LIN Maode (SZMC)

A personal dialogue with
Mr. LIN Maode

Board Chairman
Shenzhen Metro Group Co., Ltd.

 

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1. Would you please share with us your experience working in the field of public transport? How many years of total experience you had in this field? What’s your exact job at the current stage? And could you tell us some of your previous job background?
[Mr. Lin] “I joined Shenzhen Metro Group Co., Ltd. as the Vice General Manager in 2006. During the period of 2007-2012, I was the General Manager of Shenzhen Metro Group, then after I became the Chairman of the Board of Directors. I have been involved in the metro industry of public transport for more than 8 years.

Prior to joining Shenzhen Metro, I worked in Zhenye Group Co., Ltd (a listed real estate company)in Shenzhen China successively as the Chief Economist and the Vice General Manager. Prior to that, from 1983 to 1992, I was a lecturer of Southwestern University, Finance and Economics, in Chengdu China.”

 

2. What lets you believe in public transport? What role you see in “Public Transport” and its link to the society, to environment, and to economy? From a city or country’s point of view, what is the most critical factor that helps or refrain the development of public transport?
[Mr. Lin] “Public transport is safe, convenient, comfortable, economical and environment-friendly. These are the reasons I believe in public transport, and because of these reasons I have been following the occupation ethics in my public transport involvement for many years.

With the economic boom and accelerated urbanization, it’s really a challenge to cope with passenger demand and to meet the mobility needs of our contemporary society. In Shenzhen City’s situation, we have many constraints in resources planning for transport, environment and land as well as the huge population pressure. The TOD strategy is the inevitable choice.

From a country or city perspective, the problem of lack of funding always remain the bottleneck of the development of public transport. However, the lack of innovative idea and methods are the deeper reasons for challenges in solving the capital shortage."

 

3. UITP practices the belief of “Grow with Public Transport”. How does it relate to your current role? How relevant is that to the business strategy of your organization?
[Mr. Lin] “For a long time, Shenzhen Metro Group Co., Ltd. has practiced the concept of “building metro is building city” and “Metro construction leads the city`s development”.  Our concept is essentially consistent with the belief of UITP, “Grow with Public Transport”, both targeting to promote city`s development, better mobility and environment-friendliness. For this purpose, we had developed our own innovative quaternary-development strategy whereby the business scope consisted of construction, operation, property development, investment and financing. By design integration and implementation of both ground-level and underground spaces; we have achieved intensive use of urban land for metro construction; we have maximized the comprehensive benefit of “metro + property” strategy; and we have shaped a fundamental formation mechanism or a development mechanism. Therefore, we explored a sustainable way for Chinese Metro in Mainland China, which may also be a good reference for developing public transport at home and abroad.”

 

4. During your many years of work in the field of public transport, what had been the biggest challenge and how did you overcome it? What are the learning other organizations can learn to make development of public transport better.
[Mr. Lin] “Ensuring safety for all passengers is definitely the biggest challenge. For every link from metro construction to operation, we will always put “safety” in the first place, and safety is the VETO indicator. To improve safety work, we established a safety supervision center, formed our safety culture and set up a leadership responsibility system. Moreover, we introduced a risk management system into our operation, carrying out regular drills and training to prevent accidents and reduce loss cost in the event of an accident. In addition, we also informationized the whole productional and managerial process to guarantee each procedure is fully under control. All in all, our ever-exhaustive efforts are to ensure passengers’ safety as much as possible. It is worth mentioning that the end of 2014 marked our metro train service was under safe operation continuously for so many days as 10 years without a single happening of 30+ minutes delay or casualty.”

 

5. UITP is an association connecting all in the sector – authority, operator, industry supplier, academic and institute. How do you use UITP to help grow your idea and ambition in the development of public transport?
[Mr. Lin] “Firstly, we make use of the UITP platform to broaden our horizon and absorb the world’s most advanced metro technology and management method. Secondly, at this platform, we share our corporate strategy, our thinking of the future development and our innovative practices as we feel obliged to share internationally. Lastly, through this UITP platform, we highly value the friends we made, whom we engaged in enlightening intelligent exchanges and discussions on developing public transport sector.”

 

6. What would be the one phrase you give as a piece of advice to those young talents who want to devote their energy in the public transport sector?
[Mr. Lin] “To remind yourself that you are always responsible of passengers’ safety and your effort is much meaningful and fruitful!”

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