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Sustainability Performance Dashboard

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.

The dashboard also communicates annual performance on a set of industry-standard sustainability metrics required under the American Public Transportation Association (APTA) Sustainability Commitment. As a founding signatory, we report annually on normalized performance metrics covering the areas of operational efficiency, air quality, climate, energy, waste and water. The 2024 APTA Sustainability Performance Report can be viewed here.

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 16th 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. For best user experience, please view dashboard in full screen mode.

How to Navigate This Section|Download Dashboard Summary|Access Reporting Archive

Message from Stephanie Wiggins,
Metro Chief Executive Officer

When Metro released our Moving Beyond Sustainability (MBS) strategic plan in 2020, we were mere months into the global COVID-19 pandemic. After having introduced our renewed vision for sustainability at Metro and across Los Angeles county, we found ourselves in an unprecedented moment. The pandemic laid bare harsh realities that we needed to confront, and it demanded that we as an agency bolster our efforts to center customer service and safety, and for us to do everything we could to continue providing essential transportation services to Angelenos.

It would have been easy at that moment to sideline our sustainability efforts, but we pushed forward. We strove to meet our newly established goals and targets, not in spite of execes our region faced, but instead with the intent to tackle them head on.

Five years have passed since Metro released MBS, and we find ourselves still in unprecedented times marked by political upheaval, economic disruption and global conflict. The beginning of 2025 was marred by devastating fires that ravaged greater Los Angeles, reminding us still that we remain amidst a global climate execis that threatens our livelihoods. But these moments are not solely disruptions; they are opportunities. Metro remains steadfastly committed to providing and growing a world class transportation system for Los Angeles county, with its eyes set on a more equitable, resilient and sustainable future.

Our achievements in organizational sustainability are a testament to that commitment. Metro continues to take remarkable strides toward reducing climate and air pollution. Since 2017, we have reduced our greenhouse gas emissions by nearly 68% and are on track to meet our 2030 goal of a 79% reduction. Our Nitrogen Oxides (NOx) emissions are down by over 92% from 2018 despite growth across our fleets. We are on track to meet our energy and water resource goals, and continue to demonstrate leadership in the built environment with over 15 buildings having achieved Leadership in Energy and Environmental Design (LEED) certification as of 2024. We have hit several milestones toward bolstering climate resilience and spurring workforce development at Metro. Our hard work is paying off.

But our work will not stop there. There is still more we can and must do. We face real challenges as the climate execis continues, and our agency is navigating a volatile financial landscape as it navigates its own approaching fiscal cliff as well as political headwinds that compromises future funding opportunities for this work. This requires us to be innovative, to strengthen our relationships with regional collaborators and to thoughtfully prioritize actions that create value for our agency while still centering equity, mobility and customer experience.

These obstacles will not stop us from being bold and leading the way towards a better more sustainable future for Angelenos. We still believe a sustainable transportation system is a gateway to not only enhancing mobility, but also reducing environmental impacts, improving economic conditions for all and reinforcing an increasingly resilient Los Angeles. We hope you continue to join us in making our region a better place to live, work, and play for current and future generations of Angelenos.

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)
2024 Performance Summary

MBS Category Target Performance
Water Quality and Conservation
    1. Reduce potable water use by 22% from the 2030 Business as Usual scenario.
      38.9% Reduction from 2024 BAU
      On track for achievement (ahead of schedule)
    2. Increase runoff infiltration and capture capacity for stormwater by 15% from 2022 baseline levels.1
      56.4% Increase from 2022 Baseline
      On track for achievement (ahead of schedule)
Solid Waste
  1. Reduce annual operational solid waste disposal 24% from 2030 Business as Usual scenario.
    10.7% Reduction from 2024 BAU
    Behind schedule and requires additional action
  2. Achieve 50% landfill diversion rate for operational waste.1
    39.9% Diversion from Landfill
    In progress, but requires additional action
  3. Achieve 85% construction landfill diversion rate.
    87.9% Diversion from Landfill
    On track for achievement
Materials, Construction and Operations
  1. Achieve LEED Silver certification for all new facilities over 10,000 square feet, and achieve Envision certification where LEED is not applicable.
    15 LEED Silver and Gold certifications achieved and 8 in progress as of 2024
    On track for achievement (ongoing)
  2. Design and build 100% of capital projects to CALGreen Tier 2 standards.
    19 projects participating in Engagement Team process in pursuit of CALGreen Tier 2
    On track for achievement (ongoing)
  3. Complete Sustainable Acquisition Program training implementation and develop 2030 program targets for annual sustainable acquisition spend by 2022.
    Agency-wide roll-out by December 2025
    On track for achievement (behind schedule)
Energy Resource Management
  1. Reduce energy consumption by 17% at facilities from the 2030 Business as Usual scenario.
    23.8% Reduction from 2024 BAU
    On track for achievement (ahead of schedule)
  2. Increase onsite renewable energy generation to 7.5 MW
    2.6 MW Onsite Renewable Capacity
    Behind schedule and requires additional action
Emissions and Pollution Control
  1. Displace 903,000 MTCO2e annually.1
    1,134,595 MTCO2e Displaced
    On track for achievement
  2. Reduce total GHG emissions by 79% from 2017 baseline.
    67.9% Reduction from 2017 Baseline
    On track for achievement
  3. Reduce total nitrogen oxides (NOx) emissions 54% from 2018 baseline.
    92.2% Reduction from 2018 Baseline
    On track for achievement (ahead of schedule)
  4. Reduce total particulate matter (PM) emissions 62% from 2018 baseline.
    73.6% Reduction from 2018 Baseline
    On track for achievement (ahead of schedule)
Resilience and Climate Adaptation
  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 6 types of climate hazards.
    Target achieved
  2. Implement the flexible adaptation pathways concept to incorporate climate adaptation into planning, procurement, asset management and operations by 2025.
    48 department representatives engaged in All Hazard Mitigation planning and adaptation implementation
    Target achieved
  3. Prioritize improvements to locations, facilities, infrastructure, equipment and operations to reduce risk.
    37% of evaluated stations received increased appearance scores and 57% received increased functionality scores in Q4 2024 (from Q3 2024).
    On track for achievement (ongoing)
Economic and Workforce Development
  1. Review job classifications on a regular basis and eliminate obsolete requirements that create barriers to career advancement.
    100% of Job Classifications Reviewed
    Target achieved
  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.
    4.6% of Total Hires Agency-Wide were Veteran Hires between 2023 and 2024
    On track for achievement (ongoing)
  3. Achieve triennial DEOD contracting goals related to small, disadvantaged and veteran-owned businesses.
    12.2% SBE Participation achieved in 2024
    8.3.% DBE Participation achieved in 2024
    1.2% DVBE Participation achieved in 2024
    In progress, but requires additional action
STATUS INDICATOR
STATUS DEFINITION
Target achieved
Metro has achieved the target according to the performance and/or time milestone designated.
On track for achievement
A target is labeled as "on track for achievement" if it meets any of these criteria:
  • if the target pertains to an ongoing activity (e.g., "displace emissions annually") that is being achieved;
  • if the target has a 2030 milestone (i.e., baseline or BAU reduction) and if Metro's progress indicates that it is ahead or on schedule; or
  • if the target has an activity that is certain to be completed, even if its achievement falls after its committed time boundary.
In progress but requires additional action
A target is labeled as "in progress but requires additional action" if it refers to an ongoing activity that is not being achieved, or a milestone that has not yet been achieved, but has shown progress since 2020.
Behind schedule and requires additional action
A target is labeled as "behind schedule and requires additional action" if it refers to an ongoing activity that is not being achieved, or a milestone that has not yet been achieved, but has not shown progress since 2020.
Notes:

1The methodology for displaced greenhouse gas emissions was updated in 2024 due to updated guidance that better accounts for present-day transportation modes, such as ride-hailing/rideshare se

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.

The dashboard also communicates annual performance on a set of industry-standard sustainability metrics required under the American Public Transportation Association (APTA) Sustainability Commitment. As a founding signatory, we report annually on normalized performance metrics covering the areas of operational efficiency, air quality, climate, energy, waste and water. The 2024 APTA Sustainability Performance Report can be viewed here.

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 16th 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. For best user experience, please view dashboard in full screen mode.

How to Navigate This Section|Download Dashboard Summary|Access Reporting Archive

Message from Stephanie Wiggins,
Metro Chief Executive Officer

When Metro released our Moving Beyond Sustainability (MBS) strategic plan in 2020, we were mere months into the global COVID-19 pandemic. After having introduced our renewed vision for sustainability at Metro and across Los Angeles county, we found ourselves in an unprecedented moment. The pandemic laid bare harsh realities that we needed to confront, and it demanded that we as an agency bolster our efforts to center customer service and safety, and for us to do everything we could to continue providing essential transportation services to Angelenos.

It would have been easy at that moment to sideline our sustainability efforts, but we pushed forward. We strove to meet our newly established goals and targets, not in spite of execes our region faced, but instead with the intent to tackle them head on.

Five years have passed since Metro released MBS, and we find ourselves still in unprecedented times marked by political upheaval, economic disruption and global conflict. The beginning of 2025 was marred by devastating fires that ravaged greater Los Angeles, reminding us still that we remain amidst a global climate execis that threatens our livelihoods. But these moments are not solely disruptions; they are opportunities. Metro remains steadfastly committed to providing and growing a world class transportation system for Los Angeles county, with its eyes set on a more equitable, resilient and sustainable future.

Our achievements in organizational sustainability are a testament to that commitment. Metro continues to take remarkable strides toward reducing climate and air pollution. Since 2017, we have reduced our greenhouse gas emissions by nearly 68% and are on track to meet our 2030 goal of a 79% reduction. Our Nitrogen Oxides (NOx) emissions are down by over 92% from 2018 despite growth across our fleets. We are on track to meet our energy and water resource goals, and continue to demonstrate leadership in the built environment with over 15 buildings having achieved Leadership in Energy and Environmental Design (LEED) certification as of 2024. We have hit several milestones toward bolstering climate resilience and spurring workforce development at Metro. Our hard work is paying off.

But our work will not stop there. There is still more we can and must do. We face real challenges as the climate execis continues, and our agency is navigating a volatile financial landscape as it navigates its own approaching fiscal cliff as well as political headwinds that compromises future funding opportunities for this work. This requires us to be innovative, to strengthen our relationships with regional collaborators and to thoughtfully prioritize actions that create value for our agency while still centering equity, mobility and customer experience.

These obstacles will not stop us from being bold and leading the way towards a better more sustainable future for Angelenos. We still believe a sustainable transportation system is a gateway to not only enhancing mobility, but also reducing environmental impacts, improving economic conditions for all and reinforcing an increasingly resilient Los Angeles. We hope you continue to join us in making our region a better place to live, work, and play for current and future generations of Angelenos.

Moving Beyond Sustainability (MBS)
2024 Performance Summary

MBS Category Target Performance
Water Quality and Conservation
    1. Reduce potable water use by 22% from the 2030 Business as Usual scenario.
      38.9% Reduction from 2024 BAU
      On track for achievement (ahead of schedule)
    2. Increase runoff infiltration and capture capacity for stormwater by 15% from 2022 baseline levels.1
      56.4% Increase from 2022 Baseline
      On track for achievement (ahead of schedule)
Solid Waste
  1. Reduce annual operational solid waste disposal 24% from 2030 Business as Usual scenario.
    10.7% Reduction from 2024 BAU
    Behind schedule and requires additional action
  2. Achieve 50% landfill diversion rate for operational waste.1
    39.9% Diversion from Landfill
    In progress, but requires additional action
  3. Achieve 85% construction landfill diversion rate.
    87.9% Diversion from Landfill
    On track for achievement
Materials, Construction and Operations
  1. Achieve LEED Silver certification for all new facilities over 10,000 square feet, and achieve Envision certification where LEED is not applicable.
    15 LEED Silver and Gold certifications achieved and 8 in progress as of 2024
    On track for achievement (ongoing)
  2. Design and build 100% of capital projects to CALGreen Tier 2 standards.
    19 projects participating in Engagement Team process in pursuit of CALGreen Tier 2
    On track for achievement (ongoing)
  3. Complete Sustainable Acquisition Program training implementation and develop 2030 program targets for annual sustainable acquisition spend by 2022.
    Agency-wide roll-out by December 2025
    On track for achievement (behind schedule)
Energy Resource Management
  1. Reduce energy consumption by 17% at facilities from the 2030 Business as Usual scenario.
    23.8% Reduction from 2024 BAU
    On track for achievement (ahead of schedule)
  2. Increase onsite renewable energy generation to 7.5 MW
    2.6 MW Onsite Renewable Capacity
    Behind schedule and requires additional action
Emissions and Pollution Control
  1. Displace 903,000 MTCO2e annually.1
    1,134,595 MTCO2e Displaced
    On track for achievement
  2. Reduce total GHG emissions by 79% from 2017 baseline.
    67.9% Reduction from 2017 Baseline
    On track for achievement
  3. Reduce total nitrogen oxides (NOx) emissions 54% from 2018 baseline.
    92.2% Reduction from 2018 Baseline
    On track for achievement (ahead of schedule)
  4. Reduce total particulate matter (PM) emissions 62% from 2018 baseline.
    73.6% Reduction from 2018 Baseline
    On track for achievement (ahead of schedule)
Resilience and Climate Adaptation
  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 6 types of climate hazards.
    Target achieved
  2. Implement the flexible adaptation pathways concept to incorporate climate adaptation into planning, procurement, asset management and operations by 2025.
    48 department representatives engaged in All Hazard Mitigation planning and adaptation implementation
    Target achieved
  3. Prioritize improvements to locations, facilities, infrastructure, equipment and operations to reduce risk.
    37% of evaluated stations received increased appearance scores and 57% received increased functionality scores in Q4 2024 (from Q3 2024).
    On track for achievement (ongoing)
Economic and Workforce Development
  1. Review job classifications on a regular basis and eliminate obsolete requirements that create barriers to career advancement.
    100% of Job Classifications Reviewed
    Target achieved
  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.
    4.6% of Total Hires Agency-Wide were Veteran Hires between 2023 and 2024
    On track for achievement (ongoing)
  3. Achieve triennial DEOD contracting goals related to small, disadvantaged and veteran-owned businesses.
    12.2% SBE Participation achieved in 2024
    8.3.% DBE Participation achieved in 2024
    1.2% DVBE Participation achieved in 2024
    In progress, but requires additional action
STATUS INDICATOR
STATUS DEFINITION
Target achieved
Metro has achieved the target according to the performance and/or time milestone designated.
On track for achievement
A target is labeled as "on track for achievement" if it meets any of these criteria:
  • if the target pertains to an ongoing activity (e.g., "displace emissions annually") that is being achieved;
  • if the target has a 2030 milestone (i.e., baseline or BAU reduction) and if Metro's progress indicates that it is ahead or on schedule; or
  • if the target has an activity that is certain to be completed, even if its achievement falls after its committed time boundary.
In progress but requires additional action
A target is labeled as "in progress but requires additional action" if it refers to an ongoing activity that is not being achieved, or a milestone that has not yet been achieved, but has shown progress since 2020.
Behind schedule and requires additional action
A target is labeled as "behind schedule and requires additional action" if it refers to an ongoing activity that is not being achieved, or a milestone that has not yet been achieved, but has not shown progress since 2020.
Notes:

1The methodology for displaced greenhouse gas emissions was updated in 2024 due to updated guidance that better accounts for present-day transportation modes, such as ride-hailing/rideshare se

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.