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STS Risorse Aziendali e Creazione di Valore in Ansaldo STS

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Presentazione sul tema: "STS Risorse Aziendali e Creazione di Valore in Ansaldo STS"— Transcript della presentazione:

1 STS Risorse Aziendali e Creazione di Valore in Ansaldo STS
Sergio De Luca CEO March 14th, 2013

2 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 ASTS main role is as a technological integrator (Transport Systems BU) and as a supplier of signalling equipment (Signalling BU) General Contractor Technology Integrator The Transport Sollutions BU supplies the track works for High-Speed Railways Infrastructure Signalling Subsystems Other The Transport Solutions BU supplies other subsystems + (Power Supply, TLC...) bought from third parties, often performing the detailed subsystem design & engineering Vehicles The Transport Solutions BU supplies Operation and Maintenance services Operation & Maintenance 2

3 Low Density & Freight Railways
Ansaldo STS: Wide portfolio of technologies moving people and goods safely Main Line Railways Low Density & Freight Railways High Speed Line Queensland Rail Broadlea Wotonga Implementation & Others Hamersley Hope, Rio Tinto (Australia) Optimized Traffic Planner, Union Pacific (US) CTC/CAD, CSX (US) Rome Termini (1st Computer Based Interlocking) Saarbrücken Mannhein, Swedish Ester project Cambrian line, Manchester Node & Metrolink 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) Metro LRT / Tramways Transport Systems Copenhagen (1st Driverless Steel-Wheel Metro) Brescia, Milan, Thessaloniki, Rome Signalling NY, LA, Shanghai, Binhai, Paris Dublin Light Metro Kuala Lumpur LRT 3

4 23% of investors are in North America
A Public Company trusted by International Investors 60% Free Float as of 23% of investors are in North America 1. Remaining 40% owned by Finmeccanica 4 4

5 Worldwide Presence 3% 13% 20% 38% 26% Italy APAC France Rest of Europe
Main Country Headcount Jan 2013 Locations 3% ITALY Genoa 1.534 13% Naples 20% Turin Potenza FRANCE Les Ulis 518 Riom SPAIN Madrid 69 UK London 5 38% Manchester 26% SWEDEN Stockholm 43 USA - CANADA Pittsburgh 779 Batesburg Montreal AUSTRALIA Perth, Brisbane 582 INDIA Bangalore 204 MALAYSIA Kuala Lumpur 174 BOTSWANA Gaborone 29 Italy APAC CHINA Hong Kong 66 France Bejing Other Locations 14 Rest of Europe TOTAL 4.017 USA Canada 5

6 International Player 6 6 ATC Installation
Saarbrücken Mannhein ERTM Lev. 2 Copenhagen Driverless Sweden Ester ERTMS Lev. 2 O&M contracts Copenhagen City ring Ghaziabad Kampur Indian Railways Madrid-Lerida High-Speed Line France TGV Manchester Node & Metrolink Cambrian line 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 WMATA Silver Spring PAAC North Shore Connector New York Metro Chambers Street - NYCT Omaha OTP Taipei Circular Line Phase 1 Kuala Lumpur LRT North Ipoh ti Pedang Besar Honolulu Rail Transit Electrification and Signalling Banlieu sud Tunis Riyad Metro Women’s University Libya Ras Ajdir Sirti Al-Hisha Sadha & Sirth-Benghazi line Turkey Begazkopru Ulukisla Yenice and Mersin Toprakkale Metro Ankara Los Angeles Metro (Green Line) CPTM CAB Clearways 3 Hamersley Hope; Dows Rio Tinto Roy Hill Iron Ore Italian High-Speed Mi-Bo & RM-NA, FI-BO, TO-MI Conventional & Driverless Metros Rome, Naples, Milan, Brescia, Genoa Thessaloniki Metro ETCS Lev. 1 Terra - ERGA OSE 6 Jacksonville CTC ACS Palermo Railways Rome Station C.B.I. SCMT / ACS Installations 6 6

7 Key Data Trends - Growth with sustained profitability
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 7

8 Solutions Business Unit Standard Platform & Products
Company Organization C.E.O CFO, HR, Strategy, Ext. Communication, Legal, HSE & Facility Innovation & Competitiveness Signalling Business Unit (SIG BU) Sales & BD Project & Risk Mgt. RAMS Engineering Construction & Commis Operation & Maint. Transportation Solutions Business Unit (TS BU) Sales & BD Project & Risk Mgt. RAMS Engineering Construction & Commis Operation & Maint. Standard Platform & Products (SPP) Portfolio Management Products & Generic application deliveries Supply Chain

9 ASTS still committed and able to deliver superior value creation
Market: Large & still growing but more competitive, volatile and changing in geo mix - Consolidation is happening for real: Siemens-Invensys deal Technology: Core technologies becoming global solutions integrated in a diversified and proven portfolio to serve global and local needs People/capabilities: Globally integrated organization delivering on time and on budget but needs to be even more efficient & effective especially in distant & “just enough” markets Business model: Unique client centric business model shaped to win in the competitive arena - Risks due to limited scale/support network and uncertainties on AB future Funda-mentals 1 Support network and access to Rolling Stock 2 Market selectivity 3 4 Innovation Effectiveness and efficiency Strategic directions Focus on attractive markets where Ansaldo STS can enjoy good competitive positioning Build competitive advantages and ensure long-term growth Stay competitive and agile optimizing organizational model and product competitiveness 5 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 Commit- ment

10 Key values and company resources

11 Market: healthy and still expected to grow at 3%+
Geo mix evolving: more growth outside of Western Europe ~ % CAGR ~ B€ ~14.1B€ ~5-9% CAGR ~6.0–6.6 Transportation Solutions ~ 5.1 ~1-3% CAGR ~1,2-1,3 ~1 Signalling Market ~ 10.0 ~ 2012 2015

12 New sweet spots in Signalling and Transportation Solution Hedging core European markets
New mining freight networks in Australia Mass transit in US SIG SIG / TS Roy Hill Iron Ore Rio Tinto 1996 2011 Turkey, Middle East, North Africa East Asia SIG SIG / TS Hangzhou line 2 (China) Honam HSL (S Korea) ETCS L1 onboard for 80 locos (Turkey) TramWave licensing to CNR (China) Shah-Habsan-Ruwais line (UAE)

13 Current portfolio includes a wide range of solutions and technologies at different life cycle stages: a key asset Life-cycle stage Mature Emerging Leading edge €m €m €m 1990s Now 1990s Now 1990s Now Solutions (samples) Comp. Based interlocking (CBI) ERTMS Driverless CBTC Satellite-based Technologies (samples) Distributed interlocking ATS Wayside PTC Tramwave Infrastructure monitoring

14 Evolving competitive scenario: Siemens-Invensys deal
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 Siemens-Invensys deal: an expensive defensive move by the market leader to protect “the core of Infrastructure & Cities” Industry dynamics have not changed: no new integrated player has been created

15 Price pressure has continued into 2012
Price level Last year’s estimate -20% -15% Revised estimate of price trend Consolidation External drivers of price pressure Increasing competition Product standardization Aggressive efficiency programs Poor financial performance Some price pressure is starting to show up also in Transportation Solutions

16 People development is placed at the top of the corporate agenda...
BCG study (2008): key HR topics for 2017 CEO top challenge priorities1 High Improving leadership development talent Speed, flexibility, adaptability to change Managing change and cultural transformation balance Sustained and steady top-line growth into a strategic partner Customer loyalty/retention Managing demographics Stimulating innovation/creativity/ enabling entrepreneurship staffing Becoming a learning organization Tight cost control commitment Future importance globalization Availability of talented managers/executives and rewards diversity Cost/ability to innovate the organization responsibility Employee loyalty/commitment/ job satisfaction processes employee performance Transferring knowledge/ideas practices within the company outsourcing HR Succession planning %2 Low High Low Current capability Somewhat critical Very critical Low relevance today High relevance today Uncritical 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 16

17 Three key pillars for people development to best address target group needs
Key segments Guiding questions Leadership development Talent management Core competency (L&D) 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 17

18 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 (%) 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 Develop tailored career tracks Improve the visibility of talented employees for the corporate center Hire talented employees from competitors Source talented employees globally Source talented employees locally Develop specific compensation schemes for talented people Move businesses to new locations to access talented people Establish alumni networks Launch initiatives that target specific groups of potential employees, such as various ethnicities, immigrants, and women +38% +51% +132% -29% +9% -2% +56% +72% +196% Today (2007) 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 18

19 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? Respondents (%) 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 Leverage senior managers as central personnel developers Leverage trainee programs, job enlargement, job enrichment, and job rotation (on-the-job development ) Invest in IT-based learning-management systems to closely monitor individual activities Leverage external consultants as central personnel developers Leverage e-learning Leverage business schools as central personnel developers Leverage case studies and speeches (off-the-job development) Leverage in-house training capabilities Leverage quality circles and project teams (near-job development) Leverage outplacement and retirement preparation (out-of-the-job development) Leverage coaching, counseling, and mentoring (parallel-to-the-job development) Leverage introductory sessions and training (prejob development) +26% +7% +48% +61% -13% +24% +113% -32% +56% +129% +25% +72% Today (2007) In future (2010–2015) Increase rate Note: Participants could make multiple selections. Regression analysis on topic capability with 5% significance level. Source: BCG/WFPMA analysis 19

20 What are, and will be, the key actions for HR to prepare the leaders?
Companies forecast a critical importance of development activities (leadership development) What are, and will be, the key actions for HR to prepare the leaders? Respondents (%) 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 Develop company-specific leadership seminars in cooperation with business schools Use assessment centers to assess employees' leadership skills Develop company-specific leadership seminars with the help of external consultants Use internal coaching from top management Provide financial rewards for good leadership Use external consultants to assess employees' leadership skills Measure leadership skills through 360° feedback Develop an internal brick-and-mortar leadership institute Have senior executives assess employees' leadership skills through action-learning seminars Use external leadership seminars Develop company-specific leadership seminars on your own Employ external coaches Develop an internal virtual leadership institute +23% +31% +35% +122% +38% -6% +17% +36% +56% +88% +95% +257% +114% Today (2007) 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 20

21 "People" companies outperform the market average
Cumulative growth rate of share price (%)1 150 +99 percentage points People companies outperform the market average in eight out of ten years +109 Companies that made Fortune's "100 Best Companies to Work For"2 100 50 S&P 500 +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 1. Based on end-of-year closing prices Source: 2012 BCG/WFPMA proprietary web survey and analysis 21

22 Global Talent Mana-gement
HR development programs are critical for an effective ASTS global organization 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 December 2012 Future Leaders 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 Global Talent Mana-gement

23 Future Leaders: fondamenti del programma
Le caratteristiche dei Future Leaders Le caratteristiche principali del programma Vogliono mettersi in discussione Desiderano contribuire a cambiare l’azienda Possono prendere le posizioni di massima responsabilita’ del gruppo entro 5 anni 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

24 Le ragioni per lanciare il programma I principi guida per la selezione
Future Leaders: perché e quali risorse si stanno cercando Le ragioni per lanciare il programma I principi guida per la selezione 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 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)

25 Future Leaders: i numeri del processo di selezione
Aprile 2012 Apr-Mag 2012 Giu-Ago 2012 Settembre 2012 Autoesclusi che non hanno completato tutti i tests/ interviste richiesti 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 Capacita’ analitiche e logico/critiche misurate dal GMAT (voti ) Anni di esperienza professionale rilevante Conoscenza inglese misurata dal TOEFL I Venti Potenziale di leadership Motivazione Condivisione di valori chiave Criteri di selezione

26 Elementi chiave del programma per i 20 Future Leaders
Attivita’ lavorative 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 Supervisione e coaching 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 Executive MBA 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 Retribuzione/ incentivi 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

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