theceomagazine.com | 59Bombardier has come a long way in South-East Asia, from
winning its first turnkey systems contract for a 27-kilometre
rail network in Kuala Lumpur in 1992, to winning
Bombardier’s biggest asset replacement contract in Asia on
Singapore’s North–South and East–West MRT line in 2018.
The manufacturer’s proven expertise is evident in the
supply of metro cars and mass transit systems across Asia–
Pacific, with one of the world’s largest fleets of INNOVIA
(metro) operating in Kuala Lumpur at the Kelana Jaya LRT
line. Bombardier is also set to deliver one of Bombardier’s
largest MOVIA (metro) fleets in the world operating in
Singapore’s Downtown MRT line and the North–South and
East–West MRT lines, as well as in the process of delivering
the first monorail for Bangkok’s Pink and Yellow lines.
“With demands on mobility growing exponentially in
South-East Asia, Bombardier must find solutions that work
for everyone. It’s a challenge no-one can meet on their own.
That’s why Bombardier works as a strong team to support
customers in understanding the commuter’s needs, while
striving to create solutions that anticipate the needs of
tomorrow and keep cities moving.”
Across South-East Asia, Bombardier oversees four
specialised centres with 200 skilled engineering experts.
To drive a sustainable performance, Bombardier proactively
orchestrates succession planning and develops local talent as
next-generation leaders. Jay believes growing strong local
roots regionally is a key to market growth and sees the
potential in leaving behind a measurable legacy
by regularly investing in people development, staff
engagement and training, as well as creating diversity
in the workplace.
“We have local graduate program students who
joined Bombardier 10 years ago being promoted to
leadership roles. They are currently Project Director
and Project Manager for Singapore’s Bukit Panjang
LRT line and the North–South and East–West MRT
lines. Our commitment is to continuously invest in
employees and develop local rail system talents for
the long-term needs of regional authorities, as well
as building a sustainable team to increase innovation and
performance,” Jay says.
“Ultimately, success is a team effort. Every employee is
an important part of the team and should always receive
credit for success. It is crucial for management to be aware
of the employees’ limitations and call upon the skills of the
team to complete tasks, as well as spending time determining
how they can improve the result by addressing gaps in
individual strengths and weaknesses.”
As much as Bombardier relies on the efforts of
passionate, skilled employees, it is equally dependent on
the competence of its partners. Companies such as
Hartasuma, ST Engineering Land Systems and KTK Dom
Railway, for example, help Bombardier streamline its
manufacturing processes by providing better products and
high-quality materials and goods. Through this support, the
manufacturer can achieve its ambitious goal of making the
world better connected.
“We look far ahead to see and shape the future of
mobility. Our goal is to continuously find better ways to
bridge distance and bring people together, across cities,
countries and the globe. This is our passion. Every day
around the globe, our dedicated employees work diligently
to break new ground in sustainable mobility and boost
innovation in rail reliability, by providing solutions that create
benefits for operators, commuters and the environment.”