B.DOLGORMAA: WE TAKE PRIDE IN SUCCESSFULLY LEADING A MAJOR RAILWAY INFRASTRUCTURE PROJECT

In May 2021, during the outbreak of global COVID-19 pandemic, B. Dolgormaa was appointed as the CEO of “Bodi International,” the flagship company of the “Bodi Group.” At that t ime, “Bodi International” had begun working as the general contractor for the construction of the 233.6 km Tavantolgoi Gashuunsukhait Railway Project. Amid a global lockdown and a nationwide halt in business activities, this young woman took on the responsibility of leading a company tasked with completing a mega-project in a short timeframe. In Mongolia, there has long been a perception that large-scale projects, especially in energy, roads, and railways, are typically led by men. Even today, 80 percent of the workforce in the infrastructure and construction sectors consists of men, and most companies and projects in these sectors are managed by men. However, Dolgormaa has broken that stereotype. She successfully completed and delivered a major railway infrastructure project and is now leading the group company, which is implementing the Buuruljuut Thermal Power Plant Project, a company predominantly staffed by men, which serves as a clear example of breaking such stereotypes

-Bodi International is a company with over 30 years of history. As old as the Democracy of Mongolia. The company has now reached maturity and is thriving. What can you say about the achievements of Bodi International?

-Bodi International was founded in 1993 and has now been operating for 32 years. It is one of the first private sector companies established during Mongolia’s democratic era. Just like a human life, businesses go through cycles, and our company has endured and evolved through its own journey. Personally, I’ve been involved in more than 20 years of the company’s development history. After graduating from university, I started my career as an economist at Golomt Bank. Our group has traditionally focused on sectors like banking and finance, mining, construction, real estate, and information technology. Today, however, Bodi International is placing greater focus on infrastructure projects. Economic and social development of Mongolia fundamentally depends on infrastructure. Infrastructure projects are unique due to their large scale, complex engineering solutions, significant human resources, advanced technology, and the need for robust f inancial backing — making them difficult for just any company to undertake. Private sector companies with a long-standing history like ours have gained valuable experience across various f ields. Nowadays, they are increasingly thinking beyond profits and focusing on how they can positively impact the national economy. At the same time, the work we do must be effective and yield tangible results. In that sense, our company strives to implement major projects that serve as engines of economic growth.

-Bodi International is currently implementing two major infrastructure projects. I think the Tavantolgoi Gashuunsukhait Railway Project truly tested the capabilities of your company. Was that the case?

-Yes, indeed. The project began at the end of 2019. Given its importance, scale, technology, engineering solutions, and overall cost, it was a mega project by any standard. Naturally, with such large-scale projects come mega risks — but we committed to it wholeheartedly. What gave us the confidence to take it on was the thorough project planning we had done in advance. From the initial designs to assembling a team of highly skilled engineers and experienced managers, we were confident in our ability to deliver. We also had a well structured financial system ready from the outset, which is why we, as the EPC (Engineering, Procurement, and Construction) general contractor, moved forward with the project. The construction was planned to start in late 2019 and be completed within three years. But in early 2020, the COVID-19 pandemic broke out. For Mongolia landlocked country bordering only two nations — this was an unprecedented and force majeure situation.

Bodi International was named among the ТОP-100 enterprises in Mongolia every year Total employees 2000

Border closures and customs restrictions completely changed the business environment, leading to increased costs and time extension risks. The Railway Project had previously been started in 2013 but was suspended in 2015. When we took over the project, we went to the site and reviewed and inspected the previously completed work. Since the engineering structures had been left unattended for years, many had deteriorated or been damaged, and significant repairs and improvements were necessary. The client imposed strict conditions: we had to use the 2013 budget framework, deducting previously incurred costs, and complete the project without any price adjustments. Still, we rolled up our sleeves and signed the contract. This was a project that demonstrated a national company could independently undertake and successfully execute a complex mega project while bearing all associated risks. It involved numerous local and international partners.

The project was based on the feasibility study by AECOM of Australia, and detailed design work was carried out in collaboration with a leading Korean railway company. Moreover, the railway construction brought a significant transformation to the sector. It introduced new technologies, trained and empowered a new generation of skilled workers, and spurred healthy competition in the labor market. After our project, I noticed that national companies began entering railway projects with much more confidence. As a complex engineering project, it required specialists from various fields — railways, construction, energy, signaling and communication systems, and more. While we did bring in foreign consultants and engineers, the management was entirely carried out by a Mongolian company, which is one of the project’s defining features.

-What Did the Engineering Structures and Complex Project Components Include?

-The main railway line stretched 233.6 kilometers, and the project was implemented in six separate packages. These included, the main railway track construction, energy infrastructure, signaling and communications systems, construction of civilian facilities such as two stations, and six passing sidings, supply of the rolling stock — locomotives and wagons — as well as the construction of maintenance and repair depots for the rolling stock. More than 700 domestic and international companies and around 2,000 workers and employees took part in the implementation of this project.

COVID-19 was a major obstacle to construction — yet the project still had to be delivered on schedule. What challenges did you face?

Despite the pandemic, we managed to continue operations without interruption. As a result, we were able to put the core infrastructure into service within the contracted timeframe. However, there were indeed delays caused by COVID-19. For instance, our locomotives were ordered from the United States, and we encountered issues during the supply and delivery phase. Labor shortages also led to some delays. Another significant factor was the war between Russia and Ukraine. It may seem unrelated given the geographical distance, but it had a direct impact. Due to the war, mutual sanctions were imposed between the U.S. and Russia. Some components of the rolling stock manufactured in the U.S. were meant to be sourced from Russia. That was just one part of the complication. Additionally, transportation routes we had initially planned — such as via Kazakhstan — had to be changed, which also caused delays. For example, our locomotives had to be shipped from the eastern coast of the U.S., transported via the Panama Canal to a Chinese port. But the water levels in the Panama Canal dropped, which delayed the shipment. In this globalized world, we witnessed firsthand how even the water level in the Panama Canal could affect the progress of a construction project in the Gobi desert. COVID-19 changed not only business operations but also people’s lives worldwide. Most of our equipment had to be ordered from abroad, and nearly all communication and procurement were done online. Under normal circumstances, we would physically visit suppliers, inspect equipment on-site, and then sign contracts. But during the pandemic, we had to rely entirely on remote coordination and virtual negotiations. We succeeded because we maintained flexible management, made timely decisions, and worked collaboratively as a team. I believe that adaptability and teamwork helped us overcome these challenges.

600 МW Buuruljuut Power Plant project is underway Tavantol goi-Gashuun sukhait Railway Project was successfully implemented The main railway line is 233.6 km

-As a young female executive, were you intimidated when appointed to lead such a major railway project?

-Before taking on this role, I had worked in other companies within the group. Around the time the railway project was starting, I joined the parent company. After graduating in 2018 with a degree in Financial Management from an Australian University, I worked at “Golomt Financial Group.” Once the railway construction began, I was responsible for overseeing the project’s finances and operations. Then, in May 2021, I was appointed CEO of Bodi International. What I want to emphasize is that we worked as one unified team. I mentioned earlier that a number of uncertain factors had been identified in the project feasinility study, when we studied it for the first time. But who will do this work, if we backed off concerning the project-related risks. The project was found to have a significant importance to the nation’s economy. That is why we had to demonstrate our commitment as an individual and as a company. Indeed, we faced a lot of challenges. In Mongolia, there had never before been such a large-scale, comprehensive infrastructure project that included design, construction, and procurement all under one roof. As the EPC contractor, our company successfully implemented this complex project on time. Being the first of its kind, it was a “trailblazer” project, and we knew we simply had to succeed. We had to learn what we didn’t know, apply what we had learned, and, more importantly, share our knowledge and experience with others so future projects could succeed as well. Despite the fact that real outcomes from implementation of a large-scale project come over long-terms, we, the young people, must have a long term vision, aspiration and courage to fulfill our goals. The feeling of shared success, when we look at the real results from our work and say to each others “we did it” , is indescribable in words. I would like to take this opportunity to extend my sincere gratitude to all the employees who took part in the project and to the many domestic and international companies who partnered with us. I hope we can continue working together on even bigger and more ambitious projects — and proudly say: We can do it!

-The second project is the Buuruljuut Power Plant. It was initiated even earlier than the railway project, yet it’s only now in the Implementation Phase.

Yes, our group’s subsidiary company is responsible for implementing this energy project. The initial feasibility studies began back in 2011, and in October 2024, we successfully carried out the first test firing of the plant.

By December of that same year, we began supplying electricity to the national grid. The plant has a total capacity of 600 MW, made up of four 150 MW blocks. The first 150 MW block has already been commissioned and is generating electricity. The second block is scheduled to come online by the end of this year. This achievement is the result of years of dedicated research, development, and persistent effort by many of our professionals and staff. The plant and its associated coal mine are located approximately 120 kilometers from Ulaanbaatar city. One of the project’s key advantages is that the plant is mine-pit located one. This proximity significantly reduces transportation costs and helps keep the overall project expenditure as low as possible. We launched construction in July 2022. In fact, we completed the railway project in July 2022 and immediately transitioned into building the power plant.

-What other projects is Bodi International involved in?

-We’re working on several projects. For example, in the construction sector, we’re participating in specific civil construction EPC (Engineering, Procurement, and Construction) works related to the Oyu Tolgoi project. We’re also involved in various infrastructure developments in the capital city. Going forward, we aim to continue implementing infrastructure projects that contribute to Mongolia’s long-term development, create foundational progress, and incorporate engineering innovation. At present, we are focused on completing our ongoing energy projects, while also initiating feasibility studies in renewable energy. There remains tremendous work to be done in Mongolia’s infrastructure sector, especially in energy, roads, and railways. I believe it is Mongolian companies and Mongolian engineers who must build the capacity to carry out these developments.

-What do you think contributes to the success of women in business?

-When I look at successful entrepreneurs, I often see that their persistence, discipline, eagerness to learn, and ability to embrace change all play a key role. These qualities seem to be more prevalent among women in business. Being ready for change, maintaining consistency in learning, and staying open to new ideas — these are the defining traits of a modern mindset.

-Bodi International is one of Mongolia’s TOP-100 Enterprises. How much does the company contribute in taxes each year?

-Yes, we were named among the TOP-100 enterprises in Mongolia every year. During the implementation of the railway project alone, we paid MNT 250 billion in taxes. I believe that reflects a meaningful contribution to the country’s development.