Our Corporate Social Responsibility strategy seeks to enhance the relationships between our organization and its stakeholders, so that the latter, rather than simply receiving a share of the value generated by the Company, become real and truly qualified contributors to the main strategic choices which significantly impact them. This objective is the most practical response to the serious and delicate interdependencies which characterize choices and decisions for Companies such as the SEA – who are required to design, realize, develop and manage airport transport infrastructure - and which significantly impact on its medium to long-term results.
SEA SUSTAINABILITY GOVERNANCE MODEL
|WHO WE WANT TO BE
||HOW WE WANT TO DO IT
||Alongside the Mission and Strategic Planning, the Ethical Vision, Values and Materiality Matrix outline the managerial styles and the strategic CSR priorities related to the pursuit of the business objectives.|
|HOW WE WORK
||HOW WE MAKE DECISIONS
||Together with compliance instruments - both regulatory and voluntarily adopted management systems - decisionmaking patterns were introduced related to - and fed by - listening and structured involvement of internal and external stakeholder processes.|
||QUALITY OF VALUE GENERATED
||In addition to the Financial Report, measurement instruments were put in place regarding the quality of value generated (Sustainability Report) and the socio-economic impact on the region.
These reports may progressively converge
The SEA Corporate Social Responsibility function was set up in 2011 and directly reports to the CCO with the purpose of overseeing the management of stakeholder relationships and ensuring that it supports achievement of the business objectives.
The planning and decision-making governance in relation to sustainable development was assigned from 2012 to the Group Sustainability Committee, as part of the Steering Process, with the following objectives:
- to analyse the guidelines for development and the implementation and monitoring of sustainability policies to be integrated into our business model;
- to assess the objectives and methods of involving stakeholders, by profiling them, in order to define corporate choices and their related implementation;
- to discuss and participate in the definition of the reporting model integrated with sustainability performances;
- to monitor the development of the significant corporate performance indicators in terms of sustainability and to propose any corrective actions.
The Group Sustainability Committee, presided by the Chairman, conducts four-monthly meetings in which three Company Chiefs as well as the Directors of the departments within their scope partake.
In 2017 the Group Sustainability Committee held 2 meetings.