SEA MILAN AIRPORTS, balancing planning capacity and flexibility, even in complex environments. Thanks to Collaboration

SEA Milan Airports is the company that manages the airports serving Milan, namely Linate and Malpensa. In 2025 alone, these facilities handled 42 million passengers and 759,000 tonnes of cargo, with a total of 312,000 aircraft movements.

These figures place SEA among the top ten airport operators in Europe by passenger volume and among the top five by cargo traffic volume. At the national level, the Group ranks second in terms of passenger traffic and first in both the cargo and general aviation sectors.

Alessandro Caleffi, ICT Director

During the YUBIQ Insights26 event

The challenge

With a workforce of 2542 employees, SEA Milan Airports manages both Aviation activities (including the development and maintenance of airport infrastructure, security services, aircraft ground operations, and the acquisition of new airline carriers) and Non-Aviation activities (such as the allocation of retail spaces and real estate management).
When developing new projects in a context like this, exceptions must be considered the rule rather than the exception. SEA Milan Airports recognized the need to bring together two different and seemingly conflicting approaches: long-term planning, which is essential to maximize the value of multi-billion-euro investments, and flexibility, which is crucial for identifying emerging needs and integrating them quickly into the broader ecosystem.
It was therefore necessary to build a process capable not only of identifying projects and solutions that could meet new requirements, but also of establishing governance mechanisms to streamline the stages of financial evaluation, approval, and resource allocation. The objective was to accelerate both the planning and execution of initiatives from an operational perspective.
Turning theory into practice meant embracing a path driven by digital transformation and collaboration.

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LIN4

The Approach

SEA Milan Airports therefore turned to YUBIQ and launched the GIP project, through which a platform was developed to simplify the operations of the various business departments by leveraging advanced dashboards designed to support decision-making processes. Particular emphasis was placed on requirements gathering and analysis, initiative value assessment, and progress monitoring.
During the implementation of the solution, the objective was to create a single collaborative tool capable of maximizing the contributions of all stakeholders involved in the process, reducing the risk of activity misalignment while providing greater visibility and control to the managers responsible for each initiative.
At the same time, the platform was designed to improve data quality and reliability, increasing process efficiency and bridging digital gaps through the integration of applications across the system landscape. Last but not least, document rationalization was a key focus area. The project also served as a catalyst for a new approach to document management, aimed at optimizing information organization and improving accessibility across the organization.

The Impact

The platform developed on the basis of these requirements was initially made available to the Infrastructure Department, which also played a direct and decisive role in shaping the solution's analytical framework. SEA Milan Airports aimed to generate an immediate impact within the business area with the highest level of expenditure and the most pressing need to improve planning processes. The new environment is built on a common framework shared across all business functions, enabling the solution to be progressively extended to other areas over the medium term, starting with the Maintenance and ICT departments.
The ultimate objective is to bring all Group projects onto the platform, creating a cross-departmental system for planning and monitoring initiatives. This ecosystem will then be integrated, through a shared dashboard, with procurement processes.
In this way, SEA Milan Airports aims to equip its decision-makers with a comprehensive toolbox that will enable them to identify and leverage the optimal balance between planning capacity and flexibility, depending on the circumstances. This is an essential requirement for effectively managing the lifecycle of operations in a complex environment such as the airport industry.

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