Our COVID-19 Response

The safety of our customers and employees is not just a priority at Amtrak — it’s a necessity. When the COVID-19 pandemic reached the United States, we were unsure of the future, but we knew public safety was our number one focus.

We knew that we could not continue to operate safely without the dedication of our frontline employees who are essential to our train service. We are humbled and grateful to the thousands of men and women who keep our trains running smoothly during this difficult time, showing that we are all, indeed, in this together.

From the beginning, Amtrak relied upon the Centers for Disease Control (CDC) to ascertain public health protocols best suited to protecting our workforce and customers. We instituted contactless boarding, mask mandates, enhanced cleaning practices, and cashless travel. We implemented social distancing measures, and we limited bookings on reserved trains to allow for physical distancing. These standards continue in the face of the ongoing pandemic, with support from the federal government, which now mandates masks on all forms of transportation. A year later, the technological innovations we implemented in response to public and employee health and safety concerns are allowing us to remain one of the safest, cleanest inter-city transportation options.

As many employees work remotely, we’ve worked hard to bring camaraderie and teamwork into the safety of our homes through regular town hall events led by our leadership team and maintaining consistent communications across varying internal channels. Clear and accurate information is critical to decision-making — we’ve shared over 250 COVID-19 related emails, newsletters, and posts regarding safety measures, work from home guidance, mental wellness tips, and important information to keep our employees knowledgeable and up to date.

Our dedication to the safety of our employees and customers has enabled us to continuously provide intercity rail transportation across America. For the latest safety measures at Amtrak, visit Amtrak.com/coronavirus.

Amtrak Celebrates a Half-Century of Service

In 1971, when the first passenger train operated by the new National Railroad Passenger Corporation (Amtrak) left the station, no one could imagine what lay ahead. Amtrak faced a formidable set of challenges: equipment was aging and in the face of competition from highways and air travel, ridership had declined.

Knitting together one integrated, national rail system from 20 disparate railroads wasn’t easy, but the people of Amtrak got to work creating an organizational framework, hiring and training employees, upgrading its fleet, improving stations and maintenance facilities acquired from predecessor railroads, creating a national reservations system, enhancing customer service and introducing new amenities to attract customers onboard its trains.

Today, Amtrak operates a national system connecting more than 500 destinations in 46 states, the District of Columbia and three Canadian provinces, on more than 21,400 network route miles. As the nation’s only high-speed intercity passenger rail provider, Amtrak has partnered with 17 states through 20 agencies to provide train service across America.

Amtrak’s bold vision for the next 50 years includes investing in innovative equipment and new technologies, protecting vital rail infrastructure from climate change, reducing greenhouse gas emissions, and expanding access to new communities. As Amtrak puts this vision into action, social equity, sustainability, and climate resilience are shaping the future of Amtrak’s business. At the heart of Amtrak, there have always been great people, people who believe in the power of staying connected to faraway places, to our history, to what’s next and to each other.

That’s why the future rides with us.

Moynihan Station, New York City

On January 1, 2021, the doors of Daniel Patrick Moynihan Train Hall officially opened to the public after nearly three decades of planning and collaboration among Amtrak, the state of New York, private developers, and public partners. Located in the heart of Manhattan, adjacent to New York Penn Station, this $1.6B transit hub exemplifies a vision of the future of rail transportation and adaptive reuse.

Sustainability was a focal point of the project and the design team is currently pursuing the Leadership in Energy and Environmental Design (LEED) Transit certification for its sustainable design and construction. When customers come up to the main concourse, they’re welcomed by natural light and spacious rooms with 92-foot ceilings and overhead parabolic skylights, created by reusing the building’s steel trusses. LED lights are used on the train information displays lining the wall and the escalators are equipped with smart features, including heaters to ensure reliability during cold weather and a “sleep mode” that will save energy and increase durability. The entire project was based on restoring and upgrading an historic building to be reused as a durable, modernized transit center which will serve our customers proudly.

Contributing to the welcoming atmosphere is beautiful artwork curated by local New York artists that line the walls and ceilings of the station. Magnificent pieces liven up the modern space, enhancing the experience for travelers and encouraging appreciation for various forms of expression. The ceiling at West 33rd Street depicts young Black New Yorkers breakdancing while 30,000 pounds of futuristic skyscrapers hang upside down from the West 31st Street entrance. The station serves both Amtrak and Long Island Rail Road passengers, who can enjoy the open space, natural light, and general grandeur as part of their travel experience.

“The opening of the Moynihan Train Hall on January 1, 2021 was the result of incredible perseverance by the team in the face of a global pandemic. What an honor to present this beautifully repurposed space, including all its natural light, to our customers and the City of New York.” Celia Pfleckl, Senior Director of Program Management, Amtrak

The future of rail is now. It’s collaborating with various partners, reusing and optimizing existing infrastructure, and preparing our urban centers for the modal shift away from planes and cars to trains.

Diversity, Inclusion and Belonging

Since the pandemic, we’ve seen the Asian American community endure an epidemic of hate as incidents have intensified resulting from rhetoric and bias. As we continue to Stop Asian Hate, we must also commit ourselves to stand with our Asian American colleagues and friends. Simultaneously, protesting the treatment of people of color and calling out systemic racism and police brutality, the Black Lives Matter movement sent waves across the nation last year. We must act as allies and amplify their stories and struggles. There is no room for hate or prejudice in our society, our communities or at Amtrak.

The civil rights movement has brought about critical conversations about the disparities in treatment and equal representation. All of us have been called upon to self-examine, take accountability and practice allyship to create an environment of diversity, inclusion, and belonging. Making progress requires all of us to promote actions that are unbiased and just. Here at Amtrak, we want to do what we can to create change, not just for the communities we serve, but for our employees and workplace culture. In this time of reckoning, Amtrak chose to reflect on its own policies and practices, adapting and learning from employees and customers how to best create an open environment for all individuals.

In 2020, we released our first Diversity Report, which provides transparency into the workplace demographics at Amtrak, and took responsibility to ensure a diversified, resolute workforce. To create pathways of belonging, deliberate actions must be taken to ensure change is brought about in a sustainable manner. We don’t have all the answers, but we do know we will get through this, together. Our DI&B mission statement, as stated in the Report, is “to become the preferred, safest provider of intercity passenger transportation in the country by building upon and leveraging our diversity, fostering inclusion and creating a workplace that produces ‘a sense of community’ for all employees.” We intend to keep learning and bettering ourselves, until we accomplish just that.

“We are cultivating a culture of inclusion that will ultimately foster a sense of belonging. We have made tremendous progress and established a strong foundation for the future.” Benjamin Sims, VP of Diversity, Inclusion and Belonging

To meet our GOALS, we define

• Diversity as how we look and thinkcollectively.
• Inclusion as the deliberate act of making sure people with different experiences and backgrounds are included in groups, structures, teams and activities.
• Belonging as the ultimate outcome of diversity and inclusion. A sense of belonging is what we want our people to feel when they work at Amtrak. It is the sense that employees are valued and that they contribute and make a difference.

To PROGRESS on this path, we

• Held 20+ group conversations with employees focused on race and the workplace.
• Assigned “Introduction to Bias” and “Introduction to Diversity Awareness” courses to all Amtrak agreement and nonagreement employees.
• Implemented Recruiting Guidelines to ensure our recruitment strategy supports a diversified workforce.
• Further incorporated Diversity, Inclusion and Belonging into our policies and practices.

Food Finders

In 2019, 10% of Americans faced some level of food insecurity, not knowing where or when they would have their next meal and more than 35 million Americans struggled with hunger. In a study by the Los Angeles Food Policy Council, 30% of Los Angelenos struggled for consistent access to food. To address this chronic problem, work is underway to rescue surplus food from waste to get it into the hands of those who need it to stave off hunger.

Amtrak’s largest West Coast train yard is in the heart of downtown Los Angeles. Operations at this facility include food storage and preparation for our long-distance trains. For years, the Los Angeles Amtrak environmental and food service teams have maintained strong partnerships with local food banks and shelters to donate surplus food to those facing food insecurity and hunger while preventing food from going to landfills. In early 2020, Amtrak prepared for the uptick in spring break travelers by stocking packaged goods and perishable items. Once impacts from COVID-19 directly affected Amtrak operations and reduced train schedules, the perishable food in our facilities was at risk of becoming waste. Our Los Angeles teams immediately called their local food rescue partner, Food Finders, to collect perishable items, linens, and towels.

“Our participants are thrilled when we have the sandwiches, the salads, the fruit, and the snack packs from Amtrak. We have had several events and were able to utilize the paper goods as well, which saved us financially not having to purchase paper goods.” Gwynn Browne, Food Finders

Food Finders is a 501c3 non-profit organization started in 1989 that serves Southern California, including L.A. County, and acts a resource for businesses like grocery stores, farms, and corporate kitchens, including Amtrak, that donate surplus meat, dairy, produce, and packaged goods. The food is then distributed free-of-charge to its network of 400 nonprofit partners, which includes food pantries, shelters, community centers and more. Connecting donations to the community closest to the product gets the food to those who need it faster and reduces Food Finders’ operational emissions in a region known for traffic. In their 31 years of community service, Food Finders has rescued 178,000,000 pounds of food. In 2020, Amtrak contributed 85,000 pounds to the local Los Angeles community through this valuable network of “angels”. This is one of nine food donation programs Amtrak supports in several major metropolitan areas.

Climate Resilience Planning

According to the National Oceanic and Atmospheric Administration (NOAA), 2020 was the sixth year in a row that saw more than ten $1 billion storms in the U.S. NASA also reported the last decade (2010-2019) was the hottest in recorded history. In fact, July 2020 was the hottest month on record in the Northern hemisphere and the second hottest month on record for the planet. A changing climate is resulting in more frequent, damaging, and severe weather events like wildfires, hurricanes, and heat waves — putting our communities, economies, and ecosystems under stress.

As an essential service, Amtrak must operate safely in various conditions like snow, heavy rain, and extreme heat and cold. During and after heavy precipitation events, we’re seeing overwhelmed culverts, inundated sections of track and electric substations, erosion, and mud slides. Conditions are further exacerbated by upstream development and swollen streams and tributaries adjacent to Amtrak’s rail. Based on a recent weather data and revenue analysis, since 2006, Amtrak lost over $127M in revenue due to named storms and severe weather disruptions, with a projected loss (based on historic costs) of an additional $220M by 2030. Based on predicted storm surge and flood maps, if we continue business as usual, we are exposed to increasing operational, financial, and reputational risks.

Recognizing that our changing climate is adversely affecting our operations now and will continue to do so at an increasing rate, Amtrak began investigating our climate-related risks. Over the last five years, we made substantial progress in greenhouse gas emission reductions, updated engineering design standards, began work on a Climate Resilience Strategic Plan, and expanded the involvement of multiple departments in this work. Starting in FY20, we outlined the vision for a comprehensive strategic plan to pull together resiliency work already underway and set goals for the future. The main objectives of the Climate Resilience Strategic Plan are to better understand our current business practices, available data, vulnerabilities, and climate risks. As we identify goals and objectives for ensuring resiliency in our in our supply chain, operations and infrastructure, we will establish priorities and metrics to track progress.

The strategic plan will outline where and how we can best absorb external disturbances, maintain the core mission and functions of Amtrak, and safely recover to previous or improved conditions. What we are undertaking requires involvement across all departments and collaboration with state and federal partners, host railroads, climate experts, scientists, transit agencies, and other stakeholders.

Instead of creating a standalone climate program, we’re working to integrate assessments, actions, policies, and amended business practices across departments. The first phase of the strategic plan focuses on the Northeast Corridor with future phases dedicated to the National Network. Look for updates as we set forth our action-oriented plan on Amtrak.com/Sustainability.

Washington Union Station Outreach Services

With an annual ridership of just under 5 million, with approximately 85-90 trains departing the station daily, Amtrak’s second-busiest station, Washington Union Station, is a major transportation hub and leisure destination located in Washington, DC.

The station hosts 3 levels of shopping and dining and a 4-level parking garage, and is visited by over 40 million people each year. In addition to Amtrak, the terminal is served by METRO, and the MARC and VRE. It is the main bus terminal of Washington, DC as well as a drop off and pick up center for many DC tour bus operators.

Like most major transportation facilities that are open to the public, Washington Union Station sees individuals experiencing a range of social and economic vulnerabilities.

In FY20, Amtrak’s Police Department and the Washington Union Station property owner developed a program to provide targeted outreach and services by engaging a social services specialist to help with:

• accessing community resources, such as transitional and rapid re-housing,
• encouraging movement into permanent supportive housing;
• accessing reunification, employment and other community resources;
• identifying and communicating healthcare opportunities and providing referral and transportation as needed; and
• escorting participants to appointments and services.

This pilot program was so successful in its first year that Amtrak is expanding the Outreach Services model to other major stations, including New York Penn Station.

Composite Ties

Crossties are a critical material for every railroad. They are an integral piece of track construction as they hold the rails together and provide a stable foundation for train operations and smooth rides for our customers. Like all railroads, Amtrak has a crosstie maintenance program and we’ve begun replacing creosote-treated wood ties with composite ties in New Orleans, LA and Sanford, FL, and expanding to Hialeah, FL and Philadelphia, PA later this year.

Crossties—manufactured from creosote-treated wood, concrete or composite materials—are subject to rigorous testing and manufacturing requirements to perform under high and low speeds, varying humidity levels, extreme temperatures, and daily exposure to ultraviolet light. Some composite ties are manufactured from 200 lbs. of 100% post-industrial and post-consumer plastic, reinforced with glass fiber. The plastics are supplied through municipal and city recycling programs, which support domestic jobs and the recycling economy. They are absent of harmful chemicals. They resist rot, water, and pests; and after 50+ years of use, these composite ties can be recycled again and again. This kind of material innovation is part of Amtrak’s work to protect our shared natural resources and ecosystems using new materials and responsible design.

Historically, creosote-treated wood ties were commonly used, especially when timber from trees that grew up over hundreds of years, known as old growth hardwood, were widely available. Currently however, the supply chain for hardwoods has changed, as timber from trees that have grown rapidly become readily available. The change from old growth hardwood to new growth hardwood resulted in softer, less dense ties from fast-growing timber harvested in the southern United States. The lifespan of less dense creosote-treated ties is shorter and requires replacement sooner, thus adding more cost to material, labor, and disposal.

In addition to wood tie quality issues, their end of life disposal has become more challenging. Once the wood crossties are removed, they must be managed responsibly through recycling, incineration, or landfill disposal. Fewer facilities accept creosote-treated ties, making all disposal options more difficult. Recently, state regulations have begun limiting the presence of creosote-treated materials near marine life to protect water quality and marine ecosystems. As hardwood quality declines, costs increase, and regulations change—innovation has emerged as a viable solution. Amtrak is proud to integrate innovation into our supply chain and rail tie maintenance program by expanding a pilot composit tie program across a greater range of our network operations.