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Rail News: Supplier Spotlight

Rail News Home CSX Transportation November 2016 Rail News: CSX Transportation

Photo – CSX — By This email address is being protected from spambots. You need JavaScript enabled to view it., Managing EditorTo say sagging coal volumes have been a drag on CSX’s finances the past five years is an understatement. Coal revenue losses that have been mounting since 2011 are expected to reach a total of $2 billion by 2016’s end.The Class I’s coal fortunes aren’t expected to turn anytime soon, either. Low natural gas prices figure to keep compelling domestic utilities to favor that power-plant fuel source for the foreseeable future and tectonic shifts in the global coal market are forecast to keep abating U.S. exports. So, a change in strategic direction is necessary to deal with coal’s steep fall from its longtime perch as the railroad’s top revenue producer.Last year, the senior executive team met to develop a strategy framework that could address the changing customer base and shifting business portfolio. Ultimately, the team considered two options: continue to chase ways to help overcome the coal losses in the short term or develop a plan to change the structure and operation of the coal-dominant railroad for the long term. They opted for the latter.A 40-member cross-functional group that included leaders from each department then helped flesh out the idea and shape specific supporting initiatives, and CSX’s board reviewed and approved the chosen strategy in early 2016. Now, if it ushers the Class I into a new era as hoped, the “CSX of Tomorrow” will dawn in the not-too-distant future.Formally launched in late April, the CSX of Tomorrow (CoT) strategy calls for the company to:
• realign its network to de-emphasize coal traffic and optimize the volume-growth potential of the more promising intermodal sector and solid merchandise segment;
• deploy more high-tech equipment and information systems to forge a highly automated railroad that can support safety, service-performance and efficiency efforts;
• pursue service excellence to help prompt volume growth and better meet customers’ needs; and
• develop a workforce of the future with the right tools and skills to drive productivity and innovation.Expected to take a number of years to implement, the strategy will help spur volume growth and increase profitability in the intermodal and merchandise franchises, and yet preserve the business value of coal as it becomes a smaller part of the company’s portfolio, says CSX Chairman and Chief Executive Officer Michael Ward.“We’ve got to adapt; the world has changed. Coal has gone from one-third of our annual revenue to about 15 percent,” he says. “We have been a more cyclical company, one that was a slave to the vagaries of the general economy. Now, we can be more nimble and flexible.”CSX will benefit by controlling the things it can control: service, safety and productivity, says Ward. In addition, the strategy can help the company attain its long-term goal of a mid-60s operating ratio.CSX plans to carry out the CoT in part by operating two networks: a primary one accommodating longer and heavier trains along the “Iron Triangle” mainlines between Chicago, New York City and Jacksonville, Fla.; and a local one comprising other lines and territories that don’t require the same train speeds and resource intensity. Each network will essentially have the same route mileage, and the local network would retain the same level of safety and customer service as the primary one.CSX also aims to extend sidings or build new ones to accommodate longer trains; triple the amount spent each year on technology adoptions; and provide better quality-of-life benefits and more modern equipment to hone a stronger workforce.Operational performance a prime componentService execution is the most critical aspect of the CoT, says Ward. To win over and best serve shippers of truck-competitive freight, CSX needs to align operating capabilities to customers’ expectations and provide consistently higher levels of reliability.“If we want to grow our other businesses, the service has to be there,” says Ward.He believes the CoT initiative aligns well with the company’s vision to be the safest, most progressive North American railroad, one that relentlessly pursues customer and employee excellence. It lines up with CSX’s core values, too, says Ward. That means continually striving to be fact-based, ensuring people make the difference, stressing safety as a way of life and getting the right results the right way.“It’s how we behave and who we are. It still fits,” says Ward. “The biggest difference [with the CoT] is being more intentional in deploying technology.”CSX strategists performed a lot of modeling exercises to ensure the strategy could be carried out, and the team plans to tweak and refine it as CoT implementation continues.“The way we see it is: OK, we have a path now, and we see where we’re going,” says Ward.A new terminal under construction in Pittsburgh, which is slated to open next year, figures to help boost intermodal business. CSX

Rail News Home Internet-Digital October 2016 Rail News: Internet-Digital

At InnoTrans 2016, held Sept. 20-23 in Berlin, 12 U.S.-based railway supply companies showcased their goods and services at the USA Pavilion.Photo – REMSA By Michael PopkeInnoTrans 2016 — the world’s largest biennial international showcase for transport technology — set a new record by attracting nearly 3,000 exhibitors from 60 countries to Germany’s Berlin Exhibition Grounds in late September. What’s more, 144,470 visitors from more than 140 countries walked the 1.2 million square feet of floor space at the biennial event, and an outdoor display featured 127 vehicles. “You hear about how big it is, but until you actually go, it’s hard to have perspective,” said Tim Francis, vice president of marketing for Herzog Railroad Services Inc., who experienced InnoTrans for the first time. “I still don’t think I saw the whole thing, because it’s just so big.” It’s easy to feel overwhelmed at InnoTrans, which is why the Railway Engineering-Maintenance Suppliers Association (REMSA), Railway Supply Institute and Railway Systems Suppliers Inc. (RSSI) sponsored the USA Pavilion. The three industry associations also sponsored it in 2014 and 2012. “The exclusive USA Pavilion allows U.S.-based railway supply companies and organizations a unique opportunity to highlight their goods and services at InnoTrans," said REMSA Executive Director David Tennent. This year, 12 organizations took advantage of that opportunity: AIC Rail, Emerson Process Management-TopWorx, Herzog, IEM Corp., Loram Maintenance of Way Inc., Railway Interchange, Rocla Concrete Tie Inc., ROV Railway Industry, ThermOmegaTech Inc., TransCore, Transportation Technology Center Inc. and Williams-Hayward Protective Coatings Inc.For example, Herzog showcased its array of maintenance-of-way equipment, including the Automated Conveyer Train (A.C.T.). The A.C.T.'s entire consist (15 cars minimum) can unload in a curve of up to 13 degrees with a super elevation of up to five inches. Each car within the consist can carry 97 tons of material up to five inches in diameter and as small as a particle of sand.“The international market holds great promise for North American railroad suppliers, and the USA Pavilion showcases companies interested in marketing their products globally,” said RSSI Executive Director Mike Drudy.There was plenty of showcasing outside the USA Pavilion, as well. GE Transportation, in collaboration with Intel Corp., introduced a “superbrain” platform solution for locomotives that transforms them into mobile data headquarters and interacts with GE’s existing GoLINC platform.The outdoor display at InnoTrans 2016 featured 127 vehicles. Photo – REMSA

Rail News Home People October 2016 Rail News: People

"You can't solve all of your problems with the same information from year to year ... You've got to get out there if you really want to improve things," says Metro-North's Bonilla.Photo – MTA Metro-North Railroad By This email address is being protected from spambots. You need JavaScript enabled to view it., Associate EditorAnamaria Bonilla doesn't wait for solutions to fall into her lap. She actively seeks them out.In her role as assistant chief engineer of track and structures at MTA Metro-North Railroad, Bonilla led the effort to introduce new bridge and track inspection technology. One way she learns about the latest technological advances is by taking continuing education courses and attending rail conferences. And when her employer wasn't able to cover the cost of attending those conferences, Bonilla paid her own way. For her, the opportunity to network and glean new insights is invaluable. "You can't solve all of your problems with the same information from year to year, otherwise you're just going to repeat the same mistakes," she says. "You've got to get out there if you really want to improve things."Her commitment to finding solutions hasn't gone unnoticed. Earlier this month, Bonilla received the League of Railway Industry Women's "Outstanding Woman of The Year" award, which honors women who are making a positive impact on the rail industry. One accomplishment of note: Bonilla reached out to HNTB Corp. to develop the RailAdvise® bridge management system, which keeps an inventory of all of Metro-North's bridges. The technology, which was the first of its kind at Metro-North, has provided a way for the railroad's employees to access vital data with a few clicks, she says."You don't have to ask three different people for the latest inspection report. It's all right there on your desktop," Bonilla adds. "It puts information in everyone at Metro-North's hands so they can help us address problems."Metro-North rolled out RailAdvise following the Federal Railroad Administration's 2010 safety standards, which required railroads to adopt more stringent bridge inspection procedures.Bonilla also helped increase the number of staffers working on Metro-North's bridges. When she first started, the railroad had one bridge repair crew, but she brought that number to eight. To do that, she worked closely with MTA's long range planning department. She's also lobbied for more money from the capital program for bridge replacement and other rehab projects.In addition, Bonilla managed the procurement of Metro-North's first track inspection machine and oversaw the creation of an inventory tracking system of all rail joints — two measures that Metro-North officials say helped boost safety.Bonilla played a key role in the development of Metro-North's RailAdvise bridge management application.

Rail News Home Rail Industry Trends October 2016 Rail News: Rail Industry Trends
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Pat Foran

Rail News Home C&S October 2016 Rail News: C&S

Alstom SA offers the CTS2, an in-tie point machine company officials characterize as a “new concept for North America.”Photo – © Alstom SA 2016 Railroads want switch machines that are reliable, easy to maintain and cost-effective. It’s what they want from every product, device or piece of equipment they use. Railroads also want to be able to employ “smart” switch control technology — systems that offer self-diagnostic, predictive and analytics capabilities. Technology that can provide next-level efficiencies.Switch machine suppliers have been on the next-generation technology beat for some time now. They continue to offer traditional solutions (because they still work, and work well), but they also continue to develop new models with smart(er) controllers and predictive analytics platforms.Some of the new stuff was on display at the Railway Systems Suppliers Inc.’s (RSSI) 56th annual communications and signaling exhibition, held June 29-30 in Grapevine, Texas. And some of it is featured within the pages that follow.Progressive Railroading recently contacted a sampling of suppliers, asking them to share information on what’s new and/or tried and true on the switch machine technology front. Six of them offered responses.Alstom: From traditional to ‘new concept’Alstom SA’s portfolio includes the Model 5 Series of switch machines, which are designed for “traditional applications” and represent the “largest install base of any switch machine base in North America,” the company says. Model 5 units feature a robust motor and drive system, and operate in extreme weather conditions. The average “machine life” of a Model 5 unit is more than 20 years, Alstom says. “We’re constantly investing to ... improve this technology,” the company adds.The company also offers the CTS2, an in-tie point machine that Alstom officials characterize as a “new concept for North America.” Suitable for hi-rail, high-speed, mainline and mining applications, the CTS2 that has been “upgraded to withstand the worst environmental conditions, with underwater operation and improved seals for track moving components,” the company says. It can function as a trailable or non-trailable unit; that flexibility, along with the in-tie track maintenance benefits related to ballast surfacing, makes the CTS2 ideal for new lines or railroads seeking to upgrade their infrastructure, the company says.For transit applications, Alstom offers the GM4000A switch machine, which now features new point detection contacts for “superior dependability in harsh environments and better vibration resistance” to prevent signal chatter, the company says. Additionally, a next-generation electronic controller is available with improved shock and vibration resistance, including improved protection to water ingress.Ansaldo STS: Remote monitoring and controlAnsaldo STS, a Hitachi Group company, offers the Intelligent Electronic Circuit Controller (IECC™) for remote switch machine monitoring and control — it’s the next-generation vital indication and control module for the company’s M3 and M23 switch machines, Ansaldo says.A drop-in replacement for the mechanical circuit controller in Ansaldo Style M switch machines, IECC enables users to instantly access the current status and location of a machine, as well as a cumulative log of the last 1,000 switch machine movements.The submersible IEEC eliminates contact corrosion and wear, prevents inadvertent contact chatter and offers early detection of point bar misalignment. Configurable for right- or left-hand applications, it features a rugged design; reduced cabling; remote asset management; and remote status, diagnostics and alarms. It also offers dual M12 Ethernet ports for optional redundant networking links and is compatible with off-the-shelf Wi-Fi, cellular, fiber, Ethernet and DSL products.The M3 and M23 with ECC are Ansaldo’s next-generation Style M switch machines. Features include the company’s basic Style M machine drive-train design; light-emitting diode diagnostics; an electronic latch-out feature that can be configured for manual, automatic or “disable”; and local/remote switch control capability.RailComm: Yard automation and predictive analyticsRailComm offers two solutions that company officials believe add significant value to switches: remote control of yard switches, and remote condition monitoring and predictive analytics.RailComm’s yard automation platform — Domain Operations Controller (DOC®) system — controls a variety of power switch machine types, and receives indications of switch position and power condition. All traffic — including the routing of trains in and out of a yard — is controlled from a safe, secure central location using a modern user interface that provides flexibility, speed and safety, the company says. “Yard dispatchers have a safer way to direct traffic throughout the yard, and protect tracks, workers and other assets while maintenance and inspection tasks are being performed,” RailComm says. Entrance/Exit (NX) routing takes into consideration all automated processes, including remote switch and derail control, blue flag protection and shove track system.Meanwhile, the company’s remote condition monitoring and predictive analytics solution — RailComm Insight™ for Mainline Switches — is designed to improve the performance and availability of mainline switches.Non-intrusive sensors and the Insight cloud-based analytics platform monitor assets and alert users to potential failures before they happen, “transforming traditional remote condition monitoring to a smart decision support tool for preventive and corrective condition-based maintenance,” the company says. Benefits cited by RailComm include lower maintenance costs, improved maintenance efficacy and fewer unplanned train delays.Siemens: A new internal locking machineSiemens offers an array of mainline and yard switch machines for the global marketplace, including internally and externally locked machines, as well as a variety of trailable and non-trailable options, in-tie switch machines, and external locks and point detectors.In addition, Siemens continues to invest in the research and development of switch point monitoring systems to “provide customers with predictive maintenance information to minimize and/or eliminate switch turnout downtime,” the company says.Siemens’ latest development is the Switchguard® S600, an internal locking machine with what the company terms as a “very high level of reliability and safety integrity.” The Switchguard S600 has been independently certified to a SIL4 safety integrity level by TüV Rheinland, the highest safety integrity level achievable for CENELEC, the company says. Available in trailable and non-trailable versions, the S600 is easy to install, has a long service life and has been rated for more than 1 million throwing operations, according to Siemens.voestalpine Nortrak: Next-generation technologySeveral years ago, voestalpine Nortrak combined the fully trailable Racor® 22 switch stand with the Automater® — a powered machine for yard applications — to form the Racor Automater HT. The Automater HT is now in its second generation.The HT is named for the backup mechanical Hand Throw lever that provides full dual control functionality. If problems develop with communications or power systems — or if the hydraulic actuator, hoses and motor are completely removed from the machine — the Automater HT is designed to operate in manual mode in the same way as a traditional mainline switch machine.If anything happens to affect the power drive, there is no need for yard crews to refer to “special fallback instructions” and “maintenance crews don’t need to be called out on overtime for repairs,” the company says.The second-generation unit incorporates a revised clutch design that places key components in a more accessible location, making inspection and maintenance more convenient. It also features a mechanical lock that prevents the hand throw lever from being moved if the selector lever is not first placed in the “HAND” position, the company says.voestalpine Nortrak also has entered the mainline switch machine market with the Unistar HR.The machine features a modular design and a variety of mounting options; it can control, monitor and lock multiple drive points through a single interface to the signal system. The Unistar HR has already been adopted in a number of projects and trials in Canada and the United States, the company says.Vossloh: A direct drive hydraulic switch machineVossloh Signaling Inc.’s TS-4500 direct drive hydraulic switch machine is designed for flat yards and terminal applications. It offers numerous efficiencies, such as minimal linkages and sealed bearings that “ensure reliability, minimize maintenance and lower the overall cost of ownership,” the company says.Featuring a direct drive, the TS-4500 maximizes the available power for throwing any size switch point. It features a range of throw options, including on-site push button, DTMF remote or data radio control, and also can be thrown via a pump action when no power is available.When combined with the Vossloh SIU (switch interface unit) and modular electronics, the TS-4500 switching applications offer “very low power consumption,” and the provided 12V battery allows for more than 200 switch throws, the company says.Available as a stand-alone unit or as part of Vossloh’s RailMaster™ yard control system, the TS-4500 is the cornerstone of the Vossloh Modular Yard Automation (MYA) concept, a scalable solution for remote switch control in flat yards. MYA comprises numerous product modules that can be mixed and matched to achieve specific functionalities; yard control solutions can be tailored to customers’ needs.“TS-4500 is often part of a larger solution that also features a switch occupancy detection subsystem, communication system, comprehensive control system, charging system and even yard management software,” the company says.
Keywords Browse articles on switch machine switch control remote monitoring yard automation predictive analysis RSSI Alstom Ansaldo RailComm Siemens voestalpine Nortrak Vossloh Signaling Contact Progressive Railroading editorial staff.

Rail News Home Short Lines & Regionals October 2016 Rail News: Short Lines & Regionals

Through October, Alaska Railroad plans to transport two containers of LNG between Anchorage and Fairbanks a total of eight times.Photo – Alaska Railroad Corp. By This email address is being protected from spambots. You need JavaScript enabled to view it., Managing EditorAlaska Railroad Corp. (ARRC) has taken another step toward becoming the first railroad to haul liquefied natural gas (LNG) in the United States.In late September, the regional began a demonstration exercise with two LNG containers to enable crews to become familiar with the gas’s characteristics and safe-handling procedures.Two 40-foot, intermodal cryogenic tank containers filled with LNG — a natural gas that’s been converted to a liquid for ease of storage and transit — were transported from Anchorage to Fairbanks on Sept. 27 during the trial’s first leg.Show and tellThe demonstration calls for ARRC to complete eight round-trips with the containers at a rate of two per week through October. Hitachi High-Tech AW Cryo Inc. loaned the containers to the railroad and Fairbanks Natural Gas LLC provided support for the demo.The trial moves will help ARRC determine the viability and costs of delivering LNG to Alaska’s interior, and demonstrate to shippers the railroad’s ability to safely transport the gas in the intermodal containers, says ARRC Manager of External Affairs Tim Sullivan.“We want to find out the efficiencies of moving LNG by rail, which we believe can be done in a very efficient manner,” he says.Via the demonstration, the containers are trucked 70 miles to a Titan Alaska LNG LLC facility near Point MacKenzie, then filled with LNG and returned to ARRC’s yard in Anchorage.The containers then are loaded onto flat cars and moved 350 miles north as part of the railroad’s overnight train to Fairbanks, where they are transported the last 4.5 miles via flatbed truck to Fairbanks Natural Gas’ storage facility.Empty containers are loaded onto flat cars and moved southbound on trains heading back to Anchorage. Currently, LNG is trucked to Fairbanks from the Titan Alaska processing plant near Point MacKenzie.In October 2015, ARRC obtained a two-year permit from the Federal Railroad Association (FRA) to begin hauling LNG.The moves can help address the state’s growing energy needs, especially in Alaska’s interior, ARRC officials believe. Interior residents face high home heating costs associated with fuel oil and are seeking a cheaper option. In addition, natural gas is part of a state plan to reduce air pollution caused by wood-burning stoves.“We can play a part in Alaska’s economy by bringing this lower-cost gas to the interior,” says Sullivan.Burden of proofThe railroad has worked with the FRA and other federal, state and local agencies to advance the development of LNG as a potential line of business.Although the demonstration isn’t required by the FRA, ARRC must meet several operating conditions that will be addressed via the trial moves. Demonstration results will be reviewed by the FRA to ensure federal regulators are satisfied with the railroad’s ability to safely move LNG, ARRC officials say.Ultimately, the customer — Titan Alaska — will decide if moving the gas by rail instead of by truck makes the most business sense, says Sullivan.“We will sit down with them and talk about the logistics and the cost savings,” he says. “We’ll see how it goes.”
Keywords Browse articles on Alaska Railroad Corp. liquefied natural gas Hitachi High-Tech AW Cryo Inc. Fairbanks Natural Gas LLC Titan Alaska LNG LLC Contact Progressive Railroading editorial staff.

Rail News Home MOW October 2016 Rail News: MOW

As Class Is decreased spending on new track construction, the demand for concrete ties has declined, CXT Inc. officials say.Photo – CXT Inc. By This email address is being protected from spambots. You need JavaScript enabled to view it., Associate EditorFor the most part, wood-tie suppliers haven’t been affected as much by Class I capex cuts as other supply segments have. How are suppliers of other tie types faring?While composite tie companies are posting growth this year, business has been pretty slow for concrete tie suppliers.With Class Is spending less on new track construction such as spurs or extensions, there’s been a decline in demand for concrete ties, says Steve Burgess, president of CXT Inc., a subsidiary of L.B. Foster Co.“Basically all the new construction projects that would involve concrete ties have been pushed out,” he says. “Not that these projects aren’t going to go, it’s just that they’re not a part of this year’s capex.”It’s a similar story for Germany-based PCM Rail.One AG, which entered the North American market in 2014 with the opening of a plant in Clinton, Iowa. Demand for concrete ties this year has been “certainly lower” than it was in 2015, says Torsten Bode, chief sales and marketing officer at Rail.One.The company’s main North American customer is Union Pacific Railroad, but Rail.One this year secured a three-year contract to supply concrete ties to Canadian Pacific. And in late 2015, Rail.One supplied its first ties to CN.Although the demand for concrete ties among freight railroads may have leveled off, transit-rail has been a bright spot.“The pinnacle of the business has been the strength of the transit activity,” says CXT’s Burgess, adding that the supplier is working on a “number of different projects” in the Pacific Northwest.And while last year’s passage of the Fixing America’s Surface Transportation (FAST) Act bodes well for future transit projects, it hasn’t spurred much development yet.“Down the line, we’re absolutely going to see an impact, but it’s yet to come,” says Burgess, adding that FAST Act-funded projects should generate more activity in 2017, 2018 and beyond.For its part, Rail.One is just beginning to explore the U.S. transit market, says Bode.“We have long-term experience with customer-oriented and value-adding light-rail concrete ties and ballastless track systems, and are keen to see them used in the U.S. and North America as well,” he adds.Meanwhile, Rocla Concrete Tie Inc.’s business this year has been steady, says Vice President of Business Development Brett Urquhart.“We saw the significant cutback at the end of last year; now we are starting to see planning for maintaining healthier inventory going forward as we hopefully come out of this down cycle,” he says. “The [traffic] slowdown always has an impact [on] suppliers.”The slowdown may be impacting the composite-tie sector, as well, but two suppliers say business has been pretty good this year — it’s “up” for Axion Structural Innovations, due to a steady increase in orders for ties used in special trackwork, says William Jordan, vice president for commercial development.Jordan, who declined to share specific projects, added that the company foresees sustained growth into 2017 “driven by an even spread between domestic and international railroads.”In addition, Axion is adding two production lines and enhanced mechanical testing equipment at its facility in Waco, Texas.LT Resources Inc., which serves as the marketing and sales representative for American TieTek composite ties, also reports positive business activity in 2016, including transit projects and several large port projects.Composite ties are continuing to “gain acceptance in the industry,” says LT Resources President Linda Thomas. The company has observed more interest in composite ties for use under grade crossings, as well as in bridge applications.
Keywords Browse articles on concrete ties composite ties rail ties rail-tie market L.B. Foster CXT Inc. Steve Burgess PCM Rail.One AG Torsten Bode Fixing America's Surface Transportation Act FAST Act Rocla Concrete Tie Inc. Brett Urquhart Axion Structural Innovations William Jordan LT Resources Inc. Linda Thomas Contact Progressive Railroading editorial staff.

Rail News Home MOW October 2016 Rail News: MOW

“It’s sometimes a balancing act to get the weather and supply of loggers to match up, but that is an industrywide challenge,” says Mike Pourney, president and chief executive officer of Gross & Janes Co., a tie supplier and shipper.Photo – GROSS & JANES CO. By Michael PopkeThe wood crosstie business might be at Mother Nature’s mercy more than other segments of the rail industry, but railroads can’t function without properly maintained tracks.The wood-tie industry suffers less than some supply segments because of railroads’ ongoing maintenance plans, which are “developed as part of an internal policy regarding optimizing maintenance,” says James Gauntt, executive director of the Railway Tie Association (RTA). “Since the late 1990s … railroads seem to have recognized that some maintenance items are more optimally procured as close to steady-state as possible.”As a result, wood-tie suppliers likely haven’t been hit as hard as others have in the wake of freight-rail traffic (and capex) declines. Additionally, Gauntt thinks that the industrial and short-line markets still have unmet needs for ties because of raw material shortages in recent years, and are building and maintaining tracks at higher-than-normal rates in 2016 — in part because wood-tie suppliers returned to normal production levels following a couple of the wettest weather years in recent memory.There’s also been trackwork in the short-line realm because of the certainty surrounding the Section 45G tax credit. In December 2015, Congress passed the fifth short-term extension of the tax credit, extending it through 2016. Section 45G provides regionals and short lines a 50 cent tax credit for every dollar they spend on track rehabilitation and maintenance, up to $3,500 for each mile of track they own or lease.Through 2016’s first seven months, wood-tie production rose 9 percent to 16.2 million units and purchases increased 6 percent to 15.7 million units compared with year-ago levels, according to RTA data.Overall, purchases have been in a “moderate upswing” since May 2015 and production has been in a “strong uptrend” since November 2014, according to an RTA market report issued in August.That said, tie production plunged 12.9 percent in July to 2.21 million units, while purchases dropped 11.8 percent to 2.2 million units from June levels, according to RTA. Compared with July 2015 data, production fell 7.6 percent, while purchases slipped 8.4 percent.If freight traffic does not increase dramatically during the fourth quarter, Gauntt predicts next year likely will be a little softer for wood-tie suppliers.For the most part, wood-tie manufacturers and tie treaters say they’re cautiously optimistic about the market’s prospects in the months ahead.“I think we will see continued growth through the end of this year, because production fell behind the last of couple of years due to wet weather, which hindered accumulation and production of ties,” says Tim Carey, product manager for Arch Wood Protection Inc., which treats wood used to produce ties.Indeed, heavy rains flooded large swathes of the southern and western United States in 2013, 2014 and 2015, resulting in waterlogged wood supplies and derailed inventories.“Crosstie production has continued to rebound nicely over the past year,” adds John Giallonardo, vice president of Class I sales and North American operations for wood-tie manufacturer Koppers Inc. “We have made tremendous progress in our effort to replenish the inventory levels of our Class I customers. All indications are that production will remain solid for the foreseeable future.”Stella-Jones’ George Caric agrees.“With the reduction in train traffic, the tie gangs have been able to gain efficiencies,” says Caric, vice president of marketing for the wood-tie manufacturer.And that’s the case even though some of his firm’s major projects have been stalled or cancelled because of weak market conditions in the coal and crude-oil sectors.“The Class Is have been hesitant to cut tie programs too deep for fear of letting the track structure suffer,” Caric says.Which is why 2016 essentially has been a rebound year for the wood-tie crowd.“It’s sometimes a balancing act to get the weather and supply of loggers to match up, but that is an industrywide challenge,” says Mike Pourney, president and chief executive officer of Gross & Janes Co., a tie supplier and shipper.Tie supply and demandAlthough 2016 so far has been drier than previous years in the United States, tropical summer weather in western and eastern procurement regions could slow down tie supply for awhile, Gauntt says. If it does, it could balance out the supply-and-demand equation.“Hardwood sawmillers have to find a home for everything they produce at the mill,” Gauntt says. “The last three years have seen some wild swings in demand for some of the other hardwood products, and managing that has been a real uphill battle for sawmills. Railroads and treating plants have had to contend not only with the weather, but also with how these other markets are faring.”In an effort to help keep track of procurement trends for ties in various regions, RTA in July unveiled the Procurement Trends Dashboard. Built to represent the monthly opinions of in-the-field tie buyers who procure untreated ties from sawmills in their specific regions, the dashboard displays data submitted to RTA within the first two weeks of the month following a specific reporting period. The output is available in monthly and yearly formats.In North America, there is no shortage of wood fiber for ties, says Gauntt. Nonetheless, manufacturers are cautious about the near term.“Last year, raw material supply struggled to keep pace with industry demand,” Koppers’ Giallonardo says. “However, with current demand softening a bit and raw material supply finally starting to get healthy again, we need to be cautious in how we proceed in the coming months. It is important for the entire industry that we protect the raw material supply base and avoid the pitfalls that we just recovered from.” Treatment innovations continueIncreasing interest in environmental and economic sustainability continues to drive innovation at railroads. It’s also sparking research and development among tie suppliers and treaters.In September, Gross & Janes announced it received a U.S. patent for a “two-step” borate pre-treatment dipping process and related equipment that the company developed to increase tie life. Forty percent of the 23.5 million ties produced in North America last year were treated with borate, according to RTA.“Gross & Janes was an early railroad industry proponent of using borate to enhance the life of crossties,” Pourney said in a statement about the patent, which will be used to produce Tuff-Tie™ crossties. “After years of monitoring borate in railroad crossties, we have succeeded in making the two-step application process more uniform and consistent. Receiving this patent validates decades of effort to incorporate borate as an additional component in treating a railroad tie.”Meanwhile, Nisus Corp.’s BTX® system for railroad bridge ties moved into the production phase at some treatment facilities this year.The process involves drilling and injecting green bridge ties with Cellutreat® liquid borate prior to pressure treatment. During the Boulton cycle, as a vacuum is drawn to remove moisture from the tie, the borate in the drilled reservoirs is drawn into the tie. Then the bridge ties are pressure-treated with QNAP™ copper naphthenate.Nisus also has added new borate and copper naphthenate treaters, with two more scheduled to begin operation in 2017, says Ken Laughlin, vice president of the company’s wood preservation division.At Stella-Jones, production teams are pre-plating bridge ties and building panelized bridge panels in an effort to increase safety and improve installation efficiency, Caric says. And Arch Wood Protection has a hot-oil, creosote-replacement preservative in pilot production in Europe, which the company eventually hopes to develop in the United States.Sustainability success storyRegardless of the production and purchasing fluctuations in the wood-tie industry, the product remains “one of the most sustainable resources on the planet,” says Arch Wood Protection’s Carey.For example, Arch Wood Protection’s Chemonite® and Wolmanac® industrial preservative systems are water-based and not dependent upon fossil fuels for a carrier, Carey says.“We strongly believe that wood is the most desirable building material, and we focus our extensive research, development, technical and engineering resources [on] developing new technologies that enhance the performance and increase the longevity of wood,” he adds.Last year, RTA hosted a popular session at BNSF Railway Co.’s Railroad Sustainability Symposium at the GE Training Center in Crotonville, N.Y., that focused on wood preservation and other environmental aspects of tie usage.“We not only have developed a significant story on our industry’s ability to be the most environmentally sound solution for tie production, but we continue to place emphasis on the incredibly powerful carbon sequestration story for wood,” Gauntt says.Wood products account for 47 percent of all raw materials manufactured in the United States, but during production use only 4 percent of the total energy consumed by U.S. manufacturers, he says.“Add in the fact that when we treat wood or produce any wood product that lasts for decades or more, we have effectively taken huge amounts of carbon out of the atmosphere and sequestered it for generations,” Gauntt says.Michael Popke is a Madison, Wis.-based freelance writer. 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Rail News Home Short Lines & Regionals October 2016 Rail News: Short Lines & Regionals

Earlier this year, House Speaker Paul Ryan (R-Wis.) and ASLRRA President Linda Darr (side by side near photo’s center) attended a short-line safety briefing that included the SLSI as a topic.Photo – ASLRRA By This email address is being protected from spambots. You need JavaScript enabled to view it., Managing EditorA pilot program is in the rearview mirror. So, the Short Line Safety Institute (SLSI) now is building speed as it heads toward a much-desired destination: safer work processes at regionals and short lines.SLSI is charged with assessing a regional’s or short line’s safety culture and performance, identifying and addressing any gaps, and providing education, training and research assistance. The American Short Line and Regional Railroad Association (ASLRRA) created the institute last year with the Federal Railroad Administration (FRA), Volpe National Transportation Systems Center and University of Connecticut.SLSI initially is targeting assessments — which are conducted confidentially to protect a participant’s identity — at the more than 200 railroads that transport crude oil and other hazardous materials.Institute leaders and staff aim to enhance or change approaches to work behaviors through voluntary partnerships with short lines to facilitate a best-possible safety culture, one that makes safety the top organizational priority.The six assessments completed last year under the pilot phase helped SLSI staffers develop tools and processes for measuring and evaluating 10 core elements of a safety culture, including committed leadership, continuous learning and open communication. They also devised ways to share results with an assessed railroad’s managers and crafted a plan for ongoing education, training and research.Through the six initial assessments and several others that have been conducted since the pilot ended, SLSI concluded that management must be visibly and consistently supportive of safety practices and the culture at their railroad.In addition, the institute found that safety practices should match documented safety plans and reflect every-day operations; managers seek fresh ideas and training opportunities to help prompt employees to perform at a high level of safety; and positive recognition instead of punitive action helps build trust among workers and supervisors.“We are seeing a lot of commonalities,” says ASLRRA President Linda Darr.Now, SLSI is working to perform more assessments and identify additional trends. The institute plans to complete a total of 14 assessments by year’s end, then conduct another 10 or so in 2017. The number of assessors recently doubled to eight to handle a busier workload.With the pace of assessments picking up, SLSI is gaining momentum, says Darr.“It’s starting to gel. We’re seeing progress,” she says.That progress was apparent in mid-September when Darr attended ASLRRA’s Eastern Region meeting in Indianapolis and talked with several managers of assessed short lines.“They told me it opened their eyes and that they were reinvigorated with their safety culture,” she says. “We got a lot of good feedback overall. We heard how helpful the process was.”Assessing the assessmentsTo get more regionals and short lines to buy into the institute’s mission, the staff is trying to improve the quality of the assessment process, says SLSI Executive Director Ron Hynes.An assessment — which typically takes three to five days to complete — involves a data-driven analysis of a participating railroad’s safety culture to provide the institute with a better understanding of industry-wide approaches and improvement opportunities. Assessors are assigned in teams of two based on the number of employees at a railroad; less than 30, two assessors; between 30 and 150, four assessors; and 150 or more, six assessors. Prior to the assessors’ arrival, an anonymous survey is sent to the railroad’s managers and employees. The assessment begins with a planning session attended by the railroad’s senior managers and SLSI leaders and staff. Then, assessors observe operations and conduct interviews with the railroad’s leaders, supervisors and employees according to a standardized protocol.A graphic shows the intended effects of SLSI’s four pillars: assessments, education/training, communication and research. Source: ASLRRAAn assessment tends to be more successful if both parties are willing partners, says Hynes.“The assessments are an invitation into their businesses. It takes a commitment from them and from us,” says Hynes. “We take a look at the risks on the railroad and have a conversation. It’s not a one-and-done kind of situation. We want to determine how to maintain the culture going forward.” The assessors and institute staff are experienced railroaders, with 20 to 40 years of service at various Class Is and short lines. The assessors try to be flexible when working with a railroad, says Hynes.“Even if it means a 6 a.m. meeting because that’s the time the managers are available, the assessors will be there then,” he says.Refresher courseThey also will work over a weekend to write a final report immediately after an assessment. Through the pilot phase and shortly afterward, assessors had completed their work during weekdays, then went home and wrote the final report. But other priorities tended to pop up, causing distractions that sometimes delayed reports for months, says SLSI Senior Safety and Operations Manager Mike Long.“Now, the entire team spends that Saturday and Sunday writing the report while it’s fresh in their minds, and gives it to the railroad by Monday,” he says. “Then it’s a timely assessment for the railroad.”Several months after a final report is issued, the institute will follow up with the assessed railroad via a phone call or survey to gauge safety performance and whether any changes that were made remain in place. Reports issued so far have noted that many workers want to see their managers in a more positive light, says Long.“It’s amazing how far a handshake or a pat on the back goes,” he says. “We also found that coaching is a widespread desire for employees. All too often, their only interaction with a manager is when they do efficiency testing.”In addition, assessors have learned that some employees with less than five years of experience claim they work safe, but don’t always follow the safety rules.“They say what they do is better than the rules. But all it takes is one time of not beating the odds,” says Long.One other outgrowth from the assessments: discovering a process or approach that could serve as a benchmark for other regionals and short lines. For example, one assessed railroad provided its employees a free “tailgate lunch” if they did a good job or performed something the right way, says Long. Such a reward could be replicated elsewhere, he believes.Getting the word out about benchmarks and trends is part of SLSI’s internal and external communication efforts. Communication is one of the institute’s four foundational “pillars,” along with the assessments, education/training and research, says SLSI Programs Manager Michele Malski.To reach out externally, the institute is developing a website and a social media presence, says Malski. SLSI has Facebook and Twitter accounts, and is developing a LinkedIn page.In terms of education and training, the institute recently launched a webinar series on hazmat safety. Six free pre-recorded webinars focus on safety training, including ones pertaining to chloride and ammonia. The goal is to add two additional webinars per month, says Malski.“We want to keep a webinar library to create a big repository of information,” she says.SLSI also wants to establish itself as a short-line safety researcher. The institute aims to build on knowledge available about safety cultures in other industries as well as research conducted by the FRA, insurance companies, and railroads that have developed safety and behavioral-based education programs.With research work just starting to ramp up, one target will be the trends that are identified via the assessments, says Malski.In the meantime, SLSI also is exploring e-learning resources — such as tests or forums — and hands-on training opportunities. At the Eastern Region meeting in Indianapolis, ASLRRA and SLSI held two new training sessions: one that involved attendees answering questions about safety via their smartphones and one that involved group discussions about hypothetical safety situations. Similar sessions likely will be held at future regional meetings featuring different hypothetical scenarios.ASLRRA members had expressed an interest in different-from-the-norm sessions at the meetings, says Malski.“It gets people to participate and bring their own experiences to it, and gets them to think differently about safety,” she says. “It creates open and effective communication.”An evolutionary processThat’s why the institute was created. And to keep it going, additional federal funding will be key, says Darr. Congress provided SLSI $500,000 in fiscal-year 2015 to develop the pilot and $1.9 million in FY2016 to continue enhancing the program.The enhancements figure to keep coming, says Darr.“The institute will evolve over time to help support the industry on the gaps that we find and on the hot issues of the day, like drug and alcohol testing,” she says.Ultimately, SLSI strives to provide the industry a deeper understanding of the organizational, societal, economic and other factors that might impact safety performance and conformance at regionals and short lines.“We want to become a risk-reduction source for railroads and help get the accident ratio down,” says Hynes
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Rail News Home Passenger Rail October 2016 Part 1 : Progressive Railroading's Passenger Rail at a Glance 2016: Preface Part 2 : Progressive Railroading’s Passenger Rail at a Glance 2016: Amtrak and transit agencies in Arizona & California Part 3 : Progressive Railroading’s Passenger Rail at a Glance 2016: Colorado, Florida, & Georgia Part 4 : Progressive Railroading’s Passenger Rail at a Glance 2016: Illinois, New Jersey, & New York Part 5 : Progressive Railroading’s Passenger Rail at a Glance 2016: Ohio and Pennsylvania Part 6 : Progressive Railroading’s Passenger Rail at a Glance 2016: Texas & Washington Rail News: Passenger Rail

GREATER CLEVELAND REGIONAL TRANSIT AUTHORITYOPERATING COST: $268 MILLIONGreater Cleveland Regional Transit Authority (GCRTA) provides public transit services to Cuyahoga County, Ohio. Services include heavy and light rail, bus, bus rapid transit and paratransit. The agency was established Dec. 30, 1974, as a successor to Cleveland Transit System, Shaker Heights Rapid Transit and a number of suburban bus systems.Service launched: Light rail, 1913; heavy rail, 1955.
Miles per mode: Light rail, 15.3; heavy rail, 19.
Rolling stock: 1 locomotive, average age 34 years; 60 rail cars, average age 35; 48 light-rail vehicles, average age 33.
Annual ridership: light rail, 2.6 million; heavy rail, 6.4 million.
Annual operating cost: $267.7 million (2016 budget)*
Annual capital cost: $29.7 million
Stations: Light rail, 34; heavy rail, 18.Projects underway or scheduled to begin, total project cost, major contracts and anticipated project timeline:
• 3 light-rail grade crossing replacements, $3 million, Delta RR Construction 2016.
• 3 light rail grade crossing replacements, $3.4 million, 2017
• 3 substations replacement, with modular, $6 million, 2017
• Fiber optic system replacement, $8 million, 2017-18
• Track rehabilitation, West 30th to West 98th, $8.5 million, 2017-2018
• Track 8 replacement, $5.1 million, Delta RR Construction, 2016
• Brookpark Station reconstruction, Mid American Construction, $12.2 million, 2016
• East 116th Station reconstruction, $4.5 million, 2016-18
• East 34th Station reconstruction, $5.3 million, 2017-18
• East Boulevard track bridge reconstruction, $`1.9 million, Suburban Maintenance & Construction, 2016-17
• East 92nd/CSX bridge rehabilitation, $2 million, Suburban Maintenance & Construction, 2016-17*Information source: www.riderta.comSOUTHEASTERN PENNSYLVANIA TRANSPORTATION AUTHORITYOPERATING BUDGET: $1.4 billionSoutheastern Pennsylvania Transportation Authority (SEPTA) is the nation’s sixth largest public transportation system with an extensive network of fixed route services that include bus, subway, trolley, trackless trolley, high-speed and regional rail serving a 2,202- square-mile service region. SEPTA’s service region includes five counties in Pennsylvania — Philadelphia, Bucks, Chester, Delaware and Montgomery — and extends to Trenton, N.J., and Newark, Del. SEPTA is one of the region’s largest employers with a workforce of 9,000 employees.Service launched: SEPTA began operating heavy-rail service in 1968, light-rail in 1969 and commuter-rail in 1983. SEPTA was created by the state of Pennsylvania in 1964 to consolidate private regional public transportation operators. SEPTA’s predecessor rail agencies began providing passenger service in the late 1800s and early 1900s.
Miles per mode: light rail, 42; heavy rail, 47; commuter rail, 280
Rolling stock: eight locomotives, average age 27 years; 404 rail cars, average age 29 years; 167 light-rail vehicles, average age 33 years. Locomotives on order: 13, manufactured by Siemens.
Annual ridership: light rail, 28,500,600; heavy rail, 91,861,300; commuter rail, 37,413,300.
Annual operating budget: $1.4 billion (FY2017)
Annual capital budget: $548.63 million (FY2017)
Stations: eight light rail, 75 heavy rail, 154 commuter railMajor projects include:
• Crum Creek Viaduct on the Media/Elwyn Line. Replacing a 925-foot-long, 100-foot-high steel viaduct built in 1895. SEPTA also is performing structural remediation on three other viaducts, performing a rock cut stabilization project, and replacing the overhead contact system on the Media/Elwyn Line.
• Frazer Rail Shop and Yard modernization. Procurement of new locomotives and a fleet of multilevel cars for the Regional Rail system. To accommodate the increased fleet size, the 35-year-old shop and yard facilities will be renovated and expanded. The initial phase will include significant earth work and stormwater improvements at the 40-acre site to create space for additional yard track. Later phases will provide for additional shop buildings and vehicle maintenance equipment necessary to maintain the new operating fleet. Budget for this project: $139.6 million. Construction completion: late 2019.Project contracts to be let:
• Resiliency program to renew and harden infrastructure vulnerable to extreme weather. The program was partially funded by a resiliency grant from the Federal Transit Administration. The projects include rock-cut stabilization in Media in Delaware County and near Jenkintown in Montgomery County; flood mitigation at Sharon Hill (Delaware County) and Jenkintown; shoreline stabilization on the Manayunk/Norristown Line in Montgomery County; reinforcement of the regional railroad signal power system; installation of emergency power generators in pump rooms at the Broad Street Subway in Philadelphia; and construction of an ancillary control center.
• Infrastructure improvements near the University City Station. The project includes replacement of 80-year-old catenary, construction of rehabilitation of four interlockings, retiring an interlocking, tie and surface renewal, and signal improvements in an area that is adjacent to the Northeast Corridor. These improvements will be constructed between 2017 and 2019.
• Service restoration on the Media-Elwyn Regional Railroad Line from its current terminus at Elwyn Station to Wawa, Delaware County. (Service beyond Elwyn was discontinued in the 1980s.) Early action phase to stabilize embankments on sections of this line was completed in 2010. The next component of the restoration calls for retaining walls, the rehabilitation or replacement of nine bridges and the replacement of track, catenary, and structures and signals. The last component will be construction of a new station, a 600-car parking deck and an intermodal connection. The current budget for this project is $150.6 million.
• Substation program, a multiyear effort to rehabilitate 80-year-old traction power substations on the Regional Railroad. The first substations to be addressed are under construction and include Lenni and Morton on the Media/Elwyn Line; and Jenkintown and Ambler on the Main Line. Fourteen additional substations will be overhauled or replaced, and a new substation will be constructed on the West Trenton Line. previous page next page
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