Materiality Matrix

The starting point of the materiality matrix review process established in 2018 is represented by the five business challenges defining the company’s strategic vision in the medium term.

1. Quality of the management and development of the capital infrastructure

The new Malpensa and Linate Master Plans, fundamental to the development strategy.
Infrastructural development of the two airports consistent with the long-term strategic vision.

2. Aviation Business Development

Short to medium-term: further develop low-cost carriers.
Long-term: development of new carriers and connections; develop incoming non-EU traffic.
Cargo: consolidating Malpensa as a cargo hub.

3. Growth of the Non-Aviation Business

Further diversification and broadening of the commercial offering.
Extension of the Malpensa Terminal 1 business model to Linate and Malpensa Terminal 2.

4.Quality and digitalization of passenger services

Make the terminals more welcoming and hospitable.
Ensure adequate training of front-line personnel and improvements to communications with passengers.
Become the leading European airport operator in terms of digital innovations.

5. Efficiency and productivity

Improve productivity continuing along the route taken previously to improve efficiencies.
Significant reorganization plan, to be managed within a changed regulatory environment.
External costs: redefinition of purchase volumes and conditions.

2018 saw the deep review of the materiality matrix, with the identification of relevant issues, for the subsequent identification of material topics within those issues, was implemented by adopting three different views, with the support of adequate documentary sources. These three views were:

  • Company View: identifies business development lines, consistency between corporate values and organizational practices and the mapping of main risks;
  • Stakeholder View: identifies, through studies, surveys, workshops and opportunities for interaction, key themes in the company’s relationship with stakeholders;
  • Context View: identifies emerging or rapidly developing Environmental, Social and Corporate Governance issues within the reference industry, through: a) In-depth analysis of the most common issues in the reports of main aviation and infrastructure sector players; b) Examination of national and international legislative sources (hard and soft law); c) Collection of circulating international public debate news (in particular through the social media platform of Twitter) focused on sustainability and the aviation world’s main players.

Said analysis was shared with the Board of Directors upon approval of the 2018 Non-Financial Statement on February 28, 2019.

The same analysis was presented to the SEA Group Control, Risks and Sustainability Committee on September 24, 2019. Since corporate situations requiring an update did not occur between September and the end of the financial year, the materiality analysis carried out in 2018 has not undergone changes.

The mapping process led to the identification of 43 issues for potential consideration as “material topics”, to be submitted for assessment by SEA management and stakeholders.

The assessment and prioritization of issues involved:

  • 78 external parties, belonging to the main categories of company stakeholders (of which 75% business and 25% social);
  • 23 SEA managers, reporting to the Chairman, to the three Chiefs and their seniors.

The 18 issues found to be most relevant according to the collated views of management and external stakeholders were used to compose the materiality matrix for 2018-2020.

Materiality  matrix

Materiality  matrix