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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

For several years, we have been working on a managerial mind-set that seeks to accentuate the capacity to single out the interrelationships between business dynamics and the set of contextual and scenario variables, in order to improve the quality of the decision-making process. The goal we have set ourselves is to ever more effectively assess the consequences and impacts of corporate decisions on stakeholders, making the distribution criteria of benefits, opportunities, risks and costs transparent and accessible. This approach significantly affects business project costs, timings and effectiveness.

Listening and Stakeholder engagement

Periodically, we carry out sample surveys with corporate stakeholders subdivided into categories, to assess their perception of the quality of the relationships with the SEA, to assess SEA's management skills and the direct impact of its actions on them. In addition to these surveys - especially in connection with the launch of important projects such as the Malpensa Master Plan -  a think-tank was held to engage with the most representative corporate stakeholders.

The involvement of our internal and external stakeholders in recent years was of particular importance in the implementation of company projects such as: the development of the Ethics Code, The Social Challenge and the Family Audit.

Measuring impacts

Accountability in relation to our strategies, our processes and our impact is not restricted to solely creating a Sustainability Report. Our 7-year partnership with the Centre for Territorial and Industry Development of the LIUC Business School, 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 acquire in-depth knowledge of the economic role played by our airports in the local and national context and on the other, to support informed methods of engaging with the region. For evidence relating to this activity, see the following chapter.

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 seven years enabled us to reaffirm 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.