Letter from the Chairman and the CEO


Ansaldo STS performed well in 2012: we achieved our fi nancial goals, built and delivered our work and projects and innovated our products.


presidente_0.jpgAs this is the fourth annual Ansaldo STS sustainability report, we believe that the culture of sustainable growth has been increasingly developed within the company and throughout our various branches, and less because we operate in a sector that is already highly focused on these aspects, and more because we have approached sustainability as a strategic choice informed by our awareness of the importance that it has in relationships with all the company’s stakeholders.

We focus on sustainability because we operate in a sector that favours the use of means with a low impact on the environment and because we are convinced that practices that integrate sustainability in the business generate the best results over time, at least in terms of their reliability and duration. Ansaldo STS upholds sustainable practices because sustainability is intrinsic to our mission, which is to develop railway and urban rail transportation systems by offering increasingly sophisticated products and solutions that are safe, environmentally-friendly and that ensure the related systems are safe and effi cient. It is our aim to help improve the daily lives of everyone who directly or indirectly uses these systems.

This is why we continuously search for more and better ways to take advantage of new opportunities and contribute to maintaining the balance between the various needs of our stakeholders. 2012 was another complex year for the world, and the continuing fi nancial crisis, especially in Europe, exacerbated the growing competition between organisations, including those in our sector, although global growth forecasts were confi rmed at an annual rate of roughly 3% over the next three years. Indeed, it is in years like this that we can best measure our ability to develop, maintain our hold on market share and achieve long-term targets. The sector in which we operate and, to a greater extent, our experience and technologies, enable us to pursue the continuous improvements we seek in our dayto- day and strategic decisions.

Ansaldo STS performed well in 2012: we achieved our fi nancial goals, built and delivered our work and projects and innovated our products.

We are proud of our success, which is, at times, less visible on the fi nancial market, but essential to all our stakeholders. 2012 saw the delivery and roll-out of the automatic urban transportation line for the Riyadh women’s university in only about 36 months, the delivery of the Genoa urban railway transportation system and the CBTC signalling system in Chengdu, China. In early 2013, the automatic urban railway service for Milan’s line 5 and in Brescia began operating.

In addition to these results, we have continued to pursue the technological development of our ideas and research, which have met with our customers’ appreciation and which bolster us as we face new market challenges in terms of effi ciency and safety, to invest in our new leadership positions in the future, such as Satellitare, a satellite system (contract with Australia), and Tramwave (an agreement with Chinese suppliers and participation in new tenders). We are pleased to report on all that Ansaldo STS management is doing to inform and sensitise internal company personnel on sustainability issues, increasingly developing the company culture and laying the foundation for a more systematic approach to sustainable growth.

This is why Ansaldo STS has created a Sustainability Committee on which the managers of each key department serve, with the aim of defi ning sustainability strategies and following up on the related results. Shared awareness in this respect encourages the development of ideas and actions, but, even more, enables us to make the most of outside stimulus, such as that gathered from our active participation in the UN Global Compact and the Global Compact Network Italia, in addition to helping us uphold our commitments in terms of reporting and interpreting our performance, revising, where necessary, our objectives through the sustainability report and carbon disclosure project.

It is the market that demands this of us: customers increasingly ask us - even within the scope of tenders - to demonstrate how we carry out our activities responsibly, in order to ensure the growing, or at least consistent, quality of our solutions and products. This is why we must devote ever more attention to the performance of our suppliers and motivate our employees, while achieving sound operating results that are integrated with ethical, social and environmental results as well.

This year’s sustainability report carries forward this vision and urges us to refl ect upon the actual progress we have made, giving us an invaluable opportunity to show stakeholders how to correctly envision our sustainability strategy, demonstrating the reliability of our decisions and strategies, in addition to underscoring our passion for what we do.

PansaThe 2012 sustainability report therefore focuses on highlighting the initiatives and good practices that people in our company are devoted to implementing, with an ongoing focus on the integrated management of all the above aspects.

What we refer to as good practices consist, in truth, of “the innovation of our sustainable approach”, which is to say the development of new technologies, solutions and industrial and corporate governance processes, as well as the management of resources and relationships with outside stakeholder.

These include new initiatives like our future leaders project, an international personnel recruitment and development process for voluntary candidates, the development of customer satisfaction systems for services offered to end users of major lines we have built, informing our suppliers in supply chain management, in order to meet specifi c sustainability requirements, and, fi nally, our ongoing focus on gathering feedback from the fi nancial market to better direct management communications and transparency.

The growth of a business is the result of the integrated management of all the elements that interact with it, and those we have mentioned are only a few examples of the importance we give to sustainability in Ansaldo STS’ business model. It is signifi cantly affected by intangible assets, i.e., all the intellectual property and values, and human, relational and organisational assets, which are elements that, in an organisation and its strategies, give rise to a longlasting business destined to generate value over time.

There is no development without wealth, but the creation of wealth is not only based on economic results. It arises through the sound ambition of managers who correctly interpret the present and have a reasonable view of the future, managers who balance fi nancial objectives with the quality of life of the people who deal with us every day and our families.



Sergio De Luca
CEO of Ansaldo STS S.p.A.

Sergio De Luca  CEO of Ansaldo STS S.p.A.

Alessandro Pansa
Chairman of Ansaldo STS S.p.A.

Alessandro Pansa Chairman of Ansaldo STS S.p.A.