The process of updating corporate welfare continued in 2018, alongside more consolidated welfare initiatives (home-work mobility, health and prevention, social services, etc.). 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, while as from 2018, initiatives were extended to employees with fixed-term contracts.
“Sea per te”: access to services
|Health Fund (general)||1,830||1,854||1,863|
|Health Fund (check-up)||403||471||335|
|Future Lab: Push to Open - Learning to Study||79||80||142|
|Trips for the elderly||129||112||110|
|Social services (personal loans)||133||98||99|
|Part-time mother (annual average data)||10||16||17|
Note: The 2016 data refers only to SEA.
Areas where the new needs are required are particularly focused on care and assistance to non-self-sufficient family members, the educational and professional orientation of children during their studies, and the promotion of rules for healthy nutrition and lifestyles. For the first area, the intent was to deliver a concrete and immediate response to the needs of caring for elderly or non-self-sufficient family members through the renewal of the “Fragibilità” project. This is a tool that provides help to those who, in addition to their work, have to face the difficult and delicate task of supporting a family member who needs care. To complement this sensitivity towards people facing difficult family situations and/or are covering the role of caregiver, certain work-life balance initiatives were introduced, among which, the ‘Solidarity Time Bank’ initiative. In the second area, the development of the "Future Lab" project continued where services for the educational and professional orientation of colleagues' children can be found, spanning a time frame from elementary school right through to university graduation, and with the confirmation of all the initiatives already proposed in 2017 (Push to Open, Push to Open Junior, Intercultural overseas scholarships and Learn to study with SEA). In the third area, the "Word from the Nutritionist" project continued with new meetings and tests to promote well-being in people. In 2018, an online platform was finally activated for the use of a welfare bonus dedicated to all SEA employees. This innovative arrangement, with enhanced financial benefits, has provided colleagues with a range of available services which can also be used in the form of a voucher, among which, the repayment of educational and healthcare expenses for family members, welfare vouchers for sports and culture, and vouchers for supermarket expenses, fuel, leisure and health.
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||2018 *||2017||2016|
|Number of subscribers||4,979||5,001||5,045|
|Net pension assets (Euro millions)||219||204||189|
|Net fund yield||2.32%||2.24%||2.30%|
(*) 2018 data relating to the number of subscribers are provisional pending the approval of the FONSEA financial statements.
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)
|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.
|2.5% on the table minimum, plus contingency indemnity and plus 12-month periodic increases|
(*) for newly-recruited staff
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. The use of parental leave in 2018 decreased both for men and, albeit to a lesser degree, for women. Data shows how parental leave is also regularly and extensively utilised by fathers who increasingly assist mothers in taking care of the children.
Right and usage of voluntary leave (No.)
(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.
Work-life balance: Smart Working
A few years ago, we introduced various work-life balance initiatives within the organisation, with the aim of embarking on a path of cultural change and organisational innovation to make our way of working more efficient, smart and digital.
Also as a result of the publication of Law 81 of May 22, 2017 which regulates "Smart Working", we launched a smart working pilot project in October 2017 involving several corporate departments. The pilot project concerned administrative workers, with the aim of accelerating innovation in smart working processes and providing responses to the requirements of conciliation with personal needs and with those of family members.
The project group, representing various target groups (young/elderly people, heads/workers, men/women and caregivers) worked towards building project guidelines to identify the teams to be involved in the experimental phase and to define the internal communication method.
The first pilot group consisting of 204 smart workers started in April 2018 and, on signing individual agreements with the company, were able to make use of a maximum of 4 days of smart working per month on the authorisation of their direct manager.
At the end of 2018, the pilot project was extended to another 212 smart workers.
To date, therefore, over 50% of administrative employees are involved in this experiment and a third group of smart workers will be activated in 2019.
Prior to the experimentation phase, smart workers and their managers participated in training sessions which highlighted topics related to control, trust, responsibility, occupational safety and also a short technical training module on specific IT equipment for remote working.
The first experimental phase initially showed some signs of difficulty but, on the basis of the survey held and the listening focus groups organised, the scheme experience was substantially positive, generating overall satisfaction among all the target employees concerned.
The survey involved 204 smart workers from the pilot project's first phase and a number of their colleagues, in order to also acquire the point of view of those who remained in the office and interacted with the remote workers. Respondents numbered 236 (84% of redemption) on a universe of 282 persons.
Smart working activation impact indicators*
|Monetary savings||71 €|
|Time savings||5.5 hours|
|Average untravelled distance||192 km|
* Average monthly values pro-capita referable to 4 days/month of implementation
Estimate of emissions and greenhouse gases linked to the activation of smart working
We estimated the positive environmental impact - in terms of the reduction of emissions (carbon monoxide, nitrogen oxides and PM10) and greenhouse gases (CO2) – generated from the activation of smart working and resulting from the reduction in commuting of the smart workers involved.
Reduction in emissions linked to the implementation of smart working
|Reduction in distances (Km)||97,541.40||Linate|
|Reduction in CO2 emissions (Tonnes)||15.907||Linate|
|Reduction in CO2 emissions (kg)||76.60||Linate|
|Reduction in NOx emissions (kg)||41.51||Linate|
|Reduction in PM10 emissions (kg)||2.90||Linate|
The estimate was achieved on the basis of the following assumptions:
- the commuting trips of 204 smart workers were considered for the April-December period and an additional 212 only for the month of December;
- it was assumed that all employees considered used a car to commute;
- a daily distance equivalent to the distance between the residential commune and the airport, multiplied by two, was allocated to each smart worker. The shortest route from among possible routes was taken into consideration;
- based on the statistics of the average use of smart working days per worker, it was considered that 204 smart workers in the April-December period used 17.82 smart working days pro-capita in the 9 months, while 212 who started the trial in December used 1.98;
- emission factors were calculated at an average value, derived from literature and industry statistical analyses.
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 favourable 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 reported upon in the following table.
Update to the Family Audit Plan conciliation measures introduced in 2017
|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||Introduced for all the workforce, as from February 1, 2018, the possibility of working reduced hours was availed of by 447 workers for a total of 2,695 hours. An increase in the hours used was registered in 2018 for a total of 29,920 hours against a total of 28,574.50 hours in 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||The experimental Job Rotation initiative concluded in the first half of 2018. The three selected colleagues, one for each Management team, had occasion to prove themselves in one of the other roles in their own department. The level of appreciation for the initiative, both from the participants and the managers called upon to manage the resources, was high and the colleagues positively assessed the experimented relational aspects and the interdepartmental dynamics, expressing their wish for this organisational arrangement to be promoted throughout the company.|
|STUDY FOR IMPROVED COMMUTING & PARKING||Study of different systems to limit the time spent on commuting and parking at Malpensa through ecological and innovative systems.||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. In April 2018, light signalling was installed in both stops, indicating the operationality of the shuttle service (green-active, red-non-operational). The constant use of this service which, therefore, was highly appreciated, was also registered in 2018.|
|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.||CONCLUDED||As from May 2018, SEA Training was enhanced by an online training channel through the new FormAzione platform which complements the usual classroom training in our Training Center.
The platform makes it possible to access one's own training plan and to view the assigned classroom and online courses. In 2018, online training for the course on Occupational Safety for Low-Risk Companies, Legislative Decree 81/08, was provided to all administrative employees and the course on "Health and Safety Protection in Smart Working" to 416 smart workers. Furthermore, remote communication has increased, by definition, from the take-up of the Smart Working arrangement.
|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. Since its implementation in March 2018, SEAnet has been constantly utilised and enriched with new features such as the possibility to customise it with notifications and tasks, choose "favourites" or select widgets based on working requirements and personal needs to enrich the personal Profile. The SEA FormAzione Portals and the Assistance Fund were introduced in May 2018, through which it is possible to digitally "converse" for the respective requirements.|
|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.||CONCLUDED||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. In order to facilitate access to the employment market, the "A bank in the airport" initiative was also implemented in 2018, with which SEA provided four secondary schools in the regions of Milan, Varese and Novara, indicated by colleagues whose children attend these schools, with the possibility of classmates also accessing an alternating school-work workshop on airport jobs (total 120 children), and 27 children were also given the possibility of a summer job session in our airports.|
|MAXIMIZING BENEFIT OF SUSTAINABILITY REPORTING CERTIFICATION||Raising of awareness of SEA initiatives within the local area to improve its integration.||IN PROGRESS||Published 2017 NFS.|
|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 allocation of laptop computers to administrative staff also steadily increased in 2018. The introduction and dissemination of the Smart Working arrangement provides for the distribution of laptops to administrative staff participating in the experiment, with 255 devices issued in 2018.|
|OPTIMIZATION OF ACCESS & PASSWORDS||Definition of a policy allowing access to various internal company services using as few passwords as possible.||CONCLUDED||In 2018, accessibility to SEAnet from an office PC, a home PC and from a smartphone with a single authentication and the integration of icons and e.Point functionality was completed. Direct access to e.Point from a PC workstation and from a smartphone is automatically re-directed to SEAnet with the e.Point buttons displayed on the first-level menu.|
|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.|
In 2017, a further series of measures was launched, the implementation of which had been originally scheduled for 2018.
Update to the Family Audit Plan conciliation measures scheduled for 2018 and introduced in 2017
|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||No requests were received in the year 2018 for the measure contained in the company agreement of 04/12/17.|
|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. In 2018, people who made use of the fathers' leave (2 days + 2 additional days) numbered 23 for a total of 79 days, of which 17 employees only made use of 2 additional days of fathers' leave for a total of 34 days.|
|ACTIVATION OF SPACES FOR REMOTE WORKING 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. In 2018, a reduction was registered in the use of smart rooms in parallel with the introduction of Smart Working.|
|TESTING SMART WORKING||Progressive smart working experimentation for administrative staff.||IN PROGRESS||The Smart Working experiment was launched in 2018 and progressed in phases to eventually involve 416 people from among white-collar employees, managers and executives. It is envisaged that this arrangement will be extended to a further 200 administrative staff in the first half of 2019.|
Family Audit Plan conciliation measures scheduled for the 2018-2019 two-year period
|PART TIME OVER 60||Introduction of a part-time measure dedicated to over 60s, of a voluntary nature and not involving additional expenses for the company||CONCLUDED||Included in the trade union agreement of December 4, 2017, the possibility was introduced in 2018 for all full-time workers to opt to switch to part-time hours. 67 requests were received: 12 from Linate airport (9 shift workers - 3 administrative staff); 55 from Malpensa airport (44 shift workers - 11 administrative staff).|
|CORPORATE POLICY DEFINITION FOR FAMILY FRIENDLY HOLIDAY PLANNING (shift workers)||Definition and dissemination of a corporate holiday policy favouring family quality time, with simultaneous leave, and families with children aged 6-14 with phased leave during school holidays, when requested by the parties concerned, and compatible with service requirements and applicable rotas.||CONCLUDED||The "guaranteed holidays" initiative was activated as from August 2018, enabling the booking of 2 days of guaranteed leave, that is, approved automatically. Under this arrangement, 417 days of leave were provided to MXP employees and 130 days to LIN employees in the period August 16 - December 31, 2018. As regards the enjoyment of summer holidays by shift workers in the school holiday period, 1,090 shift workers with school-age children (lower and upper elementary and secondary schools) made use of a holiday period from 15/06/18 to 10/09/18.|
|ANNUAL MEETING PLANNING FOR SHIFT-WORK SERVICES||Introduction of off-line and on-line internal communication tools between large numbers of colleagues and shift-workers of the same department, aimed exchanging information on specific themes, events, issues and solutions.||CONCLUDED||The implementation of SEAnet fulfils institutional communication requirements for activities and corporate strategies. An increasingly marked digitalization of communication is under way. Off-line intervention of a systematic nature is envisaged if significant re-organisations should occur or strategies or innovative organisational approaches are to be communicated. In these cases, in addition to training aspects, the reasons relating to the changes directly introduced by the Managers of the areas concerned are also communicated and shared.|
|PERIODIC TEAM MEETINGS FOR NON-SHIFT-WORKERS||Introduction of off-line and on-line internal communication tools between large numbers of colleagues and non-shift-workers of the same department, aimed exchanging information on specific themes, events, issues and solutions.||CONCLUDED||The increasingly marked digitalization of communication almost completely fulfils the requirements of access to information concerning the activities and processes in place and those scheduled. Interdepartmental projects (MIND THE FUTURE and INSIGHT) are underway which enable and facilitate the exchange of ideas and opinions, including with top management. All administrative staff have an account which enables continuous access to communication on SEAnet, and the possibility of connecting by wi-fi dedicated to employees encourages and disseminates the real-time use of content in any corporate area.|
|INTERVENTION REGARDING MIDDLE MANAGEMENT FOR THE DISSEMINATION OF A WORK-LIFE BALANCE CULTURE||Organization of training events, initiatives and cultural awareness raising, addressed to ‘community of leaders’, on issues relating to a management of human resources better oriented to balancing work and private life.||CONCLUDED||In preparation to the introduction of the Smart Working project, which involved all the Management staff at various levels in the start-up phase, meetings were held for information and for the sharing of topics linked to the management of human resources from a work-life balance perspective. In reality, raising the awareness of the "community of leaders" was strengthened by active and shared participation with their collaborators in the Smart Working project and who, through "on the job" practice, contributed to the dissemination of a culture better-oriented to the issues of conciliation and work-life balance.|
|IDENTIFICATION OF GUIDELINES FOR IN-COMPANY GROWTH||More analytical definition and communication of career development policies, favouring the formation of correct expectations regarding the possibilities for growth of part-time personnel.||CONCLUDED||With the broadly-appealing introduction of part-time working hours in 2018, a working hour arrangement that is accessible to all the workforce, such employment is implicitly considered not to be an impediment to any policy for in-company growth or financial rewards. Furthermore, SEA uses the Job Posting system for the management of occupational mobility, a process through which SEA notifies its permanent employees, blue-collar and white-collar workers, of any available "vacancies" by means of notices published on SEAnet, and through which the selection/appraisal process of candidates is managed.|
|CREATION OF AN INTRANET AREA WITH FAQs ON INSTITUTIONS AND OPPORTUNITIES||Identifying an area on SEAnet in which to insert useful information for staff regarding the use of institutions and company opportunities, the interpretation of certain information or regulations and basic forms||CONCLUDED||Since its implementation in March 2018, SEAnet has been constantly utilised and enriched with new features and interfaces. The information section concerning welfare and conciliation services for SEA staff was also set up and completed with all the currently active items in the welfare page. Each section is divided into successive tree navigation structures and each page is complete with explanations, information, telephone contacts and links for additional information. Furthermore, since October 2018, the HR Services Centre of both airports can also be contacted through the WhatsApp instant messaging system for information requests or communications.|
The total absenteeism rate for SEA Group employees in 2018 is more or less in line with 2017 (-0.02%).
With regard to gender, there was a slight decrease in the absenteeism rate for women (Linate from 4.43% in 2017 to 4.39% in 2018, Malpensa from 4.86% in 2017 to 4.67% in 2018), while for men, the rate decreased only at Malpensa from 3.78% in 2017 to 3.65% in 2018 (at Linate from 3.56% in 2017 up to 3.81% in 2018).
Work absence rate by gender and location
Note: The work absence 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 sickness or accidents), while those that are scheduled (e.g. holidays, maternity leave) are excluded.