Our employees are well informed of their rights and privileges. In addition to timely briefings and workshops, a formal mechanism for consultation and dialogue between staff and executive management is implemented through the Joint Consultative Committee (JCC) and the Staff Consultative Council (SCC), established in the 1980's. The JCC provides the communication platform between the non-managerial staff and supervisors where work-related issues and matters of local common interests can be discussed and resolved. The SCC, comprising of elected JCC representatives, brings together in dialogue employee representation and senior management to address broader policy issues such as employment terms and conditions, corporate interests, and most recently the rail merger. A special task force under the Human Resources Director communicates with staff the impact of the merger. A CEO newsletter, regular briefings for management and a dedicated hotline keep general staff informed on a timely basis of progress.

Complementing the formalised consultation processes, employees enjoy a wide choice of channels to communicate with and be heard by senior management, supervisors and each other. Such tools as the monthly MTR Express magazine, the corporate intranet, divisional newsletters, internal memos and, increasingly, cross-division group activities serve to promote dialogue and empower employees to share work issues and seek constructive solutions. Our CEO and senior executives pointedly meet informally with staff to encourage dialogue and identify contentious issues well before crisis stage.



We also offer staff a variety of facilities and activities for employees and their families and guest to enjoy themselves outside of the workplace. Three clubhouses offer a variety of sporting and leisure activities, we offer a wide range of personal development programmes and help organise numerous outdoor volunteer activities for staff to participate in.