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CILTHK Newsletter issue 9
DEC ~ FEB 2002
highlights 09
The Globalisation of Urban Transport 01
Visit to Beijing 06
HK Maritime & Logistics Week 07
CILTHK WebMail 08
Position papers on transport issue 10-11
Chartered Institute of Logistics &
Transport in Hong Kong
The 2000-2002 Council
President :
Mr. Pedro K.H. Ching, FCIT
Immediate Past President :
Prof. C.K. Leung, FCIT
1st Vice President :
Mr. Jonathan H.G. Yu, FCIT
2nd Vice President :
Mr. Ng Kwok Wah, FCIT
3rd Vice President :
Mr. C.K. Mak, MCIT
Hon. Treasurer :
Mr. Kenneth Pang, MCIT
Hon. Sectretary :
Mr. Joseph Tsui, FCIT
Council Members :
Dr. Timothy D. Hau, FCIT
Mr. David C.S. Ho, FCIT
Dr. Hung Wing Tat, FCIT
Mrs. Miranda Leung, FCIT
Mr. K.Y. Leung, FCIT
Mr. Peter Y.C. Ng, FCIT
Dr. L.H. Wang, FCIT
Mr. Wong Man Kit, FCIT
Prof. Anthony Yeh, FCIT
Mr. Sam Chow, MCIT
Mr. Ip Chung Tim, MCIT
Mr. Stephen K.M. Ip, MCIT
Mr. Stephen M.K. Ip, MCIT
Mr. Louis F.L. Ko, MCIT
Mr. Timothy Li, MCIT
Mr. Canice C.F. Mak, MCIT
Mr. R.H. Noble, MCIT
Mr. Tsang Wing Hang, MCIT
Dr. S.C. Wong, MCIT
Mr. Jonathan Yeung, MCIT
Co-opt Council Members :
Mr. Sunny Ho, MCIT
Mr. Anthony Lau, MCIT
Mr. Victor Mok, MCIT
The Globalisation of
Urban Transport
Introduction
Thank you for your invitation to come to the
University of Hong Kong to give this Distinguished
Lecture on the occasion of the 90 th Anniversary of
the Faculty of Engineering. Your university is quite
young in Oxbridge terms but so too is Imperial
College. Its constituent parts go back only to the
mid-19 th century and were founded by Prince Albert,
Queen Victoria’s husband, certainly the best export
Mr Tony Ridley
from Germany that Britain ever received! I leave
aside my own ancestors who came across the North Sea as illegal immigrants
about 1500 years ago.
I am particularly delighted to be here because of my former association with
Hong Kong. The period 1975-80 was certainly one of the most exciting and
successful times in my professional career. We not only created and brought into
successful operation the first line for the now vastly larger HK Mass Transit
Railway (MTR), but I believe that - with the HK Government of that time – we
established a process for the successful pursuit of major urban public
infrastructure projects.
When Ir Joseph Chow, President of HKIE (of which I am proud to be a Fellow),
invited me to give the keynote address at a Shanghai-HK symposium on science
and technology, it allowed me to stop off in Hong Kong on my way back to
Singapore. I am currently, though briefly, the SMRT Professor in Transportation
Studies at Nanyang Technological University. I was invited to Shanghai in my
capacity as International President of the Chartered Institute of Logistics and
Transport – the umbrella body for many national bodies in every corner of the
world, from New Zealand to Canada (the long way round the world, not the
short hop across the Pacific!).
Just two weeks ago I handed over the Presidency to Jack So of HKMTRC. By
the way, in Moscow in September, Dato Lee Yee Cheong - an electrical engineer
from Malaysia - became President-elect of the World Federation of Engineering
Organizations (WFEO). So you see, in my field of transport and engineering, the
Asia-Pacific region – and, if I may say so, my Chinese friends - are well to the
fore.
The Newsletter for
The Chartered Institute of Logistics & Transport in Hong Kong
The Chartered Institute of
Logistics & Transport in Hong Kong
7/F., Yue Hing Building,
103 Hennessy Road,
Wan Chai, Hong Kong
Tel : (852) 2866 6336
Fax : (852) 2866 6118
Web site: http://www.cilt.org.hk
E-mail: info@cilt.org.hk
Administration Officer:
Ms Edith L.K. Wan
In this lecture I intend to argue that urban transport is becoming increasingly
global. How can this be? Surely urban transport is essentially local. Urban
operators in Singapore do not compete for the same market as operators in Hong
Kong. And, since September 11, and earlier problems in Seattle, Genoa and
elsewhere, globalization is somewhat unfashionable. My own belief on this,
coincidentally, is that September 11 will make us more global not less. The vivid
images of the World Trade Centre, like the earlier first view of the Earth from
space, help us to realize that we live in one world, and a fragile world at that.
First though let me give you some general thoughts about urban transport.

CILTHK Newsletter issue 9 02
Urban Transport
After many years in the practice of
transport – planning, developing,
constructing, operating and
maintaining, and having been
involved with metros, light rail,
buses, roads and the Channel Tunnel
project - I became an academic in
1991. The Americans like to think of
Imperial as the British MIT. I prefer to
think of MIT as the American Imperial
College. At Imperial we teach a
master’s degree in Transport Studies.
For some time, as head of the
programme, I used to give the first
lecture of the 12-month series. I
always opened with the statement
• Transport is politics.
What did I mean by this?
The study and practice of transport is
essential to the well-being of a
nation in that it comprehends vastly
more than the technicalities of
engineering and the detail of
operations, important though these
are in their own right. It is even more
essential in urban areas – doubly,
trebly so in the world’s great cities.
I have long argued that, to be
successful, urban transport must
address a pentagon of issues
• Operational, communications
and personnel matters
• Physical equipment and
infrastructure
• Environmental effects
• Finance and funding
• Organizational and institutional
issues
or, as it has been described, the
pentagon of software, hardware,
ecoware, finware and orgware. I
should perhaps just emphasize that
three of these (ecoware, finware and
orgware) are ‘made-up’ words.
Not only is each one important in its
own right, it is the inter-relationship
between them which raises the greatest
problems. Nearly all engineering
problems in the design, development
and operation of any system arise at
interfaces. At a larger scale it is at the
interface between the five elements of
the pentagon that the greatest
difficulties arise.
Engineers have often confined their
interest only to the hardware of a
project, or even to a small sub-set of
the hardware. Not only do systems
require a broad understanding of their
environmental, financial and
organizational context, more
specifically planning, design and
construction cannot be divorced from
operational, maintenance and
personnel issues. There were many
reasons for the success of the MTR in
Hong Kong. One of them was
undoubtedly the involvement, from the
earliest days, of the man who was
ultimately to have the responsibility as
the Director of Operations.
As in so many activities in life the first
thing we have to do, to be successful,
is to define our objectives
What are we trying to achieve?
It continues to amaze me that people
persist – in both the public sector and
the private sector – in arguing about
solutions before they have agreed what
the questions are.
What the users, the consumers, the
public want and need must be central
to defining the right questions. We
must also recognize that the public,
indeed we ourselves, have conflicting
objectives. (ICE 1998)
• We need access to the people,
activities and resources necessary
for a fulfilled life, Access which is
affordable, safe, secure,
comfortable and convenient
• But, we do not want our lives
affected by other people’s use of
transport
• And, we want to live in and enjoy
a safe, healthy, quiet and
attractive environment.
Access means being able to get to
friends, family, employment, shops,
schools, hospitals and leisure facilities.
All people need access – at all stages
of their lives. Industry needs access to
markets and to suppliers. There are
many people who do not have the
levels of access that many of us take
for granted - people with mobility
handicaps, afraid of attack, afraid of
death and injury; people on low
income, who do not have a car;
young people; people in rural areas
who are wholly car-dependent.
There are many barriers to access –
lack of information, congestion,
difficulties in changing mode. We
need to ensure that our transport
does not impose costs on others or
future generations – accidents, death,
injury and environmental damage,
loss of land, visual impact, noise,
global warming, acid rain, ill-health.
Perhaps there are three ways ahead to
approach the challenges of the future:-
• Lifestyles and land use –
which can be changed to modify
the demand for transport,
reducing the need for travel,
and providing greater scope for
walking or public transport
• Technologies – which can be
developed to solve the problems
caused by transport
technologies of old, as well as
providing new opportunities
• Transport systems – which can
be developed to ensure that
each mode of transport
operates at its optimum, and
that all modes combine to
provide a seamless transport
system for all.
Much is said about the need to
‘integrate’ transport. But do we really
know what this means? In my
country, the United Kingdom, the
government has defined integration
as follows. (DETR 1998)
We want a transport system that is
safe, efficient, clean and fair. We
need a new approach, bringing
together the public and private
sectors in a partnership that benefits
everyone.

CILTHK Newsletter issue 9 03
We want to ensure that companies
have incentives to provide new
services and raise standards; that
taxpayers’ money is spent wisely to
make public transport available for all
and that services are regulated in the
public interest.
The way forward is through an
integrated transport policy. This
means integration: -
• Within and between different
types of transport, so that each
works properly and people can
make easy connections between
them
• With the environment, so that
our transport choices cause less
damage
• With land use planning, to
support more sustainable travel
choices
• With policies for education,
health and wealth creation, so
that transport helps to make a
fairer, more inclusive society.
Fine words but, of course, the
challenge is to turn them into reality.
The Global Dimension
Urban transport is extraordinarily
complex – but, by definition, it would
seem to be local in nature, confined
by city boundaries. Although
increasingly we live in a global world,
we might assume that this is not
relevant to the provision of urban
transport. Metros, for example, do
not compete for the same markets.
However, urban transport is no
longer self-contained – for several
reasons
• First, because of the
interrelationship between longdistance
rail and national and
international aviation, and
urban distribution. Airports are
increasingly looking to develop
rail links to improve
uncongested access.
• More and more commuters
around the world live in one
community, often semi-rural,
while travelling long distances to
work in city centres.
But globalization provides a yet more
important impulse to the provision of
good urban transport. Major cities like
London, New York, Tokyo are now
‘world cities’ in every sense, and not
just national headquarters. Paris,
Frankfurt, Hong Kong are in the same
category. I have no doubt that the
terrorists who struck New York were
very clear about its ‘world’ status.
World cities compete to attract the
world’s leading businesses, as well as
the world’s tourists. A significant part of
this competition involves the provision
of high quality transport that is still, in
an age of electronic communication,
essential to the well-being of urban life
and efficiency. But globalization
impacts urban transport for another
reason – the globalization of the
professions.
And we can be truly collaborative
because the success of one of us does
not imply the failure of another – as
may be the case with global businesses
such as the automobile industry or
pharmaceuticals.
Benchmarking
This has led us at Imperial College to be
involved in a unique benchmarking
exercise.
The first metro in the world was opened
in London in 1863. Some of the largest
are of much more recent vintage than
London (Tokyo 1927, Moscow 1935,
Hong Kong 1979).
The Railway Technology Strategy Centre
(RTSC) is part of the University of
London Centre for Transport Studies in
the Department of Civil and
Environmental Engineering at Imperial
College. RTSC was established in 1992,
assisted by funding from the then
British Rail, as a centre of excellence
serving the railway industry on
strategic, technology and economic
issues, in the UK and worldwide.
The early years of the RTSC were
dominated by projects in the UK,
principally for British Rail but also for
its successors in Railtrack, a rolling
stock leasing company and others, as
well as for London Underground.
Recent years have seen RTSC broaden
its international client base while
continuing its position as a strategy
and technology advisor to many of
the UK’s major rail industry
enterprises.
RTSC serves as a benchmarking centre
for two consortia of urban railways –
CoMET (the Community of Metros),
who are leading operators of
underground railways (metros) around
the world, and NOVA. Their members
are
• CoMET - Berlin, Hong Kong
(MTRC), London (LUL), Mexico
City, Moscow, New York, Paris
(RATP and RER), Sao Paolo,
Tokyo
and
• NOVA – Dublin, Glasgow, Hong
Kong (KCRC), Lisbon, Naples,
Madrid, Oslo, Singapore, Taipei,
Tyne and Wear (Nexus).
The benchmarking studies are
dedicated to assisting metros to
identify and implement best practice
through the application of
benchmarking comparisons and
detailed case study evaluations.
In 1989 an employee of the Xerox
Corporation in the USA wrote a paper
(Camp 1989) which defined the term,
‘Benchmarking - the search for
industry best practices that lead to
superior performance’. Xerox had
been in a fierce competitive battle
with the Japanese, whose approach
was gradually to improve
performance by getting the most out
of existing resources. This has been
described by some, not the Japanese,
as ‘making the assets sweat’.
It is important to recognize that
comparisons of business processes lie
at the heart of benchmarking. The
need for data collection and
comparison can lead to an erroneous
focus on the production of ‘league

CILTHK Newsletter issue 9 04
tables’ showing who is better than
whom. In fact, the essence of
benchmarking is to create new
attitudes of mind that will lead to
superior, or at least improved,
performance. The question is not on
‘how do we look’ but ‘what shall we
do’? Where any organization appears
in a ‘league table’ will of course
depend on managerial performance,
but it will also depend on history and
many other factors.
A fundamental pre-requisite for
successful benchmarking is
commitment to organizational
change. Indeed the management of
change is the greatest challenge to
managers at the beginning of the
21st century. The disciplines of
project (or programme) management,
and the associated management of
risk (RAMP 1998), are now
increasingly being applied far more
widely in business than simply to
support the management of discrete
investments. Because the
management of change requires
dedicated commitment and
leadership from the top,
benchmarking should clearly be seen
to have the support and drive of top
management.
Equally, because benchmarking
regularly involves partnerships
between organizations that may be
competitors, often using confidential
information, a high degree of trust
is required. Thus the partners will
have to work out a formal method of
working, which certainly is the case
with the client bodies in the
benchmarking groups with which
RTSC is involved.
The clients for RTSC’s metro
benchmarking have chosen both
principal and secondary key
performance indicators (KPIs) for
examination. The principal KPIs are
• Background - network size and
passenger volumes, operated
capacity km and passenger
journeys, car-km and network
route-km
• Asset utilization - capacity km/
route-km, passenger km/capacity
km
• Reliability/service quality -
revenue operating car-km
between incidents, car hours
between incidents, car hours/hour
train delay
• Efficiency - passenger journeys/
total staff + contractor hours,
revenue car- km/total staff +
contractor hours
• Financial - total commercial
revenue/operating cost, total
cost/revenue car operating km,
service operations cost + staff
hours, administrative cost + staff
hours/car-km, investment cost/
revenue car operating km
• Safety - total fatalities/total
passenger journeys.
All of the metros in our two ‘clubs’ are
successful to a greater or lesser extent,
according to their own circumstances.
Although, by comparing KPIs, we are
comparing performance, metros are
essentially competing with themselves
by seeking to learn best practice from
others.
Both Hong Kong, where I held
executive responsibility, and
Singapore, where I was first an
advisor and am now an academic, have
world-class metro systems. Hong Kong
is part of CoMET and Singapore is part
of NOVA. Each currently chairs its
respective ‘club’.
In Hong Kong revenue has covered
operating, maintenance, renewal and
construction costs. In Singapore
construction costs were not covered.
Does this mean that the people in
Hong Kong (including myself) were
somehow ‘better’ than the people in
Singapore? Not at all. The
circumstances are very different,
particularly the urban densities. The
point is that both Hong Kong and
Singapore defined their own objectives
in their own context and met them –
but importantly, met them in an
affordable way.
Service
Part of the task of ‘defining the
objectives’ for urban transport is to
determine what the customer wants
or needs. We will not satisfy the
customer unless we understand the
nature of the service we provide and
what customers want from that
service. Urban public transport has
been moving along a spectrum in
recent years. Originally the ethos was
that of production. It moved on to
focus on the market, whereas now
the emphasis is on service.
What is a service? It is
essentially a process. In contrast
to a product, a service cannot be
stored since it is produced and
consumed at the same time.
Indeed the customer becomes part
of the service process. It has taken
some considerable time for
engineers, indeed many operators,
to comprehend this crucial difference
between production and service.
With concentration on production we
tend to ignore demand questions in
the economic equation. Efficiency of
supply is important, but an
understanding of the delicate balance
between supply and demand is
crucial. The production mentality
concentrates exclusively on
production measures – car-km, cost
reduction, staff numbers.
The 1960s and 1970s were decades
of production orientation whereas
during the 1980s we started, or were
forced, to concentrate on the market.
Now the service ethos is everywhere.
Culture, image, service targets are at
the heart of our businesses. Customer
perception is of fundamental
importance. We seek total quality and
wish to identify our staff with that
ethos.
I have said elsewhere (Ridley 1994)
that the task of engineers, or of
operators for that matter, is to get
things done. Of course that is not
enough. We must get things done
efficiently (get things done well) and
effectively (get the right things
done). There is a great tendency to

CILTHK Newsletter issue 9 05
confuse efficiency and effectiveness
(Fielding 1987). What I mean in this
case is
• Service efficiency, which is
often the primary concern of
our governmemt customer if it
is paying all or part of the cost
and
• Service effectiveness, which is
clearly of concern to our
passenger customer.
Note that there are two, very
different, kinds of customer.
But our passenger customer clearly
wants both, which I shall call cost
effectiveness. There is no merit in a
good effective transport system that
costs too much, nor in efficient
transport which is not effective
(because, for example, it is in the
wrong place). An effective but
inefficient system will lead to high
fares or subsidy, or both. An efficient
but ineffective system will not serve
the customers’ needs and will
therefore have low pahonage.
If we are to focus on the customer
then we must be both efficient and
effective and provide both the
government and the passenger a
service that is cost effective, in that it
provides a good service which meets
customer needs at an affordable price
– in terms of fares or subsidy or both.
It will thus give value for money or, to
use an engineering term, it will be ‘fit
for purpose’.
Thus a cost-effective service has
attributes of both service effectiveness
(the demand for use of the service
relative to the level of service output)
and service efficiency (the level of
service relative to the resource cost of
supply of input)
• Cost effectiveness (demand/
resource cost) =
• Service effectiveness (demand/
service output) x
• Service efficiency (service output/
resource cost)
A characteristic of service, as described
above, is that it is produced and
consumed at the same time. A service
will therefore be cost effective in terms
of the demand for use of the service
relative to the resource cost of supply of
inputs.
Consider some performance measures
• Train load (pass-km/train-km) is a
measure of service effectiveness
• Labour productivity (train-km/
staff nos) is a measure of service
efficiency
while the measure (pass-km/staff
nos) reflects cost effectiveness.
Conclusion
In this paper I have first given an
overview of urban transport. I have
gone on to describe the global
dimension. Increasingly ‘world cities’
are in competition with each other, so
the way that their transport systems
operate becomes a selling point when
investors are being attracted.
In addition, however, the professions
are becoming globalized. We have
much to learn from each other.
Benchmarking is one way in which
professionals can benefit from each
other’s ‘best practice’. Ultimately we all
strive to provide service to the
customer.
Every urban area in the world is
different – in size, in culture, in
wealth. But, if we will only look, we
can see common themes running
through our urban transport
problems.
References
Camp R C (1989), Benchmarking -
the search for industry best
practices that lead to superior
performance, American Society for
Quality Control Press, Milwaukee.
Dept of the Environment, Transport
and the Regions (1998), A new
deal for transport: better for
everyone, (White Paper on the
Future of Transport), Cm 3950,
London. (http://www.detr.gov.uk)
Fielding G J (1987), Managing public
transit strategically, Jossey-Bass, San
Francisco.
Institution of Civil Engineers
(1998), A vision for transport –
2020, Thomas Telford, London.
RAMP (1998), Risk analysis and
management for projects,
Thomas Telford, London.
Ridley T M (1994), Engineers and
society – the role of the transport
engineer, Royal Academy of
Engineering, London. (CSE Lecture)
Ridley T M (1995), What is a
successful urban transit project? 5 th
Professor Chin Memorial Lecture,
Kuala Lumpur.

CILTHK Newsletter issue 9 06
beijing trip
Recalling the message from Mr. Jack
C.K. So, President of the International
Council of CILT that the expansion of
our membership, especially in
Mainland China is a major initiative to
be accomplished during his 2-year
tenure, CILTHK has conducted a
number of visits to Mainland China
since September 2001. In furtherance
of the China development initiative,
a 3-day trip to Beijing was organized
between 13-14 December 2001.
On 13 December, Mr. Pedro Ching,
President and Mr. K.Y. Leung, Council
Member departed the Hong Kong
International Airport and headed to
the Capital of China, Beijing. Upon
arrival, they immediately met with
representatives from Chinese
institutions including:-
• Research Department of
Traffic Development
• Beijing Logistics Institute of
China Communication &
Transportation Association
(CCTA)
• Institute of Modern Logistics,
Northern Jiaotong University,
School of Traffic and
Transportation.
On 14 December, a freezing Friday with
temperature of –16 Cº, more meetings
were arranged with the following
Chinese academic institutions and
organizations.
• Institute of Comprehensive
Transportation, SPC
• Economic Operation Bureau,
State Economic & Trade
Commission, PRC
• China Federation of Logistics
and Purchasing
Because of limited time, we had to
leave Beijing on 15 December. Before
departure, the last meeting was
scheduled in the morning with the
Logistics Institute of the University of
Science and Technology Beijing.
The trip was very rewarding. Valuable
views and experience about transport
and logistics related issues were
shared at the meeting. In the
foreseeable future, we look forward
to seeing more collaboration,
cooperation and communication
between CILTHK and various Chinese
institutions in relation to mutual
accreditation and recognition of
membership qualification,
professional qualifying examination,
exchange and visit programmes and
joint professional development
activities.
• Northern Jiaotong University,
Management Institute
Mr. Pedro Ching, President
and Mr. KY Leung, Council
Member presenting
souvenir to and meeting
with representatives from
various academic
institutions and organizations
in Mainland China.
Institute of Comprehensive Transportation,
SPC
China Federation of Logistics and
Purchasing & Northern Jiaotong University,
Management Institute
Logistics Institute of the University of
Science and Technology Beijing
Economic Operation Bureau, State
Economic & Trade Commission, PRC
Research Department of Traffic
Development, Beijing Logistics Institute of
CCTA
Institute of Modern Logistics, Northern
Jiaotong University, School of Traffic and
Transportation.

CILTHK Newsletter issue 9 07
activities
Hong Kong Maritime and Logistics Week
The “Hong Kong Maritime and
Logistics Week” organized by the
Hong Kong Shipowners Association
(HKSOA) was held successfully
between November 20-25 2001. It
was intended to promote the logistics
and maritime industries to the general
public, especially the young.
Ceremony was the speech by the Hon.
Miriam Lau Kin-yee, the Legislative
Councillor for the Transport Functional
Constituency with activities such as
exhibition; visits from secondary
schools, ship visit at Tamar sea wall.
More that 30 maritime and logistics
related organisation and associations
participated in the event to make the
event a success.
The Chief Executive, Mr. Tung Chee
Hwa officiated the Opening
Ceremony at the Pacific Place
exhibition in Admiralty. Following the
Speech from the Hon. Miriam Lau kin-yee
Honoured Guest, Ladies & Gentlemen,
It is my pleasure and privilege to welcome you all to the Opening Ceremony of the Exhibition of the Hong
Kong Maritime and Logistics Week. First of all, on behalf of the Organizing Committee and the participating
organizations, I wish to thank the Chief Executive for taking the time to be our Guest of Honour at this
Opening Ceremony. Mr. Tung, your presence with us certainly gives impetus to our efforts today and
everyday.
The Maritime and Logistics industries contribute significantly to the economy of Hong Kong. However the
industries have never blown their own horn and the general public knows little about them. It is high time
that this state of affairs should change. The Hong Kong Maritime and Logistics Week marks the beginning
of a series of efforts to promote knowledge of and interest in the maritime and logistics industries. This
Exhibition and related activities throughout the week aim to educate and inform the public, in particular, the
younger generation, about what shipping and logistics is all about, and what exciting opportunities await
them within these industries.
The Hong Kong Maritime and Logistics Week also marks the bringing together, for the first time in Hong
Kong, of the various disciplines within the industries in a concerted effort to promote shipping and logistics
as integrated professions serving Hong Kong’s interest. This effort is of vast importance to the industries
themselves and to all of us, as it heralds an era of cooperation and working together.
I take this opportunity of thanking the 42 sponsors, including the Platinum sponsor and Gold Sponsors,
without whose sponsorship this Maritime and Logistics Week would not have been possible. I also wish to
thank the 37 participating organizations and associations for their coordinated efforts and contribution
towards making the week a success. Once again, I wish to thank the Chief Executive for giving this event
the accolade of his presence. Last but not least, I wish to thank you all for being with us today and for your
tremendous support to the maritime and logistics industries.
Thank you very much indeed.

CILTHK Newsletter issue 9 08
administration committee
CILTHK WebMail
CILTHK has made extensive use of email
with immediate effect as an alternative
to ordinary mail for faster and effective
communication with members. To
access your account, please visit the
Institute’s new website at www.cilt.org.
hk and find below the steps to set up
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are highly recommended to change
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1. Double click to “Member’s Corner” icon in the start-up page
2. In “Member’s Corner” menu, fill in your “Username” and
“Password”
3. For the 1 st time login, we have assigned a Login ID and password for
each member. The default Login ID & password are as follows:
Login ID : First character of your first name + Last Name
Password : First character of your first name + Last Name
Example : CHAN Tai-man, Login ID > tmchan; Password > tmchan
(Christian name will not be counted and duplicated accounts will be
identified by adding a number behind each name, e.g. tmchan1,
tmchan2)
4. Double click the “Login” icon
B.Procedure in Setting up WebMail Account
For security reasons, you are advised to change your initial password:
1. Double click “Personal Profile” icon on the right top corner of the page
2. Double click “Change Password” button on the top of the page
3. Insert new password twice (8 digits either all numbers or all characters
or a combination of both)
4. Click “OK” to confirm the change
5. Double click the “Webmail” icon on the left-hand side of the page
6. Enter your default username and changed password. Double click
“Login” icon when procedure is completed
7. Set your user preferences by clicking “Preferences” icon on the lefthand
side of the page and insert the following information which will
appear on all outgoing email messages
Name : Your Name / Nickname
Email Address :
Your Email Address
(Your Login ID@cilt.org.hk, e.g. tmchan@cilt.org.hk)
Signature : Any message/contact information (optional)
8. Click “OK” when procedure (B) is completed. The “Inbox” screen will
then appear.
Should you have any questions about your email account and need technical
support, please contact CILTHK Office at (Tel) 2866 6336 or info@cilt.org.hk.

CILTHK Newsletter issue 9 09
education &
training committee
CILTHK
Qualifying
Examination
2002
TIMETABLE
This serves as a reminder to those who
have sent in their application form to sit
for the Qualifying Examination 2002.
Enrolled candidates should check with
CILTHK
Tel: 2866 6336 Fax: 2866 6118
E-mail: info@cilt.org.hk
if they have not received the examination
admission forms by end of April.
Message from the Chairman of Examination
Sub-Committee—Ho Shiu-fai
The qualifying examination in May 2002 will be the first exam under the newly
named Chartered Institute of Logistics and Transport in Hong Kong (CILTHK). It will
also be the last exam to test candidates and the existing syllabus. The new syllabus
including streamlined transport subjects and expanded subjects in logistics are being
finalized and will be released in May this year for members to study for examination
in 2003.
Success in the qualifying examination will require through study and dhgew
preparation. Members who are familiar with the existing syllabus are
recommended to make use of this last opportunity to pass the exam with the
help of the books that were published by the committee following the 1998
exam. The books are intended to assist candidates with an understanding of the
views and answers that examiners are looking for. Although they are not howto-pass-exam
books nor do they attempt to teach one to become a better exam
candidate, the comments on the results from script markers are nevertheless
valuable study hints. The book of the 2000 exam is free to candidates who have
enrolled for the coming exam while books for exam years years can be purchased
from the CILTHK office.
The exam schedule is as follows:
Date Time Code Subject Centre
13 May Morning C02 Managing Transport Operations
(Monday) EM01 Law of Business and Carriage
Afternoon EM03 Maritime Transport Management
EM06Logistics Management
14 May Morning EM04 Rail Transport Management
(Tuesday)
Afternoon EM05 Road Transport Management
15 May Morning C07 Business Strategy and Policy in Transport
(Wednesday)
Afternoon EM02 Air Transport Management
C04 Human Resources Management in Transport
SPACE
The University of Hong Kong
North Point Learning Centre
Fortress Tower
250 King’s Road
North Point
Hong Kong
16 May Morning C03 Economics and its Application in Transport
(Thursday)
Afternoon C06Transport Policy and Planning
17 May Morning C01 Management Accounting & Finance
(Friday)
Afternoon C05 Marketing in Transport
Give the CILTHK office a call if you have any question on the forthcoming exam.

CILTHK Newsletter issue 9 10
shenzhen western corridor,
deep bay link and route 10
Response to LegCo Panel on Transport’s Call
for a Special Meeting on December 17, 2001
Thank you for inviting the Chartered Institute of Logistics and Transport in Hong Kong (CILTHK) to the Panel’s
special meeting to be held on December 17 to present our views on the Shenzhen Western Corridor, Deep Bay
Link and Route 10.
Our Institute’s Transport Policy Committee met on December 12 to discuss the Transport Bureau’s paper
“For discussion on 23 November 2001 to the Legislative Council on Transport: Shenzhen Western Corridor,
Deep Bay Link and Route 10”.
After much discussion, we feel that the Government’s objectives are met and the overall planning of the
ventures generally fine. The completion of the projects would help heighten the status of Hong Kong as a
business-trade-logistics hub in the Greater China region.
We are pleased to see the Crosslinks Further Study reported the estimated net benefit figures for the Shenzhen
Western Corridor of $175 billion (1998 prices) over a 20 year planning horizon from 2000 to 2020. While we
are cognizant of the need for the three projects and are supportive of them, we wonder whether the Bureau
could provide us with comparable figures for the Deep Bay Link and Route 10. It would be helpful to separate
out the benefit and cost figures for each project over the planning horizon, enabling us to come up with benefitcost
ratio figures. We fully support the Chief Executive’s imperative to pull Hong Kong out of the recession
doldrums as presented in the Policy Address of October 10. Doing so via infrastructure investment, for
instance, would still necessitate selecting and implementing the most worthwhile projects and not pursue
uneconomic projects.
We are glad to see the urgent attention paid to the provision of the Tsing Lung Bridge, whose construction date
is set for 2003. When completed in five years’ time, the bridge would dovetail with the opening of Route 10 in
2008. After all, Disneyland is due to come on board in 2004. In view of the advent of the Shenzhen Western
Corridor thoroughfare in 2005 - a mutually agreed-upon date with authorities of our neighboring Guangdong
province - the launch of the Tsing Lung Bridge would serve as a crucial link and alternative overland route to the
airport in emergency situations. We would appreciate it very much if this important alternative bridge route to
Tsing Ma Bridge could be expedited as far as possible for safety reasons. The completion of all three projects
- if demonstrated to yield high net benefit figures - would maintain and buttress Hong Kong’s position as a
regional transportation and logistics hub by expediting high-valued air freight, sapping up unemployed human
resources in the process.
We are very concerned with the likely traffic snarls arising from the already congested Tuen Mun Highway upon
completion of the Shenzhen Western Corridor and Deep Bay Link in 2005/2006, a couple of years before Route
10 and Tsing Lung Bridge are completed. We hope that Government would find ways to deal with this problem
as soon as possible before the Shenzhen Western Corridor is completed.
Timothy Hau, Ph.D.
Chair, Transport Policy Committee
Chartered Institute of Logistics and Transport in Hong Kong

CILTHK Newsletter issue 9 11
shenzhen western corridor,
deep bay link and route 10
Response to LegCo Panel on Transport’s Call
for a Special Meeting on January 17, 2002 on Route 10
This paper serves as a supplementary submission to the first response dated December 15, 2001 of our
Institute’s Transport Policy Committee to the LegCo Panel on Transport’s December 17 meeting on the Shenzhen
Western Corridor, Deep Bay Link and Route 10.
As stated in our first submission, we support the three projects conditional on the passage of high net benefit
figures. In particular, we had requested that the Transport Bureau provide us with benefit and cost figures for
Route 10. We now understand from the Bureau’s paper “For Discussion on 11 January 2002” to the Legislative
Council Panel on Transport - CB(1)729/01-02 (01) - that “Route 10 will bring some 20% [economic internal rate
of] return on investment per year in terms of economic benefits to the community in the form of savings in
travelling time and expenses.” (para. 5) We further understand from the Transport and Highways Departments
that the estimated net benefit figures for Route 10 is $120 billion over a 20 year planning horizon on the
assumption that the (current) toll levels are the same for both Route 10 and Route 3 (CPS Section), an approach
we consider reasonable. We therefore find that the Route 10 project sounds economically attractive.
We are made aware of the traffic figures forecasted by the Administration with and without Route 10 up to
2016 in the presentation “Route 10 - North Lantau to Yuen Long Highway” to the LegCo Panel on Transport
Meeting of January 11 th . We concur with the focus on peak-hour volume-capacity ratios as a guiding principle
on new road construction. (The magnitude of the average daily traffic volume is already accounted for in the
net economic benefit figures mentioned above.) Hence it follows that there is an imminent need to proceed
with the construction of Route 10, especially for both the Southern Section and Tsing Lung Bridge. Our view is
based on Route 10’s effectiveness in relieving foreseeable congestion on Tuen Mun Road, Lantau Link and
access to urban area and container ports. Tsing Lung Bridge will also provide a second link to Lantau Island for
road system resilience in case of road closure or blockage.
With many different views on the urgency of the Northern Section of Route 10, the relatively lower peak-hour
volume-capacity ratios forecasted for the northern portion of Tuen Mun Road (vis-à-vis its southern portion)
offers a small window of opportunity for further discussion on the suitable timing of constructing the Northern
Section of Route 10. Having said that, our Committee fully supports the Chief Executive’s call to pull our
economy out of recession as presented in the Policy Address of October 10, 2001 via infrastructure projects -
provided they are economically beneficial. Besides, the softness of the economy at this time will mean a lower
investment cost for the project.
With regard to the Tuen Mun Eastern Bypass - Chek Lap Kok Link, we believe that it should be included in Hong
Kong’s long term strategic road development plan. However, this link does not appear to serve as an effective
alternative for Route 10 in the medium term because of: i) the divergent views on costs, ii) the lack of
environmental impact assessment, and iii) the fact that the location of the future container port has yet to be
determined.
Timothy Hau, Ph.D.
Chair, Transport Policy Committee
The Chartered Institute of Logistics and Transport in Hong Kong

CILTHK Newsletter issue 9
12
conferences & seminars
16 th Monthly Seminar of the Chartered
Institute of Logistics and Transport in
Hong Kong 2000-02 Session
Jointly organized with The Institute of Highways & Transportation (HK Branch)
You are cordially invited to attend the Monthly Seminar of the Chartered Institute of Logistics and Transport in Hong Kong in
the 2000-02 session.
Title
Language
Speaker
Date
Time
Venue
: Tuen Mun and Yuen Long District Traffic Study
: English
: Mr. Kevin Leung & Mr. Michael Chiu, MVA Hong Kong Ltd.
: April 9, 2002 (Tuesday)
: 6:30 - 7:15 pm.
: The Chartered Institute of Logistics and Transport
in Hong Kong
7/F., Yue Hing Building
103 Hennessy Road
Wanchai, Hong Kong
Synopsis:
The Tuen Mun and Yuen Long District Traffic Study was lead by MVA Hong Kong Limited to examine transport problems and
to recommend infrastructure and management schemes for the forthcoming 15 years for most districts in the North West
New Territories. The study has been specifically focused on in aspects of pedestrian and cycling needs, parking and loading/
unloading problem, park and ride facility requirements and moving public transport terminating facilities. The seminar will
outline the current/future transport needs and the short to long term infrastructure/management improvement proposals in
Tuen Mun and Yuen Long towns. It will also briefly present the cycle and pedestrian network enhancement proposals, onstreet
public transport stopping facility improvement and long term goods vehicle parking and loading/unloading provision
for the study area.
Speakers:
Mr. Kevin Leung, MHKIE, MICE is a Director of MVA HK Ltd and is the Project Director for Tuen Mun and Yuen Long
District Traffic Study. He has been involved in many major infrastructure projects in Hong Kong throughout the last 20 years
both in consultancy firms and in the Government and has extensive experience in transport planning, traffic engineering &
management, highway, pavement and drainage engineering particularly in Tuen Mun, Yuen Long and Tin Shui Wai districts.
Mr. Michael Chiu, MHKIE, MITE, MIHT, MCIT is an Associate Director of MVA HK Ltd. He received his MSc in
Transportation and Traffic Planning of the University of Birmingham. He has extensive experience in transport planning, traffic
management schemes, traffic design & implementation, traffic signal control and temporary traffic management measures
for road works particularly in Tuen Mun and Yuen Long areas.

CILTHK Newsletter issue 9
13
coming activities
Department of Civil and Structural Enginnering
Pedestrian Planning
The objective of the course is to provide a
comprehensive, theoretically based, yet practical
approach to the pedestrian planning.
Date:
Venue:
6-8 May 2002 (Full-day)
The Hong Kong Polytechnic University
Further information:
For programme content and technical
information, please contact Prof. William
H.K. Lam, Course Organiser, Department of
Civil and Structural Engineering at 2766
6045. For organizational information,
please contact School of Professional
Education and Executive Development
(SPEED) at 2766 5388.
China Roads and Highways
Investing in China Road & Highway Projects
Date: 3-4 June 2002
Venue:
Hilton Hotel Beijing, China
For more information, please contact:
The Asia Business Forum
Tel: (65) 6536 8676
Fax: (65) 6536 4356
Address: 3, Raffles Place, #06-01
Website: www.abf-asia.com
Forthcoming Annual Dinner
and Ball 2002
Invite your friends and colleagues
to a great evening!! The CILTHK
Annual Dinner and Ball will be held
on 26 April at the Island Shangri-La
Hotel. It will provide an invaluable
opportunity for members, guests
and local dignitaries to meet
socially and exchange professional
views on transport and logistics
issues in a most pleasant venue and
amicable atmosphere. It promises to
be an event full of FUN and
ENJOYMENT for all. Mark you
diaries now! Watch the e-mail for
more news about this event.
CILTHK Mr. John Major, Guest of Honour
of Annual Dinner & Ball 2001

CILTHK Newsletter issue 9 14
committee news
Graduate
and Summer
Employment
for PolyU
Students?
This year, over 4,000 graduates and about 5,000 under-graduates from a wide
spectrum of courses will be available for graduate employment from end May and
Summer employment from end May to end August respectively.
If your company has suitable vacancies for our students, you can post your
advertisement on-line at the Joint Institution Job Information System (web-site
http://www.jijis.org.hk). For further information, you are most welcome to
contact our staff members:
Telephone E-mail address
Miss Sue Wong 2766 6793 saswong@inet.polyu.edu.hk
Mrs. Tina Lau 2766 6790 satina@inet.polyu.edu.hk
Counselling Services Section, Student Affairs Office
The Hong Kong Polytechnic University, Hunghom, Kowloon
welcome to new members
Upgrage to Chartered
Member (MCIT)
CHAN Ka-yiu
CHAN Pui-lam, Peter
CHENG Kam-wah
CHOI Kai-fook
KAN Shiu-wong
KWAN Chung-lam
LAU Pui-wing
LEE Tak-kin
MOK Chun-kau
POON Kai-chuen, Raymond
WONG Yuk -ping
Yeung Min-jing, Anna
New Chartered
Member (MCIT)
CHAN Hok-kan
CHAN Kai-yuen, Michael
CHAN Lau, Rodney
CHAN Ling-yau, Philip
CHENG Ka-lai
CHEUNG Yu-piu
CHOW Shek-wah
HO Chung-kan
IP Hoi-ming
LAM Chak-yen, Chapman
LEE Wai-kwok
LEUNG Chung-ching
LEUNG Kwok-wing
LEUNG Pui-shan
LO Kwong-pui, Franscis
TSE Yee Mei
YIU Ka-so
YU Kang-wai, Daivida
New Associate
Member (AM)
CHAN Chi-sum, Sammy
CHAN Kwok-hung, Jimmy
CHANG Kin-ling, Benjamin
CHENG Hau-king
CHOW Hon-wang
HO Siu-hung
KWAN Wai-hoi, Michael
KWONG Yau-kuen, Kenny
LAU Cho-hung
LEE Yuk-ling
LI Wai-cheung, Rico
LING Chun-cheung, Dennis
LO Oi-lin
LO Wei-wing
MAK Shing-Pong
OR Chor-chau
TAM Tak-chiu
TSOI Kwok-ying
WOO Ming-lap
YAU Bun
YIP Mei-wan
YU Sze-ning, Sandy
New Affiliate
Member (AF)
KIANG Yee-wing
LAI Choy
LAM Chuen Chung
LAU Chi-pun
LAU Siu-kit, Albert
LIU Suk-hang
TAM Pui-wah
New Student
Member (S)
CHAN Chi-man
CHAN W.H. Arnold
CHAN Wai-pong
HON Cho-yiu
LAM Chi Keung
LAM Chi-fung, Eric
LEE Chi-hung
LEE Sin-yan
WONG Mo-yiu, Gary
Yeung Pui-shan
YUEN Koon-kwan
New Organisation
Members
The Cross-Harbour
(Holdings) Limited
Efacec Atal Transport Sytems
Limited
Borneo Maritime Limited
Kerry Logistics Network
Limited
Modern Terminals Limited

CILTHK Newsletter issue 9 15
cilthk office
Seminar room
available
for hire
Our seminar room of 550 ft2 (suitable
for about 30 people classroom style and
25 persons U-shape style) is available
for hire on weekdays between the
hours of 10.00 a.m. and 8.30 p.m. and
on Saturdays from 9.00 a.m. to 1.00 p.m.
Consideration may also be given to times
outside these hours in certain circumstances.
Discounts of up to 30% may be negotiated
for regular bookings and consecutive days.
• For further information and booking inquiries
please phone 2866 6336 or fax 2866 6118.
Room Rental Charges
Duration CILT Members/Sponsors Others
Per hour (minimum 2 hours) HK$500 per hour HK$600 per hour
Per half day (4 hours) HK$1,800 HK$2,200
Per day (8 hours) HK$3,300 HK$4,000
Facilities (optional) Rental Charges
Item HK$ per 2 hours HK$ per half day HK$ per day
LCD data projector $300 $500 $800
Overhead projector $200 $340 $600
TV and VCR $200 $340 $600
Wireless microphone $50$70$1 0
Flip chart $100 $120 $150
Photocopying
$2 per page
Transparency
$3 per page
Publication
Newsletter
team
Editor :
David C.S. Ho
Joseph Tsui
Ng Kwok Wah
Peter Ng
Stephen Ip
Sam Chow
Deadline
For Next
Newsletter
Advertising Inquiries
Full page ($HK) $5,000,
half page $2,500,
quarter page $1,000.
Friday 3 May 2002
Special offer: 30% discount for CILTHK
members.
Transport related items are particularly
welcomed.
Please contact Ms. Edith Wan
Tel: 2866 6336 Fax: 2866 6118
Send copy, preferably in electronic format, to
CILTHK at info@cilt.org.hk
Photos should be good quality colour prints or slides. Digital
photos are not suitable unless they are of very high
resolution. Please send all photographs to the CILTHK office.
LAYOUT AND PRINTING BY CD CONCEPT