2024/2025 SUSTAINABILITY IN ACTION

RELATIONSHIPS WITH USERS, SUPPLIERS AND THE LOCAL COMMUNITY

We are committed to offering our users the best possible experience, raising the quality of our services and always promoting operational excellence.

Our actions in the local community are designed with a dual focus: educational and social. In the field of education, we encourage and facilitate opportunities that enable students to more closely experience and integrate into the world of work. In the social sphere, we focus our efforts on responding to the needs of vulnerable people and contributing to improving their quality of life.

Meanwhile, we collaborate closely with our suppliers to ensure that working conditions in our supply chain are safe, decent and respectful, and that our operations are conducted in an ethical and sustainable manner. In addition, we promote the continuous improvement of our professional relationships, establishing guidelines and commitments aimed at optimizing performance as well as the quality of the service we receive.

Our commitment goes beyond operational excellence: we work to improve the quality of life not only of our users, but also of our community, by promoting educational and social initiatives in addition to promoting sustainable mobility. We also take care to guarantee safe, dignified and respectful working conditions throughout our whole supply chain.

3.1 QUALITY AND TRANSPARENCY IN SERVICE DELIVERY. WE SEEK OPERATIONAL EXCELLENCE

Our aim has always been to offer the inhabitants of the Community of Madrid a safe, accessible, punctual, efficient mobility service that respects economic, social and environmental needs.

To this end, we remain committed to continuously improving the user experience, service quality and overall performance of our operations.

During this period, we went further, taking a proactive approach focused on the well-being of the people who use our service.

USER PROFILE

We guarantee a safe, reliable service for day-to-day mobility, which allows our users to get from place to place, reaching the highest levels of satisfaction recorded.

USER SATISFACTION

The global rating continues to develop positively and reached its all-time high in 2025, in a context where additional increases are becoming less and less likely.

In 2025, satisfaction almost reached its record best: 93% (very close to the 95% figure of 2021) gave the service more than 7 points and 50% gave scores of 9 or 10.

CUSTOMER SERVICE DATA 2024/2025

PROPERTY LOST AND DELIVERED IN 2024/2025

STRATEGIC ACTIONS AND HIGHLIGHTS 2024/2025

During this period, several actions were carried out to improve service quality, safety and user experience:

The comprehensive redesign of our Web and App assets, initially seen as a strategic challenge, was postponed pending a more mature definition of the technology that should support the project, linked to the incorporation of AI-based solutions. The rapid advancement of these technologies and the emergence of more efficient alternatives aligned with sustainability, scalability and security criteria have led us to adopt a prudent, responsible approach. In this context, the project remains temporarily paused, while we analyse different options to maximize its positive impact and ensure optimal long-term implementation.
The civic campaign developed in 2023 was deployed throughout the network, as well as on our digital channels, reinforcing its reach and visibility.
Lean Manufacturing methodologies have been implemented to optimize maintenance processes in the areas of Permanent Installations/track infrastructure and Rolling Stock, achieving greater operational agility, resource efficiency and quality improvement.
Additionally, we launched the RCM (Reliability-Centred Maintenance), to reduce point motor system and railway signal incidents, optimizing the preventive maintenance performed in each area.

OTHER INITIATIVES:

In response to a long-time user demand, acoustic alerts on light rail doors have been replaced, improving their clarity and efficiency and reducing irritation from the noise. This action reinforces accessibility, safety and comfort, contributing to a better travel experience.
Maximum circulation speeds have been optimized in certain sections of Line ML3 in order to improve service regularity and punctuality. This measure makes it possible to manage operations more efficiently, reducing travel times and improving user-perceived reliability.
Our safety, quality and comfort standards have been further strengthened through the implementation of preventive maintenance programs. They include periodic mileage checks and daily unit inspections to ensure proper operation and immediate incident resolution.
The cleaning plan has been reinforced with more comprehensive actions on a bi-weekly and monthly basis, as well as semi-annual insecticide treatments, guaranteeing optimal conditions of hygiene, safety and well-being for users.
We continued boosting awareness campaigns on road safety and risk prevention aimed at different audiences, through talks, posters, vinyl banners and digital materials promoted on our website, social media and news media. And in order to ensure safety during service provision, we facilitate information to users by means of different channels, such as signage in facilities and vehicles.
During this period, studies were done on service satisfaction and quality (ICS), origin-destination (O/D) and capacity, to obtain objective, detailed information on users’ mobility habits, needs and expectations, facilitating more efficient service planning that is adjusted to real demand.

PUNCTUALITY 2024/2025

ACCIDENT RATE 2025

SERVICE AVAILABILITY 2024/2025

CHALLENGES FOR THE FUTURE 2026/2027

Resume the comprehensive review of Web and App assets in 2026/2027 by adopting advanced, intelligent technological solutions that are aligned with efficiency, accessibility, sustainability and security criteria.
Create a project to renew intercom and direct telephone equipment to improve the user experience.
Develop a new accident prevention campaign aimed at raising awareness among users and reducing risky behaviour in the railway environment. As part of this initiative, launch a pilot test installing “it is forbidden to cross the tracks” signs at certain stops, in order to evaluate their effectiveness and assess their possible use in the rest of the network. This action, focused on user safety, also contributes to the management of behaviour-related operational risks in the tramway environment, so it is aligned with Pillar 4, where it is also included.
Promote and reinforce the civic campaign by responding to the requests and suggestions sent in by users, with the aim of promoting responsible behaviours, improving harmony on board and optimizing the travel experience.

3.2 SUSTAINABLE MOBILITY IN CITIES (ROAD SAFETY AND ENVIRONMENTAL EDUCATION, AND PROMOTION OF SUSTAINABLE TRANSPORT)

TRANSFORMING CITIES

Based on the good results obtained, we continue to prioritize our actions in the field of education in order to continue expanding its reach and impact among schoolchildren, families and professionals in our area of influence.

Working in partnership with public administrations and local collaborators, we continue to advance in encouraging responsible mobility, promoting practices that generate a positive impact on our environment.

These initiatives contribute directly to the achievement of the UN Sustainable Development Goal target 11.2 by 2030, aimed at improving mobility and accessibility in cities.

EDUCATION 2024/2025

We broadened the scope of our initiatives in safe and sustainable mobility, with a significant increase in beneficiaries compared to previous periods, and we promoted more responsible mobility habits.

STRATEGIC ACTIONS AND HIGHLIGHTS 2024/2025

We maintained our collaboration with the municipalities of Pozuelo de Alarcón and Boadilla del Monte, continuing with our line of work designed to promote Safe and Sustainable Mobility.
The initiative aimed at strengthening the Road Safety Education project included collaborations with experts and the creation of a teaching microsite aimed at students aged 6 to 18 as a complementary resource for educators. It was reviewed and, for the time being, was not offered in the 2024/2025 period.
However, we continued to strengthen Road Safety Education in collaboration with the road safety educators, through the development of activities such as Sustainable Cycling Routes and the path circuit located in the Pozuelo de Alarcón Forest Reserve. These professionals gave talks in schools using materials prepared previously.

CHALLENGES FOR THE FUTURE

Expand and consolidate the dissemination of the campaign to prevent accidents, previously defined as a challenge for the future in paragraph 3.1, extending its reach to educational centres and local entities committed to education and road safety.

OTHER INITIATIVES

We have renewed the collaboration agreement in Pozuelo de Alarcón for the Environmental Education Classroom, where 34 activities focused on sustainability, safe mobility, biodiversity, renewable energies and the fight against climate change are offered.

These initiatives are developed in collaboration with the municipality’s schools and cover all the formative stages, from early childhood education to high school:

Little Guardians of the Planet (early childhood education)
Introduction to care of the environment through play, the school garden, the forest and nearby nature.
Environment Explorers and the Sustainable City (primary education)
Programs on recycling, biodiversity, renewable energies, sustainable mobility and understanding the urban and natural environment.
Environmental Laboratory and Climate Action (secondary and baccalaureate)
Itineraries, STEM projects, bioconstruction, renewable energies, environmental impact and solutions to climate change.
Safe and Sustainable Mobility
Specific programs linked to road safety education, Metro Ligero, “Ecovial” circuits and cycling routes.
Regenerative Gardens and Urban Biodiversity
Specific programs linked to road safety education, Metro Ligero, “Ecovial” circuits and cycling routes.
Environmental Innovation and Circular Economy
Pioneering projects such as the liquid tree, biogas production, carbon sequestration research and air purification.
Training and Educational Community
Teacher training, preparatory sessions and coordination with schools.
European Mobility Week, “Ecovial” Circuit, inter-university route and special activities.

3.3 SOCIAL ACTIONS WITH THE LOCAL COMMUNITY (SPORT, CULTURE, SOCIAL EXCLUSION, DISABILITY AND BRINGING STUDENTS CLOSER TO THE WORLD OF WORK)

DEVELOPMENT OF INITIATIVES IN COLLABORATION WITH THE LOCAL COMMUNITY

As in previous years, we continued to respond to the needs of our community and contribute to the improvement of their quality of life through collaborations in strategic areas such as education, disability and sport.

During this period, we consolidated and strengthened our line of action together with the main actors involved, including agencies, associations and foundations in the local area.

In addition, we are improving the management of these initiatives by incorporating methodologies that allow more systematic project monitoring and recording the results achieved.

SOCIAL AND CULTURAL

We are part of the community’s daily life and reinforced our collaboration with local entities and projects to improve the quality of life in the area.

STRATEGIC ACTIONS AND HIGHLIGHTS 2024/2025

During this period, existing social collaboration projects were strengthened and maintained, ensuring continuity and a positive impact on our community.

A proposal was developed for the implementation of a corporate volunteering policy, as a preliminary step to its evaluation and possible implementation.
The publication of a series of annual articles was begun in the internal newsletter (News de MLO), aimed at disseminating and enhancing the relationship and joint projects with the collaborating entities.

CHALLENGES FOR THE FUTURE

Launch a pilot test of a corporate volunteering program where it’s possible to evaluate its scope, participation and social impact, in order to define a stable model aligned with the organisation’s values.
Advance in the definition, systematization and measurement of social indicators that enable objective evaluation of the impact of our actions on the local community, strengthening transparency, accountability and continuous improvement.

HOGAR DON ORIONE

During this period, we addressed the home’s needs, focusing on renewing machinery and improving facilities to ensure the provision of higher quality services to the residents. Plus, we provided users with experiences on the light rail, thus promoting social inclusion.

AFANIAS

We renewed our collaboration with the Afanias Pozuelo community in order to improve the quality of the Occupational Centre, an essential space in the daily routine of 143 people with intellectual disabilities. In the last two years, this collaboration has enabled significant improvements, improving energy efficiency through the installation of efficient radiators.

FOPG

We renewed our collaboration with the ONCE Guide Dog Foundation (FOPG), sponsoring another litter of puppies in the hope that they will become future guide dogs.

This renewed collaboration plays a crucial role in enabling the ONCE Guide Dog Foundation to deliver more than 140 guide dogs annually to people with visual impairments. Currently, in Spain, there are already more than 1,000 guide dogs that have positively transformed the lives of their users, significantly improving their mobility and promoting their autonomy. We are proud to contribute to this noble cause, which has such a significant impact on the lives of people with visual impairments.

3.4 RESPONSIBLE MANAGEMENT OF SUPPLIER RELATIONS

In accordance with our Integrated Management System, certified per the standards ISO 9001, ISO 14001, ISO 45001 and EFR 1000-2; the AENOR SFO (Operational Railway Safety) reference and Royal Decree 311/2022, which regulates the National Safety Scheme (ENS), the organisation is committed to on-going improvement.

Within this framework, behaviour consistent with ethical, social and environmental principles is promoted throughout the supply chain, ensuring that each supplier is part of a system aligned with sustainability and corporate integrity. Suppliers are considered key actors in generating value and for achieving organisational objectives, so it is essential for them to comply with the applicable ethical and legal standards.

In this regard, no practices contrary to human rights are permitted, such as child or forced labour, discrimination or corruption, and equal opportunity is promoted. This also means ensuring decent working conditions throughout the whole supply chain, promoting safety at work and people’s well-being.

Likewise, environmental sustainability criteria are incorporated in supplier management, promoting practices aimed at reducing emissions, correct waste management, efficient use of resources and minimizing environmental impacts. To do this, suppliers’ environmental performance is periodically evaluated, among other aspects, and we work together on continuous improvement.

We also promote the circular economy through collaboration with local suppliers, which contributes to reducing the carbon footprint associated with transport, minimizing operational and logistical risks and promoting greater alignment with regulatory requirements.

We extend our ethical, safety, quality and sustainability standards to the entire value chain, incorporating suppliers approved under social and environmental criteria and strengthening monitoring of their performance to guarantee safe and reliable service.

STRATEGIC ACTIONS AND HIGHLIGHTS 2024/2025

Progress continued in the design process for our Supplier Portal, conceived as a key communication channel with that stakeholder. Its aim is to facilitate the exchange of information and strengthen the relationship with our supply chain. Currently, its feasibility and scope are being assessed from the standpoint of information security, to ensure that its future implementation is carried out efficiently, with every guarantee.
In order to ensure the quality, traceability and reliability of the data provided by our suppliers for the calculation of Scope 3 emissions, they are asked to provide verified and/or certified carbon footprint calculations during their approval process, as well as information regarding the compensation measures implemented.

OTHER INITIATIVES

During the year, we held meetings with our trusted suppliers to learn about their expectations first-hand and assess possible improvements in the collaboration relationship. As a result of this dialogue, vendors expressed satisfaction with the current model, indicating that they have not identified any additional new needs beyond maintaining the working criteria applied to date. They also welcomed the reduction in payment terms implemented by the organisation, a measure that contributes to strengthening financial stability and efficiency in the professional relationship.
At the same time, a new supplier approval procedure was implemented that integrates social and sustainability criteria, reinforcing the commitment to a responsible supply chain and aligned with corporate principles.

CHALLENGES FOR THE FUTURE

We will continue to consolidate the initiatives underway, so no specific new challenges are envisaged in this area for the coming period.

OUR SUPPLIERS

We incorporated 108 new suppliers during the 2024/2025 period, all of them approved under social and environmental criteria**. Moreover, a total of 158 operational control inspections on occupational health and were carried out on service providers.

**MLO suppliers and contractors must comply with ethical, social and environmental principles, ensuring transparent processes, respect for human rights, safe working conditions and data confidentiality. Likewise, they must comply with environmental regulations, properly manage waste, minimize impacts and reduce their carbon footprint, assuming responsibility for possible environmental damage.