Case Study
MTR: Engaging Employees in a Fast-Paced Transit Business

“We aim to be a leading multinational company that connects and grows communities with caring service.” This is the vision of MTR Corporation Limited, a publicly listed company founded more than 35 years ago. Headquartered in Hong Kong, MTR’s primary business is the construction and operation of mass transit railway systems. MTR empowers its 36,000 employees to develop themselves and the organization.

This support became critical as MTR expanded in 2008, creating a subsidiary, the Shenzhen Company, in Shenzhen, China. This strategic move challenged the company to maintain its high level of employee engagement and performance while growing the business and keeping costs low.

To uphold MTR’s standards, the Shenzhen Company established an initiative that originated in Hong Kong, the Work Improvement Team (WIT) program. In Hong Kong, the program had encouraged employees to work in teams on innovative workplace improvement projects. “WIT is part of MTR’s DNA. In globalizing the WIT spirit and advocating the sense of ownership, it enhances the corporation’s operational efficiency and service quality, and raises colleagues’ sense of belonging,” said acting general manager, human resources (China/International & Development) Mr. Chester Tsang, on behalf of WIT Council. MTR planned to use the original framework of WIT while making the program goals specific to Shenzhen’s needs.

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