Competitive advantages of Business Units

RAILWAYS AND MASS TRANSIT

Leveraging its success to gain global leadership – Focusing on a sound relationship with customers, to ramp up the adoption of standards and consolidate its presence in key countries; selecting global opportunities to sustain profitable growth, how to get the best relaunch plans and the best of emerging markets.

Leveraging portfolio standardisation – Developing a portfolio of standard platforms that are flexible to meet the specific needs of local customers; leveraging its leadership in R&D to standardise the product portfolio; continuing to focus on investments in R&D; adopting a make or buy policy for components; optimising hardware and platform costs.

Industrialising delivery – Expanding its expertise in deliveries to all customers in accordance with standard criteria; improving the punctuality of deliveries and containment of costs, leveraging the implementation of the best practices developed by the group.

Taking advantage of the sector’s sound performance – Strengthening its technological leadership through other maintenance services both in mature and emerging markets and supporting, where possible, the allocation of work by introducing the formula pay/per use for the larger contracts in order to optimise the management of the customer’s total cost.

Important projects and technological references – Winning major high-tech projects, including CBTC (Communications Based Train Control), driverless solutions and the punctual delivery of projects in progress in line with budget.

Local activities and global knowledge – Professionalism in the local management of activities is the key to projects that meet commitments assumed, along with having processes and tools to efficiently share the know-how acquired at global level. Agreements and local arrangements with civil partners and key suppliers are also crucial in negotiations and success on various markets.

Financing to exploit sector opportunities – Certain projects require financial packaging (PFI/PPP) with the commitment to assume an equity interest; leveraging the company’s financial soundness to support concession projects, which could also give rise to operation and maintenance opportunities.

Multi-disciplinary and interdisciplinary expertise – With its experience in a variety of roles within different projects, Ansaldo STS has expanded its expertise in complementary and transversal areas as well, developing a complete, unique vision of transportation systems over their entire life cycle.

Maximising local content – In its projects, Ansaldo STS tends to maximise the local procurement of materials, services and labour, in order to be increasingly competitive and contribute to the development of local economies, including in emerging countries. Data on the Taipei and Honolulu projects are given below as an example of this approach:

  • Taipei local content: roughly 80% of total design and construction costs;
  • Honolulu local content: roughly 93% of total design, construction, operating and maintenance costs. This is very high because the project also includes several years of O&M in which local personnel used reaches nearly 100%.

FREIGHT

A specific organisational division – Created with the aim of capturing a global business, by leveraging on the experience that has already been tested considerably at local level in projects like Rio Tinto and Roy Hill.

A dedicated team based in two key geographical segments – Through its solid presence in Australia and the US, traditionally the two most important markets for the freight segment, Ansaldo STS plans to lay the foundation for global expansion of its freight opportunities.

Innovative technological solutions – Given the significance of the solutions developed for Rio Tinto and Roy Hill, two of its most important freight customers, Ansaldo STS is poised to become a leader in this sector and a benchmark for competitors.