KEY DEPARTMENTS AND THEIR FUNCTIONS:


BOARD OF DIRECTORS

 Formulates Policies, prescribes and promulgates the rules and regulations for the attainment of the objectives of the Authority.


OFFICE OF THE CORPORATE BOARD SECRETARY

  • Repository of minutes of board meetings and other deliberations/transactions of the Board of Directors;
  • Prepares Board Resolution, Corporate Secretary Certificate and others;
  • Coordinates with various departments for Board actions that will be acted upon when necessary;
  • Attends Board Management and Executive Committee Meetings and records the deliberation; reviews transcripts of deliberations, letters, reports and other forms of correspondence; and
  • Coordinates with the members of the Board Members Management/Executive Committee Members for the schedule of activities and meetings. for the schedule of activities and meetings.

INTERNAL AUDIT DEPARTMENT

  • Advises the Board of Directors on all matters relating to management control and operations audit;
  • Review and appraise systems and procedures/processes, organizational structure, assets management practices, financial and management records, reports and performance standards of the agencies/units covered;
  • Analyze and evaluate management deficiencies and assist top management by recommending realistic courses of action; and
  • Conduct management and operations audit of LRTA activities and determine the degree of compliance with their mandate, policies, government regulations, established objectives, systems and procedures and contractual obligations.

OFFICE OF THE ADMINISTRATOR

  • Formulates and recommends to the LRTA Board the plans and policies related to the administration/management and operation of the existing LRT Lines 1 and 2 Systems and the future LRT/MRT Systems;
  • Implements, enforces, and applies the policies, plans, standards, guidelines, procedures, decisions, rules and regulations issued, prescribed or adopted by the LRTA, DOTC and the Office of the President;
  • Manages the affairs of LRTA in accordance with applicable laws, orders, rules and regulations; Spearheads the conduct/execution of studies concerning the expansion of the LRT System's network and other related development requirement in consultation and coordination with appropriate agencies;
  • Spearheads the conduct of periodic performance, operational and financial audit to ensure the effective and efficient use of resources in the accomplishment of tasks and the achievement of goals and objectives of the Authority;
  • Oversees the enforcement and implementation of safety and security rules and regulations set by the Authority; and
  • Plans, develops and conducts public relations programs and activities of the Authority.

LEGAL DEPARTMENT

  • Acts as legal consultant/legal counsel and gives legal advice on official matters;
  • Represents the Agency, the Administrator and other officials of the Authority in civil or criminal cases arising from the performance of official duties before the court/administrative bodies/tribunals;
  • Conducts legal research work and studies on legal queries and renders opinion on such matters;
  • Reviews and recommends approval of contracts entered into by the Authority; and
  • Reviews/undertakes drafting of proposed rules, regulations, orders, circulars and other regulatory measures regarding operational activities of the Authority.

PLANNING DEPARTMENT

 Oversees the identification and development of necessary information systems, and medium and long term plans and policies the LRTA. Provides direct information to Management a status report of ongoing projects plans and programs.


BUSINESS DEVELOPMENT AND PUBLIC RELATIONS DEPARTMENT

 Takes charge of property leasing, concessions management and operation of all LRT commercial areas and other LRTA properties with business development potential and handles the promotion and implementation of the public information program of the Authority to increase public awareness of LRT programs and projects.


OFFICE OF THE DEPUTY ADMINISTRATOR FOR ADMINISTRATIVE, FINANCE AND AUTOMATED FARE COLLECTION SYSTEMS

 Oversees, directs and exercises immediate supervision over the following functional areas: a) Administrative b) Finance c) Planning d) Automated Fare Collection System

  • Advises and assists the Administrator in the formulation and implementation of rules and regulations necessary to carry out the objectives and policies of the Authority concerning Administrative, Finance, Planning and Automated Fare Collection System;
  • Develops, recommends and manages the implementation of operating plans, policies and strategies to ensure efficiency and effectiveness;
  • Conducts/manages consultations and meetings with different Department Managers and Key Officials under its supervision; and
  • Provides technical assistance to the Administrator and the LRTA Board as may be requested.

FINANCE DEPARTMENT

 Supervises and recommends financial policies, short-term and long-term financial plans and programs, systems and procedures and oversees its implementation upon approval by the Board.


ADMINISTRATIVE DEPARTMENT

 Supervises and Monitors policy making and implementation with regard to human relations, development and management and procurement. Administers health services to the Authority and provides first-aid treatment to passengers in case of accidents.


AUTOMATED FARE COLLECTION SYSTEMS (AFCS) SERVICES DEPARTMENT

 Supervises ticket sales and production, ticket sorting and encoding using Ticket Sorting and Issuing Equipment (TSIE) for Line 1 and Encoder Sorter machinefor Line 2 (ES).


OFFICE OF THE DEPUTY ADMINISTRATOR FOR OPERATIONS AND ENGINEERING

 Oversees, directs and exercises immediate supervision over the following functional ares: a) Line 1 Operations b) Line 2 Operations c) Lines 1 & 2 Engineering.

  • Advises and assists the Administrator in the formulation and implementation of rules and regulations necessary to carry out the objectives and policies of the Authority concerning operations and engineering;
  • Develops, recommends and manages the implementation of operating plans, policies and strategies to ensure efficiency and effectiveness;
  • Conducts/manages consultations and meetings with different Department Managers and Key Officials under its supervision; and
  • Provides technical assistance to the Administrator and the LRTA Board, as may be requested.

LINE 1 OPERATIONS DEPARTMENT

 Oversees the safe and efficient train service in Line 1 System, proper implementation of fare collection, including refund procedures. Monitors, controls and/or coordinates train movements, rail vehicles and maintenance work on the line facilities.


LINE 2 OPERATIONS DEPARTMENT

 Provides safe and efficient train service in the Line 2 System. Implements fare collection, including refund procedures. Monitors, controls and/or coordinates train movements, rail vehicles and maintenance work on the line facilities.


LINE 1 AND 2 ENGINEERING DEPARTMENT

 Coordinates with the maintenance contractor regarding activities related thereto and oversees the proper implementation of policies on the rolling stock of Lines 1 and 2 and its electronic equipment.

 

 

 

 

 

 

 

 

 PHILIPPINE TRANSPARENCY SEAL

A pearl buried inside a tightly-shut shell is practically worthless. Government information is a pearl, meant to be shared with the public in order to maximize its inherent value.

The Transparency Seal, depicted by a pearl shining out of an open shell, is a symbol of a policy shift towards openness in access to government information. On the one hand, it hopes to inspire Filipinos in the civil service to be more open to citizen engagement; on the other, to invite the Filipino citizenry to exercise their right to participate in governance.

This initiative is envisioned as a step in the right direction towards solidifying the position of the Philippines as the Pearl of the Orient – a shining example for democratic virtue in the region.

LRTA Compliance with Sec. 93 (Transparency Seal) R.A.  No. 10155 (General Appropriations Act FY 2012)


I. LRTA Mandates, Mission & Vision and Directory of Key Officials

II. Annual Financial Reports

III. DBM Approved Budgets & Targets

IV. Projects, Programs and Activities, Beneficiaries and Status of Implementation (not applicable)

V. Annual Procurement Plan

VI. QMS ISO

VII. System of Rating and Ranking for the Grant of PBB

VIII. Status Of Implementation and Program/Project Evaluation and/or Assessment Report

IX. Interim Performance Scorecard

X. Monitoring Report of Performance Targets

XI. Manual of Corporate Governance

XII. No Gift Policy

XIII. List of Subsidiaries and Affiliates - Not Applicable to LRTA

XIV. Government Corporate Information Sheet (GCIS)

XV. Management of Risk

 

LINE 2 - BLUE LINE

Passenger Traffic (in Millions of Passengers)   Gross Revenue Collection (in Millions of Pesos)
  2017 2016 2015 2014 2013     2017 2016 2015 2014 2013
January 5.91 5.77 5.45 6.41 6.33 January 114.83 113.70 111.10 86.26 83.89
February 5.57 5.67 5.11 6.13 5.90 February 111.56 111.56 105.62 81.40 77.49
March 6.15 5.21 5.45 6.44 5.44 March 118.06 101.48 110.81 83.95 70.38
April 4.31 4.31 3.92 4.59 5.16 April 83.57 97.84 80.50 60.81 67.99
May 5.20 4.90 4.58 5.56 5.20 May 100.71 97.07 94.68 73.95 68.72
June 5.03 5.18 5.00 5.82 5.72   June 96.52 101.09 102.93 76.00 77.87
July 5.52 5.60 5.02 6.46 6.84 July 106.17 109.11 102.76 86.65 90.98
August 5.73 5.85 5.68 6.47 5.98 August 109.75 113.70 110.39 87.86 78.92
September 5.84 6.07 5.82 6.41 6.48   September 111.95 117.65 116.53 87.38 86.58
October 5.83 6.06 5.47 6.36 6.12 October 111.55 117.14 107.16 85.76 80.40
November 5.88 5.25 6.34 6.05 November 104.59 102.62 85.46 82.91
December 5.87 5.46 5.86 6.22 December 122.83 106.95 77.88 83.73
TOTAL   67.00 62.21 72.85 71.45   TOTAL 1,307.77 1,252.05 973.36 949.88
Peak-Hour Trainsets Running   Peak Hour Load Factor   Fare Box Ratio
  2017 2016 2015 2014 2013   2017 2016 2015 2014 2013   2017 2016 2015 2014 2013
January 9 11 11 12 12 67.01 59.76 55.49 58.00 52.78 1.80 1.75 1.63 1.24 0.95
February 9 11 11 12 9 67.16 59.18 53.40 61.29 64.87 1.64 1.66 1.49 1.10 0.87
March 10 11 11 12 8 63.06 56.78 51.39 56.22 67.15 1.25 1.51 1.46 0.79 0.99
April 10 11 10 10 8 56.73 42.61 50.47 56.76 59.52 0.98 1.47 1.17 0.71 0.98
May 10 11 10 10 8 60.76 46.85 50.83 59.18 56.63 0.94 1.32 1.27 0.91 0.70
June 10 10 11 12 10 66.35 49.15 48.98 58.30 56.39 1.09 1.65 1.34 1.04 0.90
July 10 10 11 12 12 59.45 56.23 50.16 57.72 61.17 1.13 1.38 1.30 1.16 0.81
August 9 9 10 12 12 56.70 57.79 55.16 61.08 60.29 1.60 1.51 1.02 0.94
September 9 10 11 11 12 62.18 59.15 68.42 60.38 63.29 1.78 1.75 1.02 1.24
October 10 9 11 11 12 58.41 65.73 55.23 58.57 57.05 1.72 1.59 1.19 1.05
November 8 11 11 12 68.41 53.26 61.07 59.22 1.35 1.42 1.19 0.97
December 10 11 11 12 63.74 54.78 60.79 61.78 1.38 1.36 0.84 0.78
AVERAGE 10 11 11 11 57.12 53.96 59.11 60.01 1.53 1.44 1.00 0.91

 

 

THE LRT LINE 1 SYSTEM - THE GREEN LINE

 The Light Rail Transit System Line No. 1 consists of the 15km elevated railway system servicing the Taft Avenue - Rizal Avenue route between Baclaran, Pasay City and the Bonifacio Monument in the City of Caloocan.  It is considered to be the first LRT system in Southeast Asia.


 CONSTRUCTION

 Actual construction in Manila started in September 1981 at Taft Avenue between EDSA and Libertad.  By the end of 1983, the construction had risen out of the streets over most of the route; and the shape of the new transit facility was taking shape for all to see.  The first Light Rail Vehicles (LRVs) arrived in Manila in November 1982 and construction of the Pasay Depot became the most vital task of the whole project.

 Power was turned on in the Depot and became operational in December 1983.  The LRVs began trial runs on the Taft Line in March 1984 and by September 1984 the Taft Line gave the public a view of what was to come by providing free public passenger rides for a one week period.

 After September, there was a strong coordinated effort to finish all the remaining Taft Line work and finally, on December 1, 1984, the Taft Line was officially opened to public service.

 Work on the Pasig River Bridge started in November 1984 with the super-structure floated out and put into place.  By the end of January 1985, the bridge was completed and track laid across to join up with the track on the other side.

 Previous to this, there had already been a major effort on the Rizal Line side, and with the Pasig River Bridge complete, speed trials began in February 1985.  By April 1985, passenger service was extended into Carriedo, the downtown station, and one month later, on May 12, 1985, the Rizal Line was put into service.


OPERATION

 To operate the System, a contract was entered into between the LRTA and a specially created new company METRO  INC. - a wholly owned subsidiary of the Manila Electric Company.  METRO's task would be to acquire the know-how of the new technology and develop an efficient, well-trained organization to operate the System and manage its day to day affairs and be responsible for all technical matters in the future.

 The LRTA took over all System operations after the rank-and-file employees of METRO INC. staged a wildcat strike, destroyed some of LRTA's properties and paralyzed the entire operation of LRT Line 1 system from July 25 to August 2 of 2000.  In view of the adverse consequences brought about by the said strike on the financial position of LRTA and on the efficient provision of LRT services to the public, the LRTA decided not to renew the 16-year Operating and Maintenance Agreement with METRO, Inc. which coincidentally expired on July 31, 2000.


 

SERVICE ROUTE

 Originally, Line 1 has a length of about 13.95 km and runs from Baclaran in Pasay City to Monumento in Caloocan City.  Pasay City lies in the south-west section of Metro Manila, close to the airport.  From there, the line runs in a north-western direction, parallel to the Bay but at some distance from it along Taft Avenue to the Manila City Hall, where the central terminal is located, then through Arroceros Street, across the Pasig River, entering the Santa Cruz district at Feati University.  From there, it follows Rizal Avenue and Rizal Avenue Extension in a northernly direction to Monumento in Caloocan City.

 Under the LRT North Extension Project, a further 5.7 km elevated line has been constructed from Monumento Station of Line 1 to North Avenue of Line 3, with 3 additional stations namely: Balintawak, Roosevelt and a Common Station. The opening of Balintawak Station and Roosevelt Station on March 22, 2010 and October 22, 2010 respectively, has brought closer to the goal of "closing the loop", connecting LRT Line 1 from Baclaran to Roosevelt to the Metro Rail Transit that runs along EDSA. With the nearing completion of the Common Station, seamless connection between the two lines will soon be realized.


THE LRT LINE 2 SYSTEM - THE BLUE LINE

 The Megatren, more popularly known by its generic name Line 2, is a 13.8km mass transit line that traverses five cities in Metro Manila namely Pasig, Marikina, Quezon City, San Juan and Manila) along the major thoroughfares of Marcos Highway, Aurora Boulevard, Ramon Magsaysay Boulevard, Legarda and Recto Avenue.


CONSTRUCTION

 The Megatren system was built at a cost of P31 billion in soft loans mainly from the Japan Bank for International Cooperation (JBIC). This is a very concessional loan, with 2 percent interest for three packages, and payable for 30 years with a 10-year grace period.

 The Asia Europe MRT Consortium, led by the Marubeni Corporation, has delivered 18 new four (4) - car trains. Each train is 92.6 meters long and consists of four motorized cars. One train can seat 232 passengers. It can accommodate 1,396 more standing passengers along its spacious coaches. Compared with the previous light rail projects, LRT 2 was more difficult to build because of highly technical problems. Several international companies participated in the project, which consists of four (4) contract packages. Package 1 is the depot in Santolan, Pasig where the 18 trains are stabled, and where the employees? quarters, and offices are based. Package 2 consists of the substructures, mainly the railway?s foundations including the columns and pilings that support the guideways. Package 3 forms the superstructure composed of the girders, or beams that support the train rails, the viaduct, and the train stations. Package 4 includes the electro-mechanical systems, the rolling stocks, the track works, including the network of cables and poles that transmit power to the trains.

 A special method called the pre-casting segmental method (PSM), was used in building the viaduct or the long stretch of suspension bridges resting on the concrete towers.  The method is of European technology and is widely used worldwide. In the Philippines, the Megatren Line 2 project pioneered the use of the PSM technology or the  pre-casting of the girders into smaller segments so that each span connected between two columns is weighing not more than 58 tons.


OPERATION

 The Megatren is the latest of its kind in the world today. It is a fully automatic (i.e., driver-less) system which is at par in terms of facilities and technology with those in other parts of the world. It is equipped with a CCTV system that enables the railway operator  to monitor activities of passengers and employees at the stations and inside the trains. Moreover, the LRT 2 is commuter friendly and has facilities especially designed for the elderly and the differently-abled.  It has Braille tactiles along the lanes and elevators which enable blind passengers to be guided on their way to the trains. The coaches are also more spacious than those of the earlier systems. These enable passengers with disabilities and those onboard wheelchairs to be able to board and alight from Megatren without any problem. Elevators are installed in the stations also for the use of the elderly and disabled passengers.

 Another key feature of the Megatren is its automatic vending machines which enable the passengers to buy their tickets without queuing at the ticket booths. This allows for faster mobility of people and added convenience to commuters.


SERVICE ROUTE

 Line 2 has a total length of about 13.8km and when fully operational, will run from Santolan, Pasig City to Recto in Manila.  As of date, however, Phase 1 of the line has started operating from its Santolan Station in Pasig, heading in a northwest direction towards Katipunan, and finally, in a southwesterly direction along Aurora Boulevard, to Cubao.


FEATURES

 It extends from Santolan, Pasig City in the east to Recto, Manila in the west with 11 stations or terminals: Santolan; Katipunan, the first and only underground air-conditioned station; Anonas; Araneta Center-Cubao; Betty Go-Belmonte; J. Ruiz; Gilmore; V. Mapa; Pureza;  Legarda; and Recto.

 Phase One covering the stations of Santolan, Katipunan, Anonas and Araneta Center-Cubao began its operations on 5 April 2003 while Phase Two from Betty Go-Belmote to Legarda was inaugurated on 5 April 2004.  Recto Station, the last station, is expected to be opened before the end of 2004.

 Like its predecessors in LRT 1, all 18 trains of the Megatren are electrically-driven using a solid state propulsion technology powered by electric motors of 1,500 volts.  Operated automatically by the Automatic Train Operations system, it can travel up to 80 km per hour on top speed. Travel time between Santolan and Recto will only take 30 minutes.

 Recently, President Gloria Macapagal-Arroyo re-christened the Megatren as the Purple Line, noting the bright violet and canary yellow blends on the lower edge of the coaches, running from the front and all the way to the rear end. The colors and design denote the uniqueness of Philippine ethnicity.

 The computerized coaches measuring 3.2 meters wide and 92.6 meters long are much bigger and faster than their Czechoslovakian counterparts of MRT 3 cruising on Edsa, and the South Korean-manufactured Adtranz trains of LRT 1.

 With this size, the Purple Line trains can accommodate up to 1,628 passengers; even if there were elderly and physically disabled on board who are provided with space for their own wheelchairs and mobility tools, alongside the fiberglass reinforced plastic benches.

 Every four-car train has 20 sliding doors per side to facilitate the quick and convenient boarding and alighting of passengers. Each coach is also equipped with two units of mounted air conditioners.

 Each train has its own Public Address System (PAS) from which a recorded computerized announcement of each station stop emanates. The PAS could transmit music for a relaxing journey.

 Designed to be commuter-friendly especially for the mobility-impaired, all elevators in all terminals of the Purple Line are with an engraved Braille, while all station concourses and platform levels are installed with path finding tactiles to guide persons with disabilities, specifically the visually-impaired.

 In keeping with the fast-paced computerization and modernization of the world, the Purple Line is the first in the country to use two novel innovations in the mass rail system. These are the ticket vending machines (TVM) and the highly-sensitized Operations Control Center (OCC).

 The TVMs that either accepts coins or P10, P20, P50 bills, or both, dispense single journey tickets per person.  The OCC networks necessary internal and external linkages for an efficient, safe and secured service to commuters.

 Aside from TV monitors, the OCC consists of ultra-modern communication gadgets and technology systems from Spain, Singapore, Germany, Japan, South Korea and France.  These allow the on-the-spot recording and confirmation of all goings-on in all the stations.  The Supervisory Control and Data Acquisition is responsible for the remote control management of the power supply to the depot and the entire 13.8 km stretch.  The Building Management System takes care of the Katipunan underground air-conditioned station.  The Centralized Paging Information System is the public address system that connects the management to their frontliners and passengers.  The schematic diagram aids the OCC engineers know the problem track areas of the computerized trains which have their own black boxes similar to those of aircraft carriers.

 With the goal of the national government through the Light Rail Transport Authority to provide the public with an alternative means of transportation, it is believed that Megatren or the Purple Line results in less traffic congestion on the roads, reduction in air pollution, a cleaner environment, considerable savings in travelling time, great economic benefits and a higher quality of life for commuters.  The ease and convenience for large numbers of people to access the stations produce commercial, retail, and office development opportunities that contribute to faster urban renewal.

THE LIGHT RAIL TRANSIT SYSTEM

 From 1976 to 1977, a fourteen-month study funded by the World Bank was conducted by Freeman Fox and Associates, and this suggested a street-level light railway. The then newly created Ministry of Transportation and Communications (MOTC) reviewed and revised the recommendations, introducing an elevated version because of the many intersections. This raised the cost from P1.5 billion to P2 billion. Another foreign firm was commissioned by MOTC for supplementary study which was completed within three months.


 STARTING THE PROJECT

 On July 12, 1980, the country's president, Ferdinand E. Marcos, created the Light Rail Transit Authority (LRTA) as a government agency. The Chairman was the then First Lady and Governor of Metro Manila, Imelda Romualdez Marcos. This LRTA confined its activities to determining policies, to the regulation and fixing of fares, and to the planning of extensions to the system. The project was called Metrorail and was operated by a sister company of the former tramway company Meralco, called Metro, Inc.

 Initial assistance for building the LRT project came from the Belgian government which granted a P300 million "soft" and interest-free loan with a repayment time of 30 years. The project was expected to pay for itself within a period of 20 years out of revenue alone. A Belgian consortium consisting of ACEC (Ateliers de Constructions Electriques de Charleroi, BN), (Constructions Ferroviaires et Metalliques, formerly Brugeoise et Nivelles), TEI (Tractionnel Engineering International) and TC (Transurb Consult) provided an additional loan of P700 million. The consortium provided the cars, signalling, power control, telecommunications, training and technical assistance. The entire system was expected to be financially "in the red" well into 1993. Against an expected gross revenue of P365 million for the first operating year, government losses were thought likely to reach P216 million. The system was designed as a public utility rather than as a profit center.

 Construction of the line started in October 1981, and was the responsibility of CDCP (Construction and Development Corporation of the Philippines), with assistance from the Swiss firm of Losinger and the American company Dravo, the latter, through its Philippine subsidiary. The government appointed Electrowatt Engineering Services of Zurich (Switzerland) to manage and supervise the project. Electrowatt set up offices in Manila and became responsible for extension studies of the system which eventually comprised 150 km of routes along all major corridors in about 20 years time.