My Alerts Value chain and sustainable development
The company’s various activities create value for the community as a whole. For each of its activity sectors, it takes into account the main sustainability issues and establishes a suitable approach and appropriate measures, based on solid sustainability governance.
The STM has developed a process architecture for its value chain. The main activity sectors that pertain to sustainability issues are:
Description
Plan and contribute to the development of bus, metro and paratransit service, in accordance with the agreement with the Autorité régionale de transport métropolitain..
| Main sustainability issues 1 | STM approach |
|---|---|
Limit bus and minibus atmospheric emissions | SDP 2025 Priority 1 PSO 2025 Objective 7 |
Achieve excellence in customer experience | PSO 2025 Objectives 1, 2, 3, 4, 8, 10 |
Provide frequent, punctual service | PSO 2025 Objectives 1, 2, 9 |
Integrate STM service with other modes of public transit and active transportation | PSO 2025 Objectives 9, 11 |
Meet growing demand for paratransit | PSO 2025 Objective 1 |
Integrate STM services with major public transit and urban development projects | SDP 2025 Priority 8 |
- These issues relate to the materiality analysis.
SDP 2025 – Sustainable Development Plan 2025
PSO 2025 – Plan stratégique organisationnel (Organizational Strategic Plan) 2025
Value creation
The STM plans its service offering so as to meet customer needs while optimizing its material, human and financial resources. It favours mobility that is integrated with other modes of public transit and active transportation.
2016 highlights
Bus
- 220 lines
- 287.5 km of bus priority measures
- 1,771 buses
- 84 million km travelled
Métro
- 4 lines
- 91 trains
- 79.3 million km travelled
Description
Deliver the service planned for the bus, metro and paratransit networks while aiming for excellence in mobility.
| Main sustainability issues 1 | STM approach |
|---|---|
Limit bus atmospheric emissions | SDP 2025 Priority 1 PSO 2025 Objective 7 |
Improve universal accessibility of the network | PSO 2025 Objective 4 Universal Accessibility Development Plan (UADP) 2016-2020 |
Achieve excellence in customer experience | PSO 2025 Objectivess 1, 2, 3, 4, 8, 10 |
Provide frequent, punctual service | PSO 2025 Objectives 1, 2, 9 |
Increase the sense of security | PSO 2025 Objective 3 |
Optimize paratransit trips | PSO 2025 Objectives 1, 2 |
Facilitate the sharing of public space between homeless people in the metro network and customers, employees and merchants | SDP 2025 Priority 8 PSO 2025 Objective 11 |
- These issues relate to the materiality analysis.
SDP 2025 – Sustainable Development Plan 2025
PSO 2025 – Plan stratégique organisationnel (Organizational Strategic Plan) 2025
Value creation
The STM plays a central role in the sustainable development of the Montréal region by offering Montrealers safe, timely, accessible, eco-friendly and user-friendly mobility service. We make substantial efforts to limit emissions of GHGs and air pollutants, improve customer experience as well as service frequency and predictability, and make the network accessible to all.
2016 highlights
- 416.2 million bus and metro trips
- 3.8 million paratransit trips
Description
Develop, maintain or replace the facilities, vehicles and equipment required for the bus and metro network.
| Main sustainability issues 1 | STM approach |
|---|---|
Limit our ecological footprint | SDP 2025 Priorities 1, 2, 4, 5 |
Integrate universal accessibility measures | PSO 2025 Objective 4 Universal Accessibility Development Plan (UADP) 2016-2020 |
Promote projects’ social acceptability | SDP 2025 Priority 7 |
Maintain the network without reducing service | PSO 2025 Objective 5 |
Adapt our facilities to climate change | SDP 2025 Priority 2 |
Ensure workplace health and safety | SDP 2025 Priority 3 PSO 2025 Objective 16 |
- These issues relate to the materiality analysis.
SDP 2025 – Sustainable Development Plan 2025
PSO 2025 – Plan stratégique organisationnel (Organizational Strategic Plan) 2025
Value creation
The STM has made asset maintenance a priority. It ensures that its facilities and vehicles are kept in good condition, while limiting the impacts on customers, local communities and the environment. The STM also builds the necessary facilities to support the growth of public transit. By obtaining sustainability certifications such as LEED and Envision, and applying principles of sustainable procurement, the company maximizes its projects’ benefits for the community and reduces their ecological footprint.
2016 highlights
- Asset maintenance deficit of $3.9 billion
- Asset replacement value of $26 billion
- $559 million invested, including $430 million in asset maintenance
- One bus garage certified LEED Gold in 2015, seven other projects targeting LEED or Envision certification by 2025
Description
Manage all support processes: human resources, information technologies, financial resources, risks, governance and business capabilities, external relations, information resources and assets
| Main sustainability issues 1 | STM approach |
|---|---|
Integration of environmental, social and economic considerations into strategies and decision-making processes | SDP 2025 Priorities 1 to 9 PSO 2025 Objectives 4, 6, 7, 11, 14 |
- These issues relate to the materiality analysis.
SDP 2025 – Sustainable Development Plan 2025
PSO 2025 – Plan stratégique organisationnel (Organizational Strategic Plan) 2025
Value creation
Efficient support processes ensure service quality, the integration of sustainability criteria and dialogue with internal and external stakeholders.
2016 highlights
- More than 9,500 employees
- Budget of $1.4 billion
