Results
The analysis conducted by the Ansaldo STS Group as regards the relations with the different categories of stakeholders, and the environmental, health and safety aspects which characterise its activities, has enabled the company to define, in 2010, a Sustainability Programme including improvement targets.
The Sustainability Report of this year reports the actions implemented by the company in 2011 in consideration of the commitments undertaken and the set of new targets defined for the future operations.
Reporting of commitments – synthesis
GOVERNANCE AND ORGANISATION
| Commitments undertaken in 2010 | Activities carried out in 2011 | |
|---|---|---|
| Extension of the implementation of global processes to Ansaldo STS USA. | All global processes were implemented in the USA through specific workshops. | ✔ |
| Integration of the requirements of the Environmental, Health and Safety management systems. | The company has implemented an Integrated Management System (IMS) for Environment, Safety and Quality, establishing, at Corporate level, global policies and procedures to ensure the controlled management of processes and activities relating to quality, safety at work and the protection of the environment. | ✔ |
| Integration of the local quality management systems into the single documentary system. | All corporate management systems have been integrated into a single documentary system as described in the corporate handbook - MNL001 - issued on 4 July 2011. The integration, and then the implementation of the system was subject to the ISO 9001 audit of certification which was successfully completed in December 2011. | ✔ |
| Release of the global organisation of Ansaldo STS and effective entry into force of the organisational positions of the resources of Ansaldo STS USA. | All employees of Ansaldo STS USA were integrated into the Global Organisation starting from 1 April 2011 (issue of the corporate organization chart - ORA002 rev5 - and allocation of all internal staff). | ✔ |
| Implementation of the Code of Ethics in the main companies of the Group and definition of the relevant application procedures. | The necessary procedures were defined for the implementation of the Group’s Code of Ethics as updated in July 2010 in the various countries. The Code of Ethics was resolved upon by the Board of Directors of Ansaldo STS USA, Ansaldo STS Australia and Ansaldo STS Transportation Systems India. The first half of 2012 will see the completion of the process in the other group companies. | ✔ |
RELATIONS WITH HUMAN RESOURCES
| Commitments undertaken in 2010 | Activities carried out in 2011 | |
|---|---|---|
| Consolidation of the Performance Development Project and Global Job System processes. | The new ASTS development processes, which are defined through the HR Integrated Development System, were consolidated at worldwide level. US employees, who were involved in the organisational integration of FFDB in the course of the year, were also trained with respect to the new development processes (PDP, GJS, Talent management). Specifically, information workshops were held with all the managers, in order to inform them of the new guidelines regulating the HR management and development processes. The support of the local HR managers further contributed to the cascading of information to all organisational levels. In each geographical area, HR contact persons were identified who were “expert” in the management of the new processes and who were appointed to guide, through a continuous and structured coaching, all managers and employees who use these processes. Furthermore, central and global coordination ensures the continuous monitoring of the process management and the development of improvement actions. | ✔ |
| Support the process for the global integration of Ansaldo STS, through the promotion and diffusion of the new corporate values. | In order to ensure widespread adoption and internalization of the 5 corporate values, a new Values Campaign has been designed which is based on the importance of the behaviours to be adopted at Ansaldo STS. This campaign is aimed at stressing the importance of moving from enunciation to action: affirming the existence of values does not suffice, rather it is essential to ensure that they are put into practice and that they constitute the driving behaviours actually adopted by each worker of ASTS. The concept chosen uses the metaphor of cinema: the "Action" image is a reference to the construction of a scene in a film, which has well-defined characters who are called upon to be the main actors of that scene. To this end, each value represents an action with specific protagonists; these protagonists are the behaviours selected as representative of the values themselves and the campaign will impact upon these behaviours. The campaign will be implemented through various initiatives: - The “Values in Action: MOVIE WITH US” competition will be launched, which will reward the nicest picture and the best movie featuring the distinctive behaviours that have been associated with the values of ASTS. A special judging panel will select the best entries and the winner will be used for publicity and will appear on the corporate intranet and company screens as the behaviour sponsor. - Focus groups will be managed to gather ideas and suggestions for improving the communication of corporate values. The most interesting proposals will be implemented with special programmes. Initiatives will always be accompanied by the image campaign. | ✔ |
| Manage diversity of multiculturalism and internationality. | In 2011 multiculturalism and diversity remained strategic activities, which were highlighted by the managerial training focusing on team management experience at worldwide level and which significantly increased in the course of 2011. | ✔ |
| Ensure the diffusion and capitalisation of expertise within the system. | With the implementation of the GJS project, all of the most significant corporate roles were mapped and the necessary expertise to supervise the roles themselves was defined. The dissemination of the results of the project to all the members of the various professional families allowed the level of knowledge to be shared, thus contributing to the capitalization of expertise. | ✔ |
| Ensure the involvement and the commitment of people, for the purpose of creating team spirit and the ability to work efficiently in group. | The issue of collaboration and team spirit was faced by taking as a starting point the project teams which, due to the very nature of the activities carried out and the inter- and intra-functional relations managed, must represent the first “model” for the active and mutual capacity to work in a group. In this regard, meetings were held with the contact persons of the various project teams, directly involving the top management, to analyse the main causes of a lack of synergies or malfunctions in the management of working groups. The output of these meetings led to the design of a new initiative: “KEY ROLES EMPOWERMENT”, which is aimed at strengthening the leadership skills of the team members, in order to ensure working procedures in line both with the new corporate processes and with the value of team spirit. | ✔ |
RELATIONS WITH INVESTORS
| Commitments undertaken in 2010 | Activities carried out in 2011 | |
|---|---|---|
| Support the internal development of sensitivity to sustainable business and thus actively participate in the Global Compact and similar initiatives, such as the commitment of the IR towards ethical investors | Participation in a working group for the identification of sustainability criteria to be applied to suppliers in order to create a list of these within the GC organisation. | ✔ |
| Adequately and promptly react to remarks resulting from the perception study, highlighting responsiveness and focusing on the remarks themselves. | This objective was partially achieved in relation to the communication possibilities on the market: the Investor Day was postponed to the following year due to important business commitments. | - |
| Keep the image and the valuation of the stock linked to the real situation of the company and business. | This objective was achieved also in relation to the difficulties faced in 2011 due to the unforeseeable situation in North African countries, which caused a suspension and then a review of the guidance, which was in any case communicated to the market in time. | ✔ |
RELATIONS WITH CUSTOMERS AND MARKETS
| Commitments undertaken in 2010 | Activities carried out in 2011 | |
|---|---|---|
| BU Transportation Solutions. To continue to satisfy and exceed the expectations of its clients, ensuring longterm relations based on ooperation and trust. To leverage on its technological excellence, on its undisputed leadership at a European level and on its first important successes in the farthest international markets in order to consolidate its role as a worldwide leader. | BU Transportation Solutions: we successfully performed the contracts awarded to the company in previous years, thus always honouring the commitments undertaken with our customers and partners. We confirmed our global leading position in the driverless metro sector with the acquisition of the Copenhagen Cityringen contract, which took place in the very last days of 2010, and which will also involve us as operators and with the acquisition of the contract relating to the extension of line 5 of the Milan underground network. However, in the driverless metro sector, the most significant event was certainly represented by the acquisition by Ansaldo Honolulu Joint Venture, the consortium established by Ansaldo STS and AnsaldoBreda, of the contract for the implementation of the technological project and for providing the vehicles of the new driverless metro network of Honolulu (State of Hawaii). The contract, whose overall value amounts to 1,334 million dollars (net of GET tax), provides for the design, construction, operation and maintenance of the new driverless metro line of Honolulu, which is about 32 kilometre long, entirely on fl yover tracks, with 21 stations; the share of Ansaldo STS amounts to €841.8 million. The design and construction of the complete line will take 8 years, while the operation and maintenance of the line will start in 2015 for the first functional stretch and in 2019, up to 2029, for the entire line. The signing of this important contract, whose value is the highest in the history of the company, demonstrates, once again, the international value of a Group with a long history of successes in high-tech signalling and metro and railway transport systems. Another important target achieved in 2011 was represented by the completion of the works for the construction of the driverless metro Princess Noura University (PNU) in Riyadh. Thanks to the important results achieved, we are now ready to face the new challenges of the global market thanks to a business organization which is by now consolidated at international level and our detailed vision of the world market. Thanks to the success obtained in the field of driverless metros, we are exporting our winning model of turnkey system provider into the LRT sectors, also without catenary and high speed. | ✔ |
| BU Signalling. To become more competitive through: - greater internal efficiency (the adoption of the Engineering Management Framework process; implementing the Worldwide Competency Framework and Global Resource Planning Tool; periodical review of the projects on a quarterly basis); - the use of standards with generic platforms which can be easily adapted through dedicated application development tools; - cooperation between the Business Units on technical, commercial and marketing aspects; - more selection in the decision of the markets in which to compete or operate. | The initiatives aimed at increasing internal efficiency were:• Simplification of the Delivery structure with the creation of managers responsible for local delivery and having direct control over the PM, O&M and C&C functions; • Reorganisation of the Engineering team by creating teams dedicated to applications that are peculiar to the market: Railway and Mass Transit; • Consolidation of technological subjects within the abovementioned two areas; • Creation of simulation environments/labs for the new applications in order to reduce troubleshooting times and delivery at site; • Amalgamation of the team of Engineers projects and Support to the bidding function, attracting the most expert resources worldwide. The improvement in corporate competitiveness through business actions was achieved with the following activities: • Use of the large Sales & Business Development network of the SBU for marketing activities, also for TSBU; | ✔ |
SUPPLY CHAIN MANAGEMENT
| Commitments undertaken in 2010 | Activities carried out in 2011 | |
|---|---|---|
| To increase the level of expertise in the procurement area, through: - In-depth implementation of the new global processes; - Use of cooperation tools to enhance team work internally, with internal suppliers and clients; - To develop a strong plan for managing expertise. | • We started training resources in agreement with the strategy adopted by the Supply Chain. • We created cross-cutting teams between the corporate functions in order to identify improvement areas in the management of supplies. | ✔ |
| To strengthen the Account Management role within procurement in order to: - Develop a long-term strategy with key suppliers; - Guarantee an effi cient interface; - Optimise the added value created by the partnership between Ansaldo STS and suppliers. | • We identified managers responsible for supplier relations for each category/ commodity • We carried out an in-depth analysis of suppliers in order to identify the supplier which can guarantee us the best global service • We considered the launch of IT tools in order to automate, as far as possible, supplier relations as regards the part of the relationship with the least added value | - |
EXCHANGE RELATIONSHIPS WITH THE COMMUNITY
| Commitments undertaken in 2010 | Activities carried out in 2011 | |
|---|---|---|
| RELATIONS WITH ITALIAN AND EUROPEAN INSTITUTIONS - To respond to funding calls for Research, at both an Italian and European level, by coordinating proposals to increase the Safety, Security and Environmental Compatibility of the Railway transportation System. | • In 2011 Ansaldo STS started the following projects: - SFERE, - Osiris, - Sicurfer, - Secured. | ✔ |
| RELATIONS WITH UNIVERSITIES - To contribute to the creation of specialisations in the sector through the financing of and scientific contribution to post-graduate Masters courses in cooperation with the major Italian Universities. Increased cooperation with foreign Universities, particularly in the USA. In 2011 the Human Resources department will also participate in many meetings with new graduates from academic institutions (Career Days, Job Fairs) for the purpose of encouraging links between Universities and the labour market. In coordination with External Communications, these participations are part of the global project "Get your Career on Track" created for the purpose of attracting to the high profi le technological entity that is Ansaldo STS, new talented young people keen to get involved in the important international projects of the Group. | Partnerships continued and were strengthened with Italian universities for specialist- technological and managerial training. Furthermore, Ansaldo STS has a master agreement in place with the German University of Dresden, which is particularly expert in the Railway Signalling sector and it is continuing to intensify the establishment of relations with international universities in strategic countries for the future of the Group. Throughout 2011, ASTA participated in meetings with new graduates promoted by academic institutions (Career Days, Job Fairs) for the purpose of stimulating contact between Universities and the world of work. This participation falls within the scope of the global “Get your Career on Track” project, a campaign to attract young talents to the corporate environment, the cornerstone of which is the creation of an image of a single image with strong visual impact for all the countries where the group operates. | ✔ |
| MEDIA RELATIONS - It is the intention of Ansaldo STS to intensify its relations with the media, and in particular with the financial press, to better illustrate the potential of the company in an increasingly international market. One of the major targets is to provide the media with a more in-depth and direct knowledge of the business in which the Company is active, also through the visits of journalists to the different facilities of Ansaldo STS, allowing them to collect direct information on the technological excellence of the products of the Group and on the perspectives of the railway transportation market. | 2011 saw the continuation of the consolidation of media relations, above all in consideration of the particular period of reference. Furthermore, 2012 will be a year full of significant new works and important new construction sites. | ✔ |
| RELATIONS WITH THE COMMUNITY - To continuously support social, cultural and environmental initiatives promoted by Associations and Institutions. | Also in 2011 Ansaldo STS increased its commitment to charity campaigns, financing humanitarian, environmental, cultural and social initiatives. | ✔ |
ENVIRONMENT, HEALTH AND SAFETY
| Commitments undertaken in 2010 | Activities carried out in 2011 | |
|---|---|---|
| Training | ||
| GENOA, NAPLES, PIOSSASCO - Increase of 20%/40% in the number of training hours dedicated to the environment, through training meetings with external entities | Activity in progress. A project is being studied concerning environmental training as a result of the Global Job Systems implemented in 2011. | - |
| Electricity | ||
| GENOVA - Reduction in electricity consumption of 2% by increasing employee awareness. | The objective was achieved (reduction of 8.03%). | ✔ |
| TITO SCALO - Reduction in electricity consumption of 2% through the construction of a photovoltaic system. | Activity in progress. The implementation of the photovoltaic system is being studied. | - |
| PIOSSASCO - Reduction in electricity consumption of approximately 100kwh and disposal of 134 kg of R22 gas, through the replacement of n. 2 Refrigeration Units. Reduction in electricity consumption of approximately 9,000 kwh through the replacement of open space ceiling fittings. | •The replacement of the 2 refrigeration units is expected in 2012. •The objective was achieved (reduction in electricity consumption of 13.75%, equal to 165 Kwh). | - ✔ |
| BATESBURG - Reduction in electricity consumption through the replacement of 50 HP air compressors with one variablespeed 50 HP air compressor. | The objective was achieved (reduction in electricity consumption of 2.96%). | ✔ |
| BRISBANE, PERTH,SYDNEY, BANGALORE, KOLKATA, KL OFFICE AND FACTORY, NOIDA, NEWCASTLE, KARRATHA, PITTSBURGH, LES ULIS, RIOM, SOLNA, BRAVINGTON AND KERRY Reduction in electricity consumption: - through the replacement of the existing lamps with low-energy consumption ones, | Activity in progress. A pilot project is being studied for energy effi ciency which provides for the replacement of the lighting system with the LED and DALI systems. | - |
| Gas | ||
| TITO SCALO - Reduction in gas consumption of approximately 14,000 cubic meters through the replacement of 6 sequential boilers with condensing boilers. | The objective was achieved (reduction in gas consumption of 14.85%, equal to 49,588 m3). | ✔ |
| BATESBURG - Reduction in CO2 emissions through the replacement of 5 HVAC cooling units containing 29 tonnes of R22 with units containing R410A. | Activity in progress. | ✔ |
| Waste | ||
| Reduction of 2% in the production of hazardous wastes, through: - training and informing staff about correct waste sorting; | The objective was achieved for Naples, Tito Scalo, Genoa and Les Ulis. The production of hazardous waste was on the rise in Batesburg, Riom, Piossasco. | - |
| TITO SCALO - Reduction of the production of hazardous wastes of approximately 1 ton, thanks to the conclusion of the divestment of equipment containing hazardous substances CER 160213. | The objective was achieved (reduction of production of hazardous waste of 73%, equal to 4.7 tonnes). | ✔ |
| BRISBANE, PERTH, SYDNEY, NEWCASTLE, BANGALORE, KOLKATA, KL OFFICE AND FACTORY, NOIDA, KARRATHA, PITTSBURGH, LES ULIS, RIOM, SOLNA, KERRY AND BRAVINGTON - Reduction of waste production through the provision of information material and training courses for employees focused on the careful management of the activities which impact on waste production. | The objective was achieved for Pittsburgh (from 165 to 106 tonnes), Les Ulis (from 96 to 50 tonnes), Riom (from 104 to 34.1 tonnes), Bangalore (from 5.1 to 3.6 tonnes), Kolkata (from 0.5 to 0.3 tonnes), and Sydney (from 5 to 4.2 tonnes). The production of waste was stable for the Noida and KL Offi ce (1 ton). It was on the rise in Perth (from 12.4 to 14.2 t) and London (from 145 to 185 tonnes). | |
| Wood Packaging | ||
| TITO SCALO, PIOSSASCO AND GENOVA - Full recycling of wood packaging through an agreement entered into with the waste disposal company for the recycling of wood | The objective was achieved. | ✔ |
| Transports | ||
| GENOVA, TITO SCALO, NAPOLI AND PIOSSASCO - Reduction of CO2 emissions through Travel Policies which provide for Long travel lease agreements only for LPG and methane-fuelled cars. Reduction in the number of employee journeys between the locations of Ansaldo STS through the arrangement of video-conference rooms and the implementation of PC workstations with cameras. | Activity in progress. | - |
| Emergencies | ||
| GENOVA, NAPOLI AND TITO - Reduction in the number of environmental accidents at sites and yards through the training and information of staff. | The objective was achieved. A module was implemented for recording environmental near misses in order to implement all preventive actions in order to reduce the number of environmental accidents. | ✔ |
| PIOSSASCO - Control of the number of environmental accidents at sites and yards through the training and information of staff. | The objective was achieved. A module was implemented for recording environmental near misses in order to implement all preventive actions in order to reduce the number of environmental accidents. | ✔ |
| HEALTH AND SAFETY - OHSAS 18001 | ||
| NAPOLI, GENOVA, TITO SCALO AND PIOSSASCO - To get a positive outcome from the certification entity, by using consultancy firms as regards the necessary assistance during the maintenance, extension and new certifi cation of the system. Maintain the focus on the management system through actions aimed at training personnel and suppliers. To use internal audits also to increase employee awareness. | The objective was achieved. In 2011 LRQA carried out the check of Environment and Safety requirements applied by Ansaldo STS. The check was successfully concluded confi rming the system certification according to the UNI EN ISO 14001:2004 and BS OHSAS 18001:2007 standards. | ✔ |
| HEALTH AND SAFETY - Accidents | ||
| NAPOLI, GENOVA, TITO SCALO AND PIOSSASCO - Reduction of 20% in the accident severity index through the improvement of the Health and Safety Management System, through seminars and training courses and by the use of share points to increase awareness on this issue. Increase of 20% in reports of near misses per year through the regular use of the near miss report form, through inspections to verify the applicability and through training and information on how to use the forms attached to the accident management procedure. | The objective was achieved. In 2011 LRQA carried out the check of Environment and Safety requirements applied by Ansaldo STS. The check was successfully concluded confi rming the system certifi cation according to the UNI EN ISO 14001:2004 and BS OHSAS 18001:2007 standards. | ✔ |
| HEALTH AND SAFETY - Training | ||
| NAPOLI, GENOVA, TITO SCALO AND PIOSSASCO - Increase of 10% in training hours on safety. | The objective was achieved, as the total training hours more than doubled as a whole. | ✔ |
Last updated 07/09/2012 - 15:23
