STS
Risorse Aziendali e Creazione di
Valore in Ansaldo STS
Sergio De Luca
CEO
March 14th, 2013
AnsaldoSTS: mastering Transport Solutions
and Signalling
Different Subsystems and Services composing a Turnkey Transport System
Transport Solutions BU acts as a
General Contractor, both
singularly or as a partner of a
Consortium
General
Contractor
Technology
Integrator
The Transport Sollutions BU
supplies the track works for HighSpeed Railways
The Transport Solutions BU
supplies Operation and
Maintenance services
ASTS main role is as a technological
integrator (Transport Systems BU) and
as a supplier of signalling equipment
(Signalling BU)
The Transport Solutions BU supplies
other subsystems + (Power Supply,
TLC...) bought from third parties, often
performing the detailed subsystem
design & engineering
Operation & Maintenance
Ansaldo STS: Wide portfolio of technologies
moving people and goods safely
Main Line Railways
Low Density & Freight Railways
Rome Termini (1st Computer Based Interlocking)
Saarbrücken Mannhein, Swedish Ester project
Cambrian line, Manchester Node & Metrolink
Metro
Transport Systems
Copenhagen (1st Driverless Steel-Wheel Metro)
Brescia, Milan, Thessaloniki, Rome
Signalling
NY, LA, Shanghai, Binhai, Paris
High Speed Line
Queensland Rail
Broadlea Wotonga Implementation & Others
Hamersley Hope, Rio Tinto (Australia)
Optimized Traffic Planner,
Union Pacific (US)
CTC/CAD, CSX (US)
LRT / Tramways
Dublin Light Metro
Kuala Lumpur LRT
Italy HSL network
France HSL network
Madrid-Lerida (Spain 1st ERTMS Lev2)
Channel Tunnel
Paris-Channel Tunnel-London;
Paris- Brussels
Korea HSL
QinShen
(China 1st dedicated passenger line)
A Public Company trusted
by International Investors
60% Free Float as of 12.31.20121
23% of investors are in North America
1. Remaining 40% owned by Finmeccanica
4
Worldwide Presence
Country
ITALY
FRANCE
SPAIN
UK
Main
Locations
Headcount
Jan 2013
Genoa
Naples
Turin
Potenza
1.534
Les Ulis
Riom
Madrid
518
5
SWEDEN
USA - CANADA
Stockholm
43
Pittsburgh
Batesburg
Montreal
779
AUSTRALIA
INDIA
MALAYSIA
BOTSWANA
CHINA
Perth, Brisbane
Bangalore
Kuala Lumpur
582
20%
38%
26%
204
174
29
66
14
Other Locations
TOTAL
3%
69
London
Manchester
Gaborone
Hong Kong
Bejing
13%
4.017
Italy
France
Rest of Europe
USA Canada
APAC
International Player
Madrid-Lerida
High-Speed Line
WMATA Silver Spring
PAAC North Shore
Connector
New York Metro
Chambers Street
- NYCT
France TGV
Manchester Node
& Metrolink
Cambrian line
Ghaziabad Kampur
Indian Railways
Channel Tunnel
China & Korea High-Speed
Binhai, Daegu Busan Shitai Line Shenyang
Line 1 Shangai Metro
ERTMS Zhengxi Line
Hangzhou Metro line 1
Chengdu CBTC
Omaha OTP
Honolulu Rail Transit
Electrification
and Signalling
Banlieu sud
Tunis
Los Angeles Metro
(Green Line)
6
Copenhagen Driverless
Sweden Ester ERTMS
Lev. 2 O&M contracts
Copenhagen City ring
ATC Installation
Saarbrücken
Mannhein ERTM
Lev. 2
Jacksonville
CTC
CPTM CAB
Taipei Circular Line Phase 1
Kuala Lumpur LRT
North Ipoh ti Pedang Besar
Riyad Metro
Women’s University
Libya Ras Ajdir Sirti
Al-Hisha Sadha &
Sirth-Benghazi line
Italian High-Speed
Mi-Bo & RM-NA,
Conventional & Driverless
FI-BO, TO-MI
Metros Rome, Naples, Milan,
ACS Palermo Railways
Brescia, Genoa
Rome Station C.B.I. SCMT / ACS Installations
Turkey Begazkopru
Ulukisla Yenice and Mersin
Toprakkale Metro Ankara
Clearways 3
Hamersley Hope; Dows
Rio Tinto
Roy Hill Iron Ore
Thessaloniki Metro
ETCS Lev. 1 Terra ERGA OSE
Key Data Trends - Growth
with sustained profitability
Order Backlog
New Orders
Revenues
EBIT
ROS%
Net Profit
2008
3.136
1.297
1.106
118
10,6%
78
2009
3.760
1.786
1.176
125
10,6%
88
2010
4.551
1.985
1.284
137
10,7%
95
2011
5.453
2.164
1.212
116
9,6%
73
2012
5.683
1.492
1.248
117
9,4%
76
Net Working Capital
Total Assets
(166)
1.132
(187)
1.375
(154)
1.620
(89)
1.741
(48)
1.865
Net Financial Position (Positive Cash)
Equity
Total Net Invested Capital
(196)
239
43
(279)
302
23
(318)
382
63
(290)
424
135
(302)
469
167
EUR mil
•Healthy backlog
(4.6 times
Revenues)
•Strong orders
intake – positive
book-to-bill ratio
•Revenue growth
with sustained
profitability
Note: Currency FX for P&L amounts and new orders is the average fx rate for each individual year presented, for order backlog is the fx rate at year-end for each individual year presented
7
Company Organization
C.E.O
CFO, HR, Strategy, Ext.
Communication, Legal, HSE & Facility
Innovation & Competitiveness
Signalling
Business Unit
Transportation
Solutions Business Unit
Standard Platform &
Products
(SIG BU)
(TS BU)
(SPP)
•Sales & BD
•Project & Risk Mgt.
•RAMS
•Engineering
•Construction & Commis
•Operation & Maint.
• Sales & BD
•Project & Risk Mgt.
•RAMS
•Engineering
•Construction & Commis
•Operation & Maint.
•Portfolio Management
•Products & Generic
application deliveries
•Supply Chain
ASTS still committed and able to deliver
superior value creation
Market:
Fundamentals
Technology:
People/capabilities:
Business model:
Large & still growing but more competitive, volatile and changing in geo mix
- Consolidation is happening for real: Siemens-Invensys deal
Core technologies becoming global solutions integrated in a diversified and
proven portfolio to serve global and local needs
Globally integrated organization delivering on time and on budget but needs to
be even more efficient & effective especially in distant & “just enough” markets
Unique client centric business model shaped to win in the competitive arena
- Risks due to limited scale/support network and uncertainties on AB future
1
2
Market selectivity
Focus on attractive
markets where
Ansaldo STS can enjoy
good competitive
positioning
Strategic
directions
5
Commitment
Support network and access to Rolling Stock
3
Innovation
Build competitive
advantages and
ensure long-term
growth
4
Effectiveness and efficiency
Stay competitive and agile
optimizing organizational
model and product
competitiveness
Strategy enablers: implementation monitoring for all strategic change initiatives +
HR programs to improve capabilities & performance of Global workforce
Superior value creation with conservative outlook
• Sustain revenue growth leveraging healthy backlog while protecting profitability
Key values and company resources
Market: healthy and still expected to grow at 3%+
Geo mix evolving: more growth outside of Western Europe
~2.8-5.1% CAGR
~14.1B€
Transportation
Solutions
~15.1-16.3B€
~5-9% CAGR
~6.0–6.6
~ 5.1
~1-3% CAGR
~1,2-1,3
~1
Signalling
Market
~ 10.0
~10.4-11.0
2012
2015
New sweet spots in Signalling and Transportation Solution
Hedging core European markets
New mining freight
networks in Australia
SIG
SIG / TS
Mass transit in US
SIG / TS
East Asia
Roy Hill
Iron Ore
Rio Tinto
1996
SIG
2011
Turkey, Middle East, North Africa
Honam HSL (S Korea)
ETCS L1 onboard for 80
locos (Turkey)
Shah-Habsan-Ruwais
line (UAE)
Hangzhou line 2 (China)
TramWave licensing
to CNR (China)
Current portfolio includes a wide range of solutions and
technologies at different life cycle stages: a key asset
Mature
Life-cycle
stage
Emerging
€m
Leading edge
€m
1990
s
Now
Comp. Based
interlocking
(CBI)
ERTMS
Distributed
interlocking
ATS
€m
1990
s
Driverless
Now
CBTC
1990
s
Now
Satellitebased
Solutions
(samples)
Technologies
(samples)
Wayside PTC
Tramwave
Infrastructure
monitoring
Evolving competitive scenario:
Siemens-Invensys deal
SiemensInvensys deal:
an expensive
defensive
move by the
market leader
to protect
“the core of
Infrastructure &
Cities”
• Signaling (or Rail Automation) is a key part of Infrastructure & Cities
division and core to Siemens new go to market strategy
– Same relationship exists between Signaling and
Transportation Solutions within ASTS
– This is a key trend common in the whole industry
• M&A activity and consolidation are an "evergreen idea" in rail
transportation industry
– Other two technology full liners - Alstom & Bombardier - could beat
Siemens to the finish line …
– … and/or newer players could enter Signaling and therefore
Transportation Solutions
• Siemens decided to pay a very high premium for Invensys Rail just to
make the first move in the industry
– Invensys has been on sale for a long time: sooner or later someone
would have taken it over
Industry dynamics have not changed:
no new integrated player has been created
Price pressure has continued into 2012
2000 - 2007
2008 - 2009
2010 - 2011
2012 - 2016
Last year’s
estimate
-20%
Price level
Revised estimate
of price trend
Increasing competition
External drivers
of price pressure
Product standardization
Consolidation
Aggressive efficiency programs
Poor financial performance
Some price pressure is starting to show up also in Transportation Solutions
-15%
People development is placed at the top of the
corporate agenda...
BCG study (2008): key HR topics for 2017
Transforming HR
into a strategic partner
Managing
change and
cultural
transformation
Managing
work-life
balance
Enhancing
employee
commitment
Restructuring
the organization
Mastering HR
processes
Speed, flexibility, adaptability
to change
Sustained and steady
top-line growth
88
87
Customer loyalty/retention
Managing
demographics
Delivering on
recruiting and
staffing
Future importance
Managing
talent
Improving leadership
development
High
CEO top challenge priorities1
Becoming a learning
organization
Managing
globalization
Improving
Managing
performance
diversity
management
Managing
and rewards corporate social
responsibility
Measuring HR and
employee performance
Providing shared
services and
outsourcing HR
Low
84
Stimulating innovation/creativity/
enabling entrepreneurship
78
Tight cost control
78
Availability of talented
managers/executives
76
Cost/ability to innovate
74
Employee loyalty/commitment/
job satisfaction
Transferring knowledge/ideas
practices within the company
73
71
Succession planning
69
%2
0
High
Uncritical
Current capability
Somewhat
critical
Very
critical
Low relevance
today
20
40
60
80
100
Low
High relevance
today
1. The Conference Board "CEO Challenges 2006" results of global CEO survey with 540 responses 2. CEOs who nominated factor as of greatest concern/among my chief concerns
(%).
Note: Future importance, relevance today, and capability were items asked in Web survey
Source: Proprietary Web survey with responses from 83 countries and markets; BCG/WFPMA analysis, 2008
Three key pillars for people development to
best address target group needs
Key segments
Leadership
development
Talent
management
Core competency
management
(L&D)
Guiding questions
What leadership model is best suited
to drive the organization's strategy
and match the desired culture?
What talent segments and key
positions should be focused on, and
how can they be attracted and
internally identified?
How can staff capabilities be mapped
and effectively managed for business
impact?
Segment approaches by value contribution and
distinct target group needs
Source: BCG
Companies forecast a critical importance of
development activities (talent management)
Which of the following aspects of talent management are, and will be,
the key actions of HR in your company?
Respondents (%)
0
5
10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Develop tailored career tracks
+38%
Develop specific compensation schemes for talented
people
+51%
Source talented employees globally
+132%
Source talented employees locally
-29%
Improve the visibility of talented employees for the
corporate center
+9%
Hire talented employees from competitors
-2%
Launch initiatives that target specific groups of potential
employees, such as various ethnicities, immigrants, and
women
+56%
Establish alumni networks
Move businesses to new locations to access talented
people
Today (2007)
+72%
+196%
In future (2010–2015)
Increase rate
Note: Participants could make multiple selections. Regression analysis on topic capability with 5% significance level. * = 10% significance level.
Source: BCG/WFPMA analysis
Companies forecast a critical importance of
development activities (learning and staff development)
Which are, and will be, your key actions in order to encourage a learning organization in your
company?
0
Respondents (%)
5
10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
Leverage coaching, counseling, and mentoring
(parallel-to-the-job development)
Leverage trainee programs, job enlargement, job
enrichment, and job rotation (on-the-job development )
+26%
+7%
Leverage e-learning
+48%
Leverage senior managers as central personnel
developers
+61%
Leverage in-house training capabilities
-13%
Leverage quality circles and project teams
(near-job development)
Invest in IT-based learning-management systems to
closely monitor individual activities
Leverage introductory sessions and training
(prejob development)
Leverage case studies and speeches
(off-the-job development)
Leverage outplacement and retirement preparation
(out-of-the-job development)
Leverage external consultants as central personnel
developers
Leverage business schools as central personnel
developers
Today (2007)
+24%
+113%
-32%
+56%
+129%
+25%
+72%
In future (2010–2015)
Note: Participants could make multiple selections. Regression analysis on topic capability with 5% significance level.
Source: BCG/WFPMA analysis
Increase rate
Companies forecast a critical importance of
development activities (leadership development)
What are, and will be, the key actions for HR to prepare the leaders?
0
Respondents (%)
5
10 15 20 25 30 35 40 45 50
55 60
65 70
Use internal coaching from top management
+23%
Measure leadership skills through 360° feedback
Develop company-specific leadership seminars with the
help
of external consultants
Provide financial rewards for good leadership
+31%
+35%
+122%
Employ external coaches
+38%
Use external leadership seminars
-6%
Develop company-specific leadership seminars on your
own
Use external consultants to assess employees' leadership
skills
Use assessment centers to assess employees' leadership
skills
Develop company-specific leadership seminars
in cooperation with business schools
+17%
+36%
+56%
+88%
Have senior executives assess employees' leadership
skills through action-learning seminars
Develop an internal virtual leadership institute
Develop an internal brick-and-mortar leadership institute
Today (2007)
75 80 85 90 95 10
+95%
+257%
+114%
In future (2010–2015)
Increase rate
Note: Participants could make multiple selections. Regression analysis on topic capability with 5% significance level. * = 10% significance level.
Source: BCG/WFPMA analysis
"People" companies outperform the
market average
Cumulative growth rate of share price (%)1
150
People companies
outperform the
market average in
eight out of ten
years
100
+109
Companies that made
Fortune's "100 Best
Companies to Work For"2
+99
percentage
points
50
S&P 500
0
+10
–50
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
1. Based on end-of-year closing prices 2. Average growth rate of companies' share prices in percent (weighted by 2001 share prices), dependent on sample composition for each particular year
Source: 2012 BCG/WFPMA proprietary web survey and analysis
HR development programs are critical
for an effective ASTS global organization
Future
Leaders
Key elements of the program
• Open: anyone can apply
• Selective: 20 Future Leaders selected every 2 years for a 2-year Program
• Challenging: assigned to one or more priority Group projects (operational/strategic) & expected to work
hard
• International: part of 2 years spent Internationally; 20 Future Leaders coming from all ASTS countries
• Developing: frequent feedback sessions with Supervisors & Mentors; 6 weeks of external executive
MBA training
• Rewarding: monetary incentives for those selected and especially for those graduating
Systematic and fact-based selection process started in April and concluded in early October 2012
• Objective and fact-based: quantitative standard tests (GMAT, TOEFL) and clearly defined decision
criteria
• Transparent: clear and direct feedback to non-selected candidates and also to their supervisors
Program being kicked-off in Genoa during the week of 17-21 December 2012
Global
Talent
Management
Identified ~400 Global Talents from all ASTS companies
• Identified with bottom-up process within each global/local function: based on performance and
potential
• Complemented with candidates from Future Leaders selection process: those who made it to the
final rounds and interviewed with senior leaders but were not selected among the 20
• Classified between Managerial and Professional profiles
• List/database will be updated every year
Established practical yearly process driven by ASTS Strategic Committee
• Every year: define Priority List of ~80 people from overall pool of Global Talents
• Hold quarterly Talent Management meetings: go through Priority List and identify specific
opportunities,
can be new jobs/assignments but also leadership roles in internal projects
• Commitment to identify opportunities for entire Priority List within any given year
Future Leaders: fondamenti del
programma
Le caratteristiche dei Future Leaders
•
Vogliono mettersi in discussione
•
Desiderano contribuire a cambiare l’azienda
•
Possono prendere le posizioni di massima
responsabilita’ del gruppo entro 5 anni
Le caratteristiche principali del programma
•
Aperto: tutti possono fare application
•
Selettivo: 20 Future Leaders selezionati ogni 2 anni
per un programma di 2 anni; possibilita’ di escludere
dal programma chi non performa adegautamente
•
Sfidante: assegnati a uno o piu’ progetti prioritari per
il gruppo (operativi e /o strategici); attesi massimo
impegno e dedizione all’esperienza professionale
•
Internazionale: parte dei 2 anni fuori dal paese di
origine; 20 selezionati provenienti da tutto il mondo
•
Formativo: frequenti sessioni di valutazione/feedback
con managers e mentors; 6-8 settimane di executive
training organizzato da importante scuola MBA per
Ansaldo STS
•
Incentivante: incentivi/bonus per i 20 selezionati ma
soprattutto per quelli che completano con successo i
2 anni di programma
Future Leaders: perché e quali risorse
si stanno cercando
Le ragioni per lanciare il programma
Abbiamo bisogno di più leaders capaci di operare con
efficacia in un contesto globale
•Crediamo di avere un buon senior leadership team ma
siamo anche consapevoli che esistono ampi spazi di
miglioramento dovuti soprattutto alla necessita’ di gestire
un’organizzazione globale integrata invece di organizzazioni
locali indipendenti
Come azienda, dobbiamo sviluppare internamente la
maggior parte dei nostri futuri leaders
•Il nostro settore ha specificità e barriere tecniche
•Assumere dall’esterno ai massimi livelli funziona in alcune
funzioni ma non in tutte
Vogliamo far emergere talenti con una modalità “attiva”,
attraverso una presa di responsabilità diretta sul proprio
autosviluppo
Vogliamo comunicare concretamente a tutta l’azienda
quanto crediamo nella leadership, nella responsabilita’, e
nell’imprenditorialita’ come valori chiave
•E vogliamo cogliere l’opportunita’ di identificare nuovi
potenziali talenti, anche tra quelli non selezionati per Future
Leaders
I principi guida per la selezione
Comunicazione chiara e trasparente agli
executives di tutto il mondo
•Ragioni per lanciare il programma
•Un programma voluto fortemente dal CEO
per supportare il processo di cambiamento
Aperto a qualsiasi dipendente
•Tutti hanno potuto fare application,
indipendentemente dalla posizione
organizzativa e dalla valutazione dei manager
Oggettivo/fattuale
•Tests con risultati quantitativi – inclusi GMAT
e TOEFL
•Sforzo di quantificare tutti i criteri: es. lettere
di motivazione valutate su 4 dimensioni con
voti da 1 a 3 per ciascuna dimensione
Trasparente
•Feed-back diretti e chiari ai candidati non
selezionati (e anche ai loro capi)
Future Leaders: i numeri del processo
di selezione
Aprile
2012
Criteri di
selezione
Autoesclusi
che non
hanno
completato
tutti i tests/
interviste
richiesti
Apr-Mag
2012
• Lettere di motivazione
(voti da 4 a 12)
• Test online SHL di
potenziale (voti 1-5)
• Intervista strutturata da
parte di HR (voti 1-5)
• Geografia
Giu-Ago
2012
Settembre
2012
• Capacita’ analitiche e
logico/critiche misurate
dal GMAT (voti 250-720)
I Venti
• Potenziale di
leadership
• Anni di esperienza
professionale rilevante
• Motivazione
• Conoscenza inglese
misurata dal TOEFL
• Condivisione di valori
chiave
Elementi chiave del programma per i
20 Future Leaders
•
Ogni Future Leader lavorera’ su uno o piu’ progetti prioritari per il gruppo che gli permettano di
comprendere meglio l’azienda sviluppando al tempo stesso nuove competenze
- Progetti operativi: come Project Managers o Project Engineers di importanti progetti di
Signaling o di Transportation Solutions
- Iniziative strategiche: come Initiative Leaders di progetti una tantum che possono spaziare
dall’efficienza, al ridisegno organizzativo/di processi, all’innovazione, o all’entrata su nuovi
mercati/segmenti
•
Ogni Future Leader avra’ almeno 3 persone senior di riferimento
- Il capo organizzativo (definito in base all’attivita’ lavorativa prevalente),
un Executive Mentor, e il CEO
- Tutte queste persone di riferimento giocheranno un ruolo chiave nel fornire feedback e
nell’effettuare frequenti valutazioni della performance (almeno ogni 6 mesi)
In aggiunta ci saranno opportunita’ di interagire con tutti i Global Leaders del gruppo
Attivita’
lavorative
Supervisione
e coaching
•
•
Executive
MBA
Retribuzione/
incentivi
•
•
Formazione tipo Executive MBA organizzata per i 20 Future Leaders di Ansaldo STS da
rinomata scuola di management internazionale (italiana o americana)
6-10 settimane di formazione suddivise in 4 sessioni nell’arco dei 2 anni
- Organizzate o presso la sede della scuola o nelle nostre sedi
Incentivi durante i due anni del programma e aumenti di retribuzione a fine programma
- Incentivi e aumenti soggetti al completamento con successo del programma da cui i
partecipanti possono anche essere esclusi prima del completamento
STS