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WASHINGTON – The U.S. Department of Transportation’s Federal Railroad Administration (FRA) today published its first multi-state plan for a comprehensive, high-performing passenger rail network that will support rail planning in six Southwestern states over the next 35 years. This is the first multi-state rail planning effort FRA has embarked upon, making it a model for future regional planning efforts.

“Our nation’s transportation systems must be interconnected and efficient across regions to meet current and future demand,” said U.S. Transportation Secretary Anthony Foxx. “This study represents a major step forward, and will become a guide post for mobility and intermodal connections throughout the Southwest.”

The Southwest study was developed with regional stakeholders and state agencies considering existing travel conditions and future demand. The Southwest study examines connections to emerging rail markets in six Southwest states, including Arizona, California, Colorado, Nevada, New Mexico, and Utah.

The study supports development of safe, reliable, efficient, and interconnected multimodal travel options, and envisions a rail network that supports environmental, social, and economic sustainability. It illustrates how connections to local transit, aviation, highways, and other modes can be integrated for travelers on a regional basis in a cost-effective manner.

“Planning is the fundamental bedrock to being ready to compete for federal funding as it becomes available,” said Federal Railroad Administrator Joseph C. Szabo. “The Southwest study provides a new regional model for other states and regions to follow as they prepare for future passenger and freight rail development.”

The Southwest region’s longstanding interest in creating a higher-performing rail network helped bring the prototype study together. A diverse group of stakeholders—representing state departments of transportation, metropolitan planning organizations, local governments, transit agencies, Amtrak, freight railroads, and private rail developers—were fully engaged in this effort. Click here to read the study.

WASHINGTON – The U.S. Department of Transportation’s Federal Railroad Administration (FRA) today announced the findings and recommendations from its focused safety assessment of Chicago’s Metra. The assessment finds Metra to be generally compliant with federal safety regulations, but also directs the commuter railroad to take immediate steps to enhance its safety culture, which is an area of concern, and to better utilize safety technology.

“Safety is our highest priority and after three serious safety incidents on Metra within a seven day period, we proactively intervened,” said U.S. Transportation Secretary Anthony Foxx. “Our safety assessment identifies specific actions Metra should take to address risks to improve the safety of all passengers.”

FRA identified and prioritized specific safety concerns and actions Metra should take to mitigate them:

• Empower conductors to prioritize the safety of operations over collecting fares, on-time performance and customer service;

• Ensure heightened crew interactions during higher risk operations;

• Establish new procedures to strengthen the flow of information between operating lines and Metra headquarters;

• Add technical skills training for managers;

• Add safety measures and procedures that would provide a level of safety redundancy to protect crossover movements;

• Implement a Confidential Close Call Reporting System (C3RS); and

• Immediately prioritize the acquisition, testing and installation of Positive Train Control

(PTC) systems that monitor and control train movements to provide increased safety.

“Continuous safety improvement must be the goal of every railroad,” said Federal Railroad Administrator Joseph C. Szabo. “The roadmap we’ve laid out for Metra today is an opportunity for them to renew their commitment to safety and win back the faith of the traveling public.”

FRA announced the launch of the safety assessment on June 6, 2014 after three serious incidents occurred between May 27, 2014, and June 3, 2014, that resulted in the decertification of three Metra locomotive engineers. Review the entire report on Metra. Read our original announcement of the Metra Safety Assessment.

FRA’s strategy for continuous safety improvement is founded on three pillars: a rigorous oversight and inspection program based on strategic use of data; advancing proactive approaches for early identification and mitigation of risk; and capital investments and a robust research and development program.

Union Pacific today announced it will move forward with plans for a new rail yard in Robertson County, Texas, that will strengthen Texas as a national freight transportation hub, create jobs and deliver significant economic stimulus to the region.

“This rail facility will connect the largest and fastest growing Texas markets to the state’s existing freight transportation infrastructure,” said Brenda Mainwaring, Union Pacific vice president – Public Affairs. “The development of this project will create more than 1,400 construction jobs over a two year period. We estimate 200 permanent jobs will be needed to operate the site once it is completed. At full operation, this yard is also expected to contribute an additional 184 indirect regional jobs.”

Texas is experiencing exponential population growth, resulting in increased demand for building materials and consumer goods. Union Pacific’s new rail facility will help meet the region’s growing freight transportation needs while taking over-the-road trucks off the highways. One Union Pacific train can carry the same freight as up to 280 trucks. And, according to EPA data, trains are four times more fuel efficient than trucks.

The facility, known as a classification yard, will function by sorting rail cars by destination on separate tracks from inbound trains to make multiple outbound trains. The outbound trains will be fueled, inspected by a mechanical crew, and then depart to local and regional destinations.

Seven different Union Pacific rail lines converge in Southern Robertson County, connecting the markets of Dallas/Fort Worth, Houston, Austin, San Antonio, the Gulf Coast and the rest of East Texas.

About Union Pacific
Union Pacific Railroad is the principal operating company of Union Pacific Corporation (NYSE: UNP). One of America’s most recognized companies, Union Pacific Railroad connects 23 states in the western two-thirds of the country by rail, providing a critical link in the global supply chain. From 2004-2013, Union Pacific invested approximately $30 billion in its network and operations to support America’s transportation infrastructure. The railroad’s diversified business mix includes Agricultural Products, Automotive, Chemicals, Coal, Industrial Products and Intermodal. Union Pacific serves many of the fastest-growing U.S. population centers, operates from all major West Coast and Gulf Coast ports to eastern gateways, connects with Canada’s rail systems and is the only railroad serving all six major Mexico gateways. Union Pacific provides value to its roughly 10,000 customers by delivering products in a safe, reliable, fuel-efficient and environmentally responsible manner.

Norfolk Southern , BNSF Railway and GE Transportation are partnering to address sustainability in the rail industry. At the fourth annual Railroad Sustainability Symposium that begins today, sustainability and business leaders representing railroad operators, manufacturers, shippers and environmental stakeholders, including non-governmental organizations, will discuss ways to continue driving the industry toward a cleaner future.

The symposium was established in 2011 when Norfolk Southern and GE Transportation recognized an opportunity to increase the dialogue about energy conservation and sustainable practices within the industry. This year, participants and speakers from more than 25 companies will attend, including Canadian National, Maersk, UPS, Wal-Mart, the Worldwide Wildlife Fund, the Environmental Defense Fund, The Arbor Day Foundation and the National Fish and Wildlife Foundation. They will share insights on such issues as supply-chain sustainability, safety and next-generation locomotives.

Among the speakers will be Deb Frodl, the global executive director of GE ecomagination, Ecomagination is GE’s commitment to develop innovative solutions for today’s environmental challenges. She will outline GE’s strategic vision for a more sustainable future. “At ecomagination, we strive to develop solutions that both improve the environment and provide sound economic results,” Frodl said. “The symposium offers an incredible opportunity for the brightest minds in the industry to gather, discuss and learn from each other so, together, we can continue this positive trajectory toward a more sustainable future for transportation.”

Sustainability and innovation are at the forefront of the rail industry, and railroads are the most sustainable forms of long-distance land freight transportation. Rail provides tremendous benefits by reducing our country’s overall transportation emissions and carbon footprint. That’s why Norfolk Southern and BNSF have taken the lead in this dialogue.

“Norfolk Southern is proud to continue its journey to fully integrate sustainability into all aspects of its business and operations, and looks forward to gaining keen insights from the best practices of industry and NGO participants at this symposium,” said Blair Wimbush, chief sustainability officer for Norfolk Southern.

From its pioneering efforts to dramatically improve fuel and energy efficiency, to focused efforts to ensure a safe and engaged workforce committed to sustainable business practices, Norfolk Southern is determined to maintain a leadership role in forging a new corporate paradigm where economics, society and environment converge to produce desirable outcomes that sustain its business.

An example of conservation capitalism is Norfolk Southern’s “Trees and Trains” campaign. The campaign will produce significant ecosystem benefits from the reforestation of 10,000 acres in the Mississippi Delta, while generating carbon credits that Norfolk Southern can use to recoup its investment.

“For decades, BNSF has had an organization-wide commitment to sustainability and our efforts to improve the green advantages of our locomotive fleet are investments that push the envelope of what is already the most sustainable option for land freight transport,” said John Lovenburg, vice president of environmental for BNSF. “We have the newest and cleanest locomotive fleet in the nation. Of our nearly 7,300 locomotives more than 3,300 are new and more than 2,800 have been remanufactured since 2004.”

Since 1980 BNSF has improved its fuel efficiency more than 100 percent, moving each ton of freight nearly 500 miles on a single gallon of diesel fuel. Every year BNSF provides its customers with custom reports documenting the emissions they avoid by shipping via rail vs. over-the-road modes. Carbon footprint reductions of more than 30 million metric tons of CO2 each year have been achieved by customers hauling products through BNSF’s rail system. That is equivalent to taking six million cars off the road, which would result in an emissions reduction equal to 3 billion gallons of fuel.

GE Transportation is also a key driver in this movement. GE has been developing technology that improves emissions and fuel efficiency. GE Transportation’s engineers have developed the Evolution Series Tier 4 locomotive that reduces emissions by over 70 percent, meeting the Environmental Protection Agency’s new Tier 4 standard. Additionally, on board thousands of locomotives today is a technology called Trip Optimizer that improves fuel efficiency. It functions as an intelligent cruise control for trains, adjusting the speed to optimize fuel usage. Lastly, GE Transportation is testing the NextFuel Retrofit Kit, which works with liquefied natural gas. These innovations reflect GE’s broader ecomagination strategy to employ measurable breakthroughs that create sustainable outcomes. Already, ecomagination has helped reduce greenhouse gas emissions by 32 percent since our 2004 baseline and by 2015, GE plans to double research and development investment to $10 billion by 2020.

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. Please learn more about sustainability at NS by visiting www.nssustainability.com.

About BNSF
BNSF Railway is one of North America’s leading freight transportation companies operating on 32,500 route miles of track in 28 states and two Canadian provinces. BNSF is one of the top transporters of consumer goods, grain and agricultural products, low-sulfur coal, and industrial goods such as petroleum, chemicals, housing materials, food and beverages. BNSF’s shipments help feed, clothe, supply, and power American homes and businesses every day. BNSF and its employees have developed one of the most technologically advanced, and efficient railroads in the industry. We work continuously to improve the value of the safety, service, energy, and environmental benefits we provide to our customers and the communities we serve. You can learn more about BNSF at www.BNSF.com.

About GE Transportation
At GE Transportation, we’re in the business of realizing potential. We’re a global technology leader and supplier to the rail, mining, marine, stationary power and drilling industries. Our innovations help customers deliver goods and services with greater speed and greater savings using our advanced manufacturing techniques and connected machines. Established more than a century ago, GE Transportation is a division of the General Electric Company that began as a pioneer in passenger and freight locomotives. That innovative spirit still drives GE Transportation today. It’s the engine of change that puts us at the forefront of innovation and technology, where we continue to realize new potential and keep our connected world moving forward. GE Transportation is headquartered in Chicago, IL, and employs approximately 12,000 employees worldwide. For more information, please visit http://www.getransportation.com.

DALLAS, — Zipcar and the City of Dallas today announced that Zipcar’s global “wheels when you want them” membership service is now available to Dallas residents, businesses, visitors and students. A variety of Zipcars will be parked in easily accessible locations in the Dallas area and are available now for reservation by the hour or by the day, as an affordable, convenient and smart transportation option. Through a pilot program with the City of Dallas, six Zipcars are located in parking spaces in city-owned lots including Pioneer Plaza, Oak Lawn Library and underneath Woodall Rodgers at Lamar Street.

An additional 19 Zipcars are also located in the greater Dallas area, including Dallas Love Field Airport, University of Texas at Dallas, Southern Methodist University and Texas Christian University. The vehicles are parked in designated parking spots for convenient pick-up and stress-free drop off and can be reserved in seconds on Zipcar’s mobile app, online or over the phone. As Zipcar develops in Dallas, more neighborhoods and vehicles will be added in locations based on member feedback.

The Zipcar Dallas fleet features a variety of makes and models, including a Toyota Prius named “Norah” for quick errands around town, a Ford Escape named “Murat” for those that require a little more torque, as well as a BMW 528i named “Dallas” to add some zip to trips. Rates start as low as $8 per hour and $73 per day and each reservation includes gas, insurance and 180 miles per day, making it a great option for those looking for ways to save money on the high cost of car ownership. Membership information is available at www.zipcar.com/dallas.

“Zipcar’s convenient and affordable model lets residents have all the benefits of car ownership without the cost and hassles, while helping the city reduce congestion and parking demand,” said Kaye Ceille, president of Zipcar. “Zipcar will continue to work closely with the City of Dallas to ensure Zipcars are available in convenient locations that not only meet the needs of Zipcar members but also help the city meets its transportation goals.”

“The City of Dallas is committed to embracing innovation in the transportation sector,” said Dallas City Councilmember Adam Medrano, who will welcome Zipcar locations into his city district. “As part of our Parking Pilot Program we’re seeking solutions that improve the overall experience for people driving into and around the city, and Zipcar is a great fit.”

Local businesses in Dallas can benefit from Zipcar’s presence through the Zipcar for Business (Z4B) program that offers discounted driving rates Monday through Friday. The Z4B program helps businesses save money, meet environmental sustainability goals and reduce parking requirements by providing employees with access to Zipcar for business needs and other uses.

Zipcar’s launch builds on successful programs at local universities including the University of Texas at Dallas, Southern Methodist University and Texas Christian University. Zipcar’s network in Texas now includes programs in three of the state’s largest cities (Austin, Houston and Dallas), as well as at universities in Fort Worth and San Antonio. Dallas Zipcar members can reserve and drive any vehicles in these Texas locations, or in any one of the hundreds of cities and towns around the world where Zipcar operates. Apply online at www.zipcar.com/dallas.

About Zipcar
Zipcar, the world’s leading car sharing network, has operations in urban areas and college campuses throughout the United States, Canada, the United Kingdom, Spain, Austria and France. Zipcar offers more than 30 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 car sharing and vehicle rental services. More information is available at www.zipcar.com.

WASHINGTON – The Federal Railroad Administration today funded two grants totaling $350,000 to support development of a Short Line Safety Institute. The Institute will help mitigate risk associated with shipping hazardous materials by rail by working to improve the culture of safety within the short line and regional rail industry while improving its overall safety record.

“Nearly half of all short line and regional railroads handle some type of hazardous materials, and today’s grants will play an important role in ensuring those materials and all shipments reach their destination safely,” said U.S. Transportation Secretary Anthony Foxx. “These grants are just the latest step in our comprehensive approach to improving the safe transport of crude oil and other hazmat by rail.”

The primary purpose of the Institute will be to conduct safety compliance assessments to measure compliance with federal safety standards and safety culture assessments to evaluate the steps each railroad is taking to promote safe practices internally. In addition, the Institute will provide safety education, training and development to managers and employees. Assessors from the Institute will visit member railroads, evaluate safety compliance and safety culture and document their findings in a written report. The Institute will also provide education, training and employee development following the assessments.

“Although the Short Line Industry has an excellent safety record overall, we owe it to the public and the industry to drive continuous safety improvement,” said Federal Railroad Administrator Joseph C. Szabo. “These grants are a first step in assisting the industry to further identify and contain risks.”

Short line railroads serve as a feeder system for the larger Class I carriers, picking up or delivering one out of every four rail cars moving on the national rail network. More than 550 short line and regional railroads operate in 49 states and bring rail service to thousands of communities that would otherwise not be connected to the nation’s mainline railroad system. As short line railroads are much smaller than Class I Railroads, many of them lack the resources to carry out the same kind of robust safety training and enforcement on their own that Class I carriers perform.

Today’s announcement includes a $250,000 grant to the American Short Line and Regional Railroad Association (ASLRRA) to begin the pilot phase of safety culture assessments. Pilot testing will begin in January 2015 and will initially focus on the safety of crude oil transportation by rail. With the grant money, ASLRRA will:

Conduct a comprehensive review of the existing safety programs on short line and regional railroads (e.g., compliance requirements of FRA, the Occupational Safety and Health Administration, and the Pipeline and Hazardous Materials Safety Administration);
Use tools developed by the University of Connecticut to identify areas of non-compliance and help railroads develop a culture of commitment to railroad safety; and
Provide access to effective safety training processes, programs and resources.
Develop large libraries of training tools, technical materials and other educational resources to assist small railroads in instilling a culture of safety.
The University of Connecticut also received a $100,000 grant to conduct initial work that will focus on the development, testing and validation of safety education, training and development for managers and employees.

Short lines and regional railroads account for 31 percent of U.S. freight rail mileage and 10 percent of industry employees. There are more than 550 short line and regional railroads operate in every U.S. state except Hawaii and often feed traffic to Class I railroads and receive traffic from Class I railroads for final delivery.

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.

This news is courtesy of www.dot.gov

Norfolk Southern has reported its carbon performance and strategic efforts in the past year to lower the railroad’s greenhouse gas emissions, driving improved operating efficiencies and customer service.

The company’s seventh annual public disclosure to CDP, formerly known as the Carbon Disclosure Project, describes investments in technologies and network improvements reducing the railroad’s carbon footprint while expanding freight capacity and providing fuel- and cost-efficient customer service. The disclosure also charts progress on the company’s five-year goal to reduce greenhouse gas emissions intensity by 10 percent per revenue ton-mile, reaching nearly 79 percent of goal with one year remaining.

“Our CDP disclosure is driven by the company’s commitment to be accountable and transparent in how we address environmental impacts of our operations,” said Blair Wimbush, vice president real estate and corporate sustainability officer. “Today’s environmental issues, such as climate change, offer complex challenges as well as opportunities for businesses and communities, and Norfolk Southern is fully engaged in achieving successful outcomes.”

Norfolk Southern describes key strategic initiatives to reduce greenhouse gas emissions. They include:

Expanding its LEADER train-handling initiative, a GPS-based technology that in 2013 saved an estimated 10 million gallons of diesel fuel and reduced locomotive GHG emissions by an estimated 110,500 metric tons.
Purchasing new, more fuel-efficient locomotives and upgrading older locomotives with reconditioned engines that boost fuel economy and are cleaner burning.
Investing in network improvements to increase freight rail capacity, providing customers with truck-competitive service that reduces their supply chain carbon footprint and eases highway congestion.
Improving building operating efficiencies by installing more energy-efficient lights and HVAC systems at railroad facilities.
Exploring locomotive fuel alternatives, including battery power and natural gas.
To learn more about Norfolk Southern’s efforts to reduce the environmental impacts of its business operations, view the railroad’s CDP filing and 2014 sustainability report.

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.

ARLINGTON, Va. — CSX and The Conservation Fund today announced a program of grants aimed at improving the transportation and distribution of fresh, healthy food to communities in need. More than 23 million Americans across the country have limited or no access to fresh produce, dairy, meats and seafood. One of the contributors to these so-called “food deserts” is the lack of infrastructure to distribute fresh food to markets.

As a leading supplier of efficient rail-based freight transportation in North America, CSX recognized the integral role that local distribution plays in bringing fresh food to the people who need it. Many producers and organizations are challenged to retain food quality and safety as they sell, store, package, and distribute produce and other goods to the communities they serve.

To support local distribution and help address this need, CSX and The Conservation Fund, a national nonprofit dedicated to finding conservation solutions that balance environmental and economic needs, teamed up to create a program that will help farmers and distributors enhance their delivery capabilities.

Grants ranging from $2,500 to $10,000 will be made available to entities that distribute fresh produce/perishable food in the 23 states where CSX operates. The grants can support a range of activities related to transportation such as:
acquiring refrigerated vehicles for direct delivery to markets;
financing “veggie vans” to bring fresh food to isolated communities;
providing better access to food hubs or other sites where produce, dairy, seafood and meats can be stored safely for distribution; or
purchasing produce boxes and cold storage bins to keep unsold food fresh for the next day’s farmers market or wholesale purchase.

“This program provides a lifeline to Americans who struggle to make fresh food a part of their daily meals,” said Kris Hoellen, Vice President of Sustainable Programs for The Conservation Fund. “With CSX’s help, we’re connecting our most vulnerable populations to healthy, fresh food by addressing local gaps in food distribution systems. Efficient distribution of healthy food also means more effective use of natural resources required for sustainable agricultural practices.”

“This program truly demonstrates the power of partnerships, drawing on the strengths of both CSX and The Conservation Fund to identify solutions that serve the communities in which we live and work every day,” said Tori Kaplan, Assistant Vice President, Corporate Social Responsibility, CSX. “Facilitating fresh and healthy food distribution to underserved communities is exemplary of CSX’s core value of right results, right way.”

Grant applications are due by October 1, 2014. To download a grant application and see more information about the program, please visit http://www.conservationfund.org/partner-with-us/corporate-partners/profiles/csx/ or contact Margarita Carey at mcarey@conservationfund.org.

CSX is also working with The Conservation Fund on a program that is improving access to healthy food in five underserved counties in West Virginia – Calhoun, McDowell, Mingo, Roane and Wirt.

CSX has long been a supporter of The Conservation Fund’s work. CSX has helped restore critical habitat 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 that teaches kids about the environment, math, science and economics through real-world freight transportation scenarios.
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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 more than 185 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 small farming towns alike.
CSX is committed to helping communities it serves live healthier, greener, safer lives. The company recognizes the importance for these communities to gain regular access to locally grown, nutrient-rich, fresh food. That’s why CSX is supporting these grants to enable farmers, churches, towns, cities, neighborhoods, and community groups to transport fresh food to people who need it, as part of a healthier lifestyle.

About The Conservation Fund
At The Conservation Fund, we combine a passion for conservation with an entrepreneurial spirit to protect America’s most important lands and waterways for future generations. A hallmark of our work is our deep, unwavering understanding that for conservation solutions to last, they need to make economic sense. We strive to implement strategies that support sustainable economic development, spark cutting-edge conservation and bridge connections between people and the land. Top-ranked, we’re advancing vibrant, healthy communities. www.conservationfund.org

WASHINGTON – The U.S. Department of Transportation’s Federal Motor Carrier Safety Administration (FMCSA) announced today that its waiver program that helps experienced veterans and active duty personnel transition into civilian jobs as commercial truck and bus drivers has been expanded to all 50 states and the District of Columbia.

“Our nation’s veterans deserve good-paying jobs when they return home from serving overseas and we are proud to help,” said U.S. Transportation Secretary Anthony Foxx. “Thousands of active duty service members and veterans have already transferred their skills to jobs driving trucks and buses through the Military Skills Test Waiver Program and we look forward to helping even more now that we’ve expanded to all 50 states.”

On June 27, 2014, Alaska became the 50th state to participate in the FMCSA Military Skills Test Waiver Program. Begun in 2011, the Program grants state licensing agencies, including the District of Columbia, the authority to waive the skills test portion of the commercial driver’s license application for active duty or recently separated veterans who possess at least two years of safe driving experience operating a military truck or bus. Waiving the skills test expedites the civilian commercial drivers licensing application process and reduces expenses for qualified individuals and operating costs to state licensing agencies.

The effort is part of First Lady Michelle Obama’s and Dr. Jill Biden’s Joining Forces initiative http://www.whitehouse.gov/joiningforces to promote expanded employment and career development opportunities for veterans and military spouses.

Today’s announcement also includes two additional expansions of the program.

First, the eligibility period for qualified individuals to obtain an FMCSA Military Skills Test Waiver has been extended from 90 days to one year, nationwide.

Second, commencing with Virginia residents, returning military service personnel who possess a state-issued Skill Performance Evaluation (SPE) certificate http://www.fmcsa.dot.gov/regulations/medical/skill-performance-evaluation-certificate-application-new-driver-application due to a limb impairment will automatically be recognized as equivalent to an FMCSA-issued SPE certificate and allowed to obtain an interstate commercial driver’s license (CDL). FMCSA encourages other state licensing agencies to establish comparable equivalency SPE programs.

“Commercial drivers fulfill a vital role ensuring that America’s economy continually moves forward,” said Federal Motor Carrier Safety Administrator Anne S. Ferro. “Service members who have clocked countless miles safely working behind the wheel of a military vehicle will now have more time and opportunity to find long-term employment in the commercial driving industry. Reducing the burden of finding civilian jobs is one of the best ways we can thank members of our military and their families for their service to our nation.”

From 2010 to 2020, the need for heavy-vehicle drivers is expected to grow by more than 17 percent – faster than the national average for other occupations.

To date, more than 6,000 current and former military personnel – including Reserves, National Guard, and U.S. Coast Guard service members – have taken advantage of FMCSA’s Military Skills Test Waiver Program, which has been conducted in close cooperation with the Department of Transportation, Department of Defense and the American Association of Motor Vehicle Administrators (AAMVA).

Additional information, including a standardized application form accepted in all 50 states and the District of Columbia, is available at: http://www.fmcsa.dot.gov/registration/commercial-drivers-license/military.

CHICAGO, July 22, 2014 — United Airlines today announced the launch of CarbonChoice(SM), a new business tool for corporate cargo customers to easily track and offset the emissions associated with their air freight accounts. Cargo customers with large-scale, regular shipments on United can receive customized emissions reports with simple options to offset their company’s carbon footprint through the airline’s partner, Sustainable Travel International.

United is introducing the business tool to allow cargo customers to more easily incorporate carbon-neutral business practices into their overall corporate strategy.

“United Cargo shippers consistently tell us they’re focused on understanding their company’s environmental impact, and they’ve asked us specifically for a large-scale program like this,” said Jan Krems, United’s vice president of cargo. “CarbonChoice provides our customers the detailed data they need to better achieve their own companies’ sustainability commitments.”

In 2013, United became one of the first airlines to offer an online cargo carbon calculator that customers could use to enter their individual shipment data and track emissions. With CarbonChoice(SM), United now offers cargo shippers hassle-free, customized reports sent directly to each customer on a regular basis. United’s calculation approach recognizes weight, actual flight data related to aircraft type, routes and seasonality, and applies a next-generation CO2 emissions calculation methodology informed by the International Air Transport Association’s recommended practice for airlines to calculate CO2 emissions from freight transport.

United offers one of the most robust carbon offsetting programs in the industry, with specific options for its entire range of customers, including MileagePlus members, individual business and leisure travelers, and now CarbonChoice(SM) extends that to the airline’s cargo account customers.

United partners with Sustainable Travel International to ensure all of the airline’s carbon offset projects have obtained independent third-party verification and are registered with well-respected carbon offset programs.

“Reducing United’s emissions through our fuel efficiency programs and helping our customers offset carbon emissions are some of the best ways United can be an environmentally responsible airline,” said Angela Foster-Rice, United’s managing director of environmental affairs and sustainability.

United’s Commitment to the Environment
United Airlines is committed to leading commercial aviation as an environmentally responsible company by taking actions today that shape an environmentally sustainable future. United was named Air Transport World’s Eco-Airline of the Year Gold Winner (2013) because of its accomplishments in fuel efficiency, responsible waste management, and for its leadership in sustainable alternative aviation fuels. The company in 2013 reduced CO2 emissions by more than 925,000 metric tons and exceeded its goal of reducing fuel consumption by 85 million gallons. United is a leader in the advancement and use of alternative fuels, making history in commercial aviation with its partnership with AltAir Fuels to bring commercial-scale, cost-competitive renewable jet fuel to its Los Angeles hub later this year.

To learn more about redeeming miles for carbon offsets, customers may visit www.united.com/offset-miles.

About United
United Airlines and United Express operate an average of more than 5,200 flights a day to 374 airports across six continents. In 2013, United and United Express operated nearly two million flights carrying 139 million customers. With hubs in Chicago, Denver, Houston, Los Angeles, Newark, San Francisco and Washington, D.C., United operates more than 700 mainline aircraft and, in 2014, will take delivery of 35 new Boeing aircraft, including the 787-9 as the North American launch customer, and will welcome 32 new Embraer 175 aircraft to United Express. The airline is a founding member of Star Alliance, which provides service to 192 countries via 27 member airlines. More than 85,000 United employees reside in every U.S. state and in countries around the world. For more information, visit united.com, follow @United on Twitter or connect on Facebook. The common stock of United’s parent, United Continental Holdings, Inc., is traded on the NYSE under the symbol UAL.

UPS® (NYSE: UPS) today announced it has developed a healthcare-compliant network of Field Stocking Locations (FSLs) to reduce delivery time of medical device shipments and enhance inventory visibility. FSLs are strategically-located facilities designed to support time-sensitive distribution and efficient warehousing of products. UPS’s FSL network helps companies get products to their customers faster while better managing inventory costs, regulatory compliance and end-to-end visibility.

In the U.S., 36 healthcare-capable FSL sites will provide medical device manufacturers access to over 80 percent of U.S. hospital beds within four hours. These facilities will operate under the guidance of UPS’s industry-leading quality assurance and compliance program, feature temperature-controlled or monitored environments and offer same-day delivery services. These features enable medical device manufacturers and their field sales representatives to provide best-in-class service to their customers and better manage their inventories to gain efficiencies.

“Due to an increasingly complex regulatory environment and significant cost pressures, medical device manufacturers are looking to the supply chain to lower costs through inventory reduction and enhanced visibility,” said John Menna, UPS vice president, global healthcare strategy. “Based on our experience in healthcare distribution and utilizing UPS’s industry-leading global FSL network, we have created a tailored inventory management and distribution solution to meet the unique needs of medical device manufacturers.”

This marks the latest in a series of recent expansions to UPS’s healthcare compliant network, which in addition to the 36 FSLs, includes 46 healthcare-dedicated and compliant warehousing and distribution facilities worldwide. UPS healthcare facilities help ensure regulatory compliance, protect high-value and temperature-sensitive products and speed distribution to end providers. UPS healthcare solutions also include a full suite of UPS Temperature True temperature-sensitive transportation and risk mitigation solutions.

UPS’s sophisticated and far-reaching FSL network, which includes more than 950 locations globally, has been in operation since 1995 and is utilized by multiple industries including high-tech, telecommunications, aerospace, industrial, automotive and non-regulated medical device manufacturers.
For more information on UPS’s healthcare logistics expertise and solutions, visit: www.ups.com/healthcare.

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 blog.ups.com. To get UPS news direct, visit pressroom.ups.com/RSS.

LONDON, — With the eagerly awaited holidays just around the corner, Hertz, the world’s leading general use car rental brand, today reveals a scientific formula for the perfect summer road trip. Taking in factors including the number of passengers, destination, and a car’s level of comfort, Dr David Holmes, Leading UK Psychologist and author, has devised the equation to help travellers plan the most enjoyable drive.

According to a national survey conducted by Hertz, 63% of UK population say they choose road trips to enjoy a sense of freedom and adventure. Hertz Fun Collection has been designed for all adventurous types who seek great looks and comfort for their set of wheels.

Survey information used to develop the theory has revealed that 42% of the UK population are more likely than ever to take a holiday by car this year compared to previous years and nearly 46% would like to take to the road to explore new places in the UK. The most popular reasons for taking a road trip included: for a sense of freedom and adventure (63%), cheaper than other forms of transport (46%), being able to pack whatever is desired (34%), and the ability to be spontaneous while on route (28%). Of utmost importance is the comfort of the vehicle, with nearly 80% ranking this as the most vital car-related element of their trip.

Dr Holmes has used findings from the Hertz survey and his professional opinion to devise the model formula to enhance the fun and adventure that a road trip brings. The formula consists of a new experience or destination, involves between two and four passengers of an equal gender mix, a comfortable car, lasts four to six hours, and takes in three or four stops along the way.
According to Dr Holmes, drivers should ensure they have a mix of companions who can take turns behind the wheel so that the whole group can embark on a fun adventure full of discovery, contemplation, and comfort. He adds that unsurprisingly, bright, cheerful weather conditions will also help lend to a positive atmosphere within the car.

Hertz’s scientific formula for the perfect road trip holiday:
Perfect Road Trip Holiday = (A+TD+C) x (F+P) – (G+N+W)
H
(A) = Outgoing personality
(TD) = Proportion of trusted drivers
© = Car-comfort factor
(F) = Freedom factor
(P) = New places to visit
(G) = Gender mix
(N) = Number of travellers
(W) = Weather
(H) = Hours of travel

Dr Holmes said: “While this formula may not account for every eventuality, it should provide the basic guidelines to send you on the road to the perfect sunset. All work and no play will make us all dull boys and girls at any age. Road trips can provide an adult version of the psychological boost that a child gets by simply going out to play, and you may come back with new skills and enduring memories that a package holiday could never provide. Being active and making your own way will give you a psychological boost and you will be happier during and after the holiday.”

Michel Taride, Group President, Hertz International, said: “With the joy of driving back in vogue our Fun Collection of characterful cars is the perfect option for all adventurous types who seek great looks and comfort for their set of wheels. People are choosing to spend more time in the car as part of their holiday and we want to make that aspect even more fun. To provide a holiday hire car that is a little sportier, quirkier, and out of the ordinary, the Hertz Fun Collection includes a range of enjoyable, sparkly soft tops such as the Fiat 500 Cabrio or Citroen DS3 Cabrio; zippy, eye-catching models such as the Smart for Two Cab and VW Beetle; or for longer distances, the super stylish, but no less playful, Audi Q3 and Nissan Juke.”

The average UK resident is likely to travel 323 miles from home, on a journey lasting 5.9 hours and including 2.3 stops along the way. While UK drivers still enjoy the ‘tried and tested’ holiday destinations such as the seaside (52%), countryside (38%) and theme parks (28%), visits to well-known cities (25%) and places off the beaten path (22%) also proved of interest.

The survey also highlighted that the items more likely to be taken on a road trip are snacks (69%), music (61%), sun cream (31%) and a picnic (31%). Respondents admitted that the least likely items to pack include a travel pillow (14%) and audio books (8%).

For further information on how the Hertz Fun Collection can put the fun back into holiday driving visit www.hertz.co.uk
*Survey of 1,000 UK residents over the age of 18 conducted by Censuswide on behalf of Hertz, June 2014

About Hertz
Hertz operates its car rental business through the Hertz, Dollar, Thrifty and Firefly brands from approximately 11,555 corporate and licensee locations in about 145 countries in North America, Europe, Latin America, Asia, Australia, Africa, the Middle East and New Zealand. Hertz is the largest worldwide airport general use car rental brand, operating from approximately 10,090 corporate and licensee locations in approximately 145 countries. Dollar and Thrifty have approximately 1,400 corporate and franchise locations in approximately 75 countries. Hertz is the number one airport car rental brand in the U.S. and at 130 major airports in Europe.

Product and service initiatives such as Hertz Gold Plus Rewards, NeverLost®, Carfirmations, Mobile Wi-Fi and unique vehicles offered through the company’s Adrenaline, Dream, Family, Fun, Green and Prestige Collections also set Hertz apart from the competition. Additionally, Hertz owns the vehicle leasing and fleet management leader Donlen Corporation, operates the Hertz 24/7 hourly car rental business and sells vehicles through its Rent2Buy program. The company also owns a leading North American equipment rental business, Hertz Equipment Rental Corporation, which includes Hertz Entertainment Services. More information about the company can be found at www.abouthertz.com.

About Dr David A Holmes
Dr Holmes is a leading UK Psychologist and familiar face on TV programmes around the world from news and documentaries to chat shows such as Richard and Judy. He is an author of a number of psychology books. His most recent is Abnormal Clinical & Forensic Psychology.

REDMOND, Wash. — Microsoft Corp. today announced a restructuring plan to simplify its organization and align the recently acquired Nokia Devices and Services business with the company’s overall strategy.

These steps will result in the elimination of up to 18,000 positions over the next year. Of the total, about 12,500 professional and factory positions will be eliminated through synergies and strategic alignment of the Nokia Devices and Services business acquired by Microsoft on April 25.

The actions associated with the plan are expected to be substantially complete by Dec. 31, 2014, and fully completed by June 30, 2015.

The company expects to incur pre-tax charges of $1.1 billion to $1.6 billion over the next four quarters, including $750 million to $800 million for severance and related benefit costs, and $350 million to $800 million of asset-related charges.

The plans were outlined in an email from Microsoft CEO Satya Nadella to Microsoft employees, and an email from Microsoft Executive Vice President Stephen Elop to Microsoft Devices Group employees.

From Satya:

Having a clear focus is the start of the journey, not the end. The more difficult steps are creating the organization and culture to bring our ambitions to life. Today I’ll share more on how we’re moving forward. On July 22, during our public earnings call, I’ll share further specifics on where we are focusing our innovation investments.

The first step to building the right organization for our ambitions is to realign our workforce. With this in mind, we will begin to reduce the size of our overall workforce by up to 18,000 jobs in the next year. Of that total, our work toward synergies and strategic alignment on Nokia Devices and Services is expected to account for about 12,500 jobs, comprising both professional and factory workers. We are moving now to start reducing the first 13,000 positions, and the vast majority of employees whose jobs will be eliminated will be notified over the next six months. It’s important to note that while we are eliminating roles in some areas, we are adding roles in certain other strategic areas. My promise to you is that we will go through this process in the most thoughtful and transparent way possible. We will offer severance to all employees impacted by these changes, as well as job transition help in many locations, and everyone can expect to be treated with the respect they deserve for their contributions to this company.

Later today your Senior Leadership Team member will share more on what to expect in your organization. Our workforce reductions are mainly driven by two outcomes: work simplification as well as Nokia Devices and Services integration synergies and strategic alignment.

First, we will simplify the way we work to drive greater accountability, become more agile and move faster. As part of modernizing our engineering processes the expectations we have from each of our disciplines will change. In addition, we plan to have fewer layers of management, both top down and sideways, to accelerate the flow of information and decision making. This includes flattening organizations and increasing the span of control of people managers. In addition, our business processes and support models will be more lean and efficient with greater trust between teams. The overall result of these changes will be more productive, impactful teams across Microsoft. These changes will affect both the Microsoft workforce and our vendor staff. Each organization is starting at different points and moving at different paces.

Second, we are working to integrate the Nokia Devices and Services teams into Microsoft. We will realize the synergies to which we committed when we announced the acquisition last September. The first-party phone portfolio will align to Microsoft’s strategic direction. To win in the higher price tiers, we will focus on breakthrough innovation that expresses and enlivens Microsoft’s digital work and digital life experiences. In addition, we plan to shift select Nokia X product designs to become Lumia products running Windows. This builds on our success in the affordable smartphone space and aligns with our focus on Windows Universal Apps.

From Stephen Elop:

Microsoft’s strategy is focused on productivity and our desire to help people “do more.” As the Microsoft Devices Group, our role is to light up this strategy for people. We are the team creating the hardware that showcases the finest of Microsoft’s digital work and digital life experiences, and we will be the confluence of the best of Microsoft’s applications, operating systems and cloud services.

To align with Microsoft’s strategy, we plan to focus our efforts. Given the wide range of device experiences, we must concentrate on the areas where we can add the most value. The roots of this company and our future are in productivity and helping people get things done. Our fundamental focus – for phones, Surface, for meetings with devices like PPI, Xbox hardware and new areas of innovation — is to build on that strength. While our direction in the majority of our teams is largely unchanging, we have had an opportunity to plan carefully about the alignment of phones within Microsoft as the transferring Nokia team continues with its integration process.

It is particularly important to recognize that the role of phones within Microsoft is different than it was within Nokia. Whereas the hardware business of phones within Nokia was an end unto itself, within Microsoft all our devices are intended to embody the finest of Microsoft’s digital work and digital life experiences, while accruing value to Microsoft’s overall strategy. Our device strategy must reflect Microsoft’s strategy and must be accomplished within an appropriate financial envelope. Therefore, we plan to make some changes.

We will be particularly focused on making the market for Windows Phone. In the near term, we plan to drive Windows Phone volume by targeting the more affordable smartphone segments, which are the fastest growing segments of the market, with Lumia. In addition to the portfolio already planned, we plan to deliver additional lower-cost Lumia devices by shifting select future Nokia X designs and products to Windows Phone devices. We expect to make this shift immediately while continuing to sell and support existing Nokia X products.

To win in the higher price segments, we will focus on delivering great breakthrough products in alignment with major milestones ahead from both the Windows team and the Applications and Services Group. We will ensure that the very best experiences and scenarios from across the company will be showcased on our products. We plan to take advantage of innovation from the Windows team, like Universal Windows Apps, to continue to enrich the Windows application ecosystem. And in the very lowest price ranges, we plan to run our first phones business for maximum efficiency with a smaller team.

We expect these changes to have an impact to our team structure. With our focus, we plan to consolidate the former Smart Devices and Mobile Phones business units into one phone business unit that is responsible for all of our phone efforts. Under the plan, the phone business unit will be led by Jo Harlow with key members from both the Smart Devices and Mobile Phones teams in the management team. This team will be responsible for the success of our Lumia products, the transition of select future Nokia X products to Lumia and for the ongoing operation of the first phone business.

As part of the effort, we plan to select the appropriate business model approach for our sales markets while continuing to offer our products in all markets with a strong focus on maintaining business continuity. We will determine each market approach based on local market dynamics, our ability to profitably deliver local variants, current Lumia momentum and the strategic importance of the market to Microsoft. This will all be balanced with our overall capability to invest.

Our phone engineering efforts are expected to be concentrated in Salo, Finland (for future, high-end Lumia products) and Tampere, Finland (for more affordable devices). We plan to develop the supporting technologies in both locations. We plan to ramp down engineering work in Oulu. While we plan to reduce the engineering in Beijing and San Diego, both sites will continue to have supporting roles, including affordable devices in Beijing and supporting specific US requirements in San Diego. Espoo and Lund are planned to continue to be focused on application software development.

We plan to right-size our manufacturing operations to align to the new strategy and take advantage of integration opportunities. We expect to focus phone production mainly in Hanoi, with some production to continue in Beijing and Dongguan. We plan to shift other Microsoft manufacturing and repair operations to Manaus and Reynosa respectively, and start a phased exit from Komaron, Hungary.

In short, we will focus on driving Lumia volume in the areas where we are already successful today in order to make the market for Windows Phone. With more speed, we will build on our success in the affordable smartphone space with new products offering more differentiation. We’ll focus on acquiring new customers in the markets where Microsoft’s services and products are most concentrated. And, we’ll continue building momentum around applications.

We plan that this would result in an estimated reduction of 12,500 factory direct and professional employees over the next year. These decisions are difficult for the team, and we plan to support departing team members with severance benefits.

More broadly across the Devices team, we will continue our efforts to bring iconic tablets to market in ways that complement our OEM partners, power the next generation of meetings & collaboration devices and thoughtfully expand Windows with new interaction models. With a set of changes already implemented earlier this year in these teams, this means there will be limited change for the Surface, Xbox hardware, PPI/meetings or next generation teams.

We recognize these planned changes are broad and have very difficult implications for many of our team members. We will work to provide as much clarity and information as possible. Today and over the coming weeks leaders across the organization will hold town halls, host information sharing sessions and provide more details on the intranet.

The team transferring from Nokia and the teams that have been part of Microsoft have each experienced a number of remarkable changes these last few years. We operate in a competitive industry that moves rapidly, and change is necessary. As difficult as some of our changes are today, this direction deliberately aligns our work with the cross company efforts that Satya has described in his recent emails. Collectively, the clarity, focus and alignment across the company, and the opportunity to deliver the results of that work into the hands of people, will allow us to increase our success in the future.

This is courtesy of www.microsoft.com

PARSIPPANY, N.J., — Avis Budget Group, Inc. (Nasdaq:CAR) is expanding its presence on social media. The Company today announced that it has launched local Facebook, Foursquare and Google Places pages for each of its Avis Car Rental, Budget Car Rental and Budget Truck Rental facilities in the United States and Canada.

The initiative, the first of this magnitude in the car rental industry, opens the lines of communication with customers on a local level. It allows the brands to proactively target customers with local deals such as one-way offers from a specific facility, promote contests and other special offers and provide customer service support. In addition, it also ensures that Avis, Budget and Budget Truck locations are accurately depicted on Google maps as indicated by a “pin” inserted onto the map for each location.

“Expanding our social media presence to our locations across North America provides our customers with another convenient way to engage with our brands,” said Jeannine Haas, chief marketing officer, North America, Avis Budget Group. “This heightened level of engagement allows us to obtain real-time feedback and insights on our products and services while driving greater loyalty and share of wallet.”

“We are seeing a merging of local searches supplemented by social media feedback,” said Neal Zamore, vice president of consumer marketing, Avis Budget Group. “This initiative leverages this increasing trend and helps our customers find our locations more quickly and accurately — another way we put the customer first.”

To locate a particular Avis, Budget or Budget Truck Rental location in North America on Facebook, Foursquare or Google Maps, search for “Avis Car Rental,” “Budget Car Rental” or “Budget Truck Rental” preceded or followed by the airport name, city or zip code.

About Avis Budget Group
Avis Budget Group, Inc. is a leading global provider of vehicle rental services, both through its Avis and Budget brands, which have more than 10,000 rental locations in approximately 175 countries around the world, and through its Zipcar brand, which is the world’s leading car sharing network, with more than 870,000 members. Avis Budget Group operates most of its car rental offices in North America, Europe and Australia directly, and operates primarily through licensees in other parts of the world. Avis Budget Group has approximately 29,000 employees and is headquartered in Parsippany, N.J. More information is available at www.avisbudgetgroup.com.

A resilient supply chain is the fundamental goal of the majority of enterprises throughout the world. Increased complexity, the pressure to become both more efficient and environmentally friendly, as well as the geographical distances involved in such supply chains all contribute to a greater risk of disruption. Clearly, solutions need to become increasingly innovative to meet the challenge.

Arthur van Gerven from the global logistics service provider, Menlo Logistics, was recently invited to join professors of logistics and other leading authorities from around Europe to address the issue and present Menlo’s view on how solutions can be created. The TRA 2014 Conference, of which Van Gerven’s session formed a part, was organized by the LOG4GREEN cooperation. This initiative aims at awareness raising and strengthening the competitiveness in Europe’s logistics sector.

Van Gerven started from the premise that 4PL or lead logistics provision benefits supply chain resilience by avoiding the causes of disruption or by better adapting to its consequences. “The over-sight provided by a 4PL operator will improve performance in four criteria, which are key to the resilience of any supply chain,” explained van Gerven. “The model provides flexibility to achieve rapid reaction to circumstances; predictability in order to maximize optimization and both cost and carbon efficiency, which promote business and environmental sustainability.”

Out-sourcing to a 3PL service provider goes some way to managing the results of supply chain disruption whether created by a major disaster capable of paralyzing a complete production process or more minor localized events such as traffic congestion or labor disputes. However, a 4PL approach, over-seeing all out-sourced logistics suppliers allows for the identification also of more systematic, process-driven inefficiencies. A good 4PL is capable of designing solutions to reinforce any complex supply chain.

Menlo’s approach, as described by van Gerven in the real-life context of a retail sportswear customer, revolves around the technique of Value Stream Mapping. This is part of the Lean methodology and has as its primary goals the elimination of waste and creating a road map for continuous improvement.

As a result of employing this philosophy, resilience is built into the supply chain performance. Measurement of asset leverage and process efficiency as well as emission target achievement is continuous and the ability to resist disruption is constantly reviewed. Disaster recovery and contingency planning can then also take place with the confidence that a robust yet flexible supply chain is already in operation.

In concluding, van Gerven also underlined a further benefit of the 4PL’s adaptability. “Resilience is also enhanced by the ability of shippers and their 4PL’s to collaborate in reducing supply chain waste and emissions and therefore improve sustainability through the joint utilization of assets and sharing of resources. This is a vital consideration in the future success of minimizing supply chain disruption,” he said.

About Menlo Logistics Europe
In Europe, Menlo Logistics maintains seventeen dedicated and multi-client logistics centres located in the Netherlands, Belgium, Czech Republic, Germany and the United Kingdom. This warehouse network can serve as pan-European distribution solution using one or several facilities. Supply chain and transport management solutions as well as 3PL, warehousing and distribution services are offered to a variety of vertical industry sectors including: fashion and apparel; healthcare and medical equipment; hi-tech electronic; oil and gas and data network equipment; automotive; defense and government services and retail e-fulfillment. The European headquarters is at the multi-client Amsterdam Distribution Centre in the Netherlands. www.menloworldwide.com/europe

Follow Menlo on Twitter: https://twitter.com/MenloLogistics

About Menlo Logistics
Menlo Logistics, LLC, is a US$1.6 billion global provider of logistics, transportation management and supply chain services with operations in five continents, including North America. As a third-party logistics provider, San Francisco, California-based Menlo Logistics’ services range from dedicated contract logistics to warehouse and distribution management, transportation management, supply chain reengineering and other value-added services including packaging, kitting, order fulfillment and light assembly through a strategic network of multi-client and dedicated facilities.

With nearly 20 million square feet of dedicated warehouse space in North America, the Asia Pacific, Europe and Latin America, and industry-leading technologies, Menlo Logistics creates effective, integrated solutions for the transportation and distribution needs of leading businesses around the world. Menlo Logistics, LLC, is a subsidiary of Con-way Inc. (NYSE:CNW), a $5.5 billion diversified freight transportation and logistics company.

WASHINGTON – The U.S. Department of Transportation’s Federal Railroad Administration (FRA) today issued a Record of Decision (ROD) for the 114-mile Fresno to Bakersfield Section of the California High-Speed Train System. The ROD is the last step in the National Environmental Policy Act process and clears the way to break ground on the project.

“This represents a major step forward, both for the State of California and for High Performance rail in the U.S.,” said U.S. Transportation Secretary Anthony Foxx. “It will create jobs, provide travelers with new options, and improve connectivity up and down the West Coast. This project is an important example of our commitment to investing in modernizing our rail infrastructure to meet growing market demand.”

The California High-Speed Train System will provide a reliable high-speed electric-powered train system that links the major metropolitan areas of California, delivering predictable and consistent travel times that are competitive with air and highway travel. It will also provide connectivity to commercial airports, mass transit systems, and the highway network; and help alleviate capacity constraints of the existing transportation system as increases in intercity travel demand in California occur, in a manner sensitive to and protective of California’s unique natural resources.

In its ROD, the FRA selects the preferred alternative outlined in its Final Environmental Impact Statement (FEIS), which was issued earlier this year. The preferred alternative is comprised of the alignment alternative adjacent to the BNSF Railway bypasses of Corcoran, the Allensworth area, and the Bakersfield Hybrid alternative. The preferred alternative includes a Downtown Fresno Station, a Kings/Tulare regional station, and a downtown Bakersfield station. FRA selected this combination of route alignments because they are more compatible with the long-range development planning goals of the region, and will result in fewer potential impacts on wetlands and special-status species habitat. The alignment will also reduce displacements and result in fewer impacts to religious facilities when compared to the other alignment alternatives.

FRA’s decision reflects the balancing of multiple considerations including environmental, technical, economic, operational, as well as community and stakeholder input. Between March 2007 and March 2014, more than 900 meetings in the Project area were held as part of the California High Speed Rail Authority (Authority) and FRA’s outreach efforts. The public summited more than 2200 written comment letters and verbal comments at public hearings in response to the 2011 Draft EIR/EIS and the 2012 Revised Draft EIR/Supplemental Draft EIS. The ROD also includes a Mitigation Monitoring and Enforcement Plan that describes measures the Authority must implement as part of the project to reduce, avoid, and minimize potential adverse environmental impacts.

“This ROD represents a major milestone in the planning process, which included a rigorous analysis that thoroughly incorporated public input to recommend these routes,” said FRA Administrator Joseph C. Szabo. “Public feedback is an essential component of the environmental review process and we relied upon it heavily while conducting this review.”

DOT’s historic investment in the California High Speed Train System through funding in the American Recovery and Reinvestment Act (ARRA) reflects the importance of investing in the modernization of our nation’s rail system.

The GROW AMERICA Act, or Generating Renewal, Opportunity, and Work with Accelerated Mobility, Efficiency, and Rebuilding of Infrastructure and Communities throughout America Act, will further advance this goal by providing for predictable, dedicated investments that enhance safety and modernize our rail infrastructure to meet growing market demand, while promoting innovation and ensuring transparency and accountability. The Act will invest $19 billion over four years to improve rail safety and invest in a National High-Performance Rail System, as states and local communities need the certainty of sustained funding to make the transportation investments necessary to improve our infrastructure and support our economic growth.

A copy of the ROD can be found here.

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.

A highly respected consulting firm, Woodrooffe Dynamics LLC, was commissioned to do a comparative performance evaluation of 33′ doubles compared to 28′ doubles. The study included computer simulations of the double 33’s. No significant safety concerns were identified. With respect to several parameters, the 33′ configuration improved handling and stability.

Pavement and Bridge Damage Reduced
While not increasing the maximum permitted weight, the HR-7 provision would result in 16% more cubic capacity in each set of doubles. The primary users of doubles are package companies and less-than-truckload companies. Since these operators typically fill the trailers with freight that weighs significantly less than the 80,000 lb. maximum, they will be able to utilize fully the additional cubic capacity. This will reduce the number of truck trips accordingly, with a commensurate reduction in pavement wear. Because the double 33’s spread the weight of the truck out, there should be a positive impact on some bridges.

Congestion Reduced
The American Trucking Association estimates that trucks will haul 30% more freight in just ten years. The increased cubic capacity of double 33’s will reduce the number of additional trucks on our roads required to carry this substantial increase in freight.

Emissions Reduced
16% more cubic capacity means an equivalent reduction in overall fuel burned by doubles and the related emissions.

International Competition and Productivity
Other nations, such as Canada, allow for longer truck combinations that in turn allow them to be more productive. In order for the U. S. to remain competitive, we need to be on a level playing field.

Additionally, the increased productivity of double 33’s will reduce the cost of freight transportation. Trucking is an intensely competitive business, which means shippers and ultimately consumers benefit from improved productivity.

Supporters
American Trucking Association, National Association of Manufacturers, NIT League, FedEx, UPS, AAA Cooper Transportation, ABF Freight System, Inc. (ABF), Con-Way Inc., Estes Express Lines, Volvo Trucks North America and YRC Worldwide.

WASHINGTON – The final ring of school bells across America means kids are ready for summer fun with family car trips, bike rides with friends and playing on neighborhood streets. With millions of children out of school, the U.S. Department of Transportation’s National Highway Traffic Safety Administration (NHTSA) is reminding everyone about safety tips to keep kids and everyone else safe this time of year.

“The Department of Transportation wants to make sure children, young people, and their families have wonderful summer experiences and memories, so we are reminding everyone of the simple tips that will help keep them safe,” said U.S. Transportation Secretary Anthony Foxx. “Whether in the car, riding a bike or walking down the street, they can help prevent thousands of needless deaths and injuries.”

“Summertime is when we should all be more aware of the deadly danger of heatstroke and to never, ever leave a child alone in a vehicle,” added NHTSA Acting Administrator David Friedman. “Even on a mild summer day, the temperatures in a vehicle can rise rapidly to levels high enough to kill a child left in a car, even if the windows are left cracked.”

To prevent deaths and injuries, NHTSA offers the following safety tips:

Heatstroke
Never leave a child alone in a car.
Look before you lock: Make a habit of looking in the vehicle – front and back – before locking the door and walking away.
Remember your precious cargo: Do things that serve as a reminder that a child is in the vehicle, such as placing a phone, purse or briefcase in the back seat to ensure no child is accidentally left in the vehicle, or writing a note to indicate a child is in the car seat.
Act to save a child’s life: If you see a child alone in a vehicle on a warm day, immediately call 911.
A child in distress due to heat should be removed from the vehicle as quickly as possible and rapidly cooled.
Teach children that a vehicle is not a play area, lock car doors and store keys out of a child’s reach.
Pedestrian Safety
When crossing the street, look left-right-left for cars; do not cross if a car is coming; and use a cross walk if they are available.
Teach children to walk, not run, across the street.
Children should cross only with an adult or an older, responsible child.
Teach children to avoid running out from between parked cars.
Use sidewalks whenever possible and, if there is none, walk facing traffic.
Always hold your child’s hand near any moving or parked vehicles.
Bicycle Safety
Always wear a proper fitting helmet and make sure to buckle the chin strap.
Ride on bike paths or on the sidewalk.
If you ride along streets make sure they have low traffic volume and lower speeds.
Always ride in the same direction as traffic, and stop at all stop signs and signals.
Never use headphones or cell phones while riding.
Helmet Safety
An appropriate helmet must be worn whenever a child is “on wheels.” This means bicycles, scooters, skates, rollerblades, skateboards, and more.
Motorcycle helmets save lives, never ride without one.
Driver Safety
Parents should lead by example; have everyone buckle up, every seat, every trip, every time.
Children should always ride in the back seat, secured in a properly installed child safety seat, booster seat or seat belt, appropriate for their height or weight.
Always walk around your vehicle before you get in it and back out of a driveway or parking spot, and check blind spots for children or adults.
Be especially attentive around neighborhoods where children are active.
Be on the lookout for pedestrians, and stop at crosswalks or where pedestrians are crossing.
Be courteous to bicyclists and motorcycle riders. Give full width of a lane at all times.
Always check mirrors and signal when changing lanes or merging with traffic.
Obey traffic lights, signs and posted speed limits.
Never walk, bike or drive impaired or distracted. Focus on the road always.
Road users and everyone needs to share the responsibility of keeping children safe this summer and throughout the year.

For children car seat information and more safety tips, visit Parents Central
Learn more about NHTSA’s “Where’s Baby? Look Before You Lock.” campaign

This is courtesy of www.nhtsa.gov

JACKSONVILLE, Fla. – CSX Corporation (NYSE: CSX) today unveiled its Corporate Social Responsibility (CSR) Report, showing continued progress in 2013 on the company’s safety, environmental and community engagement initiatives. The full report – accessible on www.CSXCSR.com – details the company’s financial performance and offers a comprehensive look at the markets CSX serves as well as progress related to sustainability, governance, corporate citizenship, and other initiatives.

“Corporate Social Responsibility is at the core of CSX’s identity and helps drive our business success,” said Michael J. Ward, chairman, president and chief executive officer. “Our CSR performance is fundamental to our vision to be the safest, most progressive North American railroad, relentless in the pursuit of customer and employee excellence. This report reflects our commitment to maintain transparency and accountability to our customers, employees, shareholders and the communities we serve.”

The fourth edition of the company’s CSR report highlights key accomplishments in 2013, including:
Remained the nation’s safest railroad, with the lowest rates of employee injuries;
Achieved the company’s most fuel efficient year ever – CSX can move a ton of freight 470 miles on a single gallon of fuel;
Progressed toward our goal to reduce the company’s greenhouse gas emissions intensity between 6 and 8 percent from 2011 levels by 2020;
Hired more than 2,300 employees, about 30 percent of whom are military veterans;
Collaborated with customers to develop 121 new or expanded facilities on the network, representing $3 billion in customer investments and more than 1,600 new job opportunities;
Provided more than $16 million in corporate giving to communities;
Logged more than 25,000 hours of employee volunteer time;
Partnered with national and local organizations, including City Year, Future Farmers of America, American Red Cross, Alliance for Community Trees, Action For Healthy Kids, The Nature Conservancy, National Safe Place and Dignity U Wear.

Invested $2.3 billion back into its 21,000 mile network toward maintaining and improving its existing infrastructure and to position itself for long-term growth through expanding network and terminal capacity.
CSX’s 2013 CSR report was prepared in accordance with the Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines. GRI is a globally recognized reporting framework for environmental, social and governance performance. The content and direction of the report was informed, in part, by the issues considered most material to the company’s stakeholders including employees, customers, investors, community and NGO partners, regulators and suppliers.

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 more than 185 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 small farming towns alike. More information about CSX Corporation and its subsidiaries is available at www.csx.com.


NASA technology makes deep space travel happen, but it also improves long distance travel here on Earth.Actor, creator, producer and writer Seth Green talks about how there is more space in your life than you might think in a new video released on the agency’s website, NASA TV and YouTube channel.