Visore Sustainability Report 2019
Consolidated non-financial disclosure pursuant to Italian Legislative Decree 254/16
Sustainability Report 2019

    Letter

    Letter to Stakeholders

    Letter to Stakeholders

    "We need to realise that if we are to improve the quality of the responses to be deployed, it will no longer be sufficient to take responsibility for the results, as we will also need to take responsibility for the path we choose to reach these results"

    Chairman Michaela Castelli and Chief Executive Officer Armando Brunini

    Letter to Stakeholders

    To argue that tangible assets should be measured and valued, while intangible assets should not, is to argue that “things” have value while “ideas” do not.

    Baruch Lev

    This Sustainability Report — the tenth produced by our Group — is disclosed while a terrible pandemic is underway in Italy and around the world, leaving behind human and family dramas that risk being further heightened by the economic and social consequences of the measures taken to combat its spread.
    The air transport industry is currently experiencing the worst crisis in its history, worse than that of 11 September 2001 and the one following the global recession in 2008. The airport sector, especially in Italy, has suffered considerable losses due to the sharp drop in air travel.
    ACI Europe, the association of continental airport operators, has estimated that if air travel restrictions were, based on upbeat guidance, lifted at the end of April, by then the airport system would have already accumulated a reduction of 700 million passengers and lost revenue in the region of € 14 billion compared to the expected trend.
    Against such a backdrop, accountability of SEA’s endeavours in 2019 regarding sustainability and, to a larger extent, the analysis and planning effort made regarding further steps to be taken in the years to come need to be viewed from a different perspective, even though they retain their intrinsic value.
    It is quite clear that 2020 will be a watershed year in all respects and that commitment to ESG issues will also force us to rearrange the order of priorities and to challenge the definition of “material”, with a view to promoting a sustainability model that is capable of driving and supporting a post-trauma response to restart our business and the economic and social dynamics connected to it.
    A revisitation that must not be viewed as a disruption of previous commitments made, but rather as a value: adapting our strategy to remain focused on our goals.
    What is more, at present we are not yet fully aware of the extent of the changes that will affect the economy, society and, as a result, the air transport industry. We must therefore get ready to adjust our resilience abilities to a wide range of possible outlooks, ranging from a progressive restoration of pre-crisis conditions to a structural change of the market in which we operate.
    At a time defined by strong uncertainty but also by the pressing need to raise our sights in an attempt to embark on new development paths, the data and information contained in this document provide some clear evidence as well as insights that give us food for thought.
    The first thing to be stressed is that air transport is a powerful catalyst for growth and that a restart of the economy in the areas weakened by the lockdown will only come fully on stream if operations in the aviation industry are restored. Evidence of this can be found in the data relating to the outcome generated by the operations of our airports in 2019, which benefitted not only the Lombardy region but — to a non-negligible extent — also Italy as a whole. It has been estimated that every aircraft movement handled in our airport system results in commercial spin-offs – in terms of value generated by the productive fabric — to the tune of € 150,000. This also means that for every euro of turnover recorded by SEA the territory will cash in € 58 and that the work done by each one of our 2800 colleagues will trigger jobs for another 136 employees, operating inside and outside our airports in the manufacturing, tourism, trade and service sectors.
    The second thing that needs to be underscored is that from now on the systems for preventing the risk of any pandemic recurrence — to be deployed in crucial global mobility hubs such as airports — will have to be improved significantly in terms of quality, requiring heavy investments to be made in digital technologies. To this end, the technological infrastructure capabilities we are developing in our airports will prove most useful — as described in the Intellectual Capital section — as they include the introduction of biometric identification systems such as E-Gates and Face Boarding, as well as a platform providing central management of the sensors installed across our terminals, allowing user geolocation and enabling advanced indoor navigation experiences. Projects designed to enhance customer experience for our passengers will also prove valuable in increasing safety, security and operations.
    Similarly, during the emergency we have had to cope in recent months, we have been able to explore a new and different dimension of the benefits arising from relying on a long-established smart working system, which currently involves 62% of SEA’s non-shift workforce. This measure of organisational flexibility, originally designed to increase well-being at the workplace and improve the work-life balance, will also provide a good basis for consolidating “resilient” working methods in possible future contingency situations.
    On the environmental front, the correlation — as endorsed by leading scientific circles — between the spread of and increase in Covid-19 mortality rate and the deterioration of the ecosystem caused by climate change and air pollution will encourage us to (i)  continue to pursue with stronger determination the commitments undertaken in 2019 to become “net zero carbon emission” airports by 2050, (ii) rearrange the tariff system applicable to carriers in a “green” perspective and (iii) redesign our airport accessibility (with special reference to Malpensa) with a view to encouraging the use of public transport means that have a lower environmental impact. Providing confidence in this regard is a particularly challenging stress test we successfully passed in the summer of 2019, when the closure of Linate airport for 3 months due to renovation works increased Malpensa's operations by 44% in terms of movements, without causing significant inconvenience to the surrounding population in terms of noise and air pollution and traffic congestion.
    As a closing remark, reference is made to our social commitment, which grew stronger in 2019 as we developed a detailed partnership plan for the years to come that will enable us to achieve a multiplier effect on the financial resources to be allocated to corporate citizenship projects across the territory.
    The situation of serious social deterioration that will arise from the impact of the pandemic on the manufacturing industry and on the stability of the public welfare system will make our contribution even more necessary. Indeed, we plan to provide our contribution in a way that will not only focus on solidarity and human sharing, but will also invariably include criteria for efficient allocation of resources and accurate monitoring of the ensuing effects, such criteria being all the more necessary in a scenario where the country-wide disproportion between the magnitude of the resources needed and those actually available will prove evident.
    All of the above actions will be complemented with cultural endeavours aimed at raising new awareness among all stakeholders — starting with ourselves and the SEA community — in respect of the fact that the best answers to deal with a complex and uncertain scenario such as the one we are facing will only come if a systemic vision and capacity for action is adopted.
    We will need to hone our trade-off management skills, because solutions will hardly ever be within reach and will require expertise in settling conflicting interests.
    We will need to rely on our ability to identify areas of innovation and change. 
    We will have to adopt, and maintain over time, a clear and transparent attitude towards all our stakeholders.
    Finally, we need to realise that if we are to improve the quality of the responses to be deployed, it will no longer be sufficient to take responsibility for the results, as we will also need to take responsibility for the path we choose to reach these results.
    We have the skills and abilities to do that. If we embark on this journey together, we will be able to rely on new-found enthusiasm.

       

    chairman
    Michaela Castelli
    chief executive officer Armando Brunini

    Airports

    What we do

    Milano linate

    milano malpensa

    our airports

    Milan Malpensa

    Milano linateMilan Malpensa Airport

     

    OUR AIRPORTS

    Milan Linate

    Milano MalpensaMilan Linate airport

     

    what we do

    Our airports

    With Malpensa and Linate airports, we rank among Europe’s top 10 operators in terms of traffic volume in the passenger segment and among the top 6 in the cargo segment.

    In Italy, our airport system ranks 2nd in terms of passenger traffic volume and 1st in the cargo and general aviation segments.

    Stakeholders

    Value creation

    sustainable value creation model

    Geared towards the territory

    We consider our success in generating value for the company to be highly dependent on our ability to provide effective responses to the needs of the context in which we operate: we ensure accessibility and connectivity on a global scale and act as catalysts for the local and national social and economic fabric.

    Learn more about our value creation model

         

    OUR SUSTAINABLE VALUE CREATION MODEL

    Our sustainable value creation model

     

    Sustainable value creation model

    Milan

    Our territory

    engaging with our territory

    Impact choices

    The way we bring the world to Milan and Milan to the world has a direct impact on people, communities and the environment. The choices we make for our airports are forward-looking.

    Air connectivity to foster local development

    Our airports act as development catalysts

    Air connectivity to foster local development

    Our airports allow the territory and people to become increasingly connected, providing facilities, opportunities and experiences that make it possible to become global citizens.

    Malpensa

    • It ranks 28th among the 30 best connected airports worldwide, based on a network consisting of 3,908 airports.
    • Italy’s best airport (20th place in the European ranking) for quality and accessibility times to reach European destinations, with 387 airports connected in a day (+7 over 2018) and an average connection time of 330 minutes.
    • Italy’s best airport (14th place at a continental level) in terms of share of European GDP achievable within a short timeframe, with 77.6% of the European GDP achievable within 2 hours of travel.

    Linate

    • 4th place in the national ranking of the best connected airports (after Malpensa, Rome Fiumicino and Venice), as it connects with 378 airports reachable in a day with an average time of 360 minutes.
    • Among Europe’s top 15 airports by number of destinations to which it is possible to make a typical business trip (round trip within the day stopping over at least 4 hours), with a network consisting of 106 destinations and an average time of 737 minutes.

    Our airports act as development catalysts

    In 2019, our airport system generated a total of approximately € 44 billion worth of commercial spin-offs — including direct, indirect, induced and catalyst-driven tourism impact — reflecting a capacity to activate approximately 388,000 jobs.
    It is therefore a precious infrastructure asset not only for Lombardy’s economic system, but also for the Italian North-West cluster and Italy as a whole.

    Our airports act as capital attractors, job opportunity generators, investment initiative activators or catalysts. Their role as a powerful driving force for a number of specific economic sectors, such as tourism, logistics and trade, is also evident.

       

    Malpensa’s role in international trade

    Il ruolo di Malpensa sul commercio internazionale

       

    The flows of imported/exported goods that in 2019 passed through Malpensa Cargo City totalled € 42.2 billion (€ 14.2 billion imports and € 28 billion exports), accounting for 4.7% of national foreign trade.

    The € 28 billion worth of goods exported that used Malpensa Cargo City as a gate accounted for 5.9% of Italian exports worldwide and 12.3% of Italian exports to non-EU countries.

    Three of the four industries that underpin Italy’s trade balance (Clothing, Interior Design, Automation, Food) rely on Malpensa as a crucial asset for their high added-value export shares. Notably, the following passed through Malpensa in 2019:

    • 15.4% of total exports in the Fashion/Clothing industry (with peaks of 61.2% of items bound for the Far East and 37.4% of items bound for North America);
    • 10.1% of total exports in the Furniture/Interior Design industry (with peaks of 26.5% to the Far East and 16.9% to North America);
    • 8.6% of total exports in the Mechanics/Automation industry (with peaks of 29.4% to the Far East and 22.8% to North America).

     

    The role of Milan airports for the tourism industry

    In 2019, Malpensa airport carried over 7.5 million tourists across Lombardy, triggering economic benefits to the tune of € 8.1 billion and employment benefits in the region of 120,000 jobs.

         

    Catalytic impact generated by tourist flows through Malpensa

         

    Incoming tourists passing through Linate — which remained closed from 27 July to 26 October 2019 for runway renovation and restyling work — totalled 2.3 million, resulting in an economic impact of about € 1 billion and employment benefits in excess of 14,000 jobs.

           

    Catalytic impact generated by tourist flows through Linate

     

    Environment

    The environment

    engaging with the environment

    Responsible growth

    In 2019, we continued to endeavour to improve the environmental sustainability of our airports: reducing energy consumption, reducing CO2 emissions and appropriate waste management were among our main commitments.

    CO2 emissions

    Waste sorting

    CO2 emissions per traffic unit

    Waste sorting

    People

    Our people
    Engaging with our people

    Engaging with our people

    We believe in people, we work for people

    The efficiency shown during the Bridge Operation on the occasion of Linate restyling bears witness to the skills of our people. An asset on which we rely strongly to grow as a Group, as people and as part of a community.

    Our work-life balance system

    In 2019, we empowered remote work for 4 days a month, involving 62% of administrative staff.

    Employees
    500
    Employees
    Individual money saved
    €98
    Individual money saved
    Individual time saved
    5.6 hours
    Individual time saved
    Average individual distance not travelled
    188 Km
    Average individual distance not travelled
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