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

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Presentazione sul tema: "Risorse Aziendali e Creazione di Valore in Ansaldo STS Sergio De Luca CEO March 14th, 2013 STS."— Transcript della presentazione:

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

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

3 Ansaldo STS: Wide portfolio of technologies moving people and goods safely High Speed Line Main Line RailwaysLow Density & Freight Railways Metro Queensland Rail Broadlea Wotonga Implementation & Others Hamersley Hope, Rio Tinto (Australia) Optimized Traffic Planner, Union Pacific (US) CTC/CAD, CSX (US) Rome Termini (1 st Computer Based Interlocking) Saarbrücken Mannhein, Swedish Ester project Cambrian line, Manchester Node & Metrolink Italy HSL network France HSL network Madrid-Lerida (Spain 1 st ERTMS Lev2) Channel Tunnel Paris-Channel Tunnel-London; Paris- Brussels Korea HSL QinShen (China 1 st dedicated passenger line) LRT / Tramways Transport Systems Copenhagen (1 st Driverless Steel-Wheel Metro) Brescia, Milan, Thessaloniki, Rome Signalling NY, LA, Shanghai, Binhai, Paris Dublin Light Metro Kuala Lumpur LRT

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

5 Country Main Headcount Jan 2013 Locations ITALY Genoa1.534 Naples Turin Potenza FRANCE Les Ulis 518 Riom SPAIN Madrid69 UK London 5 Manchester SWEDEN Stockholm43 USA - CANADA Pittsburgh Batesburg AUSTRALIA Brisbane 582 Perth, INDIA Bangalore204 MALAYSIA Kuala Lumpur 174 BOTSWANA Gaborone29 CHINA Hong Kong 66 Other Locations 14 TOTAL Montreal Bejing 20% 3% 38% 13% 26% APAC USA Canada Rest of Europe France Italy Worldwide Presence

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

7 7 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 Key Data Trends - Growth with sustained profitability

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

9 Strategy enablers: implementation monitoring for all strategic change initiatives + HR programs to improve capabilities & performance of Global workforce ASTS still committed and able to deliver superior value creation Commit- ment Superior value creation with conservative outlook Sustain revenue growth leveraging healthy backlog while protecting profitability Funda- mentals 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 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 Market selectivityInnovationEffectiveness and efficiency 23 4 Support network and access to Rolling Stock 1 5

10 Key values and company resources

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

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

13 mmm 1990 s Now 1990 s Now 1990 s ERTMS Current portfolio includes a wide range of solutions and technologies at different life cycle stages: a key asset MatureEmergingLeading edge Life-cycle stage Solutions (samples) Technologies (samples) Comp. Based interlocking (CBI) DriverlessCBTCSatellite- based TramwaveWayside PTCATSInfrastructure monitoring Distributed interlocking Now

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

16 People development is placed at the top of the corporate agenda... Future importance 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 Speed, flexibility, adaptability to change Sustained and steady top-line growth Customer loyalty/retention Stimulating innovation/creativity/ enabling entrepreneurship Tight cost control Availability of talented managers/executives Cost/ability to innovate Employee loyalty/commitment/ job satisfaction Transferring knowledge/ideas practices within the company Succession planning %2%2 Uncritical Somewhat critical Very critical Low relevance today High relevance today BCG study (2008): key HR topics for 2017 CEO top challenge priorities 1 Low High LowHigh Managing diversityManaging diversityManaging diversityManaging diversity Managing corporate social responsibilityManaging corporate social responsibilityManaging corporate social responsibilityManaging corporate social responsibilityManaging corporate social responsibilityManaging corporate social responsibilityManaging corporate social responsibilityManaging corporate social responsibilityManaging corporate social responsibility Managing work-life balanceManaging work-life balanceManaging work-life balanceManaging work-life balanceManaging work-life balanceManaging work-life balanceManaging work-life balanceManaging work-life balanceManaging work-life balance Managing demographics Becoming a learning organization Delivering on recruiting and staffing Delivering on recruiting and staffing Delivering on recruiting and staffing Delivering on recruiting and staffing Delivering on recruiting and staffing Delivering on recruiting and staffing Delivering on recruiting and staffing Delivering on recruiting and staffing Delivering on recruiting and staffing Managing change and cultural transformation Enhancing employee commitmentEnhancing employee commitmentEnhancing employee commitmentEnhancing employee commitmentEnhancing employee commitmentEnhancing employee commitmentEnhancing employee commitmentEnhancing employee commitmentEnhancing employee commitment Improving leadership development Improving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewardsImproving performance management and rewards Restructuring the organizationRestructuring the organizationRestructuring the organizationRestructuring the organization Transforming HR into a strategic partnerTransforming HR into a strategic partnerTransforming HR into a strategic partnerTransforming HR into a strategic partner Measuring HR and employee performanceMeasuring HR and employee performanceMeasuring HR and employee performanceMeasuring HR and employee performance Providing shared services and outsourcing HRProviding shared services and outsourcing HRProviding shared services and outsourcing HRProviding shared services and outsourcing HRProviding shared services and outsourcing HRProviding shared services and outsourcing HRProviding shared services and outsourcing HRProviding shared services and outsourcing HRProviding shared services and outsourcing HR Mastering HR processesMastering HR processesMastering HR processesMastering HR processes Managing globalizationManaging globalizationManaging globalizationManaging globalization Managing talentManaging talentManaging talentManaging talent Current capability

17 Three key pillars for people development to best address target group needs Leadership development Talent management Core competency management (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? Key segments Guiding questions Source: BCG Segment approaches by value contribution and distinct target group needs

18 % % +72% +56% -2% +9% -29% +132% +51% 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 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? Note: Participants could make multiple selections. Regression analysis on topic capability with 5% significance level. * = 10% significance level. Source: BCG/WFPMA analysis Today (2007)In future (2010–2015)Increase rate Respondents (%)

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? % % % % +129% +56% -32% -13% +61% +48% +7% +26% Today (2007)In future (2010–2015)Increase rate 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) Note: Participants could make multiple selections. Regression analysis on topic capability with 5% significance level. Source: BCG/WFPMA analysis Respondents (%)

20 % +35% +23% +31% % +257% +95% +88% +56% +36% +17% -6% +38% Companies forecast a critical importance of development activities (leadership development) What are, and will be, the key actions for HR to prepare the leaders? 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 Note: Participants could make multiple selections. Regression analysis on topic capability with 5% significance level. * = 10% significance level. Source: BCG/WFPMA analysis Today (2007)In future (2010–2015)Increase rate Respondents (%)

21 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 +10 "People" companies outperform the market average 1. Based on end-of-year closing prices Source: 2012 BCG/WFPMA proprietary web survey and analysis S&P 500 Companies that made Fortune's "100 Best Companies to Work For" percentage points People companies outperform the market average in eight out of ten years –50 Cumulative growth rate of share price (%) 1

22 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 Global Talent Mana- gement 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

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

24 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 unorganizzazione 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 dallesterno 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 lazienda quanto crediamo nella leadership, nella responsabilita, e nellimprenditorialita come valori chiave E vogliamo cogliere lopportunita 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)

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

26 Elementi chiave del programma per i 20 Future Leaders 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 nellarco dei 2 anni -Organizzate o presso la sede della scuola o nelle nostre sedi Executive MBA Ogni Future Leader lavorera su uno o piu progetti prioritari per il gruppo che gli permettano di comprendere meglio lazienda 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 dallefficienza, al ridisegno organizzativo/di processi, allinnovazione, o allentrata su nuovi mercati/segmenti Attivita lavorative Ogni Future Leader avra almeno 3 persone senior di riferimento -Il capo organizzativo (definito in base allattivita lavorativa prevalente), un Executive Mentor, e il CEO -Tutte queste persone di riferimento giocheranno un ruolo chiave nel fornire feedback e nelleffettuare frequenti valutazioni della performance (almeno ogni 6 mesi) In aggiunta ci saranno opportunita di interagire con tutti i Global Leaders del gruppo Supervisione e coaching 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 Retribuzione/ incentivi

27 STS


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