docThe relationship between RZD and Ansaldo STS
download 
Şikayet Transkript
The relationship between RZD and Ansaldo STS
The relationship between RZD and Ansaldo STS + • Following the agreements signed by Finmeccanica and RZD in 2007, Ansaldo p for the development p of STS and NIIAS ((subsidiaryy of RZD)) started to cooperate an innovative signalling and safety ensuring system, called ITARUS-ATC • In May 2007 the Parties signed a Concept for the development of such new system • In August and Nov. 2008 the Parties agreed to sign an ITARUS-ATC contract • In April 2009 Ansaldo STS and NIIAS signed a contract for the development and testing of the new ITARUS-ATC system on a Russian trial site, whose value for Ansaldo STS is 7.4 M€ • In 2008 ZST (subsidiary of RZD) launched an international tender for the realization of the signalling, automation, security, ticketing, telecommunication and power supply systems on the Sirth-Benghazi railway line in Libya • On August 2010 the Consortium between Ansaldo STS and Selex Communications (another Finmeccanica company) signed with ZST a contract for the Sirth-Benghazi line worth 246.8 M€. The portion of the Contract for STS S is 201.8 0 8 M€. € Ansaldo S + London 2nd December 2010 31 Russian Railway infrastructure development (i) + Strategy for Developing Rail Transport in the Russian Federation up to 2030 + London 2nd December 2010 32 Russian Railway infrastructure development (ii) + Strategy for Developing Rail Transport in the Russian Federation up to 2030 Ratified by the Government in June 2008, the Strategy for Developing Rail Transport in the Russian Federation up to 2030 envisages a significant expansion of Russia's rail network in two stages: • The first involves a period of modernization (2008-15) to ensure the necessary capacity on key routes, a fundamental renewal and upgrading of existing infrastructure and the beginning of planning and surveying work for expansion, as well as a start on the construction of some high-priority lines. This construction program will cost 4.2 trillion rubles, with 58.6% coming from the Russian Federation, 11.9% from administrative areas of the Russian Federation, 10.7% from Russian Railways and 18.8% from private i iinvestors. • Among the Company’s top priorities are the reconstruction of existing main lines and their technical enhancement, along with the construction of new lines to remove infrastructural limitations to Russia's economic i growth. th Th The costt off upgrading di existing i ti railways il will ill exceed d3 3.2 2 ttrillion illi rubles. bl • The development of high-speed lines in Russia will make rail travel more attractive and reduce journey times, attracting passengers from air and road. This will make rail passenger services more profitable and help to reduce the environmental impact resulting from the growing demand for travel. travel • The second stage from 2016 to 2030 involves large-scale expansion. This will create the infrastructure needed to develop new areas of economic growth across Russia's vast territory, achieving a world-class level of technology and improving the competitiveness of the country country’s s rail system on the global market The minimum version envisages g the construction of 16017 km of new route by y 2030,, while the maximum scenario calls for 20730 km + London 2nd December 2010 33 ASTS is a value creating partner -a case history- + • RZD was looking for an international partner willing to design a new signalling y in compliance p with some specific p needs of Russian Railways y system • Ansaldo STS established a joint working group with NIIAS (subsidiary of RZD) • Ansaldo STS and NIIAS conceived an innovative version of the ERTMS Level 2 system, called ITARUS-ATC, based on satellite location and without the use off any distributed di t ib t d d device i (E (Eurobalises), b li ) iin order d tto iimprove th the efficiency ffi i and maintainability of the system, sensitive factors on a large territory such as Russia • Now the system is going to be tested on a trial site close to Sochi • Following the results on the performances of the system, it is planned to apply it on an extensive portion of Russian Railways • The intention of the Parties - RZD, NIIAS and Ansaldo STS – is to propose the same system also to other countries (Belarus, etc…) + London 2nd December 2010 34 The new MoU signed on 26th November 2010 + • On 26th November 2010 RZD, NIIAS, RZD High Sped Rail, Finmeccanica and sa do S STS S ssigned g ed a new e Memorandum e o a du o of Understanding U de sta d g ((MoU) oU) to o de define e Ansaldo their cooperation till 2020 • Ansaldo STS will establish a Joint Venture together with NIIAS and RZD HSR • The JV will focus its business on safety and security systems • The prospected business for the JV regards the equipment, with safety and security systems, systems of 100 stations stations, 50 spans (open lines) and 100 locomotives till 2010 • Ansaldo STS will localize a part of its production in Russia • By means of this MoU, MoU Ansaldo STS will access new segments of the railway market in Russia, such as security systems, computer-based interlockings and traffic management centers centers. + London 2nd December 2010 35 Ansaldo STS Investor Meeting g 2010 Markets, focus on Turkey y Turkey State Railways (TCDD ), Head of Department Mehmet Turşak TARGET 2023 RESTRUCTURING MoT NEW TURKISH RAILWAY SECTOR NEW TURKISH RAILWAY SECTOR THE MINISTRY OF TRANSPORT THE DIRECTORATE THE RAILWAY ACCIDENT THE DIRECTORATE TURKISH GENERAL OF INVESTIGATING GENERAL OF RAILWAY TRANSPORT RAILWAY TRANSPORT BOARD TURKISH STATE RAILWAYS J.S.C. DUGEM DEKAK TCDD DETAŞ London 2nd December 2010 37 PRESENT SITUATION Passenger and Freight Transport g g p MoT FREIGHT TRANSPORT (2009) PASSENGER TRANSPORT (2009) Volume : 22 million tons ((10,3 , billion tons-km)) Volume : 80 million pax ((5,4 , billion pax-km) p ) Share Share : 2% : 5% Line Length (km) Conventional Lines Conventional Lines 11.008 High Speed (HS) Lines 397 Total Lines 11.405 • Since 13th of March, 2009, high speed (HS) trains are in operation on Ankara – Eskişehir Line. • Since Si 1st off July, J l 2010, 2010 HS trains t i have h b been operating ti every hour h with ith 22 trips t i a day, d carrying daily 6000 pax at weekdays & 7000 pax at weekends. • A total of 2.2 million passengers have been carried between March 2009 and September 2010 London 2nd December 2010 38 RAILWAY CORRIDORS IN OUR REGION MoT There is a 75 billion USD transpot potential between Europe and Asia. •Istanbul-Kars-Tbilisi-Baku, •Kurtalan-Nusaybin-Iraq, K t l N bi I •Kars-Nahcevan-Iran, •Kavqaz-Samsun-Basra, Far East Asia •Istanbul Aleppo Makkah and •Istanbul-Aleppo-Makkah •Istanbul-Aleppo-North Africa transport corridors are being developed. The Central and North Asia Samsun-Kavqaz Kars-Tbilisi-Baku Marmaray y Lake Van Crossing Tekirdağ-Muratlı Kurtalan- Nusaybin Kurtalan Nusaybin- Iraq Kars-Nahcevan-Iran South East Asia North Africa The Middle East 39 3 3.107 BUDGET ALLOCATED TO RAILWAYS HAS RISEN 3.500 TLMilyon TL TL Million Million Mil TL 3.000 235 2003 103 2001 202 75 2000 500 2002 76 67 1.000 820 1.500 1 .483 1.122 2.000 1.531 1 1.662 2.500 2010 2009 2008 2007 2006 2005 2004 0 Years Yıllar While the allocation to railways were 75 Million TL in 2000, 3,11 Billion TL has been allocated in 2010 . y allocation to railways y has risen 41 times in ten y years. Yearly 40 IMPORTANT PROJECTS HEDEF 2023 HEDEF 2023 Construction of Ankara-İstanbul, Ankara-Konya, Ankara-Sivas and Ankara-Bursa High Speed Lines, Ankara set as the center, started Tiflis K A R A D E N İ Z Kapıkule Kırklareli Pityon Samsun Karabük İzmit Adapazarı Çankırı Kars Amasya BİLECİK Bandırma BURSA ESKİŞEHİR Erzurum ANKARA Yerköy Balıkesir Alayunt Er incan Erzincan Irmak SİVAS Yozgat Polatlı Divriği E G E D E N İ Z İİ Aliağa Manisa AFYON Uşak İZMİR Muş Tatvan MALATYA Kapıköy Van Batman KONYA Aydın High Speed Lines Length Ankara - İstanbul 533 km Ankara - Konya 212 km Ankara - Sivas 460 km Bursa - Bilecik 106 km ADANA Karaman Kurtalan Diyarbakır Kahramanmaraş Denizli ANTALYA TOTAL Van Gölü Elazığ KAYSERİ Narlı Gaziantep Mardin Nusaybin Mersin İskenderun Musul Halep Kerkük HS LINES UNDER THE COSTRUCTION HS LINES UNDER THE OPERATION 1.311 km Bağdad 41 41 /53 41 IMPORTANT PROJECTS ANKARA‐ISTANBUL HIGH SPEED TRAIN PROJECT MoT İSTANBUL 533 km ANKARA ESKİŞEHİR Ankara-Eskisehir Section was completed and high speed train operation started on 13th March, 2009. Construction works on Eskisehir-Istanbul Section are going on and 50 % physical progress will be realised by the end of 2010. PROJECT FEATURES Length : 533 km O Operating ti S Speed d : 250 kph k h Journey Times Ankara-Eskisehir 1 h 30 min Ankara-Istanbul 3h : 42 IMPORTANT PROJECTS ANKARA‐KONYA HIGH SPEED TRAIN PROJECT MoT ANKARA POLATLI 212 Km KONYA PROJECT FEATURES Length 2010 : Project will be completed. 2010 : Project will be completed. : 212 km Operating Speed : 250 kph y Times Journey Ankara - Konya y 1 h 15 min. Istanbul - Konya 3 h 30 min. Project Cost : : 1 billion 128 million TL (including 6 sets) 43 IMPORTANT PROJECTS ANKARA‐SIVAS HIGH SPEED TRAIN PROJECT MoT ANKARA YOZGAT KIRIKKALE SİVAS 466 Km PROJECT FEATURES 2009 : Works started on 13th March, 2009. 2010 : Construction works are going on Y k Si Yerkoy‐Sivas section (292 km). ti (292 k ) Length g : 466 km Operating Speed : 250 kph Journey Time : Ankara - Sivas Project Cost : 2 billion 91 million TL 44 approx. 2,5 h IMPORTANT PROJECTS ANKARA‐BURSA HIGH SPEED TRAIN PROJECT BURSA BİLECİK 455 Km ESKİŞEHİR ANKARA PROJECT FEATURES Length 2010 : Tender process is going on. : 124 km (Bursa-Bilecik) Operating Speed : 250 km/saat Journey Time : Ankara - Bursa Project Cost : 851 million TL 45 approx. 2 h MoT IMPORTANT PROJECTS SUNUM İÇERİĞİ HIGH SPEED TRAIN STATIONS MoT EDİRNE TRABZON İSTANBUL KARS ERZURUM ANKARA BURSA YOZGAT ESKİŞEHİR SİVAS ERZİNCAN POLATLI AFYON İZMİR KAYSERİ KONYA ADANA GAZİANTEP MERSİN COMPLETED HIGH SPEED LINES HIGH SPEED LINES UNDER CONSTRUCTION PLANNED HIGH SPEED LINES HIGH SPEED TRAIN STATIONS 46 EXISTING LINE New HIGH SPEED STATION High Standard Commuter Train Operations will start in the Capital , ANKARA. g p p , 47 Kayaş caddesi üstgeçidi 19 Mayıs Bulvarı kkarayolu üstgeçidi Abdülhaak Hamit Altgeçidi Arif Yıldız Caddesi Altgeçidi Talatpaşa Bulvarı K Karayolu Üstgeçidi Ankara sokak vasıta Üstgeçidi IMPORTANT PROJECTS BAŞKENTRAY ( THE CAPITAL COMMUTER RAIL) KAYAS Köstence Topkaya Üreğil Bağderesi Mamak Saimekadın Demirlibahçe Cebeci : 25 Kurtuluş Number of Stations Dumlupınarr caddesi Altgeçidi : 36 km : 36 km Yenişehir Total Length Total Length Adnan Saygun caddesi Altgeçidi : 12 km Altınsoy Altgeçiti Atatürrk Bulvarı Altgeçiti Ankara‐Kayas Bellediye tarafından yapılan Karayolu Altgeçidi : 24 km Hipodrom Gazi Mahallesi Gazi Marşandiz BEHİÇBEY Ankara‐Sincan Hipodrom Mevcut K Karayolu Üstgeçidi AOÇ kkarayolu üstgeçidi Anadolu Bulvarı karayolu üstgeçidi Yıldırım Hava Durağı ETİMESGUT Güneşevler Emirler Elvankent Lale BEHİÇBEY FACILITIES Yaya Altgeçidi Ray Kaaynak Fb. Altgeçidi Şaşmaz kkarayolu Üstgeçidi Hava Kuvvetleri kkarayolu Altgeçidi Mevcut Tu urgut Özal Köprüsü Mevcut Ç Çevre Yolu köprüsü Lale Karayolu Altgeçidi SİNCAN YENİKENT LINE Lale K Karayolu Altgeçidi Sincan Karayolu Altgeçidi ANKARA‐İSTANBUL HIZLI TREN PROJESİ MoT 1. BAŞKENTRAY (Kayas‐Ankara‐Sincan) Passengers without the Project : 15 million per annum Passengers with the Project : 60 million per annumm Project Cost : 495 million TL. Project works are going on. The Present ANKARA STATION High Speed Lines Commuter Rail Lines Conventional Lines Platforms Road Underpasses Road Overpasses TARGET 2023 HEDEF 2023 To renew the existing lines in order to increase the share of rail sector Tiflis Kırklareli Batum SİRKECİ Uzunköprü H.PAŞA Arifiye Samsun Karabük Ü Ülkü İ İzmit Adapazarı Çarşamba Çankırı ANKARA ESKİŞEHİR BALIKESİR Tunçbilek Dumlupınar Uşak Manisa Horasan Irmak Erzincan Kalın Polatlı Hanlı Bostankaya Divriği Çetinkaya AFYON Hekimhan Boğaz köprü Van Gölü Elazığ Muş KAYSERİ Menemen Ödemişş Goncalı Aydın Nazilli Tatvan MALATYA Çivril Tire Söke SİVAS Yerköy Alayunt Soma Çatal ERZURUM Turhal Bandırma İZMİR Kars Amasya Konya ADANA Karaman Yenice Mersin Kurtalan Diyarbakır Kahramanmaraş Ulukışla Denizli Narlı Gaziantep Karkamış Van Batman Yolçatı Eğirdir Kapıköy Mardin Nusaybin Şenyurt Musul Kerkük Halep Lines being renewed Renewed Lines : 4.599 km % 53 Lines to be renewed : 4.098 km % 47 Renewed Lines Lines to be renewed 48 TARGET 2023 HEDEF 2023 HEDEF 2023 To install signalling systems on the existing 7.893 km long non-signalled railway lines 100 % Line Capoacity İncrease (On a Single Track)Tiflis Kapıkule Kırklareli Pityon Samsun Karabük Ülkü İzmit Arifiye Adapazarı Çarşamba Çankırı Turhal Bandırma andırma Tunçbilek Balıkesir Aliağa Manisa Menemen Torbalı Ortaklar Çatal ANKARA Eskişehir Dumlupınar Uşak Irmak Yerköy Kalın Hanlı Tire Goncalı Bostankaya Divriği Çetinkaya Elazığ Hekimhan Boğazköprü Çivril Aydın Nazilli Söke Denizli Horasan SİVAS AFYON Kayseri Ödemiş E Erzurum Erzincan Polatlı Alayunt Soma İZMİR Kars Amasya Van Gölü Muş Tatvan MALATYA Batman Yolçatı Eğirdir Konya Ulukışla Karaman Yenice Mersin ADANA Kurtalan Diyarbakır Kahramanmaraş Narlı Gaziantep Karkamış Kapıköy Van Mardin Nusaybin Şenyurt Musul Kerkük İskenderun Halep Signaled Lines : 3.098 km Non‐signaled Lİnes : İ 7.893 km % 28 % 72 Bağdad 49 49 /53 TARGET 2023 MoT To have a 25.539 km long railway network by constructing new 14.531km 14 531km long rail lines until 2023 BLACK SEA BULGARİSTAN Kapıkule Bartın Kırklareli İSTANBUL YUNANİSTAN Batum Zonguldak Ereğli Karasu Çıldır İzmit Trabzon H.Paşa Rota Çarşamba Havza Çankırı Adapazarı Arifiye Kars Amasya ERMENİSTAN Gümüşhane Bandırma Bursa Turhal Bilecik ANKARA Eskişehir Balıkesir THE AGEAN N SEA GÜRCİSTAN Irmak Yerköy Çandarlı Erzurum Hanlı NAHÇİVAN Aralık SİVAS Yozgat Polatlı Alayunt Horasan Erzincan Yıldızeli Sincan Bostan kaya Divriği Çetinkaya Ç i k AFYON Manisa İZMİR Kayseri Uşak Menemen MALATYA Ödemiş Torbalı Ortaklar Eğirdir Tire Aydın Söke Van Gölü ELAZIĞ Palu Niğde İRAN Diyarbakır K.maraş Ulukışla Cizre Mardin Narlı Güllük Karaman ADANA Antalya Mersin Nusaybin Gaziantep Karkamış Yenice İskenderun Musul Çobanbe Çobanbey IRAK SURİYE THE MEDITERRANEAN Existing Conventional Lines Hi h S High Speed Lines d Li Conventional Lines TOTAL Kapıköy Van Kurtalan Denizli Alanya Tatvan Yolçatı Konya Manavgat Muş Bingöl Kerkük Halep : 11.008 km : 10.546 km 10 546 k : 3.985 km : 25.539 km : EXISTING CONVENTIONAL LINES : NEW CONVENTIONAL LINEES : HIGH : SPEED LINES 50 PORTS 50 THANK YOU FOR YOUR ATTENTION 51 Q & A Session th 2008 London, October 162010 London 2nd December Ansaldo STS Investor Meeting g 2010 Excellence in Execution Ansaldo STS, Chief Executive Officer Sergio De Luca Extremely thoughtful about long-term shareholder value: our challenge is not growing, but protect profitability •Market will still continue to grow healthily at 4.3% CAGR, but with higher volatility – Growth to continue through g this downturn: strong gp pipeline p of upcoming p g orders due to European p standard adoption worldwide – Even if China, Russia, India are committed to building trains domestically, they are likely to use outside suppliers for signalling/ transportation systems – Volatility in new orders acquisition likely to be higher due to evolving geographical scope, increased projects amounts, longer acquisition process, possible involvement in infrastructure operations •Despite competitive landscape becoming increasingly fragmented and complex... – All players moving from core/protected national markets into emerging markets to fiercely capture growth opportunities – Increased project size and progressive enlargement of scope of work (to include, financing, service, operations & maintenance, training, operations) increasing operational risk •... growth is not our challenge: unique ASTS business model allows for 8% CAGR superior growth and a sustainable book to bill greater than 1.3 – Our business model is client centric and allows us to establish long lasting profitable relationships with our clients globally ASTS next challenge: enforce execution excellence to protect profitability by enhancing the efficiency of current and future operations London 2nd December 2010 Master 27 11 -v27+TS.ppt 54 Efficiency enhancement requires excellence in execution achievable leveraging new organization driven by business Clear value proposition for Centres of Excellence, Shared Services, Planning groups Superior value proposition to serve clients globally Flexible Delivery Streamlined Support Functions Maximize site activities, achieve global scale, scope g advantage g and knowledge Geographically flexible and adaptive structures linked to project execution steered centrally y with tight g risk management Focus on value added activities and centralize support activities to improve p service, quality q y and cost Impact bottom-line by standardizing platforms and d optimizing ti i i product d t families Impact bottom-line by flexibly planning, managing and agilely orchestrating h t ti activities ti iti globally l b ll according to portfolio and specific project requirements Impact bottom-line by unlocking hidden potential extracting synergies i benefits b fit off global l b l scale l and revised processes Global Development Centres Global Supply chain Lean Manufacturing Impact bottom-line by optimizing external cost management (bundling, best cost country sourcing, design to cost)) along g an integrated g lean manufacturing g structure tight g to current and expected p customer needs London 2nd December 2010 Master 27 11 -v27+TS.ppt 55 Ansaldo STS Investor Meeting g 2010 Road to 150 Ansaldo STS, VP Supply Chain Eric Morand Excellence in Supply chain: the Road to 150 3 years cross functional project to enhance ASTS business model Supply chain excellence a key pillar to sustain ASTS business model Supply chain Excellence along 6 main levers Value proposition Product/ service offering Target segment(s) Revenue model ASTS Business model Cost structure Organizational Model Operating model Value chain Design to Cost and Standardization Supplier Bundling Price Optimization p Supply Chain Optimization/ E Procurement E-Procurement Hebel Global/LCC Gl b l/LCC Sourcing Partnering P t i Make or Buy Short term results will be delivered by ASTS suppliers, while medium and long term results requiring ASTS to evolve transform its supply chain model London 2nd December 2010 57 The p pragmatic g approach pp in a snapshot p I Spend analysis and prioritization of category optimization II Definition of procurement strategy and target by category • Category standardization • Spend and supplier analysis and potential synergies definition • C Category t workshops k h tto validate lid t optimization ti i ti h hypotheses, th fformalize li ttargett and d evaluate l t ease off implementation and gather commitment as well as form the responsible teams • Strategy recommendations, target setting and quick-wins to achieve savings immediately III Definition of the implementation plan and responsibilities • Detailed planning of the master plan and of its implementation waves streams • Definition of key milestones and check points for implementation • Clear assignment of the responsibilities IV Definition and structuring g of the key y elements to support pp the implementation p • Launch the procurement optimization initiatives • Definition of procurement performance metrics (KPI) to track and monitor savings • Creation of cross-functional and cross-company teams V Improvement of purchasing maturity: resources, process and practices • Assessment of current level of maturity and plan for the improvement • Detailed D t il d ttraining i i b both th iin class l and d on th the jjob b London 2nd December 2010 Master 27 11 -v27+TS.ppt 58 Achieve 150M€ cumulate results on ~1B€ external spending: protect margins and support commercial effectiveness Saving target on spend base What ~15% ~20% 2012 2010 Direct Material – i.e. Cables, electronics, components 15% 10% B i Business Services S i – i.e. i SW d developments, l t E Engineering i i services i 10% 8% Indirect Services – i.e. Facility mgmt, IT, Communication, Travel, 20% 20% Packages& Subcontracting – Telecom, Telecom Power supply.... supply 15% 10% ~35% ~30% Scope External Spend 15% Sustainable results protecting current margins, hitting the bottom line and allowing for new markets penetration & consolidation London 2nd December 2010 Master 27 11 -v27+TS.ppt 59 12% While achieving results, we are driving supply chain + pp group g p value creation strategy gy model evolution to support Workstreams Main high priority initiatives Boards and components Global tender and standardization Cables Standardization and global tender Racks & cabinets Standardization Electric components Best Cost Country Sourcing (BCCS) Mechanical & plastic parts Best Cost Country Sourcing (BCCS) Design and engineering Make or buy strategy Apparatus and equipment for PSS Standardization and global tender y Telecommunication subsystem Standardization and g global tender Station Auxiliary subsystem Standardization and global tender Global supply chain orchestration London 2nd December 2010 60 Ansaldo STS Investor Meeting 2010 Confirming Superior Profitable Growth
