From the design to the operation of large-scale projects: Astaldi’s integrated supply makes the most of its internationally renowned abilities.
In a world evolving at an ever-faster pace, the Astaldi Group addresses the market today with a business model able to exploit the Group’s particular skills and to promote segment and geographical diversification, with a philosophy of contract acquisition capable of guaranteeing a growing reward profile.
Astaldi is now an operator that can bring its Customers a totally integrated supply, from design to financing, development, maintenance, and operation, with internationally recognised skills and expertise, for every segment of intervention. This approach will allow the Group to pursue sustainable levels of profitability, by acquiring contracts awarded in accordance with a logic of variety of elements.
Making the most of the Group’s abilities with EPC contracts
The new Strategic Plan calls for gradually shifting the backlog to EPC (Engineering, Procurement, Construction) contracts which, by their nature, better lend themselves to making the most of the Group’s construction ability.
Managing a project in a complete and integrated way, from construction to maintenance, allows the Group to protect, over time, the value of the work it performs.
To get the most out of its strategic skills, the Group has brought together different procedures for its operation, usually implemented separately in the construction and concession business.
This integration makes it possible to provide continuity for the projects that were started up and to exploit interdisciplinary skills – in terms of the building of infrastructure, structured finance, risk management and operative management– that are translated into offers increasingly integrated with the Constructions area.
Diversification as value creator
Balanced geographical business diversification is yet another growth driver. Along with the already established segment diversification, geographical diversification has the purpose of positioning the Group in areas and segments marked by different development cycles and capable of being compensated on an aggregate basis, with consequent benefits in terms of the activities’ overall risk profile.
The Group thus aims to get the most out of its current geographical presence and its expertise in order to focus its commercial effort on areas and segments with a high growth potential. The Group will on the whole maintain a dual approach to the market: this calls for, on the one hand, consolidating its presence in countries with stable economies and well-defined investment programmes, while on the other hand seeking opportunities in emerging markets that offer significant growth potential. These are currently identified as Iran, Vietnam, Indonesia, and Cuba. Geographical diversification will allow the Group to reap the benefits of the interesting risk/performance dynamics in the countries where it operates, in order to create a balanced order backlog that can guarantee a growing performance profile.
Operating revenue by geographical area at 31 December 2015
|EUR/millions||% of total revenue|
|Asia (Middle East)||49||1.8%|
Operating revenue by business segment at 31 December 2015
|EUR/millions||% of total revenue|
|Hydraulic and Energy Production Plants||425||15.6%|
|Civil and Industrial Construction||240||8.8%|
|Facility Management, Plant Engineering and Management of Complex Systems||166||6.1%|