Presentation to the Railroad Environmental Conference October 8, 2002 at UIUC

Shankar Chakraborty Ramesh Raman Robert Dondiego Capital Program Management New York City Transit Making New York City Transit Green – Case Study-Corona Maintenance Yard Project Scope

NYC Transit Capital Program Allocation of Funds to Major Categories $11.9$12.6$11.5 (billions)

Eight Program Areas: -- Electrical -- Station Complexes, Elevators and Escalators -- Line Equipment, Shops & Yards -- System Expansion -- Buses -- Signals and Systems -- Station Rehabilitations -- Structures Support Divisions: -- Engineering Services -- Planning and Budget -- Quality & Safety -- Management Services Vice President and Deputy Chief Engineer * * * * * * * * * * * * * Chief Officer, Special Projects Vice President and Deputy Chief Engineer Engineering Services * * * * * * * * * * * * * Vice President Technical Services Quota: Management 295 Prof./Tech. Eng.1,147 Hourly 2 Administrative 133 Total1,577 Senior Vice President &Chief Engineer Capital Program Management Mysore L. Nagaraja President NYC Transit L. G. Reuter

NYC Transit at a Glance Subway Cars6,204 Buses4200 Subway Stations 468 Annual Subway Ridership 2.1 Billion Riders/Weekday7.2 Million Track Miles 814 Miles Track Miles --Mainline 650 Miles Total Employees 48,456 Operating Budget $3.9 Billion

CAPITAL PROGRAM MANAGEMENT AS A BUSINESS ENTITY OF NYC TRANSIT We manage all capital projects (except rolling stock) from Master plan to close-out. We manage approximately 350 to 400 active capital projects a year with a total value of $4.0 billion. We do our design and construction work with complete environmental considerations.

Mass Transit Is the Key to a Sustainable Environment in New York City 2.1 Billion riders per year If automobile only, environmental impact would result in: 94 million lbs. carbon monoxide 14 million lbs. Hydrocarbons 1.5 million lbs. of soot

Environmental Lessons Learned Hazardous Waste tons annually Lead tons removed annually Asbestos - 10M annual abatement cost. Mercury - old transformers scattered system-wide Air Quality - diesel emissions (buses) Water Quality - Spill potential always exist, discharges, surface runoffs

NEEDS Tool to manage environmental business ISO9001 (certified 1992) –ISO14001

LE$$ONS –Asbestos in = Asbestos out + $ + RISK –Lead in = Lead out + $ + RISK –Hazardous materials in = Hazardous waste out + $ + RISK –Poor building designs = Poor performance + low PRODUCTIVITY + HEALTH –Poor Performance and Maintenance = Increased operating cost

Rationale for obtaining an EMS Improve Environmental performance Moving beyond regulatory - compliance Political will and management resolve to do what is right State Agencys Social Responsibility Closing the performance gap with other mass transit agencies

Lessons Learned - Implementation Hurdles Resistance –Budget/schedule offset as primary defense Slow buy-in –Failure to Acknowledge importance –Bias interpretation of ISO14001 Omittance from project review process –Project Implementation battles

Perception of ISO14001 initiatives as a struggle to change the status-quo. Senior Management: Short rope - tall tree Contractor acceptance Lessons Learned - Implementation Hurdles

Selecting Indicators for monitoring and measurement Identifying too much environmental aspects Setting too ambitious Objectives and Targets Changing first cost mindset Lessons Learned - Implementation Hurdles

Implement Develop Guidelines Road Map to Environmental Excellence Environmental Excellence EMS Sustainability Raise Awareness Develop Metrics Environmental Management System Implementation Well Beyond Certification

Establishing a Six Pillar of Business Objectives The PILLAR of environmental excellence is viewed as an integral non-competitive aspect of business planning (i.e., rebuilding and improving the mass transit system while simultaneously enhancing sustainability.

Lessons Learned ISO14001 and the Future With ISO we established the platform to spring board the sustainability movement within mass transit. Born out of this momentum was the Sustainability movement –Sustainable Design/Design for Environment –Conservation –Eco-procurement

ISO14001 (1998) Environmental Excellence (Sixth Pillar) Governors Executive Order 111 (2001) Where Regulatory meets Voluntary Where Regulatory meets Voluntary ISO14001 & EO111

MEGA PROJECTS/ Haz-Abatement Co-generation/ renewables Waste Management. 86% recycled.~4.5M lbs.. NYCT Clean Bus Program ISO14001 Design for/ Environment Sustainable design IMPROVED AIR QUALITY Ultra Low Sulfur Diesel Post September 11th reconstruction U L S D

Mass Transit must follow sustainability New Strategy: Building clean subway corridors and facilities while taking into consideration the long-term impacts on the environment.

ENVIRONMENTAL HIERARCHY Voluntary Mar 98 Mandated Jun 01 Common Governors Executive Order ISO EMS ConservationEco-procurementSustainable Design Environmental Excellence

1999: CPM became the first public entity to obtain ISO14001 certification Rationale for ISO14001 Manage risk Improve environmental performance Continual improvement for a more effective system

DESIGN-FOR- ENVIRONMENT PLAN Environmental Excellence Destination EMS Awareness Guidelines Metrics Implement 1998 ROADMAP Environmental Management System Implementation

SUSTAINABLE DESIGN ECO-PROCUREMENT CONSERVATION Promulgated in NYS June 10, 2001 Mandates: NYS GOVENORS EXECUTIVE ORDER 111

SUSTAINABLE DESIGN Voluntary Mar 98 Mandated Jun 01 Common Governors Executive Order ISO EMS ConservationEco-procurementSustainable Design Environmental Excellence

Sustainable Design Energy Efficiency/ Renewable Energy Indoor Environmental Quality Conserving Material & Resources Full Commissioning Water Conservation & Site Managem. SUSTAINABLE DESIGN HIERARCHY (NYCT Green Guidelines)

CPMs Environmental Guiding Principles When we design projects, we focus on: Energy Efficiency/Renewable Energy Enhanced Indoor Environmental Quality (IEQ) Conserving Materials and Resources Operations & Maintenance Water Conservation Site Management

EXAMPLES OF IMPLEMENTATION OF SUSTAINABLE GUIDELINES

CORONA MAINTENANCE SHOP

Employee distribution

Area distribution

Background: Service and maintain subway cars to ensure optimum readiness for mass transit operation Typically manned 3 shifts. Located within densely populated and environmentally sensitive area. Is combined with a train yard Houses subway cars during off-peak and night hours. CORONA MAINTENANCE SHOP

Approach Sustainable Design Principles applied: Within an integrated whole buildings ……………………... ……………………... framework Throughout planning, design, and construction Sustainability

NEW CORONA MAINTENANCE SHOP State of the art in terms of sustainable design for a transit maintenance type building. 30% better than code for energy efficiency Optimized use of natural ventilation and natural day lighting. Alternative power sources such as photovoltaics and fuel cells.

NEW CORONA MAINTENANCE SHOP Harnessing rain water for washing trains Selection of eco-friendly building materials such as fly-ash, low E-glass for window and skylights, very low VOC products. Waste management and recycling. Pervious paving

The Vision of the Future Energy independent Improved air quality Climate neutral

Working together towards a cleaner environment

OUR GLOBAL COMMITMENT Sustainable Mass Transit