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Our heavy rail network now reaches all 18 districts of Hong Kong. During 2016, the average weekday patronage on our rail and bus passenger services in Hong Kong increased by 0.6% to 5.59 million. Service performance has further improved from the previous year resulting in our best train service reliability performance since the merger with KCRC in 2007.

We recognise overcrowding is a concern for our customers especially during peak hours. This can be relieved when additional lines which will enhance the overall capacity of our network have opened. As an intermediary measure, we have gradually added 2,700 extra train trips to different MTR Heavy Rail lines, and more than 650 weekly train trips to Light Rail routes since 2012. In 2016 alone, 140 additional weekly services were added to the Island, Tsuen Wan and Kwun Tong lines.

Our efforts to enhance barrier-free access to the MTR heavy rail system have continued throughout 2016. All our stations have at least one barrier-free access, in the form of ramps, wheelchair aids, stair lifts or lifts. To further improve accessibility, we have added six additional lifts this year. Our station staff will continue to provide assistance to mobility impaired passengers as needed.

5,326 4,751


2015 2016
Passenger journeys on time 99.9% 99.9%
Revenue car-km operated 307,729,166 311,103,721
Total number of train trips operated 1,911,637 1,918,927
Total number of >30 min delays* 7 6

*excluding delays caused by external factors

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In 2016, we announced the launch of Rail Gen 2.0, a major programme to enhance travelling experience and prepare for the “next generation” of railway transport in Hong Kong. Rail Gen 2.0 comprises four new rail projects, two of which have already been completed; major interfacing works as well as major asset replacement and facilities upgrades to the existing network. For example, massive modifications to the East Rail Line, the oldest line in the network, are underway, including platform and station enhancements and preparatory works for the installation of automatic platform gates.

In 2016, we completed a comprehensive study to develop the “2030 Customer Experience Vision Blueprint” which provides a framework for service enhancement initiatives and asset management planning to further improve the travel experience for our key customer segments, namely commuters, tourists and the elderly, over the coming years.

Planning and anticipating future needs requires collaboration amongst different divisions and openness as to how the future could look. Part of this plan involves leveraging big data, new technologies and innovation to better predict, prevent, respond and recover from disruptions, further enhancing our service to passengers.