On Track For Success
Singapore’s Mass Rapid Transit (MRT) system has grown from strength to strength since the launch of the North-South Line in 1987 – so too has the career of Mr Moksin Mahsan, who joined SMRT Trains in 1986.
Recalling the buzz around the government’s decision to build the MRT system, Mr Moksin, said that he was attracted to the industry as it offered stability. “In 1986, Singapore was still recovering from a recession. I was on the lookout for more secure opportunities after four years doing sales and design at an air-conditioning firm,” he shared.
Mr Moksin Mahsan joined SMRT Trains as a railway supervisor in 1986, a year before the MRT system officially opened.
Mr Moksin was also motivated to contribute meaningfully to the then-nascent vision of building a transportation system that could move millions of people across Singapore daily.
Starting out as a railway supervisor a year before the MRT system officially opened, Mr Moksin eventually became a senior manager in the North-South and East-West Lines’ Operations Control Centre in 2017. His long and distinguished career underscores not only his personal achievements but also the ample opportunities for growth and progress in a vibrant and essential industry.
“In the Operations Control Centre (OCC), we ensure the smooth operation of trains to provide safe, timely and reliable service to our commuters,” he shared. “We also manage delays and work closely with the Land Transport Authority (LTA) and other line operators to minimise inconvenience to our passengers.”
As a senior manager in the Operations Control Centre, Mr Moksin says that it’s important for him to provide clear directions and guidance to his team especially during time-sensitive situations such as train delays or security incidents.
Even with his wealth of experience in other roles – including as a chief controller that oversaw the daily operation of train services for the North-South and East-West Lines – Mr Moksin was initially apprehensive about whether he could make the right calls during time-sensitive situations, such as train delays or security incidents, during his early days working in the OCC.
“Poor decision-making impacts service recovery and safety for both commuters and ground crew,” he explained. “It’s important that I provide clear directions and guidance to my team to ensure that incidents are resolved effectively and swiftly.”
To ensure he could excel in his current role, he actively sought insights from his colleagues and meticulously reviewed every incident. His methodical approach not only facilitated the acquisition of essential information but also sharpened his situational awareness, empowering him to anticipate possible operational challenges with precision.
“AS WE ARE NOT FRONTLINERS, MOST PEOPLE ARE UNAWARE OF WHAT WE DO IN AT THE OPERATIONS CONTROL CENTRE (OCC). THE OCC IS A 24/7 NERVE CENTRE WITH A VIEW OF THE ENTIRE NORTH-SOUTH AND EAST-WEST LINE NETWORKS. OTHER THAN MANAGING TRAIN SERVICES, WE PLAY A VITAL ROLE IN ENSURING THE SAFETY OF COMMUTERS.”
– MR MOKSIN MAHSAN, SENIOR MANAGER, OPERATIONS CONTROL CENTRE
BUILDING A CAREER THROUGH GROUNDBREAKING PROJECTS
One of the most satisfying moments of Mr Moksin’s career emerged from one of its most challenging periods: The upgrading of the old legacy signalling system to the new Communications-Based Train Control (CBTC).
The mammoth project spanned four years. From 2015 to 2018, Mr Moksin and his team went through multiple trainings, along with testing and commissioning rounds, leading up to trial runs on the East-West Line and later on, the North-South Line.
He recounted: “The transitional period was very tough as we needed to overcome system faults that we were unfamiliar with.”
Mr Moksin says that the upgrading of the old legacy signalling system to the new Communications-Based Train Control was a significant milestone for him and his team.
In 2019, the trial runs were completed and the OCC itself shifted from Victoria Street to Kim Chuan depot, marking the end of an era.
“We learnt and worked together as a team. We are now armed with new knowledge and skills,” reflected Mr Moksin. “This was a significant milestone for all of us, and I am happy and proud to have been a part of this meaningful transformation.”
A CAREER THAT OFFERS GROWTH AND LONGEVITY
Like Mr Moksin, Mr Tengku Mohamed Boestaman, a duty operations manager at SBS Transit, was drawn to the rail industry for the ample opportunities it offered to do something meaningful as a career.
After more than 12 years in the manufacturing sector, Mr Tengku was looking to transition to a more stable industry during a global downturn in 2000. He joined SBS Transit in 2001 and was seconded to LTA as a works train operator for a year to gain more experience in train operations.
Mr Tengku Mohamed Boestaman oversees 34 stations, 52 trains and 160 staff members in his role as a duty operations manager at SBS Transit.
Over time, Mr Tengku rose through the ranks following stints in the Sengkang-Punggol Light Rail Transit (LRT) system as a trainer and a customer service executive before being deployed as a station manager at the North East Line in 2007.
With his strong work ethic and excellent performance, Mr Tengku was promoted to a duty operations manager in 2019. He oversees the 34 stations, 52 trains and 160 staff members of the Downtown Line when he is on shift, in addition to carrying out station exercises and operational planning.
“The daily challenges – which span manpower planning, executing projects, managing staff and contractors, dealing with passengers, and handling audits and assessments – keep each day interesting and engaging,” he said.
What gives Mr Tengku the greatest satisfaction, however, is building relationships with passengers. He fondly recalls striking up friendships with a group of students who would greet him whenever they took the train, witnessing them mature from primary school students to youths attending college. “The front-facing nature of the job, where I get to interact with people from all walks of life and help them with their journeys, makes it meaningful and satisfying,” he added.
A DAY IN THE LIFE OF A STATION MANAGER
5.30am: Inspect the communications log for any outstanding issues from the previous shift that require follow-up actions. Ensure that all equipment is working and that the station is ready to receive its first passengers of the day.
6.30am: Do a station walkabout, including safety and security checks. These checks are performed every two hours throughout the station’s operating hours.
7.30am to 9.30am: Manage the morning peak-hour rush. “I will be at the station platform to help manage passengers’ entry to and exit from trains,” recalled Mr Tengku. “I will also handle passengers’ queries, assist the ones who need help topping up their EZ-Link cards, and ensure the safe and smooth running of the station.”
Rest of the day: Manage a team of assistant station managers, conduct refresher trainings and assessments, and handle administrative tasks like manpower planning.
ESTABLISHING CONNECTIONS WITH COLLEAGUES AND COMMUTERS
Given the people-oriented nature of Mr Tengku’s job, possessing empathy and demonstrating kindness are key attributes that have contributed to success in his role.
During his time as a station manager at Punggol Station, Mr Tengku encountered a regular commuter who used a motorised wheelchair and communicated using a touch-to-talk device. “One day, his wheelchair malfunctioned,” he recounted. “But as I was able to get his address, I offered to push him back home.”
Mr Tengku was glad that he was able to render assistance to someone in his time of need. Following this incident, he forged a friendship with the commuter, who always sought him out to say hello. He even brought his wife along to introduce her to Mr Tengku. The fact that the commuter had gone to great lengths to do so was not lost on Mr Tengku as he had been posted to another station by that time.
Mr Tengku says that as his job is people-oriented, it’s important to possess empathy and show kindness to both passengers and co-workers alike.
Mr Tengku is also appreciative of the caring and supportive environment at SBS Transit, encapsulated in the company’s guiding principle, “SBS Transit CARES”. This ethos not only underscores the organisation’s dedication to delivering excellent service to commuters, but also reflects the company’s commitment to the health and professional growth of its employees.
“BEING ON THE FRONTLINES, OUR JOBS ENTAIL QUICKLY RESOLVING ANY ISSUES THAT MAY ARISE, FROM GIVING DIRECTIONS TO RENDERING FIRST AID, AND ENSURING THAT THE PASSENGERS WHO RIDE WITH US EVERY DAY HAVE A PLEASANT COMMUTING EXPERIENCE.”
– MR TENGKU MOHAMED BOESTAMAN, DUTY OPERATIONS MANAGER, SBS TRANSIT
WHAT ARE SOME ESSENTIAL QUALITIES THAT STATION MANAGER SHOULD POSSESS?
“All station managers should be proactive in solving problems, willing to extend a helping hand to passengers and open to picking up new skills. The tasks we perform vary from the service recovery of station equipment – such as fare gates, ticketing machines and fire alarm systems – to being qualified in first aid,” said Mr Tengku.
“Soft skills are also important when we interact with passengers. We need to be good listeners and be open to feedback. We must also show empathy when passengers are in difficult situations or when our colleagues need our help.”
Mr Tengku helping a passenger with a fare top-up.
Mr Tengku, who joked that the expansion of the Downtown Line from Bukit Panjang to Expo had since expanded his lunchtime options, emphasised that he still has much to learn even after two decades in the railway industry. “Our training needs are reviewed periodically and the organisation is always open to us learning new things so that we can progress in our careers,” he said.
In the near future, Mr Tengku plans to take up more training courses to improve his soft skills. “I look forward to advancing my leadership and management skills, as well as sharing my knowledge with others,” he said. “There is always room for progression if you’re willing to work hard, interact with people from different backgrounds and walks of life, and embrace new perspectives and ways of working.”