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“Diversity and inclusion is often considered the domain of human resources. “Such platforms encourages one to explore one’s interests and passions along with broadening one’s network, learning new skills and sharpen existing skills along the way.”ĭavis explained that the WPN led her to work outside of her specific area and in her case began working on bids as well as strategies to grow the pipeline of women. “WPN has given me an opportunity to interact and work with some exceptionally talented people I would have never crossed paths with otherwise,” said Rambhatla.
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HR Business Partner Sharon Davis.īoth were involved in the Women’s Professional Network and found the connections enabled them to expand their skills to new areas. In addition to roles on the Melbourne and Adelaide fleet, Davis also worked on the Rail Systems Alliance project. Starting out in marketing and communications, for the past six years Davis has filled the role of HR business partner.
Taking on the role of Testing and Commissioning Engineer in 2017, Rambhatla has worked on Bombardier’s VLocity trains, the Melbourne LRVs and Adelaide trains.įor Davis, working at Bombardier was an opportunity for her to re-enter the workforce after having children.
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Rambhatla joined Bombardier Australia in 2011 as an electrical engineer after holding roles as a software engineer at General Electric and before that for a company that made simulators for aircrafts for the Indian Airforce. Testing and Commissioning Engineer Kamakshi Rambhatla. From differing backgrounds, both attested to the value of the program in bringing together employees and creating opportunities for growth. It also provides protection for the company over the 30-year life of the project.Two leading participants in the Women’s Professional Network (WPN) program are Kamakshi Rambhatla and Sharon Davis. This has brought a high degree of certainty to future financial planning through the adoption of a ‘right first time’ set of controls for fulfilment of the plan without exceptions. The company’s role was then finalised as Technical Adviser on all aspects of the site including any changes required as the project progresses.īalancing the need to win whilst protecting BT’s future cost exposure, we undertook a strategic risk assessment and proposed a fixed price contract.
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In November 2012, TenBroekeCo were appointed to lead the Depot part of the project and oversee all the finance negotiations through to the full set up and taking possession of the site in April 2014. Equally, for strategic reasons the tender was considered a ‘must-win’ by Bombardier Transportation Ltd. Although only accounting for a small percentage of the initial Capex costs, the 30-year term implications of poor decision-making at the start of the project were considerable. The project would include every aspect from site layout, to design and build and on-going asset management of the depot. In 2010, the UK Government made a change in policy by deciding that the manufacturer of a train should also be responsible for its maintenance during its life-span of 30 years.Ĭonsequently, the Invitation to Negotiate issued in 2012, required BT to finance the whole procurement and 30 year term and also had to develop depot (service and maintenance) facilities along with the trains. Bombardier Transportation (BT) are internationally renowned as experts in building and maintaining trains.
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