Purpose-Driven Leadership: The Journey to World-Class Public Transport
Mr Ngien Hoon Ping, Group Chief Executive Officer, SMRT Corporation Ltd
An engineer by training, SMRT Group Chief Executive Officer Mr Ngien Hoon Ping brings decades of leadership experience spanning public transport, engineering, operations, logistics, supply chain management and public service.
Before joining SMRT, he served as Chief Executive of the Land Transport Authority (LTA), where he shaped Singapore’s land transport system at the national level. He subsequently led FairPrice Group’s Supply Chain Business before taking the helm at SMRT. SMRT is Singapore’s dominant rail operator, with operations across rail, buses, taxis and commercial services.
Building upon the foundation and culture of Kaizen in SMRT, he continues to work with his team to position SMRT as one of the most top metros worldwide in terms of rail reliability. It is also increasingly recognised for its service excellence and push towards AI and technology. That commitment was recognised by UITP in June 2026, when SMRT received the Impact Award for Communities in Stations – Inclusivity, under the Mobility Equity & Social Inclusion category.
In this UITP Asia-Pacific Spotlight interview, Mr Ngien reflects on a career in public service and a deep sense of responsibility to Singapore and Singaporeans. His leadership philosophy, grounded in genuine care for people and a commitment to doing what is right, continues to guide SMRT in providing a safe, reliable, inclusive and future ready public transport system for Singapore.
What inspired you to pursue a career in the public transport sector?
Public transport is ultimately about serving people. It connects communities, opens up opportunities, and keeps a city and its people moving. Public transport is more than buses and trains. We often think about it as a people business. It exists to facilitate our day-to-day lives. What we endeavour to do each day is to make these journeys as “uneventful” as possible. Then we would have done our jobs well.
For me, the calling was clear: to make public transport safe, reliable and accessible. The lifestyle component is just as important. That’s why it’s in our vision statement. We exist to enhance the lifestyles of our commuters. Personally, I hope to build something that Singaporeans are proud of – that emotional resonance. For many of us, SIA is the benchmark, and I think SMRT has what it takes to be the SIA of public transport as well.
So previously, when I was offered the opportunity to lead the Land Transport Authority of Singapore, and later SMRT, I said yes without hesitation. It is a privilege to serve Singaporeans in such a fundamental and meaningful way.
In a dense, urban city like Singapore, what we do every day at SMRT has a direct impact on millions of commuters. That sense of responsibility and privilege continues to inspire me.
Which is the city that is close to your heart and why?
Without a doubt, Singapore.
This is home. It is where I was born, where I grew up, and where I was given opportunities to learn, serve, and lead. Everything I have achieved is built on what Singapore has provided.
That is why I believe strongly in giving back, to contribute meaningfully to our nation, and to help build a public transport system that future generations will be proud of. At SMRT, we may not be perfect, but we adopt a continuous learning approach to learn lessons. It’s the Kaizen culture that we are proud of.
Singapore is small, but I think our willingness to learn from the best has always been big. That sort of learning spirit and aptitude will continue to serve us well.
What is your definition of success?
I think of success as a lifelong journey, and along the way, we have to keep doing the right things, make the right decisions.
I’ve been inspired by John C. Maxwell’s book, ‘The Success Journey’. I see success as purposeful daily progress – being clear about my life’s goals, continuously learning, adding value to others, making things better, and upholding integrity in all we do.
I’ve mentioned our Kaizen culture, where we are always looking for ways to make incremental improvements in our work. One example is Depot 4.0. This is where we revamped a 40-year-old depot by introducing automation, streamlining work processes, adding technologies to make work lighter, more efficient for our workers.
And we did all this in consultation with our mechanics and engineers on the ground. To me, when the people on the ground are excited about the changes, are energised by how work is improved for them – that is success.
What keeps you motivated?
For me, it is the deep sense of purpose.
When you focus on the mission – serving commuters, supporting your colleagues, and improving lives – you draw energy from something larger than yourself.
I stay motivated by being others-centred: helping my team succeed, enabling people to grow, and seeing the positive impact of our work on society. When your work uplifts others and contributes meaningfully to the community, that motivation will keep you going.
What is your motto for keeping team morale high?
It starts with genuine care for people.
It’s important to listen actively, support meaningfully, and create a safe environment where everyone feels respected and empowered to explore ideas. At SMRT, we anchor this in our R.I.S.E. values: Respect, Integrity, Safety & Service, and Excellence. You will hear me doing the R.I.S.E. shout-out every chance I get.
When leaders walk the ground, engage sincerely, listen intently and stand with your teams – trust deepens, and performance follows. This is why our regular Gemba walks at SMRT are so important. They allow leaders to connect directly with frontline staff, understand challenges first-hand, recognise good work, encourage open dialogue, and reinforce a shared commitment to safety, service, and excellence.
