THE GREAT BOXCAR DEBATE Point/Counterpoint with TTX and RSI
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This month, we once again dive head-first into boxcars. On pages 46 and 47, you’ll find a “Point/Counterpoint” piece where we continue to facilitate the debate. My thanks to TTX Company Vice President, Fleet Bill Sheehan and Railway Supply Institute President Patricia Long, who at the behest of Railway Age Financial Editor David Nahass agreed to disagree. Just like politics, eh? I wish!
We’ve taken this debate to the edge of the so-called “boxcar cli .” ere are two schools of thought here. One says the cli overlooks a yawning chasm, ready to consume old, rusty boxcars—kind of like Dante’s Inferno (from his 14th century Divine Comedy). Here, the bottom of Hell is a pit with a lake of ice. Embedded in the middle is Satan, in whose three mouths are three arch-traitors—Judas, Brutus and Cassius (not Clay, mind you). I’ll leave it to your imagination to decide what rail industry organizations would take the place of those whose noggins are being masticated by Mephistopheles, Beelzebub, Beetlejuice (not Michael Keaton), Lucifer, the Car-Hire Carcharodon Carcharias, the Demurrage Devil, the Monster Truck—whatever you want to call him. I’ve got a few suggestions, but I’ll keep them close to my vest.
Patty Long’s description is a little less scary: “Private boxcar investors predominantly lease railcars to railroads in return for car-hire payments that the cars earn when other railroads use them throughout the rail network. Unfortunately, the complex rules that govern the car-hire system unfairly favors railroad users, which
suppresses car-hire rates below e ective market levels.”
e other school of thought says the boxcar cli is like one of those rear-projection screens once used in Hollywood movies to give the appearance of something real—like a hobo ghting with a railroad policeman in front of an open boxcar door on a moving freight train. Eventually, the traveling transient gets tossed out (usually on a bridge). It’s an illusion, moviegoers! It looks like a cli , but it’s really not.
“ e overheated rhetoric by some about a looming ‘boxcar cli ’ is misguided,” says Bill Sheehan. “Rail industry participants—railroads, railcar leasing companies and others—have continued to invest in boxcars, renewing the eet with modern, e cient equipment. anks to a well-functioning market, the eet is handling current demand and positioned to support longterm growth.” Don’t worry, be happy!
So which is it? Dante’s Inferno, Boxcar Hell, swallowing and digesting assets and demurrage dollars with steel-dissolving acid, taking carload growth with it? Or is it Billy Joel’s Keeping the Faith, where “the good ol’ days weren’t always good, and tomorrow ain’t as bad as it seems”?
Perhaps reality is somewhere in between. Maybe we’re actually in Dante’s Purgatorio, where repentant souls go to cleanse themselves. Purgatory’s guardian is Cato (the Institute? Nah!), the personi cation of free will. e gatekeeper is an angelic gure, a representative of Ecclesiastical Authority. De nitely not the STB!
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“Resilience remains a cornerstone of the freight rail sector as it navigates the aftermath of Hurricane Helene,” the AAR reported last month. “Operating across a vast outdoor network, railroads are accustomed to and regularly plan for severe weather challenges. Recovery efforts are well under way, with CSX and Norfolk Southern—two major railroads most impacted by the hurricane—making significant progress in clearing debris and repairing infrastructure. However, certain routes remain out of service, and delays are expected. Short line railroads have also played a key role in restoring network fluidity, highlighting the industry’s ability to recover swiftly from disruptions. With the potential for further weather challenges, sustained efforts will be critical in maintaining service continuity. As the economy moves forward, uncertainty remains. While inflationary pressures had been easing, these recent disruptions are reigniting concerns over supply chain bottlenecks and rising costs. Despite these challenges, early indicators show some resilience. AAR’s Freight Rail Index (FRI) for September posted a seasonally adjusted 0.4% increase over August, and a 7.3% rise compared to September 2023. However, the full extent of the impacts from the port strike and hurricane recovery efforts has yet to be fully realized. The coming months will be critical for gauging the broader economic trajectory.”
Railroad employment, Class I linehaul carriers, SEPTEMBER 2024
(% change from SEPTEMBER 2023)
TOTAL EMPLOYEES: 120,399 % CHANGE FROM SEPTEMBER 2023: –1.69%
Transportation (train and engine)
51,757 (–0.44%)
Executives, Officials and Staff Assistants 7,858 (–4.59%)
Professional and Administrative
(–5.50%)
Maintenance-of-Way and Structures 28,923 (+0.10%)
Maintenance of Equipment and Stores
17,105 (–5.66%)
Transportation (other than train & engine)
5,027 (+2.17%)
Source: Surface Transportation Board
THE SURFACE TRANSPORTATION BOARD (STB) ON OCT. 17 ISSUED TWO SEPARATE DECISIONS APPROVING, WITH CONDITIONS, Canadian Pacific Kansas City’s (CPKC) request to acquire from Genesee & Wyoming Class III Meridian & Bigbee Railroad (MNBR) and to operate some 50.4 miles of rail line between Meridian, Miss., and Myrtlewood, Ala. (Western Line); and CSX Transportation’s request to acquire and operate the MNBR rail line that runs 93.7 miles between Burkville and Myrtlewood, Ala. (Eastern Line). MNBR will continue to provide local service to customers between Meridian and Myrtlewood.
The Class I railroads on Oct. 6, 2023, filed separate applications seeking STB approval for their transactions. They sought to acquire these segments to create a direct interchange between them in Myrtlewood, eliminating the need for MNBR to serve as an intermediary carrier, and a freight corridor linking Mexico, Texas and the U.S. Southeast. The STB accepted the applications Nov. 6, 2023, determining the transactions to be minor and subject to an Environmental Assessment (EA). The draft EA was issued March 18, 2024, and the final EA was completed May 3, 2024.
On the Western Line, MNBR currently interchanges with CPKC and Norfolk Southern (NSR) at Meridian; on the Eastern Line, MNBR currently interchanges with Genesee & Wyoming’s Alabama & Gulf Coast Railway LLC (AGR) at Linden, Ala., and with NSR at Selma, Ala. MNBR also interchanges with CSXT at Montgomery.
In its Oct. 17, 2024, decision regarding the
CSX transaction, the STB said that “[w]hile CSXT expects some traffic that currently does not move between CSXT and CPKC over the Montgomery-Meridian route to shift to that route post-Transaction, the record does not support a finding that these potential diversions would cause adverse competitive impacts.” CSXT, the Board reported, anticipates that some existing traffic currently moving between CSXT and CPKC through interchange operations at New Orleans, La., East St. Louis, Mo., and Brookwood, Ala., would shift following the transaction “to the shorter, more efficient route through Myrtlewood,” and such diversions would “simply shift existing CSXT-CPKC traffic currently moving through existing gateways to the new, more efficient CSXT-CPKC Myrtlewood gateway and thus would not adversely affect competition.”
According to the STB, “CSXT also states that if the CPKC Transaction goes forward, it anticipates that a relatively small amount of certain traffic currently moving between CSXT-served points in the Southeastern United States and CPKC-served points in Mexico, would be diverted through the new Myrtlewood gateway.” CSXT currently interchanges this traffic with a bridge carrier in New Orleans. Post-transaction, the STB said, “the Myrtlewood routing would provide customers with an alternative that would require fewer handling events and avoid the congested New Orleans gateway, offering a reduction of both transit time and cost.”
In its Oct. 17, 2024, decision regarding the CPKC transaction, the STB reported finding the “acquisition of the Western Line—even when considered in light of CSXT’s proposed
acquisition of the Eastern Line—would not likely cause a substantial lessening of competition, the creation of a monopoly, or restraint of trade in freight surface transportation in any region of the United States.” It noted that “[e]ven if the Transaction were to result in some limited anticompetitive effects, those effects would be outweighed by the public interest in meeting significant transportation needs.” According to the STB, “[N]othing in the record indicates that the Transaction would reduce competitive rail alternatives for customers located on the Western Line,” and service on that line postTransaction “would remain largely the same as it is today.”
The four Board Members—Patrick Fuchs, Karen Hedlund, Robert Primus and Michelle Schultz—concurred with both decisions. Fuchs and Schultz also provided separate expressions. Fuchs’ expression was nearly identical in both decision filings; similarly, Schultz’s expression was nearly identical in both decision filings.
“The Board was required, by law, to issue a final decision on this application months ago,” Fuchs said in his concurring expression. “The statute not only sets a deadline but gives a clear, specific command: the Board ‘shall approve’ an application ‘unless’ it finds the transaction results in likely substantial anticompetitive effects and the anticompetitive effects outweigh the public interest in meeting significant transportation needs … Based on CSXT’s submission [or the Applicants’ submission], the Board does not find the transaction results in any anticompetitive effect that would permit it to withhold approval. No party to this proceeding opposes approval. Yet the Board fails to comply with a law that Congress enacted precisely to discipline the overly long and inefficiently scoped reviews that plagued the agency and industry for years … With great respect for my colleagues’ priorities and perspectives, I hope the Board can correct and prevent this type of lapse going forward.” The STB, he wrote, “must not delay capital investments and operational improvements, undermine agency compliance and enforcement efforts, and create undue uncertainty for shippers, railroads, and the broader public.”
Duos Technologies Group, Inc. last month signed a new five-year agreement with CN that will allow Duos to provide Machine Vision/Artificial Intelligence wayside detection safety data through a subscription service. Duos now allows shippers and railcar owners that transit the CN network to subscribe and receive the machine vision safety data, which the supplier said can be used for predictive maintenance, trend analytics, and overall fleet health and maintenance purposes. That data is collected by Duos Railcar Inspection Portals®. For more than five years, CN has used Machine Vision/AI wayside detection technology along its network in Canada and the U.S. as a complement to manual inspections. “Duos Technologies is honored to continue our long-standing support to CN,” Duos CEO Chuck Ferry said. “Duos has invested significant time and resources to prove out the Railcar Inspection Portal® and we are pleased to be able to offer it to the many car owners and shippers that will benefit from it. Going forward we intend to further improve the solution and add additional cutting-edge capabilities with special emphasis on wheels and brakes.” Added Patrick Whitehead, Executive Vice President and Chief Network Operating Officer at CN: “We are thrilled to strengthen our partnership with Duos Technologies through this new five-year agreement. By leveraging Duos’ technology, we are enhancing our inspection processes, ensuring better maintenance and health of our overall fleet through key data points and predictive analytics.” Thirteen Duos Railcar Inspection Portals are deployed in Canada, Mexico and the U.S., supporting CN, CSX and two other Class I railroads, plus Amtrak.
WABTEC last month signed a $405 million contract with KAZAKHSTAN TEMIR ZHOLY (KTZ, KAZAKHSTAN NATIONAL RAILWAY) for “several dozen” Evolution Series ES44ACi locomotives to upgrade KTZ’s aging fleet and support growing rail demand in the region. Featuring a 12-cylinder, 4,500-h.p. Evolution Series engine, each unit “is designed to operate in the demanding extreme weather conditions and mountainous terrain of Kazakhstan,” according to the manufacturer. The new locomotives will be built at Wabtec’s Lokomotiv Kurastyru Zauyty plant in Astana, Kazakhstan’s capital city. The plant is said to meet all global quality standards, such as MC ISO 9001-2015, and employ more than 700 people. Wabtec said it will begin delivering the first locomotives from the order next year. The new additions, it noted, will join a fleet of approximately 451 Evolution Series freight locomotives already operating in KTZ’s fleet.
“Kazakhstan has a progressive and openthinking local government that understands the importance of railways in driving the local economy,” said Gokhan Bayhan, Wabtec’s Regional Senior Vice President, Operations for CIS, Europe, Middle East, and Africa.
“KTZ serves as a critical link for the transportation of freight between China and the West. These Evolution Series locomotives will provide the efficiency, reliability, and
operational savings to effectively support the growing demand on the Trans-Caspian International Transport Route.”
Locomotive aftermarket communication and technology products supplier ACS RAILROAD SOLUTIONS (ACSRS) and NORFOLK SOUTHERN, with assistance from KNOXVILLE LOCOMOTIVE WORKS (KLW), are partnering on an idle reduction system pilot project for low-horsepower locomotives that employs a Lithium-Ion based energy module. The ACSRS Electrolyte Idle Reduction System “performs all the functions of a typical Automated Engine Start/Stop (AESS) system but also leverages a 33 kWh Lithium-Ion based energy module to keep key locomotive systems operational when the engine is shut down,” said Dave Fox, Chief Solutions Officer for ACSRS. “The potential fuel saving and emission reduction benefits of a typical AESS are often never realized due to the binary nature of these systems fully shutting down the locomotive. With our new system, HVAC, Heat, Lighting and Analytic systems can stay fully functioning, eliminating the motivation for crews and other operations personnel to override the system and reengage the engine.” ACSRS pointed out that, besides human override, a drop in air pressure due to leakage is a common cause of a locomotive engine having to reengage and idle. The ACSRS
Electrolyte system “monitors air pressure and controls a make-up air compressor, also powered by the energy module, that will ensure the pressure stays above mandated levels. The energy module can also maintain charge of the lead acid batteries, and if necessary be automatically activated to assist when the engine does restart.” Commented Ryan Stege, Norfolk Southern Senior Director of Locomotive Operations & Maintenance: “The ACSRS Electrolyte system looks to be a real game changer and will be a key element in Norfolk Southern leading the transition to a sustainable, low carbon economy. The design of this system effectively addresses many of the challenges we’ve experienced with legacy AESS systems, and we’re confident the additional reduction in fuel consumption and GHG emission will have a large impact on our efforts.” KLW is responsible for ensuring the ACSRS Electrolyte systems are deployed and fully operational as well as for capturing essential data to verify system efficacy. “So far we’ve recorded multiple examples of locomotive ancillary systems being powered from the Lithium-Ion energy module for up to eight hours,” said KLW President Todd Burchette. “This can translate very quickly to significant reduction in fuel usage. Trains are already seven times more fuel efficient than trucks and produce on average 75% less GHG emissions. This program is another way for us to even further extend that advantage.”
In response to an early October economy-jolting dock workers’ strike—now suspended until midJanuary—Rep. Michelle Steel (R-CA) introduced a “Safeguarding Our Supply Chain Act” (H.R. 9911) to transfer maritime industry employees from National Labor Relations Act (NLRA) coverage to that of the Railway Labor Act (RLA) in hopes of preventing future work stoppages.
Written collaboratively in 1926 by rail labor and management, and passed by Congress without substantive change, the RLA promotes jaw-jaw to prevent war-war and resulting work stoppages that create national emergencies by impeding the flow of interstate commerce. Concluding commercial airlines are similarly vital to interstate commerce, Congress added them to RLA coverage in 1936—but never the maritime industry.
So it is that maritime and most other private-sector labor relations are governed by the NLRA, which differs significantly from the RLA.
The NLRA lacks the RLA’s mandatory and often lengthy mediation requirements that help labor and management identify mutually advantageous outcomes. It has no provision for creating Presidential Emergency Boards (PEBs) to investigate disputes and make non-binding settlement recommendations. And the NLRA has no compulsory binding arbitration procedures for resolving Minor Disputes over contract application and interpretation. Where RLA-governed wage, benefits and work rules contracts remain in full force until amended, NLRA-governed contracts contain expiration dates, and the NLRA contains an explicit right to strike.
That there hasn’t been a nationwide railroad work stoppage since 1992 is evidence of the RLA’s success in keeping workers off picket lines.
But widespread maritime strikes also are few. Not since 1977 has there been an East and Gulf Coast ports strike such
as that of Oct. 3, and not since 2002 has there been a widespread West Coast ports strike.
No matter their infrequence, strikes impeding the flow of interstate commerce have potential to create a national emergency. Estimates of the economic cost of the October Maine-Texas port shutdown are as high as $4.5 billion daily—more than twice the $2 billion estimated daily cost of a nationwide rail work stoppage.
Although Steel’s bill has slim chance of passage in the waning days of this disturbingly divided Congress, it may be introduced again when a new Congress convenes in 2025—especially if dockworkers resume their strike and should be taken seriously.
An appropriate question for stakeholders is whether expanding RLA coverage to the maritime industry is the appropriate solution to protecting the flow of interstate commerce.
While the RLA can keep parties at the bargaining table longer than the NLRA, strikes, while few, can and do occur in RLA-governed industries. That their duration historically has been short is because Congress, after the RLA has run its course, typically heads-off or quickly ends railroad work stoppages with legislation imposing terms of settlement. Congress can similarly prevent or end maritime strikes without first transferring dock workers to RLA coverage.
If the objective is to shield Congress from picking labor-dispute winners and losers, there is an array of better options than H.R. 9911. Each could be applied to every industry engaged in interstate commerce, airlines and railroads included.
In 1949, labor attorney Leroy Marceau and economist Richard A. Musgrove proposed barring unions from striking and employers from locking out workers while placing the parties in the same
economic position as if a strike occurred.
The employer would pay wages so high it would stand in the same lost-profits position as if a strike occurred, while employees would be paid so little they would be under the same economic pressure to settle as if they were on picket lines. A federal court would set the wage amounts, with confiscated dollars paid the U.S. Treasury.
In 1960, law professor Archibald Cox recommended an “arsenal of weapons” approach to give the President five legislative options—some mild, some severe—for use where a labor dispute threatens to interrupt substantially interstate commerce. Uncertainty as to the form and extent of government intervention would serve as a cudgel to encourage peaceful settlement.
• The President could appoint factfinders with power to mediate and make public settlement recommendations— much as the National Mediation Board does under the RLA.
• Or, the President could recommend, as does the RLA, voluntary binding arbitration. If rejected, a fact-finding board would publicly shame the naysayers “for imperiling the national health or safety by forcing a strike instead of accepting an impartial decision.”
• Or, the President could obtain federal court injunctions to prevent a work stoppage, forcing disputants to remain at the bargaining table for up to 12 additional months as opposed to the RLA’s three separate 30-day cooling-off periods or the NLRA’s 80 days.
• Or, the President could seize railroads party to the dispute—as Presidents Woodrow Wilson, Franklin D. Roosevelt and Harry S. Truman did during two World Wars and the Korean conflict. Seizure keeps workers on the job until the dispute is settled peacefully. It is considered so objectionable—with its accompanying wage and benefits freeze, and rail CEOs reporting to federal officials—that the parties have strong incentive to settle ahead of federal control.
• Or, the President and Congress could allow a work stoppage to occur. Cox said interstate commerce impeding strikes may not be so catastrophic as predicted. Faced with a work stoppage that would not quickly be halted by Congress, labor and management have greater incentive to settle peacefully to avoid their own hardships. Former Chicago & North Western Railway CEO Robert Schmiege wrote, “A decision by management to force a collective bargaining dispute into a test of economic power rarely passes a cost/benefit analysis.” Former Brotherhood of Locomotive Engineers President Larry McFather wrote, “There may be few things as gut-wrenching as returning home to explain to the children why you are without a job and what that means to them.”
In 1967, former Roosevelt adviser Samuel I. Rosenman proposed a fivejudge U.S. Court of Labor-Management Relations whose sole function would be arbitrating with finality labor disputes threatening to impede interstate commerce.
In 1971, President Richard M. Nixon proposed allowing a “partial” work stoppage—requiring sufficient workers to remain on the job to ensure no interruption in “critical” interstate commerce. Nixon also proposed compulsory binding arbitration—neutral arbitrators choosing, without modification, the last, best and final offer of one of the parties to the dispute.
There are strong arguments for legislation barring strikes that impede the flow of interstate commerce. Just how far lawmakers should go in this direction requires a prominent “handle with care” warning.
On the one hand, labor-friendly Democrats and corporate-friendly Republicans jointly and repeatedly have made clear in Congress that widespread railroad work stoppages are not to be tolerated—at least not for very long.
What does collective bargaining amount to without the right to strike? Nothing. If the union serves a Section 6 notice, regardless of how just it is, we can’t implement it unless it is by agreement with the railroad. And the only way that we stand a chance to get an agreement with the railroads is to know that we stand a chance to use our economic strength. If we don’t, the railroads will never sit down and work anything out with us.” – Charlie luna
On the other hand, the Clayton Antitrust Act guarantees unions immunity to act as monopolists in restricting the supply of labor to create a wage floor higher than what would exist in an unfettered free marketplace. Such immunity, ruled the Supreme Court, is “essential to give laborers an opportunity to deal in equality with their employer.”
So where is the balance? Absent a right to strike, labor’s statutory right to represent workers and bargain collectively might be but a paper tiger. Observed the late former union chief Charlie Luna (Brotherhood of Railroad Trainmen and United Transportation Union):
“What does collective bargaining amount to without the right to strike? Nothing. If the union serves a Section 6 notice, regardless of how just it is, we can’t implement it unless it is by agreement with the railroad. And the only way that we stand a chance to get an agreement with the railroads is to know that we stand a chance to use our economic
strength. If we don’t, the railroads will never sit down and work anything out with us.”
Wrote Professor Cox, “In dealing with national emergency disputes, we confront a critical dilemma. The community desires both the elimination of strikes and the preservation of free collective bargaining. Unhappily, there is no way in which to realize both wishes. Strikes and collective bargaining are inseparable.”
Wilner’s books, “Understanding the Railway Labor Act,” and “Railroads & Economic Regulation,” are available from Simmons-Boardman Books at https:// www.railwayeducationalbureau.com/, 800-228-9670.
FRANK N. WILNER
cpkcr.com Congratulations to CPKC’s Tina Sheaves, Vice President Operations East, on being honoured as one of Railway Age’s Women in Rail.
Railway Age is celebrating eight years of recognizing women who not only excel at leadership but also serve the community and drive industry change, paving the way for the next generation. This year, 25 railroaders earned the publication’s Women in Rail award.
Established in 2017, the annual award is presented to railway industry women in the United States, Canada and/or Mexico for their outstanding leadership, vision, innovation, community service involvement and accomplishments. In an industry typically dominated by men, their professionalism and hard work set an example for many in the freight, passenger, government and supply sectors.
“All of us at Railway Age congratulate this distinguished group of women,” Railway Age Publisher Jonathan Chalon reported on behalf of the judging committee, which included Railroad Financial Corporation Senior Advisor Barbara Wilson, Commuter Rail Coalition CEO KellyAnne Gallagher and the Railway Age staff. “We are proud to honor these trailblazers who have a track record of breaking down barriers and helping to create industry opportunities for women.” In addition to the 25 honorees, seven women were selected for honorable mention in 2024.
BARBARA WILSON
Senior Advisor
Railroad Financial Corporation
Wilson served previously as President and CEO of short line holding company RailUSA, providing strategic leadership and implementing long-range goals, plans and policies. Prior to joining RailUSA in 2019, she was President of Wells Fargo Rail, where she led business growth by acquiring three industry competitors to build the largest railcar leasing business in North America. She holds a bachelor’s degree from Boston College and an MBA from Babson College.
KELLYANNE GALLAGHER CEO
Commuter Rail Coalition (CRC)
Gallagher is a public transportation policy professional and a strategic advisor to industry leaders. With more than 20 years serving across industry sectors, in 2019 she founded CRC, where she is shaping policy and driving the agenda of the association, which serves as the singular voice of the commuter rail industry. Previously, Gallagher was a member of the New York MTA’s senior leadership team, which she joined a er 16 years with the American Public Transportation Association.
We want to congratulate Erika Bruhnke for her honorable mention on this year’s Women in Rail list. RailPros appreciates all you do for us, as well as the overall contributions you and other women have made to our industry. Congratulations to all the women honored this year! Want to join our team? RailPros is hiring! Congratulations!
Felicia Mosenfelder HONORABLE MENTION
SANCHITA BANERJEE-JIMENEZ Deputy Director, Operations and Customer Experience
Port Authority Trans-Hudson (PATH)
In the course of her 20-plus-year career, Banerjee-Jimenez has served as GM of Kennedy Airport AirTrain in New York, as Operations Leader at Metrolinx in Toronto, as Assistant Director with the Port Authority O ce of Chief Operations O cer, and,
since January, in her current role executing initiatives to improve the daily commute for more than 55 million PATH riders annually and overseeing a sta of more than 550 professionals. She is implementing a new system of data collection and analysis, while developing innovative signage and visualization tools to help customers in-station and online as PATH pushes to modernize the facilities and technology of a 116-year-old system. Banerjee-Jimenez was instrumental in cra ing a comprehensive response to proposed congestion pricing in New York City. Designed to dramatically reduce tra c in Midtown Manhattan, the proposal would also increase PATH ridership to ll the gap. In just a few months, Banerjee-Jimenez and her team devised a plan to provide a shortterm operating schedule to start in June and build up to greater investment in railcar coverage, scheduling improvements, and resource allocation in October. While New York State pulled the plug on congestion pricing, PATH was ready to answer and will be again once congestion pricing is enacted.
KRISTIN BEVIL General Counsel and Chief Legal Officer Pinsly
Railroad Company
Bevil is a transportation attorney who has spent her career advising rail clients in all aspects of the business. She got her start with Fletcher & Sippel, LLC, in Chicago, advising Class I, regional and short line railroad clients in the Midwest in matters involving
Graciela has been a dedicated mentor in the industry, actively promoting the development of women through initiatives that support female excellence in various cities.
She has also championed inclusivity by participating in forums that ensure Hispanic members feel welcomed, regardless of their gender or background. In addition to her mentoring, Graciela Trillanes has worked with every new technology and has become an integral figure in the rail industry for the implementation of alternative fuels, highlighting her commitment to innovation and sustainability.
In addition to her professional achievements, Graciela has led community initiatives aimed at supporting vulnerable populations. She focused on helping individuals from incomplete homes and ensuring that the elderly are cared for, notably through a program where she engaged her community in creating handmade gifts for regional nursing homes. Graciela also contributed to community gardening projects to promote sustainable practices and participated in programs that enhance youth development. Furthermore, she supported local schools by ensuring they had adequate supplies for students, reflecting her commitment to nurturing the next generation.
FELA (Federal Employers Liability Act), grade crossing accidents, whistleblower claims, employment issues and commercial disputes. She transitioned to e Indiana Rail Road as its rst General Counsel, providing advice on litigation, governance, regulatory compliance, labor relations, and commercial transactions. In 2019, Bevil joined the executive team of Pioneer Lines as General Counsel, managing 15 short lines, from time of acquisition through divestiture three years later. Now, in addition to her role at Jacksonville, Fla.-based Pinsly—owner six short lines with operations in Florida, Mississippi, Ohio, Indiana, Illinois and Massachusetts— she serves the industry as Vice President,
her success. Boehm joined Conrail’s sales management training program a er college and worked her way up to leading the marketing team for the auto parts business line. In her initial position at Amtrak, she monitored host railroads’ performance and service, with the goal of reducing interference, improving Amtrak trains’ on-time performance, enhancing the customer experience, and, ultimately, increasing the railroad’s ridership and revenue. Later, she led negotiations for the project design agreement between Amtrak and New York MTA for the Penn Station Access project. Now, Amtrak is among Boehm’s clients, and during the past three years, she and AECOM teams have earned new projects with Amtrak in support of critical infrastructure replacement on the NEC. Boehm also created and led a rm program to identify cross-region leaders within the Transportation business line to pursue work generated by the FRA’s $12 billion Corridor ID program. An ally to all, Boehm serves
CHRISTINA BOOTH-JACKSON Vice President, Information Technology
R. J. Corman Railroad Group Booth-Jackson has been instrumental in modernizing the R. J. Corman IT department. Under her leadership, it has played a key role in revamping the company’s Payroll, Emergency Services, Estimating Applications, Project Management Applications,
Security Systems, Cybersecurity, Business Intelligence and more. She is committed to developing solutions that are e ective and user-friendly, fostering a culture where employees are eager to embrace technological advancements. Under Booth-Jackson’s guidance, the IT team successfully transitioned to a cloud-based le-sharing solution, which has improved collaboration, security and accessibility. Outside of work, she is dedicated to service as a volunteer at her church, contributing to its media operations and establishing its network infrastructure; as an active member of the Information Systems Audit and Control Association, which is focused on IT governance, risk management, and cybersecurity; and as a technology mentor to youth and the elderly. Additionally, she has helped several nonprofits to establish and maintain an online presence, and actively supported and developed marketing materials for women’s shelters, children’s a er-school food programs, fundraisers to support underserved communities, and breast cancer awareness.
HENRIKA BUCHANAN
National Practice Consultant, Vice President, Transit and Rail Market Sector HNTB
Buchanan is a strategic, results-oriented leader with more than 25 years’ experience in public transportation. As a senior executive at FTA for more than a decade, she led the agency’s pandemic recovery e orts, which included ensuring the industry’s successful
WE ARE PROUD TO CELEBRATE
General Counsel & Chief Legal Officer, on being named a 2024 Women in Rail honoree. Her leadership and dedication continue to inspire us and drive our success.
Thank you, Kristin, for your outstanding contributions!
stewardship of $70 billion in supplemental relief funding; Hurricane Sandy recovery work while simultaneously creating FTA’s emergency relief program; and e orts to develop and implement the $8.4 billion American Recovery and Reinvestment Act transit program. Also, she managed and oversaw a portfolio of $117 billion in federal grant investments; improved procedures for identifying and closing inactive FTA grants, resulting in the federal recovery of $397 million over ve years and reinvested into shovelready projects nationwide; and led the e ort to develop FTA’s Transit Award Management System. She has been recognized with the Presidential Rank award (2019), the highest honor bestowed by the U.S. President upon senior executives; Outstanding Achievement Award (2020) from the USDOT for her COVID-19 leadership response; and as one of 10 Women Who Move the Nation (2023) by COMTO (Conference of Minority Transportation O cials). At HNTB, Buchanan provides strategic advice to WMATA, New York MTA, SANDAG and MBTA.
SHORNDA CADORE Procurement Director Americas Alstom
Cadore transitioned from the aerospace industry to the rail industry two years ago when she signed on to oversee the unication of Alstom Americas’ procurement organization. is involved coordinating e orts across 12 countries, 25 sites and a diverse team of more than 400 employees.
Within the rst year, she successfully streamlined procurement processes, resulting in enhanced operational e ciency and notable cost savings. Cadore collaborates with 5,000-plus direct and indirect active suppliers for a spend totaling more than 2.5 billion euros. is budget supports all Alstom Americas product lines and functions, including operations in North and South America, Rolling Stock and Components, Signaling, Services and Indirect Procurement. She recently spearheaded the inaugural Alstom Supplier Summit in North America, bringing together more than 80 suppliers and 200-plus attendees, and highlighting the signi cance of strategic collaboration within the industry. Cadore is committed to giving back. She serves on the Board of Directors for the Urban League of Greater Hartford and the Grenada Airports Authority, co-chairs the Grenada Diaspora Advisory Council, and is an Executive Sponsor for ABLE (Alstom Black Leaders of Excellence) employee resource group.
TARA CARPENTER Director of Revenue Accounting Watco
As the lead project manager from Revenue Accounting, Carpenter has collaborated for seven years with Watco’s IT/Development team to create a new in-house rating, messaging and invoicing system for managing interline settlements—unifying all 46 Watco railroads into a single platform. She
was responsible for mapping out the process from a revenue standpoint, including how messages would be transmitted to other rail carriers, the presentation of invoices to customers, the integration with Watco’s accounting system, and the reporting tools used by Watco Sales and Operations. e company completed the rollout June 1. For the Revenue Accounting department, the system has eliminated manual rate entries, resulting in fewer errors and improved settlement timelines and cash ow. It has also reduced the multi-million-dollar so ware expense associated with third-party services. In addition to serving as a leader at Watco, Carpenter is an industry leader, serving as Vice Chair of the Interline Revenue Committee at Railinc, where she also helps to develop new products, such as the Multi Level Pool Billing (MLPB) Data Exchange automotive rack billing process. She is now working on a proposal for a new product aimed at managing overcharge claims. Carpenter is a member of her local Rotary Club and regularly helps at a local food kitchen.
ARI FERRAND-GOODWIN Director, Organizational Development
New Orleans Public Belt Railroad (NOPB) (Railway Age Women in Rail 2023 Honorable Mention)
A ve-year railroader, Ferrand-Goodwin trains management on professional development topics, has established recruitment practices to ensure the hiring of a diverse workforce and emphasizes employee
engagement and recognition through such programs as Employee of the Quarter. Additionally, she leads monthly safety committee meetings and recently initiated an annual “Beat the Heat” event for employees on the importance of staying hydrated during the summer. Just months a er Ferrand-Goodwin joined NOPB, the pandemic hit. She implemented strict safety measures and guidelines, prioritizing employee safety, ensuring that there were no disruptions in operations and maintaining the smooth functioning of the organization during this critical time. Ferrand-Goodwin is mindful of giving back to the community and li ing up others who need help. In 2022, she assisted with the establishment of an annual school supply drive for the New Orleans Women and Children’s Shelter, which not only assists community members while they are in the shelter but also supports them for 18 months a er they leave, making sure that they have the resources they need to avoid returning to homelessness.
LAURA FUENTES
Project Manager, Tlaxcala and Sahagun
The Greenbrier Companies
Fuentes has been a key team member across Greenbrier’s Mexico manufacturing operations since joining in 2006 as an administrative assistant. She has risen through the ranks, taking on roles at all three facilities. From 2009 to 2011, Fuentes served as Materials and Warehouse Manager at Greenbrier
GIMSA. In 2011, she became Project Manager at Greenbrier Sahagun, expanding operations and facilitating the construction and introduction of Greenbrier Tlaxcala. In 2015, she became the rst female Production Manager at Greenbrier Sahagun, overseeing implementation of a boxcar production line. Fuentes gives back by o ering tools and resources and sharing her knowledge with her team and coworkers, and motivating other women to take on more opportunities to aid in their personal and professional growth. During the pandemic, when supply chain constraints impacted all companies, Fuentes spearheaded Greenbrier’s insourcing expansion project in Mexico, which aimed to reduce outsourcing, further control quality standards, minimize the risk of supply chain constraints or material delays and bolster internal component refurbishment to reduce new steel use and provide a sustainability bene t. Fuentes was among the rst to join the LRW (League of Railway Women) when it expanded to Mexico in 2022.
AMANDA HONGISTO Director Design Engineering
CSX
Hongisto plays an important role in the design of CSX projects and is dedicated to improving processes and procedures to make them more e cient. She joined the railroad as an engineering intern while receiving her bachelor’s degree in Construction Management from Michigan Technological University,
and was hired in 2007 as a Project Engineer. In 2010, she became Public Project Engineer and in 2011, Project Manager, handling coalrelated projects from internal CSX Service Design and Network Planning departments. Later, Hongisto transitioned to Senior Design Engineer, managing consultants and coordinating cross-functional teams within the company to create preliminary engineering plans on capacity projects. During that time, she was part of a team that received the CSX Chairman’s Award for Excellence for a joint project with BNSF in Smithboro, Ill. to help relieve Chicago congestion. Hongisto took on her current role in 2023. She has served as volunteer mentor for women in engineering and took part in the Penn State-led program, encouraging women’s participation in rail engineering. Hongisto is also involved in the “OnTRACK 2024: Here SHE Grows” program at CSX, which aims to provide training and support to empower more women to take on leadership roles. She received an MBA in project management from the Florida Institute of Technology.
KATIE HOWER
Vice President Network Strategy, Service Design and Innovation
BNSF Railway
During her nearly 20-year rail industry career, Hower’s top organizational, marketing and communication skills have enabled her to build powerful teams and develop new products, markets and customer solutions. In her most recent prior role at BNSF, Vice
President Domestic Intermodal Marketing, she was responsible for more than $5 billion in revenue and more than 57% of BNSF volumes, and instrumental in revising ETA calculations and methodology and developing new processes and programs to provide better visibility and information for customers. She led a cross-functional team in developing a new cross-border intermodal product with Grupo México Transportes connecting the Monterrey, Silao-Bajio, and PantacoMexico City regions through the Eagle Pass, Tex. border to all major U.S. markets within a span of three months. Volume has grown 71% since the January launch. She also collaborated with J.B. Hunt to allow customers with service-sensitive freight to bene t from the cost savings of intermodal. Named to her current role in September, she has direct responsibility for more than $500 million in annual capital expansion, strategic land, facility and railcar investments. Additionally, Hower established and is the Executive Sponsor for BNSF’s newest Business Resource Group, the Disabilities Inclusion Alliance.
SVP, Communications and Signaling, Washington Metropolitan Area Transit Authority (WMATA)
(Railway Age Honoree, 25 Under 40 Program for 2022)
Jenkins initially joined WMATA in 2006 as a Power Systems Engineer and now leads the Communications and Signaling team, which recently completed the return to ATO
(Automatic Train Operation) at WMATA, and is responsible for development and management of the Automatic Train Control capital program. Following Jenkins’ promotion from Vice President, Signal System Renewal Program to her current role in 2022, her team grew from 80 employees to more than 600, many of which are union-represented maintenance crews. Jenkins has worked to develop relationships with the union president and representatives to ensure collaboration and a uni ed message. Additionally, she encourages team members to present projects to executive leadership for exposure and development and ensures that underrepresented sta are able to attend conferences. She has an open-door policy, which most of her team never experienced before, and initiates frequent town hall and all-hands meetings. Jenkins has also led the development of department community engagement e orts to support the underserved. To date, her team has worked with SOCKS (So Others Can Keep Striding), e Maryland Book Bank and Capital Food Bank Fill-A-Bus events.
SHARON KHAN-KELLMAN
Director, Occupational Safety Projects
MTA Long Island Rail Road (LIRR)
roughout Khan-Kellman’s 27-year transit and commuter railroad career, she has investigated environmentally sustainable materials; performed studies (hazard and operability); conducted assessments (risk and exposure) and audits; improved training materials; developed and implemented safety mitigation strategies;
thought “outside the box” to nd solutions, such as implementing a barcode tracking system for 55-gallon drums; and developed her sta . “She provides support, words of inspiration, insight from her experience and allows everyone to be themselves to grow,” according to one of her two colleague nominators. “When mistakes are made, Sharon is supportive and helps her sta work through lessons learned to prevent similar future mistakes. Sharon has even supported me to grow as a professional and individual.” Khan-Kellman is a pioneer in the areas of Job Safety Analyses—developing a program for the Operating department— and Fatigue Risk Management—originating LIRR’s Fatigue Potential Analysis tool that is being incorporated into its Federal Railroad Administration-mandated Fatigue Risk Management Program. Additionally, she has participated in rail safety, grade crossing safety and escalator safety awareness days to educate the public. Khan-Kellman earned a Master of Chemical Engineering from City College of New York and an Executive MBA from St. Joseph’s College.
ASHLEY KING
Assistant Vice President Trucking & Rail Integrated Solutions
Norfolk Southern King is a veteran railroader with more than 17 years of experience at NS, where she started as a management trainee. In her current role, she oversees the oroughbred Bulk Transfer Network, which she helped grow by more than 6% in carloads and 8% in revenue in
Congratulations to TTX Company’s Vicki Dudley and all of the Women in Rail winners!
2023, and the oroughbred Freight Transfer. In March, she was selected to lead Triple Crown Services, the railroad’s wholly owned trucking subsidiary, where one of her rst acts was to merge Triple Crown’s sales team with the Rail Integrated Solutions sales team to better serve customers. No matter what leadership position King has held—from Industrial Products and Customer Service to Network Planning—she has focused on two of her core strengths: listening to customers and nding a better way. In 2019, in response to customer feedback, King spearheaded the establishment a new customer logistics center. And more recently, when a customer in the paper and packaging industry wanted to utilize the full capacity of a 60-foot highcube boxcar to serve a facility with height restrictions, she helped to identify a solution, marking the railroad’s rst foray into full truckload cross-docking. King also serves on the Advisory Board for the Transload Distribution Association of North America, working with other Class I’s and transload partners to develop best practices.
ANDREA NIETHOLD
Head of U.S. Public and Government Affairs, Government and Regulatory Affairs
CN
A er eight years in a Director role, Niethold was recently elevated to Head of U.S. Public and Government A airs at CN, where she engages with federal lawmakers and regulators on freight rail issues and how railroads
move the economy. Among her accomplishments: working alongside key trade negotiators, industry leaders and federal lawmakers to see tri-lateral passage of USMCA (United States-Mexico-Canada Agreement), and hosting more than two dozen federal lawmakers (STB members, White House o cials, Members of Congress) and sta along key CN trade corridors, including Port Huron, Mich.; Memphis, Tenn.; Fulton, Ky.; Dearborn, Mich.; Ferndale, Mich.; Baton Rouge, La.; Toledo, Ohio; and Ranier, Minn. Before joining the Class I railroad, Niethold served as Chief of Sta to a former senior member of the House Railroad Subcommittee. Despite a challenging workload and travel schedule, Niethold helps to connect and cultivate women in rail. She is a founding member and Co-Chair of CN’s Women’s Employee Resource Group and has helped to launch mentorship, professional development and community engagement programs. Niethold also serves as Director-at-Large for the League of Railway Women and Co-Chair of the LRW Events Committee.
Union Pacific congratulates Wendy Whalen, vice president-Supply Chain, for being named one of Railway Age’s 2024 Women in Rail honorees.
KAREN PHILBRICK Executive Director
Mineta Transportation Institute (MTI), San Jose State University
Dr. Philbrick began her career as a research psychologist working with the freight rail industry and developed her expertise in fatigue countermeasures working with BNSF, Union Paci c, Norfolk Southern and transit agencies. She is dedicated to improving
mobility for all and now oversees a robust research, workforce development, education and technology transfer program. Since 2014, she has served as Executive Director of MTI, which leads four competitively selected multi-university consortia. To ensure that rail research reaches those responsible for managing change, Dr. Philbrick serves on industry boards and committees, including WTS International, the TRB (Transportation Research Board) Passenger Rail Transportation Committee, USDOT Transit Advisory Committee for Safety (appointed four times by respective U.S. Secretaries of Transportation), APTA, and NASA’s Academic Mission Services Science and Technology Council. She is dedicated to building the transportation talent pipeline and oversees numerous K-12 initiatives, as well as an advanced degree program that includes a concentration in High-Speed and Intercity Rail Management. Most recently, the WTS Bay Area Chapter acknowledged her service with the 2023 Katherine G. Johnson Trailblazer of the Year Award.
LAUREN ROBERTS
Regional Vice President, Finance
Genesee & Wyoming Railroad Services, Inc.
Shortly a er joining G&W as an Accounting Manager, Roberts, at age 25, became Finance Director of the Southern Region, the company’s largest operating region at the time. When Hurricane Michael ravaged the Florida Panhandle as a category 4 storm in 2018, the main o ce and locomotive and
railcar maintenance shop of G&W’s Bay Line Railroad su ered extensive damage. In addition, more than 150 railcars were blown over, and hundreds of trees and power lines had fallen along the right-of-way. Roberts oversaw rebuilding e orts. Today, the rebuilt shop serves as the maintenance and repair hub for G&W’s entire American Region. During Roberts’ G&W tenure, she has played a key role on cross-functional teams that have successfully integrated more than 50 acquired operations, including RailAmerica. Today, she provides nancial support for more than ve dozen railroads and more than a dozen industrial switching contracts; drives new business projects in conjunction with Sales and Marketing; and ensures the execution of individual railroads’ strategic plans. Working closely with Operations on safety and capital improvements, Roberts has helped to ensure that G&W railroads run cost-e ectively while never compromising safety. Additionally, Roberts has developed Finance and Accounting workshops to lay the foundation for the next generation of rail leaders.
ANGELA SCHWARZ
Senior Vice President, National Transit & Rail Systems Leader, WSP
A er graduating from Faculdade de Engenharia Industrial in São Bernardo do Campo, Brazil, with a Bachelor’s degree in Electrical Engineering, Schwarz moved from her home country to Germany to advance her career in transportation. She ultimately transferred
FUENTES Project Manager
to the United States to work on one of the largest control center projects to date, at MTA New York City Transit. Schwarz provided technical leadership as systems integrator on the Automatic Train Supervision project, which centralized into one Rail Control Center real-time train control functions and operations for the A Division, bringing 225 miles of subway lines into the 21st century. Schwarz was also integral to bringing NJ Transit’s Positive Train Control project to a successful completion in December 2020. Today, she serves as a technical advisor for MTA’s communications-based train control program for NYCT. To secure the $120 million CBTC project, Schwarz assembled a top-notch WSP team and applied the same approach to win a $40 million systems project in San Francisco. Additionally, she has served as the rst engineering manager for MARTA’s general engineering consultant program; as Systems Package Delivery Manager for the 16-mile Purple Line light rail project in Maryland; and spearheaded the DART Communications Control Center project.
JENNIFER SHEA
Corporate Vice President, Global Environment, Health and Safety (EHS) and Regulator Wabtec Corporation
Shea joined Wabtec as a result of a merger with GE Transportation in 2019 and built the new combined company’s EHS programs and professional sta . She oversees legal support and counseling related to EHS, ESG and
product regulatory compliance. is includes oversight for 160 professional sta ers around the world, including 150-plus manufacturing and service locations. Additionally, she leads stakeholder engagement around Wabtec’s decarbonization of rail transportation strategies and broader sustainability initiatives and reporting. In 2020, she was selected by the Wabtec CEO to build and co-lead a federal and state government relations program to accelerate the future of sustainable rail. Today, it boasts a cross-functional team focused on advocacy, grant and funding opportunities and public a airs, as well as a lobbying network of external consultants. More recently, her internal executive advocacy for EHS priorities led to the formation of Wabtec’s People First Commitments. Her leadership and vision have created new cultural commitments and behaviors for nearly 30,000 employees. is includes empowering employees to stop work for unsafe practices and emphasizing mutual accountability. Shea is part of the Women at Wabtec and Women in Operations employee resource groups.
Congratulations, Sanchita!
Your friends and colleagues at PATH join in celebrating your success and recognizing your exemplary leadership in service to our customers.
TINA SHEAVES
Vice President Operations East
Canadian Pacific Kansas City (CPKC)
A 30-plus-year career railroader, Sheaves worked as a Laborer, Forkli Operator, Engineering Timekeeper, Conductor and Yardmaster before transitioning into leadership as an Operations Coordinator. She continued to take on roles of increasing responsibility throughout Canada, and her
and all the women of Amtrak® who move America forward! Congratulations
experience in Engineering, Mechanical, Intermodal and Train & Engine Operations served her well as Assistant Vice President Operations covering the Eastern Region with a team of more than 700 employees. Sheaves was the rst woman at this level in Operations at CPKC. Her commitment to safety is evident in her ability to identify at-risk behaviors and implement new processes to drive desired results. When she became Assistant Vice President, she recognized a higher frequency of new-hire safety incidents. Her recommendations to provide additional time in training along with changes to the trainers’ approach were carried out, resulting in a notable reduction in safety incidents and increased new-hire retention. A respected leader with deep credibility, Sheaves values feedback, accountability and making a meaningful impact. She is an active participant in CPKC’s Women’s Mentorship program, where she provides guidance and counseling to a diverse group of employees. Sheaves was recently promoted to Vice President Operations East.
JOCELYN SHORT Chief of Staff to the President and CEO (Operations) Metrolinx
Metrolinx is undertaking the largest transportation investment in Ontario’s history to expand transit in the Greater Toronto and Hamilton Area. Fundamental to the delivery of this expansion is the agency’s newly established System Safety Assurance program.
Short joined Metrolinx in 2020 to help lead the development and implementation of that program and support governance to ensure the highest standards of rigor are applied across all stages of transportation projects, from planning and design through to operation. e program’s success is evident in its widespread endorsement internally and externally, and in 2022, it was recognized with an award by the Railway Association of Canada. While working in the o ce of Metrolinx’s Chief Safety O cer, Short led Metrolinx’s Safety Culture Improvement Initiative. She also delivered the text-forhelp, mobile grade crossing enforcement, graduated fee structure for fare related o enses and COVID-19 mobile vaccination clinic programs. As Chief of Sta , Short most recently worked to improve fare integration across the region, teaming with the province and local transit companies to launch Ontario’s One Fare Program in February. Short is committed to giving back, and serves as a mentor and Mentee Selection Committee member for Girls E-Mentorship.
MARIA GRACIELA TRILLANES GALLARDO
Chief Commercial Officer HGmotive Inc.
Trillanes is recognized for strategic vision, strong business acumen and moving initiatives into ongoing practice. She spent 12 years serving in the Mexican Army as a technician at the Laboratorio Central de Pruebas, earning a Medal of Honor. She joined GE Plastics
Mexico as a sales manager in 1994 and moved to the U.S. in 2001 to serve as GE Plastics’ Platform Manager. In 2008, she became a GE Transportation Product Manager, managing the Direct Current Replacement Locomotive program. She was elevated in 2011 to Executive Product Manager, leading the development of new products, including the introduction of LNG Locomotives. In 2019, she became Chief Commercial O cer at HGmotive™. CPKC and HGmotive are currently jointly testing a hydrogen fueling system with the HGmotive™ Prototype Tender, which will facilitate the use of hydrogen for fuel cells on freight locomotives. Trillanes’ contributions to the rail industry include working with all Class I railroads and regulators in North America to achieve standardization of critical functions in the freight locomotive operator’s cab; leading the implementation of technologies that have achieved the performance of DC locomotives while using AC traction motors; and working with regulators on development and implementation of alternative fuel in current and future locomotives.
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CONNIE VAIL
Vice President of Rail Services
Cathcart Rail/BIP Railroad
Vail launched BIP Railroad, a former CSX line in need of repair, during the rst stages of the COVID-19 shutdown—handling STB and FRA submission lings, developing safety and training programs, hiring engineers and conductors, building a track repair and maintenance department, leasing
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two locomotives and more. She worked side by side with crews as an engineer, conductor and manager on the rst day of operations and many days a erward. Over the past 4-1/2 years, BIP has more than doubled tra c volume, tripled revenue and has allowed numerous customers to grow their businesses. Additionally, Vail has created a safety culture that has resulted in a zero injury rating since startup. Vail began her railroad career as an engineer at Norfolk Southern. She has also worked as a trainmaster for Canadian Paci c (now CPKC) and for Iowa Interstate, and served as Senior Director, Regulatory Compliance and Safety for Progressive Rail Specialized Logistics. Vail participates in Operation Lifesaver and local events to educate the community about the dangers of being on or around railroad tracks. She also plans a Santa Train event every holiday season to collect items for local food banks and animal shelters. Vail is a member of the League of Railway Women, GCOR (General Code of Operating Rules) Committee and ASLRRA Safety Committee.
WENDY WHALEN
Vice President Supply Chain
Union Pacific
Whalen joined UP in 1998 and has held roles in HR, Finance and Marketing & Sales, and is currently Vice President Supply Chain. UP spends billions of dollars annually across its network of nearly 5,000 suppliers. Whalen took on her rst supply chain role in 2006 as leader of the Mechanical purchasing team.
She pioneered the integration of sharing ideas, information and total cost of ownership analysis, leading to widespread benets. e practice has been institutionalized during the past 18 years, now forming the backbone of UP’s supply chain operations. Whalen is the driving force behind UP’s Supplier Diversity Program. Her team’s revitalized e orts have seen signi cant success, with more than 75% of all bids released by UP including at least one diverse supplier. is initiative not only promotes inclusion but also tracks and demonstrates the nancial bene ts of diverse suppliers, reinforcing that diversity is ethically sound and good for business. Key to Whalen’s success in addressing rising costs has been implementation of strategic sourcing wave processes, which have produced more than $450 million in company savings. Whalen is an Advisory Board member for UP’s young professionals resource group, UP Ties, as well as UNO Supply Chain and GoRail, and serves as an conference speaker to advance supply chain education and industry practices.
CSX is grateful for Amanda’s contributions to our ONE CSX team throughout her 17-year career with the company. Her technical expertise and project management skills have been instrumental in bringing our capacity projects to fruition. Amanda’s dedication to fostering cross-functional collaboration and ensuring customer satisfaction not only inspires her teammates, but also embodies the essence of CSX’s culture. We extend our sincere congratulations to Amanda for being an influencer and a high achiever in the rail industry. Her recognition with the Women in Rail Award is truly well-deserved.
TRACIE WINBIGLER
Executive Vice President and CFO
Amtrak
Amtrak has an ambitious goal—to double ridership to 66 million customers annually—and having a strong nancial position is central to that.
Winbigler leads Amtrak’s nancial team, which includes the company’s 500-plus accounting, treasury, procurement, continuous improvement and enterprise project management sta members. When she joined Amtrak as CFO in 2019, the company’s annual nancial resources were about $5 billion. Over the past ve years, she and her team have managed the doubling of these resources—including $3 billion in revenue, $5 billion in capital expenditures, and the rest through government grants. She has helped Amtrak establish a Continuous Improvement organization to drive process and technology improvements in nance and the enterprise. In addition, she formed a cross-enterprise rotational program among the nance, commercial, strategy and planning and procurement teams to improve analysis capability and build a talent pipeline. Her leadership skills and approach were critical as Amtrak responded to and recovered from the e ects of the pandemic, when ridership and revenue fell by as much as 97%. For more than two decades, Winbigler has embraced community service roles as a Board Member for the Girl Scouts of Western Washington, leading GE’s Women’s Network and serving as Executive Sponsor for Amtrak’s employee resource group for women.
“Congratulations
to our 2024 Women in Rail award winners and to Railway Age for celebrating these strong and successful women.”
— Barbara Wilson, Senior Advisor, Railroad Financial
Corporation
KIRSTEN BOWEN
National Director–Rail and Transit
Michael Baker International
ERIKA BRUHNKE
Chief Sales and Growth Officer RailPros (Selected by Railway Age readers in 2023 as an Influential Leader)
SOLANGE DE BLOIS
Assistant Director Mechanical Technology
Canadian Pacific Kansas City (CPKC)
GINA DRINKWATER
Shop Superintendent
Metra (Northeast Illinois Regional Commuter Railroad Corporation)
VICKI DUDLEY
Vice President and CFO
TTX Company
FELICIA MOSENFELDER
Terminal Superintendent Operations
BNSF Railway
FAY PITTMAN
Chief Engineer
Metrolinx
Join Railway Age and RT&S at a premier event: Light Rail 2024, our annual conference on light rail transit.
13 & 14
The Westgate Hotel San Diego, CA
LRT, North America’s fastest-growing passenger rail mode, employs a full range of technologies and operating practices. Light Rail 2024, developed for transportation professionals in planning, operations, civil engineering, signaling and vehicle engineering—as well as students at the undergraduate and graduate level—will o er a comprehensive review of the specialized technical, operational, environmental and socio-economic issues associated with LRT in an urban environment.
The conference concludes with a special tour of the San Diego Trolley, the first modern LRT system in the United States.
Key Sessions
•Engineering for Operations
•Capital Program Management
•Dealing with Extreme Weather Events
•Project Updates on Major New-Builds and Expansions
•Alternative Propulsion Technologies
•Customer Interfaces – Fare Collection, Communications, Security
•Funding Challenges
Sharon Cooney CEO
San Diego Metropolitan Transit System
John Mardente Civil Engineer, Passenger Rail Div. FRA
Alfred E. Fazio, P.E. BRT Rail Services
Brian Riley COO – Rail
San Diego Metropolitan Transit System
Rachel J. Burckardt, P.E. SVP / Sr. Project Mgr. WSP USA
Wayne Terry Retired COO – Rail
San Diego Metropolitan Transit System
Ray Biggs II
Sr. Project Dir., Purple Line MDOT MTA
Ken Luebeck, P.E. Project Mgr., Systems Engineering Benesch
Stephen Cusick, P.E. Cabinet Chief of Sta –Capital Delivery Sound Transit
Herzog’s ballast equipment fleet includes GPS Ballast Trains, the Automated Conveyor Train™, solar-powered ballast cars and the Track Lifter (pictured).
Suppliers continue to innovate and improve maintenance technology that optimizes the life and performance of ballast and the overall track bed.
BY CAROLINA WORRELL, SENIOR EDITOR
Ballast is dumped, spread, tamped, pro led and cleaned, and serves many purposes, the most important of which is drainage. Highproduction, computer-driven machines, inspection vehicles and attachments, built (and sometimes operated under contract) from multiple suppliers help to keep ballast clean and in a state-of-good-repair to increase track stability and availability with excellent drainage.
Principal suppliers are Brandt Road Rail, BTE (Ballast Tools Equipment), Dymax Rail, Herzog, Knox Kershaw, Loram, Miner Enterprises, Plasser American, RCE (Rail Construction Equipment Co.), Ontario Trap Rock, Mitchell Railgear, Rhomberg Sersa, NxGen Rail Services, NxGen Rail Services, Plasser American, Rhomber Sersa, and Pavemetrics. Following is a roundup of o erings from those who responded to Railway Age’s inquiries about their latest technologies and what their customers are looking for, as well as the state of the market.
Miner’s AggreGate® line of ballast outlet gates, control systems and accessories is available in electric, air-powered and manual operating models. AggreGate outlet gates are suitable for both retro t and new car systems.
“Miner’s AggreGate is proven to be a safe and e cient method of unloading ballast whether the railroad wants a simple manual unloading or a fully automated standalone system,”
says Miner Enterprises Director of Sales Paul Aspengren. “More than 7,200 carsets of Miner AggreGates have been sold into service since it rst received A.A.R. certi cation more than four decades ago.”
e newest model, the solar-powered standalone electric AggreGate, “enables railroads to bring more e ciency and exibility to their maintenance-of-way operations,” according to the company. By integrating solar power into each railcar, it enables independent operation of every car from anywhere within the ballast train. is eliminates the need for grouping manual and automatic cars.
e AggreGate remote-control system features a push button override that allows individual car and gate selection. Operators can e ectively ballast inside, outside or both sides of the rail simultaneously.
e dual cylinder air-powered AggreGate is also available in either pushbutton or
remote-control operation. e operator can select a speci c car and gate, as well as control ballast ow, ensuring more accurate ballast discharge from distances as great as 300 feet.
e manual AggreGate is available with transition sheets designed to enable new or retrot application to any open top hopper car. It features a three-position handle for easy opening and closing of doors. Spring tension holds the large, guillotine door in position at any opening for controlled ow of ballast.
According to the company, Miner AggreGates are the most speci ed ballast gates in the industry.
NxGen Rail Services says it is “a leader in the eld of using Ground Penetrating Radar (GPR) for ballast inspection.”
Use of GPR as a track inspection tool is growing, the company tells Railway Age. A er a slow start a decade ago, this technology is quickly becoming an important tool in track maintenance planning. is, NxGen Rail Services says, is mainly due to a “signi cant reduction in cost and increased automation of the data processing using AI tools.”
GPR gives customers a detailed 3D understanding of ballast condition and enables them to plan maintenance based on the real condition. With this data customers can:
• Optimize undercutting and shoulder cleaning plans. (Undercutting is a
hugely expensive activity, so knowing with precision where it is needed and where it is not can save a signi cant amount of cost.)
• Eliminate repetitive geometry defects.
• Detect areas with subsidence in the subgrade.
• Improve drainage maintenance.
• Detect faulty or blocked culverts.
GPR can be deployed easily and cheaply either on a hi-rail or on a rail bound inspection car—manned or unmanned. NxGen Rail Services o ers a “plug and play” solution for hi-rail vehicles, which uses the hitch and the 12V supply from the vehicle to operate automatically. No specialized operator is required, and it takes about 10 minutes to set up.
According to NxGen Rail Services, the state of the current business market for GPR is “growing fast as clients appreciate the bene ts.”
New technology and improvements include automated processing and plug and play easyto-use solutions.
Further developments for GPR include AI and real-time processing to help clients achieve “low cost, high accuracy and
maintenance planning optimization.”
As track maintenance continues to evolve, and AI and data analytics play a larger role in how railroads deploy their resources, there is one principle that has not changed: “Clean ballast leads to increased track stability and availability,” Plasser American tells Railway Age, adding that the company “continues to be the industry leader in ballast maintenance and inspection.”
“We continue to hear from customers that making the most of ever shortening work windows is paramount to their success,” Plasser American says. “ e company’s eet of undercutters, shoulder cleaners, and surfacing equipment boast near 100% uptime, ensuring that our machines are ready to go when it’s time to work. Another issue facing the industry is lack of skilled labor. Plasser American has developed several technologies to combat this lack of skilled labor with o erings like our Switch Tamping Assistant and Remote Link Drone Stabilizer.”
Plasser American’s next-generation GRM4000 is the newest tamper in the company’s high-production GRM Line. e GRM4000 o ers a modi ed design with a two-tie tamping
unit to signi cantly increase the production rate and improved weight distribution designed to be transported by road truck. Furthermore, the addition of the Autonomous Remote Stabilizer Upgrade Kit “links” the new GRM4000 remotely to the Plasser Dynamic Track Stabilizer PTS90C. is kit consists of two modules—one is installed on the existing stabilizer and the counterpart on an independent lead machine, such as a GRM4000. Once installed, the stabilizer can be fully controlled by the lead machine operator and requires no additional operator. “ is remote upgrade keeps headcount low and performance high, while radar safety solutions ensure safe operation on track. is new upgrade kit supports the industry’s commitment to safety and e ciency,” the company says.
Plasser American says it continues to innovate and improve ballast maintenance technology. e company’s world class surfacing technology, combined with its high-production, high-performance ballast cleaning machines are a proven way to “ensure tracks are in prime condition, ready for increased capacity.”
RSNA describes itself as “a leading provider of ballast maintenance solutions and technologies, o ering public and private railroads new and innovative solutions in conditional assessment, maintenance planning and delivering the most cost-e ective maintenance solution in optimizing the life and performance of ballast and the overall track bed.”
RSNA recently announced the introduction of its Material Handling and Distribution Train (MHDT), which “helps alleviate the ‘bottleneck’ in production-based ballast cleaning activities.” e MHDT has been successfully deployed across freight and transit railroads in the U.S. and Canada on a range of projects, including traditional ballast cleaning spoil management and
A clear cut represents a good start
Plasser American offers a wide range of shoulder cleaning machines for purchase and for contracting services. With the FRM802 and the FRM85F , the Plasser portfolio contains self-propelled shoulder cleaning machines for individual demands. The auto-levelling function of the shaker box creates a high return rate even in steep-graded curves. In combination with the modern excavation unit, the machines need just one single pass to pick up the designated shoulder area. The modern design allows a clear cutting depth, which is essential for the drainage function of the ballast shoulder. Unbeatable quality leads to cost savings by extending maintenance cycles.
material handling, the company tells Railway Age. “ e industry has quickly caught on to the bene ts the MHDT provides, and, given that the MHDT also removes barriers around the need for locomotives of similar power, we expect to see demand for the MHDT continue to grow.”
According to RSNA, the MHDT is designed to operate with the company’s eet of RM80 high output ballast undercutters to collect track spoil in areas where casting of material from the undercutter is either not practical, or, as becoming more prevalent, environmentally unacceptable. e MHDT con guration is highly adaptable and can also serve as a direct ballast feeder to the ballast cleaner during ballast cleaning, optimizing the overall production process and reducing costs.
RSNA notes it “brings its international knowledge and expertise in the operation and maintenance of high-output track maintenance machines, and, with industry leaders in trackbed inspection, Zetica Rail and REMCAN projects are delivering innovative end-to-end ballast maintenance solutions. rough the unrivaled combined expertise and knowledge, we are able
to optimize the inspection, planning, budgeting, and delivery processes to provide a high-quality product, which, from our customers’ perspective, also translates into reduced risk, increased e ciencies in work delivery and cost savings.”
RSNA adds that it is “constantly looking at ways to challenge traditional methods through innovation to deliver more productive and coste ective solutions for the purpose of delivering a better end outcome for the industry, customers, and the environment.”
“Loram continues to set the standard for productivity, quality, reliability and overall cost e ectiveness when it comes to ballast maintenance,” the company tells Railway Age “Forward looking customers pursuing preventative maintenance utilize Loram’s shoulder ballast cleaners and ditchers to get ahead of drainage related issues. A clean shoulder pro le ensures that water can dissipate from the ballast section quickly so track sti ness returns as fast as possible a er rainfall events. A clean and consistent ditch diverts runo
away from the track quickly, ensuring soils do not become saturated and less stable.”
e Badger Ditcher and DC Max Ditchers are the industry standard for high-speed ditch clearing and creation, according to Loram. e high e ciency machines can excavate material at up to 800 tons per hour to quickly restore drainage and direct water away from the track.
Loram notes it o ers the industry’s “most advanced and productive shoulder ballast cleaning services, equipment and technologies, resulting in increased e ciencies and reduced costs. By consistently excavating at eight inches below the tie and restoring the ballast shoulder structure, nes can migrate through the shoulder with dramatically improved seepage time. Our equipment is speci cally designed to break open mud pockets, compacted nes and ballast voids in the cribs and under the ties to release damaging trapped water.”
When corrective maintenance is required, Loram’s LRV vacuum excavators and undercutters o er “industry leading performance.” Spot work is executed with the LRV. ese machines pair vacuum power with a
manipulator that can apply 5,000 pounds of force at the tip of the nozzle; the LRV is able to excavate even the most fouled and cemented ballast in hard-to-reach locations. In addition to excavating in tight clearances on ballast deck bridges, in tunnels and around switches and crossings, the LRV can perform mud spot undercutting and removal, cross drain or trench digging and drain cleaning. Because there are no moving parts associated with vacuum excavation, ballast can be removed from critical (and typically expensive) components without any damage.
“ e ballast cleaning market continues to be strong,” Loram tells Railway Age. “Customers understand the importance of preventative maintenance through shoulder ballast cleaning and are committed to cyclical programs to maintain appropriate drainage. Undercutting work is steady with customers targeting segments of track that are in the greatest need and remediating those locations accordingly.
“Loram is continually investigating new technology to o er better service to our customers. Currently we are implementing
machine diagnostics and measurement tools on our ballast cleaning machines. is will improve maintenance planning and help Loram to continue to lead the industry in machine availability.
“Customers are asking for machines that reduce labor requirements and operational risks. ere is a continued push to have machines that can be controlled with fewer operators, or machines that do multiple tasks so fewer track windows and railroad support are required,” Loram adds.
“With advanced technology and eld-proven solutions, Herzog’s ballast distribution systems have become indispensable for railroads seeking reliable, e cient maintenance,” the company tells Railway Age. “ ese innovations reduce track time, cut costs, and enhance safety, making them a key asset in modern railway operations. With uptime dependability and around-theclock delivery, Herzog is the go-to provider for specialized equipment and experienced operators who ensure precision ballast placement.”
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Herzog’s ballast equipment eet includes GPS Ballast Trains, the Automated Conveyor Train™ (ACT), solar-powered ballast cars and the Track Li er. ese innovations, combined with operator expertise, “have rede ned the standard for ballast delivery year a er year,” the company notes. “Our operators’ meticulous preventative maintenance practices ensure these machines are always ready for rapid deployment.”
For more than 25 years, Herzog “has been North America’s premier ballast distributor,” according to the company. “ e ACT set a new industry benchmark as the rst conveyor train capable of unloading ballast on curves, while the Track Li er, recently introduced in the eld, li s track and lls ballast in one seamless operation before lowering the track back into place.”
Herzog’s continuous innovation, the company says, “is driven by a relentless commitment to research and development. “Cutting-edge technology is developed to shape the future of railroad maintenance. At our dedicated R&D facility in St. Joseph, Mo.”
Iread with interest David Nahass’ October 2024 Railroad Financial Desk Book article regarding boxcars. It reports that the lone shipper representative with whom Mr. Nahass spoke, Mr. Corthell of Packaging Corporation of America, sees the boxcar eet as “close to right-sized for current demand levels” and “expects the replacement of boxcars reaching retirement age.”
Mr. Corthell is correct. e overheated rhetoric by some about a looming “boxcar cli ” is misguided. Rail industry participants—railroads, railcar leasing companies, and others—have continued to invest in boxcars, renewing the eet with modern, e cient equipment. anks to a well-functioning market, the eet is handling current demand and positioned to support longterm growth.
Unfortunately, other statements reported in the article perpetuate misinformation about boxcars and wrongly advocate for government regulation that would harm shippers and railroads.
ere is a reason claims about an impending boxcar cli have been made for decades, even though a cli has never materialized. One set of industry participants—railcar leasing companies—has interests that diverge from the others. Railroads and shippers pro t from transporting goods. ey share an interest in a railcar eet su ciently large and diverse to meet transportation needs and operate e ciently, but not too large that many cars are idle, clogging the rail network and adding costs unnecessarily. By contrast, leasing companies pro t from leasing railcars. ey bene t when more of their cars are circulating on the network, even if supply exceeds demand.
e leasing companies’ interests explain why they combine claims about a boxcar shortage with complaints about the carhire regime’s “default rate.” ey want the government to assure a ow of income on their boxcars, so they can place more cars into circulation without regard to supply and demand. ey want the Surface Transportation Board to transform the existing carhire regime, which incentivizes right-sized, market-based investment, into a system that
guarantees a return on their investments.
Statements by another contributor to Mr. Nahass’ article, Paul Titterton of GATX, one of North America’s largest railcar lessors, make clear what leasing companies are up to. Mr. Titterton suggests that default rates under current car-hire rules are not providing lessors adequate incentives to buy new boxcars. at is simply not true.
First, railcar lessors are not dependent on car-hire. If there is demand for their cars, lessors can enter into xed rate leases that provide stable returns. Mr. Nahass’ article reports that “investors” believe “non participation in the car system would make them uncompetitive since the boxcar leasing market is dominated by per-diem leases,” but GATX’s experience proves otherwise Soon a er GATX entered the market in 2014 by acquiring 13,000 boxcars from GE, its CEO said it planned to nd “homes for these cars at very attractive rates on longerterm leases.” GATX’s CFO later reported the company had “largely convert[ed] [those boxcars] relatively quickly for the most part, to xed rate leases.”
Second, railcar lessors have in fact been, and plan to continue, investing in new boxcars. Mr. Titterton told GATX investors just last year that “[w]e’ve been investing in boxcars, as has the industry ... [W]hat we’re seeing here is the ageing out of the eet, and then the replacement investment in highercapacity newer cars to address that. And we think that that replacement demand is attractive.” Far from being a marketplace in which the car-hire regime is forcing out leasing companies, Mr. Titterton recently told investors that “for us, the boxcar portfolio has been a good portfolio for us. And we’re hoping and expecting it continues to be a good portfolio for us.”
GATX’s success in the boxcar business also shows that TTX’s acquisitions of boxcars are not an obstacle to investments by non-railroads. e article’s comments about TTX’s usage charges only highlight ways in which TTX’s charges are not comparable to car-hire charges—for example, they must account for TTX’s full-service maintenance obligations over the railcar’s life and users’ ability to end their obligation to pay
charges via TTX’s “turnback” mechanism. ird, Mr. Titterton suggests that raising default rates would incentivize railcar lessors to expand the boxcar eet beyond what railroads and others are already doing, which he says would increase tra c moving in boxcars. is is backwards logic. All rail industry participants want to increase rail tra c, but an oversized eet will not make new tra c materialize. If surplus cars were su cient to drive up demand, boxcar tra c
would not have fallen over the past decades. Government action to raise car-hire rates would be counterproductive by directly raising the cost of using rail. No one would bene t from a surplus of high-cost, empty boxcars except the companies that lease those railcars.
TTX has been in the boxcar business a long time. We agree with Mr. Corthell’s assessment that the current eet is about the right size today, and with Mr. Titterton’s observations to investors that conditions should continue to justify investment. We take both statements as con rmation of our own belief that the current market-based approach is working.
Bill Sheehan Vice President, Fleet TTX Company
On behalf of the Railway Supply Institute (RSI) and its members, thank you for this opportunity to share our views on the North American boxcar eet.
We believe that the car-hire system needs to be reformed to create a level playing eld for all boxcar investors and have asked the Surface Transportation Board to encourage the Association of American Railroads (AAR) to work with us on a solution.
individualized rates makes little economic or practical sense. Even where negotiation or arbitration is a viable option, the carhire system lacks demand-based pricing signals necessary to drive to a market rate. Further, negotiation and arbitration costs are high compared to the potential revenue that they can generate. As a result, the carhire system forces car owners to accept low negotiated rates, which discourages investment in boxcars.
RSI members build and own more than 50% of the 1.6 million railcars used in North America. Boxcars are essential for the transportation of many important commodities, including agricultural, forest, and industrial products and are o en the only practical option for certain commodities and routes.
Private boxcar investors predominantly lease railcars to railroads in return for carhire payments that the cars earn when other railroads use them throughout the rail network. Unfortunately, the complex rules that govern the car-hire system unfairly favor railroad users, which suppresses carhire rates below e ective market levels.
Understanding the current car-hire system is important. e car-hire system e ectively forces investors to negotiate carhire rates from a formulaic “default rate” as low as 17 cents per hour for boxcars costing as much as $160,000. For a large portion of a boxcar’s use, the investor is stuck with the default rate because negotiating
To further illustrate the unfairness of the current car-hire system, one only needs to look at TTX that provides boxcars outside of the car-hire system. TTX’s rates are up to 40% greater than the average negotiated rate for a boxcar in the car-hire system. Despite these higher rates, TTX’s share of the boxcar market has risen to more than 30% and is expected to grow to 50% or more in the next ten years. is demonstrates that the car-hire system is suppressing rates well below what TTX can charge in an unrestricted pricing market and, thus, impairing continued private investment in boxcars. If the car-hire system is not reformed, this ownership trend will continue, reducing competition and resulting in higher rates for shippers.
By increasing boxcar costs and concentrating the boxcar market in a single supplier, the car-hire system encourages shippers to shi freight from rail to trucks, which is not in the public interest. More trucks on the highways mean more
accidents, congestion, and greater wear and tear on already de cient taxpayerfunded highways and bridges. Boxcar freight is generally the easiest freight to shi modes (one boxcar generally hauls the equivalent of three truckloads). Despite these tailwinds, boxcar tra c and eet are both shrinking. e boxcar eet in North America had more than half a million cars at the time of railroad deregulation in 1980, and now sits at just over 100,000 boxcars. Without change, we expect this decline to continue as roughly one-third of currently existing boxcars face regulatory retirement by 2031. If we are going to meet our society’s demand for green transportation, solve highway overcrowding, and address a longterm truck driver shortage, the boxcar will be critical.
e time to reform the car-hire system is now. RSI and its members spent four years asking the AAR to voluntarily negotiate with us on this matter, and we were repeatedly rebu ed. During this time, the boxcar market has become more concentrated, and the rail industry has moved closer to a shortage. Continuing on this path will have negative impacts on all rail stakeholders, from short lines to shippers, and the American public.
To be clear, RSI is not calling for review of any rules that apply to TTX, whose boxcars fall outside the car-hire system. Instead, RSI merely seeks a more level playing eld when it comes to establishing car-hire. We want the same thing: fewer products on trucks and more on rail, which is safer, greener and more e cient. We insist that free and fair competition is the surest way to grow rail tra c. We respectfully urge the STB to act now and grant our petition, which would encourage AAR to negotiate a solution.
Patricia Long President Railway Supply Institute
The HART Skyline location on an island in the middle of the Pacific Ocean adds to its complexity and challenges.
BY SCOTT ROSTEK
The Skyline rail project is a $10 billion, 20-mile, 21-station rail megaproject in Hawaii, spearheaded by the Honolulu Area for Rapid Transportation (HART). is elevated rail system will connect East Kapolei in West Oahu to Honolulu’s dense urban core, addressing the city’s signi cant tra c congestion issues. With limited space to expand roads, the Skyline project o ers a sustainable solution. Stantec is providing construction engineering and inspection services for this groundbreaking project, which will feature electric and driverless cars—a rst in the United States.
is project has extensive and long-lasting bene ts. It aims to reduce Hawaii’s carbon footprint and dependence on imported oil, alleviate road congestion, stimulate the economy by creating jobs, and provide a safe mode of transportation. e trains, supplied by Hitachi, are powered by electricity via third-rail that carries 750 volts at all times. Stantec supports HART throughout the entire project lifecycle, o ering services such as pre-construction support including procurement, constructability review, construction management, resident engineering, project controls, and inspection.
Segment 1 spans 11 miles and features 9 stations. It was constructed by Kiewit, Nan Inc., and Hawaiian Dredging Construction Company and opened in July 2023. Segment 2 is another 5 miles and 4 stations, including the Honolulu International Airport. It’s being constructed by Shimmick/Taylor/Granite Joint Venture (STG JV) and is expected to open in late 2025. e nal 3-mile, 6-station segment into downtown was awarded to Tutor Perini with a notice to proceed (NTP) in October 2024 and is anticipated to open in 2031.
While there are numerous transit megaprojects under way in the U.S., the Skyline’s unique location on an island in the middle of the Paci c Ocean adds to its complexity and challenges.
Managing construction on a project like Skyline is extremely complex. Supporting delivery on a project of this scale requires robust contract management and submittal review/approval processes. is involves understanding the tools and mechanisms of the contract, or modifying accordingly, to address issues in the eld to maintain the contractors’ productivity, while
protecting against cost overruns. Change and risk management, including claims defense, are critical components. Items such as provisional sum allowances for eld change notices, short supply payments, hazardous materials management, third-party inspections, dispute resolution, betterments, and spare parts are prime examples.
Documentation is vital to managing a project of this complexity. is includes:
• Project controls for risk management and mitigation, schedule management with look-ahead and what-if scenarios for critical path analyses, and payment veri cation.
• Quality management, such as quality control procedures, audits, inspection and testing plans, safety plans, work plans, as-builts, and non-conformances.
• Submittals, RFIs, and correspondence.
• Access/availability and property acquisition assistance.
SEGMENTAL PRECAST YARD: A MEGAPROJECT WITHIN A MEGAPROJECT
To meet the project’s needs, segmental construction methods were employed for the
rst two segments, which are more economical, better for managing road closures, and generally less disruptive for the size and length of the project.
e segmental precast yard for the Skyline project was a signi cant undertaking in itself. Spanning 34 acres and employing up to 300 workers for construction of Segment 2, the yard was capable of storing up to 1,000 segments, double-stacked. Quality control was a critical aspect, ensuring that all operations met stringent speci cations. e yard handled rebar (including track plinth inserts in the top ange), conduits, stress blocks, transverse tendon installations in the top ange, including post-tensioning (PT) stressing and grouting operations, along with match-casting for each segment, soundwalls, point and patch operations, and typical repair procedures. Once completed and quality personnel signed o , the segments were stored and then hauled out for span erection.
Tracking for Buy America compliance was meticulously managed, ensuring that every piece of material could be traced from its origin to its nal location on the project. is included a unique barcode system employed by the contractor stamped onto each segment.
Managing the supply chain for a project of this magnitude on a Paci c island presented unique challenges. Time and distance had to be carefully managed for both materials and personnel. Schedule management for material procurement was crucial to ensure that structural steel, rebar, canopies, and specialty equipment were available when needed in the eld. Personnel management included coordinating specialty inspections for station construction, following International Building Code (IBC) certi cations for structural steel inspections. Contract clauses, such as those addressing short supply, were essential to mitigate risks and ensure that the contractor could be compensated for material cost increases. e primary source for materials was shipping, with backups at the port for entry. Shipping delays and resource constraints limited supply into the ports, necessitating longer lead times for material procurement. Resource constraints for both material and labor were signi cant, as relocating personnel quickly was not feasible, requiring meticulous planning and time management.
e project faced numerous external challenges, including natural disasters like wildres, hurricanes, and tropical storms, which impacted both the island and the supply chain. Tari s and embargoes also created obstacles, as did the war in Ukraine, which a ected material availability and prices. e COVID-19 pandemic severely impacted operations, requiring workers to maintain a six-foot distance, which complicated tasks such as erecting segments, installing rebar, and pouring concrete. Meetings in the eld had to be carefully coordinated to ensure that there was e ective communication across disciplines. Learning “Microso Teams” was the new normal, dramatically improving electronic communication.
However, the pandemic also had some positive impacts. Reduced tra c on roads and at the airport allowed for longer working
durations for lane closures and the ability to close more lanes, making maintenance-oftra c (MOT) closures through the airport more acceptable. From an economic perspective, a large workforce stayed employed through the project, which in turn supported local businesses.
Infrastructure on Oahu is aging, dating back to 50 to 75 years ago, with many utilities suspended on overhead poles. Couple this with natural disasters such as wild res, hurricanes, and tropical storms, this creates an environment susceptible for power and communication outages when strong winds occur—impacting many communities in the area.
Utility relocation was a signi cant aspect of the project, with a total of 90,000 linear feet of utility lines needing to be moved—a majority were relocated underground providing a
safer, more reliable, system. Noti cations for de-energizing the 138 kV power lines were needed one year in advance. Managing these relocations with minimal disruption required careful scheduling for planning outages and reconnections, whether during the day, night, weekends, or special times as needed for each business/residence.
Separate contracts totaling $1 billion were established to get ahead of the guideway work. Utility relocations included electrical lines (12 kV, 46 kV, and 138 kV), communication lines (AT&T, Oceanic Time Warner Cable and Hawaiian Telecom, to name a few), and gas and water lines.
Hawaii’s unique geology presented additional challenges. Unlike the U.S. mainland’s more predictable silt, sand, clay, and rock, native Hawaiian soils consist of alluvium, tu , and coralline detritus. e drilling contractor for Segment 2, Legacy Foundations, had to drill the deepest sha on record, 357 feet deep, to address volcanic rock, ignoring the top 150 feet due to poor soil conditions. is required two weeks of continuous drilling, soil excavation, and hole protection—a truly remarkable accomplishment by the contractor with no anomalies in the crosshole sonic log (CSL) testing or non-conformance reports (NCRs) during installation.
Construction at sea level, including trenching for utility relocations, typically required dewatering and water management. Single drilled sha s, ranging from 7 to 11 feet in diameter and up to 357 feet deep, supported the guideway. A total of 225 drilled sha s were constructed using varying methodologies,
including temporary and leave-in-place casing, open hole with and without water, and telescoping oscillators.
e typical sequence of drilled sha construction involved setting up necessary MOT, best management practices (BMPs), environmental and public protection measures, constructing drill working platforms, mobilizing and positioning drill equipment, oscillating or rotating drill casing into the ground, and excavating soil using spherical/hammer grabs, augers, and cleanout buckets. e material extracted from each drilled sha was evaluated by quali ed personnel to ensure it matched the boring log, and once dry, it was moved to a storage yard or hauled o site.
Contaminated materials were managed according to the project environmental compliance plan. Water was added to the sha when groundwater was encountered to stabilize foundation walls. A er reaching the tip elevation, the sha bottom was cleaned out, rebar cages were set, and the approved concrete mix was placed while removing any temporary casing. Nondestructive testing, CSL, veried the integrity of the sha s as the top of the sha was prepared for column construction.
A team approach, referred to as “One HART Ohana,” has been critical to the success of this project. is approach involves everyone on the team (owner, consultant and contractor) removing their individual company hard hat and collectively putting on the HART hard hat and working together to achieve the same project goals. Our approach made it a priority to get ahead of issues, proactively progressing the project by focusing on maintaining the
contractors’ productivity, and empowering team members to make decisions.
An example of e ective teamwork was the collaboration with an unidenti ed AT&T Government ber optic cable that was impacting the critical path. Instead of being hands-o and asking the contractor to gure out a solution, our team provided two possible courses of action as a workaround. is enabled the contractor to continue working on the critical path while the permanent design and construction relocation for the ber-optic line was provided a erward.
e interface process during design and construction involved establishing Interface Points (IPs) with all HART contractors. e xed facility contractor responsible for construction of the guideway and stations is accountable for installing the infrastructure conduits, supports, power and grounding for communication devices such as speakers, cameras, and telephones. It is also responsible for conduit installation for Fire Detection Alarm System (FDAS), Supervisory Control and Data Acquisition (SCADA), signage and Video Message Sign (VMS) boards, Ticketing Vending Machines (TVMs) and entrance gates, as well as elevators and escalators. For successful project integration, constant coordination with HART contractors such as the Core Systems Contractor (Hitachi), Elevator & Escalator Contractor (Schindler Elevator Corporation), Fare Systems Contractor (Init), as well as individual artists for each station was a team priority.
An IP is an element of design or construction requiring the exchange of information to ensure the integrated performance of the
Segmental construction is more economical, better for managing road closures, and generally less disruptive.
overall system or other facilities. Exchanges of interface data within the Project Management Information System (PMIS) allowed interfacing contractors to formally request or provide data and information necessary for their work scope. A nalized document contained lists of the agreed interface coordination points and associated documents, memorializing the communication, coordination, and closure of Interface Points by Interfacing Partners for every design package. is documented decisions and agreements, particularly useful for the duration of the project when this information needed to be communicated to di ering labor crews.
e success of the Skyline project hinges on e ective team focus and stakeholder management. With dozens of stakeholders, jurisdictions, and organizations directly involved, Stantec leads consultation and coordination with more than 40 key agencies and private third-party organizations. Public involvement and community meetings have been a key
feature of the ongoing project, including the “Shop & Dine on the Line” initiative, which promotes supporting local businesses through the disruptive construction phase.
Coordination with the City & County of Honolulu (CCH), Hawaii Department of Transportation (HDOT)-Highways, HDOTAirports, Hawaii Department of Health (HDOH), Army Corps of Engineers, and other authorities having jurisdiction ensured regulatory compliance and e ective communication with relevant authorities.
Projects near or on the corridor, such as a pumping station, low-income housing village construction (Kahauiki Village), radio tower relocation, CCH Infrastructure Improvement Projects, and the Airport Rental Car Facility, required careful coordination.
Hawaii is one of the most ecologically and environmentally sensitive places in the United States. Environmental compliance is crucial due to its fragile ecosystems and the cultural
signi cance of its natural resources. For any large-scale project, obtaining the necessary permits and adhering to regulatory requirements is essential to avoid delays and ensure the project’s success. Key permits and regulatory frameworks include:
• National Pollutant Discharge Elimination System (NPDES): is permit is vital for managing stormwater discharges and ensuring that construction activities do not pollute water bodies.
• Programmatic Environmental Hazard Evaluation and Environmental Hazard Management Plan (EHE-EHMP): ese plans are essential for assessing and managing environmental hazards across the project site.
• Site-Speci c EHE-EHMP: Tailored to address unique environmental concerns at speci c locations within the project area.
• Permits for Laydown Areas: Required for temporary storage and staging areas used during construction.
Compliance with the Programmatic Agreement (PA) and Environmental Impact
Statement (EIS) is fundamental to maintaining commitments to the community and other stakeholders. ese commitments are integrated into the project to ensure that environmental and community commitments and feedback are re ected in the project’s design; then veri ed during the construction phases. Historic preservation is a key part of the project as well. ere are archaeologists on site, State and County agencies, Native Hawaiian Organizations (NHOs) and community groups are regularly consulted.
One of the more challenging aspects of the project for Segment 2 involved construction over four sensitive waterways. To mitigate environmental impacts, several measures were implemented. A No Adverse Impact Study was conducted to ensure that construction activities would not negatively a ect the waterways, while ood plain mitigation reports were prepared to address potential ooding risks. Trestle construction was a common approach involving the construction of temporary bridges to support equipment, ensuring minimal disruption to the waterways. Vibration monitoring
protected adjacent bridge structures from construction-related vibrations. All these measures, including BMP compliance coupled with weekly inspections and reports, helped minimize environmental impacts.
One major challenge that could have signicantly delayed the project was avoided near the airport station, where the discovery of contaminated soil required a site-speci c EHE-EHMP. is included soil and water testing for drilled sha operations to separate clean soil from soil requiring further testing and organizational strategies to track soil piles and ensure proper handling and disposal. Our team was able to initiate a provisional sum, time and materials, change order to provide a funding source to pay the contractor, thereby mitigating a potentially major impact to the project. is was an enormous accomplishment as the fast response signi cantly reduced the potential impact to the critical path of the project.
e ongoing development of a new rail system
in Oahu represents a transformative step for transportation in Hawaii. is sleek and modern system is poised to revolutionize how people move around the island. Segment 2, spanning 5 miles with 4 stations including the Honolulu International Airport, is scheduled to open in late 2025. Segment 3, covering 3 miles with 6 stations into Honolulu’s dense urban downtown, is planned to open in 2031.
As it continues to come online, the Skyline will support Honolulu’s robust bus system, creating a comprehensive transit network Stantec’s transportation planning services, utilizing data-driven approaches, will further enhance the system’s e ciency and e ectiveness.
Ultimately, this project is about making a di erence for the people of Hawaii, providing them with more transportation options and improving their quality of life. e lessons learned from building Segments 1 and 2 were incorporated into the Segment 3 contract, ensuring continuous improvement and success for the project.
Scott Rostek is Stantec’s Director of Construction Management.
By Frank N. Wilner
Railroads & Economic Regulation traces the development, failures and successes of railroad economic regulation by an insider who was a White House appointed chief of staff at the Surface Transportation Board and a senior officer at the Association of American Railroads.
“Frank Wilner has written an exhaustive history of our nation’s railroads and the complicated, intriguing and often confusing federal regulation and lawmaking.”
Nick Rahall Member of Congress (West Virginia, 1977-2015)
“As a new member of the Surface Transportation Board, the book would have been indispensable to me. It places today’s regulatory issues into context based on their history and paints a picture of the characters who have made the railroad world what it is today.”
$69.00 plus S/H
Debra L. Miller Member, Surface Transportation Board, 2014-2018
YOur armed forces are similar in culture, thought process and organization to our railroads.
Fund Leaders, is the type of team-oriented thinking engrained into the thought process of our servicemembers from their rst day of training. In fact, many servicemembers have learned that everyone is a leader, no matter the paygrade.
ou have got to have something to believe. You have got to have leaders, organization, friendships, and contacts that help you to believe that, and help you to put out your best.”
is was stated by General and later President Dwight D. Eisenhower. His statement, made in 1954 to the United Defense
BY ANTHONY FAZIO, P.E., TRACK DEPARTMENT SUPERINTENDENT, PATH
e rst leadership competency is the ability to “lead self.” In many ways our country’s armed forces are similar in culture, thought process and organization to our country’s railroads. Railroaders must learn what and how to think, and to then act, either individually or as a member of a group, to accomplish important objectives. Organizational and operational similarities abound between the military and the railroad. A Navy ship is typically organized by departments based on the ship’s systems. Among shipboard departments are Operations, Fire Control, Engineering (Main Propulsion/Auxiliary Equipment),
JOHN BURKARD General Superintendent for Maintenance of Way, PATH
U.S. Navy, Boiler Tech 2nd Class (BT2) 1979-1983
and Hull (Deck Department). Naval ship departments correlate strongly to railroad departments like Transportation, M/W (Track, Signals, Structures), and Mechanical. One of the most remarkable similarities is the U.S. Coast Guard’s workhorse ships, the W-Medium Endurance Cutters, which still use the famed ALCO engines made by a railroad locomotive manufacturer.
PETER A. CANNITO SR.
Retired President, MTA Metro-North Railroad
U.S. Marine Corps, Sergeant E-5 1965-1977
e Army’s strongest similarities to railroads (besides the Army Corps of Engineers) may well lie in organizing and leading large forces of people divided across vast regions, and in understanding the paramount role of e ective planning. Front-line tactical level actions are well de ned and rehearsed. Strategic decisions require assumptions and broad thinking on an elevated level. For example, a track tamping crew knows better than anyone how to achieve the best track surface results and is well trained to perform that task. e location, costs, reason, material logistics and special considerations of where they surface is decided at an elevated strategic level beyond the crew’s foreman.
Boiler Tech 2nd Class (BT2), 1979-1983. A BT2 performs tests on boiler water, fuel, and lubricating oils; operates and performs preventive maintenance on main boilers and boiler auxiliary equipment; operates distilling plants: “My military background gave the me the ability to understand the railroad, just as you understand and learn a ship. When I was hired at PATH, I learned the railroad systems, just as I did the ship I was on. Leadership, also the trade-speci c skills that I learned in the Navy were the most bene cial. As I progressed in the Navy, I received more advanced leadership training at a young age. at was my foundation. If a veteran comes as an applicant, that person is of interest to interview because the responsibility they had in the service is carried through to the railroad. ey are always a reliable employee.”
Manager, Business Services, PATH
U.S. Army, Administrative Specialist 1997-2001
PHIL SPINELLI
Assistant Director, Way & Power, PATCO
U.S. Army, Transportation Officer, 88A 1985-2006
In the Army, Air Force and Marines, a skill set is referred to as an MOS (Military Occupational Specialty). In the Navy and Coast Guard, one’s skill set is referred to as a Rating (sometimes called a Rate). Also, the daily oversight of an operational task typically belongs to those who are Senior Enlisted or Junior O cers in the military—very similar to that of a Track Supervisor or Road Foreman. Ocers do not have a Rating or MOS (except for Warrant O cers). e high-level strategic decisions, logistics and policies in the service are typically that of the O cer, with support of Senior Enlisted as Subject Matter Experts. is is very close to the concept of railroad Division O cers. All levels come together to achieve a common goal.
Railway Age reached out to a diverse pool of seven veterans, both O cer and Enlisted, so that you may better understand how their military training and experience correlated to their railroad careers. I asked three questions: How did your military service contribute to your railroad career? What experience or training in the service was most bene cial for you? What can you tell the industry about hiring a veteran or recommending people joining the military?
Peter A. Cannito Sr., Retired President, MTA Metro-North Railroad. U.S. Marine Corps, Sergeant E-5, 1965-1977: “Railroading and military service are very similar experiences. ey are high-pressure occupations that require similar types of leadership, organizational, reactionary and disciplinary skills. ey are also occupations that promote team building, quick decision-making and resultsoriented actions and behaviors. ese skills and traits served me well during my career. e Marine Corps trained me to be a ‘leader of men’ (that is ‘men’ in the generic sense). Probably the greatest experience and bene t I received from the Marines are the leadership and disciplinary skills I developed that served me for the rest of my life. I matured in the military and knew what I wanted to do when I got out. Of course, serving in Vietnam ensured that I did so quickly. e Marines do an excellent job of maturing and preparing men and women for life beyond the service. ey will either make you or break you. You learn to work with other people as a team or, if necessary, take individual action on your own depending on what the circumstance warrants. ey teach you to persist and nish your mission no matter how intense and dicult the task is. Veterans are generally good employees and people you can depend on.”
John Burkard, General Superintendent for Maintenance of Way, PATH. U.S. Navy,
Fransisca Shuler, Manager, Business Services, PATH. U.S. Army, Administrative Specialist, 1997-2001. An Administrative Specialist is responsible for a variety of duties, making sure that information is recorded,
stored and delivered to keep operations running as smoothly as possible.: “My MOS was Admin Specialist, in the Reception Battalion. We took care of recruits and processed them into the Army. Now I take care of the railroad’s administrative work for the Human Resources Department, as well as business logistics. In high school I took typing. is was bene cial for my position in the Army. Also, I used the GI Bill for my tuition in Business Management. All this training put down a path for success. Give our veterans an opportunity. ese are people who put themselves on the line. If they can serve your country, they can serve your company.”
Phil Spinelli, Assistant Director, Way & Power, PATCO. U.S. Army, Transportation O cer, 88A, 1985-2006. Transportation O cers manage all elements of distribution related to the planning, operation, coordination, and evaluation of all modes of transportation (air, sea, rail and ground) to move units, personnel, equipment and supplies: “Military service instilled essential skills and values that are highly applicable in the rail industry. e discipline and strong work ethic I developed during my training have been crucial in maintaining the high standards expected in railroad operations. e formal courses I participated in focused on leadership principles, strategy and management, providing me with a solid foundation for leading diverse teams e ectively. is skill is particularly crucial in high-pressure environments like railroads, where teamwork is vital for success. Trained to adapt and overcome challenges, veterans excel in the dynamic nature of railroad operations, with strong critical thinking and decision-making skills that are crucial for addressing high-pressure situations.”
Bud Scott Jr., Labor Relations Manager, SEPTA. U.S. Coast Guard, Boatswain’s Mate ird Class (BM3), 1983-1990. A BM3 performs any task in connection with deck maintenance including small boat operations, ship navigation, maritime law enforcement, and supervising personnel assigned to a ship’s work force or small boat station: “My Coast Guard time taught me the importance of establishing and conforming to rules and structure. In the military, you are required to learn and follow rules daily. To accomplish a goal as a team, or organization team members must follow the rules, but also be exible to meet changes to the mission
or task. My current assignment at SEPTA requires the ability to value the necessity of adhering to company policy, standing operating procedures and safety. I had several positive experiences during my time in the Coast Guard. I believe the most bene cial was learning the importance of being able to work as a team member or leader, give and follow directions, and work with all types of people regardless of race, gender, age, or religion. ere are several advantages regarding hiring a military veteran. Veterans work well in teams, are selfdisciplined and possess an excellent work ethic. ey are known for their collaboration, technical skills and specialized training. Joining the military provides individuals the opportunity to gain these valuable skills and experience as well as education and training.”
Kemmery Kendrick, Systems Program Manager, New Jersey Transit. U.S. Army, Fire Control Systems Tech, 1983-1986, responsible for placement, operation, and maintenance of the Patriot Fire Control system. U.S. Air Force, ADSC Intel Ops Specialist IN071, 1997-2015, supervising all aspect of Air Force operations by collating, analyzing, evaluating and disseminating intelligence information in support of the Command: “I was in Signal Department maintenance on the railroad. en I worked my way to Electronic Technician. When I went to school for Supervision (two schools), I learned how to handle a sta of people. You get experienced people when you hire a veteran. Now, if I must present to the FRA or FTA, I can stand and present on highly technical matters.”
Luigi Moschitti, Retired Amtrak Supervisor and ARSA Union Local President. U.S. Army Quarter Master, 1968-1970: “In Southeast Asia, my job was base security. I learned how to get along with others, not only taking, but giving. It was essential that I followed my daily orders and did my job precisely because base security was at stake. If you are interested in a challenge and doing something great, as well as gaining life experience and traveling, join! I think very highly of the military. My son joined and is still in the Coast Guard.” e author, a U.S. Coast Guard Reservist, would like to gratefully acknowledge PATH and the Port Authority of New York and New Jersey for its support of Veterans and Reservists, as well as all other railroads that have supported active and prior servicemembers.
BUD
Labor Relations Manager, SEPTA U.S. Coast Guard, Boatswain’s Mate Third Class (BM3) 1983-1990
Systems Program Manager, New Jersey Transit
U.S. Army, Fire Control Systems Tech 1983-1986
Retired Amtrak Supervisor and ARSA Union Local President U.S. Army Quarter Master 1968-1970
BY ANISH POUDEL, PH.D., SCIENTIST, RESEARCH & INNOVATION, MXV RAIL
Since 2021, MxV Rail has been collaborating with Innerspec Technologies, Inc. regarding development of a magnetostrictive Electromagnetic Acoustic Transducer (EMAT) sensor and
assemblies for freight railroad revenue service implementation. This wheel inspection technology is analogous to the ultrasonic nondestructive evaluation (NDE) of rails.
e reliability and durability of wayside
detection systems plays a critical role in whether the system can be successfully implemented for railroad usage. e ruggedness of track-mounted sensors is paramount, especially when these devices are subjected to harsh operating conditions
C.
Railway Age
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and high dynamic loads from traversing wheels. Recent research focused on 1) ruggedizing the magnetostrictive EMAT sensor assembly and 2) conducting endurance testing of the EMAT sensor/assembly in the rolling load machine (RLM), which applied repetitive loading and unloading
to a notched rail were fatigue tested in the RLM for up to two million passes at a 40-kip wheel load. A rst-generation magnetostrictive EMAT sensor (curved sensor) achieved one million wheel passes in the RLM before being superseded by an improved design. One of the main
foam backing behind the strip and coil was replaced with a solid, at substrate and moved farther down the sensor. Also, to increase the longevity of the strip and coil, the new design 1) eliminated the exing of the strip and coil to conform with the wheel and 2) reduced the risk of damaging
The new design replaced the permanent magnet with a DC electromagnet to reduce the amount of ferrous debris attracted to the sensor head in the field.
cycles to simulate the freight railroad load environment. is work resulted in the design of an improved sensor assembly that was installed and implemented for railcar wheel inspection at the Facility for Accelerated Service Testing (FAST®) track. Magnetostrictive EMAT sensor assemblies with a pneumatic actuator mounted
eld implementation challenges identied with the curved EMAT sensor was the complexity of replacing the common wear components (strip, coil, and coil connector). Due to these challenges, the curved EMAT sensor was redesigned as a at sensor to allow quick replacement of the most common wear components. e
the strip due to any sharp wheel edges that might pinch or cut the strip.
e new design replaced the permanent magnet with a direct current (DC) electromagnet activated during wheel presence to reduce the amount of ferrous debris attracted to the sensor head in the eld. Both versions of the second generation at
magnetostrictive EMAT sensor reached two million wheel passes with minimal wear and damage. e number of wheel passes is equivalent to 40 million gross tons (MGT) of tra c at a 40-kip wheel load.
In addition to a robust design, the signal quality of the EMAT sensors follow-
good as the signal quality prior to the tests.
e EMAT sensor assembly requires the eld side of the rail head to be notched to approximately 1 inch deep laterally by 5 inches long with 45-degree transitions from the eld side edge. e RLM testing accumulated a total of 110 MGT on a 53.5-inch
and vulnerabilities in the EMAT sensor design by providing valuable insights into areas that require improvement. e outcomes of these endurance tests were pivotal to the development and deployment of a prototype system in FAST. e lessons learned from this work also contributed
Testing methodology focused on uncovering weaknesses and vulnerabilities in the EMAT sensor design by providing insights into areas that require improvement.
ing rigorous load testing is also critical in ensuring the sustained e ectiveness of these sensors. A signal quality examination involves careful analysis of signal amplitudes to ascertain there has been no reduction or degradation in the ultrasonic signal performance over time. e EMAT sensor signal quality a er the RLM tests was as
long 136RE rail section that had been previously used in FAST operations. A er 110 MGT in total passes in RLM, the additional vertical wear at the notch averaged 0.01 inch and the additional cross-sectional area loss averaged 0.04 inch.
is rigorous testing methodology focused on uncovering potential weaknesses
signi cantly to advancing state-of-the-art sensor technology and paved the way for the creation of more resilient and more dependable EMAT sensors and assemblies for eld application. MxV Rail is currently testing track-mounted EMAT sensors in FAST and new ndings will be reported in future publications.
Statement of Ownership, Management and Circulation
1. Publication: Railway Age 2. Publication Number #0449-130.3. Filing date: 10/01/2024.4. Issue frequency: Monthly 5. Number of issues: 12. 6. Annual sub price: $100.00.7. Complete mailing address of known office of publication: Simmons-Boardman Publishing Corporation, 1809 Capital Ave, Omaha NE 68102-4905; Contact Person: JoAnn Binz, Circulation Mgr; Tel: 843-388-3808. 8. Mailing address of company headquarters: Same as above.9. Full name and complete mailing address of publisher: Jonathan Chalon, Publisher, Railway Age, 1809 Capital Ave, Omaha NE 68102-4905 William C Vantuono, Editor-in-Chief, 1809 Capital Ave, Omaha NE 68102-4905. 10. Owner:Simons-Boardman Publishing Corp, 1809 Capital Ave, Omaha NE 68102 -4905; Arthur J McGinnis Jr, President, Simmons Boardman Corp. , 1809 Capital Ave, Omaha NE 68102-4905.11. None. 12. No changein preceding 12 months . 13. Publication Title:Railway Age.14. Issue date for Circulation data below: Avg. Oct 2023–Sept 2024; Actual Sept 2024.15. Extent and Nature of Circulation. 15a Total Number of Copies: Avg. 17,305; Actual 16,571 15b.1. Paid/Requested Mail Subscriptions: Avg. 13,192; Actual 12,078 15b.4. Requested Copies Distributed by Other Mail Classes: Avg. 601; Actual 510. 15c. Total Paid and/or Requested Circulation: Avg. 13,793; Actual 12,588.15d.1 Non-requested Copies: Avg. 3,330; Actual 3,799. 15d.4. Non-requested Copies Distributed Outside the Mail: Avg. 105; Actual 150. 15e. Total Non -requested Distribution: Avg. 3,435; Actual 3,949. 15f. Total Distribution: Avg. 17,227; Actual 16,537. 15g. Copies not distributed: Avg. 78; Actual 34. 15h. Total: Avg. 17,305; Actual 16,571 15i. Percent Paid and/or Requested : Avg. 80.1%; Actual 76.1%. 16a. Paid/Requested Electronic Copies: Avg. 9,327; Actual 9,684. 16b. Total Paid/Requested Print + Req/Paid Electronic Copies: Avg. 23,150; Actual 22,272. 16c. Total Print Distribution + Req/ Paid Electronic Copies: 26,554; Actual 26,211. 16d. Percent Paid/Request (Print + Electronic Copies): Avg. 87.1%; Actual 84.9%. 17. Publication will be printed in the November 2024issue.18. Signature/Title: Jo Ann Binz, Circulation Mgr ., Date10/01/2024- PS Form 3526-R.
Norfolk Southern
HIGH PROFILE: Norfolk Southern named Brian Barr as Vice President and Chief Mechanical O cer, reporting to Chief Operating O cer John Orr. Barr joined NS from Union Paci c, where he held the positions of General Manager Great Lakes Services and Senior Vice President Transportation. He started his career as a cra dispatcher in 1998 working at Conrail and, later, CSX. During his 26-year career, Barr has held leadership roles of increasing responsibility with multiple Class I railroads, including Chief Mechanical O cer and Senior Vice President Engineering and Mechanical while at CSX.
STV
HIGH PROFILE: Sean Libberton joined STV as Vice President and National Transit Corridor Strategy and Development Leader. He will partner with transit clients to “help identify and advise on funding and corridor development strategies for bus and rail transit programs across North America.” Libberton is an expert in federal transportation funding programs and the transit provisions of the Infrastructure Investment and Jobs Act (IIJA), particularly the Federal Transit Administration (FTA) Capital Investment Grants (CIG) program. He brings more than 30 years of experience in planning, policy and project management.
HNTB
HIGH PROFILE: Syrees Gillens Oliver joined HNTB as Public Engagement and Communications Leader. She has more than 25 years of stakeholder engagement, public involvement and state government experience. Prior to HNTB, Oliver worked for the South Carolina Department of Transportation, serving most recently as Public Involvement Director. She also held the positions of Disadvantaged Business Enterprise Program Manager and A rmative Action O cer. Oliver earned a Bachelor of Science in Business Administration from Benedict College and a Master of Business Management from Webster University.
New Jersey Transit named Franck Beaumin Customer Advocate. Beaumin brings an international background in mass transit to NJT. His experience covers a broad spectrum from bus rapid transit (BRT) in Bangladesh; to customer experience at a major transit operator in Paris, France; to overseeing customer communications with Keolis Commuter Services, which operates the Massachusetts Bay Transportation Authority’s (MBTA) 14 commuter rail lines serving the Greater Boston region and Rhode Island. Beaumin was born and raised in France where he pursued higher education in law, earning a license degree in Public Law before continuing his studies at the Institute of Political Science in Rennes, France. There he focused on Urban Networks in Developing Countries and Planning Policies, graduating with two master’s degrees.
Tom Tisa joined Patriot Rail as Chief Commercial Officer. He brings more than 30 years of industry experience to the company, having held key positions in sales and marketing at CN and CSX, and most recently played a critical role leading the CSX Short Line Development team and strategic initiatives. “Tom’s extensive background in industrial development and boosting supply chain networks, with relationships from coast to coast, will be invaluable in driving Patriot Rail’s commercial success, and we are delighted to welcome him to our team as CCO,” said Patriot Rail CEO Brandy Christian. “His wealth of experience and industry knowledge will expand our presence and strengthen Patriot Rail’s position in the market.”
Joanna Cornell was appointed Vice President of Safety and Security at Transdev, a rail and streetcar, bus, paratransit, and microtransit operator. With more than 15 years of experience, she will be responsible for overseeing incident prevention, regulatory compliance, employee training and the integration of advanced safety technologies. Cornell is the former Global Fleet Safety Director at UPS, where she spearheaded the adoption of video telematics systems, significantly reducing vehicle collisions and improving driver performance.
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It’s t he nal weeks of the election cycle. A tentativeness seems to overhang business activity among companies shipping by rail. However, when asked what they expect to do di erently based upon the outcome of the election, most people don’t seem to have an answer. Interest rates will continue to cycle downward. Loadings are not being held back for political reasons (maybe some coal, but that’s a column for another month). What matters is that by Nov. 6 the country should have chosen a new President-Elect. Of course, how long it takes to con rm that result is anyone’s guess
At the Southeast Association of Rail Shippers (SEARS) meeting in Raleigh/ Durham, N.C., in late October, Michael Miller, the powerhouse CEO of Genesee & Wyoming, made a strong plea for rail industry customer/railroad collaboration by describing how companies like Uber have the capacity to eat into modal share of North American rail. Miller showed a breakdown of Uber’s revenue sources. Since the pandemic, Uber’s primary growth has been for delivery services like Uber Eats or Uber Delivery rather than passengers. More important, over the past few years, Uber Freight is starting to increase its revenue share.
What is interesting about Uber is that as a platform, it does not buy equipment. Uber’s pass-through revenue model is motivated di erently than traditional rail metrics. To some degree, being bold enough to draw conclusions on Miller’s behalf, that is the point. Uber could be disruptive to North American rail precisely because it feeds into an on-demand service cycle that is 180 degrees di erent than the business model of moving freight by rail.
Miller’s concern (drawing a second conclusion) is that the next ve years could see Uber Freight expanding and cutting into modal share from rail, and the plea for collaboration is to stem the tide. In 2023, Uber’s revenue was roughly $37 billion. Freight is a fractional amount of that total revenue picture. Consider the concern in these terms.
In 2023, according to the Bureau of Labor Statistics, the total value of North American freight moved by rail among Mexico,
the U.S. and Canada equaled roughly $209 billion. e value of freight moved by truck measured using the same metric is almost a 4x multiple of rail’s share—$996 billion. Combined, that is roughly 73% of total freight moves.
Rail’s share has been consistently shrinking slightly (down 0.47% from 2022 to 2023). What is interesting is the increase (especially post-COVID) in trucking’s share of that freight, as measured by the Bureau of Transportation Statistics (see above). So while rail is not seeing declines, perhaps more important, rail’s share is not increasing with trucking.
Rail touts its advantages over trucking, and they are legion—efficiency, environmentally friendly, safety, fewer trucks on the road. These all are true statements. However, apologies in advance, the industry wants this to be enough, and bluntly, it is not. Image matters. Perception matters. Financial Edge has often pushed forward the idea that North American rail does not do enough to promote industry positivity and does not respond effectively to negative press.
Witness the news from early October in Chicago, as an intermodal container was robbed in broad daylight in the Metro Chicago area. Note the casualness of Chicago Police and Metra Police as they approach the scene. Do an internet search of “Chicago Rail e s” and see how all the stories discuss crime fallout and the rise of rail the . What’s missing? Commentary and response from the railroad community
of any sort. Where are we when the questions are being asked?
Let’s return to the freight levels. As truck levels increase, who would be surprised if rail’s share starts to fall? Don’t bank solely on nearshoring increasing rail loadings. From April 2020 to December 2023, the value of Mexican freight moved to the U.S. by truck doubled. Rail levels? Mostly stagnant. It’s easy to imagine Uber using its freight business on tra c between Mexico and the U.S. and taking market share away from railroads. It’s almost the same question being asked for almost the same reason: Where are we when the business is being made available?
Congress set a deadline of Dec. 11 for districts to certify voter results. While on one level it creates the air of certainty of process, on the other, a toothless end date o ers little procedural succor. Pleas for collaboration and growth leave North American rail with the need to choose to stem a tide or to navel-gaze as companies like Uber nd ways to shi more freight to truck and away from rail. North American rail needs to make its choice.
Got questions? Set them free at dnahass@ rail n.com.
DAVID NAHASS President Railroad
FRA News:
215 Freight Car Safety Standards Updated 12-28-23.
216 Emergency Order Procedures: Railroad Track, Locomotive and Equipment Updated 12-28-23.
217 Railroad Operating Rules Updated 12-28-23.
218 Railroad Operating Practices - Blue Flag Rule Updated 6-10-24.
Now Includes Part 224
221 Rear End Marking Device-passenger, commuter/freight trains Updated 12-28-23.
223 Safety Glazing Standards Updated 12-28-23.
224 Reflectorization of RailFreight Rolling Stock Updated 12-28-23.
225 Railroad Accidents/Incidents Updated 10-31-24
229 Locomotive Safety Standards Updated 12-28-23.
231 Safety Appliance Standards Updated 12-28-23.
232 Brake System Safety Standards Updated 12-11-20.
BKMFR Mech. Dept. Regs. $37.50 Order 25 or more and pay only $33.75 each
49 CFR Part 225. FRA is taking direct final action to amend its Accident/Incident Regulations governing reporting, classification, and investigations by codifying FRA’s policy for gathering information from, and consulting with, stakeholders during an accident/ incident investigation.
DATES: Effective date: This final rule is effective on October 31, 2024, without further notice unless FRA receives adverse, substantive comment by October 31, 2024.
This book affects locomotive engineers, trainers and supervisors. This final rule will clarify the decertification process; clarify when certified locomotive engineers are required to operate service vehicles; and address the concern that some designated supervisors of locomotive engineers are insufficiently qualified to properly supervise, train, or test locomotive engineers. 162 pages. Spiral bound. Updated 12-28-23
BKLER Qual. and Certif. of Loco. Engineers $16.95 Order 50 or more and pay only $15.25 each
The Conductor Certification rule (49 CFR 242) outlines details for implementing a Conductor Certification Program. The FRA implemented this rule in an effort to ensure that only those persons who meet minimum Federal safety standards serve as conductors. Softcover. Spiral bound. Updated 12-28-23
BKCONDC Conductor Certification $15.00 Order 50 or more and pay only $13.50 each
49 CFR 228 for records, recordkeeping, and reporting of hours of duty of a railroad employee. Also covers the construction of employee sleeping quarters and health requirements for camp cars. Softcover. Spiral bound. Updated 12-28-23.
BKHS Hours of Service of RR Employees $15.00
Order 50 or more and pay only $13.50 each
