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Empowerment policies


Specialized technical and managerial skills are an intangible asset fundamental for our growth. Our heavily regulated sector also imposes a series of specific airport operator training obligations, which intensifies our commitment to the programming and provision of training courses, certifications, renewals and updates. In 2017, training hours totaled over 57,000, corresponding to 32.7 full time equivalent training hours. Through 2 dedicated training centers (1 at Linate and 1 at Malpensa), we directly manage the provision of all airport specific training (both mandatory and non-mandatory). Limited support is provided by external suppliers for specific interventions relating to skills not covered by the dedicated training centers.

Mandatory training (including that relating to work and airport safety) constitutes approximately 53% of total training. As a whole, training is considered one of the most essential elements of professional development at SEA, with the assessment of skills (knowledge, theory and competence) a central element in the process of talent management and professional growth.

In addition to this significant undertaking, during 2017, SEA employees were provided with over 27,000 hours of non-mandatory training.

Of particular note are training interventions aimed at improving the ‘customer orientation’ of personnel dedicated to security activities (over 2,800 hours) and ‘effective and inclusive’ leadership’, addressed to executives (over 1,800 hours) and aimed at developing and promoting a culture of diversity and gender integration, at introducing new methods of leadership and at strengthening career development.

‘Alzare lo sguardo’, or ‘Look up’, an innovative initiative aimed at SEA’s young professionals, was also held.

Average number of per capita training hours by gender & category

 FemaleMaleTOTALFemale MaleTOTALFemaleMaleTOTAL
Executives 23.1 17.9 18.5 16.6 18.7 18.4 13.0 17.4 16.8
Managers 32.3 27.6 29.3 16.8 15.0 15.6 14.7 10.8 12.3
White-collar 8.5 7.9 8.2 6.1 5.1 5.5 4.8 9.4 7.7
Blue-collar 2.4 5.4 5.1 0.5 3.6 3.4 0.6 4.5 4.2
Total 9.1 11.4 9.7 7.1 5.8 6.2 5.8 8.2 7.5

Note: The data does not include mandatory training hours. The 2015-2016 data refers only to SEA.
Source: SEA

Per capita training hours increased for all role categories, except in the case of managers, for whom training hours were in line with those in 2016.


Subdivided by gender, the percentage of employees undergoing performance assessments continues to be in line with the previous two years and concerns only executives and managers, while skills assessments are widespread and address all staff. This process has an indicative frequency of approximately three years, with the last assessment taking place in 2015 and resulting in over 2,350 skills profiles, in relation to 85% of the company population.

Employees involved in formalized performance evaluation processes by gender and category (%)

 FemaleMaleTOTALFemale MaleTOTALFemaleMaleTOTAL
Executives 100% 100% 100% 100% 100% 100% 100% 100% 100%
Managers 27% 33% 29% 27% 32% 29% 23% 24% 24%

Note: Percentages refer to executives and managers involved in formalized assessment processes on the basis of the Group MBO process. In order to ensure data representation uniformity, the 2015 and 2016 data was recalculated.
Source: SEA

Ratio between entry-level wage and local minimum salary, by gender

In SEA, newly hired recent graduates (including graduates with significant internship and professional experience of less than 3 years) are normally placed at a 2B/2A level and included in a career development and professional growth program of around 3 years, during which various role and salary adjustments are envisaged. The average gross annual salary (GAS) in 2017 was higher than the local minimum wage by 17% for men and 9% for women. For recent graduates, there are also various dedicated training and development courses, such as the ‘Alzare lo Sguardo’, or ‘Look up’, course administered in 2017.


Regarding the gender pay gap, the data from 2017 is in line with that of 2016, with average salaries for men and women differing mainly in relation to the total annual remuneration.


 GAS 2017 (a)Income 2017 (b)GAS 2016 (a)Income 2016 (b)GAS 2015 (a)Income 2015 (b)
Executives and Managers 82% 74% 81% 75% 79% 71%
White-collar 97% 89% 97% 90% 97% 90%
Blue-collar 83% 82% 83% 83% 84% 84%
TOTAL 97% 89% 97% 90% 96% 89%

(a) Ratio between average gross annual salary of women and men Annual remuneration is considered to be the gross annual salary (GAS) paid to the employee on the basis of his/her specific duties or tasks.
(b) Ratio of Average annual income between women and men Gross annual income (GAI) is considered to be the gross annual salary plus annually variable amounts, such as bonuses related to individual performance, company productivity, night work supplements, overtime, paid holidays, attendance allowances, etc.
The 2015-2016 data refers to SEA.
Source: SEA

The difference between men and women within the executive-manager category can be explained by the reduced presence of women among senior management positions. The pay gap in the administrator-worker category is influenced by the predominant presence of shift workers (above all male) and, in particular, by the recognition of various indemnities relating to the better remunerated unsocial shift hours carried out mostly by male personnel.


Our corporate policy in relation to workplace health and safety for its employees and third parties (operators, users and passengers) present in the workplace environment is based on a number of principles:

  • compliance with national and EU legislation in terms of workplace health and safety, considering also the technical regulations and international standards;
  • carrying out of prevention activities in terms of the management of workplace health and safety, centered on pro-activity and corporate risk prediction, in order to avoid workplace injuries and occupational diseases;
  • identification of residual risks within the workplace environment, putting in place the most appropriate measures for their mitigation, also through the ongoing updating of methodologies and IT supports for their evaluation and analysis;
  • development of human resources through improvement of specific skills and training of activities, key elements which are a feature of all SEA Group decisions, in order to make workers aware of their responsibilities and the need to operate in compliance with legislation and internal rules;
  • information for all those present in the corporate environment (employees, subcontractors, suppliers, customers) on the proposed organization to manage safety and emergencies, in addition to present risks and the relative prevention regulations and protection adopted;
  • selection of suppliers, considering also workplace health and safety topics and the promotion of co-ordination activities for the management and resolution of any risk situations with a view to mutual collaboration;
  • promotion of the involvement of workers in company workplace health and safety objectives, also through their safety representatives;
  • promotion of the integration of the workplace health and safety principles in the management of all corporate activities, including the design and maintenance of buildings and plant;
  • promotion of initiatives focused on establishing a workplace health and safety culture and interaction between the corporate structures for collaboration focused on reaching corporate efficiency also in terms of safety.

The SEA Group’s role as an airport manager involves also a particular commitment towards workplace safety, which has benefitted all operators, bodies and handlers, which in various roles are present at the airport.

OHSAS 18001 Certification

In 2017, we maintained the certification of the Workplace Health and Safety Management System (SGSSL) issued by TÜV Italia - Accredited in line with the BS OHSAS 18001/2007 regulation, as established by Article 30 of Legislative Decree 81/08 for effective organizational models in line with Legislative Decree 231/2001. The SGSSL was monitored through internal audits, conducted by specially trained and qualified company personnel, leading to follow-up activities in agreement with the heads of the departments concerned, and 5 external audit days conducted by TÜV Italia. These activities involved almost all corporate operational departments and led to confirmation of the validity of the current certification.

The results of these activities evidence that the system is correctly implemented and maintained and is functional in pursuing corporate objectives.

The participation of employees in safety

The involvement of workers in company health and safety activities principally concerns the institutional channel, on the basis of the relationship with the Worker’ Safety Representatives. In this regard, in addition to the annual safety meeting, involvement takes place upon significant changes to the workplace organization, spaces, machines and equipment and more in general following requests put forward by the Worker’s Safety Representatives or, in certain circumstances, directly by workers. In accordance with the applicable regulation (Article 47 of Legislative Decree 81/2008 and the Interconfederal Agreement of 22/06/95), the Worker’s Safety Representatives of the SEA group companies are elected and operate on the basis of the breakdown in the following table.

Number of Worker Safety Representatives (WSR)

SEA 6 5 6 for production units with over 1,000 employees
SEA Prime 1   1 representative in companies or production units up to 200 workers
SEA Energia 1 1 1 representative in companies or production units up to 200 workers

Source: SEA

SEA workplace safety in 2017

Among the wide range of activities carried out in the year we highlight in particular:

  • update on the monitoring of the presence of radon gas in the work environments of Linate and Malpensa terminals, entrusted to a specialist laboratory;
  • preparation of a specific training module, also available through e-learning, for the updating of our personnel and those of third-party operators working at the airports on topics of fire prevention and the management of specific emergencies concerning the various areas of the airports;
  • publication of an intranet dedicated to topics of health and safety at work, with documents and information relating to professional risks in work activities and measures to be taken to monitor and mitigate such risks in work environments;
  • extension to the Linate terminal of the internal audit activity for verification of correct conduct and compliance with fire prevention regulations in the areas assigned to commercial operators;
  • fire training for the professional figure of Specialist Driver (111 employees) aimed at improving the response of the airport operator in the event of a fire emergency in apron areas;
  • development and commissioning, in collaboration with the ICT management of the AFM - 911 S application, of an IT tool to support AGE (Airport Ground Emergency) officers in rapid field identification of the precise location affected by a fire emergency.

Group safety indicators by gender and location

 LinateMalpensaOther offices (*)
Overall injury rate 2015 1.89 2.10 3.97 4.43 27.79 0.00
2016 4.51 1.77 3.21 3.09 - -
2017 4.87 1.44 3.35 4.89 - -
Injury rate on the way to work 2015 0.73 1.05 0.76 1.77 9.26 0.00
2016 1.16 1.06 0.95 1.40 - -
2017 0.89 1.08 0.86 2.87 - -
Occupational disease rate 2015 0.00 0.00 0.09 0.00 0.00 0.00
2016 0.00 0.00 0.00 0.00 - -
2017 0.00 0.00 0.19 0.00 - -
Lost day rate 2015 57.32 42.87 87.57 137.44 158.23 0.00
2016 119.81 21.48 63.36 46.98 - -
2017 95.41 56.27 67.44 158.17 - -
Lost day rate on the way to work 2015 43.08 29.87 9.11 42.73 49.97 0.00
2016 41.17 9.76 24.22 10.74 - -
2017 18.98 33.99 26.40 75.01 - -

(*) Personnel at Rome Ciampino, Venice and Catania airports in 2015.The data for 2016 at the other locations is not available due to the sale of 60% of the share capital of Prime Aviation Services S.p.A. on March 31, 2016.
Note: Safety indicators are calculated as follows:

  • Total injury rate: no. injuries at work and commuting/hours worked*200,000
  • Injury rate on the way to work: no. of injuries on the way to work/hours worked*200,000
  • Occupational disease rate: no. cases of occupational disease/hours worked*200,000
  • Lost day rate: no. days lost due to injury at work and commuting/hours*200,000
  • Lost day rate on the way to work: no. days lost due to injuries on the way to work/working hours*200,000.

Injury statistics concern all events which resulted in at least a half-day absence from work, in addition to the day of the injury. In calculating the days of work lost, the calendar days in which the worker was absent are considered, excluding that on which the injury took place.
The figures relating to occupational diseases relates to cases reported in the year and not to the number of professional diseases effectively recognized by INAIL for the same period.
Data regarding occupational diseases and injury affecting contractors is not included, although the group is considering including it in Consolidated Non-Financial Statement from 2018 onwards.

Source: SEA

The analysis of safety indicators in 2017 highlights that:

  • there is significant relative incidence of injuries on the way to work, equal to 33% of total injuries, compared to a national average of 11%. This discrepancy, rather than an actual explosion in the number of cases, is determined by the relatively low number of injuries at work compared to the total, a situation that has existed for some years already;
  • of the workplace injuries, only approx. 40% of cases; significantly down on the previous year (-30%) are directly linked to specific work activities, whereas the remainder are related to general scenarios which have very little or nothing to do with the work carried out by the operators/employees, and which are predominantly related to walking about (trips, slips, sprains, bumps, etc..);
  • among injuries relating to work operations, cases were particularly varied and substantially due to conduct errors not indicating unresolved risk situations.