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2024 State of the Third-Party Logistics Industry ReportThriving in the Face of Changing Market Dynamics Table of ContentsIntroductionGrappling with the Rising Cost of Doing BusinessNavigating the Shipping Landscape Chaos Exploring the Geographic Spread of Modern FulfillmentConclusionAbout Extensiv030509162526Embracing Cutting Edge(Software)Technologies21IntroductionWelcome to the 2024 edition of the state of the third-party logistics industry report!Last years report started with a reflection on how pandemic-related disruptions continued to plague the warehousing and third-party logistics(3PL)communityand how many experts predicted the situation would persist through 2023.A year later,we are all very thankful that the COVID chapter of human history is mostly over;vaccines are widely available,infection rates are down,and most people probably already lostor discardedtheir face masks.People are returning to public lifeand in-person shopping,which has had some noticeable impacts on the logistics industry.Ecommerce sales slowed significantly in 2023 back to their pre-pandemic trajectories,with online sales growing by 9.3%per Insider Intelligence,and brick-and-mortar retail regained relevance as“physical stores are still expected to account for 72%of all U.S.retail sales by 2024.”Even warehouse capacity rates are normalizing.Unfortunately,a new year means new challenges.While the pandemic may be over,many experts believe the supply chain is still at risk of an“everything shortage.”Theres no hard evidence to indicate that the logistics industry evolved or implemented new methodologies to promote supply chain resilience and agility.Dustin Jalbert,senior economist of wood products at FastMarkets RISI declared,“I dont think a lot has changed.”Instead,consumer demand cooled from the climax seen in 2020-21,and businesses were able to scale without substantially shifting strategies to end the crisis.With emerging shipping disruptions in the Red Sea,2024 may bring its own set of supply chain challenges.Grew more than 50%Grew 25%-49%Grew 10%-24%Grew 0%-9%Our profitability is the same as previous yearsOur profitability declined up to 10 % 2320222021Our profitability declined more than 1005%As new complexities arise,Extensiv wants to help you prepare for the future.This years State of the Third-Party Logistics Report consists of four sections outlining the key current challenges facing fulfillment today and forward-thinking solutions to equip your 3PL to thrive amidst turbulence.Source2024 State of The Third-Party Logistics Industry Report04This passivity has already created new hurdles in the 3PL space as economic conditions,geopolitical tensions,and consumer expectations constantly fluctuate.Highlighted in the 2023 Third-Party Logistics Warehouse Benchmark Report,11%of respondents saw declining profitabilityin 2023 compared to 5%in 2022;if the pandemic was not a big enough sign that theindustry needs innovation,this should be.Grappling with the Rising Cost of Doing BusinessGrappling with the Rising Cost of Doing BusinessArguably the most alarming trend in global economics overall is the persistent rising costs of every-day life.Everything is more expensive than it used to be,and consumers and business owners alike can feel the pressure this creates on their wallets.Zoning in on the third-party logistics sector,the 2023 3PL Warehouse Benchmark Report shows that managing costs ranked as the top business challenge respondents will need to overcome in 2024 at 48%.Meanwhile,operational costsincluding facilities costs,labor,systems&technology,equipment,and shippingcontinue to mount.In particular,warehouse rental costs are growing rapidly,outpacing inflation;prime rents rose by 11.8%in the 12 months to June 2023.Of course,rents are but a piece of the total cost pie,and labor costs are the largest slice.Warehouse worker wage costs rose by 7.4%over the same period,and tight labor markets continue to fuel their escalation.Technically,inflation is improving around the world;the monthly inflation rate in the United States fell to 3.1%in November 2023,a massive improvement since it peaked in June 2022 at 9.1%.Mean-while,the consumer price index(CPI)in the UK rose by 3.9%in the 12 months up to November 2023,significantly lower than the recent peak of 11.1%in October 2022.Similarly,on the other side of the Pacific Ocean,Australias annual CPI rate fell to 5.4%in the September 2023 quarter(New Zealands,to 5.6%),down from a high of 7.8%in the December 2022 quarter(whereas New Zealands most recent peak was 7.3%in the June 2022 quarter).Prices are still going up,but at least not as rapidly as they were.10%8%6%4%2%0%Inflation RateNov 20Jan 21Mar 21May 21July 21Sep 21Nov 21Jan 22Mar 22May 22July 22Sep 22Nov 22Jan 23Mar 23May 23July 23Sep 23Nov 239.1%3.1%Source2024 State of The Third-Party Logistics Industry Report062024 State of The Third-Party Logistics Industry Report07While the monthly inflation rate is a positive sign that the U.S.Federal Reserves aggressive plan to curtail rampant inflationinstituting 11 massive interest rate hikes in the eighteen months leading up to Q4 of 2023is working,higher rates create their own set of problems for individuals and businesses looking to borrow money from financial institutions.As stated in the 2023 3PL Peak Season Playbook(which provides actionable advice relevant outside of peak season as well),“the number one reason that businesses fail is because they run out of cash.”For businesses needing to borrow money to create some flexibility in their cash flowso they dont run out of cashrate hikes make this option riskier or even unattainable for some.With previously low-interest loans now maturing at higher rates,minimum payments and the cost of capital are higher than in previous years.Compounding this dilemma,lenders are getting stricter with their financing requirements,especially after two major regional banks went under in March of 2023,making it more difficultto obtain a loan that could be crucial for expanding a 3PL operation by acquiring new warehouse space.Although delinquency rates for commercial real estate remain historically low in 2023,a Federal Reserve survey showed that“small and mid-sized banksholding most commercial real estate loansreported tighter lending standards in the years second quarter.”For many 3PL warehouses,this takes adding new locations and/or enlarging their existing square footage off the table.How can 3PLs achieve business growth while minimizing costs in 2024?The most obvious solution for increasing cash flow is to optimize billing and payments processes.Using automated billing solutions,like Extensivs Billing Manager,alongside a warehouse manage-ment system(WMS)to capture all chargeable events as they happen,not only boosts billing accuracy but also expedites invoice creation.Incorporating other technologies,such as a digital payment portal to shorten payment cycles so 3PLs get paid faster and the cutting-edge software developments presented later in this report,creates further opportunities for maximizing efficiencyto save on operational costs.What tactics can 3PLs implement to combat rising operational costs in 2024?BEST PRACTICE RECOMMENDATIONS Practice Smart Cost ManagementImplement strategies to manage and reduce operational costsand free up cash flowwithout compromising on quality.This includes optimizing resource allocation,renegotiating contracts,improving efficiency,and consolidating debt where possible.Diversify Revenue Streams Explore new services,verticals,or markets to diversify revenue sources.This could include expanding into new geographical areas(more on that later)or offering in-demand value-added services.Streamline Billing and PaymentsInvesting in automated billing solutions that capture all chargeable events in real time will enhance billing accuracy and expedite invoice creation.Dont think you need software for this?Take a look at your customer payment behaviors and average days sales outstanding;chances are,non-automated methods are dragging out the time it takes you to get paid.Digitizing invoicing and payments with a digital payment portal will further shorten billing cycles.2024 State of The Third-Party Logistics Industry Report08Navigating the Shipping Landscape ChaosNavigating the Shipping Landscape ChaosCan you ever believe that parcel shipping wasnt a super significant aspect of 3PL operations?An article from Talking Logistics remarks that“relatively few companies were shipping via parcel”near the dawn of the millennium,and parcel shipping“was a niche mode appropriate for only a small segment of the market.”Pointing out that the industry has changed in two decades is expected and,frankly,insignificant.Almost nothing is the same as it was two decades ago.What was unexpected was how rapidly parcel shipping would rise as a key mode of transportation for both retailers and manufacturers following the ecommerce boom triggered by the pandemic.While parcel shipping volume in the United States showed moderate annual growth between 2016 and 2019,the market exploded in 2020 with parcel shipping volume growing 35%over the previous year.21.2202221.620.31513.211.9112021202020192018201720162520151050Volume in Billion of Parcels ShippedSourceSimply put,no oneparticularly any of the carrierswas equipped to handle this drastic increase in parcel volume,and they have struggled to catch up ever since.2024 State of The Third-Party Logistics Industry Report10*This statement is seemingly at odds with the prevalent narrative that inflation did not noticeably affect consumer spending because retail sales continued to grow year-over-year throughout 2022.However,the statistics on retail sales rarely adjust for inflation and only consider the monetary value of sales,not the volume of items sold.For example,Insider Intelligence highlighted that retail sales grew 7.2%year-over-year in April 2022,not adjusted for inflation.But,later in the same article,they note that U.S.inflation rose 8.5%in March 2022,meaning that inflation was rising faster than retail sales were growing.Even though consumers were spending more money than in the previous year,it was not because they were buying a higher quantity of things.Instead,because the dollar had lost so much purchasing power,it took more money to buy the sameor feweritems.2024 State of The Third-Party Logistics Industry Report1130bn20bn10bnThough the graph above shows that U.S.parcel shipping volume fell almost 2%from 2021 to 2022which is consistent with the decline in consumer shopping as they faced record high inflation*the 21.2 billion parcels shipped in 2022 was still 1.1 billion shipments more than what the pre-pandemic forecast by Pitney Bowes had predicted for the year.The parcel train may have slowed down some,but it was still a year ahead of schedule,hindering the carriers power to keep pace with the new state of commerce.2022 Parcel VolumesA full year ahead of pre-pandemic predictions26.1Source2019202020212022202320242025202620272028Pitney Bowes 2019 Forecast2019-2022 ActualsPitney Bowes 2023-2028 Forecast25.124.123.122.121.120.118.117.1US Actuals Parcel Volumes vs Pre-Pandemic Forecast,in Billions15.415.421.721.520.522.023.224.425.626.928.0The derailment on the consumer delivery side of the shipping equation revolved around labor union disputes with the major carriers.The summer was extra cruel for UPS,who narrowly avoided what would have been the largest strike against a single employer in U.S.history with a historic deal with the Teamsters.Sifted reports that the new agreement,estimated to cost UPS around$30 billion,isnt the only price the carrier has to pay following the intense negotiations.Fearing a work stoppage,many UPS clients switched to alternative carriers for their delivery needs,sending UPS volumes falling by roughly 2.2 million packages a day year-over-year in Q2,representing a 9.4crease.Though FedEx directly benefited from the situation,claiming about a third of UPS lost volume,both“FedEx and UPS grappled with soft demand throughout the year.”Even with the influx of former UPS loyalists,FedExs average daily volume still dropped(less than 1%)year-over-year for the quarter ending August 31.Now,FedEx is undergoing its own mediation with their pilots union,reports Reuters.Other notable labor disputes include the more than 1100 DHL employees on strike at the Cincinnati/Northern Kentucky International Airport following unsuccessful contract negotiations and the authorized strike by cargo pilots working for Amazons largest air freight provider(though this walk out cannot begin until later in 2024).Amazon recently became the biggest delivery business in the U.S.and hopes to cement its position at the top of the parcel delivery industry with its newest service,Amazon Shipping,but a looming strike could upend their ambitions.The derailment on the other side of the shipping equation,the supply side,hinged on the ongoing freight recession.Most notably,LTL freight giant Yellow suddenly shuttered in July,marking the demise of one of the top ten freight carriers in the country despite grossing over$6 billion in 2022,reports CNBC.While fallout from Yellows end has been far less catastrophic for the industry than anticipatedthe supply chain is realistically no more haywire than normal,and freight prices havent skyrocketedwhats more concerning is how rapidly the freight recession is rippling through the logistics industry and how severely it is affecting such big players.Shortly following Yellows bankruptcy,J.B.Hunt Transport Services reported dropping 30%in profits in Q3,and Convoy Inc.announced its end in October.Yet,not everyone is too concerned.As Michael Belzer,an economics professor at Wayne State University and former over-the-road truck driver,puts it:“In a macro-sense,one company goes down,other companies rise up and take their freight.”Perhaps the freight recession is more an opportunity for new companies to push the industry forward than a warning sign of a perpetually worsening economy.If 2023 saw the shipping industry veer off course,how will it get back on track in 2024,and how should third-party logistics providers prepare to navigate this landscape?2024 State of The Third-Party Logistics Industry Report12By 2023,the inability to adapt exposed vulnerabilities throughout the logistics industry.The train derailed,creating a shipping landscape defined by chaos.2024 State of The Third-Party Logistics Industry Report13While complete shipping data for 2023 is not yet available,if Pitney Bowes updated forecast from last year is correct,parcel volume in the U.S.should have rebounded from 2022 and will continue to grow at a 3%compounded annual growth rate(CAGR)through 2028.This is a significant slowdown from the double-digit growth rate seen in the five years leading up to 2022,which will make scaling to meet demand much easier for carriersassuming they developed new strategies for handling an ever-increasing volume of parcel shipments during the letup of 2022.In any case,one silver lining that will continue through 2024 is more flexible pricing for shipping.In response to faltering shipping demand,both UPS and FedEx offered discounts to regain some business,causing ground parcel delivery costs to fall year-over-year for the first time since 2019,according to Supply Chain Dive.Additionally,both UPS and FedEx announced a general rate increase(GRI)of 5.9%for 2024,down from 6.9%in 2023,meaning that even though rates will still go up in 2024(as they do every year),the increase is not as steep as it was last year.However,the GRI still poses a financial risk to companies trying to control costs.7.9%6.9%5.9%4.9%3.9%2.9 1420162018202020222024The Last 10 Years:GRI TrendlineSourceWhat does this mean for 3PL warehouses?Most notably,while UPS and FedEx strive to retake some of their lost volume,they will be more responsive to rate negotiations;retailers including Macys and Rent the Runway leveraged their increased bargaining power to secure more favorable delivery contracts in 2023.As the backbone of their customers fulfillment operations,3PLs should take advantage of this leniency on behalf of their customers;while 3PLs do not typically pay shipping costs,obtaining better rates for your customers will improve customer satisfaction and loyalty.Having high shipping volume and long-term relationships with carriers can empower your business in negotiations.But,if you are unsuccessful in clinching reduced rates for your shipping contracts,you can always turn to shipping aggregators or label providers,like Pitney Bowes or BUKU Ship,to reduce shipping costs.With new carriers gaining steam,3PLs should consider diversifying the carriers in their portfolio,especially to include more specialized and regionalized carriers.Some 3PLs have preferred carrier partners that they use all the time regardless of the cheapest available rates,while others will compare shipping costs to find the most affordable option,but the benefits of the latter approach are immense.Reported by Entrepreneur,“an internal Descartes study of September 2023 shipping volumes for 1,600 merchants showed that,on average,those who used rate shopping saved$4.39/shipment.This translates into average potential shipping savings of 34%,”amounting to much more in savings than from any negotiated rates with a single carrier.Adopting rate shopping technologies,like the Small Parcel Suite feature in Extensiv 3PL Warehouse Manager,makes this process much more efficient and enables 3PLs to better serve their customers.Finally,remember that shipping costs are a major pain point for the brands and retailers that logistics providers serve in the wake of the Amazon Effect.As companies look to control costs in 2024,it is becoming increasingly more difficult for them to offer free and fast delivery to consumers.While some merchants are revamping their free shipping policiesfor example,by adding fees for faster service,raising minimum purchase requirements,and/or switching to flat-rate shipping models for all ordersothers are locating their products closer to consumers and adopting multi-point distribution frameworks to increase delivery speeds.Learn how you can participate in this geographic spread of modern fulfillment in the next section.2024 State of The Third-Party Logistics Industry Report142024 State of The Third-Party Logistics Industry Report15How can 3PLs sharpen shipping strategies in 2024?BEST PRACTICE RECOMMENDATIONS Assess Your Carrier Partnerships RegularlyReviewing current carrier usage and shipping rates allows you to identify where shipping savings might exist.Additionally,building strong relationships with multiple carriers ensures reliability and improves your chances of negotiating better terms.While you may audit your carriers annually(around the time of contract renewals),doing this exercise more regularly(even on a quarterly basis)will help you adapt your shipping strategies to reduce costs and/or improve service levels with greater agility.Expand and Diversify Your CarriersMulticarrier shipping strategies are critical for risk mitigation and obtaining leverage for negotiating carrier rates.A“one size fits all”carrier and shipping strategy limits merchants ability to control their shipping costs while maintaining a high level of customer service,so as their logistics provider,you should explore different carriers to better serve your customers.Invest in Shipping TechnologiesIdentify how your business can incorporate automated rate shopping into your order fulfillment process to get the lowest possible rates for each shipment.Furthermore,utilizing advanced shipping software equipped with analytics tools enables you to optimize routing,track shipments in realtime,and anticipate potential disruptions.Exploring the Geographic Spread of Modern Fulfillmentoperations closer to home.172024 State of The Third-Party Logistics Industry ReportExploring the Geographic Spread of Modern FulfillmentThe logistics industry is cutthroat,and current market dynamics are driving changes in traditional 3PL models.Simply put,the old way of running a 3PL warehouse doesnt cut it anymore.More and more single location 3PL warehouses are going out of business,selling their business,or looking for ways to partner.Continued consolidationthough less prevalent than in 2022 when there were 17 large 3PL acquisitions compared to just 4 merger and acquisition transactions in the first half of 2023,according to Modern Materials Handlingonly heightens the competition.And as always,many 3PLsare actively looking for ways to contend with the big players in the logistics industry:both established giants like Amazon as well as well-funded newcomers like TikTok.The solution?Exploring,and reshaping,the geographic spread of modern fulfillment.Following years,more accurately decades,of intense globalization,many companies are rethinking their logistics strategies to enhance supply chain resilience and strengthen domestic risk mitigation strategies.These companies supply chain shifts towards onshoring,nearshoring,and“friendshoring”are redrawing the map of global business in hopes to insulate themselves from geopolitical conseq-uences,protect their companies from future supply chain disruptions,and reduce costs.Geopolitical developments across every region of the globe are making the international flow of business a lot trickier.Both President Trump and President Biden have enforced significant tariffs on trade with China.In Europe,the ongoing conflict between Russia and Ukraine has deepened rifts between the U.S.and Russia.And,most recently,the erupting tensions in Gaza between Israel and Hamas are rippling throughout the Middle East.The world is on fire,and many fear that“geopolitical shocks pose the greatest threat to supply chain health,”prompting many businesses to start moving While manufacturing goods in one region may be cheaper than in another,the costs of bringing them to America vary greatly from region to region,so the landed costs may be higher if sourced from the region with the lowest production costs.Furthermore,moving supply chain operations closer to home offers other benefits like increased agility and adaptability.In an article from Supply Chain Dive,Harvey Kanter,CEO of DXL Group,explains:1U.S.and CanadaMexicoWestern EuropeEastern Europe and Mediterranean15South America15Japan and South Korea17China(with trade war tariffs)17China(without trade war tariffs)2225IndiaSoutheast Asia1 to 2101425AustraliaCountry,Country Pair,or RegionDays to MarketAverage Landed Cost0!%-19%-3%-8%-3%-4%-18%-15%Average landed costs are in comparison to a similar U.S.cost.In other words,average landed costs are 19 percentagepoints cheaper in Mexico than the United States.For this analysis,landed costs included the cost of labor,logistics,tariffs,machinery electricity and fuel,among others.The“trade war tariffs”for China includes the maximum 25%duties on select imports from the country,under section 301.SourceTheres 45 days to get goods from Asia to here,and theres a certain cost associated with it.It takes one week to get goods from Mexico.Mexico costs more money,but we have more agility to chase goods,and we have deep relationships.Additionally,as production and logistics costs continue to rise across the boardinfluenced by rising wages in historically cheaper regions,global trade wars inflating the price of commodities,and international freight rates ramping up since the pandemic,among other factorsbusinesses are starting to home in on different indicators related to supply chain costs.Given these dynamics,tracking the landed costs of goods(the total price of a product or shipment once it has arrived at a buyers doorstep)has become more important for retailers and merchants to understand their overall profitability and determine their supply chain strategies,including warehousing locations.2024 State of The Third-Party Logistics Industry Report18Striving to simultaneously mitigate the threat of supply chain disruption while optimizing logistics costs calls for rethinking the geographic spread of modern fulfillment on both an international scale and throughout North America.Even for third-party logistics companies specializing in domestic operations,these global themes in the supply chainand especially in manufacturingwill trickle down to influence their approaches to both expansion and risk mitigation.Consumer expectations arent slowing down,and single-point distribution strategies are ill-suited for supporting brands that need to offer fast and free delivery nationwide.While fourth-party logistics(4PL)is one of the first examples that comes to mind when contemplating geographically dispersed fulfillment networks,there are multiple shapes this trend can take:3PL warehouses and 4PLs can use their expertise in global supply chain management as a foun-dation for future growth opportunities aimed at expanding their geographic footprints.Logistics providers have deep skill and experience handling the challenges associated with moving goods across a global supply chain beyond streamlining logistics for efficiency,including in-depth knowledge about global trade regulations,supply chain dynamics,customs processes,tax regulations,and different freight modalities.Just as 3PLs and 4PLs use this mastery to oversee international trade for their clients,they can apply similar techniques to building out multi-nodal networks across North America that optimize overall logistics costs and speeds domestically.Of course,adding new locations to your operation also adds new challenges,first and foremost regarding network-wide visibility of your customers inventory,orders,and transaction data.Luckily,emerging fulfillment software technologies engineered to bring multi-nodal logistics to life are attainable and more widely available than ever before.For example,Extensiv Network Manager is a combined program of software,services,and tools that empower multi-location 3PLs,existing 4PLs,and separate 3PL warehouses linked together to operate as a 4PL network to manage warehouse capacity,visibility,and order orchestration across multiple 3PL Warehouse Manager accounts.Technology inaccessibility is no longer a blocker to geographic expansion for 3PL warehouses,and,as we explore in the next section,logistics technologies are getting smarter.Multiple distinct 3PL warehouses partnering together to create a 4PL networkIndividual 3PLs incorporating additional nodes to their own operationExisting 4PL providers continuing their expansion2024 State of The Third-Party Logistics Industry Report19How should 3PLs prepare to participate in the geographic spread of modern fulfillment?Consider 4PL OpportunitiesTools like Extensivs Fulfillment Marketplace make it easier than ever to find 3PLs in complementary geographies that have similar workflows and are open to partnering up to create a 4PL network.Regardless of who actually owns the 4PL network,all participating 3PLs benefit not only by being able to offer enhanced service offerings to their customers but also by generating revenue on more orders fulfilled.Study the MarketIf you want to expand into multi-nodal operations,you must understand the market(s)you want to join.Adapting to regional market differenceswhich entails understanding local regulations,culture,and consumer preferenceswill enable you to customize services accordingly and(most importantly)make informed decisions about how you disperse inventory across locations.Sharpen Your Skills and TechnologyIt goes without saying that orchestrating multi-facility fulfillment operations is much more complex than running a single 3PL warehouse.Optimizing your processes and standardizing them across all locations in your network will go a long way toward providing consistent customer service regardless of the facility tasked with fulfillment.Additionally,leveraging the right technology that provides full visibility over your customers inventory,order,and transaction data across all 3PL warehouses in the network is critical for making sure that all locations follow standard operating procedures and service level agreements.2024 State of The Third-Party Logistics Industry Report20BEST PRACTICE RECOMMENDATIONS Embracing Cutting Edge(Software)TechnologiesThe specific date of November 30,2022 may not make it into history books,but the launch of the worlds most famous chatbot,ChatGPT,by OpenAI that day certainly will.Though artificial intelligence(AI)technology has been making progress for years,the arrival of ChatGPT ushered in a new era in software development.Everyone was talking about AI non-stop in 2023,discussing how the technology would affect not just the tech industry but all industries,including logistics.AI has the potential to be a transformative force in the supply chain.At the beginning of 2022,McKinsey reported that spreadsheets were still the top tool used by supply chain leaders for demand forecasting and planning at 73%,but a whopping 4 out of 5 respondents expect to or already use AI and machine learning(ML)for planning.While 3PL warehouses do not typically provide demand planning for their customers,their IT infrastructure is critical for enabling their customers to implement these innovative technologies.AI isnt omniscient.Before businesses can use fully automated,AI-driven frameworks,they need to train the AI on data to start the machine learning(ML)process.ML is the building block for AI.By learning from historical data,ML algorithms can predict future trends,optimize resource allocation,and enhance decision-making processes.Then,these ML algorithms can fine-tune themselves over time,continually improving efficiency and adaptability to changing market dynamics.To collect the necessary fulfillment and order data to train AI-powered demand forecasting programs,retailers and merchants3PLs customer baseneed to be able to access this information through system integrations.A connected network of AI,ML,and fulfillment software tools can provide a comprehensive overview of operations,from warehouse management to transportation logistics.Implementation Status,%of respondentsDont PlanTo UseTop Applications Being ConsideredFour Out of Five Supply-Chain Leaders Expect To or Already Use AI and Machine Learning for PlanningNot doing it713Use SimpleAlgorithms Only431720Plan To UseFor Some ActivitiesPlan To UseFor Most ActivitiesAlready Use AI andMachine Learning12345DemandPlanningSales and Operations PlanningControlTowerDetailedSchedulingInventoryOptimizationEmbracing Cutting Edge(Software)TechnologiesDoing itSource2024 State of The Third-Party Logistics Industry Report222024 State of The Third-Party Logistics Industry Report23This interconnectivity enables seamless data flow and insights,fostering a more proactive and dynamic approach to logistics management.If a 3PL doesnt meet a certain threshold of techno-logical sophistication,like using a WMS instead of manual inventory and order records,to allow this,its customers will struggle to progress their own technology adoption.In this way,the soft-ware a 3PL uses has a direct impact on how well their customers can run their businesses.But,AI is also growing more common in the technology that 3PLs use as well.AIs third-party logistics applications range from predictive analytics,which anticipates market trends and supply chain disruptions,to intelligent automation that enhances efficiency across various operational processes.For instance,AI-driven tools can optimize routing and inventory management,reduc-ing costs and improving service levels.Moreover,AIs capability to process and analyze vast quantities of data in real timethe foundation for data analyticsenables 3PL providers to make more informed and strategic decisions.In an industry where timing and precision are crucial,data analytics is particularly powerful.Real-time data analysis offers a granular view of the supply chain,enabling 3PL providers to respond swiftly to changing conditions.This agility is crucial in maintaining service quality and customer satisfaction in an unpredictable market.Analytics tools can also dissect customer behavior and market trends,providing insights that drive tailored service offerings that can help 3PLs better serve their customers.Data analytics also help 3PLs enhance and streamline internal warehouse operations that directly impact profitability.The best WMS platforms now offer specific labor analytics dashboards that can help warehouse managers measure the performance of their staff,set productivity goals,and carefully track orders by customer and status from start to end of day.Additionally,3PL opera-tions leaders can filter the information in these dashboards by customer so they can accurately track the cost to serve each and customer-level profitability,enabling them to make calculated decisions about customer pricing and retention strategies.As we look to the future,the integration of these technologies presents both challenges and opportunities.The initial investment and the need for skilled personnel to manage and interpret the data and insights generated by these systems are notable challenges.Furthermore,as refer-enced earlier,AI isnt an out-of-the-box,ready-to-go tool;it takes time and data to train the algorithm to work well.If you plan on using AI in the future,approach 2024 as a building block year for accumulating algorithm training data to enable more robust AI adoption going forward.The opportunities for efficiency gains,cost reduction,and enhanced customer satisfaction are immense.These technologies are not mere tools but pivotal elements that will define the future of the logistics industry.By harnessing their power,3PL providers can transform challenges into opportunities,driving innovation and excellence in their operations.3PL providers who success-fully navigate these challenges and leverage these cutting-edge technologies will be well-posi-tioned to lead in the rapidly evolving logistics landscape.2024 State of The Third-Party Logistics Industry Report24What can 3PLs do to embrace the cutting edge of fulfillment technology?BEST PRACTICE RECOMMENDATIONS Start Collecting Data NowEven if the technology you have now does not have any AI-powered functionality yet,it probably will soon.Or you may be considering switching to a software platform that does.In any case,to prepare for this transition into the world of AI,you need data to start the ML process,and collecting that data as soon as possible will make this adoption smoother and much,much quicker.Speaking of Data,Get in the Habit of Leaning on Data AnalyticsIt wasnt long ago that the third-party logistics industry ran entirely manually,and still,many warehouses are just now adopting advanced fulfillment software to replace spreadsheets.Software is,for many,a very foreign language,and there may be some resistance to turning many decisions over to computer systems.However,it is important to remember that software and data are tools to help human workers,not replace them.Data analytics are essential for allowing logistics providers to make informed and strategic decisions efficiently,so getting in the habit of trusting data analytics will enable you to keep up with the rapid pace of the modern supply chain.Leverage System IntegrationsIntegrations are the foundation for eliminating data silos between systemsboth yours and your customers.You can adopt“the best”software platforms on the market,but if they do not communicate with each other,data inconsistencies will render them useless.Ensure seamless integration of all your softwareboth existing systems and newfor a unified approach to logistics management and to get the most out of your technology investments.ConclusionAs the 2024 State of the Third-Party Logistics Industry Report closes,its clear that the sector is at a critical juncture.Amidst economic,technological,and geopolitical shifts,the ability of 3PL providers to adapt and innovate remains paramount.This report has underscored the significance of embracing cutting-edge software technologies,rethinking geographic strategies in fulfillment,navigating the complexities of the current shipping landscape with agility and foresight,and approaching 2024 with cost saving strategies at top of mind.Reflecting on the lessons of the past year,we see that adaptability has been key to navigating these turbulent times.The industry has faced multiple years of unprecedented challenges,and quite frankly,it does not seem like 2024 will bring a return to precedented times.Yet,despite(and sometimes because of)these trials,the logistics world has also uncovered new opportunities for growth and innovation.As we look forward to the rest of the year,its clear that 3PLs must continue to focus on strategic planning,leveraging technology,and building agile business models to stay competitive.The need for 3PLs to be proactive is more pronounced than ever.Though the COVID crisis is largely over,instability persists throughout the supply chain,the economy,and global tensions.The introduction of this report stated that many industry experts dont think we learned our lesson from the pandemic;2024 presents the opportunity to prove them wrong.Whether its through diversifying service offerings,enhancing technological capabilities,or developing new partnerships,the ability to anticipate and respond to market changes will be adefining factor in achieving success.3PLs that can effectively integrate innovation into their operations,adapt to shifting consumer demands,and seize emerging opportunities will not only thrive but also lead the way in shaping the future of the logistics industry.Request a Demo HereFor more information,please call us at 833.983.6748 or visit .2024 Extensiv I All rights reservedAbout Extensiv In May 2022,3PL Central,Skubana,Scout Software,and CartRover combined to become Extensiv.Extensiv is a visionary technology leader focused on creating the future of omnichannel fulfillment.We partner with warehouse professionals and entrepreneurial brands to transform their fulfillment operations in the radically changing world of commerce and consumer expectations.Through our unrivaled network of more than 1,500 connected 3PLs and a suite of integrated,cloud-native warehouse management(WMS),order management(OMS),and inventory management(IMS)software,we enable modern merchants and brands to fulfill demand anywhere with superior flexibility and scale without painful platform migrations as they grow.More than 25,000 logistics professionals and thousands of brands trust Extensiv every day to drive commerce at the pace that modern consumers expect.About Extensiv 3PL Warehouse ManagerExtensiv 3PL Warehouse Manager is the leading cloud-based warehouse management system(WMS)solution built to meet the unique 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Rail Decarbonization:Global Outlook What are the next steps to achieve net zero by 2050 for rail stakeholders in various parts of the world?This third article in our rail decarbonization series looks at the current state of railway systems around the world and presents actions to accelerate progress toward net zero.The recommendations we provide for rail stakeholders build upon the ecosystem perspective(Figure 1 below)explored in the first article,which discusses how rail decarbonization is inextricably linked to the wider transport sector,energy sector and built environment.The major steps the rail sector needs to take to decarbonize are outlined in the second article.In addition,the first two articles address how to achieve a shift from road and aviation to rail,a short-term means to reduce the substantial emissions from the transportation sector.Table of ContentsIntroduction .1Africa .5Asia.8Australia and New Zealand .12Canada.16Continental Europe and the Nordics .20Latin America .25Middle East.28United Kingdom.32United States.36Conclusion.40June 5,2024This is the third article in a series.Click below to read the first two articles.IntroductionArticle 1 Rail Decarbonization:An Ecosystem PerspectiveArticle 2 Rail Decarbonization:Strategic Pivot Rail Decarbonization:Global Outlook2Our rail decarbonization series recognizes that decarbonization is a change process on a global level and across all sectors and industries.However,complacency within the rail industryresulting from the perception that rail is sufficiently greenimpedes the bold,immediate action needed to reduce embodied carbon in rail infrastructure and,at the same time,avoid falling behind increasingly decarbonizing road-based travel.An awakening among stakeholders is needed,and ownership,rather than delegation,emerges as the catalyst for real change.Here we take a look at the state of rail decarbonization around the world,presenting a broad perspective from various countries and regions.We then apply the ecosystem and ownership principles to provide specific recommendations for how rail stakeholders can own their part of the rail decarbonization journey.TERMS USED IN THIS ARTICLEEmbodied carbon refers to the greenhouse gas emissions released during the lifecycle stages of an infrastructure asset:raw material extraction,transportation,manufacturing,construction,maintenance,renovation,and end-of life(in contrast with operational carbon,which is released from the ongoing operation of the railway asset).In addition,in this article,the word carbon is used to refer to carbon dioxide(CO2)and all other greenhouse gases.Scope 1 emissions covers direct GHG emissions from owned or controlled sources;scope 2 covers indirect emissions from the purchase and use of electricity,steam,heating and cooling;scope 3 includes all other indirect emissions that occur in the upstream and downstream activities of an organization.PAS 2080 is a global standard for reducing whole-life carbon in infrastructure.The framework provides a breakdown of responsibilities and activities for all members of the value chain so that they can jointly deliver the decarbonization of assets.The circular economy is a model of production and consumption where materials never become waste and nature is regenerated;the circular economy involves sharing,leasing,reusing,repairing,refurbishing and recycling existing materials and products as long as possible.SI:D3,WSPs systems integration approach,creates a migration plan to convert stated goals into benefits for rail stakeholders.Lean-Agile methodology seeks to improve efficiency by eliminating waste.Figure 1 The Rail Ecosystem Adopting the ecosystem perspective requires consideration of sectors that intersect with railin particular,the energy sector,other modes of transport and the material supply sectoras this wider view is necessary on the journey to decarbonize rail.The ecosystem perspective takes into account the whole lifecycle of an asset,identifying trigger pointswhere decisions can be made by rail stakeholders(enablers)along the decarbonization journey.Figure 2 General Decarbonization Strategy Developing tangible roadmaps with clear interim transition steps fosters focus on shorter-term goals and generates the sense of urgency lacking in milestones set far into the future.Baseline Emissionsfor the rail ecosystem1.Develop transition steps targeting major carbon emissions sources guided by PAS 2080,SI:D3 and Lean-Agile principles3.Set iterativereduction targets2.Execute the steps4.CO21.Develop greenhouse gas(GHG)baseline Keeping the ecosystem perspective in mind,include construction,operations and asset renewal in the baseline for a given year.2.Commit to ambitious emissions-reduction targets.3.Develop a transition plan guided by the ecosystem perspective and the PAS 2080 framework.Focus on the big emissions culprits.4.Execute the plan.Rail Decarbonization:Global Outlook3Generic steps for main rail stakeholders to support decarbonization ownership To support the rail industry in developing the transition plan to net zero(step 3 in Figure 2),we have set out a summary of typical roles and key actions in Figure 3 belowelaborating on the generic steps with an indicative timeline that can form stakeholder-focused roadmaps.The following sections offer recommendations for stakeholder-specific roadmaps in various countries/regions.Each section provides an analysis of the current state of the rail system,actions needed in the urgent,near-future phase and how to take ownership in the long-term phasetoward meeting the 2050 target established in the Paris Agreement from 2015 and to sustain momentum beyond 2050.In order to develop a regional roadmap,it is useful to first understand the characteristics of the region.For this purpose,the regional sections include a table providing some of the general parameters of the railway.In addition,for some countries/regions we present examples of the rail industrys structure to indicate the main stakeholders and how decarbonization can be achieved.Figure 3 Generic steps for each of the main rail decarbonization enablers globally PASTPERIOD OF URGENCYEXTENDING OWNERSHIPSUSTAIN2015 PARIS BASELINEOperators&MaintainersCommit to industry roadmaps.Require supply chain data.Enhance operational efficiency.Only use zero-carbon energy.Reduce operational carbon(e.g.alternative fuel,carbon capture).Decarbonize Asset Base(depots,etc.)and maintenance activities.Zero-carbon fleets.Asset OwnersCommit to industry roadmaps.Require supply chain data.Set whole-life carbon targets.Plan for asset replacement and renewal considering whole-life carbon.Construction sites are resource and energy efficient,powered by zero-carbon sources.Decarbonize Asset Base and activities.Only build net-zero emissions projects.InvestorsCommit to industry roadmaps.Require supply chain data.Only finance new infrastructure and plant,and renovations with net-zero targets.Only finance renovations and new infrastructure if net-zero emissions.Suppliers Commit to industry roadmaps and set embodied carbon targets.Declare embodied carbon of 50%of standard products.Retrofit solutions with lower operational emissions.Declare embodied carbon of standard products.Use energy only from net-zero sourcesNo scope 3 emissions.DesignersCommit to industry roadmaps and early design for low whole-life carbon.Propose embodied targets best practice.Use circular principles.Share lifecycle assessment data.Propose in requirements all projects are 100%zero emissions.PolicymakersTransport AuthoritiesDevelop net-zero strategy.Set system-wide net-zero targets through policy and contractors.Implemented policies with progressive targets for embodied carbon,mandatory.GovernmentsDevelop net-zero strategy.Implement targets for new infrastructure and renewals.All certification include embodied carbon requirements.Implemented policies with progressive targets for embodied carbon,mandatorywith national roadmaps.NGO,Networks and ResearchersConvene sectors to co-create national net-zero roadmaps.Develop calculation methods,design tools&guidance.Contribute to establish database&benchmarks.202420272030 50%LESS203520402050 NET ZERO2124LEGENDRoadmapsDataTarget setting/benchmarksFinanceZero-carbon energyDesignToolsPolicyDisclosureTechnology/operationLeadership action Rail Decarbonization:Global Outlook4For rail operators and owners,the approach may include fleet electrification,clean energy adoption and operational efficiency enhancementse.g.moving from diesel-locomotives to electric alternatives and optimizing scheduling and route planning to minimize energy consumption.Infrastructure managers(those who own and maintain rail infrastructure assets)can play a pivotal role by modernizing rail infrastructure and implementing sustainable construction practices.Roadmaps for infrastructure managers may include electrifying tracks or providing battery charging facilities,integrating energy-efficient signalling systems and utilizing low-emissions/recycled materials for construction and renewals.Rail suppliers and manufacturers should also develop specific roadmaps to align with decarbonization goalse.g.research and development of low-carbon technologies,transitioning production processes to clean energy sources and optimizing supply chains to minimize emissions.Policymakers and government agencies not only shape the regulatory landscape but also should provide financial incentives to encourage decarbonization efforts.Their roadmaps may involve implementing carbon-pricing mechanisms,establishing regulatory frameworks to promote clean energy adoption in rail transport and allocating funding for research and development of clean energy technologies.Guided by global experience,regional understanding and interactions with stakeholders in decarbonization,we present recommendations to shape regional strategies that will accelerate the transition toward a carbon-neutral future in rail transportation.The starting point for accelerated change varies between countries and regions.Therefore,the specific steps are also different.However,there are key actions that can be taken across regions,which we share in the conclusion.5 Rail Decarbonization:Global Outlook AfricaCurrent State of the Railway System Africas railway infrastructure is a study in contrasts,reflecting the continents diverse economic and geographic landscapes.The state of rail transport in Africa is characterized by diversity in development levels,with significant variations across regions and countries.The continent has been witnessing efforts to revitalize and expand its rail infrastructure as part of broader economic and social development goals.Rail infrastructure and services in Africa range from modern,urban metro systems in Cairo and Addis Ababa,among other cities,to long-distance passenger and freight services that cross national borders.For the rail sector,climate change threatens infrastructure integrity through increased flooding,landslides and heatwaves,potentially disrupting services and increasing maintenance costs.Moreover,changes in rainfall patterns could impact hydroelectric power supply,crucial for electrified rail systems,underscoring the need for resilient and adaptive infrastructure planning.In response to the dual challenges of climate change and sustainable development,African nations are increasingly prioritizing decarbonization across sectors,including rail transport.Electrification of rail lines,adoption of renewable energy and modernization of rolling stock represent key actions to reduce the carbon footprint of rail services.These efforts are part of a broader ambition to shift toward low-carbon,sustainable economies.However,achieving these goals requires overcoming significant challenges,including financial constraints,technological barriers and the need for regional cooperation and policy harmonization.The outlook for rail transport in Africa is cautiously optimistic,with ongoing projects and planned investments signalling a commitment to improving rail services.1 However,the success of these endeavours will depend on continued political will,sustainable financing models and addressing technical and logistical challenges.This regional analysis will focus on rail decarbonization efforts in South Africa and how the countrys rail sector is approaching this new frontier.Rail transport is seen as a key component of sustainable transport strategies,with the potential to reduce road congestion,lower carbon emissions and improve urban air quality.Africa1 Call for balance in investments for road and rail infrastructure,South African Government News Agency,January 25,2024.6 Rail Decarbonization:Global Outlook AfricaChallenges and CommitmentsMany African countries face challenges in maintaining and upgrading rail infrastructure due to financial constraints,technical challenges,and sometimes political instability.However,international funding and partnerships are increasingly available for rail projects,with China and multilateral development banks being notable partners in financing and constructing new rail infrastructure in various parts of Africa.2 Interoperability is a technical challenge as different track gauges and standards across countries and even within countries hinder the interoperability of rail services,affecting regional connectivity.South Africas railway system is vital for transporting minerals and commodities for the mining sector,which is a backbone of the national economy.The network,one of the most developed in Sub-Saharan Africa,has a significant portion of its routes electrified;therefore,Transnet is leading the way in rail decarbonization on the continent.Electrification not only enhances the efficiency of rail operations but also reduces the reliance on diesel-powered locomotives,contributing to lower emissions.The electrification of rail lines serves as a foundation for further decarbonization initiatives,enabling the integration of renewable energy sources into the rail system.This electrification primarily benefits the major corridors used for both freight and passenger services,including the suburban networks around major cities such as Johannesburg and Cape Town,as well as key freight routes.Within the rail sector,Transnet,the transport and logistics company owned by the South African government,has made a commitment to achieve net-zero emissions by 2040.This commitment highlights the companys leadership in environmental sustainability within the African rail sector.This ambitious target aligns with global climate change mitigation efforts and sets a precedent for other African rail operators.Transnets decarbonization strategy focuses on leveraging biofuels,green hydrogen and renewable energy to transition away from fossil fuels.These energy sources are pivotal in reducing scope 1 and scope 2 emissions aligning with the broader South African Just Transition Framework3 and the global goal of net-zero emissions by 2050.Optimizing train operations,upgrading infrastructure and adopting smart technologies can deliver immediate environmental benefits while paving the way for more comprehensive decarbonization efforts.The journey toward decarbonizing Africas railways,with South Africa at the forefront,embodies the continents broader aspirations for sustainable development and climate resilience.By embracing electrification,renewable energy and innovative technologies,Africa can transform its rail sector into a model of environmental stewardship.The path is complex and fraught with challenges,but with continued investment,collaboration and strategic vision,the vision of a green and resilient rail network in Africa is within reach.ParameterInformationPer capitaData yearReferenceMARKET SIZE AND OWNERSHIP Population 60.6 million2022Dept:Statistics South AfricaArea(sqm)1.22 million sqkm20,000 sqm 2022South African GovernmentAnnual passenger km3.5 billion58 2020The World BankUrban Mass transit(metro,LRT,city commuter)Prasa Passenger Rail Agency of South Africa(MetroRail Service)2024Passenger Rail Agency of South AfricaRegional,interregional,national,High-speedGautrain High SpeedPrasa Shosholoza interregional&national2024gma.gautrain.co.za Annual freight tonnes km149 million TransnetRail Network total length(km)22,000TransnetPrivately owned shareNo private railway operators Electrification share 27%TransnetRAIL SHARE OF TRANSPORT&EMISSIONSRail share of passenger transport9 22Dept:Statistics South AfricaRail share of freight transport14 22Dept:Statistics South AfricaTable 1 Data on the South African rail market2 Ben Payton,Parallel Lines US and China vie for African rail dominance,African Business,September 8,2023.3 Just Transition Framework,Presidential Climate Commission.7 Rail Decarbonization:Global Outlook AfricaRecommended Actions Toward 2050 and BeyondWhile the initiatives explored in this section relate to South Africa,they can also be implemented throughout the African continent.Transnets commitment to achieving net-zero emissions by 2040 and its strategic focus on mitigating scope 1 and scope 2 emissions through biofuels,green hydrogen and scaling up of renewable energy form a solid foundation for decarbonizing its rail infrastructure.Beyond these primary measures,there are several additional initiatives that rail operators could consider in further advancing their decarbonization efforts.These include accelerating the electrification of rail lines,which not only reduces reliance on diesel powered locomotives but also allows for the integration of renewable energy sources directly into rail operations;improving energy efficiency by implementing advanced energy management systems;upgrading to more energy-efficient locomotives;and retrofitting existing rolling stock with regenerative braking systems and other energy saving technologies.Developing on-site renewable energy generationsuch as solar panels at stations,on rooftops and on land owned by rail operatorscould offset a significant portion of the rail systems energy needs.Wind energy could further diversify the renewable energy portfolio.Beyond using green hydrogen as a primary mitigation measure,investing in fuel-cell technology for locomotives could revolutionize rail transport by providing a powerful and clean alternative to diesel engines.In parallel,there are other important contributory measures to considerinvesting in reforestation and ecosystem restoration and developing carbon capture and storage(CCS)technologies for stationary sources within railway operations.Leveraging digital technologies to optimize routes,reduce idling and enhance overall operational efficiency can lead to significant emissions reductions.Implementing smart-grid technologies such as smart meters will enable more efficient use and distribution of renewable energy within its network.Collaboration is essential to support scope 3 emissions reductions.Actions to support accelerated progress include working closely with the freight and logistics sectors to streamline operations and reduce overall transport emissions through modal shifts and efficiency gains;partnering with academic and research institutions to pilot new technologies and best practices in rail transport sustainability;and engaging actively in policy development processes to support the creation of favourable regulatory frameworks for clean energy and transport innovations.Enhancing awareness and participation in decarbonization efforts from stakeholdersincluding customers,suppliers and the broader communitywill support scope 3 emissions efforts;scope 3 emissions efforts can also be strengthened through the implementation of stringent sustainability criteria for suppliers and partners,which will encourage broader adoption of low-carbon solutions across the value chain.South African GovernmentTransnetMinistry of Public EnterprisesPRASAGauteng Department of TransportGautrain Management AgencyMetro RailEngineeringPropertyNational Ports AuthorityPipelinesFreight RailPort TerminalsShosholoza MeylDepartment of TransportMinistry of Public EnterprisesFigure 4 Rail sector structure and organization in South AfricaPolicy DevelopmentStrategy and FinancingStatutory Directives8 Rail Decarbonization:Global Outlook AsiaAsiaCurrent State of the Railway System Across Asiawhich is the largest continent geographically with 60%of the worlds populationmany countries are experiencing rapid industrialization and urbanization,leading to increased carbon emissions throughout the lifecycle of products,from production to consumption and disposal.Asia accounts for 49%of global CO2 emissions of which 11.5%is due to the transportation industry.4 The current broad action to decarbonize across Asian countries is switching from internal combustion engine vehicles and diesel locomotives to electrified railways,thereby eliminating direct CO2 emissions.Most Asian cities,however,already have modern electrified urban railway systems.ParameterDataPer capitaData yearReferenceMARKET SIZE AND OWNERSHIP Population4.9 billion2024World Population ReviewArea(sqkm)17.2 million3,500 sqm2024BritannicaAnnual passenger km 1,580 billion3202021UICUrban Mass transit Main operators:Shanghai Metro,Beijing Subway,Guangzhou Metro,Tokyo Metro,Seoul Metropolitan Subway,Delhi Metro,Toei Subway,Osaka Metro,BTS Skytrain,Rapid KL,etc37.1 billion8Based on public information from government and industry sources.Regional,interregional,national,High-speed Main operators:China state Railway Group Compan,Japan Railways Group,South Korea661 billion134 2023UICAnnual freight tonnes km Main countries:China,India7,000 billion 2019SLOCATRail Network total length(km)Mostly owned by government452,000 Based on public information from government and industry sources.Privately owned share Main Owner:Japan Railways group5sed on public information from government and industry sources.Electrification share 64.6sed on public information from government and industry sources.Table 2 Data on the Asian rail market4 Asia is the largest continent geographically and the most populous continent.Source for the numbers:Historical GH Emissions,ClimateWatch,accessed May 20,2024.9 Rail Decarbonization:Global Outlook AsiaThe State Council of ChinaMinister Of RailwaysMinistry of Finance(MoF)Minister Of State For RailwaysNational Railway Administration China Railway Company(CRC)Railway BoardChina Railway Construction CorporationChina Railway First Survey and Design Group(CRFirstSDG)China Railway Lanzhou Branch(CRLB)China Railway Guangzhou Branch(CRGB)Zonal Railways (Open Line)Production UnitsOther UnitsPSU/Corp Etc.China Railway Fourth Survey and Design Group(CRFourthSDG)China Railway Wuhan Branch(CRWB)State-owned Assets Supervision and Administration CommissionMinistry of Transport(MoT)Industry SupervisionExercise the responsibilities as the investorFigure 6 Rail sector structure and organization in IndiaFigure 5 Rail sector structure and organization in ChinaParameterDataPer capitaData yearReferenceRAIL SHARE OF TRANSPORT&EMISSIONS Rail share of passenger transport18.9sed on public information from government and industry sources.Rail share of freight transport18sed on public information from government and industry sources.Transport sector share of total emissions11.5 20Climate WatchRail share of transport emissions44 20Asian Development BankFreight share of rail emissions56 20Asian Development Bank10 Rail Decarbonization:Global Outlook AsiaCurrent ActionsHong Kong,India,and Singapore have achieved more than 90%electrified railway.In the other big Asian railway markets,China and Japan,three quarters of the network is electrified.Malaysia,Indonesia,Vietnam and the Philippines have set aside up to 7%of their GDP to electrify and expand their mass rapid transit(MRT),light rail transit(LRT)and high-speed rails.5 According to the Association of Southeast Asian Nations,an estimated investment of USD 270 billion has been committed toward this initiative.China has also been pivotal in pushing the electric railway development across other Asian countries and wider through initiatives such as the Belt and Road Initiative.6 Although electrified railways serve as a solution for many Asian countries,Hong Kong and Singapore,for example,have taken further steps toward decarbonizing their rail systems.The major stakeholdersHong Kongs Mass Transit Railway(MTR)and Singapores Land Transport Authority(LTA)per their latest sustainability reports,have implemented different policies and initiatives,categorized into construction and operation phases,to further decarbonize their rail operation.Apart from railway setting the benchmark toward decarbonization,both MTR and LTA have shown support toward the decarbonization of other modes of transportation,each by installing at least 40 electric vehicle(EV)charging stations across their office buildings and mall car parks.Hong Kong MTRConstruction:Achieved BREEAM certification for stations and attained Final Gold and Final Platinum BEAM Plus Standard awards for properties contributing to railway operations.Operation:Installed over 2,100 solar panels generating 160,000kWh of electricity at depots.Implemented supercapacitor energy storage and regenerative braking technology across AC and DC rail lines,capturing 1,700KWh of regenerative energy daily to power station facilities.Singapore LTAConstruction:LTA mandates rolling stocks designed for minimum 92%recyclability.Operation:LTA employs regenerative braking,recovers approximately 30%of consumed energy,and issued tenders in 2023 for solar deployment generating 7.9MWp in MRT stations and rail depots.Additionally,LTA utilizes platform screen doors,LED lighting and Dual Speed Escalators to reduce energy consumption within rail premises.5 Rail Development in ASEAN:Role of national and state governments,Southeast Asian Infrastructure,August 1,2023.6 Ibid.11 Rail Decarbonization:Global Outlook AsiaRecommended Actions Toward 2050 and Beyond Toward the 2050 goal,Asian countries could actively support railway decarbonization by taking action in several areas:electrification and renewable energy;ESG strategy and expansion;energy efficiency and circular economy;and policy integration.Many Asian countries,such as India,are actively electrifying their railway networks and integrating renewable energy sources.Setting specific targets on energy intensity and consumption,improving water and waste management and adopting a circular-economy model can help railways achieve their ESG targets and reduce their carbon footprint.Translating national climate strategies into sector-specific strategies and making sectors accountable by setting GHG targets can drive progress.This ensures that climate goals are integrated with development goals and involve all stakeholders in strategy development and implementation.While many Asian countries are driving toward decarbonization by electrifying their railway,a lot of work must be done for most countries to catch up with their more developed peers.As Asia continues to grow,the strategic development of its rail infrastructure will be crucial in meeting the dual challenges of economic development and environmental sustainability.Rail needs to be prioritized over other modes of less carbon-efficient public transport.The continuous development of a sustainable transport industry in Asia requires comprehensive development strategies encompassing both immediate and future objectives with thoughtful implementation.Actions should include electrification of existing lines coupled with network expansionnecessitating significant investment from governments and private entities.Research and development initiatives are key to pioneering transportation solutions that are low-cost,carbon-efficient and longer lasting.Research and development from other sectors and markets has to be continuously adapted and improved upon for long-lasting battery-powered trains or zero-emissions hydrogen trains to be implemented.Regional collaboration is essential in cultivating the market dynamics and expertise necessary to address the challenges of climate change.The rail sectors decarbonization journey is no exception;leveraging the technological prowess and cooperative spirit of the regions developed nations is vital.This can enable the developing countries of the region to rapidly advance and align with the sustainability efforts of their regional peers.12 Rail Decarbonization:Global Outlook Australia and New ZealandCurrent State of the Railway System Australia and New Zealand cover a vast area.Populations are concentrated in cities,which are separated by long distances of unpopulated areas.This unique geography contributes to a unique system of railway infrastructure.Railways in Australia and New Zealand can be broadly categorized:urban commuter;freight and regional passenger;and heavy haul transport.These three rail categories exhibit their own characteristics and face their own particular challenges to decarbonization.Table 3 Characteristics of Australian rail marketUrban Commuter Freight and regional passenger Heavy Haul (especially Iron Ore&Coal)Average trip Distances 60P0 # Rail Decarbonization:Global Outlook Continental Europe and the NordicsRail ownership in the Nordics and mainland Europe spans a wide spectrum due to the different status of the member states.The call for a governance and market opening from the EU is appealing to a deregulated railway market in order to create a competitive rail sector for both passenger and freight.The rail ownership(Figure 15)model was rolled out for the member states based on the deregulated Swedish rail market.Figure 15 Swedish Rail Sector Structure:some organisations have multiple functions and belong to more than one box in the structureThe 4th Railway Package addresses these measures to enable the EUs rail decarbonization goal:Regulation on European Rail Agency(ERA)Directive on the interoperability of the rail system Directive on railway safety Regulations on opening the market for domestic passenger rail transport services Directive establishing a Single European Rail Area(SERA)Rules for the standardization of railway undertakings accountsMinistry of Industry and TransportTransportstyrelsen RegulatorRegional Transport AgenciesTrain OperatorsInfrastructure Owners(Access Providers)Infrastructure MaintenanceProperty Owners Stations,Depots,TerminalsRolling Stock Maintenance and RenovationsRolling Stock OwnersTrain ManufacturersKonkurrensverket Antitrust AuthorityTrafikverket Investment&Policy National Strategy&FinancingRegulator&PolicyPublic Transport Agencies(regional strategy&financing,under regional government)Operators(Open access&Procured Traffic)Asser Owners/ManagersSuppliers 24 Rail Decarbonization:Global Outlook Continental Europe and the NordicsToward the 2050 goal and Beyond:To achieve the net-zero goal,the EU has emphasized the importance of creating sustainable,smart and resilient mobility,with the rail sector playing a crucial role in each aspect.A sustainable railway involves the use of fossil-free alternatives,offering alternative transport choices and implementing pricing that reflects the environmental impact.Clean energy alternatives have been extensively promoted to reduce dependences on fossil fuels.By 2022,the share of renewable energy reached 9.6%in the EU with the Nordic countries pioneering the use of renewables in the transport sector.21 The demonstration of this progress is mainly the renewable electricity consumption from road and rail transport.The awareness of a sustainable rail system should expand to the entire lifecycle,where applying circular-economy principles facilitates consideration of the lifecycle of rail infrastructure.This approach goes hand-in-hand with using resources efficiently.Incorporating more recycled materials and renewable raw materials into rail infrastructure plays a significant role in reducing GHG emissions.Deutsche Bahn plans to at least double its recycled content in rail steel,ballast and concrete sleepers by 2030 as a result of emissions reduction of around 300,000 metric tons of CO2.22 Resilient railway systems demand affordable,accessible transport,improved staff conditions and minimized incidents.Policymakers and stakeholders stress the urgency of enhancing rail efficiency,with the TEN-T policy critical for EU transport development.Efficiency and integration are crucial for enhancing the attractiveness of rail passenger transportation.This involves measures such as reducing travel time,offering passenger-centric night train schedules and expanding denser high-speed networks.Minimizing the complexity of transfers,both physically(through appropriate transfer times and reduced waiting times and barriers for passengers with luggage)and systemically(by simplifying ticketing processes)is essential.Initiatives such as refining EU freight corridors aim to improve rail efficiency by removing bottlenecks and enhancing modal integration.Additionally,making rail transport more affordable and accessible requires sustainable funding mechanisms to balance promotion and sustainability efforts.To achieve decarbonization in the rail sector,a holistic approach should encompass the following:Establishment of a robust policy and regulatory framework to support actions and collaborations.Involvement of stakeholders from governmental,operational and industrial sectors to maximize potential.Using more low-carbon alternatives,such as recycled materials and renewable raw materials,in rail infrastructure.Expansion of rail electrification and utilization of clean energy sources.Reduction of energy consumption through efficient options and consideration of lifecycle cost.Investment in technologies and innovations to optimize rail operations.Improvement of cross-border travel integration and efficiency to encourage modal shift to rail for both passenger and freight.21“Share of renewables in transport increased slightly in 2022,”Eurostat,February 5,2024.22 Deutsche Bahn,Resource protection,accessed March 22,2024.25 Rail Decarbonization:Global Outlook Latin AmericaCurrent State of the Railway System Currently,Latin America has very few examples of active railway lines,most of them state-owned and located in countries such as Mexico and Argentina,where this type of rolling stock predominates;their infrastructure,in most cases,is more than 30 years old.Most other countries have plans for urban and suburban mass transportation systems.However,mixed-use interregional passenger and cargo rail systems are still at the very beginning of the planning and design stages throughout the region.In this context,and given the nature of existing railway systems,the greatest opportunity associated with decarbonization in the rail sector is to promote this means of transport and the associated infrastructure.This is conceived as complement to and a gradual replacement for the existing systems in place,which is predominantly road-based.Due to the nascent rail industry,there is opportunity to build in low-carbon design solutions,including materials,from the start.Landmark projects in the region include the Tren Maya,Mexico(USD 28.5 billion),Bogot Metro Line 2,Colombia(USD 8.4 billion)and the Santiago-Valparaso train,Chile(USD 3.8 billion),which are in various stages of development.In Chile,the Santiago Metro network expects to grow by 57%in the next 10 years and become net zero by the year 2025,while the state-owned railway company EFE aims to triple its passengers in the same period.Latin AmericaTable 7 Data on the Latin America marketsParameterDataPer capitaMarket size and OwnershipLatin AmericaChileArgentinaPeruColombiaBrazilPopulation(million)500 18.546.632.449.3219Area(million sqkm)16.533,000 sqm7562,7801,3001,1408,510Annual passenger(million km)5,34010.77004261323192,300Urban Mass transit(million km)5,19010.36004231303182,300Regional,interregional,national,High-speed1500.2941003.052.240.666 Annual billion freight tonne kmVaries 3,550 Rail Network total length(thousand km)101 6.6337.02.021.6629.8Privately owned shareVaries,freight mostly private,passenger mostly publicElectrification share From 0 to 30& Rail Decarbonization:Global Outlook Latin AmericaCurrent Actions,Challenges Recommended Actions Toward 2050 and Beyond Promotion and planning of efficient new railway systems as a means of transport,focusing on electric and hybrid lines,is the most essential step on the decarbonization journey.Additionally,capabilities and data infrastructure must be built,as there is a need for standards and a solid research base for the development of lower-carbon materials.In terms of the promotion and planning of new railway systems,governments of the region need to promote more efficient logistics systems that promote an increase in cargo capacity.As such,they are currently pushing for additional rolling stock,which is being strongly supported by multilateral banks and international investment funds from developed countries(e.g.Japan,South Korea and France).There are a few private actors in the region that own and operate railways,such as FCAB in Chile and Boliva or FDP in Colombia,mostly linked to the mining and port industries.However,they are not considered key players due to their size and/or highly specific purpose of their networks.In this emerging railway context,lack of experience,governance and regulations often lead to poorly planned projects that delay the processes and/or cause entities to give up on continuing with them.A shift in the ownership and operation paradigm of linear infrastructure could create opportunities for private-sector involvement,mirroring practices observed in Europe.Given this state of affairs,suppliers,designers and asset owners should push for sustainable construction methods and materials,not only for linear infrastructure,but also for other buildings,such as yards and depots.These efforts should be carried out using a lifecycle approach,accounting not only for the direct emissions but also for those throughout the entire value chain.For countries with existing and functional railway networks,such as Argentina,Mexico and Chile,governments should increase overall ridership and railway-based services,including the expansion of networks for transport and cargo.The region faces worsening vehicular congestion due to increased vehicle numbers and insufficient transportation infrastructure investment.Passenger and cargo rail offer reliable travel options,although subsidized intercity fares are often not feasible.Urban congestion charging is a potential solution for heavily congested cities such as Bogota or Santiago and Lima,where rail transit is expanding.Policymakers should promote 100%clean energy-supply contracts for the railway systems through tax incentives and similar measures.From a supplier and designer perspective,the use of sustainable materials and construction methods will likely be mandatory as asset owners,which are mainly state-owned companies and agencies,such as EFE in Chile and OMM in Mexico,will be obliged to comply with stricter climate regulation.For this reason,early adoption could enable a higher-maturity level sooner and,as such,a competitive advantage.Additionally,early adoption will allow for the reduction of asset-owner emissions,in line with potential net-zero commitments.Finally,new building and material technologies that offer not only lower emissions but also better reliability and durability represent a better economic choice in the long run.27 Rail Decarbonization:Global Outlook Latin AmericaSummary of recommended actions for stakeholdersRailway systems in the region are either non-existent or just starting to develop,responding to needs for connectivity,efficiency and sustainability in both cargo and passenger transportation.This status gives the region a unique opportunity to implement low-carbon solutions from the very beginning.The period of urgency to 2030 Suppliers Carry out carbon inventories to include as part of Environmental Product Declarations,which communicate the environmental impact of materials over their lifetime.Designers Invest and build capabilities relating to net-zero designs and advisory.Asset Owners Commit to industry net-zero targets;require supply-chain data;develop standards for contractors to acquire lower-carbon materials for depot and train yards,stations,and tunnels and bridges.Investors Account for financial risks related to the transition to a low-carbon economy;and develop net-zero standards for selecting transport and freight investment.Policymakers Prioritize rail-way-based transportation and cargo in public spending and reduce barriers to entry of new sustainable materials manufacturers and vendors(e.g.incentives,lower taxes,research funding,etc.)NGOs,networks and researchers Develop materials,techniques and strategies to lower the carbon footprint of the construction phase.Between 2030 and 2050 Suppliers Implement strategies to lower the embodied carbon footprint of construction materials,such as 100%clean-energy-supply contracts and the use of composite materials to lower the percentage of clinker in cement.Designers Carry out designs that consider lower-carbon materials throughout the value chain;incorporate a lifecycle approach into design efforts and apply circular economy pillars;optimize infrastructure design to minimize use of resources and introduce nature-based solutions to offset embodied and operational carbon footprint;and establish flexibility in future use,and design accordingly.Asset Owners Require compliance with contractor standards and 100%clean energy-supply contracts.Prefer local suppliers to lower the transport-related carbon footprint and boost the local economy.Include carbon footprint as a metric in the procurement evaluation of rolling stocks.Require compliance with contractor standards.Investors Require compliance with net-zero standards.Policymakers Review progress of projects and stakeholders on net zero commitments,and re-assess measures needed to reach net-zero targets.Rethink concessions systems to allow for better and higher use of railways by many different operators.NGOs,networks and researchers Continue research in lower carbon footprint,and check the compliance of stakeholders regarding net-zero commitments.28 Rail Decarbonization:Global Outlook Middle EastCurrent State of the Railway System The Middle East faces climate-change-related risks including,high temperatures,water scarcity,disease risks,erratic rainfall,land degradation,rising sea levels and food security.Six Gulf Cooperation Council(GCC)countriesthe United Arab Emirates(UAE),Saudi Arabia,Qatar,Bahrain,Kuwait,and Omanhave ambitious emissions targets under the Paris Agreement,which is aiming for 43%emissions reduction by 2030 from 2019 levels.This region urgently needs swift decarbonization efforts.Urban mobility in the Middle East is rapidly changing with new travel modes in discussion,such as hyperloop and suspended sky pods.Governments are prioritizing sustainable urban mobility with railways reshaping the regions transport landscape.Rail decarbonization emerges as a vital move,especially as the Middle Easts rail networks are still nascent.This presents an opportunity to leapfrog older,carbon-intensive infrastructureintegrating electrification,renewable energy and efficient technologies from the outset.Currently,14 notable railway projects23 are underway or planned in the region.These projects imply a significant commitment to enhancing rail infrastructure across the Middle East.Rapid economic growth and urban development have been necessitating the development of modern transport infrastructurefrom 2000 to 2013,Saudi Arabia had the highest CO2 emissions from transport and Qatars emissions grew at the fastest rate in the region with a 285%increase.24 The Middle Easts opportunity to reinvent rail networks can impact economies positively.Governments recognize public transports broader benefitsto address pollution,congestion and safety and advance positive business cases to support future strategies.Middle East23 Mahnoor Bahri,“Upcoming Rail Projects in the Middle East,”Construction Week,December 6,2023.24 Overview of CO2 emissions in the Arab Region:National versus Sectoral Emissions,United Nations Economic and Social Commission for Western Asia,December 2013.29 Rail Decarbonization:Global Outlook Middle EastTable 8 Data on the Middle East marketParameterDataCommentData yearReferenceMARKET SIZE AND OWNERSHIP Population of the Region/Country(million)57.3Across 6 GCC states:Saudi Arabia,UAE,Oman,Bahrain,Qatar,Kuwait2021GCC-Stat.orgArea(sqkm)of the Region/Country2.56 millionSum of 6 component states2021The World BankNumber of total annual passenger km1 million For Dubai,UAE Metro Only Insufficient Evidence for Qatar and Saudi Arabia2023Khaleej TimesUrban Mass transit(metro,LRT,city commuter)Same as above Regional,interregional,national,High-speedN/A Number of total annual freight tonnes km Rail Network total length(km)7,400Dubai Metro(Active),Dubai Tram(Active),Saudi North(Not fully operational),Saudi East,Haramain High-Speed.Etihad Rail(Not fully operational),Doha Metro,Lusail Tram Saudi Arabia RailwaysEtihad Rail Based on public information from government and industry sourcesPrivately owned shareAll projects are nationalized Electrification share 639km electrified(Dubai Metro and Tram,Doha Metro and Lusail Tram,Haramain Railway,Saudi)Saudi Arabia RailwaysRAIL SHARE OF TRANSPORT&EMISSIONS Transportation sector share of total emissions42MTCO2eThis is only for United Arab Emirates Freight Transport:12 MTCO2e The United Arab Emirates First Long-Term StrategyCurrent ActionsA look at the UAEThe United Arab Emirates(UAE)leads the Gulf Cooperation Council(GCC)in sustainabilitythe first GCC country to ratify the Paris Agreement,hosting COP28 and pioneering the Net Zero by 2050 Strategic Initiative,setting a precedent for others.This strategic vision aligns with the nations recognition for urgent climate action,given future escalating climate impact projections on the Arabian Peninsula by 2040.Over 85%of the UAEs population and 90%of its infrastructure are in coastal areas,highlighting the need for climate risk mitigation.The UAE government,a key enabler,drives decarbonization efforts in its nationwide strategies,including the UAE Long-Term 2050 Strategy among 16 other initiatives,specifically focusing on transportation and railway development.One such example is the Dubai Demand Side Management(DSM)program,aiming to reduce transport sector energy demand by 60%and emissions by 56%by 2050.25The Dubai Metro has transformed urban transport since 2009,saving over 1 billion private car trips,reducing congestion,cutting 2.6 million tons of CO2 and yielding Dh115B in cumulative financial benefits.26 As of 2019,the metro facilitated around 202,978,067 trips annually.Additionally,the metros initiative of installing 19,968 energy-saving LED bulbs in stations and facilities saved 16.7 million kilowatts of energy within two years,reducing the carbon footprint by 7,283 tons CO2.27 Furthermore,the Dubai Metro incorporates advanced technologies such as the regenerative braking system,which minimizes power consumption by generating power during braking.It operates on 750-volt direct current(DC)third rail technology,supported by a 33KV network featuring a ring feeder system that feeds traction and low voltage power substations along the metro route.The Roads and Transport Authority(RTA)has also undertaken a significant project by installing solar energy panels at the metro and tram depots,contributing to the Dubai 25 The United Arab Emirates First Long-Term Strategy(LTS),Demonstrating commitment to Net Zero by 2050,Ministry of Climate Change and the Environment,UAE,2023,p.32.26 Ibid.,p.72.27“Dubai Metro eliminated one billion vehicle trips over 11 years,”ARN News Centre,Dubai International Project Management Forum(DIPMF),January 27,2022.link required30 Rail Decarbonization:Global Outlook Middle EastClean Energy Strategy.This initiative is set to add a total of 9.959 megawatts of solar power to the grid,also aligning with the RTAs own plan for net-zero emissions public transport by 2050.Etihad Rail,another major rail project in the UAE,with a planned network over 1,200 kilometres,connects major centers in the UAE.It targets a 21%annual reduction in carbon emissions by 2050,removing 8.2 million tonnes of CO2,the equivalent to taking 300 trucks off the roads per train journey.This will result in reduced congestion and maintenance costs,and align with the UAEs sustainability goals.UAEs Modal Shift Strategy aims for a transformative shift to net-zero-carbon public transport use led by expanding metro,tram and rail services,following the avoid-shift-improve methodology.28 Strategies include minimizing the need for travel,promoting rail transport for passengers and freight,decarbonizing existing vehicles through electrification and alternative fuels and prioritizing rail electrification.Actions Toward 2050 and Beyond Passenger Rail Initiatives Shifting to rail is helping UAE tackle 21 MtCO2e GHG emissions29 from private travel,accounting for 50%of total transport emissions and 10%of nationwide emissions in 2019.Plans include investing in 1000 km of rail infrastructure between 2025 and 2030 due to a 20%population growth by 2050;decarbonization across passenger rail,cars,taxis,buses and motorcycles,aiming for a 22%reduction in GHG emissions by 2050;and electrified cross-country passenger deployment starting in 2025,aligning with high-speed rail route activation.Freight Rail Initiatives Decarbonizing freight transport in the UAE involves shifting to rail and decarbonizing heavy-duty trucks and rail infrastructure to reduce significant GHG emissions from long-haul freight,amounting to 12 MtCO2e in 2019),requiring targeted actions for carbon footprint reduction.Decarbonizing freight transport aims to reduce GHG emissions in the transport sector by 27%by 2050,with expected substantial cost savings from less reliance on heavy-duty trucks,improved operational efficiency and implemented decarbonization measures.Diesel trains will be progressively substituted by hydrogen-powered trains starting in 2025;while the electrification of freight trains is not currently being considered due to low trip frequency and long distances,this may be a possibility in the future.Stakeholder InitiativesThe UAE recognizes the importance of engaging a diverse group of stakeholdersincluding government bodies and private sector organizations,NGOs,corporations,academia,civil society and the international communityto mobilize collective action toward net-zero targets.Educational campaigns are needed to promote the advantages of passenger rail projects,particularly toward changing attitudes as many people still prefer private vehicles over public transport due to perceived convenience.Continuing initiatives include government investment for metro,tram and rail with a program to expand public transport infrastructure,shifting transport from roads to rail,supporting sector decarbonization and easing congestion.Passenger rail planning,financing and construction has been scheduled for 2023 to early 2030s.Efforts are underway to further support an interconnected,unified and sustainable mobility system.These include introducing last-mile options,such as autonomous EV buses,trackless trams and scooters,which aim to bridge the gap between transit hubs and final destinations,encouraging modal shifts toward sustainable travel.Strategic partnerships with key public transport players such as municipal Metro authorities and Etihad Rail are part of the comprehensive approach under the UAE Net Zero by 2050 Strategic Initiative.Going forward,railway decarbonization and broader net-zero initiatives also align with the UAEs Centennial 2071 Strategys four pillarsfuture-focused government,diversified knowledge-based economy,excellent education,and a happy and cohesive society.In addition to understanding the urgency of rail decarbonization,rail decarbonization is also seen a strategic move to support broader sustainability goals.Unlike many developed countries with outdated rail infrastructure,the Middle East has an opportunity to develop new railway systems that embrace decarbonization from the start.28 Mohamed Hegazy,Domenik Kohl,“Driving change:How“Avoid&Shift”targets can transform land transport,Race to Resilience,Race to Zero,December 1,2023.29 MtCO2e=metric tons of carbon dioxide-equivalent.CO2e is used to measure and compare emissions from greenhouse gases based on how severely they contribute to global warming.Metrics for CO2e would show how much a particular gas would contribute to global warming if it were carbon dioxide.Refer to Inspire Clean Energy.31 Rail Decarbonization:Global Outlook Middle EastDecarbonization DriversAlthough Middle Eastern economies have a dependence on oil and gas,there are several drivers that have been encouraging the shift toward a cleaner future.Economic Drivers:Middle eastern economies are actively seeking to diversify their economies.Investing in clean energy technologies can create new industries,jobs and export opportunities.Many have embedded decarbonization into their long-term vision,not only to comply with global agreements,but also due to the benefits of a green economy.For example,The UAE aims to grow the economy 7%annually,doubling GDP to AED 3 trillion in line with the We the UAE 2031 vision,seeing climate action as necessary to achieve this.30 This is mainly due to renewable energy sources,such as solar and wind,which have drastically reduced costs over recent years.While upfront investment does exist for electrified railway systems,operational costs can be lower than fossil fuels especially with fluctuating oil prices.Social Drivers:Air quality is a major health concern in Middle Eastern cities.Transitioning to electrified rail significantly reduces air pollution and congestion in densely populated areas.This leads to improved public health and quality of life for residents.Technological Advancements:While still in its early stages for trains,the Middle East is considering hydrogen fuel cell technology,which offers a promising long-term solution for long-distance routes especially for freight transport.Trains powered by hydrogen fuel cells can achieve ranges comparable to diesel locomotives with zero emissions.31 Currently,diesel trains are expected to be progressively substituted for freight transport in the UAE,starting 2025.30 The United Arab Emirates First Long-Term Strategy(LTS),Demonstrating commitment to Net Zero by 2050,Ministry of Climate Change and the Environment,UAE,2023,p.33.31 Luxfer Gas cylinders,Hydrogen Trains.32 Rail Decarbonization:Global Outlook United KingdomCurrent State of the Railway System Increased usage of the railway,by transferring people and goods away from road,is an urgent priority in driving down overall transport emissions in the short-term.This shift will be achieved through incentivizing the use of rail and making it an attractive transport mode for peoples needs.Three areas of focus are required:an attractive price point;available capacity;and delivery of a reliable railway.Only through focus in these areas will rail become sufficiently attractive to users as a viable alternative to road.As part of rail reform within the rail sector in the United Kingdom(UK),fares and fare structure are being reviewed and simplified.It is hoped that the simplification and standardization of fare structures will begin to attract more passengers to rail.The establishment of a growth target of a 75%increase in rail freight moved by 2050 is a key enabler to encourage modal shift of goods to rail.32 Achieving this target has been backed by financial commitments from Government including a 90m fund to support projects to enhance freight operations and make safety improvements alongside continued provision of the Modal Shift Revenue Support(MSRS)Grant,which provides grant funding to operators when switching from road to rail.The MSRS in 2022-2023 helped remove 900,000 lorry journeys from Britains roads,saving around 40,000 tonnes of CO2e.33 Network reliability needs to be improved through continued and strengthened collaborative working and direct-action planning;a culmination of incidents on routes radiating from London to the South-West,North-West and Midlands has seen Network Rail(the infrastructure manager)and train operators introduce joint performance improvement plans to provide greater confidence in reliable operations and address key areas of asset deficiency.The way the railway in the UK is being used is changing,with a greater focus on ensuring capacity allocation is optimized based on the requirements of users.These focus areas are enabling the railway to become an increasingly more attractive offer for passengers and freight users and receive continued financial support from the UK Government.Together they will be critical in achieving the shift to rail needed to reduce overall transport emissions.While the overall direct emissions from rail are relatively low in the UK,attention is still required on reducing these as far as possible.With over a third of the rail network electrified and accounting for over 70%of total passenger journeys,34 the use of electricity in rail operations is already significant.With the UK national grid progressively decarbonizing through the abolition of coal-fired power stations and the increases in renewable energy through the delivery of new solar and wind with a target to have a net-zero energy grid by 2035,rail emissions will continue to decarbonize naturally.United Kingdom32 Rail Freight Growth Target,December 2023,Department of Transport,GOV.UK.33 Carbon dioxide equivalents(CO2e)are a measure of the effect of different greenhouse gases(GHGs)on the climate.By converting different emissions to the equivalent amount of carbon dioxide(CO2),their impacts can be compared.Refer to Climate Partner.34 Office of Rail and Road,Rail Infrastructure and Assets,GOV.UK.33 Rail Decarbonization:Global Outlook United KingdomThere are over 300 diesel trains in operation approaching the end of their operational lives,having been introduced into service in the late 1980s and early 1990s.Decisions on the type of replacement trains will be critical to further decreasing direct rail emissions.Urgency is needed around establishing clear and credible plans for additional electrification and deployment of battery trains,with specific consideration given to battery train operations and how this technology will require a changed operational approach.Given operational cost cutting in public-sector operators and the need for rail freight to be a commercially viable proposition for end-users,the inflated price that biofuel carries often cannot be justified;as such,its widespread deployment is likely to remain limited.Long-term government strategy calls for biofuel to be prioritized for use in sectors that are perceived to be more difficult to decarbonize such as aviation.Hydrogen for rail operations in the UK is not likely to be play a significant role.The relatively poor energy density of hydrogen coupled with the constrained gauge envelope of the network means the ability to fit the required train-bourn equipment within the constraints is challenging without some compromise.For freight,hydrogen poses a particular problem as“fee-earning”wagons in a consist would require removal to provide“fuel-wagons”for hydrogen.This causes an unacceptable impact to the economic and commercial viability of rail freight,meaning it is unlikely to be a suitable solution.Some hydrogen rail applications could be seen on the network over the longer term,but this would require the wider hydrogen economy to grow with rail acting as a secondary or tertiary customer as part of a wider hydrogen supply chain.It is key that the UK Government provides a clear vision for the hydrogen economy and how hydrogen will be used to support decarbonization of all sectors.Table 9 Data on the UK Rail marketParameterDataPer capitaData yearReferenceMARKET SIZE AND OWNERSHIP Population(million)67 Area(sqkm)243,0003,600 sqm Annual passenger km58.6 billion857 km2023Passenger rail usage|ORR Data PortalAnnual freight tonnes km16 billion2023Rail Network total length(km)15,8002023Privately owned shareminimal 2023Electrification share 40 23RAIL SHARE OF TRANSPORT&EMISSIONSRail share of passenger transport2%of trips,8%by distance,6%by time2023Government Rail StatisticsRail share of freight transport216bn tonne-kms(total)175bn by road,25bn by water,16bn by rail(7.5%)For rail main commodities approx 1/3 intermodal,1/3 construction,rest all others.2022Government Rail StatisticsGovernment Freight StatisticsTransportation sector share of total emissions26 23Government Transport StatisticsRail share of transport emissions1.50 23Government Transport Statistics34 Rail Decarbonization:Global Outlook United KingdomCurrent ActionsMegaprojects,such as High Speed Rail 2(HS2),are driving innovation in this area and achieving high levels of embodied carbon savings through alternative materials,design practices and construction techniques.Rail is playing an active part in initiatives such as the Industrial Deep Decarbonisation Initiative(IDDI)35 a great example of embodied-carbon savings in actioncross-economic groups are coming together to understand how decarbonization of major materials such as steel,concrete and asphalt can be sourced in a more environmentally friendly way.Rail should continue to play a part in such initiatives and adopt principles such as low-carbon procurement as seen by Network Rail,which will begin to embed this at a point-of-use level.36Network Rails Environmental and Sustainability Strategy37 presents a significant opportunity to change the way rail enhancements and renewals are considered.Embedding principles around climate-resilient assets,zero waste,circular economy and biodiversity enhancements is ensuring that a holistic approach to climate change and decarbonization is being considered.Tying this strategy to business planning,infrastructure renewals and future procurement of all types of work and services is beginning to bear fruit;driving and embedding these principles over the coming years will be essential to delivering challenging emissions reductions targets for both direct and indirect emissions.Recommended Actions Toward 2050 and BeyondThe rail network needs to be continually optimized and capacity increased to allow ongoing modal shift of people and goods.To drive optimized transport-emissions efficiency,it is important that the right modes of transport are used for the right movements with focus provided on the relevant modes,playing to their strengths.Only by adopting this approach can emissions from the transport system as a whole be optimized.Achieving such a modal balance will require a cultural shift as well as definition and planning of the transport and logistics system in a coordinated manner across all modes.Planning multiple modes of transport to coincide and integrate with each other enables end-to-end journeys to be optimized from both a time and emissions perspective.Whole transport system planning is a major stumbling block in allowing this to be achieved,with both governmental department structures and individual transport modes being siloed in their approach.Considering the benefits of cross-modal planningand making this a realitycan drive significant benefits for both transport users and overall system costs and emissions in the long-term.Figure 16 Rail Sector Structure in the UK Secretary of StateRegional partners and devolved authoritiesFreight operatorsDevolved and open access passenger operatorsRegional railways passenger service operatorsGreat British RailwaysNetwork level functionsregional railwaysTransport FocusOffice of Rail and RoadRail OmbudsmanRail Safety&Standards BoardCross-sectorRail Accident Investigation BranchSupply chain including rolling stock companies35 Industrial Deep Decarbonisation,United Nations Development Organization.36 Our ambition for a low-emission railway,Network Rail.37 Environmental Sustainability Strategy,Network Rail.35 Rail Decarbonization:Global Outlook United KingdomAchieving long-term direct emissions reduction and the legislative target of net-zero emissions by 2050 will require expansion of the electrified rail network and more extensive deployment of battery trains.Delivering the large volume of electrification required to support the decarbonization of rail freight and intensively used areas of the passenger network will require significant capital investment.The Traction Decarbonisation Network Strategy38 suggested that up to 50bn(2020 prices)could be required to support almost total removal of direct rail traction emissions.This is clearly an exceptionally large capital commitment even when spread over a 25-year period and as a result is unlikely to be either affordable or viable for the UK Government to provide.Despite this,there is a clear need for the UK Government to provide funding to continue to develop and deliver some electrification schemes across the rail network.With commitments made as part of the Integrated Rail Plan for the North and Midlands(IRPMN)and Network North(NN),several potential future electrification schemes are beginning to emerge and be developed.Clarity and confirmation of funding for these schemes are needed,and the industry should work collaboratively to drive down unit rates for electrification delivery as far as possible.It is imperative that rail continues to retain close working relationships with other economic sectors through initiatives,such as the Faraday Institution,39 to ensure that learning and advancements can be directly transferred into rail to support enhanced operations.It will be critical to optimize carbon planning to include considerations around ongoing maintenance and ultimately decommissioning.Work undertaken on Birmingham Curzon Street station,being developed as part of HS2,is ensuring that station operations are net zero from day one.Furthermore,the station is being designed for future flexibility such as alternative uses and ultimately being designed to minimize carbon emissions during deconstruction in the long-term future.These efforts have shown how low-carbon approaches could reduce total emissions by over 50%compared with conventional design approaches.The application of key initiatives such as the PAS 2080 accreditation,which demonstrates competency in managing whole-life carbon,will become increasingly critical to future infrastructure projects and will continue to drive emissions-reduction-focused design.38 Traction Decarbonisation Network Strategy,July 31,2020.39 The Faraday Institution Powering Britains Battery Revolution.Asset Embodied DecarbonizationZero and Lowcarbon materials,manufacturing and installationIndirect CO2e emissions reductionDirect CO2e emissions reductionTransport CO2e emissions reductionElectricity Grid DecarbonizationOperational EfficienciesShift to ElectricBio Fuel Use StrategyHydrogen Economy StrategyBattery Technology Advancement Road ledIncreased use of rail by people and goods.RoadAviationOther IndustriesRail IndustryModal ShiftFigure 17 Illustration of principal emissions-reduction measures for the rail industry and how rail can contribute to reducing emissions from the transport sector as a whole.36 Rail Decarbonization:Global Outlook United StatesCurrent State of the Railway System Rail is one element of the large transportation system in the United States(US).Rail carries a small percentage of intercity passenger trips but is more dominant for local travel in larger cities.Rail has a much higher mode share of US freight,carrying 29%of all ton-miles moved in 2022;rails share of freight volume has been relatively constant for 40 years but has declined slightly from its recent peak in the early 2000s.Private freight operators own the vast majority of rail infrastructure in the USover 158,000 miles of track,23,500 locomotives and almost 276,000 freight cars.There are over 600 private rail companies in the US that own right-of-way and locomotives,but the industry is dominated by the seven largest companies which account for two thirds of freight mileage.As in Canada,diesel traction is by far the most predominant power mode for freight rail.There is only one major intercity rail passenger company,Amtrak,which operates almost 400 locomotives and over 1,300 passenger cars along 21,000 system route miles that span the country.Most Amtrak routes operate on right-of-way that is owned and operated by private freight rail companies.Amtraks busy Northeast Corridor route from Boston to Washington DC uses electric locomotives powered by catenary;all other operations use diesel locomotives.Within the largest metropolitan areas,there are 15 heavy-rail systems(at grade and subway)and 23 light-rail systems(at grade),all of which are electrified.Together these systems operate almost 800 million car miles and over 11 billion passenger miles annually.There are also 30 commuter rail systems in the US,which typically operate between major cities and their suburbs,either on dedicated tracks or tracks owned by freight operators.All of these systems use diesel locomotives to operate almost 350 million car miles and 9.8 billion passenger miles annually.While they only represent a small percentage of the whole transportation solution,public passenger rail agencies are leading the efforts to decarbonize and reduce the carbon footprint of the transportation system as a whole.United States37 Rail Decarbonization:Global Outlook United StatesTable 10 Data on the US Rail market ParameterDataCommentPer capitaReferenceMARKET SIZE AND OWNERSHIP Population(million)331 2020US Census BureauArea(sqkm)10 million3.8 million square miles30,000 sqm N/AUS Census BureauAnnual passenger km9,500 million5,930 billion passenger miles approximately 8low pre-pandemic levels28.62021US Bureau of Labor and StatisticsUrban Mass transit 28 billion Main operators:Metro NYC Transit,Washington WMATA,Chicago CTA,Boston MBTA.Light Rail San Diego MTS,Los Angeles MTA.Commuter Rail NY MTA LIRR,MY MTA MNR,New Jersey NJT,Chicago Metro 2022US Bureau of Labor and StatisticsAPTA2023 Q4 Ridership ReportRegional,interregional,national,High-speed8 billion Main operator Amtrak 2022US Bureau of Labor and StatisticsAnnual billion freight tonnes km2,500 Class 1 Freight Operators:BNSF Railway,Canadian National Railway,Canadian Pacific Kansas City,CSX Transportation,Norfolk Southern Railway,Union Pacific Railroad2022Bureau of Transportation StatisticsRail Network total length(km)294,000 Majority owned and operated by private freight companies2014CIA.govPrivately owned share96%Class 1 Freight Operators:BNSF Railway.Canadian National Railway,Canadian Pacific Kansas City,CSX Transportation,Norfolk Southern Railway,Union Pacific Railroad2024AAR.orgElectrification share 0.44km of electrified rail just completed by Caltrain in California.RAIL SHARE OF TRANSPORT&EMISSIONSRail share of passenger transport0.25 21 is latest data.Prior to pandemic,levels were around 0.61 21US Bureau of Labor and StatisticsN/A Rail share of freight transport29 21Bureau of Transportation Statistics Transportation sector share of total GHG emissions29 22US Environmental Protection AgencyRail share of transport GHG emissions2 24US DOT Federal Railroad AdministrationFreight share of rail GHG emissions86 24AAR.org38 Rail Decarbonization:Global Outlook United StatesInfrastructure OwnersPublic SectorAmtrakTransit&Rail AgenciesState DOTsPassenger Rail FundingFederalDepartment of Transportation Federal Transit AdministrationDepartment of Transportation Federal Railroad AdministrationStatesCitiesOperatorsPassengerPrivate SectorBrightlineAmtrakTransit&Rail AgenciesState DOTsShortline Railroads (615 entities)Class 1 Railroads (6 entities)Public SectorPrivate SectorFreightPrivate SectorClass 1 Railroads (6 entities)Shortline Railroads (615 entities)RegulatorsState RegulatorsFederal Transit Administration(metro/light rail/streetcar)Federal Railroad Administration(mainline)Federal Department of TransportationFigure 18 Rail Sector Structure in the USUS Rail IndustryAssociations and Organizations(Contribute to regulatory development)American Public Transportation Association(APTA)American Association of Railroads(AAR)Transportation Research Board(TRB)States for Passenger Rail Coalition(S4PRC)American Association of State Highway and Transportation Officials(AASHTO)American Railway Engineering and Maintenance-of-Way Association(AREMA)Transit Cooperative Research Program(TCRP)39 Rail Decarbonization:Global Outlook United StatesCurrent ActionsRegulation and Policy Zero-emissions propulsion technology associated with battery-electric or hydrogen-electric solutions are still considered emerging technologies at the power and range levels needed for much of passenger and freight rail in the US;therefore,economic business cases remain challenging to demonstrate viability.Technology advancements and increased access to hydrogen through national strategic hydrogen hubs are expected to improve business cases in the coming decade.Regulatory change is therefore currently the primary driver of improvement across the United States.These are already driving improvements in the environmental performance of rail.Significant improvements have been achieved in the past two decades.In 2004,the Federal Environmental Protection Agency issued the requirement that by 2015 Tier 4 diesel engines were to be mandated for new and rebuilt engines.These engines are designed to reduce particulate and NOX emissions.At state and agency levels,regulatory and policy changes are also driving reduction in carbon emissions.California,for example,through the California Air Resources Board,has prescribed increasing use of Tier 4 diesel engines.State policy in California has also focused on economic levers.Carbon credits tied to renewable diesel usage as well as increased fossil fuel tariffs have led to the following result:over 20%of the diesel fuels used are reduced-carbon-footprint fuels such as HRD(Hydro-renewable diesel).Agency-level policy shift is also driving decarbonization.Agencies such as Massachusetts Bay Area Transportation Authority(MBTA)have stated at board level that they will no longer purchase diesel traction power;MBTAs Rail Vision Plan outlines an electrified future augmented with battery-electric vehicle solutions.Investment The Bipartisan Infrastructure Law(BIL),signed into law in 2021,provides significant levels of federal investment in all areas of national infrastructureincluding unprecedented levels for rail and transit.40The main areas of focus for BIL are expansion of conventional and high-speed rail and state-of-good-repair investments for passenger rail to improve the viability of rail and transit solutions in comparison to other modes.Higher frequency,all-day solutions for local mainline passenger rail are progressing in states such as Massachusetts and Utah.In Utah,the state Department of Transportation is advancing double tracking of the Frontrunner rail alignment to allow higher frequency service.High speed rail programs in California,Nevada,Texas and the Pacific Northwest are also securing significant funding to develop complementary transportation solutions to current highway and air-based options.For California High Speed Rail,the electrical power is planned to be fully derived from renewable sources.Perhaps the biggest rail recipient of funding under BIL is the Northeast Corridor with multiple megaprojects designed to improve the resilience and performance of the busiest passenger rail corridor in the Unites States.Investments are delivering new tunnels and bridges along the route,including some new alignment,to help increase capacity and reduce journey times.Pilot Programs With respect to battery-electric and hydrogen rail vehicles,a small number of orders are starting to be placed in the United States.San Bernardino County Transportation Authority in California is procuring a FLIRT-H2 Hydrogen Multiple Unit from Stadler US;the same technology is currently undergoing testing in Colorado.In March 2024,this train set a new world record for range for a hydrogen-powered rail vehicle at over 1,700 miles.Such demonstration pilot programs will help establish operating and maintenance practices and parameters and advance the technology to allow other agencies to adopt similar solutions with a better understanding of system requirements,needs and risks.Toward 2050 and BeyondFederal,state and local government policy is expected to remain the driving force for decarbonization of rail until technology advances shift the business case balance toward zero-and low-carbon solutions.Through increased adoption of decarbonization technology,it is expected that both supply and demand will exponentially increase over the coming decade,accelerating the achievement of the business case balance point.Increasingly agencies and authorities are understanding the value of their linear assets to the transportation system.This is leading to more plans for higher asset utilization,with increased traffic density providing passengers with higher-frequency options,enhancing rail as a more viable alternative.40 Federal Road Administration,U.S.Department of Transportation.40 Rail Decarbonization:Global Outlook ConclusionThe generic steps summarized earlier in this article(Figure 3)are globally applicable,though priorities and sequences may vary based on regional starting points and on specific stakeholder needs.The detailed analysis of the rail decarbonization trends for each country/region shows some similarities for jurisdictions with comparable geographical size,structure of the rail freight market,legal background and financial situation.After close examination of the state of rail decarbonization in areas around the world,some key actions emerge from a geographical tapestry of opportunities and challenges.The conclusions below are aggregated in geographical groups where common decarbonization strategies could be implemented.Regional Insights Africa,Latin America and the Middle East:We see opportunity to develop low-carbon rail from the start of emerging rail systems,with financial constraints and political challenges impeding progress in the former two regions.Investment in electrified mass transit and new onboard propulsion technologies offer substantial economic and decarbonization benefits.Asia:Many Asian countries already have high percentages of electrified railways,presenting opportunities for further electrification in smaller nations.There is a strong potential for economic and decarbonization gains through prioritizing investment in electrified mass transit rail and long-distance networks using new onboard propulsion technologies.Europe:The rail system,with varying levels of low-carbon energy usage,reflects its position as the cradle for the global rail industry,playing a crucial role in(decarbonization)technology development.However,low rail modal share combined with interoperability issues across borders,due to differing technical standards and political commitment,pose challenges for rail to take a lead in transport emission reductions.European emphasis is placed on shifting transportation to rail,and in some countries,transitioning to low-carbon electricity.New low-carbon onboard technologies are already playing a role in furthering operational decarbonization of the sector,leading the way for decarbonization of lines where electrification is not a viable option.Australia and Canada:Both countries face challenges with vast,sparsely populated areas where diesel rail freight dominates and carries massive volumes on privately owned non-electrified networks.Existing net-zero solutions for the countries heaviest emitting freight railways are widely regarded as being too immature or uneconomical for immediate implementation.In these regions(as is the case in the US and New Zealand),the purchase and operation of new,more efficient diesel rolling stock is driving CO2 reduction for freight.Passenger rail is focused on partly electrified,publicly owned mass transit in major cities.In Australia and Canada,urban transport is mostly electrified,and in Australia the focus is on grid decarbonization for both state and small-scale private initiatives.In Canada,continued expansion of electrified light rail networks depends on partnerships between public,private and academic entities for further decarbonization of the rail network.The United States and the United Kingdom:In the US,the Bipartisan Infrastructure Law(passed in 2021)fosters significant investment in rail and transit,including high-speed passenger rail.The US is also promoting public-private partnerships to develop green hydrogen production,distribution,storage and usage,which will also improve public and private business cases.The US and the UK landscapes demonstrate the value of policy-and regulatory-driven change implemented jointly with the rail industry.Megaprojects in the United Kingdom show that it is possible to achieve high levels of embodied carbon savings through alternative materials,design practices and construction techniques that have been developed in cross-sector collaboration.The co-led(United Kingdom and India)Industrial Deep Decarbonization Initiative demonstrates the power of a global coalition of public and private entities to stimulate demand for low-carbon industrial materials.41 Rail Decarbonization:Global Outlook Common StrategiesFormal partnerships and informal collaborations are key to accelerating collective support from rail stakeholders to bring the benefits of new technologies to emerging and expanding rail systems.Formal partnerships,working alongside and with governments,can accelerate change through material use,technology adoption,innovative funding and expansion of electrified rail networks.Informal collaborations facilitate knowledge sharing to reduce scope 1-3 emissions.Building a powerful coalition through such efforts is a key element of our envisioned change model for expediting transport decarbonization.Applying and integrating the PAS2080 framework will enable rail stakeholders to fully understand the responsibilities of all members of the value chain through a whole-life approach to carbon reduction,using the ecosystem perspective.Clear and bold government policy must continue to drive decarbonization until technology advancements shift the business case toward low-carbon solutions.With a cost placed on carbon emissions,many alternatives become viable for reducing embodied carbonwhich dominates rail emissionsin major materials,such as concrete and steel;in addition,using recycled materials rather than manufacturing anew becomes an attractive option.Artificial intelligence can come into play for optimizing routes to minimize carbon and for improving new construction techniques.Reductions in operational emissions can similarly be brought about through policy and incentivized through carbon pricinge.g.new low-carbon onboard energy systems,energy management systems and operational efficiency.Finally,network optimization,capacity increase and improving multimodal transport through whole transport system planning can lead to higher utilization of already built assets.An ecosystem perspective,explored in the first article in the decarbonization series,opens up rail decarbonization opportunitiesmaking the best impact depends on collaboration with other sectors and business areas,such as urban planning,new materials and low-carbon electricity production;collaboration is also essential to foster a multimodal transport system with sustainable last-mile options,such as EV buses and trucks,trackless trams and scooters.Even with other modes of transportation decarbonizing,rail is inherently energy efficient,space efficient and can carry large loads over great distances at high speed.That is why rail can play a significant role in decarbonizing the transportation sector as a whole,short term and over the long term,and why a higher rail share of transportation should be prioritized.The latter can be achieved through incentive pricing and fare structures as well as increased capacity and by providing reliable railway services that are accessible to all people who want to use them.Climate-resilient railways will be imperative going forward,as even with the best efforts,current global warming trajectories indicate that the world will fail to meet the targets that are necessary to avoid further floods,droughts and wildfires.Coming FocusUpcoming pieces will explore strategies for ensuring climate-resilient railways and share best practices,methods and tools developed through our rail decarbonization efforts.Rail Decarbonization:Global Outlook42Anna WNordicsGabriel BLatin AmericaUlf LarssonTechnical Director and Global Decarbonization Lead,Rail&TSam McWAustraliaDavid Llamas ASpainPhillipp RMiddle East Sean MNew ZealandTshepo MAfrica Jennifer VCanada Xavier Guigasxavier.guigasbg-Switzerland,FranceSteven HUnited KingdomJannet Walker-Fordjannet.walker-United StatesJoseph Chi-Wai WAsiaMartin BGermanyContactsThis document represents the collective contributions from technical experts and advisors within WSP around the As one of the largest professional services firms in the world,WSP exists to future-proof our cities and our environment.It provides strategic advisory,engineering,and design services to clients seeking sustainable solutions in the transportation,infrastructure,environment,building,energy,water,and mining sectors.Its 67,200 trusted professionals are united by the common purpose of creating positive,long-lasting impacts on the communities it serves through a culture of innovation,integrity,and inclusion.
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2024 NRPA Agency Performance Review|A 2024NRPA AGENCYPERFORMANCEREVIEWCover image:A community concert takes place in Wichita,Kansas.Photo courtesy of Wichita(Kansas)Park and Recreation Department2024 NRPA Agency Performance Review|1 TABLE OF CONTENTS2 Executive Summary4 Infographic:2024 NRPA Agency Performance Review Key Findings5 Index of Figures8 Park Facilities14 Programming16 Responsibilities of Park and Recreation Agencies18 Staffing20 Budget23 Agency Funding26 Policies27 Conclusions28 Acknowledgements28 About NRPAA young girl handles a monarch butterfly in Plymouth,Minnesota.PHOTO COURTESY OF THREE RIVERS PARK DISTRICT(MINNESOTA)2|2024 National Recreation and Park AssociationEXECUTIVE SUMMARYParks and recreation provides essential public ser-vices to communities all across the United States.Not only do park and recreation professionals and their agencies act as environmental stewards of the natural resources in their areas,but also by managing park and recreation facilities they increase economic value,promote socialization,and implement programming that improves the physical and mental well-being of individuals in their communities.From offering after-school programs to providing safe and inclusive spaces for community members to congregate,agencies directly impact the quality of life in their areas.The National Recreation and Park Association(NRPA)gathers data annually from park and recreation agencies nationwide to assemble a clear overview of park and recreation agencies performance.The purpose of this 2024 NRPA Agency Performance Review is to allow agencies to compare their own performance metrics with those of other U.S.agencies to identify areas of excellence and areas for potential improvement.As agencies preview the data presented in this report,it is important to note that there is no one-size-fits-all solution for maintaining and improving a park and recreation agency.The 2024 NRPA Agency Performance Review does not provide“standards”which all agencies must strive to deliver,but rather serves as an informative evidence-based guideline.Factors such as jurisdiction population,the unique needs of each community and funding all play a major role in how an agency oper-ates.In this report,we compare data grouped by agency size,funding,population served and other factors in order to provide agency professionals with more peer-based results.To operate successfully,an agency must customize its offerings to the unique needs of its community members.Identifying characteristics of members in an agencys community based on age,economic means,interests and other backgrounds is vital for creating rel-evant programming and offerings.A successful agency will know its communitys characteristics and operate accordingly to better serve its residents.We recommend that park and recreation agencies and professionals use the 2024 NRPA Agency Performance Review in conjunction with other internal and external resources to gather a clearer understanding of needs and resources specific to their agency.How to Use the 2024 NRPA Agency Performance Review and NRPA Park MetricsTo begin using the 2024 NRPA Agency Performance Review,first look at the available data.Throughout this report,tables,graphs and other data-based visuals are provided based on a“typical”agency within a given jurisdiction population or population.The“typical”agency represents the median of data collected for a metric.Information also includes upper and lower quartiles for further insight.To further benefit from the information provided in this report,examine the com-prehensive cross-tabulations and interactive charts found at nrpa.org/APR.Park and recreation agencies across the country used the NRPA Park Metrics survey tool to self-report all data that were used in this report.Visit the Park Metrics website(nrpa.org/ParkMetrics)to learn more about this suite of tools and create a Park Metrics account or log in to an existing account to build a more custom-ized benchmark report based on agency type,size and geographic region.Use this tool to generate reports that will further assist in analyzing your agencys data needs,as well as identify peer agencies with similar characteristics to your own.The 2024 NRPA Agency Performance Review presents data from nearly 1,000 park and recreation agencies across the country from 2021 to 2023.Note:Not all agencies answered every survey question.2024 NRPA Agency Performance Review|3 PHOTO COURTESY OF DURANGO(COLORADO)PARKS AND RECREATION Young adults participate in a work day in Durango,Colorado.4|2024 National Recreation and Park AssociationINFOGRAPHIC2024 NRPA Agency Performance Review Key FindingsResidents per park:2,386Acres of parkland per 1,000 residents:10.6Percent of agencies offering summer camp:83%Full-time equivalent(FTE)employees per 10,000 residents:8.9Percentage of full-time staff dedicated to operations/maintenance:46%Operating expendituresper capita:$99.47Revenue to operating expenditures(cost recovery):25.2 24 NRPA Agency Performance Review|5 INDEX OF FIGURESFIGURETOP-LINE FINDINGPAGE NO.PARK FACILITIESFigure 1:Number of Residents per Park The typical park and recreation agency has one park for every 2,386 residents.8Figure 2:Acres of Parkland per 1,000 Residents The typical park and recreation agency has 10.6 acres of parkland for every 1,000 residents.9Figure 3:Outdoor Park and Recreation Facilities Nine in 10(93 percent)agencies have playgrounds.At least eight in 10 agencies have diamond fields,basketball courts and/or rectangular fields.10Figure 4:Indoor Park and Recreation Facilities Competitive and leisure swimming pools are the most common indoor facilities provided by park and recreation agencies.11Figure 5:Types of Indoor Park and Recreation Facilities and Amenities More than half of agencies have recreation centers(62 percent)and/or community centers(59 percent)in their indoor facility asset portfolios.12Figure 6:Miles of Trails Trail mileage increases with population.Agencies serving more than 250,000 residents typically have 97 miles of trail compared to 16 miles across all agencies.13Golfers participate in a camp in Colorado.PHOTO COURTESY OF CITY OF AURORA(COLORADO)PARKS,RECREATION AND OPEN SPACE6|2024 National Recreation and Park AssociationFIGURETOP-LINE FINDINGPAGE NO.PROGRAMMINGFigure 7:Programming Offered by Park and Recreation Agencies The three most popular program offerings across agencies are themed special events(89 percent),social recreation events (88 percent)and team sports(86 percent).15Figure 8:Targeted Programs for Children,Older Adults and People With Disabilities Eighty-three percent of agencies offer summer camps,78 percent offer specific older adult programs,and two-thirds offer specific teen programs and programs for people with disabilities.15RESPONSIBILITIES OF PARK AND RECREATION AGENCIESFigure 9:Key Responsibilities of Park and Recreation Agencies Nearly all park and recreation agencies are responsible for operating and maintaining park sites.17Figure 10:Other Responsibilities of Park and Recreation Agencies Additional responsibilities of select park and recreation agencies are to operate,maintain or contract tourism attractions(40 percent),manage large outdoor amphitheaters(36 percent),and operate,maintain or contract golf courses(36 percent).17STAFFINGFigure 11:Park and Recreation Agency Staffing:Full-Time Equivalent(FTE)EmployeesThe number of FTEs at an agency increases as jurisdiction population increases.The typical number of FTEs at an agency is 57.6.18Figure 12:Park and Recreation Full-Time Equivalent(FTE)Employees per 10,000 Residents The median FTEs per 10,000 residents is 8.9.The number of FTEs per 10,000 residents decreases as jurisdiction population increases.19Figure 13:Responsibilities of Park and Recreation Workers The primary responsibility of FTEs is related to operations and maintenance(46 percent),followed by programming(31 percent).19BUDGETFigure 14:Annual Operating Expenditures The typical park and recreation agency annual operating budget is$6.45 million.20Figure 15:Operating Expenditures per Capita The typical park and recreation agency has annual operating expenses of$99.47 per capita.21Figure 16:Operating Expenditures per Acre of Park and Non-Park Sites The typical park and recreation agencys operating expenditures per acre of park and non-park sites is$8,260.21Figure 17:Operating Expenditures per Full-Time Equivalent(FTE)Employee The typical agency spends$110,912 in annual operating expenditures per FTE.22Figure 18:Distribution of Operating Expenditures More than half(54 percent)of the typical agencys distribution of operating expenditures goes toward personnel services.22Figure 19:Operating Expenditures Dedicated to Parks or Recreation Thirty-nine percent of operating expenditures at an agency are dedicated to parks,39 percent to recreation and 17 percent to administration.222024 NRPA Agency Performance Review|7 FIGURETOP-LINE FINDINGPAGE NO.AGENCY FUNDINGFigure 20:Sources of Operating Expenditures General fund/appropriations are the most common source of operating expenditures.23Figure 21:Park and Recreation Revenue per Capita The typical park and recreation agency generates$22.58 in revenue annually per resident in its jurisdiction.23Figure 22:Revenue as a Percentage of Operating Expenditures(Cost Recovery)The typical agency recovers a quarter of its operating expenditures from non-tax revenue.24Figure 23:Five-Year Capital Budget Spending The five-year capital spending budget at an agency greatly increases as population increases.Agencies with more than 250,000 people have a median five-year capital budget spending of$49.1 million.24Figure 24:Targets for Capital Expenditures Percentage of Agencys Capital Budget Designated for ImprovementsThe primary target for capital expenditures is improvements (88 percent).24Figure 25:Improvement Dollars Split Between Renovation vs.New DevelopmentImprovement dollars are split between renovation(67 percent)and new development(33 percent).25Figure 26:Improvement Dollars Split Between Buildings vs.Parks Improvement dollars are split between improving parks (70 percent)and buildings(30 percent).25Figure 27:Value of Deferred Maintenance Projects per Agency The typical agency has$698,000 in deferred maintenance projects,but at agencies with more than 250,000,this number jumps to$17.3 million.25POLICIESFigure 28:Agencies With an Expressed Commitment to Diversity,Equity and Inclusion(DEI)in Their Foundational Documents Seventy-nine percent of park and recreation agencies have an expressed commitment to diversity,equity and inclusion(DEI)in their foundational documents(e.g.,vision,mission and strategic plan).26Figure 29:Agencies With Hiring Practices and Policies That Promote a Diverse Workforce Nine in 10 park and recreation agencies(91 percent)have hiring practices and policies promoting a diverse agency workforce.268|2024 National Recreation and Park AssociationPARK FACILITIESTo support the various needs,interests and lifestyles of community members,park and recreation agencies must offer a wide range of outdoor and indoor facilities.These facilities provide for programming,activities and other recreational events and serve as vital hubs for health and wellness.The typical park and recreation agency has one park for every 2,386 residents.In heavily populated juris-dictions,a single park may serve many thousands of residents.For jurisdictions with populations fewer than 20,000 people,1,172 people are served per park.This number increases for populations of 50,000 to 99,000 people,with one park for every 2,346 people.For those jurisdictions with populations of more than 250,000 people,there are 6,120 people for every park.The typical park and recreation agency manages 10.6 acres of parkland per 1,000 residents in its area.“Park-Children and families play outside during a community event in Asheville,North Carolina.PHOTO COURTESY OF ASHEVILLE(NORTH CAROLINA)PARKS AND RECREATIONFIGURE 1:NUMBER OF RESIDENTS PER PARK(BY JURISDICTION POPULATION)All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median2,3861,1722,0622,3463,3446,120Lower Quartile1,3336591,2331,4892,1733,274Upper Quartile5,0001,9443,0004,0487,03918,58670006000500040003000200010000RESIDENTS PER PARK2024 NRPA Agency Performance Review|9 land”refers to both maintained parks and accessible open space areas such as green spaces and courtyards.This amount of parkland per 1,000 residents is largest for those agencies serving a population of fewer than 20,000 people:12.6 acres of parkland per 1,000 resi-dents.The number of acres per 1,000 residents decreases slightly for parks serving a population of 20,000 to 49,999 people:an average of 11.2 acres of managed parkland per 1,000 residents.For agencies serving between 50,000 and 99,000 people and more than 250,000 people,there are 10.2 acres per 1,000 resi-dents.The smallest number of acres of parkland per 1,000 residents is found in jurisdictions with populations of 100,000 to 250,000 people with seven acres for every 1,000 residents.Outdoor park and recreation facilities allow commu-nity members to assemble,socialize and exercise in a safe and inclusive space.Ninety-three percent of agencies have playgrounds or play structures as their most common type of outdoor facility.Eighty-five percent of agencies have diamond fields(e.g.,base-ball,softball),84 percent have standalone basketball courts and 83 percent have rectangular fields(e.g.,soccer,field hockey,lacrosse).Other common facilities include tennis courts(72 percent)and dog parks(68 percent).The breakdown of the most common types of outdoor facilities includes:One playground/play structure for every 3,750 residents One diamond field for every 4,063 residents One basketball court for every 8,000 residents One rectangular field for every 5,000 residents One tennis court for every 6,003 residents One dog park for every 46,917 residentsPHOTO COURTESY OF EUGENE(OREGON)RECREATIONFIGURE 2:ACRES OF PARKLAND PER 1,000 RESIDENTS(BY JURISDICTION POPULATION)All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000ACRES OF PARKLAND PER 1,000 RESIDENTS All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median10.612.611.210.27.010.2Lower Quartile5.16.06.24.84.45.0Upper Quartile18.020.918.017.415.516.714121086420A group of pickleball players touch paddles in Eugene,Oregon.10|2024 National Recreation and Park AssociationFIGURE 3:OUTDOOR PARK AND RECREATION FACILITIES (BY PREVALENCE AND POPULATION PER FACILITY)Types of Facilities Median Number of Residents per FacilityPopulation of Jurisdiction Percent of Agencies All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Playgrounds or play structures93%3,7501,9903,1053,7075,0169,591Diamond fields854,0631,8333,0073,6756,82111,129Basketball courts,standalone848,0004,3667,5018,3639,64315,136Rectangular fields835,0002,4933,3334,0707,37514,238Tennis courts726,0033,0745,4615,8658,73110,524Dog parks6846,91710,32727,50855,13574,504128,906Tot lots 5312,4345,32312,74412,44320,18033,913Community gardens5234,1058,80027,26256,15055,326125,935Swimming pools4945,9199,50027,08146,35365,697113,219Skateboard parks4654,75011,28433,16760,904105,567239,177Multiuse courts basketball,volleyball,etc.4219,5715,24815,53124,95547,67671,750Pickleball4212,5973,3907,73710,50020,24442,495Multiuse courts tennis,pickleball3715,6744,63413,00012,97234,50061,21318-hole golf courses 2996,3919,62632,81268,208112,641251,483Driving range stations2824,3602,12212,7004,91435,710172,403Synthetic rectangular fields2543,64311,28423,18936,00054,254127,714Volleyball courts,standalone2327,6409,25014,28026,61246,51757,456Splash pads,spray grounds or spray showers2354,01012,75630,62954,10067,685199,437Fitness zones/Exercise stations2239,1888,23327,26235,00043,611111,111Disc golf courses2076,78011,07929,44558,603118,723278,884Ice rinks1919,6678,01519,77029,378102,891532,258Walking loops/Running tracks1920,0175,45918,58520,52737,16968,811Nine-hole golf courses14121,82517,75038,33361,757126,621428,359Overlay fields1018,09710,58410,0009,37522,95136,070Racquetball/Handball/Squash courts947,79213,35021,79143,85742,484137,076Waterparks782,25017,81332,81276,780149,008332,3962024 NRPA Agency Performance Review|11 Indoor facilities are also critical to the programming and other offerings provided by park and recreation agencies.Twenty-two percent of agencies have in-door competitive swimming pools,19 percent have in-door leisure pools(i.e.,noncompetitive)and pickleball courts,16 percent have multiuse courts,and 12 percent have standalone basketball courts and multiuse courts(e.g.,tennis,pickleball).The breakdown of the ratio of population per type of indoor facility includes:One indoor competitive swimming pool for every 66,88 people One indoor leisure pool for every 71,046 people One indoor pickleball court for every 17,033 people One indoor multiuse court for every 23,755 peopleFIGURE 4:INDOOR PARK AND RECREATION FACILITIES (BY PREVALENCE AND POPULATION PER FACILITY)Types of Facilities Median Number of Residents per FacilityPopulation of Jurisdiction Percent of Agencies All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Competitive swimming pools22f,8808,22431,00064,150110,270260,000Pools designated exclusively for leisure(i.e.,noncompetitive)1971,04612,20332,81263,688111,385281,151Pickleball1917,0334,92910,46317,24029,47079,795Multiuse courts basketball,volleyball,etc.1623,7555,90714,57723,75572,60464,451Basketball courts,standalone1226,9375,90719,17326,61277,09966,002Multiuse courts tennis,pickleball1217,0445,80014,95015,18238,75789,639Therapeutic pools1194,45610,81433,30663,001121,465521,114Walking loops/Running tracks1059,6309,87532,61963,336111,508301,916Racquetball/Handball/Squash courts939,7447,03616,82538,32658,942118,342Tennis courts519,286ISD6,60010,60527,99560,913*ISD=Insufficient Data12|2024 National Recreation and Park AssociationPHOTO COURTESY OF ST.PETERSBURG(FLORIDA)PARKS AND RECREATIONSixty-two percent of park and recreation agencies have recreation centers(including gyms),making it the most common type of indoor facility.Other common indoor facilities include community centers(59 percent),senior centers(40 percent)and performance amphi-theaters(40 percent).The ratios for population per each of the most common indoor facilities include:One recreation center(or gym)for every 32,786 residents One community center for every 31,569 residents One senior center for every 62,201 residents One performance amphitheater for every 69,604 residentsFIGURE 5:TYPES OF INDOOR PARK AND RECREATION FACILITIES AND AMENITIES (BY PREVALENCE AND POPULATION PER FACILITY)Types of Facilities Median Number of Residents per FacilityPopulation of Jurisdiction Percent of Agencies All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Recreation centers(including gyms)622,7869,68524,48639,88657,75067,213Community centers5931,5698,90827,85852,00055,13593,758Senior centers4062,20114,28631,98567,190125,817311,014Performance amphitheaters4069,60412,76932,25559,000116,135374,718Nature centers34133,7739,43033,66971,360139,248378,408Aquatics centers3058,49612,61831,00060,824110,629248,646Permanent and semi-permanent restrooms285,5802,5794,9055,5206,85011,925Stadiums19103,22210,63332,29964,150154,198425,884Teen centers 1258,71214,79731,78558,712124,264360,153Indoor ice rinks1259,2778,00423,51253,224108,508500,000Arenas995,6967,05724,83868,104118,500716,862Young adults take a break from a game of basketball in St.Petersburg,Florida.2024 NRPA Agency Performance Review|13 In addition to various outdoor and indoor facilities,many agencies provide trails,greenways and other outdoor walking areas for community members.The typical park and recreation agency is responsible for managing 16 miles of trails.This figure increases as the jurisdiction population an agency serves increases.Agencies serving populations of more than 250,000 people typically manage 97 miles of trails.FIGURE 6:MILES OF TRAIL(BY JURISDICTION POPULATION)All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median16.04.510.018.127.097.0Lower Quartile6.02.05.08.01840.8Upper Quartile46.09.219.637.052.0180.3 All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000120100806040200MILES OF TRAILSA group of young adults set up their tent in San Diego.PHOTO COURTESY OF SAN DIEGO COUNTY PARKS AND RECREATION Adults participate in a guided river tour in Plymouth,Minnesota.PHOTO COURTESY OF THREE RIVERS PARK DISTRICT(MINNESOTA)14|2024 National Recreation and Park AssociationPROGRAMMINGPark and recreation agencies offer a wide breadth of activities and programming to their community members.These offerings strive to promote better physical and emotional health and well-being.Much of this programming follows NRPAs Three Pillars:Health and Wellness,Equity and Conservation.While some programs are targeted to certain age groups(i.e.,children or older adults),the goal of parks and recreation is to have inclusive and safe spaces for all community members.By providing affordable programming and safe spaces to gather,park and recreation agencies enable their community members to interact with others,encouraging socialization and connection.To meet the diverse needs and desires of community members,park and recreation agencies must provide a wide array of accessible and affordable programming.Programming can be activities,events,clubs or other types of group activities.Most agencies offer themed special events(89 per-cent),social recreation events(88 percent)and team sports(86 percent).More than three-quarters of agen-cies also offer other programming,such as fitness enhancement classes,health and wellness education and individual sports.Other key programming activities offered by at least half of agencies include:Racquet sports(73 percent of agencies)Safety training(70 percent)Aquatics(68 percent)Natural and cultural history activities(66 percent)Cultural crafts(63 percent)Visual arts(63 percent)Trips and tours(62 percent)Performing arts(62 percent)Martial arts(56 percent)Running/Cycling races(53 percent)A new playground is installed in Lorain,Ohio.PHOTO COURTESY OF CITY OF LORAIN(OHIO)PARKS AND RECREATION2024 NRPA Agency Performance Review|15 From children to older adults,programs are designed to accommodate the diverse groups of community members regardless of age,socioeconomic status,ability,race or background.Many agencies offer spe-cific programming based on age and abilities to better support all community members.Eighty-three percent of agencies offer summer camps and 78 percent offer programs specifically targeted to older adults.About two-thirds of agencies offer teen-focused programs and programs for people with disabilities,while at least half of agencies offer STEM(science,technology,engineering and math)programs and after-school programs.Agencies serving populations of more than 250,000 residents are more likely to offer programs for older adults,children and people with disabilities than are those agencies serving populations of fewer than 20,000 residents.However,the number of targeted programs offered varies for those agencies serving populations of 20,000 to 49,999 people,50,000 to 99,999 people and 100,000 to 250,000 people.FIGURE 7:PROGRAMMING OFFERED BY PARK AND RECREATION AGENCIES(PERCENT OF AGENCIES)Themed special eventsSocial recreation eventsTeam sportsFitness enhancement classesHealth and wellness educationIndividual sportsSafety trainingRacquet sportsSafety trainingAquaticsNatural and cultural history activitiesCultural craftsVisual artsTrips and toursPerforming artsMartial artsRunning/Cycling racesGolfEsports/Egaming89vsphfccbbVSI&%FIGURE 8:TARGETED PROGRAMS FOR CHILDREN,OLDER ADULTS AND PEOPLE WITH DISABILITIES (PERCENT OF AGENCIES BY JURISDICTION POPULATION)Percent of AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Summer camps83e%Specific senior programs786379888282Specific teen programs675064776978Programs for people with disabilities663762787586STEM(science,technology,engineering and math)programs574149665974After-school programs524441515871Preschool342634463236Before-school programs191717231522Full-day care772861216|2024 National Recreation and Park AssociationRESPONSIBILITIES OF PARK AND RECREATION AGENCIES Park and recreation agencies are responsible for ensuring that their facilities,programming and offerings are at the highest level possible.Nearly all agencies operate and maintain park sites(98 percent),and the vast majority provide recreation and program-ming(93 percent),as well as operate and maintain indoor facilities(93 percent).Other key responsibilities that at least 70 percent of agencies mention include:Have budgetary responsibility for its administra-tive staff(91 percent of agencies)Operate,maintain or manage trails,greenways and/or blueways(87 percent)Conduct jurisdiction-wide special events(83 percent)Operate,maintain or contract racquet sport activities/courts/facilities(77 percent)Include in its operating budget the funding for planning and development functions(76 percent)Operate,maintain or manage special purpose parks and open spaces(75 percent)Volunteers tidy Burnside Park in Maryland.PHOTO COURTESY OF ANNAPOLIS(MARYLAND)RECREATION AND PARKS2024 NRPA Agency Performance Review|17 FIGURE 10:OTHER RESPONSIBILITIES OF PARK AND RECREATION AGENCIES(PERCENT OF AGENCIES)Operate,maintain or contract tourism attractions40%Manage large performance outdoor amphitheaters36Operate,maintain or contract golf courses36Operate,maintain or contract indoor swim facilities/waterparks31Maintain or manage beaches(inclusive of all waterbody types)26Administer or manage farmers markets22Operate,maintain or contract campgrounds20Administer or manage tournament-or event-quality indoor sports complexes20Maintain,manage or lease indoor performing arts centers19Operate,maintain or contract marinas13Administer or manage professional or college-type stadiums/arenas/racetracks9Manage or maintain fairgrounds798wvuigWH%FIGURE 9:KEY RESPONSIBILITIES OF PARK AND RECREATION AGENCIES(PERCENT OF AGENCIES)Operate and maintain park sitesProvide recreation programming and servicesOperate and maintain indoor facilitiesHave budgetary responsibility for its administrative staffOperate,maintain or manage trails,greenways and/or bluewaysConduct jurisdiction-wide special eventsOperate,maintain or contract racquet sport activities/courts/facilitiesInclude in its operating budget the funding for planning and development functionsOperate,maintain or manage special purpose parks and open spacesOperate and maintain non-park sitesOperate,maintain or contract outdoor swim facilities/waterparksAdminister or manage tournament-or event-quality outdoor sports complexesAdminister community gardensOther responsibilities of many park and recreation agencies include operating,maintaining or contract-ing tourism attractions(40 percent);managing large performance outdoor amphitheaters(36 percent);and operating,maintaining or contracting golf courses(36 percent).18|2024 National Recreation and Park AssociationSTAFFINGSupporting programming,facilities and other offerings of park and recreation agencies requires adequate staffing.Park and recreation staff are essential to ensuring the success of each agency and creating safe,inclusive spaces for all community members.Full-time employees are vital to the operations,man-agement and overall success of a park and recreation agency.Understaffed agencies may result in fewer program and activity offerings,poor facility maintenance and decreased community involvement overall.The typical agency employs 57.6 full-time equivalent(FTE)employees.It is important to note that because the size of park and recreation agency jurisdictions var-ies,so too will the number of staff members.The larger the population served by an agency,the larger number of FTE staff required.Agencies that serve fewer than 20,000 people typically have 14 FTE employees,agencies in jurisdictions of 50,000 to 99,999 people have 70.3 FTE staff and larger agencies serving more than 250,000 people have a staff of 263 FTEs.Two swimmers float in a pool.FIGURE 11:PARK AND RECREATION AGENCY STAFFING:FULL-TIME EQUIVALENTS(FTEs)(BY JURISDICTION POPULATION)All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000300250200150100500NUMBER OF FTE STAFF All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median57.6 14.034.270.3120.0263.0Lower Quartile20.46.119.946.561.3123.0Upper Quartile143.730.066.9121.0181.2471.5PHOTO COURTESY OF ADOBE STOCK2024 NRPA Agency Performance Review|19 While the number of staff increases as population increases,the same is not true for the ratio of FTEs to residents.For agencies serving a population of fewer than 20,000 people,there are 13.7 FTEs for every 10,000 residents.This ratio decreases as population increases.At agencies serving 50,000 to 99,999 people,there are 10.5 FTEs for every 10,000 residents.At agencies in jurisdictions of more than 250,000 residents,the ratio declines to an average of 4.7 FTEs per 10,000 residents.Overall,the ratio of FTEs across jurisdiction populations is 8.9 FTEs per 10,000 residents.Among the various responsibilities of park and recre-ation staff,almost half of FTEs are responsible for operations and maintenance.About 30 percent of FTEs are responsible for programming,and 16 percent are responsible for administration.Operations/Maintenance Programmers Administration Other Capital development16F1%3%4%FIGURE 13:RESPONSIBILITIES OF PARK AND RECREATION STAFF(AVERAGE PERCENTAGE DISTRIBUTION OF AGENCY FULL-TIME EQUIVALENT(FTE)EMPLOYEES)Volunteers plant trees in Miami,Florida.PHOTO COURTESY OF MIAMI-DADE COUNTY PARKS,RECREATION AND OPEN SPACESFIGURE 12:PARK AND RECREATION AGENCY STAFFING:FULL-TIME EQUIVALENT(FTE)EMPLOYEES PER 10,000 RESIDENTS(BY JURISDICTION POPULATION)1614121086420FTE STAFF PER 10,000 RESIDENTS All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median8.913.711.210.57.94.7Lower Quartile4.96.95.86.53.82.1Upper Quartile16.625.320.317.112.27.820|2024 National Recreation and Park AssociationBUDGETThe typical goal of annual operating expenditures,such as personnel services,contracts,commodities and supplies,and capital outlay,is to balance the needs of the community with the fiscal capabilities of the governing body(i.e.,city,county).Each park and recreation agency must be aware of its annual oper-ating expenditures in order to continue to provide the vital programs and services expected of parks and rec-reation in its community.To offer a better understanding of annual operating expenditures and,in turn,a clearer view of budgeting and spending across agencies the data are presented by jurisdiction population,as well as per capita,per acre of park and non-park sites,and per full-time equivalent(FTE)employee and by other operation expenditure distributions.The median annual operating expenditure for park and recreation agencies is nearly$6.5 million.That amount increases as population increases.Smaller agencies serving fewer than 20,000 people have median operating expenditures of about$1.5 million,while agencies in jurisdictions of more than 250,000 people have annual operating expenditures of$32.7 million.Agencies serving populations between these two groups have operating expenditures that range from$3.5 million annually(20,000 to 49,999 people)and$7.7 million annually(50,000 to 99,999 people)to$13.5 million annually(100,000 to 250,000 people).FIGURE 14:ANNUAL OPERATING EXPENDITURES(BY JURISDICTION POPULATION)All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median$6,453,357$1,451,763$3,462,654$7,710,075$13,552,112$32,700,000Lower Quartile$2,295,873$707,145$2,003,128$5,348,266$6,800,000$15,091,825Upper Quartile$16,247,943$3,004,473$7,853,006$13,394,323$23,399,020$59,286,392 All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000$35,000,000$30,000,000$25,000,000$20,000,000$15,000,000$10,000,000$5,000,000$0ANNUAL OPERATING EXPENDITURESPeople participate in a game of ice hockey in Illinois.PHOTO COURTESY OF PEKIN(ILLINOIS)PARK DISTRICT2024 NRPA Agency Performance Review|21 The median operating expenditures decrease as pop-ulation increases.The typical agency has operating expenditures of$99.47 per capita.For agencies serving populations of fewer than 20,000 people,the median is$135.53 per capita.This figure declines to$120.72 per capita for agencies serving populations of 50,000 to 99,999 people,and declines further to$57.61 per capita for those agencies serving more than 250,000 people.To further quantify the annual operating expenditures of park and recreation agencies,one can examine operating expenditures per acre of park and non-park sites.It is important to note that non-park sites refer to public areas and facilities,such as city halls and lawns,that are not considered parks but are maintained by agencies using a percentage of their annual operating budget.The typical park and recreation agency spends$8,260 of its annual operating budget per acre of park and non-park sites.The larger the population served,the lower operating expenditures are per acre.Park and recreation agencies serving populations of fewer than 250,000 residents have similar per-acre operating expenditures ranging between$8,000 to$9,800 per acre of park and non-park sites.This figure declines to a median of$4,421 per acre for those agencies in jurisdictions of more than a quarter of a million people.Full-time equivalent(FTE)employees are critical to daily park operations,and therefore must be factored into the annual operating budget of each agency.The median operating expenditure per FTE employee is$110,912.At agencies serving fewer than 20,000 people,the operating budget per FTE employee is$101,304.At agencies serving 20,000 to 49,999 people,this amount increases to$112,366 per FTE employee.At agencies serving 50,000 to 99,999 people,the amount decreases to$106,642 per FTE employee.For agencies serving larger pop-ulations of 100,000 to 250,000 people,the median operating expenditure per FTE employee is$119,116,and for agencies serving more than 250,000 people in their jurisdiction,the median operating expenditure per FTE employee is$116,836.$160$140$120$100$80$60$40$20$0OPERATING EXPENDITURES PER CAPITAFIGURE 15:OPERATING EXPENDITURES PER CAPITA(BY JURISDICTION POPULATION)All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median$99.47$135.53$114.81$120.72$87.10$57.61Lower Quartile$53.44$74.22$62.32$74.14$39.69$24.47Upper Quartile$183.96$263.21$226.13$196.53$160.76$97.91$12,000$10,000$8,000$6,000$4,000$2,0000OPERATING EXPENDITURES PER ACRE OF PARK AND NON-PARK SITESFIGURE 16:OPERATING EXPENDITURES PER ACRE OF PARK AND NON-PARK SITES(BY JURISDICTION POPULATION)All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median$8,260$9,777$9,013$9,176$8,002$4,421Lower Quartile$3,564$3,856$4,383$5,633$3,066$2,046Upper Quartile$18,491$27,711$20,346$18,636$15,009$10,60922|2024 National Recreation and Park AssociationThe distribution of operating expenditures varies.Agencies dedicate an average 54 percent of their annual budgets to personnel services.Operating ex-penses account for 38 percent of the typical agencys annual budget and capital expenses not in a capital improvement plan(CIP)account for 6 percent of an agencys annual budget.The remaining 2 percent is allocated to other expenses.One also can measure park and recreation agencies median operating expenditures dedicated to parks,recreation and staff serving in all/both capacities.Thirty-nine percent of operating expenditures at an agency are dedicated to parks,35 percent to recreation,17 percent to administration and the remaining 9 percent to other related endeavors.Personnel services Operating expenses Capital expense not in capital improvement plan(CIP)Other548%2%6%FIGURE 18:DISTRIBUTION OF OPERATING EXPENDITURES(AVERAGE PERCENTAGE DISTRIBUTION OF OPERATING EXPENDITURES)All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median$110,912$101,304$112,366$106,642$119,166$116,836Lower Quartile$82,569$73,418$79,713$83,421$84,296$93,944Upper Quartile$146,913$146,913$144,907$140,613$147,964$155,431FIGURE 17:OPERATING EXPENDITURES PER FULL-TIME EQUIVALENT(FTE)EMPLOYEE(BY JURISDICTION POPULATION)$140,000$120,000$100,000$80,000$60,000$40,000$20,0000OPERATING EXPENDITURES PER FTE EMPLOYEE Parks Recreation Administration Other395%9%FIGURE 19:DEDICATED OPERATINGEXPENDITURES(AVERAGE PERCENTAGE DISTRIBUTION OF OPERATING EXPENDITURES)Two people flex their muscles after a game in Virginia.PHOTO COURTESY OF PRINCE WILLIAM COUNTY(VIRGINIA)DEPARTMENT OF PARKS AND RECREATION2024 NRPA Agency Performance Review|23 AGENCY FUNDINGThe amount of funding varies by agency,and so do funding sources.However,general fund tax support is the most common source of available funding for agencies,accounting for 62 percent.Earned revenue is the second most common source of funding(21 per-cent),and special taxes/levies that are voter-approved account for 8 percent.Other less common sources of operating expenditures for agencies are operating grants from a public agency and sponsorships,in-kind donations or private operating grants/donations.One way to look at revenue is by analyzing park and recreation revenue per capita.The typical park and recreation agency generates$22.58 of revenue per jurisdiction resident.Park and recreation revenue per capita tends to decrease the larger the population.At FIGURE 20:SOURCES OF OPERATING EXPENDITURES(AVERAGE PERCENTAGE DISTRIBUTION OF OPERATING EXPENDITURES)General fund/Appropriations Earned revenue Special taxes/Levies(voter approved)Special taxes/Levies(non-voter approved)Other Operating grants from public agency Sponsorships,in-kind donations or private operating grants/donations 62!%8%3%2%2%1%FIGURE 21:PARK AND RECREATION REVENUE PER CAPITA(BY JURISDICTION POPULATION)$60$50$40$30$20$100PARK AND RECREATIONREVENUE PER CAPITA All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median$22.58$47.71$25.84$33.17$18.01$9.70Lower Quartile$7.57$13.22$11.72$12.34$6.67$2.75Upper Quartile$63.07$109.72$85.29$80.43$47.19$23.09A group of swimmers participate in water aerobics.PHOTO COURTESY OF ADOBE STOCK24|2024 National Recreation and Park Associationagencies serving a population of fewer than 20,000 people,park and recreation revenue per capita is$47.71;at agencies serving 50,000 to 99,999 people it is$33.17 per capita;and at agencies in jurisdictions of more than 250,000 people it is$9.70 per capita.Another way to examine revenue is through cost recovery revenue as a percentage of operating expenditures.The typical agency recovers a quarter of its operating expenditures from non-tax revenue.Median cost recovery varies with population size;agen-cies serving a population of fewer than 20,000 people recover 29.5 percent of their operating expenditures,but this figure is lower for agencies serving populations of more than 250,000 people for which recovering 17.9 percent of operating expenditures is typical.The median five-year capital budget spending across agencies of all sizes is$12 million.But the median amount depends on population size:the larger the population,the larger the five-year capital spending budget.For agencies serving fewer than 20,000 people,the median five-year capital budget spending is$1.81 million.This figure is 8 times higher for those agencies serving between 50,000 and 99,999 resi-dents at a median of$15 million,and then reaches a median of$49 million for agencies serving more than 250,000 residents.The goal of park and recreation agencies is not only to maintain their facilities,programming and other FIGURE 22:REVENUE AS A PERCENTAGE OF OPERATING EXPENDITURES(COST RECOVERY)(PERCENTAGE OF OPERATING EXPENDITURES BY JURISDICTION POPULATION)350% %5%0REVENUE AS A PERCENTAGE OF OPERATING EXPENDITURES All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median25.2).5%.9(.8.0.9%Lower Quartile12.813.515.413.712.29.7Upper Quartile47.056.051.853.438.136.2$60,000,000$50,000,000$40,000,000$30,000,000$20,000,000$10,000,000$0FIVE-YEAR CAPITAL BUDGET SPENDING All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median$12,000,000$1,814,200$6,500,000$15,000,000$24,284,312$49,097,334Lower Quartile$2,456,700$509,192$1,582,756$5,355,630$9,912,750$18,345,000Upper Quartile$36,058,000$5,611,874$15,733,740$28,785,600$58,187,649$147,718,705FIGURE 23:FIVE-YEAR CAPITAL BUDGET SPENDING(BY JURISDICTION POPULATION)All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,000 Improvements Acquisition OtherFIGURE 24:TARGETS FOR CAPITAL EXPENDITURES(AVERAGE PERCENTAGE DISTRIBUTION OF CAPITAL EXPENDITURES)88%7%5 24 NRPA Agency Performance Review|25 offerings,but also to continue growing and improving to better serve their communities.The typical agency designates 88 percent of its capital budget to improve-ments,7 percent to acquisition and the remaining 5 percent to other endeavors.Capital expenditures designated to improvements typically fall under renovations and/or new develop-ment.Two-thirds of the improvement expenditures are designated to renovation(67 percent)while a third is new development(33 percent).Further,the average percentage of improvement dollars split be-tween buildings and parks is 30 percent(buildings)and 70 percent(parks).Jurisdiction population size influences the value of deferred maintenance projects per agency.The typical agency has nearly$700,000 in deferred maintenance projects.This overall figure drops for smaller agencies serving fewer than 20,000 people and increases to a median more than$17 million for agencies in jurisdic-tions of more than 250,000 people.Deferred mainte-nance balances rise at agencies that:Serve larger populations Have a higher operating budget Have more full-time equivalent employees Maintain more acres of parkland Have more parksFIGURE 25:IMPROVEMENT DOLLARS SPLIT BETWEEN RENOVATION AND NEW DEVELOPMENT(AVERAGE PERCENTAGE DISTRIBUTION OF IMPROVEMENT DOLLARS)Renovation New development673%FIGURE 26:IMPROVEMENT DOLLARS SPLIT BETWEEN BUILDINGS AND PARKS(AVERAGE PERCENTAGE OF IMPROVEMENT DOLLARS)Parks Buildings700%$20,000,000$18,000,000$16,000,000$14,000,000$12,000,000$10,000,000$8,000,000$6,000,000$4,000,000$2,000,000$0VALUE OF DEFERRED MAINTENANCE PROJECTS PER AGENCYFIGURE 27:VALUE OF DEFERRED MAINTENANCE PROJECTS PER AGENCY(BY JURISDICTION POPULATION)All AgenciesLess Than 20,00020,000 to 49,99950,000 to 99,999100,000 to 250,000More Than 250,000Median$698,000$80,000$500,000$813,561$3,688,462$17,337,000Lower Quartile$0$0$0$0$0$0Upper Quartile$10,000,000$1,000,000$5,000,000$8,448,908$14,301,710$70,414,250 All Agencies Less Than 20,000 20,000 to 49,999 50,000 to 99,999 100,000 to 250,000 More Than 250,00026|2024 National Recreation and Park AssociationPOLICIESIt is the responsibility of park and recreation agencies to create safe and inclusive spaces for all community members.Collecting data about agencies commit-ments to diversity,equity and inclusion(DEI)is critical to understanding the policies and efforts underway to make park and recreation spaces available for all and identifying areas that would benefit from further DEI implementation.One of the primary policies that park and recreation agencies implement is including a written commit-ment to DEI in their foundational documents.More than three-quarters(77 percent)of agencies express commitment to DEI at all locations;21 percent of agencies do not have an expressed commitment to DEI;and two percent have an expressed commitment to DEI at least some of their locations.Parks and recreation continue to be leaders in diversity,equity and inclusion when it comes to hiring staff.Nine in 10(91 percent)agencies have hiring practices in place that promote a diverse agency workforce at all locations.Agency has an expressed commitment to DEI at all locations Agency does not have an expressed commitment to DEI Agency has an expressed commitment to DEI at select locationsFIGURE 28:PERCENT OF AGENCIES WITH AN EXPRESSED COMMITMENT TO DIVERSITY,EQUITY AND INCLUSION(DEI)IN THEIR FOUNDATIONAL DOCUMENTS(PERCENTAGE DISTRIBUTION)77!%2%Agency has hiring practices and policies promoting a diverse agency workforce at all locations Agency does not have hiring practices and policies promoting a diverse agency workforceFIGURE 29:PERCENT OF AGENCIES WITH HIRING PRACTICES AND POLICIES THAT PROMOTE A DIVERSE WORKFORCE(PERCENTAGE DISTRIBUTION)91%9%A group of soccer players celebrate with their coach.PHOTO COURTESY OF ADOBE STOCK2024 NRPA Agency Performance Review|27 CONCLUSIONSPark and recreation agencies are integral to the quality of life in communities.To sustain and continuously improve this beneficial relationship between parks and recreation and the public it serves,NRPA encourages park and recreational professionals to remain up to date on how their agencies compare to peer agencies.The 2024 NRPA Agency Performance Review provides the opportunity to analyze agency performance in relation to other agencies of similar size across the United States.The resources provided in this report give park and recreation professionals,stakeholders and others who are interested in the success of parks and recreation further insight into agency operations across the country by providing:1.Up-to-date data to compare agency performance With relevant data and metrics,park and recreation professionals can see where their agencies stand regarding funding,programming,budgeting and other key areas compared to agencies with similar population sizes.These data allow agencies to make informed decisions about their future operations that influence overall performance.2.Resource and operation guidance To encourage optimal operations across park and recreation agencies,the data and metrics offered give agency leaders a better understanding of how to successfully run their agencies and manage their operations.3.Comprehensive data to better understand operations and responsibilities The comprehensive data and information provided in this report further demonstrate the importance of offering adequate pro-gramming,facilities and other resources in communities.The responsibilities of park and recreation professionals vary by agency,but the 2024 NRPA Agency Performance Report provides an in-depth understanding of these responsibilities,highlighting the important role agencies play in communities across the United States.NRPA encourages park and recreation professionals to use the 2024 NRPA Agency Performance Review in con-junction with other internal and external tools and resources including those found on the NRPA website(nrpa.org/APR and nrpa.org/ParkMetrics)to better understand how their agencies can provide their communities with the best amenities and services possible,and make the case for increased personnel and funding.28|2024 National Recreation and Park AssociationACKNOWLEDGEMENTSA HUGE thank you to the thousands of park and recreation professionals who participated in the annual NRPA Park Metrics campaign and completed their Agency Performance Survey.Thank you to Melissa May,Dianne Palladino,Danielle Doll,Lindsay Collins,Alexandra Reynolds,Vitisia Paynich,Kim Mabon and Kate Anderson for making this report possible.ABOUT NRPAThe National Recreation and Park Association(NRPA)is the leading not-for-profit organization dedicated to building strong,vibrant and resilient communities through the power of parks and recreation.With more than 60,000 members,NRPA advances this vision by investing in and championing the work of park and recreation professionals and advocates the catalysts for positive change in service of equity,climate-readiness,and overall health and well-being.NRPA brings strength to our message by partnering with like-minded organizations,including those in the federal government,nonprofits and commercial enterprises.Funded through dues,grants,registrations and charitable contributions,NRPA produces research,education and policy initiatives for our members that ultimately enrich the communities they serve.NRPA places immense importance on research and data to raise the status of parks and recreation and conducts research with two goals.First,NRPA creates and analyzes data to help park and recreation agencies make optimal decisions on operations,programming and spending.Second,NRPA develops data and insights that support park and recreation professionals making the case for greater and more stable funding to policymakers,key stake-holders,the media and the general public.The NRPA Research team works closely with internal subject matter experts,respected industry consultants and the academic community to develop its reports and data resources.Learn more at nrpa.org/Research.22377 Belmont Ridge Road,Ashburn,VA 20148800.626.NRPA(6772)|nrpa.org
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