Welfare
A corporate welfare update process is underway and envisages new services and implementations to respond more closely to employees’ evolving needs.
In 2017, initiatives were implemented to provide support to care givers and in the scholastic and professional development of employees’ children.
The following table summarizes the access to company welfare services by employees (full-time and part-time) over the last three years. Contractors do not benefit from these services.
“Sea per te”: access to services
| Initiative | No, Beneficiaries | ||
|---|---|---|---|
| 2017 | 2016 | 2015 | |
| Health Fund (general) | 1,854 | 1,863 | 1,829 |
| Gift Vouchers | 1,089 | 1,080 | 1,082 |
| Flexible hours | 851 | 849 | 854 |
| Study grants | 647 | 721 | 735 |
| Health Fund (check-up) | 471 | 335 | 337 |
| Medical visits | 296 | 310 | 302 |
| Summer centers | 203 | 215 | 219 |
| Home-work transport | 183 | 181 | 183 |
| Anti-flu injections | 168 | 150 | 122 |
| Future Lab: Push to Open - Learning to Study | 80 | 142 | 37 |
| Trips for the elderly | 112 | 110 | 82 |
| Social services (personal loans) | 98 | 99 | 173 |
| Part-time mother (annual average data) | 16 | 17 | 28 |
| Accident insurance | 13 | 4 | 14 |
| “Fragibility” | 2,735 | - | - |
Note: 2015 and 2016 data refers to SEA.
Source: SEA
Alongside the programming of the usual initiatives included in the annual welfare plan (e.g. home-work mobility, health, risk prevention, social services etc.), various new projects were proposed in 2017, including the ‘Fragibilità’ service, offering support in the care of elderly and disabled family members, and the ‘Word from a Nutritionist’ initiative, aimed at promoting well-being through guidelines for a healthy nutrition and lifestyle.
Adding to initiatives for the education and employability development of employee’s children, as part of the ‘Future Lab’ project, was the implementation of a new service aimed at twelve to fourteen year-old school pupils, the ‘Push to Open Junior’ orientation course for parents and children on making a conscious and appropriate choice of secondary school.
In 2017, the following initiatives addressed to employees’ children were re-proposed:
- ‘Merit Scholarships’ to reward exemplary class examination passes;
- ‘Learn to study with SEA’, dedicated to middle school and high school children to help them learn to study more effectively.
- ‘Push to Open’ for the orientation for year 5 high school children;
- ‘Talent Days’ with laboratory classes for recent graduates;
- The ‘Work-Study Alternation’ project, launched the previous year, with the involvement of 29 young people in a three-week ‘Summer Job’ experience;
- ‘Intercultura’ study abroad scholarships were increased, with the addition of a further summer scholarship for Finland.
Supplementary Pension Fund
The Pension Fund of Società Esercizi Aeroportuali – FONSEA, an individual complementary Pension Fund for employees of the participating companies provides a complementary pension to the obligatory pension, in accordance with Legislative Decree No. 252 of 5/12/2005.
Pension Fund figures
| Pension Fund | 2017 | 2016 | 2015 |
|---|---|---|---|
| Number of subscribers | 5,001 | 5,045 | 5,113 |
| Net pension assets (Euro millions) | 204 | 189 | 177 |
| Net fund yield | 2.24% | 2.30% | 2.97% |
Source: SEA
The Pension Fund is set up as a non-recognized association with legal personality and operates on the basis of defined contributions (the size of the pension is based on the contribution made and the relative yields).
Subscription is free and voluntary. Participation in the supplementary pensions covered by Legislative Decree No. 252 of 5/12/2005 allows subscribers to benefit from a special tax treatment for contributions paid, yields received and benefits gained.
Contributions (workers employed after 28/04/1993 and registered from 01/01/2013)
| Post-employment benefit | Contribution | |
|---|---|---|
| Worker | Company | |
| 100% of Post-employment benefit matured | 1% on the table minimum, plus contingency indemnity and plus 12-month periodic increases. Any additional voluntary contribution is calculated at the % of the gross assessable tax base. |
% on the table minimum, plus contingency indemnity, plus 12-month periodic increases. With transitory validity 01/01/2013-31/12/2015 elevation of the contribution from Nat. lab. Contract of 0.5%. |
Parental leave
Our Welfare system guarantees the right for all mothers to benefit from the reduction of working hours to 5 hours per day until the end of the child’s fifth year. Men’s use of parental leave increased in 2017, while women’s use continued in line with the previous year.
RIGHT AND USAGE OF VOLUNTARY LEAVE (NO.)
| 2017 | 2016 | 2015 | ||||
|---|---|---|---|---|---|---|
| Female | Male | Female | Male | Female | Male | |
| Right (1) | 239 | 395 | 260 | 374 | 280 | 364 |
| Use (2) | 105 | 208 | 108 | 204 | 92 | 164 |
(1) Voluntary leave may be requested for each child in the first 12 years of life (until the end of their twelfth year). Employees with children less than or equal to 12 years of age in the year considered have such a right.
(2) All those with such rights who have used at least one day of voluntary leave in the year are considered users.
Source: SEA
The following table relating to parental leave highlights that:
- nearly all users return on schedule to work after the birth of their child;
- fathers extensively utilize the option and increasingly assist mothers in taking care of children;
- only in a small percentage of cases was the absence followed by a different form of absence.
The retention rate decreased from the previous year, mainly due to the voluntary redundancy incentive plan regarding all employees implemented in 2017.
Retention of leave users in 2017(1)
| Women (n.) | Men (n.) | Women (%) | Men (%) | |
|---|---|---|---|---|
| Total users in 2017 | 105 | 208 | ||
| Status at December 31, 2017 | ||||
| Leave still in progress (2) | 2 | - | 2% | 0% |
| Absent for other reasons post-leave (2) (3) | 2 | 1 | 2% | 0% |
| Leaving during the year | 5 | 3 | 5% | 1% |
| Total returned to work and still employed | 96 | 204 | 91% | 98% |
| Return rate at 31.12.2017 (%) (4) | 95% | 99% | ||
Retention of leave users in 2016(1)
| Women (n.) | Men (n.) | Women (%) | Men (%) | |
|---|---|---|---|---|
| Total users in 2016 | 111 | 204 | ||
| Status at December 31, 2016 | ||||
| Leave still in progress (2) | 9 | 9 | 8% | 4% |
| Absent for other reasons post-leave (2) (3) | 1 | 1 | 1% | 1% |
| Leaving during the year | 2 | 1 | 0% | 0% |
| Total returned to work and still employed | 99 | 193 | 91% | 95% |
| Return rate at 31.12.2016 (%) (4) | 100% | 100% | ||
| Status at December 31, 2017 | ||||
| Leave still in progress (2) | 0 | 0 | 0% | 0% |
| Absent for other reasons post-leave (2) (3) | 2 | 1 | 2% | 0% |
| Leaving during the year | 8 | 4 | 7% | 2% |
| Total returned to work and still employed | 99 | 198 | 91% | 98% |
| Return rate at 31.12.2017 (%) (4) | 92% | 100% | ||
(1) In order to ensure data representation uniformity, the 2016 data was recalculated to include SEA Prime.
(2) For the identification of absences/leave still in progress, the two weeks following December 31 of the reference year were also considered.
(3) Those “absent for other reasons post-leave” are those who are still absent following the period of parental leave for various reasons (child’s sickness, the use of vacation days etc.).
(4) The retention rate indicates the percentage of employees remaining in the company at the end of the use of a period of parental leave. This figure was calculated taking into consideration employees who had used at least one day of parental leave who returned to work and were still in the workforce at year-end and at the end of the subsequent year.
Source: SEA
Conciliation: Family Audit
During 2016, the ‘Family Audit’ certification accreditation process was finalized. The Family Audit certification is a management tool adopted on a voluntary basis by organizations, including private companies and public and non-profit bodies, that has the purpose of certifying a continuous commitment to a favorable work-life balance. By adopting the Family Audit certification, the group intends to start a cycle of continuous improvement with the introduction of innovative organizational solutions, such as flexible work hours and smart working, and of a culture of work-life conciliation. In 2016, the Family Audit application process involved the design phase, implemented through the establishment of 2 separate internal working groups.
The Family Audit Working Group, made up of 17 employees from all professional roles, carried out analysis and proposed actions to improve work, life and family conciliation, taking into consideration a variety of family types.
A three-year platform comprising 28 conciliation measures was drawn up during the 6 meetings of the Working Group. The Management Working Group, made up of 8 managers from various departments and roles, played a leading role in assessing the proposals received (the conditions and application of which will be further assessed during implementation), leading to the achievement of Basic Certification in February 2017.
In 2017, implementation of the first conciliation measures was initiated, the description and progress of which are indicated in the following table.
FAMILY AUDIT PLAN CONCILIATION MEASURES ADOPTED IN 2017
| MEASURE | DESCRIPTION | STATUS | MEANS |
|---|---|---|---|
| REDUCED WORK HOURS | Introduction of the possibility of using reduced work hours, for all staff, with prior authorization. For shift workers, reduced work hours are only possible at shift start and end. | CONCLUDED | Included in the trade union agreement of December 4, 2017. |
| STUDY FOR INCREASED INTERCHANGEABILITY AMONG ADMINISTRATIVE PERSONNEL | Definition of a process aimed at improving the interchangeability of administrative staff and activation of a trial concerning at least two services in which there are personnel with particular work-family conciliation needs. | IN PROGRESS | From January until the end of June 2018, the experimental ‘Job Rotation’ initiative is set to start. Three selected colleagues will work in one other role in their own department. |
| STUDY FOR IMPROVED COMMUTING & PARKING | Study of various ecological and innovative solutions to improve commuting to Malpensa. | CONCLUDED | The service was activated in two phases: the first involved administrative staff, the second made the service available to shift workers and active every morning from 3.30am to 7.30am and evening from 8pm to 0.30am. |
| IMPROVED REMOTE COMMUNICATION AMONG PERSONNEL | Significant increase in the use of videoconferencing and conference calls, for training, internal meetings and simple communications between personnel, replacing telephone calls. | IN PROGRESS | SEA is equipped with a distance learning system, available via SEAnet. 3,457 hours of e-learning training were delivered in 2016. This represents 8% of total hours provided, up 2% on the previous year. |
| WORKING GROUP MAINTENANCE | A Working Group meeting at least once a year. | IN PROGRESS | |
| IMPROVEMENT IN THE VISIBILITY OF SEANET TO OPERATING PERSONNEL | As part of the restructuring of the portal, mandatory landing on SEAnet and the activation of systems inviting operating personnel to read and verify reading of company news. | CONCLUDED | The new arrangement provides direct landing in SEAnet with access to all connected activities. |
| INTRODUCTION OF INTER-COMPANY INTERNSHIPS FOR EMPLOYEES’ CHILDREN | Definition of agreements with other companies in the region to reserve traineeships for employees’ children, aimed at facilitating work placements. | IN PROGRESS | In 2017, SEA collected information aimed at assessing opportunities for collaborative relations with other business and industrial companies regarding inter-company internships. Some difficulty has been met in addressing the topic in practical terms. |
| MAXIMISING BENEFIT OF SUSTAINABILITY REPORTING CERTIFICATION | Raising of awareness of SEA initiatives within the local area to improve its integration. | IN PROGRESS | 2016 Sustainability Report published. |
| INCREASE IN THE NUMBER OF LAPTOPS AVAILABLE | Progressive transfer, regarding administrative staff, from desktop devices to laptop computers, especially concerning departments with potential for smart working. | IN PROGRESS | The company’s decision to progressively increase the allocation of laptops to administrative staff is again confirmed for the two-year period 2017-18. Current provisions on the procurement of IT equipment (framework agreement) favor the purchasing of notebooks compared to desktops in the approximate ratio of 3:1. |
| OPTIMIZATION OF ACCESS & PASSWORDS | Definition of a policy allowing access to various internal company services using as few passwords as possible. | CONCLUDED | Access to the new SEAnet via a single password allows use of all connected functions without requiring different logins or passwords. |
| ACTIVATION OF A FREE Wi-Fi NETWORK FOR EMPLOYEES | Activation of a free Wi-Fi network for staff to access the intranet and business applications via private devices. | CONCLUDED | 'SEANET Wi-Fi', the free Wi-Fi network for all employees has been available since July 2017. |
Source: SEA
In 2017, a further series of measures was launched, the implementation of which had been originally scheduled for 2018.
Family Audit Plan conciliation measures scheduled for 2018, but introduced in 2017
| MEASURE | DESCRIPTION | STATUS | MEANS |
|---|---|---|---|
| PATERNAL PART-TIME | Introduction of part time work for fathers, according to needs, with a reduction in work time up to the fifth year of life of the child. | CONCLUDED | Included in the trade union agreement of December 4, 2017. |
| 2 SPECIAL DAYS OF LEAVE FOR NEW FATHERS | Introduction of two days of leave offered by the company in addition to those required by law, for fathers on the birth of a child. | CONCLUDED | Included in the trade union agreement of December 4, 2017. |
| ACTIVATION OF SPACES FOR REMOTE WORKING/COWORKING | Identification of remote work spaces for the use of administrative staff in the event that residence is closer to other SEA offices than those in which the employee has his/her official work station. These spaces are also open to other fellow administrative employees as coworking spaces. | CONCLUDED | In 2017, two ‘smart rooms’ were set up, one at Linate and one at Malpensa T2, to allow colleagues to work at a different location from their official workplace and closer to home. |
| TESTING SMART WORKING | Progressive smart working experimentation for administrative staff. | IN PROGRESS | In October 2017, a working group was set up, composed of administrative colleagues from various departments, to study smart working An experimental pilot project is set to start in March 2018 and last 6 months |
Source: SEA
Absenteeism
The group’s total work absentee rate in 2017 was slightly higher than in 2016 (+0.2%), due to an equal increase in illness as the main reason for work absence during the 3-year period.
Concerning gender, there was a growth in the work absentee rate for women (Linate from 4.00% in 2016 to 4.43% in 2017, Malpensa from 4.15% in 2016 to 4.86% in 2017), while for men, the rate rose only at Malpensa from 3.59% in 2016 to 3.78% in 2017 (Linate from 3.71% in 2016 down to 3.56% in 2017).
Work absentee rate by gender and location
| 2017 | 2016 | 2015 | |
|---|---|---|---|
| Linate | 3.82% | 3.80% | 3.79% |
| Female | 4.43% | 4.00% | 4.55% |
| Male | 3.56% | 3.71% | 3.45% |
| Malpensa | 4.06% | 3.74% | 3.78% |
| Female | 4.86% | 4.15% | 4.86% |
| Male | 3.78% | 3.59% | 3.41% |
| Other locations* | - | 0.44% | 1.76% |
| Female | - | 0.18% | 4.00% |
| Male | - | 1.18% | 1.11% |
* Personnel present at the airports of Rome Ciampino and Venice in 2015.
Note: The work absentee rate is calculated as follows: no. of days of absence/workable days*100.
Only employees are included.
Only unscheduled absences are considered (e.g. due to illness or injuries), while those that are scheduled (e.g. holidays, maternity leave) are excluded.
Source: SEA