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Strategy drivers

The CSR strategy developed over these last few years is based on four principal operational pillars:

  • Integrated Decision-making
  • Stakeholder Engagement
  • Reporting
  • Corporate Citizenship.

Integrated Decision-making

We are working on a managerial mind-set that seeks to emphasize a capacity to contextualize business projects and to expand the array of the variable scenarios taken into account.

The goals we set are to succeed in correctly assessing the consequences and the impacts of corporate decision-making on the quality of our relations with our stakeholders in order to prevent/manage any of their potential negative reactions which would impact on costs, timeframes and the efficiency of the business projects.

With the project Developing Sustainability Culture (2012-2014), we created the prerequisites to define our Sustainability Vision and the related articulation of the business challenges. The project involved, amongst other things, interviews with management and stakeholders, focus groups and web discussions with SEA employees and workshops with top and middle management.

2016 and 2017 saw the implementation of the Project "Ongoing Values"; a change-management plan based on the implementation of corporate values in managerial practices, directly linked to the content of the 2016-2021 Industrial plan. The aim is bringing the Values of our soft assets back to their minimum common denominator (mind-set, decisional dynamics leadership styles), making them fully synergistic and functional with the business strategy.

Listening and Stakeholder engagement

Periodically, we carry out sample surveys (between 80-20 interviews) with corporate stakeholders subdivided into categories, to assess their perception of the quality of the relationships with SEA, to assess SEA's management skills and the direct impact of its actions on them. In addition to this research, a Multi-Stakeholder Workshop was held, a think-tank to engage with the most representative corporate stakeholders on relevant projects and topics.

The involvement of our internal and external stakeholders was of particular importance in relation to Company projects such as developing our Ethics Code, the Social Challenge and the Family Audit.


Accountability in relation to our strategies, our processes and our impact is not restricted to solely creating a Sustainability Report.

Our 6-year partnership with the CeRst-LIUC (Centre for territorial research at Cattaneo University) sought to measure more precisely and reliably the socio-economic externalities created by our Malpensa and Linate airports on various territorial scales. The goal, on the one hand, is to define the economic role of our airports within the Lombardy and national context and on the other, to support optimal methods of engaging with the region.

Social Citizenship

In 2012 we developed our Corporate Citizenship Policy. Its mission statement was to define efficient and progressive strategic social and organic investment strategies in sync with the Company's business profile. The social investments realized in the last six years were based on the knowledge that our role as a Company is not limited to the optimal management of our airports but also entails the ability to create symbiotic relationships:

  • with the region hosting our infrastructures;
  • with non-profit associations which seek to respond to the communities of which we are part;
  • with SEA personnel, not just viewed as employees, but as citizens who outside of their work, see their involvement in good causes as an important part of their own personal development.