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Delhi Metro Airport Express Line (AEL) from New Delhi Metro Station to Dwarka Sector 21 linked the Indira Gandhi International Airport. The line was operated by the Delhi Airport Metro Express Pvt Limited (DAMEPL), a subsidiary of Reliance Infrastructure (RInfra), the concessionaire of the line. The AEL was opened on February 23, 2011. Due to defects with the civil structure on the elevated section of the line, it was temporarily shut down on July 8, 2012. DAMEPL had been unable to run the AEL profitably ever since it started operations due to poor ridership and high operating costs. After three months in October, 2012 with the repairs nearly completed, RInfra had to take a call on the way forward.

This case provides an opportunity to discuss the design and implementation of a Public Private Partnership project. It describes the Delhi Airport Metro Express Line project from conception to completion, and the subsequent dispute between the Public and Private partners leading to the Concession Agreement going into arbitration. Students discuss the reasons for failure and come up with suggestions for another metro rail project currently in the design stage.

For anyone involved in moving large numbers of people, indeed in any aspect of crowd management, the biggest threats are ignorance of crowd behavioural dynamics and complacency. When the Mass Transit Railway Corporation (MTRC) in Hong Kong was faced with excessive passenger growth, serious safety problems and concerns arose. As part of a study into “Passenger and Crowd Behaviour Safety”, the author recommended that staff be put through a comprehensive programme of passenger management and behaviour training. As a result of this he was asked to design and deliver such a programme, consisting of two‐day modules for all those directly concerned and one‐day modules for all other managers throughout the organisation. These have now been followed up with update training, and a redesigned course has been implemented for the new Airport Express railway.

The Mass Transit Railway Corporation Ltd (MTR) of Hong Kong implemented a total management system (TMS) in its operations engineering department in 1998. In view of the many benefits brought about by TMS upon its implementation, the system has extended to cover the railway operations since 1999. Comparing performance before and after the implementation of TMS, almost all balanced scorecard indicators have shown improvement well beyond the target levels. This paper highlights the performance differences before and after the implementation of the TMS.

This study investigates human behavior, specifically attitude and anxiety, toward humanoid service robots in a hotel business environment.

The researcher adopted direct observations and interviews to complete the study. Visitors of Henn-na Hotel were observed and their spatial distance from the robots, along with verbal and non-verbal behavior, was recorded. The researcher then invited the observed hotel guests to participate in a short interview.

Most visitors showed a positive attitude towards the robot. More than half of the visitors offered compliments when they first saw the robot receptionists although they hesitated and maintained a distance from them. Hotel guests were also disappointed with the low human–robot interaction (HRI). As the role of robots in hotels currently remains at the presentation level, a comprehensive assessment of their interactive ability is lacking.

This study contributes to the HRI theory by confirming that people may treat robots as human strangers when they first see them. When a robot's face is more realistic, people expect it to behave like an actual human being. However, as the sample size of this study was small and all visitors were Asian, the researcher cannot generalize the results to the wider population.

Current robot receptionist has limited interaction ability. Hotel practitioners could learn about hotel guests' behavior and expectation towards android robots to enhance satisfaction and reduce disappointment.

Prior robot research has used questionnaires to investigate perceptions and usage intention, but this study collected on-site data and directly observed people's attitude toward robot staff in an actual business environment.

A significant milestone of the quality journey of the MTR Corporation (MTR) was the establishment of the ISO 9000‐based quality management system (QMS) in its core departments. Adopting the ISO 9000 standards, the QMS provided a framework for the Corporation’s quality, safety and environmental management systems, linking and standardizing all work processes from the top management down to the shopfloor. Various initiatives of the MTR’s integrated management system (IMS) such as core business process maps are developed with a view to link all constituent activities of the railway into its core business processes. The Corporation’s quality endeavours were publicly recognized by the ISO 9000 certification in 1992 and by the new version in 2000. This paper shares the MTR’s experience on how its IMS can achieve ISO 9001:2000 certification.