The starting point of our process is to identify the materiality matrix represented by the business challenges defining our vision in the medium term.
MEDIUM-TERM BUSINESS CHALLENGES
- Development of the capital infrastructure
The new Malpensa and Linate Master Plans, fundamental to the development strategy.
Infrastructural development of the two airports consistent with the long-term strategic vision.
- Increase of the value generated by the Aviation Business
Short to medium-term: further develop low-cost carriers.
Long-term: development of new carriers and connections; develop incoming non-EU traffic.
Cargo: consolidating Malpensa as a cargo hub.
- Expansion of the Non-Aviation Business
Further diversification and improvement of the commercial offering.
Ongoing investment in improving the quality of services.
Become the leading European airport operator in terms of digital innovations.
- Operational efficiency
Improve productivity continuing along the route taken previously to improve efficiencies.
Significant reorganization plan, to be managed within a changed regulatory environment.
External costs: redefinition of purchase volumes and conditions.
Identifying the issues characterizing the relationship with stakeholders was achieved in the period between 2012 and 2013, during which time we implemented numerous initiatives to listen to the "stakeholders’ voice”. Subsequently, the issues identified were measured by a survey conducted in 2013 involving over 111 participants, of which 80 were external stakeholders and 31 SEA Managers (14 Executives and 17 Managers). 45 issues overall, broken down into 4 categories of business challenges, were examined in the sample.
Both the stakeholders and SEA management evaluated all issues (scale 1-10) according to two dimensions:
- level of importance in relation to their expectations;
- usefulness/consistency in relation to SEA's business challenges.
A composite picture emerged, pinpointing 28 issues which subsequently involved an internal and final assessment (5 workshops with Managers across various company roles in 2014), taking into consideration: the current status of the Company and the underlying presence of external conditions of relevance in identifying priorities.
After this final stage, the final definition of the materiality matrix was achieved, identifying 17 primary issues, which became the basis of SEA's sustainability strategy.
Issues of the materiality matrix
Quality of passenger services
Increasing attention to passenger needs, seeking to provide them with an excellent, reliable service, meeting their expectations and needs in line with changing habits and lifestyles and seeking solutions by the use of technological innovations to improve passenger experience. Particular attention to the needs of passengers with disabilities, promoting experimentation and the use of solutions increasingly suited to their demands.
Increase quality/quantity of commercial offer
Continuous improvement in terms of the commercial offering provided to the public at the airports as a fundamental lever towards growing and developing the business, to fuel and strengthen the business, so that the passenger obtains an optimum overall customer experience.
Public transport accessibility to the airport
Commitment to consultation with national and local transport agencies to increase accessibility, especially rail accessibility to the airports, with the related reduction in the use of private vehicles.
A commitment to promote effective communication processes with internal and external stakeholders to promote discussions, team work and create a collective knowledge-base.
Development process shared with stakeholders
The cultivation of a development process in consultation with relevant stakeholders (carriers, retailers, regulatory institutions, municipalities), making it possible to identify sustainable solutions to combat challenges to the business and to share the benefits, the costs and the risks in managing the airports fairly and efficiently.
Territorial dialogue and involvement
Consultation with the surrounding local communities close to the airports with regard to decisions which affect them, pursuing greater transparency and promoting an informed and intelligent debate.
Transparency in the supplier selection processes
Consolidation of a clear and transparent selection procedure, ensuring equality of information and opportunities to access the offer, as well as conditions of correct and fair competition in the negotiation process.
Promotion of quality in the work of the airport chain
Promotion and dissemination of a sustainable industrial approach to all airport service providers and inspection authorities, monitoring the activities of the airport operators and encouraging engagement with the inspection authorities to ensure the minimum levels of quality and service and to safeguard employees.
A commitment to prevent and impede any illicit actions in the conduct of Company business.
The prevention of corrupt activities is one of the main principles to which the SEA is wholly committed, given the strategic importance of the sector in which it operates and the relevance of the legal and social scope in which its business is anchored.
Environmental risks oversight
A constant level of monitoring and verification of the processes related to the energy, atmospheric emission, noise and water cycle topics, and in general the various phenomenon concerning interaction with the ecosystem.
Commitment to a series of actions for the control and reduction of direct and indirect emissions of CO2 at the airport and deriving from airport management activities.
Noise impact reduction
Constant and efficient monitoring of aircraft noise at the airports, collaborating with ARPA (the Regional Protection Environmental Agency) and under its close supervision improving both the monitoring work itself and protecting the areas surrounding the airports.
Mitigation of environmental impacts
To act in a proactive manner to reduce the direct and indirect environmental impacts on the territory, subjecting our choices to a careful assessment of the environmental impact and committing, through the various international research partnership programmes, to identifying and designing innovative solutions to reduce externalities.
The promotion of every action and investment to ensure eco-sustainability as well as high levels of energy efficiencies in the airport processes, both in terms of our own efficiencies as well as those of carriers or of other operators working within the airport.
Constant oversight of water resource management due to the adoption of complete autonomy in water procurement, through chemical/physical and quantitative controls, in addition to consumption rationalization.
Recognizing the crucial role of human capital in achieving the corporate mission, the promotion of employee management policies to create a working environment where: the various knowledge competencies and related professional skills of each worker are continuously supported and encouraged, where career development is based on skills, the contribution to the Company and offering further scope for personal development; that the goal of continuously improving health, safety and well-being in the workplace is sustained; disseminating and consolidating a culture of safety, developing knowledge and an awareness of risks and promoting responsible behavior.
Supporting a workplace climate of discussion, debate and sharing of information and knowledge to better achieve the shared objectives.
The commitment to share with the corporate community, in a clear and transparent manner, all information relating to the Company's processes and decisions to ensure that every individual can efficiently carry out their work and ensure their required involvement in the objectives, methods and procedures to achieve them.
The issue of "Security and Safety"
The issues represented in the matrix do not include airport “Security & Safety" which SEA considers as a meta-material issue i.e. an issue which is a prerequisite for the normal conduct of airport business. The issue in question was not included in the matrix because it was excluded a priori from the assessment and comparison process related to ranking the importance of various issues dealt with by management and stakeholders. Its relevance for SEA is reflected in the fact that in this non-financial statement there is an in-depth description of our management approach and of our performances in terms of our Safety Management System.
Allocation of materiality issues to the business challenges
1 - Development of the infrastructural capital 2 - Increase in the value generated by the Aviation Business A shared development process
The quality of passenger services
Territorial dialogue and involvement
Public transport accessibility to the airports
Reduction of noise impact
Quality of the work in the airport chain
CO2 emissions reduction
Overseeing environmental risks
Adopting an anti-corruption programme
3 - Expansion of the Non-Aviation Business 4 - Operational efficiencies Improvement in the offer of commercial services to passengers
Transparency of supplier selection
Update on the materiality matrix
On the basis of SEA Board discussions on January 25, 2018, the materiality matrix will undergo a deep review, based on a broad process of stakeholder, shareholder and management engagement every three years. In the intervening years, the materiality matrix will undergo a light review, based on exclusively logging and assessing internally significant topics emerging from stakeholder interactions to determine how the ranking of the issues within the matrix might change. Therefore, the next update will be in 2018.