Our rail network, including both physical assets and the management systems operates under the Integrated Management System (IMS) which aligns to the ISO 9001and 14001, the OHSAS 18001 and PAS55-1 Standards. Supplementing this overarching system are numerous divisional and departmental programmes set with specific objectives such technical skills and work competencies development, improved services delivery and, most recently, a series of workplace programmes to achieve merger synergies objectives.
The Corporation was widely recognised in the 2007 International Asset Management Conference in Melbourne, Australia for our results-driven and robust rail asset management systems underpinned by the culture of continuous improvement. In awarding the Gold Asset Management Excellence Award, judges considered the MTR system the 'best ever seen'.
In 2007, a scenario planning study was tabled under the Vision 2020. The purpose of this exercise is to alert senior management in understanding and responding to the customer of the future and the necessary changes in assets for services delivery to achieve these. Change is expressed in phased programmes to upgrade the existing network including both stations and train assets. This study serves as a departure point for strategic thinking on the long-term positioning of rail as Hong Kong's preferred choice in public transport.
In managing our properties, we align to under internal practice or are certified under ISO 14001 for our buildings, including managed properties in mainland China. Each property undergoes a regular energy efficiency review for enhancing energy conservation in the long run with follow up actions to improve both infrastructure and management. As well, a series of tenant focused programmes augment environmental responsibility through the life-cycle management approach from "fit out to move out".
Our well established measurement and monitoring systems form the basis of understanding performance and formulating future direction. During 2007, no changes incurred in the internal methodologies applied to measuring SEE performance. However, with the impact of the rail merger and the substantial increase in operating assets and human capital, a review is in progress as to the changes necessary to these methodologies. The 2008 reporting cycle on sustainability will discuss any significant changes made and the management decisions taken supporting such changes.
