sustainabilityreport2003.pdf

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Table 5.2 � Operational Performance in 2003 Service performance item 1 Customer service pledge target Train service delivery 2 99.5% 99.9% Passengers journeys on time 3 MTR Lines Airport Express Line Train punctuality 4 MTR Lines Airport Express Line 99.5% 99% 99.0% 99.0% Actual performance 99.9% 99.9% 99.6% 99.9% Train reliability 5 500,000 Km 1,213,247 Km In addition we maintain passenger numbers with specific programs, some of which are outlined below. • We continue to renovate our stations to make a better environment for passengers with new shops and facilities (e.g. Internet Centres); • We implemented a series of activities including a bonus point program encouraging higher usage – the MTR Club Vow Fun Program; and • We continue to offer discounts to elders and children for both Airport Express and Urban Lines. Fare savers were also installed at various shopping malls and other locations to offer HK$2 dollar discounts passengers. Lastly, intermodal discounts were extended to passengers taking MTR and connecting to and from other modes of transportation like minibuses. Maintaining Passenger Numbers – Progress against 2003 Target Achieved To achieve the targets in MTR’s 2003 Customer Service Pledges 1 Performance excludes events the causes of which are not under the control of MTR or are the results of improvement projects on the operating railway. Delay means a train operated on the MTR/ AEL which, for the complete journey between its starting point and destination point, has exceeded the designated time for that journey for at least the specified amount of time. 2 (Actual train trips in a month/Scheduled train trips in a month) * 100% 3 [(Incoming passengers in a month – passengers in a month delayed ≥ 5 minutes)/Incoming passengers in a month]*100% 4 [(Actual train trips in a month – Train trips in a month delayed by ≥ x minutes)/Actual train trips in a month]*100% where x = 2 for MTR and x =5 for Airport Express Line (AEL). 5 Actual revenue car-km run in a month/ total number of train failure incidents with trains delayed by at least 5 min in a month MTR CORPORATION SUSTAINABILITY REPORT 2003 26
5.3 DEVELOPING AND RETAINING MOTIVATED AND SKILLED STAFF MTR’s ability to deliver on its Customer Service Pledges is a direct reflection of the high levels of skill, motivation and professionalism amongst our staff. Our philosophy and culture enable us to attract, retain and develop high calibre people at all levels, through offering well-structured remuneration, training and career paths and a stimulating, caring working environment with open staff communication for employees, consultants and contractors. With continued efforts to enhance productivity, MTR’s total workforce has fallen continuously since 2000, due to completion of the Tseung Kwan O Line (TKL) (Figure 5.3). The voluntary turnover rate 1 for MTR for 2003 was 2.9%�. This represents an increase of 1.1% from 2002. The average voluntary turnover rate in other Hong Kong companies has been 7.9% in 2003 and 7.8% in 2002 (2) . Over the years, increases in productivity have been achieved by organisational restructuring and streamlining, balanced by staff redeployment and the steady development of a multi-skilled workforce (Figure 5.4). MTR’s staff efficiency compares favourably with those of other leading metro lines worldwide (Figure 5.5). Figure 5.3 MTR Staff Numbers (2000-2003) Number of Staff 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0 2000 2001 2002 2003 Year 1 Sum of monthly turnover rate:[(monthly number of voluntary leavers/total staff at month end)*100]. The number does not include temporary staff, part time staff and UK staff. ( 2) Institute of Human Resources Management, Manpower Statistics MTR CORPORATION SUSTAINABILITY REPORT 2003 27
Page 1 and 2: 1 CHIEF EXECUTIVE OFFICER’S MESSA
Page 3 and 4: 3 ABOUT MTR This section describes
Page 5 and 6: Figure 3.3 Percentage Passenger Jou
Page 7 and 8: Box 3.2 M8 and R4 Rail Lines in Sha
Page 9 and 10: At each AGM, one third of the Board
Page 11 and 12: Figure 3.4 THE BOARD CHAIRMAN, CEO
Page 13 and 14: together with road transport, shops
Page 15 and 16: Table 4.1 Selected Priority Busines
Page 17 and 18: Monitor & Report Monitor implementa
Page 19 and 20: Box 4.2 Impacts of Reporting with A
Page 21 and 22: Summary results of the study are pr
Page 23 and 24: 5 SOCIAL RESPONSIBILITY MTR in prio
Page 25: Figure 5.2 Monthly Passenger Number
Page 29 and 30: 5.3.1 Training and Development We a
Page 31 and 32: Figure 5.6 MTR Staff Consultation M
Page 33 and 34: Achieved Achieved Organise activiti
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Page 37 and 38: Figure 5.11� Contractor Safety on
Page 39 and 40: Figure 5.15 Number of Man-days lost
Page 41 and 42: Ensuring the Health and Safety of P
Page 43 and 44: Case Study: Public Consultation dur
Page 45 and 46: 6 ENVIRONMENT 6.1 INTRODUCTION MTR
Page 47 and 48: Table 6.1 Key Environment Data 2001
Page 49 and 50: In addition, MTR has maintained Mil
Page 51 and 52: Breaches of Statutory Environmental
Page 53 and 54: an agreement between the Hong Kong
Page 55 and 56: Management of Assets - Progress aga
Page 57 and 58: Table 7.2 �Summary of MTR’s Tot
Page 59 and 60: 7.6 MEASURES OF MTR’S ECONOMIC CO
Page 61 and 62: 8.3 OPERATIONS DIVISION (ISO14001 T
Page 63 and 64: 8.5 PROPERTY MANAGEMENT DIVISION (I
Page 65 and 66: Issue Targets Regulator Compliance
Page 67 and 68: 8.8 LEGAL AND PROCUREMENT DIVISION
Page 69 and 70: 9 ENVIRONMENTAL LEGISLATION • •
Page 71 and 72: emerging best practice and the unde
Page 73 and 74: ANNEX A GRI CHECKLIST MTR CORPORATI
Page 75 and 76: GRI Reporting Elements Links to Rep
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GRI Reporting Elements Links to Rep
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CONTENTS 1 CHIEF EXECUTIVE OFFICER
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