied the following definitions:

• A road unit is a locomotive with six axles and a horsepower rating of 2,500 or higher.

• A switcher is a locomotive with four axles and up to 2,500 horsepower. Road units make up 67% of the North American locomotive fleet, while switchers account for about 23% of the population. Locomotives with four axles and a horsepower rating higher than 2,500 make up 9% of the fleet. However, the industry shifted away from making this locomotive type in the mid-1990s. Most additions of this type are refurbished units.

Railinc is a wholly owned subsidiary of the Association of American Railroads. Visit www.railinc.com for more information and to download this report.

FIGURE 4: NORTH AMERICAN LOCOMOTIVE FLEET, HORSEPOWER BY YEAR (ACTIVE LOCOMOTIVES IN

Railroad wheels o en develop tread anomalies during normal service. Signicantly out-of-round conditions can cause rolling impacts between the wheel and rail. North American railroads use Wheel Impact Load Detectors (WILDs) to indicate highimpact-load wheels. Currently, all WILDs approved by the Association of American Railroads (AAR) are validated according to the AAR Manual of Standards and Recommended Practices (MSRP) Section F, Standard S-6101, which establishes the calibration requirements for all WILD systems to ensure consistent wheel indications. As new WILD technologies emerge, Standard S-6101 updates are required because a standardized static calibration is not adequate

Measuring Wheel Impact Force Using Bearing Adapters

By Matt Witte, Scientist, MxV Rail

for validating all new WILD technologies. One proposed validation method called for measuring wheel impact loads from on board the train using instrumented bearing adapters. e force measurement in the load path was intended to serve as the benchmark reference for validating candidate WILD technologies. is new method required that the in-track WILD readings agree with the bearing adapter values to within 5% di erence. Attempts to apply the standard failed due to inaccuracies in the benchmark measurement.

Instrumented bearing adapters have been used for measuring suspension dynamic loads for years. Good results have been seen with input frequencies around 1 or 2 Hz, which are suitable for vehicle dynamic type loading such as curving and body roll.

Regarding impulse-type load measurements at the frequencies associated with wheel ats at typical operating speeds, the results were not consistent with the expectations.

Figure 1 (p. 32) shows a simpli ed four degree of freedom (4DOF) model constructed to study the veracity of the benchmark measurement when using instrumented bearing adapters. is gure also shows the model’s associated force transfer function using nominal mass and sti ness values. e properties of this force transfer function are consistent with the observed test results. Consistent with the prior experience for measuring suspension dynamic loads that occur in the 1 or 2 Hz frequency range, the amplitude remains nearly constant up to 2 Hz. Around 3 Hz, the response is mildly overdriven and then

falls o rapidly. e amplitude is 0.65, or 65%, at 9.6 Hz input frequency. is is consistent with the lower-than-expected peak load values observed when measured through the bearing adapters. e rail contact frequency of a single wheel at on a 36-inch wheel installed in a car traveling at 60 mph is near 10 Hz. e impulse created

by the wheel at contacting the rail contains energy at much higher frequencies as well.

1_2pgHorzWrkStTraining2023NwLogo.qxp_Layout 1 10/18/23 12:25 PM Page 1

Overall, the simpli ed 4DOF model predicts the reduced force observed at the bearing adapter. To improve measurement capability, multiple contributing factors must be controlled. For example, the characteristics of the wheel tread discontinuities

a ect both impulse duration and the number of impulse peaks per revolution and, therefore, force transmissibility. Using revenue-worn wheelsets with uncharacterized defects introduces uncertainty that could be avoided by employing designed and manufactured impact generators during testing, such as engineered wheel defects and/or “bumps” applied to the rail. e simpli ed 4DOF model indicates that mass, damping and load path variations will attenuate the force measurement at the bearing adapter at higher frequencies. Measuring force through the bearing adapter is not su cient to deduce the dynamic wheel/rail impact force at input frequencies above just a few Hz. MxV Rail is now investigating improved measurement methods and alternative approaches for validating new WILD technologies as part of the AAR Strategic Research Initiative, and pursuing a research path for a test protocol that controls as many of the test variables as possible while allowing maximum exibility in impact force measurement technique.

WorkSiteTrainingCourses:

Locomotive:

• TestingandTroubleshooting26-Type LocomotiveAirBrakeSystems

• LocomotivePeriodicInspectionand FRARulesCompliance

• LocomotiveElectricalMaintenanceand Troubleshooting

• LocomotiveAirBrakeMaintenanceand Troubleshooting

• DistributedPowerMaintenanceand Troubleshooting

• DistributedPowerOperations,Training,and OperatingRules

FreightCar:

• FreightCarInspectionandRepair

• SingleCarAirBrakeTest

• FRAPart232BrakeSystemSafetyStandards forfreightandothernon-passengertrains

• TrainYardSafety

Track:

• TrackSafetyStandards

Figure 1. Simple 4DOF model and associated transfer function.

ROB FREE Long Island Rail Road

HIGH PROFILE: New York Metropolitan Transportation Authority (MTA) Chair and CEO Janno Lieber last month appointed Rob Free as LIRR’s 42nd President. Free began his career with the railroad as a station cleaner 31 years ago, rising through the ranks to become Chief Transportation Officer and Senior Vice President Operations before becoming President. He oversees LIRR’s 24/7 commuter rail service, 700 track-miles and 126 stations.

According to the MTA, Free was instrumental in the rollout of LIRR service to Grand Central Madison, helping to oversee a 41% increase in service that accompanied its launch in January 2023. During his time in LIRR leadership, MTA also completed the Main Line Third Track project; opened the first new LIRR station in 50 years at (Elmont-UBS Arena); and completed an overhaul of the LIRR concourse at Penn Station.

“Rob Free was the natural choice for the job—a native Long Islander who has committed his working life to the LIRR,” Lieber said. “Rob intrinsically understands the level of service customers expect, and I know he will continue to deliver in this now permanent role. I would also like to thank [MTA Metro-North Railroad President] Cathy Rinaldi for helping to ease this transition, first serving as Interim President of LIRR and then as an advisor to Rob.”

“When I joined the LIRR as a 22-year-old station cleaner, I never imagined that one day I would be running this incredible organization,” Free said. “It has been an amazing journey so far and I am excited to continue to build on our successes and make the riding experience even better for Long Islanders. Ridership continues to climb, with weekdays routinely carrying 230,000-plus riders, as is on-time performance, which has been above 95% for three straight months.”

HNTB has named Julie Green as New York Transit and Mobility Group Director and Vice President. Green, one of Railway Age’s 2019 Women in Rail honorees, will oversee transit design, transit systems, and planning and mobility practices. She will be based in the firm’s New York City office. Green has been involved in the design, procurement, commissioning, and operations of rail, bus, and transportation technology systems for 30 years, most recently subway car, commuter railcar and bus procurements for the MTA. She has also worked on Amtrak’s Acela High Speed Train program, as well as revenue system design and implementation for transit clients across North America. Prior to joining HNTB, Green was New

York Region Leader for Hatch LTK, where she was responsible for all activities relating to leading and growing the firm’s business in the New York region. She also served as the Global Director of Data Analytics, providing leadership and oversight of all revenue systems, asset management, and engineering financial analysis.

Remi G. Lalonde has been named Chief Commercial Officer of CN. He succeeded Doug Macdonald, who retired from CN following a nearly 35-year career. On Jan. 8, Lalonde was appointed as Executive Vice President and Special Advisor to CEO Tracy Robinson, Railway Age’s 2024 Railroader of the Year, in anticipation of his transition to CCO.

James M. Foote, a third-generation railroader who began his career at 18 as a Soo Line nighttime mechanical department laborer in his native Superior, Wisc., died April 16. He was 70. Foote, who retired from CSX as President and CEO in September 2022 and was succeeded by Joe Hinrichs, was born in Superior and followed in the footsteps of his father and grandfather. He worked on the railroad at night while attending classes at the University of Wisconsin-Superior during the day. After graduating from UW-Superior, Foote moved to Chicago, where he continued his education and his railroad career. He attended John Marshall Law School at night and worked for the Chicago & North Western during the day. A senior executive with more than 40 years of railroad industry experience in finance, operations and sales and marketing, Foote succeeded his long-time colleague E. Hunter Harrison upon the latter’s death on Dec. 16, 2017 as CSX President and CEO barely two months after he had been named EVP and COO. On Dec. 15— the day before Harrison’s death—Foote was named Acting CEO as CSX announced the ailing Harrison had been placed on medical leave. Foote had returned to a Class I railroad executive position following five years as President and CEO of Bright Rail Energy, a technology company formed in 2012 to design, develop and sell products that allow railroads to convert locomotives to natural gas power, and eight years after retiring from CN in 2009 at 55. At CN, which he joined in 1995 at age 41 as VP of Investor Relations to assist the then-Canadian Crown Corporation’s privatization under Paul Tellier, Foote was EVP of Sales and Marketing. Prior to that, he served as VP of Sales and Marketing, Merchandise.

CRRC and the Passenger Rail Conundrum

Roughly one year ago, in May 2023, a “60 Minutes” report was issued about cost overruns in the defense contracting business. The story details billions of dollars in price gouging by contractors (Raytheon, Lockheed Martin and Boeing) on Patriot missiles, Stinger missiles and the legendary mother of all cost overruns—the F35 fighter jet. The F35 alone has overruns of $90 billion, and ongoing potential future expenses in the trillions. It’s an epic head scratcher and head shaker

Cost overruns are a bedrock of government contracts (who can forget the Pentagon’s infamous $600 hammer). But really, it’s a problem often connected to municipal or quasi municipal agencies. The problem is a secular one. In transportation agencies, citizens want their local transportation agency to be self-funding, independently operational and surviving only on the farebox (or toll both). They also want those fares (and tolls) to be de minimus. It is a crisis of ideology without hope of reconciliation.

This is a fundamental problem faced by Amtrak that was highlighted in the November 2023 “Financial Edge.” It is also the root of the battle over New York City’s proposed congestion pricing plan.

The New York Metropolitan Transportation Authority (MTA) can’t perpetually raise fares, so the grimy and grabby hands of the state’s politicians move to extort money from commuters and tourists or strong-arm them back to public transportation. The MTA is so underfunded that maintenance is getting neglected, and service (if you’re not pushed onto the tracks first) is sub-optimal. Upstate New York politicians would rather fight with New Jersey than raise taxes to fund downstate infrastructure.

The recent cancellation of the Southeastern Pennsylvania Transportation Authority (SEPTA) passenger car order with CRRC (China Railway Rolling Stock Corp.) originates, fundamentally, from the same root ball. As reported by Railway Age last month, SEPTA terminated its 2017 contract for cause due to delays by

CRRC and a fact pattern demonstrating an inability to deliver a product that was in line with the customer’s work scope. CRRC, four years behind schedule, never delivered a single railcar.

SEPTA’s contract cancellation seemed inevitable. More than two years ago, SEPTA CEO and General Manager Leslie S. Richards cited manufacturing problems including watertightness test failures, poor wiring on interior control panels and other subassemblies, repeated brake test failures, and emergency exit windows that did not meet safety standards.

The contract with CRRC was for $185 million, and the CRRC bid was $34 million below the next bidder’s price (Bombardier, now Alstom). For the SEPTA team, the choice in 2017 was obvious. Delivering those assets for that level of discount would have been a win for SEPTA.

Alas, that’s where the good news stops. The CRRC bid was the song of the siren from Homer’s “Odyssey” driving those that hear the songs to madness.

CRRC had previously built a manufacturing facility in Springfield, Mass., CRRC MA, to comply with “Buy America” program requirements, after it had won an order from the Massachusetts Bay Transportation Authority (MBTA) for 400 Orange and Red line cars to replace aging equipment. That order is three years behind schedule, and the 35% of that order that has been delivered is experiencing catastrophic failures. Many new Orange Line cars have been removed from service for problems including a battery explosion, a derailment, loose brake bolts and faulty wiring.

But the MBTA took a tack that was more like the Pentagon and the F35 than SEPTA. In March 2024, the MBTA agreed to pay an additional $148 million (on top of the original $870 million order) to CRRC to improve the pace of the project—effectively subsidizing CRRC’s failures with additional taxpayer money. The new total is more than $1 billion. That’s wickedly high.

That strategy might have just been a news item prior to SEPTA’s CRRC order cancellation, especially considering that the Los Angeles Metro took delivery of its first series of CRRC railcars—albeit a year late. (LA Metro also cancelled an option, one for an additional 218 railcars.) $148 million buys a prodigious number of egg facials.

All railcars, including passenger cars, are supposed to be long-lived assets. The inflationary economy has driven railcar costs higher. They are likely to remain higher than to gravitate to preCOVID nominal means. SEPTA is likely to pay more rebidding the replacement order. This does not include the temporal delays of placing an order in 2017 and then needing to re-bid that order in 2024.

SEPTA’s escape from the CRRC contract is a win. It represents a new opportunity to source the equipment from a reputable supplier who bids to win a project and delivers based on the contractual terms. It is a preferable result to the MBTA strategy of throwing good money after bad.

Unlike the Pentagon, municipal transit agencies can choose from several reputable manufacturing firms. It helps to avoid price gouging. It doesn’t address the issue of budgets and the farebox. Picking a side in the budget vs. quality battle is every purchasing department’s nightmare.

The money the federal government is throwing at infrastructure won’t change the secular nature of this tension if there aren’t enough riders to fill the farebox after government funds have been spent. Until then, the siren’s song will continue to be sung.

Got questions? Set them free at dnahass@railfin.com.

DAVID NAHASS President Railroad

Mechanical Department Regulations

Includes Part 224

FRA News:

49 CFR Part 218. FRA is establishing minimum safety requirements for the size of train crews depending on the type of operation. This final rule requires railroad operations to have a minimum of two crewmembers except for certain identified one-person train crew operations that do not pose significant safety risks to railroad employees, the public, or the environment. This final rule includes requirements for railroads seeking to continue certain existing one-person train crew operations and a special approval process for railroads seeking to initiate certain new one-person train crew operations. This final rule also requires each railroad receiving special approval for a one-person train crew operation to submit to FRA an annual report summarizing the safety of the operation.

DATES: This regulation is effective June 10, 2024

Part 213: Track Safety Standards

49 Part 213, Subparts A-F. Classes of Track 1 through 5: Applies to track required to support passenger and freight equipment at lower speed ranges. Includes Defect Codes and Appendices A, B, and C to Part 213. Softcover. Spiral bound. Updated 12-28-23.

BKTSSAF Track Safety Standards $11.95

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BKWRK

Part 214: Railroad Workplace Safety

The FRA’s Railroad Workplace Safety standards address roadway workers and their work environments. Subparts A-General, B-Bridge Worker Safety Standards, C-Roadway Worker Protection, D-On-Track Roadway Maintenance, and Defect Codes for Part 214. Spiral bound. Updated 12-28-23

Railroad Workplace Safety $11.50

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Bridge Safety Standards

FRA Part 237 establishes Federal safety requirements for railroad bridges. This rule requires track owners to implement bridge management programs, which include annual inspections of railroad bridges if the weather or other conditions warrant such inspections, and to audit the programs. Part 237 also requires track owners to know the safe load capacity of bridges. Updated 12-28-23

BKBRIDGE Bridge Safety Standards $8.95

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New Contracting Services

Next Generation High Performance Milling Machine

Plasser American contracting services will provide the next level of rail maintenance through the innovative Romill Urban 3 E ³ milling machine to Transit Systems as well as Freight Railroads in North America. The innovative Romill Urban 3 E ³ high-performance milling machine incorporates the next generation of electric rail milling. The Hybrid drive system with high capacity batteries will provide hours of emission-free operations with the integrated diesel engine. This provides the ability to charge the batteries and operate the machine continuously. Featuring the revolutionary new cutter head design for longer tool life and extended operational capabilities along with state-of-theart measurement technology. This compact layout fits into the tightest subway tunnels and allows easy road transportation.