Engagement policies

Engagement policies

Welfare
In 2016, our corporate welfare policies have confirmed our focus and commitment to ensure initiatives and activities dedicated to colleagues and their families, aiming at a continuous renewal of services, in line with new needs expressed by the people.
The following table summarizes the data regarding access to Welfare services by full-time and part-time employee during the last three years.

"SEA for you": access to services

InitiativeNo. of Beneficiaries
 201620152014
Health care fund 1,8631,8291,731
Toy vouchers1,081,0821,125
Flexible hours (average annual figure)849854840
Study grants721735670
Health care fund (check-ups)355337384
Leave for medical visits310302272
Summer centres215219214
Collective home-work mobility181183181
Flu prevention150122194
Future Lab: Push to Open, I learn to study14237-
Spa holidays1108280
Social services (personal loans)99173239
Maternity part-time (average annual data)172830
Accident insurance41411

Source: SEA


Over the year, in addition to managing traditional welfare services (home-work mobility, flu prevention, check-ups etc.), based on the data of the previous year and the favourable feedback for new initiatives introduced as part of Future Lab project, we focused on developing and continuing initiatives dedicated to increasing the occupational skills of our colleague's children.

Specifically:

  • "Push to Open" school and professional orientation path for secondary school students, who have been able approach the world of work by attending an online community and workshops in person at the companies in the project network;
  • "Talent Days", vocational guidance workshop classes in collaboration with HRCommunity dedicated to near-graduates and graduates;
  • call for entries for scholarships abroad from the "Intercultura Foundation", which was enhanced by the addition of a summer stay in Ireland, in addition to the summer stay in China and the annual one in a European country;
  • "I Learn to Study with SEA", the new project launched in 2016 and dedicated to young people of the First Grade Secondary School and the Biennium of Second Grade Secondary School, aimed at transmitting useful and immediate tools to be applied to home and school studying, an initiative appreciated by over 100 young people enrolled between Linate and Malpensa;
  • finally, still about school, the new initiative "Alternating School and Work", addressed to the territory nearby. Following the decision by the Ministry of Education, University and Research (MIUR) to include in second grade secondary school education the project "Alternating School and Work", SEA decided to participate, designing a course at schools and a summer on-the-job training at the airport, involving our colleagues through the opportunity to involve their children's school to carry out an "alternating school and work" experience at Linate and Malpensa. 4 schools have been identified in the provinces of Milan, Varese and Novara, which will be able to take part in classroom lessons of SEA "trade masters" and send about 30 students to summer job;
  • the merit "Grants" for the promotion of first and second grade students were awarded this year with higher amounts, rewarding the most deserving students, with the aim of promoting commitment and consistency in studying;
  • as part of life-work-reconciliation initiatives, Pink Parking is a new service dedicated to pregnant women who can now use dedicated parking spaces near the terminals until the last day of work before maternity leave;
  • like last year, summer centres were set up in collaboration with the NoiSea Association to accommodate the children of our colleagues during school holidays; stays were also organised at mountain and sea facilities, as well as the dedicated sport camps in the Umbrian hills, registering a turnout far exceeding that of recent years;
  • finally, great effort was devoted to activities involved in SEA's participation in "Family Audit" certification process, with the preparation of a working group that contributed to point out innovative solutions about flexible work, smart working and a culture of work-life reconciliation.

Complementary Pension Fund
The Pension Fund of Società Esercizi Aeroportuali - FONSEA, a complementary individual capitalisation Pension Fund for employees of participating companies, provides complementary pension benefits beyond statutory pension as per Italian Legislative Decree 5/12/2005, no. 252. Of the 5,045 members at 31/12/2016, 2,920 belong to the SEA Group, and 2,125 to other airport operators.

Data on the Pension Fund

Pension fund201620152014
Number of members5,0455,1135,183
Net assets intended for pensions (millions of Euro)189177165
Fund performance2.30%2.97%3.50%

Source: SEA


The Pension Fund is a fund established as an unrecognised association with a legal personality and operating under defined contribution arrangements (the amount of pension benefit is determined on the basis of contribution made and related returns).
Membership is free and voluntary. Participation in complementary pension schemes governed by Italian Legislative Decree no. 252 allows the member to benefit from a favourable tax treatment on paid contributions, gains and benefits.

Contribution shares (workers employed after 28/04/1993 and enrolled since 01/01/2013)

Severance pay sharesContribution
 WorkerCompany
100% of the accruing severance pay1% on the base pay, plus cost-of-living allowance, plus periodic seniority increases for 12 months. Any additional voluntary contribution calculated on the % of the gross taxable amount.2% on the base pay, plus cost-of-living allowance, plus periodic seniority increases for 12 months. With temporary validity 01/01/2013-31/12/2015, +0.5% increase of the contribution set forth in the CCNL (National Collective Bargaining Agreement).

Source: SEA


Parental leave management
SEA Welfare guarantees the right for all mothers to benefit from reduction of working time to five hours per day until the end of child’s fifth year.
Use of parental leave in 2016 increased for both women and men.

Right and use of the optional leave of absence (no.)

 201620152014
 WomenMenWomenMenWomenMen
Right (1)260374280364196247
Use (2)1082049216479130

Source: SEA
(1) The optional leave may be requested for each child during the first 12 years of life (until the day of their 12th birthday). Employees with a child at or under the age of 12 in the year in question are therefore considered eligible.
(2)
This figure reflects all eligible persons who used at least one day of optional leave during the year in question.
The data refers to SEA.


Parental leave absence tables show that:

  • almost all users return on schedule to work after the birth of a child;
  • fathers extensively use the option and increasingly assist mothers in taking care of children;
  • only in a small percentage of cases absence is not followed by a return to work, but rather by an absence for other reasons.

Retention rate after parental leave - 2016 (1)

 Women (no.)Men (no.)Women (%)Men (%)
Total Beneficiaries in 2016108204  
Status at December 31, 2016
  Still on leave (2) 998%4%
  Absent for other reasons after the leave (3)111%1%
  Left during the year000%0%
  Total returned to work and still employed9819491%95%
  Retention rate at 31/12/2016 (%) (4)100%100%  

Source: SEA
(1) 
The data relating to the employees eligible for and beneficiaries of the optional leave only relate to SEA.
(2)  For the purposes of identifying absences/leaves still under way, we take into consideration the two weeks following December 31 of the year in question.
(3) Employees "absent post-leave for other reasons" are those who are still absent following the period of parental leave for various reasons (e.g. child's illness, holidays, etc.).
(4) The retention rate indicates the percentage of employees remaining in the company at the end of a parental leave period. This figure is calculated taking into account the employees who benefited from at least one day of parental leave and who have returned to work and are still employed at the end of the year in question and the following year.


Retention rate after parental leave - 2015 (1)
 Women (no.)Men (no.)Women (%)Men (%)
Total Beneficiaries in 201592164  
Status at December 31, 2015
Still on leave (2) 6137%8%
Absent for other reasons after the leave (3)111%1%
Left during the year111%1%
Total returned to work and still employed8414991%90%
Return rate at 31/12/2015 (%) (4)100%100%  
Status at December 31, 2016
Still on leave (2) 000%0%
Absent for other reasons after the leave (3)000%0%
Left during the year000%0%
Total returned to work and still employed91163100%100%
Retention rate at 31/12/2016 (%) (4)100%100%  

Source: SEA
(1)
 The data relating to the employees eligible for and beneficiaries of the optional leave only relate to SEA.
(2) For the purposes of identifying absences/leaves still under way, we take into consideration the two weeks following December 31 of the year in question.
(3) Employees "absent post-leave for other reasons" are those who are still absent following the period of parental leave for various reasons (e.g. child's illness, holidays, etc.).
(4) The retention rate indicates the percentage of employees remaining in the company at the end of a parental leave period. This figure is calculated taking into account the employees who benefited from at least one day of parental leave and who have returned to work and are still employed at the end of the year in question and the following year.

Work-life balance: Family Audit
In 2016, an accreditation process to obtain the "Family Audit" certification was completed.

Family Audit is a management tool adopted on a voluntary basis by organizations, such as private companies, public bodies and non-profits, that want to certify their ongoing commitment to work-life balance. By adopting the Family Audit certification we intend to launch a virtuous cycle of continuous improvement by introducing innovative organizational solutions in terms of work flexibility, smart working and a culture of work-life balance.
In 2016, the Family Audit implementation process included the design phase, consisting of the creation of two distinct internal Working Groups.
The Audit Working Group, consisting of 17 employees representing all professional classifications, analysed and proposed improvements in family-work balance taking into account different family structures.
A platform of 28 balance measures was prepared during 6 meetings held by the Group. The Management Working Group, consisting of 8 managers from different Departments and Functions, played a role in steering and evaluating the proposals received (whose conditions and methods of application will be further assessed during the implementation phase), which led to acquiring the Base Certification in February 2017.

Platform of activities 2017-2019

ACTIVITY TITLEDESCRIPTIONEXPECTED RESULTS
USABLE WORK REDUCTIONS IN HOURSIntroducing the option to use the work reductions even by the hour, for all personnel, with the manager's authorization.
  • Decrease in absenteeism
  • Personnel satisfaction
PATERNAL PART TIME Introducing part time hours also for fathers, who for reconciliation needs may choose to reduce their working time until the fifth year of their child's life.
  • Greater focus on male parenting
  • Abolishing potentially discriminating policies
OVER-60s PART TIME Introducing part time work for the over-60s, voluntary and with no additional expenses for the company
  • Care for the personnel nearing retirement
  • Care for intergenerational relations
DEFINING CORPORATE POLICIES FOR ORGANISING HOLIDAYS WITH A FAMILY-FRIENDLY APPROACH Defining and disseminating a corporate policy that favours the management of joint holidays for members of the same family, if requested by the interested parties and where compatible with the service requirements and the current shift mechanism.
  • Satisfaction of the personnel with children from 6 to 14 years of age
2 DAYS OF SPECIAL LEAVE TO NEW FATHERSIntroducing 2 days of special leave offered by the company in addition to those provided by law for new fathers.
  • Greater focus on male parenting
  • Abolishing potentially discriminating policies
ANNUAL MEETINGS IN THE SERVICES WITH SHIFT PERSONNELIntroducing offline and online internal communication tools between a large number of colleagues working shifts in the same department to share specific topics, events, problems and solutions.
  • Greater sharing of goals and knowledge 
  • Increased participation from the base
PERIODIC TEAM MEETINGS FOR NON-SHIFT WORKERSIntroducing offline and online internal communication tools between a large number of non-shift working colleagues in the same department to share specific topics, events, problems and solutions.
  • Greater sharing of goals and knowledge
  • Increased participation from the base
STUDY TO INCREASE THE INTERCHANGEABILITY OF ADMINISTRATIVE PERSONNEL Defining of a policy for improving the interchangeability rate of administrative personnel and the activation of an experiment on at least two services where there are people with strong work-life reconciliation needs.
  • Increase of people's interchangeability
ACTIVATION OF SPACES FOR REMOTE WORKING AND COWORKINGIdentifying remote working spaces for administrative personnel to allow greater work-life reconciliation if the residence is closer to SEA locations other than the one where the official workstation is located. Opening these spaces also to other transferring administrative colleagues as coworking spaces.
  • Increased efficiency and time savings
  • Increased sense of belonging to the company
IMPROVEMENT OF PARKING-OFFICE Studying different systems to limit Malpensa's time to move from the car park to the workstation through eco-friendly and innovative systems.
  • Increased efficiency and time savings
INCREASING VIRTUAL MEETINGSIncreased use of videoconferencing or conference calls instead of phone, for training, internal meetings or simple communications between people.
  • More confidence in digital media
  • Cultural change
EXPERIMENTS IN SMART WORKINGProgressive trials of smart working for administrative personnel.
  • Increased efficiency and time savings
INTERVENTION ON MIDDLE MANAGEMENT TO SPREAD A CULTURE ORIENTED TOWARDS A WORK-LIFE BALANCEOrganising training and cultural awareness-raising initiatives directed at the "community of leaders" on topics related to a management of human resources more oriented to a work-life balance.
  • Improving direct personnel management skills
IDENTIFYING GUIDELINES FOR GROWTH WITHIN THE COMPANYDefining and communicating the corporate growth policies more thoroughly, in particular by fostering correct expectations about the possibilities for growth of the part-time personnel.
  • Dissemination of meritocratic development modalities
IMPROVEMENT OF THE SKILL ASSESSMENT SYSTEMReviewing the methods for assessing personnel skills, particularly as regards the mechanism for discussing and reporting the results.
  • Dissemination of meritocratic development modalities
MAINTAINING THE WORKING GROUPStabilization of the Working Group, with the aim of spreading the plan's actions and monitoring the state of progress.
  • Checking and monitoring the activity plan
IMPROVING THE VISIBILITY OF SEANET TO THE SHIFT PERSONNELAs part of restructuring the portal, make Seanet the compulsory landing page, and/or activate systems that invite the operating personnel to read and verify the corporate news.
  • Maggior circolazione delle informazioni
CREATING AN INTRANET SPACE WITH FAQ ON INSTITUTIONS AND OPPORTUNITIESIdentifying a space on Seanet to enter information useful to the personnel regarding the use of corporate institutions and opportunities, interpretation of certain information or regulations, identification of requests and basic forms.
  • Greater circulation of information
REDEFINING THE PARAMETERS OF MEDICAL AND HEALTH STANDING AGREEMENTSRenegotiating the standing agreements in use to update procedures, fees and services. 
  • Maggior efficacia delle misure di welfare
FEASIBILITY STUDY TO EXPAND THE DEFINITION OF FAMILY IN IDENTIFYING THE BENEFICIARIES OF THE CONTRIBUTIONS, INCLUDING THE "NEW FAMILIES"Expanding the measures in favour of family members also to non-dependent children or partners' children, in order not to exclude non-traditional families.
  • Greater effectiveness of the welfare measures
CREATING AN ONGOING CUSTOMER SATISFACTION SYSTEM FOR WELFARE SERVICESCreating an immediate customer satisfaction system to measure the personnel's satisfaction and improve the offer over time.
  • Greater effectiveness of the welfare measures
IDENTIFYING A SPACE FOR PICK-UP AND DELIVERY OF PACKAGES AND SERVICESIdentifying a space at each company location where products and/or services purchased in e-commerce might be delivered and picked up easily by SEA personnel.
  • Greater effectiveness of the welfare measures
INTRODUCING INTER-COMPANY WORK PLACEMENTS FOR THE CHILDREN OF EMPLOYEESIdentifying a space at each company location where one can receive products and/or packages purchased on the internet or deliver and pick up products or services.
  • Support for families with older children
INCREASING BATHROOMS EQUIPPED FOR NURSERY NEEDSFit 100% of the bathrooms with changing tables and baby points.
  • Greater focus on male parenting 
  • Sharing family friendly policies
MAXIMUM EXPLOITATION OF THE FAMILY AUDIT CERTIFICATION ON FUTURE SUSTAINABILITY REPORTSBetter promote SEA's local initiatives to improve sense of belonging.
  • Greater circulation of information
INCREASING THE NUMBER OF LAPTOPSProgressive fix devices replacement with laptops, especially in such areas where smart working is desirable.
  • Progressive removal of obstacles to smart working
STREAMLINING ACCESSES AND PASSWORDS STREAMLINING Defining a policy that allows access to the various internal corporate services using as few passwords as possible.
  • Facilitating access for operating personnel
IMPLEMENTING A FREE WI-FI NETWORK FOR EMPLOYEESImplementing a wi-fi network with which the personnel can access the intranet and enterprise applications also with private devices.
  • Facilitating access for operating personnel