Building trust: Lim Chong Lai

Construction companies often speak about scale, complexity and engineering excellence. But for Lim Chong Lai, Managing Director of Kajima Overseas Asia (Singapore), the true measure of success is simpler and harder to achieve: trust.

It’s the trust that buildings will stand safely for generations. Trust that projects will be delivered responsibly. And trust that companies operating at the heart of cities understand their role in shaping communities, not just skylines.

This thinking reflects Kajima’s philosophy as one of Japan’s oldest and most respected construction groups. Founded in 1840, the company has spent more than 180 years helping to shape modern Japan through landmark projects, national infrastructure and pioneering engineering achievements.

Operating in Singapore’s highly competitive and fast-evolving built environment sector, Lim and his team carry forward Kajima’s heritage while navigating new challenges, namely digital transformation, sustainability demands, workforce shortages and rapidly rising expectations around safety and environmental responsibility.

And for Lim, the journey has been deeply personal. He’s spent nearly his entire professional life growing alongside the company.

"I’ve been with the company for close to 35 years," he tells The CEO Magazine. "I started as an engineer and then worked my way up through the ranks to my current position as Managing Director."

A dramatic transformation

Lim’s story mirrors the evolution of the construction industry itself. When he first joined Kajima, Lim recalls a very different landscape from today’s. Technology was limited and productivity was lower. Many processes depended heavily on manual labor and on-site improvisation. And precision tools that are now stock standard simply didn’t exist then.

"As you can imagine, 35 years ago, the construction industry was like comparing a manual typewriter to a high-end graphic and gaming laptop of today," he says.

"The environment was very labor-intensive with manual labor, using 2D blueprints and cast-in-situ methodology."

But even then, he sensed opportunity.

"I was determined back then to do my part in construction’s evolution," Lim reveals.

The transformation since has been dramatic, to say the least. Today, it’s all about digital design, prefabrication, robotics, data modeling and automation. These innovations have completely redefined productivity, safety and quality control across the sector.

But Lim emphasizes that change didn’t happen automatically. It required companies willing to invest heavily in research, experimentation and innovation. That was something Kajima has long embraced.

In fact, that was one of the aspects that impressed Lim most early on – Kajima’s management approach and willingness to invest in the future.

"Being with a Japanese main contractor, what surprised and impressed me most was the way projects were managed, which is different from local contractors," he explains.

"There was an emphasis on safety, delivery, quality and adopting innovative construction methods to enhance productivity."

Just as important, he says, was Kajima’s long-term investment in research.

"In Kajima, we believe in spearheading the industry forward, investing in research and development to contribute to the development of industry and the economy through construction projects with the presence of our research arm, Kajima Technical Research Institute Singapore," he explains.

"The Kajima team works together to improve the way we build."

Delivering excellence

Innovation in the construction sector has been a double-edged sword. While the benefits are certainly there, companies are now expected to deliver projects flawlessly under tight deadlines while simultaneously transforming themselves to remain competitive in a technology-driven future.

For Kajima, the priorities over the next year-and-a-half reflect both pressures, but first and foremost, the focus is on operational excellence.

"We need to continue and sustain our business," Lim reflects. "For the next 12–18 months and beyond, we will be looking to secure new projects and ensure on-time delivery with quality and zero harm."

Safety continues to remain a non-negotiable, considering a mistake in this industry could carry life-altering consequences. At the same time, Lim says staying competitive demands investment beyond immediate project delivery.

"To stay competitive, we must invest in both people and technology to enhance productivity and quality where we have a balanced AI implementation and robust human development programs," he points out.

Lim’s emphasis on balance is deliberate. Automation and AI can dramatically improve efficiency, but at its core, construction remains deeply human work. Therefore skilled people remain essential to interpreting complex conditions, solving unforeseen challenges and managing teams on-site.

"It’s about building capabilities for tomorrow while delivering excellence today," he says, adding that the company’s third focus is on the talent itself.

"As a stakeholder in a built environment sector, we recognize our strength lies with our people. They are an investment in our future. Therefore, there is a need to attract and retain talented staff through training with remunerations to the market rate."

Innovation as necessity

Beyond talent, the focus shifts to how the business can continue to evolve in a changing environment.

"We strongly believe that innovation is a necessity," Lim says. "Innovation is defined as a process, which brings about new ideas, methods and solutions that have a significant positive impact and value."

And importantly, Lim says it must deliver results.

"It involves transforming creative concepts into tangible outcomes that improve efficiency and effectiveness, or addressing the need to think outside the box to drive progress and break through," he explains.

At Kajima, innovation is not confined to laboratories. Instead, it flows into everyday operations, project management methods and site executions. And teams are encouraged to question existing processes.

"We constantly challenge ourselves to improve our current regimen and set a common mindset that embraces change, welcomes ideation and encourages experimentation," he reveals.

According to Lim, the broader payoff extends beyond company performance.

"If the industry adopts the same mindset, this will eventually lead to economic and social progress, improved quality of life and sustainable development," he adds.

People-first culture

Despite the intense focus on technology and productivity, Lim consistently returns to the people. He sees culture as the invisible structure that supports every successful project.

"The corporate culture of Kajima can be described as a transparent, closely-knit and collaborative working environment among business units," he says.

"A strong corporate culture impacts a company’s success and generates tangible benefits, affecting employee satisfaction rates, retention, productivity and overall business development."

These ideas form the foundation through which Lim builds.

"We don’t build businesses. We build people, and then people build the business," he stresses.

This philosophy plays out through employee development, engagement and recognition across the organization.

"At Kajima Singapore, we are not just shaping buildings, we are shaping the people and systems that will build tomorrow and leave a legacy," he points out.

Kajima actively promotes collaboration and agility while celebrating team achievements, resulting in stronger retention and a unified corporate identity.

And in an industry where the hours are long and the physical challenges and project pressures are routine, maintaining this morale and engagement is critical, he says.

Leading with values

With so much volatility, Lim admits that one of the biggest challenges in his current role is maintaining consistent growth while adapting to change.

"We face ups and downs in our business, and overcoming these challenges proves our resilience," he says.

That resilience is a strong focus for Lim; he wants Kajima to remain future-ready.

"My biggest challenge is ensuring continuity in our business growth and staying profitable," he says, adding that transformation cannot slow.

"There is a need to drive new strategic initiatives, such as young talent training, digital advancement, robotics and automation, developing our talent and ensuring sustainable growth in an evolving landscape."

As a values-driven leader, Lim holds himself to a high standard because, whether aware of it or not, values shape outcomes.

"Anyone in a leadership role should be aware of the values they hold, their strengths and the areas they can improve as they grow as a leader," he insists.

"The values we display as leaders will permeate our entire organization and affect its performance and morale. And leaders who adhere to their values earn respect and commitment from their teams."

Ultimately, he believes leadership extends beyond leadership.

"Values-driven leadership can inspire others not just to follow them but to also adopt those values as their own," he says.

Partnerships that deliver

It’s equally important for Kajima’s partners to share values and aspire to excellence. Modern construction projects demand collaboration between developers, consultants, suppliers, subcontractors and technology partners. To Lim, they’re all strategic assets.

"In the world of business, partnerships play a crucial role in driving success and growth," he confirms. "We believe that a strong partnership can lead to innovation, increased market reach and shared resources, ultimately contributing to a company’s long-term sustainability."

At Kajima, partnership structures vary – joint ventures, alliances and collaborations – but the fundamentals remain the same: mutual trust and aligned objectives.

"Having a good partnership in business is vital for long-term success, and it also allows companies to complement each other to have a stronger proposal and team," he says.

Looking ahead, Lim’s mission for Kajima is clear.

"Our vision is to be a reliable and trustworthy construction partner in Singapore’s built environment, known for building sustainable, high-quality projects with unwavering commitment to safety; environmental, corporate and social responsibility; and on-time delivery," he says.

Achieving that vision, he acknowledges, requires direction and discipline.

"A strategic vision is an aspirational description of what an organization wants to achieve or accomplish in the mid- or long-term," he says.

"With this in mind, we will actualize these visions and plans by providing a road map for the organization’s future within a specific timeframe, offering a clear and motivating picture of the company’s future."

Underpinning all of this is Kajima’s broader commitment to sustainability and social contribution, including efforts toward carbon neutrality by 2050 and advancing technologies that support disaster resilience, renovation and eco-friendly materials.

Building legacy

Reflecting on his long career, Lim points to many proud milestones – successful project completions, awards, promotions and company growth. But his closing message focuses less on individual achievement and more on the collective effort.

"As part of our continuous business growth strategy – ‘What we promise, we always deliver’ – that is how we build a legacy of trust," he says.

"I believe that the ability for a group of people to do remarkable things hinges on how well those people can pull together as a team.

"Only through collective efforts and support from all management teams and employees can we navigate future obstacles and emerge stronger as a team in the coming year."

After nearly two centuries in operation, Kajima’s story is far from over. In Singapore, Lim and his team are ensuring that its evolution remains grounded in safety, innovation and responsibility. Because in construction, buildings may define skylines, but trust defines legacy.