Ansaldo STS’ strategy

Ansaldo STS is committed to maintaining and developing a series of distinctive capabilities and expertise to create value and ensure the company’s long-lasting growth over time.

It fulfils this commitment with three strategies:

  1. Selectivity: focusing on markets where it has a strong competitive position.
    Ansaldo STS’ growth is the result of a continuous process beginning with its awareness of its positioning and competitive edge, the identification of market opportunities in relation to its competitive levers and their translation into action plans. This process has led to the definition of strategic markets – the domestic market and the areas in which the company has a significant, recognised presence, as well as markets presenting growth opportunities, by focussing on large projects with low overheads.
  2. Innovation: focus on innovation as a lever to gain competitive edge for long-term growth.
    Ansaldo STS’ innovation strategy to increase turnover is based on improving the products it currently offers customers and differentiating its product portfolio to expand the offer, extending its business model by offering complementary services that meet its customers’ expressed needs (management and maintenance activities) and meeting the specific needs of customers given their particular geographical situations (complex areas with low traffic volumes), offering cutting-edge satellite technology solutions.
  3. Flexibility and efficiency: maintain its competitive edge by optimising the business model with a focus on the flexibility of the offer and operating efficiency.
    Efficiency is one of the strategic levers in which Ansaldo STS invests in order to strengthen its competitive position and ensure excellence in its business activities. In order to pursue these objectives, it has launched an improvement plan across all company areas, leveraging the opportunities provided by its global organisation.
    The purpose of the plan is to make company processes more efficient by identifying and sharing best practices, while at the same time exploiting the economies of scale offered by the new organisation.
    The plan consist of five separate modules, each focused on one company area:
    • Global Supply Chain: “Road to 150”15 project to optimise external procurement costs.
    • Lean Manufacturing: an integrated production structure designed to meet customers’ current and future needs.
    • Flexible Delivery: flexible and global planning and management in accordance with specifically project requirements.
    • Streamlined Support Functions: exploitation of the potential synergies and benefits arising from the global scale and review of processes.
    • Global Development Centres: standardisation of platforms and optimisation of product families.
    Each module consists of a series of projects and the content of each project has been defined with the participation of Ansaldo STS personnel at all levels: improvement areas were identified during a diagnostic stage in which information was gathered through interviews, questionnaires to all personnel and the mapping of activities performed. The results of the diagnostics were consolidated by a dedicated team and submitted to the attention of top management, which provided, in accordance with the company’s strategy, input for the definition of priorities and, therefore the planned projects to be kicked off.

    The improvement projects are managed by teams using internal personnel selected on the basis of specific expertise and skills, with the support of a centralised project management office.

    In order to ensure the implementation of all efficiency initiatives, and, in general, all strategic initiatives, Ansaldo STS has developed an Action Implementation Monitoring (AIM) system. Through AIM, the following have been defined:
    • the definition process for action and monitoring plans;
    • the governance rules to ensure the frequency of review meetings focused on initiatives and the identification of any corrective action in the event of critical areas;
    • tools to support management of the initiatives.
    The contribution that Ansaldo STS expects of AIM is:
    • completeness: having a consistent, updated picture of all initiatives underway;
    • consistency: doing what has been proposed and following up on it until implementation;
    • initiatives explicitly linked to company plans

15 See section Social sustainability chapter Supply Chain.