Born into a family of engineers, Dr. Jacob Kam, Chief Executive Officer of MTR Corporation, developed a natural interest in engineering from a young age, which paved the way for his academic achievements and professional success.
In the December chapter of our “Dialogue with the General Committee Series,” he reflected on the transformation of Hong Kong’s railway system over the past three decades since he joined MTR in 1995.
“Back then, our network consisted of only three urban lines, totalling about 16km,” he recalled. Today, the corporation operates a 270km railway in Hong Kong and manages over 2,000km of railway across the Mainland, Australia and Europe. In addition to this extensive rail network, MTR oversees 16 shopping malls and more than 121,000 residential units developed and sold under the Rail plus Property model.
As a key player in the public transport systems of various cities, MTR’s goal is not to be the number one provider, but to fulfill its purpose. “Our aim is to keep cities moving, and moving is not just about mobility; it’s also about helping cities progress by enhancing urban lifestyles,” Kam explained.
In Hong Kong, transport planning is primarily a government-led initiative, with the Government overseeing and coordinating the overall development of the transport system territory-wide. Nonetheless, MTR’s role in the public transport network is crucial. “Building railways is akin to building cities. We do not only create the railway but also develop the communities along the route. Whenever the Government decides to build a new railway, we assist in refining the alignment, determining station locations, and planning around those stations,” he stated.
Like many companies, MTR has faced a long-standing challenge with manpower shortages. Kam acknowledged that train driving is not perceived as an appealing job, making it difficult to attract train captains, particularly among the younger generations. He believes that the ultimate solution lies in transitioning to unmanned operations.
Today’s workforce has distinct expectations. To retain and accommodate the new generation of workers, MTR has restructured work modes and career development approaches to align with contemporary trends. For instance, some employees prefer not to work full-time for 42 hours a week yet desire the benefits of permanent staff status. This led the company to redesign certain roles to cater to “half-time” permanent staff who work only 21 hours a week.
Regarding leadership, Kam describes himself as “rather democratic, probably more democratic than a typical CEO.” He elaborated: “I believe in people’s potential. Instead of dictating the direction and operations of the company, I aim to create an environment where my colleagues can grow and excel. At MTR, staff are encouraged to participate in decision-making and solution development.”
Kam also emphasized that innovation and technology will be key drivers of service enhancement in the future. “In recent years, we have integrated numerous innovative technological solutions, such as big data analysis and video analytics, into all aspects of our business, resulting in improved service performance. The metro industry is increasingly embracing technology.”
The next decade promises to be an exciting period of expansion for MTR. “Ten years from now, our network will be far more comprehensive. We will lead the industry in many aspects, but more importantly, we will provide significantly better services to our customers in Hong Kong. This progress will hopefully enable us to expand further into other places.”