As we progress our corporate strategy in international markets, we recognise that stakeholder responsibility is growing exponentially. Our existing base of customers, employees, shareholders, project contactors, Government, NGOs, the media and the greater Hong Kong community is expanding to include international business partners, national government bodies, rail materials supply chains, and in future, the global communities and individuals who will use our services.

In anticipation of structuring orderly growth for an engagement strategy, separate exercises were undertaken during the year to lay the groundwork for a more formalised Corporate Social Responsibility (CSR) policy and governance structure. These focused on identifying our broadening universe of stakeholders and their priorities in sustainability. Formal interviews and focus groups were undertaken to field major current stakeholder groups, including our directors and Board members, representative employees, non-affiliated NGOs and government departments. Subsequent gap analysis findings comparing results of these exercises to existing MTRC documents identified our shortcomings, risks and the priority areas for future action.

In a parallel move, stakeholder engagement has been identified as a key component and driver for the current
restructuring of the Enterprise-Wide Risk Management strategy (EWRM) currently under review. Embedding the
stakeholder engagement process into this strategy will necessitate the monitoring and auditing of relevant sustainable practices across all divisions and at all levels of the company. This provisions a future of accountability and clear processes for engagement.