Saipem, Caio: ‘After a few months having reviewed the divisions, it’s time to turn the page’

“After a few months the divisions have been reviewed, it’s time to turn the page.” It is the CEO of Saipem, Francesco Caio, who emphasizes the scope of the new organizational model envisaged by the new strategic plan. A model where “the new approach based on the unity of strategic direction is evident”, underlines the top manager. In fact, to implement its new strategy, Saipem will adopt a new organizational model divided into 4 distinct business areas, each with different dynamics, objectives and skills. Saipem expects short-term growth in turnover and margins in the traditional business thanks to the profitable restart of the cycle, the optimization of assets and a clear focus. Objectives of the “asset-centric” business (drilling, vessels, fabrication). Then on with the “energy carriers” business, for the design of complex plants or their “low carbon” conversion with an increasing focus on the best risk / return balance and with greater attention to margins. In large projects, we move from volume to value. Robotics and cutting-edge digital services for reactive and predictive maintenance to support customers to increase plant operations: this is why the “robotics, digital and industrialized solutions” Business was born for the development of the offer of modular, repeatable, scalable and monitoring and maintenance services based on digital technologies. Furthermore, Saipem’s commitment in the infrastructure business is to implement them as an integral part of the new ecosystem of transition and energy and sustainable mobility: it expects new orders for 3 billion and aims at the NRP. Hence the creation of the “sustainable infrastructure” business.