Customer satisfaction is central to Ansaldo STS’s strategy: the ability to understand customers’ needs and expectations and meet them is the most important value upon which it bases its company culture. In general, each customer is assigned a specific contact at Ansaldo STS, generally the Project Manager overseeing its contract.
The Project Manager is responsible for ensuring the customer is satisfied, responding to any issues that might arise over the course of the contract.
The organisation of proposal and project management activities is fundamental to carrying out a project that meets the quality requirements of the products and services offered and ensures their provision according to deadline and budget restrictions. To this end, the objective of project management is to protect the interests of Ansaldo STS’s stakeholders, including shareholders, who are mainly focused on the results of the business, and its customers, who want to receive top quality responses according to established schedules in line with the transportation needs of a city or the community at large.
In this area, the most significant development in market dynamics in recent years has entailed the progressive shift from the provision of products and technologies to the increased customer demand for turn-key transportation solutions that efficiently meet the needs of local and national institutions. This new type of offer requires the ability to support our customers, who are increasingly considered less as buyers and more as partners, in the management of a project throughout its entire life cycle.
MANAGEMENT OF CUSTOMER SATISFACTION
Customer Satisfaction (“CS”) activities are handled by a dedicated team made of the managers of the various departments: System Assurance & Control, Railways & Mass Transit Business Unit, Freight Business Unit, Operations and HSE, Facility Management & Physical Security.
Customer Satisfaction activities take place at various stages and are carried out using different tools to accurately monitor the level of customer satisfaction and project status until the completion of the project. These tools include:
- Customer Satisfaction Monthly Meeting: monthly meetings via video-conferencing to discuss CS activities and reach decisions on the steps to be taken.
- Customer Satisfaction Quarterly Reports: quarterly reports prepared with the support of the business unit managers on projects where Customer Satisfaction is critical. The Project Manager is responsible for reporting on critical points (in terms of planning, quality and costs) and the related mitigation action. A statistical analysis on the development of these critical points is attached to the report.
- Customer Satisfaction Survey: a series of one-on-one interviews with top representatives of a sample of customers. The survey is carried out using a specific questionnaire.
|CUSTOMER SATISFACTION SURVEY||2016||2017|
|Number of customer satisfaction surveys received||8||7|
- Complaints Management: the Project Managers are responsible for recording customers’ complaints, which are sent each quarter to the Customer Satisfaction Coordinator, until the complaint is resolved. The Customer Satisfaction Team checks and records all information and, twice a year, prepares a global analysis. This analysis is used as the basis to calculate the “customer complaint” KPI.
- Customer Satisfaction of Project Teams: customer satisfaction is evaluated for each key project considering the following main aspects: costs, planning, service quality and product quality. The Regional BU managers gather the results of these surveys from the Project Managers. Finally, the CS Team checks the global results and their consistency with expectations.
- Customer Satisfaction Reports: reports prepared twice a year by the Customer Satisfaction Process Owner. These reports summarise CS activities in the period (CS of the Project Teams, complaints analysis and focus on various projects) and are sent to the Company’s top management. Such reports are included in the Management Review.
Control of operational risks and opportunities related to projects
Actions to mitigate risks and increase opportunities linked to the quality, timing and costs of projects include:
- the adoption of Project Risk Management processes, both during the bidding and project performance stages, to minimise the consequences of negative events and maximise the impact of positive events, through constant monitoring of risks, mitigation possibilities and opportunities;
- the clear assignment of responsibilities to the Project Manager, project controller and project team;
- the periodic review of the project and the estimates during the tendering phase;
- the periodic monitoring and reporting of projects by the Risk Management department;
- the independent review of key projects by the Risk Management department.