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MEMPHIS, Tenn., FedEx Express, FedEx Ground and FedEx Freight, subsidiaries of FedEx Corp., will increase shipping rates effective January 4, 2016. FedEx Express will increase shipping rates by an average of 4.9% for U.S. domestic, U.S. export and U.S. import services. FedEx Ground and FedEx Home Delivery will increase shipping rates by an average of 4.9%. FedEx SmartPost rates will also change.

FedEx is also increasing surcharges for shipments that exceed the published maximum dimensions (“unauthorized packages”) in the FedEx Ground network and updating certain fuel surcharge tables at FedEx Express and FedEx Ground effective November 2, 2015. Details of these changes will be available on fedex.com by September 23, 2015. Unauthorized packages that exceed the length or weight limitations of the FedEx Ground network are handled at the option of FedEx Ground. The changes related to fuel and unauthorized surcharges are in response to changing industry demand dynamics, including increases in average package size and weight and increased residential deliveries.

FedEx Freight will increase shipping rates by an average of 4.9%. This rate change applies to eligible FedEx Freight shipments within the U.S. (including Alaska, Hawaii, Puerto Rico and the U.S. Virgin Islands), between the contiguous U.S. and Canada, within Canada, between the contiguous U.S. and Mexico, and within Mexico.

Details of all changes to rates and surcharges are available at: http://www.fedex.com/rates2016

About FedEx Corp.
FedEx Corp. (NYSE: FDX) provides customers and businesses worldwide with a broad portfolio of transportation, e-commerce and business services. With annual revenues of $47 billion, the company offers integrated business applications through operating companies competing collectively and managed collaboratively, under the respected FedEx brand. Consistently ranked among the world’s most admired and trusted employers, FedEx inspires its more than 325,000 team members to remain “absolutely, positively” focused on safety, the highest ethical and professional standards and the needs of their customers and communities. For more information, visit news.fedex.com.

A strong corporate culture is one of the most important assets of any company. But businesses also run the risk of limiting innovation, diversity of thought and growth if they allow culture to drive too many decisions. Myron Gray, president of U.S. operations for UPS, spoke about the role of leadership in establishing the delicate balance between culture and growth at the Rotary Club of Seattle.

One hundred and eight years ago, almost to the day, a few young men gathered in a basement storefront at Second and Main in downtown Seattle, about 20 blocks south of here.

Inside the small office were two telephone lines – one for each of Seattle’s telephone companies. It was August 28, 1907, the first day of business for the American Messenger Company, the company that would later become United Parcel Service.

In the middle of the commotion, was a 19-year-old named Jim Casey and his partner, 18-year-old Claude Ryan. Along with the other young men, they were about to change the course of commerce.

They also were beginning a culture that has endured and strengthened across two centuries. It’s a culture that is one of our greatest strengths and now one of our most significant challenges.

Our culture has cemented what we value and how we work. It is the beating heart of who and what we are. But it’s also a challenge.

It’s a challenge because culture can become so ingrained that – in a different era with far different forces at work – it can become a barrier to innovation and change.

Today, I want to share some thoughts on how we leverage the best of that culture without allowing it to stand in the way of our future. To do that, I’ll take you back to those early days in Seattle.

Our early business model was pretty simple: At a time when most people didn’t have a telephone, we delivered messages. Here’s how it worked: Let’s say Nancy wanted to get a message to me, and I lived across town. Since she didn’t have a telephone at her house, she would find a public telephone and call the American Messenger Company.

Then one of the clean-cut young men in the office would jump onto a streetcar or a bicycle and deliver the message. Quaint, wasn’t it?

Last Friday, on what we call Founders’ Day, in Atlanta and at UPS locations around the world, we celebrated the foresight and dedication of those pioneers.

The company they started – which was renamed United Parcel Service in 1919 – last year earned more than $58 billion in revenue and ranked 168th on Fortune’s list of the world’s largest companies.

Every day, approximately 2 percent of the world’s GDP and 6 percent of U.S. GDP flows through the UPS network. And it all started right here. In a part of Seattle’s commercial district appropriately known as Pioneer Square.

We employ more than 5,000 women and men in Seattle out of a worldwide workforce of some 435,000. Our business is good here, and for that we thank your robust economy and our loyal customers.

In fact, based on a balanced scorecard, Seattle is UPS’s No. 1 district in the U.S. So the folks delivering your packages and syncing up your supply chains are the best in the business.

Seattle is a unique city. I don’t know of a city that combines immense physical beauty with such an eclectic mix of music, food and business. And let’s not forget, you’ve got the Seahawks.

We like to think that UPS is a unique company. We have our own way of doing things. Deliberately. Precisely. Efficiently. We have strong opinions about the way a company should be run. Reliably. Profitably. And with integrity.

We also think brown is beautiful.

If you want a sense of the role that our past and our culture play at UPS, consider that our meetings often start with a reading from our Policy Book. It contains the fundamental values and principles that have shaped our company for more than a century.

It’s a distinctive culture and one that’s undoubtedly helped make us successful. But, if we’re not careful, that culture and our love of history could also limit our future. And we’re not the only ones who face that threat. Maybe you do, too.

So today I’d like to talk to you about the value of a strong culture, as well as its inherent risks. I’ll finish up with a few words on how leaders can help their companies avoid those risks.

Let’s start with the research. Last month Fortune magazine released a study that said business decision makers today place greater significance on a business partner’s culture than ever before.

60 percent of the global executives surveyed said that when choosing a business partner, it’s more important to know what a company stands for than whether it’s innovative or dominates its market.

68 percent said that it’s even worth making short-term financial sacrifices to cultivate long-term relationships.

80 percent agreed that a successful company’s biggest idea is often the one on which it was built.

Culture gets everyone rowing in the same direction, toward the same goals. It builds esprit de corps, around a set of shared values. It makes the whole stronger than the sum of its parts.

That’s all very good. However, let me give you an example of the risks.

For years and years our drivers mapped their daily routes with push pins and clipboards. They loved their clipboards. They were part of our history and culture.

About 10 years ago, one of our engineers – his name is Jack Levis – started work on a project to make those clipboards obsolete.

Jack’s goal was to use operational technology to identify the most efficient routes a driver could take while making their daily stops. Some considered his quest blasphemy. After all, for nearly a century we had done pretty well with our push pins and clipboards.

The project eventually consumed eight years of Jack’s life. The first seven of those yielded little tangible progress. People were telling him that he was putting an otherwise fabulous career in jeopardy.

The easy thing would have been for us to stay the course with our push pins and clipboard approach and for Jack to go back to his day job.

But he didn’t. And, finally, he and his team found the algorithm – and the solution – they were looking for.

The system they came up with – which we call ORION – considers all of the potential routes a driver might take to make an average of 120 stops per day. That’s the number on the screen. I’ll save you the eye strain. That’s 199 digits.

ORION has saved our company 10 million gallons of fuel … $300 million dollars … and reduced 100,000 tons of carbon emissions. That’s like taking 21,000 passenger cars off the road.

It’s a good thing a stubborn engineer didn’t allow culture and history to block a more efficient path to the future.

Today, our company delivers more than 4.6 billion packages a year – about 18 million a day – in more than 220 countries and territories. It’s an achievement that’s only possible because our employees rally each day behind the principles Jim Casey and the founders promoted – respect, honesty, hard work, humility and a commitment to the communities we serve.

But it’s like fingernails on a blackboard when I hear an employee say, “That’s not how we’ve always done it.” Or ask, “What would Jim do?”

Jim Casey built a company on timeless values, and there’s no doubt his presence is still felt at UPS. But I want to say, “Folks, Jim isn’t here. We’re on our own.”

But I don’t. Instead, I remind them that Jim was smart enough not to become too sentimental nor too attached to the old ways of doing things. He promoted the concept of “constructive dissatisfaction,” knowing that the only way to survive in business is by never getting too comfortable.

Others wish they had heeded the same lesson. Plenty of companies were so intent on staying on the path of least resistance that they didn’t see the threat coming up behind them.

Film didn’t see digital – and the company that saw it first discounted its disruptive power. Newspaper classifieds didn’t see Craigslist. Video stores didn’t see Netflix. Travel agents didn’t see Expedia. And the process continues.

Jack Welch, GE’s longtime CEO, could have warned them all. “If the rate of change on the outside exceeds the rate of change on the inside,” Welch said, “the end is near.”

Certainly the technology-led and consumer-empowered ambush is far from over. Look what streaming is doing to networks and cable. Look what Uber is doing to cabs and limos. Look what Airbnb is doing to hotels.

Let’s throw in shopping malls, maybe financial advisors, libraries and the family farm. When technology offers a better way, the better way wins.

Too many businesses resemble Army ants. Army ants are blind – to survive they follow each other over a pheromone trail. Sometimes an ant will lose the trail’s scent and wander away from the group. The ants behind follow. Eventually they end up going in circles, marching without stopping, even to their own death.

But on occasion, an ant manages to break away from the death march, sometimes by accident. When it steps off course, the renegade creates a new path for the ants to follow. Its radical departure ends up saving the entire group.

Winners become losers because it’s easier to keep doing the things that made them winners. Easier than challenging whether what built success will be enough to sustain it. Fortunately, UPS never followed a pheromone trail.

Clearly, Jim Casey saw the need for non-linear shifts in our business. On multiple occasions he had the vision and the fortitude to veer away from the established model.

The first time was when he saw that the telephone was going to eventually put his and other messenger companies out of business. He did it again when automobiles with plenty of room for packages and groceries threatened the package delivery service.

In more recent times, starting about 20 years ago, data and operational technology fueled a new era of expansion. We’ve since built the largest and most sophisticated technology infrastructure in the transportation industry.

Our mainframes operate around the clock, processing 27 million instructions every second and tracking 18 million packages every day. They collect and distribute information from drivers’ hand-held computers. Then they use that information to coordinate the operations of our global fleet of vehicles, as well as an entire airline.

We’re using all that information to bring customers deeper into our network and help solve their problems in new and innovative ways.

So, the question becomes: “How do you manage for growth while respecting your past?” My answer, is that the job falls to leaders. And it’s a job in three critical parts.

First, leaders must be confident enough to hire people smarter than they are and ones who don’t fit the traditional mold.

I learned that lesson early on. I was a senior manager of UPS’s Rocky Mountain District, which wasn’t very profitable when I got there. I decided we needed a real sales pro – someone with a long sales resume. My boss sent me a candidate who had none of that. He said: “Just talk to him.”

So I meet this young guy at the airport, and the first thing he wants to do is pick up his luggage. I said: “Let’s talk first.” I’m thinking that once I describe how tough the job is, he’ll want to get back on a plane to go home.

I talked about all the problems we had, and the special skills it would take to solve them.

Finally he looked at me, and said: “I know what you’re doing. You’re painting the worst picture you can paint because you don’t think I’m the right guy for this job. This is my job. I want to help you do what you want to do, and I’m not getting on that plane.”

So I said, “OK, let’s get your bag.”

It’s probably the best hire I ever made. And a great lesson came along with it. Get outside your comfort zone. There’s a whole new world out there.

That young man totally changed our ability to pursue customers outside our areas of expertise. Would we have made that same breakthrough if I had hired someone who did things the way we had always done them?

I think about that every time I talk to somebody who – in my opinion – is not quite right for the job.

The second thing leaders must do is recognize the power of the individual. Especially those who don’t look, act and think exactly like they do.

For example, we all know the book on Millennials. Thin-skinned, shielded from failure by their parents, entitled, picky, inflated sense of importance. I see some of that. But what I see more is confidence and teamwork.

I see people motivated not by office size and title, but by the meaning they find in their work. People don’t see themselves as human resources. They see themselves as human beings. And they want tangible and consistent proof that we see them that way, too. Let me give you an example.

My first assignment as district manager was in Houston. I’d been there about a year and a half when UPS drivers went on a nationwide strike.

The next day, I rolled up my sleeves and walked onto the picket line. “Why are you out here?” I asked. “Have I given you respect? Have I made sure you got the pay you were due? Have I given you personal time when you needed it?”

They nodded and mumbled a yes. So I asked them again: “Why are you out here?” When they couldn’t tell me, I said, “Let’s get back to work.” And they followed me back inside. Giving them respect got me respect.

Finally, leaders who want to respect culture while managing for the future must be inquisitive enough to ask the right questions. The most important is: “Is there a better way?”

And here’s where we run into that big, honkin Catch-22 of a strong culture. Why look for a better way when our old way has done so well by us?

The answer is simple: If you’re not curious about what might be … and if you’re not – as Jim Casey would say, “constructively dissatisfied” – you’re going to leave potential on the table every day.

Great companies seem to have compelling backstories that foretold a distinctive culture. You’re blessed with several here in Seattle.

In Boeing’s Museum of Flight, you can see the famous mail bag that William Boeing and Eddie Hubbard carried in 1919 on the first international U.S. Air Mail flight.

Two Harvard students – a couple local guys who did pretty well for themselves – convince a computer manufacturer that their software will run its new computer – even though they had yet to write the software.

The world’s largest online retailer started selling books out of its founder’s garage.

Of course, I’m a little partial to our story – the one about those young men on bicycles.
If you ask executives of these companies today why they’ve been successful, they’ll probably start with those stories. Historical touchstones for generations of employees, those stories have become emotional and romantic backdrops to distinctive cultures.
But if we’re not careful, we can let stories of our glorious past get in the way of our promising future.

As leaders, we have a responsibility to understand a changing world and the consumers and businesses we serve. We have a mandate not only to manage the present, but also to imagine the future.

Those of us in leadership positions – especially those of us who have been around for a while – must ask ourselves important questions: “Are we standing in the way of truly new ways of thinking and doing?” “Are we obstructing a view of the future?”

Of course, many argue that there’s no substitute for wisdom gained through experience. And I agree.

This is my 37th year at UPS. I like to think that I’ve gotten smarter with age, even if my hairline hasn’t kept up. But I also know that culture and dominant logic cut both ways. They can provide the discipline that companies need to perform consistently over the long haul. They also can act as blinders to fresh, new perspectives.

Leaders need to make sure that neither they nor an allegiance to company culture distorts a clean line of sight to imagination and opportunity.

If Jim Casey were to visit the modern-day version of the company he started, I think he would see clear signs of the culture he helped establish. But his amazement at most everything else would underline the common trait of any great business today – a willingness to change.

Every business needs a great story to tell. Every business also needs new stories, ones that tie the narrative of the past to the vision of the future.

It’s leaders who strike the balance.

Atlanta and Chicago – UPS (NYSE:UPS) today completed the closing of the acquisition of Coyote Logistics, a technology-driven, non-asset based truckload freight brokerage company. The $1.8 billion acquisition adds large scale full-truck-load (FTL) and other transportation management services to the UPS portfolio. The company expects to benefit from synergies in purchased transportation, backhaul utilization, cross-selling to customers, as well as technology systems and industry best practices.

“Coyote is a transportation and logistics innovator which has changed traditional business models to serve their customers in new, unique and more satisfying ways,” said David Abney, UPS chief executive officer. “We will provide our combined customer base with a portfolio of seamless supply chain solutions from multi-modal freight shipments to small-package delivery. We are excited to welcome the talented Coyote team to UPS,” he continued.

Coyote will operate as a wholly owned subsidiary of UPS under the leadership of CEO Jeff Silver. Silver will report to Alan Gershenhorn, UPS chief commercial officer.

About UPS
UPS (NYSE: UPS) is a global leader in logistics, offering a broad range of solutions including transporting packages and freight; facilitating international trade, and deploying advanced technology to more efficiently manage the world of business. Headquartered in Atlanta, UPS serves more than 220 countries and territories worldwide. The company can be found on the web at ups.com® and its corporate blog can be found at longitudes.ups.com. To get UPS news direct, visit pressroom.ups.com/RSS.

About Coyote
Coyote Logistics, a UPS subsidiary, is headquartered in Chicago, IL, and was founded in 2006 and is one of the most innovative, fast-growing third-party logistics (3PL) service providers in North America. Coyote offers services for all consultative, executional, and transactional supply chain needs. Coyote arranges transportation for more than 6,000 loads per day for shippers of all sizes and industries, from Fortune 100 companies to small businesses.

BOSTON, – Zipcar, the world’s leading car sharing network, and the University of California, Berkeley’s Transportation Sustainability Research Center (TSRC), today announced that two in five corporate Zipcar members – people who join a car sharing program through an affiliation with an employer – sell or avoid buying a vehicle after joining Zipcar. This was the key finding from TSRC’s case study on the impact of car sharing programs used by businesses, the first and only study to be conducted on this subject.

Twenty percent of all Zipcar for Business members reported that they sold a personally owned car after becoming a member, and another 20 percent avoided buying a car as a result of joining Zipcar through an employer-sponsored account. In total, the Zipcar for Business program has eliminated the need for roughly 33,000 vehicles across North America. The study also found that of those Zipcar members who became zero-car households after joining a car sharing business program, 41 percent take public transit more often, 22 percent bike more often and 41 percent walk more.

This study supports the growing trend toward businesses embracing the sharing economy for transportation and travel. Companies report significant cost savings from the Zipcar for Business program and their employees benefit from quick and easy reservations, locations convenient to work or travel, and the ability to choose from a wide variety of vehicle makes and models. Zipcar for Business is a smart alternative to the high costs of fleet vehicles, fuel and insurance. Customers include companies of all sizes as well as non-profit organizations and government agencies.

“Zipcar’s mission is to enable simple and responsible urban living,” said Zipcar President Kaye Ceille. “Businesses are increasingly conscious of their environmental footprint, and we’re proud that this research supports what we’ve long believed – that Zipcar for Business has many significant environmental benefits for companies, including reducing vehicles on the road.”

The behavioral changes resulting from car sharing among consumer members have been well-documented throughout the years, with consensus that individuals who join car sharing programs sell or avoid buying cars and reduce their overall personal carbon footprint. This is the first time behavioral changes by corporate members have been studied.

“The business and corporate market for car sharing – until now – has not been well researched,” said Susan Shaheen, Ph.D., co-director of the TSRC and adjunct professor in Civil and Environmental Engineering at the University of California, Berkeley. “Applying our team and research expertise to Zipcar’s raw data gives us the first look into how business car sharing members change behavior, and we found that this service yielded reduced car ownership and increased multi-modal behavior, particularly among corporate members that became zero-car households due to business car sharing.”

The findings should be of interest for anyone involved with employee transportation or sustainability initiatives within companies. As employers increasingly look for ways to reduce single-occupancy commutes, either to reduce costs for parking or to comply with commute trip reduction goals set by cities, Zipcar is a key enabler. The Zipcar for Business program gives employees access to a car at the office, without having to drive one to the office. For employers seeking ways to reduce emissions, parking demand or meet sustainability goals, the research shows that offering Zipcar can help. More information about Zipcar for Business is available online at zipcar.com/business.

TSRC independently funded this research study. Zipcar supported the project by sharing data and research instruments with the TSRC/IMR research team. Susan Shaheen, Ph.D. and Adam Stocker led the analysis for UC Berkeley. Elliot Martin, Ph.D. and Isabel Hemerly Viegas de Lima of TSRC/IMR also provided notable support for this research.

Link to “Information Brief: Car sharing for Business – Zipcar Case Study & Impact Analysis:” http://innovativemobility.org/?project=information-brief-carsharing-for-business-zipcar-case-study-impact-analysis

About Zipcar
Zipcar, the world’s leading car sharing network, has operations in urban areas and college campuses throughout Austria, Canada, France, Spain, Turkey, the United Kingdom and the United States. Zipcar offers more than 50 makes and models of self-service vehicles by the hour or day to residents and businesses looking for smart, simple and convenient solutions to their urban and campus transportation needs. Zipcar is a subsidiary of Avis Budget Group, Inc. (Nasdaq:CAR), a global leader in vehicle rental services. More information is available at www.zipcar.com.

About Transportation Sustainability Research Center
The Transportation Sustainability Research Center (TSRC) was formed in 2006 to combine the research forces of six campus groups at UC Berkeley: the University of California Transportation Center, the University of California Energy Institute, the Institute of Transportation Studies, the Energy and Resources Group, the Center for Global Metropolitan Studies, and the Berkeley Institute of the Environment.

About Innovative Mobility Research
Innovative Mobility Research (IMR) is a group of researchers whose projects explore innovative mobility technologies and services that could improve transportation options, while reducing their negative societal and environmental impacts. IMR contributes critical data and analysis to help mobility providers give consumers optimal solutions to meet their transportation needs. IMR is housed at TSRC and directed by Susan Shaheen.

ARLINGTON, Va. – Applications are now being accepted for the 2015 Grant Program for Transporting Healthy Food, presented in partnership by CSX and The Conservation Fund.

According to the United States Department of Agriculture more than 23 million Americans have limited or no access to fresh and healthy food. Many producers and retailers lack the resources and equipment needed to sustain food quality and safety as they sell, store, package and distribute fresh produce and others food to the surrounding communities they serve.

Now in its second year, the Grant Program for Transporting Healthy Food is designed to support and strengthen local transportation and distribution infrastructure for healthy food to communities in need. The program enhances delivery capabilities of producers and distributors and improves the availability of healthy food for nearby consumers. In 2014, the recipient organizations used the grants to purchase refrigeration and delivery trucks, acquire portable food chests and expand local food supply and capacity to provide nearly 118 million pounds of nutritious food to approximately six million people annually.

In 2015, grants ranging from $2,500 to $10,000 will be made available to charitable entities that distribute fresh produce and perishable food in 22 states where CSX operates—Alabama, Connecticut, Delaware, Florida, Georgia, Illinois, Indiana, Kentucky, Louisiana, Maryland, Massachusetts, Michigan, Mississippi, New Jersey, New York, North Carolina, Ohio, Pennsylvania, South Carolina, Tennessee, Virginia and West Virginia.

The grants can support a range of activities related to transportation, including:
•acquiring refrigerated vehicles for direct delivery to markets, food hubs or distribution center;
•financing mobile market trucks and food stands to bring fresh food to isolated communities;
•improving on-site and mobile processing and storage—flash, freezing, drying or refrigeration—of meats and seafood needed for distribution; and
•purchasing produce boxes and cold storage bins to keep unsold food fresh for the next day’s farmers market or wholesale purchase.

As one of the nation’s premier transportation companies, with an important role in transporting agricultural, food and food-service products, CSX recognized the integral role that distribution plays in supporting access to fresh food.

“CSX aims to make an impact Beyond Our Rails—and one of our largest focus areas is creating access to healthy lifestyles, including food, in the communities where we operate and live,” said Tori Kaplan, assistant vice president, corporate social responsibility. “It’s our job to make connections across our 21,000 mile rail network every day, and we’re proud to continue working with The Conservation Fund to support local connections between communities and healthy, fresh food.”

“Local and regional food organizations are unsung heroes working tirelessly to make healthy, fresh food a convenient, practical and affordable option for everyone, particularly children and other vulnerable populations, and they deserve recognition and support for the important role they play in their communities,” said Kris Hoellen, Vice President of Sustainable Programs at the Conservation Fund. “With CSX’s partnership, we’re not only helping these groups expand their food network, but we’re also supporting our local farmers and working farms—improving the entire food chain from the field to the fork.”

Grant applications are due by September 18, 2015. To download a grant application and see more information about the program, please visit http://www.conservationfund.org/partner-with-us/business/csx or contact Margarita Carey at mcarey@conservationfund.org.

CSX has long been a supporter of The Conservation Fund’s work. CSX has helped restore critical habitats at two national wildlife refuges through the donation of more than 13,000 trees and is helping reconnect children and nature with the creation of a school curriculum unit. CSX is also entering into its second year of working with The Conservation Fund on an ongoing program that is improving access to and the supply of healthy food at local farmers markets in underserved counties in West Virginia.

About CSX
CSX, based in Jacksonville, Florida, is a premier transportation company. It provides rail, intermodal and rail-to-truck transload services and solutions to customers across a broad array of markets, including energy, industrial, construction, agricultural, and consumer products. For nearly 190 years, CSX has played a critical role in the nation’s economic expansion and industrial development. Its network connects every major metropolitan area in the eastern United States, where nearly two-thirds of the nation’s population resides. It also links more than 240 short-line railroads and more than 70 ocean, river and lake ports with major population centers and farming towns alike. More information about CSX Corporation and its subsidiaries is available at www.csx.com. Like us on Facebook (http://facebook.com/OfficialCSX) and follow us on Twitter (http://twitter.com/CSX).

About The Conservation Fund
At The Conservation Fund, we believe that conservation should work for America. By creating solutions that make environmental and economic sense, we are re-defining conservation to demonstrate its essential role in our future prosperity. Top-ranked for efficiency and effectiveness, we have worked in all 50 states since 1985 to protect more than 7.5 million acres of land. www.conservationfund.org

The Office of Rail and Road (ORR) today published its findings and analysis from an investigation into Network Rail’s performance delivery to Southern, Govia Thameslink (GTR) and in Scotland in 2014-15, which found that Network Rail breached its licence.

Network Rail’s performance in respect of passenger services on Southern, GTR, and in Scotland were below expectations and missed punctuality targets in 2014-15. Southern and GTR combined represented a third of punctuality delays and nearly half of cancelled and significantly delayed services in England and Wales.

ORR’s investigation looked into why Network Rail had failed to deliver its performance targets. This included an assessment of whether there were any systemic weaknesses in Network Rail’s performance delivery. While there were no systemic weaknesses, ORR’s Board took into consideration the repeated past errors by Network Rail on timetabling, lack of liaison with operators and not planning ahead for passengers.

This investigation found that Network Rail did not do everything reasonably practicable to deliver the reliability and punctuality needed to support the train services provided by Southern, GTR and in Scotland. The report identified various issues in Network Rail’s development and implementation of timetables in 2014-15.

ORR’s analysis showed that for Southern and GTR:

There were serious weaknesses in the data which informed the new timetables. For example, a number of the timetable modelling assumptions made were incorrect as they were based on flawed data.

Network Rail was overly optimistic in estimating and assessing the impact of the new timetable on performance. It significantly underestimated the impact of the Thameslink programme on performance, which was further exacerbated by a timetable that was not robust.

These issues resulted in very severe disruptions and frustrations for passengers using London Bridge station. The company failed to engage adequately with the train operators to understand what impact the new timetables would have on their passengers and services.

In Scotland, there were numerous errors in the December 2014 timetable caused by a number of factors including a lack of quality assurance and detailed planning. ORR’s findings therefore highlight the need for the company to adopt better planning and quality assurance processes before new timetables are implemented.

ORR chief executive Richard Price said:

Our investigation has identified important issues that Network Rail, working with operators, needs to address to improve performance for passengers on these routes. Our analysis shows that the company needs to develop a much better understanding of the impact of timetabling on the reliability of services and on rail users. These serious issues have caused severe disruption and frustration for passengers, most notably affecting services at and around London Bridge. ORR is therefore imposing a £2m fine on Network Rail – a decision we did not take lightly. The scale of the delays suffered by passengers was central to our decision to fine. The penalty sends a clear message to the Network Rail Board; Network Rail must urgently rectify these errors and deliver the reliability of services that passengers have paid for.

ORR has proposed a £2m financial penalty in relation to Network Rail’s impact on GTR and Southern services. Network Rail has the opportunity to offer reparations for affected passengers, instead of having to pay the fine.

For Scotland, while fewer passengers were disrupted and performance has improved recently, this represented the third occasion in recent years in which timetabling issues have caused problems. With further timetable changes on the horizon to facilitate the redevelopment of Queens Street station in Glasgow, ORR will be closely monitoring the steps the company takes to ensure timetable changes are right this time.

ORR also conducted a separate safety investigation into the disruptions at London Bridge which found that while passenger information and pedestrian flow management could have been better, safety of passengers was not compromised.

Espoo, Finland – Nokia today announced an agreement to sell its HERE digital mapping and location services business to a consortium of leading automotive companies, comprising AUDI AG, BMW Group and Daimler AG (the “Consortium”). The transaction values HERE at an enterprise value of EUR 2.8 billion with a normalized level of working capital and is expected to close in the first quarter of 2016, subject to customary closing conditions and regulatory approvals. Upon closing, Nokia estimates that it will receive net proceeds of slightly above EUR 2.5 billion, as the purchaser would be compensated for certain defined liabilities of HERE currently expected to be slightly below EUR 300 million as part of the transaction. Nokia expects to book a gain on the sale and a related release of cumulative foreign exchange translation differences totaling approximately EUR 1 billion as a result of the transaction.

In April 2015, Nokia announced a review of strategic options for HERE in light of its proposed combination with Alcatel-Lucent. The announcement of this sale to the Consortium concludes that strategic review process.

Rajeev Suri, President and Chief Executive Officer of Nokia, said: “With this step we complete the latest stage of Nokia’s transformation. We integrated the former Nokia Siemens Networks, divested our Devices & Services business, and have now reached agreement on a transaction for HERE that we believe is the best path forward for our shareholders, as well as the customers and employees of HERE. Going forward, we will focus on our planned combination with Alcatel-Lucent. Once that is complete, Nokia will be a renewed company, with a world-leading network technology and services business, as well as the licensing and innovation engine of Nokia Technologies.”

HERE is developing a location cloud that harnesses the power of data generated by vehicles, devices and infrastructure to deliver real-time, predictive and personalized location services. In the automotive industry, where it serves most of the world’s leading automakers, its focus is on developing precise and accurate mapping as well as services that will enable an entirely new class of driver experiences, including highly automated driving. The company also serves the world’s leading enterprises and Internet players, including Microsoft, Samsung and SAP, and offers highly rated apps to consumers using Android, iOS and Windows Phone.

“I believe today’s announcement is a very good outcome for HERE, its customers and employees. The new ownership structure of HERE will allow us to accelerate our strategy, further scale our business and fulfill our intent to become the leading location cloud company across industries,” said HERE President Sean Fernback.

HERE has been a separate operating and reportable segment for financial reporting purposes for Nokia with a non-IFRS operating profit of EUR 46 million on net sales of EUR 552 million for the first half of 2015, and a non-IFRS operating profit of EUR 31 million on net sales of EUR 971 million for the full year 2014. In reported terms, HERE generated an operating profit of EUR 28 million for the first half of 2015, and an operating loss of EUR 1 241 million for the full year 2014, with the latter including a EUR 1 209 million charge for the impairment of goodwill. At the end of June 2015, HERE had 6 454 employees. Nokia plans to report HERE as a discontinued operation from the third quarter of 2015 onwards. HERE will continue to operate as a business of Nokia until the closing of the transaction.

Upon closing of the HERE transaction, Nokia will consist of two businesses: Nokia Networks and Nokia Technologies. Nokia Networks will continue to be a leading provider of broadband infrastructure software and services. Nokia Technologies will continue to provide advanced technology development and licensing. Nokia’s proposed combination with Alcatel-Lucent is expected to close in the first half of 2016, subject to customary closing conditions and regulatory approvals, and will create an innovation leader in next generation technology and services for an IP connected world.

Nokia suspended its capital structure optimization program in conjunction with the announcement of the proposed combination with Alcatel-Lucent. As previously stated, Nokia intends to evaluate the resumption of a capital structure optimization program after the closing of the proposed Alcatel-Lucent transaction.

About Nokia
By focusing on the human possibilities of technology, Nokia embraces the connected world to help people thrive. Our three businesses are leaders in their fields: Nokia Networks provides broadband infrastructure, software and services; HERE provides mapping, navigation and location intelligence; and Nokia Technologies provides advanced technology development and licensing. www.nokia.com

About HERE
HERE, a Nokia company, is a leader in navigation, mapping and location experiences. We build high-definition (HD) maps and combine them with cloud technology to enable rich, real-time location experiences in a broad range of connected devices – from smartphones and tablets to wearables and vehicles. To learn more about today’s announcement, visit the HERE 360 blog.

We launched our Vehicle Solutions program 18 months ago in response to feedback from prospective driver-partners who wanted to join the Uber platform but didn’t have access to a qualifying uberX car. Since then, nearly 20,000 drivers have participated in the program and collectively taken home over $200 million dollars driving with Uber.

We’ve learned a lot –– about when and where people drive, details about their vehicle needs, and how we can connect partners with options that work best for them. There is a lot of variability in how drivers use Uber, from the reasons they drive to the amount of time they spend on the platform. But one thing is clear: the key to flexible earnings is flexible financing.

With this in mind, we have developed a new pilot program – Xchange Leasing – which is a leasing option administered by an Uber subsidiary and designed to fit with the flexibility that drivers value most. The Xchange lease is one of a kind, and offers value that traditional auto leases do not provide. Unlike most multi-year leases that have high fees for early termination, drivers who participate in Xchange for at least 30 days will be able to return the car with only two weeks notice, and limited additional costs. The program allows for unlimited mileage and the option to lease a used car, with routine maintenance also included. These features combine to create a product unlike anything on the market today.

Xchange Leasing is currently operating in major metropolitan areas in California (Los Angeles, San Francisco, and San Diego) and select cities in Georgia and Maryland. We look forward to piloting the program in additional locations soon. Xchange Leasing complements additional options currently available within Uber’s Vehicle Solutions program, including:

Discounts from auto manufacturers: We’ve expanded our partnerships with auto manufacturers to help drivers save money on new vehicle purchases. Participating manufacturers include: Toyota, GM, Ford, Hyundai, Nissan, VW, and Chrysler. To date, participating Uber driver-partners have saved over $7 million through these manufacturer discounts.
Streamlined financing partnerships: Drivers looking for a vehicle have access to financing available through Westlake Financial Services, which offers traditional auto financing to U.S. drivers across the credit spectrum, and BAMA Leasing, which offers leases to drivers in Boston and San Francisco.
Rental pilot: Some drivers want to rent a car when and where they’d like to drive, instead of leasing or buying one. We’re working with Flexdrive, a Cox automotive company, to pilot a weekly rental option in Atlanta, Dallas, and Nashville. Drivers can rent an uberX-eligible car on a weekly basis, with insurance and maintenance included. We hope to make rental options available in more cities in the future.
We’re excited about how these new solutions meet drivers’ unique needs, and offer more and better choices and greater flexibility than ever before

FAIRFIELD, Conn. – June 29, 2015 – GE [NYSE:GE] announced today that it has reached an agreement to sell its U.S., Mexico, Australia and New Zealand fleet businesses to Element Financial Corporation (TSX:EFN) for US$6.9 billion. Separately, GE has signed a memorandum of understanding for the potential sale of its European fleet businesses to Arval, a fully owned subsidiary of BNP Paribas. Arval and GE will now consult with their respective works councils. The transactions’ completion will also be subject to customary regulatory and other local corporate or antitrust approvals.

“We continue to demonstrate speed and execution on our strategy to sell most of the assets of GE Capital,” said Keith Sherin, GE Capital chairman and CEO. “We are on track to execute sales of US$100 billion by the end of 2015 and expect to be substantially done by the end of 2016,” he added.

GE Capital Fleet Services provides commercial car and truck financing and fleet management services, with more than 1.5 million leased, serviced and managed vehicles around the world. Element Financial Corporation is one of North America’s premier fleet management and equipment finance companies. GE Capital sold its Canadian fleet business to Element in 2013. BNP Paribas, through its fully owned subsidiary, Arval, specializes in full service vehicle leasing in 25 countries and in 14 other countries through a network of partners, including a global alliance with Element. Excluded from the transactions is GE Capital’s fleet business in Japan.

“Both Element and Arval are invested in and committed to growth in the fleet industry and our customers will benefit from their strength and expertise,” said Sherin.

As previously announced, GE is embarking on a strategy to focus on its high-value industrial businesses and is selling most GE Capital assets. GE and its Board of Directors have determined that market conditions are favorable to pursue disposition of these assets over the next 18 months. GE will retain the financing “verticals” that relate to GE’s industrial businesses.

Both transactions represent an aggregate of about $8.6 billion of ending net investment (ENI), approximately US$6.0 billion to Element and about US$2.6 billion to Arval. This brings GE Capital’s total announced sales to about US$63 billion to date. GE is on track to execute sales of US$100 billion by the end of 2015. The transactions would, if completed, contribute approximately US$1.8 billion of capital to the overall target of approximately US$35 billion of dividends expected to GE under this plan (subject to regulatory approval).

Sherin concluded, “This announcement is the next step in GE’s transformation to a more focused industrial company.”

The U.S. and Mexico transaction is expected to close in the third quarter of 2015, and the A&NZ transaction in the fourth quarter of 2015, subject to customary regulatory and other approvals. If approved, the Arval transaction is targeted to close in the fourth quarter of 2015.

J.P. Morgan Securities LLC provided financial advice to GE and Weil, Gotshal & Manges LLP provided legal advice.
About GE
GE (NYSE:GE) imagines things others don’t, builds things others can’t and delivers outcomes that make the world work better. GE brings together the physical and digital worlds in ways no other company can. In its labs and factories and on the ground with customers, GE is inventing the next industrial era to move, power, build and cure the world. www.ge.com.

GE’s Investor Relations website at www.ge.com/investor and our corporate blog at www.gereports.com, as well as GE’s Facebook page and Twitter accounts, including @GE_Reports, contain a significant amount of information about GE, including financial and other information for investors. GE encourages investors to visit these websites from time to time, as information is updated and new information is posted.

About Element Financial Corporation
With total assets of approximately C$21 billion, Element Financial Corporation is one of North America’s leading fleet management and equipment finance companies. Element operates across North America in four verticals of the equipment finance market – Commercial & Vendor Finance, Aviation Finance, Railcar Finance and Fleet Management.

About Arval
Founded in 1989 and fully owned by BNP Paribas, Arval specialises in full service vehicle leasing. Arval offers its customers – professionals, SMEs and large international corporates – tailored solutions that optimise their employees’ mobility and outsource the risks associated with fleet management. Expert advice and service quality, which are the foundations of Arval’s customer promise, are delivered in 25 countries by over 4,000 employees, and in 14 other countries through a network of partners. Arval’s total leased fleet adds up to 725,000 vehicles throughout the world (December 2014). Within BNP Paribas, Arval belongs to the Retail Banking core activity.

Today the Commission is further delivering on its top priority of creating jobs and boosting growth in Europe, by unveiling a record €13.1 billion investment plan in 276 transport projects, selected under the Connecting Europe Facility (CEF). This investment will unlock additional public and private co-financing for a combined amount of €28.8 billion. Along with the future European Fund for Strategic Investments (EFSI), the CEF will play a major role in bridging the investment gap in Europe, which is one of the Commission’s top priorities. Beyond transport, it will benefit the European economy as a whole by creating more favourable conditions for growth and jobs.

EU Commissioner for Transport Violeta Bulc said, “Today, I am very pleased to propose the largest investment plan ever made by the EU in the transport area. The projects we selected will serve citizens and businesses alike, by upgrading infrastructure and removing existing bottlenecks. They will also promote sustainable and innovative mobility solutions. This unprecedented investment represents a major contribution to the Commission’s agenda of growth and job creations. Implementing the trans-European transport network could create up to 10 million jobs and increase Europe’s GDP by 1.8% by 2030”.

Selected projects are primarily located in the core trans-European transport network. Among the beneficiaries are flagship initiatives such as Rail Baltica, the Brenner Base Tunnel, the Seine-Escaut waterway, the Caland Bridge and the Fehmarn Belt Fixed Link. Smaller-scale initiatives include cross-border projects between Groningen and Bremen, the Iron Rhine rail line, LNG (Liquefied Natural Gas) deployment plans or projects enhancing the navigability of the Danube River.

Launched in September 2014, the CEF calls for proposals generated an unprecedented interest. The Commission received 700 applications totalling €36 billion of requested funding, three times more than the available envelope. This allowed the Commission to select the projects with the highest European added value, while guaranteeing a balanced distribution geographically and between the transport modes. In particular, nearly €4.8 billion have been earmarked for Member States eligible for Cohesion Funds. Contribution to other Commission priority actions, such as the Energy Union or the Digital Single Market, was also evaluated during the selection process.
The EU’s financial contribution is made in the form of grants, the co-financing rate of which is between 20% and 85% of a given project, depending on its type.

Next steps
The proposed funding decision must now be formally adopted by the Connecting Europe Facility Committee, which will meet on 10 July 2015. The individual grant agreements will then be prepared by the Innovation and Networks Executive Agency (INEA) and signed with the project beneficiaries in the second half of 2015.

Background
Under the Connecting Europe Facility (CEF), €24.05 billion will be made available from the EU’s 2014-2020 budget to co-fund TEN-T projects in the EU Member States. Of this amount, €11.305 billion will be available only for projects in Member States eligible for the Cohesion Fund. Annual and multi-annual work programmes specify the set of priorities and the total amount of financial support to be committed for each of these priorities in a given year. 2014 has been the first programming year under the CEF.

WASHINGTON – The U.S. Environmental Protection Agency (EPA) and the Department of Transportation’s National Highway Traffic Safety Administration (NHTSA) are jointly proposing standards for medium- and heavy-duty vehicles that would improve fuel efficiency and cut carbon pollution to reduce the impacts of climate change, while bolstering energy security and spurring manufacturing innovation.

The proposed standards are expected to lower CO2 emissions by approximately 1 billion metric tons, cut fuel costs by about $170 billion, and reduce oil consumption by up to 1.8 billion barrels over the lifetime of the vehicles sold under the program. These reductions are nearly equal to the greenhouse gas (GHG) emissions associated with energy use by all U.S. residences in one year. The total oil savings under the program would be greater than a year’s worth of U.S. imports from the Organization of the Petroleum Exporting Countries (OPEC).

“Once upon a time, to be pro-environment you had to be anti-big-vehicles. This rule will change that,” said U.S Transportation Secretary Anthony Foxx. “In fact, these efficiency standards are good for the environment – and the economy. When trucks use less fuel, shipping costs go down. It’s good news all around, especially for anyone with an online shopping habit.”

The proposed standards are cost effective for consumers and businesses, delivering favorable payback periods for truck owners; the buyer of a new long-haul truck in 2027 would recoup the investment in fuel-efficient technology in less than two years through fuel savings.

“We’re delivering big time on President Obama’s call to cut carbon pollution,” said EPA Administrator Gina McCarthy. “With emission reductions weighing in at 1 billion tons, this proposal will save consumers, businesses and truck owners money; and at the same time spur technology innovation and job-growth, while protecting Americans’ health and our environment over the long haul.”

Medium- and heavy-duty vehicles currently account for about 20 percent of GHG emissions and oil use in the U.S. transportation sector, but only comprise about five percent of vehicles on the road. Globally, oil consumption and GHG emissions from heavy-duty vehicles are expected to surpass that of passenger vehicles by 2030. Through the G-20 and discussions with other countries, the United States is working with other major economies to encourage progress on fuel economy standards in other countries, which will improve global energy and climate security by reducing reliance on oil.

The product of three years of extensive testing and research, the proposed vehicle and engine performance standards would cover model years 2021-2027, and apply to semi-trucks, large pickup trucks and vans, and all types and sizes of buses and work trucks. They would achieve up to 24 percent lower CO2 emissions and fuel consumption than an equivalent tractor in 2018, based on the fully phased-in standards for the tractor alone in a tractor-trailer vehicle. Additionally, the proposed standards are:

Grounded in rigorous technical data and analysis.
Reflect extensive outreach with industry and other stakeholders.
Rely on cost-effective technologies to enhance fuel efficiency and reduce GHG emissions that are currently available or in development.
They do not mandate the use of specific technologies. Rather they establish standards achievable through a range of technology options, and allow manufacturers to choose those technologies that work best for their products and for their customers. (These technologies include improved transmissions, engine combustion optimization, aerodynamic improvements and low rolling resistance tires).
Phased in over the long-term, beginning in model year 2021 and culminating in standards for model year 2027 – giving manufacturers the time and flexibility to plan.
Flexible, allowing banking and trading emissions credits for most manufacturers, and providing the opportunity for businesses to choose the most cost-effective path to meeting the standards.
Like the Administration’s successful 2014-2018 fuel efficiency and GHG standards for heavy duty trucks, the proposal includes separate engine standards that will promote continued progress on engine efficiency and allow for direct measurement of engine emissions.

The agencies are also proposing efficiency and GHG standards for trailers for the first time. The EPA trailer standards, which exclude certain categories such as mobile homes, would begin to take effect in model year 2018 for certain trailers, while NHTSA’s standards would be in effect as of 2021, with credits available for voluntary participation before then. Cost effective technologies for trailers – including aerodynamic devices, light weight construction and self-inflating tires – can significantly reduce total fuel consumption by tractor-trailers, while paying back the owners in less than two years due to the fuel saved.

Today’s proposal builds on the fuel efficiency and GHG emissions standards already in place for model years 2014-2018, which alone will result in emissions reductions of 270 million metric tons and save vehicle owners more than $50 billion in fuel costs. The current standards have been successful, with truck sales up in model years 2014 and 2015 due in part to improved fuel efficiency.

The proposal also builds on standards that the Administration has put in place for light-duty vehicles, which are projected to reduce carbon pollution by 6 billion tons over the lifetime of vehicles sold, double fuel economy by 2025, and save consumers $1.7 trillion at the pump. These standards are already delivering savings for American drivers; new vehicles in 2013 achieved their highest fuel economy of all time.

The proposed standards are fully harmonized between NHTSA and EPA. The agencies have worked closely with the State of California’s Air Resources Board in developing the proposed standards. All three agencies are committed to the goal of setting a single set of national standards. Throughout every stage of development, the Administration’s fuel efficiency program has benefited from close partnership with industry, labor and environmental leaders. With this proposal, a high level of engagement with stakeholders will continue to be critical, as feedback will be instrumental to the agencies’ work to finalize the standards by 2016.

A public comment period will be open for 60 days after the proposal is published in the Federal Register. In addition, NHTSA and EPA will host two public hearings and continue our open-door policy of meeting with stakeholders over the course of the comment period.

For more details on DOT’s and EPA’s notice of proposed rulemaking, visit http://www.epa.gov/otaq/climate/regs-heavy-duty.htm and http://www.nhtsa.gov/fuel-economy.

– See more at: http://www.transportation.gov/briefing-room/epa-dot-propose-greenhouse-gas-and-fuel-efficiency-standards-heavy-duty-trucks#sthash.C4t20agO.dpuf

WASHINGTON – The U.S. Department of Transportation’s Federal Transit Administration (FTA) recently conducted an inspection of the Washington Metropolitan Area Transit Authority (WMATA) rail and bus systems that identified organizational deficiencies and operational concerns that significantly limit WMATA’s ability to recognize and resolve safety issues.

FTA found serious safety lapses in Metrorail’s Rail Operations Control Center, which schedules and conducts maintenance work, manages abnormal and emergency events, and ensures the safety of trains and personnel on the right-of-way. In key areas, WMATA is not effectively balancing safety-critical operations and maintenance activities with the demand for passenger service.

“These are serious findings that strongly indicate that, despite gains made since the Fort Totten accident, WMATA’s safety program is inadequate,” said U.S. Secretary of Transportation Anthony Foxx. “WMATA management, its board of directors and its state safety oversight agency must work together to address FTA’s required actions, because the safety of passengers and personnel must be the top priority.”

FTA conducted the Safety Management Inspection (SMI) as part of its new safety authority established by the Moving Ahead for Progress in the 21st Century Act (MAP-21) in 2012. The SMI evaluated WMATA’s operations and maintenance programs, safety management capabilities, and organizational structures to assess compliance with its own procedures and rules, existing federal regulations and FTA Safety Advisories to ensure safety for its passengers, employees and system infrastructure. The SMI report includes 54 safety findings: 44 for Metrorail and 10 for Metrobus.

FTA is issuing a Safety Directive to WMATA identifying required actions for each of the safety findings and is requesting the WMATA Board to determine what changes to its Fiscal Year 2016 budget may be necessary to effectively implement the corrective actions.

“WMATA must commit to more employee safety training, increased track time for maintenance work, and a greater effort at identifying and reducing safety risks to deliver the level of safety its passengers and employees deserve,” said FTA Acting Administrator Therese McMillan.

FTA Action on NTSB Recommendation

Also today, FTA announced it is taking action to improve subway tunnel safety nationwide in response to an urgent recommendation from the National Transportation Safety Board following the January 12, 2015 WMATA Metrorail incident of smoke in a tunnel near L’Enfant Plaza.

FTA is directing State Safety Oversight Agencies (SSOAs) with jurisdiction over rail transit agencies to conduct audits to assess and inspect subway tunnel ventilation systems. After the SSOAs complete and return the audits, FTA will analyze the data to determine potential future rulemaking and safety guidance to the rail transit industry.

“FTA takes NTSB recommendations seriously, and is taking quick action,” said McMillan. “This assessment will provide an opportunity to develop appropriate improvements for the benefits of rail transit riders nationwide.”

Norfolk Southern is bringing its Train Your Brain public safety campaign to central and south Georgia to remind people to be safe and alert around railroad tracks and trains.

Billboards, with photos and captions such as “She needs story time” and “Your fan club is waiting,” will remind motorists that their families and loved ones depend on them to return home safely.

“The images are intended to grab drivers’ attention and encourage them to cross tracks safely,” said Cayela Wimberly, Norfolk Southern’s director of grade crossing safety. “Our goal is to save lives by educating people that trying to beat a train across railroad tracks or walking or playing on tracks is potentially deadly and always illegal.”

The billboards are going up this week in communities along the Interstate 75 corridor from Macon to Valdosta. Georgia was selected for this year’s annual campaign because of the high number of deaths and injuries resulting from vehicle-train and trespassing incidents. In 2014 the state ranked fifth-highest in the U.S. in highway-rail grade crossing collisions and 10th highest in trespassing incidents.

brainy-2015-sm
The campaign’s mascot, “Brainy,” a giant wide-eyed pink walking brain, will make appearances at fairs, festivals, and sporting events to remind people to be smart and alert at highway-rail grade crossings and to avoid trespassing on railroad property.

In addition to the billboards, Train Your Brain safety messages will appear on gas pumps and ice chests at convenience stores, in movie theaters, on game tickets at 38 high schools, and on homework folders at 63 public elementary schools. To encourage safe driving habits, rail safety kits will be distributed to 3,600 students enrolled in driver’s education programs at 18 public high schools.

Now in its ninth year, Norfolk Southern’s “Train Your Brain” public safety campaign has run in Alabama, Indiana, North Carolina, Ohio, South Carolina, and Tennessee, reminding more than 7 million people to make safe decisions around tracks and trains. For more information, visit www.brainysworld.com or www.facebook.com/BrainysWorld.

Norfolk Southern also is a longtime supporter of the national railroad safety awareness organization, Operation Lifesaver, which works in partnership with railroads, law enforcement, and transportation agencies to encourage the public to make safe decisions around tracks and trains.

About Norfolk Southern
Norfolk Southern Corporation (NYSE: NSC) is one of the nation’s premier transportation companies. Its Norfolk Southern Railway Company subsidiary operates approximately 20,000 route miles in 22 states and the District of Columbia, serves every major container port in the eastern United States, and provides efficient connections to other rail carriers. Norfolk Southern operates the most extensive intermodal network in the East and is a major transporter of coal, automotive, and industrial products.

BOSTON, – Zipcar, the world’s leading car sharing network, today released its first independent study examining the attitudes and lifestyle of “Urban Boomers,” a demographic cohort of adults who live in urban areas and who are ages 50 to 69, part of the “baby boomer” generation. The study, conducted by KRC Research, revealed that Urban Boomers in the U.S. are tech-savvy, highly active, and while many still own a car, they are driving less after moving to the city. These characteristics are similar to what millennials have self-reported in previous Zipcar research, making Urban Boomers a prime demographic for adopting new mobility solutions, such as car sharing.

“Today nearly 15 percent of our members are over 50, and that number is growing,” said Zipcar President Kaye Ceille. “While we already have a strong number of boomers using Zipcar, this study further solidifies that boomers living in cities are — and will continue to be – adopters of our service. Zipcar is more than just a brand popular with millennials; we’re a brand for all urbanites looking for convenient and affordable access to wheels.”

In addition to identifying Urban Boomers’ attitudes toward transportation, the study revealed insights regarding the demographic group’s household size, key lifestyle attributes and affinity towards technology:

Urban Boomers often have small households due to a variety of reasons, including divorce or separation, never marrying or becoming an empty-nester. Only 43 percent of Urban Boomers are married.

Urban Boomers move to the city for more choice in amenities. A greater choice in amenities such as restaurants, shopping and the arts is the number-one factor for moving to a city, over a shorter commute, being close to family and friends, and for a new job.

Once living in the city, Urban Boomers take advantage of all a city has to offer, including being more active, taking part in community events and enjoying cultural activities. 84 percent agree that having an active lifestyle is an important part of city living.

Baby boomer in need of relationship rehab? Move to the city. Sixty-one percent of Urban Boomers who are in relationships actually feel closer to their significant other after moving into the city.

Don’t take away their tech. Urban Boomers would have a harder time giving up their laptop than their car, and 81 percent are using the social media site, Facebook.

For more information on Zipcar’s Urban Boomer Study please visit http://www.slideshare.net/Zipcar_PR/zipcar-urban-boomersstudyfinal.
Zipcar gives its members on-demand access to a wide variety of cars in hundreds of cities and college campuses worldwide, as well as airports when they travel. With Zipcars available 24/7 for reservation via Zipcar’s mobile app, through www.zipcar.com, or over the phone, Zipcar is a smart transportation option for those who only need a car by the hour or by the day. Each reservation includes gas, insurance and 180 miles per day.

The findings of Zipcar’s Urban Boomer Study were released at AARP’s Life@50+ National Event in Miami by Zipcar President Kaye Ceille.

About Zipcar’s AARP Member Benefit
In May of 2014, Zipcar began offering AARP members savings on annual Zipcar memberships. The success of the program further reinforced Zipcar’s commitment to engaging the 50-plus demographic – particularly those who live in cities.
“When we evaluate benefits for our members, we seek products and services that complement their lifestyles,” said Angela Jones, senior vice president, business development & lifestyle, at AARP Services, Inc. “Our provider relationship with Zipcar gives our members, especially urban boomers, a smarter way to get around town without owning a car full-time.”

About Zipcar:
Zipcar, the world’s leading car sharing network, has operations in urban areas and college campuses throughout Austria, Canada, France, Spain, Turkey, the United Kingdom and the United States. Zipcar offers more than 50 makes and models of self-service vehicles by the hour or day to residents and businesses looking for smart, simple and convenient solutions to their urban and campus transportation needs. Zipcar is a subsidiary of Avis Budget Group, Inc. (Nasdaq:CAR), a leading global provider of vehicle rental services. More information is available at www.zipcar.com.

WASHINGTON – The Federal Railroad Administration (FRA) today closed on a $967.1 million Railroad Rehabilitation and Improvement Financing (RRIF) loan with New York City’s Metropolitan Transportation Authority (MTA) in order to facilitate the deployment of Positive Train Control (PTC) on both the Metro-North Railroad (Metro North) and the Long Island Rail Road (LIRR). It is the largest RRIF loan in FRA’s history.

“This loan will help prevent derailments and ensure the safety of the riding public,” said U.S. Transportation Secretary Anthony Foxx. “Continuous investment in rail technology and infrastructure will enable us to meet the growing demand for rail while saving lives.”

The RRIF program provides direct federal loans and loan guarantees to finance the acquisition and development of railroad and intermodal facilities and equipment. The FRA gives priority to projects that provide public benefits, including benefits to public safety, the environment, and economic development. As part of the President’s Build America Investment Initiative, the Department has established the Build America Transportation Investment Center to encourage the use of innovative financing tools such as RRIF.

The loan will help establish an additional layer of safeguards that will increase safety for LIRR and Metro-North customers, employees, and residents of the communities served by the railroads. MTA will integrate PTC with existing safety controls that the LIRR and Metro-North currently have in place and have used for decades.

“PTC is the backbone of the next generation of rail safety and we are committed to its full deployment and implementation,” said Acting Federal Railroad Administrator Sarah Feinberg. “There are 166 million rides taken on LIRR and Metro-North annually. Installing PTC will further ensure the safety of employees and passengers alike while boosting public confidence in both railroads.”

To date, FRA has given out 34 RRIF loans totaling nearly $2.7 billion. Click HERE for more information on FRA’s RRIF Program.

Rail – Moving America Forward

The mission of the Federal Railroad Administration is to enable the safe, reliable, and efficient movement of people and goods for a strong America, now and in the future.

– See more at: http://www.dot.gov/briefing-room/federal-railroad-administration-issues-9671-million-mta-loan-finance-critical-safety#sthash.sDs58E8W.dpuf

INDIANAPOLIS – U.S. Transportation Secretary Anthony Foxx today announced a new technical assistance program – LadderSTEP – that will help seven cities foster sustainable economic development related to planned transportation projects. The choices made regarding transportation infrastructure at the Federal, State, and local levels can revitalize communities, create pathways to work, and connect hardworking Americans to a better quality of life. Today’s announcement is part of a broader program at the U.S. Department of Transportation (USDOT) that examines those choices, Ladders of Opportunity, and LadderSTEP is just one part of USDOT’s efforts to help promote opportunities for all Americans.

“Transportation plays a critical role in connecting Americans and communities to economic opportunity,” Secretary Foxx said. “This pilot program is not only about helping seven cities achieve their visions for projects, but also about demonstrating that transportation infrastructure is about the people that use it, and not just the equipment needed to build it.”

The U.S. Department of Transportation’s (USDOT) LadderSTEP pilot program will provide Atlanta, Baltimore, Baton Rouge, Charlotte, Indianapolis, Phoenix, and Richmond with technical assistance to help promote thoughtful planning and economic growth.

City Focus Area Related Projects
Atlanta Vine City MARTA, BeltLine, Streetcar
Baltimore West Baltimore MARC Station
Baton Rouge South Baton Rouge Nicholson Corridor Transit
Charlotte West Trade Area Gold Line
Indianapolis Red Line Corridor Red Line Bus Rapid Transit
Phoenix South Phoenix Light Trail Transit
Richmond Greater Fulton Broad Street Bus Rapid Transit

A number of national organizations have expressed interest in providing this technical assistance to the cities included in this pilot program, including:

LOCUS, a program of Smart Growth America is a national network of real estate developers and investors who advocate for sustainable, walkable urban development in America’s metropolitan areas.

The Urban Land Institute (ULI), a global non-profit whose more than 33,000 members provide leadership in the responsible use of land and in creating and sustaining thriving communities. ULI’s District Councils deliver its mission at the local level by conducting outreach and providing industry expertise to community leaders.

Enterprise Community Partners, a non-profit real estate investment company providing development capital through public-private partnerships with financial institutions, governments, community organizations and other partners.

Natural Resources Defense Council (NRDC), a non-profit organization dedicated to developing and advocating for sustainable solutions to the challenges facing our planet. NRDC’s Urban Solutions program collaborates with national, state, and local leaders to find, finance and implement strategies for enhancing transportation and mobility choices, public health, green infrastructure, sustainable food systems, climate resilience, green and equitable neighborhoods, affordable housing and access to sustainable jobs.

Local Initiatives Support Corporation (LISC), a national non-profit community development financial institution dedicated to helping community residents transform distressed neighborhoods into healthy and sustainable communities of choice and opportunity —good places to work, do business and raise children.
Other organizations interested in assisting these cities in revitalizing these communities should contact USDOT for information.

The Ladders of Opportunity program at USDOT seeks to help more Americans reach opportunity by ensuring that our transportation system provides reliable, safe, and affordable ways to reach jobs, education and other essential services. LadderSTEP is one part of USDOT’s efforts to create those opportunities. Other initiatives in this program include;

Resources to ensure that disadvantaged populations have a chance to enter the transportation workforce, like this Local Hire initiative;

The “Safer People, Safer Streets” program that is making communities across America safer for residents who don’t drive;

Discretionary grants that connect people to opportunity by investing in transportation projects that better connect communities to centers of employment, education, and services, and that hold promise to stimulate long term job growth, especially in economically distressed areas;

Interagency efforts like the one between the U.S. Department of Housing and Urban Development (HUD), U.S. Department of Transportation (DOT), and the U.S. Environmental Protection Agency (EPA) that works to help communities nationwide improve access to affordable housing, increase transportation options, and lower transportation costs while protecting the environment;

And support for equitable surface transportation policies like the ones supported in the GROW AMERICA Act.
Later this month, USDOT will host a summit of regional planners from across the country who want to better use data to integrate Ladders elements into their planning processes.

MEMPHIS, Tenn., … FedEx Corp. announced today the online release of its 2014 Global Citizenship Report (GCR). Now in its seventh year of publication, the GCR tracks the company’s efforts to connect the world in responsible and resourceful ways.

Among the most notable accomplishments detailed in this year’s GCR, FedEx made significant strides in its commitment to environmental impacts, saving 100 million gallons of jet fuel at FedEx Express and avoiding more than 976,000 metric tons of carbon emissions. The accomplishments were results from FedEx® Fuel Sense and aircraft modernization programs. Since 2007, Fuel Sense initiatives have collectively saved the company more than 330 million gallons of jet fuel, the equivalent of 500 Olympic-size swimming pools.

“What you see in this report is a testament to the extensive work of more than 325,000 global team members,” said Mitch Jackson, vice president of Environmental Affairs and Sustainability, FedEx Corp. “We connect people and possibilities on six continents, and we work to do so responsibly and resourcefully. Whether that’s reducing emissions, improving pedestrian and road safety or using our logistical expertise to help others in times of disaster, we aim to deliver a brighter future and link people to thriving markets and economies.”

FedEx connects more than 90% of the world’s GDP and has a presence in 220 countries and territories. As represented in its logo, the company moves possibilities forward and applies that concept to its efforts of improving economic development, the environment, communities and people.

Highlights from this year’s GCR include:

Economic Development
In its fiscal year 2014, FedEx revenue grew by 3% and its operating margin rose to 7.6%. This economic activity creates wealth and opportunity for a wide range of stakeholders. Now in the 10th year of collaboration, FedEx and the U.S. Commercial Service helped provide trade education to more than 72,000 businesses. FedEx also invested $6.5 billion in diverse supplier spending, which includes small, minority and women owned businesses.

Environment
FedEx Express improved its vehicle fuel efficiency by an additional 2.5%, bringing the cumulative improvement to 29.5% from a 2005 baseline. Having nearly achieved its goal of 30% by 2020, the company expects to surpass and then revisit that goal in 2015. FedEx also opened two new facilities that generate on-site solar energy, bringing the cumulative total to 11. Together, these solar facilities produced more than 8 million kWh of electricity, avoiding 3,145 metric tons of carbon emissions. FedEx was again recognized in 2014 as one of the Top 25 solar-generating companies in the U.S.

Community
FedEx donated its network and logistics expertise to assist in the movement of more than 140 pallets of vital medical supplies to West Africa to counter the recent Ebola outbreak. Collectively, FedEx provided more than 6.7 million pounds of charitable shipping and more than $45 million in charitable contributions.

People
FORTUNE again ranked FedEx as one of the “World’s Most Admired Companies”. Since 2001, FedEx has ranked among the top 20 in this list that looks at financial performance and corporate reputation. FedEx also ranked among the “40 Best Companies for Diversity” by Black Enterprise Magazine in 2014.

FedEx undertook a robust materiality analysis this year with internal and external stakeholders to help refine its global citizenship strategy and to ensure it continues to address areas of maximum impact. The results of this assessment reconfirmed its current strategy but, in the next year, FedEx plans to again review issues to ensure that the company measures and manages what matters most and moves possibilities forward.

UPS (NYSE: UPS) today announced its participation in a multi-state study on the use of drones for humanitarian disaster relief operations.
The study was coordinated by Measure, a 32 Advisors Company specializing in drone applications, on behalf of the American Red Cross and participating companies, including UPS. The study was initiated to help inform decision-making on key issues related to drone use and policy.
The study’s findings, which demonstrated the ways new technologies and resources can be implemented to help communities recover, were shared with local, state and federal emergency managers, along with officials in Congress and the Executive Branch during an event today in Washington, D.C.

As part of the market study, UPS’s analysis and logistics expertise was used in the creation of the project scope and evaluation criteria. UPS assessed different scenarios where drones could be utilized for delivery to difficult-to-reach locations, as well as potential deployment considerations of such usage, regulatory implications and safety protocols.

“UPS routinely develops and evaluates new technologies, including but not limited to drones, that aid deliveries to difficult to access locations,” said Mitch Nichols, UPS senior vice president of transportation and engineering. “We believe autonomous and semi-autonomous technology can solve a critical need for humanitarian logistics and effective crisis response.”

Conducted between October 2014 and April 21, 2015, the market study consisted of interviews with officials in three U.S. states that had experienced recent relief operations, including Washington state (March 2014 mudslides), New York (Hurricane Sandy) and New Jersey (Hurricane Sandy).
Along with the interviews with state officials, UPS examined data obtained under different test scenarios during a drone demonstration in Disaster City, Texas, facilitated by Texas A&M University on March 26, 2015.
The demonstration evaluated drone platforms for key operating characteristics, ranges and payloads, while simulating various relief and flight scenarios.

By working with manufacturers, government agencies and non-profit organizations to field-test new fuels and technologies, UPS continuously identifies and integrates advanced technologies and operational efficiencies into its large, global transportation fleet.
“We have been working with the American Red Cross and other relief organizations to improve the supply chain for humanitarian aid,” said Nichols. “This is a long-standing area of focus for our company, and complements the work of The UPS Foundation. UPS personnel on numerous occasions have applied their expertise in logistics and supply chain management to solve global challenges.”

In March, The UPS Foundation announced the launch of the UPS Relief Link program in partnership with UNHCR, the U.N.’s refugee agency, to improve the lives of displaced refugees around the world through optimized distribution and tracking of critical supplies in crisis-affected areas. UPS Relief Link combines the use of a hand-held scanning tool and durable identification cards to deliver superior efficiency by eliminating paper records in the refugee camps.

The program was developed leveraging UPS’s proprietary Trackpad technology, which was first implemented to assist The Salvation Army with relief efforts following the devastating earthquakes in Haiti in 2010. The technology provides full visibility into the supply chain journey of urgently-needed items through the critical ‘last mile’ of delivery to refugees, where human tracking and data input errors often lead to inconsistent delivery and distribution.

To read the detailed findings of the market study on drone use in humanitarian response, visit www.measure32.com.

About UPS
UPS (NYSE: UPS) is a global leader in logistics, offering a broad range of solutions including transporting packages and freight; facilitating international trade, and deploying advanced technology to more efficiently manage the world of business. Headquartered in Atlanta, UPS serves more than 220 countries and territories worldwide. The company can be found on the web at ups.com® and its corporate blog can be found at longitudes.ups.com. To get UPS news direct, visit pressroom.ups.com/RSS.

Jacksonville, FL – As CSX continues its commitment to first responder preparation, the company today presented a $25,000 grant to the Hazardous Materials/CBRNE Training Facility in York County, Va., to enhance training for Virginia’s fire fighters and other responders.
Grant funds will be used to purchase equipment to expand and improve the existing training facility’s rail related hazardous materials capabilities including enhancing current and future railcar props; installing lighting and electrical connections to facilitate night training; expanding the classrooms to accommodate larger groups; and sustaining the facility with continued maintenance.

“An emergency response team’s ability is significantly strengthened when there is an opportunity to train in real life scenarios and work in situations relevant to today’s emergency response community,” said Chris Sadler, Assistant Chief, York County Department of Fire and Life Safety. “With this grant, the training facility can continue to provide state-of-the-art emergency response training for the Commonwealth’s emergency responders.”

The Hazardous Materials/CBRNE Training Facility provides hands-on training opportunities for first responders on how to handle hazardous materials, particularly in the area of rail hazardous materials incident response. Its operations are supported by a partnership between the Virginia Department of Emergency Management, Virginia Association of Hazardous Materials Response Specialists, and York County Department of Fire and Life Safety. CSX previously donated to the facility in 2011.

“CSX and first responders share a critical responsibility to protect Virginia’s communities,” said Romano De Simone, Director Hazardous Materials. “Safety is our first priority, and we work to create educational, hands-on opportunities that help our responding partners be well prepared to make the best, fact-based decisions in the event of a railroad incident.”

The grant is part of CSX’s expanded safety training outreach to first responders and emergency personnel, which also includes the CSX Safety Train: Energy Preparedness Program that has trained more than 2,000 first responders from more than 350 organizations in 18 cities to date. CSX also launched the industry’s first mobile application to share information about train and cargo information with first responders in the event of an incident. First responders interested in accessing the mobile application should contact 1-877-TELL-CSX FREE.

About CSX
CSX, based in Jacksonville, Florida, is a premier transportation company. It provides rail, intermodal and rail-to-truck transload services and solutions to customers across a broad array of markets, including energy, industrial, construction, agricultural, and consumer products. For nearly 190 years, CSX has played a critical role in the nation’s economic expansion and industrial development. Its network connects every major metropolitan area in the eastern United States, where nearly two-thirds of the nation’s population resides. It also links more than 240 short-line railroads and more than 70 ocean, river and lake ports with major population centers and farming towns alike. More information about CSX Corporation and its subsidiaries is available at www.csx.com. Like us on Facebook (http://facebook.com/OfficialCSX) and follow us on Twitter (http://twitter.com/CSX).

Norfolk Southern today launched a $53-million energy conversion project at its Juniata Locomotive Shop that will substantially reduce carbon emissions and water usage at the 70-acre facility.

Norfolk Southern will replace the shop’s coal boilers with natural gas heaters and install a 1.2-megawatt capacity combined heat and power generator that will produce enough electricity to sustain the entire 16-building complex. When completed in late 2017, Norfolk Southern expects the improvements to save about $4 million in electricity costs, reduce water usage by 49.4 million gallons from steam-water recovery, and eliminate more than 29,000 tons of carbon emissions in Pennsylvania on an annual basis. The project goes beyond equipment changes to include adding insulation, energy-efficient windows at key locations, high-speed roll-up doors on locomotive bays, and replacing roofing to ensure the full sustainability benefits of the investment are realized.

The project follows a comprehensive review of work demands and energy consumption at Juniata, the largest locomotive repair shop in North America and headquarters for Norfolk Southern’s locomotive rebuild program. The facility has about 1,050 employees who specialize in heavy repairs and engine overhauls.

“This project showcases Norfolk Southern’s commitment to sustainability and innovation,” said CEO Wick Moorman. “The Juniata Locomotive Shop has a 125-year legacy of leading the rail industry in locomotive technology, and with our energy conversion project, this shop and its employees will remain an industry frontrunner in the 21st century.”

“I applaud Norfolk Southern’s commitment to innovation and growth for the rail industry in Blair County and across the country,” said U.S. Rep. Bill Shuster, chairman of the House Transportation and Infrastructure Committee. “The Juniata Locomotive Shop has been operating for over 100 years in Central Pennsylvania, and this latest investment helps solidify its continued role in growing this nation through our railroads.”

State Sen. Jon Eichelberger; state Rep. John McGinnis; Jim Frank, district director for Congressman Bill Shuster; and Blair Wimbush, NS vice president real estate and corporate sustainability officer, also participated in the project launch.

“The Juniata Locomotive Shop has provided good-paying job opportunities for the citizens of Blair County and surrounding counties for generations,” said Dennis Davin, acting secretary of the Pennsylvania Department of Community and Economic Development. “This significant investment by Norfolk Southern in energy efficiency will help ensure that this facility remains competitive.”

“This is an important announcement by Norfolk Southern in many respects,” said state Sen. John Eichelberger. “They are again demonstrating their long-term commitment to the Juniata shops, which is a vital part of our region’s economy, and by converting to cleaner-burning natural gas, they are helping our Commonwealth’s burgeoning drilling industry.”

About Norfolk Southern

Norfolk Southern Corporation (NYSE: NSC) is one of the nation’s premier transportation companies. Its Norfolk Southern Railway Company subsidiary operates approximately 20,000 route miles in 22 states and the District of Columbia, serves every major container port in the eastern United States, and provides efficient connections to other rail carriers. Norfolk Southern operates the most extensive intermodal network in the East and is a major transporter of coal, automotive, and industrial products.