Railway Age November 2023

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2023

WOMEN IN RAIL

Innovating, Inspiring

Meghan Achimasi Norfolk Southern

HUDSON-BERGEN LIGHT RAIL

DBOM and More

MxV RAIL R&D

Railcar Draft System Modeling railwayage.com

August 2017 // Railway Age 1

WHEN YOUR BUSINESS RELIES ON RAIL, RELY ON US. TrinityRail® is North America’s leading railcar equipment and services provider. With a comprehensive platform of leasing, manufacturing, maintenance and professional services, you can rely on TrinityRail to fully deliver trusted expertise, innovative solutions and supply chain optimization. Learn more at TrinityRail.com.

AILWAY GE

February 2020 November 2023

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FEATURES Women in Rail 11 2023 Innovating, Inspiring Light Rail 34 Hudson-Bergen DBOM and More Focus – C&S 37 Tech Wayside Equipment Health Telematics

40 Making Sense of Railcar Data Focus – M/W 44 Tech Rock-Solid Ballast Support

52 Timeout for Tech

Wikimedia Commons/King of Hearts

Tie and Ballast Adaptability

55 MxV Rail R&D

DEPARTMENTS 4 Industry Indicators 6 Industry Outlook

COMMENTARY

7 Market

2 From the Editor

57 People

8 Watching Washington

58 Professional Directory

60 Financial Edge

58 Classifieds 59 Advertising Index

COVER PHOTO Women in Rail honoree Meghan Achimasi, Norfolk Southern.

(NS photo)

Railcar Draft System Modeling

Railway Age, USPS 449-130, is published monthly by the Simmons-Boardman Publishing Corporation, 1809 Capitol Avenue, Omaha, NE 68102. Tel. (212) 620-7200.

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November 2023 // Railway Age 1

FROM THE EDITOR

AILWAY GE

Iowa Traction Railway, Living History

C

ongratulations to Class III Iowa Traction Railway (IATR) for receiving the inaugural National Railway Historical Society, Railway Age and Railway Track & Structures “Outstanding Railroad Historic Preservation Award,” the intent of which is “to honor and recognize a North American common-carrier railroad for a historically significant preservation project.”

IATR, one of five finalists, has been a subsidiary of Lakeville, Minn.-based Progressive Rail Inc. since 2012. This unique carrier, only 10.4 miles long, is the last

IATR Baldwin-Westinghouse steeple-cab electric no. 50 shares freight duties with its twin, no. 54. Mike Yuhas photo.

Left to right: Iowa Traction Railway Roadmaster Mike Rumeliote, former Iowa Traction Railway owner Dave Johnson, National Railway Historical Society representative Mike Yuhas, me, and Railway Track & Structures Editor-in-Chief David C. Lester.

functional interurban freight railroad in North America. It was founded in 1896 as the Mason City & Clear Lake Railway, a passenger carrier. Business has been exclusively freight since 1936, when its trolley service charter in Mason City, Iowa, expired Aug. 30 that year.

IATR’s electric locomotives, Baldwin/ Westinghouse steeple-cabs 50 and 54, acquired in 1963 from defunct interurban Kansas City, Kaw Valley & Western Railway, continue to serve their original purpose: moving freight.

Both these units are more than 100 years old, and while not restored, are repaired and maintained “in a manner consistent with their original construction.” That’s kind of like using a 1928 Ford Model A equipped with its original power train as a daily driver—no “resto-mod” here! Configuration and maintenance of the overhead electric traction power system “is contemporary with the era of the rolling stock.”

Interchanging with Union Pacific and CPKC (Canadian Pacific Kansas City), this “functional example of century-old technology” continues to “effectively and efficiently serve the needs of 21st century customers and shippers.” Operating adjacent to public roads and through many locations visible to the public, IATR “provides an education in early 20th century electric railroading, providing many lessons to current generations.”

In that respect, IATR is truly an example of living history.

We look forward to the 2024 award.

Stayed tuned for details.

ARTHUR J. McGINNIS, Jr. President and Chairman JONATHAN CHALON Publisher jchalon@sbpub.com WILLIAM C. VANTUONO Editor-in-Chief wvantuono@sbpub.com MARYBETH LUCZAK Executive Editor mluczak@sbpub.com CAROLINA WORRELL Senior Editor cworrell@sbpub.com DAVID C. LESTER Engineering Editor/Railway Track & Structures Editor-in-Chief dlester@sbpub.com JENNIFER McLAWHORN Managing Editor, RT&S jmclawhorn@sbpub.com HEATHER ERVIN Ports and Intermodal Editor/Marine Log Editor-in-Chief hervin@sbpub.com Contributing Editors David Peter Alan, Jim Blaze, Nick Blenkey, Sonia Bot, Bob Cantwell, Peter Diekmeyer, Alfred E. Fazio, Gary Fry, Michael Iden, Don Itzkoff, Bruce Kelly, Ron Lindsey, David Nahass, Jason Seidl, Ron Sucik, David Thomas, John Thompson, Frank N. Wilner, Tony Zenga Art Director: Nicole D’antona Graphic Designer: Hillary Coleman Corporate Production Director: Mary Conyers Production Director: Eduardo Castaner Marketing Director: Erica Hayes Conference Director: Michelle Zolkos Circulation Director: Joann Binz

WILLIAM C. VANTUONO Editor-in-Chief

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CONGRATULATIONS TO BETH SMITH, EXECUTIVE VICE PRESIDENT OF FREIGHT CAR, LEASING & RECYCLING, FOR BEING A 2023 WOMEN IN RAIL HONOREE

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Industry Indicators ‘THERE WERE CLEARLY SOME GOOD SIGNS’ IN SEPTEMBER “As is usually the case, in September some rail sectors did better than others. There were clearly some good signs,” the AAR reported last month. “For example, U.S. intermodal originations in September 2023 averaged 252,224 containers and trailers per week, the most for any month since October 2022. August, September and October are typically the highest-volume U.S. intermodal months, reflecting ‘peak season’ shipments ahead of the holidays. In September, intermodal originations were up 0.7% over last year, just their second increase in 26 months. Year-to-date intermodal volume was down 8.2% (831,733 units) from 2022, down 13.0% (1.39 million units) from 2021, and was the lowest for January through September since 2013.

Total carloads on U.S. railroads in September 2023 were up 2.3% over September 2022, their first increase in four months and their biggest percentage gain since January 2023. Total carloads averaged 230,429 per week in September 2023, the most since October 2022. Year-to-date total carloads were up 0.3% over 2022 and up 0.7% over 2021. U.S. carloads in September were up in 13 of 20 categories we track. For the fifth straight month, motor vehicles and parts had the biggest absolute carload gains. U.S. carloads of petroleum products averaged 10,051 per week in September (the most in 3.5 years) while U.S. carloads of chemicals rose 4.6%, their biggest year-over-year percentage gain in 18 months.”

Railroad employment, Class I linehaul carriers, SEPTEMBER 2023 (% change from SEPTEMBER 2022)

TRAFFIC ORIGINATED CARLOADS

FOUR WEEKS ENDING sept. 30, 2023

MAJOR NORTH AMERICAN RAILROADS

BY COMMODITY

SEPT. ’23

SEPT. ’22

% CHANGE

Grain Farm Products excl. Grain Grain Mill Products Food Products Chemicals Petroleum & Petroleum Products Coal Primary Forest Products Lumber & Wood Products Pulp & Paper Products Metallic Ores Coke Primary Metal Products Iron & Steel Scrap Motor Vehicles & Parts Crushed Stone, Sand & Gravel Nonmetallic Minerals Stone, Clay & Glass Products Waste & Nonferrous Scrap All Other Carloads

118,112 16,812 43,609 44,254 182,700 83,773 307,400 7,664 22,927 29,375 79,461 19,898 52,329 24,035 103,512 113,757 18,585 47,112 16,562 30,249

126,638 17,420 41,674 44,455 175,246 78,935 307,436 8,614 24,860 29,258 78,406 21,575 49,294 22,928 90,341 112,737 17,398 47,866 16,375 27,866

-6.7% -3.5% 4.6% -0.5% 4.3% 6.1% 0.0% -11.0% -7.8% 0.4% 1.3% -7.8% 6.2% 4.8% 14.6% 0.9% 6.8% -1.6% 1.1% 8.6%

TOTAL NORTH AMERICAN CARLOADS

1,362,126

1,339,322

1.7%

8,236 (+4.00%)

Intermodal

FOUR WEEKS ENDING SEPT. 30, 2023

Professional and Administrative

MAJOR NORTH AMERICAN RAILROADS

TOTAL EMPLOYEES: 122,464 % CHANGE FROM SEPTEMBER 2022: +4.15%

Transportation (train and engine) 51,988 (+5.72%)

Executives, Officials and Staff Assistants

10,295 (+4.94%)

Maintenance-of-Way and Structures 28,894 (+1.72%)

Maintenance of Equipment and Stores

BY COMMODITY

SEPT. ’23

Trailers Containers TOTAL UNITS

47,917 1,286,434 1,334,351

SEPT. ’22

% CHANGE

60,613

-20.9% -1.3% -2.1%

1,303,011 1,363,624

Source: Rail Time Indicators, Association of American Railroads

18,131 (+3.28%)

Transportation (other than train & engine) 4,920 (+4.28%)

Source: Surface Transportation Board

4 Railway Age // November 2023

railwayage.com

TOTAL North American CARLOADS, SEPT. 2023 VS. SEPT. 2022

1,362,126 SEPTEMBER 2023

AILWAY GE

1,339,322 SEPTEMBER 2022

Short Line And Regional Traffic Index CARLOADS

BY COMMODITY Chemicals Coal Crushed Stone, Sand & Gravel Food & Kindred Products Grain Grain Mill Products Lumber & Wood Products Metallic Ores Metals & Products Motor Vehicles & Equipment Nonmetallic Minerals Petroleum Products Pulp, Paper & Allied Products Stone, Clay & Glass Products Trailers / Containers Waste & Scrap Materials All Other Carloads

ORIGINATED SEPT. ’23

ORIGINATED SEPT. ’22

% CHANGE

54,791 23,989 28,868 12,225 19,263 7,952 9,548 2,214 21,177 10,481 1,885 2,244 15,062 15,491 43,577 11,240 73,023

47,046 21,891 27,618 11,343 21,466 7,394 9,615 2,791 19,537 8,867 2,133 2,107 17,268 15,275 40,733 11,043 72,382

16.5% 9.6% 4.5% 7.8% -10.3% 7.5% -0.7% -20.7% 8.4% 18.2% -11.6% 6.5% -12.8% 1.4% 7.0% 1.8% 0.9%

Copyright © 2023 All rights reserved.

TOTAL U.S. Carloads and intermodal units, 2014-2023

(in millions, year-to-date through SEPTEMBER 2023, SIX-WEEK MOVING AVERAGE)

ARE YOU A RAILROAD OR SUPPLIER SEARCHING FOR JOB CANDIDATES?

Visit http://bit.ly/railjobs To place a job posting, contact: Jerome Marullo 732-887-5562 jmarullo@sbpub.com

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November 2023 // Railway Age 5 RA_JobBoard_1/3Vertical.indd 1

7/27/21 3:02 PM

Industry Outlook

IN ACCORDANCE WITH THE SURFACE TRANSPORTATION BOARD’S (STB) OVERSIGHT DECISION NO. 1, CANADIAN PACIFIC KANSAS CITY (CPKC) ON OCT. 15 PROVIDED ITS INITIAL DATA SUBMISSION RELATED TO SERVICE, OPERATIONS AND COMPETITION —a requirement following STB’s approval earlier this year of the Canadian PacificKansas City Southern combination to form CPKC, the first single-line, transnational railway connecting Canada, the U.S. and Mexico.

CPKC’s initial data submission report included the following: Interchange Data: requisite monthly data (May 2023-September 2023) relating to interchange volumes at selected gateways since the CP-KCS merger took effect April 14, 2023; monthly interchange data covering 6 Railway Age // November 2023

the five-year lookback period of April 2018 through April 2023; explanations of the methodologies used by CPKC to calculate car and unit miles associated with reported interchange volumes; and explanations of CPKC’s designation of certain reported data as Highly Confidential Subject to the Protective Order entered in this proceeding.

Such data is commercially and competitively sensitive because it would provide CPKC’s competitors with an extraordinary degree of insight into the breakdown and routing— nearly in real-time on a monthly basis—of the rail traffic that shippers have chosen to route via the CPKC network. With access to this information, CPKC’s rivals would be able to detect opportunities to punish shippers (or connecting railroads) responsible for traffic shifts, or to compete less aggressively, than would be the case were they to

have less visibility into CPKC’s traffic flows.

CPKC understands the Board’s desire for transparency with respect to the implementation of the CP/KCS combination. However, such transparency should not come at the cost of asymmetric access to competitively sensitive traffic data. The reported interchange volume counts were developed using Rule 260 junction codes contained in the routing fields of CP’s and KCSR’s revenue waybill records.

Customer Experience Data: requisite weekly customer experience data for the period since the merger (Saturday-to-Friday weeks encompassing the period from April 15, 2023, through Sept. 29, 2023, for metrics not reported separately in Dockets Ex Parte No. 724 and Ex Parte No. 770); explanations of the methodologies CPKC used to calculate the reported metrics; and benchmarks for the three customer experience metrics that underlie CPKC’s Service Action Plan commitments.

Operational Data: requisite weekly data relating to operational metrics for the period since the merger (Saturday-to-Friday weeks encompassing the period from April 15, 2023, through Sept. 29, 2023); weekly data, to the extent available, covering the five-year lookback period of April 14, 2018, through April 14, 2023; and explanations of the methodologies CPKC used to calculate the reported metrics, including limitations on the availability of data where applicable.

As an example of the required data reported, CPKC provided Table 1 (above, left) “on delays caused to Metra [commuter rail] trains by CPKC freight trains on Metra’s Milwaukee District-West [‘MD-W’] Line and Milwaukee District-North [‘MD-N’] Line [in Illinois], to the extent Metra provides data and detailed information to CPKC.” The table summarizes the same data by month since May 2023, “consistent with how Metra reports its on-time performance data publicly,” CPKC said. The table reflects the number and percentage of Metra trains delayed by CPKC freight trains on the MD-W and MD-N lines during each month, and explains the differences between the figures CPKC is reporting and the total “freight train interference” figures reported by Metra in its monthly public on-time performance reports, according to CPKC. railwayage.com

CPKC

CPKC Releases First Merger Oversight Report

Market R211S Arrives at MTA SIR

The New York Metropolitan Transportation Authority (MTA) last month rolled out a five-car set of “standard” (non-opengangway) R211S rapid transit cars for service on MTA Staten Island Railway (SIR) beginning in early 2024. The carset is part of a 535-car base order that includes 440 R211A standard cars, 75 SIR R211S cars and 20 R211T cars with open gangways. All R211S cars are expected to be delivered by late 2024. The R211 is an NTT (New Technology Train) built by Kawasaki Rail Car Manufacturing Co. Ltd. for the New York City Transit (NYCT) B Division (lettered lines) and the SIR. They will replace all SIR R44s and all R46 NYCT subway cars.

The order is split into three parts: R211A and 20 R211T cars for NYCT and R211S cars for the SIR. The R211Ts employ open gangways between cars, a new feature for the MTA. The R211As entered service on March 10, 2023, beginning a 30-day acceptance test. Following a successful second revenue service test with the pilot set, they officially entered service with the first production set on June 29, 2023.

NORTH AMERICA

Locomotive leasing company RAILPOOL has ordered 45 Modula locomotives from VOSSLOH ROLLING STOCK, which is owned by CRRC ZELC, China. The framework contract contains an option for up to 142 additional units. Delivery will start in mid-2026 and is scheduled for completion at the end of 2027. If the option is exercised, the additional locomotives will be delivered before mid-2029. The Modula locomotives are divided into two types: the BDD 1MW hybrid, which is powered by two diesel engines and a battery, and the EDD 25MW/15kV/16.7Hz electric switcher, which also has a 1MW diesel engine for operation in non-electrified territory. Both types will be authorized for operation in Germany. However, the locomotives in the option will be designed for operation in Germany and the Netherlands.

WABTEC CORP. is supplying brakes and couplers for 640 MTA New York City Transit (NYCT) R211s on order with Kawasaki Rail Car. Wabtec did not disclose the contract value except to say it is a “multi-million-dollar” order. The MTA Board NYCT Committee in October 2022 approved exercising an option with Kawasaki for the new cars, whose delivery is scheduled to begin in 2025 and run through 2026. This is an option to a $1.44 billion base order of 535 R211s (440 R211A standard cars, 75 Staten Island Railway R211S cars and 20 R211T cars with open gangways), part of a contract dating back to 2018 to replace R42 and R46 cars from 1969 and 1970 and some R32 cars, which are also more than 50 years old. Delivery of the base-order cars began in July 2021, and NYCT in February 2023 showcased two cars undergoing testing at the Coney Island Yard in Brooklyn. The initial 640-car option and a second 437-car option are valued at $1.3 billion and $913.57 million, respectively. Total price tag: $3.69 billion. Wabtec was awarded the contract for brakes and couplers for the 535-car base order. The “commonality of brake control components across the fleets benefits the transit authority with maintainability and inventory advantages,” Wabtec said.

Marc A. Hermann/New York MTA

WORLDWIDE

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Manufacturing of the R211s is taking place at Kawasaki’s Lincoln, Neb., and Yonkers, N.Y., plants. The Lincoln facility is producing the carbody structure and installing interior equipment, while final assembly and function testing is being performed at both the Lincoln and Yonkers facilities. Wabtec said its equipment will “mostly be produced” in Duncan, S.C. “This proximity reinforces an already close client-supplier relationship.”

METRA last month announced it will receive a $169.3 million federal Congestion Mitigation and Air Quality Improvement (CMAQ) grant to purchase BEMUs (battery-electric multiple-unit) zero-emission trainsets, making the agency one of the first in the nation to operate such equipment.

Like all multiple-unit equipment, the BEMUs do not require a locomotive, as traction power is distributed throughout the trainset. Cabs at both ends provide bidirectional operation. BEMU trainsets are currently in use in Germany, France and Australia, and Metra says it wants to explore whether they could work in Chicago. The agency issued an RFP for BEMUs in September 2022 and is currently reviewing submissions.

November 2023 // Railway Age 7

Watching Washington

STB’s Torment of Precautions

N

apoleon Bonaparte observed that “the torment of precautions often exceeds the dangers to be avoided.”

Union Army General George B. McClellan was so tormented that he failed to pursue the Confederate army more aggressively.

Most recently, the Surface Transportation Board (STB) appears aff licted with the torment—immobilized to take definitive action to protect captive shippers (those lacking effective transportation alternatives to a single railroad) from rail market power abuse.

Beyond a few individual aggrieved shippers receiving relief and periodic pro-shipper policy pronouncements, the Board has not significantly altered what captive shippers consider a decades-long railroad bias.

Yes, the STB’s statutory priority is allowing railroads to earn adequate revenue to ensure a competitive return on invested capital. But that provision of the 1980 Staggers Rail Act also instructs the STB to police rail ratemaking where there is an absence of effective competition.

Evidence abounds that Class I railroads (the majors collecting some 95% of freight revenue) have long been revenue-adequate. Beyond STB analysis finding them so, railroads have rewarded investors by spending tens of billions of dollars in excess cash to boost stock price through share repurchases and dividend hikes, plus paid tens of billions more to acquire competitors.

Examples are CSX and Norfolk Southern paying a $14 billion premium over asset value in 1998 to acquire Conrail; conglomerate Berkshire Hathaway paying $22 billion above market value in 2010 to purchase BNSF; and hedge funds Children’s Investment, Pershing Square and Mantle Ridge spending additional billions to obtain substantial ownership stakes in Class I’s so as to share in the profits.

Department of Justice Antitrust Division economist Russell Pittman, emphasizing he speaks for himself only, is particularly critical of investment funds 8 Railway Age // November 2023

“The result of these mergers is two mammoth regional duopolies in which neither duopolist aggressively seeks to poach business from the other.”

– Russell Pittman, DOJ Antitrust Division “forcing companies to do too much profit maximizing in the very short run”—an example being unrelenting emphasis on lowering operating ratios—to the impairment of service quality.

Pittman personally views increased rail market power, higher rail rates and increased rail profitability as feeding upon one another. Between 1980 and 2000, mergers helped reduce the number of Class I railroads from some three dozen to just seven, creating a pair of duopolies in the East and West. The number of captive shippers—especially those of bulk grains, chemicals and coal—grew. Rail rates reversed a downward trend and “increased significantly after 2000,” Pittman says, with a “rapid increase” in rail profitability beginning in 2004 as shippers’ competitive options were foreclosed.

Many rail mergers should have been disallowed, Pittman says, or had more competition-enhancing conditions imposed to prevent the resulting duopolists from tacitly colluding rather than competing. “The result of these mergers is two mammoth regional duopolies in which neither duopolist aggressively seeks to poach business from the other.”

While the Clayton Antitrust Act prohibits mergers that would lessen competition, it exempts railroad combinations approved by the ICC and STB. Although the 1980 Staggers Rail Act instructed rail regulators to give DOJ opinions on rail mergers “substantial weight,” the STB approved a 1997 Union PacificSouthern Pacific combination over DOJ objections, and in others imposed less restrictive conditions than DOJ recommended. Had rail merger authority been under DOJ jurisdiction, “the rail industry likely would be more competitive today,” Pittman says, lamenting that “undesirable outcomes are not challengeable.”

Of current interest to Pittman are future mergers among the duopolists— CSX or Norfolk Southern in the East combining with BNSF or Union Pacific in the West to create Atlantic-Pacific transcontinentals. “No one disagrees that end-to-end rail mergers have the potential to increase efficiency,” Pittman says.

But they “run the risk of forfeiting other aspects of competition that have value for the economy—in technological and service improvements, or in competition to provide incentives for new shippers to locate on a particular line.”

So, what are some remedies to taming rail market power abuse?

The STB could mandate—where market power abuse is demonstrated— that the sole-serving railroad interchange the captive shipper’s railcars with a second railroad at a feasible junction point (known as “reciprocal switching”).

This allows for negotiation of a lower rate on the longer linehaul segment where two railroads compete. To retain the entirelength haul, the sole-serving railroad railwayage.com

Watching Washington

would be pressured to quote more competitive origin-destination rates.

A second remedy is rate unbundling—the STB requiring the soleserving railroad to quote a separate rate for the bottleneck segment rather than offer only an origin-to-destination rate. This similarly allows a shipper to negotiate a lower linehaul rate with a second carrier—mirroring what the Federal Communications Commission and Federal Energy Regulatory Commission mandate of telecommunications, wholesale electric power and natural gas carriers.

Although Pittman is skeptical a second railroad will quote a competitive linehaul rate to gain the traffic—fearing retaliation—academic studies suggest duopolists can and do compete. Among examples is Union Pacific’s poaching from a BNSF predecessor a long-term coal hauling contract after gaining second-railroad access to Wyoming’s Powder River Basin coal fields.

Here, again, the STB has been indecisive. In September, it summarily terminated—and without explanation—a market power abuse standard that would allow reciprocal switching or rate unbundling in favor of a trigger linked to exceptionally severe service failures. The revised remedy would only be available if a railroad’s service level dropped below an arbitrarily set low point. The new rulemaking is unlikely to result in creation of minimum service standards for what constitutes adequate service.

The STB’s sudden and unexplained shift away from imposing competitive remedies in favor of relief for specific service failures “sucked all oxygen out of the room,” a shipper official told Railway Age. University of Saskatchewan economist James Nolan, who follows U.S. rail regulation, views it as a license “to charge more and more” for maintaining a level of service better only than previously low points.

By limiting focus to ver y narrow ser vice metrics, the STB, says Nolan, created an “unintended consequence” railwayage.com

“If railroads are so tightly priced everywhere that they cannot afford to give” anything back to shippers, then they have a defense.

– James Nolan, University of Saskatchewan of perpetuating railroad market-power abuse—“a massive regulator y failure by an agency unwilling to provide either the effort or public ser vice for which it exists.”

An alternative to reciprocal switching and rate unbundling remedies is imposing a limit on future rail rate increases. “If railroads are so tightly priced everywhere that they cannot afford to give” anything back to shippers, then they have a defense, Nolan says.

But few beyond railroads and their investors would accept the notion.

The STB “has to create a rate ceiling,” Pittman says.

A 2015 STB reauthorization by Congress instructed the agency to develop at least one “simplified and expedited” test for determining rate reasonableness in place of a Stand-Alone Cost (SAC) test that has become cost-prohibitive to all but the very largest shippers—and even they have lost confidence in the SAC test. Pittman calls

the SAC test “not good economics,” and the economist who developed it, Gerald R. Faulhaber, says, “There are several possible right answers to test for rate reasonableness, but the current SAC [test] is without a doubt the wrong answer.”

Although the STB adopted a Final Offer Rate Review (FORR) by which it would choose, without modification, one of simultaneously submitted final offers, FORR is intended only for small shipment disputes and lacks shipper support. Another approach could be what Nolan describes as “commodity-specific markups above variable costs.” The STB has been indecisive in meeting the 2015 congressional directive.

Many, including somse U.S. Senators, question whether STB Chairperson Martin J. Oberman, who controls the STB docket, is talking the talk without walking the walk. In 2021, Oberman expressed “concerns with the sufficiency” of rail competition and an “interest in exploring ways the Board can improve the rail industry’s competitive landscape in order to ensure fairer pricing.” A question raised is why that intention has gone largely unfulfilled—one only Oberman can answer.

As Oberman’s first term expires Dec. 31, and he is seeking from President Biden a second-term nomination, sensitivity to individual Senator concerns that align with those of captive shippers is essential as it takes only one Senator to place a “hold” on a second-term confirmation vote.

Frank N. Wilner’s new book, Railroads & Economic Regulation, is available from Simmons-Boardman Books at www.transalert.com, 800-228-9670.

FRANK N. WILNER Capitol Hill Contributing Editor November 2023 // Railway Age 9

2023 women in rail

2023

WOMEN

IN RAIL Innovating, Inspiring

Shutterstock/ narai chal

Since 2017, Railway Age has celebrated women leaders who break down barriers and create opportunities for the next generation. This year, 23 honorees and five honorable mentions were selected from more than 100 Women in Rail awards candidates by judges Barbara Wilson and KellyAnne Gallagher, with input from the Railway Age staff. These visionaries from all levels of North American railroading are not only excelling in their respective fields, but also making an impact in the historically male-dominated freight, transit and supply sectors; supporting and inspiring more women to join the industry; and serving their communities. Congratulations to these women whose accomplishments are presented on the following pages.

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2023 Women in rail JUDGES

BARBARA WILSON

KELLYANNE GALLAGHER

Freight Rail Industry C-Suite Executive

CEO, Commuter Rail Coalition (CRC)

Wilson served most recently 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.

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 after 16 years with the American Public Transportation Association.

MEGHAN ACHIMASI Group Vice President– Chemicals Marketing Norfolk Southern (NS)

Achimasi began her NS career as an Automotive Marketing Co-Op and has built her reputation over the past two decades as a trusted relationship manager. As Market Director of Industrial Chemicals, she was charged with a $750 million account portfolio and developed 12 Railway Age // November 2023

process-oriented solutions for customers. She now leads a $2 billion per year business unit and was hand-picked to develop two customerengagement apps to drive growth. Since NS’s train derailment in East Palestine, Ohio, Achimasi has continued her commitment to transparency and maintaining an open dialogue with customers. A “servant leader,” she recently led her team through a day of training where they learned the fundamentals of rail safety and gained a greater appreciation for craft employees. They are now regularly approached by customers eager to learn more about how to keep frontline workers and products safe.

One of Achimasi’s strengths is pivoting quickly under pressure. During the pandemic, she was promoted to a new role in a new department.

Onboarding as Senior Director–Investor Relations in a virtual environment and transitioning to meet the timeline for Q420 earnings were among the challenges she met. Beyond her work duties, Archimasi serves as a company mentor and member of her alma mater Virginia Tech’s Executive Advisory Board, supporting student projects for the Center for Business Analytics.

“I am impressed each year at the talent of women in our industry.

These awards celebrate both contributions to the success of the rail industry and to mentorship of women helping women succeed.”

— Barbara Wilson, Freight Rail C-Suite Exec

JENNIFER BENTON

Senior Vice President Commercial Patriot Rail Company

Benton joined the freight rail industry in 2007, specializing in marketing/pricing analysis at CSX. She managed more than $200 million in revenue and converted $20 million-plus of incremental business from competitors— an accomplishment CSX recognized with a 2016 Chairman’s Award of Excellence. In railwayage.com

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2023 Women in rail 2017, Benton joined Patriot Rail, where she has assumed progressively senior responsibilities. By understanding and leveraging both macro-economic factors and specific market trends, Benton in 2020 helped Patriot Rail generate record revenue in several rail-related services, despite the pandemic. In 2022, she served as commercial lead for the company’s acquisition of Pioneer Lines, doubling its U.S. footprint. Also in 2022, Benton designed and implemented a pricing strategy to increase yield and still allow Patriot Rail to compete in the marketplace during a period of significant inflation. This strategy continues in 2023.

Benton earlier this year took on her current role managing pricing for both freight and non-freight and overseeing the company’s railcar storage program. She is credited for the profitability success of Patriot Rail’s scenic rail services. Benton emphasizes the well-being and growth of her team and mentors several women at the company. She is also an active, long-standing member of the Patriot Rail Sustainability Group, leading charitable causes through financial giving and volunteering.

NICOLE BUCICH

Vice President, Network Development Amtrak

A 33-year industry veteran, Bucich is at the forefront of U.S. intercity passenger rail expansion. At Amtrak, she leads the team responsible for National Network growth, made possible through the Bipartisan Infrastructure Law. In just one year, she has built out a new department to plan, develop and implement

future passenger rail services, and facilitated a consensus-driven planning process with the U.S. Department of Transportation, Federal Railroad Administration, Class I’s and member states. Bucich also partnered with the Southern Rail Commission to draft a federal grant application to link Meridian, Miss., to Marshall, Tex., with the support of federal, state and local officials. Prior to joining Amtrak, she served as a consultant for New York City metro transportation projects and spearheaded the Northeast Corridor Commission’s landmark CONNECT NEC 2035 plan, which sequenced 150 infrastructure projects to ensure the 457-mile corridor’s sustainable growth and development. The plan not only promises to revolutionize transportation in the region—including eight states, four right-of-way owners, and passenger, intercity and freight rail services—but also stands as a testament to Bucich’s visionary leadership and dedication to the rail industry, one of her four nominators said. Bucich is also an adjunct Assistant Professor of Urban Planning at NYU’s Wagner Graduate School of Public Service and a WTS member.

G&W congratulates Cathy Pushchak, Assistant General Counsel of Litigation, for being one of this year’s Women in Rail!

Cathy’s legal acumen, deep industry knowledge and affinity for collaboration keep our railroads focused on fulfilling our Core Purpose and Core Values every day.

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INNOVATIVE LEADERSHIP THAT POWERS PROGRESS Thank you, Meghan Achimasi, for advancing initiatives that drive progress at Norfolk Southern.

Through her strong leadership and innovative mind, Meghan has propelled our ability to service our customers and build the railroad of the future. During her 20 years at Norfolk Southern, she has made lasting contributions to advance our commitments and achieve progress. We are proud to recognize Meghan as one of Railway Age’s Women in Rail – her service is valued, and her impact is felt throughout our entire organization. At Norfolk Southern a diverse group of women — from craft trainees to the C-suite — are dedicated to our customer-centric, operations-driven company, grounded in safety, and are moving our company, and the industry, forward.

NorfolkSouthern.com ©2023 Norfolk Southern Corporation

2023 Women in rail

ANGELA CADDELL Group Vice President Agricultural Products BNSF Railway

Since signing on as a BNSF management trainee in 1996, Caddell has held roles in Industrial Products, Agricultural Products, Coal Marketing, and Equipment Utilization.

She has collaborated with customers to create efficient supply chains to handle high growth

markets such as ethanol, frac sand, and now renewable fuels. Currently, Caddell leads a marketing team that specializes in meeting the needs of whole grain, grain products, fertilizer, ethanol and bulk foods shippers. BNSF’s ag volume growth from 2013 to 2022 exceeded the rest of the North American rail industry more than fivefold. Last year, Caddell and her team moved approximately one million railcars of ag products, which are dependent on global markets that vary year-to-year, as well as geopolitics, such as the Russian conflict with Ukraine. In the 2022-23 crop year, U.S. corn exports were down about 33% and Caddell led her team to pivot quickly to non-traditional grain moves, helping to offset the lack of export demand. Caddell gives back by serving as Executive Sponsor of BNSF’s Working Caregivers Business Resource Group and on the STB’s Rail Energy Transportation Advisory Committee. Additionally, she is on the Board of Advisors for the Texas Christian University Neeley Business School, investing in up-andcoming talent, and an active member of ACH Child and Family Services in Fort Worth, Tex.

JOSIE CURTIS

Vice President, People Services R. J. Corman Railroad Group, LLC

With 25 years of human resources experience, Curtis has a vast knowledge of best practices for training, onboarding, counseling, and labor laws, and specializes in recruiting. She joined R. J. Corman in 2008, and has since restructured the People Services department, instituting clear points of contact for

CONGRATULATIONS We want to congratulate Lenora Isaac, Director of Rail & Transit Projects, on being a Railway Age “2023 Women in Rail” honoree. Lenora is a strong leader with over 35 years of transit agency experience. She guides junior staff, adds insight to our projects, and volunteers her time for multiple causes.

Thanks for all you do, Lenora!

877-315-0513

RAILPROS.com

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2023 Women in rail all HR-related matters, and contributing to the growth of the company, which includes 1,400 employees at more than 70 locations. Curtis leads a 15-member team and has built a robust work culture, supporting career development and serving as a mentor.

Additionally, she is dedicated to advocating respectful and fair treatment and equal pay and opportunities for women. Curtis’s ability to build strong relationships with management, employees, industry peers, and customers is an asset, and she helped R. J. Corman navigate the COVID-19 pandemic successfully, leading the development of new policies and procedures and ensuring compliance and employee support. Curtis also serves the community and industry. She is on the employee-led R. J. Corman Charitable Contributions Committee, supporting non-profits in Kentucky and across the country; has been a Board Member for the American Heart Association in Central and Eastern Kentucky since 2021; and is on the American Short Line and Regional Railroad Association HR Committee.

LINDSAY DAY

Director, Capital Markets The Greenbrier Companies

Day joined Greenbrier without prior rail experience, but immediately proved an adept and capable learner, quickly retaining and applying new information. Over her five-year tenure, Day has grown from an individual contributor to a manager. She currently holds a revenuegenerating position on the railcar syndication

team—a subset of Greenbrier’s Leasing operations—which requires a mix of legal, finance, and negotiation/customer service skills and a strict attention to detail. She interacts with all sectors of the business, working directly with Greenbrier’s executive leadership, financial investors and operating lessors. She manages the process flow of syndicated lease transactions; runs transaction pricing and margin analysis to determine syndication offerings and purchase prices; and reviews Master Lease Agreements and consults on and approves negotiation points. When Greenbrier introduced Employee Resource Groups (ERG) in 2022, Day was among the first to take on a leadership position. She runs and serves as a mentor for the Emerging Leaders ERG, providing opportunities for members to learn about the company, meet upper management, practice presentation skills, and network with colleagues. Day also is Greenbrier’s liaison with the University of Oregon Law Program. She administers scholarships through the Oregon Law Students Public Interest Fund, from which she benefited while studying for her law degree.

Congratulations to Wabtec’s Nicole Theophilus and all the fantastic Women in Rail honorees.

Niki Theophilus, Executive Vice President and Chief Human Resources Officer

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BNSF proudly congratulates

ANGELA CADDELL

for being recognized as a 2023 Women in Rail Honoree

by Railway Age. BNSF.com/Careers

2023 Women in rail

CARLA EWING

Senior Vice President of Service Assurance Watco

Watco hired Ewing in 2008 as a customer service clerk, primarily supporting the Stillwater Central and Arkansas Southern railroads.

Over eight years, she rose into sales roles including Manager, Senior Manager, Director, and Vice President. In January 2022, Ewing took

on her current position, which encompasses customer service for rail support, revenue accounting, and fleet management. In fewer than five months, she was asked to lead additional areas: account services for the company’s multi-modal terminal and port facility, Greens Port, in Houston, Tex., and railroad dispatching. She now oversees 127 employees. She has not only helped reduce railcar demurrage at Watco terminals—one division comprising 25 terminals decreased it by 85% year-over-year— but also improved the waybilling process for Greens Port customers. Ewing also serves on the Board for RailPulse, a coalition of railcar owners and users, including Watco, whose goal is to create a neutral, open-architecture, industry-wide railcar telematics platform that will provide real-time information on railcar status, location and condition. She is leading the Watco Fleet Management and Mechanical teams’ installation of RailPulse sensors on company railcars; 150 cars have been equipped to date. Ewing is also a member of the League of Railway Women and serves on the Board for Women Helping Women in southeast Kansas.

KARI GONZALES President and CEO MxV Rail

Gonzales has been a part of Pueblo, Colo.based MxV Rail (formerly Transportation Technology Center, Inc., or TTCI) since 2000, when she started as a student intern.

She was hired full-time in 2002 as a research engineer, responsible for several projects that continue to impact the industry today,

“

It’s a great honour to be recognized among such inspiring leaders. I believe the continued success of our industry relies on leaders working to remove obstacles for our talented and ambitious women.

Collaboration and diversity of thought will foster the innovation needed to tackle today’s complex issues and challenges.

Kirsten Watson, BA, LL.B.

Vice President, Government Relations and Transit Market Sector Leader

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csx.com

Congratulations Erin O’Brien and Chantel Goutcher 2023 Women in Rail A fierce advocate both in the courtroom and in her community, Erin O’Brien has made her mark as General Counsel and Head of Litigation for CSX. Her exceptional leadership and determination in the face of high-stakes cases have helped drive positive change for CSX and the railroad industry, including passage of the Trespasser Responsibility Act. Chantel Goutcher, Head of Service Design, is a dynamic leader who leveraged her 29-year career with CSX to make lasting contributions to nearly every aspect of our operations.

An insightful strategist and customer advocate, Chantel has worked closely with executives across the network to modernize CSX systems and improve the service experience.

Thank you, Erin and Chantel for exemplifying the CSX culture and showing the invaluable impact of women in rail.

2023 Women in rail including foundational work for Brake Health Effectiveness testing; development, testing and evaluation of Machine Vision System algorithms intended to inspect rolling stock underbody structural components; development of an ultrasonic-based cracked wheel detection system that can scan trains in motion; and leadership of the software development team, including new developments in NUCARS® and TOES. In 2012, Gonzales was the first employee selected for the Railroad Exchange Program; she and her young family relocated to BNSF’s Dallas/Fort Worth facility where she worked for a year with the Condition-Based Maintenance team. Upon her return to Colorado, she managed the Association of American Railroads’ Equipment Engineering Committee, and revamped the Internal Research and Development program. In 2021, Gonzales became the first Latina to assume leadership of the 40-year-old organization. Soon after, she led the multi-million-dollar project to build a new full-scale test facility, taking just over one year to transition from packing

to running the first test train on newly built track. Gonzales’s involvement in education and workforce development initiatives underscores her dedication to nurturing the next generation of rail professionals. She has partnered with Colorado State University Pueblo and Indian River State College to provide educational and training opportunities. Additionally, she has been involved with the League of Railway Women and the Parkview Hospital Foundation Board of Directors, and was recently named an inaugural Board Member for the Southern Colorado Institute of Transportation Technology at CSU Pueblo. Last year, Gonzales initiated the MxV Learning Institute, a 501 c3 nonprofit designed to enhance and expand training opportunities for rail and hazmat first response professionals nationwide. Additionally, in 2021, she created “Pueblo Works,” a collaborative partnership between Pueblo School District 60 Paragon Online School and MxV Rail to help mentor high-risk youth and increase awareness of STEM field and other railroad career paths.

CINDY GREENWALD

Power & Way Supervisor (Track & Structures) Greater Cleveland Regional Transit Authority (GCRTA)

Greenwald has served GCRTA for 23 years, earning her way up the ladder from entrylevel track laborer to supervisor. She has reduced corrective maintenance work orders 5% annually and increased preventative

Railway Age

2023 Women in Rail

Carla Ewing

SVP of Service Assurance

Congratulations, Carla We’re pleased someone so deserving has been selected for this honor.

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2023 women in rail maintenance inspections from 50% in 2015 to 98% currently, by developing and setting specific goals and metrics for her department to improve rail infrastructure. A certified track inspector, Greenwald aided in the 2013 development and implementation of the agency’s inspection and maintenance manual and has developed inspection tools and techniques that ensure current inspectors’ success.

Additionally, under her direction, there has been an 80% increase in on-time inspection compliance. As the only female leader in the Track department, Greenwald has gained employee trust by showing how it’s done— and done right—in the field, according to her nominator. Following her participation in Frontline Supervisors Training at Cuyahoga Community College, she advocated for numerous employees to attend. Beyond her day-to-day responsibilities, Greenwald serves as Secretary of GCRTA’s Elevating Women Together Employee Resource Group; takes part in the agency’s Diversity, Equity and Inclusion Committee; and volunteers at local food banks.

RAISHEA HAINES

Superintendent of Transportation Port Authority Trans-Hudson (PATH)

Haines has been part of the PATH family for 17 years, starting as a passenger agent, transitioning to an engineer, and rising to her current role, charged with transportation operations for a railroad that serves 200,000-plus riders each weekday. Some 400 employees are under her direction, and she works collaboratively

with regional rail transit partners New York MTA and NJ Transit, plus labor unions. As a leader, she is reasonable, relatable and calm, as well as tough and transparent, according to Clarelle DeGraffe, PATH Director/General Manager. Those attributes were put to the test during the pandemic as the agency faced severe employee, supply and other resource shortages, yet was able to maintain near-100% service levels. Haines worked 24/7 to make sure PATH provided full-schedule coverage, as well as a clean, safe travel environment. Now under way at PATH is a $1 billion improvement program that includes a 20% increase in rolling stock and longer trainsets; expanded station platforms; and a new CBTC signal system that will allow more frequent train service. Haines is among the PATH leaders making sure the program objectives are met and is one of the key reasons that PATH earned an APTA Outstanding Public Transportation System Achievement Award for 2022, DeGraffe said. Haines also supports the community and industry by serving as a mentor for the Schools That Can organization and WTS Board Member.

Congratulations Tamara Sajic for being honoured as one of Railway Age’s 2023 Women in Rail.

cpkcr.com

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2023 Women in rail

JENNIFER HAMANN

Executive Vice President and Chief Financial Officer Union Pacific

Appointed to her current role in 2020, Hamann is UP’s first female CFO, responsible for managing all facets of financial activities, controls, and policies, including planning and analysis, accounting, tax, real estate, investor relations, treasury, supply, and audit. Under her

leadership, UP has experienced a 17% boost in operating income and a 35% increase in earnings per share, and the return on invested capital went up 2.4 points from 2019 through 2022. In July 2022, Hamann represented all railroads during the PEB hearings, which eventually resulted in the carriers and unions reaching a tentative agreement and averting a work stoppage. The agreement led to many qualityof-life improvements for union employees.

According to Hamann’s nominator, employees consistently comment on how connected they feel to the pulse of UP and Finance because of Hamann’s efforts to build an engaged and inclusive team. Those include departmental staff meetings and town halls that allow for collaboration and questions, plus weekly emails. Hamann began her UP career in 1992 as a member of the audit staff and moved on to HR and Investor Relations. In 2011, she was named the first female General Auditor of the Corporate Audit staff. Hamann is on the Boards of Grupo Ferroviario Mexicano, Steel Dynamics and TTX Co., and is Executive Sponsor of UP’s Employee Resource Group for women.

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LENORA ISAAC

Director of Rail and Transit Projects RailPros

Isaac’s 35-plus-year transit career covers all aspects of program management. She has directed rail station, facility and infrastructure projects totaling some $7.72 billion.

Prior to joining RailPros, she supported rail operations program management at NJ Transit, where she displayed exceptional

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2023 women in rail problem-solving skills, according to her nominator. Isaac developed and maintained a 250-task program master schedule for reporting and held regular status meetings with every project manager or responsible department. When issues were identified, she met with outside agencies, including Amtrak and MTA’s Long Island Rail Road and Metro North Railroad, to resolve them. During a recent capital program, Isaac directed teams of in-house and consultant staff—from developing and monitoring project scopes to scheduling and budgeting—to ensure project delivery. At the same time, she maintained effective communication with federal and state agencies, local municipalities, transportation agencies, and other railroads to ensure coordination and regulatory compliance.

Isaac is a member of the St. Mark’s United Methodist Church in New Jersey, where she serves as a Trustee, is part of the ministry partnering with Montclair Emergency Services for Hope, and chairs the Property Task Force responsible for a proposed project to construct affordable housing.

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DEE LEGGETT

Executive Vice President/ Chief Development Officer Dallas Area Rapid Transit (DART)

Leggett has established herself in the rail industry by helping to start up or provide technical support for DCTA’s A-train, Trinity Metro’s TexRail, Capital Metro’s Red Line, and Trinity Railway Express in Texas; leading DART’s $2 billion, 26-mile Silver Line Commuter Rail

project, which is slated to launch in 2025; managing DART’s rail rights-of-way; establishing a state-of-good-repair program for Trinity Railway Express; providing project management and operations consulting services for commuter rail system start-ups across the U.S.; and overseeing regulatory compliance of transit management properties in the U.S., Canada and Panama. When Leggett became Silver Line Project Executive, the project was behind schedule and over budget, and had strained relationships with project stakeholders and a development team in transition. She refocused the communication strategy to improve relationships with city staff and contractors; helped to guide political strategy related to third-party obstacles; and successfully negotiated critical issues with municipal and freight partners. The Silver Line project is now back on track. Leggett is a Board Advisor for Young Professionals in Transportation International and works with consultants and contractors to ensure that women and minorities have opportunities to participate in the management, design and construction of DART projects.

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2023 Women in rail

ERIN O’BRIEN

Associate General Counsel and Head of Litigation CSX

O’Brien has successfully managed, overseen, and partnered on litigation and arbitrations, and leads CSX’s efforts to defend against punitive damages and to create good law for the industry. She led CSX’s efforts in South Carolina to combat forum shopping through

the courts that ultimately led to a new venue statute, and worked closely with the American Tort Reform Association to pass the Trespasser Responsibility Act. O’Brien has also been a major contributor to CSX’s trial strategy, which is based on rigorously defending the company’s reputation, people and resources in the face of specious litigation. Although the company works hard to resolve cases where the facts show that mistakes were made, O’Brien and her team purposefully try cases when the company believes it is in the right, even if some cases are lost. CSX’s litigation success speaks to the effectiveness of this approach, according to her nominator. O’Brien also gives back. She serves as Executive Sponsor of CSX’s Women’s Business Resource Group and has led the Class I’s pro bono efforts at the Jacksonville Area Legal Aid, helping families appoint guardian advocates for special needs children and recruiting colleagues to do the same. Recognizing that railroads must have a voice in Washington and in state legislatures, O’Brien is also the Law Department Ambassador for CSX’s voluntary employee PAC, the Good Government Fund.

LA SHELLE PEARSON

Officer Signals and Communications Projects CN

Pearson became Engineering Project Officer in CN’s Signals and Communications department in 2020. She oversees special capital projects that minimize risk and improve safety. The railroad’s Wheel Impact Load Detection and Cracked Rim Detection system projects—both of which

Congratulations Metra extends its congratulations to Paula Taylor for being recognized as one of Railway Age’s 2023 Women in Rail. Your hard work, dedication, and leadership serve as an inspiration to all of us. We take great pride in your achievements!

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2023 women in rail help automate inspections and prevent derailments—faced numerous challenges, including the COVID-19 pandemic. But Pearson and her team overcame them. As a woman who indirectly led an all-male team on the Wheel Impact Load Detection System project, Pearson established credibility, answering technical questions and providing clear, detailed instructions on what she required. Throughout the project, she kept in contact with field personnel to ensure they worked efficiently and effectively and had everything they needed to complete the job safely. She also kept all stakeholders informed.

The project was completed on time and under budget with three system installations. Another system is slated to be installed this year. Prior to joining CN, Pearson was Infrastructure Manager for Memphis (Tenn.) Area Transit Authority, where she led the restoration of the city’s trolley system. Today, she is Chair of the CN Women’s Employee Resource Group and led the development of its mentorship program.

She is also Chair of Kennedy Cares, which provides blankets and self-care items to the homeless community in Jackson, Tenn.

CATHERINE PUSHCHAK

Assistant General Counsel of Litigation Genesee & Wyoming Railroad Services, Inc. (G&W)

When Pushchak joined G&W 10 years ago, she focused on litigation. Since then, her practice has grown to include most matters involving the Transportation craft, and she has a strong understanding of preemption and environmental issues. She works to ensure that

G&W’s railroads conduct business ethically and responsibly, in accordance with applicable law. Pushchak demonstrated her managerial acumen when she saw the need for a dedicated claims team and in 2021 established G&W’s Claims and Risk Management department. Under her leadership, that department focuses on resolving employee and third-party claims in a fair manner so that G&W’s railroad operating teams can keep trains running.

Recently, she resolved a yearslong impasse by liaising with government agencies, insurance brokers, and operating personnel and devising an insurance solution that will enable one of G&W’s Ohio railroads to permit a crosscountry trail. Pushchak also spearheaded a meeting with railroad management and the real estate, communications, and public affairs teams to determine how they could provide a community member living along a subsidiary’s lines with safe and legal right-of-way access while also educating the public. Having Ukrainian parents, Pushchak was integral to G&W’s collective efforts to support the people of Ukraine in 2022.

CONGRATULATIONS, Ari Ferrand-Rodgers!

New Orleans Public Belt salutes you and all the Railway Age 2023 Women in Rail!

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2023 Women in rail

MAITE RAMOS GÓMEZ Managing Director Alstom Mexico

The first woman to head Alstom Mexico and considered one of Forbes’ 100 Most Powerful Women, Ramos Gómez is making her mark in the industry. She has more than 20 years’ experience developing and implementing transportation and mass urban mobility projects in Mexico and Central and Latin America,

and most recently led the Tren Maya project, prioritizing the development of railway infrastructure that not only met the highest quality standards, but also preserved local character. As part of COPARMEX Mexico City, an independent, non-partisan and voluntary employers’ union, Ramos Gómez founded the Commission of Mobility, which is responsible for analyzing, proposing, and promoting public policies and actions related to urban mobility in Mexico. Specializing in railway signaling, ATS, OCC, toll systems, and collection and passenger information systems, Ramos Gómez has served as a professor at Tecnologico de Estudios Superiores de Monterrey, where she holds a degree, and at Universidad Anahuac. In 2022, she was the first Mexican woman to receive a Medal of Merit from the French Senate.

“Alstom Mexico’s partnerships with passenger and freight train operators demonstrate our commitment to the progress of Mexico,” Ramos Gómez tells Railway Age. “We have a team of more than 1,700 employees, whom we continuously train to positively impact their personal and professional evolution.”

Congratulations, Cindy!

TAMARA SAJIC

Assistant Director Analytics, Analytics Op Stan & Rules Canadian Pacific Kansas City (CPKC)

Sajic contributes not only to the industry, but also to her community. Throughout 2020, she developed unique solutions to support preventative locomotive maintenance using Regression Analysis and Machine Learning algorithms for Canadian

Well done, Raishea!

Congratulations from your friends and colleagues at PATH on being named a recipient of Railway Age’s 2023 “Women in Rail” Award

Cindy Greenwald, Power & Way Supervisor, has been with GCRTA for 23 years. Cindy has a wealth of knowledge in transportation.

Mrs. Greenwald is a leader in the Elevating Women Together (EWT) employee resource group, holding the position of Secretary. She loves spending time with her family (including her RTA family!).

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2023 women in rail Pacific, which earlier this year merged with Kansas City Southern (KCS) to form CPKC. This work led to a significant decrease in locomotive service interruptions and delays.

Today, the CPKC Locomotive department has internalized locomotive reliability and maintenance as a daily process that will be integrated into legacy KCS practice. In 2021, Sajic and her team internalized contract maintenance using analytical and statistical modeling—saving the company some $2 million per year. She was awarded a 2021 CEO Award for Excellence for her efforts.

Sajic also developed an enhanced trending algorithm to detect equipment failure trends and forecast failure dates. In 2022, she led the successful launch of Locomotive Voice and Video Recorders, as required by the Canadian government. In just nine months, 504 locomotives were equipped with the technology, which is now expanding to the legacy KCS fleet. Sajic is among the railroad’s derailment analysis leaders.

Additionally, she has volunteered at the Calgary Immigration Center.

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BETH SMITH

Executive Vice President–Freight Car, Leasing & Recycling Progress Rail, a Caterpillar Company

Smith started her railroad career as a health services manager for Progress Rail, leveraging her experience as an emergency room nurse and expertise in industrial health and safety.

She was later promoted to lead the global Human Resources and Environmental, Health

and Safety teams, and assumed responsibility for company communications and oversight of risks and regulatory compliance. Under her direction, Progress Rail’s recordable injury frequency (RIF) rate improved 68%—from 3.06 to 0.97; worker’s compensation costs were cut by 72%; and the company received Caterpillar’s Global EHS Platinum Award for ergonomic process improvement in 2013 and its Global EHS Silver Award for environmental sustainability in 2015. Smith also served as Project Manager for Progress Rail’s U.S. mobile training center, working on its design, purchase and implementation. During her tenure, she has worked to transition manual processes to automated processes, improving efficiencies in multiple Progress Rail departments. Smith also gives back. She participates in annual medical mission trips to Ecuador providing free healthcare to women and children. Additionally, she serves on the Boards of Real Life Pregnancy Centers, mentoring at-risk young mothers and teens; Court Appointed Juvenile Advocates; and Caterpillar’s Disabled Employees’ Employee Resource Group.

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2023 Women in rail

PAULA TAYLOR

Assistant Supervisor of Locomotive Engineers Metra (Northeast Illinois Regional Commuter Railroad Corporation)

Taylor began her railroad career 10 years ago as a Certified Conductor, and advanced to Locomotive Engineer, taking pride in delivering a smooth, reliable ride for commuters, while also maintaining a focus on safety and adhering to

industry regulations. Recognizing her dedication and expertise, Metra elevated Taylor to her current position training future engineer candidates. She has developed comprehensive education programs, conducted handson instruction, and provided guidance and support to ensure successful candidate development. Taylor has gained the respect and recognition of colleagues and superiors alike by consistently delivering high-quality work and demonstrating resilience, determination, and a strong work ethic. Additionally, she has served as Vice President of the Brotherhood of Locomotive Engineers and Trainmen Division 131, and Vice President and Welfare Chairman of the National Association of Railway Business Women. Taylor actively seeks opportunities to empower and support women in the industry and to serve her community.

She has participated in mentorship programs and networking events to share her experiences and provide guidance to aspiring women professionals. Taylor also volunteers at Sojourner Truth House, Night Ministry, and Sarah’s Circle, among other organizations.

NICOLE (NIKI) THEOPHILUS

Executive Vice President and Chief Human Resources Officer Wabtec

Theophilus joined Wabtec in 2020, a year after the company completed its merger with GE Transportation. She and her team oversaw the complicated melding of two global companies, standardizing processes, advancing diversity and inclusion initiatives, and setting

Dallas Area Rapid Transit congratulates Dee Leggett & Megan Tang

Dee Leggett

EVP/Chief Development Officer

Tzu-Jui (Megan) Tang, P.E. AVP/Chief Engineering Officer

Railway Age 2023 Women in Rail Honorees On DART’s 40th anniversary, we celebrate outstanding employees like Dee Leggett and Megan Tang.

Our people make DART one of America’s top transit leaders.

Congratulations, Dee and Megan!

Forty Proud. Forty Forward.

30 Railway Age // November 2023

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2023 women in rail the foundation for the “One Wabtec” culture.

Under her direction, the company has created seven Employee Resource Groups; established the position of Global D&I Leader and an executive-led D&I Council; and launched a global Mission, Vision, and Values framework. As a result of this commitment to inclusion, 55% of Wabtec Board Members are diverse, surpassing the S&P 500 average of 46%. Wabtec has also been recognized as an employer of choice, earning such recent distinctions as the 2023 Best Place to Work for Disability Inclusion (Disability Equality Index); 2023 Best Companies for LGBTQIA+ People to Work (100% HRC Equality Brazil); and 2022 Best Places to Work for LGBTQ+ Equality (HRC Equality Mexico). Theophilus has more than 25 years of leadership experience in both human resources and legal departments. Prior to joining Wabtec, she served at ConAgra and at West Corporation. Theophilus is active in the community. She is Director of the Wabtec Foundation; helps lead Wabtec’s annual United Way drive; and serves as a Director and Vice Chair for the Midwest Housing Equity Group.

JANNET WALKER-FORD

Senior Vice President and National Transit and Rail Market Lead WSP

This 28-year industry veteran has been recognized as Outstanding Transportation Business Member of the Year by APTA (2022), as Woman of the Year by WTS Northeast Florida (2021), and as a Women Who Move the Nation Honoree by COMTO (2019),

among other honors. Walker-Ford is an expert in management consulting, technology, mobility, and transportation systems, and led transportation programs and projects across the U.S. while at AECOM, Cubic, Parsons, Booz Allen Hamilton and MARTA. Now at WSP, Walker-Ford is responsible for growing the firm’s business in national transit and rail markets. She leads a team of 300-plus employees with gratitude, always recognizing them—as well as clients and industry partners—for their contributions. WalkerFord has elevated many minority women and businesses and steadfastly supported their growth. She is Chair of WTS International’s Board of Directors (2022-24) and a Board Officer of the American Public Transportation Foundation, promoting public transit careers and providing scholarships to and engagement opportunities for young professionals and students. Additionally, she has served as a delegate for APTA study missions and was selected for the Federal Transit Administration Delegation for International Transit Studies Mission to Asia.

RAIL NEWS DELIVERED TO YOU AT HIGH SPEED Congratulations Kari Gonzales, our President & CEO, for being recognized as a dynamic leader who is driving positive change and paving the way for tomorrow’s industry professionals.

RAIL From Railway Age, RT&S and IRJ GROUP https://railwayage.com/newsletters NEWS

ROUND-UP of NEWS STORIES FROM:

RAILWAY AGE, RT&S and IRJ

November 2023 // Railway Age 31

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1/10/22 12:43 PM

2023 Women in rail

KIRSTEN WATSON

Vice President Government Relations and Transit Market Sector Leader AECOM

As an experienced transit executive, Watson advises AECOM clients on issues of transit planning, customer service, operations and maintenance strategies, and the operational readiness for new transit services. Watson served previously as Deputy CEO of Toronto Transit Commission

(TTC), the first woman to hold this most senior operations role. She provided leadership on PRESTO farecard system implementation; King Street streetcar right-of-way improvements; Automatic Train Control installation on Line 1; One Person Train Operation implementation on Line 1; and subway and light rail transit expansion operation. Watson also served the Province of Ontario as Deputy Director and acting Director of Dispute Resolution Services for the Ministry of Labor. She is the Toronto Area Chapter President for WTS. “Kirsten joined TTC in 2000 and led this organization with commitment and integrity, always putting other people first,” said TTC CEO Rick Leary. “She once wrote, ‘Transit isn’t easy. But that’s what makes it exciting! I love the complex issues that require efficient, effective, and quality execution. It’s about understanding priorities, working with stakeholders, building trust, and having an unwavering belief that there is always a better way. I thrive on making order out of chaos.’ It’s that attitude that allowed her to excel in every position she held at TTC.” Watson is a mentor to women and men at TTC, AECOM, and within the industry.

Honorable Mentions • Audrey Carluer Head of EngineeringNorth America, Alstom • Ari Ferrand-Rodgers Director, Organizational Development, New Orleans Public Belt Railroad • Chantel Goutcher Head of Service Design, CSX • Katie Inouye CEO and Founder, Spark TS • Tzu-Jui (Megan) Tang, P.E. Assistant Vice President, Chief Engineering Officer, Dallas Area Rapid Transit (DART)

AILWAY GE Supplier Spotlight Find the right vendors for your business in the Railway Age Buyer's Guide. Search for products, research vendors, connect with suppliers and make confident purchasing decisions all in one place.

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32 Railway Age // November 2023

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LIGHT RAIL TRANSIT

HUDSON-BERGEN LIGHT RAIL

DBOM AND MORE

BY ALFRED E. FAZIO, P.E., CONTRIBUTING EDITOR

ew Jersey Transit’s Hudson-Bergen Light Rail (HBLR) DBOM (Design-Build-OperateMaintain), originally led by Raytheon and Kinkisharyo (with Washington Group ultimately assuming Raytheon’s role) resulted in a fully built and equipped system, including light rail vehicles, a major shop and yard, and a control center in less than 41 months after award of an NTP (notice to proceed), all based upon an original 30% design.

Importantly, service quality also set a gold standard, with high quality and innovative practices employed from day one of revenue operations. Not well known is that the HBLR program went well beyond the

34 Railway Age // November 2023

limits of the HBLR system and employed methods of delivery other than DBOM for various major projects within the Umbrella Program.

The current revised interest in creative or alternative delivery schemes for transit systems seeks to reduce the time and cost of major extensions to existing ones or to deployments of entirely new systems. Amtrak, for example, has expressed major interest in employing COMAR (Construction Management at Risk), and the New York MTA C&D group is actively employing DesignBuild on major programs. As discussed in this article, these projects comprising the larger HBLR program included a sampling of these various techniques.

OTHER COMPONENT PROJECTS The geographic extent of the HBLR program included Newark/Bloomfield, N.J., on Newark Light Rail (NLR) and western Bergen County: 1. Newark City Subway (NCS) Design-Build: As part of its overall light rail Program, NJ Transit was converting the NCS, which was essentially a streetcar system operating on a roughly 4-mile exclusive right-of-way, into a full-fledged LRT system, NLR. A major component of this work was a one-mile extension to Bloomfield and construction and equipping of a new yard, VBF (Vehicle Base Facility) and control center. The latter was accomplished as a D-B project within the HBLR program. This effort included direct railwayage.com

Wikimedia Commons/King of Hearts

N

Why NJT’s HBLR is a DBOM model deployment.

LIGHT RAIL TRANSIT

support to commissioning the new work.

2. Newark LRVs: The Build criteria for the HBLR light rail vehicles were consistent with and largely driven by NJT’s desire to standardize. The clearance and curve radius capability for the HBLR vehicle were, for example, based upon the limitation of the NCS Penn Station Newark loop tracks. As part of HBLR, approximately 20 LRVs were supplied directly to NJT; slight modifications included use of different cab signal aspects (MAS at 50 mph) and outfitting with PCC wheels, rather than HBLR AAR wheels.

3. Grade Crossing Elimination, Professional Services for Construction Management: Following the opening of the Bayonne and West Side lines to the south, the next extension of HBLR was designated on the northern line (Weehawken and Tonnelle Ave.). This railwayage.com

route was to use the alignment of CSX’s former New York Central busy West Shore freight main line. All freight would all be removed to a parallel CSX line to the west; however, the density and length of freight trains mandated that major grade crossing elimination be completed first. Under the HBLR contract, a CM services project was awarded to Raytheon/Twenty-First Century Rail (TFCR) to manage and expedite this work.

4. Design/Build subcontract to TFCR: While TFCR had both the capability and intent of self-performing much of the design and install/construct, mobilization and timing considerations led to the awarding of a D-B subcontract for portions of the IOS (Initial Operating Segment).

The scope included all items—subgrade, track, under-grade bridges, i.e., all work from TOR (top-of-rail) down. This action permitted Raytheon engineering to focus on design of rail systems and procurement of long lead equipment (substations, signal equipment, catenary). This expediate was restricted and important to achieving the highly accelerated schedule mandate (40 months from NTP to revenue service) for the initial 5-mile segment.

5. COMAR: The HBLR was designated to turn geographically west from Hoboken and utilize the existing 100-year-old tunnel to access Tonnelle Avenue and areas to the west of the Palisades rock formation. The tunnel would be improved, widened in places, and tunnel systems (lighting, ventilation and other line equipment) installed. In addition, a major underground station was to be constructed at roughly the tunnel midpoint at a depth of 180 feet. The design for the line equipment and station, and vertical bore from the surface to the tunnel f loor (required for elevators, vent shafts, emergency stairs and conduit runs) was not part of the DBOM. Rather it was fully designed by a separate engineering firm. The design of the rail systems was under the DBOM. The construction of the independently designed scope (executed as a D-B-B) was awarded to a third-party contractor, jointly selected

by NJT and TFCR, as a subcontractor to TFCR. There were a variety of execution challenges, which included site access within the tunnel and labor issues. The

subcontractor was not local and was unfamiliar with New Jersey labor practices and technical integration, e.g., station and ventilation SCADA to HBLR Supervisory Control. Fortunately, these issues were resolved without legal involvement.

6. Operations Planning/Professional Services: Subsequent to the award of the DBOM, a major route realignment occurred with respect to the entry into NJT’s Hoboken Commuter Rail Terminal. This required a joint alignment design and operations planning exercise involving NJT, TFCR, and NJT’s Design Operations Planning consultants. The result was the creation of the Hoboken Wye (which is within the Jersey City limits) and bifurcation of the line.

This new wye would adversely affect line capacity and complicate the route service structure. The DBOM supplier assisted in configuration planning and led the operational planning effort that determined the revised transit capacity of each route through the wye, and the revised threeroute (compared to the original tworoute) service plan. TFCR also developed and implemented the highly successful Bayonne Flyer express service.

7. Safety Certification: All new transit systems and extensions to existing systems receiving federal funds require full Safety Certification by the operator (referred to by APTA as the Rail Transit System or RTS), in compliance with FTA and State Safety Oversight guidelines. The IOS was self-certified by TFCR, a first by a private operator. This caused some liability concerns within the TFCR organization, all of which were resolved. It should also be noted that subsequent segments were formally endorsed for certification

by TFCR, with actual certification by NJT. METHODS AND CHALLENGES As in any mega-program, challenges abounded. A few of these could be directly traced to the specific deployment scenario employed for the involved project. Those contemplating innovative methods would do well to conduct an extensive review of such delivery-specific issues.

On the VBF for Newark, a relatively conventional D-B, major scope creep occurred as the owner made several changes to the configurations of the yard November 2023 // Railway Age 35

LIGHT RAIL TRANSIT and shop. This resulted in the D-B overrunning the budget, which in turn led to a potential dispute and possibly a formal claim.

The DBOM contract included an Equitable Adjustment Clause primarily directed at the unknown risks that would be assumed by a private entity operating on urban mass transit systems for the specified 15 years.

Under this clause, confidential documents associated with bid preparation were placed in escrow. Presumably, upon a request by the DBOM supplier for an adjustment, these documents would be considered. Ironically, this clause was enacted by NJT when the agency requested a reduction in the annual O&M (operations and maintenance) price. TFCR agreed to such a reduction without formally invoking the equitable adjustment actions in consideration for being made whole on the loss incurred in the Newark D-B project.

There was a more serious and difficult situation challenge on the COMAR employed for the tunnel subcontract. The contractor selected was chosen based upon its expertise in use of vertical bore technology in rock. Unfortunately, insufficient due diligence was performed on that company’s ability to organize and manage major work in a multitude of technical areas other than vertical bores (e.g., ventilation and SCADA), and in its ability to function as a GC (general contractor) on a technically difficult and spatially confined project. Design difficulties were also discovered, such as a lack of adequate drainage over the entire length of the one-mile tunnel, and an undersized elevator motor. While NJT ultimately accepted the cost of the design problems, TFCR was required to muddle through the other tunnel work, in many cases going beyond what would normally be expected of the CM (contract manager) in a COMAR project.

CONCLUSION The end results of the HBLR DBOM were a well-designed and well-built HBLR and NLR, both of which are considered benchmarks from an operating perspective. Those who are contemplating use of any of these specialized project delivery methods are well-advised to independently investigate this and other examples. The challenges and failures are of particular relevance. One often learns more from failure than from unmitigated success.

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36 Railway Age // November 2023

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CONTINUOUS

REAL-TIME CHECKUPS

Technologies that leverage AI are improving the way railroads operate and maintain equipment and infrastructure.

Duos Technologies

W

BY WILLIAM C. VANTUONO, EDITOR-IN-CHIEF

ayside equipment covers a wide spectrum of functions, from grade crossing and interlocking controllers to PTC wayside interface units. It’s a heavy lift to inspect, keeping track of and respond to failurest. Artificial intelligence (AI) and remote, real-time health monitoring are disruptive technologies improving the way railroads operate, and how they maintain infrastructure.

Among the suppliers offering this capability are ENSCO, RECO (Railway Equipment Co.), Alstom, Frauscher, Hitachi Rail USA, HTI (Herzog Technologies Inc.), Trimble, Wabtec and Siemens Mobility.

RECO’s Rail-NET™ is described as “a remote monitoring system to collect and circulate pertinent asset operating data to the right personnel at the right time. Railroad defined data is collected via RECO’s various interface modules that monitor a variety of analog and digital inputs. Data is then transmitted to a secure online portal for processing and accessibility. The portal allows the user to customize the data presentation, as well as when an alert should be sent out and to whom. Customization railwayage.com

of asset tracking and alerts are sent whenever an asset is operating outside normal parameters. Railroads can remotely determine the status of their equipment and prioritize their responses to better utilize their maintenance resources. With remote monitoring, a site visit is no longer needed to determine the problem. Instead, information provided through remote monitoring ensures the maintenance personnel are equipped to correct the situation before traveling to the asset.”

Rail-NET™ provides monitoring, including voltage and currents, of all wayside equipment: battery systems, switch machines (operation and transition time), generators, weather stations, video camera systems, with a digital text display for field monitoring and adjustments and a customizable web interface.

Duos Technologies’ Railcar Inspection Portal (RIP®, above) is sescribed as “an advanced, AI-enabled railcar imaging system that produces high-resolution images of railcars moving at track speeds.

The wide array of images offer a 3600 view of each railcar, including the undercarriage. An intuitive, graphical user interface allows mechanical railcar inspectors to scan

trains, review railcars and perform detailed inspections rapidly.”

Optional RIP® AI modules “help elevate inspections to a highly automated process.

Professionally developed AI models are available to target and identify a wide variety of specific railcar defects, providing inspectors with alerts and notifications.

Inspection time is reduced and immediately draws attention to targeted areas of interest.” Oblique Vehicle Undercarriage Examiner “captures areas of interest on the car or locomotive underside, including truck inner spring nest, traction motors, axles, brake components, bolsters and, in most cases, wheel conditions.” Oblique Truck View is “an intelligent imaging system that provides high-resolution images of truck side frames, roller bearing adapters, and other critical components.”

ENSCO notes that its engineers “have pioneered the use of technologies, such as advanced rail inspection sensors, highresolution imaging technology and autonomous inspection systems.” Though much of the company’s systems are track inspectionbased, ENSCO also offers technology for assessing the condition of train control and signaling systems.

November 2023 // Railway Age 37

tech focus: C&S ENSCO’s Signal & Communication Inspection System (SCIS) is used to measure AC track circuits and associated train control systems in addition to wayside train control systems “to ensure that they are operating as intended. The SCIS provides an added level of protection as an independent condition monitoring tool to the train control system itself.”

The machine vision capability of ENSCO’s Track Component Imaging System (TCIS) “allows for a visual inspection of train control components, such as balises and transponders.

This allows railways to identify problems of broken, missing or incorrectly located wayside transponders that can result in incorrect train control operations.” The related Joint Bar Inspection System (JBIS) “allows for the visual inspection of important track circuit components, such as bond wires to aid in diagnosing track circuit problems. These wires and connections can become damaged or partially damaged causing issues with track circuits and train control and grade crossing protection systems.”

Trimble just released its T4D (Trimble® 4D) Control™ software version 6.5, which “expands

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tech focus: c&s its track monitoring capabilities to address a wider range of standards and specifications.

This update also adds support for Syscom Instruments acceleration sensors for eventbased monitoring of ground motion, as well as updating authentication methods for improved security.” The T4D Rail module “provides the flexibility to use wireless tiltmeters or automated monitoring total stations (AMTS) to monitor track geometry. It also simplifies data management, analytics and deliverables through the automatic calculation of key rail parameters to lessen in-office processing time and reduce errors from manual processes. Real-time, rail-specific visualization and analysis, and automated alarming of key track parameters deliver crucial information on track geometry and stability.”

In 2022, Wabtec acquired Trimble’s Beena Vision business, which “provides vision-based wayside detectors for the rolling stock maintenance market with noncontact measurement technology providing a detailed condition assessment of train

components ranging from wheel surface condition to full train inspection, while operating in service and at high speeds. Coupled with Wabtec’s TrackIQ portfolio, it creates a comprehensive wayside inspection offering.”

Norfolk Southern (NS) has begun deploying its own Digital Train Inspection Portal (DTIP)equipped with Machine Vision Inspection technology developed in partnership with the Georgia Tech Research Institution (GTRI), which engineered the hardware, and NS’s Data Science/AI and Mechanical groups. The project, NS says, “aims to supercharge NS’s safety infrastructure and inspection processes” with more than a dozen DTIPs to be deployed by late 2024.

DTIPs are equipped with an array of 24-megapixel trackside cameras and stadium lighting. Machine Vision Inspection technology captures ultra-high-resolution, 360-degree images of passing railcars.

The cameras are synced to the microsecond, taking 1,000 images per railcar on average as they pass through the portal at speeds up to 70 mph. The high-speed cameras are

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strategically placed at angles “to capture things that are difficult to detect with the human eye during stationary inspections. In addition, capturing images while the train is in a dynamic state provides an inspection for various defects that cannot be done while the train is stationary.”

AI analyzes these images for potential defects. According to NS, the railroad’s in-house Data Science/AI team has developed 38 advanced Deep Learning algorithms and has already deployed them across heavily trafficked lanes. “These best-in-class, field-proven algorithms have demonstrated very high accuracy levels, while having very low false-positives,” NS says. AI transmits information to NS’s Network Operations Center where the data is reviewed by subject-matter experts to “identify and address issues to proactively ensure the safety of rail operations.” Critical defects found are flagged for immediate handling. The first portal was deployed in Leetonia, Ohio, where trains pass through approximately every hour.

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November 2023 // Railway Age 39

TELEMATICS

MAKING SENSE OF BURGEONING

RAILCAR DATA Today’s railcar managers do a great job keeping cars healthy and moving, but they seek methods to further improve performance. ailroads have long been technology leaders, driven by the complex management demands of a 140,000-mile network that reaches every populated part of North America.

Operating around the clock—safely, efficiently, and always under changing weather and market demands—every railroad depends on accurate, real-time data. Information critical to operations includes the location and status of roughly two million cars managed by 40 Railway Age // November 2023

owners, lessors, shippers, and other railroads.

From today’s perspective it might be hard to imagine that, until the 1960s, railroad operations were tracked and managed under a blizzard of paperwork. It was manually processed by tens of thousands of people whose most immediate forms of communication were teletype messages and voice conversations by telephone and radio. It’s little wonder, then, that railroads were early adopters of computer technology.

Modern-day remote railcar monitoring got

its start in the 1960s with the advent of infrared “hotbox” detectors that recorded the temperature of passing bearings and alerted train crews to exceptions by radio. In the 1960s, computerization led to the development of the Universal Machine Language Equipment Register. Today we know it simply as Railinc’s Umler® system.

The industry’s years-long redevelopment led to the launch of a more capable Umler® in 2009.

Today, Umler® and a set of related systems capture and manage the characteristics and railwayage.com

TransmetriQ

R

BY GREGG PHILLIPS, PRODUCT MANAGER, TRANSMETRIQ

TELEMATICS

status of virtually all North American freight rail equipment in near real time. The amount of information that can be reported in Umler® for each railcar has come a long way, from a limited number of punch-card data fields to hundreds of data points about car configuration, components and conditions.

MORE IS MORE The number and type of railcar detectors have multiplied to capture data on dragging equipment, components with acoustic signatures, shifted loads, truck hunting and geometry, wheel impact load and—most recently—GPS and comprehensive in-motion machine vision portals. All this gives managers more detailed data about the movement, status, and condition of equipment. railwayage.com

Today’s detectors are often co-located with Automatic Equipment Identification (AEI) sites that generate one car location message (CLM) for each car, but the resulting data is greatly magnified by what each detector is sensing and reporting. For example, when a car passes over a detector site, each wheel will throw off its own set of signals that can include dimensional data, measures of force, and temperature readings. The result is that Railinc now processes up to 10 million CLMs a day, and a considerable multiple of those when you account for all component-related detector reads flowing into industry systems.

While more data is generally a good thing to have, it presents a challenge: how to efficiently sort through it to access the information needed in time to use it effectively.

Today’s railcar managers do a great job of keeping cars healthy and moving, but they are seeking methods to further improve performance, including: • A central resource to plan and oversee repairs, program maintenance, tracing, and analytics.

• An integrated view showing car status, health, location, and available shops matching their criteria in support of optimal repair decisions.

• More accurate specifications of repairs needed to speed notifications to shops for advanced planning and preparation for repairs. This includes automatically associating work needed for Damaged and Defective Car incidents and assigned program maintenance plans to return cars to service faster and to reduce the total number of shop visits.

• Better-defined and better-automated triggers for regular program maintenance opportunities.

• Improved tracking of maintenance progress both at the program level and single car level, with integrated data to support greater insights.

• Better tools to analyze trends in equipment performance and repair activity— improving the ability to spot and resolve emerging problems.

DETAILS MATTER Those disparate needs are the reason there isn’t a “one-size-fits-all” railcar health program.

Each car user has specific and unique fleet goals, component designs and qualities, and

operations that are affected by a wide range of weight, speed, environmental, mileage, and other parameters.

The development of an ongoing maintenance program is also affected by many variables. As just one example, managers can now view the number of wheels that have been replaced for a slid-flat condition for various types of cars operating under a range of conditions. With good analytical tools, better inspection and replacement projections can be made for specific wheel types that are operating under specific conditions, potentially reducing the number of times cars are taken out of service.

When an alert indicates a car might need to be sent for repair, details are important. A manager might see a detector read indicating a temperature anomaly, but that doesn’t necessarily indicate a significant problem. Subsequent temperature readings will build more confidence in the wheel or bearing’s condition and—depending on the severity of the temperature variance—additional factors must be considered before action is taken.

Simple facts like the location and loaded/ unloaded status of a car are critical when deciding if it should immediately be sent to a railroad repair shop. Other factors include program maintenance needs, shipper requirements, and available contract shops that do or don’t have an agreement in place with the owner.

Ideally managers in this situation would like to keep the car moving, safely, until the next actionable maintenance intervention.

With the right data the decision can be made with confidence.

In addition to fleet managers, component manufacturers also need this kind of data to understand how their products are performing, and how future design changes could improve reliability and/or component life.

Though proprietary considerations restrict the sharing of some data across all industry partners, there are channels that can provide valuable information.

As data is accumulated throughout the life of a certain wheel type, manufacturers can determine how their current designs are being affected under ton-mile loads, at different speeds, and in specific types of service. This can lead to better life cycle predictions and maintenance program planning, as well as design changes for an improved cost benefit ratio.

November 2023 // Railway Age 41

TELEMATICS Demonstrating success in a well-defined and WILL ONLY LARGER documented short-term pilot can prove—in PLAYERS BENEFIT? Some owners and lessors of large fleets have a relatively short time and at a relatively low the IT capability to create sophisticated and cost—that there is a better way to operate cars effective internal data management platforms. than running them to failure and then scramOther parties provide effective solutions to bling to put them back in service. the industry at large, which means that the advanced capabilities fielded by large fleet FINDING THE RIGHT SOLUTION operators no longer need to put manufacturers Is there a “best solution” for your specific or managers of small and medium size fleets at railcar data management situation? The a disadvantage. Data platforms are now avail- answer is a qualified yes. Following a careful able that can bring the power of AI, machine and thorough review of your current internal learning, and neural networks to most railcar capabilities, data availability, fleet characteristics, asset management strategy, and market designers and managers.

At the same time, off-the-shelf solutions requirements, you can develop a solution that are unlikely to be the most effective choice for optimizes across all those factors. That solurailcar data management. The best providers tion, of course, will be unique to your needs.

If you manage a small- to medium-size fleet, are those with the experience and background to ask insightful questions, provide meaningful the resources available from a rail-focused options and offer pilot programs that provide software and data management partner can well-defined business cases before moving to be beneficial. Here’s what you should look for: • A central resource to plan and oversee more expansive programs and systems. program maintenance, repairs, tracing, By proceeding in careful steps, managers and analysis. can learn what works best and create buy-in • 1Capability and PM experience from the C-suite and other stakeholders.

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

program characteristics.

• Single-source access to fleet health and location data.

• Defined program triggers for program maintenance opportunities.

• Free text descriptions of maintenance and repair work.

• Storage of program-related documents (e.g., drawings).

• Initiation of shopping requests with shops that meet geographic and other parameters.

• Analysis of shop responses for availability, expected turnaround, and labor rates.

• Automatic association of DDCT incidents and car-specific program maintenance requirements with shopping requests to fully inform shops of work scope.

These and other requirements you might add will enable you to quickly eliminate unqualified providers and compare the attributes of those who remain in consideration.

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TELEMATICS Successful selection of the right partner can result in multiple strategic and tactical benefits including: more efficient creation of maintenance programs supported by near-real time, actionable data; effective communications with shops that are best equipped for specific needs; improved visibility in a shared data platform rather than using individual spread sheets; increased fleet maintenance program compliance and potential lower costs; minimized equipment downtime; and integrated data that provides instant insights into the status of your fleet maintenance program and progress toward completion of specific car repairs.

With today’s data management capabilities, railcar fleet managers can make better use of the data being produced by the vast array of North American wayside remote health detectors. It’s time to take a look at the performance of your current maintenance programs and railcar repair practices for the opportunities offered by data-driven, advanced technology platforms that can provide the most complete and up-to-date picture of your critical rail and supply chain operations.

THE FIRST ACOUSTIC WHEEL DEFECT DETECTORS?

E

arly detection of railcar wheel defects has been a subject of keen interest since well before computers and automatic devices were available. Ever-resourceful railroaders long ago recognized that the early iron—and then modern steel wheels—could develop cracks well before an in-service failure. Thus was born the railroad “car knocker.”

Though the exact origin of the practice described by this name seems lost to history, it likely was in use more than 100 years ago to describe a primary mission of employees who walked alongside trains during stops in yards and stations. Equipped with a hammer, car knockers tapped each wheel they

passed listening for the tell-tale sounds that a cracked wheel would make, as compared to the “ring” given off by a defectfree wheel.

How many miles were walked, and how many boots worn out, is anyone’s guess. But there is little doubt that the constant vigilance of car knockers who worked day and night and in all kinds of weather saved lives and property.

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TECH FOCUS – M/W: BALLAST INSPECTION AND MAINTENANCE

ROCK-SOLID SUPPORT

High-production, computer-driven track machines and inspection vehicles perform one of the most critical of maintenance-of-way functions: keeping ballast in a state-of-good-repair to provide a smooth-running surface with excellent drainage.

rack is only as good as the ballast holding it in place.

Ballast serves many purposes, the most important of which is drainage. There are highproduction machines and attachments (ballast gates, for example) and computerized inspection vehicles to perform all these tasks, built (and sometimes operated under contract) by multiple suppliers to help dump, spread, tamp, profile and clean ballast, helping to keep track in its place.

Railway Age contacted the following suppliers to find out about their latest technologies and what their customers are looking for, as well as the state of the market: Brandt Road Rail; BTE (Ballast Tools Equipment); DymaxRail; HRSI (Herzog Railroad Services); 44 Railway Age // November 2023

Knox Kershaw; Loram Technologies, Inc.; Miner Enterprises; Plasser American; RCE (Rail Construction Equipment Co.); Ontario Trap Rock; Mitchell Railgear; and Rhomberg Sersa North America (RNSA). Following is a roundup of offerings from suppliers who responded to our inquiries.

BTE Mud Spots and other fouled ballast defects that are not repaired in a timely manner can lead to future defects and can cause track components to deteriorate rapidly and compromise the stability of the track structure, BTE tells Railway Age. Remediation of these FRA 213 defects has traditionally required a crew of sixplus personnel utilizing multiple machines,

including an undercutter, dump truck, tamper and regulator.

BTE has developed a new approach to remediate Federal Railroad Administration (FRA) fouled ballast defects using a one-man crew equipped with a single BTE Hi-Rail Excavator and the new BTE CRIBBER and related work attachments.

According to the company, the BTE CRIBBER attachment is derived from BTE’s industry leading trencher-style undercutter and utilizes the company’s proprietary carbide-protected cutting chain, which is proven to withstand wear even in the toughest of conditions. Its continuous action, BTE says, allows for a faster, more efficient removal of ballast and debris. The CRIBBER utilizes chain guarding to protect against damage to railwayage.com

Plasser American

T

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With 25,000+ ballast gates sold worldwide, Miner AggreGate sets the standard, delivering proven reliability and innovative flexibility. Our new Stand-Alone Solar Powered Electric AggreGate—complete with its own car-mounted work lights for night ballasting—enables independent operation of individual cars anywhere within the ballast train. This boosts MOW agility and efficiency by eliminating the need for grouping manual and automatic cars. An optional remote wireless control system allows for specific car and gate selection for up to 1000 cars. Standard electric, air-powered and manual models are also available.

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LEFT: Accessible gate controllers and battery banks ensure smooth operations and efficient maintenance.

MIDDLE: Car-mounted solar panels keep the battery banks charged and ready for stand-alone ballast operations.

RIGHT: Miner’s stand-alone LED lighting system enables safer night operations.

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TECH FOCUS – M/W: BALLAST INSPECTION AND MAINTENANCE

the rails and ties while in use.

The introduction of the BTE CRIBBER, BTE says, now allows railways to utilize a single operator and a BTE Hi-Rail Excavator outfitted with a bucket, CRIBBER, dump cart and tamping attachment to completely remediate FRA fouled ballast defects. The BTE’s Fouled Ballast Solution requires fewer machines and personnel, as well as less track time, according to the company.

“With a single operator and Hi-Rail Excavator equipped with BTE’s suite of attachments, railways can now clean mud spots and remediate fouled ballast defects in a fraction of the time at a fraction of the cost,” BTE says.

MINER ENTERPRISES For more than 40 years, Miner Enterprises’ AggreGate® MOW ballast outlet gates have brought reliability and flexibility to MOW operations, the company tells Railway Age. The stand-alone solar-powered AggreGate® with car-mounted work lights for nighttime ballasting enables independent operation of individual cars anywhere within the ballast train. This, Miner Enterprises says, “boosts MOW agility and efficiency by eliminating the need for grouping manual and automatic cars.” Optional remote wireless control systems enable specific car and gate selections for up to 1,000 cars.

AggreGate outlet gates feature large guillotine door openings designed to stop ballast flow with minimum effort, ballast shutoff capabilities at switches, crossovers and bridges, and single- or double-door control options. According to Miner Enterprises, the AggreGate can effectively dump ballast inside, outside or on both sides of a rail 46 Railway Age // November 2023

PLASSER AMERICAN “It has been proven that ballast cleaning will increase the time between tamping maintenance cycles resulting in cost savings in maintenance and increasing track availability,” Plasser American tells Railway Age. The company’s large machine portfolio is “designed to meet individual demands and increase the efficiency of the team at work.”

According to Plasser American, the biggest undercutter in the U.S. with “unbeatable performance” is the RM802. This highproduction ballast undercutting/cleaning machine is especially designed to work on track with pre-dumped ballast. With the RM802, production rates of up to 2,000 feet per hour are achievable, the company says.

The RM80-800 is a high-performance ballast cleaning machine in articulated design with a powerful cutting chain and a

high-capacity screening system that ensure high working speeds, even in fouled, encrusted ballast. The RM80-800 is equipped with a track lifting and lining device that allows the track to be lifted and to be shifted laterally as required to clear track side obstacles.

When asked about what customers are facing today, the company says, “The current market is up against issues of high inflation, a shrinking population of specifically skilled workers, and an increasing demand for more capacity. These pressures make the need for high quality work even more pressing.” Plasser American says it has “continued to strive forward in this machine space to develop new improvements and technology that raise the capabilities of the machines available for this work. “ The 09-2X DYNACAT, a heavy-duty, highspeed, and continuous action two-tie switch and production track-tamping machine, is equipped with its integral dynamic track stabilizer and a “perfect tool to face the abovementioned challenges of low headcount and increased output,” Plasser says. While the satellite tamps and indexes two ties at a time during the actual work process, the machine’s main frame, with stabilizer system, moves smoothly and continuously at a speed determined by the operator.

“The Plasser American GRM4000 is a new product launch and the next step in the evolution of the GRM line of tamping machines,” Plasser tells Railway Age. This latest model offers a modified design with a two-tie tamping unit to significantly increase the production rate and improved weight distribution designed to be transported by road trucks

RCE’s Railavators can be equipped with more than 20 attachments.

Miner Enterprises; RCE

Miner’s solarpowered AggreGate MOW ballast outlet.

simultaneously. Standard electric, air-powered and manual gate models are also available. All are suitable for both retrofit and new railcar systems, the company notes.

The new stand-alone, solar-powered Miner Lighting System features four energy-efficient LED lights mounted on the railcar’s undercarriage. Each system supports low-visibility and night-time ballast operations. The photovoltaic system includes a solar array, batteries, two switches and a lighting controller with a temperature compensation feature designed to ensure the system is properly charged in hot, as well as cold environments. The Miner Lighting System is available as a stand-alone system and as an option with all Miner ballast/MOW outlet gates and rapid discharge systems.

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TECH FOCUS – M/W: BALLAST INSPECTION AND MAINTENANCE

RCE “The supply chain challenges that we’ve experienced the last several years have eased,” RCE tells Railway Age. “We have a strong demand for equipment heading into 2024 (sales, rental and leasing opportunities) as maintenance and rail restoration projects kick off.”

New technologies for the company include updates to RCE’s New Series Railavators and Series 5 P Swing Loader.

The new Series 5 P Swing Loader utilize a John Deere 544 P-Tier model machine with enhanced performance, efficiency, and comfort so customers can “hit the heavy jobs harder,” according to RCE. The new P-Tier wheel loaders provide spacious operator stations, including customizable ergonomic electrohydraulic (EH) controls, and streamlined electrical and hydraulic routing, making these “versatile and productive mid-size models the perfect match to take rail maintenance operation to the next level.”

The standard loader boom and housing has been replaced with a 200-degree turntable that allows the operator to accomplish swing crane 48 Railway Age // November 2023

functions. The main boom assembly retains its structural integrity allowing the Series 5 to accomplish wheel loader functions with 14,500 pounds of lift capacity. Equipped with the high traction axles, the Series 5 Swing Loader has enough drawbar pull to handle the positioning of continuous rail. “Whether working on or off rail, the Series 5 Swing Loader provides a powerful, safe machine that offers the reliability of John Deere wheel loaders and the ultimate in swing crane technology,” says RCE. The Railavator—high rail excavator—is RCE’s most popular machine because of its quality and versatility. With its patented hydraulic powered retractable high rail, customers can take it anywhere they need it on and off track. The New Series 210P, 245P and 250P Railavators boast RCE’s new Ultra Life Axles. These drives are made of high strength alloy steel—two times more structural strength than existing cast iron final drives. Many rail maintenance operations require severe duty applications with high point loading. The Ultra Life Axles have overall increased axle bearing capacity and are rebuildable/repairable. The Ultra Life Axles have a three-year/ unlimited hours warranty.

The New Series Railavators have many design enhancements, including a new hydraulic system. There are more components in the common manifold, which means less hoses, less separate components, and less joints to potentially leak. The F-N-R valves are now pilot operated instead of electrical coils, which makes for a more reliable design, the company says. The RCE team also updated the Railavator structure, including the high rail linkages and supports, extending support gussets and adding weight to the links and frames. These modifications, RCE says, reduce frame flexing and potential cracking. The main drive frame is aligned in all axes for drive components.

The drive axle mounting has been changed for more strength and durability, as well as the axle mount and front/rear bumpers and tow points. The improved rotary manifold has a higher-pressure rating and longer life, and the push button monitor, which RCE says “customers rave about its intuitiveness and ease of use,” controls the high rail and all available attachments from inside the cab.

The 50G, 85G and 135P Railavators feature an adjustable lower track frame. When retracted, the machine is under the legal size for transit without a required permit. In work mode, the hydraulically operated frame

expands to straddle the track.

RCE blends the appeal of John Deere’s newest 320 P-Tier backhoe with the needs of the rail industry. RCE equips the backhoe with a front coupler, forks, tool circuit and crib bucket with hydraulic thumb.

RCE provides all makes high-rail gear for Komatsu, Caterpillar and John Deere 20-metric ton excavators. The high rail gear is RCE’s patented hydraulic high-rail system.

The 20-metric class Railavator is ideal for rail maintenance applications, such as rail laying, tie handling, scrap pick-up, ballast and site preparation and under cutting. The rail gear package can be fitted with features and designed to simplify service and minimize downtime and expense.

“There are two main areas that we’re noticing a lot more interest in from our customers than in the past,” RCE tells Railway Age. “First, the acceptance of technology and data available off the equipment we sell. By utilizing JDLink telematics off our John Deere equipment, our RCE team can provide remote diagnostic support, proactive machine health monitoring services, and fleet utilization data.

And second, there is a lot of interest in our new compact machines. Customers are looking at the smaller units (50G, 85G and 135P) that are highly versatile, powerful machines but are easier to move and transport with our adjustable lower track frames.”

RSNA’s MHDT is designed to operate with the company’s fleet of RM80 high output ballast undercutters.

Rhomberg Sersa North America

or flat cars. Furthermore, the addition of the Autonomous Remote Stabilizer Upgrade Kit “links” the new GRM4000 remotely to the popular Plasser Dynamic Track Stabilizer PTS90C. This 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. This remote upgrade, Plasser says, keeps headcount low and performance high, while radar safety solutions ensure safe operation on track. Field tests proved the feasibility and safety of the new upgrade kit and delivered the expected results. “This new upgrade kit supports the industry’s push towards precision scheduled railroading by improving efficiency, safety and versatility during surfacing actions,” Plasser says.

“When pairing a strong and efficient ballast maintenance system with an advanced and heavy-duty tamping operation, more tracks can be maintained and available for peak performance. These machines, coupled with Plasser American’s decades-long proven track record of exemplary contracting services, provide the ultimate solution to ballast bed cleaning, inspection, tamping, and overall maintenance,” says Plasser American.

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TECH FOCUS – M/W: BALLAST INSPECTION AND MAINTENANCE GPR data can be used to identify areas that require undercutting or shoulder ballast cleaning.

RSNA has recently added a Material Handling and Distribution Train (MHDT), which “helps alleviate the ‘bottleneck’ in production-based ballast cleaning activities.” As suggested, the MHDT is a standalone ballast or spoil management train that compromises MFS cars, and power wagons that collectively enable ballast to be loaded, stored, transported, and unloaded and distributed at site.

Loram Technologies, Inc.

RHOMBERG SERSA NORTH AMERICA RSNA is a leading provider of ballast maintenance solutions and technologies offering public and private railroads new and innovative solutions in conditional assessment, maintenance planning and delivering the most cost-effective maintenance solution in optimizing the life and performance of ballast and the overall track bed.

According to RSNA, the MHDT is designed to operate with the company’s fleet 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. The MHDT configuration 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.

Each MFS car having its own internal conveyor system, RSNA says, “allows material to be transferred from car to car; single line ballast cleaning is possible; and removes the costly expense and of taking the adjacent track out of service to accommodate spoil wagons or in challenging but highly critical infrastructure, high populated areas, environmentally sensitive locations, and ‘traditionally difficult’ to maintain locations, such as tunnels.”

RSNA says it is “constantly looking at ways to challenge traditional methods through innovation to deliver more productive and cost-effective solutions for the purpose of

50 Railway Age // November 2023

railwayage.com

TECH FOCUS – M/W: BALLAST INSPECTION AND MAINTENANCE delivering a better end outcome for the industry, customers, and the environment with the MHDT being one example.”

LORAM TECHNOLOGIES, INC. Research presented at the 2023 AREMA conference highlighted the importance of ballast maintenance for tie life, demonstrating the effectiveness of shoulder ballast cleaning by quantifying the improvement in drainage away from ties during and after rainfall. Analysis was also presented correlating reduced fouling conditions with increased tie life.

Loram Technologies’ customers, both domestically and internationally, are turning to data gathering and analysis to make informed decisions about where to spend their ballast maintenance budgets, the company tells Railway Age. “In the current era, where there is an increased FRA scrutiny of track and limited maintenance windows, a premium is being placed on ensuring that the right work is being done at the locations that need it most.

Customers are moving beyond ‘replacing every third tie’ and looking for technology partners

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that can give them the depth of understanding necessary to ensure that their maintenance dollars will be spent to replace the right ties, and ballast to clean the areas that need it most.”

“Good planning is the key to effective ballast maintenance and understanding the current state of the track is the first step,” the company says. Loram Technologies’ inspection equipment can utilize GPR, LiDAR, line scan, x-ray tie inspection, and video to assess the entire track structure. When this data is aligned with railroad supplied geometry history (to provide overall trending), a complete analysis of the track can be completed and used to inform planning. Loram Technologies says it can partner with the railroad to “develop multiyear maintenance plans to fit with a customer’s budget and remediate/maintain as much track as possible in the most cost-effective manner.”

Tie scans and x-ray data are used to identify which ties are most in need of replacement.

Using this data, Loram Technologies says it works with customers to build a replacement plan based on current tie condition and budget allocated. With a finalized plan, automated tie

painting marks each tie planned for replacement and Tie Set Out (TSO) places new ties at the point of use by the marked tie.

GPR, LiDAR and geometry data are often combined to target where different types of ballast maintenance should be executed. Areas with high-shoulder fouling and moderate crib fouling are candidates for shoulder ballast cleaning alone, while high-center fouling paired with persistent geometry issues may be a target for subgrade stabilization before undercutting.

High fouling and moisture retention around bridge abutments, road crossings or switches can be targeted for vacuum excavation.

For example, Loram Technologies says GPR data can be used to identify areas that require undercutting or shoulder ballast cleaning.

Total fouling data can then be paired with LiDAR data to plan the ballast cleaning task by identifying the current ballast volume and calculating how much it will be reduced by removing the fouling material. This data can be used to determine how much ballast will need to be delivered to restore the track to the target ballast profile.

November 2023 // Railway Age 51

TIMEOUT FOR TECH

TIES AND BALLAST

TIME-TESTED FOUNDATION Both are essential for a rugged, lasting railway.

By Gary T. Fry, Ph.D., P.E., Vice President, Fry Technical Services, Inc.

W

elcome to “Timeout for Tech with Gary T. Fry, Ph.D., P.E.” Each month, we examine a technology topic about which professionals in the railway industry have asked to learn more. This month our subject is ties and ballast.

The basic concept for a railway is hard steel wheels rolling on hard steel rails— the most efficient form of ground transportation for heavy loads ever conceived and implemented. A basic question for a railway is how best to support the rails under the heavy concentrated forces of the moving wheels. A very effective answer comes in the form of a simple construction technique—ties confined within a consolidated layer of crushed rock, or ballast. Ties have been made 52 Railway Age // November 2023

successfully from a variety of materials: wood, concrete, steel, and even plastic.

Ballast is generally made by crushing hard rock, such as granite or trap rock, into sharp-edged pieces ranging in size between 1 and 2 inches. Once placed and consolidated, such a ballast layer drains water very well (a critically important function) and is stiff ly resistant to the tri-axial forces generated by heavy moving trains.

Using this type of construction, heavyhaul railways have been built and operated successfully through immensely varied terrain and weather conditions around the globe. For example, Figure 1 shows rails, ties, and ballast on a heavy-haul railway above the Arctic Circle along a mountain grade in Norway. Figure 2 shows rails, ties and ballast on a heavy-haul railway in the desert plains of the western United States.

Despite the vastly different locations, terrains, climates and political jurisdictions, the railway tracks look more or less the same and utilize the same basic components: rails, ties, and ballast.

Ties perform two main functions as part of the track structure: holding the rails to gauge (in essence, tying the rails together); and transferring tri-axial forces between the rails and the ballast—vertical forces, lateral forces and longitudinal forces. It is important to recognize in general that there is no ability for the ballast particles to “pull” on a tie. Therefore, forces transferred between tie and ballast rely on friction and also direct compressive contact pressure between tie surfaces and ballast particles.

We will begin by considering the transfer of vertical wheel forces and the manner in which vertical pressures vary among the railwayage.com

TIMEOUT FOR TECH

Figure 1. Rail, ties, and ballast on a heavy-haul mountain railway above the Artic Circle in Norway.

(Courtesy of Gary T. Fry.)

Figure 2. Rail, ties, and ballast on a heavy-haul railway in the desert plains of the western United States. (Courtesy of Gary T. Fry.)

contact surfaces down through the track structure. Load transfer through rails, ties, and ballast results in subgrade pressures under heavy rolling wheels that are comparable to a person walking on the ground. Let’s look at some estimates for the forces and pressures involved.

Figure 3 is a drawing of the cross-section of a typical track structure showing the concentrated wheel loads, rails, tie plates, tie, ballast layer and subgrade (crowned to facilitate drainage below the ballast layer).

Assuming a 36,000-pound wheel load, and a wheel-rail contact area of roughly 0.4 square inches, the estimated average vertical pressure between a wheel and a rail on the rail running surface is 90,000 PSI (pounds per square inch).

Referring to Figures 1 and 2, we can imagine rails as beams that distribute a concentrated wheel load among several railwayage.com

adjacent ties. For example, when a wheel is directly over a tie, we can estimate that the tie receives 50% of the load, with the rest being shared among the tie’s four nearest neighbors—two on either side.

Using this 50% estimate, the maximum force at the base of the rail, at a tie directly below the wheel, is close to 18,000 pounds.

Given a basic area of contact between the base of the rail and a tie plate of roughly 45 square inches, the estimated average vertical pressure at the base of a rail is 400 PSI. Given a basic area of contact between a tieplate and a timber tie of roughly 110 square inches, the estimated average vertical pressure between the plate and the tie is 170 PSI. Given an area of contact between one-half of a timber tie and the ballast of roughly 460 square inches, the estimated average vertical pressure between the tie and the ballast is 40 PSI. Finally, at the base of the

ballast layer, under the center of the tie, measured average pressures between the ballast and subgrade have been reported as low as 5 PSI under 36,000-pound wheels— nearly 20,000 times smaller than the pressure between wheel and rail at the rail’s running surface.

Now we consider lateral forces. Ties and ballast hold the rails in alignment as the rails guide heavy trains through even the sharpest curves. In its function as a guideway, rail depends upon strategic geometric detailing that ensures favorable interaction between wheelsets and rails, especially in curves. Notably, the rolling surfaces, or treads, of wheels are not flat edge to edge. The treads are conical with their radius increasing between the edge of the rim and the face of the flange. The conicity of their treads gives wheelsets an ability to self-center when rolling along November 2023 // Railway Age 53

TIMEOUT FOR TECH

Figure 3. Schematic drawing of a track structure cross-section.

(Courtesy of Gary T. Fry.)

straight (tangent) track and an ability to steer themselves around curves. Moreover, the shape, or profile, of the railhead is designed to maintain favorable contact conditions with the wheelsets when the rail deforms laterally under wheelset steering forces. At times there are very large forces trying to push the rails apart and move the track sideways, but the tie and ballast system provides the required restraint.

The lateral forces from rolling wheels are transferred into a tie by its connection to the rail through the tie plate fasteners and through friction between the base of the tie plate and the surface of the tie. In turn, the lateral forces in the tie are transferred into the ballast through frictional contact with the ballast particles directly under the tie. Some lateral force transfer can also occur through compressive contact pressure between tie surfaces and ballast, especially at the end of the tie where the force is resisted by the ballast shoulder.

Finally, we consider longitudinal forces.

Ties and ballast are essential elements of the longitudinal force load path making it possible for trains to stop and go. Generally, the significant longitudinal forces in rails arise from the various traction forces applied by locomotive wheels (for example, acceleration, braking, and tractive effort against train resistance and uphill grades) and the braking forces applied by rolling stock wheels.

Ties receive longitudinal forces from rails in three ways: connection to rails 54 Railway Age // November 2023

through tie plate fasteners—especially when elastic fasteners are used; friction between the tie plates and the ties; and through the use of rail anchors that are attached to the base of rail on both sides of a tie. Ties then transfer the longitudinal forces into the ballast through compressive contact pressure between the vertical faces of the ties and the ballast particles and also through frictional contact with the ballast particles directly under the tie.

This fundamental requirement to transfer longitudinal forces between rail and ballast comes with a drawback. Like most metal materials, rail steel expands when heated and contracts when cooled. Hence, when rail is subjected to temperature variations, it moves relative to the ground surface. But it cannot move freely because it is connected to ties that are confined in ballast. Significant longitudinal forces in rails are generated by these thermal effects—both compressive and tensile— especially in CWR (continuous welded rail).

These thermal forces are strictly managed to mitigate the potential for damage to the track such as “sun kinks” in hot weather and “pull aparts” in cold weather.

From the discussion above, it is apparent that the interactions between ties and ballast are complex and involve nonlinear transfers of tri-axial forces—vertical, lateral and longitudinal. These force transfers cause incremental and cumulative triaxial movements of the ballast particles relative to one another and of the ties

relative to the ballast particles. As tonnage accumulates, periodic maintenance of the track is required to keep the rails within desired positional tolerances. Eventually wear and tear on the ties and ballast particles causes a need for replacement.

Ties and ballast are a time-tested, efficient, and effective foundation for a rugged and lasting railway.

Dr. Fry is Vice President of Fry Technical Services, Inc. ( h t t p s : //w w w. f r ytech ser v ice s. com/). He has 30 years of experience in research and consulting on the fatigue and fracture behavior of structural metals and weldments. His research results have been incorporated into international codes of practice used in the design of structural components and systems, including structural welds, railway and highway bridges, and high-rise commercial buildings in seismic risk zones. He has extensive experience performing in-situ testing of railway bridges under live loading of trains, including high-speed passenger trains and heavy-axle-load freight trains.

His research, publication, and consulting have advanced the state of the art in structural health monitoring and structural impairment detection. railwayage.com

MxV RAIL R&D

RAILCAR DRAFT William Beecher

SYSTEM MODELING

U

By Adam Klopp, Principal Investigator II; and Alyson Sasaoka, Engineer, MxV Rail

nder the Association of American Railroads’ (AAR) Strategic Research Initiative (SRI) Program, MxV Rail and the Endof-Car (EOC) Energy Management Task Force of the AAR’s Equipment Engineering Committee (EEC) are developing a combined testing and modeling approach to evaluate draft system performance.

railwayage.com

This approach includes both physical impact testing, used to evaluate impact protection and characterize the systems, and modeling, used to evaluate in-train scenarios that are not necessarily covered by existing standards.

Draft systems protect railcars and lading from coupler forces generated during in-train operations. In North America, the most common draft

systems are friction draft gears and endof-car cushioning (EOCC) units. Due to a short and stiff displacement stroke of approximately 3.25 inches, friction draft gears provide good slack action control within a train, but they have limited energy absorption capacity during yard impacts. The EOCC units have a much longer displacement stroke, typically 10 or 15 inches, that allows greater energy November 2023 // Railway Age 55

MxV RAIL R&D

absorption in yard impact environments but can affect in-train slack control negatively. In recent years, hybrid draft systems that seek to balance impact protection with in-train slack action control have begun to enter service.

Typically, draft systems in North America have been evaluated using drop hammer tests or car-to-car impact tests as specified in the AAR’s Manual of Standards and Recommended Practices (MSRP). These tests indicate how well a draft system absorbs energy during yardtype impacts, but they do not provide enough information as to how well draft systems will perform in an in-train environment. In-train slack control would ideally be evaluated using over-theroad testing, but these tests can be cost prohibitive and logistically complex.

The combined testing and simulation approach described in this article provides a methodology that addresses these limitations.

MxV Rail conducted a series of impact tests on a variety of draft system designs 56 Railway Age // November 2023

to evaluate the impact protection provided by the different systems and characterize the systems for use in modeling. In total, six designs were tested, including: 1) a standard 15-inch EOCC unit, 2) a 13/2 active draft EOCC unit, 3) friction draft gear, 4) a dual draft gear system, 5) a nonhydraulic, long travel system, and 6) elastomeric friction clutch draft gear. Draft system models were developed using impact test data, and the models were used to evaluate in-train slack control using “drift” simulations.

The drift simulation setup included a block of 60 cars with the following characteristics: 1) 60 feet long, 2) 286,000 pounds, and 3) equipped with the draft system type to be evaluated. The block contained no locomotives, and no applied brakes. The block of cars was allowed to roll on its own (“drift”) through the grade transitions shown in Figure 1. The block of cars began at a nonzero initial speed on a 1.5% decline and increased in speed as it rolled downhill. When the block of cars reached the 1.5% incline, the speed of

the block began to decrease as it started to roll uphill, resulting in a compressive buff force run-in. When the block reached the final 1.5% decline in the track, the cars began to accelerate downhill again, resulting in a tensile draft force run-out.

The drift simulation results show that friction draft gears and hybrid draft systems generally provided better train action control—including lower coupler forces and in-train speed differences and lower variability in these results— because they were better able to limit relative motions within the train. Due to the reduced slack control, EOCC-equipped cars experienced higher in-train forces and speed differences and higher variability in results when compared to the cars equipped with the other draft systems.

When combined with impact test data, the results from the drift simulations can be used to better evaluate the overall energy management ability of different freight car draft systems, including the impact protection and slack control that these systems provide. railwayage.com

MxV Rail

Figure 1. Drift simulation grade transitions.

PEOPLE

B

PATRICK WHITEHEAD DEREK TAYLOR CN

HIGH PROFILE: CN last month named Patrick

Whitehead (top) as Executive Vice President and Chief Networking Operating Officer and Derek Taylor as Executive Vice President and Chief Field Operating Officer. They succeed Ed Harris, who is in a consultant role until March 30, 2024, to “ensure a seamless transition.” They are based in CN’s operational centers in Edmonton and Homewood, Ill., respectively, and also have offices in Montreal at CN’s headquarters.

“These appointments are the next evolution of our ‘Make the Plan, Run the Plan, Sell the Plan’ operating model,” said CN President and CEO Tracy Robinson. With this new structure and leadership in place, we are well-positioned to achieve the sustainable, profitable growth outlined in our 2024-2026 plan. I want to thank Ed for his significant contribution to CN and railroad industry over the past 50 years and for his collaboration in imagining and developing the evolution of the operating team structure. Pat and Derek were privileged to learn directly from him. His legacy is in the best hands.”

Whitehead will “make the plan” as he takes on leadership of Network Operations, Mechanical, Engineering, and the corporate safety team, including CN’s two operations training centers. Taylor will “run the plan” with system-wide leadership for Transportation and Intermodal Operations. A key deliverable for both is talent development to “ensure CN is the employer of choice by becoming more modern, innovative and reflective of the diversity of the communities in which it operates.”

Whitehead, 48, has more than 30 years of railroad experience, more than 25 of which have been in management positions in Transportation and Mechanical positions. He joined CN in 2021 as General Manager in Chicago and was appointed Senior Vice President Network Operations in June 2022. Prior to CN, he was Vice President Transportation for Norfolk Southern.

Taylor, 46, is responsible for running CN’s operational plan. He has more than 20 years of experience at CN. He joined the company as a Management Trainee in Winnipeg in 2000. Taylor served as General Manager in Fond du Lac, Wis., and in Homewood, and was Vice President Transportation for the Southern and Eastern Regions at different times. He served as Vice President, Operational Excellence in 2022 and was appointed Senior Vice President Transportation in November 2022.

According to CN, the evolution of the Class I railroad’s operations organization “recognizes the distinction in focus and capabilities between the development of the plan, including building its network for the future, and the day-to-day demands of safely executing the plan.” This structure “will help drive a greater intensity in delivering profitable growth through the cost-effective expansion of CN’s network infrastructure where needed, and ongoing improvements to customer service as the company sells into its capacity. It will also allow for the simultaneous refinement of CN’s long-term fleet plan, reflecting the company’s decarbonization ambitions and continued deployment of operating technologies to enhance safety and efficiency.” railwayage.com

NSF Vice President Labor Relations Rob Karov has retired after more than 30 years of service. Succeeding him is Sam Macedonio.

Karov joined BNSF in 1993 as a Management Trainee and quickly rose through the ranks to manager and director roles. In 2006, he was named General Director Labor Relations. Karov moved on to Assistant Vice President Labor Relations and was elevated to his latest role in 2015. “For much of his railroading career, Rob has been a key leader in our labor negotiations, and he has consistently guided us through some challenging labor rounds,” BNSF President and CEO Katie Farmer said. “We thank Rob for his dedication over the decades to BNSF, our teams and his role in relationship building with our labor leaders.

Macedonio has served as Assistant Vice President Labor Relations since 2018. Previously, he was Assistant Vice President Labor Relations Operations for CSX. He also worked for the New York Metropolitan Transportation Authority as Labor Counsel.

“Sam’s more than 25 years in labor counsel, labor negotiations and in the railroad industry have prepared him well to take on this important opportunity,” Farmer said.

“We look forward to the contributions he and his team will continue to make in the years ahead.” Taking over Macedonio’s prior role is Melissa Beasley Coke. She will be responsible for labor relations for operating crafts, operational changes, PEPA and special projects. Her team will also lead efforts “to modernize work rules and collective bargaining agreements to enhance attracting and retaining union employees while setting up BNSF operations for success in the future,” the railroad noted.

Before this promotion, Beasley Coke had served as General Director Workforce Operations Change since 2014. She hired on in 1998 as Crew Dispatcher in Topeka, Kan., was elevated to TYE Crew Manager in 2000 and later took on roles of increasing responsibility, including Manager Labor Relations, Director Labor Relations and General Director Labor Relations. “Melissa is a proven and experienced leader at BNSF and in the field of labor relations,” Macedonio said. “We look forward to seeing the impact she and her team will make at BNSF and in the railroad industry in the months and years ahead.”

November 2023 // Railway Age 57

RECRUITMENT Statement of Ownership, Management and Circulation 1.Publication: Railway Age. 2. Publication Number #0449-130. 3. Filing date: September 30, 2023. 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 change in preceding 12 months. 13. Publication Title: Railway Age. 14. Issue date for Circulation data below: Avg. Oct 2022–Sept 2023; Actual Sept 2023. 15. Extent and Nature of Circulation. 15a Total Number of Copies: Avg. 17,987; Actual 18,369. 15b.1. Paid/Requested Mail Subscriptions: Avg. 13,682; Actual 13,897. 15b.4. Requested Copies Distributed by Other Mail Classes: Avg. 1,130; Actual 896. 15c.Total Paid and/or Requested Circulation: Avg. 14,812; Actual 14,793.15d.1 Non-requested Copies: Avg. 2,911; Actual 3,339. 15d.4. Non-requested Copies Distributed Outside the Mail: Avg. 48; Actual 150. 15e. Total Non-requested Distribution: Avg. 2,959; Actual 3,489. 15f. Total Distribution: Avg. 17,771; Actual 18,282. 15g. Copies not distributed: Avg. 216; Actual 87. 15h. Total: Avg. 17,987; Actual 18,369.

15i. Percent Paid and/or Requested: Avg. 83.3%; Actual 80.9%. 16a.

Paid/Requested Electronic Copies: Avg. 7,382; Actual 6,734. 16b. Total Paid/Requested Print + Req/Paid Electronic Copies: Avg. 22,194; Actual 21,527. 16c. Total Print Distribution + Req/Paid Electronic Copies: 25,153; Actual 25,016. 16d. Percent Paid/Request (Print + Electronic Copies): Avg. 88.2%; Actual 86.1%. 17. Publication will be printed in the November 2023 issue. 18. Signature/Title: Jo Ann Binz, Circulation Mgr., Date 10/01/2023 - PS Form 3526-R.

Edna A Rice Executive Recruiters SPECIALISTS IN RAIL AND TRANSPORTATION RECRUITING SINCE 1988 LEARN MORE

713-667-0406 www.ednarice.com

58 Railway Age // November 2023

railwayage.com

Ad Index COMPANY

PHONE #

URL/EMAIL ADDRESS

PAGE #

AECOM

972-788-1000

BusinessInquiry.Americas@aecom.com

20

AMSTED RAIL GROUP

312-922-4516

kskibinski@amstedrail.com

10

AMTRAK

800-USA-RAIL

www.amtrak.com

26

BNSF

817-867-6250

media@bnsf.com

19

CN

888-888-5909

CPKC

816-983-1327

Sheila.Dougherty@cpkcr.com

23

CSX CORPORATION

904-359-3200

csx.com

21

DART

214-749-3591

chillebr@dart.org

30

ENSCO RAIL INC

570-728-7998

Reber.Acacia@ensco.com

36

G&W RAILROAD SERVICES INC

203-202-8900

corpcomm@gwrr.com

14

GCRTA

216-621-9500

GREENBRIER COMPANIES THE

800-343-7188

gbrx.info@gbrx.com

24

HATCH LTK

402-346-4300

Natalie.cornell@hatch.com

43

HERZOG

816-901-4038

amcclain@hrsi.com

50

IRIDIUM COMMUNICATIONS

703-287-7400

www.iridium.com

39

KNOX KERSHAW INC

334-387-5669

knox@knoxhershaw.com

51

LORAM MAINTENANCE OF WAY, INC

763-478-2627

alexis.b.nubbe@loram.com

C4

METRA MARKETING

312-322-4078

csantori@metrarr.com

26

MINER ENTERPRISES

630-232-3000

sales@minerent.com

45

MXV

719-671-8678

niki_toussaint@aar.com

31

17

28

NORFOLK SOUTHERN

15

PATRIOT RAIL & PORTS

904-423-2540

info@patriotrail.com

25

PLASSER AMERICAN CORP

757-543-3526

plasseramerican@plausa.com

47

PORT AUTHORITY OF NY & NJ

28

PORT OF NEW ORLEANS

504-528-3363

renee.aragon@portnola.com

27

PROGRESS RAIL A CATERPILLAR CO

256-505-6402

info@progressrail.com

3

RAILWAY EDUCATIONAL BUREAU

402-346-4300

bbrundige@sb-reb.com 42,49,C3

RAILWAY EQUIPMENT CO

763-972-2200

sales@rwy.com

38

RJ CORMAN

800-611-7245

www.rjcorman.com

29

TRINITY RAIL

800-631-4420

trinityrail.com

C2

UNION CAR TANK COMPANY

312-347-5705

nilsson@utlx.com

13

WABTEC CORPORATION

412-825-1000

www.WabtecCorp.com

18

WATCO COMPANIES

620-331-2230

tvanbecelaere@watco.com

22

The Advertisers Index is an editorial feature maintained for the convenience of readers. It is not part of the advertiser contract and Railway Age assumes no responsibility for the correctness.

railwayage.com

November 2023 // Railway Age 59

Financial Edge Amtrak’s National Identity Perpetually Complicated

T

is month’s “Financial Edge” almost did not make it into the November issue of Railway Age. Why? Overindulgence was the reason for the delay. Halloween? Harvest Celebration? The reason was more urbane, and the scene was at Newark Penn Station.

If you’ve ever been to Newark Penn, you might wonder about the attraction. Shade your disbelief for a moment. Recently, Amtrak announced a groundbreaking plan to increase (actually double) ridership by 2040. Teleportation? Bullet Train?

Au contraire! As reported in The Wall Street Journal (“Flush with Cash, Amtrak Embarks on Ambitious Makeover”), Amtrak has bigger plans.

Amtrak plans to spend its portion of the $1 trillion 2021 infrastructure bill to upgrade major urban train stations (think Baltimore, Washington, D.C., Chicago), and may be able to access up to $73 billion (not a typo) from the $1 trillion. Amtrak will encourage more interesting retail and food options (sorry Dunkin’ Donuts), encourage residential development in the area and make the stations a more socially positive and attractive community hub. This will draw in more affluent residents who will, since the train station happens to be right next door, decide that jumping on the 4:00 train to wherever is the kind of spontaneity needed to drive ridership to targeted levels.

You can unshade your disbelief.

Metropolitan train stations were grand halls that showcased the American vision for progress and urban development. They were late 19th or early 20th century projects (Pennsylvania Station New York, 1910; Penn Station Baltimore, 1911; St. Louis Union Station, 1894; Denver Union Station, 1881; Chicago Union Station, 1925; Penn Station Newark, 1935) that predated (mostly—sorry Newark) the onset of commercial aviation.

Today, many active train stations are outof-place hubs of limited use, often in shady areas of towns where they operate. Why? It would seem obvious. Stations attract people in large numbers. They are dirty and loud, high-traffic areas. People don’t live near train stations for the same reason they don’t live near the airport or a Walmart.

Amtrak has imagined a different reality.

60 Railway Age // November 2023

Take the Amtrak plan to rejuvenate the Baltimore Penn area as a residential hub, a kind of bedroom community for Washington, D.C., commuters. The renderings of the redesign/rebuild of the Baltimore station are extraordinary, as is the $150 million price tag. Equally outlandish is construction of a new multi-use building for a city where office vacancy is 20%. The plan seems far-reaching.

Amtrak is a ward of the federal government lost in decades of bildungsroman narratives—a mobius strip of movies like The Breakfast Club, St. Elmo’s Fire and Reality Bites.

(A bildungsroman, according to Wikipedia, is “a growing up or ‘coming of age’ of a generally naive person who goes in search of answers to life’s questions with the expectation that these will result in gaining experience of the world. The genre evolved from folklore tales of a dunce or youngest child going out in the world to seek their fortune.

Usually in the beginning of the story, there is an emotional loss which makes the protagonist leave on their journey. In a bildungsroman, the goal is maturity, and the protagonist achieves it gradually and with difficulty. The genre often features a main conflict between the main character and society. Typically, the values of society are gradually accepted by the protagonist and they are ultimately accepted into society— the protagonist’s mistakes and disappointments are over.”)

Amtrak cannot survive without federal support. Amtrak is and will likely always be subsidized like the European system to which it is often and unfairly compared. It would likely benefit from focusing on maximizing its supported national passenger service role rather than making repeated attempts to turn operationally profitable.

(Please spare the legend of the “profitable” Northeast Corridor.) Amtrak suffers from two fatal flaws. One, the country is just too damn big. Two, Amtrak struggles to deliver consistent on-time service possibly because it doesn’t own its own track, and cannot “buy” (or be assigned) slots to timely move passengers like its European counterparts.

Who could imagine a railroad that does not deliver consistent on-time service? Yes,

the Class I’s don’t prioritize Amtrak service.

(Remember, Amtrak began when the Class I’s shed their passenger business.) Amtrak service issues are the symptom rather than the cause.

On a really good 1970s day and under the best of circumstances, perhaps Amtrak could have built its own rail lines. Now, it will never happen. Amtrak is stuck with the same system that was in place on the day of its birthing. Problem two is just the same as problem number one. The country is too damn big.

If Amtrak had its own track, it theoretically could run five trains per day, on time (again this is a railroad), from, say, New Orleans to Phoenix. Dedicated track for those five trains is overkill, no? Amtrak, with its own lines, would likely petition the STB to move freight on its underutilized track (wouldn’t be the first or even second time). Perhaps on its own track that route could be profitable and therefore the balance sheet could break even or even be cash-flow-positive.

As Hemmingway closes The Sun Also Rises, “Yes, isn’t it pretty to think so?”

Apologies to Amtrak management for this harshness. Amtrak should accept its identity and stop wasting (more) money by advocating the Railroad of Dreams (“build it and they will ride”). Amtrak’s national identity is and will remain complicated.

There are certain local commuter-oriented situations where investment in stations and the surrounding areas (e.g., Montclair and Red Bank, N.J.) are functional and provide quality of life improvements. Amtrak should leave that to local municipalities and their budgets.

If the situation seems too complex, there’s always the bar car!

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

DAVID NAHASS President Railroad Financial Corp. railwayage.com

We’re current, are you? FRA Regulations Mechanical Department Regulations

Now Include Part 22 s 4

A combined reprint of the Federal Regulations that apply specifically to the Mechanical Department. Spiral bound.

Part Title 210 Railroad Noise Emission Compliance Regulations Updated 4-15-19.

215 Freight Car Safety Standards Updated 1-6-23.

216 Emergency Order Procedures: Railroad Track, Locomotive and Equipment Updated 1-6-23.

217 Railroad Operating Rules Updated 11-13-23.

218 Railroad Operating Practices - Blue Flag Rule Updated 11-13-23.

221 Rear End Marking Device-passenger, commuter/freight trains Updated 1-6-23.

223 Safety Glazing Standards Updated 1-6-23.

224 Reflectorization of Rail Freight Rolling Stock Updated 1-6-23.

225 Railroad Accidents/Incidents Updated 1-6-23.

229 Locomotive Safety Standards Updated 11-13-23.

231 Safety Appliance Standards Updated 1-6-23.

232 Brake System Safety Standards Updated 1-6-23.

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1-6-23 RR Safety Enforcement Procedures & 3-1-21 Rules of Practice 1-6-23 Track Safety Standards (Subpart A-F) 1-6-23 Track Safety Standards (Subpart G) 1-6-23 RR Workplace Safety 1-6-23 RR Freight Car Safety Standards 11-13-23 RR Operating Rules and Practices 11-13-23 1-6-23 RR Communications 1-6-23 Use of Locomotive Horns 1-6-23 Hours of Service 11-13-23 Locomotive Safety Standards 1-6-23 Steam Locomotive Inspection 1-6-23 RR Safety Appliance Standards 1-6-23 Bridge Safety Standards 6-1-23 Qualification and Certification of Locomotive Engineers BKCONDC 242 6-1-23 Conductor Certification

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40 219

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39.95

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233 234 235 236 238 239

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FRA News: 49 CFR Parts 217, 218, 229, and 299. FRA is requiring the installation of inward- and outward-facing locomotive image recording devices on all lead locomotives in passenger trains, as required by the Fixing America’s Surface Transportation Act (FAST Act). In general, the final rule requires that these devices record while a lead locomotive is in motion and retain the data in a crashworthy memory module. The rule also treats locomotivemounted recording devices on passenger locomotives as “safety devices’’ under existing Federal railroad safety regulations to prohibit tampering with or disabling them. Further, this rule governs the use of passenger locomotive recordings to conduct operational tests to determine passenger railroad operating employees’ compliance with applicable railroad rules and Federal regulations. Finally, this rule requires Texas Central Railroad (TCRR) to install and maintain trainset image recording systems appropriate to TCRR’s operation.

DATES: Scheduled to go into effect November 13, 2023.

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46.76

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Add Shipping & Handling if your merchandise subtotal is: U.S.A. CAN Orders over U.S.A. CAN UP TO $10.00 $6.10 $11.00 25.01 - 50.00 14.30 23.85 $75, call for shipping 10.01 - 25.00 10.50 18.25 50.01 - 75.00 16.05 29.75 *Prices subject to change. Canada please call to place orders. Revision dates subject to change in accordance with laws published by the FRA. 11/23

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