Project Management of a Major Mass Transit Project – KCR West Rail

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PROJECT MANAGEMENT OF A MAJOR MASS

TRANSIT PROJECT - KCR WEST RAIL

Ian M Thoms
Director, West Rail
Kowloon-Canton Railway Corporation
7/F, Citylink Plaza
Hong Kong

* Presentation by
C N Fung, Project Manager
South, West Rail
Kowloon-Canton Railway Corporation

Abstract

West Rail is currently the Hong Kong's largest construction project. It is also the biggest capital
expansion project ever undertaken by the Kowloon-Canton Railway Corporation. The planning, design
and implementation of such a massive infrastructure project requires the use of proven and effective
project management techniques to ensure success. Efficient project management will avoid delays in
project completion, budget over-runs and unsatisfactory performance of the final product. West Rail is
more than half way through its construction phase, and is well within budget and ahead of schedule.
This paper gives an overview of West Rail development and sets out the key elements of its project
management system.

INTRODUCTION

West Rail, at an estimated cost of HK$46.4 billion (US$5.9 billion), is a 30.5-km domestic passenger
railway linking urban Kowloon with the North West New Territories in Hong Kong. When the system
becomes operational near the end of 2003, West Rail will serve over 300,000 passengers a day. Demand
is expected to grow to 500,000 passengers a day by the year 2011.

Construction of West Rail involves building nine stations, a 32.5-hectare maintenance centre, and
laying 88 km of track along a route line comprising 13.4 km of viaduct, 14.7 km of tunnels and 2.4 km of
surface alignment (Figure 1). The project also requires the purchase of 154 new train cars, and the
installation of a state-of-the-art “Seltrac” signalling system together with other tried and tested,
modern railway systems along the line, including traction power and overhead line,
telecommunications, main control system, etc.

The Kowloon-Canton Railway Corporation (KCRC) commenced construction of West Rail following
the Hong Kong Special Administrative Region Government's authorisation of the railway scheme in
September 1998. The project is currently progressing smoothly to programme, with overall
implementation 63% complete at the end of December 2001, and is on target for operation to commence
before the end of 2003. This achievement is due to a combination of factors, including the expertise,

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experience and demonstrated capability of the West Rail team in managing this large
multi-disciplinary project; and the skill, endeavours and cooperation of a significant number of
contractors and consultants, who have responded remarkably well to West Rail's informal partnering
style of project management and highly collaborative approach to problem solving.

Figure 1 Route plan and forms of construction of West Rail Phase I

PROJECT MANAGEMENT OF THE WEST RAIL PROJECT

The prime objective of the project management strategy for West Rail is to ensure that the new railway
is commissioned safely, on time, within budget, and to the satisfaction of all the stakeholders.

Contracting and Procurement Strategies

KCRC has established a procurement strategy for West Rail following fair, open and competitive
tendering practices in accordance with the World Trade Organisation procurement rules. Contract
conditions set out in the KCRC documents are based on ICE and FIDIC requirements, both being
internationally recognised standards. The actual wording of the contractual clauses also draws upon
the experience of Hong Kong’s Airport Core Programme and the various terms of contract used by
Government, the MTR Corporation and the Airport Authority.

West Rail adopts two contracting approaches, one is to combine the design and the construction works
into a single design-build (DB) contract, and the second is to separate the design activities from the

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works, resulting in design-only contracts plus separate construct-only (CC) contracts. These two
different approaches are used for improved flexibility and cost-effectiveness, the choice depending
upon the nature, magnitude and complexity of the works involved.

In terms of contract packaging, the detailed civil engineering design of West Rail is split into 5 Detailed
Design (DD) contracts. The civil construction works are split into two Design-Build contracts for the
two major tunnel sections, plus 15 construct-only contracts for the stations and running lines. The
contract split is based upon size, geographical location and nature of work, thus allowing economic use
of plant and maximum opportunity for participation by local as well as international contractors.

The railway operating systems, for which conceptual design and preparation of performance
specifications have been carried out in-house, are packaged into 8 DB contracts, 3 Supply and
Installation (SI) contracts, and 9 Supply and Purchase (SP) contracts. In addition, there are 2 permanent
way (CC) contracts.

The underlying principle for the form of contract adopted in each particular case for both the civil and
the systems contracts is to apportion contractual risks fairly between the Employer and the Contractor.
The major West Rail contracts are scheduled at Annex 1.

The timing of contract award was critical. The five main design consultancies were let in early 1998, to
be completed by the end of 1998 to facilitate construction contracts to be awarded as early as possible in
1999, based on 100% completion of detailed design. All construction contracts and the core systems
contracts were awarded by the end of 1999, in line with the master programme objectives, despite
significant design changes brought about by a very major value engineering exercise carried out in the
second half of 1998.

West Rail’s procurement procedures follow those of the Hong Kong SAR Government, which complies
with the World Trade Organisation’s Agreement on Government Procurement. The procurement
selection goes through a number of rigorous processes including pre-qualification, short-listing,
tendering, tender assessment and award. These processes ensure openness, fairness and competition
with the aim of awarding contracts to tenderers who are technically and financially capable.

Project Management Team

The establishment of a project management team with clearly defined roles and lines of
communication is essential in meeting the demanding requirements of any massive project. A major
component of West Rail’s project management system is people and their organisation. The overall
strategy is to have sufficient number of suitable calibre staff available to complete required tasks at
each stage of the project. As staff contributes significantly to overall costs, they should be employed
such that marginal benefit exceeds marginal cost, taking into account both construction and operating
phases. To achieve this, certain activities are carried out by consultants, such as land acquisition and
detailed design. Other activities are generally carried out by in-house staff, who are mostly on two
year renewable contracts. Both internal and external resources operate as an integrated team.

Given the scale and complexity of the project, the task for the West Rail project management team is
demanding and challenging. Figure 2 shows the major processes and functional areas of the project
which are required to be managed in a structured and integrated manner.

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Programme
management

Quality Change management

assurance & cost control
• Design process
• Contract formulation
• Procurement
Environmental
Risk
management • Construction implementation
management
• Testing & commissioning
• Trial operation

Community Construction safety

relations management
Systems safety
assurance
Figure 2 Major process and functional areas of the West Rail Project Management System

To manage these issues, KCRC’s 800 strong West Rail Division is divided into three main departments.
Figure 3 shows the project management team of the West Rail Division. The Construction Department
is responsible for civil design and construction management, land matters, environmental aspects and
construction safety. The Railway Systems Department is responsible for design management,
manufacturing, installation, systems integration, and testing & commissioning of all railway systems
contracts. The Project Support Department is responsible for all support functions including financial,
human resources, legal, cost and programme control, procurement, information technology,
and public affairs. In addition, a small Operations and Maintenance Section ensures that the ultimate
operational requirements are catered for throughout the design, construction and commissioning
phases.

Director
West Rail

Manager
Operations & General Manager General Manager General Manager
Maintenance Railway Systems Construction Project Support

- End user’s - All railway systems - Design management - Financial

requirements contracts - Land acquisition - Administration
- Systems safety - Conceptual design - Environmental - Human resources
- Rail systems - Design management - Construction safety - Cost control &
equipment installation - Manufacturing - Construction planning programme
- Testing & - Installation - Construction - Procurement
commissioning - Systems planning & management - Information
- Statutory inspections control technology
- Systems integration - Legal
- Testing & - Public Affairs
commissioning
Figure 3 The West Rail Project Management Team
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Construction Management

For the civil engineering works, the Corporation has adopted the practice of appointing Resident Site
Staff (RSS) through the Detailed Design Consultant (DDC), to ensure that their design responsibilities
are carried through to the construction phase (see Figure 4). The KCRC acts as the overall project
manager, the DDCs serve as the Engineer and provide RSS who integrate with KCRC staff to work
with the contractors on site.

Delegation of authority and responsibility with accountability are well defined. Figure 5 shows the
relationship of the three parties forming a management triangle. KCRC employs consultants to
design the railway and then awards the contracts to contractors accordingly. The consultants and
their resident site staff take up the role of monitoring contractors' work while KCRC oversees the whole
project and coordinates with the consultants and contractors, as well as with external bodies within the
Government and the community sectors. Each party's role is clearly defined and frequent dialogue is
carried out among the three parties.

The close partnership developed within the triangle has proved effective in keeping the project on the
right track towards successful completion in terms of quality, cost and time.

Employer
DDC
SITE BASED KCRC
KCRC
Project
Project Manager
Manager
Design The CRE & Resident
Respon. Engineer Site Staff Delegation
Employer’s
Consultant
of Powers
KCRC Representative
RSS of the Engineer

Contractor

Structure

Arch.
B/S
Work

Interfacing Master
Master Control
Control
Rolling
Rolling Stock
Stock Signalling
Signalling Track
Track Work
Work L&
L& Esc
Esc etc.
etc.
Contractors Systems
Systems

Interfacing Highway
Highway Water
Water Supply
Supply CLP
CLP HK
HK Tel
Tel DSD
DSD etc.
etc.
Agencies

Figure 4 Construction Management Structure

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KCRC

Management
Triangle

Contractors RSS/Consultants
Figure 5 The West Rail Management Triangle

The organisational framework enables structured interfaces with all the stakeholders for accurate
forecasting of programme and cost parameters. These are regularly compared with the established
baseline to assess any overall impact. As soon as there is evidence of a deviation, the project team
mitigates proactively any negative impact of change.

Partnering Approach

KCRC recognizes that communication is key to the successful running of the West Rail project. With
over 30 major contracts in full swing, and over 11,000 staff and site operatives working towards
completion of West Rail, the project requires a dedicated level of co-ordination and communication to
allow necessary information to flow freely.

By developing an organisation that embraces partnering to enable the successful completion of West
Rail through the efforts of the Employer, the Engineer’s staff and the Project Contractors, the
Corporation intends to create a level playing field where the interests of all parties are addressed
professionally and fairly.

In this vein, the Corporation invites all its contractors and consultants to come together once per
quarter, on an informal basis, for an information exchange at the Quarterly Review Meeting (QRM) to
solve problems, raise and discuss concerns, and share experiences.

Involving over 150 representatives from the civil and railway systems contractors, the design
consultants, resident site staff and KCRC's own project team, the logistics for these quarterly review
meetings are complex, but results have already proved positive in opening lines of communication and
cutting through complicated issues to reach agreed solutions. Key short-term targets to be achieved in
the coming quarter are also agreed at the meetings and monitored through to the subsequent QRM.

Cost Control

The objective of the cost control process is to ensure that budgetary requirements are adhered to during
the design and implementation of the project and that the out-turn cost is in line with the KCRC's and
the Government's expectations.

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On a weekly basis, potential changes to the planned scope of work are identified and quantified. The
details of proposed changes are entered into a computer system, which automatically routes the
information to all concerned parties. Review, assessment and interim approval are done on line, and
the senior management of the project meets once a week in the Cost Control Committee for final
vetting prior to implementation of any changes. The cost control system for West Rail has proved
effective as it enables the management to identify problem areas early and to initiate timely corrective
action so as to maximise the chances of completing the project within the established budget.

Programme Management

Programme Management in the global sense requires that the individual contracts, most of which are
significant projects in their own right, be progressed in a manner that efficiently supports the aims of
the scheme as a whole. The parameters of design, construction methods and time must be compatible,
and all contract interfaces must be rationalised so that contractors can gain physical access to site areas
in a smooth and well-planned manner.

To effectively perform the programme management function and ensure that all these interfaces are
compatible, KCRC has developed a Master Programme of major activities to be performed (Figure 6).
They form a critical path network that relates individual activities of one contract to another through a
large number of controlled interfaces.

The West Rail Master Programme is a computerised database containing the individual activities
forming the execution of the West Rail scope of work. Activity records in the database are described by
various attributes that provide planned and actual status of the work represented by the selected
records. The information about the relative sequence of activities enables flexibility in analysing the
impact of one activity on another. The database also provides the capability of assigning, sorting,
summarising and allocating resources needed to perform activities. The software used to develop the
West Rail Master Programme is Primavera Project Planner. Each contractor's own programme can be
imported into the programme system and assessed for compatibility.

The Master Programme spans a period of time beginning with the work included in the preliminary
engineering or Technical Studies phase, and continues through to Systems Commissioning and trial
running. The Programme is organised into sections and contracts, based upon the way works will be
carried out.

Major activities, Key Dates, and Key Event Indicators are developed from the Master Programme.
Through these interlinked relationships, the impacts of delays are assessed for criticality to the
objectives of the West Rail Programme as a whole. Robust systems and procedures are in place to track,
control, and adjust activities as needed to achieve the required results. Each year, senior management
reviews and assesses Key Event Indicators for the coming year and recommends programme
adjustments to reflect the Corporation’s long-term objectives for the project.

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Responsibility Development of Master Programme

NO KEIs YES
Approved?
Director, West
Rail
Review and
approve
Key Event
Indicators (KEI)

Programme & forward to Approval Authorities for review and aproval.

Project Controls conduct working meetings to finalize Master
Project Identify Key Event Develop draft Issue Master
Controls Indicators & issue Master Programme Programme using
for review & issue for review PCN
Indicators
Milestones

West Rail Review Review draft

KeyEvent

Key Event Master

Functional Indicators Programme.
ConfirmKey

Organisations
Confirm

West Rail Review Review draft

Designated Key Event Master
Managers Indicators Programme.

NO
Approval Review and
Authorities approve Master Master YES
Programme Programme
through PCN Approved?

Figure 6 Development of master programme

In addition, three specialised types of programme are being employed to help manage the intricacies of
the project. Co-ordinated Installation Programmes (CIPs) are being developed for each distinct facility
(e.g. a station, the depot or a ventilation building) to delineate the required sequencing of detailed
activities so that project contractors can be well prepared for the window of time that they will have
access to specific areas to perform their duties. For example, the civil contractor for a station will
provide access to the lifts and escalators contractors who will install their equipment and then hand the
areas back to the civil contractor for installation of architectural finishes.

The CIP is a composite programme to be prepared by the Engineer. Following the issue of the CIP by
the Engineer, the Contractor and the Project Contractors involved are to revise and resubmit their
respective programmes accordingly. The Engineer prepares and issues the integrated CIP to the
Contractor and may from time to time revise and re-issue the CIP.

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The purpose of the CIP is to facilitate the co-ordination of the delivery, installation, testing and
commissioning of the system-wide E&M contract works with the civil construction, building services
and architectural, builder's works and finishes. It serves to organise the management of interfaces
between the works of the Project Contactors.

Similar to the CIPs, the Track Related Installation Programme (TRIP) has been developed for the
contractors who are involved with installing trackwork, signalling, traction power, and other
equipment along the railway line itself. This is a detailed network of activities that allows shared use of
works trains once the initial rail has been installed.

The TRIP was implemented in August 2001 and is reviewed weekly. This programme co-ordinates all
installation activities along the track, based on the input received from each of the Project Contractors.
The allocation of track access and works trains will be in accordance with the overall project sequence
and criticality of each work activity.

The third special programme being developed for the West Rail project is the Operational Readiness
Plan and Programme. This will provide a systematic approach to make sure that West Rail operates
smoothly and safely from day one of operation onwards. Activities covered by the Operational
Readiness Plan and Programme are essentially all those items necessary for successful Day-One
operation which are not part of the project works deliverables.

The Operational Readiness Programme was initially developed in late 2000 when the project works
were approximately 40% complete, and structural works were in excess of 70% complete. Whilst the
critical path to Day-One operations essentially runs through the delivery of the West Rail project works,
the non-project activities, relating to approvals by governmental and regulatory bodies and services
provided by other activities (e.g. feeder buses to stations), will progressively become more critical to
Day-One operations, and it is vital to identify the timing requirements of these issues and to
co-ordinate with these bodies to ensure that necessary arrangements are made in time.

The first formal operational readiness forum was convened in July 2001 with the senior management of
relevant government departments. Detailed working level meetings are now being conducted, and
these plenary forum sessions will continue on an ongoing basis until West Rail opening.

The management structure of the operational readiness process for West Rail within KCRC comprises a
steering committee and a working group. The Operational Readiness Steering Committee oversees
and provides high-level coordination of all matters concerning West Rail Day-One operational
readiness. It defines the strategy and sets policy with respect to all aspects of operational readiness
including any necessary submissions to the Government and outside organisations. The role of the
working group is to implement the policies and strategies set by the Steering Committee (Figure 7).

Part of the Operational Readiness Programme involves integrating the Light Rail and West Rail
Operations organisations and providing a training programme for all those who will be manning the
trains, control rooms and station platforms. The organisational structure and training plan are due to
be finalised around the end of 2001.

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West Rail West Rail

Operational Operational
Readiness Plan Readiness
Programme

Successful
Day One operation

West Rail
Commissioning
Plan

Figure 7 Operation readiness plan and programme

THE CULTURAL AND SOCIAL ASPECTS OF PROJECT MANAGEMENT

Building a major railway has never been purely an engineering undertaking. For the implementation
of any mega project, the cultural and social aspects of the project have to be taken good care of from the
initial planning stage. This is especially so when West Rail is a rail project which cuts through urban
centres as well as culturally and environmentally sensitive area in the tranquil setting of the rural New
Territories.

While no one would ever doubt the value of West Rail, nonetheless significant effort was still required
to address community concerns relating to land resumption and traffic diversions required for the
construction works, as well as dealing with objections to noise nuisance, shifting of the alignment,
naming of stations, etc. Apart from being very vocal and vociferous, some resistance elements were
very well-organised and highly politicised. If not handled efficiently and effectively, such resistance
and pressure might lead to serious delays in the project in addition to adverse publicity. Hence,
community relations has a key role to play in project management. It is of vital importance to establish
and sustain a harmonious relation with the community such that the project can proceed smoothly
according to programme.

A comprehensive community impact assessment had been conducted during the inception stage so
that all the potential community impacts and problems could be catered for, as far as possible, and in a
practicable manner during the early design stage. It should be understood that not all the community
impact issues could be identified prior to actual construction and many unexpected issues will
manifest themselves subsequently. Adopting a preventive and proactive attitude helps to reduce
considerably many of the potential troubles.

Respect for traditional beliefs and culture of the indigenous villagers is a must for any major project in
Hong Kong, especially in the rural New Territories. In order to respect Fung Shui, a total of 19 Pai Laus
and a Fung Shui Pavilion will have to be built along the West Rail alignment, as well as relocating a
Fung Shui Well and reprovisioning many Fung Shui trees. For other Fung Shui cases which cannot be
resolved by these options, engineering and technical solutions may be required. On West Rail grave
locations necessitated shifting the railway alignment and a village shrine required a redesign of the
station structure.

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Comprehensive pre-condition surveys were conducted to cover all the facilities and structures within a
reasonable distance of the works, listing out all existing defects in adjacent structures, with
photographic records taken and dated. This has facilitated the subsequent handling of claims for
compensation for cracks and damage.

In order to enlist the support of the community for the West Rail project, community briefings, media
briefings, school talks and exhibitions are held regularly to keep the community updated on the
development of the project. To maintain close dialogue with residents along the alignment,
community liaison offices have been set up to provide a one-stop rapid response facility for complaints
and enquiries. A 24-hour complaint and enquiry hotline is operated on West Rail. Working groups
with local representatives are set up to deal with specific issues, as and when required.

NEW INITIATIVES AND OBSERVATIONS

The West Rail project management system has been operating effectively overall. Compared to
previous large railway projects in Hong Kong, several new initiatives have been adopted on the West
Rail project. Below are some observations that highlight the nature and benefits of the new initiatives
and strategies adopted.

1. The strategy of “prevention is better than cure” has proved successful. The proactive approach
adopted on West Rail has resolved numerous concerns long before they ever became serious
problems. Consequently it is also considered to be the best approach for other projects.

2. Managing a project under strict budgetary and programme control has proved advantageous. It
imposes a discipline that is sometimes lacking on construction projects, resulting in cost
escalation and programme over-runs.

3. Value engineering has proved to be beneficial to the project. The change of the West Rail scheme
from a 12-car to a less expensive 9-car configuration not only resulted in substantial saving in
capital cost but also brought about the inclusion on certain contracts of a value engineering clause
to effect shared savings. However, the major review exercise was only completed at a late stage
in the design. Had the change been made earlier, there would have been less disruption and
greater savings. Figure 8 shows how the opportunity to influence project characteristics decreases
over time.

4. The use of interface specifications as a contract requirement detailing the responsibilities between
the contractors was provided during the tendering period, to form the basis for understanding
the responsibilities of each contractor. The interface management plans developed by the
contractors minimise interface inconsistencies and misunderstanding on interface requirements
and designs, and will greatly facilitate installation and the overall commissioning process.

5. The cultivation of an informal partnering relationship between client and contractor encourages
the willingness to solve problems regardless of who is directly responsible and reinforces the
“prevention is better than cure” strategy.

6. The effort put into community relations has contributed significantly to the smooth
implementation of the project programme. By taking good care of the social and cultural aspects
of the project, possible resistance and disturbance by the residents along the alignment is
minimised. In addition, such efforts have also helped to establish a positive and proactive image
for West Rail.
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100%

Decreasing Influence
Degree of
Influence

Award of Contracts
Day One of Operation

0.0%
Design Period Construction Period Operation Period

Figure 8 Opportunity to influence project characteristics

CONCLUSION

The West Rail experience has proved that a robust project management system is essential to the
implementation of a project from design, through construction to the commissioning stage and day one
operation. KCRC, working together in partnership with the project's contractors and design
consultants, has been able to resolve technical and commercial issues to the satisfaction of all parties
whilst maintaining the major objectives of meeting time and cost constraints. West Rail is well on
schedule to serve the people of Hong Kong by the end of 2003. KCRC believes the project management
approach developed for West Rail may provide a useful reference for other projects to draw upon.

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Annex 1
List of Major Contracts of the West Rail Phase I

Civil Construction Contracts

Contract
Contract Award
Package Title Sum (HK$ Consultant / Contractor
Number Date
million)
Kwai Tsing Tunnels DB-320 Oct 1998 1,903 Dragages-Zen Pacific JV
Tai Lam Tunnel DB-350 Sep 1998 1,790 Nishimatsu-Dragages JV
Viaduct-Kam Sheung Road
CC-201 Jun 1999 1,213 Maeda-Chun Wo JV
to Tin Shui Wai
Yuen Long and Long Ping
CC-202 Sep 1999 1,762 AMEC-HK Construction JV
Stations
Tin Shui Wai Station CC-203 Jul 1999 1,126 Chun Wo-Fujita-Henryvicy JV
Viaduct-Tin Shui Wai to Siu
CC-211 Jun 1999 904 Maeda-Chun Wo JV
Hong
Siu Hong Station CC-212 Jul 1999 1,386 HKACE JV
Tuen Mun Station CC-213 Jul 1999 1,353 HKACE-JV
Tsuen Wan Section CC-300 Sep 1999 1,779 Penta Ocean-Kier JV
Tsuen Wan Reclamation CC-302 Mar 1999 257 Sino-European JV
Nam Cheong Station CC-402 Sep 1999 2,238 Balfour Beatty-Zen Pacific JV
Tunnel Works-Mei Foo to
CC-403 Jun 1999 651 China State-Zen Pacific JV
Nam Cheong
Mei Foo Station CC-404 Jul 1999 1,243 Kier-Zen Pacific JV
Civil and Infrastructure Zen Pacific-China State-Ngo
CC-601 Jun 1999 948
Works Kee JV
NECSO Entrecanales Cubiertas
Kam Sheung Road Station CC-602 Sep 1999 495
SA
West Rail Headquarters CC-603 Feb 2000 281 Sun Fook Kong JV
West Rail Depot CC-604 Dec 1999 693 Costain-China Harbour JV
Railway Systems Contracts
Train Control and Signalling Alcatel Canada Inc Transport
DB-1300 Mar 1999 383
System Automation
Traction Power and
DB-1400 Sep 1999 137 Siemens-CITIC Consortium
Overhead Line
Telecommunications Systems DB-1500 Nov 1999 287 Siemens Ltd
Main Control System DB-1510 Jul 1999 164 Siemens Ltd
Commercial
DB-1520 Jul 2001 47 Andrew Corporation
Communications
Booz • Allen & Hamilton
Integrated Training System DB-1530 Dec 1999 31
(Australia) Ltd
Automatic Revenue
DB-1650 Oct 1999 329 Thales e-Transaction CGA S.A.
Collection
Platform Screen Doors DB-1700 Oct 1999 181 Nissho Iwai-Nabco Consortium
Constructions Industrielles De
Escalators SI-1120 Oct 1999 255
La Mediterranee
Lifts SI-1121 Oct 1999 80 Ryoden Lift & Escalator Co Ltd

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Tunnel Ventilation System SI-1200 Jan 2000 105 Shinryo Corporation

Electric Multiple Units SP-1900 Mar 1999 3,102 IKK Consortium
Cab Simulators SP-1901 Feb 2000 24 Mitsubishi Electric (HK) Ltd
Diesel Locomotives SP-2100 Jun 2000 33 Shenzhen Sunray Group Co Ltd
Works Wagons & Rail Buses SP-2101 Jun 2000 19 LORIC Consortium
1st Qtr
OHL Maintenance Vehicles SP-2102 - -
2002 (F)
1st Qtr
Rail Grinding Vehicle SP-2103 - -
2002 (F)
1st Qtr
Track Tamping Vehicle SP-2104 - -
2002 (F)
Viaduct Inspection Unit SP-2105 TBD - -
Ladder Trolleys SP-2106 TBD - -
Permanent Way - Southern
CC-1810 Sep 1999 756 Leighton-RSA JV
Area
Shun Wo-Henryvicy-China
Permanent Way - Northern
CC-1820 Sep 1999 431 Railway Construction
Area
Corporation-Queensland Rail
JV
Detailed Design Contracts (Civil)
Ove Arup and Partners Hong
Yuen Long Section DD-200 Mar 1998 263
Kong Ltd
Tuen Mun Section DD-210 Mar 1998 172 Maunsell Consultants Asia Ltd
Tsuen Wan Section DD-300 Mar 1998 219 Atkins China Ltd
Sham Shui Po Section DD-400 Mar 1998 232 Hyder Consulting Ltd
West Rail Depot and Station DD-600 Mar 1998 128 Parsons Brinckerhoff (Asia) Ltd

F: Forecast
TBD: To be determined

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