Maryland Transportation Authority’s inaugural Environmental, Social, and Governance (ESG) Report for 2024
2024
ENVIRONMENTAL, SOCIAL, AND GOVERNANCE REPORT
Table of Contents
ABOUT THE MARYLAND TRANSPORTATION AUTHORITY...........................................................4
Organizational Structure............................................................................................................................... 5
Governing Body............................................................................................................................................. 6
MDTA’s Sustainability Approach................................................................................................................... 6
GOVERNANCE. ...............................................................................................................................8
Ethics and Compliance.................................................................................................................................. 8
Long-term Monitoring and Maintenance....................................................................................................... 8
Cybersecurity, Privacy, and Digitization......................................................................................................11
ENVIRONMENT.............................................................................................................................12
Pollution and Waste.................................................................................................................................... 12
Climate Change........................................................................................................................................... 14
Nature and Land.......................................................................................................................................... 16
Environmental Justice................................................................................................................................. 17
SOCIAL. ........................................................................................................................................18
MDTA Employees........................................................................................................................................ 18
MDTA Customers, Communities, and Suppliers.........................................................................................24
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Letter from MDTA’s Executive Director
I am pleased to introduce the Maryland Transportation Authority’s inaugural Environmental, Social, and Governance (ESG) Report for 2024. This report marks a significant milestone in the MDTA’s ongoing commitment to transparency, responsibility, and environmental stewardship, and provides a comprehensive overview of our organizational impacts and opportunities. While management of ESG issues is integrated throughout MDTA’s operations – from the responsibilities of the Executive Director and Chief Officers to the work that all our employees perform each day – in this report we clearly articulate how the MDTA is addressing critical ESG impacts including organizational governance, climate change, and interactions with our customers, communities, and suppliers. With that aim, in addition to describing how the MDTA is managing these issues, the ESG Report reflects on what we have accomplished in 2024 and highlights areas in which we aim to grow in the coming years. Further, in providing transparency about our ESG practices to our stakeholders, this report works towards the MDTA’s vision of being one team connecting our customers to what matters most, and demonstrates how we are working together to live our values – diversity, integrity, innovation, safety, and customer experience. The development of this report has been a collaborative effort, involving MDTA team members from every part of the agency. This process has not only enhanced our reporting capabilities but also strengthened collaboration within our agency.
Bruce W. Gartner, Executive Director
Looking ahead, we recognize the importance of continuously advancing our ESG performance. In developing our first ESG report, we have set a foundation for our ESG efforts and uncovered areas where we can enhance the value and utility of our reporting to stakeholders. To that end, we strive to continuously mature our data and reporting capabilities in coming years. We also recognize that climate change continues to be a growing issue for society and our stakeholders. As such, in 2025, we will conduct a deeper analysis of climate change impacts and greenhouse gas emissions across our operations. As we advance our ESG efforts, we will maintain our strong organizational governance, continue to provide top-tier infrastructure, and foster greater understanding and engagement with our customers and communities. Thank you for your continued support as we strive to make a positive impact for all.
Sincerely,
Bruce W. Gartner Executive Director
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ABOUT: The Maryland Transportation Authority
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The Maryland Transportation Authority (MDTA) was established in 1971 by the Maryland General Assembly to finance, construct, operate, and improve the State’s toll facilities, as well as to finance new revenue-producing transportation projects. The MDTA acts on behalf of, but is separate from, the Maryland Department of Transportation (MDOT). The MDTA helps support MDOT’s mission to be a customer-driven leader that delivers safe, sustainable, intelligent, and exceptional transportation. The MDTA’s eight toll facilities — four bridges, two tunnels, and two turnpikes — connect Marylanders and visitors to State and regional opportunities.
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US 50/301
US 301
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TOLL FACILITIES Thomas J. Hatem Memorial Bridge (US 40) John F. Kennedy Memorial Highway (I-95) Fort McHenry Tunnel (I-95, I-395) 1 2 3
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I695
I70
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I95
I895
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MD200
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I495
US 50/301
Baltimore Harbor Tunnel (I-895) Francis Scott Key Bridge (I-695) Intercounty Connector (ICC)/MD 200
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US 301
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William Preston Lane Jr. Memorial (Bay) Bridge (US 50/301) Governor Harry W. Nice Memorial/ Senator Thomas “Mac” Middleton Bridge (US 301)
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MDTA VISION: One team connecting our customers to what matters most. MDTA VALUES: MDTA is ONE TEAM working together to: Appreciate Maryland’s DIVERSITY and bring our services to all communities. Promote INTEGRITY through accountability, transparency, governance and communication. Foster INNOVATION to revolutionize transportation operations. Ensure the SAFETY of our employees, customers, facilities and systems. Provide exceptional CUSTOMER EXPERIENCE . MDTA GOALS AND OBJECTIVES: Prioritize people in all we do. Expand our reputation as a national leader. Demonstrate financially sound and fiscally responsible decision making. Ensure the safety and security of our employees, customers and facilities.
The MDTA is a self-sufficient non-budgeted State agency that traditionally receives no funding from the State’s General Fund or the Transportation Trust Fund. Rather, it is financed by toll revenues, and such revenues are reinvested in the operation and maintenance of the toll facilities. The MDTA’s Trust Agreement between the MDTA and its Trustee is for the benefit of bondholders and outlines how these funds may be used. The MDTA’s finances are accounted for as a proprietary-type enterprise fund using the accrual basis of accounting, similar to a private business entity. More than 80% of the MDTA’s revenues originate from toll revenue and related fees collected at its eight toll facilities. Revenues from all facilities are pooled to fund operations, capital projects, and debt service on revenue bonds issued by the MDTA to help fund its capital program. MDOT MISSION STATEMENT: The Maryland Department of Transportation is a customer-driven leader that delivers safe, sustainable, intelligent, exceptional, and inclusive transportation solutions in order to connect our customers to life’s opportunities. MDTA MISSION: Talented people ensuring Maryland’s iconic bridges, tunnels and roadways are the customer’s trusted and preferred choice for safe mobility, connection, and E-Z passage today and tomorrow.
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Organizational Structure The MDTA’s Board serves as the policy-setting, decision-making, and governing body responsible for all actions taken by the MDTA. Maryland’s Secretary of Transportation presides as the MDTA’s Chairman.
The day-to-day operations of the MDTA are led by the Executive Director, who is appointed by the Board. The Executive Director is supported by six Chief Officers, Division and Office Directors, and Managers.
MARYLAND TRANSPORTATION AUTHORITY LEADERSHIP
EXECUTIVE DIRECTOR
Chief Operating Officer
Chief Law Enforcement Officer
Assistant Attorney General
Chief Administrative Officer
Chief Financial Officer
Chief Engineer
Director of Internal Audits
Chief Strategy Officer
Director of Information Technology
Director of Strategy and Employee Engagement Director of External and Government Affairs
Chief of Administrative Bureau
Director of Traffic Management and Technology
Director of Procurement
Director of Construction
Chief of Operations Bureau
Director of Civil Rights and Fair Practices
Director of Facility Operations
Director of Finance
Director of Engineering
Director of Finance Administration and Partnerships
Director of Project Development Director of Planning and Program Development
Manager of Emergency
Director of Human Resources and Workforce Development Director of Environment, Safety, and Risk Management Director of Accountability and Equity
Director of E-ZPass
Management and Security Services
Director of Communications and Marketing
Director of Asset Management and Support Services
Electronic Toll Collection Program Manager
Director of Customer Experience Operations Program Manager
For names and contact information of the MDTA’s executives, please visit the Agency’s website .
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Governing Body The MDTA was established in 1971 by the Maryland General Assembly through legislation codified in the Annotated Code of Maryland, Transportation Article, Title 4. Per statute, the MDTA’s board consists of eight Members plus the Chairman, who are all appointed by the Governor with the advice and consent of the Maryland Senate. The Board’s composition reflects the racial, gender, and geographic diversity of the population of the State and includes expertise in structural engineering, transportation planning, land use planning, and finance. Each Member serves a four-year term, and term expirations are staggered. Board Members are eligible for reappointment to the MDTA, with a limit of three consecutive terms. The Board has independent rate-setting powers and follows the agency’s formalized process for rate adjustments, which includes public review and comment. The Board has adopted Financial Management policies that set standards for financial operations, including key aspects of financial planning, issuing debt, reviewing revenue, and investment management.The Board meets monthly to discuss and approve policy and operations activity, and it consists of two standing committees that meet regularly. Each committee comprises four Board members. The Capital Committee has oversight of major capital planning projects and allocations. This includes project communications and outreach and major information technology projects. The Finance and Administration Committee oversees the MDTA’s financial and administrative activities including:
Each Committee meets monthly, and meetings are held in accordance with the Open Meetings Act. More information on the MDTA’s Board meetings is on the website . TRUST AGREEMENT The MDTA is legally required to operate within the parameters under the Second Amended and Restated Trust Agreement dated September 1, 2007, by and between MDTA and The Bank of New York Mellon, as trustee, as amended and supplemented from time to time (the “ Trust Agreement ”). MDTA’s Sustainability Approach The MDTA is committed to sustainable development, environmental compliance, stewardship, and continuous improvement in environmental performance. The MDTA’s Environmental Policy Statement on its website provides further details on its commitment to sustainability. The MDTA’s Chief Financial Officer (CFO) has ultimate oversight over environmental, social, and governance (ESG) matters. The MDTA’s CFO partners closely with the MDTA’s Executive Director and Chief Officers, who oversee specific ESG topics that fall under their organizational domains. Working together, the CFO and Chief Officers collaborate across departments to develop and implement programs and practices to continuously improve the MDTA’s sustainability and ESG practices. THE MDTA’S ESG TOPICS AND DEFINITIONS In 2024, the MDTA conducted an in-depth analysis of ESG topics relevant to public transportation agencies to inform development of our inaugural ESG report. The topics included in this report are informed by that analysis and have been reviewed and approved by MDTA leadership. The MDTA will continue to evaluate opportunities and trends to mature its ESG program and reporting over time.
General information technology issues Environment and risk management Asset control and damage recovery Additional matters of general administration
Debt financings Operating budget Capital budget
Financial forecast Civil rights and fair practices Socioeconomic program administration and compliance
MDTA BY THE NUMBERS View MDTA’s financial statements and annual reports here . $9.35B 710.2 Miles of Roadway & Bridge Deck 2 Value of Assets 1
$628.0M Operating Budget & Debt Service 4
9 Number of Toll Facilities 3
1,697 Total Employees
$935.9M Investments Managed 5
1 Current and noncurrent assets as of June 30, 2024. 2 Lane miles.
3 JFK Memorial Highway and the I-95 Express Toll Lanes are accounted for as two separate facilities in MDTA’s financial reporting. 4 Fiscal year 2024 operating budget and debt service ($485.1M Operating budget approved by the MDTA Board; $142.9M annual debt service). 5 Fair value as of June 30, 2024.
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ESG TOPIC DEFINITIONS
CATEGORY
TOPIC
DEFINITION
Cybersecurity, Privacy and Digitization
The protection of data and information, often involving protection against hackers or cyber criminals. Privacy involves an individual’s right to manage their personal information, and security is the protection of this information. The framework for ensuring an organization conforms to applicable laws, policies, and procedures, both at the legal and organization level, and that an organization and its employees act and make choices with integrity.
Ethics and Compliance
Long-term Monitoring and Maintenance
The long-term protection, mitigation, and enhancement measures of existing infrastructure.
Air Pollutants
The physical, chemical, biological, radioactive (including source material, special nuclear material, and byproduct material) substances or matter that are emitted into or otherwise enters the ambient air. For the MDTA, the main source is likely construction activities and roadways.
Biodiversity and Ecosystems The variety of ecosystems (natural capital) and species in a particular habitat. Ecosystems are essential to human well-being because they deliver services that sustain our economies and societies. For the MDTA, this includes biodiversity and ecosystems in vegetated areas near roads, facilities, and the organization’s effect on these. Climate Resilience and Adaptation The ability to make changes in processes, practices, and structures to moderate potential damages from hazards and stresses, including risks associated with climate change (both physical and transition). For the MDTA, this means maintaining resiliency to the impacts of extreme weather events and climate change as well as transition risks. Energy and Renewables The measurement of energy consumption and implementation of initiatives to increase energy efficiency and decrease the use of fossil fuels. The energy resources derived from fossil fuels – such as coal and oil and gas – are non-renewable. The energy resources derived from natural sources that are replenished at a higher rate than they are consumed are renewable. For the MDTA, this means energy and renewables associated with the agency’s fleet and operations.
The concept that everyone, regardless of race, color, national origin, or income, has the right to the same environmental protections and benefits, as well as meaningful involvement in the environmental policies that shape their communities. For the MDTA, this involves identifying and addressing any disproportionate adverse effects of the agency’s programs, policies, and activities on minority and low-income populations. The gases in the earth’s atmosphere originating from human activities that trap heat and raise the temperature of the planet’s surface. The MDTA’s emissions mainly come from operations, services, and construction of roadways. The concept of how land and resources are managed and utilized, including critical dependencies and impacts for the MDTA’s operations, construction, and users. For the MDTA, this involves the agency’s land use and management practices. The propagation of unwanted or excessive sound/light and/or physical oscillations with the potential to negatively affect human health and activity or animal life. For the MDTA, this involves the noise, light, and/or vibration pollution coming from construction activities and roadways. The circular economy is a system where materials never become waste and nature is regenerated, decoupling economic activity from the consumption of finite resources. For the MDTA, this involves strategies and policies aimed at minimizing waste and maximizing resource efficiency. The quantities of water withdrawn, used, and discharged; practices to conserve water; consideration of water sources that could be impacted by withdrawal or discharge; and potential water quality concerns. For the MDTA, this likely means water management and use in operations and construction. The ability of individuals to access and utilize products and services. For the MDTA, this involves the accessibility of roadways and facilities for those who need to use the MDTA’s infrastructure. The MDTA’s customers and community are one and the same; as a public agency, the MDTA seeks to serve its community. As a result, engagement with users of toll roads and facilities, as well as initiatives undertaken for the purpose of improving customer welfare, also serve to engage the MDTA’s community. The policies and programs that promote the representation and participation of different groups of individuals. DEI encompasses people of different ages, races, ethnicities, abilities, disabilities, genders, religions, cultures, and sexual orientations. It also includes people with diverse backgrounds, experiences, skills, and expertise. For the MDTA, this means maintaining fair working practices that promote diversity, equity, and inclusion.
Environmental Justice
Greenhouse Gas Emissions
Land Use and Natural Resources
Noise, Light, and Vibration Pollution
Waste and Circularity
Water
Accessibility
Customer and Community Engagement
Diversity, Equity, and Inclusion (DEI)
Employee Engagement, Development, and Wellbeing
The practices in place to provide consultation and engagement with employees to understand their opinions on critical issues, enhance employee development, increase employee satisfaction, and influence retention rates and overall productivity.
The policies and measures in place to ensure harm prevention, including the promotion of physical health, mental, and emotional well-being of employees and contractors. This includes reporting on injury rates and work-related fatalities. The policies and measures in place to prioritize and maintain customer and community health, safety, and well-being. This includes consideration for the wellness of external stakeholders at all stages of the project lifecycle. For the MDTA, this involves ensuring the safety of roads and facilities for travelers, as well as the safety of construction and other activities for customers and surrounding communities. The procurement of contractors and vendors, materials, goods, utilities, and services with positive environmental or social benefits. For the MDTA, this involves review and auditing of a supply chain to ensure vendors, contractors, and subcontractors are socially conscious, environmentally sustainable, and follow good governance/compliance measures.
Employee Health and Safety
Public Safety
Sustainable Supply Chain
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Governance
As part of its commitment to ethical decision-making, the MDTA actively promotes a governance framework that ensures ethical behavior, accountability, compliance, and effective oversight. The agency upholds the highest ethical standards in managing its operations, complying with all applicable federal and State regulations to safeguard the interests of its stakeholders.
Ethics and Compliance The MDTA’s culture works to create policies, systems, and procedures that enable its employees to act and make choices with integrity, operate with strong ethical standards, and comply with State and local laws. The MDTA is committed to upholding the highest ethical standards. Our commitment begins with the agency’s leaders, who foster a culture of ethics and ensure that this is deeply integrated in everything we do. The agency’s core tenets include the following: Seek to always act with honesty, integrity, and respect. Promote diversity, equality, and inclusion. Work to provide high-quality services that have a positive impact on all Maryland communities. Put the safety of employees, community, and contractors first. Encourage consistent and clear communication, both internally within the MDTA and externally with communities. MANAGEMENT OF ETHICS AND COMPLIANCE All employees of the MDTA are required to abide by State Ethics Laws and the Employee Code of Conduct. The Employee Code of Conduct outlines the key expectations and standards by which all MDTA employees must abide. The agency encourages all employees to report all potential ethical issues or violations. The Office of Legislative Audits has established a dedicated hotline at 1.877.372.8311 for reporting concerns.
Long-term Monitoring and Maintenance Long-term monitoring and maintenance are of critical importance to the MDTA, because the MDTA’s role involves the management of road and transportation infrastructure that is expected to remain in place for decades. The MDTA works closely with MDOT to establish long-term monitoring and maintenance priorities, which are currently outlined in the 2040 Maryland Transportation Plan (MTP) . The MDTA seeks to implement a balanced program that incorporates system preservation, expansion, and hybrid projects, and is currently executing on a draft six-year capital program for 2025 to 2030. The 2024 to 2029 program details spending of $3.06 billion on preservation and improvement projects ranging from minor renovations to large-scale construction projects designed to secure, preserve, and enhance MDTA facilities for years to come. Independent engineers or engineering firms or corporations with the appropriate skill and experience inspect MDTA’s bridges, tunnels, roadways, lighting, and signage periodically in accordance with industry standards, after which reports with detailed findings are submitted to the MDTA. In 2023, all facilities were found to be maintained in good repair, working order, and condition. The MDTA inspected 326 bridges in accordance with the National Bridge Inspection Standards (NBIS), and all bridges allow for legally loaded vehicles, emergency vehicles, and school buses to traverse safely.
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Visual Inspection: Visual inspections are performed on roadway pavement and traffic safety annually, consisting of a combined visual and hands-on inspection. For all other assets, a visual inspection is performed via visiting each asset to confirm its overall condition rating or NBIS rating, reported the previous fiscal year. Visual inspections are used on all MDTA facilities and reported in the MDTA’s annual Executive Summary report. Emergency Inspection (Damage Inspection): Emergency inspections are performed to investigate and determine a course of action for conditions that affect either the integrity of a structure or public safety. Emergency inspections are not reported to the FHWA unless the results of the emergency inspection reveal a critical finding that is detrimental to the overall strength and/or capacity of the structure. A critical finding may also be a complex safety issue that can affect the traveling public in the immediate and short term and may require analysis and/or design. For tunnels, the MDTA directly reports to the FHWA. For bridge assets, the MDTA reports findings to the State Highway Administration who in turn, reports to the FHWA. Special Inspection: Special inspections consist of visual and hands-on inspection of more significance than Priority 1 defects that often require monitoring, until remediation occurs. Special inspections may also result after an emergency inspection is performed whether or not a critical finding was found. A custom monitoring schedule for each special inspection is established by the Structures Department to ensure appropriate monitoring throughout the remediation process. Any data collected during a special inspection are reported to the FHWA after each interval until repaired or deemed not necessary. In-Depth Mechanical/Electrical Inspection (applicable to the Curtis Creek Bridge and to Tunnels): An in-depth inspection is an inspection during which the mechanical and electrical parts of the movable portion of a bridge are dismantled, closely inspected, and reported on. In-depth inspections are performed every 72 months on the Curtis Creek Bridge and, as needed, post replacement and/or remediation of machinery parts within the tunnel vent buildings. In-depth inspection data are reported to the FHWA the following calendar year. Underwater Inspection: This inspection is performed to evaluate and document the condition of structural elements located beneath the water surface that are not accessible by conventional inspection techniques. Underwater inspections are performed on a 48-month interval for all workhorse, complex bridge, and waterfront structures. Underwater inspections may also be assigned after a severe storm or flood event occurs on any structure deemed scour critical. Data for bridge assets are reported to the FHWA the following calendar year.
MANAGEMENT OF LONG-TERM MONITORING AND MAINTENANCE The MDTA’s Facilities Inspection Program is responsible for ensuring that the MDTA’s eight facilities are in good repair, working order, and condition. Through the program, the MDTA performs facility inspections following requirements set forth by the Federal Highway Administration (FHWA) through the NBIS, National Tunnel Inspection Standards (NTIS), the MDTA’s Trust Agreement (latest amendment), and industry standards. Facility inspections include: All bridges Tunnels Underground stormwater management structures
Sign structures Toll gantries Water/communication towers High-mast and low-level lights CCTV camera poles Toll plazas Weigh scales
Waterfront structures Roadway pavement Retaining walls Noise walls Traffic safety features
The following types of inspection are performed at various intervals for different types of assets throughout the facilities. Note that month intervals are shown for assets reported to FHWA: Biennial Inspection (Routine Inspection): The biennial inspection is a hands-on inspection for all components of workhorse and complex bridge structures, as well as tunnels. It is performed in accordance with federal regulations every 24 months. The MDTA reports asset data such as overall condition of each structure to the FHWA each calendar year. Each year the FHWA uses all bridge and tunnel data to perform a compliance review in accordance with metrics unique to each asset. Quadrennial Inspection: The quadrennial inspection is a hands-on inspection performed every four years to determine the overall condition of all non-bridge assets. Risk Based Interim (RBI) Inspection: RBI inspections are voluntary inspections performed on any asset outside of the routine or quadrennial inspection interval, and as requested by the Structures Department. The MDTA uses these inspections when deficiencies are found during routine inspections and require repair through design. These deficiencies are forwarded to the Construction Department within a one-year timeframe or sooner. The MDTA elects to revisit these deficiencies during RBIs to monitor them while design is ongoing. RBI inspections are not required by the FHWA, and therefore are not reported; however, results are included in the MDTA’s Annual Executive Summary report.
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SUMMARY OF INSPECTION CYCLES FOR MDTA ASSETS TYPE OF FACILITY/ STRUCTURE
ANNUAL FACILITY INSPECTION TEAM LEADER TRAININGS At the start of every fiscal year, the MDTA presents a training for all team leaders to attend. This meeting covers a wide variety of topics that are important for the upcoming year, including: Ensuring safety of the inspections team Reviewing findings from the previous fiscal year inspection reports that require attention
FREQUENCY
Bridges including Mechanical/ Electrical Components
24 months
Signature Bridges
24 months 48 months
Underwater Inspections
Delivering consistency across inspections Discussing the latest trends in inspection Emerging inspection technologies
72 months As needed for Tunnels
In-depth Inspections Mechanical/ Electrical
Tunnels
24 months
Implementation of lessons learned via new policy directives Discussions on new regulations related to bridges and tunnels, recent National Cooperative Highway Research Program (NCHRP) reports, and various State methods of inspection and reporting Throughout the meeting, important details to inspect are presented, and discussions are initiated via open dialogues between the MDTA, team leaders, and joint-venture project managers. FEDERAL HIGHWAY ADMINISTRATION (FHWA) METRICS FOR COMPLIANCE - BRIDGES Bridges and tunnels have compliance matrices that are audited annually by the FHWA Maryland Engineer’s Office in the surrounding states of Maryland. A random sampling of both MDTA and State Highway Administration bridges is selected by the FHWA for audit. Per the revisions to the latest NBIS reporting standards, and Federal Regulations adopted in June 2022, a new compliance manual involving 25 metrics was developed and issued in May 2023. FHWA assessments are conducted at varying levels of depth, including cursory, intermediate (requiring proof via documentation), or in-depth (requiring proof via documentation, field reviews, other State reviews, and more). Assessment levels are determined by the FHWA and may vary by metric. Assessment results are categorized as Compliant (all metrics comply with all Federal Regulations), Substantially Compliant (all Federal Regulations are satisfied, but supporting information may lack clarity or details), or Non-Compliant (there may be missing information, or a lack of supporting information, or there is a breach of Federal Regulations). The MDTA has never been Non-Compliant. The MDTA was audited on several bridges reported during the 2023 inspection fiscal year. The audit involved was at an intermediate level, and the MDTA was found to be compliant in all metrics but Substantially Compliant in two. The MDTA and FHWA agreed on a short improvement plan that would fill the identified gaps, and review of the draft improvement plan in early August resulted in nearly 100% compliance. The MDTA is expecting formal results from the FHWA in March 2025.
Retaining Walls
Quadrennial Quadrennial
Noise Walls
Small Structures/Culverts (not qualified as a bridge structure)
Quadrennial
Roadway/Traffic Safety Features
Annual (Visual)
Camera Poles and Low-Level Lights
Quadrennial Quadrennial Quadrennial Quadrennial
High Mast Lights
Sign Structures
Toll Plazas and Weigh Scales
Waterfront Structures Quadrennial INDEPENDENT AND NATIONALLY CERTIFIED TEAM LEADER CREDENTIALS The MDTA relies on the skills and expertise of independent consultant firms to perform annual facility inspections. The MDTA’s approved team leaders exceed the current FHWA regulation on nationally certified team leaders, in that all team leaders approved for MDTA inspections must possess an active Professional Engineering License in the State of Maryland and have five or more years of experience in complex bridges and tunnels and four years with a Professional Engineer for workhorse bridges. For complex bridges and tunnels, each team leader must submit a resume of experience depicting at least five years of inspecting and reporting on similar complex assets. Prior to the start of each Fiscal Year, the Inspection Program Team engages in annual background check and credential reviews. In addition to years of experience and licensure, the program requires each team leader to take the mandatory National Highway Institute (NHI) courses and refresher courses established in the latest revision to the Facility Inspection Manual. Proof of courses taken via a certificate must be provided. An approval form issued and signed by the MDTA Inspection Program Manager is provided when all requirements are met, prior to the start of any fiscal year. Currently, the MDTA has approved more than 113 Nationally Certified Bridge Team Leaders and more than 50 Nationally Certified Tunnel Team Leaders.
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Cybersecurity, Privacy, and Digitization Digitization – automating processes, like the use of E-ZPass – is an important part of the MDTA’s modernization plan. However, increasing digitization also requires improved cybersecurity to protect digital systems and networks from attacks that can cause damage to or theft of hardware, software, or data, in addition to disruption of MDTA services. MANAGEMENT OF CYBERSECURITY, PRIVACY, AND DIGITIZATION Maintaining strong cybersecurity, privacy, and customer data protection as well as responsibly managing technology supports the success and security of the MDTA in an increasingly digital world. Information security for the MDTA applies to all aspects of MDTA’s operations, customers, and employees. The MDTA has already modernized its systems and advanced automation in its operations eight years ago. It is currently conducting readiness analyses for additional modernization, which includes modernizing both of the agency’s two data centers to replace uninterruptible power supply units and cooling units. The MDTA conducts full penetration testing every two years, and constantly monitors threats. Qualsys scans are run on all websites for vulnerabilities. If vulnerabilities are identified, they are addressed immediately. The MDTA has established a robust Business Continuity and Disaster Recovery plan that outlines the process for identifying, addressing, and recovering from a potential data breach. The MDTA’s processes and systems fully align with State and federal regulations on digitization, privacy, and cybersecurity. Information security for the MDTA applies to all aspects (both internal and external) of its operations and employees.
FEDERAL HIGHWAY ADMINISTRATION (FHWA) METRICS FOR COMPLIANCE – TUNNELS Like the compliance matrices shown for Bridges, the FHWA administration performs audits on Tunnel Programs in accordance with the NTIS. In 2019, the NTIS adopted a list of 15 compliance metrics for tunnels. Both FHWA assessment levels and compliance results are the same for bridges and for tunnels. In 2022 and 2023, the MDTA was issued an audit at an intermediate level on all 15 matrices. In addition, neighboring FHWA Division Engineers from Pennsylvania and Virginia along with Maryland, conducted a multi-day field review. The MDTA was found Compliant in all metrics and Substantially Compliant in four. Undertaking an improvement plan for each matrix, new directives were issued into the Facility Inspection Manual to close any gaps, enhancements were made concurrently to the reporting of tunnel inspection functional systems, and conditions were reported. Similar to the compliance results for Bridges, the MDTA expects final results from the FHWA in March 2025. LEAD AND ASBESTOS MANAGEMENT The agency’s Office of the Environment, Safety and Risk Management has asbestos and lead paint management programs that develop and update site-specific lead and asbestos management plans. This includes coordinating medical monitoring, training and equipment needs as well as ensuring inclusion of lead or asbestos management requirements into facility maintenance, construction, renovation, and/or demolition plans. Additionally, the agency maintains programs for its fuel oil storage tanks (above and underground) as well as for managing hazardous waste generated during routine operations.
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Environment
As part of its commitment to sustainability and environmental responsibility, the MDTA actively monitors and manages its impact on the environment. The MDTA prioritizes energy efficiency, emissions reduction, and conservation efforts across its operations. Ongoing initiatives align with best practices and regulatory standards, ensuring a positive environmental footprint for the communities it serves. The MDTA strives to be an environmental steward, not just adhering to environmental laws, regulations, and policies, but aspiring to go beyond compliance and move the agency toward sustainability. The MDTA manages its environmental efforts with cooperation and participation from each of the agency’s offices and divisions.
Pollution and Waste AIR POLLUTANTS
The MDTA documents and tracks the organization’s environmental performance through the agency’s Environmental Management System (EMS). As a core component of the EMS, the MDTA implements an environmental statement, which is currently being refined to reflect the MDTA’s structure and priorities and expected to be approved in 2025. The policy statement affirms the MDTA’s commitment to sustainable development; climate resiliency; environmental compliance; stewardship; continuous improvement in environmental performance; and effective interaction with employees, other government agencies, and the community. Third-party environmental compliance audits are performed to assist in the monitoring and measurement of the MDTA’s pursuit of ongoing compliance with federal, State, and local environmental requirements, including facility-specific permits, plans, certifications, controls (engineered and administrative), and authorizations. The audits serve as a diagnostic tool within the MDTA’s EMS program to assess compliance and identify opportunities for improvement for MDTA staff and practices. Three environmental compliance audits are conducted annually, and each audit evaluates up to three media area/topics. A three-year look-back period is incorporated into each multimedia compliance audit performed.
Burning of fossil fuels for transportation not only contributes to greenhouse gas (GHG) emissions, but also to other types of air pollution that contribute to poor air quality, such as particulate matter (PM), nitrogen oxides (NOx), and volatile organic compounds (VOCs). According to the United States Environmental Protection Agency (EPA), the transportation sector is responsible for approximately 45% of NOx,10% of VOCs, and 10% of PM emissions in the United States. 1 These pollutants have been shown to cause adverse health effects, including higher rates of asthma onset and aggravation, cardiovascular disease, and impaired lung development in children, among other populations. As such, the MDTA ensures the proper management of all air emissions in its construction and operation activities.
1 https://www.epa.gov/transportation-air-pollution-and-climate-change/smog-soot-and-other-air-pollution-transportation
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Management of Air Pollution The MDTA tracks and monitors the emission of air pollutants across all construction activities and operations. The agency operates in compliance with all applicable federal and State pollution regulations, including: Standards of Performance for New Stationary Sources (40 CFR 60) National Emission Standards for Hazardous Air Pollutants for Asbestos (40 CFR 61) National Emission Standards for Hazardous Air Pollutants for Source Categories (40 CFR 63) State and Federal Title V Operating Permits (40 CFR 70 and 71) Protection of Stratospheric Ozone (40 CFR 82) Control of Emissions from New and In-Use Non-Road Compression- Ignition Engines (40 CFR 89) Permits and Registrations (COMAR § 26.11.01; § 26.11.02; §26.11.06; § 26.11.15) Toxic Air Pollutants (COMAR § 26.11.15) Small Fuel Burning Equipment (COMAR § 26.11.02; § 26.11.09) Motor Vehicle Fuel Dispensing (COMAR § 26.11.02; § 26.11.13) Gasoline and Volatile Organic Compound Storage and Handling (COMAR § 26.11.13) Mobile Sources (COMAR§ 26.11.20) Clean Air Act, Section 608: National Recycling and Emissions Reduction Program NOISE, LIGHT, AND VIBRATION POLLUTION Construction and maintenance of transportation roadways and vehicles that travel on them contribute to noise, light, and vibration pollution, which can impact the health and well-being of surrounding communities and the environment. As such, the MDTA strives to minimize noise, light, and vibration pollution across construction activities and throughout its operations. The MDTA follows all federal and State regulations on noise, and regularly studies and implements projects to address noise pollution. Management of Noise, Light, and Vibration Pollution The MDTA tracks and monitors noise levels to ensure all construction activities comply with regulations. Where necessary, the MDTA conducts community outreach to build awareness
around the reasons for elevated noise, the type of construction, and expected duration. Noise barriers are an important design feature on roadway projects located near neighborhoods, communities, and places of interest. While a noise barrier’s primary function is to reduce the undesirable noise generated by automobile traffic, they also are typically designed to be visually appealing and offer landscaping opportunities that also provide aesthetic benefits to the community. Noise barriers also provide safety benefits as they act as a physical barrier preventing people and wildlife from easily accessing the roadways. The MDTA currently maintains approximately 93,000 linear feet of noise barriers. WASTE AND CIRCULARITY The MDTA works to minimize waste by implementing waste reduction programs and implement circularity principles that keep materials and products in circulation. These initiatives also aim to reduce reliance on single-use products and materials and reuse and recycle resources, all in an effort to reduce waste as much as possible. Management of MDTA’s Waste Materials and waste management initiatives allow the MDTA to control the materials used on a daily basis and limit environmental impacts. From recycling programs and solid-waste management, to storing equipment and handling hazardous materials properly, the day-to-day actions and processes of MDTA employees help ensure the organization operates in an environmentally responsible manner. In accordance with the Maryland Recycling Act, the MDTA enables employees to recycle items such as paper products, glass and plastic bottles, aluminum and bi-metal cans, and cardboard. During recent years, the MDTA has strived to achieve the minimum recycling rate range of 15% to 30% of all waste collected. For 2023, the MDTA’s recycling rate was 23.2%. By collecting these materials for recycling, the MDTA contributes to natural resource conservation and a reduction in waste to landfills. The All-StAR ( All St ate A gencies R ecycle) Recycling Program is a Maryland government agency recycling initiative. Each agency designates a Recycling Coordinator to manage their various sites throughout Maryland. The Agency Coordinator provides technical support to encourage recycling within their facility locations and to submit annual online reports detailing each facility’s recycling and waste data. The MDTA’s Office of the Environment, Safety and Risk Management serves as the agency’s Recycling Coordinator, managing and reporting data from both operations and construction activities. The MDTA is required to submit annual online All-StAR reports detailing each facility’s recycling and waste data.
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The MDTA also promotes community involvement through litter clean-up events. In April 2024, the MDTA held a stream clean-up of a key MDTA mitigation site. Additional community involvement includes a recycled and reused art contest, in which employees create art pieces using only repurposed materials. These artworks are judged by fellow employees based on overall appeal, creativity, and the variety of repurposed materials used. Climate Change ENERGY AND RENEWABLES Burning of fossil fuels is the single greatest contributor to climate change. Although fossil fuels make up most of the energy consumed in transportation and electricity generation, use of renewable energy is growing quickly. The MDTA is doing its part to address climate change, working to reduce its fuel and energy use and developing plans to increase renewables and biofuels in its energy mix. Management of Fuel, Energy, and Renewables The MDTA understands that every effort—even small ones—can have a significant impact on reducing energy and saving money. Current efforts include the following: Retrofitted 8,680 fluorescent fixtures with light-emitting diode (LED) fixtures at the Fort McHenry Tunnel (I-95, I-395). Installed a simplified version of an Energy Management Control System to reduce electrical energy consumption and demand. Eliminated the use of potentially dangerous personal space heaters following an assessment of employee needs. Evaluating converting parking lot and other high intensity discharge light fixtures with LED fixtures. This conversion, where feasible, could result in wattage reductions from 400 to 100-watt units in some areas and a lamp life of 100,000 hours versus the current fixtures, which offer half that amount. Investing in solar panel light fixtures for warning signs located at ramp entrances and assessing its use in other areas, including bridge lighting, where solar or LED lights also may be utilized safely. Investigating the use of Plug Load Controls (PLC), which automatically shut off power to electrical equipment (computers, monitors, printers, calculators, task/desk lights, fans, etc.) while employees are away from their desks for an extended period. Currently, the MDTA is developing a study to determine the technical feasibility of installing solar panels at MDTA-owned facilities. The agency currently has two existing projects with planned solar panel installations and is conducting a feasibility study to identify additional sites for future installations. The MDTA plans to work with The Secretary’s Office to transition current electricity contracts to Power Purchase Agreements (PPAs). The MDTA also is in the design phase of a plan to upgrade existing tunnel lighting within the Baltimore Harbor Tunnel (BHT – I-895) to more energy-efficient LED lighting. Newly installed lighting will be monitored and controlled by an intelligent lighting control system with automatic dimming
YEAR-OVER-YEAR RECYCLING RATES
MDTA RECYCLING RATE
YEAR
2023 2022 2021 2020 2019
23.2% 23.8% 21.7% 22.7% 25.5%
In addition, MDTA roadway and automotive maintenance employees practice recycling and ensure non-recyclable materials are disposed of properly. Practices include: Recycling items collected during roadside maintenance, such as landscaping trimmings, rubber tires, and scrap metal. Recycling materials generated by automotive maintenance, such as used oil, sludge, and non-hazardous antifreeze. Identification and proper disposal of hazardous waste, including “household hazardous waste” that cannot be discarded as general refuse. Ensuring no trash or debris is maintained or stored outside of properly marked dumpsters. Equipping external trash-collection containers with lids to prevent rainwater from picking up residue or debris and contaminating stormwater. 2023 CONSTRUCTION RECYCLING DATA
MATERIAL
TONS
Recycled steel/metal Recycled concrete Recycled asphalt
10,036.53 19,652.09 47,912.65
Other recycled demo material
1,504.69
Solid waste (landfilled)
661.66
Waste and Circularity Community Outreach Since 2011, the MDTA has hosted an Earth Day fair, featuring information booths that educate employees on how they can contribute to environmental improvement in their communities. Each fair includes captivating presentations, diverse exhibitors, and a celebration of the agency’s annual recycling contest winners. Awards are given to the facility with the highest overall recycling rate and the most improved recycling rate. The Earth Day fair is just one of the MDTA’s exciting outreach activities. Throughout the years, the agency has held environmentally focused staff outings to locations throughout the community, including Green Street Academy Charter School, Patapsco Wastewater Treatment Plant, Alpha Ridge Landfill, Maryland Agricultural Resource Council, and Poplar Island.
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