Staff Productivity

With continued efforts to enhance productivity, MTR's total workforce has fallen continuously since 1998 from 8,786 to 7,231 in 2001 and to 6,891 in 2002 (Figure 2.4 and Figure 5.3). The manpower reduction in 2002 was mainly due to completion of the Tseung Kwan O Line (TKL) and natural staff turnover. 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.

Case Study: Redeployment in MTR

Enhancing the value of our human assets without increasing the number of staff has been at the core of staff productivity gains in recent years (Figure 5.4). Productivity was further enhanced by implementation of phase two of MTR's comprehensive Human Resource Management System. By providing timely employee information and self-service functions to managers and staff, the System has improved overall efficiency and led to benefits in every aspect of human resource management and development.