Training and development

In the current market scenario, Ansaldo STS is confronting commercial, technological and managerial challenges which require measures that enable the Group to constantly update its key skills and manage the development and training of its workforce worldwide, in line with its business objectives and the Company’s strategic vision.


In this context, professional, managerial and specialised training is, and will continue to be, an increasingly crucial lever in the development of human resources and to ensure that skills remain consistently in line with the market scenario.

Ansaldo STS’s approach to the management of the training and development of human resources is based on translating the Company’s strategic goals into development paths consistent with the Group’s business model, by defining development paths that are in line with the required profiles and developing both core skills (needed to supervise working activities) and managerial skills aimed at supporting employees’ full compliance with the Group’s distinctive values.

Training is developed through projects in four main areas:

  • regulatory training;
  • language training;
  • managerial training;
  • technical and specialised training.

Furthermore, Ansaldo STS offers specific training courses to many groups of employees who exhibit technical and managerial aptitude, providing development paths that will help them to progress in their career or expand upon the skills needed to meet the responsibilities of their job.

In 2017, 93,368 hours of training were provided, up 25.7% compared to 2016.

  74,269 93,368


The average yearly hours of training per employee in 2017 totalled 22.1 (22.9 for men and 19.0 for women), up 17.5% on 2016. Details are provided below, subdivided by category.

Executives  11.9  2.3  11.6  3.3
Middle mgmt  19.0  28.2  24.1  25.8
White collars  18.8  19.9  23.3  19.6
Blue collars  17.0  12.4  20.6  9.3
Average hours per year per employee 18.8 22.1

Average hours by region and gender in 2017 are illustrated below:

AVERAGE HOURS OF TRAINING PER YEAR BY GENDER AND REGIONCentral and Eastern Europe and the Middle EastWestern EuropeThe AmericasAsia PacificChinaTOTAL
2016  18.1  17.0  23.3  24.8  15.6  13.3  16.8  34.5  11.9  14.7  18.5  19.8
2017  26.2  19.5  31.7  23.6  13.6  17.2  11.7  13.1  18.0  16.3  22.9  19.0


2017 “Global Job System” updating project

The ongoing maintenance and updating of the Global Job System (GJS) is a key element in the strategic alignment of business targets and distinctive position-based core competencies.

In 2017, the process to update the “Shared Services” professional family was completed. All employees were informed about the updating of the model in a series of meetings organised by the professional family, and the new model was published on the Company Intranet and implemented in the IT systems.


“Knowledge Owners” Programme

The “Knowledge Owners” pilot programme, which has reached its target of enabling the diffusion of the technical skills deemed essential to the Company, has been completed. For a second year, 76 colleagues selected at global level took part in the provision of specialised technical courses, with approximately 60 sessions delivered to 940 trainees and totalling 10,000 hours of training (more than 10% of the global plan) in 2017. Some of the courses delivered in Italy will be repeated next year. From today, these courses will be included in the training catalogue offered by Ansaldo STS. The catalogue of technical courses offered as part of the “Knowledge Owners” Programme and the network of experts further supports the development of technical skills.


“TALENT” project

The analysis and fine tuning of the people strategy process, which began in 2016, has developed considerably in 2017 and is still ongoing.

This initiative has led to the partial review of the Talent Management model, redefining its general structure and development programme with a view to ensuring greater consistency between development processes and organisational procedures and to providing increasingly effective support to the business. This model also seeks to bring coherence and integration to the development paths related to the different model profiles and to define custom plans that are consistent with business needs and with the aspirations and skills of the people involved in the various programmes.

In 2017, the “talent selection” project was launched. Supported by an assessment process, the initiative led to the identification of 120 resources at international level. The profiles involved included: Junior, Senior (managerial stream) and Senior (technical stream).

The resources who were selected as part of the project were inserted into the new annual development programme which began in November 2017, with a kick-off meeting and initial workshop on knowledge management.

Key elements of the programme include knowledge and skills management, using innovation as a competitive advantage, understanding the business and evolving trends concerning the market, technology and the reference industry, networking, the management of partnerships and project groups within a global corporate Group, and proactivity.

A project work, the topics for which will be defined with top management, will represent the guiding thread of the initiative and will facilitate the sharing of skills and experience between individuals from different geographic areas and professional backgrounds, at the same time enabling the immediate application and learning of the themes covered by the programme and guaranteeing a strict connection with the business.

The programme’s objectives include the strengthening of personal skills and the transfer and sharing of know-how, aiming to ensure that the flow of experience and expertise remains strong and continues within the Company, supporting growth and promoting other new and alternative ways of thinking.