Organisational Structure

Ansaldo STS boasts an integrated, global organisation capable of providing an adequate response to demand for standardised solutions in the railway transportation market and, in particular, the signalling technology market.

It has four key pillars:

key pillars

It is based on the coexistence of:

  • organisation: organisational units with specific professional areas of expertise;
  • team-based organisation: functional teams that aim to achieve an objective in order to ensure the effective and efficient functioning of the main business processes: offer, execution, development and innovation.

Organisation

Over the past few years, the market has become increasingly dynamic and competitive, seeing a progressive consolidation of market leaders of ever larger sizes through mergers and acquisitions involving companies in the sector. This trend, along with the need to update to competitive pressure on prices and the standardisation of products and technical solutions, has led Ansaldo STS to decide to revise its organisation to further improve efficiency and effectiveness.

The following are the main elements underpinning the organisational review in September 2013:

  • clear organisational identification of a strategic unit directly reporting to the CEO with responsibility for defining strategic guidelines relating to business development and management of the product/technical solution portfolio on Ansaldo STS’ markets;
  • identification and organisational segregation of business/project management from the technical performance of projects;
  • identification and clear segregation of the businesses that currently characterise Ansaldo STS’ offer: Railway/ Mass Transit and freight transportation;
  • clear organisational identification of a unit directly reporting to the CEO with direct responsibility for safety/RAMS (“Reliability, Availability, Maintainability & Safety”);
  • Human Resources (HR & Organisation Unit), Administration, Finance and Control (CFO Unit) and Staff Functions increasingly focused on generating value by acting as business partners to facilitate and support the achievement of the company’s short, medium and long-term objectives.

Accordingly, the main structure consists of the following organisational units directly reporting to the CEO:

Main structure

Railways & Mass Transit and Freight

  • They are responsible for managing the performance of both projects and sales activities at global level, in line with the centrally-defined strategic guidelines.
  • They are organised by market areas referred to as regions. Each region covers a geographical area in which Ansaldo STS currently has projects underway.
  • They have a central organisational unit responsible for performing or coordinating the bidding activities in the individual regions.
  • They perform sales activities for business expansion/development on markets not yet covered (new geographies) by implementing the strategic guidelines defined by the central Strategy, Quality & Improvement unit.

The Operations unit

is responsible for:

  • developing and managing the product/platform/application portfolio by implementing the strategic guidelines defined by the central Strategy, Quality & Improvement unit;
  • identifying and implementing efficiency-improvement activities and programmes, which, in line with the Group’s strategic guidelines, ensure continuous improvement in the efficiency and effectiveness of the implementation and development of technical products/solutions;
  • providing the business management with all parts, systems and services to optimise procurement and production times and costs;
  • managing technical resources;
  • ensuring the implementation of shared processes, procedures and tools;
  • ensuring the capitalisation and exchange of knowledge.

Team-based organisation

Collaboration, management of work groups and a process-based approach are key factors in the successful implementation of the business strategy, as no single organisational unit has all the necessary levers to achieve business targets.

The organisational structure defines structured, formalised teams that operate in key processes: the Bidding Team, the Project Team, the Development Team and the Innovation Team.

The teams are created with the assignment of people from the relevant operating units who have the necessary skills for the projects. The teams work as levers in the management of interdependencies, interfaces and conflict, and ensure coordination between units. The aim is to ensure a deep focus on customers, efficiency and standardisation of processes and flexibility. Each team is led by a Team Manager with ultimate responsibility for the team’s output and coordinates the team’s resources.

Depending on the scope of the work and the requirements, the hierarchical function or centre managers select team members. Each team member is assigned a specific job and responsibility for identifying the required resources. Once they have joined a team, the members answer to the team manager with respect to deadlines, costs and the quality of the output.