In its role as a manager of public transport infrastructure, SEA is committed to acquiring in a planned and structured manner and correctly evaluating and including in its decision making process the issues which concern its stakeholders.
This is applicable to extension works at terminals, in making available spaces and services to airport operators and in ensuring the maximum synergy between all airport operators to guarantee continuous, safe and efficient flights for passengers.
The identification and mapping of the stakeholders of SEA and the relative strategic approach which the company seeks to adopt in such interactions was established within the “Developing Sustainability Culture” project, introduced by SEA in 2012 – with the scientific and methodological support of ISTUD and SWG - with the objective to define the “Sustainability Vision” for the coming 3 years.
Management’s work to this point can be broken down into two categories:
- the identification and role of the stakeholders. Managers have begun to introduce in their evaluations and decision making programmes a multi-stakeholder view of the problems which they encounter, which allows them a more “systemic” vision of the impact of the business decisions taken by them;
- stakeholder management levers. The objective is to understand which stakeholder relationship levers are practical, according to the vision of Managers, and may be easily drawn upon to reach the indicated business objectives.
The essence of a “sustainability oriented” managerial approach for SEA consists therefore of:
- the capacity of management to acquire full knowledge of the identity, the role and the power of reciprocal conditioning and on the resources/opportunities which characterise the major stakeholders of the principal “business challenges” of the company;
- a progressive shift by managers towards the “contextualisation” of their choices and decisions, as a response to the complexity of the business environment. Contextualisation concerns the establishment of the direction and the logic of their decisions within a wider environment than that usually adopted and the extension of the range of variables (economic, social and environmental) which impact on the result of the decision (and on effective risk management) over the medium-long-term;
- in the capacity of management to base its “learning” over a wider and more extensive exchange and interchange with stakeholders, to generate indispensable knowledge for the correct vision of the business, otherwise not acquirable.
The principal level 1 stakeholders (those with whom more direct and intense relationships develop) in SEA, as also emerging from analysis of the operating and regulatory environment hereto described, are outlined below.
Map of SEA Group level 1 stakeholders
Involvement in national and/or international sector associations
SEA is involved in the following national and/or international sector associations:
Assaeroporti – Italian Association of Airport Managers, with the duty to protect and strengthen the position of airport managers, developing their functionality and interacting with the governing institutions to ensure the development of air transport. It also encourages collaboration between members in order to further the improvement of airport management procedures and techniques.
Assoclearance - the Italian Association for the Management of Clearance and Slots, comprising airlines and Italian airport managers, with the duty to optimise distribution of time slots and allocate slots to airlines, taking account of demands and historical data.
Assolombarda – National Association of small, medium and large enterprises, with the scope to protect the interest of members in their dealings with external parties involved in fields such as the institutions, training, the environmental and the region, culture, the economy, employment and civil society, making available a wide range of specialist services which contribute to business development.
ATAG Air Transport Action Group – Association which represents all actors involved throughout the air transport industry chain, in order to encourage communication between the various actors and promote sustainable air transport development.
UNIVA Varese – Association of companies within the Confindustria System, in order to encourage the development of provincial industry, promoting collaboration between businesses.
ACI Europe – Airport Council International – Association of European airports, which represents over 400 airports in 46 member countries. It guarantees effective communication and negotiation on legal, commercial, technical, environmental and passenger issues and other interests.
IGI – the Large Infrastructure Institute is a research centre focused on public tender issues. The development of the public works market, which tends to favour the private financing of public works, has led to the institute extending its member base, with the entry of large motorway concession holders, airport bodies, banking institutes, Insurance Companies and business sectors complimentary to traditional contractors.
AIGI – Italian Association of Legal Counsel, with the scope to promote, train and develop legal councils and their role in Italy.