PAUL DYSON: THE UB METRO PROJECT AIMS TO LOCALIZE AND ADOPT BEST PRACTICES IMPLEMENTED IN THE UNITED KINGDOM AND OTHER COUNTRIES

The company “Crossrail International,” operating under the United Kingdom’s Department for Transport, is participating in defining the strategy for the Ulaanbaatar Metro Project. We spoke with Paul Dyson, CEO of the company and Strategic Advisor for the “Ulaanbaatar Metro” project.  

Could you briefly tell us about Crossrail International’s experience and the projects you have implemented internationally?

It is an honor for me to have the opportunity to participate in the Ulaanbaatar Metro Project. Let me briefly introduce myself. My name is Paul Dyson, and I am the CEO of Crossrail International. Our organization operates under the United Kingdom’s Department for Transport. We work on metro and railway projects around the world, sharing the United Kingdom’s best practices. We are working to introduce British and international expertise into Ulaanbaatar. Our organization primarily shares experiences gained from major infrastructure projects implemented in the United Kingdom, including major developments such as the Elizabeth Line in London. The Elizabeth Line marked a new era in the UK’s infrastructure development and generated many best practices, which we aim to apply in the Ulaanbaatar Metro Project. Our goal is to transfer knowledge and experience from both British and international projects into the Ulaanbaatar initiative.

London is known not only as the first city in the world to build an underground metro but also for having one of the most extensive urban transport networks. Being able to work with such experts is an honor for any country. Implementing a metro requires integrating many strategic components - from safety and engineering to planning and design. What role does your team play in this project?

You are absolutely right. The United Kingdom was the first country in the world to build a metro in London and to establish the type of client organization needed for such a project. Through this, the UK gained extensive experience in construction, design, organizational structure, and - most importantly - how to ensure long-term value and benefits from such projects.
The Ulaanbaatar Metro is a very large-scale project. It will bring numerous social, economic, environmental, and other long-term benefits to the city - a legacy for future generations. Therefore, Crossrail International is supporting the project by identifying and solving potential technical and organizational challenges, ensuring these issues are properly reflected in tender documents and technical requirements, and helping guide the project toward successful implementation. For example, one of the topics I discussed at the Mongolia Economic Forum was TOD - Transit-Oriented Development. TOD is important because it creates revenue streams that support other development needs and, in the long run, can help recover a significant portion of the project’s investment costs. The key is that it must be meticulously planned from the start. For the Ulaanbaatar Metro, the initial planning work has begun under the leadership of the consulting firm "Dohwa Engineering," which is very positive. Our role is to conduct a third-party review of this plan, propose additional ideas and approaches related to TOD, and explore further opportunities.
I would also like to mention the Memorandum of Understanding signed with the UK Export Finance (UKEF). This opens up many opportunities for cooperation and potentially creates conditions for the UK to participate in future stages of the project. Our responsibility is to act as the project’s long-term strategic advisor, supporting and guiding the project team toward successful implementation. This is our mission. Crossrail International is a government-owned organization, and so is the entity implementing the Ulaanbaatar Metro. Therefore, successful implementation of this project is extremely important for us. This project is also significant for strengthening relations between Mongolia and the United Kingdom. The Ulaanbaatar Metro is an exciting and transformative project for the city - an invaluable opportunity to modernize and upgrade the capital’s transport system. I believe this line will become the beginning of many metro lines in the future.

Many people assume a metro only means underground structures, but in reality, it involves a wide range of technical, technological, safety, human-resource, and environmental considerations. What broader benefits do metro systems bring to global cities?

This is an important question. Metro systems are inherently complex and require not only well-designed financial structures and organizational systems, but also precise coordination during construction and future operations. Therefore, a capable and resilient client organization is essential to manage the numerous risks involved. In my view, this is where Crossrail International’s strength lies. By leveraging our experience, we aim to support the project team in monitoring and managing risks throughout all implementation stages.
One of the biggest risks is systems integration - ensuring that rolling stock and all other operational systems work seamlessly together to meet operational requirements. This is one of the biggest challenges globally. We have substantial experience from the UK and other international projects in managing this issue. Even under EPC (Engineering, Procurement, Construction) contracts, system integration risks remain significant, so the client organization must be able to manage them. On the Crossrail/Elizabeth Line project, we faced many issues when putting the line into operation - but we learned immensely from that process. We established a strong, well-organized client structure and implemented risk-reduction methodologies. Our goal is to bring these lessons learned to the Ulaanbaatar Metro Project and support successful delivery. In addition to system integration risks, there are other common challenges - in particular, land acquisition and logistics. Ulaanbaatar is a highly congested city. Since the metro line will run along the city’s central corridor, construction and logistics must be planned carefully to avoid disrupting city operations. These factors can be risks, but they are also opportunities.
Ultimately, the most important goal is to successfully commission the line and have a fully prepared operations and maintenance team ready to run the system. To meet all these complex and multi-layered requirements, detailed and integrated planning is essential. Fortunately, we have time to plan - but this time must be used wisely.

Major infrastructure projects inevitably have environmental impacts. What positive and negative environmental effects should be expected from a metro system?

Another important question. I know that Mongolians deeply value their environment and homeland. Environmental well-being is inseparable from people’s quality of life. Therefore, a major infrastructure project like this must aim to improve the quality of life and contribute to a healthier, more sustainable urban environment.
From an environmental perspective, two main aspects must be considered:
1. Reducing carbon emissions during construction.
This can be addressed through standards, technical requirements, and material selection - for example, using low-carbon concrete, recycled steel, and other sustainable materials. The UK has world-leading experience in this area, and we aim to incorporate these innovations into the Ulaanbaatar Metro’s planning and implementation.
2. The long-term environmental benefits.
Once operational, the metro will allow people to shift away from private cars and choose public transport. This will meaningfully reduce air pollution and greenhouse-gas emissions. Increased use of public transport also encourages more walking, which positively impacts public health. For example, the Crossrail (Elizabeth Line) project demonstrated the environmental and transport benefits a modern metro line can bring. After opening, passenger numbers grew extremely rapidly - reaching the projected five-year ridership level in just 2.5 years. More than 30% of passengers had never used metro services before, showing that they shifted from private cars to more environmentally friendly transport. We expect similar outcomes in Ulaanbaatar, bringing environmental, public health, and smart-city benefits. Ultimately, I firmly believe this project will pave the way for a cleaner, healthier, smarter, and more sustainable future for Ulaanbaatar.

Thank you for your time. We wish you success in your work.