While we plan, grow and manage the fastest-growing transportation system in the nation, sustainability remains at the forefront of our decision-making. Our definition of sustainability is holistic – accounting for environmental, social and economic considerations, while also prioritizing community resilience and equity. Our Moving Beyond Sustainability (MBS) strategic plan is the manifestation of our commitment to sustainability, outlining a comprehensive sustainability strategy for the next 10 years – and beyond. -- This dashboard communicates progress on measurable targets and timebound performance metrics across the seven overarching categories of MBS. Per the plan, we have committed to formally reporting out our progress on the targets, strategies and actions laid out in MBS every two years. This year constitutes the first formal report on our progress toward achieving the MBS targets, covering our performance in calendar years 2019 and 2020. -- The dashboard also communicates annual performance on a set of industry-standard sustainability metrics required via the American Public Transportation Association (APTA) Sustainability Commitment. As a founding signatory, we report on normalized performance metrics covering the areas of operational efficiency, air quality, climate, energy, waste and water. -- Sustainability reporting provides crucial data to inform our decision-making, helping us identify opportunities to implement meaningful programs and projects that increase access to opportunity, reduce disparities, foster vibrant communities, improve public health, drive economic development and improve the quality of life for all. This year marks the 13th year of Metro's annual sustainability reporting, and this Sustainability Performance dashboard serves as an update to over a decade of reporting through Metro's Energy and Resource Reports. This data-forward, highly adaptive and responsive reporting environment provides our patrons, stakeholders and the general public with a clear, interactive and accessible view of our performance and progress. -- We invite you to explore this dashboard and to join us as we work to build a more sustainable, resilient and prosperous LA County. --
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Overview

While we plan, grow and manage the fastest-growing transportation system in the nation, sustainability remains at the forefront of our decision-making. Our definition of sustainability is holistic – accounting for environmental, social and economic considerations, while also prioritizing community resilience and equity. Our Moving Beyond Sustainability (MBS) strategic plan is the manifestation of our commitment to sustainability, outlining a comprehensive sustainability strategy for the next 10 years – and beyond.

This dashboard communicates progress on measurable targets and timebound performance metrics across the seven overarching categories of MBS. Per the plan, we have committed to formally reporting out our progress on the targets, strategies and actions laid out in MBS every two years. This year constitutes the first formal report on our progress toward achieving the MBS targets, covering our performance in calendar years 2019 and 2020.

The dashboard also communicates annual performance on a set of industry-standard sustainability metrics required via the American Public Transportation Association (APTA) Sustainability Commitment. As a founding signatory, we report on normalized performance metrics covering the areas of operational efficiency, air quality, climate, energy, waste and water.

Sustainability reporting provides crucial data to inform our decision-making, helping us identify opportunities to implement meaningful programs and projects that increase access to opportunity, reduce disparities, foster vibrant communities, improve public health, drive economic development and improve the quality of life for all. This year marks the 13th year of Metro's annual sustainability reporting, and this Sustainability Performance dashboard serves as an update to over a decade of reporting through Metro's Energy and Resource Reports. This data-forward, highly adaptive and responsive reporting environment provides our patrons, stakeholders and the general public with a clear, interactive and accessible view of our performance and progress.

We invite you to explore this dashboard and to join us as we work to build a more sustainable, resilient and prosperous LA County.

Message from Cris Liban,
Chief Sustainability Officer

alt text will be provided

Sustainability is more relevant than ever and continues to be a core value at Metro. It is a steadfast pillar of our transportation system and woven into the fabric of everything we build and do. In addition to offering LA more sustainable transportation choices, Metro has made substantial operational improvements over the last seven years. We have cut water consumption by 46% and increased our landfill diversion rate to 44%. Sustainability is now the expectation, and this moment demands that we proceed with bolder endeavors. We refuse to stop moving.

Moving Beyond Sustainability is our call to action. We are creating sustainable transportation solutions in LA County to advance regional prosperity and equity. This plan does more than set ambitious goals – we are extending our hand to all Angelenos to help us transcend the conventional and the expected. Together, we will do more than what is merely sustainable – we will leverage the transportation system so we can be more innovative, sustainable and increase access to opportunity for everyone.

When Metro first undertook the development of this plan, the world was a different place. Amidst the challenges presented by COVID-19, our commitment to sustainability does not waver. The role of this plan remains paramount as we advance toward recovery and a more resilient future. We hope you will join the movement to make this vision a reality.

How to Navigate This Section

  • MBS performance is broken out into seven category pages covering target performance and program highlights. These pages can be accessed through the navigation menu at the top of each page by clicking on the "hamburger" stack underneath the Metro logo.
  • Program Highlights on the left-hand side of category pages feature multiple story narratives. You can sift through the highlights by clicking on the numerical buttons just above the narratives.
  • Target Performance is available on the right-hand side, providing both narrative description and visual accompaniments (e.g., graphs, diagrams). Each target is contained within an accordion-like section that can be expanded by clicking on the arrows adjacent to targets.

Moving Beyond Sustainability (MBS)
2020 Performance Summary

MBS Category Target Performance
Water Quality and Conservation
  1. 1. Reduce potable water use by 22% from the 2030 Business as Usual scenario.
    22.8% Reduction from 2020 BAU
  2. 2. Increase runoff infiltration and capture capacity for stormwater by 15% from 2020 baseline levels.
    Baseline in Development
Solid Waste
  1. 1. Reduce annual operational solid waste disposal 24% from 2030 Business as Usual scenario.
    15.1% Reduction from 2020 BAU
  2. 2. Achieve 50% landfill diversion rate for operational waste.
    44.6% Diversion from Landfill
  3. 3. Achieve 85% construction landfill diversion rate.
    98.7% Diversion from Landfill
Materials, Construction and Operations
  1. 1. Achieve LEED Silver certification for all new facilities over 10,000 square feet, and achieve Envision certification where LEED is not applicable.
    12 LEED Silver and Gold certifications achieved and 4 in progress as of 2020
  2. 2. Design and build 100% of capital projects to CALGreen Tier 2 standards.
    14 projects participating in Engagement Team process in pursuit of CALGreen Tier 2
  3. 3. Complete Sustainable Acquisition Program training implementation and develop 2030 program targets for annual sustainable acquisition spend by 2022.
    Agency-wide training in development as of 2020
Energy Resource Management
  1. 1. Reduce energy consumption by 17% at facilities from the 2030 Business as Usual scenario.
    12.3% Reduction from 2020 BAU
  2. 2. Increase onsite renewable energy generation to 7.5 MW
    2.6 MW Onsite Renewable Capacity (No Change)
Emissions and Pollution Control
  1. 1. Displace 903,000 MTCO2e annually.
    742,229 MTCO2e Displaced
  2. 2. Reduce total GHG emissions by 79% from 2017 baseline.
    44.4% Reduction from 2017 Baseline
  3. 3. Reduce total nitrogen oxides (NOx) emissions 54% from 2018 baseline.
    66.4% Reduction from 2018 Baseline
  4. 4. Reduce total particulate matter (PM) emissions 62% from 2018 baseline.
    62.4% Reduction from 2018 Baseline
Resilience and Climate Adaptation
  1. 1. Identify all acute shocks or stressors for critical and/or vulnerable areas at or near Metro infrastructure by 2025.
    1,341 assets evaluated for risk level across six types of climate hazards
  2. 2. Implement the flexible adaptation pathways concept to incorporate climate adaptation into planning, procurement, asset management and operations by 2025.
    47% of Business Units engaged in flexible adaptation pathway implementation
  3. 3. Prioritize improvements to locations, facilities, infrastructure, equipment and operations to reduce risk.
    71% of evaluated stations received increased performance scores in Q4 2020
Economic and Workforce Development
  1. 1. Review job classifications on a regular basis and eliminate obsolete requirements that create barriers to career advancement.
    88% of Job Classifications reviewed
  2. 2. Recruit employees from diverse sources, including vocational schools, community colleges, groups supporting formerly incarcerated persons and organizations supporting persons with disabilities and older adults.
    19 organizations engaged through targeted outreach efforts
  3. 3. Achieve triennial DEOD contracting goals related to small, disadvantaged and veteran-owned businesses.
    34.2% SBE Participation achieved in 2020

    24.5% DBE Participation achieved in 2020

    3.96% DVBE Participation achieved in 2020

Overview

While we plan, grow and manage the fastest-growing transportation system in the nation, sustainability remains at the forefront of our decision-making. Our definition of sustainability is holistic – accounting for environmental, social and economic considerations, while also prioritizing community resilience and equity. Our Moving Beyond Sustainability (MBS) strategic plan is the manifestation of our commitment to sustainability, outlining a comprehensive sustainability strategy for the next 10 years – and beyond.

This dashboard communicates progress on measurable targets and timebound performance metrics across the seven overarching categories of MBS. Per the plan, we have committed to formally reporting out our progress on the targets, strategies and actions laid out in MBS every two years. This year constitutes the first formal report on our progress toward achieving the MBS targets, covering our performance in calendar years 2019 and 2020.

The dashboard also communicates annual performance on a set of industry-standard sustainability metrics required via the American Public Transportation Association (APTA) Sustainability Commitment. As a founding signatory, we report on normalized performance metrics covering the areas of operational efficiency, air quality, climate, energy, waste and water.

Sustainability reporting provides crucial data to inform our decision-making, helping us identify opportunities to implement meaningful programs and projects that increase access to opportunity, reduce disparities, foster vibrant communities, improve public health, drive economic development and improve the quality of life for all. This year marks the 13th year of Metro's annual sustainability reporting, and this Sustainability Performance dashboard serves as an update to over a decade of reporting through Metro's Energy and Resource Reports. This data-forward, highly adaptive and responsive reporting environment provides our patrons, stakeholders and the general public with a clear, interactive and accessible view of our performance and progress.

We invite you to explore this dashboard and to join us as we work to build a more sustainable, resilient and prosperous LA County.

Message from Cris Liban,
Chief Sustainability Officer

alt text will be provided

Sustainability is more relevant than ever and continues to be a core value at Metro. It is a steadfast pillar of our transportation system and woven into the fabric of everything we build and do. In addition to offering LA more sustainable transportation choices, Metro has made substantial operational improvements over the last seven years. We have cut water consumption by 46% and increased our landfill diversion rate to 44%. Sustainability is now the expectation, and this moment demands that we proceed with bolder endeavors. We refuse to stop moving.

Moving Beyond Sustainability is our call to action. We are creating sustainable transportation solutions in LA County to advance regional prosperity and equity. This plan does more than set ambitious goals – we are extending our hand to all Angelenos to help us transcend the conventional and the expected. Together, we will do more than what is merely sustainable – we will leverage the transportation system so we can be more innovative, sustainable and increase access to opportunity for everyone.

When Metro first undertook the development of this plan, the world was a different place. Amidst the challenges presented by COVID-19, our commitment to sustainability does not waver. The role of this plan remains paramount as we advance toward recovery and a more resilient future. We hope you will join the movement to make this vision a reality.

Moving Beyond Sustainability (MBS)
2020 Performance Summary

MBS Category Target Performance
Water Quality and Conservation
  1. 1. Reduce potable water use by 22% from the 2030 Business as Usual scenario.
    22.8% Reduction from 2020 BAU
  2. 2. Increase runoff infiltration and capture capacity for stormwater by 15% from 2020 baseline levels.
    Baseline in Development
Solid Waste
  1. 1. Reduce annual operational solid waste disposal 24% from 2030 Business as Usual scenario.
    15.1% Reduction from 2020 BAU
  2. 2. Achieve 50% landfill diversion rate for operational waste.
    44.6% Diversion from Landfill
  3. 3. Achieve 85% construction landfill diversion rate.
    98.7% Diversion from Landfill
Materials, Construction and Operations
  1. 1. Achieve LEED Silver certification for all new facilities over 10,000 square feet, and achieve Envision certification where LEED is not applicable.
    12 LEED Silver and Gold certifications achieved and 4 in progress as of 2020
  2. 2. Design and build 100% of capital projects to CALGreen Tier 2 standards.
    14 projects participating in Engagement Team process in pursuit of CALGreen Tier 2
  3. 3. Complete Sustainable Acquisition Program training implementation and develop 2030 program targets for annual sustainable acquisition spend by 2022.
    Agency-wide training in development as of 2020
Energy Resource Management
  1. 1. Reduce energy consumption by 17% at facilities from the 2030 Business as Usual scenario.
    12.3% Reduction from 2020 BAU
  2. 2. Increase onsite renewable energy generation to 7.5 MW
    2.6 MW Onsite Renewable Capacity (No Change)
Emissions and Pollution Control
  1. 1. Displace 903,000 MTCO2e annually.
    742,229 MTCO2e Displaced
  2. 2. Reduce total GHG emissions by 79% from 2017 baseline.
    44.4% Reduction from 2017 Baseline
  3. 3. Reduce total nitrogen oxides (NOx) emissions 54% from 2018 baseline.
    66.4% Reduction from 2018 Baseline
  4. 4. Reduce total particulate matter (PM) emissions 62% from 2018 baseline.
    62.4% Reduction from 2018 Baseline
Resilience and Climate Adaptation
  1. 1. Identify all acute shocks or stressors for critical and/or vulnerable areas at or near Metro infrastructure by 2025.
    1,341 assets evaluated for risk level across six types of climate hazards
  2. 2. Implement the flexible adaptation pathways concept to incorporate climate adaptation into planning, procurement, asset management and operations by 2025.
    47% of Business Units engaged in flexible adaptation pathway implementation
  3. 3. Prioritize improvements to locations, facilities, infrastructure, equipment and operations to reduce risk.
    71% of evaluated stations received increased performance scores in Q4 2020
Economic and Workforce Development
  1. 1. Review job classifications on a regular basis and eliminate obsolete requirements that create barriers to career advancement.
    88% of Job Classifications reviewed
  2. 2. Recruit employees from diverse sources, including vocational schools, community colleges, groups supporting formerly incarcerated persons and organizations supporting persons with disabilities and older adults.
    19 organizations engaged through targeted outreach efforts
  3. 3. Achieve triennial DEOD contracting goals related to small, disadvantaged and veteran-owned businesses.
    34.2% SBE Participation achieved in 2020

    24.5% DBE Participation achieved in 2020

    3.96% DVBE Participation achieved in 2020
How to Navigate This Section
  • MBS performance is broken out into seven category pages covering target performance and program highlights. These pages can be accessed through the navigation menu at the top of each page by clicking on the "hamburger" stack underneath the Metro logo.
  • Program Highlights on the left-hand side of category pages feature multiple story narratives. You can sift through the highlights by clicking on the numerical buttons just above the narratives.
  • Target Performance is available on the right-hand side, providing both narrative description and visual accompaniments (e.g., graphs, diagrams). Each target is contained within an accordion-like section that can be expanded by clicking on the arrows adjacent to targets.